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From YouTube: October 28, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting - Convention Center, Mayor's Office, Civil Rights, Minneapolis Park & Recreation Board
https://lims.minneapolismn.gov
A
Good
morning
welcome
to
our
regularly
scheduled
Budget
Committee.
My
name
is
lenio
Palmisano
I'm,
chair
of
this
committee
with
me
here
at
the
dais
this
morning,
our
council
members,
Johnson
and
Goodman
we're
here
Teresa
to
hear
the
budget
presentations
from
the
convention
center.
The
park
board,
the
Civil
Rights
Department
and
the
mayor's
office
this
morning
and
we'll
start
with
the
Convention
Center
welcome
mr.
Johnson.
B
Thank
You
chair
Palmisano
members
of
the
budget
committee.
My
name
is
Jeff
Johnson
I'm,
the
executive
director
of
the
Minneapolis
Convention
Center
with
me
here
today
are
mark
zorbel,
he's
our
director
of
event
and
facility
services
and
Chris
Hondros,
our
director
of
business
services
and
a
special
thank
you
to
Chris
for
putting
together
our
2020
budget.
Melvyn
tenant
from
minneapolis
was
unable
to
join
us
this
morning,
but
I
do
have
Brent
Forrester
and
sandy
Christensen
from
Minneapolis
to
answer
any
questions.
If
we
get
to
those.
B
Who
we
are
and
what
we
do
is
not
answered
by
an
org
chart
but
is
answered
by
the
8,000
jobs.
Our
activity
supports
each
year,
the
millions
of
visitors.
We
welcome
over
our
30
years
of
existence
and
the
service
that
our
employees
provide
each
and
every
day,
as
we
are
the
foundation
of
a
growing
hospitality
industry
in
Minneapolis,
we
love
being
the
face
of
Minneapolis
to
the
world,
and
each
day
we
live
up
to
our
legacy
as
one
of
the
best
convention
centers
in
our
industry.
B
As
we
look
at
our
current
service
level,
it
is
very
similar
to
our
2019
budget.
In
fact,
if
you
add
all
the
change
items
that
we
will
be
proposing
for
2020,
the
budgets
are
almost
identical.
With
a
116
thousand
dollar
increase
for
2020.
This
small
increase
comes
amid
a
two
hundred
and
twenty
four
thousand
dollar
increase
in
City
rate
model
allocations
and
normal
inflationary
cost
of
living
increases.
B
As
we
move
to
our
change
items,
it
starts
at
the
Commons
and
this
funding
goes
through
the
park
board.
We
have
committed
to
funding
seven
hundred
and
fifty
thousand
dollars
for
the
operation
of
the
park,
and
this
year
I
would
like
to
add
seventy
thousand
dollars
for
the
assessments
and
taxes
last
year
was
our
first
year
of
having
this
in
our
downtown
assets.
Budget
and
I
failed
to
budget
for
those
assessments
and
taxes,
and
so
that's
why
it
is
different.
This
year
from
750
up
to.
B
A
B
Palmisano
meet
minneapolis
is
here,
I
would
say
it
looks
like
this
will
be
the
light.
This
is
the
last
contracted
year
for
the
x-games
in
order
to
go
any
further
with
the
x-games,
a
new
contract
with
new
terms,
and
everything
would
have
to
be
negotiated
and
I
know
that
meet
Minneapolis
is
talking
to
the
x-games
right
now,
I'm,
not
sure
where
that
is
going,
though
in
the
future.
Thank.
A
B
B
B
C
You,
madam
chair,
mr.
Johnson,
you
did
a
really
great
job
in
negotiating
the
Minneapolis
contract.
I,
really
respect
the
fact
that
you
were
able
to
get
the
city's
objectives
achieved,
while
also
supporting
the
Minneapolis
I
appreciate
the
Ways
and
Means
direction
to
bring
this
forward
through
the
budget
process,
which
you
did
and
in
in
the
middle
of
all
of
that
you're
also
dealing
with
a
plaza
reconstruction.
C
B
B
A
D
A
E
Madam
chair,
the
increased
varies
from
department
to
Berkeley
to
Department,
based
on
staffing
and
fleet
I.
Think
in
general,
four
percent
is
pretty
consistent.
You
know
those
those
departments
that
have
longer
tenured
staff
may
see
a
little
increase,
but
four
percent,
certainly
not
out
of
line.
Thank.
A
A
F
F
The
first
slide
is
just
a
picture
of
the
functions
inside
the
Civil
Rights
Department
I'll
just
quickly
talk
about
what
each
one
of
those
blocks
is
doing
in
terms
of
work
in
a
complaint
investigations,
division
that
is
our
traditional
Civil
Rights
Division
and
investigates
complaints
of
discrimination.
It
also
partners
with
individuals
and
community
to
educate
and
do
outreach
to
let
community
know
their
rights
and
responsibilities
under
the
ordinance.
F
They
also
perform
under
a
work
share
agreement
with
the
US
Equal
Employment
Opportunity
Commission,
and
about
$750
per
work
share
case,
so
that
division
will
intake
about
sixty
thousand
dollars
in
revenue
and
coming
budget
year
and
the
division
also
staffs
the
Commission
on
civil
rights.
The
contract
compliance
division
is
the
division
that
ensures
that
women
and
people
of
color
and
indigenous
have
an
opportunity
to
work
on
city
assisted
contracts.
F
They
also
have
a
variety
affirmative
action,
workforce
and
small
business
work
that
that
group
is
also
participating
in
the
office
of
police
conduct,
review,
handles
complaints
of
misconduct
filed
against
Minneapolis
police
officers
and
that
division
staffs.
The
police
conduct
oversight
Commission
in
the
office
of
police
conduct
review
panels.
The
civil
rights
equity
division
is
a
division
that
administers
urban
scholars
and
also,
if
the
department's
liaison
to
the
rest
of
the
cities
and
departments,
race,
equity
and
cultural
education
issues
and
then
our
newest
division
of
labor
standards.
F
F
A
snapshot
of
the
budget,
the
2019
adopted
budget
and
the
2020
current
service
levels
are
not
in
this
slide.
That's
before
you,
there
are
some
small
increases
from
2019
to
2020.
The
largest
is
in
our
contract
compliance
division.
It
looks
like
the
largest
5.9
percent,
but
it
really
is
indicative
that
that
that
division
also
is
the
holder
of
all
of
our
internal
service
charges.
F
A
F
Total
FTEs
in
the
Civil
Rights
Department
of
32
in
those
fractions
of
FTEs
that
you
see
in
each
one
of
those
divisions,
is
actually
the
administrative
staff
myself
and
two
administrative
personnel
that
are
distributed
across
those
divisions,
prorated
based
on
the
number
of
employees
in
each
one
of
those
divisions.
Thank
you.
Our.
F
Change
items
the
mayor
is
recommending
moving
forward
with
a
contract
compliance
officer
as
a
result
of
the
growth
in
the
labor
and
contract
oversight.
That
is
had
has
been
an
ongoing
trend
in
this
division
over
the
last
several
years
to
the
tune
of
a
hundred
and
fourteen
thousand
dollars
on
an
ongoing
basis,
and
so
this
is
for
one
full-time,
equivalent
position.
F
The
next
recommendation,
moving
forward
from
the
mayor's
budget,
is
for
a
program
assistant,
the
dollars
that
you
see
there
on
an
ongoing
basis.
The
$40,000
that
is
actually
the
general
fund
amount
for
an
ongoing
FTE.
The
other
portion
of
that
FTE.
An
additional
$40,000,
is
being
funded
out
of
our
u.s.
EEOC
contracts,
so
the
general
fund
will
be
funding
half
of
a
position
and
our
federal
funds
that
we
are
taking
in
each
year
will
pay
for
it.
The
other
half
of
that
FTE
to
the
tune
of
$80,000.
C
A
F
Chair
and
committee
members
that
dollar
amount
is
inclusive
of
several
different
funding
sources.
