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From YouTube: October 17, 2019 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
https://lims.minneapolismn.gov
A
A
We
have
seven
consent
items
this
afternoon
and
then
we're
going
to
switch.
What's
on
the
agenda,
the
order
of
what's
on
the
agenda,
to
have
the
coordinator
update
first
and
then
we
will
dive
into
the
enterprise
communication
audit
findings.
So
if
I
may
just
read
the
consent
items
for
us,
the
first
is
a
contract
amendment
at
the
University
of
Minnesota
for
computer-aided
dispatch
services.
The
second
item
is
a
contract
amendment
with
Bentley
systems
to
upgrade
our
current
version
of
our
Enterprise
license.
A
Subscription
item
number
three:
is
a
contract
with
clockwork
active
media
for
website
consulting
services?
Item
number:
four:
is
a
contract
amendment
with
data
net
for
the
legislative
information
management
system,
otherwise
known
as
limbs.
Item
number
five
is
a
contract
amendment
with
medica
to
provide
medical
plan
options
for
medicare
eligible
retirees
item
number.
Six
is
an
amendment
and
reinstatement
of
the
city
of
Minneapolis
health
reimbursement
agreement
arrangement
plan.
Our
HRA
plan
item
number.
A
Seven
is
an
agreement
with
the
University
of
Minnesota
and
the
Minnesota
Historical
Society
for
record
storage
related
to
the
stonewall
oral
history
project,
I'm
happy
to
answer
or
coordinate
any
questions
that
my
colleagues
might
have,
but
I
move
all
of
these
items
for
approval,
any
questions
or
comments
or
something
you
want
taken
off
the
consent
agenda.
Okay,
all
those
in
favor,
please
indicate
by
saying
aye
buy
those
items.
Carry
next
we'll
have
our
regular
City
coordinator,
monthly,
update.
B
B
I
was
asked
also
to
address
the
presidential
visit
last
week
and
just
the
efforts
that
went
into
enabling
a
safe
environment
for
people
to
express
their
First
Amendment
rights.
I
am
happy
to
say
that
we
had
several
departments
who
worked
very
well
together
in
the
preparation
and
execution
of
the
event
that
includes
specifically
in
Minneapolis
Police
Department,
the
fire
department,
our
911
MCC,
Department,
Public,
Works
and
regulatory
services.
Many
of
them
had
to
adjust
on
the
fly
within
a
matter
of
minutes.
B
Many
of
their
employees
worked
unexpectedly
over
time
and
certainly
appreciate
all
of
their
work,
as
well
as
our
partner
agencies
and
from
law
enforcement.
Hennepin
County
and
at
least
two
other
county
agencies
and
one
other
city
agency
that
supplemented
personnel
with
MPD
in
coordinate.
Coordinated
efforts
in
the
issue
of
costs
has
garnered
a
fair
amount
of
media
attention.
We
will
continue
to
work
with
a.
C
B
Who
is
our
partner
right?
They
are
our
manager
of
our
facility
and
Jeff
Johnson,
as
the
contract
manager
for
the
work
in
the
Target
Center
and
I,
and
Susan
Segal
are
working
closely
together.
A
lot
and
I
know
that
the
City
Attorney's
Office
is
reviewing
all
of
the
legal
issues
around
a
secret
service,
supported
event
in
what
that
means,
in
terms
of
city's
abilities
generally
across
the
country,
to
recover
costs
and
then
specific
within
our
contract
with
AEG,
and
so
we
will
be
coming
back
to
council
with
some
options
and
recommendations.
B
This
will
not
be
the
last
presidential
candidate
visit
to
the
city
of
Minneapolis
before
next
fall's
election,
and
so
it's
not
just
about
the
singular
event.
It's
also
about
how
we
adjust
as
a
city
in
a
time
we're
protecting
people's
First
Amendment
rights
is
just
a
more
expensive
endeavor
than
it
has
been
in
previous
elections
in
previous
times,
so
that
kind
of
conversation
with
the
AG
and
the
fact
that
they
run
facilities
around
the
country.
Again,
we're
not
unique
in
this
situation,
and
last
thing
I
do
wanna
highlight
is
out
of
that
event.
B
There
was
one
arrest
in
one
citation
and
so
I
think
we
should
be
proud
of
the
work
that
our
police
force
done
has
has
done,
and
I
certainly
expressed
that
to
the
chief
I'm
sure
many
of
you
have
expressed
that
as
well
and
just
an
affirmation
of
us
as
a
welcoming
City
and
a
place
where
people
can
co-exist.
And
you
know
I
witnessed
a
number
of
healthy
conversations
that
occurred.
I'm.
Sure
each
of
you
who
were
down
there
witnessed
the
same
thing,
and
so
from
that
standpoint.
B
I
am
equally
proud
of
the
citizens,
who
engaged
in
the
way
that
we
would
expect
citizens
to
engage
and
residents
I
that
as
well
as
visitors,
I
should
say
so
other
than
that
I
we
do
have
it's.
The
chair
is
well
aware.
We
have
budget
hearings
coming
up
and
the
coordinators
office
will
be
presenting
the
the
budget.
Daniela
and
Andrea
will
be
specifically
presenting
the
coordinators
budget
and
with
that
stand
for
questions
or
clarifications.
A
Thank
you.
Thank
you.
I
know
that
Golden
Valley
was
assisting
with
our
department.
I,
don't
know
of
the
other,
which
other
departments
were
helping
out
with
law
enforcement
presence
at
that
time.
But
yes,
and
a
big
thank
you
to
all
of
our
staff
and
also
all
of
our
residents,
like
you
mentioned
any
other
questions
or
comments
about
this
part
of
the
coordinators
presentation,
I'm,
not
seeing
any
thanks.
D
Good
afternoon
I'm
Daniel
Shelton
volchek
I'm,
the
director
of
strategic
initiatives
for
the
city
coordinators
office
before
I
hand
it
off
to
our
chief
resiliency
officer,
Ron
Harris,
to
give
a
brief
presentation
on
his
work.
I'm
going
to
update
you
in
a
couple
of
projects
that
the
city
coordinators
office
has
been
working
on.
The
first
is
the
art
staff
work
group
through
the
art
staff
direction
from
Councilwoman
Cano
in
Councilwoman
Goodman.
D
This
group,
which
is
comprised
of
our
office
cpad
Public
Works
and
various
council
members,
met
to
discuss
how
best
to
construct
a
set
of
recommendations
to
align
all
the
city's
artworks.
The
meeting
identified
issues
to
be
addressed
and
deliverables
to
be
included
in
a
final
SWOT
and
a
SWOT
analysis
and
final
recommendations.
D
So
we
will
have
a
to
more
large
meetings
with
the
large
group
of
council
members
and
staff,
where
we
will
actually
do
the
SWOT
analysis
and
then
a
final
recommendation.
So
the
SWOT
analysis
will
be
completed
at
the
end
of
October
and
then
we
will
get
to
the
recommendation
section
recommendation
part
of
that
about
a
week
later,
I
believe
and
then
in
the
interim
staff
will
be
meeting
to
do
some
additional
research
and
stuff
to
support
that
work.
D
And
then
secondly,
I
wanted
to
talk
about
our
offices
work
in
helping
to
coordinate
a
business
day
at
City
Hall.
So
this
is
next
Tuesday,
the
22nd
from
3
to
5.
Usually
it's
in
the
morning,
but
this
year
we've
done
it
they've
decided
to
do
it
in
the
afternoon
for
the
purpose
of
having
a
wider
representation
representation
of
the
business
community,
a
rider
representation
of
the
business
community
to
attend
that
function.
The
conversation
topics
have
been
finalized
this
year.
We're
going
to
be
talking.
D
D
We've
also
reached
out
to
those
department,
heads
and
staff
to
make
sure
that
they're
there
and
can
and
leads
and
attempt
to
secure
their
participation
with
the
with
the
day
will
have
it
will
be,
kicked
off
by
the
mayor,
and
then
there
will
be
four
quote-unquote
town
halls
or
breakout
sessions
that
will
run
concurrently
regarding
those
topics,
so
people
can
flow
in
and
out
of
them.
So
that
is
my
update
on
those
I'm
able
to
stand
for
any
questions
that
you
may
have
Thank.
E
You
thank
you
for
organizing
this.
I
won't
be
there,
but
which
is
kind
of.
Did
anyone
check
schedules
to
see
the
availability
I
understand
the
mayor's
speaking
I.
Don't
really
need
to
listen
to
the
mayor,
speak
to
the
business
community,
but
I.
Don't
really
see
a
role
for
myself
in
it
and
I.
Don't
see
that
you
guys
think
there's
a
role
for
us,
not
you
personally,
but
the
chamber
says
they
did
check
with
any
of
us
to
see
if
it
was
for
calendars.
So
I
guess
that
was
a
statement
out
of
you
know.
I.
E
The
business
community
I
think
checking
with
my
calendar
would
be
important,
but
that
didn't
happen.
So,
if
you
want
everyone
to
show
up,
I
would
maybe
make
an
ask
before
you
set
the
date
just
like
there's
an
event
going
on
right
this
minute,
actually
with
the
mayor
and
a
councilmember
that
was
scheduled
at
the
exact
same
time,
because
that
completely
published
Committee.
D
E
Renters
some
tenant
remedy
stuff
and
no
one.
This
is
a
published
meeting.
I
mean
mr.
Karle
was
out
of
his
way
to
make
sure
not
just
that
you
know
the
calendar
but
like
every
week
we
get
a
calendar,
but
yet
there
was
a
meeting
scheduled
at
exactly
the
same
time
on
topic.
That
was
important
to
a
lot
of
people,
so
it
seems
like
we're
checking
with
one
or
two
people,
I'm
scheduling
and
then
everyone
else
you
fall
in
line
I'm
falling
in
line
with
with
established
committee
meetings
as
set
up
by
the
clerk.
A
Council,
member
kind
of
and
I
were
actually
just
discussing
before
this
meeting
began.
What
is
the
expected
role
of
council
members
in
the
past?
We've
been
asked
to
be
part
of
specific
breakout
session
panels
and
that
sort
of
thing
can
you
tell
us
if
there's
any
planned
role
yet
for
council
members
other
than
just
to
be
invited,
yeah.
D
D
It's
my
understanding
that
at
this
point
they
were
asking
at
least
for
the
panelists
to
be
either
department
heads
that
are
leaders
within
those
topic
areas
to
kind
of
field
questions.
But
there
was
my
understanding
or
the
hope
from
the
chamber
was
that
council
council
members
would
be
present
during
those
conversations
at
least
to
hear
some
of
the
concerns
of
business
leaders
and
to
engage
in
the
conversation
in
a
way
that
they
felt
comfortable.
That
is
the
extent
of
of
what
I
know.
This
is
what's
been
communicated
to
us
through
the
chamber.
A
G
Good
afternoon
Madame,
chair
and
members
of
the
committee
for
the
folks
walking
watching
at
home,
my
name
is
Ron
Harris
and
I'm,
the
city's
chief
resilience
officer.
It
really
excited
to
share
a
couple
of
updates
with
you
all
and
maybe
answer
some
questions
about
resilience
today.
I
just
want
to
refresh
the
committee
on
what
resiliency
means.
What
it
means
for
us
is
Minneapolis
spotlight
where
we've
been
where
we
are
in
the
moment
and
we're
going
to
be
going
into
the
future.
G
As
a
reminder,
shocks
are
the
acute
challenges
that
we
face,
that
are
the
sharp
events
that
threatened
the
health
of
a
city
and
stresses
are
more
longer-term
things
like
aging
infrastructure,
structural
inequality,
those
kinds
of
things
we
can
go
around
and
try
to
solve
signal
challenges
with
single
solutions,
but
at
the
pace
of
growth
and
the
pace
of
these
challenges
will
either
never
solve
these
challenges
or
we'll
go
bankrupt
in
our
attempt
to
do
so.
Instead,
what
resilience
aims
to
do
is
to
focus
on
development
responses
that
have
multiple
benefits.
G
It
requires
a
comprehensive
input
from
people
outside
of
government
I,
recognizing
that
you
know
everyone
from
technical
experts
to
community
leaders
to
the
business
community.
