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From YouTube: February 6, 2020 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
https://lims.minneapolismn.gov
A
Good
afternoon
welcome
to
the
enterprise
committee
a
regularly
scheduled
meeting
for
February
6th.
My
name
is
Lenny
Palmisano
and
I
chair
this
committee
with
me
at
the
dais,
our
committee
members,
council,
member
Lisa,
Goodman
coño
Fletcher
and
rank
we're
a
quorum
of
this
committee
and
were
authorized
to
do
the
city's
business.
A
Colleagues
on
the
consent
agenda
today
are
four
items:
I'll
see
if
I'll
read
them
and
see
if
anyone
wants
to
take
them
off
for
any
reason,
and
we
can
discuss
those
and
as
we
dispense
with
that,
we
have
three
just
quick
discussion
items
to
go
through
and
I
anticipate.
This
meeting
I'll
probably
take
approximately
45
minutes.
I
know
some
of
you
have
had
a
very
long
meeting
this
morning
at
zoning
and
planning.
So
on
our
consent
agenda.
Today
we
have
vacation
leave
benefits
for
appointed
employees
that
we
had
robust
discussion
about.
A
This
at
executive
committee
am
told
item
number
two
is
a
contract
amendment
with
Abbott
for
licenses,
training,
maintenance
and
support
for
our
crime.
Lab
item
number
three
is
a
contract
amendment
with
Verint
Americas.
This
is
our
call
screens
application
for
three
one.
One
item
number
four:
is
a
contract
with
Harris
Computer
Corporation
for
implementation,
maintenance
and
support
of
our
utility
bill
billing
in
the
public
service
building.
Does
any
to
any
of
my
colleagues
want
to
take
off
any
of
those
items
for
more
discussion,
seeing
none
all
those
in
favor
of
approving
those
consent.
A
B
Chair
Palmisano
members
of
the
committee
I'm
mark
ruff
interim
city
coordinator,
have
a
just
a
few
items
of
of
an
update
one
is.
We
had
talked
previously
about
the
the
Drake
fire,
the
Red
Cross,
shelter
didn't
close,
and,
and
we
know
that
County
and
Pillsbury
United,
as
well
as
other
organizations
including
align
in
cooperation
with
first
covenant,
are
continuing
to
provide
services
for
those
residents.
B
So,
though,
even
though
the
shelter
itself
has
closed,
there's
follow-up
that
has
been
undertaken
we'll
also
say
that
we're
working
towards
a
recognition
of
both
a
Red
Cross
and
the
Salvation
Army,
which
provided
meals
for
that
facility
and
just
a
thank
you
from
the
city
in
terms
of
the
work
that
they
did
above
and
beyond
what
they
normally
would
for
a
disaster.
Shelter
of
this
type.
So
just
some
I,
wouldn't
call
it
I
would
just
say
in
review.
B
We
will
also
be
looking
generally
on
how
we
operate
disaster
shelters
and
just
our
partnership
with
Red
Cross
and
doing
some
after-action
and
of
learning
throughout
this
whole
process.
So
that's
one
element
of
the
of
the
work
that
has
concluded
at
least
from
the
cities
portion
of
the
work
revolving
around
former
residents.
Certainly
that
site
do
something
that
will
be
an
active
consideration
and
councilmember
Goodman
and
her
Ward
will,
you
know,
obviously
a
key
player
and
that
discussion
as
well.
B
This
is,
you
were
all
aware:
we
have
four
departments
within
the
coordinators
umbrella
which
everyday
interact
with
our
residents,
that
is
NCR
communications,
three
one
one
and
nine
eleven
one
they
already
informally
work
together.
But
to
me
much
of
the
action
that
all
of
you,
as
a
council
have
taken
on
focusing
on
reaching
residents
who
don't
normally
interact
with
the
city,
and
that
is
not
just
anecdotal
information.
It
is
also
something
that
came
forward
and
the
communications
audit
that
was
undertaken
by
padilha
recently.