The
Community
Development
Block
Grant
resources
are
in
that
the
US
Equal
Employment
Opportunity
contract
is
in
that
as
well.
So
what
you
see
the
CDBG
resources
roll
over
a
year
by
year,
if
those
are
not
expended
in
their
entirety,
those
dollars
are
primarily
used
to
pay
for
staff
and
the
contract
compliance
division,
and
we
have
some
vacancies
throughout
the
year.
So
there's
some
vacancy
savings
there,
as
well
as
I
mentioned
the
u.s.
F
A
A
A
G
See
well,
thank
you.
So
I'll
begin
again,
thank
you.
It's
a
privilege
to
be
here
today
and
I'm,
just
gonna
walk
through
the
slides
and
what
I'll
do
is
I'll
turn
it
over.
Then,
of
course,
director
Weissman,
once
I
get
through
the
beginning
presentation.
So
we
begin
the
budget
process,
the
2020
budget
process
and
one
of
the
things
that
was
very
clear
out
coming
again
to
the
park
board,
starting
here
in
January
20
of
2019
was
to
look
at
it
committed
and
solid
foundation,
visionary
leadership,
clear
direction
and
decision-making
based
on
data
and
analytics
well.
G
I.
Think
I
was
very
clear
about
coming
into
the
park
board,
starting
as
a
superintendent
was
to
really
base
our
information
on
data
analytics
and
really
a
clear
vision
wound
forward,
and
that
was
been
driving
us
in
million
budget
process,
because
we
looked
at
recreation
as
a
whole
to
give
really
clear
information
about
recreation
and
tying
it
to
data.
So,
based
on
that,
like
our
2019
initiatives
to
build
upon
to
20
was
that
recreation
data
and
evaluation
team,
we
created
a
recreation
and
data
evaluation
team
to
assess
services
and
to
benchmark
against
national
standards.
G
One
thing
we're
very
clear
about:
is
we
want
to
make
sure
that
we
had
a
very
clear
data
data
and
analytics
that
would
drive
the
decision-making
recreations
and
we
present
in
front
of
the
City
Council
or
anyone
that
we
have
a
very
clear
direction
and
data
so
that
data
drives
information
quantitative,
as
opposed
to
qualitative
information.
We
also
then
looked
at
youth
line.
We
realigned
our
youth
line
with
rec
centers,
to
enhance
capabilities
and
to
provide
life,
lifelong
changing
opportunities
low
in
things
that
we
did
with
youth
line
programs.
G
We
move
that
directly
into
our
rec
centers,
so
that
we're
addressing
the
community
in
our
youth
directly
at
the
center's
and
improving
that
right
now
we're
going
through
the
complete
reassessment
of
youth
line
and
looking
at
how
we're
going
to
deliver
the
best
services
for
our
youth
through
a
youth
line
program,
so
reimagining
youth
line
in
a
very
different
way
over
the
last
probably
20
years.
We're
really
doing
a
big
shift
within
youth
line,
but
we're
also
looking
at
the
program
development
engine
team
to
research,
develop
and
evaluate
new
programs.
G
All
of
these
things
are
bruited.
It
really
in
again
data
and
analytics
the
program.
Development
team
is
creating
an
actual
model
within
recreation
that
places
a
development
resource
group
of
people
within
our
department
that
are
looking
at
recreation
in
a
very
different
way.
It's
creating
what
they
call
a
development
engine.
G
So
it's
it's
a
staff
and
people
that
look
at
recreation
from
a
development
process,
so
best
practices,
benchmarking,
analytics
life
cycles
of
programs,
census
reports,
demographics,
so
that
when
we
know
that
programs
come
to
recreation
and
we
design
and
develop
them
that
they're
rooted
in
research
and
understanding,
so
we
can
move
them
in
from
development
and
to
implementation
down
to
our
rec
centers.
So
it's
moving
it
in
through
a
research
and
educated
way.
G
So
one
of
the
things
that
we
also
did
I
know
that
we
we
create
a
draft
called
closing
the
gap
investing
in
youth.
That
report
was
shared,
of
course,
to
the
board
to
the
mayor
and,
of
course,
the
council.
We
have
shared
that
and
it
presented
that
close
the
gap.
It
was
really
based
on
MPP
20
data
and
information
that
was
very
clear
and
what
we
found
with
that
information
is
that
not
only
do
is
look
at
rehabilitation
of
our
centers
and
of
our
properties,
but
also
the
investment
in
youth.
G
That
was
clear
in
the
report,
so
we
presented
that
information.
So
what
we
needed
to
do
is
look
at
really
quality
quality,
innovative
programs
to
serve
youth,
regardless
of
their
ability
to
make
sure
that
youth
were
engaged
and
didn't
have
to
worry
about
cost,
but
we
make
sure
that
we
invest
in
our
youth
so
that
they
could
have
access
an
opportunity
to
our
programs.
G
What
we
realized
was
that
we,
since
basically
2001
in
the
last
probably
18
years
when
you're
like
a
current
service
level,
and
then
you
look
at
the
amount
of
investment
into
youth
when
they
get
those
two
lines.
18
19
years
later.
The
gap
that
we
described
was
about
two
million
dollars
in
gap
and
that's
what
we
call
closed.
The
gap
was
around
two
million
dollars,
invest
in
the
youth,
so
current
service
levels
remained,
but
the
gap
was
around
two
million
dollars
in
funding.
G
G
So
some
of
the
things
that
we
put
into
in
place
I
call
it
the
six
pillars
and
I'll
talk
about
later.
What's
called
ideation
spaces,
youth
enrichment
through
community
forced
employment
and
community
focused
employment,
nature,
programming,
cycling,
community,
gardening
and
intergenerational
centers
of
excellence,
and
all
of
these
are
rooted
really
in
research
and
understand,
what's
happening
with
the
national
trends
and,
what's
being
asked
of
the
community
to
provide
for
our
youth
in
the
city
and
our
rec
centers.
G
So
one
of
the
things
that
we've
all
started
very
clear
about
is
how
we
make
decisions
and
everything
that
we
do
within
Park
and
Recreation
the
clearly
we
look
at
our
racial
equity
criteria
based
system
and
it's
looking
through
a
lens
of
racial
equity
and
making
sure
that
all
decisions
that
we
make
are
based
on
that
lens
and
that
focus
of
racial
equity.
We
are
probably
the
first
in
the
country,
I,
believe
that
has
ever
done
anything
like
this,
with
our
racial
equity,
matrix
and
all
of
our
capital
rehabilitation
programs.
G
It's
really
an
amazing
amazing
process
that
we
go
through,
and
some
of
the
things
that
we
focus
on
is
the
NPP
xx,
capital
improvements
and
real
rehabilitation
funding,
the
regional
Park
Capital
Improvement
Fund,
the
20/20
budget
adjustments,
the
recreations
that
are
funding
and
the
department
budget
goals.
So
again
we're
very,
very
focused
on
our
criteria,
based
system
of
racial
equity
and
were
rooted
in
the
decisions
that
we
look
at
through
that
lens
to
make
sure
that
we're
offering
the
best
services
to
our
community
with
that
equity
lens.
G
So
those
are
the
four
priorities
that
were
adopted,
18
and
again
that
were
attached
to
my
performance
measure
as
the
organization
to
perform
those
goals
in
the
next
four
years.
The
budget
process
also
was
tied
to
that.
So
in
the
budget
process
itself,
everything
that
we
determined
we
decided
doing
the
budget
was
tied
through
a
B,
C
or
D
as
I
go
through
these,
which
means
that
they're
tied
to
the
strategic
direction
and
they
were
able
to
give
very
clear
milestones.
G
So
the
first
one
was
strategic
direction,
a
was
invest
in
youth
and,
as
I
mentioned
before,
we
were
committed
to
closing
the
gap
for
youth
and
also
you
know.