Our
have
a
role
in
elevating
our
readers
resilience,
particularly
here
the
city
in
actuality.
Our
role
at
the
city
is
just
a
tip
of
the
resilient
spear
that
we
set
the
direction
and
we
convene
the
partners.
But
really
we
want
to
empower
folks
in
our
community
in
our
region
to
help
advance
resilience
as
well.
In
short,
resilience
requires
that
we
as
a
city
gain
a
better
understanding
of
our
challenges.
G
We
recognize
that
our
challenges
are
connected
and
we
seek
to
solve
those
challenges
holistically.
If
we
do
this
I
believe
that
will
be
a
better,
it
will
be
better
able
to
serve
our
constituents
in
both
good
times
and
bad
and
will
be
better
prepared
to
face
a
wide
range
of
future
challenges.
I've,
both
known
and
unknown.
G
We
in
Minneapolis
we're
taking
a
far
more
holistic
point
of
view
as
it
relates
to
resilience
when
we
talk
about
resilience,
we're
not
talking
about
simply
the
ability
to
bounce
back
from
disaster
or
studying
shocks
like
floods,
earthquakes,
we're
talking
about
the
ability
to
address
everyday
slow-burning,
slow-burning
disasters
that
we
face
like
poverty
like
endemic
violence
like
inadequate
transportation
systems.
The
list
goes
on
and
these
dresses
are
incredibly
persistent
and
there
are
no
less
pernicious
than
the
acute
shocks
that
we
face.
So
I'll
share
with
you,
where
we've
been.
G
So
in
May
of
2016
Minneapolis
joined
the
100
resilient
cities
network
through
the
Rockefeller
Foundation
and
began
to
develop
a
concept
of
resilience
in
Minneapolis
of
the
next
iteration
of
that
was
the
agenda-setting
workshop.
That
I
believe
some
of
you
are
actually
at,
or
some
of
your
aides
are
at
in
December
of
2016.
The
agenda-setting
workshop
was
really
a
kind
of
high-level,
thought-provoking
event,
with
a
diverse
array
of
leaders,
with
the
goal
of
really
bringing
everybody
together,
introducing
them
to
what
resilience
means
in
Minneapolis.
What
came
out
of
that
and
I
can
share
another
point.
G
G
So
really
what
this
is.
What
this
slide
shows
us
is
at
the
beginning
of
the
process.
We
did
a
lot
of
one-on-one
interviews
and
combine
that
with
starting
to
talk
about
the
strategy,
looks
like
right.
The
goal
of
the
work
is
develop,
a
strategy
with
actionable
items
that
we
can
execute
on
measure.
The
results
figure
out
the
fund
or
unfunded,
etc.
Then
we
got
into
a
space
of
visioning,
so
this
is
where
we
get
to
be
creative.
G
G
This
is
just
a
graphic
notation
of
the
agenda
setting
workshop,
so
you
can
see
the
different
kinds
of
people
that
were
involved
from
public
health
commissioner's
of
state
to
small
business
owners
and
everybody
in
between
here
to
some
of
the
quotes
that
people
got
out
of
that.
You
know
the
one
that
jumps
out
at
me.
The
most
is
being
prepared
for
macro
issues
outside
of
our
control
means
we
need
infrastructure
in
place
and
it
needs
to
be
flexible
so
really
as
we're
planning
for
resilience.
G
G
So
this
just
shows
some
of
the
you
know.
This
shows
the
pieces
of
the
work
and
how
we're
thinking
about
prioritizing
it.
So
again,
this
is
all
aren't
going
as
well.
This
is
iterative,
but
it's
also
constantly
moving.
We
started
off
with
relationship
building
and
context
setting
and
we're
still
at
work,
but
then
we
got
into
a
space
of
research
and
analysis
and
we're
still
doing
that.
Work.
G
A
You
talk
about
doing
community
engagement.
Are
you
talking
about
external
to
the
city
of
Minneapolis
or
internal
to
the
city
of
Minneapolis,
and
can
you
help
me
understand?
I
mean
I
saw
it
looked
like
you
had
an
artist
at
a
community
event
in
one
of
your
slides.
But
what
do
those
events
look
like?
Who
do
they
draw
draw?
How
are
they
communicated
yeah.
G
It's
a
really
good
question,
so
that
slide
was
from
the
agenda-setting
workshop
in
December
of
2016.
So
I
was
like
our
big
kickoff.
This
is
before
this
year.
The
first
CEO
was
actually
hired,
but
the
event,
the
the
engagement
that
it
looks
like
right
now
there
haven't
been
a
lot
of
events
right,
so
what
I
really
wanted
to
do
was
work
a
little
bit
closer
with
you
all
having
constituents
and
having
those
public
events.
Engagement
thus
far
has
been
more
small-group,
more
focused
group,
more
one-on-one
interviews
and
going
from
there
and.
G
A
G
Right
so
that
I
appreciate
you
asking
that
question,
so
the
value
of
this
resilience
work
actually
is
that
we
don't
want
to
come
into
the
city
and
make
people
do
more
work
right
and
I
certainly
don't
want
to
come
to
the
scene.
Ii
come
over
there's
some
new
plan.
However,
the
value
is
identifying
existing
work
streams
that,
frankly,
before
a
CRO
ever
got
to
the
city,
there
were
elements
of
resilience
that
we
did
in
my
work
every
day
anyway.
G
The
internal
engagements
been
very
similar
right
again,
meaning
what
the
department
is
meeting
with
other
other
folks,
seeing
the
kinds
of
work
that
they're
doing
bringing
people
together,
etc.
The
external
engagement,
like
I,
said,
has
been
more
one-on-one
interviews.
It's
been
looking
at
survey
results
that,
for
example,
in
the
2040
process.
There
was
a
lot
of
that
deep
engagement
work
and
a
lot
of
survey
results
and
his
captured
that
work.
That's
already
been
done
as
well,
so
I
said
all
that
the
same
there
have
not
been
any
advertised
public
events.
G
A
Thank
you.
My
last
question
before
you
move
on
is
just
that
all
right.
You
mentioned
the
racial
equity
efforts
and
one
of
the
outcomes
of
racial
equity
efforts
has
been
to
look
at
practices
that
we
do
already
in
our
city
and
ordinances
and
policies
that
we
have
and
go
back
and
change
them.
And
do
you
expect
that
to
be
an
outcome
of
this
grant
is
to
come
up
with
a
list
of
places
that
we
go
and
change
these
ordinances.
Is
that
an
expected
outcome
of
of
your
work
on
this.
G
Thank
you.
There
hasn't
been
an
expected
outcome,
that's
not
to
say
that
there
shouldn't
be
an
expected
outcome.
I
think
it
would
be
actually
really
interesting.
Is
that
as
we
move
forward
together
and
particularly
as
we
all
get
more
familiar
with
the
resilience
work,
and
we
all
get
familiar
with
the
direction
that
we're
taking
that,
we
then
go
and
look
at
some
of
our
ordinances
and
say:
hey
wait
a
minute.
A
G
I'll
also
say
that
a
lot
of
this
resilience
work
is
about
looking
at
moments
that
we've
had
in
the
past,
where
we've
had
to
be
resilient
or
we've
identified
when
we
weren't
very
resilient.
One
of
the
examples
that
I
use
all
the
time
is
the
the
floods
in
North,
Minneapolis,
I'm,
sorry,
the
a
hurricane,
the
tornados
in
North
Minneapolis
that
occurred
a
handful
of
years
back.
There
were
big
questions
that
we
should
have
asked
before.
G
We
faced
those
tornadoes
that,
when
we
did
face
them,
we'd
have
been
better
equipped
to
absorb
that
as
a
challenge
and
bounce
forward
because
of
it
right,
but
because
it
occurred
in
North
Minneapolis,
because
certain
decisions
were
made
and
questions
weren't
asked
right
when
the
city
called
a
cold.
North
Minneapolis
got
pneumonia,
you
know.
G
So
that's
how
we're
looking
at
this
work
that,
even
though
we
can't
predict
that
we're
gonna
have
tornadoes
or
we
can't
predict
that
we're
gonna
when
we're
gonna
have
those
floods,
we'll
know
that
we're
going
to
have
them
and
we're
setting
ourselves
up
so
that
we
can
absorb
that
and
not
only
absorb
it
and
bounce
back.
But
the
key
is
there
bounce
forward?
How
are
we
better
because
of
the
challenges
that
we
face.
G
So
here's
our
today
so
these
discovery
areas
and
that's
a
really
technical
term
for
it.
These
are
just
essentially
our
category
and
categorizing
the
work.
These
are
kind
of
the
big
research
questions.
This
is
how
we've
started
to
sort
some
of
the
shocks
and
some
of
the
stresses
into
some
of
these
categories
when
I
approach
this
to
work,
I
really
wanted
to
route.
G
This
work
and
real
people's
experiences,
so
I
wanted
to
look
at
the
city's
role
and
how
we
look
after
our
people,
as
we
were
ranking
some
of
these
and
sorting
some
of
these
shocks
and
stresses
that
was
a
theme
that
emerged
that
we
obviously
as
a
city,
have
a
role
in
maintaining
and
prioritizing
and
advancing
people's
ability
to
live
their
best
lives
in
Minneapolis,
then
I
thought:
okay,
great,
we're
focusing
on
our
people.
We're
diving
in
deeper
asking
these
big
questions.
Now
we
need
to
look
towards
the
future
as
well.
G
What
are
the
things
that
we
need
to
think
about
that
we're
not
asking
those
questions.
How
is
climate
change
impacting
our
economy?
I
was
technology
and
automation
impacting
our
ability
to
employ
our
members
of
our
city.
I
can
go
down
the
list
about
the
big
questions
are
asking
about
the
future
and
then,
when
we
put
those
two
things
side
by
side,
you
recognize
that
the
link
between
what
we're
going
through
now
and
focusing
on
our
people
and
what
we're
looking
towards
in
the
future
Minneapolis
as
assistant,
plays
a
unique
role
in
that
space.
G
So
we
need
to
look
internally
and
look
critically,
and
this
is
the
this
is
actually
addressing.
The
question
that
you
asked
madam
chair
is:
this
is
the
section
where
we're
looking
at
policies
and
and
ordinances
and
different
practices
in
the
city
that
are
driving
towards
the
less
resonating
outcomes,
and
we
start
to
shape
them
in
such
a
way
where
they
do
the
reverse
of
that
again.
This
is
not
an
exhaustive
list.
G
The
bottom
section
here
in
the
gray
are
huge
issues
that
continue
to
emerge
in
our
in
our
engagement
and
in
our
interviews
and
I,
put
them
down
there,
because
those
are
not
going
to
be
the
priority
for
this
first
stage
of
resilience.
Planning
I
wanted
to
make
sure
that
you
knew
that
I
knew
that
there
were
challenges,
but
that,
as
we
start
to
prioritize
we're
going
to
focus
on
some
other
things.
First,.
G
So
really
what
resilient
hubs
are?
Our
community
centers
are
some
sort
of
a
building
or
some
sort
of
a
structure
that
has
elements
of
targeted,
localized
resilience,
so
it
has
its
own.
Energy
storage
has
its
own
water
storage
right.
The
goal
is
to
go
into
community
and
figure
out
in
times
of
challenge,
right
challenge
that
they
identify
in
challenges
that
we
know
about.
G
How
do
we
set
up
a
structure
that
they
can
go
to
to
get
the
things
that
they
need
without
having
to
come
all
the
way
to
City
Hall
or
for
us
to
go
all
the
way
there
and
that's
a
longer
term
vision?
And
in
this
structure
right
you'll
be
doing.
We
do
a
lot
of
community
engagement
to
figure
out
a
again
what
they
see
their
unique
challenges
are
so
we've
gone
and
we
met
with
the
little
earth
residents.
G
Association,
for
example,
met
with
some
of
their
board
members
and
met
with
some
folks
who
lived
there,
and
they
told
us
hey
here's
what
we
see
as
challenges
and
I
said
alright
great
if
we're
proposing
a
resilient
hub
right,
that
is,
a
building,
has
its
own
energy
systems,
community
uses,
etc.
