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From YouTube: April 25, 2019 Budget Committee
Description
Minneapolis Results Budget Committee Meeting
A
Good
afternoon
I'd
like
to
call
this
meeting
of
the
Budget
Committee
to
order
my
I'm,
the
chair
of
this
committee.
My
name
is
Lenny
Palmisano
and
with
me
here
today,
our
council
members
Phillipe
Cunningham
Andrew
Johnson
Lisa
Goodman
Jeremiah,
Ellison,
Jeremy,
Schrader,
Steve,
Fletcher
and
Kevin
Reich.
A
We
do
have
a
quorum
of
this
committee
in
authorized
to
conduct
the
business
today,
however,
we
have
a
new
approach
to
budget
this
year
and
it
is
the
result
of
a
multi-year
effort
that
started
with
our
coordinators
office
in
our
audit
department
and
involved
many
others,
and
eventually
all
of
the
departments
themselves.
So
I
want
to
give
great
thanks
and
appreciation
to.
A
Brian
Andrea
Larson
Anna
kölsch,
and
to
many
many
others
who
have
worked
to
try
and
get
this
together
and
then
every
department
head
that's
here
today.
This
is
really
our
next
step
of
trying
to
integrate
our
performance
with
how
we
do
budgeting
here
at
the
city.
So
on
the
agenda
today
are
the
first
four
departments
that
will
be
sharing
their
results
and
performance
information.
A
B
Thank
You,
chair
Palmisano,
my
name
is
Maria
Rivera
van
der
Meyde
and
I
should
say
at
the
outset
that
my
folks
are
visiting
from
Puerto
Rico
and
watching
from
home,
so
hola
mami,
bubbie
I
also
said
you'd,
be
very
nice
to
me.
So,
more
importantly,
we
are
here
and
I'm
really
excited
to
be
here
and
as
chair
Palmisano
was
saying,
this
is
really
the
result
of
a
lot
of
thought
and
a
lot
of
effort.
I
recall
coming
to
the
city
in
2013
and
thinking
about
results
and
realizing
that
a
I
could
sort
of
pick.
B
B
Reports
in
the
past,
they've
been
a
mix,
sometimes
they've
been
deeper
dives
other
times,
they've
been
sort
of
very
high
level
and
I
think
that
can
be
very
confusing.
This
is
an
attempt
and
we'll
continue
to
adjust
for
your
feedback
as
we
move
forward
in
the
coming
years,
but
really
to
think
about
what
are
those
things
that
we
hold
ourselves
accountable
to.
You
see
in
all
the
departments
reports
some
basic
enterprise
priorities.
B
B
They
we
did
not
have
metrics
for
that,
and
so
those
are
indicated
in
gray
as
no
trend
and
pour
the
rest
as
we
think
about
what
that
looks
like
those
are,
there's
a
legend
up
top.
So,
for
example,
if
we
look
at
sustainability-
and
we
look
at
our
farmers
markets,
metrics
you'll
see
under
to
be
a
red
mark,
denoting
that
we
decreased
by
more
than
five
percent.
I
say
that
openly
to
say
that
decrease
is
not
necessarily
a
bad
thing.
B
We
have
seen
a
decrease
in
our
farmers
market
vendors,
but
it's
because
we
have
wanted
to
increase
the
amount
of
dollar
spent
and
the
diversity
of
our
farmers
market
vendors
so
that
perhaps
reducing
duplication
of
the
same
types
of
products
going
on.
So
in
those
cases,
as
you
continue
to
receive
our
report
and
others,
I
really
welcome
you
to
think
about
what
do
those
red
markers
indicate
or
not.
B
A
I
may
just
pause.
You
there
I
think
a
little
bit
more
orientation
up
here
on
the
dais
might
be
helpful
in
the
spirals
in
front
of
you.
There
is
this
document
that
misra
vera
van
der
Meyde
is
going
through
right
now.
That
is
the
tab
that
says
Cece
report.
There
is
also
for
each
of
these
results
reports,
the
second
tab
that
is
more
of
like
a
one-pager.
It's
almost
always
a
one-pager.
A
It
says
analysis
and
this
analysis
is
provided
by
the
coordinators
office
and
then
that
department
head
has
worked
with
that,
their
home
committee
chair
to
pick
out
the
focus
areas
and
that's
what
their
that's.
What
they've
chosen
to
do
a
deeper
dive
on
questions
can
be
on
anything
I
do
have
speaker.
Management,
open
and
I
will
also
look
for
people's
flags
and
ask
vice-chair
Fletcher
here
with
me
to
also
just
help
us
keep
track
of
questions.
A
B
B
We
will
take
in
the
your
feedback
on
what
that
looks
like
what
is
it
that
you
really
want
to
see
and
what's
important,
because
there's
a
lot
of
work
that
goes
on
in
the
background,
but
it
may
not
be
the
the
critical
or
the
or
what
people
are
wanting
to
learn
a
little
bit
more
about,
but,
as
you
can
see,
we
have
and
we
and
we're
going
by
budget
program
area.
So
this
may
change
as
departments
change
their
budget
program
areas
in
the
future
and
there's
been
a
lot
of
effort.
B
I
got
to
thank
a
Micah
intramural
and
his
team
there's
been
a
lot
of
work
trying
to
clean
out
program
areas.
Similarly,
finance
with
HR
have
also
been
trying
to
clean
out
things
like
vacancies,
and
what
does
that
look
like,
so
that
we
really
kind
of
get
to
accountability
and
where
those
monies
and
our
resources
are
spent?
B
B
These
slide
the
enterprise
priority
slide.
I'll
say
that
you'll
see
for
every
department
moving
forward
and
I'll
say
that
we're
extraordinarily
proud
to
see
these
numbers.
This
for
us
represents
a
lot
of
work.
On
the
one
hand,
I'll
say
that
the
workforce
diversity
is
something
that
HR
took
on
a
few
years
ago
to
really
think
about
what
are
what
what
does
it
take
to
reach
our
diversity
numbers?
B
How
do
we
make
sure
that
the
city
enterprise
workforce
reflects
our
community
and
they
set
about
studying
that
they
hired
a
consultant
and
for
each
department
really
met
with
them
individually
to
say
what
can
you
do
to
bring
those
numbers
forward
and
I'm
happy
to
see
the
numbers
that
we
have
in
terms
of
our
NGO,
that
we
certainly
meet
those
enterprise
goals
I
believe
they
were
set
for
2020?
Is
that
correct,
2020
and
happy
to
say
that
we
have
met
those
already
as
we
move
forward,
but
this
is
something
that
will
keep
us
accountable
again.
B
Not
meeting
them
doesn't
mean
that
a
department
has
done
something
wrong.
It
could
be
that
they
have
difficulty
recruiting
or
it
could
be
that
they
haven't
just
thought
of
it
and
seen
the
breakdown
in
that
way
and
they're
now
taking
other
steps.
So
for
us
breaking
down
the
data.
This
way
was
really
helpful
by
department
and
then
perhaps
for
me,
the
one
I've
been
most
involved
with
in
the
in
the
past
has
been
the
spend
diversity
dashboard.
B
This
started
with
a
twenty
fifteen
council
direct
direction
by
councilmember
Glidden
and
councilmember
Quincy,
who
asked
the
coordinators
office
to
partner
with
finance
and
civil
rights
and
cpad,
and
the
City
Attorney's
Office,
and
really
think
about
our
spend
diversity
efforts
and
in
that
some
very
talented
folks
did
a
lot
of
time.
It
took
us
about
18
months
to
clean
that
data
up
and
we
were
able
to
get
to
a
dashboard
that
really
spoke
to
spend
in
the
city.
B
This
led
to
the
now
target
market
program
and
continues
to
make
us
be
accountable
to
how
much
we
spend
those
dollars
so
really
excited
to
see
this
here,
as
we
continue
to
add
more
enterprise
metrics
in
all
advance
that
I'd
love
in
the
future
to
see
whether
those
are
equity,
metrics
or
whether
those
are
sustainability
metrics
for
the
enterprise
that
we
can
incorporate
that,
because
each
department
has
a
role
to
play
in
those
goals
that
we've
set
for
ourselves
in
the
city.
Thank.
C
B
Palmisano
councilmember
Cunningham.
At
this
moment
we
are
only
counting
per
profit
entities.
The
next
phase
of
this
program-
and
we've
been
thinking
about.
How
do
we
account
for
non
profit?
Part
of
the
reason
for
nonprofit?
Is
they
don't
always
have
a
choice
and
how
or
we
don't
always
have
a
selection,
we're
partnering
with
an
organization
and
how
they've
chosen
to
comprise
themselves
or
who
that
head
of
that
organization
is?
B
Maybe
it
may
be
a
valuable
organization,
but
we
don't
have
a
say
in
who
their
head
is
just
by
the
nature
of
their
being
a
501c3,
but
we
still
want
to
try
to
get
to
those
dollars.
In
particular,
we
have
several
of
our
departments.
Health
is
one
of
them
see
pet
is
another
and
figuring
out.
How
do
we
account
for
those
dollars?
We
should
know
what
it
is,
even
though
we
may
not
have
control
over
selecting
one
vendor
over
another,
because
we
want
to
partner
with
a
particular
organization.
B
Palmisano
councilmember
Cunningham,
so
that's
currently
ongoing.
The
supplier
diversity
group
continues
to
meet
as
I
have
switch
positions.
I
have
now
asked
art
one
of
the
deputy
directors
Danielle
Shelton
logic,
to
take
that
over
and
that
is
I.
Don't
have
the
work
plan
in
front
of
me,
but
I
can
get
that
to
you,
but
I
know
that
that
is
something
that
we've
anticipated
because
we'd
like
to
add
that
to
our
website
in
the
next.
B
C
Great
yeah
I
just
want
to
make
sure
that
we
are
I'd
like
to
see
that
prioritized
because
of
the
fact
that
I
know
within
at
least
the
Health
Department.
The
work
that
I've
done
I
just
know
that
they
do
so
much
work.
Spending
with
nonprofits
and
so
I
want
to
make
sure
that
we're
not
what
we're
looking
at
as
well,
and
when
we
talk
about
diversity.
Are
we
talking
about
geographic
diversity
at
all?
Are
we
just
focusing
on
women
and
people
of
color,
chair.
B
C
Manager,
if
I
may
just
one
last
observation,
I
would
just
say
that
we
can't
well.
We
can't
control
who
is
leading
nonprofits.