Park
and
Recreation
is
really
uniquely
positioned
to
addressed
to
address
this
need.
We
have
forty
seven
touch
points
throughout
the
city,
really
great
staff.
We
have
the
capital
the
building
the
space
we
are
committed
to
that,
and
we
are
uniquely
positioned
to
deliver
those
services
to
our
residents,
so
we'll
continue
to
work
with
the
city
and
also
with
partner
agencies
to
establish
a
sustainable
youth
investment.
G
What
I'm
clear
about
is
making
sure
that
we
are
not
duplicating
services,
we're
going
to
work
with
all
of
our
partner
agencies
across
the
city,
whether
it's,
of
course,
the
youth
Coordinating
Board
with
the
Boys
and
Girls
Clubs,
with
the
YMCA
s
with
all
of
the
the
schools,
all
of
them
to
make
sure
that
we
are
delivering
the
best
services
and
that
we're
not
duplicating
services.
But
we
are
going
for
our
mission
to
support
our
youth
in
the
city
of
Minneapolis,
so
the
recommended
budget
includes
another
payment
towards
filling
that
gap.
G
So
one
of
the
things
that
I
show
you
the
slide
here
is
really
our
commitment
to
hire
an
additional
60,
youth
and
high-quality
employment
programs.
We
have
the
green
team
team
team
works.
We
have
the
design
team
that
works
with
planning.
These
young
people
are
incredibly
engaged
in
everything
we
do
within
recreation.
They
are
the
ones
that
are
leading
many
of
the
projects
that
we
have.
G
They
do
incredible
work
and
I
think
that
again,
I
mentioned
before
that
we
hire
some
pretty
close
about
600
600
youth
a
year
and
we
probably
waiting
lists
of
another
400.
It's
an
incredible
program.
We
offer
to
the
youth
of
Minneapolis,
so
it's
a
really
important
piece
that
we
do
and
I
think
we're,
probably
one
of
the
best.
In
my
opinion,
one
of
the
best
employment
agencies
and
organizations
in
the
city
for
our
youth.
G
They
get
incredible
service
learning
experiences,
they
put
not
only
dollars
in
a
pocket,
but
they
also
get
an
incredible
amount
of
experience,
working
with
planning
with
environmental
services
with
our
design
teams.
They
do
great
work
and
we
look
to
improve
that
and
really
make
it
into
more
of
a
youth
enrichment
piece
that
they
have
really
outcomes,
not
just
picking
up
trash,
of
course,
but
doing
more
than
that
and
getting
more
out
of
what
youth
employment
is.
And
so
that's
why
we
call
it
youth
enrichment.
G
We
also,
of
course,
are
looking
at
these
ideation
spaces
that
I
mentioned
earlier.
These
ideation
spaces
are
really
critical.
One
of
the
things
that
I've
heard
say
to
us
is
that
Park
and
Recreation
needs
a
stay
in
its
Lane.
This
has
been
our
lane
for
20
years
we
have
over
30
computer
labs
with
Bill
Roddy
through
Osiris
and
our
rec
centers
we've
been
doing
this
for
a
long
time.
What
we're
going
to
do
is
then
enhance
and
improve
these
locations.
G
So
we're
talking
about
here
is
everything
from
arts
science,
team
stem
coding,
documentary
work,
music
production,
audio
engineering
production,
imagine
youth,
doing
movies,
creating
designs,
doing
micro-entrepreneur
businesses
to
where
they
do
hats
and
t-shirts.
For
example.
Then
we
have
a
business
within
this
location
where
they
learn
how
to
run
a
small
business
entrepreneurs
and
then
that
money
goes
back
and
to
support
the
program
right
now
we're
looking
at
two
locations.
G
What
the
goal,
eventually
at
the
end
of
the
day,
is
to
have
multiple
locations
to
the
city
of
these
ideation
location
locations,
so
that
youth
can
lift
up
and
do
what
we
know
in
the
world.
Today
is
tech,
and
so
we
have
opportunity
after
school,
for
these
youth
that
come
to
these
locations
and
to
grow,
and
if
anybody
wants
to
define
what
recreation
is
they
can?
This
is
recreation.
This
is
what's
happening
nationally
around
the
country
and
there's
actually
much
more.
That
I
can
explain
about
this,
but
these
are
really
important.
G
If
you
look
at
this
picture
here
on
the
bottom,
far
right,
that
is
currently
a
Powderhorn
recreation
center
that
keyboard
that
you
see,
the
mastering
board
is
actually
the
one
that
prints
owned.
David
knows
for
10
years
down
there.
So
this
is
nothing
new,
but
we're
gonna
improve
this
and
make
this
better
and
the
possibilities
through.
This
is
really
incredible
and
there's
so
many
opportunity
to
get
youth
into
our
centers
and
expose
them
to
many
different
things.
G
G
The
oops,
sorry,
the
other
one
that
we're
investing
in
is
offering
free,
after-school
programming
for
up
to
80
youth
at
all
at
four
sites,
so
20
youth
that
four
sites.
What
this
would
be
is
a
very
not
just
an
after-school
kind
of
a
check,
and
this
is
actually
gonna
be
four
locations
where
your
families
can
drop
their
kids
off
and
know
that
they
have
a
quality
program
with
certified
staff
that
are
with
these
kids.
So
it's
not
quite
we
call
rec
Plus,
which
is
our
program
that
we
do
in
our
centers.
G
G
So
we're
gonna
be
very
focused
on
making
sure
we
establish
this
Youth
Advisory
Council
and
that
they
will
be
involved
in
the
process
that
we
do
within
Park
and
Recreation,
and
we
hear
their
voices
and
we
design
develop
programs
based
on
their
behalf.
So
right
now
we're
looking
at
12
youth
for
this
particular
program.
H
A
G
President
Park
also
yes,
this
is
a
group
that
we
want
to
expand
and
really
be
focused
within
recreation
and
to
be
a
part
of
the
youth
Cordain
board.
So
we're
going
to
work
with,
of
course,
the
youth
core
kneeboarding
other
agencies,
to
make
sure
that
this
group
is
on
behalf
of
the
park
board,
is
at
all
local
and
all
engaged
in
all
meetings.
Whether
through
Cordain
board
was
MPs
working
with
the
my
they
my
is
working
on
MOU.
G
C
So
I
would
assume
that
you
could,
instead
of
starting
something
totally
new
work
within
the
framework.
It's
not
our
youth
Congress.
It's
the
youth,
Coordinating
boards,
Youth,
Congress
and
I'll,
know
that
the
county
is
putting
$500,000
into
that.
The
city
is
over
three
hundred
and
fifty
thousand
into
that,
and
then
the
park
board
is
supposed
to
be
partnering
and
you
have
sixteen
thousand,
not
even
the
full
amount
of
a
partner.
C
Should
you
not
want
to
work
with
the
youth
Coordinating
Board,
because
you
don't
put
money
into
it,
you
don't
even
pay
for
the
cost
of
essentially
the
$75,000
buy-in
to
be
a
partner
agency.
So
we
asked
Ann
to
group
a
lot
of
these
questions
and
I'm
interested
in
your
point
of
view
about
this
and
I'm,
probably
not
the
only
one,
because
I
saw
a
bunch
of
things.
Go
up.
I
mean
you're,
telling
us
that
you
have
to
do
all
these
new
things.
When
there
is
a
wheel.
G
G
Thank
you.
Yes,
we
will.
We
will
continue
to
work
with
the
youth
Corning
Board,
we're
not
saying
we're
not
that
wasn't
the
intent
of
this
group,
these
young
people,
it
really
is
being
part
of
the
park
board
getting
in
young
people
within
our
organization
to
make
sure
they
connect
with
the
youth
core
nameboard
with
the
agencies
that
exist
out
there.
G
So
we're
just
taking
this
group,
or
maybe
we're
being
very
intentional-
that
we
have
the
youth
that
we
are
committed
to
working
with
them
and
that
they
are
connected
to
Youth
Coordinating
Board,
Youth
Congress
to
the
agencies
that
are
out
there
that
currently
exist.
