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From YouTube: September 24, 2020 Budget Committee
Description
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B
Good
morning
my
name
is
lennae
palmisano
and
I'm
the
chair
of
our
budget
committee
and
I'm
going
to
call
to
order
this
regular
committee
meeting
for
thursday
september
24th
before
we
proceed.
I
should
note
for
the
record
that
this
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
provisions
of
minnesota,
open
meeting
law,
section
13d
.021
due
to
the
declared
state
of
local
public
health
emergency.
A
B
C
A
D
A
B
Present.
Thank
you.
Please
let
the
record
reflect.
We
have
a
quorum.
We
have
one
item
on
the
agenda
today,
which
is
an
overview
continued
from
our
last
meeting
of
the
mayor's
proposed
2021
budget
presented
to
us
by
the
budget
office
today,
amelia
kruger
and
micah
intermil.
I
will
invite
director
intermila
our
city's
budget
director
to
begin
welcome.
D
Great.
Thank
you.
This
presentation
will
focus
on
the
broad
strokes
of
the
changes
included
in
the
mayor's
recommended
budget
department.
Heads
will
be
joining
you
over
the
month
of
october
and
into
early
november
to
provide
details
of
the
service
level
impacts
of
the
changes
I
will
be
describing
most
sections
of
the
comprehensive
budget
book
were
posted
online
on
tuesday
afternoon.
My
team
is
working
hard
to
compile
the
final
details
and
post
those
yet
this
week
for
those
interested
in
accessing
the
details.
They
can
be
found
at
budget.minneapolismn.gov
of
note.
D
As
the
chair
indicated,
I'm
joined
today
by
our
manager
of
budget
analysis
and
information,
amelia
kruger,
to
help
provide
answers
on
any
deep
or
detailed
questions
you
might
have
about.
The
numbers.
Amelia
is
coming
up
on
our
anniversary
here
with
the
city
and
has
been
invaluable
to
all
of
our
many
budget
efforts
this
year.
D
D
As
I
mentioned
last
week,
the
mayor's
recommending
both
the
cuts
necessary
to
balance
the
budget
and
new
expenditures.
He
sees
necessary
to
address
many
of
the
policy
challenges
facing
our
city
next
slide.
Please
each
department
is
seeing
cuts
to
their
current
service
level
or
base
budget
under
the
mayor's
proposal.
D
These
positions
are
not
being
eliminated
from
the
approved
rosters
for
departments,
meaning
they
will
be
considered
part
of
the
current
service
level
when
we
get
to
starting
the
2022
budget
process
in
just
a
few
short
months,
but
these
positions
are
not
funded
in
this
proposed
budget,
so
departments
will
not
be
able
to
hire
unless
they
are
granted
a
waiver
and
find
sustainable
funding
for
the
positions
through
reorganization
or
reallocation
of
their
financial
resources.
Next
year,
the
second
cut
to
personnel
comes
in
the
form
of
position
eliminations.
D
If
the
mayor
were
here
with
us
today,
I'm
sure
he
would
emphasize
that
he
endeavored
to
keep
the
number
of
layoffs
included
in
this
budget
proposal
as
low
as
possible.
Ultimately,
there
are
19
layoffs
included
in
this
recommended.
Budget
funding
is
not
included
for
those
positions
in
2021.
Nor
will
those
positions
be
considered
part
of
the
approved
roster
for
2022
with
respect
to
allocation
budgets,
because
all
departments,
including
internal
service
departments,
are
seeing
cuts.
The
cost
of
internal
services
is
going
down,
so
the
resources
needed
to
pay
those
internal
bills
are
less
allocation.
D
Budget
cuts
represent
meaningful
savings
at
roughly
12
percent
of
the
total
reductions.
In
this
proposal
it
is
particularly
important
to
capture
those
savings
in
the
general
fund,
as
it
reduces
as
it
reduces
pressure
on
the
property
tax
levy
in
the
special
revenue
and
enterprise
funds.
These
cost
reductions
only
help
to
shore
up
reserves
for
future
years.
D
Finally,
with
respect
to
non-personnel
budgets,
there
are
cuts
to
both
programming
dollars
and
discretionary
spending.
These
cuts
make
up
22
percent
or
roughly
one-fifth
of
the
total
reductions.
In
this
proposal,
department
heads
will
provide
full
detail
of
what
is
being
cut
and
the
service
level
impacts
when
they
come
before
you
next
month
and
into
november
next
slide.
D
D
Important
work
of
the
city
that
folks
have
come
to
rely
on,
such
as
the
trans-equity
summit,
which
was
held
just
this
past
week
for
its
seventh
successful
year,
have
not
been
funded
in
an
ongoing
way.
This
means
that
each
year,
active
choices
have
been
made
to
continue
the
work
or
not,
but
have
the
work
not
been
continued?
It
would
not
have
required
a
cut
to
that
budget.
D
I
should
note
that
the
departments
are
being
presented
in
three
sections:
coordinator
departments,
charter
departments
and
policy
and
oversight
departments
such
as
the
mayor
council
and
a
few
others.