They
are
based
in
certain
parts
of
the
city,
so
that
might
be
a
good
tracking
mentoring
to
be
able
to,
because,
if
folks
are
going
out
of
their
way
to
work
with
Northside
nonprofits,
for
example,
leaders
may
come
and
go,
but
that
organization
are
still
serving
the
community,
so
I
just
wanted
to
bring
that
to
attention.
Thank
you,
madam
chair,
chair,.
B
Palmisano
councilmember
Cunningham,
if
I
may
just
add
one
thing
that
when
we
think
about,
for
example,
I
think
of
our
geography
placed
our
place-based
strategies.
This
may
be
something
that
we
think
about
whether
it's
the
promise
zone
that
you
hear
a
little
about
today
or
the
green
zones
work
that
it
may
be
that
we
come
with
recommendations
that
really
truly
prioritize
that
that
was
one
of.
If
you
indulge
me
in
the
pun,
that
was
one
of
the
promises
of
the
promise
zone
that
we
really
focus
in
on
that
area,
and
so
that's
another
direction.
B
B
Won't
spend
a
lot
of
time
on
these
Department
priorities
only
because
this
is
the
first
time
you're,
seeing
this
template
to
really
kind
of
reference
it
but
say
that
each
department
will
generally
have
the
option
to
include
department
priorities.
This
is
not
obviously
the
only
work
that
we
do
and
you'll
hear
a
little
bit
about
some
of
the
work,
but
this
is
kind
of
what
we
needed
to
do
to
move
forward
and
this
year
or
past
year.
I
guess.
B
If
we're
reporting
on
2018
a
lot
of
that
was
organizationally
as
our
previous
city,
cornered,
left
and
I
stepped
into
that
role.
We
have
two
new
deputies
and
we
really
started
to
think
about
how
do
we
measure
and
make
sure
that
we
add
value
to
the
organization
so
we've
been,
we
spent
a
lot
of
time
really
thinking
about
looking
at
the
the
time
and
the
work
that
comes
our
way
and
thinking
about
how
to
do
things
better.
B
Examples
of
that
include
what
we're
doing
right
here
today,
which
is
bringing
results
to
a
different
format,
but,
as
you'll
hear
a
little
bit,
there's
also.
This
includes
things
like
changing
how
we
do
our
strategic
planning
and
then
this
year,
that
included,
that
included
racial
equity
as
a
key
component
to
that
so
getting
to
a
little
bit
more
the
meat
of
how
we
divide
our
work.
We
really
are
split
into
two
main
areas.
B
Strategic
management
really
focuses
more
on
internal
or
enterprise
facing
work
and
strategic
initiatives
which,
as
we
think
about,
is
really
more
focused
on
work
that
looks
externally
or
partners
more
externally
than
others.
This
strategic
management
and
administration
and
I
team
slide
really
talks
a
little
bit
about
those
initiatives
and
we
worked
a
lot
this
year
to
develop
better
accountability
mechanisms.
Last
year,
as
this
new
term,
this
new
council
body
came
aboard.
We
did
seven
study
sessions
that
really
helped
us
on
board
council
members
in
preparation
for
new
policy
initiatives.
B
As
we
move
forward,
we
formalized
our
partnership
with
the
U
and
helped
bring
forward
the
baseline
report
for
minimum
wage
and
there's
a
lot
of
policy
work.
That
goes
in
that,
as
we
move
forward
and
the
innovation
team
last
year
was
successful
in
helping
to
launch
with
C
pad
and
our
other
partners,
reg
services
and
health
launching
the
business
portal
and
they
partnered
with
policymakers
and
Rec
Services
in
the
City
Attorney's
Office
to
add
clarity
and
improve
our
work
on
conduct
on
premise.
I
know
really
in
conjunction
and
partnership
with
councilmember
Cunningham
and
others.
B
We
brought
forward
performance
management
and,
as
we
change
and
I
have
to
say
that
I'll
publicly
ask
for
didn't
forgiveness
and
acknowledge
the
grace
with
which
departments
stayed
with
us
as
we
change
results
again.
This
is
this
is
not.
This
is
more
I'd,
say
art
than
science.
We
partnered
with
what
work
cities
we
look
to
other
cities.
B
It
was
all
Department,
except
for
four,
that
we
exempted
specifically
because
they
had
other
mechanisms
or
we
were
bringing
them
on
to
the
new
reporting
structure
and
then
previously
the
clerk's
office
and
audit
generally
have
not
done
this,
and
this
year
you
will
see
their
results,
reports
moving
forward
and
so
I'm
very
pleased
with
the
amount
of
folks
that
took
the
time
to
change
a
new
format
and
work
with
us.
Our
enterprise
team,
to
does
a
lot
of
those
enterprise
organizations.
So
there
is
an
IT
governance
group.
We
support
Elms.
B
B
I'll
move
a
little
bit
to
our
to
some
of
the
programs
in
our
strategic
initiative,
keys
and
I'll
say
that
this
goes
to
the
heart
of
some
of
our
key
values.
Race
inequity
spent
a
lot
of
time
with
our
results
and
Finance
teams
to
create
strategic
and
racial
equity
plan
that
will
help
prioritize
our
work
and
create
metrics
that
will
hold
us
accountable
on
whether
we've
actually
achieved
our
goals.
B
Five
artists
for
city
projects,
census
green
zones
and
Greenway
they
partner
with
Northern,
spark
and
place
48
artist
projects
in
the
Commons
for
the
festival
in
additions
to
the
carrion
Holmes
of
piece
that
was
in
the
that
was
a
centerpiece
of
that
work
and
they
finished
the
2018
creative
index
and
despite
the
current
administration
and
the
decline
dollars
coming
out
of
our
federal
administration
and
federal
partners,
the
promise
zone
continued
to
convene
Northside
partners
and
spent
the
bulk
of
last
year,
focused
primarily
on
economic
development.
With
an
economic
development
working
group.
B
We
expect
some
similar
great
work
that
we'll
be
able
to
report
out
next
year
on
our
resilience
and
our
Human
Trafficking
work
that
have
just
started
in
our
office
to
some
of
those
I'll
go
in
a
little
bit
more
detail,
because
we've
got
a
little
bit
more
information
about
them
and
sustainability,
and
we
have
in
CHEM,
hey,
be
a
great
sustainability.
Manager
has
been
really
leading
exceptional
staff
who,
even
before
he
got
here,
we're
doing
great
work
and
I.
B
Think
Kim
has
been
a
tremendous
addition
to
the
city
as
we
move
forward
and
you'll
see
that
sustainability
really
drives
the
work
of
the
city.
Internal,
both
internal
policymaking
and
now
with
the
the
boards
and
commissions,
are
in
addition
to
the
boards
and
commissions
that
they
staff
as
well,
that
they
really
move
some
of
these
internal
and
external
sustainability
policies
forward.
The
program
has
a
particular
emphasis
on
homegrown
Minneapolis
initiatives,
climate
and
energy
strategies,
as
well
as
waste
water
and
tree
canopy
improvements.
B
But
some
of
these
measures
and
I
know
that
many
of
you
are,
if
not
all
of
you
are
quite
familiar
with
these
measures,
but
we
really
took
a
moment
to
highlight
the
Minneapolis
greenhouse
gas
emissions
from
citywide
activities,
and
we
wanted
to
also
highlight
the
great
work
that
Tamara
does
on
farmers
market
metrics.
But,
as
you
can
see,
we
have-
and
you
know
this
better
than
I-
is
you
have
passed
resolutions
to
this
effect?
We
have
ambitious
energy
goals.
B
But
by
and
large
one
of
the
things
I
benefit
and
I
hope
that
the
city
sees
the
benefit
of
sustainability.
Is
that
a
they
don't
tend
to
work
in
isolation?
They
work
across
the
enterprise
they
partner
with
health,
they
partner
with
property
services
and
finance
they
partner
with
Public
Works
they
partner
with
the
convention
center.
B
We
are
now
convening
a
cross,
Department
staff
group
to
really
think
about
what
that
looks
like
and
have
staff
be
able
to
make
sure
that
we
all
know
what's
going
on
and
very
importantly,
be
able
to
champion
sustainability
efforts
across
the
city.
So
I
really
appreciate
Kim's
leadership
in
this
and
the
rest
of
the
sustainability
staff,
as
well
as
highlight
all
the
other
people
in
the
enterprise
that
do
great
work
on
sustainability.
That
don't
happen
to
live
in
our
department.
A
B
B
Confidence
came
and
and
I'll
say
that,
and
some
of
the
part
of
that
is
seeing
a
decline
and
what
we're
doing
with
electricity
consumption,
but
I
believe
that,
as
we
continue
to
move
forward,
particularly
in
some
of
the
steps
that
you've
taken
in
conjunction
with
staff,
to
really
move
things
like
the
decision
to
be
a
hundred
percent
renewable
by
2022.
That
that
is
that
those
are
the
kinds
of
actions
that
will
maintain
us
getting
on
track.
B
I
will
say,
however,
that,
to
the
other
points
of
this
on
road
transportation
and
this
natural
gas
consumption
that
we're
going
to
actually
have
to
really
be
thoughtful
about
how
to
dig
into
those,
because
at
some
point
we
will
have
the
return
on
investment
in
what
we're
doing
with
renewable.
If
we
achieve
that
in
2022,
then
we'll
have
pretty
much
set
out
and
met
that
goal,
but
we
will
not
perhaps
have
finished
everything
else
that
we
need
to
do.
There's
a
report
that
sustainability
puts
out.
B
That
is
the
index
for
this
greenhouse
gas
emission
work
that
if
you
look
at
that,
it
will
say
that
if
we
actually
did
the
one
hundred
percent
renewable
electricity
goals
and
we
met
them
for
2016,
when
this
was
reported,
we
will
have
reduced
our
greenhouse
gas
emission.
We
would
be
about
49
percent
below
the
baseline,
so
it's
possible
I
think
we're
on
track,
but
there's
more
to
be
done
and
with
those
I
think
sustainability,
we're
partnering
with
you
and
with
Department
us
across
the
enterprise
to
figure
out.
How
do
we
continue
to
do
that?
D
You
I
just
first
want
to
thank
you
in
the
department
for
the
amazing
work.
You
do.
It's
really
a
joy
to
work
with
the
office
of
sustainability.
To
your
comment
about
how
we
have
ambitious
goals
for
2030
I
mean
unfortunate
truth.