So
we're
not
reinventing
the
wheel.
We
just
want
to
make
sure
that
we
are
focused
on
connecting
these
youth
to
those
to
those
opportunities
that
are
out
there
within
our
agencies
or
our
partnering
agencies.
B
C
Well,
we
have
no
say
in
their
budgets,
so
I'm,
not
gonna,
berate
the
point,
but
to
suggest
that
the
people
who
serve
on
the
Youth
Congress
couldn't
do
part
of
this
job
directly
with
the
park
board.
It's
not
run
by
the
city.
It's
run
by
a
partnership
that
you're
a
part
of
and
I'm,
also
interested
in
why
the
park
board
isn't
contributing
financially.
At
least
the
partnership
amount
of
seventy
four
thousand
dollars,
but
why
we're
not
you're?
Not
in
it,
it
sounds
seems
like
you,
don't
want
to
work
with
them.
C
C
Coordinating
Board
in
their
Youth
Congress.
Why
are
you
not
financially
invested
in
it,
and
why
will
you
not
work
with
their
group
having
your
own
is
just
a
duplication
of
it
probably
doesn't
cost
anything
to
do
it,
but
I'm
just
interested
in
why
cardboard
doesn't
want
to
participate
at
the
highest
level
possible
with
a
group?
That's
working
on
these
exact
same
things
that
is
not
web
to
anyone
government
entity.
The
schools
are
also
by
the
way
involved
in
it.
Yes,.
G
C
Of
a
like
a
million
dollar
budget
but
you're
a
big
beneficiary
of
it
great
because
that's
where
we
see
centralized
coordination
happening,
but
it
just
seems
to
me
like
as
soon
as
I
heard,
you're
gonna
start
a
whole
new
panel.
To
do
the
exact
same
thing.
The
youth
Coordinating
Board
is
doing
I
mean
colleagues.
Maybe
we
should
look
at
whether
or
not
we
don't
find
the
youth
Coordinating
Board
then,
and
let
the
power
cord
do
this
work.
I.
A
H
You,
madam
chair,
Thank,
You
superintendent,
yes,
I
actually
was
going
to
be
in
15
points.
I
don't
do
to
belabor.
It
I
just
think,
there's
an
opportunity
to
collaborate
there
because
of
the
fact
that
we
already
have
a
entity.
You
know
that
infrastructure
in
place.
So
if
you
have
youth
who
are
interested
in
specifically
focusing
on
Park
and
Recreation
related
work,
there's
an
opportunity
to
create
a
subcommittee.
H
You
know
like
there's
so
that
we
don't
have
to
create
additional
infrastructure
and
given
that
the
parks
are
a
part
of
the
youth,
Coordinating
Board
and
the
Minneapolis
Youth
Congress
is
a
product
of
that
board.
I
just
think
it
could
potentially
be
beneficial
and
for
consideration
with
budgetary
considerations,
so
I
would
recommend,
maybe
connecting
with
and
a
group
on
that
as
well.
Just
as
an
opportunity.
H
And
then
the
one
other
thing
that
I
wanted
to
just
share
is
that,
generally
speaking,
I
have
concerns
about
the
lack
of
diversity
of
programming.
That's
available.
I
can't
speak
for
my
colleagues,
but
in
my
ward
in
particular,
I
have
pretty
much
the
only
programs
that
are
available
in
my
ward
and
we've
talked
about
this
before
ours
at
athletics
and
and
you
know
we
have
football,
and
then
there
was
a
suggestion
of
boxing
and
I'm
like
I
would
really
like
programming.
H
That
does
not
cause
traumatic,
brain
injury
and
my
kids
and
but
in
fact,
enriches
their
lives.
So
we
don't
have
like
dance.
We
don't
have
arts,
we
don't
have
extra
music
programs,
and
so
I
was
just
curious.
I
know
that
we
have
you,
know
the
the
ideation
centers
and
additional
programming
for
20
youth
that
for
size.
H
What
is
the
plan
long
term
to
be
able
to
increase
the
you
know
before
we
I
know
that
ideation
centers
are,
you
know
you
are
part
of
your
purview,
but
as
we
are
looking
at
the
full
picture,
it's
like.
We
just
need
after-school
programming
generally
speaking,
that
really
is
a
menu
of
options
for
young
people
across
youth
development.
And
so
what
is
the
plan
to
be
able
to
expand
that
across
the
city
equitably
yeah.
G
I
think
customer
cunningham,
that's
a
good
question.
One
of
the
things
that
I'm
very
clear
about
is
that
developing
these
ideas,
looking
at
these
pillars,
for
example,
is
the
beginning
to
really
start
to
understand
what
we
do
foundationally
across
the
system.
One
of
the
things
I'm
clear
about
is
that
a
particular
site
can
do
incredibly
good
work
right
because
the
passion
the
person
has
when
they're
there.
G
So
if
I'm,
a
person
that
really
loves
art
and
I'm
a
facility
supervisor,
writing
that
that
that
location,
I
will
then
do
incredibly
great
art
programs,
but
then,
what's
missing
could
be
the
fact
that
within
that
community,
there's
a
preschool
group
of
preschool
program
that
might
be
important,
because
there's
a
large
population
of
families
that
have
moved
in
with
young
young
kids
right
or
they
could
be
an
arts
focus
that
people
want
to
do
pottery
classes.
They
want
to
do
senior
locations
like
older
adults,
right
activities,
arts
sciences,
those
kind
of
things.
G
So
what
I'm
establishing
here
might
go
back
to
a
development
engine
piece?
What
I've
talked
about
that
foundation?
Is
that
fundamentally
we're
changing
the
way
that
we
do
this,
that
it?
No
longer
becomes
about
what
I
feel
and
what
I
like,
but
what
is
rooted
in
the
fact
that
data
and
survey
demographics
that
this
team
is
then
looking
at
the
city
as
a
whole.
G
The
reason
why
it's
important
I
talked
about
data
and
analytics
before
is
that
no
longer
becomes
again
I
feel
like
this
is
something
I
should
do.
It
becomes
what
is
required
of
us
to
do
in
the
center,
based
on
what
the
community
is
telling
us.
This
development
engine,
which
is
called
the
innovation
engine,
creates
them
the
model.
It
does
the
research
and
analytics
behind
it
so
that
when
we
deliver
it,
it's
delivered
in
a
package.
It's
done.
It
doesn't
then,
have
to
be
scared
at
the
center
I.
Don't
have
background
in
nature.
G
This
resource
team
will
help
you
deliver
that
and
will
execute
that
at
all
of
our
locations,
but
part
about
community
garden.
For
instance,
community
garden
will
be
across
all
of
our
centers.
Well,
do
things
from
raising
vegetables
and
doing
farming
and
creating
these
spaces
they'll
be
at
every
place?
Ideation
locations
will
Network
them
throughout
the
location.
Cycling.
Everything
cycling
will
happen
all
the
locations
so
that,
when
you
come
to
the
parks,
you'll
know
that
we
have
the
best
programs
for
teaching
kids,
how
to
ride
earning
a
bike
and
building
a
bike
and
don't
buy
camps.
G
Safety
camps
we're
foundationally
setting
these
now
so
that
it
doesn't
become
a
one-off
at
a
particular
location.
It
becomes
standard
throughout
the
entire
organization
because
then
it
doesn't
become.
Why
does
this
want
to
have
a
really
great
arts
program,
but
this
place?
Doesn't?
Why
does
this
have
a
really
great
preschool
program?
But
this
one
doesn't
right
so
we're
foundation
we're
setting
all
of
that
across
the
organization
and
I.
G
If
I
had
more
time
to
talk
about
the
development
engine,
that's
why
we're
doing
it
from
innovation
and
development
into
implementation,
that
it's
that's
standardized
and
then
I'd
like
to
adjust
as
one
other
thing
too.