B
B
Actually,
a
definition
of
what
engagement
is,
because
we
all
have
our
different
ideas
of
what
engagement
means
from
the
from
the
city
and
then
working
towards
an
engagement
policy
says
that
this
is
a
critical
issue
for
us
elected
officials,
and
so
the
this
position
would
be
twofold
one.
It
would
then
oversee
these
four
departments,
so
instead,
right
now,
the
coordinator
has
12
direct
reports,
which
include
both
departments
and
staff
within
the
coordinators
office.
B
But
there
are
elements
I,
think
of
the
city
where
we
have
undertaken
engagement,
the
same
way
for
20
or
30
and
clearly
over
the
last
decade.
The
way
that
people
communicate
has
changed
dramatically
right
and
we
have
some
areas
where
we
are
certainly
moving
forward.
The
new
websites,
an
example
of
that,
but
there
are
many
other
ways
that
we
can
be
more
actively
interacting
with
our
residents.
I
think
the
the
other
areas
is
also
to
serve
as
a
resource
for
you,
as
elected
officials
in
terms
of
engagement
process.
B
I
know
I
hear
regularly
that
that
you
all
take
the
hard
questions
in
your
offices.
You
all
would
be
like
to
be
more
proactive
in
some
of
that
engagement
rather
than
reactive
and
well.
I.
Don't
want
to
over
promise
on
what
this
position
can
do.
I
think
there
is
a
place
for
this
position
to
provide
some
expertise
in
that
arena
as
well.
B
B
What
happened
last
year
with
2040
certainly
was
one
of
those
large
events,
and
the
implementation
is
a
will
be
a
multi-month
multi-year
process,
as
well
as
the
new
building
and
the
public
service
element
of
the
new
building
is
an
important
component
of
this
discussion
and
some
of
the
employees
who
will
actually
be
working
in
there.
I
would
see
report
up
through
this
deputy
I
think
we
always
have
to
ask
ourselves,
and
you
know
it
seems
like
every
time
we
have
a
problem
in
the
city.
B
We
solve
that
by
creating
a
new
FTE
right
and
that's
not
always
the
best
way,
but
in
this
case
I
think
it
is,
and
I
would
say.
One
of
the
reasons
that
the
effectiveness
has
been
diminished
is
because
we
asked
too
much
of
coordinators
and
have
in
the
past.
That's
not
a
criticism
of
our
recent
coordinators.
It
is
just
a
function
as
I
said,
of
higher
expectation
level,
and
if
we
have
a
coordinator
who
has
12
direct
reports
is
responsible
for
14
elected
officials
and
then
also
working
with
charter
departments
and
outside
entities.
B
So
that
is
a
an
area
that
I
see
is
great
room
for
improvement,
that
that
really
puts
a
lot
of
pressure
on
the
person
we
select
in
this
position
and
what
kind
of
skills
they
have,
because
they
have
to
be
able
to
both
a
great
manager
and
be
able
to
walk
into
any
room
around
the
city
and
be
comfortable
in
communicating
with
with
those
folks
and
so
I'm
excited
about
this
opportunity
and
we
are
moving
through
in
the
approval
process.
So
this
position
has
been
approved
by
the
executive
committee.
A
Or
comments
from
my
colleagues
I'm
not
seeing
any
I
will
note
that
some
of
the
things
that
you
described
here
help
to
address
concerns
that
were
raised
and
the
communications
audit
that
we
underwent
as
well
as
a
city
in
terms
of
the
kinds
of
people,
the
kinds
of
things
that
people
do
learn
from
the
city
in
the
ways
that
people
go
about
seeking
information
from
the
city.
This
seems
like
a
good
direction.
So
thank
you.
Thank.
B
A
D
And
I
quickly
go
over
introduce
myself.
My
work
highlight
the
history
of
continuous
improvement.
Talk
about
what
continuous
improvement
is
provide.
