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From YouTube: February 27, 2019 Committee of the Whole
Description
Minneapolis Committee of the Whole Meeting
A
Good
afternoon
I'm
going
to
call
this
to
order
this
regular
meeting
of
the
committee
of
the
whole
for
Wednesday
February,
27
2019.
My
name
is
Andrew
Jenkins
and
I
am
the
chair
of
this
committee
and
with
me
at
the
diets,
our
council
members,
Palmisano
Johnson,
Goodman,
Ellison,
Schrader
council,
president
bender
councilmembers
Cunningham.
Let
your
right,
coño
and
Gordon.
Let
the
replay
the
record
reflect
that
we
do
have
a
quorum
and
we
have
three
discussion
items
on
our
agenda
today.
A
Item
number:
one
is
a
quarterly
update
on
the
city's
2020
census
activities
and
item
number
two
is
the
first
slate
of
appointments
to
the
complete
count,
committee
and
I
believe
miss
Mulcair
INMO
from
the
neighborhood
and
communications
department
will
be
given
that
presentation
welcome.
Thank
you
good.
B
Afternoon
my
name
is
Karen
Moe
I'm,
deputy
director
of
neighborhood
and
community
relations.
First
I
just
want
to
say
thank
you
so
much
for
having
me
here
today
to
present
this
update
I'm
here
with
two
specific
action
items.
The
first
is
to
receive
and
file
this
presentation,
which
is
an
update
on
the
city's
efforts
around
the
2020
census,
and
the
second
is
to
ask
you
to
approve
the
appointments.
B
B
The
first
thing
I
want
to
touch
on
is
a
thank
you
to
council
members
in
the
2019
budget
allocation
process.
You
allocated
resources
to
the
city's
efforts
around
the
2020
census
and
I
really
want
to
applaud
you,
and
thank
you
for
that.
My
understanding
is
that
we
are
one
of
the
leaders
and
that
in
the
state
again
yet
again
were
one
of
the
leaders
with
the
amount
of
resources
that
we're
putting
towards
this
effort.
One
of
the
things
that
we
were
able
to
do
with
that
dedication
was
to
hire
a
project
coordinator.
B
I'm
really
excited
that
Alberto
Gillespie
is
here
today
and
she
started
yesterday.
So
we're
still
getting
her
on
board,
including
trying
to
get
an
email
address
for
her,
but
once
we
get
that
we
will
make
sure
to
reach
out
to
everybody
so
that
she
can
have
the
chance
to
meet
you
and
she
will
be
the
coordinator,
the
lead
coordinator
for
our
city
on
this
effort.
B
This
position
will
be
in
neighborhood
and
community
relations,
but
it's
actually
a
shared
position
between
our
department
and
the
communications
department,
so
she
will
be
moving
our
entire
city
forward
once
she's
up
and
running
with
that
she'll
be
working
with
a
city
staff
team.
The
last
time
I
was
here,
I
think
I.
Let
you
know
that
there
is
a
group
of
folks
that
are
working
across
the
enterprise
on
this,
that
includes
neighboring,
community
relations,
communications
inter
government
relations,
information
technology,
community
planning
and
economic
development,
arts
and
creative
economy,
race
and
equity,
as
well
as
others.
B
We
meet
on
a
monthly
basis
and
we
both
work
together
to
identify
what
resources
we
can
leverage
or
what
infrastructure
is
already
in
place
that
we
can
leverage
to
do
this
work,
as
well
as
identify
opportunities
to
do
more
together.
A
great
example
of
that
is
the
election
guide.
I
want
to
thank
Casey
Karl,
the
city
clerk,
who
identified
a
great
opportunity
that
we
took
advantage
of
which
was
in
2018
the
city
sent
on
an
election
guide
to
all
Minneapolis
residents.
B
We
were
able
to
get
information
in
the
election
guide
to
all
residents
that
about
the
census
coming
as
well.
We
include
information
about
job
opportunities
and
a
link
to
the
website
where
people
could
go
on
and
apply
to
jobs.
Another
opportunity
that
we're
working
on
is
with
the
arts
and
creative
economy
office.
We
have
applied
to
the
creative
city
making
program
and
we
are
in
the
process
of
selecting
an
artist's
or
an
artists
team
that
will
be
working
with
us
on
this
effort
as
we
move
forward.
B
In
addition
to
that,
we've
been
going
out
and
talking
to
a
lot
of
people
I
think
some
of
you
have
been
part
of
those
presentations
we
presented
at
the
community
connections
conference
council.
Vice
president
Jenkins
was
there
I
think
that
was
a
good
conversation
that
we
had.
In
addition
to
that,
we've
been
I
say:
we've
been
on
a
census,
tour
we've
been
hitting
as
many
appointed
boards
and
commissions
as
possible.
You
can
see
the
list
there
that
we've
been
to
and
those
have
been
fruitful
conversations.
B
We've
been
approaching
different
appointed
boards
and
commissions
and
asking
them
how
they
want
to
engage
with
us
in
this
work.
Some
examples
I
will
share
with
you
is
the
racial
equity
community
advisory
committee
has
actually
added
the
census
as
an
ongoing
agenda
item
to
their
monthly
meetings,
so
we'll
be
going
back
there
on
a
monthly
basis.
The
Minneapolis
Advisory
Committee
on
Aging
decided
they
wanted
someone
from
their
committee
to
be
on
the
complete
count
committee.
So
they
actually
have
a
representative
on
the
complete
comp
committee
that
would
be
attending
those
meetings.
B
The
homegrown
Minneapolis
food
council
was
an
interesting
one.
They
invited
us
to
come
and
present.
It
was
a
very
lively
conversation
and
as
a
result
of
that,
the
Health
Department,
which
was
there
reached
out
to
us
and
have
now
invited
us
to
go
out
to
three
other
infrastructures
or
networks
that
they
have
in
place,
including
the
healthy
living
community
leadership,
team,
Healthy,
Start,
Community,
Action,
Network
and
Cedar
Riverside
partnership.
B
The
next
big
item
that
we're
going
to
be
working
on
is
solidifying
our
communication
strategy
and
messaging.
We
have
been
looking
to
other
resources
that
are
already
in
place,
including
the
US
Census
Bureau
has
a
240
page
integrated
communications
plan.
We've
been
reviewing
that
we've
been
looking
at
the
state
communications
plan,
which
is
yet
to
be
publicized,
but
we've
been
working
with
that
office
and
identifying
what
we
can
glean
from
them.
In
addition
to
that,
the
Minnesota
census
mobilization
project
has
been
working
with
grassroots
solutions
and
community
leaders
from
various
undercounted
communities.
B
In
the
last
year,
they
spent
the
entire
year
working
on
identifying
what
messages
and
strategies
were
going
to
work
with
various
historically
under-counter
communities
throughout
Minnesota.
They
then
produce
a
communication
and
mobilization
plan
with
recommendations
regarding
strategies
and
messaging,
so
we've
been
using
that
also
to
guide
our
plan.
B
The
city
of
Minneapolis
is
looking
at
this
as
a
joint
effort
across
the
metro
area
for
many
of
our
community
members.
They
don't
end
there.
Their
relationship
with
their
family
or
their
life
doesn't
necessarily
end
at
government
borders.
It
extends
throughout
the
metro
area,
so
we've
been
working
closely
with
Hennepin
County,
Ramsey
County
and
st.
Paul
on
both
hosting
meetings
and
developing
ideas
around
our
strategies
and
our
messaging.
B
B
We
spend
our
time
building
those
relationships,
and
that
meant
a
lot
of
going
out
and
having
conversations
with
people
with
our
current
relationships
and
with
others
and
conversations
around
why
the
census
mattered
and
why
they
should
be
involved
in
the
city's
effort
around
this
that
we
have
recruited
folks
in
January
17th
of
this
year
we
had
our
first
meeting
council
vice
president
Jenkins
was
there
to
kick
it
off.
It
was
what
I
would
call
a
soft
opening
to
the
meeting.
B
We
really
focused
on
listening
to
community
members
what
their
concerns
and
fears
were
with
the
census
and
as
well,
what
their
hopes
and
wants
were
with
the
census,
and
then
we
also
talked
about
moving
forward
soliciting
a
real
commitment
to
this
work
together
as
partners.
We'll
continue
to
do
that
as
we
move
forward
and
then
we're
going
to
start,
focusing
again
really
on
identifying
what
strategies
and
messages
are
going
to
work.
B
Today,
we've
received
20
applications
officially
to
be
part
of
the
complete
count
committee.
You
have
those
before
you
and
I,
asking
that
you
approve
those
appointments.
I
want
to
be
clear
that
this
does
not
actually
all
of
the
folks
that
have
been
participating
with
us.
These
are
just
the
people
that
have
actually
submitted
the
application
to
date,
so
we
are
still
working
with
other
community
members
who
are
interested
in
being
on
the
complete
count
committee
who
attended
the
meeting
January
and
who
are
just
working
through
getting
the
application
through
the
process.
B
With
that,
the
next
steps
for
the
complete
count
committee
will
be
again
to
continue
building
out
the
members
of
that
committee
and
then
to
identify
co-chairs.
We've
already
been
having
some
conversations
around
who
potential
co-chairs
could
be
to
identify
the
next
meeting,
which
will
be
coming
up
soon,
as
well
as
to
work
on
our
working
relationship
with
other
community-based,
complete
count
committees.