Just
to
say
about
the
Youth
Coordinating
Board
I
want
to
be
very
clear
is
that
we
are
partner,
so
we're
gonna
be
working
with
them
fully
I'm
meeting
with
and
aboot
here
in
fact
this
week,
and
so
this
has
never
been
in
any
way
and
a
somehow
that
we
don't
want
to
work
with
youth.
That's
not
the
issue.
G
We
want
to
be
the
best.
We
want
to
be
able
to
offer
the
best
services,
and
so
we're
gonna
connect
our
kids
to
this,
and
our
youth
to
that
I
will
get
more
information
back
to
core
course
on
what
we
invest
in,
but
we're
very
committed
to
working
with
our
youth,
coordinating
with
all
their
partners.
There's
no
question
of
that.
Madam.
H
Is
the
amount
of
nonprofits
and
youth
serving
nonprofits
in
areas
like,
for
example,
in
my
ward,
I
literally,
don't
have
any
nonprofits,
with
the
exception
of
one
we
have
a
music
program
and
but
other
than
that
we
don't
have
any.
And
so,
if
you
do,
the
youth
coordinating
boards
like
what's
up
six
one
two,
you
will
see
that
essentially
like
the
schools
and
the
parks
are
the
only
youth
programs
in
my
entire
ward,
and
so
you
know,
I
just
would
like
to
offer
that
for
consideration
like
we
don't
have
a
Boys,
&
Girls
Club.
H
G
Understood,
thank
you
and
I.
Think
we
were
committed
to
which
is
very
clear.
Also,
is
that
organizations
that
come
in
and
want
to
work
with
us,
whether
it's
the
YMCA,
Boys
and
Girls
Clubs
ever
might
be,
are
looking
for
a
place
where
they
know
they
can
land
and
where
we're
gonna,
be
able
to
execute
that
program
and
deliver
that
right
and
so
we're
working
right
now
with
our
partner
agencies.
I
know
with
even
Glen
I
understand
at
the
YMCA.
G
G
Youth
are
looking
for
employment
programs,
so
now
just
meeting
with
Glen
he's
like
we'd
love
to
have
those
kids,
those
those
young
people,
so
we're
working
with
them
to
build
that
we've
talked
about
urban
AG
and
connecting
with
their
Boys
and
Girls
Club
they're
looking
at
technology
and
building
out
spaces,
but
other
real
that
we
can
be
the
place
that
can
do
that
and
we
can
go
on
and
on.
But
that
is
all
those
relationships
and
partners
that
we
can
build
upon
to
deliver
the
best
services
for
our
community.
G
G
Right
I'll
quickly
get
through
these
she's
tricky
to
dress
and
be
to
be
financially
sustainable.
We,
of
course,
are
committed
to
addressing
ongoing
financial
challenges
to
ensure
quality
service
and
programs
and
facilities,
and
the
budget
reflects
that.
We
look
for
two
efficiencies,
revenue
increases
and,
of
course,
expenditure
reductions
to
implement
initiatives
not
supported
through
the
property
tax
levy.
So
we're
very
clear
that
we're
going
to
make
sure
that
we
follow
the
directive
of
our
board
and
what
the
community's
asking
for
and
within
the
budget
we
are
delivering.
G
We
are
going
to
work
towards
making
sure
we
deliver
these
services
to
the
community
and
our
youth
and
residents
strategic
direction.
C
is
protect
the
environment,
so
we
realized
that
within
the
recommended
budget,
we
have
a
management
analyst
position
focused
on
energy
sustainability
and
efficiency.
G
A
H
G
A
customer
coming
up:
yes,
there
is
been
I,
don't
know
the
specifics,
but
I
do
know
that
assistant
superintendent,
Jerry
Jerry
barek
with
our
department,
is
working
very
closely
with
the
city
on
all
different
initiatives.
I
can
give
very
specific
examples
of
that,
but
there
I
do
know
that
there
is
a
connection
and
they
are
working
together
on
sustainability
and
I
can
give
very
specifics
to
that.
For
you,
yep
you're
welcome
councilmember.
I
Continued
on
that
I
think
looking.
These
are
all
very
good,
but
I
think
it's
very
much
focused
on
reducing
carbon
and
not
unlike
being
part
of
the
solution
and
I.
Think
we're
very
much
in
that
tie
like
this
is
very
timely.
I'm,
where
the
city
is
really
headed
to
is
the
next
step
of
how
are
we
drawing
down
carbon?
I
How
are
we
thinking
toward
the
future
and,
and
frankly,
the
perk
board
is
so
much
better
position
than
the
city
is
just
with
the
land
you
have
of
what
you're
capable
of
yes,
so
I
think
just
on
your
fourth
bullet
point,
I,
just
encourage
you
to
kind
of
push
that
to
think
about
like
how
you
can
be
drawing
down
carbon
in
all
of
the
land
that
you
have
and
continue
the
conversations
with
sustainability.
Absolutely.
G
Thank
you
yes
and
I
do
know
that
we're
you
know
we
planted
what
some
9,000
trees
example
right.
It's
the
most
powerful
thing
to
do,
and
so
we
are
committed
to
that
again.
I
can
get
very
specific
examples
of
what
we're
doing
within
our
carbon
footprint
within
the
city
and
looking,
of
course,
towards
the
use
of
electric
vehicles
and
so
on
and
so
forth.
So
there's
I
will
share
more
information
with
that
and
then,
of
course,
the
last
strategic
direction.
G
D
is
engaged
communities
of
power
so
again
everything
that
we
have
that
we
do
has
the
racial
equity
lens
attached
to
it
and
we're
very
proud
of
that.
With
a
racial
equity
action
plan,
we
have
community
participation
in
various
advisory
councils
and
committees,
which
is,
in
my
opinion,
it's
an
incredible
work
that
we
do
with
our
community
and
how
we
engage
only
in
everything
we
do
within
our
planning
department,
but
all
of
our
advisory
committees.
G
It's
really
powerful
work
and
so
very
proud
of
that,
and
then
within
the
recommended
budget
includes
implementation
of
the
language,
access
plan,
development
of
a
police
officer,
career
pathway
for
non-traditional,
diverse
candidates
and
expanding
the
ambassador
program
with
volunteer
support.
These
are
some
of
the
three,
the
three
areas
that
I
can
also
share
further
with
you,
but
we're
very
committed
again
to
our
engage
in
communities
of
power
and
making
sure
that
we
are
connected
to
our
community
and
delivering
the
best
services
in
Park
and
Recreation
to
our
residents.
G
C
Thank
you,
madam
sure,
I'm
interested
in
this
developing
your
own
career
pathway
for
police
officers
really
is
that
the
business
you
guys
are
in
is
developing
career
pathways
for
police
officers.
I
mean
those
police
officers
at
the
park
board,
actually
I
think
work
for
the
city
so
and
we
are
killing
ourselves
to
have
more
diverse
candidates,
I'm
interested
if
you're
putting
money
into
developing
a
new
career
pathway.
At
the
same
time,
the
city
is
working
on
that
cuz.
G
What
it
is
is
that
chief
ohad,
oh
we're
trying
to
get
diverse
candidates
within
Minneapolis,
Park
and
Recreation
Police
Department,
and
so
what
this
particular
plan
is
is
starting
to
reach
out
to
candidates
earlier.
So
when
they
understand
what
the
opportunity
is
within
the
policing
that
we
are
starting
to
work
with
them
earlier
before
the
job
announcement
just
goes
out
and
they
apply.
G
But
they
understand
that
there's
a
pathway
into
becoming
a
police
officer
within
the
city
of
Minneapolis,
and
what
we
want
to
do
is
we
want
to
make
sure
that
we
connect
with
people
with
a
diverse
candidate
pool
earlier
than
just
again
putting
an
application
out
there.
