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From YouTube: June 6, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting
https://lims.minneapolismn.gov/
A
Good
afternoon
we're
gonna
get
started
here.
We
are
still
waiting
on
a
couple
of
council
members
that
have
promised
that
they
would
be
here
and
we'll
be
filing
in
shortly
with
me
today.
Well
welcome
to
the
Budget
Committee
meeting
for
today,
June
6th
here
at
City
Hall
with
me
today,
our
council
members
Jeremy
Strait
Schrader
and
member
Kevin
Reich.
A
B
You
thank
you,
madam
chair
Patrick,
Todd
Minneapolis,
City,
Assessor,
I'm,
glad
to
be
here
and
presenting
the
my
department's
2019
results,
Minneapolis
report,
but
before
I
get
started
on
that
I
just
want
to
do
a
little
bit
of
an
introduction.
I
do
have
the
deputy
City
Assessor
Rebecca
mom,
put
here
joining
us.
We
do
also
have
two
Orban
scholars.
B
A
B
So
we
will
go
through
the
performance
summary
really
quickly,
which
could
be
the
slide
number
one.
So
we
in
the
Department
Assessors
results
many
apples.
We
really
have
broken
down
into
three
key
areas.
The
first
area
would
be
in
the
evaluation
and
classification
of
real
estate,
that
is,
the
actual
the
quantity,
the
quality
and
the
accuracy
of
the
actual
assessment
itself.
So
we
feel
that
that's
really
important
to
measure.
It's
also
a
measurement
that
the
Department
of
Revenue
holds
us
accountable
to.
B
Our
assessment
is
citywide
and
in
a
third
area
that
we
focused
on
from
results.
Minneapolis
is
what's
called
assessment,
administration
and
business
systems,
and
that
is
really
the
I
would
say
the
soft
skills.
That's
the
engagement
with
the
city
or
the
agents
with
the
taxpayers,
that's
also
with
staff
as
well.
We
feel
that
those
are
two
really
important
areas
that
we
need
to
continuously
focus
on
year
after
year.
B
I
would
say
that
we're
really
really
close
on
on
women
within
our
department.
As
far
as
open
min
workforce,
we
are
39
percent
and
in
a
small
department,
like
my
own,
with
only
38
staff
that
really
could
swing
with
one
person
we
do
have
three
vacancies
within
the
department.
I
would
expect
that
before
the
end
of
the
year,
when
we
have
those
vacancies,
we
will
actually
be
meeting
the
city's
aspirational
goals
of
45
percent
women
within
the
department.
I
do
want
to
point
out
that
in
my
leadership
team
we
are
57%.
B
57%
of
my
staff
are
women
at
this
point
in
time
and
very
proud
of
that
and
I
have
just
some
of
the
smartest
most
talented
staff
in
the
state.
I
couldn't
be
more
pleased
when
we're
looking
at
trying
to
increase
the
diversity
for
people
of
color.
It's
a
significant
challenge
for
us.
There
just
isn't
significant
in
significant
diversity
within
our
profession.
There
just
isn't
when
we
have
applicants
the
the
we
always
look
for
more
of
a
diversity
that
ever
seen
candidates.
B
We
try
to
send
out
information
and
flyers
and
notifications
to
where
we
think
they'll
pick
up
well
inform
people
so
that
they
can
apply.
We
need
to
be
more
proactive.
What
we're
currently
doing
at
this
point
in
time
is
we're
doing
more
with
community
engagement
activities
with
my
staff,
we're
also
doing
career
fairs,
so
we're
doing
in
college,
and
not
only
in
college,
but
also
doing
high
school
career
fairs
as
well.
B
We're
finding
that
once
people
get
into
college,
it's
almost
too
late
to
really
introduce
assessor's
as
a
profession,
we're
also
doing
neighborhood
meetings,
we're
also
doing
a
what's
called
a
project
for
pride
and
living
pathways
program.
That's
a
project
that
we
spent
about
a
year
on
last
year.
That's
where
a
project
from
pride
living
was
focusing
on
trying
to
get
people
of
color
to
be
interested
in
the
profession
of
assessing,
and
they
had
a
cohort
of
six
people.
Last
year
they
did
participate,
I
think
Kennebec,
County,
Dakota,
County
a
hand,
penofin
County,
all
participated.
B
We
were
not
able
to
participate
in
that
at
the
very
end,
because
we
just
didn't
have
the
funding
within
our
budget
to
be
able
to
pay
for
that
by
going
forward.
We
we
think
we've
got
a
good
strategy.
We
think
oftentimes
by
just
having
some
exposure
to
meeting
people
and
talking
about
what
they
do.
It
does
become
a
career
that
people
are
willing
to
to
consider.
So
the
other
City
priority
order
priority
is
spending
within
diverse
suppliers.
We
are
a
very
small
department.
B
We
really
don't
spend
a
heck
of
a
lot
to
be
honest
with
you
this
last
year
for
2018,
we
only
spent
$22,000
on
professional
services
about
19,000
of
that
was
just
really
to
keep
our
gamma
system
fine-tuned
so
that
the
best
analysis
that
can
so
we
have
the
best
assessment
year
of
the
year.
So
after
that,
we
only
had
about
three
thousand
dollars
worth
of
professional
services,
that
we
had
the
opportunity
to
use
for
minority
or
women-owned
businesses,
and
we
were
able
to
capitalize
that
as
well.
B
B
Any
questions
not
yet
okay
for
department
priorities.
We
have
two
department
priorities,
I'd
like
to
talk
about
the
first
one
would
be
employee,
engagement,
education
and
professional
development.
The
second
one
is
the
new
cama
assisted
mass
appraisal,
software
and
I'll
start
with
the
second,
because
that
one
was
to
our
good
fortune.
The
City
Council
approved
funding
so
that
we
were
able
to
move
forward
and,
within
the
last
two
weeks
we
really
nailed
down
the
last
of
the
details.
