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From YouTube: March 5, 2020 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
https://lims.minneapolismn.gov/
A
Good
afternoon
welcome
to
our
regularly
scheduled
enterprise
committee.
My
name
is
Linea
Palmisano
and
I
chair
this
committee
and
here
in
chambers
this
afternoon,
including
with
my
committee
members,
council,
members,
Goodman,
Cano
and
Fletcher.
We
are
a
quorum
of
this
committee
and
are
authorized
to
conduct
our
regular
business
colleagues
and
guests
before
you
today.
There's
Anika's
three.
A
There
is
a
consent
agenda
item
that
is
short
and
then
we
have
a
few
discussion
items
anticipate
we
might
take
about
45
minutes
today,
for
those
interested
I
will
run
through
the
consent
agenda
first
and
see
if
anyone
has
any
questions.
The
first
item
on
the
agenda
is
a
gift
acceptance
from
Cleveland
State
University
for
smart
cities,
surveillance
and
privacy
conference
for
those
interested.
This
is
airfare
and
hotel
expenses
to
send
JP
Heysel
from
city
staff.
To
this
conference
item
number
two
is
the
contract
amendment
with
Ellie
Mae
for
loan
administration
software
services.
A
B
A
C
A
Thank
you
all
right,
all
those
in
favor
of
both
consent
items
please
signify
by
saying
aye
aye
opposed
those
items
carry
next.
We
have
our
coordinator
monthly
update,
but
I
did
want
to
ask
our
interim
coordinator
director
ruff
to
help
us
start
with
the
Federal
Reserve
update
first,
so
welcome.
D
E
E
This
contract
process
for,
for
the
time
being,
I'm
going
to
be
spending
a
few
minutes
today,
giving
you
first
a
brief
refresher
on
this
project
overall
in
some
context
and
background,
and
then
some
updates
on
what
has
happened
since
the
last
time.
Our
colleagues
at
the
Federal
Reserve
Bank,
were
last
before
you
in
I
believe
September
of
last
year.
Thank.
A
E
This
this
background,
you
should
all
know
well
this.
This
study
was
precipitated
by
the
passing
of
a
minimum
wage
ordinance
to
increase
the
minimum
wage
overtime,
and
the
city
has
contracted
with
the
Federal
Reserve
Bank
of
Minneapolis
to
do
an
economic
impact
study
on
the
effects
of
this
ordinance,
as
it
begins
to
take
effect.
E
E
So
the
anticipated
impact
of
the
study
itself
is
really
to
be
something
that
is
particularly
comprehensive
and,
in
that
respect,
quite
unique
among
other
studies
of
minimum
wage
increases
or
the
effects
of
wages
in
a
municipality,
and
that
is
because
of
using
particularly
unique
and
particularly
comprehensive
datasets.
And
my
understanding
is
that
everyone
who
was
a
part
of
it
means
me
bringing
this
study
to
to
fruition
is
really
anticipating
some
exciting
and
particularly
deep
and
informative
data.
E
E
There
will
be
data
coming
from
Minnesota's
Department
of
Employment
and
economic
development,
and
that
data
will
generally
tell
us
about
how
much
workers
are
earning
and
from
what
employer
so,
for
instance,
are
working
workers
earning
more
overall
or
are
they
facing
reduced
hours
and
needing
to
pick
up
additional
employment
to
have
a
comparable
overall
income?
That
kind
of
data
data
from
the
Department
of
Human
Services
will
tell
us
about
whether
workers
are
accessing
public
benefits
more
or
differently.
E
So,
for
instance,
are
more
workers
being
laid
off
because
of
effects
on
firms
or
do
workers
earn
more?
Is
there
a
benefit
cliff
situation
right
are,
as
workers
earn
more,
do
they
lose
access
to
public
assistance
that
they
may
otherwise
be
taking
advantage
of,
and
then
the
third
big
data
set
again
is
data
from
the
state's
Department
of
Revenue.
That
will
tell
us
about
firms,
payroll
costs
and
the
extent
to
which
those
may
be
changing,
and
particularly
how
those
payroll
costs
compared
to
their
revenue
or
sales.
E
E
I
can
go
into
more
detail
if
you'd,
like
about
what
types
of
requirements
have
been
negotiated
there,
but
I
will
spare
you
the
the
details
unless
anyone
is
terribly
curious,
so
the
status
of
those
data
sharing
agreements
at
the
three
agencies,
the
agreement
with
deed,
is
currently
I
believe
literally
four,
as
we
speak
in
the
process
of
being
executed.
After
all
of
that
negotiation,
that's
very
exciting.
Agreements
with
the
Department
of
Human
Services
and
the
Department
of
Revenue
are
pending.
E
This
is
a
really
important
and
really
critical
first
step
of
this
entire
research
process
because
of
all
of
the
infrastructure
and
security
needs
that
I
just
mentioned
so
bottom
line
accessing
these
data
has
been
I,
think
more
difficult
and
more
time-consuming.
Then
perhaps
anyone
involved
I
will
look
over
my
shoulder.
I.
Don't
have
to
confirm
that
perhaps.
F
G
E
I
should
not
say
we
I
say
our
esteemed
colleagues,
the
Federal
Reserve
Bank
have
done
this
hard
work
and
are
on
the
precipice
of
finally
accessing
data
and
being
able
to
do
the
actual
analysis
work
that
they
are
really
excited
to
do
and
to
the
best
of
their
knowledge
and
mine
right
now.
There
are
no
other
major
obstacles
that
they
anticipate
from
this
point
forward
once
they
have
access
to
the
data
to
completing
the
work,
so
that
that
is
where
we
have
gone
so
far
in
terms
of
data
sharing.
E
Looking
forward
to
that
very
exciting
analysis
piece
there,
their
plan
is
to
have
the
result
of
those
executed.
Data
sharing
agreements,
be
data
in
hand
and
ready
for
analysis
late
in
the
spring,
I
believe
there's
a
window
of
60
days
to
obtain
data
once
the
various
data
sharing
agreements
are
fully
executed.