There's
no
science
to
this.
Nor
were
attempts
made
to
balance
the
cuts
in
terms
of
these
groupings.
I
simply
couldn't
develop
a
slide.
That
legibly
showed
all
the
cuts
in
one
place.
D
These
cuts
of
6.7
million
dollars
represent
16
percent
of
the
operating
budget
for
the
department
and
do
not
include
reductions
to
the
capital
program,
which
total
several
million
dollars
more.
As
we've
discussed
at
length,
the
social
distancing,
prohibition
on
large
gatherings
means
less
revenues
and
less
activity
at
the
convention
center
generally,
and
that
is
picked
up
in
this
cut.
D
Intergovernmental
relations
and
emergency
management
both
see
cuts
of
greater
than
10
percent
due
to
the
outsized
impacts
of
personnel
cuts
of
one
individual
from
each
of
these
small
teams.
In
the
case
of
intergovernmental
relations,
the
position
is
frozen
for
2021
in
emergency
management,
a
position
is
being
eliminated.
D
D
On
the
other
end,
those
departments
seeing
lower
reductions,
decisions
were
made
to
minimize
cuts
to
311
and
911.
In
order
to
maintain
staffing
in
those
important
call
centers
to
the
greatest
degree
possible,
particularly
with
respect
to
9-1-1,
which
maintains
minimum
staffing
levels
in
a
24-7
environment,
any
cuts
to
staffing
levels
would
have
resulted
in
additional
overtime
costs.
D
So
a
decision
was
made
to
maintain
current
staffing
for
the
dispatchers
finance
and
proper
property
services
sees
only
a
3.1
percent
cut.
However,
two
factors
are
at
play.
First,
a
significant
portion
of
the
department's
budget
relates
to
mandatory
expenses
related
to
operating
city
facilities,
or
it's
devoted
to
mandatory
expenses,
such
as
annual
audits
or
paying
for
enterprise
software,
such
as
the
system
we
use
to
develop
the
city's
budget.
B
Just
a
quick
question
from
council
member
fletcher,
I
believe
it
was
during
the
9-1-1
part
of
your
comments.
Council
member.
E
Thank
you
triple
center,
I'm
actually
just
looking
for
a
quick
clarification
on
what
I
think
is
an
error
on
the
table.
The
column
says
current
service
level
in
thousands,
which
would
mean
the
city.
Coordinator's
budget
is
7.6
billion
dollars,
and
I
just
want
to
get
clarification
about
what
the
city
coordinators
general
budget
actually
is.
D
Madam
chair
and
council
member,
thank
you
for
highlighting
that
you,
your
assumption,
is
absolutely
correct
that
should
that
should
be
a
7.697
million,
not
7.697
billion.
My
apologies
and
thank
you
again.
F
D
Again,
getting
back
to
the
the
finance
and
property
services
department,
so
a
number
of
expenditures
are
are
mandatory,
which
makes
cutting
hard,
but
in
addition
to
that,
the
department
also
found
new
revenues
to
bring
to
the
table
by
way
of
fully
charging
out
the
cost
of
utility
billing
to
the
city's
utility
funds
and
by
moving
to
a
position
of
no
longer
absorbing
the
fees
associated
with
utility
bills
paid
by
credit
card.
D
So
finally,
the
other
number
that
sticks
out
on
this
slide.
We
see
the
current
service
level
budget
for
neighborhood
and
community
relations
department
to
be
140.
000
ncr
has
been
funded
over
the
last
several
years
through
the
consolidated
tif
district.
As
you
know,
that
district
is
going
away
at
the
end
of
this
year.
However,
it
has
generated
more
monies
than
have
been
pledged
for
various
economic
activities,
so
a
balance
remains
available
for
use
by
the
department.
D
So
again,
there
are
monies
for
the
neighborhood
and
community
relations
department.
The
the
base
budget
is
not
being
shown
on
the
slide
because
it
was
not
yet
in
the
general
fund.
All
of
that
activity
will
remain
in
the
the
neighborhood
and
community
relations
special
revenue
fund
in
2021,
which
is
funded
through
the
the
excess
remaining
dollars
in
that
from
the
consolidated
tif
district
next
slide.
D
D
Community
planning
and
economic
development
stands
out
on
this
slide
when
asked
to
bring
creative
thinking
to
the
table.
Cped
answered
the
call,
quoting
directly
from
the
materials
in
the
budget
book
proposed
reductions
include
the
department
reorganization
that
balances
the
need
for
cuts
with
the
obligation
to
deliver
on
the
department's
core
work
to
reduce
inequities
across
the
city
so,
rather
than
skimming
from
essential
functions
across
all
divisions.
Cped
is
discontinuing
a
business
line
under
the
construction
code.
D
Services
division
and
that
makes
up
a
significant
portion
of
the
department's
reduction
regulatory
services,
shows
a
similar
percentage
cut
and
is
similarly
oriented.
That
department
is
also
implementing
a
reorganization
of
its
work
and,
in
so
doing,
is
eliminating
redundant
positions
in
order
to
devote
more
of
its
resources
to
core
inspections
activity
in
in
future
years.