B
So
we
I
would
expect
that
the
City
Council
will
have
before
the
City
Council
the
contract
to
approve
our
contract
and
that
we
will
start
in
Porter
for
on
the
transition
plan
to
transition
to
a
new
camera
system
that
we
have
up
and
running
shortly
thereafter.
So,
but
with
that
new
camera
system,
what
that
allows
us
to
do
is
be
really
more.
Precision
have
greater
precision,
I
should
say
with
the
evaluation
of
property
within
the
city
Minneapolis.
B
Oh,
it's
also
going
to
be
more
transparent,
which
is
one
of
the
biggest
challenges
that
we
have
currently
today.
Our
current
system
is
not
transparent
at
all,
but
the
next
system
will
so.
We
think
that
that
will
ease
some
of
the
tensions
within
the
taxpayers
and
I
think
when
we
can
be
transparent,
people
will
feel
that
they
are
being
more
properly
served
and
it's
they
don't
like
to
not
have
a
good
understanding
of
how
values
are
actually
calculated.
It'll
also
provide
us
with
a
lot
more
reports.
B
It'll
also
provide
us
with
a
lot
more
maps
which
again
I
think
from
elected
the
elected
officials,
the
more
information
we
can
provide
you,
the
more
you
can
also
pass
that
information
on
to
your
constituents
as
well.
The
the
second
priority
which
I
want
to
talk
about
would
be
employee,
engagement
and
professional
development,
and
this
is
a
priority
for
for
my
department,
because,
based
on
the
demographics,
48
percent
of
the
assessment
are
the
scissors
in
my
field
within
the
next
10
years,
we'll
retire.
B
So
when
we
take
it
when
we're
looking
at
this
as
I
leader,
ship
team
and
I
were
discussing,
what's
what
does
the
future
hold?
When
we
have
some
significant
turnover
as
far
as
retirement,
it's
not
that
we
might
lose.
In
fact
we
will.
We
will
lose
some
institution
knowledge
within
my
department,
but
what
scares
me
more
than
anything
else
and
I
think
should
be
a
concern
for
the
City
Council.
B
The
mayor
is
that,
because
this
is
a
statewide
problem
as
far
as
retirements
go,
just
employee
retention
will
be
important,
so
we're
not
going
to
lose
the
you
know
when
I
walk
out
the
door
within
five
years
here,
we're
gonna
lose
that
institutional
knowledge,
but
who,
in
Hennepin
County
ramsey,
county
dakota
coney,
are
also
losing
leadership.
Leadership
positions.
My
concern
is
we're
going
to
be
losing
staff
to
those
other
cities
that
have
promotional
opportunities
and
leadership
opportunities
available.
So
our
strategy
going
forward
is
we
need
to
get
our
staff
very
much
engaged.
B
We
need
to
make
sure
that
we're
providing
educational
opportunities
and
training
tools
so
that
they
feel
like
as
we
invest
in
them,
that
they
will
stay
here
and
and
continue
to
invest
the
city
minneapolis
our
goal
and
you've
hrs
said
it
before
we
want
Minneapolis
to
be
the
employer
of
choice
and
that's
really
about
our
goal
at
this
point
in
time
going
forward,
knowing
that
within
the
next
five
years,
we
could
lose
23%
of
our
of
our
our
staff
as
far
as
that
goes.
So
how
do
we
plan
on
doing
that?
B
We're
doing
it
because,
or
we
plan
to
do
what
we
play
to
do
is
through
education
training
through
licensing
great
now
we
do
pay
for
fur
staffs
licensing,
we
pay
for
their
continuing
education,
and
that
is
not
something
that
any
other
jurisdiction
doesn't
already
do.
So
we
need.
We
need
to
do
something
more
than
just
paying
for
education
for
their
license
and
their
their
continuing
education.
So
what
we're
trying
to
do
is
create
a
culture
within
the
assessor's
office
that
really
changes
their
perception
of
that
it's
not
a
job.
It's
a
career!
B
There
are
successes
we
do
have
for
staff
in
the
office
that
have
gone
through
the
educational
programming
to
become,
or
three
of
them
have
become
ma
eyes,
which
are
it's
a
designation
that
would
people
would
say,
is
probably
equivalent
to
a
master's
degree
in
real
estate
as
far
as
a
level
of
complexity
and
degree
of
difficulty.
So
we
have
three
staff.
One
is
currently
just
alcohol,
actually
testifying
in
tax
court.
B
Very
proud
of
that,
we
brought
in
the
International
Association
of
assessing
officers
conference
last
year,
that
was
1,400
Assessors
property
tax
experts
and
vendors
in
the
convention
center
really
great
education.
We
had
20
people
that
participated
in
that
again
trying
to
expose
our
staff
to
sue
an
aspect
of
their
job.
That
is
just
greater
than
Minnesota.
B
We
have
staff
that
are
currently
working
with
the
state
on
developing
educational
opportunities
for
the
state,
and
we
also
have
people
that
are
staff
that
are
currently
educators,
teaching
seminar
summer
seminars
fall
seminar,
something
like
that
or
courses
like
that
and
then
last
but
not
least,
we
do
have
Rebecca
mom,
who
is
on
the
international
association
of
assessing
officers
Board
of
Directors?
Again,
we
try
to
lead
by
example,
we're
trying
to
write
as
many
doors
that
we
can
open
for
people
so
that
they
feel
like
working
for
the
city.
B
B
B
As
we
get
into
some
of
the
metrics,
this
is
probably
these
are
similar
to
this.
The
performance
summary
says,
as
I
had
first
started
with.
This
is
the
the
appraisal
and
assessment
administration,
the
valuing
classification,
a
real
estate.
This
is
again
the
accuracy,
the
the
quality
accuracy
and
uniform
of
the
assessment.
We
have
four
metrics
that
were
being
measured
by
by
the
Department
of
Revenue
and
four
metrics
that
we
actually
hold
ourselves
accountable
to.
We
have
the
sales
rate
fell
by
classification.
We
have
what's
called
the
coefficient
of
dispersion.