What
are
some
of
the
elements,
though,
that
you
would
like
out
of
this
and
we
got
a
whole
bunch
of
feedback
back
one
thing
that
I
thought
was
really
unique
was
in
time
to
challenge
for
them.
G
They
want
to
ensure
that
their
cultural
traditions
are
prioritized
in
advance,
even
in
the
midst
of
those
challenges.
Now,
without
the
community
engagement,
we
would
have
shown
up
in
the
community.
Center
we'd
have
set
up
a
nice
pretty
resilient
hub
and
it
wouldn't
have
served
the
purpose
of
resilience
because
it
didn't
meet
the
unique
needs
of
those
that
we're
trying
to
serve
so
right
now
we're
in
a
pilot
stage.
G
We
got
like
a
fifty
thousand
dollar
grant
to
start
to
do
some
engagement
to
identify
you
know
healthy
homes
and
those
kinds
of
things
and
the
goal
is
to
show
if
we
can
build
resilience
in
a
small
target
and
localized
space.
We
can
scale
that
up
and
scale
that
out
if
they
could
be
a
network
of
hubs,
it
could
be
the
elements
that
we've
learned,
but
here's
how
we
can
see
resilience
in
practice
that
a
small
of
this
more
an
example.
G
Another
example
is,
we
are
also
looking
at
knowing
that
displacement
and
justification
rose
up
as
unique
challenges
for
us,
we're
looking
at
ways
that
we
can
bring
people
together
to
develop
some
anti
displacement
strategy,
some
ways
that
we
can
look
at
down
to
the
lock
right.
We
can
predict
what
kinds
of
changes
would
have
been
given
some
sort
of
investment
or
lack
thereof,
so
that's
again,
another
tool
that
we're
trying
to
develop.
That
could
be
useful
for
not
only
economic
development,
but
other
other
aspect
is
long.
G
Another
thing
that
we're
working
on
is:
how
do
we
measure
resilience?
How
do
we
measure
our
interventions?
How
do
we
measure
our
our
investments,
how
to
measure
our
policy
changes
so
we're
looking
at
equity
indicators
or
looking
at
how
buildings
are
how
those
how
resilience
and
buildings
are
measured,
etc,
to
come
up
with
our
own
unique
tool
and
our
own
unique
index
so
that
we
can
measure
hey?
We
spent
all
this
money.
We
did
all
this
work.
How
are
we
more
resilient?
So
here's
we're
going
next.
G
We
need
to
set
the
vision
not
for
resilient
Minneapolis,
so
this
next
iteration
and
I'll
be
back
here
pretty
soon.
Sharing
this
with
you
is
that
we're
setting
up
we're,
writing
and
drafting
up
a
roadmap
right
now.
Now
what
the
roadmap
is
is
a
short
document,
probably
10
pages,
that
is
essentially
the
compass
right
setting
the
direction
of
revery
gonna
go
in
that
roadmap,
we'll
see
a
timeline
of
resilience,
moments
dating
all
the
way
back
to
1600
right.
G
We
will
see
just
how
unique
some
of
our
challenges
are,
and
some
of
our
opportunities
are
so,
for
example,
having
done
a
lot
of
this
work,
Minneapolis
is,
unlike
most
cities
actually
in
the
world,
are
more
stress
heavy
than
they
are
shock,
heavy
right
that
our
biggest
challenges
are
more
the
longer-term
challenges
that,
with
their
way
at
the
fabric
of
our
society,
many
other
cities
around
the
world.
Their
challenges
are
more
short-term,
particularly
the
ones
on
the
coasts
right
there,
they're,
not
short-term,
but
more
acute
I
should
say
right.
G
They
feel
the
effects
of
climate
change
far
differently
than
we
do,
but
they
don't
have
this
kind
of
longer-term
issues
that
we
have,
and
so
because
of
that
unique
nature,
we
have
to
then
develop
a
strategy
that
fits
those
particular
challenges,
particularly
the
ones
that
are
identified
as
a
long
term.
The
roadmap
is
going
to
share
a
lot
of
that
at
the
end
of
the
roadmap.
It'll
give
you
a
bit
of
a
structure
for
the
long
term
strategy
right,
so
the
strategy
is
going
to
be
actionable,
implement
we'll
specific
actions
that
we
can
measure.
G
We
can
see
how
much
you're
funded
we
can,
we
can
met,
we
can
see
the
progress
etc.
So
this
is
a
philosophical
paper,
and
this
would
be
here's
the
things
that
we
have
to
do
to
ensure
more
recently
in
Minneapolis.
So
after
the
road
map,
the
strategy
will
come
out
and
then
get
back
to
work.
So
you
know,
in
closing
this
is
a.
G
That's
gonna
occur
if
the
transfer
of
businesses
that
it's
gonna
occur
through
that
through
that
transition,
we're
thinking
about
automation
and
technology
and
how
certain
industries
are
going
to
become
obsolete.
What
do
we
do
with
that
set
of
workers?
How
do
we
prepare
for
the
emerging
economies
and
emerging
industries
that
that
will
come
out
we're
thinking
about
immigration
right,
I,
don't
see?
Immigration
is
obviously
not
a
negative
thing,
but
something
we
do
have
to
think
about.
Our
population
will
grow.
How
are
we
accommodating
for
that?
A
Thank
you,
questions
comments
from
my
colleagues.
I
have
a
couple.
The
first
you
mentioned
in
that
slide
with
all
of
the
gears.
Turning
was
the
DES
started,
with
relationship
building
and
I
want
to
acknowledge
you
how
to
predecessor
here
to
this
work,
did
you
go
back
and
start
at
square
one,
or
did
you
were
you
able
to
build
on
the
relationships
that
were
set
in
the
first
year
of
this
grant?
A
G
Thank
you.
That's
a
great
question.
It's
a
both,
so
previous
CRO
came
in
a
different,
my
royal
administration,
which
had
a
different
vision
in
a
different
direction
and
different
idea
for
what
this
work
looks
like,
and
so
because
of
that,
the
people
that
were
engaged
and
the
way
that
they
were
engaged
is
far
different
than
how
we're
looking
at
it
right
now.
G
That
being
said,
the
work
that
had
been
done
before
I
got
here,
isn't
a
waste
right,
we're
building
on
of
that,
but
it
it
was
heading
in
a
direction
that
this
current
administration,
both
my
role
and
council,
are
thinking
about
things
a
little
bit
differently,
so
I've
been
forced
to
certainly
build
on,
what's
been
happening,
but
also
reintroduce
this
initiative
right
and
reintroduce
this
role
to
the
community.
The
my
predecessor
was
there
for
six
months.
The
role
is
up
for
a
year
and
then
we
get
back
into
it.
G
Right
now,
that
was
a
lot
of
the
focus
and
I
would
argue
a
lot,
probably
a
deeper
dive
into
the
climate
change
space
back
then,
sustainability
division,
for
example,
wasn't
at
operating
at
the
capacitance
operating
now,
and
so
we've
kind
of
farmed,
not
farmed
all
of
it
out,
but
elements
of
that
you
know
even
any
sustainability.
The
question
of
our
Rockefeller,
that's
a
very
interesting
one,
as
you
may
be
aware,
I
shared
this
last
time
we
had
chatted
the
100
resilient
cities
initiative.
That's
funded
through
Rockefeller
decided
to
stop
their
grant
making
past
July.
G
What
that
means
for
us
is
that
whatever
they
committed
to
us
is
gonna,
stand
wouldn't
have
to
worry
about
any
of
that
stuff,
but
it
means
that,
in
terms
of
funding,
an
ongoing
100,
zillion
cities
initiative
they're,
not
gonna,
do
that.
However,
what
funding
does
exist
at
Rockefeller
as
it
relates
to
100
resilient
cities?
Is
their
new
jobs
and
Economic
Security
I
think
is
what
the
calling
initiative
where
they're
looking
at
strategies
like
I,
mentioned
earlier,
that
we're
developing
at
the
city.
G
The
look
excuse
me
they're,
looking
at
those
specific
actions
and
they
in
their
minds
drive
towards
economic
resilience,
economic
vitality,
economic
security,
economic
inclusion,
then
they
will
be
primed
for
funds,
so
these
action
steps
that
we
identified
that
we
need
to
take
if
there's
a
dollar
amount
associated
with
them
and
there
will
be
those
will
be
primed
for
investment
from
the
Rockefeller
Foundation.
What's
interesting
at
this
iteration
they're
only
looking
at
cities
that
have
a
resilient
a
resilient
strategy,
which
is
what
we're
writing
right
now.
Thank.
A
G
So,
but
you
just
think
about
the,
but
our
external
partnerships
are
becoming.
Is
that
what
we
really
wanted
to
do?
First
was
do
some
of
this
internal
work.
First
right
set
up.
Some
of
these
work
streams
make
sure
that
the
work
is
set
up
in
a
good
space
and
now
we're
just
starting
to
engage
external
partners
from
the
county
to
the
city
of
st.
Paul
to
Met
Council
to
the
state.
I
go
down
the
list
with
the
folks
that
we've
had
conversations
with
and
starting
to
form.
G
Some
partnership
with
some
relationships
now
want
to
talk
about
the
overall
strategy
and
the
specific
actions
that
will
show
up
in
that
strategy.
The
city
won't
actually
own.
All
of
those,
ideally
right,
like
I
said,
were
the
tip
of
the
spear,
but
the
rest
of
the
spear
is
the
rest
of
the
region.
So
certainly
a
handful
of
those
actions
will
be
City
driven
we
owned
them.
We
fund
them
whatever
the
case
is,
but
ideally
we
would
have
done
our
work
and
identified.
What
are
the
actions
that
some
nonprofits
are
taking?
G
What
are
some
actions
that
other
government
levels
are
taking
in
Hennepin,
County,
etc
and
incorporate
that
into
a
strategy
right,
helping
to
align
what
they're
doing
with
the
vision
that
we're
casting
so
I'll
say
right
now
we
don't
have
any
formal
partnership
with
innama
County,
as
it
relates
to
an
action.
One
of
the
things
that
we're
looking
at
though
to
partner
with
them
is
on
homelessness.
For
example,
I
had
a
conversation
with
a
prior
previous
city
coordinator
and
I
asked
her
this
question,
you
know
I
think
we
did
a
decent
job
of
the
encampment.
G
If
Ana
camp
and
and
at
the
end
of
this
year
will
we
be
prepared.
She
said
yeah
we'd
be
fine.
I
said
whatever
one
happened
two
years
from
now,
will
we
be
prepared?
She
said
no.
She
said
this
is
largely
built
on
personalities
and
not
an
actual
structure
or
a
system,
and
that's
where
I
think
the
resilience
works
start
to
slide
in
where
we're
standing
the
structure
we're
setting
a
system,
irrespective
of
individuals
who
are
occupying
those
roles
right.
So
we
call
up
a
couple
bunch
of
folks
that
you
know
yeah.
G
That's
gonna
get
the
job
done,
but
what,
if
those
people
leave
and
all
the
knowledge
goes
with
we're
in
a
bad
shape
there?
So
that's
just
an
example
of
looking
at
what
Hennepin
County
is
already
doing
and
home
is
this
space?
What
what
did
we
do?
What
did
we
learn
from
the
encampment?
How
do
we
then
start
to
slowly
build
the
kind
of
structure
that,
even
if
we
never
have
another
encampment
we're
still
better
off
because
of
that
work?
H
Thank
you,
madam
chair
I
appreciate
this
update.
This
has
been
a
really
important
topic
throughout
many
cities
and,
of
course,
with
the
climate
change
conversation
as
the
primary
lens
with
which
many
people
engage.
This
frame
I'm
curious
about
there
was
some
feedback
I
had
gotten
from
our
most
recent
city
coordinator,
Maria,
who
mentioned
that
there
was
I,
think
some
conference
or
some
kind
of
gathering
of
resilience,
resiliency
folks,
perhaps
some
kind
of
cohort
that
you
were
all
a
part
of
that
really
inspired
her
to
think
about
this
as
connected
to
cultural
districts
and
I'm
curious.