D
The
assessor
and
public
works
departments
also
stand
out.
Cuts
to
the
assessor
include
the
discontinuation
of
ongoing
funding
for
the
computer-aided
mass
appraisal
or
cama
system.
This
ongoing
funding
would
have
been
necessary
to
support
the
maintenance
contract
for
a
new
software
system.
However,
that
system
project
was
put
on
hold
in
the
2020
revised
budget,
so
these
dollars
are
able
to
be
reduced
without
direct
impact
in
2021.
D
D
C
Thank
you,
madam
chair,
just
a
quick
comment.
I
I
think
I
mentioned
this
in
the
past
and
have
been
meaning
to
forward
to
all
of
you.
This
staffing
analysis
that
I
asked
for
when
we
were
looking
at
the
chronovirus
cuts
that
mr
intermil
and
his
staff
provided,
which
is
a
look
back
at
how
the
departments
have
been
staffed
over
time
since
the
great
recession
to
now,
and
it's
really
interesting
it's.
C
There
are
some
caveats
that
I
think
we
have
to
understand
when
we're
looking
at
how
the
departments
are
look
today
in
terms
of
what
their
work
is,
especially
in
the
regulatory
functions
of
our
city.
So
there's
been
some
shifts
of
inspectors
and
things
in
different
departments
that
are
reflected
in
the
numbers.
But
I
did
want
to
know
that
the
coordinator's
office,
in
particular
has
been
expanded
significantly,
in
particular,
since
2015.
C
it's
gone
from
a
department
of
nine
staff
back
during
the
recession
to
46
staff
today,
and
I
think,
over
time
as
a
city,
enterprise
policy
makers
have
added
functions
to
the
coordinator's
office
that
are
intended
to
serve
the
enterprise,
so
building
out
communications
capacity
or
community
engagement
capacity,
specific
goals
like
sustainability
or
race
equity.
C
But
I
do
think-
and
I
think
that
as
we
look
at
structures
and
restructuring
within
departments,
it
is
worth
reflecting
on
how
that's
working
and
if
that's
kind,
of
the
right
way
to
staff
some
of
these
enterprise
goals
and
initiatives-
and
it
very
well
may
be.
But
I
will
I
wanted
to
remind
myself
to
send
that
around
to
all
of
you.
C
So
as
we're
looking
at
some
of
the
notable
places
where
we've
restructured,
that
will
also
help,
I
think,
see,
kind
of
how
we've
staffed
from
a
time
of
the
last
time
of
economic
downturn
through
some
recovery,
and
now
I
will
say
a
lot
of
the
departments
didn't
really.
We
didn't
really
like
staff
way
up
in
between
since
the
last
recession.
So
in
a
lot
of
departments,
I
don't
know
that
there's
a
lot
of
wiggle
room
and
places
to
cut
so
I'll,
stop
there
and
just
send
the
document
around
thanks.
B
You
wait
before
you
continue
council,
member
fletcher.
E
D
Absolutely
madam
chair
and
councilmember
fletcher,
it
is
an
important
distinction
and
somewhat
ironically,
I
was
about
to
address
the
police
department
and
have
a
note
about
this
in
particular.
So,
yes,
the
the
change
that's
shown
on
the
screen
is
the
change
from
current
service
level.
Not
the
change
from
the
2020
council
adopted
budget,
and
so
the
difference
between
those
two,
as
we
discussed
last
week,
is
that
the
current
service
level
takes
out
any
one-time
spending
and
adds
in
the
inflationary
costs
of
personnel
and
internal
services.
D
D
This
year,
those
separations
will
be
offset
by
the
successful
matriculation
of
three
training
classes
included
in
the
2021
budget,
but
they
will
not
be
offset
fully.
As
a
result,
the
average
monthly
sworn
staffing
in
mpd
is
expected
to
be
770
officers,
and
that
is
the
level
of
personnel.
The
mayor
is
recommending
funding
118
officers
less
than
the
2020
authorized
strength
of
888..
D
D
D
These
cuts
were
at
equal
percentages
prior
to
the
inclusion
of
savings
associated
with
reduced
internal
service
charges,
and
I
should
say
anne
separate
from
that.
It
seems
notable
given
the
election
season.
We're
in
to
mention
the
mayor
recommends
no
substantive
cuts
to
the
elections
department.
The
18
000
cut
you
see
on
this
slide
is
related
to
internal
service.
The
the
impacts
of
the
cuts
to
internal
internal
service
departments.
Excuse
me
next
slide.
Please.
D
D
D
So
again,
for
ease
of
legibility,
I
separated
out
the
departments
into
those
that
fall
under
the
city
coordinator
and
those
that
do
not,
and
I
will
go
line
by
line
on
these
next
few
slides
in
three
one
one.
The
mayor
is
recommending
three
additional
ftes
to
handle
increased
volume
associated
with
the
transition
of
theft
report
only
calls
from
mpd
two
three
one
one
in
the
city
coordinator.