So
that's
why
there's
a
little
bit
of
a
lag
time
there
and
then
the
research
team
has
has
told
me
that
they're
expected
and
hoped
for
a
window
for
analysis.
Time
is
about
six
months.
So
that's
why
you
see
here.
E
Report
delivery
date
of
November
2020
because
of
these
delays
and
accessing
data
and
executing
on
data
sharing.
We
have
worked
with
the
Federal
Reserve
Bank
to
confirm
that
they
will
be
providing
the
I
what
one
might
describe
now,
as
last
year's
a
year,
one
report
and
a
year
to
report
concurrently,
this
fall.
So
we
will
still
have
the
two
years
of
data
set
and
analysis
to
grapple
with
and
to
make
sense
of.
E
The
to
then
pass
from
you
all
and
your
staff
on
to
them,
and
that
that
is
the
thing
that
can
happen
offline
or
I.
Suppose
now,
if
you
as
you
wish
and
then
the
end
of
this
current
contract
with
the
Federal
Reserve
Bank,
there
will
be
a
year
three
report
for
the
subsequent
year
of
data
that
will
be
delivered
to
the
city
at
the
end
of
toward
the
end
of
in
the
fall
of
2021
from
there
and
an
inclusive
of
that
reporting.
There
is
a
sort
of
general
plan
to
do
some
dissemination
of
these
results.
E
It
is
beyond
the
scope
of
my
knowledge
if
there's
a
particular
communication
or
dissemination
stir.
Oh
gee,
beyond
what
I
know
the
Federal
Reserve
Bank
is
planning,
which
is
to
disseminate
through
conferences
and
convenings
of
their
research.
Colleagues,
but
I
know
that
it's
something
that
my
my
colleagues
in
the
coordinators
office
are
are
thinking
about
and
beginning
to
plan,
so
that
that's
an
item
on
which
we
can
all
stay
tuned
so
that
that
concludes
my
update,
I'm
happy
to
stand
for
questions
or
comments,
or
anything
else
you'd
like
or
if
you
have
questions
for
dr.
A
You
are
there
any
questions
or
comments
from
my
colleagues
I'm
not
seeing
any,
but
I
do
have
a
question
for
dr.
Nath
for
those
that
don't
maybe
remember,
dr.
inertia.
Naphtha
was
one
of
the
three
principal
investigators,
and
this
and
municipal
minimum
wage
was
a.
It
was
a
big
consideration
when
we
embarked
on
this
policy
a
few
years
ago,
the
idea
of
going
it
alone
right
and
without
other
partners
in
the
region.
These
things
are
usually
more
effective
when
we
have
more
people
in,
and
so
we
were
thrilled
when
st.
A
Paul
also
joined
us
in
this
endeavor
and
even
more
excited
when
the
Federal
Reserve
also
chose
to
offer
this
type
of
analysis
to
them.
So
I
guess
dr.
Nath
I'm
just
curious.
If
we've
had
some
hiccups
here
in
the
beginning
and
getting
access
to
information
as
we
clear
the
path
for
doing
this
work
with
Minneapolis.
Is
that
then
also
clear
the
path
for
the
same
kind
of
analysis
in
st.
Paul
and
I?
A
H
You,
madam
chair,
so
yes,
we
have
entered
into
a
contract
with
st.
Paul
as
well.
We've
entered
into
a
long-term
contract
till
2028
to
give
yearly
impact
evaluations
for
their
City
coordinators
office
as
well.
We
will
be
using
the
same
data
primarily
because
the
methodology
of
evaluation
would
be
very
similar.
We
would
be
constructing
counterfactuals,
using
data
from
other
cities
around
the
state
and
given
the
Griner
clarity
of
the
data
and
and
the
how
disaggregated
it
is,
we
would
be
able
to
do
that
for
both
Minneapolis
and
st.
H
Paul
with
the
same
data
set,
and
so
we
would.
The
contracts
with
the
three
state
agencies
do
mention
both
the
city
of
Minneapolis
and
city
of
st.
Paul
and
any
other
city
that
might
have
a
minimum
wage
law
in
the
future
or
an
ordinance
passed
in
the
future.
We
would
be
happy
to
evaluate
that
as
well.
Given
the
time
it
has
taken
to
execute
these
contracts
just
make
sense.
To
kind
of
you.
A
Know
a
bigger
analysis,
super
and
I'm
sure
that
we
will,
as
we
get
a
report,
be
interested
in
sharing
it
with
colleagues.
A
lot
of
my
colleagues
go
to
regional
and
national
conferences,
some
of
them
this
weekend
or
next
week
to
National
League
of
Cities,
and
you
know
in
the
future
when
we
have.
Those
reports
would
be
one
voice
to
bring
in
to
share
about
how
minimum
wage
has
impacted
the
Twin
Cities
in
the
future.
So
not
seeing
any
other
questions
or
comments
from
my
colleagues.
So
when
I
thank
you
for
being
here,
dr.
D
Chair
Palmisano
members
of
the
committee
danielle
was
not
able
to
be
here
today
due
to
a
family
issue,
but
I'm
going
to
give
you
just
a
couple
of
short
updates
from
coordinator
office
perspective
and
certainly
happy
to
hear
any
suggestions
or
questions.
The
first
obviously
is
around
coronavirus,
Kovan
19.
We
are
spending
a
fair
amount
of
time
not
trying
to
let
it
occupy
all
of
our
time,
a
fair
amount
of
time.
D
D
She
is
in
constant
contact
with
the
various
levels
of
government,
including
I,
know
us
senator
Smith's
office
this
morning,
so
on
the
internal
side
of
reaction,
I.
Think,
first
of
all,
we
want
to
care
for
our
workforce
right
and
we
have
been
holding
meetings
and
then
have
scheduled.
Now
a
regular
conference
calls
among
department
heads
on
just
thinking
through
issues
of
for
those
people
that
can
work
from
home.
How
do
we
make
sure
we
have
a
proper
infrastructure?
I
D
That
is
certainly
one
consideration
and
one
thing
that's
happening
in
other
parts
of
the
country.