B
So
what
we're
seeing
is
within
some
of
our
communities,
such
as
the
Latino
community
and
the
American
Indian
community,
there's
an
interest
and
actually
establishing
their
own
complete
count
committees
or
something
like
a
complete
count.
Committee:
our
staff
Christine
McDonald,
our
American
Indian
specialist
Mariano
Espinosa,
our
Latino
community
specialist,
has
been
actively
working
with
community
members
to
identify
what
those
structures
are
going
to
look
like,
and
so
we
will
be
continuing
working
on
those
relationships
as
well.
B
B
C
Thank
you
Karen.
My
name
is
Bob
Tracy
I'm,
director
of
public
policy
and
communication
for
Minnesota
Council
on
Foundations
we're
providing
the
backbone
organizing
support
for
the
Minnesota
census,
mobilization
partnership.
The
partnership
is
a
network
of
approximately
250
organizations,
mostly
non
governmental.
We're
really
there's
the
umbrella
to
help
bring
people
into
the
census
work
in
Minnesota.
We
exist
as
a
complement
to
what
the
Census
Bureau
is
doing,
and
we
work
closely
with
the
state
demographers
office,
our
work
centers
in
three
areas.
C
We
do
advocacy
at
both
the
state
and
the
federal
level
Council
on
Foundations
leads.
The
state
advocacy
I'll
share
more
information
about
that
with
you
in
a
moment,
and
we
work
in
partnership
with
a
group
called
max
2020
Minnesotans
for
the
American
Community
Survey
on
our
federal
work,
our
second
area
of
activities
we
take
on
special
projects
that
Minnesota
needs.
So
Karen
mentioned
the
communication
mobilization
plan
we
heard
from
the
community.
We
needed
a
strategy,
a
communication
strategy
and
organizing
strategy
that
was
unique
Minnesota,
and
so
we
pulled
that
together.
C
C
One
of
our
immediate
task
is
to
raise
two
and
a
half
million
dollars
to
support
fully
inclusive
nonpartisan
and
accurate
count
in
Minnesota.
What
does
that
mean?
We're
raising
two
and
a
half
million
dollars
to
support
networks
that
are
specifically
working
with
historically
undercounted
communities?
So
that's
a
private
community,
private
sector
investment.
C
At
the
state
level,
we
introduced
legislation
earlier
this
week,
representative
Jamie
long
is
the
lead
author
seeking
2.5
million
dollars
in
state
funds
to
really
do
several
things:
one
to
engage,
hard-to-reach
households,
specifically
there
in
Greater
Minnesota
we're
talking
about
people
who
live
by
their
peel
boxes.
They
are
not
going
to
get
anything
in
the
mail
from
the
Census
Bureau,
but
in
all
areas
of
the
state,
and
certainly
in
Minneapolis,
we're
also
looking
at
a
targeted
effort
to
help
us
get
into
apartments.
C
C
There's
funding
in
this
bill
to
help
targeted
efforts
reaching
historically
undercounted
communities
and
there's
funding
in
this
bill
to
set
up
shared
services,
for
example,
it
doesn't
make
sense
for
every
community
around
the
state
to
have
to
rely
upon
getting
their
own
translation
services.
We
should
share
that
service
through
the
state
demographers
office
status,
on
that
legislation
introduced
in
the
house.
C
Again,
as
I
said
by
representative
long,
has
the
support
of
the
chair
of
the
Ways
and
Means
Committee,
the
state
government
Finance
Committee,
the
government
operations
committee
was
introduced
with
18
co-authors,
half
of
whom
were
from
Greater,
Minnesota
and
half
of
who
were
GOP
members.
It's
also
included
in
the
governor's
budget,
not
at
the
2.5
level,
but
at
1.6
gets
the
conversation
going
and
I'm
having
fun
right
now
with
our
colleagues
in
the
Senate.
C
If
you
want
to
know
more
about
what's
happening
at
the
state
level,
you
can
all
go
back
to
your
offices
right
after
this
and
look
up
yesterday's
article
and
then
post
it
gives
you
a
good
summary.
I
have
to
tell
you
every
time,
I
go
out
and
talk
with
folks
about
the
census.
It's
important
terms
of
Constitution
and
for
many
many
reasons,
but
I
usually
end
up
by
saying,
and
if
none
of
that
convinces
you
at
least
do
it
for
the
babies,
infants
and
children.
C
Our
highest
undercount
pop
relation
I've
learned
my
lesson
because
that
actually
became
the
headline
in
the
story,
so
do
it
for
the
babies
folks.
Finally,
I
want
a
shift
to
give
you
a
quick
update
on
federal
actions.
There
was
a
significant
increase
in
funding
for
fiscal
year
nineteen,
so
the
congressional
action
a
couple
of
weeks
ago
landed
us
with
fiscal
nineteen
funding,
1
billion
dollars
above
what
was
recommended
by
the
Trump
administration.
Most
of
those
dollars
are
targeted
for
fieldwork
we're
just
now
starting
to
prepare
the
2020
appropriations.
C
C
And
finally,
the
partnership
has
strongly
opposed
the
citizenship
question,
both
through
the
litigation
process,
but
we
also
encourage
our
congressional
delegation
to
support
initiatives
such
as
the
idea
Act
and,
where
appropriate,
to
take
action
within
appropriation
to
forbid
use
of
any
twenty
twenty
dollars
to
implement
a
citizenship
question.
Should
the
courts
allowed
to
proceed
I'm
available
for
questions?
D
C
B
A
Well,
I
will
just
first
of
all
say:
congratulations
to
miss
Collette,
C
Gillespie,
we're
happy
to
have
you
in
this
role
to
lead
the
city's
efforts.
I
did
attend
the
first
meeting
of
the
the
complete
committee
at
sub
anthony
community
center,
and
I
think
there
were
over
40
people
there
and
representatives
from
many
cultural
groups
in
our
community
and
and
mini
city
staff.
A
Were
there
as
well
and
so
really
grateful
that
I
think
was
a
great
kickoff
to
this
effort
and
you
know
I
think
it
just
creates
more
opportunities
for
us
as
a
council
to
engage
I
think
so
far.
Today.
We
hope
to
approve
these
20
applications,
but
certainly
can
encourage
constituents
to
get
involved
and
help
us
to
make
sure
we're
getting
the
most
complete
count
that
we
can
I'm
really
concerned
about
the
LGBT
community
and
how
they
are
going
to
be
counted
in
the
census.
A
And
so
that's
going
to
take
a
lot
of
outreach
and
community
efforts
as
well.
So
looking
forward
to
the
governor's
kickoff
on
April
1st-
and
hopefully
you
can
send
that
information
around
to
myself
and
my
colleagues
so
that
we
may
be
able
to
attend
if,
if
that's
possible
and
say
no
more
discussion,
I
would
move
approval
of
items.
1,
&
2
there.
Any
discussion.
F
A
Those
opposed,
say,
nay,
and
that
item
carries
and
I
do
want
to
know
that
actually
we
were
just
moving
to
receive
and
file
these
two
items
not
necessarily
to
approve,
so
that
item
carries
and
number
3
is
an
update
on
the
proposed
charter
change
to
require
a
biennial
budget
and
that
presentation
we'll
be
given
by
my
good,
inter
mill
from
finance
and
property
services.
I.
G
Excuse
me
good
afternoon,
council,
vice
president
Jenkins
members
of
the
committee
happy
to
be
here
before
you
to
talk
about
this
proposed
change
to
the
Charter.
That's
been
offered
by
a
council
member
premise.
No
my
plan
for
today
is
to
give
a
recap
of
a
presentation
that
I
gave
to
the
IGR
committee
in
January.
At
that
time
the
council
president
raised
a
few
very
important
questions
that
also
address
a
rounding.
G
How
a
move
to
a
biennial
budget
could
impact
community
input
opportunities
under
the
budget
process
and
also
how
it
might
impact
departments
work
to
that,
and
we
do
have
some
department
heads
who
are
here
to
share
their
perspective
directly.
Our
city
coordinator,
our
city,
attorney
and
I,
believe
that
Director
of
Public
Works
will
all
be
offering
their
thoughts
as
well,
and
then
I
believe
that
council,
member
Palmisano
herself
has
some
thoughts
to
share
after
those
pieces.
G
So
just
to
recap,
our
current
budget
process,
which
works
and
to
be
clear,
we
we
have
an
annual
budget
process.
That's
worked
and
has
worked
for
40
years.
There's
nothing
broken
that
we're
trying
to
solve.
However,
I
think
it
can
always
be
improved
upon,
and
that's
that's
really
what
this
discussion
is
about
in
that
current
process.
It's
the
the
Budget
Office
develops
current
service
level
assumptions
for
the
enterprise
after
that
departments,
take
those
assumptions
and
do
some
budgeting
and
figure
out
what
they
can
do
in
the
next
year.
G
They
propose
those
then
moving
to
that
yellow
arrow
to
the
mayor,
who
recommends
ways
those
recommendations
against
each
other,
as
well
as
some
priorities
that
he
or
she
has
set
out
at
the
beginning
of
the
year
and
then
puts
together
a
proposed
budget,
and
all
of
that
is
done
by
April
15th,
which
is
required
in
our
Charter
and
then,
as
you
all
know,
in
that
end
of
the
year
fall
fall
into
winter
timeframe.
Council
is
hearing
all
of
the
mayor's
recommendations,
weighing
those
against
their
priorities
and
ultimately
coming
to
a
final
final
adopted
budget.