D
He
also
recommends
ongoing
funding
for
the
previously
one-time,
funded
external
strategic
partnerships
and
the
ongoing
funding
for
the
trans
equity
summit
that
I
mentioned
earlier
in
the
communications
department.
The
mayor
recommends
ongoing
funding
for
two
recurring
change
items
from
the
past
several
years.
D
The
first
is
for
programming
on
many
of
the
cultural
radio
stations
operating
in
the
city.
The
second
is
for
equipment,
maintenance
and
support
for
the
city's
broadcast
operations
and
in
neighborhood
and
community
relations.
The
mayor
recommends
ongoing
funding
for
aging
support
services,
which
have
been
funded
on
a
one-time
basis
for
the
last
six
years.
D
D
As
we
speak,
he
also
recommends
making
ongoing
a
number
of
investments
in
affordable
housing
and
economic
development
and
inclusion,
which
are
numerous,
and
I
won't
name
here,
though,
I
will
highlight
that
the
the
footnote
to
this
slide
shows
that
that
17.85
million
dollars
includes
one-time
tiff
monies
for
the
affordable
housing
trust
fund
and
for
the
commercial
property
development
fund,
in
addition
to
ongoing
monies
from
the
general
fund
for
both
of
those
programs
in
the
health
department,
the
mayor's
proposing
an
expansion
of
staffing
and
the
footprint
of
the
office
of
violence
prevention
and
the
ongoing
funding
of
the
minneapolis
violence
interruption
program
started
this
year.
D
He
has
also
recommended
one-time
funding
for
an
opioid
peer
recovery
pilot
program
and
the
fast-track
age
prevention
program.
In
addition,
he's
recommending
ongoing
funding
for
the
group
violence,
intervention,
southside
expansion
previously
funded
on
a
one-time
basis
and
ongoing
funding
for
opioid
prevention
and
coordination
in
the
police
department.
The
mayor
is
recommending
funding
for
a
new
early
intervention
system
and
he's
recommending
ongoing
funding
of
the
mental
health
co-responder
program,
which
had
been
funded
on
a
one-time
basis
in
each
of
the
past
few
years.
D
D
Please,
council
member
fletcher
raised
a
good
question
at
last
week's
overview
meeting
regarding
making
cuts
through
hiring
freezes
and
what
impacts
that
will
have
on
the
property
tax
levy.
Next,
we'll
discuss
the
estimated
increases
for
the
next
five
years.
I've
included
the
full
finance
full
five-year
financial
direction
on
the
next
slide,
but
before
we
get
there,
I
did
want
to
highlight
the
estimated
changes
under
the
plan.
D
D
The
levy
is
the
total
amount
that
is
collected
in
property
taxes.
The
rate
is
how
much
is
how
much
is
assessed
against
each
property's
value.
D
D
Getting
back
to
the
details
of
the
plan,
you
might
wonder
how
the
changes
to
the
levy
can
be
so
stable,
given
the
fact
that
the
mayor's
recommended
budget
includes
the
freeze
rather
than
the
elimination
of
some
375
positions,
which
will
be
incorporated
into
next
year's
current
service
level.
Next
slide,
please.
B
Before
you
move
on
mr
intermil,
can
you
help
us
given
the
environment
that
we're
in
and
so
many
unforeseen
needs
that
have
come
to
our
city
and
impacts
from
the
pandemic?
B
D
So,
thank
you,
madam
chair,
for.
D
Thank
you,
madam
chair,
for
the
question
I
it.
It
is
pretty
similar
to
the
five-year
financial
direction
contained
in
the
the
2020
council,
adopted
budget
so
specific
to
2021
the
the
budget
that
we're
discussing
today.
The
anticipated
increase
to
the
levy
was
6.11
that
compares
to
the
5.75
increase
that
the
mayor
has
recommended
in
which
the
board
investment
taxation
is
set
as
the
maximum.
So
those
are
very
similar.
D
I
think
my
my
recollection
is
in
that
in
prior
in
the
council
adopted
five-year
financial
direction
2023
through
2025
or
excuse
me,
2022
through
2025
were
a
bit
lower,
but
it
was
still
a
pretty
stable
trajectory
downwards
in
terms
of
the
increases.
D
So
I
think
that
it
is
the
changes
that
we
have
seen,
particularly
the
reduction
in
the
the
transfer
into
the
general
fund
from
the
downtown
assets
fund,
which
I'm
about
to
speak,
to
have
an
impact
on
on
the
city's
property
tax
levy,
because
the
they're
just
simply
less
local
tax
dollars
to
help
support
our
general
fund
activity.
D
But
I
think
that
they're,
the
the
purpose
of
highlighting
the
five-year
financial
direction
and
the
reason
that
the
the
mayor
and
council
this
was
a
practice
that
that
goes
back
almost
20
years.
D
The
mayor
and
council
started
to
develop
was
just
to
say
rather
than-
and
this
is
similar
to
many
of
the
biennial
budget-
conversations
that
we
had
last
year
rather
than
simply
looking
each
year
one
at
a
time
it
it's
important
for
us
to
look
around
the
corner,
not
only
to
help
inform
today's
policy
decisions,
but
also
to
help
inform
the
the
property
taxpayers
of
minneapolis.