We
have
the
price
related
differential.
B
We
also
have
the
sales
ratio,
the
first
one,
but
the
sales
sales
ratio
by
classification
that
indicates
our
level
of
assessment.
How
accurate
are
we,
the
state
would
say,
or
the
Department
of
the
statute
would
say
that
we
needed
between
90
and
105
percent
as
a
median
for
every
property
type.
If
you
take
a
look
at
the
chart,
you'll
find
that
we're
really
close
in
fact,
a
year
after
year,
since
2007,
we've
gotten
better
and
better.
B
B
So
in
the
next
report
for
a
results
Minneapolis
next
year,
you'll
see
that
we'll
have
improved
on
that
overall
ratio
on
the
coefficient
of
dispersion,
which
is
really
a
measurement
of
the
uniformity
of
our
assessment.
How
accurate
are
we
year
every
year,
with
all
property
types,
the
standard
would
say
that
we
have
to
be
below
15
on
a
metric
if
your
residential
in
below
20
and
if
you
take
a
look
at
the
chart
for
coefficient
of
dispersion,
is
the
right
chin
chart.
B
B
It's
a
little
bit
more
difficult
to
on
commercial,
but
they
are
very
more
it's
a
more
complex
property
type
and
we
also
have
the
fewest
number
of
sales
in
that,
so
the
more
sales
you
have,
the
more
predictability
there
is
in
valuation
of
property,
so
the
fewer
the
sales,
the
more
difficult
it
is,
and
you'll
notice
in
that
one.
It
says:
industrials
not
being
reported
the
Department
of
Revenue.
If
you
have
less
than
6
sales,
they
don't
report
that,
because
it's
statistically
not
a
good
indicator
of
value
or
a
good
indicator
of
a
metric.
B
So
for
that
very
reason,
you
almost
see
the
the
industrial
report
on
that
one
or
even
on
the
price
related
differential-
and
this
statistic
is
the
price
related
differentials,
a
great
statistic,
because
it
measures
the
uniformity.
We
are
that
we
have
from
the
least
expensive
real
estate
into
the
most
expensive
real
estate.
B
B
B
We
are
out
of
compliance
at
this
point
in
time.
We
try
to
hit
20%,
that's
about
22,
to
23,000
properties
that
we
Dornoch
every
year
when
workloads
change
things
seem
to
have
to
get
shifted
around.
So
when
last
year
we
had
us
at
1,400
appeals.
We
found
that
we
were
starting
our
equalization,
our
door-knocking
almost
a
month
later
and
because
you
lost
a
month
of
door-knocking
you're,
not
going
to
have
the
same
number
of
you're
not
going
to
reach
your
goal
of
22
to
22,000
we're
fortunate.
This
is
a
quintile.
B
B
We
have
closed
on
the
application
that
we're
going
through
the
hiring
process.
The
interview
process
at
this
point
in
time-
and
we
do
have
we
hope-
to
have
those
people
on
on
staff
be
by
August.
Hopefully,
at
this
point
you
know,
but
that
by
that
parent
time
you
know
you're
not
going
to
get
them
up
there,
door,
knocking
and
picking
up
a
lot
of
the
numbers.
So
this
year
will
be
a
little
bit
of
a
struggle
for
us
to
to
meet
that
requirement.
B
No
sorry,
the
second
metric
that
we
talk
about
as
far
as
tax
court
and
appeals
we're
seeing
significant
increases
values
have
continued
to
climb,
as
the
market
has
continued
to
go
up,
we're
finding
that
not
only
has
the
local
board
appeal
has
gone
up,
they
were
up
from
1400,
which
was
the
the
peak
for
a
number
of
years
up
to
1700
and
66
in
tax
court.
We
last
year
we
went
from
three
Tony
urban
from
three
26
and
17
to
three
hundred
and
sixty
court.
B
Appeals
in
18
were
up
to
four
hundred
and
eighty
three
in
nineteen,
which
is
a
48
percent
increase
and
from
2015
to
just
twenty
nineteen
I.
Think
it's
a
little
over
ninety
percent
increase
in
tax
court
appeals.
We
really
have
to
be
aggressive
on
this.
We
really
have
to
be
good
stewards
of
the
taxpayer
dollar,
but
at
this
point
in
time,
it'll
be
a
challenge
to
have
483
tax
court
petitions,
that's
more
than
settle
EDD,
be
trying
to
settle
more
than
one
a
day
and
in
tax
court.
B
B
We
do
measure
the
output.
We
measure
our
success
through
tax
court.
You
know
what
are
our
average
stipulations?
What
are
what
what
percentage?
Are
we
getting
dismissals?
How
much
levy
do
we
lose?
How
much
in
value
are
we
retaining
and
I'm
very
proud
to
say
that,
historically
up
through
2017,
we
do
a
fantastic
job?
My
staff
does
a
fantastic
job,
getting
stipulations
and
dismissals
on
properties
that
where
the
Vega
is
fine
right
now,
I
think
to
appeal.
Your
value
is
350
dollars,
you'd
be
a
commercial
property
owner
which
is
not
a
lot
of
money.
B
Many
many
applications
oftentimes
will
file
just
to
preserve
their
their
appeal
right,
and
so
just
because
someone
appeals
doesn't
mean
that
we're
gonna
change
their
value.
It's
going
to
be
based
on
market
data
and
an
analysis
that
really
supports
I
should
say
it
just
based
on
appraisal
analysis.
I
should
say
some
but
again
and
in
that
measure
we
do
measure
my
staff
and
we
are
very
proud
of
the
outputs
that
we
we
haven't
in
work
are
the
EMB
retention.
A
Mr.
Todd,
you
mentioned
how
inexpensive
it
is
to
appeal
a
property,
in
this
case
a
commercial
property
I,
would
imagine
that
doing
your
staff
going
through
the
work
of
an
appeal
is
certainly
quite
a
bit
more
expensive
than
doing
that
three
hundred
and
fifty
dollars,
if
only
to
appeal,
if
only
to
preserve
your
ability
to
appeal
later,
does
the
city
have
any
direct
authority
as
to
what
that
cost
of
Appeal
is
because
you're
certainly
crunched
for
your
workload.