G
G
It's
almost
a
little
dizzying
and
I
think
that
that
that
repetitive
motion
may
cause
some
some
tunnel
vision
for
decision
makers
and
sort
of
lends
itself
to
sort
of
obscure
the
past
by
always
focusing
on
the
future
and
so
you're,
not
taking
some
time
to
pause
and
evaluate
how
how
are
we
doing
our
resources
being
spent
in
the
most
effective
way
that
they
can,
and
so
you
know,
though,
I
made
the
comment.
You
know
nothing's
broke
and
I
think
any
time
you're
proposed
a
solution.
G
There
has
to
be
a
problem
right
and
so
the
problem
statement
here
is,
you
know,
we're
spending
too
much
time.
Writing
a
budget
in
that
perpetual
motion
of
you
know
what
are
costs
going
to
be?
What
do
we
want
to
do?
How
do
we
move
forward
and
we're
not
spending
enough
time
budgeting,
which
is
involves
more
than
that?
G
At
the
same
time,
many
of
our
departments,
I
in
I,
think
that
you'll
hear
this
later
from
them
directly
experienced
some
burnout
and
a
department
head
during
our
budget
hearings.
Back
last
fall
said
you
know,
stood
right
here
at
this
podium
and
said
you
know.
Budget
time
is
my
least
favorite
time
of
year,
because
I'm
always
up
here,
begging
for
more
and
I,
think
that's
not
not
a
good
place
for
us
to
be
as
an
enterprise
and
then.
Finally,
as
as
I
mentioned,
it
really
provides
a
little
room
for
planning
and
evaluation.
G
We've
got
pilot
programs
that
you
know
if
something
was
approved
in
December
a
department
will
be
tasked.
You
know,
they'll
be
receiving
instructions
on
preparing
the
2020
budget
from
the
mayor
next
week,
and
you
know
there's
no
reasonable
expectation
that
they
could
know
how
that
pilot
is
doing
by
now
before
they
have
to
start
their
process
of
asking
for
funding
in
the
future.
G
So
this
is
then
the
proposed
solution
that
biennial
budget,
the
first
year
of
the
biennial
cycle.
You
see
a
process
that
looks
exactly
like
you
saw
in
the
previous
slides
in
that
second
year,
though,
you
see
a
little
bit
of
room,
I
mean
there's,
there's
space
provided
to
do
some
of
that
thoughtful
review
and
analysis.
Are
we
where
we
want?
Are
we
where
we
thought
we
would
be?
G
Are
we
going
where
we
want
to
go,
and
so
in
that
second
year
the
the
budget
office
would
be
responsible
for
checking
the
assumptions
that
we
had
made
the
prior
year
publishing
revised
estimates
if
necessary,
evaluating
some
of
the
financial
performance
of
departments
in
that
first
year
to
see,
if
you
know
the
the
current
service
level
increases
that
were
proposed
or
needed.
If
things
need
to
be
moved
around
in
councilmember
apanasana
proposed
language,
there
is
room
for
a
supplemental
budget
process
that
could
be
implemented
on
an
as-needed
basis.
G
A
H
I'm
just
wondering
who
developed
the
current
process
that
you're
saying
we're
locked
into
following
every
year
said
in
the
Charter
expressly
stated
like
that.
G
Council,
vice-president
can't
remember
Gordon,
so
the
the
process
that's
outlined
in
Charter
the
process
is
actually
pretty
well
defined
in
charter.
It
doesn't
say
that
you
know
it
doesn't
specify
the
form
and
format
by
which
a
mayor
develops
their
recommendation,
but
there
are
specific
specific
sort
of
milestones
called
that
so
who
then
develop.
H
G
F
G
So,
council,
vice-president
and
councilmember
Gordon,
certainly
we
so
under
a
biennial
process.
Very
much
to
your
point.
We
would
still
be
required
to
set
the
board
of
estimate
and
Taxation
would
still
set
a
maximum
levy
annually.
The
council
would
still
adopt
a
levy
annually.
The
Charter
currently
does
require
an
annual
budget
submission
from
the
mayor,
and
so
you
know
I
think,
to
the
question.
What's
stopping
us
from
following
this
process
now
I
think
a
mayor
could
request
that
departments.
H
Famous
eight
page
report-
and
this
mayor,
who
I've
just
got
in
trouble
over
which
was
sufficient,
would
still
be
required,
that's
correct,
and
that
would
be
the
the
one
thing.
Maybe
we're
not
noting
here,
although
we
also
say
well,
he
Ramirez
budget.
Okay,
did
she
I
just
know
that
I've
been
through
a
number
of
budgets
and
the
current
state
of
affairs
isn't
what
every
mayor
wants
to
choose
her
every
council?
We
didn't
have
a
separate
budget
committee
for
a
long
time.
H
There
was
ways
it
means
there's
the
year
that
Artie
decided
he
was
going
to
do
participatory
budgeting
and
he
had
a
long
series
of
community
meetings
before
he
even
developed
his
budget
getting
engagement,
and
then
there
was
the
year
he
was
running
for
governor,
where
it
was
basically
a
supplemental
budget
and
he
didn't
want
staff
to
do
very
much
because
we
were
just
gonna
keep
going
along
and
doing
that.
So
I
just
wanted
to
be
clear
that
the
current
state
of
affairs
is
the
current
state
of
affairs.
H
As
long
as
we
wanted
to
be
the
current
state
of
affairs-
and
we
don't
have
to
change
the
Charter
to
change
to
process
mirrors,
get
to
do
that,
all
the
time
I
think
the
current
mayor
right
after
he
was
elected,
he
came
in
and
he
sent
out
a
process
to
everybody
that
was
new
and
different
even
than
mayor
Hodges
process
about
what
he
wanted.
Here's
the
questions,
here's
what
you
should
have
in
your
proposals
and
to
do
that.
So
that
was
my
point
of
those
questions.
Thanks
for
indulging
me.
I
You
madam
chair
I,
also
have,
as
I've
been
talking
with
our
budget
director
and
our
finance
director
asked
a
similar
question.
Counselor
Gordon,
which
is
how
much
of
this
can
we
do
without
changing
the
Charter,
so
I
think
it's
a
good
and
important
question
to
ask
one
that
I've
been
asking
to
I
suspect
and
would
invite
any
feedback
comment
from
you
or
the
department
directors
who
might
speak,
he
said
would
speak
soon.
I
I
think
one
question
I
might
have
if
I
was
staff,
was
it's
probably
a
bit
more
work
to
do
a
two-year
budget
than
a
one-year
budget,
and
so
I
I
assume
that
part
of
what
staff
would
want
to
hear
from
us?
If
we
went
in
this
direction
was
how
is
my
workload
if
my
workload
is
gonna
increase
to
develop
a
two-year
budget?
I
Is
it
actually
gonna
decrease
in
that
second
year
or
change
in
that
second
year
or
am
I
just
gonna
be
asked
to
do
like
more
so
develop
a
two
year
budget
plus
evaluate
the
budget
in
the
off
years,
but
not
really
have
any
significant
reduction
in
my
work
to
prepare
a
budget.
So
you
can
comment
on
that
or
not,
but
in
my
discussions
I've
been
having
with
staff
about
this,
that's
that's
more
of
a
theme
than
the
necessity
necessarily
of
changing
the
Charter.
G
I
appreciate
the
opportunity
to
respond
to
the
comment.
So
yes,
I
wholeheartedly
agree
that
that
that's
where
that
commitment
is
important,
because
without
that
it
could
create
additional
redundant
duplicate
of
work,
I
think
to
councilmember
Gordon's
point.
The
process
has
changed
over
time,
sometimes
every
year,
and
that
has
created
a
lot
of
angst
in
departments
and
I.
G
The
Charter
in
this
way
was
to
add
that
predictability
and
I
think
the
other
point
I
would
make
to
this.
Is
you
know?
One
of
the
additional
benefits
that
are
listed
on
the
slide
is
a
better
alignment
of
the
appropriation
cycles
with
our
financial
planning
last
year
during
the
council.
Markup
of
the
budget,
councilmember
Schrader
brought
up
very
good
questions
around
the
the
mayor's
proposed,
affordable
housing
investment.
And
what
really
is
going
to
be
the
outlay
of
capital?
G
You
know
we're
appropriating
as
some
in
the
first
year
and
we
don't
know
it's
going
to
or
we
know
it
won't
be
spent
in
one
year,
it'll
be
spent
over
multiple
years.
There's
a
difference.
You
know
anybody,
who's
purchased,
a
home
knows
that
there's
a
difference
between
being
pre-approved
for
a
mortgage
and
actually
signing
on
the
dotted
line.
You
don't
you
don't
get
those
keys
until
you
sign
on
the
dotted
line
and
so
I
think
for
departments.
That's
another
benefit
to
having
those
two.
A
G
Strategic
management
has
been
working
with
what
works
cities
to
start
to
investigate
what
a
program,
a
true,
robust
program,
evaluation
function
would
look
like
at
the
city
and
so
I
think
that
that
is
something
that
will
likely
hear
about
if
not
this
year
during
the
budget
process.
Then
next
year
you
know.
If,
if
we're
not
able
to
resource
that
function
internally,
it
may
be
a
future
request.
But
it's
definitely
something
that's
on
our
radar.
A
G
To
the
council
president's
question
about
community
input
opportunity,
so
our
current
state,
as
as
I
see
it
is
you
know,
there's
ad
hoc
community
engagement
that
you
all
conduct
in
in
your
boards
and
I
was
very
pleased
last
year
to
give
a
budget
presentation
in
word
for
happy
to
give
a
budget
presentation
in
Ward
13,
and
you
know
that
offers
on
the
table
to
go
to
any
warden.