What
what
the
sort
of
general
direction
and
intent
of
the
policy
makers
is.
So,
while
the
percentages
may
not
match
up
entirely,
I
think
directionally.
B
D
You
so
it
is
hard
to
see
the
fight.
I
struggle
with
this
every
year,
it's
hard
to
look
at
the
five-year
financial
direction
on
on
a
powerpoint
slide,
it's
easier
to
see
in
the
budget
document
itself.
So
this
is
our
five-year
financial
direction
which
is
published
in
the
financial
plans
section
of
the
budget
book
and
I've
highlighted
two
lines
in
yellow
transfers
into
the
general
fund
and
a
continued
hiring
freeze,
phasing
out
in
2024.
D
We
assume
that
this
transfer
in
will
phase
back
in
over
the
next
three
years,
returning
fully
in
2025,
so
the
mayor's
planning
as
a
result,
to
continue
the
hiring
freeze
partially
over
the
next
few
years,
and
also
that
we
won't
bring
all
of
the
frozen
positions
back.
You
can
see
in
2024
and
ongoing
there's
that
continued
reduction
of
two
million
dollars,
so
that
represents
a
a
a
permanent
elimination
eventually
of
those
positions.
D
So,
with
that
discussion
of
the
five-year
financial
direction,
I
also
have
to
have
a
brief
conversation
about
the
underlying
uncertainty,
those
underlying
uncertainty
within
those
projections
and
our
work
that
and
the
underlying
uncertainty
within
our
work
this
year
and
next
next
slide,
please,
that
is
to
say
there
are
indeed
a
set
of
known
unknowns
underpinning
all
of
this
work.
D
D
Anecdotally,
you
can
see,
I'm
broadcasting
live
from
city
hall
and,
as
I
was
walking
through
the
the
skyways
this
morning,
I
noticed
more
activity
today
than
we
saw
at
the
at
the
onset
of
the
pandemic
about
five
five
to
six
months
ago,
and
so,
as
all
of
those
individual
actions
occur
as
folks
start
returning
to
work
as
as
folks
change
their
spending
patterns
in
the
general
environment,
the
individual
actions
add
up
to
potentially
significant
impacts
on
city
revenues.
D
D
As
is
often
said,
elections
have
consequences,
and
in
this
case
they
may
directly
impact
our
city's
financial
realities.
So
those
two,
the
the
state
and
federal
impacts,
will
directly
have
have
an
effect
on
the
city's
financial
picture
pause
here
to
see.
If
there
are
any
questions.
E
Thank
you,
jeff
homisano,
director
animal.
I
wonder
if
you
can
elaborate
a
little
more.
I
I'm
I'm
a
little
bit
concerned
ab
hearing
an
assumption
that
we'll
return
to
pre-copy
normal
by
fall,
because
I
think
everybody
I've
talked
to
in
hospitality
industries
and
and
in
the
business
sector
expects
that.
E
So
I
just
want
to
clarify
what
you
mean,
because
I
think
people
have
been
anticipating
that
that
we're
probably
it
will
probably
take
years
to
get
back
to
pre-covet
normal
in
terms
of
revenue
levels,
because
there
are
businesses
that
have
just
closed
and
gone
away
and
they're
not
coming
back,
and
there
are
businesses
that
will
take
a
while,
for
you
know,
events
to
get
rescheduled
and
and
things
to
happen.
E
So
I
I'm
I'm
comfortable
with
a
set
of
assumptions
that
says
in
terms
of
restrictions
on
social
activities,
we're
sort
of
projecting
you
know,
maybe
the
fall
as
a
time
that
we
might
return
to
normal,
that
that
feels
like
as
good
a
budget
guess
as
any.
But
I
wonder
if
you
could
elaborate
a
little
bit
on
on
what
you're
budgeting
in
terms
of
how
quickly
revenue
actually
returns
and
and
what
assumptions
we're
making
there.
D
So,
thank
you,
madam
chair
and
councilmember
fletcher.
That's
a
good
and
important
good
important
highlight
you.
You've
got
exactly
right
on
when
I
say
a
resumption
to
pre-cover
normal.
I
mean
the
easing
of
those
social
distancing
restrictions,
so
I
think
they're
in
general,
two
different
kinds
of
of
downtown
impacts,
there's
office
work
and
there's
entertainment
activity
and
so
that
office
work.
We
are
seeing
a
gradual
return.
D
Now,
if
there's
a
spike
in
a
surge
in
covid
cases,
we
may
see
that
pull
back,
but
right
now,
they're
they're,
seeing
anecdotally,
there's
a
steady
return
to
that.
The
downtown
activity
in
offices
on
the
on
the
other
side,
the
entertainment,
there's
still
a
hard
prohibition
on
large
events
and
so
that
that,
in
particular,
the
lifting
of
restrictions
on
large
events
is
what
we
anticipate
in
the
fall
and
so
you're
correct.