So
this
engagement
is
just
a
way
of
saying
here's
opportunities
within
the
police
force
within
Minneapolis
and
there's
an
opportunity
within
Minneapolis
the
police
department,
the
Minneapolis
Park
Police
Department.
That
is
another
pathway
for
you
to
engage
or
to
to
to
apply
for
within
Minneapolis,
Park
and
Recreation.
F
C
You
would
think
that
would
be
coordinated
with
MPD
and
it
wouldn't
cost
you
anything
so
I
don't
know
enough
about
this,
but
perhaps
the
chair
or
someone
else
who
serves
on
public
safety,
the
chair
of
Public
Safety
at
some
point,
can
confer
okay
I
mean
we
are
killing
ourselves
to
define
to
identify
candidates
who
adequately
reflect
the
population
that
they
serve
and
I'm
somewhat
surprised
that
the
park
board
needs
to
do
that
too.
I
mean
the
whole
beginning
of
the
thing
was
about
how
we
don't
have
enough
money
to
do
all
these
things.
C
We
want
yet
you're
involved
in
all
these
things
that
are
already
happening,
but
just
doing
them
on
your
own
and
a
duplicated
way.
So
maybe
I'm
wrong
I
don't
serve
on
Public
Safety.
Someone
who
serves
probably
should
comment
better
than
I
I
have
no
issue
with
the
idea.
I,
just
don't
think
that's
something
you
guys
should
have
to
pay
for.
Okay,.
H
You,
madam
chair
I,
actually
was
going
to
suggest
or
ask
flesh,
suggests
around
the
community
service
officers
program
to
take
that
into
consideration,
because
that
is
the
career
pathway
program
that
intentionally
recruits
non-traditional,
diverse
candidates
into
the
police
force
and
so
I.
Here
wanting
to
connect,
you
know
reach
out
to
folks
prior
to
even
finding
that
pathway
into
the
program,
but
I
just
think
that
there's
an
opportunity
to
collaborate
with
MPD,
because
we
have
the
community
service
off
the
service
officer
for
the
CSO
program,
and
that
is
I
think
what
you're
hoping
to
it.
H
What
chief
AHA
toe
is
hoping
to
achieve
in
this,
and
so
there
might
be
an
opportunity.
Even
if
you
know
the
dollars
are
allocated
just
to
figure
out
like
the
pathways
that
already
exist
and
how
to
leverage
those
to
achieve
your
outcome.
So
as
somebody
who
is
pretty
involved
with
the
public
safety
work,
I
just
want
you
to
maybe
take
that
into
consideration
and
then
I
know
that
there's
been
some
conversations
around
shifting
the
paradigm
around
safety
in
parks,
away
from
policing
and
police
officers
to
more
Park
Rangers
I'm.
Just
curious
like
do
you
all!
H
G
Thanks
for
the
question,
because
Americana
ham,
we
at
this
point
there
hasn't
been
a
conversation
about
changing
officers
from
sworn
officers
to
or
police
officers
to
Rangers
right
now.
What
the
discussion
has
been
around
is
uniform.
The
color
of
the
uniform
for
the
officers
that
is
the
board,
has
asked
that
question.
They
have
looked
to
see
what
that
is.
G
We
have
done
the
research
and
and
understanding
of
what
that
would
be,
so
that
is
in
the
hands
of
the
board,
but
there
hasn't
been
at
this
point
to
me
specifically
about
changing
sworn
officers
from
the
APA's
Park
and
Recreation
to
the
named
Rangers.
That
has
not
been
a,
but
I
will
say
that
I
know
that
chief
Oh,
hot,
oh
and
chief
Rondo
are
very
connected
and
I
can
almost
guarantee
that
chief
O'hara
has
spoken
directly
with
chief
Rondo
about
this
opportunity
to
look
at
how
we
start
to
recruit
for
Park.
G
G
H
A
Superintendent
Fangoria
you
mentioned
that
the
conversation
around
Park
Police
has
been
more
in
line
around
the
uniform
that
they
wear
and
is
it
is.
Can
you
help
me
share
the
goal
there?
I,
don't
think
it's
from
changing
to
from
blue
to
brown
is
a
uniform
color,
but
rather
to
create
a
softer,
uniform
correct
option,
and
can
you
share
with
us
the
goals
of
that
a
little
bit
yeah.
G
Sure
promise,
yes,
that
has
been
the
discussion.
It
is
looking
at
the
uniform,
color
and
there's
only
basically
three
options:
there's
either
blue
the
brown
or
the
green
is
options,
so
the
Green
has
been
mentioned
as
a
color.
That
would
then
distinguish
our
officers
as
Park
officers,
so
that
is
so.
There's
both
sides
to
this.
There's
the
side
that
I
know
that
officers
within
the
organization
are
proud
to
wear
the
blue
color
of
Minneapolis
officers.
They
are
sworn
in
within
that
blue
uniform.
G
So
there
is
that
pride
for
that,
but
there's
also
the
pride
to
being
a
park
officer,
meaning
that
they
are
sworn
officers,
but
they
are,
they
do
address
the
issues
within
our
park
system.
That's
what
keeps
it
safe.
Less
than
2%
of
crime
happens
within
our
parks.
That's
what
the
uniqueness
of
our
officers
and
and
the
pride
of
having
that
as
part
of
our
as
part
of
Memphis,
Park
and
Recreation,
as
the
safety
of
our
our
Park
and
the
safety
of
the
city.
G
J
You,
madam
chair,
I'm,
really
happy
superintendent
that
you're
having
that
conversation
around
that
I
personally
think
it
would
be
really
great
to
see
Park
officers
really
rebranded
as
Rangers
wearing
the
green
uniforms
and
it's
something
that
I
hope
they'd
be
proud
of,
because
I
look
at
our
National
Park
Service
Rangers
that
are
wearing
very
distinguished
uniforms
and
serving
that
law
enforcement
role
and
I.
Think.
F
J
Doing
tremendous
work
and
adding
tremendous
value
to
our
Park
systems
nationally
and
I
think
it
would
be
great
to
have
that
distinction
locally
as
well,
because
I
think
too
many
of
residents
don't
realize
that
it
is
a
separate
body
and
they
serve
a
separate
role
from
Minneapolis,
Police
and
I.
Think
that
that
would
be
helpful
not
only
for
residents
and
not
only
for
the
softer
experience
that
others
have
talked
about.
J
G
A
Superintendent
bhangra
I
appreciate
that
most
of
the
work
the
Park
Police
do
within
the
parks
is
not
dispatched,
but
as
the
way
that
the
future
of
Park
Police
would
operate
through
dispatch,
it
wouldn't
be
any
different
right.
It
would
still
be
looking
to
have
sworn
peace
officers
serve
in
these
roles.
A
G
Sir
well,
yes,
they
are
sworn
officers,
so
there
rules
when
that
change.
As
far
as
response
that
would
occur
in
the
street
if
they
responded,
they're
the
closest
officer
to
response
to
something
that's
within
the
city,
they
respond,
but
again
most
of
their
work.
When
we
broke
it
down
was
85
percent
of
their
work
is
connected
to
parks,
but
they
are
sworn
officers
and
they
are
responding
to
whatever
the
city
needs.
A
K
Sure,
Palmisano
and
councilmembers
good
morning,
I'm
Julie
Wiseman
I'm,
the
finance
director
for
the
Minneapolis
Park
and
Recreation
Board.
Prior
to
your
presentation.
Late
last
week,
you
received
three
documents
via
email.
The
first
document
is
our
2020
superintendent's
recommended
budget,
and
then
you
each
received
a
copy
of
the
closing
the
gap
document
and
then
a
large
document
which
is
our
our
2020
to
2025
CIP,
with
much
more
detail
than
what
can
actually
be
fit
into
the
budget
pocket
step.
So
I'm
going
to
walk
you
through
the
budget
book.
K
We
established
some
increases
in
our
current
fees
and
charges
and
then
we
always
ask
our
departments
to
come
up
with
great
new
ideas.