Some
observations,
I've
had
in
the
12
plus
years
I've
been
in
this
position
and
then
quickly
just
to
talk
about
some
of
my
current
work
and
then
stand
for
questions
if
there
are
any
so
I'm
the
manager,
Jody
Mull,
Mary
Hansen,
the
manager
of
continuous
improvement,
as
I
noted,
I,
lead
and
support
the
city's
continuous
improvement
efforts
by
using
an
internal
consultant
model
and
I
do
that
through
providing
capacity-building
and
technical
assistance.
D
Some
of
the
capacity-building
I
provide
as
problem-solving
for
departments
facilitation,
help.
People
challenge
some
of
the
existing
assumptions
to
make
some
changes.
I
hope
people
see
their
work
through
the
experiences
of
their
customers.
Better
utilize.
Existing
resources
could
help
them
clarify
what
they're
trying
to
achieve
and
work
with
them
to
provide
options
on
how
to
achieve
that,
especially
if
we
can
do
that,
finding
ways
to
utilize
existing
resources
and
then
the
technical
assistance
is
of
providing
tools,
techniques,
resources,
making
connections
per
building
relationships,
mentoring,
coaching
and
providing
consultations.
D
My
approach
is
to
meet
people
where
they're
at
I
build
trust
through
working
with
people
through
a
appreciative
inquiry
also
known,
as
judge
less
understand,
more
set
and
meet
expectations
and
adjusting
those
as
needed
and
then
try
to
keep
a
sense
of
humor
and
a
positive
outlook
as
we
work
together.
Through
these
challenges,
the
initiative
was
created
in
2007.
It
was
originally
called
business
process,
improvement
or
BPI,
and
some
people
still
refer
to
that,
but
they
quickly
broadened
to
focus
on
other
things,
such
as
helping
departments
with
rajee's
performance,
their
programs
and
initiatives.
D
Just
a
highlight
of
some
of
the
approaches
that
we
use.
When
we
first
kicked
off
this
initiative,
we
contracted
with
Ken
Miller
from
the
change
and
innovation
agency.
We
don't
make
widgets.
He
helped
us
understand
how
to
do
process.
Mapping
learn
about
the
voice
of
the
customer,
how
to
identify
bottlenecks,
batches
and
backlogs.
He
talked
a
lot
about
that.
D
Their
focus
was
really
to
utilize
constraints,
foster
creativity,
so
thinking
inside
of
the
box
instead
of
outside
of
the
box,
they
helped
us
understand
how
functional
and
structural
fixedness
gets
in
our
way,
because
once
we
create
a
process
or
a
program,
it's
hard
for
us
to
think
about
it.
Any
way
differently,
so
they
provided
us
with
thinking
tools
such
as
subtraction
and
division
and
task
unification.
I'll
give
a
quick
example
for
a
lot
of
us
who
drink
cream
in
our
coffee.
We
tend
to
pour
the
coffee,
pour
the
cream
in
and
then
use
a
stir.
D
D
Pour
the
coffee
then
into
the
cup
the
action
of
pouring
the
coffee
into
the
cup
it
takes
on
the
role
of
the
stir,
stick
which
is
essentially
task
unification,
so
utilizing
those
concepts
in
our
processes
and
procedures
to
help
us
think
differently.
Again,
really
looking
at
what
existing
resources
do,
we
have
to
make
these
changes
and
then,
finally,
pro
Sai
and
change
management,
so
we've
gone
through
the
work
of
identifying
opportunities
for
improvement.
We've
put
them
together,
but
now
we
need
to
bring
people
along
in
understanding.
D
Those
changes
and
pro
side
does
that
through
what
they
call
add.
Car
awareness
desire,
knowledge
ability
and
reinforcement,
and
so
people
need
to
understand
how
the
change
and
when
the
change
is
going
to
impact
them,
so
they
might
have
awareness
about
the
change,
but
they
might
not
have
the
knowledge
and
ability,
and
this
model
helps
us
kind
of
figure
out
and
target
where
to
focus
those
resources
on
and
those
efforts.