H
If
there
was
any
information
you
could
share
on
that
topic
because,
unfortunately,
due
to
the
transition,
her
and
I
never
got
the
chance
to
sit
down
and
talk
about
what
that
meant.
But
I
know
that
she
was
really
excited
about
it
and
was
making
some
connections
and
if
you
did
have
any
insights
on
that
front,
I'd
love
to
hear
them.
Yeah.
G
Absolutely,
and
with
that
transition
that
part
of
the
work
is
slow
down
would
be
too,
but
the
context
of
that
we
were
in
a
global
resilience
summit
where
we
had
talked
a
lot
about
something
high
displacement
work.
We
talked
about
cultural
corridors
and
against
targeted
localized
resilience
and
then
scaling
up
from
that.
Maria
was
inspired
because
we
engage
with
a
set
of
folks
and
result
that
I'm
working
with
actually
who
and
partnership
we're
developing
that
tool
that
I
mentioned
earlier
that
we
can
look
at
districts.
We
can
look
at
neighborhoods.
G
We
can
look
at
corridors
to
plan
for
displacement
to
again
consider
what
kinds
of
investments
are
needed
and,
if
those
don't
happen,
the
state
of
that
lock
or
the
state
of
that
community
or
whatever,
just
as
a
way
to
concretize
and
formalize
our
process
for
localized
economic
development.
Frankly,
so
where
that
work
is
today
I'm
now,
as
you
know,
the
cultural
district
work
is
in
long-range
planning,
I
believe
we're
just
now
engaging
with
those
conversations
first
thing
I
Monday
morning,
actually
with
with
Heather
Worthington,
and
the
goal
is
to
at
least
in
my
mind.
G
The
goal
is
to
if
we
have
six
districts
identified,
look
at
one
for
now
right
pilot
one
for
now
and
I've
had
some
conversations
with
people
about
figuring
out
which
one
fits
the
criteria,
and
then
we
start
as
we're
developing
that
tool.
We
use
that
district
as
a
pilot
for
the
tool
and
if
it
works
the
way
that
we
think
it
will
work
or
if
it
gives
us
the
insights
that
I
believe
that
it
will
give
us.
G
We
can
scale
that
out
to
the
other
five
districts,
and/or
identify
if
other
districts
could
fit
that
criteria
as
well.
That's
my
firm
belief
that
investment
in
cultural
districts
is
should
be
beyond
trash
lighting.
It
should
be
again
targeted
investments,
intentional
investment
in
ensuring
that
people
don't
get
this
place.
H
Thank
you
for
that.
The
other
question
was
more
connected
to
as
this
work
evolves
and
it's
got
a
lot
of
layers.
What
are
you
anticipating
or
have
seen
have
been
some
of
the
may
be
challenges
or
some
of
the
potential
kind
of
roadblocks
to
making
sure
this
work
blooms
and
that
you
know
that
it's
reaching
the
right
departments
and
at
the
right
time,
I'm
just
curious
about
likes
we're
a
very
large
complex
organization,
and
sometimes
you
know
things
can
be
a
bit
hard
to
get
so
just
curious.
G
G
You
know,
because
this
grant
funded
to
be
quite
frank,
oftentimes.
We
get
the
habit
of
thinking
all
this.
Isn't
this
isn't
a
real
priority,
or
this
isn't
something
that
we're
gonna
really
dig
in
deep
we're
just
gonna
weather
the
storm
until
we
get
a
new
grant
or
weather
the
storm
until
we
get
new
whatever,
and
so
a
big
town
that's
been,
they
know.
This
is
if
we
have
the
program
or
not
we're
gonna
face
these
challenges.
G
G
I've
had
a
series
of
internal
gatherings,
for
example,
from
city
staff
and
even
just
then
being
in
the
room
for
one
hour
talking
about
resilience.
They
realized
wow
a
lot
of
doing
civil
rights.
We're
actually
doing
that
upstairs
of
sustainability.
We
need
to
connect
more
often
and
because
of
that
they're
not
starting
to
work
together
in
a
way
that,
at
least
on
the
surface
level,
you
wouldn't
have
thought
to
call
that
division
of
that
particular
Department
to
participate
in
the
work.
Okay,.
A
So
it
appears
to
say
this
concludes
the
city
coordinator,
monthly
report,
great
and
we'll
move
to
receive
and
file
that
update
all
those
in
favor.
Please
signify
by
saying
aye
aye
oppose
that
carries
we'll
move
on
to
what
is
our
biggest
body
of
work
to
go
over
at
the
enterprise
community.
Today,
director
Bertram
welcome.
F
The
communications
audit
is
a
result,
as
you
know,
of
a
staff
direction
that
that
you
chair,
Palmisano,
authored
last
December
and
it
sought
to
analyze
and
better
understand
the
city's
existing
communications
capacity
and
effectiveness
and
to
identify
gaps
and
other
areas
in
which
we
could
improve
public
communications
through
a
competitive
RFP
process.
This
past
winter,
the
city
selected
strategic
communications,
firm
padilha,
which
is
pronounced
padilha,
not
padilla,
and
their
research
arm
SMS
research
to
conduct
the
audit
I
am
joined
today
by
Tom
jolly
of
padilha
and
Madeline
Spiker
of
SMS
research.
F
Who
will
walk
you
through
the
audits
methodology,
findings
and
recommendations
before
Tom
steps
up
to
present,
though
I
just
want
to
say
that
the
goal
of
our
communications
department
here
at
the
city
does
strive
to
be
ever
more
efficient
and
responsive
and
transparent
at
getting
timely
and
relevant
information
out
to
the
city's
residents
and
businesses
as
an
internal
service
department.
I
believe
that
the
responsibility
starts
with
us
as
a
department
being
able
to
provide
effective
level
of
service
to
our
22
departments
across
the
enterprise.
F
This
is
challenging
amidst
communications
and
media
landscape
that
has
been
evolving
rapidly
over
the
past
decade,
if
not
the
past
three
years
and
a
city
of
course,
that
has
grown
and
diversified
and
really
evolved
itself
over
the
past
decade
and
has
taken
on
a
lot
of
considerable
pieces
of
work
and
challenges
to
move
our
city
forward.
I
do
believe
that
the
findings
and
recommendations
of
the
audit
we'll
be
extremely
helpful
to
the
enterprise
in
the
coming
months
and
years
and
I
am
happy
to
have
Tom
jolly
step
up
and
start
to
walk
you
through
this.
A
You
just
to
set
some
context
for
my
colleagues
as
I've
been
looking
forward
to
this
for
a
long
time
since
the
in
the
last
year
and
I
know
how
much
work
has
gone
into
it.
So
thank
you.
They
also
appreciate
everyone
who
participated
in
the
interviews
and
the
outreach
and
the
research.
This
is
not
an
audit,
like
our
audit
team
does
audits.
Rather,
this
was
acknowledging
as
a
city
council
that
we
have
a
problem.
We
have
a
problem
in
communicating
big
initiatives
that
we
take
on
and
we
take
on
a
lot
of
big
initiatives.
A
We
have
difficulty
communicating
that
well,
some
of
the
the
position
that
we
kind
of
found
that
ourselves
in
at
the
end
of
last
year
seemed
like
we
could
certainly
refresh
if
at
least
and
certainly
maybe
take
a
structural
look
at
how
we
engage
residents
across
our
city.
So
as
we
continue
to
take
on
major
projects
that
have
citywide
impacts,
it's
really
important
that
we
look
to
communicate
those
in
the
in
the
best
most
effective
ways
possible.
I
think
it
made
sense
that
we
looked
exterior
to
our
city
Enterprise.
To
do
that.
A
E
Thank
you
I'm
sure
I
just
want
to
share
before
they
start
that
the
city
has
had
a
very
long
relationship
with
padilha
they've
been
located
in
one
portion
of
my
ward
and
then
another
portion
of
my
ward
they've
worked
on
multiple
projects
throughout
the
city's
enterprise.
With
our
Convention
and
Visitors
Association
they've
served
on
the
board
of
Minneapolis
they're
team
members
have
been
active
in
a
million
things
around
the
city.
They
are
a
highly
credible
and
well-respected
organization
and
I
think
we
should
be
thrilled.
E
Actually,
the
time
is
here
today
because
we're
talking
about
working
with
the
top
of
the
top,
which
rarely
happens
in
these
kinds
of
contracts.
I
just
want
to
reinforce
the
credibility
of
Piniella
not
only
being
committed
to
being
in
the
city
with
their
employees,
but
for
doing
work
in
the
city
with
so
many
other
organizations
that
interface
with
us,
Thank.
A
C
Chair
Palmisano,
council
members,
councilmember
Goodman,
thank
you
for
that.
I
hope
that
I
can
show
that
to
a
few
people
back
at
the
shop,
because
we
certainly
love
being
the
hometown
team
and
you
may
not
have
known,
but
when
I
started
my
career
40
years
ago.
My
first
job
was
an
internship
with
the
city
of
Minneapolis,
so
I've
been
involved
with
the
city
and
work
that
various
departments
through
the
years
so
I'm
just
thrilled
that
we
had
the
opportunity
to
participate
with
this
because
it
really
is
exciting
work.
C
So
I'm
gonna
run
through
the
first
section
of
this.
If
I
can
and
I
just
want
to
review
the
objectives,
so
we
really
wanted
to
look
at
how
we
can
improve
communications
with
the
public
and
increase
their
engagement,
and
this
was
primarily
with
residents,
but
also
businesses,
visitors,
as
well
as
how
the
department
services
those
internal
departments
as
well,
and
we
also
looked
at
examining
capacity
issues
and
how
those
capacity
issues
affect
effectiveness.
C
And
then
the
third
bullet
point
is
what
are
some
of
the
areas
for
improvement
and
some
of
the
gaps
that
maybe
create
those
areas
for
improvement.
So
I'm
not
going
to
read
through
all
the
things
down
there,
but
those
are
some
of
the
sorts
of
things
we
tried
to
uncover
in
our
research.
Now
the
city
is
a
very
complex
and
large
organization,
so
on
the
next
page,
I
wanted
to
go
through
what
our
methodology
was.
C
We
wanted
to
take
a
look
internally
then
take
a
read
externally
and
then
do
a
professional
analysis
of
various
things
within
the
city.
So
we
began
with
internal
stakeholder
interviews.
We
had
19,
they
lasted
anywhere
from
30
to
45
minutes.
We
summarized
those
notes,
digested
them.
As
a
team,
then
we
developed
a
resident
survey
to
get
that
extra
perspective.
Let's
go
to
our
customers
and
see
exactly
what
they
think.
C
We
conducted
an
online
poll
of
523
residents
and
then
we
conducted
three
audits,
not
financial
audits,
but
really
content
and
topical
audience
around
visual
brand
social
media
and
then
earned
media
or
news
media
that
sort
of
thing,
and
then
we
had
various
conversations
within
the
department
as
well
to
get
a
better
understanding
of
how
communication
actually
happens
in
the
city,
because
it
is
a
complex
organization.
There
are
many
layers,
so
they
were
very
helpful
in
helping
us
get
an
understanding
of
how
everything
works
together.
C
So
I
want
to
review
some
of
the
key
factors
on
the
next
slide
that
are
really
driving
demand
for
communication,
because
they're
really
important
and
we've
heard
some
of
them
already.
So
the
growth
in
the
city
itself,
the
number
of
residents,
the
number
of
programs
and
the
number
of
initiatives
that
are
being
undertaken
by
the
city
and
the
city
coordinators
office
also
there's
a
growth
in
big,
complex
initiatives.
We've
heard
that
as
well
as
grant
funded
programs
and
on
page
8
of
the
summary
report,
you
will
see.
There's
some
mentions
there,
but
a
good
one.
C
A
good
examples
of
Health
Department
received
a
grant
floor,
reducing
opioid
abuse.
There
was
an
allocation
for
a
full-time
staff
to
develop
a
program.
Do
some
programming,
but
there
really
wasn't
any
dollars
or
consideration
given
to
communications,
so
that
adds
to
the
burden
of
communications.
We
also
live
in
an
environment
of
great
transparency
and
the
media
are
demanding
more
information,
and
this
works
in
two
different
ways.
