►
From YouTube: October 14, 2021 Budget Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
Good
morning
my
name
is
lynnea
palmisano
and
I'm
the
chair
of
the
budget
committee,
I'm
going
to
call
to
order
this
regular
meeting
for
thursday
october
14th.
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law,
section
.021
due
to
the
declared
state
of
local
public
health
emergency.
B
I'll,
also
note,
the
city
is
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channels
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
minnesota
open
meeting
law.
At
this
time,
I'll
ask
the
clerk
to
call
the
role
to
verify
the
presence
of
a
quorum.
B
D
C
C
D
C
C
D
B
E
So
the
department
vision
for
the
city
attorney's
office
is
not
new,
but
I
do
think
it's
very
important.
E
On
behalf
of
the
residents
of
the
city,
I
just
really
wanted
to
make
sure
that
folks
understood
that
that
is
probably
the
most
impactful
thing
I've
seen
since
starting
in
this
role
next
slide,
please
so
for
2022,
the
in
the
mayor's
recommended
budget,
here's
a
summary
of
of
where
we're
at,
and
there
is
an
increase
in
our
and
our
recommended
budget
by
1.8
million
for
2022
and
in
addition
to
the
detailed
change
items
that
we'll
go
through
here
later.
E
Some
of
this
spending
increase
is
driven
by
personal
costs,
increases
and
information
technology
issues.
Rent
and
also
just
would
like
to
note,
based
on
consultation
and
direction
from
finance
partners.
The
civil
division
staff
will
be
moving
from
the
self-insurance
fund
to
the
general
fund
in
the
coming
year.
E
Next
slide,
please
here's
a
breakdown
between
our
two
divisions,
both
the
civil
and
criminal,
that
gets
us
to
our
total
of
a
little
over
19
million
dollars.
The
one
thing
I'd
like
to
point
out
on
this
slide
below
with
the
ftes
is
it's
a
good
indication
of
where
the
city
attorney's
office
has
been
pretty
pandemic
and
now
post
as
we
continue
to
struggle
through
the
pandemic.
E
We
we're
down
10
ftes
approximately,
and
in
this
coming
year,
budget
we
are
trying
to
to
to
slightly
gain
back
some
of
that
strength
and
again,
I
think
going
back
to
my
opening
remarks
about
the
the
dedication
and
hard
work
of
this
team.
E
They've
really
done
that
with
not
just
fewer
resources
in
these
last
two
years,
but
with
an
incredibly
increased
workload.
Next
slide,
please
so
in
our
criminal
division.
Mary
ellen
hang
is
our
deputy
city
attorney
and
the
goal
there
is
to
create
a
safer,
more
equitable
minneapolis
through
prosecution
that
seeks
justice
for
victims
in
our
communities,
while
reducing
disparities
in
the
criminal
justice
system,
promoting
alternatives
to
incarceration
and
pioneer.
Excuse
me
pioneering
criminal
justice
reform.
E
We
really
feel
like
this
creates
a
direct
line
to
reduce
racial
and
economic
inequities
in
the
system,
and
it
we're
intentionally
trying
to
increase
the
use
of
diversion
pro
programs
by
our
bike,
poc
community
in
the
city,
I'm
going
to
come
back
to
that
subject
a
little
bit
later
in
the
presentation
next
slide,
please,
our
civil
division
is
led
by
eric
nielsen,
deputy
city
attorney,
who
we
should
also
recognize,
did
a
yeoman's
job
filling
in
for
many
months.
E
And
again,
you
know
I'm
proud
to
say
that
this.
The
civil
practice
here
at
the
city
is
one
that's
really
highly
respected
in
our
legal
community
and
they
have,
more
so
than
any
part
of
our
team,
experienced
an
incredible
increase
in
workload
over
the
last
two
years.
E
So
here's
some
detail
on
some
change
items
that
that
are
part
of
the
increase
that
we
are
asking
for
support
on
in
2022
next
slide.
I
pointed
out
earlier
with
our
ftes
gone
down
quite
a
bit
in
the
last
two
years:
total
for
core
service
rebuilding
we're
looking
for
a
little
over
480
thousand
dollars.
E
Half
of
that
funding
would
support
an
increase
of
2.3
ftes,
and
this
specifically
would
restore
two
paid
law
clerks
for
us
and
restore
one
attorney.
One
position
in
the
criminal
division.
E
The
other
half
of
the
480
000
would
restore
funding
to
operating
expenses,
and
our
goals
here
are
to
restore
captured
funds
in
2021.
So
we
can
meet
our
contractual
obligations.
For
instance,
one
example
is
we
have
an
ethics
line
that
needs
to
be
supported,
and
we
really
want
to
support
it
in
the
appropriate
way,
so
that
our
staff
here
at
the
city
has
a
safe
way
to
report
ethics
concerns.
E
Another
goal
is
to
fund
quality,
continuing
legal
education
topics
that
meet
cultural
competency
goals
simply
put
in
the
last
two
years,
our
attorneys,
more
often
than
not
without
funding
to
support
their
attendance
and
which
is
required
to
maintain
their
bar
license
at
continuing
legal
education
topics
that
actually
match
up
with
the
work
that
they
do
for
the
city,
they're
they're
actually
spending
a
lot
of
energy
and
time
finding
free
cle
programs
to
attend,
but
unfortunately,
that
leads
to
a
more
of
a
disconnect
between
the
the
topics
of
those
covs
versus
what
they
practice.
E
With
with
some
critical
support
to
fund
the
attendance
at
sealy
sessions
that
that
our
attorneys
can
attend
that
match
up
with
the
work
that
they're
actually
doing
would
not
only
improve
their
skills,
but
I
think,
provide
incredible
benefit
for
the
city
and,
lastly,
we
want
to
make
sure
we
can
align
our
law
clerk
program
with
minimum
wage
goals
and
enhance
our
recruitment
efforts.
E
It's
a
very
interesting
area
here.
Over
the
last
two
years
we
have
seen
we
have
been
hampered
in
our
trying
to
increase
our
diverse
in
minority
hiring
of
younger
or
newer
attorneys,
and
the
historically
we've
been
able
to
focus
on
that
through
the
law
clerk
program.
E
But
due
to
some
of
the
financial
constraints
in
the
last
two
years,
we've
had
to
rely
on
unpaid
law,
clerk
positions
versus
paid
locker
positions
and
in
many
instances
we
have
lost
promising,
diverse
and
bipod
candidates,
who
originally
accepted
an
unpaid
loss
law
clerk
position
with
the
city
attorney's
office
and
ended
up
taking
a
paid
law
clerk
position
with
another
government
agency.