We
learn
every
day.
Is
that
that's
not
enough,
so
I
look
forward
to
working
with
the
office
more
to
to
get
that
I
do
have
two
questions
on
the
farmers
markets.
The
reduction
over
a
hundred
of
them
I
think
first,
does
it
to
seek
a
better
product
mix?
D
My
question
is
why
you
know
that
makes
sense
in
the
fall
when
there's
a
lot
in
season,
but
couple
weeks,
everybody's
gonna
be
selling
rhubarb.
So
it's
just
a
matter
of
like
what
our
like.
Why
was
that
positive
thing
if
that's
a
reduction
in
costs
or
other
things
than
the
second
one
Howard
list
picked?
You
know
if
you're,
just
accepting
certain
vendors
that
they
have
to
need
me
right,
Iria.
What
other
kind
of
factors
were
thought
about
chair.
B
Palmisano
councilmember
stranger,
thanks
for
the
question
and
I
think
that
I
think
this
is
about
being
intentional
about
space.
I
mean
in
the
reality,
too,
is
that
there
are
so
many
stalls
and
there's
so
many
vendors,
and
we
want
to
make
sure
that
we
are
providing
as
much
support
as
we
can
for
the
broader
variety
of
folks.
And
while
we
don't
need
80
stalls
that
have
rhubarb.
Are
there
other
products,
because
in
season
means
a
broader
variety
of
products
and
I
think
that
people
aren't
thinking
about
that.
B
We
are
just
spending
we're
choosing
to
spend
most
of
our
time
working
on
increasing
the
number
of
customers
and
the
amount
of
money
that
each
customer
brings.
Because,
frankly,
this
is
an
economic
driver
and
we
want
to
make
sure
that
whatever's
coming
to
the
folks
that
we're
supporting
many
of
them
are
people
of
color
and
our
business
entrepreneurs
of
color
that
they're
able
to
benefit
from
that
economic
drive
and
also
trying
to
get
increase.
B
B
Is
that
most
forward,
so
we
certainly
are
by
no
measure
trying
to
dissuade
folks
from
coming
in,
but
we're
really
being
thoughtful
about
where
we
put
our
efforts,
if
we
think
about
our
farmers
markets
and
that
staff
resource
that
really
has
been
traditionally
a
staff,
a
1,
along
with
at
different
times,
interns
moving
forward
and
so
I
think
you're
gonna
see
what
the
metrics
and
what
comes
out
of
that
are
those
specific
criterias
about.
How
do
we
support?
Where
do
we
move
forward?
Is
it
location?
Is
it
size?
Is
it
product?
D
B
B
We
are
able
to
expand
that
and
have
welcomed
some
additional
great
creative
thinkers
into
our
sphere
and
so
part
of
those
highlights,
and
obviously
the
arts
cults
in
the
creative
economy
partner
with
cpad
and
Mary
Altman
in
terms
of
what
happens
there
with
art
and
public
spaces.
But
our
office
really
helps
not
only
do
what
we
did
with
Northern
spark
but
thinks
about,
and
that's
in
the
creative
city
challenge
thinks
about
creative
city
making
and
really
focused
on
placing
artists
and
then
with
a
particular
emphasis
on
artists
of
color
in
different
projects
in
the
city.
B
They
are
also
currently
partnering
with
cpad
in
a
new,
a
stat
program
through
grant
through
monies
that
we
got
last
year
to
be
thoughtful
about.
How
do
we?
How
do
we
provide
resources
that
are
meaningful
and
by
that
I
mean
not
just
spaces
and
find?
This
is
where
you
can
lease,
or
this
is
how
you
can
get
financing
gaps
so
really
figuring
out.
B
What
do
artists
in
our
community
need
and
how
do
we
move
that
forward
and
they'll
say
that
in
recent
times,
I
know
that
you're
no
stranger
to
this
reality,
but
we
have
heard
a
lot
about
the
struggles
of
our
small
and
medium
arts
organizations
across
the
city
and
our
arts.
Culture
in
the
creative
economy
folks
have
brought
forward
recommendations
about
what
we
can
do
as
a
city
enterprise
in
helping
and
assisting
something
that
is
so
vital.
B
F
E
Think
the
problem
we
have
now
is
that
what
the
program
description
for
arts
and
the
creative
economy
is
is
not
what
we
need,
and
so
there's
just
a
difference
in
opinion
about
what
arts
and
the
creative
economy
should
be
from
where
I
sit.
Arts
is
economic
development
and
as
a
result
of
that,
small
arts
organisations,
failing
is
something
we
urgently
need
to
get
involved
in,
and
that
is
the
economic
development
angle
of
it.
When
soap,
factory
or
intermedia,
arts
or
now
heart
of
the
beast,
have
to
lay
off
half
of
their
staff.
E
E
And
I
think
that's
the
problem.
I,
don't
see
like
in
the
B
tab
summary
that
we
got
from
Danielle
bonilla,
you
see
who
was
helped
what
word
they
were
in,
how
it
meets
our
rates,
equity
goals.
There
are
specifics
and
I
look
at
this
summary
of
the
performance
measurements
and
if
you
asked
any
of
these
organisations
that
are
failing
how
they
felt
about
some
of
these
things,
or
did
these
things
help
them,
they
would
say.
No
so
I've
tried.
E
As
you
know,
for
years,
the
merge
took
us
to
move
in
the
direction
of
Arts
as
economic
development
how's.
This
position
at
the
PD
worked
with
the
small
business
team
in
B
tab
in
order
to
help
small
arts
organisations
I'm
just
wondering
how
many
more
of
these
small
organisations
will
fail
before
will
realise
that
we're
spending
a
million
dollars
to
study
things
and
put
out
reports
about
arts
as
a
creative
index.
E
We
know
we
have
a
creative
community,
we're
at
a
point
now
where
arts
organisations
as
small
businesses
really
need
hands-on
help
and
in
some
cases
might
mean
funding
or
leveraging
funding
with
others
and
our
program
as
the
program
description
describes,
is
not
really
doing
that
it's
doing
something
else
and
that
might
have
been
in
something
else
we
needed
at
the
time,
but
it
doesn't
seem
to
be
the
thing
we
need
now.
So
what
are
your
thoughts
about?
E
Rethinking
how
we
do
this
work,
or
is
it
something
you're
going
to
suggest
we
put
forward
in
the
budget
because
I'm
happy
to
make
a
suggestion
about
a
dramatic
change
and
this
within
the
budget
process?
But
since
we've
discussed
this,
you
might
have
some
thoughts
on
how
you
see
us
moving
towards
that
position
of
actually
helping
these
smaller
arts
organizations.
The
Guthrie
doesn't
really
need
our
help.
I
would
probably
say
harder.
The
Beast
at
this
point.
Does
it
breaks
your
heart
to
hear
them.
B
This
place
that
we
find
ourselves
in
with
to
your
point
folks,
like
the
soap
factory
or
heart
of
the
beast
or
even
thinking
about
what
the
needs
of
our
world
are.
Those
are
iconic
kind
of
events
that
move
forward
in
the
city
that
we
have
to
rethink,
what
we're
doing
and
what
our,
what
our
response
to
that
is,
and
that
includes
I'm,
never
above
rethinking
about
what
we
do
in
our
office
and
reorienting
to
what
we
do.
I
don't
want
to
minimize.
B
I
will
say,
however,
that
we
will
be
looking
to
your
guidance,
because
arts
organizations
are
like
other,
perhaps
struggling
organizations,
and
when
we
open
doors
like
do
we
waive
fees
or
do
we
support
financially
in
other
ways,
or
do
we
perhaps
try
to
figure
out
what
other
grant
opportunities
and
do
a
different
kind
of
loan
program
for
artists
organizations?
There's
been
a
variety
of
these
because
we've
also
involved
c-pen.
B
That's
one
of
the
reasons
that
we've
been
partnering
to
do
this
arts
Network
fair,
and
we
hope
to
have
that
in
the
next
few
months,
because
that's
that
invitation
for
artists
and
art
organizations
to
tell
us
exactly
what
is
it
that
we
need,
because
when
we've
asked
them
and
we
have
asked
them-
we
have
called-
and
we
have
said
what
is
it
that
you're
struggling
with
it
is
all
across
the
board.
It
is
some
that
are
in
a
building
that
just
is
not
suited
for
their
needs.
B
That
requires
a
lot
of
restoration
or
renovation
that
they
cannot
afford.
For
others,
it
has
been
a
changing
amount
of
executive
directors
or
their
board
staff
for
others.
It
is
just
that
the
profits
that
they're
seeing
or
that
the
people
that
are
coming
to
their
event,
that
is
dwindling
for
many
and
we've
seen
this
in
the
press,
our
philanthropic
and
our
business
organizations
are
shifting
their
dollars
elsewhere.
E
Sure
I
had
a
donor
who
was
willing
to
give
the
city
a
building.
At
the
same
time,
the
arts
organization
on
Lake
Street
was
losing
its
building.
We
didn't
have
any
help
out
of
this
division.
We
had
to
call
on
cpad
who
had
to
hire
a
consultant
because
they
didn't
have
anyone
working
on
arts
arts
as
economic
development,
to
work
with
us
to
determine
whether
or
not
this
building
couldn't
be
a
potential
home
and
in
the
time
that
it
took
for
the
city
to
get
its
act
together.
F
E
Someone
else
in
the
building
we
need
someone
who
is
not
just
reactive
but
not
someone,
it's
not
about
the
people.
It's
about.
One
of
the
focus
of
this
is-
and
you
know,
I
mean
you
look
at
I
I
mean
I
talk
about
money,
I
mean
do
we
really
need
to
have
this
like
art
event
in
the
Commons,
the
wealthiest
part
of
town
that
has
no
problem
with
tons
of
arts
organizations
and
we
put
like
a
lot
of
money
into
having
an
art
exhibit
at
the
Commons.
E
If
we're
going
to
have
an
art
exhibit,
why
wouldn't
we
have
it
at
the
place
of
you
know
West
Broadway
or
East
Franklin
or
East
Lake
Street?
Well,
because
the
money
comes
from
the
convention
center,
so
it
can
only
be
spent
in
a
certain
area,
and
I
would
argue
that
the
creative
City
making
challenge
thing
is
just
money
looking
for
a
way
to
be
spent
rather
than
kind
of
focusing
I.
Don't
think
northern
SPARC
needs
all
that.