Have
those
conversations,
but
those
those
sorts
of
activities
and
the
communications
that
you
do
aren't
captured
on
this
slide.
G
What's
captured
on
this
slide
is
sort
of
that
charter
reaction
to
those
sign
posts
that
are
in
the
Charter,
and
so
the
mayor,
I
think
community
is
reactive
to
the
mayor's
recommendation.
Community
that
comes
out
in
August
and
community
is
reactive
to
the
state
of
the
city,
which
is
really
that
what
Charter
lays
out
is
the
beginning
of
the
budget
conversation
in
the
spring
and
then
on
the
council
side.
Traditionally,
the
the
hearings
have
been
at
the
very
end
of
the
council
deliberation
process
this
year
in
2018.
G
That
was
changed
with
the
addition
of
one
more
hearing
in
early
November,
but
it
was
still
sort
of
towards
the
the
end
of
the
discussion,
and
you
know
I
think
that
putting
setting
the
engagement
in
that
reactive
capacity
will
always
create
an
adversarial
environment
with
winners
and
losers,
because
even
if
two
people
agree
on
the
outcome,
somebody
may
have
given
up
to
get
there
and
I
think
that
that's.
That
is
something
that
can
be
improved
upon,
and
so,
when
I
think
about
a
biennial
budget
process.
How
that
gets
changed
is
that
in
the
off
year.
G
Those
were
really
those
were
product
of
strong
partnership
between
active
and
active,
engage
community
and
city
staff
coming
together
to
say
this
is
what
we
think
can
works
and
I
think
that
that's
something
that
we
could
see
more
of
in
this
biennial
process.
You
know
to
councilmember
Gordon's
point
I,
think
every
mayor
has
and
will
do
community
engagement
differently
around
developing
their
budget
proposal,
but
in
the
the
two
budgets
that
I've
been
a
part
of
both
with
two
different
mayor's
both
have
incorporated
community
ideas
into
their
budget
and
I.
G
Think
that
we
will
see
you
know,
there's
greater
opportunity
there
to
be
more
planful
and
develop
sort
of
a
robust
program
as
opposed
to
a
one
or
two
off
shot.
And
then
you
know
through
council,
markup
I
know
in
many
conversations
with
several
of
you
last
year
between
those
hearings.
The
first
public
comment
hearing
in
November
all
the
way
through
budget
adoption.
Talking
about
how
can
we?
J
Manager
also
just
gonna
to
go
off
of
council
mark
Gordon
and
also
kind
of
reiterate
the
council
president's
question.
My
I
think
this
is
a
great
idea,
but
how
much
do
we
need
to
do?
How
much
can
we
do
without
changing
the
Charter
and
I
guess?
My
question
today
add
on
to
that?
Is
you
know
what
is
what's
the
advantage?
What
advantage
do
we
get
by
changes
through
the
Charter
and.
K
G
So,
council,
vice-president
comes
from
Irish
trader,
I,
think
so
the
the
risk
that
we
would
assume,
as
the
council
president
called
out,
because
that
sort
of
unpredictability
and
potential
for
sort
of
whiplash
and
I
think
that
without
whiplash
you
know,
regardless
of
the
individual
actors
and
intent
and
all
of
those
things
I'm,
not
placing
any
value
judgment
on
how
individual
department
heads
would
react.
It's
human
nature
to
start
to
get
tired
and
defensive
when
the
rules
of
the
game
are
continually
changing
and
so
I
think
that's
a
risk.
G
G
So
that
would
be
then
your
benefit
to
the
question.
You
know
how
much
can
we
get
done?
I've
talked
about
a
lot
of
good
things
that
we
could
do
with
our
budget
process,
and
you
know
I
all
offer
that
my
commitment
as
long
as
I
and
Budget
Director
is
to
continue
to
make
to
do
it
better
and
so
I
think
that
in
changing
the
Charter
to
a
require
a
biennial
budget
and
create
that
space,
not
only
for
the
my
my
division
but
also
departments,
that's
sort
of
our
home
run
swing.
G
But
you
know
there
there's
more
than
one
way
to
score
a
run
in
baseball
and
there
are
some
small
ball
things
that
we
could
do
incrementally
to
get
to
better
understanding
of
our
current
service
level.
Better
structural
opportunities
for
engagement
with
community,
and
things
like
that
thought
that
nature
well.
J
There's
just
a
follow-up,
I
I
think
I
get
where
you're
going
that
if
this
is
that
in
charter
that
it
you
know,
there's
no
going
back.
There's
no
whiplash
mood
for
staff,
but
I
have
what
else.
Let's
push
back
a
little
bit
that
the
flip
side
is,
if
there's
a
big
call
for
change.
You
just
have
closed
that
door
by.
K
K
J
G
So,
council,
vice-president
council,
member
I,
think
that's
points
very
well
taken
and
I
think
that
there
are
a
few
different
things
that
we
could
do
well.
One
for
sure
is
any
charter
change
and
I'll.
Look
for
the
city
clerk
to
correct
me
if
I'm
wrong,
but
any
charter
changed
by
ordinance.
There
is
a
contest
period
where
folks
could
say
you
know
we
do
want
this
on
the
ballot,
but
secondary
to
that.
You
know
in
just
a
casual
conversation.
G
A
I
You,
madam
chair,
maybe
we
should
just
let
you
finish
but
tell
summer
traders
question
reminded
me
that
we
hadn't
really
heard
about
how
this
would
affect
our
with
the
park
board.
If
I
see
here,
and
so
it's
just
kind
of
an
open
question,
you
know
if
the
city
chooses
to
change,
how
we're
doing
our
budgeting.
I
You
know
it's
a
charter
change
we're
forcing
a
partner
agency
to
follow
the
same
approach.
We
do
officially
approve
that
budget
as
well
and
I'm,
not
sure
that
that
was
our
intention.
We're
really
talking
about
city
facing
budgeting
here.
So
it's
an
open
question.
You
could
answer
at
the
cats
number.
You
know,
I!
Think.
As
we
talk
about
this
going
forward.
I
know
we
would
all
be
interested
in
hearing
from
our
partners
at
the
purpose.
G
So
not
to
speak
for
the
park
board,
but
I'll,
say
anecdotally.
My
understanding
is
that
many
of
the
park
board,
commissioners
are
are
supportive
of
the
change
and
the
park
board
has
been
an
active
partner
in
the
development
of
the
draft
charter,
amendment
language
and
I'm
glad
that
there
are
lots
of
questions.
This
is
important
as
an
important
topic,
so
I
keep
asking
them
so.
H
G
Yes,
so
council,
vice-president
council,
member,
the
the
way
that
the
language
has
been
drafted
to
mirrors
our
current
process,
which
is
with
with
slight
tweak
so
right
now
under
current
Charter.
The
mayor
has
to
propose
a
budget
by
August
15th
and
then
the
beatty
must
set
a
maximum
levy
by
September
30th,
which
is
currently
the
date
set
by
General.
So.
H
G
Historically,
it
used
to
be
that
general
law
set
the
date
for
the
maximum
levy
requirement
at
September
15th.
So
we're
just
realigning
that
time
period
and
then
the
Charter
continues
to
require
the
bearings
both
the
truth--and
taxation
hearing,
which
is
legally
required
by
the
state
to
happen
at
the
end
of
November.
And
then
counsels
choice
has
been
to
require
through
the
Charter
a
second
public
hearing
in
after
that
markup
period
and
before
adoption.
H
So
if
there
was
a
supplemental
budget,
we'd
still
be
required
to
have
the
three
public
hearings,
so
that
I'd,
here
in
the
even
year,
would
be
required
to
have
the
same
number
of
hearings.
So.
G
G
K
K
Discretionary,
the
the
first
hearing
held
by
the
board
investment
taxation,
is
statutorily
required,
the
truth
and
Taxation
hearing
conducted
by
the
council,
which
is
the
first,
the
two
budget
hearings
we
traditionally
have
held
it's
required
by
statute.
The
second
public
hearing
we
hold
is
discretionary.
This
council
chooses
to
provide
that
additional
level
of
input
and
that
second
hearing
has
usually
been
done
right
before
the
adoption
of
the
budget.
I.
H
And
we
this
year,
for
example,
had
many
more
community
meetings
than
other
councils
have
in
the
past,
and
so
we
can
easily
ramp
up
requirements
and
we
could
go
ahead
and
probably
do
that
to
all
of
the
staff
that
thinks
this
might
be
helpful
to
them.
On
our
supplemental
budgets
as
well,
we
decide
we
need
more
meetings
and
more
than
that,
I.
G
So
then,
quickly
just
going
through
Department
work
as
it
stands
today
and
then
I'll
compare
that
to
how
that
may
change
in
the
future
departments
really
spend
about
eight
months
out
of
the
year.
Thinking
about
the
budget,
so
two
and
two
out
of
every
three
months
of
the
year
we're
looking
to
what
next
year's
budget
will
look
like.
G
So
in
the
spring
and
early
summer,
that's
the
things
I
had
discussed
earlier
around
preparing
that
budget
and
meeting
with
stakeholders
and
really
making
sure
that
everybody
understands
the
context
around
the
requests
and
then
in
the
fall
and
early
winter.
It's
about
communicating
what
the
mayor
has
recommended
again,
not
only
with
Council
but
also
with
with
community
and
it's.