E
E
This
one
is
pretty
straightforward
for
outside
counsel
we're
looking
at
a
100,
a
one-time,
500
000
support
in
the
budget
to
meet
our
con
contractual
obligation,
as
approved
by
council
this
this
year
to
support
the
legal
services
that
are
continued
to
be
required
for
us
to
respond
to
the
department
of
justice
investigation
of
the
minneapolis
police
department.
E
E
E
This
is
a
is
a
very
new
newly
created
state
initiative
and
agency
we're
looking
forward
to
working
with
them
as
it
is.
It
gets
up
and
running.
E
E
The
goals
here
are
are
very
clear:
to
provide
or
to
create
enhanced
accountability
of
police
misconduct,
reduce
the
rate
of
overturned
discipline
and
reduce
the
cost
of
of
police
misconduct.
E
The
one
thing
I
would
add
here
is
this
is
a
issue
that
has
been
discussed
with
both
of
the
government
agencies
that
are
currently
investigating
our
minneapolis
police
department,
both
at
the
state
level,
the
department
of
human
rights
and
the
department
of
justice.
We've
certainly
had
very
favorable
reactions
from
both
those
agencies.
E
With
regard
to
the
the
concept
here
and
the
work
that
we're
trying
to
to
to
accomplish
and
support
with
this
ask
next
slide,
please
this
strategic
justice
initiative
of
350
thousand
dollars
in
an
ongoing
manner
would
allow
us
to
continue
to
partner
with
nonprofit
organizations
that
offer
diversion
programs
and
promote
harm
reduction
programs
for
livability
offenses.
E
One
of
the
things
that
we've
clearly
seen
in
the
last
couple
of
years
is
that,
by
working
to
provide
more
no
cost
access
to
diversion
programs
will
increase
directly
increase
participation
by
bipod
communities,
for
example
in
in
the
past
couple
of
years.
What
we
have
seen
is
only
29
percent
of
our
bipar
community.
E
Accept
diversion
programs
and
50
percent
of
white
folks
end
up
accepting
that
opportunity,
and
we
have
determined
that
cost
has
primarily
been
the
main
barrier
that
that
accounts
for
that
disparity
and
so
with
continued
work
in
this
area
and
working
with
these
organizations
that
can
provide
essentially
no
cost
programs
with
regard
to
diversion
will
really
hit
at
the
heart
of
some
of
the
racial
and
social
inequities
we
see
in
the
criminal
justice
system
here
in
minneapolis.
E
B
Thank
you,
mr
router.
Just
as
you
were
beginning,
there
were
a
few
others
that
joined,
and
so
I'm
gonna
ask
them
just
to
voice
their
presence
so
that
we
can
count
them
as
present.
First,
we
have
council
member
fletcher.
C
F
Yes,
thank
you,
madam
chair
thanks,
mr
router,
for
the
overview.
I
have
some
questions
about
the
embedded
attorneys
as
it
relates
to
the
investigations.
Could
you
go
back
to
that
slide
by
any
chance
tech
team?
F
I
wondered,
I
mean
so.
First
of
all,
just
ask.
Maybe
you
or
or
the
the
committee
chairs
has
there
been
a
presentation
about
this
at
public
safety.
F
I'm
happy
to
go
back
and
watch
a
more
detailed
discussion
of
this.
If
there
is
one
so
just
let
me
know
you
know
now
or
after
this
I
I
think
it
would
be
helpful
to
understand
how
this
will
help
enhance
accountability
versus.
I
guess
I
have
a
little
bit
of
concern
about
right
now.
The
investigations
and
discipline
process
is
a
bit
of
a
black
box,
at
least
how
I've
experienced
it
as
a
policy
maker.
F
It
seems
like
there's
often
kind
of
a
an
answer
about
investigations
that
are
underway,
and
I
certainly
understand
why
there's
you
know
kind
of
privacy
and
protections,
but
it's
pretty
hard
for
members
of
the
public.
You
know
even
members
of
our
appointed
boards
and
commissions
that
are
charged.
You
know
the
police
conduct
oversight
committee
often
complains
about
transparency
in
this
process.
F
As
the
appointed
group
that's
charged
with
police
oversight
policy
advising
and
also
has
some
specific
functions.
So
I
guess,
could
you
talk
a
little
bit
about
how
you
see
this?
Improving
that
versus
you
know.
An
outcome
we
wouldn't
want
to
see
is
sort
of
further
diffusing
accountability
or
further
confusing
this
process.
E
Yes,
thank
you,
chair
palmisano
council,
president
bender.
I
appreciate
that
question.
It's
a
very
good
question.
We've
we've
been
fortunate
enough
this
this
year
to
have
been
able
to
at
least
detailed
a
person
on
our
team,
yvonne
ludman
he's
an
assistant
city
attorney
into
this
role
and
yvonne
has
spent
some
a
good
amount
of
time
learning
and
really
for
lack
of
a
better
term,
embedding
himself
into
the
investigative
activities
of
both
internal
affairs
and
opcr,
and
it
took
it.
E
It
certainly
took
the
better
part
of
two
to
three
months
for
him
to
learn
in
a
much
more
detailed
way
how
both
areas
go
about
their
investigations,
what
the
processes
they
they
go
through
and
and
starting
to
just
digest
all
the
information
that
goes
with
the
different
investigation
matters
that
come
before
both
those
bodies.
E
The
focus
has
been
for
ivan
to
provide
the
experience
he
brings
from
the
civil
division,
particularly
litigation
defense
of
of
police
conduct,
litigation
that
we
have
and
have
had
in
the
past,
and
also
he's
now
partnered
up
team
wise
with
both
of
our
hr
and
labor
relations
attorneys
under
deputy
city
attorney
eric
nielsen.
E
So
what
we're
trying
to
to
focus
on
is
speed
of
investigations
so
and
you've
brought
up
the
issue
of
transparency,
and
I
think
that's
very
important,
and
we
certainly
by
the
way,
would
welcome
an
opportunity
to
do
a
presentation
before
the
public
safety
committee.
E
I
think
that's
a
very
that's
a
very
good
idea,
but
we're
focused
on
speed,
first
and
foremost,
and
second
completeness
and
thoroughness,
and
using
the
the
background
knowledge
that
we
have
from
past
pieces
of
litigation
and
or
pieces
of
discipline
that
have
led
to
grievance
and
arbitration
arbitration
proceedings
so
that
we
we
can
ensure
that
there's
a
there's
a
ultimate
for
a
completeness
to
these
investigations.
E
Is
that
the
the
investigation
process
seems
to
take
a
very
long
time
and
then,
together
with
trying
to
make
sure
that
we
are
asking
and
going
down
all
the
right
avenues
to
make
sure
these
investigations
are
the
most
complete
they
can
be,
which
not
only,
I
think
ultimately
can
lead
to
the
transparency
you're
you're
referring
to,
but
also
importantly,
support
the
disciplinary
decision
that
ultimately
may
come
from
one
of
these
investigations
and
not
find
ourselves
in
the
arbitration
process
later
struggling
to
defend
that
disciplinary
decision,
because
the
investigation
in
some
respects
had
some
in
the
gray
areas
or
areas
where
some
further
more
intentional
kind
of
analysis
on
a
particular
issue
was
pursued.