D
The
the
assumption
is
not
a
full
hard
return
in
in
fall,
but
a
gradual
return
to
the
local
taxes
and
amelia
has
some
specific
details
on
that
that
she
can
share.
G
Yep,
so
in
for
the
current
2020
projections,
we're
showing
about
39.6
million
in
our
sales
tax
revenue
that
compares
to
2019
of
89
million
looking
forward
with
that
assumption
of
returning
to
more
downtown
activities
to
the
larger
activities.
That
shows
a
41
million
dollar
estimate.
So
there's
not
a
large
jump
from
our
current
year
estimate
in
our
21
estimate.
G
D
And
so
just
to
pick
up
on
that
you'll
recall
in
this
year's
local
tax
numbers.
We
had
three
really
good
months
of
collections
in
january
february
and
march
before
covent,
and
so
in
next
year's
projections.
We
are
assuming
that
we
will
maybe
not
have
three
really
good
months
at
the
end
of
the
year,
but
we
will
have
three
months
of
of
returning
towards
normal
activity.
D
So
hopefully
that
answers
the
the
good
question
from
the
council
member
it
and-
and
again
you
know
all
of
this,
and
this
is
exactly
why
we're
having
this
conversation.
All
of
this
really
is
subject
to
forces
widely
outside
of
the
city's
control,
and
it's
just
important
for
us
to
to
all
recognize
recognize
that
that
uncertainty
continues
to
exist.
D
And
so
I
see
there
may
be
another
question.
B
If
I
could
yeah
actually
just
to
wrap
that
up,
can
you
help
us
understand?
I
mean
council
members
are
hearing
from
from
people
across
the
city
with
their
own
personal
experiences
and
also
from
organizations
right
like
boma
and
others
in
terms
of
capacity
or
current.
You
know
vacancy
levels
and
that
sort
of
thing:
where
do
we
get
our
our
grounding
from
a
budget
perspective
on
what
we
might
want
to
anticipate
like
what
what
factors
go
into
your
projections.
D
Madam
chair,
so
generally
speaking,
we
we
read
as
much
as
we
can.
We
we
collect
as
much
data
that
way
that
we
can.
We
don't
subscribe
to
any
specific
sources
of
economic
analysis.
Macroeconomic
analysis
like
the
state
does
so
we
we
rely
on
the
state
economic
forecasts
to
help
guide
our
assumptions
and,
and
indeed
there's
a
lot
of
those
the
state
macroeconomic
one
of
our
newest
analysts.
D
Neil
young,
took
a
look
at
how
the
the
state's
macroeconomic
activity
has
compared
to
the
city's
local
tax
revenues
over
the
last
few
years,
and
it's
not
to
get
two
statistics
wonky,
but
it's
a
near
perfect
correlation
between
growth
in
gdp
in
the
state
and
local
tax
revenues
in
the
city.
Now,
of
course,
that
we
can't
assume
perfect
correlation
next
year,
because
so
much
of
minneapolis
is
local.
D
Tax
activity
is
related
to
large
events,
but
we
can
assume
that
earlier
that
first
half
of
activity,
the
the
sort
of
office
resumption
of
office
activity
that
sort
of
as
gdp
comes
back
as
general
spending
comes
back.
D
That
office
activity
will
come
back
similar
to
you,
though
we
we
also,
I
hear
from
folks
like
boma
and
others
who
operate
large
office
facilities
in
the
downtown
area
that
when,
when
they
are
talking
to
their
tenants
about
when
they
expect
to
when
they
expect
a
return
to
work,
we're
hearing
that
folks
really
are
looking
to
return
to
work
soon
and
by
soon
I
mean
in
in
the
fourth
quarter
this
year.
Now,
of
course,
you
know
it's
it
is.
D
There
are
a
lot
of
challenges
to
return
to
work,
particularly
for
those
who
have
kids
in
schools
who
may
be
doing
distance
learning,
and
so
you
know,
because
folks
want
to
come
back.
They
may
not
be
able
to
come
back,
so
those
are
two
different
things,
but
really
we
in
terms
of
where
we
get
our
data,
it's
anecdotal
and
also
just
sort
of
secondary
source
information
through
through
the
news
in
the
state.
B
F
Thank
you,
madam
chair,
and
thank
you
to
the
budget
team
for
for
this
presentation.
I
am
curious
also
just
wanting
to
kind
of
elaborate
a
little
bit
on
the
assumptions
for
next
year.
I
hear
a
lot
around
like
the
economic
aspect
of
it,
so
I'm
curious
about
the
public
health
aspect
of
it.
You
know
what
role
has
the
public
health
perspective
played
into
the
assumptions
for
next
year,
as
well
as
like?
Is
there
any
sort
of
signaling
that
you
all
have
seen
from
the
governor's
office
around?
F
You
know
easing
of
the
emergency
declaration.
You
know
so
I'm
just
kind
of
curious
about
the
public
health
factor
and
how
that
plays
into
the
assumptions
that
are
being
made
here.
Thanks.