It
is
a
lengthy,
lengthy
process
that
takes
a
lot
of
department
time,
which
is
greatly
appreciated
by
the
finance
staff.
G
I
think
that
in
from
my
perspective
and
again
quickly
we'll
hear
from
departments
on
what
they
think
department
heads
on
what
they
think,
but
from
my
perspective
really,
this
is
about,
as
I
said
earlier,
creating
the
room
to
implement
some
programs
before
we're
starting
to
dig
in
and
ask
for
the
next.
It's
about
creating
that
time
to
think
think
differently
about
repurposing
existing
resources
rather
than,
if
we're
sort
of
in
a
rush
to
position
to
to
figure
out
how
we're
going
to
get
that
new
thing
done.
G
Then
the
quickest
answer
is
well,
we'll
have
more
money,
and
then
you
know,
I
really
think
just
generally
providing
more
space
for
discussion,
invites
more
Enterprise,
Enterprise
thinking
and
I.
Think
that's
something
that
I've
heard
a
lot
over
my
short
time
here
from
council
members
that
they
want
departments
working
together.
It's
I've
heard
of
a
lot
from
our
city
coordinator
about
the
need
to
decide,
oh
and
I
think
that
that's
there's
more
opportunity
to
work
together
when
we're
not
having
to
meet
our
own
individual
deadlines
all
the
time.
L
Thank
you.
My
name
is
Maria
Rivera
van
der
Meyde
I'm,
the
city
coordinator.
Thank
you
for
having
me
here.
I
wanted
to
echo
some
of
us
what
mr.
Antrim
alg
said
and
I'm
approaching
my
6th
6th
budget
year
here
in
the
city
and
when
I
first
came
to
the
city.
I
have
to
say
that
as
Department
of
head
for
regulatory
services,
it
felt
a
bit
like
rinse
and
repeat
that
the
process
just
had
a
life
of
its
own.
It
was
very
wrote.
Mr.
enter
mell
says
we
spent
about
eight
months.
L
Thinking
about
budget
and
I
would
actually
gather
to
say
it's
more
by
the
time
budget
is
approved
in
December.
We're
already
thinking
ahead
to
what
do
we
need
to
do
either
with
business
planning
or
with
results,
because
we
use
those
results
metrics
in
the
budget,
so
we
have
to
make
sure
that
that's
moving
forward.
So
we
know
how
that
aligns,
or
in
the
past,
perhaps
didn't
aligned
as
much
to
what
we're
going
to
put
in
our
budget
request.
We
had
some
pre
meetings.
L
We
had
in
previous
iterations
of
the
budget
to
councilmember
Gordon's
point,
there's
always
a
change
in
how
we
do
budgets,
and
previously
we
also
had
to
think
about
what
is
our
IT
request,
and
that
was
separate
from
the
budget.
Now,
it's
more
integrated,
which
is
a
good
thing,
but
all
of
this
to
say
that
we
spend
a
lot
of
time
and
it's
the
same
staff.
That's
really
thinking
about
it.
L
In
the
meantime,
we've
gotten
a
budget
approved,
or
we
have
new
initiatives,
and
some
of
them
have
barely
gotten
I
off
the
ground
by
the
time
we're
putting
a
budget
presentation
forward,
whether
it's
new
staff
that
need
to
create
a
job
spec,
for
we
need
to
post
that
position
out.
We
need
to
hire
somebody
and
get
them
on
boarded
by
the
time.
L
A
new
staff
or
a
new
initiative
or
a
new
office
is
getting
started,
we're
often
into
spring
or
summer
of
a
given
year,
and
we're
not
able
to
think
about
what
results
of
new
initiatives
are
being
thought
of.
In
my
new
position,
both
this
deputy
and
now
city
coordinator
I
say
that
we
have
been
working
with
the
finance
and
property
services
and
budget
in
particular
to
really
align
what
and
change
our
performance
management
program.
L
I
appreciate
the
efforts
of
councilmember
Palmisano,
who
is
really
championed
this
change
that
we're
doing
with
results
to
really
think
about
not
counting
widgets,
but
thinking
about
how
our
budget
is
transformative.
If
budgets
are
a
reflection
of
the
values
that
we
hold
as
a
city,
then
actually,
let's
measure
them
as
such
and
measuring
them
as
outcomes
instead
of
outputs
I.
Think
is
a
step
in
that
direction,
but
we
don't
often
have
time
to
do
that
and
I've
been
a
long
proponent.
If
you've
been
to
some
results.
L
Meeting
I
think
I've
mentioned
it
in
every
results
in
conference
we've
had
last
year
of
allowing
us
to
spend
time
to
program
to
do
program
evaluation.
Let
us
think
if
what
we're
doing
is
actually
the
core
of
our
work
or
not.
I
appreciate
councilmember
Goodman's,
for
example,
thoughts
on
regulatory
services
and
giving
us
pause
to
think
about
if
the
types
of
work
and
activities
that
they're
doing
are
they
the
right
thing
for
us
as
a
city
in
a
in
an
era?
Now
we're
renters
really
are
predominant
throughout
our
city.
L
What
what
is
it
that
our
regulatory
services
is
looking
at?
We
ourselves
have
been
looking
inward
and
our
department
to
say
what
are
the
types
of
things
we
can
stop
doing,
because
we
value
other
things
more.
The
shift
to
racial
equity
and
all
our
work
I
think
really
involves
and
requires
us
to
think
about.
L
Let's
talk
to
community
more
about
this,
it's
not
just
about
what
the
activities
and
the
churn
that
we
have
to
do
as
departments,
but
we
have
to
take
a
moment
to
create
space
for
community
to
share
with
us
what
the
impact
of
our
work
is
to
Mister
internals
point:
the
work
of
either
paid
sick
and
safe
time
or
minimum
wage
would
not
have
been
possible.
Had
we
not
built
in
time
to
engage
community
to
then
say
this
is
what
an
ordinance
should
look
like,
or
this
is
what
a
recommendation
should
look
like.
L
So
for
me,
the
concept
of
vinyl
budget.
We
can
continue
to
do
what
we've
been
doing,
and
then
we
certainly
would
would
do
our
work.
We've
been
doing
our
work
and
I
think
really
doing
our
best
to
serve
the
city.
This
would
enable
us
to
really
be
thoughtful
and
intentional
about
the
quality
of
the
work
and
the
service
that
we're
good,
the
city
versus
just
writing.
A
budget.
M
Good
afternoon
council
vice
president
Jenkins
and
council
members,
I'm
Robyn
Hutchison,
director
of
public
works
director,
inter
mill,
invited
me
today
to
say
a
couple
brief
words
about
why
we're
encouraging
this
discussion
on
a
biennial
budget
I'm
going
to
give
you
really
four
reasons
and
then
two
examples
why
we're
interested
in
continuing
this
discussion
before
I?
Do
the
floor?
I
just
want
to
say
that
there's
no
month
that
goes
by
that
we're
not
engaged
in
budget
the
moment
the
budget
is
adopted.
M
We
have
to
start
with
our
capital
budget
requests,
which
requires
30%
design
on
our
projects
to
get
cost
together
to
enter
them
into
the
forums.
So
it's
immediate,
there's
no
rest
thing
keeps
going
every
month
and
we
love
it.
We
do
that
work
is
very
satisfying
work,
but
it
is
also
it's
it's
a
lot
of
work
for
our
staff.
There's
four
really
interesting
things
about
a
biennial
budget.
One
is
to
reiterate
the
ability
to
adapt
and
evaluate
I'll
use
an
example.
Here
we
were
very
grateful
to
have
been
awarded
a
position
for
a
right-of-way
inspector.
M
We're
hiring
that
position.
We
will
not
have
time
to
evaluate.
Is
it
enough?
Do
we
need
to
augment?
Should
we
ask
for
that?
Second,
one,
that
we
thought
we
needed
or
not?
We
we
won't
know
before
we
come
back
to
the
budget,
we're
gonna
either
guess
at
it
and
just
do
what
we
did
last
year
or
hold
back
because
we're
not
going
to
be
sure.
So
that's
one
example.
M
M
Many
of
our
operational
activities
and
public
works
are
based
on
five
year
moving
averages
of
what
we've
spent
over
the
last
many
years
and
whether
we
proposed
it
for
our
one
year
or
two
year,
there's
probably
not
a
lot
of
difference
because
we
are
basing
on
historical
data
of
what
has
it
has
cost
us
in
the
past.
To
do
this,
work
to
maintain
the
level
of
service
for
the
city
and
then
second
for
so
many
of
our
areas
and
Public
Works.
We
were
on
a
five-year
projection
already,
so
all
of
our
utilities.
M
M
It
takes
that
long,
sometimes
on
some
of
the
bigger
initiatives
to
really
get
it
underway,
to
be
able
to
get
it
off
and
running
and
know
what
we
need
to
propose
next,
so
that
has
taken
really
about
18
months
to
to
get
that
moving
as
quickly
as
it
is
today.
Thank
you
for
the
opportunity
to
talk
with
you
for
a
few
minutes
and
I'll
be
around
for
questions.
If
you
have
them.
N
Madam
chair
and
council
members,
I
guess
I'm
the
representative
of
the
small
small
department,
our
annual
budget,
relatively
easy,
but
there's
a
lot
of
back
backroom
work
and
a
lot
of
re-entry
there's
just
a
lot
of
busy
work
that
goes
into
it.