They
may
get
a
tweet
and
be
curious
about
something
and
make
a
request
for
information
or
we're
also
seeing
among
the
media,
fewer
reporters
and
editors
out
there.
C
C
Also,
there's
a
growing
interest
in
social
media,
not
just
by
the
general
population
by
all
city
departments.
Most
city
departments
see
this
thing
called
Twitter
and
Facebook,
and
they
want
to
participate
in
some
way.
So
that
is
another
factor.
That's
growing
demand,
I
think
also,
importantly,
there's
a
demand
for
more
visual
digital
and
social
communications
in
general.
C
I
think
these
initiatives
are
very
complex
and
they
require
a
lot
of
communicating
around
them
as
well.
To
build
a
base
of
understanding,
I
noticed
on
WCCO
the
other
evening.
They
did
a
story
on
a
parking
lot
that
was
going
to
be
converted
to
affordable
housing
and
I
paid
very
close
attention
to
that
story,
because
it
was
all
about
the
fact
that
the
local
community
around
there
was
not
happy
that
they
were
going
to
lose
their
parking
lot.
C
So,
going
on
to
page
five,
we
also
identified
some
gaps
in
communication,
and
these
are
important
and
one
actually
impacts
yourself,
City
Council
members,
I
understand
you
have
stood
two
staff
members
they
may
or
may
not
be
communications
professionals.
You
may
or
may
not
be
comfortable
in
communicating
complex
topics
to
your
constituency,
but
there's
a
gap
there
and
that's
something
that
ought
to
be
examined
a
little
deeper.
C
Also,
the
city
has
the
new
social
media
policy,
taking
effect
in
January
the
ramifications
of
implementing
that
and
supervising
that
are
very
large
and
obviously,
we've
all
heard
stories
of
how
social
media
Capas
have
gotten
people
in
trouble.
So
we
we
need
to
pay
attention
to
that
as
well.
The
new
city
website
that's
coming
online
is
going
to
require
some
care
and
feeding
as
well.
So
that's
a
gap
that
we
don't
know
if
it's
going
to
get
filled.
C
We
also
know
that
city
departments
handle
communications
that
maybe
emanate
within
their
department,
but
they
have
enterprise
wide
implications.
So
if
the
health
department
creates
some
communication,
that's
specific
to
the
health
department,
that
communication
may
be
something
that
goes
to
the
entire
enterprise
to
every
resident
and
our
we
do.
We
really
have
a
line
of
sight
to
that,
and
is
that
consistent
with
what
we
want
to
be
communicating?
C
Another
gap
we
noticed
is
that
in
the
planning
process
we
plan
for
programs
we
plan
for
budget,
but
we're
not
really
sure
that
departments
consider
all
their
communications
needs
and
roll
that
into
an
annual
plan
that
the
city
communications
department
can
plan
and
prepare
for.
So
we'll
talk
about
that
later
as
well.
We've
also
uncovered
some
programs,
some
public
information
programs
that
are
out
there-
that
don't
seem
to
have
any
particular
line
of
sight
back
to
communications.
C
One
in
particular,
is
some
public
information
programs
through
the
police
department,
where
they're
out
in
the
community
producing
communications
materials.
And
if
you
read
this
communication
materials
you
you
have
no
idea
they're
connected
to
the
city
at
all.
So
it's
important
that
we
understand
that
there's
a
line
of
sight
back
to
all
city
communications
and
we
also
looked
at
the
workload
of
what
the
existing
department
handles
and
what
the
resources
are
and
and
what's
coming
in
the
door
and
obviously
they're
reaching
a
level
of
capacity
that
we'll
talk
about
in
a
little
bit
more
detail.
C
So
now
I'd
like
to
move
on
to
enterprise
communications,
there
we
go.
So
what
we
found
is
that
the
city
is
neither
centralized
or
decentralized
but
something
in
the
middle
and
we
find
in
general
and
organizations
when
communications
are
centralized,
they're
more
effective.
But
some
organizations
do
develop
these
hybrid
organizations
where
some
things
are
centralized
and
some
things
are
spun
out
to
the
department.
But
when
they
do
that,
there's
a
very
specific
reason
for
doing
it.
C
It
may
be
a
technical
topic
that
this
particular
department
can
only
handle
and
it
doesn't
impact
the
entire
corporation
or
something
along
those
lines.
So
you'll
see
that
we're
making
a
recommendation
to
move
more
centralized.
If
you
can
also
in
our
study,
we
understood
that
there
were
lots
of
different
departments
that
had
communications
staff
within
their
department
or
they
had
received
a
grant
and
they
hired
a
communications
consultant
or
they
were
working
with
somebody
in
the
department
who
was
just
charged
with
communications,
but
maybe
that
wasn't
their
job
description.
C
So
we
think
there's
a
real
need
to
do
a
real
financial
of
what
what
is
the
total
headcount
and
what
is
the
total
spend
on
communications
across
the
enterprise,
because,
right
now,
if
we
just
look
at
the
city
communications
department,
we're
not
getting
the
whole
picture
and
and
doing
that,
financial
audit
was
out
of
the
scope
of
our
assignment.
But
we
think
you
would
benefit
from
doing
that
because
would
allow
you
to
compare
better
what
you're
investing
and
what
you're
getting
back
from
it.
We
talked
about
city
departments
doing
their
own
communications.
C
We
found
that
sometimes
this
leads
to
inconsistent
messaging
and
presentation
of
the
brand.
We'll
talk
about
that
later.
We
see,
there's
a
need
to
define
what
is
department,
centric
or
department,
only
communications
versus
what
we
define
as
enterprise-wide
communications.
That's
a
fuzzy
area
that
people
aren't
quite
sure
of
so
we
are
recommending.
We
take
a
look
back
more
at
centralizing
and
really
developing
some
strong
criteria
when
we
don't
centralized
communications.
C
So
we're
all
on
the
same
page
on
the
next
page,
which
is
page
7,
is
really
how
the
communications
department
is
structured
right
now,
and
the
deputy
director
position
is
actually
in
the
process
of
being
filled
and
like
most
city
communications
departments,
they
began
as
like
Public
Information
offices
that
provided
services
to
city
departments
and
the
city
department
would
call
to
say
we
need
a
brochure
to
talk
about
our
new
program
or
we
need
this,
and
some
of
that
has
continued
today.
But
we
live
in
a
world
that
communications
is
much
more
strategic
and
thought-out.
C
I
think
there
was
some
discussion
earlier
in
the
previous
presentation
about.
If
we
want
to
communicate
things,
we
have
to
think
a
little
more
strategically
about
how
we
roll
out
information.
So
it's
it's
understood.
It's
fully
accepted
and
sustained
over
time
and
we
think
there's
an
opportunity
to
do
that
by
changing
the
structure
a
bit
right
now
we
have
a
lot
of
professionals
who
are
discipline,
experts,
media
relations,
video
production
and
it's
in
in
in
doing
their
work.
They
also
think
broad
and
in
glass
departments.
Well,
why
do
you
want
a
video?
C
Is
that
really
the
right
answer?
Maybe
we
need
a
little
news,
release,
video
and
a
brochure,
because,
if
we're
really
trying
to
reach
these
people,
we
need
to
reach
them
through
multiple
channels,
so
they
are
acting
somewhat
as
consultants,
but
that
puts
a
strain
on
what
they
do
because
they're
doing
two
jobs.
So
we
looked
at
what
would
be
an
alternative
structure
and
that's
on
the
next
page,
page
eight,
and
what
this
model
does
is
basically
replicate
an
in-house
agency.
C
So
if
a
corporation
would
have
a
communications
department,
they
create
an
in-house
agency
to
serve
their
various
divisions.
So
what
we're
suggesting
that
the
department
consider
moving
towards
is
more
of
this
model,
where
you
have
account
managers
who
basically
serve
as
a
go-between
between
city
departments
and
the
communication
services
provided
by
the
communications
department.
C
If
you
look
at
the
boxes,
you
may
have
an
Account
Manager
for
one
Account
Manager
for
one
large
city
department,
because
they
have
so
many
communications
needs.
They
need
a
full-time
person
to
to
work
for
them
smaller
departments.
Well,
maybe
an
Account
Manager
can
handle
working
with
five
city
departments
because
their
work
is
spaced
out
over
a
calendar
year
and
it's
manageable.
That
way.
C
C
Where
that
makes
sense,
yes,
I'm
chairing
councilman
Fletcher.
The
reason
we
put
that
in
there
is
because
we're
recognizing
there
are
some
departments
that
are
independently
operating
today
and
may
in
the
future.
So
I'm
specifically
talking
about
the
police
department
and
maybe
the
fire
department-
and
we
didn't
have
enough
information
to
really
make
that
determination.
We
didn't
I,
don't
think
we
spent
enough
time
digging
into
individual
departments
to
really
make
that
determination.
C
So
we
kind
of
refer
to
that
in
the
study,
but
that
would
be
something
that
I
would
believe
that
you
and
your
staff
that
the
console
and
the
communication
staff
would
make
a
decision
in
partnership
with
them.
In
this
model,
though,
we
do
have
the
deputy
director
having
a
dotted
line
relationship
to
those-
and
we
know
there's
already
some
cooperation
between
the
police
department
and
the
city
communications
department.
So
we
would
advocate
for
more
of
that
in
the
case
of
the
police
department.
C
But
on
the
flip
side
of
that
they
are
providing
information
like
crime
prevention
and
how
I
can
make
myself
more
safe
as
Isis
and
those
sorts
of
things
that's
more
of
a
gray
area,
and
that
would
be
something
that
we'd
recommend
that
you
explore
where,
where
does
that
information
belong
and
where
it
should
emanate
from?
Does
that
answer
the
question?
Okay,
thank
you
all
right
so
with
that
I.
So
what
this
report
has
done,
that
you
have
in
front
of
you
the
summary
report.
C
J
You
Tom
chair,
Palmisano
and
council
members.
It's
really
wonderful
for
me
to
be
here
today.
I
started
off
this
project
and
it's
really
cool
to
see
it
come
to
fruition
and
see
it
all
come
together.
It's
been
really
exciting.
So,
just
to
give
you
set
the
table
a
little
bit.
We
did
two
different
types
of
research.
We
did
a
qualitative.
J
The
study,
which
is,
we
did
those
in-depth
interviews
with
internal
Department
people,
and
then
we
did
a
quantitative
study,
which
is
the
resident
poll,
and
so
really
what
we
were
trying
to
do
is
get
an
overall
understanding
of
how
the
department
is
working
in
the
city
as
well
as
understand
really
what
those
key
communication
needs
are
with
the
residents.
So
I'm
gonna
start
a
little
bit
with
the
in-depth
interviews.
J
One
thing
that
we
found:
we
talked
to
19
different
people
in
various
departments.
The
thing
that
we
found
is
that
people
find
that
Communications
plays
a
very
important
role
in
the
city.
Now
this
seems
like
a
no
duh
right.
Communications
are
important.
However,
we
are
finding
that
people
or
having
a
little
bit
of
confusion
when
it
comes
to
responsibilities,
whether
it's
of
the
communications
department
itself
or
the
members
of
the
staff
within
the
communications
department,
as
well
as
how
to
access
them.
That
process
isn't
necessarily
there
yet.
J
We
Tom
mentioned
this
earlier,
there's
a
mix
of
centralized
and
decentralized
communications.
There
are
four
ways
that
people
tend
to
interact
with
the
city
communications
department.
First,
there's
the
people
who
want
them
to
handle
the
strategy
as
well
as
the
implementation,
the
tactical
aspects
they
want
community
communications
to
take
it
from
soup
to
nuts
right
now.
That's
that
ultimate
centralized
model
that
we're
talking
about.
J
Then
we
have
the
vendor
role.
This
is
where
the
city
communications
is
asked
to
take
care
of
the
tactical
aspects.
These
are
do
a
press
release
for
me.
Do
a
social
media
post
but
I'm
gonna
develop
the
strategy
myself
and
then
finally
completely
operating
independently
and
that's
either
for
political
reasons
or
because
there
is
some
confusion
on
that
responsibility
and
access
regardless,
we
found
that
one
important
thing
about
the
city
communications
is
success,
relies
on
personal
relationships
with
the
staff
members.