The
other
is
we
have
a
significant
part
of
our
workforce
that
can't
work
from
home
I
mean
when
you're
a
first
responder
you're,
not
gonna,
work
from
home.
Obviously,
when
you're
an
inspector
you're,
not
gonna,
work
from
home.
C
D
Working
through
those
issues
as
well
on
a
department
by
department
basis-
and
we
were
going
back
and
looking
at
all
of
our
continuity
of
operation
plans
working
with
emergency
management
having
the
communication
again,
not
just
internally
here,
but
at
the
state
level
at
the
county
level.
Other
cities
that
are
of
our
size,
st.
D
F
D
Think
the
because
it's
a
rapidly
changing
and
evolving
situation.
We
have
not
set
upon
a
certain
plan,
but
we
are
coming
up
with
options
and
equipping
ourselves
to
make
sure
that
we
can
react
quickly
when
a
plan
is
decided
upon
and
I
think.
Obviously,
the
as
I
said,
the
care
of
our
workforce
and
the
care
of
our
residents
are
equally
important
in
this,
and
certainly
EHRs
is
to
talk
a
little
bit
further
in
future
meetings.
D
If
you
would
like
to
just
about
how
they're
how
they
are
preparing
specifically-
and
we
have
a
call
again
on
Monday,
where
we're
going
to
go
through
an
inventory
not
just
from
an
HR
but
from
an
IT
perspective,
our
preparation.
So
it's
you
know
we
are
walking
that
line
of
being
ready,
but
you
know
also
the
message
that
we
are
not
panicked.
D
D
My
daughter
lives
in
Seattle,
so
I'm
getting
like
a
couple
of
times
a
day
or
her
roommate
is
a
critical
care
nurse
in
the
University
of
Washington
Hospital,
so
I
mean
I'm
getting
another
perspective
and
I'm
sure
you
all
are
as
well
on
just
personally
what
this
means
to
people
as
a
disruption
in
their
lives
as
well.
Thank.
A
You
also
I
had
an
opportunity
to
speak
with
director
music
Hannah
this
morning.
I
understand
she
was
at
the
White
House
last
week,
actually
talking
about
some
of
the
emergency
funds
and
how
they've
been
used
in
the
past
and
how
they
may
or
may
not
be
able
to
be
used
to
respond
to
something
new
in
our
environment
may
have
a
question
or
comment
from
councilmember
Connell.
I
Thank
You,
chair,
I'm
gonna,
ask
a
question
and
I
totally
get
if
it's
not,
if
we're
not
ready
to
answer
it,
but
I
was
curious,
so
we
believe
so.
We
believe
that
the
corona
virus
is
different
than
like
a
regular
flu-like
virus,
so
I'm
trying
to
really
discern
like
what
what's
triggering
the
attention.
It's
not
that
I
disagree
with
the
attention.
I
just
want
to
be
clear,
and
this
is
connected
to
likely
our
communication
strategy,
which
I
know
we'll
be
discussing
a
little
bit
more
today
about
our
communications
abilities.
I
So
so
we
do
sense
that
there
could
be
something
different
here,
then,
in
that
it's
not
just
like
all
the
nasty
flu
bugs
that
we
get
every
winter
and
our
kids
are
sick
for
three
four
or
five
days.
Many
of
our
colleagues
have
been
sick
too.
So
just
curious.
Are
you
able
to
kind
of
share
what
the
differences
they
stun
conversations
you've
had
with
other
city
leaders
or,
in
other
conversations
you've
been
in
terms
of
like
what.
I
D
I
D
Ten
times
the
mortality
rate
of
a
regular
fool-
and
so
that's
one
and
two
is,
as
I
said,
the
state
could
make
decisions
quickly
about
their
recommendations.
Those
no
surprise
that
could
impact
schools
that
could
so
that
has
a
different
impact
than
if
they
make
recommendations
on
certain
age
groups
or
certain
populations
that
should
take
care
to
avoid
more
contact.
So
those
are
the
examples
I.
Think
of
the
two
rationale
that
we
see,
one
is
that
mortality
rate.
I
I
also
just
wanted
to
add
a
comment:
I
appreciate
that
it
confirms
some
of
the
things
that
I've
been
looking
into
I
wanted
to
share
with
my
colleagues
here
and
with
yourself
that
we
did
initiate
my
office
as
chair
of
the
Public
Safety
and
Emergency
Management
Committee,
a
conversation
with
our
director
of
emergency
management
services,
Barrett
Lane,
two
to
begin
to
think
about
how
we
would
talk
about
this
from
a
from
a
public
safety
and
emergency
management
perspective.
We're
getting
questions
about
not
not
saying
that
these
are
the
things
that
would
be
impacted.
I
But,
for
example,
should
people
be
stocking
up
on
water?
Well,
the
city's,
the
one
that's
in
charge
of
providing
clean,
drinkable
water.
So
what?
What
does
that
mean
for
folks
who
are
running
to
the
store
trying
to
stock
up
and
all
kinds
of
water
bottles?
And
so
we're
getting
questions
about?
Like?
Is
the
city
going
to
be
able
to
provide
the
plastic
gloves
and
masks
and
the
face
max
masks
and
then
questions
about
what
would
be
the
role
of
MPD
in
a
situation
where
there
is
a
sort
of
larger
scale
impact
in
the
city?
I
Where
schools
closed
or
certain
employment,
centers
aren't
active,
so
I
think
it's
a
good
topic
and
I
just
wanted
to
say
that
our
committee,
through
that
lens
of
emergency
management
services,
is
looking
at
it.
I
welcome
the
interest
and
and
participation
of
colleagues
and
in
shaping
that
discussion.
I
D
I'm
sure
it
comes
from
kind
of
I
appreciate
the
comments
as
well.
I
feel
like
just
going
on
and
not
talking
about.
It
is
not
an
appropriate
path,
but
I
think
also,
as
I
said,
providing
the
majority
of
our
day
on
doing
work
for
our
residents
and
getting
the
work
of
government
accomplished
is
also
an
important
part
of
what
we
do
as
well
and
so
I
just
wanted
to
know.