That
takes
up
staff
time
and
I
know
the
finance
office
I
mean
there's
an
awful
lot
of
work
that
goes
into
producing
this
big
budget
with
regard
to
pilot
programs
and
how
long
they
take
to
get
up
and
running
Micah.
N
Inner
mill
has
reminded
me
of
for
the
last
few
years
that
a
pilot
means
it's
temporary
and
at
some
point
it
becomes
permanent,
but
those
things
really
do
take
time
to
get
going
to
get
up
and
moving
and
decide
if
they
are
worthwhile
and
also,
if
you're,
trying
to
hire
somebody
even
on
a
temporary
kind
of
basis.
It's
really
helpful
to
be
able
to
have
some
sense
that
you're
going
to
be
able
to
do
that
for
two
years.
Another
advantage
I
would
see
of
having
more
of
a
two
year.
N
Budgeting
cycle
is
to
really
encourage
interdepartmental
projects.
There
was
an
experiment
a
few
years
back
where
we
were
expressly
invited
and
encouraged
to
put
together
in
a
departmental
budget
request.
It
was
really
difficult
and
almost
impossible
by
the
time
we
got
the
budget
instructions
and
the
time
you
know
what
a
couple
less
than
a
couple
months
later
to
really
work
on
that.
So
that
could
be
another
real
advantage
of
more
of
a
two-year
cycle.
However,
you
want
to
go
about
that.
I
think
it
we
want
to
work
in
our
departmentally.
N
O
Council
members,
my
name
is
Julie
Wiseman
I'm,
the
finance
director
for
the
Minneapolis
Park
and
Recreation
Board
I'll.
Just
give
you
a
brief
update
of
the
conversations
that
we
are
starting
to
have
at
the
park
board.
We
received
a
presentation
from
director
inter
Mill
and
councilmember
Palmisano.
That
was
our
first
conversation.
We
held
an
additional
conversation
at
a
Committee
of
the
Whole
meeting
and
we
will
have
our
third
conversation
with
the
board
on
March
6.
O
O
Comments
are
also
included
in
there.
The
one
thing
I
would
say,
ditto
to
everything
that
everyone
has
said
about
the
potential
benefits
of
a
biennial
budget
process.
The
other
thing
that
I've
been
thinking
about
as
I
was
sitting
here.
I've
I've
been
with
the
park
board
for
25
years,
I've
been
the
finance
director
for
the
last
nine,
so
I've
been
involved
in
a
lot
of
budget
processes
and
I
think
I
think
one
benefit
that
hasn't
been
talked
about.
O
Yet
is
that
when
you're
doing
a
two-year
biannual
process,
there's
the
ability
to
phase
in
major
initiatives
or
major
projects?
So
there's
a
lot
of
times
where
I've
seen
budget
request,
budget
requests
come
forward
from
departments
and
there
isn't
enough
money
to
do
X,
Y
or
Z,
and
so
it
just
gets
denied
with
a
biannual
budget
process
it.
It
allows
for
conversation
and
discussion
of
moving
that
forward
and
in
kind
of
a
phased
approach.
P
Madam
vice
president,
colleagues,
thank
you
for
this
time
and
thank
you
so
much
for
engaging
in
this
with
your
questions.
This
process
is
nowhere
near
finalized
or
complete
and
I
want
you
to
know
that
we
are
really
still
listening.
I
felt
inspired
to
present
to
put
myself
through
the
effort
of
presenting
to
the
Torah
City
Council,
because
I
feel
like
we
should
look
at
this
from
more
than
a
staff
lens.
That
lens
is
really
important,
but
I
wanted
to
offer
thoughts
that
I
didn't
think.
P
It
would
be
perhaps
fair
to
ask
staff
to
bring
forward
in
a
presentation
to
you
or
just
speaking
to
you
in
a
in
a
comment
basis
from
the
dais
I'm
going
to
start
and
end
with
this
same
slide.
Minneapolis
is
biennial.
Budget
process
starts
and
ends
in
more
public
accountability
than
we
have
today.
That
is
my
assertion
to
you
and
I
hope
that
we've
started
to
have
more
of
that
conversation
today.
I
do
want
to
point
out
that
this
is
not
the
sexiest
thing.
That's
ever
come
before
council,
for
some
of
you.
P
I've
had
several
conversations
with
you
about
this
over
the
past
year
and
a
half
and
you've
probably
forgotten
it's,
not
the
flashy
or
the
emergency
thing
that
we're
going
to
deal
with
is
a
City
Council,
but
this
is
something
I
think
that
we
can
all
do
together.
In
fact,
I
think
it
would
take
that
and
I
think
these
are
the
lasting
legacy
kinds
of
things
that
we
do
to
improve
government
over
time.
P
It's
really
important,
so
please
hang
in
there
with
me
for
a
few
slides
I
think
it
has
huge
ramifications
and
how
our
city
runs
and
I
think
these
are
the
headlines
under
which
we
do.
Our
work
is
the
context
of
our
city
budget
from
the
public
lens.
How
well
is
the
city
spending
our
money?
It's
about
public
accountability
at
the
end
of
the
day
and
I
think
that's
why
they
should
care
I
think
that
it's
an
opportunity
to
be
more
accountable
and
I.
P
Think
that's
why
we
should
care
you'll
have
to
excuse
my
not
as
polished
as
micros
slides,
but
here's
the
three
basic
things
I
see
that
we
do
as
a
council
member
if
we
have
a
legislative
role,
waiver
representational
role
in
our
role
as
oversight
and
to
me
oversight
is
about
governance
and
to
me,
governance
has
a
plays
in
big
with
our
city's
budget.
If
we're
really
honest
with
ourselves,
how
well
do
we
do
that
oversight
role?
Is
there
an
opportunity
to
do
that
better
in
our
budgeting
process?
P
My
passion,
as
many
of
you
know,
is
about
making
local
government
fit
modern
needs,
and
sometimes
that's
tough,
and
you
know
this
because
you
have
all
done.
We
have
all
done
structural
reforms
that
take
a
lot
of
work
and
it's
the
structural
reforms
of
government
that
really
matter,
and
they
are
some
of
the
hardest
kinds
of
undertakings.
I
see
that
right
now,
with
the
help
of
my
vice
chair,
councilmember
Fletcher,
we're
finally
being
able
to
realign
results,
Minneapolis
and
budget
Minneapolis
efforts,
I
can't
talk
about
results
Minneapolis
today.
P
That
would
make
us
go
way
too
long,
but
please
know
they're
there
and
I'm
eager
to
talk
to
you
about
them
any
time
to
me,
a
budget
is
about
dreaming
it's
about
choosing
what
our
priorities
are
and
what
they
should
be,
and
it's
also
a
financial
plan
and
a
communication
strategy.
So
my
goals
are:
how
can
we
listen
better?
How
can
we
give
more
opportunities
to
participate?
P
Every
year
is
essentially
a
supplemental
budget
is
how
I've
experienced
I'm
working
as
a
city
council
member
these
last
five
years.
I've
noticed
that
we
focus
every
year
on
really
just
what's
new
without
the
time
or
space
or
ability
and
our
annual
process
to
dig
more
deeply
into
what
exists
today.
You
know:
what's
working
or
not,
and
how
do
we
measure
it?
We
spend
1.7
billion
dollars
of
money
every
year
and
how
do
we
know
and
how
do
we
go
back
and
tell
our
constituents
how
it's
performing.
P
P
P
My
spouse,
who
didn't
grow
up
in
our
American
form
of
government,
says
why
do
you
do
this?
Why
do
you
put
a
gun
to
your
head
and
shut
down
the
whole
government?
Why
does
that
happen?
Well
he's
British
and
we
have
a
lot
to
say
about
the
British
government
right
now,
but
the
reason
why
we
do
this
at
a
federal
level
is
because
it
would
take
real
structural
reform
to
change
it.
I'm
glad
that
this
isn't
ours
to
reckon
with.
But
the
point
of
this
is
that
government
budgets
are
really
important
to
the
people.
P
Here's
another
example:
I'm
equating
the
Minnesota
budget
surplus
and
all
the
conversations
around
that
to
how
we
ourselves
can
sometimes
get
a
bit
myopic
and
hyper
focused
on
just
the
net
new,
and
our
budget
is
much
more
than
that.
The
new
items
are
maybe
five
to
ten
percent
of
our
city's
budget
every
year,
but
the
real
the
real
meet
the
real
base
of
it
is
in
that
other
portion.
Peter
hutchinson,
if
you
don't
know
who
he
is,
he
was
a
deputy
mayor
under
Al
Hofstede.
P
The
third
example
is
about
something
I
think
our
departments
heads
have
covered
pretty
well
that
some
departments
of
our
larger
initiatives
and
some
of
the
public
face
difficulty
because
of
our
annual
process.
If
we
say
that
we
can
make
a
program
available
for
small
grants,
for
example,
it
puts
residents
not
our
nonprofit
partners
or
community
partners
at
a
bit
of
a
loss.
They
don't
know.
P
If
that's
going
to
be
there
the
next
year,
they
have
to
hurry
up
and
rush
or
make
a
a
rash
decision,
because
they
don't
know,
there's
uncertainty
built
into
anything
that
goes
beyond
that.
I
think
the
park
board
had
some
great
examples
of
this
at
their
park
board
meeting
about
how
you
have
planning
money.
But
you
don't
yet
know
how
much
to
ask
for
in
May
of
the
following
year,
because
you've
really
just
gotten
started.