D
Certainly,
chair
palmisano
and
councilmember
cunningham,
the
we
we
don't
have
any
insider
information
from
the
governor's
office
about
any
easing
of
restrictions,
and
so
I'll
just
be
abundantly
clear
about
that.
With
respect
to
how
a
public
health
conversation
plays
into
these
assumptions,
you
know
we,
as
we
were
developing
these
assumptions.
We
we
checked
them
closely
with
the
mayor's
policy
director,
heidi
ritchie,
who,
as
you
all
know,
is
dual
hatted
in
in
a
particular
way.
D
That
is
wildly
meaningful
this
year,
as
she
leads
both
on
the
budget
for
the
mayor
and
on
public
health
for
the
mayor,
and
so
she
is
directly
involved
in
both
sets
of
conversations,
and
so
she
has
been
an
integral
link
between
the
two
and
so,
as
we've
been
seeing
the
economic
news
and
and
collecting
economic
anecdotal
data.
D
D
Just
personally,
I
I
have
reached
out
to
some
contacts
in
the
middle
medical
community
that
I
have
who
actually
live
in
different
parts
of
the
country
and
just
to
do
some
sort
of
third
party
validation
and
those
both
of
those
sources
came
back
to
to
give
the
same
answer
of
that
sort
of
the
the
fall
resumption
of
or
the
easing
of
social
distance
restrictions
in
the
fall.
So
that
that
was
a
a
good
indicator
for
us.
D
That
sort
of
the
the
breadcrumbs
that
we're
picking
up
are
are
indeed
leading
us
down
the
right
path
and
also
just
when
I
think
it
was
last
week,
of
course,
the
weeks
blend
together.
It
was
last
week
or
the
week
before
that
dr
anthony
fauci
and
others
from
the
cdc
mentioned
that
that
late
fall
or
that
the
late
summer
early
fall
time
frame
which
helped
to
give
us
some
some
more
comfort
to
the
assumptions
that
that
we're
using.
F
Great.
Thank
you,
madam
chair.
If
I
may
ask
a
follow-up
question,
please
so
so
thank
you
for
that
great
to
hear
it.
You.
F
Public
health
chair
just
got
to
make
sure
that
that's
a
factor
in
there,
too
kind
of
always
something
I'm
thinking
in
the
back
of
my
mind
and
we
are,
we
are
in
a
unique
position
for
heidi
to
to
be
played
that
dual
role,
so
I
also
you
know,
I
don't
know
if
this
is
so
much
a
question
as
kind
of
one
sort
of
wondering
the
role
of
cultural
norms
shifts.
You
know
with
office
based
work.
F
For
example,
my
husband
has
worked
downtown
in
in
an
office
and
they
were
like.
Oh,
we
could
actually
just
do
this
work
from
home.
We
actually
don't
need
to
come
to
an
office,
and
so
I
know
that
there's
not
a
way
to
be
able
to
like
kind
of
like
predict
that
cultural
shift,
but
you
know
I
just
I
think,
that's
something
that
I
I
have
some
curiosity
about.
F
You
know
around
these
assumptions
around
more
activity
happening,
downtown
and
also
the
long-term
repercussions
of
having
very
large
office
buildings
that
maybe
won't
be
used
in
that
at
that
capacity.
Again.
So
not
really
a
question
there,
because
I'm
assuming
that
there
probably
isn't
a
a
quick,
easy
answer
to
it.
But
I
just
kind
of
wanted
to
to
name
how
you
know
just
the
curiosity
of
how
does
that
all
fit
together
with
the
with
those
shifting
norms.
D
I,
madam
chairing
council
member
cunningham.
I
share
that
curiosity
and-
and
I
think,
you're
exactly
you're
exactly
right
in
it.
D
You
know
we,
you
know
speaking
directly
to
the
the
city,
culture
I
think,
prior
to
covid
there
was
not
a
lot
of
broad
engagement
in
working
from
home,
and
now
we
have
learned
how
to
do
it
and
and
that
it
works
pretty
well
for
many
jobs
and
so
you're
right
that
that
ripple
or
that
is
multiplied
many
times
over
throughout
downtown
and
and
it
will
be
interesting
to
see
what
the
return
to
work
looks
like
you
know
there
are.
D
There
are
some
who
prognosticate
that
there
won't
be
any
return,
that
everything
will
continue
to
be
remote.
There
are
some
who
say:
remote
work
will
go
away
entirely
and
the
the
reality
is
probably
somewhere
in
between,
and
that's
that's
exactly
what
we're
speaking
to
when
we
talk
about
the
the
shape
of
return
to
work.
C
A
Thank
you,
madam
president.
I
I
appreciate
the
conversation
about
what's
going
to
happen
as
it
pertains
to
people
coming
back
to
work
in
neighborhoods,
uptown
and
west
broadway
and
all
sorts
of
other
areas,
including
downtown.
I
feel
bad
saying
this,
but
no
one's
going
to
come
back
to
work.
If
it's
not
safe,
and
this
isn't
just
does,
is
it
safe
is?
Does
it
feel
safe?