We
are
walking
that
balance.
D
Ii,
minor
I,
shouldn't
say
minor.
Second
update
is
again
thanks
to
Renee
in
the
coordinators
office,
who's
working
with
Minneapolis
Police
Department.
We
will
be
issuing
the
request
for
proposals
for
the
MPD,
staffing
and
efficiency
study
that
we
expect
that
to
be
Monday,
and
so
we
will
send
out
a
link
when
that
is
live
so
that
you
can
distribute
that.
But
that's
obviously
an
important
component
of
what's
in
front
of
the
coordinators
office
currently
as
well,
and
just
want
to
say
that
MPD
has
been
great
partners
in
that.
A
Thank
you
any
questions
or
further
comments
from
my
colleagues
I'm,
not
seeing
any
I'll
make
a
motion
to
receive
and
file
the
city
coordinators
update
all
those
in
favor,
please
signify
by
saying
aye
I
opposed
that
carries.
Next.
We
have
director
Bergstrom
with
an
update
on
our
community
media
access
services
for
things
even
like
this
meeting
and
other
things
that
we
want
to
communicate
from
the
same
great.
G
Thank
you,
Thank
You,
chair,
Palmisano,
called
council
members.
Excuse
me,
my
name
is
Greta
Bergstrom
and
I.
Am
the
city's
director
of
communications
here
this
afternoon
to
provide
the
committee
with
a
brief
and
final
recap
of
the
public
access
TV
process,
we're
here
today
to
seek
counsel
authorization
to
award
a
three
year
contract
to
be
fresh
productions
to
operate
the
city's
public
access
TV
channels
and
to
provide
community
media
access
services.
G
Public
access
was
last
in
front
of
Enterprise
Committee
on
September
19th,
with
our
partners
in
the
coordinators
office
from
the
office
of
performance
and
innovation.
We
had
asked
at
that
time
council
to
approve
issuance
of
an
RFP
for
kamini
community
media
and
public
access
services,
both
at
the
recommendation
of
the
City
Attorney's
Office
and
aligning
with
practices
best
practices
for
professional
services.
G
For
policy
not
exceeding
one
hundred
and
seventy-five
thousand
with
council
authorization
on
October
21st,
we
did
issue
the
RFP
it
did
reflect
and
we
had
wanted
it
to
reflect
the
access,
TV
workgroup
criteria.
So
that
was
the
criteria
that
was
brought
forward
in
September
by
performance
and
innovation.
We
received
for
submissions
as
of
the
December
9th
due
date
between
December
and
January
kind
of
like
around
the
holidays
and
then
post
holidays
through
early
February.
The
community
evaluation
committee
reviewed
and
scored
each
proposal
and
ranked
each
proposal
against
some
specific
criteria.
G
Again
coming
out
of
that
workgroup
from
the
previous
summer,
we
had
five
core
goal:
areas,
accessibility,
engagement,
content
relationship
and
opportunity,
and
then,
of
course,
we
had
four
key
areas
within
the
RFP
proposal
itself.
So
what
was
their
work
plan
proposal
and
program
understanding
a
strategic
plan
and
then
their
overall
experience
and
background
pleased
to
say
that
with
the
highest
score,
we
are
moving
forward
in
recommending
north
Minneapolis
based
be
fresh
productions
as
the
city's
next
public
access
contract
operator,
I
think
be
fresh,
really
came
in
with
an
impressive
understanding
of
the
cities.
G
You
know
what
we
wanted
from
from
community
media
access
I
think
they
had
a
good
understanding
of
the
city's
intent
to
reimagine
public
access
as
a
true
community
media
asset.
They
are
definitely
focused
on
amplifying
supporting
diverse
voices
and
in
providing
innovations,
both
technical
and
otherwise
training.
G
To
enhance
community
engagement,
we're
working
right
now
to
develop
a
roughly
three
month
transition
plan,
we'd
be
transitioning
services
from
our
longtime
public
access
operator,
MTN
to
be
fresh
productions,
we're
envisioning
the
transition
starting
April
1st
2020,
we're
still
in
discussions
about
that
during
the
transition,
be
fresh
plans
to
conduct
a
needs
assessment
with
Minneapolis
based
artists,
media
producers,
content
producers
and
various
stakeholders.
If
the
contract
were
approved
by
council
again,
they
would
operate
against
a
three
year
contract
with
the
option
to
extend
twice
in
one
year.
G
Extensions
I
would
like
to
thank
our
five
community
volunteer
evaluators,
who
I
can't
name
today,
given
the
process
right
now,
these
individuals
spent
a
great
deal
of
personal
time
and
attention
reviewing
and
scoring
the
four
proposals
that
the
city
received.
Some
of
these
proposals,
as
you
can
imagine,
were
in
excess
of
60
pages,
and
we
greatly
appreciate
the
time
and
care
at
the
individual
spent
evaluating
the
submissions,
assigning
points
to
the
RFP
criteria,
areas
and
meeting
as
a
group
to
discuss
the
merits
of
each
proposal
and
really
finalize
recommendations.
I
do
believe.
G
They've
made
a
positive
and
significant
impact
on
this
process.
Lastly,
but
certainly
not
least,
I
would
like
to
thank
our
long-standing
public
access
provider
MTN
for
their
dedication
over
the
years,
providing
public
access
services
and
trainings
within
our
community.
They
really
have
a
long
legacy
in
the
community
and
it's
important
that
we
acknowledge
their
work
over
the
years.
F
Hello,
Thank
You
Greta,
the
communications
department,
the
work
group
who
worked
on
the
access,
television
project
and
everyone
else,
Thank
You,
chair,
Palmisano
and
council
members.
We
are
honored
to
be
here
today.
My
name
is
Rebecca
McDonald
and
I'm.
The
founder
and
director
of
the
fresh
productions
where
media
production
and
communications
agency
based
in
North
Minneapolis
be
fresh,
has
been
doing
community
and
commercial
media
for
over
15
years,
and
actually
today
marks
the
six-year
anniversary
of
founding
our
LLC
I.