P
Some
of
these
are
different
from
a
council
member
versus
a
staff
perspective
and
I,
really
like
director,
in
tremendous
emphasis
of
outputs
versus
outcomes,
but
overall
I've
been
in
collaboration
with
the
Charter
Commission.
On
this.
For
over
a
year,
the
mayor's
office
and
the
finance
team
started
that
conversation
we've
been
bringing
in
the
board
of
estimate
and
Taxation
and
the
park
board
into
these
conversations,
because
it
really
does
take
all
of
these
pieces
and
parts.
P
Just
briefly
and
I:
won't
you
don't
have
to
squint
your
eyes
and
look
at
this.
This
was
just
kind
of
a
here's,
the
political
process.
Here's
where
we're
at
now
in
it
as
background
feedback
that
I've
received
from
colleagues
is
that
engaging
the
public
is
really
important
and
that
process
is
kind
of
confusing.
So
that's
why
I
outlined
how
this
work
happens
as
best
I
could
in
these
Chevron's.
P
The
rules
of
the
Charter
Commission
require
a
public
hearing
on
any
proposed
amendment,
so
the
Commission
will
receive
the
proposed
amendment
and
on
Friday
I'm,
looking
to
substitute
one
with
our
group
effort
that
includes
board
of
estimate
and
Taxation
and
park
board
input
into
it.
They
will
hold
a
hearing.
They
will
pass
it
back
to
our
GRT.
P
My
chair
will
hold
a
hearing
and,
after
that
there
is
an
opportunity
for
the
public
to
appeal
that
process
and
end
up
putting
it
on
the
ballot,
but
to
interject
here
a
little
bit
and
respond
to
some
of
the
comments
that
were
said
earlier.
I
at
some
point
in
this
conversation
was
in
the
position
of
try
it.
How
much
can
we
just
try?
Let's
just
do
it
sure
I'll
go
down
to
the
mayor's
office
and
just
try
to
dare
them
to
start
it
right
now.
P
We
have
deeply
scrutinized
this
and
done
a
lot
of
research
on
how
we
would
best
do
this.
The
advice
from
the
GFO
a
which
is
that
government
finance
officers
association
that
our
staff
pay
close
attention
to
and
try
to
live
by
their
best
practices.
They
firmly
recommend
the
amount
of
time
that
it
takes
to
shift
models
from
an
annual
model
to
a
biennial
one,
and
they
recommend
that
that
have
a
have
a
horizon,
a
planning
horizon
on
which
to
do
so
also
to
Micah's
point.
P
Diction
apart
neurs
and
councilmember
Cunningham
is
on
this
list
because,
because
he's
really
picked
up
and
participated
with
us
during
the
weather
that
was
almost
like
another
planet
and
heaps
and
heaps
of
snow,
we
were
still
meeting
here
in
City
Hall,
with
people
from
the
park
board
and
people
from
the
board
of
estimate
and
Taxation.
And
while
chair
Clegg
can't
be
present
today
with
us,
Barry
Clegg
chair,
the
Charter
Commission
has
been
fully
involved
in
this
effort
and
has
been
really
helpful
in
having
those
conversations
with
all
of
his
commissioners
as
well.
P
P
That
would
allow
us
to
just
have
one
clean
version
going
forward.
Instead
of
needing
to
have
a
public
hearing
say
at
the
Charter
Commission
that
would
have
both.
This
is
the
Charter
Commission's
version
which
sheriff
Clegg
would
be
happy
to
take,
but
instead
of
having
two
different
versions
going,
I
am
suggesting
that
we
had
to
this
as
this
workgroup
consensus
piece.
P
Other
things
that
are
were
valuable
in
those
sessions
aren't
really
captured
in
the
language
that
you
see
in
the
markup
a
lot
of
those
the
value
of
that
doesn't
become
charter
language.
One
example
of
that
was
a
lot
of
conversation
about.
How
might
you
add
fiscal
notes
to
our
budget
process
in
the
future?
P
Who
else
does
this,
so
our
state
government
does
this
and
I've
engaged
a
lot
of
lawmakers
and
personal
one-on-one
discussions
about
this?
Both
brand
new
lawmakers
saying
you
know
as
a
freshman
state
representative,
Jamie
long
representative
Mohammad,
nor
how
did
this
go
for
you?
What
kind
of
orientation
do
you
get
before
your
first
budget
and
and
they
it
seems
like
don't
have
as
they
have
about
as
much
as
we
do
from
that
perspective,
representative
Jim
Dabney
was
another
person.
P
I
sat
is
someone
who
has
a
lot
of
experience
as
a
leader
and
a
developer
of
a
big
chunk
of
the
state
budget,
and
he
suggested
that
perhaps
the
biennial
process
has
more
stability
and
that's
something
that
you
might
see
a
benefit
from
at
the
city
level,
so
other
cities
that
do
this
include
cities
that
are
population
wise,
somewhat
similar
to
ours
in
the
top
100
cities
by
size
and
population.
We
end
up
falling
in
between
Seattle
and
Oakland
on
this
map.
P
The
stakeholder
engagement
on
the
charter
amendment-
this
is
just
a
review
as
to
how
departments,
partners
and
then
the
public
would
be
engaged,
I
think
we're
finding
common
ground
I
think
we
need
to
spend
more
time
on
the
results,
work
and
the
achievements
and
the
goals
and
working
with
department,
heads
and
I
know
that
there
is
greater
opportunity
for
participation
in
the
biennial
process.
I
think
there's
more
opportunity
and
ma
during
it
monitoring
and
follow-up
questions.
You
know
here
is
this
money,
and
what
did
you
do
with?
P
So
those
are
my
thoughts,
we're
nowhere
near
done
with
this,
but
I
wanted
to
point
out
where
we
were
in
the
process.
From
my
own
perspective,
there's
still
lots
of
public
conversation
to
be
had
and
I'm
still
listening.
So
thank
you
for
the
time,
madam
vice
president
and
I
stand
for
questions.
Thank.
A
A
D
From
our
Cunningham,
thank
you,
madam
vice
president
I,
just
wanted
to
share
that.
While
I
am
a
new
council
member
I
went
through
one
budget
cycle,
I
had
worked
in
the
mayor's
office
previously
and
when
I
came
down
to
this
side
of
the
hall,
I
was
quite
surprised
about
the
process.
I
was
under
the
impression
that
we
would
get
a
big
book
with
the
base
budget
and
then
also
a
book
for
the
changes.
I
did
not
know
that
there
that
that
didn't
actually
happen
and
so
I
in
order
to
be
as
informed
as
possible.
D
I
really
appreciate
the
space
to
be
able
to
have
additional
conversations
and
I
really
look
forward
to
having
more
conversations
about
integrating
program
evaluation
into
it,
as
well,
as
other
analyses
that
we
could
potentially
add
within
this
first
budget
cycle.
That
I
had
I
would
say
that
I
got
to
experience
in
very
real
time
that
had
the
serial
nature
that
can
happen
during
budget
season
and
and
how
there
were
good
things
that
were
funded,
but
it
was
done
in
a
way
that
was
really
harsh
and
challenging
for
a
lot
of
people
who
were
involved.
D
So,
with
more
time,
we
will
be
able
to
have
conversations
and
be
thoughtful
and
be
able
to
get
ahead
of
it
rather
than
trying
to
figure
out
how
do
we
fit
it
together
in
a
shorter
period
of
time?
So
I
am
excited
about
this,
because
I
feel
like
it's
gonna,
be
able
to
help
me
be
a
better
policymaker,
a
better
legislator.
The
power
of
the
purse
is
our
one
of
our
most
significant
powers
as
a
legislative
body,
so
I
am
excited
about
good
governing
and
I'm
excited
about.
D
Q
Q
I'm
worried
that
they
won't
be
as
engaged
in
the
sort
of
more
thoughtful
reflective
in-between
year
and
that
we
lose
some
opportunities
to
have
City
Hall,
packed
with
people
and
have
us
more
in
interaction
with
with
people
who
are
engaged.
I
do
feel,
like
the
stakes
are
high
enough,
so
I'm
going
to
be
very
interested
in
sort
of
how
we
can
make
sure
that
that
evaluative
process
is
engaging
enough,
that
that
we're
not
losing
some
of
the
energy
that
people
do
put
into
City
Hall
on
some
of
the
ways
that
people
are
to
this
I.
Q
I
You,
madam
chair,
just
since
my
previous
comment
was
more
procedural.
I
do
I,
am
very
open
to
this
conversation
and
also
appreciate
the
work
of
staff
and
councilmember
Palmisano
I
think
there
are
a
lot
of
advantages
that
we've
heard,
but
I
think
I
think
it
is
important
to
keep
in
mind
and
I.
Think
council,
member
Gordon
alluded
to
some
of
this,
that
you
know
our
budget.
I
Our
time
here
is
what
we
make
of
it,
and
so
a
biennial
budget
could
be
couldn't
have
all
of
the
advantages
that
were
described,
including
better
assessment,
and/or
thoughtfulness
and
more
reflection
of
our
shared
values
as
policymakers.
It
could
also
be
something
that
gets
forgotten
a
bit
and
doesn't
allow
the
accessibility
and
transparency
that
we
currently
have.
I
What
I
just
did,
but
it
really
is
what
we
make
of
it
and
again
so
we
are
here
now
in
a
short
period
of
time.
So
some
of
the
question
is:
how
much
are
we
planning
for
the
long
term
versus
the
short
term
in
one
of
the
best
ways
to
do
that?
We're
a
very
active
administration.