A
B
A
B
Madam
German,
no,
the
the
Tax
Court
in
the
state
do
set
that
and
through
discussions
that
they've
made
it
very
very
clear
that
the
cost
to
appeal
should
never
be
a
determinant
or
a
detriment
to
somebody
appealing
their
base.
So
they
keep
it
at
a
very
affordable
price
point.
So
that's
because
someone's
rights
to
appeal
shouldn't
be
based
on
ability
to
pay.
Certainly.
A
But
then,
given
the
extra
work
it
incurred
by
doing
that,
just
kind
of
a
as
as
a
route
on
a
routine
basis,
how
does
that
impact?
What
would
you
imagine
would
be
the
the
resource
cost
from
the
city
on
going
through
that
process
of
an
appeal?
Because
you
are
then
sending
yours?
You
are
allocating
staff
resources
to
every
appeal,
correct.
B
Start
calculating
them
for
hours
and
I
know
we
are
calculating
a
number
of
hours
that
that
staff
put
into
texts
for
cases.
One
of
the
avenues
that
Hennepin
County
has
taken
is
they've
hired
people
that
do
nothing
but
Tax
Court
litigation.
They
have
appraisers
on
staff
that
their
only
job
is
tax
for
litigation.
We're
currently
within
my
office.
C
B
So
if
you're
looking
for
a
number,
we
could
probably
start
pulling
some
data
together
to
let
you
know
what
it
would
probably
run
us
on
a
per
case
basis,
but
one
Avenue
that
again,
Hennepin
County
has
gone
to
is
just
we
just
are
going
to
have
dedicated
appraisers
that
do
nothing,
but
they
don't
answer
the
phones
for
tax
payers.
They
are
dedicated
to
tax
court,
and
that
is
a
different
model
to
approach
just.
D
A
Get
that
from
the
purview
of
the
city.
We
always
you
know
that
appeal.
The
ability
to
appeal
the
value
of
one's
home
is
free
should
be
free,
should
be
the
ability
to
have
a
conversation.
I'm
just
concerned
that
the
ability
to
then,
after
that
date
continue
to
preserve
their
right
to
appeal,
incurs
a
lot
of
resources
from
your
city
staff.
C
A
B
The
next
slide
is
similar
to
Tax
Court.
We
do
have
local
boards
of
Appeal
in
in
a
similar
fashion.
We
have
seen
that
increase.
I
do
want
to
correct
a
typo
back
when
we
had
first
created
this
PowerPoint
presentation
we're
out
we're
at
around
1750
since
the
close
of
the
local
board.
We
actually
concluded
that
1766
or
about
16.
She
I
just
wanted
to
correct
that.
Cuz.
Yesterday,
we
ported
a
different
number
in
engine.
Mana
I
want
to
make
sure
that
we're
we're
correct
so
again
to
the
local
boards.
I.
B
Think
that
there's
a
number
of
reasons
why
properties-
and
this
is
primarily
residential
I-
think
there's
a
number
of
reasons
why
people
are
appealing
their
value
again.
It's
because
we've
seen
some
significant
increases
in
market
value
increases
year
over
year
over
year,
we're
finding
that
the
property
tax
relief
programs
I,
in
my
opinion,
are
not
keeping
up
with
the
rate
of
market
value
increases.
So
when
the
homestead
credit
was
providing
property
tax
relief
back
in
the
early
2000s
and
was
307
dollars
and
what
was
the
median
value?
What
was
the
median
tax
bill
today?
B
That
median
value
is
almost
could
be,
double
taxes
are
similar,
but
that
homework
today,
exclusion
is
about
the
same,
so
the
net
to
a
property
owner
is,
it
is
hitting
them
in
the
pocketbook,
and
so
this
is
one
avenue
that
they
can.
They
can
use
to
see
if
their
day
was
correct
and
try
to
impact
the
bottom
line.
B
Know
the
plain
language,
the
plain
language
software
making
sure
that
the
the
information
we're
providing
is
easily
to
understandable.
We
have
an
online
application,
that's
available,
24/7
I,
think
you
know,
we've
always
encouraged
people
that
part
of
the
way.
The
way
the
assessment
works,
that,
if
you
you
know
it's
best,
if
you
can
call
us
if
the
value
is
wrong,
people
oftentimes
doesn't
feel
like
they
could
call
us.
You
can't
fight
city
hall
when
we've
been
trying
to
break
down
that
barrier.
That
know
if
you're
wrong.
We
really
want
to
hear
from
you.
B
So
I
would
also
be
cautious
that
if
people
are
looking
at
the
number
of
1766
as
being
the
assessment,
maybe
is
not
as
good
as
it
should
be.
I
would
argue
that
in
fact,
I
think
some
of
those
increases
are
because
we're
reaching
out
to
people
that
probably
could
have
reached
out
last
year
or
the
years
before,
didn't
feel
they
could,
but
absolutely
we're
breaking
down
those
barriers
and
people
are
calling
today
and
we're
able
to
help
them
so
I
think
that's
a
positive,
even
though
that's
actually
creating
more
work
for
my
staff.
So.
E
C
E
B
E
A
B
No
I
really
haven't
I,
haven't
looked
at
the
numbers.
I'm
sorry
coach
I
could
have
answer
that
question
for
you,
but
no
I
did
have
to
just
be
guessing.
If
I
did
sure
we
will
circle
back
with
communications,
because
a
number
of
our
efforts
have
been
worked
Communications
as
far
as
number
of
hits
on
the
website
and
again
the
the
PSAs
that
we
had
participated
on
with
the
low-key
MOJ.
We
also
did
something
on
La,
Raza
radio.
B
We
really
tried
to
to
get
out
there
in
front
of
this,
and
and
do
it,
what
is
the
right
and
was
transparently
to
really
do
our
work?