D
This
is
just
an
example
of
some
of
the
projects.
I've
worked
on
in
the
past
twelve
years,
I'm
not
going
to
dive
into
them
today
and
defining
continuous
improvement.
So
continuous
improvement
is
the
ongoing
improvement
of
products.
Services,
processes,
programs
through
incremental
and
breakthrough
improvements
listed
here
are
a
variety
of
different
methods.
That
kind
of
follow
this
same
plan-do-check-act
that
was
created
in
1939.
Some
methods
might
have
a
few
more
steps
or
identify
the
steps
a
bit
differently,
but
it
is
essentially
all
the
same.
You
plan
for
that
change.
D
You
do
the
change
you
check
to
see.
Did
that
change
get
the
results.
You
are
anticipating,
and
then
you
act
upon
those
if
you
didn't
so
creating
that
plan
do
check
act
cycle.
How
I
define
continuous
improvement
is
essentially
just
to
help
people
do
things
better,
so
they
can
do
better
things.
Albert
Einstein
has
this
great
quote
that
we
cannot
solve
our
problems
with
the
same
thinking
we
used
to
create
them
so
really
helping
people
think
differently,
and
earlier
I
mentioned
help
challenge
assumptions.
It
turns
out.
D
Ok,
sorry,
my
slides
are
out
of
order
here.
So
I'm
gonna
talk
about
my
observations
and
then
get
back
to
my
current
work.
So
through
the
years
of
working
on
this
process,
I've
come
across
quite
a
few
different
observations,
one
of
which
is
that
we
do
have
the
collective
wisdom
to
solve
our
problems
and
improve
our
outcomes.
But
most
of
the
time
we
usually
don't
have
the
time
to
actually
do
that.
Many
solutions,
as
I
noted,
can
be
implemented
using
existing
resources.
D
D
So
my
current
work
currently
in
providing
project
support
to
NCR
for
the
2020
census
and
doing
that
work.
It
led
to
working
with
cassidy
garden
ear
in
the
civil
rights
equity
division
to
help
her
implement
her
census.
Experience
at
the
recent
community
connections
conference
and
in
putting
that
that
project
together,
we
found
out
that
she
needed
a
distant
additional
assistance
to
help
execute
her
idea.
D
So
we
connected
with
the
minneapolis
promise
zone,
Julian,
Larssen
and
the
AmeriCorps
vistas,
and
they
were
able
to
help
us
put
together
a
whole
bunch
of
maps
outlining
hard
to
count
areas
that
are
hard
to
account
for
the
census
they
put
together.
These
amazing
profiles
of
people
in
North
Minneapolis
talking
about
why
the
census
is
important
to
them
and
now
we're
taking
that
work
and
we're
working
collaboratively
to
figure
out
how
we
can
improve
participation
in
North
Minneapolis
for
the
2020
census.
A
C
You,
madam
chair,
as
I,
said
at
the
agenda-setting
when
I
came
in
2010,
one
of
the
things
I
was
charged,
as
was
improving
the
council's
process
through
an
automated
system,
and
we
brought
in
Jody
early
on
who
helped
the
clerk's
office
understand
our
own
process
first
and
really
challenged
us
to
not
be
so
stuck
and
fixed
in
our
thinking
on
how
that
process
works.
She
encouraged
us
through
her
tools
to
think
inside
and
outside
the
box
and
worked
with
us
over
the
course
of
a
year
to
document.
C
What
is
the
city's
legislative
process
was
highly
complex
and
her
work
then
set
the
stage
for
the
launch
of
our
legislative
information
management
system
that
we
use
today,
and
we
wouldn't
have
been
able
to
do
that
without
her
help.
You
know
when
you're
too
close
to
your
work.