F
Thank
you,
I
think.
That's
that's
good
for
now,
and
I'm
happy
to
follow
up
would
love
to
have
a
more
detailed
discussion
about
this.
I
don't
and
never
have
served
on
the
public
safety
committee
in
my
time
in
office,
so
I
know
I
have
a
number
of
colleagues
who've
dug
in
much
more
to
these
issues
than
I
have.
F
F
It
often
seems
like
the
system-
maybe
not
any
individuals
within
the
system,
but
the
system's
outcomes
are
to
circle
around
the
police
and
to
sort
of
brush
things
under
the
rug
and
to
mask
and
hide
what's
happening
and
again,
that's
certainly
not
directed
at
you,
mr
route
or
any
individuals,
but
as
a
system,
and
I
think
we
all
have
to
really
work
hard
to
figure
out
how
to
break
some
of
that.
F
So,
just
in
the
kind
of
recent
examples
that
I
know
we
have
to
be
careful
about
commenting
on
specific
cases,
but
we
see
you
know
recent
reporting
about
this
incident
with
mr
stallings
and
the
actions
of
our
police
department
becoming
public
only
because
mr
stallings
himself
was
was
charged
and
and
the
kind
of
follow-up
to
that
and
the
confusion
about.
F
G
Thank
you,
chair
palmisano
and
mr
router.
I'm
I'm
wondering
how
the
strategic
justice
initiative
aligns
with
or
supports
restorative
justice
activities
that
are
happening
throughout
the
city.
Is
that
an
intent
or
is?
Are
there
any
connections
to
community
groups
that
are
working
on
restorative
justice.
E
Chair
palmisano
and
council
vice
president
jenkins
excellent
question.
Thank
you
for
asking
that,
and
I
might
invite
to
the
screen
also
to
join
me
on
this
criminal.
The
deputy
of
the
criminal
division,
mary
ellen,
hang,
she's
done
a
lot
of
work
in
this
area.
I
think
you're
gonna
find
that
the
answer
is
yes,
but
I'd.
I'd
like
mary
ellen
to
maybe
speak
to
a
few
things,
because
she's
worked
on
this,
certainly
a
lot
longer
than
the
one
plus.
H
Welcome
ms
hing,
thank
you,
chair
promisano
council.
Vice
president
jenkins,
the
answer
is
yes,
in
fact,
this
budget
request
allows
us
to
do
all
of
our
existing
programs,
and
you
know,
depending
on
the
use
of
the
funds,
will
give
us
the
freedom
if
we
discover
new
programs,
because
it's
not
earmarked
for
anything
in
particular,
it's
it's
broad-based
for
strategic
justice
initiatives,
so
it
does
cover
our
existing
programs,
which
are
our
work
with
restorative
justice.
Community
action
in
that
kind
of
restorative
circle
work
that
we
already
do
on
some
of
our
offenses.
H
It
will
cover
our
shoplifting
diversion.
It
will
cover
our
gun,
diversion
program,
our
new
domestic
violence,
diversion
program,
we're
going
to
be
using
some
of
these
funds
to
to
do
some
work
on
lake
street,
and
so
yes,
we
and
it
gives
us
as
we
develop
new
restorative
options,
to
apply
those
funds
to
those
programs
as
well.
I
Yeah,
thank
you
very
much.
I
did
have
a
comment.
I
just
really
wanted
to
support
the
restorative
justice
work.
It's
great
to
see
that
there's
some
flexibility.
I
know
there's
some
new
ideas
out
there
about
how
there
could
be
more
proactive
work
done,
supporting
victims
and
even
doing
some
work
outside
or
separate
or
independent
of
court
ordered
based
on
voluntary
work
that
folks
might
want
to
do.
I
I
also
wanted
to
talk
a
little
bit
about
the
attorneys
working
with
internal
affairs
and
support.
I
guess
my
council
president
was
alluding
to
and
I
have
been
on
the
public
safety
committee
for
a
long
time.
Various
committees
did
cover
that
also
worked
closely
with
police
conduct
oversight.
Commission
there
seems
to
be
a
need
and
an
interest
in
actually
getting
some
legal
advice.
That's
somewhat
separate
or
more
independent.
I
You,
as
folks
will
recall.
We
actually
have
non-police
investigators
who
follow
up
on
complaints
in
the
civil
rights
department
right
now,
they're
working
very
closely
with
internal
affairs.
That
was
an
amendment
that
was
made
years
ago.
I
don't
think
it's
yielded
the
results
we
hoped
for,
and
you
also
may
recall
over
that
oversight,
ordinance
and
hoping
to
make
some
changes.
I
While
I've
been
engaging
with
community
members
and
our
advisory
committee
members
and
colleagues
and
others,
there
seems
to
be
a
desire
to
have
some
semi-independent
or
firewall
advice
that
could
go
to
civil
rights
investigators
as
they're
investigating
the
case
where
the
primary
concern
isn't
getting
sued
and
protecting
our
risk
of
financial
lawsuits.
I
think
the
fear
is
when
we
embed
these
civil
division
attorneys
in
with
these
investigations,
they're
going
to
be
looking
out
for
okay,
let's
make
sure
not
to
have
too
much
information
shared.
I
Let's
see
how
we
can
navigate
this,
so
we
minimize
the
risks
and
I
really
appreciate
risk
management
that
comes
from
the
city
attorney's
office.
I
know
that's
a
big
concern
and
there's
all
sorts
of
risks
out
there,
but
I
I
guess
I
just
want
to
start
making
a
little
bit
of
a
case
that
maybe
we
need
some
other
legal
advice
to
help
with
event
investigations
separately,
who
aren't
concerned
about
lawsuits
and
and
that
civil
concerns
necessarily.
I
I
would
like
to
see
somehow
be
able
to
have
some
investigators
there
who
are
supporting
the
side
of
it
on
civil
rights,
to
make
sure
that
those
complaints
are
investigated
as
thoroughly
and
as
well
as
we
can
and
have
more
support.
There
separate
and
distinctly
different
from
those
attorneys
that
are
working
to
support
the
police
department
and
are
concerned
about
civil
lawsuits.
So.
I
Put
that
out
there
I
don't
know
we
need
a
response
or
not,
and
I
realize
that
that
isn't
necessarily
what's
proposed
in
the
budget
here.
I
know
that
there
is
some
concern
about
not
having
all
of
our
attorneys
work
through
the
city
attorney's
office,
and
I
think
that
they
should
so.