So
last
but
not
least-
and
this
really
kind
of
rolls
into
what
the
councilmember
Strader
was-
was
complimenting
my
staff.
For
you
know,
when
we
talk
about
property,
tax
engagement
or
property
tax
owner
and
engagement,
we
go
so
far
above
what
the
industry
standard
would
be.
B
In
fact,
I
would
say
that
ninety
percent
of
what
we
do-
there's
not
another
city
or
county
assessor
that
has
done
what
we've
done
in
our
office
in
it
and
it
actually
makes
it
the
fun
part
of
our
job
to
be
truthful.
You
know,
let
me
just
run
through
so
we
for
2018.
You
know
we
did
seven
neighborhood
presentations,
we
participated
in
the
City
Academy
we've
done
three
career
fairs
for
my
staff
training.
We
were
able
to
bring
in
we
work
with
NCR.
B
We
brought
in
guest
speakers
from
the
Southeast
Asian
community,
as
well
as
the
Latino
community
and
the
American
Indian
community,
to
talk
about
really.
How
should
how
can
we
best
best
understand
and
sort
of
the
customers
when
there's
a
cultural
difference,
and
it
was
really
enlightening
it
was.
They
appreciated
having
the
opportunity
to
speak
to
my
staff
and
my
staff
really
appreciated
to
having
the
opportunity
to
listen
what
they
brought
in.
B
You
know.
We
participated
in
Community
Connections
conference,
the
ppl
pathways
la
raza,
radio,
NPR
radio
engagement
know
that
Sun.
So
when
we
have
all
those
touch
points,
a
that
makes
it
fun,
because
it's
just
not
going
out
door-knocking
dealing
with
appeals.
This
is
really
getting
to
that
personal
level
of
we're
really
out
there
serving
the
taxpayers
and
really
making
those
connections
and
I
think
that
really
changes
for
my
staff
and
for
myself.
That
makes
this
not
a
job,
but
this
was
really
a
career
serving
the
taxpayers
serving
the
City
Council.
B
Last
but
not
least,
is
the
AMA
accreditation.
This
is
a
statutory
requirement
that
there
has
to
be
a
minimum
of
an
AMA
certification
for
a
percentage
of
my
staff.
When
you
are
new
hire,
you
are
given
a
window
of
opportunity,
five
years
to
become
a
ma,
but
when
the
law
went
into
effect,
they
had
a
start
date
that
says
by
2022
July
8
2022.
You
have
to
have
the
staff
that
were
on
the
appraiser
that
were
on
staff
fully
certified
and
back
when
that
happened.
B
So
with
that
that
was
the
end
of
my
presentation,
I
think
there's
just
three
things
that
I
would
like
to
maybe
summarizes
in
that
those
are
the
three
challenges
as
we
talk
about
the
purpose
of
results,
and
that
is
for
me
to
be
able
to
communicate.
What's
working
well
and
what's
not
working
well,
the
three
great
big
red
flags
for
us
in
our
office,
our
gonna
be
struggling.
Is
a
tax
court
litigation
it'll,
be
again
the
appeals
process
to
the
local
boards
and
county
boards,
and
then
the
the?
B
The
third
is
just
a
staff
retention.
You
know
making
sure
that
we're
doing
a
great
job
making
sure
that
staff
are
engaged,
educated
and
feeling
valued
and,
and
those
are
probably
the
things
that
would
be
the
number
one
priorities
going
forward
for
my
department
and
with
that
whole
stand
for
any
questions.
Thank.
A
You
and
thank
you
for
this
presentation.
I
know
that
some
of
it
we
saw
yesterday
and
in
the
presentation
before,
but
this
this
gives
us
a
more
uniform
look
at
how
to
rate
the
management
performance
of
the
departments
over
time.
I
would
welcome
questions
or
thoughts
from
my
colleagues.
I,
don't
see
any
right
now.
A
B
You
know
we,
you
know
how
we've
managed
the
appeals,
because
we
we
have,
we
had
more
Appeals
than
we
were
really
preparing
for
we've
had
people
working
longer
hours,
we
have
people
working
flex
hours,
we
have
people
working
on
Saturdays
I
would
imagine
that
we
would
be
offering
something
similar.
There's
this.
You
could
only
see
so
many
properties
at
one
time.
So
if
you
see
60
properties
in
a
day
and
if
you
had
to
go
to
80,
sometimes
between
60
and
80,
they
all
become
a
blur.
B
You
get
to
a
point
of
fatigue
and
that's
not
necessarily
that's
not
a
good
thing.
So
what
we
have
to
do
is
start
being
more
flexible
on
hours
and
even
looking
at
weekends
and
things
like
that,
and
we
did
run
we're
over
30,000
and
over
time
so
far
for
the
local
boards
and
I
know.
That's
that
we
cut
that
off.
When
we
did
the
presentation
yesterday
and
I
know
that,
will
it's
a
significant
error,
but
it's
more
than
that
by
time,
we're
done
with
the
local
boards
of
Appeal.
B
We
might
have
to
do
something
similar
than
for
the
equalization
as
well,
but
but
I.
Don't
there
isn't
anything
out
there
that
don't
know
other
jurisdictions
doing
that
we
could
adopt
at
this
point
in
time
that
there's
an
easier
way
or
because
you
physically
have
to
look
at
them.
I
mean
the
statute
says
you
physically
have
to
view
every
property
or
twenty
percent
of
every
twenty
percent
of
city
every
year,
so
scooters,
maybe
we
can
get
nice
rides,
maybe
but
we'll
see.
B
A
B
Madam
sure,
I
would
imagine
that
if
we
offered
later
hours
that
I
would
there
be
a
percentage
of
my
staff.
That
would
say
they
would
they
wouldn't
mind
working
through
the
dinner
hour.
I
think
that
it's
been
my
experience
that
people
do
not
like
to
be
disturbed
during
their
evening
hours
during
dinners
or
that
when
they're
relaxing
to
have
the
Assessor
come
by
and
say,
hi
can
I
come
through.