J
Those
strong
relationships
are
built
on
either
a
relationship
with
Greta
herself
or
with
the
individual
staff
members.
That's
how
they're
accessing
them.
We
did
notice
that
there
is
this
view
that
the
city
communications
department
is
somewhat
of
a
gatekeeper
and
that's
because
there's
that
breakdown
of
communication
between
the
department
and
the
communications,
so
in
order
to
foster
this
new
system,
that
Tom
was
talking
about
it's
important
to
have
those
personal
relationships
that
facilitate
that
better
understanding,
communicating
to
departments
what
they
need
and
what
they
don't
need,
how
to
accomplish
those
things.
J
J
J
When
we
were
looking
at
the
data,
one
thing
that
we
asked
was
the
overall
satisfaction
level
with
the
city
of
Minneapolis
and
satisfaction
with
City
communications,
and
what
we
found
is
there's
a
strong
reciprocal
relationship
between
the
two
when
one
goes
up
soda
the
other.
What
does
that
mean?
City
communications
is
very
important
to
satisfaction
with
the
city,
of
course,
not
a
direct
correlation
where
it's
100
percent
right.
There
are
other
factors
there,
but
it's
an
important
contributing
role.
J
The
second
thing
we
found
is
that
residents
seek
a
more
personal
relationship
with
the
city.
I'll
mention
this
a
little
bit
later,
when
we
talk
about
the
information
gaps
but
currently
they're
receiving
a
lot
of
their
information
from
those
large
broadcast
services,
as
well
as
less
personal
channels
and
they're.
Looking
for
that
personalized
information,
and
how
do
we
see
that
manifest
through
email
text,
messages
and
somewhat
social
media
as
well.
J
We
found
there
substantial
information
gaps
across
all
topics
except
parking
parking
has
about
the
most
amount
of
information
that
they
want
from
that.
That
doesn't
necessarily
mean
that
people
are
doing
a
bad
job.
The
departments
are
doing
a
bad
job.
It
means
people
want
more
there's
this
need
for
more
information
and
we'll
talk
about.
We
did
a
segmentation
and
the
informations
rate
range
from
the
needs
range
from
basic
updates
to
larger
community
health
issues.
But
it's
it's
a
good
thing.
People
want
to
be
more
engaged
with
the
city
of
Minneapolis.
J
We
also
found
going
back
to
chair
Palmas
honors
point
about
the
difficulty,
communicating
those
large
complex
issues.
We
found
that
we
we
looked
at
a
variety
of
specific
topics
such
as
Minneapolis
2040,
all
the
way
down
to
winter
sidewalk
shoveling,
looking
at
how
that
information
is
being
communicated,
the
level
of
awareness
if
they
know
what
it
means
and
we
found
that
the
more
abstract
the
issue
is,
the
less
people
know
about
it
and
the
less
they
know
about
what
it
means
to
them.
J
There's
a
definite
opportunity
there
to
communicate
that
part
of
that
comes
down
to
the
abstract
news
of
the
topic.
They
don't
really
understand
what
it
means.
The
second
aspect
of
it
is
multi-channel
use.
We
found
winter
sidewalk,
shoveling
being
really
impactful
across
the
board
partially,
because
people
lived
here
for
a
long
time.
They
know
they're
gonna,
get
a
fine
right
and
it's
being
communicated
across
all
channels.
J
J
So
I
mentioned
this
segment.
We
found
that
there
are
three
different
segments
based
off
attitudes
that
are
driving
this
relationship
with
the
city.
First
actively
engage
these
people
want
more
information.
More
often
they
like
to
be
involved
with
city
passively
engaged.
These
are
your
people
who
want
to
know
construction
updates
and
they
want
to
know
whether
or
not
a
road
is
going
to
be
closed
down.
J
J
Starting
with
the
active
engaged
these
people,
as
I
mentioned,
they
want
a
lot
of
information
and
the
interesting
thing
about
these
people
is:
they
want
information
that
is
more
community
oriented.
Of
course
everybody
really
wants
parking
information,
but
these
people
also
want
neighborhood
information
election
services.
These
are
your
stewards
of
the
community
and
there's
an
opportunity
to
bring
that
information
to
them.
More
often,
again
we
see
channel
preferences
and
now
I'm
going
to
just
give
you
a
little
bit
of
a
warning.
This
doesn't
mean
they
want
only
communication
via
email
and
text.
J
This
indicates
that
they
want
information
that
is
personalized
to
them
and
they
want
that
relationship
with
the
city,
and
we
see
this
across
the
board.
There's
so
much
information
out
there.
It
gets
lost
right
for
everybody
and
finally,
these
people
tend
to
be
a
slightly
higher
income
time
to
be
female,
tend
to
be
white
and
full-time.
J
When
you
look
at
the
passively
engage,
these
people
are
satisfied,
they're
receiving
their
parking
updates,
they're
receiving
their
construction
notices.
They
want
to
know
about
public
transportation
and
commuting
right
again,
email
and
text.
They
want
that
personalized
information.
They
don't
want
to
sift
through
it.
J
They
tend
to
be
slightly
lower
income
than
the
actively
engaged,
but
they've
been
here
a
long
time.
They
tend
to
be
white
and
they
tend
to
be
employed
full-time
now.
What
I'm
gonna
say
is
that
the
demographics?
These
are
just
slight
tendencies
to
be
more,
it
doesn't
mean
all
these
people
are
white,
they've
all
lived
here
for
18
years.
A
I
Thank
you
sure,
Thomas
I
know
I'm
wondering
if
you
looked
at
as
one
of
the
sort
of
demographic
data
points,
people
who
drive
versus
people
who
don't
drive,
you
kind
of
made
a
joke
about.
Everybody
wants
parking
information
and
there's
actually
been
one
of
my
pieces
of
feedback
that
I've
gotten
from
constituents
and
that
I
passed
on
to
communications
is
that
when
we
communicate
about
things
like
snow
removal,
we
communicate.
What
does
that
mean
for
cars
and
we
don't
actually
communicate
to
people?
What
does
that
mean
for
pedestrians?
I
Because
that's
what
we've
communicated
about
and
that's
so
is
there
sort
of
a
self-fulfilling
prophecy
and
how
we
frame
some
of
our
communication
over
time
and
so
I'd
be
very
curious
to
know
what
level
of
engagement
people
who
own
cars
and
drive
cars
in
the
city
compared
to
people
who
use
public
transit
and
get
around
by
walking
and
biking?
How
they're
engaging
with
our
communication?
So
did
you
look
at
that
at
all
as
part
of
the
demographic
survey,
so.
J
We
we
didn't
look
necessarily
at
those
two
specifically.
We
can
definitely
go
back
at
the
research
and
look
at
that
because
we
evaluated
information
gaps
in
terms
of
you
know
the
commuting
and
public
transport,
but
what
I
would
say
is
again.
This
is
a
broad
there
are
so
many
different
departments,
so
many
topics,
so
many
information
needs
that
we
didn't
necessarily
focus
on
that
specifically,
what
I
can
do
is
I
can
look
at
the
data
and
see
if
we
can
find
more
about
that.
J
Any
more
questions:
okay,
okay.
Finally,
we
have
the
disengage.
This
was
a
really
interesting
segment
to
have,
because
what
they
are
really
interested
in
was
crime
prevention
and
housing
resources.
These
are
the
things
that
they
feel
they
need
to
get
through
the
day
again,
email
in
text.
They
want
that
personal
at
personalization
from
the
city.
They
want
the
information
that
they
want
right.
These
people
do
tend
to
be
of
lower
income
and
younger
and
non-white
again,
fully
employed
full-time.
So
going
back
to
all
three
of
these
right,
we
looked
at
these
based
off
of
attitudes.
J
It's
really
how
they're
approaching
the
city,
and
each
of
them
have
a
specific
way,
an
opportunity
that
you
can
engage
them
now.
This
doesn't
mean
that
it's
necessarily
a
linear
ladder
of
you
move
up
to
actively
engage.
Nor
would
you
want
to
because
passively
engaged
tends
to
be
the
most
satisfied
right,
but
it
does
mean
that
it
can
allow
the
communications
department
to
tailor
to
the
different
types
of
people
that
live
in
the
city.
J
C
Okay,
now
I'm
gonna
go
through
some
of
the
areas
that
we
think
that
we're
significant
clustered
of
findings
and
those
sorts
of
things
before
we
do
I
just
want
to
comment
on
that.
Last
section.
I
think
what
that
showed
us
is
that
there
are
three
distinct
groups
who
process
information
differently
and
who
need
different
levels
of
information.
C
It
seems
like
most
people
use
GovDelivery
comm,
which
is
a
very
powerful
tool
and
has
lots
of
Krait
things
built
into
it
to
help
you
evaluate
its
effectiveness,
but
we
don't
see
a
lot
of
people
looking
at
open
rates
or
is
there
duplication
or
is
the
content
consistent
from
one
department
to
another
or
from
one
email
to
another,
everybody's
kind
of
doing
their
own
thing?
So
to
us,
this
is
a
big
opportunity
for
you
to
take
a
data-driven
information
source,
look
at
it
more
intently
and
make
some
really
good
decisions
about.
C
Are
we
really
reaching
people
and
giving
them
the
right
kind
of
information
they
need
and
remember
people
want
information
in
three
buckets
the
stuff
I.
It's
critical
for
me
to
know
can
I
get
to
work.
It's
the
side
we
are
going
to
be.
Shoveled
am
I
going
to
get
a
fine
and
then
there's
things
that
are
important
to
know,
and
then
there
are
things
that
are
nice
to
know.
C
There's
kind
of
those
three
buckets
that
people
like
information
and
it's
important
to
really
pay
attention
to
this
channel,
because
we
heard
people
want
more
personalized
communication
and
email
with
its
opt-in
feature
and
its
ability
to
write
to
specific
people
and
identify
when
you're
sending
an
email
to
it's
a
powerful
medium.
To
do
that.
So
we
think
that's
a
big
opportunity
to
that.
That
could
benefit
from
having
somebody
be
in
charge
of
it.
A
C
Palmisano,
that
is
correct,
I,
don't
know
if
it's
one
way,
but
right
now
most
departments
use
the
Gov
delivery
system.
We
did
really
look
into
that
sort
of
thing,
but
I
think
it
would
be
important
to
have
somebody
assessing
the
whole
package
and
being
able
to
go
deep
and
maybe
evaluate
because
we
all
get
email
right.
Do
we
open
all
our
email
I?
Don't
so
it's
really
I
think
an
opportunity
to
see.
C
Are
we
really
using
this
vehicle
in
this
channel
well
or
not
so
to
have
some
oversight
into
helping
people
evaluate
that
or
maybe
even
Central
Department,
the
central
communications
kind
of
evaluating
each
department
and
how
they're
doing
and
guiding
them
along
their
use
of
it?
So
they
aren't
over
emailing
people
and
that.
G
C
Alright,
next
is
visual
identity,
so
this
is
really
brand
branding
brand
identity.
It's
what
people
see
and,
to
some
degree
what
they
read
and
experience.
The
first
bullet
point
is
about
the
City
logo.
We
know
that
the
City
logo
updated
a
few
years
ago,
and
we
had
some
graphic
experts
at
the
firm
evaluated
and
it's
it's
it's
modern.
It's
it's
appealing
its.
C
It
functions.
Well
as
a
city
logo
a
while
ago,
I
actually
did
a
study
of
city
branding
and
it
seems,
like
most
cities
rely
on
some
architectural
icon
or
some
natural
resource
image
that
speaks
to
their
their
city.
So
that's
very
common.
Some
cities
are
moving
away
from
imagery
and
just
using
type
and
color
Boston
was
one
of
those
cities.
In
fact
that
I
just
recently
was
talking
to
somebody
about.
They
have
moved
away
from
that
sort
of
thing
and
some
of
our
interviews,
some
concern
came
up
that
does
this
logo.
C
Is
it
representative
of
our
city?
Does
it
resonate
with
our
our
residents
and
we
didn't
that?