Much
help
from
us
I
mean
my
goodness.
E
E
What's
happening
and
and
research
and
and
the
importance
of
research,
we
need
to
focus
on
dealing
with
real
people
on
the
ground
right
now
and
I.
You
know,
I,
look
at
two
or
three
of
my
colleagues
are
artists,
and
you
know
I
I,
don't
know
what
they
think,
but
I
would
say
that
creating
a
an
index
about
the
creative
economy
and
the
cost
of
that
versus
helping
heart
of
the
beast
raise
money
to
put
on
a
parade.
It
would
be
an
easy
call.
We
need
to
make
a
serious
change
in
this
area.
E
B
We
really
think
that
this
work
can
be
tied
in
the
future,
to
the
work
that
we're
doing
with
cultural
districts
and
precisely
we
can
move
this
around.
This
can
be
something
that
we
move
elsewhere
in
the
city.
It
does
not
have
to
be
anymore
tied
to
the
Commons
or
downtown
this
money
that
comes
from
the
budget
no
longer
comes
from
the
Convention
Center.
I
I
have
no
disagreement;
only
I
would
add
that
it
doesn't
have
to
be
either/or.
It
certainly
can
be
both
and-
and
you
know,
I've
been
talking
about
restructuring
the
way
we
are
thinking
about
art
in
the
city
and
and
and
really
taking
steps
and
actions
on
that
and
really
thinking
about.
How
do
we
consolidate
all
of
the
funding
that
we
are
spending
on
the
arts,
including
the
arts,
funding
that
is
in
Public,
Works,
Department
and
as
well
as
see
pad?
I
So
I
just
wanted
to
come
in
on
councillor
Pittman
I'm,
very
much
in
agreement
with
you,
I'm,
very
much
looking
forward
to
having
you
and
and
and
other
colleagues
join
us
in
thinking
about
this
really
important
topic
as
a
way
to
I
think
help
address
what
we
have
identified
as
priorities
in
the
city
and
economic
inclusion
is
certainly
one
of
them
and
the
arts
and
small
to
medium
art.
Sized
organizations
are.
A
Thank
you.
I
wanted
to
point
out
that
this
is
a
really
important
time
to
begin
to
state
in
voice
some
changing
needs.
We
have
a
full
complement.
Thank
you.
Everybody
else.
Who's
joined
us
here.
We
have
a
full
complement
of
city
council
here
and,
while
that
might
seem
uncomfortable
as
a
start,
it's
really
open
and
honest
and
to
me
this
is
exactly
why
we
want
to
start
having
these
conversations
before
any
budget
gets
put
together,
because
it
helps
council
state
some
of
our
changing
needs
and
changing
priorities.
A
J
Thank
You,
chair
Palmisano,
you
know
I'm
sort
of
reflecting
on
thinking
about
what
we
want
out
of
results
and
I
think
we
really
want
to
be
measuring
the
impact
and
I
think
I'm.
A
little
I
am
a
little
frustrated
by
the
the
lack
of
measurable
impact
in
this
in
this
arts
sector
and
I.
Think
that
particularly,
it
would
be
really
good
if
we
could
have
a
little
clearer
analysis,
there's
sort
of
two
things
that
happen
within
the
creative
economy.
J
If
retail
rents
are
going
up,
if
property
taxes
are
going
up,
if
all
of
these
upward
pressures
are
happening
on
spaces,
we
need
to
know
what,
in
the
arts
economy
is
hanging
on
by
a
thread
so
that
we
know
what's
gonna,
be
in
trouble
next
year.
So
we
can
get
ahead
of
that
a
little
bit
and
I
feel
like
somehow
what
I'd
love
to
see
and
is
a
lot
more
coordination
with
economic
development.
J
There's
a
lot
more
coordination
with
the
folks
who
are
thinking
about
real
estate,
values
or
the
things
folks
who
are
thinking
about
what
kind
of
economic
activity
are
we
generating
so
that
we
can
start
to
get
a
sense
of
of?
How
do
we
get
ahead
of
this,
because
I
am
disappointed
by
the
number
of
institutions
that
are
struggling,
that
I
heard
about
when
they
called
my
office
directly
and
that
it
didn't
feel
like
we're
ahead
of
and
it
didn't
feel
like.
J
We
had
a
handle
on
and
I
think
we
need
to
be
thinking
about
the
ways
that
our
whole
city's
economy
is
shifting
and
the
ways
that
that's
going
to
support
some
parts
of
the
creative
economy
and
absolutely
crush
some
parts
of
the
creative
economy
that
may
want.
We
might
really
want
to
hold
on
to
because
they're
part
of
what
makes
our
city
special.
J
K
You,
chair
I
just
wanted
to
say
that
I
think
a
lot
of
this
is
about
context.
There
may
have
been
a
I
know
that
as
an
artist
who
had
to
earn
an
income
from
his
art
before
I
ran
for
office,
I
definitely
want
to
see
the
arts
become
a
part
of
how
we
consider
economic
development.
I
also
know
that
in
a
certain
context,
there's
a
time
where
you
know
it
felt
like
as
a
city,
we
were
just
trying
to
prove
that
art
was
worthwhile
right
and
that
mark
did
contribute
to
the
economy.
K
I,
don't
know
that
a
lot
of
people
necessarily
knew
that
and
the
context
has
changed
and
there
are
different
in
theirs.
Yeah
again,
three
artists
on
the
council
and
so
I
think
the
focus
is
is
probably
gonna
change
and
we've
had
and
we've
kind
of
started
those
conversations
and
so
I
just
wanted
to
say,
like
you
know,
while
I
think
that
at
that
comfortable
goodman's
absolutely
right,
we
have
to
figure
out
how
we're
integrating
this
into
economic
development.
I
also
just
wanted
to
point
out
that,
like
again,
the
context
is
changing.
K
K
I
was
a
create
creative
City
making
artists
before
I
ran
for
office
now
in
the
office,
I
think
in
no
small
part,
due
to
some
of
the
knowledge
that
I
gained
during
creative
city
making,
you
can
consider
that
an
outcome
right
and
so,
and
so
you
know,
sort
of
mapping
out
how
do
we?
How
do
we
articulate
our
outcomes
when
it
comes
to
this
program
and
then
how
do
we
evolve
it
as
the
context
changes
I
think
is,
is,
is
you
know
something
that
I
just
wanted
to
know
your.
B
Poem
is
oh,
no,
oh,
no,
two
things
one,
my
mother's
a
stained,
glass
artist
and
as
she's
watching
she'll,
be
really
excited
to
see
that
we're
having
as
the
city
of
conversation
about
arts
and
how
centered
that
is
so
just
a
nod
to
that
background
as
well,
but
say
that
I
I
think
we
agree
and
we
stand
ready
to
work
with
you.
I
mean
I,
think
you're
right.
B
The
policy
has
to
we
are
changing
and
evolving,
but
I
also
think
that
we're
thinking
about
this
as
sort
of
pathways
I
think
of
the
creative
City
challenge
as
kind
of
a
we
program.
If
you
will
that
it
allows
young
artists,
in
particular
artists
of
color,
who
have
come
to
this
creative
City
challenge
to
start
with
a
smaller
area
and
they've
been
able
to
leverage
that
further,
so
I
think
you're
right,
councilmember
Ellison
that
those
types
of
programs,
creative
city,
making
a
creative
City
challenge,
there's
something
to
preserve
there,
but
you're.
B
Also
right,
as
we
talked
about
the
conversations
that
councilmember
Fletcher
and
councilmember
Goodman
and
others
are
bringing
forward
that
this
is
an
economic
driver.
We
see
that
in
the
creative
City
Index
we
see
that
the
creative
sector
is
growing
exponentially
and
we
want
to
make
sure
that
we're
partnering
with
those
people,
particularly
in
the
enterprise
like
cpad,
who
will
help
us
drive
that
forward.
So
we
take
that
note
and
we
will
continue
to
show
outcomes
and
impact
in
in
increased
ways
as
the
shift
progresses.
B
G
Thank
you,
madam
chair,
and
not
to
expand
on
an
already
well
expanded
on
point
and
topic.
It's
not
just
a
matter.
I
think
I've
even
shifted
it
more
into
economic
development,
because
even
that
has
proven
to
be
very
limited
when
we've
got
more
niche.
I'll
use
an
example.
Three
or
four
years
ago
we
said
we'd
be
more
tailored
to
cooperatives
and
that
barely
even
has
a
line
item
in
that
budget.
So
we're
still
stuck
in
the
old
tool
with
it
kind
of
nod
to
some
tailor
in
a
small
portfolio
fashion
with
one
FTE.
G
So
I
would
say
that
there's
no
panacea
by
that
shift,
and
even
so
then
it
would
still
be
a
reactive
thing
to
more
dominant
market
forces,
and
this
is
my
big
addition,
land
use,
and
so
as
we
look
forward
for
our
comp
plan
and
the
things
that
we
want
to
achieve
within
that
and
then
insert
the
values
that
we've
been
describing
through
the
arts
and
creative
economy.
We
have
to
think
about
the
massive
impact
that
our
land-use
choices,
sometimes
conflicting
with
other
values
we
have
will
make
moving
forward
and
I.
G
A
B
I
You,
chair,
Palmisano
I
know
you
want
to
move
on,
but
I
just
want
to
just
acknowledge
and
and
highlight
all
the
work
that
has
gone
into
what
I
think
is
really
and
historic
and
groundbreaking
achievement
for
us,
and
we
still
have
a
lot
of
work
to
do
in
order
to
realize
positive
outcomes.
But
the
fact
that
we
have
embedded
a
race,
equity,
lens
and
theory
into
all
of
our
strategic
planning
and
processes
is
is
a
huge
accomplishment.
So
thank
you
to
you
and
all
the
staff
that
really
worked
to
bring
that
forward.
I
All
of
my
colleagues
like
it
is
really
incredible
achievement
to
get
to
this
level,
and
this
work
has
been
going
on
since
2014,
and
so
we
should.
We
should
all
feel
really
proud.
We
have
to
keep
our
proverbial
foot
to
the
pedal
and
keep
this
work
going.
Keep
it
relevant,
keep
it
in
front
of
mine,
and
so
to
that
end
we
will
be
hearing
some
updates
and
a
very
near
future
about
some
of
the
progress
that
has
been
made.
But
I
just
wanted
to
highlight
that
and
note
that
during
this
presentation.