Your
house
would
not
necessarily
be
well-received,
but
I
could
see,
weekends
would
be.
A
B
B
We
were
out
there
doing
significant
amount
of
work
when
the
market
was
going
down,
and
then
it
turned
on
a
dime
in
2000
about
10
we've
seen
rapid
increase
in
values
for
the
last
nine
consecutive
years,
and
so
with
those
increases,
we're
seeing
more
appeals
and
we're
more
Tax,
Court
litigation.
So
it's
really
very
much
tied
to
what
the
mark
is
going
on
and
just
because
the
market
pulls
back
doesn't
mean
that
our
appeals
are
going
to
go
down
in
fact
oftentimes
they
go
out.
B
So
we
hope
that
we
can
find
some
efficiencies
with
our
new
camera
system,
we'll
be
mobile,
so
there's
gonna
be
less
need
for
my
staff
to
go
out
there
with
paper.
Handwriting
information
I'll
come
back
and
keep
punching
it.
You
know
it'll
be
instantaneous
when
they
make
changes.
The
changes
will
be
updated
at
that
point
in
time.
So
we'll
find
some
efficiencies,
but
if
not,
that
maker
break
whether
we
can
see
20,000
versus
20,
2025
thousand
properties
a
year.
So.
A
Thank
you
any
other
questions.
Thoughts
from
my
colleagues
I
might
speculate
that
we
talk
about
and
we
want
to
talk
about
across
the
enterprise,
how
we
effectively
communicate
with
residents-
and
you
said
you
weren't
sure
it's
kind
of
too
early
to
tell
and
I
can
see
that,
because
in
this,
this
year's
appeals
and
geographically,
where
they
are
coming
from,
it
appears
that
there
might
still
be
some
residual
activity
from
from
years.
Prior.
You
know.
D
A
Example
in
my
own
Ward
that
I
represent
in
the
city
there
were
over
double-digit
increases
the
previous
year
and
very
low
increases
this
year,
but
I
do
think
it's
possible
that
people
feel
that
in
their
pocketbook
and
then
the
next
year
choose
to
appeal
or
it
gets.
It
gets
difficult
to
measure
this
year.
On
the
other
hand,
we've
seen
double
digit
increases
on
the
north
side,
and
it
is
probably
too
early
to
tell
if,
in
the
next
couple
of
years
we
will
see
a
number
of
those
properties
appealing
as.
B
B
And
it's
not
based
on
any
statistical
analysis,
but
but
the
question
was
raised
yesterday:
I
think
councilmember
Jenkins
about
why
properties,
and
maybe
North
Minneapolis
Awards,
four
and
five
would
not,
and
one
thing
I
would
love
to
have
done.
Some
research
on
would
be
the
ratio
between
homestead
and
non
homestead
if
I
was
an
investor
in
my
property
pet,
in
my
property
value
and
up
15%,
if
I'm,
renting
my
property
I'm
passing
that
oftentimes
on
to
the
tenant.
So
what
I
call
and
appeal
the
value?
B
Maybe
not,
but
it
definitely
having
an
impact
with
the
tenant
and
the
tenant
can't
appeal.
So
I
would
say
that
if
someone
wanted
to
do
some
analysis
on
that,
that
would
be
interesting
to
see
if
there's
a
correlation
between
rental
neighborhoods
that
have
a
high
concentration
of
rental
versus
owner
occupants,
because
who's
bearing
the
brunt
and
so
that.
B
A
C
C
A
D
And
Tara
members,
my
name
is
Jean
Ranieri
yeah.
We
were
setting
up
to
answer
a
question
just
a
few
seconds
ago
about
educational
opportunities
for
homestead
and
renters
beneath
your
predecessors
about
eight
or
ten
years
ago.
On
this,
this
committee
IG,
our
committee
and
the
City
Council,
were
concerned
about
that
issue,
because
we
were
discovering
it
about
52%
of
people
who
are
eligible
for
either
renter
or
homeowner
relief
actually
applied.
So
the
council,
in
those
days,
passed
a
resolution
and
a
policy
statement
that
we
we
should
work
with
the
Department
of
Revenue
and
I.
D
Think
we
even
had
the
Commissioner
come
and
testify
that
we
need
to
bring
that
the
number
up-
and
today
I
mean
talking
to
the
Commissioner
a
couple
months
ago.
It's
now
closer
to
66
67
percent,
but
we
still
have
a
ways
to
go.
Some
of
the
things
we
were
able
to
get
done
is
the
department
was
to
do
some
outreach
and
they
actually
were
at
a
contract
for
some
nonprofits
to
let
people
know
that
this
relief
was
here.
We
have
briefed
council
members
on
their
relief
and
how
it
works.
D
D
D
You
very
much
as
you're
aware
we
were
looking
at
2018
and
2019
when
we
talk
about
state
government
relations.
If
you
wish,
we
can
distribute
a
document
dealing
with
2019
legislation
because
we
finished
the
summer
yesterday
in
terms
of
the
four
performance
areas
we
work
in:
grant
management,
state,
government
relations,
federal
government
relations
and
regional
relations
and
partnerships.
D
D
It
definitely
went
up
and
it
basically
went
up
because
of
the
change
in
leadership,
particularly
in
one
house
of
the
legislature
in
terms
of
federal
government
relationships.
You
look
at
it
from
it.
We
can
do
some
analytics
there
because
of
some
of
the
dollars,
but
one
of
the
things
we
have
to
remember
is
prior
to
about
2011.
We
had
earmarks,
and
we
were
very
successful
in
getting
federal,
earmarks
from
the
federal
government
and
also
the
Recovery
Act
in
2009
generated
additional
revenue
across
the
country
for
cities
and
counties
and
regional
relationships.
D
The
same
question
we
had
with
the
state
government,
if
anything,
there's
probably
been
an
increase
in
activity
with
the
Met
Council,
an
increase
in
a
trend
because
of
the
changes
again
in
leadership,
not
only
at
the
legislature,
but
also
what
the
Met
Council.