We
have
a
very
active
set
of
policy
makers
that
are
doing
a
lot,
but
that
isn't
always
the
case.
I
R
That
I'm,
the
vice
president
for
the
opportunity,
Thank
You
council
members,
council
members,
almost
on
a
thank
you.
So
much
for
all
of
your
work
on
this
endeavor
I
do
think
it's
an
important
one
and
I'm
almost
definitely
for
the
shift
and
as
many
mayors
and
council
members
have
said
before,
the
budget
is
the
most
pure
reflection
of
our
goals
and
our
priorities
as
a
city
and
when
we're
perpetually
in
a
cycle
of
building
a
budget,
we
miss
out
on
the
opportunity
to
continuously
improve
and
refine
it,
and
that's
true
for
both
the
council.
H
R
We
get
done
putting
together
and
then
passing
and
you
all
pass
a
budget
in
December
within
maybe
a
month
time.
Staff
then
begin
working
on
the
next
year's
budget
now
somewhere
in
the
range
of
I,
mean
here
a
huge
percent,
in
fact
that
the
vast
majority
of
the
budget,
as
you
know,
is
set
for
the
most
part
on
an
annual
basis.
R
It
doesn't
change
it's
the
small
increments
that
ultimately
we
have
that
vigorous
discussion
around
and
I
fully
anticipate
that
vigorous
discussion
continuing
on
an
annual
basis
in
the
form
of
a
supplemental
budget,
so
we're
either
passing
the
biannual
budget
or
we're
passing
a
supplemental
budget.
Both
will
get
discussion,
both
will
have
debate
and
both
will
ultimately
have
engagement.
So
I,
don't.
R
Engagement
will
suddenly
drop
dramatically
because
we
make
this
shift.
What
I
do
think
will
go
up
dramatically,
is
staffs
time
to
work
with
policy
makers
to
determine
what
kind
of
budget
they
want
and
policies
makers
ability
to
work
with
each
other
to
figure
out
what
kind
of
budget
they
want.
I
think
both
council
president,
as
well
as
council
member
Cunningham,
mentioned
the
the
value
of
being
able
to
kind
of
work
together
collaboratively
to
figure
something
out,
so
we're
not
kind
of
doing
it.
R
Last-Minute
I
think
that
this
would
lend
itself
to
that,
not
to
mention
it
would
give
staff
more
time
to
give
really
valuable
information.
So
this
is
really
not,
in
my
mind,
a
substantive
policy
change
at
all.
It's
a
good
governance
proposal
that
will
be
good
for
the
residents
of
our
city.
It's
a
good
governance
proposal
event
that
I
believe
that
we
should
adopt
and
I.
F
R
Did
you
know,
council
member
Gordon
accurately
stated
that
this
is
the
people's
budget
and
the
people's
budget
from
a
substantive
standpoint
doesn't
change
whether
it's
annual
or
biennial?
What
it
does
do
is
give
us
the
time
and
the
space
and
the
ability
to
make
the
right
decisions
that
will
better
improve
our
use.
P
I
may,
madam
vice
president
I
I,
just
wanted
to
point
out
that
one
of
the
changes
coming
before
you
on
Friday
does
is
cognizant
of
some
of
my
colleagues
comments
here
and
it
is
about
making
changes
to
the
Supplemental
process
change
and
how
not
just
the
mayor,
but
also
City
Council-
have
that
power
in
a
supplemental
year
to
make
that
change.
I.
Think
that
shifts
how
a
few
of
my
colleagues
are
thinking
another
one
if
to
be
dispassionate
about
this
and
read
a
lot
and
do
a
lot
of
analysis
on
the
research.
P
There
are
advantages
and
disadvantages
of
any
sort
of
process
change.
One
of
the
things
that
I
think
can
make
Minneapolis
model
successful
and
something
we
have
to
lean
on
is
our
already
flat
structure
of
government.
So
when
we
talk
about
preserving
the
opportunities
for
input,
many
of
the
other
cities
that
have
gone
to
biennial
processes
that
are
maybe
more
smaller
cities,
they
don't
have
the
board
of
estimate
and
Taxation.
They
don't
have
a
separate
park
board.
P
P
It
could
really
ameliorate
that
I
think
that
an
opportunity
to
look
at
100%
of
our
budget
every
two
years
far
outweighs
an
opportunity
to
look
at
what
becomes
more
like
10
to
20
percent
of
our
budget
over
those
two
years
and
that's
where
I
land
on
how
we
spend
our
time
year-to-year
in
in
budgeting
and
I.
Think
that's
the
opportunity
that
sits
before
us,
I,
don't
I
I
would
be
willing
to
have
this
conversation
with
the
public
if
it
comes
to
that.
P
But
on
a
personal
note,
I
think
my
British
spouse
would
strongly
caution
against
referendums
in
a
representative
democracy
from
his
own
personal
experience,
and
this
is
something
about
how
we
do
our
work
here
and
work
to
include
the
public
or
not.
So
to
me,
that's
why
this
makes
more
sense
as
an
amendment
by
ordinance,
then
as
a
referendum
at
this
point
in
time,
but
again
I'm
still
listening.
So
thank
you
for
the
time.
P
A
You
are
there
any
other
questions,
comments,
discussion
with
that
I
move
to
receive
and
file
this
update.
Is
there
any
discussion,
all
those
in
favor,
say
aye,
any
opposed,
say,
nay.
That
item
carries
and
with
that
there
is
no,
oh
I'm.
Sorry,
we
do
need
to
do
the
reports
of
our
standing
committees
on
matters
that
won't
be
considered
before
the
full
council
and
our
regular
meeting
this
coming
Friday
we'll
begin
with
the
economic
development
and
regulatory
Services
Committee.
E
The
ARS
committee
is
bringing
seven
items
forward
for
approval.
They
included
a
couple
of
liquor,
license
approvals
as
well
as
the
regular
gambling
liquor
and
business
license
approvals.
The
main
item
of
discussion
and
our
committee
is
the
upper
harbour
terminal
issue,
proving
the
concept
plan.
You'll
note
that
there
are
a
number
of
changes
that
have
been
offered
by
council
members,
Cunningham
and
Ellison.
They
are
listed
on
the
agenda
below
and
I
would
ask
that
if
you
have
any
questions
or
comments,
you
speak
to
either
of
them
prior
to
the
meeting.
E
I
would
just
say
that
if
anyone
thinks
they're
going
to
bring
something
to
the
council
meeting
without
talking
to
these
two
authors,
you
will
to
not
be
happy
about
that,
and
so,
after
a
huge
amount
of
work
by
these
council
members
out
of
respect
for
their
work,
I
would
ask
you
to
talk
to
them.
If
you
have
any
further
comments
or
changes.
Thank
you.
D
H
You
very
much
the
Housing
Committee
is
just
bringing
forward
three
items
they're
fairly
straightforward.
They
were
all
on
consent.
One
is
just
authorizing
further
analysis
for
possible
TIF
financing
of
the
project
where
the
navigation
Center
is
currently
located.
The
other
is
approving
an
extension
of
affordable
housing,
trust
fund
award
and
the
last
one
is
approving
revisions
to
our
program
guidelines
for
the
Minneapolis
small
and
medium
multifamily
loan
program.
D
H
The
public
health
environment,
civil
rights
and
engagement
committee
is
bringing
forward
four
items
for
consideration.
This
Friday
one
is
approving
appointments
to
the
public
health
advisory
committee
and
it's
actually
just
one
appointment
of
Mary
Pike.
The
second
is
a
resolution
amending
the
Northside
Green
Zone
task
force
to
add
additional
voting
members,
including
the
expertise
of
voting
members
or
with
youth
oriented
experience
in
education.
Third
item
is
accepting
a
grant
from
the
Mississippi
watershed
management
organization,
and
the
fourth
item
is
accepting
a
grant
from
the
Minnesota
Department
of
Health,
which
is
fairly
significant.
H
D
Q
Thank
You
mr.
chair
four
of
the
five
items
today
that
we're
bringing
forward
our
services
with
stadiums
or
arenas
for
either
bomb
detection
or
SWAT
services
that
our
Police
Department
provides,
and
the
fourth
is
a
gift.
Acceptance
for
members
of
MPD
to
attend
a
conference
and
I'm
happy
to
stand
for
questions
on
any
of
those
items.
D
S
D
F
F
3
is
the
2019
local
board
of
appeal
and
Equalization
item
number
four:
is
the
2019
local
board
appeal
and
equalization
appointments
item
number
five
is
a
grant
from
the
State
Historic
Preservation
Office
for
the
streetcar
commercial
building
item
number:
six
is
a
capital
long
range
of
room
of
committee;
appointments
item
number:
seven:
is
2022
2024
capital
budget
process
information
and
met
that
upon
resource
levels.
I'm
number
eight
is
the
least
with
aggregate
industries
item
number
nine
is
elysee
with
Bri
1855
IDs
Center
for
public
safety
relief
station
during
the
final
four
ever
higher
number.
F
D
J
D
I
You,
mr.
chair,
we
have
two
items
from
the
executive
committee.
Both
are
appointed
positions,
one
is
in
the
health
department,
an
appointed
position
for
the
director
of
office,
violence,
office
of
violence
prevention
and
the
second
is
an
assistant
city,
a
clerk
assistant
city
clerk
position,
and
both
of
these
will
be
referred
to
ways
and
means
next
cycle,
if
approved
and
forwarded
by
the
council.
At
our
next
meeting.