Thank
you
thank.
E
Manager,
Murray
I
just
wanted
to
take
a
moment
just
to
note
that
I'm
over
the
weekend,
I
received
the
recast
annual
report.
I
had
an
opportunity
to
read
it
and
I
was
so
impressed
with
it
that
I
asked
my
office
to
set
up
a
lunch
with
Lisa
meeting
on
that
topic.
Why
was
I
so
impressed
with
it,
because
it
was
very
specific
about
outcomes
and
the
numbers
are
huge.
Thousands
of
people
trained
hundred
two
hundred
and
fifty
somebody
mental
health
professionals
trained
and
lots
of
people
who
received
this
trauma.
E
Enforced
training
I
had
no
idea
that
this
was
going
on
at
this
level.
I
had
participated
in
the
survey
surrounding
the
purchase
of
part,
participatory
budgeting
portion
and
I
was
really
impressed,
just
as
a
citizen
trying
to
figure
that
out,
but
when
I
read
the
end
of
a
report,
I
really
think
it's
something
that
has
so
many
good
performance
measures
met
with
real
numbers
that
people
who
don't
follow
this
issue
would
really
be
impressed
with
the
work
that's
going
on.
I
was
and
I
would
urge
folks
to
get
a
chance
to
read
this
recast.
E
Summary,
it's
extremely
impressive.
Normally
I
don't
want
to
even
see
anything
in
paper
like
I
brought
it
back
to
the
city
from
home
and
just
showed
everyone
in
my
office.
What
incredible
work
is
going
on
that
we
really
don't
know
a
lot
about
in
our
office,
and
so,
if
we
don't,
we
need
to
work
harder
to
get
the
word
out
to
other
people
so
kudos
to
the
team
that
put
that
out
and
did
all
that
work.
I
just
think.
It's
incredible!
That's.
C
Make
it
brief?
Thank
you,
madam
chair
I
know
that
we
can
take
it
for
granted
since
council,
vice-president,
Jenkins
and
I
are
on
the
council,
but
the
fact
that
we
have
a
specific
category
for
transgender
equity
is
a
really
big
deal,
so
I
just
wanted
to
name
that
that
is
not
common
in
other
cities
and
I
want
to
say
thank
you
to
city
staff
for
keeping
the
work
live
for
for
carrying
it
forward.
We're
council,
vice-president,
Jenkins
and
I
once
were
staff
carrying
it
now
it
has
been
passed
on.
C
B
B
So
the
policymakers,
who
really
brought
this
forward
I,
can't
thank
you
enough
for
making
this
a
priority
that
hold
us
accountable
to
moving
this
work
forward.
So
I'm
glad
that
report,
as
so
many
other
things
that
we
do
sometimes
go.
It's
just
stuff
that
we
do
in
the
background
and
I'm
so
pleased
that
people
are
reading
it
and
finding
it
useful.
So
we
will
do
our
best
market,
it
better
more
louder.
B
A
You,
ms
rivera
van
der
Meyde.
I
want
to
point
out
that,
as
this
may
happen,
we're
not
going
to
be
able
to
get
to
the
promised
own
questions
and
thoughts
for
today,
but
I
do
I
think
the
right
way
to
handle.
It,
then,
is
to
take
it
back
to
a
very
near
future
enterprise
meeting,
since
that's
your
home
committee
and
I
promise
to
do
that,
and
we
can
have
that
conversation
particularly
around
what
the
city's
role
is
for
grant
money
when
the
grant
money
goes
away.
A
I
think
that's
a
really
important
topic,
I'll
invite
all
of
you
to
join
me
for
that
and
it'll
be
kind
of
a
continuation
of
the
results,
meaning.
Unfortunately,
council
members
only
had
this
on
our
calendars
for
two
hours
of
time
and
I
think
to
maintain
great
interest
in
this
we're
going
to
keep
it
to
two
hours
today.
So
you're.
B
Probably
if
I
may,
in
closing
and
I
won't
go
to
this
slide.
But
I
want
to
acknowledge
the
fact
that
our
promise
zone
folks
and
our
vistas
are
here-
young
men
and
women,
who
are
volunteering
their
time
as
part
of
this
program,
to
really
lift
up
the
promise
zone
in
North
Minneapolis.
And
so
we
would
be
welcome
to
come
back
and
explore
and
have
a
have
a
meeting
on
promising.
E
A
A
E
A
B
Palmisano
councilmembers
I'll
try
to
be
quick.
The
promise
zone
is
a
designation.
It
did
not
come
with
grant
dollars,
it
did
not
come
with
funding
attached
to
it
and
it
came
with
a
10-year
horizon
and
one
of
the
reasons
it
came
with
a
10-year
year
horizon
was
because
shifting
how
communities
work
is
a
tough
flip.
It's
a
heavy
lift.
B
It
really
has,
as
a
data
geek
myself,
I'll
tell
you
that
I'm
blown
away
by
the
level
of
analysis
they've
been
able
to
achieve
last
year
with
some
of
their
analysis,
whether
it
was
a
vulnerability
index
in
North,
Minneapolis
or
whether
it
was
about
how
much
federal
dollars
are
spent
in
federal
agencies
and
both
of
those
we
can
bring
forward
in
a
subsequent
meeting,
but
they've
really
been
thoughtful
about.
If
we've
got
a
finite
amount
of
resources
here,
how
do
we
start
layering?
B
How
do
we
be
smarter
and
what
they're
focused
on,
which
is
part
of
our
previous
conversation
around
the
arts,
is
about
economic
development.
They
have
an
economic
development
working
group
that
really
has
been
laser
focused
on
what
are
those
creative
opportunities
and
I
know,
and
you
know
and
I
know
they
know
that
sometimes
those
ideas
are
outside
the
box.
They're
creative
they're
wild,
some
of
them
won't
be
either.
Some
of
them
are
pie
in
the
sky,
but
some
of
them
are
really
about.
B
Let's
get
us
thinking
about
economic
development
differently,
so
whether
it's
now
this
and
whether
we
can
start
layering
cultural
districts
or
opportunity
zones,
or
what
does
that
look
like
the
promise
zone
to
me,
the
essence
of
it
is
saying
we
believe
that
we're
going
to
do
something
different
in
North
Minneapolis.
This
is
the
point.
We're
gonna
spend
our
resources,
and
the
data
already
tells
us
that
we
have
a
promise
zone.
For
a
reason.
There
is
poverty.
There
is
disinvestment
and
there
is
a
lack
of
engagement
there.
B
We
as
a
city,
believed
in
the
promise
zone,
because
that's
where
we're
gonna
put
our
efforts,
and
that
is
what
we're
going
to
continue
to
drive
this
year
with
our
community
partners
and
with
our
enterprise
partners,
who
really
have
to
step
up
as
well
and
say
we're
gonna
choose
to
do
something
differently
here.
So
promise
zone
is
extraordinary
as
they
convene
people
out
in
community
and
bring
forward
things
like.
How
do
we
do
and
some
of
them
are
public
safety
issues.
A
C
This
is
shoutouts
as
a
promise
zone.
Thank
you
for
all
your
hard
work.
This
is
a
higher
level
comment
about
the
results
process
that
I
just
wanted
to
talk
about
much
the
same
as
councilmember
Goodman
I've
talked
about
this.
A
lot
of
private
want.
To
put
it
also
out
there
for
public
discussion
as
well,
is
that
we
are
measuring
a
lot
of
times,
outputs
versus
outcomes
and
and
those
are
different.
C
So
that
is
a
concern
that
I
have
because
we're
counting,
for
example,
using
using
the
promise
zone
as
an
example,
which
does
amazing
word
where,
like
the
the
goals
and
purpose
of
it,
is
to
stabilize
housing,
to
increase
economic
development
to
to
improve
community
police
relations
that
right
those
three
and
so
like
what
are
those
outcomes
and
how
are
we
supporting
them
and
act
measuring
because
that
includes
multiple
other
departments.
So
how
are
we
actually
measuring
progress
in
that?
I
think
that
we,
as
a
council,
really
have
to
be
thinking
and
taking
into
consideration.
C
How
are
we
supporting
and
building
the
capacity
of
the
departments
across
the
board,
with
data
and
evaluation,
with
outcome
specifics?
One
of
the
things
that
I
have
consistently
heard
from
people
is
well
outcomes
are
kind
of
hard
to
measure
and
it's
kind
of
nebulous
and
it's
like
new.
It's
not
if,
if
we're
talking
about
economic
development,
we
need
to
define
what
economic
development
means
in
the
context
and
then
measure
that
and
so,
but
instead,
what
we're
kind
of
doing
right
now
is
we're
doing
a
lot
of
measuring
of
widgets.
C
So
it's
like
how
many
trainings
were
there.
How
many
was
this?
How
many
was
that
which
is
great,
but
is
that
actually
producing
the
outcomes
that
we
want
to
see?
So
with
you
know
it's
something
like
sustainability,
it's
a
little
bit
easier
because
it's
like,
if
we're
reducing
and
the
emissions
like.
We
know
that
there
are
positive
outcomes
that
come
from
that,
but
when
we
think
about
like
housing,
stability,
if
we're
just
counting
the
amount
of
houses
that
we're
building
that
not
is
it
not.
It's
not
necessarily
telling
us
whether
or
not
we're
stabilizing
housing.
C
If
we
are
just
counting
the
amount
of
housing
inspections
that
doesn't
mean
that
we
are
improving
the
quality
of
the
housing
stock,
and
so
we
need
to
be
clear
about
what
the
outcomes
are
and
how
we're
going
to
measure
that,
because
right
now,
the
current
set
up
and
I
know
that
we
don't
want
to
change
results
for
the
millionth
time.
But
you
know
it's
like
the
way
we
have
it
set
up
is
very
siloed,
so
the
health
department
is
doing
their
thing.
The
coordinators
office
does
their
think
public
works,
so
everybody
is
working
in
silos.
C
However,
there's
so
much
overlap.
So
if
we're
talking
about
increasing
safety
and
communities,
that's
the
Health
Department
and
the
police
department
and
the
City
Attorney's
office.
So
how
are
we
working
together
and
you
well
leveraging
result
as
a
way
for
us
to
be
able
to
measure
actual
outcomes
that
are
impacting
people?
We
haven't
really
defined
those,
and
we
haven't
supported
folks
in
being
able
to
measure
them
and
report
that
back
out
in
a
certain
way.