F
Am
the
prime
contractor
on
the
selected
proposal
and
I'd
like
to
introduce
my
team
nancy
smith,
director
of
operations,
vera
allen,
director
of
communications
and
partnerships,
jasmine,
rue
kim
of
monica
data,
our
director
of
data
and
impact
and
our
teammates?
That
cannot
be
here
today:
eben
Wilburn,
director
of
education
and
David
Buchanan,
director
of
creative
services,.
F
Our
multi-generational
team
has
decades
of
experience
spanning
media
production
and
training
journalism,
program
management,
data
insight
and
Technology,
and
public
access
television.
In
fact,
two
of
our
teammates
are
former
MTA
employees.
We
intend
to
as
Greta
mentioned
begin.
Our
community
needs
assessment
process
to
engage
with
and
center
diverse
voices
as
we
work
to
reimagine
public
access
television
as
community
media.
In
Minneapolis
we
will
honor
the
history
of
public
access
television
and
the
legacy
of
the
current
public's
public
access
vendor
MTN
there's
never
been
a
greater
need
or
a
better
time
for
storytelling
and
media
makers.
A
Thank
you
welcome
Nancy,
Vera
Jasmine,
thanks
for
also
being
here
with
us
today.
Are
there
questions
or
comments
from
my
colleagues?
This
has
been
a
real
long
process,
so
I
appreciate
director,
Bergstrom's
kind
of
reminder
to
us
of
where
we've
been
and
how
we
made
these.
Consider
it
how
we
made
this
considered
choice,
councilmember
Connell,
thank.
I
You,
madam
chair
I,
just
wanted
to
thank
our
staff.
Greta
who's
been
so
thoughtful
at
putting
this
process
together.
I
was
sort
of
in
and
out
of
the
entire
timeline
just
touching
base
and
I
do
feel
like.
This
is
a
really
positive
direction
for
for
the
city,
Enterprise
I
think
this
is
such
a
vital
time
to
really
take
advantage
of
the
dynamic
field
that
is
Communications
now
I.
I
Remember
when
I
first
started
working
in
City
Hall
back
in
2010,
when
I
was
an
aide
for
then
councilmember
Robert
Liljegren
I
was
coming
fresh
off
of
organizing,
and
you
know
the
ways
that
we
did.
Communication
was
so
different
than
the
way
the
city
did
it
and
I
just
always
had
this
like
angst
about
like
I
wish,
we
could
do
it
better
and
now
I
feel
like
it's
getting
there.
I
I
feel
like
you,
Greta
runs
a
really
good
shop
and
I
think
the
addition
of
this
multiracial
team,
that
is
forward-looking,
will
helped
us
achieve
our
city
goals,
which
are
really
really
important
when
it
comes
to
racial
justice.
Racial
equity
engagement,
strengthening
our
democracy
during
a
time
where
it
feels
like
a
lot
of
doors,
are
getting
shut
and
and
a
lot
of
really
good
work
is
getting
lost
in
in
conflict
and
in
an
lack
of
communication.
I
So
I'm
really
looking
forward
to
this
new
work
to
step
up
to
that
challenge
and
to
provide
some
really
exciting
models
that
perhaps
other
cities
can
learn
from
so
I
hope
that
you
can
also
hit
that
cumference
circuit
and
and
share
the
word
about
the
work
that
you'll
be
doing
and
this
year.
Of
course,
we
have
amazing
projects
like
the
elections
which
are
going
to
happen
in
November
by
the
time.
I
I
think
this
team
gets
rolling,
I
the
the
census
might
be
kind
of
closing
up,
but
there's
certainly
always
things
that
that
the
city
needs
to
do
better.
Engagement
on
and
outreach
on
and
I
think
the
communications
department
is
such
a
key
player
in
that
work.
So
thank
you
for
sticking
with
it
and
for
continuing
to
drive
that
transformative
work
that
we
know
is
is
really
valuable
for
the
thousands
of
residents
we
have
in
Minneapolis
I.
A
Think
that's
well
said:
I'll
go
ahead
and
move
this
contract
and
its
associated
terms
and
conditions.
Are
there
any
comments
or
other
things?
Council
members
want
to
say
about
this
item,
seeing
none
all
those
improve
will
say:
aye
aye
opposed
that
carries.
Last
but
not
least
the
week
before
Sunshine
Week,
it's
kind
of
a
dreary
day,
mr.
Rommel
Hoth,
to
come.
Something
as
sunny
is
this
to
council.
A
Mr.
Ramon
Havre
will
speak
to
what
we
did
a
staff
direction
on
last
time,
which
is
our
data
practices,
request
report
and
our
effort,
I
I,
will
say
at
the
outset,
I'm
really
curious
to
the
reaction
of
of
this
first
report
and
how
we
might
look
to
draft
things
better
and
to
be
more
helpful
in
the
future.
So
this
is
our
first
start.
Welcome
mr.
omaha's
I'm.
J
So
we
are
here
responding
to
the
staff
directive
from
last
time.
I
have
some
summary
of
some
of
the
answers
to
the
specific
questions
that
were
asked,
but
I've
got
a
more
in-depth
presentation
today,
just
kind
of
set
the
groundwork
for
future
reports,
which
can
be
more
focused
and
brief.
But
here
I
wanted
to
make
sure
that
we
had
talked
about
the
core
concepts
involved
and
also
I
will
say
to
your
point
where
we
are
excited
to
make
sure
that
this
is
a
useful
report.
So
any
feedback
is
will
be
very
appreciated.
J
J
So
in
answering
the
questions
and
the
staff
directive,
we're
really
focused
on
the
questions
listed
here
and
what
was
a
trend
in
requests
and
how
did
we
as
a
city,
do
in
answering
them
and
then?
Finally,
what's
the
status
of
open
requests
at
the
end
of
the
end
of
January
31st?
What
did
it?
What
did
we
have
in
the
books,
but
it'll
look
like,
and
then
we
can
talk
about
some
of
the
factors
that
contribute
to
how
well
we
did
so.