There
needs
to
be
some
connection
at
the
top.
I
know
we
also
contract
out
for
others.
So
that's
another
idea
that
I've
heard
from
our
police
conduct
oversight.
I
Commission
folks
is:
could
we
have
money
to
contract
with
outside
attorneys,
maybe
to
help
with
those
investigative
investigations
in
in
civil
rights
and
and
help
them,
so
they
can
get
the
support
they
need
to.
So
I'm
I'm
I'm
thinking
about
those,
and
we
also
have
to
make
sure
that
we're
following
our
rules-
and
all
of
that
is,
would
there
be
any
possibility
that
we
might
have
somebody
from
the
attorney's
office
who
could
be
working
with
civil
rights
investigators
separate
from
police
department
at
this
time?
E
Chair
palmisano
and
council
member
gordon,
thank
you,
and
I
certainly
appreciate
your
comments
and
the
short
answer
to
your
last
question
is,
I
think,
that's
something
we
can
certainly
look
at
and
I'm
more
than
open
and
willing
to
to
talk
with
you
and
others.
You
know
in
more
detail
about
what
something
like
that
could
look
like
the
only
other
thing
I
would
like
to
add.
E
Based
on
your
comments
is,
we
did
give
some
serious
thought
to
when
we
created
the
at
least
for
the
detail
that
has
gone
on
for
the
last
six
to
seven
months,
to
both
internal
affairs,
where
we
we
have
detailed
one
person
ivan
ludmer
to
work
with
internal
affairs
and
opcr
is
that
we
did
while
we
valued
his
litigation
experience,
including
litigation
experience
with
some
police
misconduct,
cases,
civil
litigation.
E
Direct
report
to
deputy
city
attorney
eric
nielsen
on
the
civil
side
and
some
of
what
you
raised
as
concerns
certainly
motivated
us
to
go
with
that
structure,
and
I
think
that
has
worked
really
well
so
far,
and
I
can't
imagine
that
we
would
deviate
from
that
as
we
try
to
make
these
this
role
permanent.
E
But
I
appreciate
your
comments
and
in
that
respect,
and
certainly
would
love
to
have
more
conversation
at
any
time
with
you
and
and
others
about
that.
Thanks.
I
I
appreciate
getting
the
extra
details,
that's
helpful
and
I
look
forward
to
working
with
you
on
the
future.
B
B
K
Good
morning
and
thank
you
chair
palmisano
council
members,
my
name
is
greta
bergstrom
and
I
am
the
city's
communications
director
I'm
here
this
morning
to
present
mayor
fry's
recommended
2022
budget
for
the
city's
communications
department
can
move
to
the
next
slide.
K
A
general
overview
of
our
department
is
that
we
seek
to
effectively
and
accurately
communicate
information
about
the
city,
public
information,
promote
transparency
and
invite
the
public
to
engage
in
the
governing
process
so
that
people
who
live
work
and
play
in
minneapolis
better
understand
and
benefit
from
the
work
that
the
city
does
next
slide.
K
The
mayor's
recommended
budget
does
increase
our
department's
spend
by
223
thousand
dollars.
That
is
an
increase
of
roughly
9.
That
would
provide
a
total
budget
of
2.6
or
2.7
almost
million
dollars
next
slide.
K
The
first
is
2.2
million
for
enterprise
communications
and
that
really
encompasses
multiple
business
lines,
which
I
will
walk
through
in
upcoming,
slides
in
more
detail
and
then
also
provides
for
472
thousand
dollars
in
direct
pass-through
funding
to
support
the
city's
public
access
on
tv,
and
this
is
through
an
annual
contract
that
was
awarded
to
b.
Fresh
productions
speak
minneapolis
last
year,
and
I
will
also
speak
to
that.
K
As
you
can
see
in
terms
of
ftes
in
2020,
we
were
funded
for
12
ftes
this
past
year
in
2021
we
have
been
funded
for
13.
Ftes
of
these
one
position
is
vacant
due
to
a
staff
departure
in
september,
that
was
the
director
of
police
information
and
then
in
2022.
Should
the
mayor's
recommended
increase
be
approved
by
council.
We
would
increase
to
14
ftes
in
the
communications
department
next
slide,
so
an
overview
of
enterprise
communications.
K
K
K
One
was
for
covid
19
the
pandemic
starting
last
march
of
2020,
and
we
also
had
a
separate
joint
information
system
in
operation
in
2020,
following
the
murder
of
george
floyd
and
civil
unrest
that
operated
throughout
2020.
K
The
department's
core
work
includes
media
relations,
strategic
messaging
crisis,
communications,
digital
media,
web
content,
internal
employee
communications,
video
production
and
graphic
design.
We
do
provide
live
and
rebroadcast
city
government
meetings
such
as
this
one,
and
we
manage
the
government
access,
cable,
tv
channels.
K
K
We
also
produced
in
2021
this
year.
212
live
remote
government
meeting
broadcasts
again
council
and
committee
meetings,
135
and
77
board
and
commission
meetings
up
to
this
point.
We
also
produce
informational
videos,
many
of
which
are
in
language
in
multiple
languages.
In
2020
we
produced
121,
and
this
year
we
have
73
that
have
been
completed
and
we've
got
another
20
in
process,
and
I
would
just
like
to
mention
that
the
images
here
contained
are
a
few
of
the
more
recent
videos.
The
first
image
is
the
responsibilities
of
a
council
member.
K
The
second
image
in
the
middle
is
a
video
addressing
vaccine
hesitancy
with
the
pandemic,
and
then
the
final
final
image
is
actually
around
early
voting
and
encouraging
residents
to
vote
early
either
by
mail
or
in
person
next
slide.
K
Cultural
radio
is
another
area
that
the
communications
department
promotes
and
we
work
in
close
partnership
with
ncr.
K
I
would
just
draw
your
attention
a
little
bit
to
march
april
of
both
years,
in
which
case,
obviously
in
in
2020,
the
volume
of
radio
programs
increased
due
to
the
pandemic
and
due
to
needing
to
get
information
out
to
the
community
on
covid
information
and
then
in
2021
also
a
higher
level
of
productions
in
march
and
april,
and
that
was
due
to
the
derrick
chauvin
trial
and
getting
information
out
to
keep
people
safe
in
the
in.
In
the
midst
of
that
trial.
K
Next
slide,
we
also
have
a
media
relations
team
of
two
that
has
been
augmented
this
year
with
two
additional
temporary
employees.
K
You
can
see
on
the
left
our
number
of
press
conferences
and
media
availabilities
that
were
held
in
2020
and
2021,
and
then
media
inquiries
that
came
in
both
in
2020
and
2021.,
again
heavier
activity
in
march
and
april
of
both
years
again
due
to
covet
in
2020
and
due
to
the
derek
chovin
trial
in
2021
next
slide.