Sometimes
you
you
don't
understand
how
it
fits
into
a
bigger
picture,
so
she
was
instrumental
in
helping
us
set
the
stage
for
limbs.
The
other
thing
I
noticed
on
her
slide,
madam
chair
very
quickly.
C
Jody
played
a
big
role
in
rank
choice,
voting
in
the
city
of
Minneapolis.
That
I,
don't
think
she
ever
gets
publicly
credited
with
when
that
was
passed
in
2006
for
the
first
implementation
in
2009.
Initial
tests
by
the
election
office
showed
that
it
would
probably
take
anywhere
from
five
to
six
months
to
complete
a
hand,
count
of
ballots
so
remember
in
2009,
we
had
to
hand
count
all
of
our
ballots.
That
meant
we
would
not
have
been
done
with
the
count
by
the
end
of
the
year.
It
would
have
been.
C
You
know,
February
March
of
the
following
year
before
we
had
results
done.
That
was
unacceptable
to
everyone
in
the
city
and
our
elections
office
has
really
stumped
on
what
to
do,
and
she
led
a
series
of
Kaizen
events
and
again
thinking
through.
Do
you
have
to
do
it
a
certain
way?
Are
you
too,
fixed
in
your
approach
to
how
you're
handling
these
ballots,
and
because
of
that,
we
were
actually
able
to
do
the
entire
election
in
15
days,
hand
counting
every
single
ballot
multiple
times,
but
she
developed
in
partnership
with
the
elections
office.
C
What
we
call
the
Minneapolis
method
that
method
is
still
in
place
today
has
just
been
automated
in
partnership
with
our
vendors
and
is
now
the
model
that
other
data
cities
across
the
nation
are
looking
at
when
they
implement
our
cv
or
rank
choice.
Voting
they're
using
the
minneapolis
method,
which
Jody
Mullen
R
Hanson
developed
for
us.
C
So
she
has
been
instrumental
in
a
very
behind-the-scenes,
not
a
lot
of
attribution
very
little
credit,
but
doing
a
lot
of
good
work
as
she
said
to
enable
us
on
the
front
end
to
do
even
better
work
and
we've
had
very
good
collaborations
with
her.
So
thank
you
for
giving
me
that
chance
to
say
that
madam
chair
thank.
D
A
Super
thank
you
very
much.
Next
on
our
agenda
is
the
data
privacy
principles
and
to
cue
it
up
and
to
give
it
all
the
context
that
it
deserves
I'm
going
to
oh
wow.
Is
he
gonna
come
and
present
and
then
at
the
present
at
the
presenters
box,
I
will
welcome
our
colleagues.
Do
you
Fletcher
up
to
queue
up
data
privacy
principles
and
tell
us
a
little
bit
about
your
work.
Efforts
on
this
initiative.
Welcome.
Thank.
E
They
know
every
vendor
meeting
we
were
being
asked
for
yet,
and
they
were
pitching
us
on
some
genuinely
terrifying
technology
that
would
have
really
absorbed
a
lot
of
data
about
our
residents
without
their
permission
or
knowledge
in
a
lot
of
cases.
And
so,
as
we
saw,
this
I
started
asking
questions
about
it,
and
many
of
you
have
been
on
the
dais
with
me
in
this
committee,
at
tpw,
in
public
safety,
when
I've
raised
data
privacy
questions
repeatedly
and
often
what
we've
seen
is
that
a
there
is
good
work
happening
at
the
city.
E
We
talk
about
data-driven
decision
making
all
the
time
and
we
can
be
a
smarter
City
if
we
have
more
access
to
data
and
for
people
to
trust
us
with
that
data,
they
have
to
know
that
we're
going
to
manage
it
in
a
responsible
way,
and
so
it's
in
terms
of
improving
the
experience
of
the
users
of
our
city,
our
residents
or
businesses
or
visitors.
We
want
to
be
able
to
embrace
technology.