So
we
are
implementing
some
new
fees
and
charges
based
on
some
new
services
and
different
ways
of
delivering
a
couple
of
different
services.
But
then
we
also
had
to
do
some
service
reductions.
So
we
had
to
look
in
every
division
and
reduce
some
services
and
the
first
one
is.
K
The
general
fund
initiatives
outlines
all
of
the
changes
that
happened
within
the
divisions
and
the
departments
for
the
other
general
fund
initiatives.
I
am
highlighting
the
Commons
as
you
all
know,
that
by
Court
decision
that
became
the
park
board's
responsibility
in
May
of
this
year.
It
is
under
appeal,
so
we're
waiting
for
the
determination
from
the
courts
on
the
appeal
in
the
mayor's
recommended
budget.
K
The
next
section
of
the
budget
book
is
the
strategic
directions
and
performance
goals
that
the
superintendent
talked
about.
The
strategic
direction
was
adopted
by
our
board
in
April
of
2018
and
it's
their
direction,
based
on
our
comp
plan
of
what
they
wanted
to
accomplish
during
their
term
on
the
board.
The
performance
goals
were
adopted
and
Apryl,
as
the
superintendent
talked
about
those
are
the
goals
by
which
the
superintendent,
the
executive
team,
the
department's
the
organization,
will
be
measured
to
see
how
successful
we
are
in
implementing
those
goals.
K
I'm
showing
this
is
just
an
example,
but
you'll
see
that
this
section
is,
is
pretty
pretty
large
at
this
point
because
we
have
we
have
the
strategic
direction,
invest
in
youth
and
then
there's
performance
goals
underneath
there.
This
is
an
example
of
our
performance
goal
around
youth
employment.
So
the
performance
goal
is
that
we
would
have
sustainable
growth
in
youth
employment
and
we
would
like
to
increase
youth
employment
in
our
organization
by
25%
by
2022.
K
We
outline
the
milestones
that
are
going
to
happen
each
year
and
now
we
are
starting
to
starting
to
identify
our
accomplishments
around
each
one
of
these
goals
and
performance
measures.
So
between
the
adopted
budget
in
2019
and
the
superintendent's
recommended
budget
for
2020,
we
are
increasing
youth
employment
by
a
hundred
and
six
youth.
That's
a
14
percent
increase,
so
we
are
a
little
more
than
halfway
to
our
goal
of
25
percent.
K
The
next
section
of
the
budget
book
is
the
background
information
and
then
property
taxes.
This
is
the
first
section
that
is
financial.
Our
maximum
property
tax
levy
is
69
point
five
million
dollars.
That's
a
five
point:
seven
percent
increase.
We
are
eighteen
point.
Six
percent
of
the
total
city
tax,
local
government
aid
in
2020.
We
expect
to
receive
nine
point:
six
million
as
the
city
incurred
of
reductions
and
now
the
lgh.
So
did
the
park
board
our
2020
amount
of
nine
point.
K
Six
million
is
still
about
a
million
dollars
underneath
what
was
the
maximum
amounts
we
used
to
get
before
the
economic
downturn?
The
next
section
of
the
budget
book
is
the
general
fund
in
our
general
fund
property
taxes
make
up
75%
of
our
general
fund
budget,
so
we
are
heavily
reliant
on
property
taxes
for
for
the
programs
and
services
we
provide
and
again,
if
you
think
about
Parks
and
Recreation,
a
lot
of
our
programs
and
services
are
free.
K
There
is,
you
know
when
you're
talking
about
equity,
we
need
to
make
sure
that
we
are
providing
services,
regardless
of
a
person's
ability
to
pay,
and
therefore
we
are
more
heavily
reliant
on
property
taxes
on
the
expenditure
side
of
our
budget.
Almost
70%
of
our
budget
is
wages
in
fringe.
We
are
people
serving
agency
and
it
takes
people
to
serve
people.
K
Our
expenditures
by
division
is
the
next
chart.
You'll
see
our
environmental
stewardship
is
almost
50
percent
of
the
general
fund
budget.
So
that's
the
maintenance,
forestry
environmental
management
recreation
makes
up
twenty
five
point.
Two
percent
of
our
budget.
Our
board
had
talked
a
lot
about
wanting
to
see
that
their
their
values
start
being
reflected
within
their
budget.
So
you'll
see
the
two
largest
dollar
amount
increases
are
in
the
environmental,
stewardship
and
recreation
services,
so
that
is
definitely
being
reflected
in
the
budget.
C
K
We'll
talk
about
a
talk
about
the
bigger
part
of
it
in
capital,
but
during
the
neighbor
of
in
the
MPP
20
program,
we
received
an
additional
three
million
dollars
to
improve
our
service
levels
for
for
maintenance,
mowing
pruning
some
specific
items,
that
is,
that
was
property
tax
dollars.
So
it
is,
it's
not
a
separate
funding
amount.
It's
part
of
our
levy
and
the
majority
of
that
budget
is
in
the
environmental
stewardship
Department
I'm.
C
K
Councilmember
Goodman
this
is
this-
is
actually
the
general
fund.
So
what
is
reflected
in
capital
is
our
pay
as
you
go
capital.
So
this
is
the
amount
of
our
capital
levy,
so
it's
part
of
the
property
tax
levy
that
we
then
transfer
to
the
capital
projects
fund.
If
you
remember
in
NP,
P
20
in
our
MPP
20
conversation,
we
were,
we
felt
our
need
was
15
million
dollars
a
year.
K
K
K
K
The
next
section
of
our
budget
is
the
special
revenue
funds,
so
these
are
dedicated
revenues
that
have
to
be
reserved
for
a
specific
issue,
so
it's
either
a
grant
or
it's
a
donation
agreement.
The
tree
preservation
and
reforestation
levy
is,
is
identified
in
this
fund.
That's
because
it's
a
special
property
tax
levy
for
the
emerald,
ash,
borer
and
tree
loss
due
to
storms.
K
The
other
two
things
that
are
rlr
identified
here
are
the
park.
Dedication
fees
are
brought
into
this
fund
until
they're
allocated
out
through
the
capital
improvement
program,
as
well
as
our
operations
and
maintenance
money
that
we
receive
from
that
council
through
the
lottery
proceeds.
Those
are
accounted
for
in
this
fund
until
they're,
specifically
allocated
out
within
the
capital
program.
The
next
section
of
the
budget
book
is
the
Enterprise
Fund.
K
We
have
several
operating
units
within
the
enterprise
fund.
You'll
see
that
customer
service
with
parking
use
and
events
and
vendor
and
concessions
and
agreements
are
big
moneymakers
in
in
the
enterprise
fund.
We
are
still
working
through
some
memory,
some
agreements
with
the
Walker
and
we
hope
to
make
the
sculpture
garden
a
revenue
producing
facility
Golf
is
listed
here
again.
Golf
has
been
operating
on
at
a
loss
for
several
years
and
it's
this
superintendent's
commitment
to
really
look
at
golf
operations
and
figure
out.
K
How
does
that
fit
within
the
system
system
of
Parks
and
Recreation
the
Enterprise
Fund
this
year
we
established
a
separate
capital
improvement
program
for
the
enterprise
fund,
just
like
we
did
with
NPP
20
when
we
were
entering
2:10
npp
20.
The
first
year
of
this
program
is
around
more
around
doing
the
inventory
assessments
of
what
we
have.
What
the
needs
are,
what
the
condition
indexes
are
for
the
assets
and
this
fund,
so
that
we
can
be
more
mindful
in
prioritizing
those
things
in
the
future.
K
You
will
see
that
there's
a
line
item
here
for
the
bidet,
my
Casca
concession
building
that
we
lost
through
the
fire.
The
million
dollars
is
the
insurance
proceeds
of
that
we
are
receiving
for
the
loss
of
that
building
and
we
are
looking
for
other
avenues
to
to
enhance
that
dollar
amount
as
we
look
into
design
and
reconstruction
of
that
building,
the.