K
Social
media
is
another
another
area
of
operations
from
january
2020
to
october
2021.
So
about
a
year
and
a
half,
we've
had
24
million
twitter
impressions
and
2.1
million
reaches
on
facebook.
Speaking
to
the
heavy
level
of
engagement
and
outreach
that
we
are
doing
through
our
the
city's
social
media
channels,
centralized
social
media
advertising.
K
We
have
produced
this
year,
20
ad
campaigns
with
a
total
of
93
ads,
reaching
253
000
people,
1.2
million
ad
views
and
impressions,
and
last
year
we
had
17
different
ad
campaigns
reaching
544
000
people
with
2.6
million
viewership
and
impressions.
K
I
will
just
say
that
social
media
over
you
know,
continues
to
grow
and
has
has
absolutely
proven
critical
in
crisis
situations,
especially
related
to
the
pandemic,
to
civil
unrest,
as
well
as
our
work
with
elections
this
year
and
last
year
and
with
the
2020
census
activities
next
slide-
and
this
is
just
an
example
of
a
couple
of
the
promoted
ad
campaigns
that
we
have
produced
in
language
as
well
and
pushed
out
through
the
city's
social
media
channels
as
well.
Next
slide.
K
K
We
added
in
2020
a
covid
special
edition,
bi-weekly
newsletter,
which
came
out
on
each
each
of
the
wednesdays
that
the
standing
minneapolis
matters
did
not
did
not
come
out
weekly.
We
send
out
news
bytes
content
for
council
members
to
share
out
as
desired
through
ward
newsletters.
K
We
have
also
produced
a
city
update
weekly
public
newsletter
that
was
started
in
the
wake
of
the
pandemic
last
year
and
have
produced
163
of
those
editions.
We
have
also
been
actively
engaged,
of
course,
in
the
public
website.
Migration.
That's
established
the
city's
new
presence
in
june
of
2020,
and
then
we
are
now
involved
in
the
city,
talk
migration,
which
is
in
process,
and
that's
the
intranet
for
the
city's
workforce.
K
Next
slide
public
access
tv
again,
the
472
thousand
dollar
pass-through
budget.
This
is
funding
to
be
fresh
productions
to
drive
independent
member-based
community
media
for
speak
minneapolis,
which
was
launched
last
july
on
the
back
end
of
civil
unrest
and
again,
the
vendor
services
here
ensure
access
to
tv,
studio,
space
to
broadcast
equipment,
technology
and
training.
K
The
american
recovery
act
funding
phase
1,
the
city's
communications
department
was
given
fifty
thousand
dollars.
This
was
funding
for
two
video
services,
technical
staff,
which
were
detailed
from
the
minneapolis
convention
center
to
help
us
with
live
government
broadcasts
in
the
remote,
and
you
know,
hybrid
environment.
Video
staff
were
essential
in
this.
I
would
just
like
to
again
thank
jeff
johnson
and
the
staff
at
the
minneapolis
convention
center
for
lending
their
very
talented
and
experienced
video
services
staff
to
this
effort.
K
We
have
been
much
appreciative
and
it
has
helped
keep
meetings
like
this
on
the
air
throughout
2020
and
2021
next
slide,
we'll
next
move
to
the
mayor's
recommended
change
items.
The
first
is,
for
course,
service
rebuilding
next
slide.
K
This
request
is
for
a
strategic
communications
coordinator
that
would
be
handling
strategic
messaging
and
media
relations
work.
This
is
in
the
amount
of
129
000
in
ongoing
funds.
Currently,
council
funded
this
position
through
the
end
of
this
year
december
31st.
K
K
The
efforts
of
this
position
are
focused
on
reaching
those
who
have
been
traditionally
left
out
of
the
process
have
had
negative
interactions
and
outcomes
with
the
city
have
been
previously
traumatized,
and
we
need
to.
This
is
a
large
body
of
work.
The
body
of
work
will
not
conclude,
of
course,
at
the
end
of
this
year,
and
so
we
are
asking
for
this
to
become
a
permanent
position
extended
beyond
this
year.
K
Next
slide
in
terms
of
new
investments.
We
have
one
change
item
next
slide.
B
A
Thank
you,
joe
palmisano.
I
am
curious
about
how
how
we
improve
the
results
of
the
investment
in
communications,
about
transforming
public
safety.
I
just
I
think
it
is
incredibly
clear
from
all
of
the
feedback
that
we're
getting
from
constituents
constituents
who
would
be
supportive
of
the
work
if
they
understood
it
constitutes
constituents
who
are
not
supportive
of
the
work.
The
level
of
inaccuracy
that's
circulating
about
this
work
and
the
lack
of
awareness
about
some
very
good
work.
A
That's
happening
on
the
ground
that
I
think
would
be
comforting
to
a
lot
of
people
is
kind
of
astonishing
and
it
doesn't
feel
like
we're
breaking
through.
It
doesn't
feel
like
we're
getting
to
outcomes
on
this
work
right
now
that
I
I
I
feel
like,
we
not
only
can't
measure
outcomes,
but
I
think
I
can
measure
a
failure
of
the
city
as
a
whole
to
communicate
this
work
that
I'm
very
frustrated
with,
and
so
I
guess
I
want
to
hear
around
this
change
item.
A
Or?
What's
your
thinking
about
how
to
use
this
set
of
resources
to
produce
better
outcomes
and
to
help
people
actually
understand
the
really
good
work?
That's
happening
across
the
city
enterprise.
K
K
This
position
was
hired
in
spring
of
this
year
and
has
been
working
for
about
seven
months
working
closely
with
again
the
office
of
violence,
prevention,
director,
cotton
and
her
team,
as
well
as
interim
director
of
the
office
of
performance
and
innovation,
brian
smith
and
his
team,
andrea
larson.
Prior
to
that,
the
position
has
worked
hard
to
both
establish
trust
with
those
divisions
and
to
work
on
developing
programmatic
work.
With
with
those
divisions
as
well.
K
We
have
just
started
to
roll
out
some
information
about
the
work
that
has,
admittedly
been
you
know,
a
work
in
progress
over
this
past
year
and
even
the
year
prior,
and
so
the
the
work
is
both
internal
facing
in
coordination
and
staying
abreast
of
of
the
work
that
is
happening
within
the
city
and
within
those
divisions
as
well
as
we
have
started
communicating
more
proactively
about
the
work
itself
leading
towards
the
launch
of
pilots,
for
instance,
the
the
parking
pilot
that
was
launched
with
regulatory
services
about
a
week
and
a
half
ago,
or
so
was
active
on
that
that
has
just
started
the
mobile
behavioral
health
team
pilot
that
will
will
be
launching
and
has
not
been
able
to
launch
until
november
is.