J
And,
finally,
the
data
Practices
Act
regulates
who
may
access
government
data
and
under
what
conditions
on
the
slide
here,
you'll
see
the
data
practices
piece
of
the
puzzle
is
shaded
into
two
different
halves.
This
is
to
reflect
that
the
law
balances
two
different
values.
In
one
hand,
it
provides
access
to
government
data
to
any
who
ask
for
it,
but
on
the
other
it
requires
us
to
protect
data.
So
the
general
rules
that
data
is
public,
but
there
are
numerous
exceptions,
and
so
our
processes
must
ensure
that
we're
protecting,
not
public
data.
J
J
So
once
we
receive
it,
staff
works
to
clarify
the
request.
We
talk
to
the
requester
and
to
try
to
understand
what
they're
looking
for
we
work
with
departments
and
IT
and
other
other
staff
around
the
city
to
locate
retrieve
the
data,
and
then
we
review
it,
sometimes
in
conjunction
with
the
attorney's
office
or
MPD,
to
make
sure
that
we
can
identify
protected
data
and
remove
it.
J
Finally,
we
release
it
to
the
requester,
so
it's
a
fairly
straightforward
process,
but
things
can
get
fairly
complicated
in
some
cases
pretty
quickly.
So,
while
many
requests
are
clear
and
targeted
or
they
target
specific
documents
or
data,
others
are
more
speculative
or
talk
about
large
quantities
of
data
in
the
mace.
In
the
most
straightforward
case,
staff
can
simply
request
a
data
from
the
department's
and
provide
with
the
requester,
but
for
a
complicated
quests.
We
may
need
to
sit
down
to
figure
out
where
to
look
we
made.
J
J
The
type
of
data
also
really
affects
how
challenging
this
can
be
so
paper.
Files,
for
example,
can
usually
only
be
accessed
by
whatever
organizational
principle
we
created
in
the
first
place,
so
think
of
a
file
cabinet
organized
by
address
fairly
easy
to
look
up
an
address,
but
if
we're
going
to
look
at
with
building
materials
by
their
roofing
type,
it's
almost
impossible
without
looking
at
every
file.
J
So
these
factors
really
start
to
determine
whether
how
complex
it
is
to
respond
to
a
specific
request.
It's
simply
a
request
with
all
the
characteristics
on
the
left
hand,
side
of
the
slide
will
be
responded
to
more
quickly
and
easily
with
less
staff
time
in
the
process.
The
request
so
to
give
context
to
the
data
that
we'll
be
reporting.
We
created
a
model
that
tries
to
determine
where
a
request
falls
on
this
grid
of
three
categories
here,
so
if
it
has
a
defined
workflow,
it's
more
has
more
of
the
characteristics
on
the
left.
J
So
a
great
example
came
from
former
clerks
office
employee,
who
noticed
an
uptick
in
requests
from
businesses
looking
to
develop
properties
as
these
came
in
they
they
could
look
very
different
because
a
developer
faced
with
the
blank
form
describes
what
they
want
with
no
prompting,
and
it
may
look
the
same
as
another
developer,
ultimately
they're
after
the
same
data,
but
they
don't
really
have
a
way
of
talking
about
it.
That
allows
us
to
act
on
it
efficiently.
J
So
we
defined
a
set
of
common
responsive
documents
to
use
standard
requests
from
developers
like
this,
and
we
worked
with
the
three
departments,
who
have
the
data
figure
out
how
to
get
in
their
hands
quicker.
So
today,
when
developer
once
what
we
now
call
a
phase
one
site
assessment,
they
send
a
form
departments.
The
three
departments
are
automatically
notified.
J
The
developer
is
able
to
immediately
access
some
data
live
from
our
website
and
the
staff
who
has
to
pull
the
other
data
is
immediately
engaged
in
doing
so
now
there
are
still
challenges
some
of
the
data
that
responsive
user
process
is
in
paper
files,
but
instead
need
to
define
this
process.
We
were
able
to
identify
that
as
a
as
an
issue
and
our
in
process
of
scanning
those
images,
so
we're
working
with
environmental
health
to
create
an
electronic
repository
which
then
will
be
able
to
put
online
so.
J
J
J
J
J
For
me,
the
most
notable
thing
on
this
slide
is
the
difference
in
January
2020
between
the
requests
received
and
closed.
Historically,
it's
been
it's
taken.
Basically,
all
of
our
efforts
to
get
somewhere
close
to
you
treading
water,
and
we
often
had
a
slight
backlog
being
built
January,
we
had
a
significant
improvement.
This
is
largely
due
to
staffing.
We
had
some
additional
contract
reviewers
that
we
brought
on
board
last
year.
It
was
in
fear,
and
that
really
started
to
make
a
difference
in
January.
A
J
So
the
this
slide
shows
of
the
requests
that
we
received
in
January.
What
type
were
there?
The
important
thing
I
think
from
this
slide
is
we've
identified
categories
that
can
benefit
from
those
from
additional
structure.
So,
like
the
phase,
one
sighted
assessment
exist
as
an
example.
We
have
another
a
number
of
other
categories
that
define
how
a
request
will
be
processed.
The
the
undefined
requests
are
just
labeled
general
requests
here.
They
now
only
represent
about
half
of
requests,
we've
taken
it
so
for
Street,
grammars,
I,
think
there's
another
good
example.
J
There
we
have
a
defined
process.
We
only
have
a
data
for
a
limited
amount
of
time,
so
we
needed
to
have
a
different
workflow
than
you
would
have
for
say,
an
email
poll
by
defining
that
people
can
request
it
through
a
forum.
The
right
people
are
immediately
notified
and
we
can
start
to
take
action
on
that
request.
J
So
one
of
this,
so
it's
a
good
thing
that
we
have
more
categories.
I,
think
we'll
be
breaking
out
more
as
a
year
goes
on,
but
I
think.
If
you
look
in
the
the
position
of
the
categories
from
the
left
to
the
right,
many
of
them
are
still
not
as
well-defined
as
it
could
be.
So
one
of
our
goals
this
year,
we
moving
more
of
these
to
more
structured
workflows.