C
B
B
I'd
say
that
we
also
have
some
areas
we
didn't
do
them
because
last
year
we
did
study
sessions
but
City
goal
results
are
another
area
where
we
break
the
silos
and
we
bring
different
departments
together
to
talk
about
it,
but
having
time
to
think
and
build
an
evaluation.
I
think
it's
critical
for
us
to
move
forward
so
that
we
have
the
time
to
think
about
what
the
impact,
what
the
outcome
is
in
community,
because
if
we
don't
answer
that,
question
I'm
not
quite
sure
why
we're
doing
the
work
that
we're
doing.
Thank.
A
You
see
outcomes
instead
of
the
outputs
and
better
opportunities
for
interdepartmental
work.
I
think
we've
done
a
really
good
job
with
the
study
sessions.
I
have
to
say
and
express
my
appreciation
for
that,
but
that
is
one
of
my
own
drivers
for
the
biennial
budget
transition.
So
I
will
say
to
that
here
here.
So.
H
I
absolutely
agree
that
we
need
measurable
outcomes
and
it
made
me
think
of
when
we
used
to
have
our
24
sustainability
indicators
that
actually
were
about
what
are
the
impacts,
our
works
having
the
stuff
we
really
care
about,
and
maybe
now
that
we
have
our
vision
and
our
mission
and
some
of
our
goals.
We
can
align
it
with
that
because
it
just
isn't
about
the
measure
rules
about
how
many
people
we
had
contact
with,
or
anything
like
that.
H
If
we
want
to
know
that
our
people
are
healthy,
are
successful
and
and
get
to
those
things
and
I
appreciate
the
work
of
the
promise
zone,
but
the
measures
that
we
do
look
at
now.
It's
grant
funding
and
I
forgot
the
second
one,
but
and
that's
important
stuff
too,
but
I
absolutely
agree.
We
need
to
for
us
to
really
know.
H
If
we're
being
successful,
we
need
to
measure
outcomes
that
are
meaningful
and
important
to
to
us
and
to
people
and
I'll,
just
note
that
we
proved
for
years
and
years
and
decades
and
decades
that
you
don't
have
to
have
a
two-year
budget.
In
order
to
do
that,
we
can
do
that
again.
Whenever
we
want,
whenever
we'd,
want
to
take
the
time
and
care
enough
to
do
it
and
we
don't
have
to
get
all
lost
in
the
details,
I'm.
A
Gonna
transition
now
to
the
health
department,
as
we
do
I
wanted
to
point
out
to
people
I
failed
to
mention
before
Brian
Smith
I,
mind
blanked
on
your
last
name.
Thank
you
for
all
of
your
help
on
the
results
stuff,
as
well
as
Jonathan
Williams
Kinsel,
who
is
also
in
the
audience
as
we
transition
from
city
coordinators
office
to
the
health
department.
I
want
to
reiterate
my
gratitude
to
my
colleagues
here
for
your
participation
today.
You
know
I.
A
A
So
the
mayor
needed
to
be
out
of
town
for
City
business
today
after
we
had
set
this
all
up
with
all
of
you,
so
we
are
having
it
without
him,
but
the
mayor's
office
is
listening
there,
the
audience
as
much
as
they
can
be
today
and
I
know
that
he's
he
and
his
staff
are
paying
close
attention
to
this
work
too.
So
with
that
director,
music
and
thank.
L
L
I'm
going
to
just
fly
past
these
red,
yellow
and
green.
Although
it's
a
good
shorthand
way
for
you
to
look
at
things,
you
want
to
highlight
maybe,
as
I
as
I
speak,
if
I
don't
highlight
them
myself,
so
the
first
slide
talks
about
workforce
diversity
and
in
the
area
of
people
of
color
we
are
floating
along
at
about
the
same
level.
We
have
made
some
changes
that
I
hope
will
start
to
be
reflected
in
our
outcomes.
L
Certainly,
the
pool
of
candidates
is
sometimes
a
limiting
factor
for
us,
but
we
are
also
trying
to
restructure
our
positions
internally,
to
allow
more
flexibility
to
be
able
to
bring
in
more
people
at
an
entry-level
position
and
move
them
up
through
training
and
promotional
opportunities,
and
we
always
have
an
eye
towards
trying
to
reflect
the
people
we
serve
with
the
people
we
have
serving
them.
So
we
will
continue
to
work
on
that.
L
We
have
a
long
history
of
hiring
many
women
in
the
department
when
the
environmental
health
folks
joined
us
a
few
years
ago.
That
did
bring
us
a
little
bit
closer
to
equity
with
the
population,
but
we
still
have
a
lot
of
women
who
work
in
our
department
spending
with
diverse
suppliers.
That
spending,
as
you
heard
in
the
previous
presentation,
is
for-profit
spending,
and
so
it's
predominantly
food.
We
purchase
some
of
our
green
business
and
let
in
healthy
homes,
contracts
and
you'll.
Note
that
for
the
Department
of
Health,
that's
about
two
million
dollars.
L
We
did
this
next
slide,
just
to
bring
to
your
attention
that
we
spend
almost
ten
million
dollars
in
nonprofit
organizations.
So
the
question
that
came
up
previously
by
councilmember
Cunningham
about
how
can
we
look
at?
How
are
you
spending
those
kinds
of
dollars
as
well,
is
an
especially
important
question
for
the
health
department.
L
So
the
first
activity
area
is
family
in
early
childhood.
This
is
an
area
where
we
have
been
working
diligently
over
the
last
few
years
to
braid
as
much
money
towards
the
same
goal
as
possible,
and
so
that
those
columns
you
see
those
multicolored
columns
really
reflect
all
this
different
funding
from
from
the
state
from
the
national
from
competitive
grants
all
woven
together,
so
that
we
can
be
providing
more
home
visiting
for
young
starting
families
in
our
community
and
even
as
we
braid
those
dollars
and
we
have
been
able
to
grow
that
amount.
L
We
are
not
close
to
meeting
the
need
if
you
look
at
the
number
of
families
that
are
starting
out
with
children
born
into
poverty,
we're
still
probably
reaching
only
15
to
20
percent
of
those
families
with
this
intensive
home
visiting
that
meets
families
before
the
child
is
born
and
then
keeps
a
relationship
with
them
well
into
the
second
year
of
life,
one
important
program,
Healthy
Start,
which
we
had
had
for
15
years.
We
were
not
refunded
with
that
position
and
so
that
that
green
bar
won't
be
there
next
year.
L
The
next
area
is
core
public
health
infrastructure,
and
so
this
is
really
the
underpinnings
that
allow
us
to
do
all
the
programmatic
work.
It's
it's
having
leadership,
it's
doing.
Community
health
assessments.
It's
doing
policy
work,
it's
having
a
diverse
staff,
it's
also
in
our
case,
raising
funds,
competitive
grant
funds,
and
so
you'll
see
that
we
have
continued
steady
and
increased
grant
funding
coming
in
to
support
our
programs.
L
In
emergency
preparedness,
we
really
are
concerned
about
the
fact
that
it's
mostly
federal
funding,
and
so
we
know
that
emergencies
come
and
we
want
to
be
ready
for
them.
And
so,
if
the
federal
government
loses
interest
in
funding
local
governments,
that's
going
to
be
a
problem
for
us
another
area:
that's
that's
heavily
grant
dependent
is
our
healthy
living
work
and
so
that's
another
area
of
concern.
There
is
a
sort
of
a
growing
conceptualization.
If
you
will,
nationally
and
at
the
state
level
about
foundational
capabilities
and
beginning
to
say
what
should
local
health
departments
have?
L
What
should
they
have
as
underpinnings
both
in
this
infrastructure
and
then
as
at
least
minimal
investment
in
some
of
the
key
program
areas?
So
if
those
has
become
more
fleshed
out
at
the
state
level,
I
can
bring
them
to
the
peace
committee,
and
we
can
talk
about
what
is
that
structure
and
how
does
that
line
up
with
the
kind
of
funding
that
we've
been
able
to
work
with
in
the
past
and
going
forward.
L
So
these
are
our
routine
inspections,
and
this
really
shows
you
the
growth
in
the
places
that
need
to
be
inspected.
We
just
have
growing
industry,
a
growing
restaurant
industry
in
a
hotel
industry
and
then,
at
the
same
time,
you
see
this
red
line
which
actually,
if
we
went
back
to
2012,
would
be
much
higher
and
we've
had
a
real
decrease
in
the
citations
that
we've
issued
and
that's
because
we
have
really
changed
our
approaches.
L
L
And
so
we
are
really
using
a
lot
more
education
and
coaching
and
so
you'll
see
in
the
second
multicolored
bar
that
we
are
reaching
out
and
connecting
with
restaurants
and
other
operators
that
are
having
a
hard
time
meeting
the
criteria
that
we
expect
them
to
meet
in
order
to
have
a
safe
environment
and
providing
them
with
culturally
specific,
linguistically
specific
training
so
that
they
can
learn
better
how
to
do
the
job
that
we
expected
them.
And
we
have
seen
a
25%
reduction
in
food
safety
violations
for
those
participating
in
that
program.
L
So
the
next
area
is
a
school-based
clinic
program
and
the
first
graphic
there
is
the
number
of
clients
seen
for
mental
health
by
school
year,
and
we
we
really
took
a
quality
assurance
approach
and
tried
to
figure
out
how
to
make
sure
that
we're
integrating
this
mental
health
assessment
component
anytime.
We
see
one
of
the
young
people
in
the
high
schools
where
we
operate
these
clinics.
L
There
was
a
slight
decrease
between
the
school
year
to
16
or
16
17
and
the
school
year
of
17
18
I
think
we
can
regard
that
as
essentially
flat.
Although
it
was
given
a
a
red
in
the
red,
yellow
and
green
indicator,
we
had
three
new
staff.
There
were
some
new
grants.
There
are
some
changes
in
data
collection.
We
feel
that
we're
on
the
upward
trajectory
as
we
look
into
the
next
the
next
year
that
will
be
reported
on
STI
tests.
L
Environmental
services
is
the
next
area,
and
again
we
have
some
complex
graphics
to
to
talk
about,
so
the
blue
bars
in
the
in
the
graphic
called
Pollution
Control
registration
and
permits
you'll
see
a
general
growth
in
permits
that
we
are
issuing,
and
we
expect
that
in
2020
there
will
be
because
of
some
ordinance
changes
where
we
will
be
looking
at
doing
permits
for
garages
and
accessory
dwelling
units
that
those
permits
will
continue
to
go
up.