We
want
to
be
prepared
for
the
future,
and
that
means
that
we
need
to
have
policies
in
place
about
how
we
manage
data.
E
The
good
news
is
when
I
started
asking
around
about
this.
This
was
already
on
the
agenda.
Last
term,
there
had
been
an
audit
of
our
data
practices
generally
that
had
identified
data
privacy
as
one
of
the
many
areas
that
we
wanted
to
look
at
and
improve.
So
this
was
on
the
agenda
and
I
sort
of
prompted
us
to
move
it
forward
on
the
agenda
as
I
started.
Talking
about
it,
I
heard
from
a
lot
of
advocates,
some
of
whom
were
in
the
room.
So
thank
you.
E
Everybody
who's
participated
in
this
and
contributed
to
the
conversation,
and
we
were
able
to
move
this
forward.
The
information
governance
policy
committee
worked
on
a
draft
that
got
us
to
a
place
that
we
could
take
something
to
advocates
and
technology
experts
around
the
community
who
care
deeply
about
this.
We
consulted
with
Department
leadership
and
we
analyzed
state
and
federal
law
to
figure
out
what
we
can
do
and
we
talked
to
cities
that
have
passed
similar
policies
to
see
what
was
working
and
as
we
as
we
did.
All
of
that.
E
F
One
of
the
things
I'd
like
to
kind
of
explain,
is
why
principals
first,
this
isn't
a
policy.
It's
not
a
procedure,
it's
not
how
to
do
something.
It's
it's
really
a
set
of
eight
high-level
statements
that
describe
the
city's
values
about
how
we
interact
with
data,
especially
data
that
can
be
associated
of
individuals.
F
The
their
stated
as
high-level
principles,
because
they're
meant
to
shape
decisions
around
the
city
and
they're
meant
to
last
a
significant
amount
of
time.
They
involve
the
very
different
work
done
by
all.
22
departments
involve
changing
technology
as
principals,
their
aspirational
adopting
them
marks
the
start
of
marks.
A
path
will
follow,
but
it's
a
start
of
the
journey.
It's
not
the
end.
It's
going
to
take
some
time,
but
over
time
the
work
of
the
city
will
be
increasingly
that
will
Gleeson
really
increasingly
reflect
the
principles.
F
One
one
value
of
having
principles.
Is
there
a
tool
for
communication?
We
can
talk
amongst
ourselves.
We
can
share
the
values
of
city
staff
and
across
all
the
departments.
We
can
also
share
these
values
with
the
public,
so
they
allow
us
to
talk
about
what
we
think
how
we
have
to
think.
We
should
value
data.
F
Another
important
thing
is
that
the
privacy
principles
aren't
the
complete
story
on
data.
Privacy
is
only
part
of
the
story.
We
have
multiple
values
associated
with
data.
We
value
transparency
in
its
ability
to
facilitate
public
oversight
of
the
government.
We
seek
to
be
smarter.
We
want
to
leverage
data,
we
want
to
learn
from
it,
so
we
can
effectively
and
efficiently
achieve
our
outcomes
and
objectives
by
adopting
privacy
principles.
We're
not
diminishing
these
other
values,
rather
we're
ensuring
that
we
bring
that
perspective
to
the
table
whenever
we're
considering
data.
F
So
there
are
two
more
things:
I
want
to
say
about
about
privacy
and,
as
a
member
Fletcher
indicated
this
this
today
isn't
the
start
of
privacy
in
the
city.
A
lot
of
great
work
has
been
going
on.
City
departments
are
well
aware
of
the
importance
of
privacy
and
there's
been
a
lot
of
great
work
overtime.
That's
happened.
The
principles
aren't
meant
to
limit
or
change
that
work,
but
rather
to
leverage
it
and
extend
it
so
that
we
have
a
consistent
set
of
values
that
we're
working
from
the
other
point.
Councilmen
reflect
are
also
referenced.
F
Is
that
the
state
law
takes
up
a
lot
of
space
in
this
in
this
room
room
of
privacy?