A
So
there's
both
the
perception
of
public
safety
and
then
there's
also
the
reality
of
public
safety,
and
if
we
don't
get
our
hands
on
that
through
multiple
ways:
violence,
interruption,
violence,
prevention,
visible
public
safety
strategies,
including
police
officers,
from
various
jurisdictions.
If
we
cannot
get
a
handle
on
public
safety,
there
will
be
no
economic
development.
A
B
Thank
you
and
thank
you
for
naming
that
I
guess
that
is
a
bit
of
another
known
unknown
and
while
it's
not
necessarily
something
for
our
budget
office,
it's
something
we
all
need
to
consider
in
the
choices
that
we
make
through
the
rest
of
this
budget
process.
Council
member
bender.
C
So
I'm
shifting
gears
a
little
bit,
so
I
was
thinking
through
how
to
kind
of
bridge
that
shift,
but
I
do
also
think
that
the
multiple
crises
facing
our
city,
the
health
crisis,
the
economic
crisis,
the
homelessness
crisis,
the
racism
as
a
public
health
emergency
crisis.
C
C
So
when
we
ask
people
to
do
much
more
without
less
work
or
more
resources,
we
I
don't
think
we
are
really
serving
our
community.
Well.
So,
when
I
think
through
you
know,
how
are
we
doing
economic
recovery?
C
And
I
know
that
that
the
staff
that
are
leading
that
work
are
also
managing
divisions,
managing
staff
personally
managing
multiple
other
projects.
When
I
think,
through
some
of
the
work
that
we're
asking,
you
know
that
our
community
is
asking
us,
not
necessarily
council
members,
but
the
community
is
really
demanding
from
us.
You
know.
I
think
we
need
to
really
look
now
that
we
have
this
sort
of
base
proposal
from
the
mayor
that
we've
need
some.
You
know
we
have
a
structural
proposal
in
front
of
us.
C
I
I
think
we
actually
do
need
to
step
back
and
think
about
each
of
these
different
crisis
responses
and
understand
if
we're
staffing
them
adequately
and
efficiently
and
serving
our
community.
Well,
so
I
know
some
of
the
restructuring
like
in
cpad
or
rec
services
is
getting
to
some
of
those
questions.
C
Partnership
is
not
efficiently
serving
our
community
well
and
it's
not
being
staffed
appropriately,
and
I
know
at
the
city,
multiple
staff
have
been
pulled
away
or
working
in
addition
to
their
other
jobs
related
to
encampments.
Again,
in
a
way
that
I
don't
think
is
serving
people
experiencing
homelessness.
Well,
that
isn't
efficient
that
isn't
really
treating
our
own
employees
with
the
respect
that
we
all
deserve.
C
So
I
I
realize
I've
given
like
a
soliloquy
here
now
about
this,
but
I
guess
I
just
want
to
say
here
that
I'm
I
think
it's
imperative
that
we
all
look
more
closely
at
this.
I
think
you
know
I
think
mayor
frye
and
his
staff
would
agree.
C
I
think
mayor's
office
staff
are
included
in
that
list
of
folks
who
are
who
are
adding
multiple
new
tasks
to
their
jobs,
and-
and
so
we
may
have
an
opportunity
in
the
next
couple
of
months
to
think
through
staff
assignments
and
staff
teams,
in
particular
related
to
the
crisis
response
functions
that
we
are
all
being
asked
to
step
up
and
step
into.
B
Thank
you,
I
think
it's.
I
appreciate
your
mentioning
that
here,
because
that
is
another
unknown
right.
We
don't
know
how
many,
how
prolonged
or
how
many
additional
crises
we
may
have
to
manage
going
forward,
and
we
need
to
take
this
moment,
although
it's
a
moment
of
of
budget
cuts
and
reductions
to
try
and
innovate
and
deliver
things
differently,
I'm
not
seeing
anyone
else
in
queue
director.
D
Internet,
thank
you,
madam
chair.
So
finally,
there's
one
piece
of
the
mayor's
recommended
budget
that
hasn't
yet
received
much
discussion,
but
will
soon
be
on
the
council's
legislative
agenda.
The
mayor's
proposed
an
early
retirement
incentive
program
and
the
details
of
that
program
are
included
in
a
draft
pogo
committee
agenda
as
we
speak.
D
So
I
think
that's
that
is
an
important
echo
to
the
the
council
president's
comments
about
thinking
about
making
sure
that
we
are
staffed
for
the
next
decade
as
opposed
to
being
staffed
reflective
of
the
budget
choices
of
the
past.
D
B
I'm
not
seeing
any
but
I'll
give
people
a
second
here.
B
Thank
you
for
this
for
colleagues
of
mine,
who
would
like
a
briefing
and
have
not
yet
received
a
briefing
about
how
hr
plans
to
offer
our
incentivized
retirement
packages
to
different
groups
in
our
city
you're.
Welcome
to
ask
for
that
briefing.
It
is
planned
to
go
to
pogo
next
week
and,
to
the
extent
that
I
have
already
been
briefed,
I'm
also
happy
to
speak
offline
with
people
as
as
interested.