Didn't
come
up
anywhere
else
and
we
didn't
hear
that
in
our
resident
survey.
Although
we
didn't
specifically
ask
that,
so
we
don't
really
make
a
judgement
about
about
that
imagery
in
your
logo.
We
know
that
the
city
has
a
lot
of
equity
in
city
of
lakes
and
the
imagery
that
goes
along
with
the
lake.
So
it's
certainly
an
area
to
look
at.
C
When
we
looked
at
the
visual
branding
system,
there's
a
certain
sea
of
sameness
that
goes
with
all
the
materials
produced
by
the
city
and
that's
a
good
thing,
because
that's
consistency
but
we're
suggesting
because
of
the
research
that
maybe
there's
more
of
a
tiered
through
color
or
some
other
means
of
design.
You
know
here's
a
piece
of
information
you
need
to
know,
pay
attention,
here's
something!
That's
more
nice
to
know
you
can
visually
communicate
some
of
those
clues
as
well.
C
We
think
there's
an
opportunity
to
enhance
the
brand
architecture
and
what
that
means
is
to
really
add.
Why
is
branding
important?
Maybe
why
is
infusing
the
city's
vision,
mission
and
goals
into
what
you
say
when
you
talk
about
the
city
is
important.
That'll
help
people
embrace
the
brand
who
are
using
it
out
in
the
department,
whether
they're
producing
an
item,
that's
visual
or
making
a
speech
based
also
on
the
research.
C
We
think
there's
an
opportunity
to
provide
more
guidance
and
education
from
the
department
to
other
departments
as
well,
and
that
may
work
into
how
do
you
work
with
us?
How
do
we
help
you
use
the
brand
and
use
it
properly
and
then,
with
the
use
of
vendors
and
freelancers
across
the
organization?
We
think
it's
a
good
idea
to
maybe
certify
or
select
some
designers
that
get
trained
in
how
to
use
the
Minneapolis
brand
so
when
they're
engaged
by
others
to
do
that
they
do
it
properly.
C
In
the
report
and
in
the
addendum,
there
are
many
more
suggestions
for
the
department
to
implement
so
we're
just
hitting
the
highlights
here:
video
services,
so
video
is
increasing.
I
mentioned
before
that
people
are
becoming
more
visual,
they're
reading
less.
In
fact,
I
just
looked
up
the
Pew
study
and
YouTube
is
the
most
used.
C
Video
chat.
Excuse
me,
social
media
channel
out
there.
Today
it
has
surpassed
Facebook.
If
you
know
about
Facebook,
there's
a
lot
of
video
in
there
as
well.
So
it's
almost
like
everybody's
becoming
a
video
sharing
site
and
it's
a
way
that
people
are
getting
lots
of
information,
so
I
think
looking
forward.
The
communications
department
needs
to
take
that
seriously.
C
Up-And-Coming
right
behind
all
these
is
Instagram.
The
next
generation
is
the
Instagram
generation,
so
visual
video
is
really
important.
City
staff,
we
think,
is
that
maximum
capacity,
they
don't
cover
all
meetings,
but
they
cover
a
lot.
304
live
meetings,
150
to
special
purpose
publications.
This
pales
in
comparison
to
the
city
of
st.
C
Not
so
much
so-
and
you
know
I
I'm
sad
to
say
that
council
meetings
are
not
the
most
popular
video
out
there,
but
people
do
watch
them
and
we
need
to
keep
the
public
informed,
but
let's
put
that
on
the
best
channel,
so
the
website
serves
that
really
well.
Another
example
is
the
special-purpose
videos.
You
know
about
parking
about
bike
lanes
these.
I
Like
ask:
what's
the
disadvantage
of
posting
it
on
YouTube
I
actually
do
hear
from
constituents
who
that
is
how
they
engage
with
these
meetings,
and
it
seems,
like
YouTube,
is
more
shareable
than
just
posting
on
the
website.
So,
to
the
extent
that
people
are
communicating
amongst
themselves
about
things
that
are
happening
at
the
council,
I've
always
viewed
that
as
a
really
good
thing.
C
C
C
C
Next
slide
is
social
media,
so
there
are
obviously
city
run
channels,
but
there's
a
lot
of
other
channels
run
by
departments
and
initiatives
as
well
and
they're
there
all
over
the
place,
I
think
there's
in
excess
of
20
and
many
of
them
are
have
been
started,
but
then
not
kept
up
or
are
grossly
out
of
date
or
just
abandon
all
together,
and
so
that's
a
problem
and
I
think
it's
borne
out
of
just
the
nature
of
social
media.
People
perceive
social
media
to
be
free
and
easy
to
do
so.
Oftentimes
people
start
they
jump
in.
C
An
important
factor
of
all
of
these
social
media
channels
is,
as
algorithms
change
I
think
you
may
have
heard
this,
but
like
Google
Google
is
now
giving
preference
to
channels
that
do
paid
media.
So
if
you
establish
a
site-
and
you
don't
spend
any
money
on
Google
to
promote
it,
you
will
drop
in
search
engine
rankings.
The
other
aspect
of
social
media
is
that
a
very
you
can't
rely
on
organic
viewership
anymore
because
of
those
algorithm
changes.
So
a
very
small
percentage.
C
Your
viewership
is
going
to
see
any
one
post
that
you
make
unless
you
invest
some
dollars
in
boosting
or
promoting
that
post
along
the
way.
So
sophisticated
users
of
social
media
understand
this
and
do
this
and
the
city
department
does
invest
some
money
in
promoting
social
media
posts
and
if
you
look
at
city-owned
channels,
they
have
very
large
followings.
C
Another
aspect
of
this
is
to
realize,
too
that
people
are
moving
away
from
their
desktops
and
everybody's
starting
to
read
everything
on
their
mobile
devices,
so
everything
needs
to
be
mobile.
First
content
as
well,
and
the
city
is
doing
pretty
well
here,
but
a
continued
focus
on
that
is
very
important
and
then
earned
media.
C
Media
can
sometimes
overwhelm
the
communications
department
because
it's
very
sporadic
witness
a
presidential
visit.
It's
all
hands
on
deck,
so
everything
stops
to
take
care
of
that.
While
that
issue
is
happening,
so
that's
a
dynamic
that
the
Department
has
to
deal
with
another
one
is
social
media
posts.
In
these
times,
reporters
will
often
get
a
new
story
idea
or
tip
from
a
social
media
post
that
somebody
somewhere
sent,
so
that
can
generate
a
lot
of
media
interest
and
require
a
lot
of
time
and
attention.
C
C
We
send
it
out
on
Friday
afternoon
and
that's
usually
when
your
news
from
the
City
Council
is
being
generated,
and
it
doesn't
work
very
well,
because
reporters
will
want
to
talk
to
people
and
people
may
or
may
not
be
available,
not
people
within
City
communications,
but
within
the
departments
that
the
news
is
affected
by.
So
we've
made
some
suggestions
about
how
to
deal
with
that
a
little
bit
more
short
of
moving
your
meetings
to
another
day.
Mr.
E
E
We
operate
like
a
business
in
two
weeks
cycles,
so
operating
the
business
of
the
city
is
more
important
in
my
opinion
than
getting
media
for
it.
So
I
would
urge
us
to
not
jump
to.
How
do
we
do
things
to
get
more
media
but
to
focus
on
how
do
we
do
things
in
an
orderly
way?
This
isn't
like
the
legislature
where
we
meet
every
you
know
three
months
or
five
months
for
a
whole
year
and
we
have
a
cycle.
E
We
have
all
sorts
of
organisms,
contracts
to
be
approved,
quasi
judicial
decisions
that
have
timelines
and
so
I
hope
we're
not
seriously
considering
changing
when
the
City
Council
meeting
is
to
accommodate
getting
more
media.
That
in
and
of
itself
would
be
a
really
interesting
story
that
I
bet
a
lot
of
media
people
would
be
interested
in
hearing
about
so
I'd
jump
in,
because
I
feel
like
doing
the
business
of
the
city
is
the
most
important
thing
and
then
how
we
communicate.
C
Goodman,
thank
you
for
that
comment.
I
wasn't
suggesting
that
you
move
for
meeting
I,
guess
I
was
being
a
little
flip
with
that,
but
what
we
are
recommending
is
that
may
be
using
embargoes
briefing
people
in
advance
and
trying
to
help
the
media
understand
what's
coming
and
be
prepared
for
it.
I
think
also,
one
of
the
other
things
is
when
we
do
have
a
topic,
that's
going
to
have
a
major
decision
on
a
Friday
and
it's
something
that
we
know
is
going
to
generate
a
lot
of
buzz
that
that
we
strategically
think
ahead.
C
How
do
we
prepare
for
this
announcement
in
a
way
that
people
have
a
deep
understanding
of
it,
so
they
so
as
they
report
on
it,
they
will
have
a
full
understanding
and
that,
if
there's
any
follow-up
to
it,
we
will
be
part
of
the
conversation.
I
think
what
happens
sometimes
is
the
news
release
goes
out,
they
report
on
it
and
then
other
voices
take
over
the
narrative
and,
whereas
in
the
city,
should
continue
that
narrative
to
continually
frame
that
issue.
Does
that
make
sense?
Okay,
so
thank
you.
Thank
you
for
your
comment.
I
appreciate
it.
A
H
A
Keep
the
facts
in
stories
you're
on
that
kind
of
thing,
a
question
on
this
slide
that
I
have.
Is
you
say
that
our
media
desires,
speedier
request
to
date,
responses
to
data
requests
and
I'm
wondering?
Is
there
any
differentiation
there
between
formal
Freedom
of
Information,
Act
requests,
which
we
know
are
always
you
know
behind
where
people
want
them,
or
do
you
also
mean
just
simple
data
requests
to
a
department
for
information
about?
A
C
Chair
Palmisano,
thank
you
for
that.
I
do
mean
in
that
particular
comment.
More
complicated
data
requests
and
in
the
body
of
the
report,
I
think
what's
happening
is
reporters
who
work
with
the
city.
All
the
time
have
learned
based
on
the
city
staff,
of
how
long
it
takes
to
get
some
information
free.
They
understand
it's
reporters
who
don't
have
a
lot
of
experience
and
just
expect
information.
A
lot
faster,
I
think
in
general,
from
our
media
interviews
that
the
reporters
are
very
appreciative
of
the
city
staff.
C
They
know
that
they
make
themselves
available
on
short
notice.
We
did.
We
know,
there's
a
little
challenge,
sometimes
in
making
Department
spokespeople
available,
and
that's
mentioned
also
in
the
report
as
well.
So
I
think
the
point
is
to
anticipate
those
needs
and
line
up.
Those
people
in
advance
is
the
key,
but
as
far
as
data
I
think
there
are
some
reporters
who
think
the
city
is
very
good
about
responding
to
data
requests
and
they
understand
the
process.
I
That
means
that
we're
not
all
speaking
in
one
voice
as
a
council
and
I
think
one
of
the
tensions
for
the
communications
department
right
I
mean,
if
we're
having
a
contentious
vote
on
Friday,
where
the
outcomes
uncertain
and
I
think
that
that
points
to
one
of
the
gaps.
I
think
that
you
mentioned
earlier.
You
know
in
the
presentation.
So
what's
what's
based
on
your
audit?
I
What's
your
perception
now
of
the
role
that
communications
plays
with
the
council,
especially
when
there's
a
contentious
vote
and
it's
not
clear
what
the
will
of
the
council
is
in
advance,
who
would
do
an
embargo?
Who
would
execute
the
kind
of
press
recommendations
that
you're
talking
about
you
know,
given
that
it's
not
necessarily
clear
what
the
perspective
is
that
city
communications
should
be
communicating.
C
Councilman
Fletcher
I,
don't
have
a
very
specific
answer
for
that.
I
think
the
dynamic
here
is
that
you
have
a
city
with
departments
that
are
functioning
like
a
business,
and
then
you
have
a
governing
body
that
isn't
always
in
agreement
and
doesn't
always
speak
with
one
voice.
So
I
think
that
is
a
challenge
and
a
reality
of
kind
of
this
unique
thing
called
city,
government
and
I.