The
redline,
the
Pollution
Control
registration
is,
it
has
come
down
for
a
couple
reasons.
L
So
this
is
more
of
an
outcomes
measure
if
you
will
we've
through
our
green
business
work,
the
the
installation
of
solar
energy
and
some
of
the
other
measures
we're
doing
to
reduce
carbon
are
really
able
to
show
an
exponential
growth
and
I
had
to
remind
myself
what
are
some.
How
do
you
define
a
line
that
curves
up
as
opposed
to
just
a
straight
line?
That's
going
up
in
a
good
direction,
so
the
straight
line:
that's
going
up
in
a
good
direction?
L
L
It
is
in
a
bill
this
year
and
probably
the
house
I'm
not
sure
that
it'll
make
it
into
law,
but
we
worked
with
the
school
district
to
identify
a
curriculum
that
they
thought
they
could
incorporate
into
middle
schools,
and
so
we
have
been
working
with
them
to
get
the
curriculum
purchased,
to
get
the
teachers
trained
to
get
teachers
identified.
Sometimes
there
is
no
health
teacher
in
middle
school,
and
so
it's
finding
someone
else
to
teach,
and
so
the
fact
that
we
have
essentially
consistency
across
several
years
is
just
a
great
sign
of
success.
L
The
healthy
healthy
living
initiative
is
next
and
what
we're
representing
here
is
really
just
a
couple
activities:
there's
23
strategies
that
have
been
implemented.
The
first
one
looks
at
the
work
we've
done
with
the
public
housing
authority
buildings
and
really
the
proportion
of
residents
who
have
been
impacted
by
the
work
we
have
done
inside
those
buildings,
and
so
you'll
see
a
growth
in
the
number
of
buildings
in
a
subsequent
growth
in
the
number
of
residents
who
have
been
influenced
by
opportunities
to
have
better
access
to
activity,
healthy
food
and
smoke-free
environments.
L
The
second
graph
is
a
little
bit
complex
and
another
one
of
the
areas
where
we
were
given
a
red
indicator,
but
I'd
like
to
point
out
to
you
a
change,
that's
occurring
within
the
graph
I
think
the
first
thing
too,
that
people
see
is
how
much
100
percent
compliance
there,
and
that
is
not
a
positive
indicator.
But
if
you
look
at
the
green,
which
is
the
number
of
retail
outlets
that
are
between
60
and
90
percent
compliant,
we
are
growing
that
area,
and
so
we
find
promise
in
that.
L
Secondly,
we
have
worked
with
you
and
we
have
changed
the
ordinance
in
the
last
year,
so
that
is
easier.
There
are
less
rigid
guidelines
and
it's
more
reflective
of
cultural
diversity
and
interest
in
food,
and
we
also
plan
to
increase
our
enforcement
this
summer,
so
that
retailers
understand
that
this
is
something
that
we
are
taking
seriously.
L
Youth
violence,
prevention,
we
chose
to
focus
our
indicators
for
you
on
the
group
violence
intervention
program,
the
first
graphic
you'll
see
there
is
shooting
and
homicide
incidents
and
I
would
like
to
draw
your
attention
to
the
orange
red
line,
which
is
the
GMI
non-fatal
shootings.
And
so
what
we're
trying
to
look
at
there
is
those
individuals
that
were
identified
as
let's
see
what
does
GMI
exactly
group
member
involved
that
were
group
member
involved,
shootings
and
and
therefore
were
likely
to
be
impacted
by
the
group
violence
intervention
program.
L
So
if
we
see
a
diminishment
in
that
line,
which
we
do,
we
see
much
less
group
member
involved
shootings
than
if
we
look
at
none
group
violent.
Let's
see
non-gm
a
non-fatal
shootings
and
those
the
Green
Line
has
gone
up
and
exceeds
the
orange
line.
So
we
feel
that
that
is
a
true
sign
of
success,
but
I'm
sure
that
that
was
a
complicated
way
to
describe
that.
L
The
next
slide
is
lead,
poisoning
and
healthy
homes,
and
this
is
the
the
bars
represent
a
preventative
visit.
So
many
of
the
visits
that
we
do
into
homes
for
asthma
and
lead
are
because
there
is
a
health
problem-
that's
been
identified
in
a
child
usually,
and
so
if
a
young
person
is
identified
with
an
elevated,
lead
level,
we'll
go
in
and
probably
it'll
take
ten
ten
visits
before
we
get
everything
rectified
and
fixed
and
changed
that
is
not
what's
represented
in
these
graphics.
These
graphics
are
preventive
visits.
L
These
are
something
we
want
to
do
more
of.
We
we
want
to
move
from
using
children
as
our
Canaries
in
the
coal
line.
To
tell
us,
oh
there's,
a
problem
here,
we
want
to
go
and
find
the
problems
and
fix
them
before
children
are
poisoned
and
so
you'll
see.
The
blue
line
is,
is
the
children
who've
been
identified
with
elevated
lead
levels
and
those
numbers
are
coming
down,
just
as
our
preventive
visits
are
going
up,
and
we
want
to
see
more
of
that.
A
L
C
You,
madam
chair,
it
should
I
want
to
go
back
to
the
GBI
slide.
Yes,
and
so
first
I
just
want
to
say
that
this
is
really
remarkable
work
and
that
it
really
speaks
to
the
model
of
working
across
again
jurisdictions
and
partnerships
and
departments,
because
it
is
a
partnership
with
social
service
agent.
She
is
with
MPD
as
well
as
folks
on
the
ground
who
are
from
community
doing
the
work
under
the
leadership
of
both
from
brown
and
also
Sasha.
Cotton.
So
just
want
to
give
a
shout
out
to
the
folks
doing
amazing
work
in
this.
L
C
Fact
that
we
saw
less
probation
violations
is
a
really
big
deal
and
even
with
all
that
there
were
more
people
served,
and
so
what
this
really
speaks
to
is
that
this
works
and
I
can
speak
to
my
board
that
we
saw
huge
drops
in
violent
crime
in
overall
in
fall.
Well,
which
is
one
of
the
top
neighborhoods
that
have
issues
with
violent
crime.
Violent
crime
felt
like
26%
last
year,
Jordan
neighborhood,
it
fell
by
41%
last
year,
so
there
are
really
David
impacts
that
are
happening,
and
so
I
just
want
to
say.
C
Thank
you
to
my
colleagues
for
investing
in
this
program
with
last
year's
budget.
I.
Think
that
what
is
necessary
is
we
really
take
the
time
to
take
in
these
results,
because
this
is
hard
work
folks
are
up
at
3:00
in
the
morning
talking
young
folks,
most
most
the
time,
young
folks,
but
also
folks
in
their
late
20s
off
the
ledge
from
hurting
somebody
hurting
themselves
or
whatever
the
case
may
be.
C
We
couldn't
appreciate
the
numbers,
but
I
also
want
the
humans
behind
the
numbers
who
have
put
in
so
much
time
and
energy,
and
do
it
really.
They
should
be
paid
in
their
weight
and
goal,
but
we
are
a
municipal
government.
You
cannot
do
such
things,
so
just
let's
make
sure
that
we
at
least
spread
our
gratitude
for
the
work
that
everybody
does
so
so.
Thank
you
Commissioner
for
me.
Yes,.
L
F
Thank
you,
madam
chair
I,
also
just
wanted
to
briefly
comment
on
this
and
say
a
couple
things.
First,
I
think
that
the
new
investment
investments
that
we
made
last
term
were
some
of
the
most
powerful
changes
that
the
council
made
last
term
and
I'm
really
excited
that
this
term
we've
been
able
to
create
a
pathway
to
more
sustainability.
F
So
I
wanted
to
thank
you
and
staff,
but
also
counselor
was
Cunningham
and
Fletcher,
who
really
helped
lead
during
our
budget
process,
just
making
sure
that
we
have
this
sustained
over
time
and
that
we're
empowering
our
staff
to
bring
us
recommendations
that
are
based
on
evidence.
I
also
wanted
to
comment
that
you
know,
as
we've
started,
to
create
that
sustainability
I
think
there's
some
questions
about.
Where
should
this
be
situated
within
the
city,
enterprise
and
it's?
F
J
J
J
You
I
just
want
to
make
sure
that
I
understand
what
we're
measuring,
because
I
do
appreciate
that
this
is
an
outcome.
The
you
know,
the
the
that
we're
measuring
something
that's
actually
happening
in
the
environment
as
a
result
of
this
work,
but
I
want
to
make
sure
that
I
understand
what
it
is
so
is
because
I
think
we
experience
pollution
in
two
different
ways:
right,
there's
one
that
we're
cumulatively
sort
of
putting
co2
and
other
greenhouse
gases
into
the
environment
and
causing
climate
change.
J
But
then
there's
a
very
specific
we're
putting
pollution
into
the
air
in
our
neighborhoods
in
ways
that
people
are
experiencing
in
a
very
hyper
local
level.
And
so
are
we
measuring
co2
reduction
generally.
Even
if
that's
you
know,
co2
reduction
from
our
coal
plant,
nowhere
near
Minneapolis,
that's
providing
power
to
us,
or
are
we
measuring
a
reduction
of
pollution
actually
in
the
air
that
Minneapolis
residents
are
breathing?
Well.
L
Certainly,
madam
chair
councilman
Fletcher,
certainly
the
blue
line.
The
blue
bars
in
that
pollution
reduction
are
actual
pollution,
that's
not
occurring
in
town
here
and
those
are
from
our
green
business
programs
and
so
what
we
work
with
retired
engineers
and
others
to
help
us
calculate
exactly
how
many
pounds
of
stuff
isn't
going
to
go
in
the
air
anymore
because
of
changes
in
a
auto
body
shop
or
a
dry,
cleaner,
and
so
those
are
local.
L
L
All
right
emergency
preparedness,
an
infectious
disease,
so
the
indicators
here
are
about
our
emergency
preparedness
work
and
the
first
one
has
to
do
with
the
amount
of
training
we
do
and
the
average
staff
that
are
showing
up
at
trainings.
Training
is
really
important
and
practicing
is
really
important
for
us
because,
unlike
we
are
considered
the
first,
we
are
considered
first
responders
in
public
health.
And
yet
we
are
not
like
the
police
department
of
the
fire
department.