There's
only
so
much
that
we
as
a
city
can
do
we
have
to
live
within
the
bounds
of
the
law
that
set
out
for
us.
For
example,
the
official
Records
Act
tells
us
that
we
have
to
create
documentation
documenting
our
actions.
The
records
management
statute
says
how
we
have
to
keep
that,
how
we
retain
it
and
the
data
Practices
Act
classifies
that
data.
F
So
the
principles
are
meant
to
work
with
the
existing
laws
and
they
echo
many
of
the
elements
within
those
laws,
but
they're
not
just
meant
to
restate
what's
already
out
there.
They
do
extend
some
of
the
some
of
the
elements
law
and
they
provide
more
context
around
others
and
maybe,
most
importantly,
it's
it's
different
for
the
City
Council
to
say:
follow
state
law,
it's
something
more
for
the
elected
leadership
of
the
city
to
say
we
value,
we
recognize
the
importance
of
privacy
and
we
direct
you
the
staff
to
do
the
same.
F
So
with
that
with
that
context,
before
diving
in
to
that
what
the
principles
are
I
want
to
talk
a
little
bit
about
the
development
of
them
very
briefly,
because
their
shared
values,
it
was
importantly
reflected
perspectives
from
across
the
city.
So
you
see
on
this
slide
is
the
the
people
on
this
slide
and
the
departments
and
the
public
listed
here
I
get
to
present
the
hard
work
of
this
group.
I
really
want
to
call
out
councilmember
Fletcher
as
the
driving
force
here
also
Ward,
three
staff,
but
also
the
attorney's
office.
F
The
coordinator
sat
in
the
clerk's
office,
Health
Human
Resources,
the
auditor
Public
Works,
and
then
many
many
experts
in
our
IT
departments
were
instrumental
in
drafting
these
beyond
that
group
of
people
contributing
directly
to
the
drafting.
All
22
departments
had
a
chance
to
provide
input
and
were
very
helpful.
F
So
what
you
see
now
are
the
principles
stated
I've
spent
most
of
my
time
going
through
the
context,
because
I
think
the
principles
in
some
ways
stand
for
themselves:
I'm
not
going
to
go
through
them
one
by
one
and
talk
about
the
the
detail
behind
them,
but
I
do
want
to
talk
a
bit
about
what
they
as
a
group,
the
fact
that
they
should
have
so
together.
There
are
clear
statement
on
the
importance
of
the
city
places
on
privacy,
but
at
the
same
time
they
avoid
elevating
privacy
over
other
values.
F
So
just
adopting
the
principles
will
have
an
impact
because
it's
guidance
to
staff
to
include
privacy
and
all
decisions,
all
future
decision-making,
but
there's
another
helpful
impact,
which
is
they
provide
a
foundation
for
future
work
on
privacy
within
the
city.
So
this
may
be
routine
work
in
the
city
as
we
acquire
technology
as
we
design
our
business
processes,
but
it
also
can
include
specific
initiatives
related
to
privacy,
so
that
may
be
ordinances
policies,
procedures
that
are
more
focused
on
specific
areas
of
privacy,
the
developing
the
development
of
those.
F
We
should
recognize
that
these
principles
underlay
the
objectives
there
so
I've
reached
the
end
of
my
prepared
statements
but
I'm.
Hopefully
that
gives
you
some
of
the
context
of
the
principles
but
I'm
happy
to
take
any
questions
or
go
into
a
specific
principle.
If
there's
any
questions
or
concerns,
I'm.
E
So,
just
to
foreshadow
a
little
bit
of
what
kinds
of
work
this
might
lead
to
I
think
there's
real
potential
in
several
areas.
The
first
is
going
to
be
in
the
implementation,
and
we
all
have
roles
in
our
committees
in
asking
questions
about.
How
is
this
actually
getting
implemented
at
the
policy
level?