So
we
like
to
work
with
the
folks
from
the
city
coordinators
office
and
trying
to
figure
out
what
are
best
ways
to
measure
what
we
do.
As
you
are
aware,
we
annually
come
to
the
City
Council
with
a
legislative
agenda
and
policies.
D
We
are
planning
to
come
back
this
year
with
the
federal
agenda.
We
try
to
do
that
every
two
years
and
with
regional
relationships
we
have
adopted
policies
and
we
probably
will
bring
those
back
in
again
this
year.
So
that's
an
area
we
have
some
concern
about
is
how
do
we
measure
what
we
do
and
how
well
do
we
do
it
in
terms
of
our
workforce
diversity,
we
again,
seventy-five
percent
of
our
workforce
or
women
I
have
to
admit
now
today
it
is
dropped,
we're
down
to
about
two
thirds.
D
We
are
in
the
market
now
to
recruit
some
people
to
work,
come
to
work
for
the
IGR,
we're
looking
for
a
position
as
a
senior
government
relations
person
and
we're
also
looking
possibly
looking
for
a
person
to
assist
in
our
grants.
We
are
hopefully
to
be
going
to
be
looking
for
someone
versatile,
however,
in
the
area
particular
government
relations,
the
market
itself
is
not
very
diverse
and
it's
something
we're
working
on
matter
of
fact.
D
This
year,
when
we
had
to
go
out
and
recruit
some
assistance
during
the
session,
we
were
able
to
find
a
big
small,
firm
they'll
help
us
have
way
on
a
contract.
That
firm
happened
to
be
a
woman
or
women-owned,
and
that
person
happened
to
be
Native
American.
So
it
would
help
our
numbers
next
year
that
we
like
to
find
them
to
permanent
replacements
on
some
diversity
in
terms
of
the
$295,000
spending
with
diverse
suppliers,
we
don't
do
a
lot
of
spending,
but
we
most
of
its
in
a
lobbyist
and
many
of
those
firms.
D
D
In
terms
of
grant
management,
I
will
turn
it
over
to
Moulton
in
that
Bauer,
to
talk
a
little
bit
more
in
detail
and
discuss
some
of
the
trends
that
are
happening
in
the
federal
government.
There
are
some
reports
that
mentioned
that
federal
grants,
federal
aid
to
States
and
are
up
and
robbed
significantly,
and
that
is
correct
when
you
add
in
and
include
Medicaid
and
Medicare,
and
most
of
the
increase
in
spending
across
the
country
from
the
federal
government
is
a
Medicare
and
Medicaid
and
in
fact
spending
for
transportation.
F
F
When
the
I'd
say
the
spicket
was
opened
and
made
available
to
communities,
but
most
recently
with
just
the
Recovery
Act
of
now
going
on
about
eight
nine
years
ago.
We
did
well
with
that,
and
so
we're
positioned
our
you
know.
We
have
every
confidence
in
our
departments
and
the
work
that
they
do,
that
if
there's
appropriate
opportunities
available
for
them,
they
will
pursue
them
and
they
will
be
successful
at
getting
the
their
share
of
dollars.
Out
of
that.
D
Madam
chair,
the
next
slide
talks
about
state
government
relations
and
these
are
the
accomplishments
and
things
we
advanced
and
pushed
in
2018.
It
was
a
good
year
for
bonding
we
some
money
for
the
upper
harbor
terminal
and
also
some
funding
for
the
family
partnership
and
then
also
we
introduced
some
bills
and
we
were
able
to
keep
it
local
government
aid
lodging
tax
things
of
that
nature.
Many
of
these
things
in
the
night
2019
session,
we're
also
advanced.
A
D
D
We
also
have
an
intern
and
our
intern
every
year
has
been
really
phenomenal.
My
biggest
disappointment
is
that
we
never
been
able
to
retain
an
intern
as
an
employee
of
the
city,
and
he
says
Parker
Bennett
he's
from
Iowa
and
he
was
phenomenal.
He
extended
did
a
lot
of
work
for
us.
Allyson
Nessie
is
started
as
a
stand-up.
D
Alison
was
one
of
our
management
analyst
program
analyst
she
came
in
when
Sasha
Bergman
left
she
filled
in
and
she
stayed
and
did
a
very
good
job.
Sonya
Lewis
is
also
works
on
grants.
Sonya
has
been
very
active
in
looking
at
federal
grants
and
working
with
some
programs,
and
then
Lauren
Olson
is
our
person
at
the
Met
Council,
and
she
has
a
workload
that
varies
right
now
after
the
2040
plan
has
been
submitted.
There's
also
lots
of
new
activities
with
the
knife
council,
particularly
in
the
whole
area
of
transit
and
transportation.
D
C
C
A
G
Madam
chair
council,
members,
Lauren
Olson
government
relations
yeah.
So
thank
you
for
asking
about
that.
So
the
Metro
Cities
organization,
as
you
guys
know,
is
made
up
of
cities
that
are
in
the
seven-county
metropolitan
area,
and
so
they
represent
our
collective
interests,
both
at
the
Met
Council
and
legislature
and
the
executive
branch
over
the
summer.
There
is
a
policy
development
process
that
occurs
with
Metro
cities.
G
There
are
four
different
policy
focus
committees
that
meets
there,
there's
one
on
transportation,
one
on
housing
and
economic
development,
there's
one
on
the
taxes
and
economy
and
forgive
me
because
there's
a
whole
other
set
of
committees
that
do
LMC
work
and
sometimes
I
get
the
titles
confused
and
then
there's
a
agency's
committee,
which
would
include
things
like
sack
and
administrative
issues.
So
it's
four
different
committees,
I
sent
you
guys
an
email
about
that
they
each
meet
about
three
times
over
the
summer
and
then
in
the
fall.