K
H
K
I'm
am
I
miss
reading
that
no
a
councilmember
Cunningham
I'm,
sorry,
so
the
main
paving
program
is
done
with
City
Public
Works.
There
are
times
that
we
apply
for
grant
funding
through
state
of
Minnesota
for
different
parkway
improvement
and
sometimes
the
federal
government,
and
so
that
would
supplement
the
net
debt
bonding.
That's
already
programmed
through
City
Public
Works
great.
A
A
K
Council,
member
or
chair
Palmisano
it
does
not.
The
enterprise
fund
is
completely
self-supporting.
No
property
tax
dollars
goes
to
the
enterprise
fund.
So
if
I
just
back
up
so
right
now,
because
Golf
is
losing
money,
it's
actually
the
parking
use
an
event.
It's
the
other
areas
that
are
supporting
that
and
not
property
taxes.
The
issue
that
we
get
into
is
because
it's
been
losing
money.
We
aren't
able
to
reserve
funds
for
capital
improvements
and
it's
it's
is
kind
of
a
you
know,
a
down
downward
spiral.
K
A
C
C
C
C
C
I
would
guess
it
would
come
at
a
very
high
price
given
where
it's
located
so
close
to
Southwest
LRT,
where
everyone
wants
to
develop
things
so
I
think
the
time
has
come,
given
the
fight
over
the
levee
to
look
at
potential
other
solutions,
even
if
they're
different
in
order
to
help
the
system
serve.
Inner-City
youth.
A
K
So
the
next
section
of
the
budget
book
is
our
internal
services
funds.
We
have
three
internal
Services
funds,
information
technology
services,
our
equipment
operations
and
then
the
self
insurance
fund,
which
does
include
our
self-insured
for
workers,
comp
general
liability
and
then
the
procurement
of
commercial
property
insurance
you'll
see
that
our
equipment
operations.
We
are
recommending
a
budget
that
utilizes
a
little
over
$500,000
in
reserves
that
again
is
catch-up
from
the
delays
and
equipment
purchases.
That
happened
when
there
were
state
contract
issues
and
they
stopped
all
ability
to
procure
for
a
period
of
time.
K
So
we
are
recommending
the
use
of
reserves
to
catch
up
with
our
replacement
plan.
And
then
here
is
the
capital
improvement
program
that
councilmember
Goodman
was
interested
in,
and
so
the
first
line
is
the
MPP
20
pounds
of
10.5
million.
We
have
our
neighborhood
park
capital
levy
and
then
park
dedication
that
is
being
allocated
in
2020
and
2021.
We
don't.
K
We
don't
allocate
park
dedication
out
throughout
the
whole
program
because,
as
you
know,
part
education
money
is
coming
in
sometimes
almost
daily,
and
so
once
we
get
closer
to
the
year
of
construction,
we
look
at
what
park
dedication.
Funding
is
available
in
the
areas.
I
will
point
out
that
2020
is
your
four.
K
Our
MPP
20
budget,
our
program
and
really
the
first
year
was
like
I
said,
was
a
lot
of
assessments
and
prioritizing
of
projects.
So
years,
two
and
three
you're
really
starting
to
see
the
construction
out
you
know
out
in
in
the
communities.
It
sometimes
doesn't
feel
fast
enough
for
some
some
neighborhoods
and
some
people,
but
understanding
that
this
is
a
long-range
program
20
years.
K
So
we
we
are
going
to
get
through
all
of
our
parts
before
the
end
of
the
20
years
and
be
able
to
start
a
second
round
in
a
few
of
the
parks
and
within
that
20
years,
but
we
may
not
get
everything
that
we
wanted
to
get
done
done
and
then
the
last
section
of
the
budget
book
is
the
personnel
summary
and
I
just
provided
a
a
workforce
history.
So
you
can
definitely
see
the
economic
downturn
and
then,
as
we've
come
back,
come
back
up
and
you
know
we're
not
looking
to
get
to
601.
K
We
don't
know
what
you
know,
what
what
is
the
right
complement
of
full-time
employees?
We
have
an
asset
management
system.
Now
we
have
a
online
registration
system.
The
superintendent
talked
about
the
data
and
the
analytics
our
system
now
is
a
lot
different
than
it
was
in
2003.
We
have
more
acreage,
we
have
more.
We
have
a
much
more
diverse
community
in
which
we
serve
so
I'm.
Looking
forward
to
our
work
towards
understanding
what
is
really
the
right
complement
of
of
staffing
going
forward
director.
A
Wiseman
is
my
understanding
that,
during
the
mark-up
last
year
that
the
park
board
author
ID
increases
to
FTE
counts
based
off
of
one-time
money.
That
was
then
in
the
mayor's
continuing
service
level
request
this
year.
Is
that
the
case
and
if
so,
I
think
the
mayor
honored?
That
request
is:
is
that
right,
councilmember.
K
Her
chair
Palmisano,
we
did
not
authorize
full-time
employees
with
one-time
funds.
What
happened
last
year
in
the
mark-up
is
that
some
positions
were
added
and
we
knew
that
the
positions,
because
job
descriptions
needed
to
be
updated.
We
know
how
long
it
takes
to
go
through
the
civil
service
process
that
we
didn't
fully
fund
those
positions
in
2019.
K
Going
forward,
November
is
the
time
for
our
board
to
react
to
the
superintendent's
recommended
budget,
and
we
also
take
public
comment.
So
those
meetings
are
on
November,
6th
and
November
20th
and
then
on.
December
4th
our
admin
and
Finance
Committee
will
need
to
adopt
the
2020
budget
and
move
it
forward
to
our
full
board
so
that
we
can
adopt
our
property
tax
levy
and
our
budget
on
this
eleventh,
as
you
all
will.
A
Thank
you.
Minneapolis
Park
and
Rec
board,
Thank
You,
superintendent,
Bangor,
a--,
director,
Wiseman
and
others
here
today.
I
do
before
we
adjourn
wanna
just
remind
my
colleagues.
Thank
you
for
coming
today
how
the
rest
of
this
budget
process
goes.
We
have
completed
all
of
our
departmental
briefings
and
so
I
will
make
a
motion
Tracy
even
file.
We
have
just
enough
to
do
that
here
now.
We
will
cancel
the
overflow
time
that
we
originally
put
on
calendars
for
November
4th
then
on
November
7th.
A
The
intent
is,
it
is
a
daytime
budget
tear
tear
a
public
hearing
that
is
intended
to
get
the
community's
input
on
the
mayor's
recommendations
before
we
start
doing
other
kinds
of
work
on
our
city's
budget,
then
on
the
evening
of
December
4th
that
is
intended
to
get
community
input
on
the
total
levy
amount
and
we
tend
to
hear
feedback
continued
feedback
on
the
mayor's
budget
and
that
sort
of
thing,
then,
on
December
6th.
That
budget
meeting
is
for
the
council
to
respond
and
add
our
components,
introduce
amendments
to
that
budget.
A
After
that,
December
11th,
these
two,
the
sixth
and
the
eleventh,
are
not
normally
so
close
together,
but
simply
because
of
where
Thanksgiving
lies
on
the
calendar
this
year
that
pushes
it
to
be
kind
of
compressed
on
December
11th.
The
community
gets
to
respond
to
the
council's
actions
and
then
for
us
to
make
any
further
changes
and
adopt
our
city's
budget
for
the
year.
A
Have
there
any
questions
or
comments
from
my
colleagues,
okay,
I
will
move
to
receive
and
file
the
following
department
budget
presentations,
the
convention
center,
the
civil-rights
in
the
mayor's
office,
and
also
our
briefing
from
the
park
board.
All
those
in
favor,
please
signify
by
saying
aye
aye
pose
that
carries
those
items
are
received
and
filed
with
that
our
Budget
Committee
is
adjourned.
Thank
you
for
your
time.