How
are
we
actually
kind
of
putting
these
into
action
and
then
I
think?
The
second
is
to
really
continue
the
really
great
work
where
it
is
happening
and
I
want
to
particularly
shout
out
the
way.
E
Public
Works
is
anonymizing
data
in
their
mobility
tracking,
so
that
we
can
get
really
terrific
data
to
help
with
decision-making
around
things
like
scooters,
without
ever
having
the
personally
identifiable
information
that
underlies
it.
We
have
other
cities
asking
us
how
we
did
it
and
and
asking
us
for
advice
on
implementing
it.
The
way
we
have
so
we
have
an
opportunity
to
really
lift
up
good
work.
That's
happening,
there's
going
to
be
some
specific
policies,
there's
actually
nothing
controversial
in
these
principles.
E
As
far
as
I
can
tell
from
my
conversations
with
all
of
you,
but
this
certainly
leads
to
some
more
robust
conversations
that
we're
gonna
need
to
have
about
specific
technologies,
so
things
like
facial
recognition
and
biometrics,
things
like
how
do
we
use
personal
identifiable
information
and
machine
learning
and
automated
decision-making
and
some
of
our
advocacy
advocacy
at
the
state
around
our
lobbying
agenda.
Hopefully
this
provides
us
with
a
clearer
platform
and
framework
for
us
to
make
decisions
about
that
in
the
future.
E
A
Councilmember
Fletcher
has
moved
the
resolution
on
adopting
these
data
privacy
principles.
Is
there
any
discussion
seeing
none
all
those
in
approval?
Please
signify
signify
by
saying
aye
aye
opposed.
That
item
carries.
We
also
didn't
take
an
action
on
the
city,
coordinated
city
coordinators,
monthly,
update
we
always
receive
in
a
file
that
so
I
will
move
that
for
approval
all
those
in
favor.
Please
signify
by
saying
aye
aye
opposed
that
carries
colleagues.
The
last
item
is
it:
we
don't
need
to
go
through
it
unless
there
are
questions.
A
Mr.
Ram
Mohan
is
happy
to
answer
some
of
these
questions,
but
something
that
you've
been
having
discussion
about
internally
in
a
complimentary
way,
I'd
like
to
utilize
the
regularity
and
opportunity
that
I
see
in
this
being
an
enterprise
committee.
That's
focused
on
enterprise
wide
things
is
in
solving
enterprise,
wide
problems
and
to
that
end,
I'd
like
us
to
embark
on
regular
reporting
from
here
about
our
open
data
practices.
The
staff
direction
is
before
you
and
it's
about
directing
the
city,
clerk's
records
and
information
unit
division
to
present
a
recurring
report
at
our
monthly
enterprise
meetings.
A
Does
anyone
have
any
questions
about
that?
It
would
not
start
until
next
month,
seeing
them
all
those
in
favor.
Please
signify
by
saying
aye
aye
opposed.
That
item
carries
there's
one
more
item:
I
wanted
to
briefly
go
back
to
and
I
might
need
the
City
Clerk's
help
in
helping
us
do
this.
On
our
item
number
1
our
consent
agenda.
The
vacation
leave
benefits
for
appointed
employees
at
agenda-setting.
We
spoke
about
the
need
to
have
a
fiscal
note
with
this.
It's
important
for
us
to
see
the
budgetary
impact
and
I
I
didn't
bring.
A
My
computer
I
just
had
all
the
papers
here.
I
understand
that
that
fiscal
note
is
not
yet
completed,
and
so
I
would
like
to
see
that
again
at
ways
and
means
we've
already
adopted
it
as
a
consent
agenda
item.
But
is
it
possible
for
me
to
make
a
motion,
madam
clerk,
to
also
have
it
come
to
ways
and
means
with
my
colleague
councilmember
Sammy's
permission
just
so
that
we
can
make
sure
we
get
that
fiscal
note
attached
so
I
will
move
that
to
refer.