K
The
next
expected
is
what
we
are
expecting
and
so
is
working
on
that
there
was.
We
have
started
some
media
briefings
and
relationship
building
with
reporters
that
has
also
been
ongoing
over
the
past
few
months
as
well,
and
so
we
expect
that
the
the
work,
especially
as
pilots,
are
now
at
a
point
of
launching
becoming
public.
The
work
is
present
in
community
that
this.
This
will
pick
up.
Obviously,
and
there
there
has
been
an
uptick
in
communication,
both
proactive
and
reactive,
as
as
this
has
moved
forward,.
F
Madam
chair
yeah,
I
think
it's
worth
just
echoing
and
maybe
co-signing
what
councilmember
fletcher
just
said.
I
don't
I
don't
know
the
staff
person
who's
in
this
role.
I
I'm
sure
my
my
my
office
staff
have
interacted
directly
and
I
have
no
doubt
that
the
person
is
very
smart
and
hardworking
and
probably
cares
a
lot
about
this
work.
That's
probably
why
they
wanted
to
do
this
job.
F
F
That's
happening,
and
I
think
you
know
I
see
those
three
titles
intentionally,
because
those
are
three
positions
in
our
city
that
communicate
regularly
with
the
press
and
the
public,
and
I
think
it's
really
important
that,
if
we're
going
to
you
know,
hire
a
staff
person
and
put
them
in
a
position
to
try
to
lead
work
and
communicating
something
that
was
directed
by
policymakers.
F
That
has
been
going
on
for
a
number
of
years
that
that
work
be
supported
throughout
the
enterprise,
especially
by
folks
who
are
in
positions
of
leadership,
and
I'm
not
sure
that's
happening
now.
I
am
deeply
concerned
about
how
city
leaders
are
communicating
about
public
safety
it
borders
on.
F
F
F
So
I
guess
I
just
want
to
say
that
I'm
really
supportive
of
bringing
more
resources
to
communications
generally
and
to
this
work
specifically,
and
we
all
have
to
step
up
and
make
sure
that
all
of
us,
as
elected
leaders
and
our
appointed
leaders
who
are
speaking
to
the
press
and
speaking
publicly
about
work,
are
supporting
this
kind
of
investment
and
the
people
who
are
doing
it.
And
so
I'm
going
to
continue
to
do
everything
that
I
can
to
create
an
environment
for
city
staff.
That
is
supportive.
F
F
So
I'm
really
hopeful
that
I
mean
if
this
work
is
to
continue
at
all
that
that
someone
in
this
position
would
be
able
to
be
better
supported
than
than
it
seems,
is
happening
now.
F
K
They
are,
of
course,
at
a
point
now
of
launching,
and
so
there
has
been
a
lot
of
work
that,
admittedly,
has
been
more
behind
the
scenes
working
with
staff.
You
know
and-
and
we
work
very
closely
and
serve
the
departments
and
divisions
and
the
subject
matter-
experts
that
we
work
with
to
develop
the
public
messaging
to
develop
the
campaigns.
K
There
is,
of
course,
a
campaign
that
also
is
is
in
in
early
development.
That
will
also
be
brought
forward
again
in
partnership
and
at
the
direction
of
boss
performance
and
excuse
me,
the
office
of
performance
and
innovation
and
the
office
of
violence
prevention,
which
will
of
course,
give
a
lot
more
public
information
and
a
deeper
understanding
that
the
public
will
have
about
the
pilot
programs
that
are
launching,
and
so
these
will
be
brought
forward.
They
are
on
the
cusp
of
coming
forward.
K
There
has
been
a
lot
of
work
with
the
departments
and
divisions
over
the
past
few
months
to
get
to
that
point,
but
understandably-
and
I
and
I
do
hear
the
frustration
both
from
community,
as
well
as
from
council
members
as
well
around
this
work
and
we
are
deeply
committed.
The
staff
member
in
this
role
has
been
deeply
committed
to
the
work
and
getting
that
information
out
to
the
public.
K
The
change
item
here
is
80
000
in
one-time
funding,
and
this
is
for
a
new
council
chamber
system,
an
upgraded
system
that
we
expect
would
have
an
eight
to
ten
year.
Life
span.
The
current
system
right
now
is
really
at
end
of
life,
and
so
this
would
be
a
one-time
investment
for
a
system
that
would,
you
know,
be
able
to
provide
equipment.
K
The
installation
and
the
testing
important
to
note
that
that
the
network
device
interface
system,
the
technology,
would
be
able
to
encode
transmit
and
receive
many
streams
of
audio
and
video
in
real
time.
It
will
network
the
council
chamber
system
to
those
located
in
the
new
public
service
building
in
that
new
conference
center
space
involves
city-owned
equipment
like
mixers,
camera
systems
and
other
production
devices,
and
the
funding
will
just
help
the
city
to
prioritize
reliable,
equitable
access
to
government
decision-making
and
public
input.
K
I
will
say
that
the
existing
system
cannot
meet
constituent
expected
services
and
the
current
remote
or
hybrid
environment
to
live
broadcast
and
the
streaming
that's
expected
and
that
we
do
we
do
produce
through
youtube,
facebook,
twitter
and
the
city's
web
page,
and
so
this
is
very
much
needed
again.
An
eighty
thousand
dollar
investment,
a
one-time
investment
in
the
new
system.
That
again,
we
expect
would
last
for
roughly
the
next
decade
next
slide.
K
A
Thank
you,
char
palmisano.
Does
that
new
system
make
it
easier
for
us
to
to
broadcast
commission
meetings,
and
I
know
that
in
pre-coveted
times
we
were
having
conversations
about
trying
to
extend
the
broadcasting
capacity
so
that
we
included,
for
example,
the
heritage
preservation,
commission
and
planning
commission
meetings
that
people
were
very
interested
in,
but
weren't
always
getting
access
to
online,
and
I
know
there's
even
been
talk
about
some
of
the
other
boards
and
commissions
that
it
might
be
valuable
to
have
video
from
those
meetings.
K
Sure
thank
you
for
that
question.
Councilmember
palmas,
chair,
paul,
massano
and
councilmember
fletcher.
I
do
have
our
video
services
managers
cj
harrison
that
is
also
on,
and
I
think
he
would
be
able
to
give
an
appropriate
amount
of
detail
to
that
question.
J
The
chair,
councilmember
fletcher,
cj,
harrison
with
the
communications
department,
so
our
current
system,
we
kind
of
have
a
jerry
rigg
together
to
kind
of
have
some
I.t
support
and
laptops
connected
to
send
a
signal.