G
And
we
start
working
internally
with
other
departments,
and
we
work
with
other
stakeholders
and
Friends
organizations
and
electeds
throughout
the
Metro
to
make
sure
we
can
effectively
advance
some
important
work.
You
know
on
behalf
of
all
of
us
in
the
region,
so
take
a
look
at
that
and
check
out
the
dates
of
those
are
scheduled
for
see
if
you're,
able
and
interested
and
participate
participating
and
then
be
aware
that
there
will
also
be
a
similar
process
occurring
over
this
timeframe
for
the
League
of
Minnesota
cities,
which
represents
a
broader
swath
of
cities
throughout
the
state.
G
G
D
Madam
chair
and
an
area
of
federal
government
relations,
the
chart
shows
the
federal
pass-through
value
as
you
can
see,
it's
going
down
and
direct
value
or
direct
dollars.
That's
a
lot
of
that
as
CDBG
and
CDBG
now
includes
community,
that's
just
a
Community
Development
Fund
from
the
federal
government,
and
that
includes
CDBG
I,
think
a
shelter
program,
HOPWA
and
I'm
missing
one
home
program.
So
all
four
of
those
have
been.
D
It
has
been
an
increase
for
this
coming
budget
year
and
one
of
the
things
we're
thinking
about
for
next
year
is
we
have
federal
contracts
for
lobbyists
and
we
have
reduced
their
contract
amounts
over
the
last
few
years
and
are
thinking
about.
We
may
not
need
all
that
capacity
because
not
much
is
going
on
in
Washington.
So
that
means
something
we
will
talk
about
during
the
budget
and
we
have
introduced
it
in
the
last
two
years.
A
It's
interesting
so
just
in
summary,
to
compare
this
to
an
earlier
slide.
I
think
that
it
looks
like
the
federal
competitive
grant.
Dollars
went
down
from
2017
to
2018
by
nine
percent.
The
federal
pass-through
dollars
went
down.
It
looked
like
by
fifty
one
percent.
If
that's
correct
and
I
guess,
my
question
is:
am
I
seeing
this
right,
but
then,
secondly,
can
you
help
us
opine
on
the
reason
the
city
received
less
pass-through
dollars?
Do
you
see
that
as
a
trend,
that's
going
to
continue.
F
Madam
chair
and
committee
members
of
I'll
trust
your
percentages,
I
think
that
what
you
really
should
be
focused
on
is
the
the
the
the
five
point.
Six
and
the
six
point.
One
I
mean
that's
the
number
of
federal
dollars,
competitive
federal
dollars
coming
into
the
city,
whether
we
get
them
directly
or
we
get
them
through.
Another
agency,
such
as
the
state
of
Minnesota
or
Hennepin
County.
F
F
Now
those
we
won't
get
those
every
year
we'll
work
through
those
grants
and
then
in
a
future
year
we
may
we
may
go
after
those
resources
again,
if
they're
still
available
for
us
and
so
you'll
see
that
direct
dollar
right.
You
know
rising
and
lower
over
over
time,
but
really
the
the
important
number
is
the
the
top
level
number
I
mean.
That
is
the
competitive
resources
that
we
are
able
to
retain
for
the
city.
Thank.
A
D
I'm
sure
the
Nexus
has
regional
relations
and
partnerships
and
again
the
list
for
218
as
we
go
forward
to
219.
We
do
have
a
opportunity,
because
we
have
a
new
console,
the
new
chair
and
a
new
governor
and
to
be
an
awful
lot
of
activities
in
the
area
of
Transportation
and
discussion
about
regional
development,
particularly
an
area
of
density
and
another
emergency
news
show
will
probably
be
in
the
whole
area
of
water
quality,
but
we
fortunate
to
have
miss
Olson
on
our
staff,
and
this
is
a
fairly
new
program.
D
We
only
had
been
able
to
doing
this
for
about
the
last
four
or
five
years,
five
years,
so
that
that
covers
our
what
we
had
proposed
and
sort
of
goes
into
the
program.
One
thing
we
do
want
to
add
is:
we
are
trying
also
to
try
and
help
diversity,
and
in
the
last
couple
of
years
we
have
had
a
path
Capitol
pathways
in
turn,
work
with
us.
D
We've
got
two
of
the
four
years
it's
available
and
we'll
probably
try
and
do
it
again
and
we've
also
had
a
urban
scholar
who
with
us
and
who
is
now
employed
by
the
Civil
Rights
Department.
So
we
were
just
trying
and
we
really
like
to
thank
the
Citizens
League
for
their
a
chance
to
build
a
pathways,
a
pipeline
of
folks
to
be
in
diverse
employer
diversity
and
inter
government
relations,
because
I
think
that
program
now
this
was
like
75
people
in
the
cohort
and
I
think
when
he
first
started
with
like
30.
A
D
Not
sure
you
know,
we
hear
a
lot
of
folks
that
you
guys
don't
do
a
great
job.
I
think
my
own
emphasize
that
we,
what
makes
I
think
us
being
successful
in
the
capital
is
the
fact
that
we
all
will
reach
out
and
communicate
with
all
city
departments.
You
have
a
liason
committee,
the
IGR
committee
is
very
active
and
you
all
can
make
a
phone
call
or
or
talk
to
a
legislator.
Also
so
I
think
it's
been
a
team
effort
and
team
is
pretty
broad
and
we
thank
you
for
that.
A
You're
very
welcome
on
behalf
of
all
of
us,
thanks
for
your
continued
efforts
with
that
colleagues
I'm
going
to
bring
Budget
Committee
to
a
close,
thank
you
for
being
here
for
so
many
of
the
departmental
presentations.
This
concludes
all
of
our
results.
Minneapolis
efforts,
as
I
had
said
it
committee
of
the
whole
yesterday
and
because
of
the
mayor's
budget
process
and
those
initial
meetings
start
on
Monday
I
invite
you
to
bring
this
results
information
with
you
into
those
budget
discussions
for
the
home
committees
that
you're
part
of
in
the
mayor's
office.