Don't
know
if
we
have
a
clear
answer
for
that
other
than
when
we
talk
about
doing
an
embargo
or
an
advance
briefing.
C
Great
you
know,
and
I
just
just
want
to
close
the
earned
media
section
by
saying
you
know
by
and
large
reporters
we
talked
to
were
very
complimentary
at
the
communications
department.
So
I
just
wanted
to
note
that
as
well,
so
the
roadmap
going
forward.
What
I've
tried
to
do
here
in
the
next
few
slides
is
just
summarize
steps
you
can
take
as
a
result
of
this
there's
certainly
more
detail
in
the
report,
but
the
first
one
is
to
move
more
towards
that
centralized
model
be
very
deliberate
about
it.
C
Saying
here's
the
criteria
when
you
go
through
City
communication,
here's
the
criteria
when
you
get
to
do
your
own
thing
and
if
there's
something
in
the
middle,
we
know
why
we're
doing
it.
That
way,
in
particular,
I
think
the
audit
of
all
your
resources
would
be
a
financial
audit
would
be
really
interesting
and
would
help
you
evaluate
visa
fee
and
maybe
benchmark
against
some
other
organizations.
We
did
that
casually
just
in
headcount,
and
you
know
we
found
a
variance
there.
C
I
think
a
major
component
to
help
the
city
communications
department
plan
and
be
more
effective
is
in
this.
Next
planning
cycle
have
every
department
try
and
identify
what
they
see
as
their
communication
needs
for
the
coming
year
and
relay
that
information
to
the
communications
department.
That
will
allow
them
to
not
only
plan
capacity
wise
but
maybe
look
at
when
there
might
be
some
peaks
and
valleys,
and
there
might
be
some
flexibility
there
to
allow
them
to
plan
better
and
be
more
efficient
with
it.
C
Now
that
we've
done
this
public
opinion
poll,
some
of
those
questions
can
serve
as
a
benchmark.
You
can
set
some
goals
to
say
we
want
to
move
the
disengaged
or
we
want
to
have
closed
the
communication
gaps.
So
you
can
repeat
that
study
in
a
few
years
in
a
benchmark
and
see
how
you're
doing
if
you're,
improving
and
getting
information
out
a
lot
of
the
I
just
want
to
mention
it's
inspired
by
the
debates
that
some
of
the
things
will
require
additional
investment.
So
that's
the
truth.
C
We
think
moving
towards
the
in-house
agency
model
will
serve
you
well.
So
some
of
the
details
for
doing
that
are
down
there
as
well
page
24.
We
think
there's
a
benefit
to
thinking
about
when
you
push
information
out
both
in
content
or
where
you're
pushing
it
out.
The
three
buckets
the
the
crucial
to
know
the
need
to
know
the
nice
to
know
and
think
about
our
three
audience
types
that
are
out
there
and
are
we
writing
our
information
to
them
as
well,
and
then
also
looking
at
how
to
make
that
information
more
personally
delivered.
C
Obviously,
email
and
social
channels
are
very
powerful
to
do
that.
So
continue
moving
in
that
direction,
and
actually
it
benefits
you
when
you
think
about
it.
If
you're
distributing
all
your
information
through
the
mass
media,
that's
going
through,
somebody
else
is
basically
telling
your
story
for
you,
but
email,
social
media.
You
get
to
tell
your
own
story
and
you
get
to
tell
it
the
way
you
want,
so
it
just
makes
sense
to
move
more
information.
That
way.
C
We
outline
some
ideas
on
how
to
strengthen
the
city's
brand
architecture
and
that
branding
component
on
page
25
out
loud
some
ideas
for
social
media
and
if
you
look
into
the
plan,
there's
there's
a
chart
that
defines
how
to
implement
a
city
directed
social
media
channel
and
when
and
what
to
do
when
you
allow
others
to
do
their
own
thing,
and
there
are
probably
some
audiences
that
are
very
niche
and
it
might
make
sense
to
let
them
have
their
own
social
media
channel.
They
don't.
C
They
appeal
to
a
very
small
segment
of
the
population,
but
that's
a
decision
to
be
to
be
made.
I
think
you
need
to
eliminate
the
channels
that
haven't
been
kept
up
or
that
people
aren't
willing
to
support
and
to
make
sure
that
everybody
follows
the
brand
guidelines.
There
is
non-compliance
out
there
in
the
social
media
realm
and
then
also
looking
at
more
visual
media
for
social
media,
and
we
make
recommendations
for
whenever
you're
producing
video.
The
broadcast
format
is
horizontal,
but
the
video,
the
social
media
is
vertical
so
that
pay
attention.
C
We
did
some
of
those
things
as
well
as
using
lightweight
motion,
instead
of
full
video,
just
ways
to
produce
more
content
that
people
want
to
watch
that
doesn't
cost
as
much
money
and
then
a
page
26,
just
some
earned
media
information
and
as
we
look
through
some
of
your
materials
media
are
busy.
So
there's
lots
of
ways
to
capture
more
information
and
get
them
attention
through
links
and
bullet
points
and
presenting
news
more
in
the
fashion.
Here's
news
you
can
use
as
a
citizen
tips
and
tactics,
those
sorts
of
things
providing
visual
assets.
C
Media
is
becoming
more
visual.
If
you
go
to
the
Star
Tribune,
you
know.
Almost
every
story
now
has
a
video
component,
so
we
want
to
provide
more
visuals
in
timing
matters.
We
found
that
sometimes
people
want
to
get
all
their
information
on
at
once
and
there
might
be
two
news
releases
going
out
in
one
day
and
the
media
generally
don't
have
the
capacity
for
that.
So
staggering
things
and
thinking
about
timing
and
then
probably
the
most
important
thing
in
social
media
is
don't
let
your
news
be
an
afterthought.
C
A
Thank
you
I
want
to
assure
my
colleagues
that
there
will
be
a
lot
of
follow-up
to
this
audit
I
appreciate
knowing
that
director
Bergstrom
certainly
agrees
with
all
of
these
recommendations.
They
also
need
meaning.
She
agrees
with
the
findings,
and
you
know
the
direction
that
you're
going,
but
your
being
at
me
funny
so
I'm
wondering
if.
A
Okay,
but
they
do
need,
they
will
need
internal
policy
conversations
both
inside
in
between
different
departments.
Some
of
these
are
budget
and
staffing
conversations,
whether
that's
repurposing
existing
resources
are
finding
new
resources,
so
my
office
has
already
reached
out
to
staff
about
how
to
initiate
the
financial
audit
recommended
in
this
report.
I'll
pause
for
other
people's
comments,
councilmember
Fletcher.
J
Palmisano
and
Councilman
Fletcher.
Thank
you
so
much
for
that
question.
So
when
we
looked
at
those
specific
initiatives,
we
had
I
can't
give
you
the
exact
number
right
off
my
head,
but
the
majority
of
people
had
never
even
heard
of
it.
So
when
we
look
at
that,
not
setting
the
market
standard
for
that,
you
want
people
to
at
least
have
heard
of
it,
because
then
they
can
make
that
decision
of
market
penetration
where
they
start
to
engage
in
a
way
and
figure
out
what
that
means
to
them.
I
C
Stay
here
so
I
think
if
you
look
in
the
PowerPoint
you'll
see
a
chart,
it's
it's,
it
gets
complex,
but
it's
it's
it's
like
how
much
do
you
want
to
know
and
what
do
you
know
and
it's
there's
a
gap
and
I
think
it
recognizes,
there's
a
ceiling
to
how
much
people
want
to
know
but
I
think
what
we
saw.
It's
almost
in
every
topic.
People
wanted
to
know
more
to
some
degree
now.
Does
that
answer
your
questions?
J
When
you're
looking
at
that
active
engaged
component
and
like
passive
engaged,
do
they
want
to
know
more,
not
necessarily
probably
as
much
but
those
active
engage?
We
see
that
when
they
broke
it
down
by
the
initiative,
awareness
of
these
among
the
active
engaged
it
was
causing
some
perceptions
of
dissatisfaction
with
the
city.
J
As
a
result,
you
know
it's
not
having
a
positive
impact,
which
you
know
it's
a
City
communication
they're
not
all
going
to
have
positive
impact,
but
from
that
and
then
also
from
what
we
heard
in
the
audit,
there
was
this
desire
for
more,
but
with
winter
sidewalks
shoveling
people
are
all
on
board
if
they're
getting
enough
they're
getting
in
a
wide
variety
of
channels.
So
it's
that
compare
and
contrast
where
we
got
that
insight.
I
I
My
understanding
is
we're
not
maintaining
those
walls
in
the
same
way.
You
know
in
a
lot
of
places,
I'm
wondering
if
we've
thought
at
all
about
to
what
extent
is
now
communications
because
of
the
platforms
that
they're
managing
is
their
job
as
much
receiving
feedback
in
and
engaging
with
people
in
that
way,
and
how
does
that
change
the
workload?
How
does
that
change
the
the
organizational
structure
not
just
of
communications,
but
also
of
NCR
and
3-1-1,
and
sort
of
how
we
think
about
how
people
are
reaching
into
the
city,
as
well
as
receiving
messages
out.
F
Thank
You
chair,
Palmisano,
comes
from
over
Fletcher
I,
feel
my
digital
media,
strategist,
Jordan
channeling
me
right
now.
I
it
is
absolutely
that
we
are
in
taking-
and
we
think
of
at
least
in
our
department
of
social
media
as
an
engagement
tool.
But
you
are
correct
that
in
terms
of
resourcing
we
are
very
much
under
resourced.
We
have
built
those
platforms
as
a
way
to
reach
out
and
get
information
to
people
and
I
think
we're
being
very
successful.
But
in
terms
of
the
intake
back
in,
we
are
struggling
to
keep
up
with
that.
F
I
F
Chair
Palmisano,
councilmember
Fletcher
systems
is
probably
not
a
great
know
where
I
don't
think
we're
set
up
systematically
that
way,
and
we
need
to
be
better.
We
do
our
best
to
in
take
that
information
and
field
it
off
to
different
departments
or
3-1-1
or
MPD
or
whoever
it
might
be,
and
build
that
conversation
at
least
internally
to
try
to
handle
it.
But
it's
it's
very
scattershot
I.
F
I
I
would
like
to
say
thank
you.
First
of
all,
for
your
time,
I
know
this
has
been
a
unique
investment
of
time
on
all
fronts.
First
and
foremost,
here
today
at
the
Enterprise
Committee,
also
with
numerous
city
staff
and
internal
stakeholders
who
have
worked
with
padilha
SMS
research
to
share
their
insights.
Insight
I
do
want
to
thank
everybody
at
the
enterprise
and
externally
who
have
been
able
to
share
insight.
F
There's
a
range
obviously
of
recommendations,
as
you
mentioned,
share
Palmisano,
ranging
from
you
know,
big
conversation,
structural
change
budget
and
those
conversations
will
continue
absolutely.
As
you
mentioned.
There
are
also
easier
things
that
we
have
been
able
to
take
on
within
our
department
as
well.
The
brand
kind
of
logo
architecture
piece.
F
Some
of
the
social
media
work
obviously
is
underway
with
the
policy
that
was
adopted
by
council
and
just
being
more
proactive,
I
think
with
the
hiring
of
the
new
deputy
director
position
and
filling
that
will
be
a
key
way
for
us
to
be
more
proactive
in
reaching
out
to
departments
across
the
enterprise
and
also
building
some
of
those
proactive
plans
so
that
we
can
get
in
front
of
departments
and
say
hey
what
do
you
have
on
the
horizon?
How
can
we
help
on
some
level
as
best
we
can
with
current
resources
to
move
that
forward?
F
A
You
I
know
that
I'll
be
working
with
your
director
to
make
sure
appropriate
stuff
and
also
that
interesting
council
members
are
our
part
of
the
work
going
forward
for
implementation
and
thank
you
to
our
partners
for
your
time
and
for
looking
at
this
with
that
olive
tree
Steven
filed
this
report,
all
those
in
favor,
please
signify
by
saying
aye,
aye
opposed
that
carries,
and
at
this
point
we've
we're
done
with
our
agenda
and
we
are
adjourned.
Thank
you.