J
What
we're
hoping
with
this
new
system
is
that
any
board
and
commission
that
is
in
council
chambers
will
have
easier
access
to
broadcast
out
on
our
government
channels
in
that
room
and
then
we're
also
working
on
a
process
for
all
the
other
boards
and
commissions
that
do
not
meet
in
council
chambers
to
have
a
location,
probably
in
a
public
service
building,
to
hold
their
meetings
and
to
be
able
to
record
them.
And
then
our
plan
is
to
post
those
onto
our
city
youtube
channel
the
following
week.
F
Bender
thanks
ma'am
chair
just
a
final
comment,
not
directed
at
staff
but
as
at
policymakers.
You
know
I
continue
to
observe
that
it's
a
challenge
that
the
minneapolis
city
council
does
not
have
any
communications
support.
F
The
mayor
of
minneapolis
has
well
this
current
mayor,
I
think,
has
three
or
four
full-time
staff
devoted
to
communications
and
press
relations
and
the
minneapolis
city
council
does
not
have
communication
support.
So
I
think
you
know
in
the
council
offices
that
typically
focus
more
on
constituent
services
or
like
the
vision
of
the
charter.
Commission,
you
know
the
tree
trimming
kind
of
questions
and
issues.
It's
probably
not
that
big
of
a
deal
for
council
members
who
are
authoring
legislation
or
handling
controversial
issues
or
have
a
tragedy
or
crisis
in
their
ward.
F
It's
it's
challenging
and
I
think
it's
confusing
to
members
of
the
public
and
press
who
don't
know
that
the
mayor
of
minneapolis
has
several
full-time
staff
devoted
to
communications
and
press
outreach,
and
the
minneapolis
city
council
does
not
have
any
communication
support
outside
of
what
we
can
provide
for
ourselves
and
our
two
staff
within
our
offices,
I'll
just
offer
as
a
as
an
outgoing
council
member,
you
know,
depending
on
what
happens
with
the
different
government
structure
questions
you
know,
I.
F
I
think
this
is
a
consistent
problem
and
something
that
council
members
who
will
be
back
should
care
about
for
next
term.
You
know
I'm
off,
I'm
happy
to
offer
my
time
and
assistance.
I
can't
care
about
it
more
than
people
who
will
be
back
in
office
themselves
next
term.
So
if
there's
appetite
to
think
about
continued
staffing
for
the
council,
especially
this
question
around
communications,
I
think
it
is
an
unanswered
question
that
continues
to
cause
problems.
F
I
also
think
that
you
know
I'm
not
even
sure
that
staff
realizes
how
often
or
or
maybe
they
do
you
know.
Reporters
often
come
to
council
members
to
get
answers
to
questions
that
they're.
Not
getting
fast
enough
from
the
city's
kind
of
communications
process
and
it
puts
us
in
a
really
difficult
position
because
again
we're
at
a
time
where
public
trust
is
really
low,
and
so,
if,
if
the
media
feels
like
the
city,
isn't
giving
information,
you
know
on
purpose
or
for
whatever
reason
it.
F
F
A
lot
of
that
lands
back
on
I'm
sure
on
staff
as
well,
but
also
on
elected
officials
who
again
just
have
ourselves
in
our
to
to
staff,
to
help
respond
and
that
anything
we
can
of
course
get
from
you
know,
city
departments
or
whatever
and
pass
on
is
information.
F
F
So
that's
just
a
comment
and
an
offer
for
again
folks
who
will
be
back
in
office
next
term
to
think
about,
as
it
relates
to
the
city's
budget.
B
K
Thank
you,
chair
palmisano,
council
members.
My
name
is
greta
bergstrom
and
I
am
serving
both
as
the
communications
director
for
the
city
of
minneapolis
and
also
as
the
interim
engagement
deputy
in
the
office
of
city
coordinator,
and
it's
in
that
position
that
I
am
here
today
to
present
mayor
fry's
2022
recommended
budget
for
the
department.
K
I
will
also
say
that
I'm
joined
on
the
line
by
the
interim
operations
manager,
co-leads,
lynnelvik
levitt
and
rebecca
sandel
in
case
of
more
detailed
questions,
as
we
walk
through
the
presentation,
a
department
overview
and
the
mission
of
311
is
that
minneapolis
311
stores
as
the
gateway
to
city,
information
and
services
slide
in
terms
of
the
mayor's
recommended
budget.
The
recommended
budget
is
just
slightly
over
five
million
dollars
for
2022,
and
this
increases
the
department's
expenditure
by
a
little
over
one
million
or
26
percent
in
2022
next
slide.
K
There
is
one
program
in
3-1-1
and
3-1-1
serves
as
that
single
point
of
contact
for
local
government
information
and
services,
providing
accountability
and
transparency,
as
you
can
see
along
the
bottom
and
we'll
talk
more
about
staffing
as
well.
Via
the
call
volume
coming
in
in
2020,
the
budget
accounted
for
30
fts
in
2021
for
34.8
ftes,
there's
one
one,
staff
member
who
is
just
slightly
under
that
full-time
level
and
then
in
2022.
K
Should
the
budget
pass
staffing
would
be
at
35.8
ftes,
and
I
can
let
you
know
that
that
is
broken
down
the
35.8
is
there.
There
are
three
supervisors:
three
call
center
analysts,
the
two
interim
operations
manager
co-leads,
who
are
doing
a
wonderful
job.
I
will
say
in
the
process
of
managing
the
day-to-day
operations.
K
K
3-1-1,
of
course,
can
assist
residents
or
visitors
who
may
not
know
how
to
navigate
the
city
enterprise
or
have
limited
time
to
research,
city
practices,
and
so
it's
a
one-stop
shop
for
them
to
call
in
people
can
call
31
to
make
police
reports
or
to
inquire
about
non-emergency
services,
making
these
accessible
to
residents,
who
might
be
unwilling
to
call
law
enforcement
directly,
and
that
was
something
that
has
continued
and
has
been
increased
over
this
past
year,
the
not
the
theft
only
reporting
everyone
has
equal
access
to
call
email
or
to
text
311
to
report
issues
with
or
ask
questions
about,
city
services.
K
So
those
are
the
the
points
of
access
we
do.
This
is
a
little
known
fact-
and
I
actually
didn't
even
know
this
until
more
recently,
but
there
are
over
220
language
options
to
choose
from
all
of
free
of
charge
to
the
customer
and
311
does
help
departments
understand
business
needs
based
on
case
types
and
volumes
and
identifying
opportunities
for
process
improvements.
Next
slide.
K
K
The
number
of
emails
is
in
that
kind
of
lighter
green
voicemail
is,
is
the
thin
orange
bar
and
then
abandoned
calls
are
in
the
gray,
and
I
do
want
to
mention
that
abandoned
calls
are
those
calls
where
the
customer
is
on
the
line
on
hold,
but
actually
exits
the
call
prior
to
an
agent
coming
and
connecting
with
them,
and
so
they
may
be
abandoning
for
the
length
of
time
that
they're
on
hold
or
they
may
be,
abandoning
the
call
because
they
have
just
decided
they
don't
want
to
go
through
with
the
call
so
different,
different
reasons.