J
J
Are
some
more
low-hanging
fruit
in
general,
request
category
that
we're
working
on
developing
additional
forums
for
I?
Think
in
the
very
next
report,
we'll
have
snow
request,
snow
removal,
a
data
which
has
been
a
hot
requests
lately.
So,
as
we
see,
changes
in
requests
will
break
out
more
and
more
structures.
J
A
Mister
Omaha
fund,
something
like
that.
Can
you
to
help
me
understand
more?
Are
they
looking?
Can
you
help
this
help
illuminate
the
nature
of
those
kinds
of
requests?
Are
they
looking
at
where
the
reporting
happened,
which
I,
don't
think
is
information
that
will
give
out
is?
Are
they
looking
for
just
the
quantity
of
them
across
the
city?
Typically,.
J
So
the
the
next
slide,
oh
and
also
note
the
the
slides
with
the
orange
in
the
top
right
hand,
side.
These
are
slides,
which
I
think
we're
currently
planning
on
bringing
back
as
part
of
the
repeating
report
file
so
that
I
wanted
to
draw
your
attention
to
those
in
case,
there's
slides
that
you
had
either.
If
we
see
something
that's
missing,
we
can
add
them
or
if
there's
something
that
you
don't
find
helpful,
we
can
talk
about
that
as
well.
J
So
we
receive
requests
from
the
public
at
large,
but
we
receive
about
a
quarter
of
requests
from
businesses
about
another
10%
or
so
from
law
firms,
and
then
about
10%
are
from
the
media.
A
handful
are
from
other
agencies
and
then
the
public
category
listed
here.
It's
it's
a
mixture
of
the
general
public
organizations
or
people
who
just
didn't
disclose,
or
we
weren't
able
to
tell
what
what
other
type
of
entity
they
were
now
we're
happy
to
answer
requests
for
anybody.
J
The
reason
I
think
I
wanted
to
show
this
slide
is
because,
when
it's
structured,
a
business
structures
based
on
making
requests
and
leveraging
government
data,
I
think
there's
more
opportunity
for
us
to
work
with
that
requester
to
make
sure
that
we
can
add
workflow
definition
around
the
requests.
If
it's
something
that's
gonna
be
more
than
a
one-off.
If
it's
something
they're
going
to
provide,
for
example,
of
a
monthly
basis,
there's
an
opportunity
I
think
to
simplify
it.
J
The
other
thing
I
want
to
mention
is
a
lot
of
my
focus
here
is
on
efficiency
with
the
requests,
and
that's
because,
when
we
have
so
many
requests
that
were
we're
typically
running
into
a
backlog,
efficiency
helps
transparency
of
the
city,
because
we're
able
to
take
some
things
off
the
table.
If
we
can
answer
requests
quickly,
the
staff
can
focus
on
other
requests.
K
I
think
it's
your
Palmisano,
so
how
connected
is
and
I'll
just
as
a
excuse
me
as
a
bit
of
feedback,
defined
workflow
and
no
defined
workflow
and
mixed
feel
are
confusing
categories
to
me:
I'm,
not
sure
what
to
do
with
that
information.
Yet
so
we
need
to
think
about
how
to
how
to
present
that
cuz
I'm,
not
not
100%
sure
what
what
they
really
mean.
The
I
am
curious.
How
much
are
you
working?
K
How
much
is
this
connected
to
work
with
IT,
to
create
dashboards,
and
particularly
for
data,
that's
being
requested
monthly
or
being
requested
on
a
regular
basis?
How
much
can
we
automate
that
so
that
we
never
even
have
to
receive
a
request
other
than
somebody
going
to
a
website
and
and
pulling
down
the
data
for
themselves?
That's.
J
A
great
question,
madam
chair:
that's
one
for
Fletcher,
I,
think
so
I
think
the
we've
struggling
with
the
category
names
ourselves,
I'll
flip
backwards.
Briefly
to
these
specific
workflows,
where
they,
what
they
really
mean
is
when
something
comes
in
a
phase
one
site
assessment
we
know
whose
receives
us
we
know
what
to
do.
We
can
assign
timelines.
We
know
what
type
of
data
we're
looking
for
a
general
request,
which
is
just
as
a
you
know,
page
of
your
text.
J
We
have
to
first
discern
and
try
to
figure
out
where
that
data
might
be,
but
I'm
going
to
go
back
to
the
phase
one,
because
that
gets
to
your
other
point
two.
Once
we've
defined
really
a
good
definition
of
what
people
are
looking
for
and
where
it
sits,
we
can
work
with
the
department's
to
figure
out
how
best
to
get
it.
Maybe
this
is
designing
with
IT
a
Cognos
report
that
pulls
just
the
public
data
into
a
report.
So
it's
a
much
easier
to
create
for
the
phase
one
site
assessment.
J
Actually
regulatory
services
went
forward
with
a
dashboard
showing
their
inspection
data
in
special
violation
data.
So
that's
on
their
website.
So
now,
when
a
requester
is
looking
for
a
phase,
one
site
assessment
were
able
to
direct
them
to
that
they
can
self-serve.
We
don't
even
need
to
make
a
request
for
other
components.
Like
the
paper
documents.
A
Mister
I'll
have
a
question
I
have
about
all
of
these
businesses,
which
I
didn't
actually
have
an
appreciation
for
how
many
of
our
data
requests
actually
come
from
businesses
until
I
got
further
into
this
and
became
a
council
member.
Could
you
help
me
understand
the
public
purpose
and
business
requests,
because
it
seems
to
me
are
examples.
I
have,
in
my
mind,
are
things
that
businesses
are
using
public
resources
to
get
information
so
that
they
can
do
better
with
their
marketing
of
products.
J
J
A
But
that
seems
strange
to
me,
though,
how
about
the
timeliness
of
these
kinds
of
requests
right,
I
know
that
a
concern
we
get
a
lot
from
from
whether
private
individuals
or
members
of
the
media
is
that
we're
quite
slow
to
turn
things
around
and
is
there
an
opportunity
to
get
more
efficient
and
things
that
are
more
timely
versus
not
quite
so
integral
as
to
turning
it
around
quickly?