We
don't
get
to
practice
responding
in
our
normal
business,
and
so
we
need
to
intentionally
practice
responding.
L
So
that's
very
important,
and
yet
we
have
had
many
opportunities
to
actually
respond
because
things
do
happen
here
in
Minneapolis,
and
so
the
second
graph
shows
that
the
cost
of
responding
exceeds
the
kind
of
funding
we
have
the
funding.
We
have
really
is
about
planning
and
getting
ready
for
things
and
not
doing
things.
So
when
we
respond,
it
comes
out
of
redirecting
staff,
time
and
resources
and
sometimes
that's
a
little
bit
easier
to
do
if
their
general
fund
supported,
but
even
then
it's
a
opportunity.
Cost
of
some
other
work
not
getting
done.
L
Other
staff
that
are
grant
funded
it's
harder
to
redirect
their
time
easily
to
responding,
and
so
this
is
a
challenge
that
we
face
and
I
have
ideas
at
the
state
level.
They
think
about
creating
a
an
emergency
response
fund,
maybe
just
for
the
health
department,
but
maybe
for
the
city
as
a
whole,
so
that
we
have
something
to
go
to
and
unexpected
things
happen.
L
A
K
Madam
chair,
the
installment
has
so
much
a
question,
I
think
what
Holly's
covered
all
the
questions
and
praise
I
did
just
want
to
point
out
that,
with
regards
to
GBI,
we
do
have
one
of
the
GBI
members
here
today
and
I.
Think
that
the
you
know,
while
I'm
sure
many
would
rather
not
be
highlighting.
There's
a
humble
guy,
I
think
the
work
is
so
important
and
the
work
that
you
guys
do
in
the
health
department.
And
you
know
this
is
an
exclusive
to
health
department.
K
But
it's
life-saving
work,
but
you
know:
saving
a
life
in
an
environmental
sense
can
be
a
little
bit
obscure,
whereas
I
think
with
GDI.
It
is
direct,
life-saving
work
and
so
and
the
fact
that
it's
recognized
as
a
health
issue
and
the
fact
that
we
are
sort
of
putting
a
larger
investment
in
it
and
the
fact
that
we
have
members
of
our
GPI
team
here
to
come
and
sit
in
on
the
results.
K
A
C
Madam
chair,
thank
you
so
we
had
talked
about
for
the
focus
areas
being
around
routine
affections
of
citations
and
there
were
some
questions
there
and
so
and
then
also
we
had
talked
about
Violence
Prevention,
so
the
madam
chair.
How
would
you
like?
Would
you
like
just
for
us
to
go
through
the
questions?
Okay,
so
just
to
be
able
to
take
some
time
to
really
flesh
out
those
particular
areas?
C
L
L
L
We
pair
staff
with
linguistic
skills
with
some
of
the
workers
in
there
in
the
restaurants,
so
that
we're
sure
that
everyone
understands
we
convene
businesses
by
cultural
group
again
so
that
they
have
a
chance
to
understand
how
the
city
works.
When
we
approached
some
new
ordinance
like
green
to
go,
we
work
with
businesses
to
connect
them
with
vendors,
so
we're
using
a
number
of
approaches
that
we
believe
help.
People
follow
the
rules
that
the
city
has
has
set
out.
C
K
L
L
It
also
brings
to
mind
we
had
a
recent
meeting
with
someone
from
the
State
Office
of
Management
and
Budget
who's
interested
in
working
with
some
local
health
departments
to
look
at
return
on
investment,
some
of
the
programs,
and
so
we
did
just
have
that
conversation
earlier
this
week
and
will
be
one
of
several
local
health
departments
in
the
state
that
participate
and
so
we'll
be
happy
to
bring
all
that
back
to
you,
and
we
have
that
as
well.
Great.
C
Thank
you
I
think
it's
sometimes
something
that
can
be
really
overlooked
when
it
comes
to
again
outcomes,
there's
actually
quite
a
bit
of
money,
that's
being
saved
by
the
proactive
piece
of
the
work.
It's
like.
Sometimes
we're
like
well,
the
citations
are
going
down
so
we're
losing
that
money,
but
we're
actually
in
being
proactive
and
preventative
being
able
actually
to
save
a
lot
of
money
in
a
lot
of
other
ways.
C
So
just
wanted
to
be
able
to
highlight
that-
and
we
talked
a
little
bit
about
the
the
violence
prevention
piece,
but
I
we're
in
the
process
right
now.
Thinking
about
how
how
do
we
scale
this
right,
it's
working
so
well
in
a
particular
area.
So
it's
really
working
in
North
Minneapolis.
But
what
can
we
do
as
a
council?
Look
in
the
health
department
do
to
be
able
to
accelerate
the
work.
C
L
We
know
that
ongoing
community
engagement
is
essential
to
this
work
and
so
continuing
to
invest
in
that
and
to
take
the
time
to
to
build
those
same
intensive
relationships
as
we
expand
into
some
of
the
communities
in
South.
Minneapolis
will
be
really
important,
and
then
we
also
know
that
the
community
capacity
is
is
is
what
will
keep
things
going
and
so,
as
we
can
do
our
work
so
that
we
are
helping
to
build
ongoing
community
capacity
to
keep
things
in
balance
that
we
will
have
a
safer
community
as
well.
Yes,.
C
Community
ownership
is
just
so
important
from
both,
like
a
literal
sense
of
voting
things,
but
then
also
the
agency
and
ownership
over
process.
I
think
it's
really
important.
One
of
the
things
that
I
really
love
about
the
work
that
is
being
done
is,
while
the
city
has
the
infrastructure
and
helps
fund
it,
ultimately,
its
folks
from
the
community
and
of
the
community
that
are
implementing
the
program.
C
So
are
the
folks
sitting
next
to
the
bedsides,
who
are
the
folks
who
are
showing
up
at
people's
houses
at
3:00
in
the
morning
to
talk
them
off
the
ledge
and
there's
a
real
sense
of
ownership,
and
in
that,
and
and
so
I
appreciate
you
saying
that
on
that
piece,
because
it's
really
important
and
I
look
forward
to
it
being
infused
in
all
that
we
do
with
the
office
of
violence
prevention,
and
those
are
all
that
I
have
here.
Madam
chair,
so
I'll
pass
it
back
over
to
you.
Thank
you.
Thank
you.
Thank.
A
You
I
put
myself
in
queue
for
something
you
said
at
the
very
beginning,
which
was
about
grant
funding
and
how
so
much
of
what
you
do
in
your
department
has
a
reliance
on
grant
funding.
So
I
was
curious.
How
do
you,
as
a
department
head,
make
a
determination
about
when
to
apply
for
grant
funds
and
how
to
reprioritize
money
within
your
department,
if
or
when
I
grant
run?
A
L
You,
madam
chair,
we
have
for
some
time
tried
to
while
acknowledging
the
importance
of
grants
not
to
chase
grants.
We
really
want
to
be
working
with
intentionality
about
the
direction
that
we
believe
we
need
to
go
and
find
funding
opportunities
that
go
with
that.
You
can
run
all
over
the
place
for
a
little
bit
some
money
and
kind
of
lose
your
focus,
and
so
we
have
worked
hard
not
to
do
that,
but
to
have
our
plan
and
find
funding
that
that
matches
that
and
hopefully
be
successful.
L
What
do
we
do
if
more
funding
doesn't
come,
I
think
in
some
cases
we
can
look
at
grant
funding
as
an
opportunity
to
start
something
and
learn
about
it
and
bring
forward
those
ideas
and,
and
perhaps
they're
they're
worth
keeping
as
part
of
the
ongoing
Enterprise
I
also
noted
in
this
question,
as
it
was
written
down,
if
I,
if
I
might
read
it,
what
plans
exists
for
grant
support,
FTEs,
supporting
vital
programs
such
upon
expiration
of
the
grants.
It's
the
plan
of
absorbing
those
FTS
into
the
general
fund
in
future
years.
L
L
L
I
think
could
give
us
a
way
to
think
together
about
that
and
and
whether
or
not
we
have
as
a
department
sufficient
base
and
then
we
build
grant
funding
based
on
you
know,
emerging
needs
or
opportunities,
or
if
some
of
our
fundamental
stuff
is
grant
funded
and
at-risk,
and
so
we
will
be
looking
at
that
as
we
have
that
guidance
from
the
state.
Thank.
L
A
City
can
pick
up
on
and
an
address,
then
in
other
ways,
and
sometimes
it
really
could
can
be
foundational
or
the
work
that
they
start
to
do
is
showing
promise
as
showing
success,
and
it
would
be
really
detrimental
to
people
were
trying
to
help.
Then
stop
it
when
funding
runs
out.
So
there
does
anybody
else.
Have
specific
questions.
Council
president
bender.
Thank
you,
madam
chair.
F
I,
don't
think
this
has
become
been
covered.
I
had
to
step
out
for
a
second
but
I,
wonder
if
you
could
comment
a
bit
about
the
health
department's
role
in
responding
to
the
encampment
last
summer
and
the
navigation
Center,
and
just
how
I
mean
either
now
or
maybe
going
forward
as
we
think
about
the
city's
role
in
responding.
You
know
how
we
can
draw
on
our
you
know
our
expertise,
but
also
make
sure
that
we're
resourced
correctly
to
respond
in
a
way.
F
L
L
And
what
tools
do
we
have
as
a
city
to
help
create
those
environments
that
are
at
least
not
quite
as
threatening
for
for
health,
as
I
mentioned,
when
I
did
the
the
last
slide,
the
contingency
fund,
I
think,
is
also
something
we
might
want
to
think
about.
It's
the
kind
of
thing
that
you
might
not
tap
into
in
a
given
year,
I
mean
so
it's
not
like
something
that
needs
to
be
funded
annually
as
much
as
something
that
would
be
helpful
and
reassuring,
at
least
in
those
first
steps
of
responding
to
an
emergency.
A
Thank
you,
I'm,
not
seeing
any
other
questions
or
comments
about
your
results,
meaning
thank
you
for
this
presentation.
I
want
to
let
my
colleagues
know
that
it
is
my
full
intent
to
make
sure
that
departments
feel
like
they
have
their
opportunity
to
give
all
of
their
results.
Data
for
that
and
I
asked
HR
and
IT
if
they
would
be
willing
to
be
moved
to
a
future
time,
so
we're
gonna
see
that
later,
when
we
have
time
to
honor
those
conversations
as
well.
So
thank
you
all
for
joining
us
today.