Yeah.
J
And
I
do
have
some
some
data
on
I'm
kind
of
a
how
we're
doing
piece
of
things
so
I'll
jump
right
to
here.
I.
Think,
one
of
the
reasons
we're
focused
on
the
the
current
structure
run
types
of
requests
is
to
improve
the
timeliness.
The
more
we
can
say
more
looking
to
find
what
what
the
responsive
data
is
and
how
we're
going
to
get
it
and
the
more
we
or
how
to
have
a
game
there.
We
can
be
efficient
in
responding,
but
we
can
also
set
expectations.
So
businesses
know
it
takes
about.
J
J
J
One
of
the
things
we're
hoping
to
do
by
creating
definition
around
types
of
requests
is
for
each
type
to
set
appropriate
standards
for
that
type.
It's
always
going
to
be
hard
to
say
how
long
the
request
should
take.
If
we
do
can't
say
anything
about
it,
because
some
requests
can
be
for
tens
of
thousands
of
emails.
Some
requests
are
for
a
single
document
so,
but
by
catechetical
categorizing
these
things
we
will
be
able
to
better
measure
how
well
we're
doing
yeah
I
will
say.
J
J
J
J
J
Before
actually
before,
moving
to
this,
I
will
know
that
there
are
some
additional
metrics
on
the.
How
are
we
doing
that
because
of
the
small
base
sizes
we're
not
showing
this
time
around,
but
I?
Don't
think
we'll
wait
to
the
annual
report
for
so
we're
hoping
to
over
the
next
several
months.
Add
some
some
more
in
and
I
can
certainly
take
some
take
suggestions,
but
the
average
time
to
complete
the
activity
of
retrieved,
review
and
release
and
the
percentage
meeting
the
standards
that
we've
set
for
that.
J
That
type
are
what
we're
hoping
to
add
and
the
other
thing
I
think
it's
important
to
add
is
the
impact
of
requests
and
departments.
Not
every
department
receives
requests
equally,
some
are
really
hard
hit
by
these,
and
others
receive
only
a
handful
so
showing
the
how
departments
which
of
these
kind
of
affect
the
department's
as
well.
J
So
the
last
thing
I
wanted
to
show
here
is
the
current
open
portfolio.
I
said
current
here,
it
means
is
as
on
on
January
30
31st.
So
after
the
efforts
in
January
this
year,
what
was
left,
and
so
we
had
a
hundred
seventy
three
requests,
which
is
a
net
reduction
of
more
than
one
hundred
quests.
Most
of
them
were
of
that
undefined
type
and
here's
your
age
breakdown.
J
So
the
thing
that
jumps
out
to
me
at
this
slide
is
there
are
ten
requests
that
are
a
year
or
older
and
that
I
think
is
a
bit
eyebrow-raising
for
each
of
these
as
a
story
and
in
some
cases
it's
because
they're
standing
requests,
I
think
those
are.
Those
are
requests
that
you
make
and
you
continue
to
get
data
on
a
periodic
basis.
So,
if
I
want
every
month
the
council
committee,
that
would
be
a
bad
request.
This
is
publicly
available.
J
J
Most
of
those
are
in
a
rolling
request
status,
so
we're
providing
some
data
the
requester
periodically,
but
even
so
I
think
you'll
agree.
The
10:10
requests
that
more
than
a
year
old
is
a
significant
number
that
are
significantly
it's
an
issue
so
having
this
here
in
this
report,
I
think
will
be
helpful,
because
the
current
open
portfolio
is
where
you'll
see
legging
requests.
This
will
bring
attention
to
the
issue.
It
holds
us
accountable
and
it
helps
us
keep
focus
solving
these
issues.
J
J
J
J
So
we're
doing
this
report
today,
your
sponsor
staff
directive,
but
also
because
this
is
the
first
time
we've
had
access
to
data
like
this
I
t's
been
working
with
us
to
build
a
system
and
we've
been
able
to
pull
more
information,
send
as
more
information
with
the
departments
about
how
we're
doing
on
on
these
data
requests
in
pulling
this
report
together.
One
of
the
lessons
I've
learned
is
that
we
still
a
bit
of
a
long
way
to
code
to
make
sure
the
data
is
as
easy
to
use
as
possible
and
is
reportable
as
possible.
J
Ultimately,
would
really
like
to
see
this
as
a
dashboard,
so
you
don't
need
a
necessarily
file
report.
There's
something
that's
available.
You
can
see
where
things
are.
The
the
other
thing
I'll
note
is.
The
staffing
impact
has
been
pretty
pretty
important.
We've
had
we
have
a
vacancy
now,
but
we
had
additional
contract
reviewers
to
help
close
the
gap
and
I
think
we'll
be
continuing
to
focus
on
the
requests
that
are
a
year
or
older
to
try
to
remediate
that
issue.
J
J
And
well,
the
last
thing
I
was
going
to
note
is
the
next
reports
is
April
April
9th
it'll
be
shorter,
which
is
more
focused
on
the
actual
metrics,
and
one
thing
that
we're
hoping
to
have
is
MPD
data
in
here
as
well.
Mpd
receives
their
own
requests,
they
did
provide
some
data,
but
it
was,
things
are
tracked
differently
there
they're,
not
yet
in
the
same
system
as
we
are,
and
so
it's
been,
it
was
a
bit
difficult
to
try
to
pull
the
similar
metrics
together
from
their
data,
set
that
it
provided
it's
just.
J
A
J
A
L
L
So
today
we
actually
have
real
systems
and
real
tools
to
be
able
to
track
that
data
and
produce
these
reports,
and
it
still
feels
often
to
the
team
that
we
don't
have
great
tools
but
I
like
to
remind
them
frequently
of
where
this
came
from,
where
we
literally
were
tracking
everyone's
data
practice
requests
on
post-it
notes,
and
that
was
not
even
a
deck
to
go.
So
I
appreciate
the
work
of
the
team
and
appreciate
the
ability
to
bring
these
reports
to
the
committee.