K
This
next
slide
kind
of
depicts
the
wait
time
via
v,
our
staffing
levels,
and
so
you
can
see
that
the
the
green
line
across
the
the
top
really
shows
the
staffing,
and
I
will
say
that
311
is
and
has
been
really
kind
of
treading
water
on
staffing
over
the
past
couple
of
years.
Certainly,
since
the
pandemic
about
a
year
and
a
half
ago,
you
can
see
that
the
lower
staffing,
of
course
means
longer
wait
times
and
more
abandoned
calls,
and
so
this
is
definitely
something
that
is
a
work
in
progress
in
2018.
K
K
There
was
a
decision
to
end
weekend
hours
so
that
we
could
have
more
coverage
during
the
week,
and
so
since
that
time,
coverage
is
7
a.m,
to
7
p.m,
and
that's
just
monday.
Through
friday,
you
know
you
can
see
a
dramatic
increase
on
the
chart
in
2019
of
agents,
which
then
decreased
the
wait
time.
K
I
will
say
that
the
lowest
average
of
agents
per
year
is
where
we're
at
right
now
in
2021,
and
there
has
been
high
turnover
for
a
number
of
reasons
turnover
across
the
country.
Obviously,
in
call
centers
is
something
that
that
happens,
so
that
that
is
something
that
happens,
but
it
has
been
an
especially
challenging
time
in
the
city
of
minneapolis,
with
3-1-1
next
slide.
B
Just
in
for
a
moment
wanted
to
cut
in
and
invite
chance
member
schrader
for
any
questions
or
comments.
He
might
have.
L
Sure,
thank
you
sure,
promise
director
brooks
on
the
two
slides
back.
It
showed
that
it
looked
like
a
smaller
call
volume
and
it
like
that.
Can
you
explain
the
two
because
between
this
and
the
next
slide,
I
would
expect
a
higher
you
know
drop
rate.
If
there's
that
long
await
time,
I
would
expect
people
to
call
get
frustrated
and
hang
up
and
that's
certainly
what
I'm
hearing
from
constituents.
So
I
mean
first,
if
you
can
do
this,
I'm
sure
I'll
have
more
questions
on
on
staffing
levels
later,
but
if
you
could
surely
see.
K
Sure-
and
I
it
might,
this
might
be
a
good
opportunity
for
rebecca
sandel,
who
is
one
of
the
co-operations
leads
and
has
worked
really
closely
and
comes
from
the
analyst
side
on
the
analytics
surrounding
wait
times
and
call
volume
and
staffing
levels
becca.
If
you're
able
to
join.
M
K
M
Yes,
so
going
back
to
the
previous
slide,
when
I
believe
what
you're
referring
to
is
in
2020,
we
see
the
dark
blue
line,
which
indicates
answered
phone
calls
is
well
below
our
2019
rate,
but
if
you
take
a
look
at
the
gray
bar,
that
is
the
abandoned
phone
call.
So
those
are
the
phone
calls
that
we
were
not
able
to
answer
due
to
extreme
volume
and
at
time,
staffing
level.
M
Just
does
that
clarify
the
context
by
ear.
L
It
it
well
like
it
further
brings
out
my
question
because
I'm
talking
about
2021
because
it
just
it
looks
like
there's
a
much.
Is
there
a
much
smaller
call
volume
in
2021
yeah
go
ahead.
M
I
apologize,
we
are
seeing
a
much
more.
We
are
returning
beginning
in
the
end
of
september.
I
would
say
to
a
much
more
normalized
call
volume
for
us.
Unfortunately,
what
what
is
being
reflected
here
is
through
august,
so
we
aren't
getting
as
full
a
picture
now
that
we're
well
into
october
of
what
2021
is
bearing
out
to
look
like.
We
will
see
a
later
slide
that
breaks
it
down
month
over
month,
so
I
think
you'll
start
to
get
a
better
picture
once
we
reach
that
slide.
M
But,
yes,
that
is,
that
is
correct.
We
are
starting
to
see
more
normalized
numbers
in
2021
late.
Moving
into
these
fall
months,.
K
Thank
you
if
we
could
move
forward
to
the
third
yes
to
this
slide,
which,
as
rebecca
mentioned,
does
give
that
closer,
look
and
really
gives
that
month
by
month,
look
of
answered,
calls
emails,
voicemails
answered,
calls
versus
abandoned
calls
and
the
average
number
of
agents.
K
If
you
look
to
the
start
of
2020
with
you
know
what
at
that
time
was
kind
of
a
normalized
call
volume
and
a
pretty
healthy
staffing
level.
This
is
prior
to
covid
prior
to
civil
unrest.
K
You
can
see
that
there
is
a
fairly
low
number
of
abandoned
calls.
Obviously,
as
you
work
through
the
year
of
2020-
and
you
can
see
the
the
skyrocket
of
course
in
may
in
june,
and
pretty
heavy,
obviously
throughout
the
summer,
and
and
certainly
early
fall
of
2020
that
increased
all
along
the
top.
Of
course,
you
can
kind
of
see
that
staffing
level,
which
or
I'm
sorry
the
average
number
of
agents
that
are
handling
the
calls,
and
so
we
wanted
to
give
a
little
bit
more
of
a
granular
detail
month
by
month.
K
Since
we
are
acutely
aware
of
of
the
challenge
have
heard
from
our
policy
makers
have
heard
from
community
and
are
working
very
hard
at
bringing
in
the
appropriate
number
of
and
building
up
that
call
agent
staffing
level
to
handle
the
volume
of
calls.
But
then,
as
becca
has
said,
the
call
volume
is,
you
know,
beginning
and
or
much
more
normalized
and
closer
akin
to
you
know,
pre-covered
back
to
january
2020.
K
M
K
B
So
before
you
start
director
bergstrom
on
that
previous
slide,
could
you
just
remind
us
when
we
officially
turned
over
the
report,
only
calls
from
mpd
to
the
311
call
center?
Was
it
in
june
of
this
year.
B
Because
I
don't
notice
any
real
market
difference
in
those
figures,
and
so
I
I
just,
I
think,
that's
kind
of
an
interesting
point.
So
all
right.
Thank
you
for
that
clarification.
K
Yes,
I
I
will
say
and
and
rebecca
or
lynn
could
add
something
at
the
end
that
taking
on
the
theft,
only
reports
has
been
something
that
311
has
been
able
to
handle
well,
and
it
has
to
your
point
sure
palmisano
did
not.
You
know
kind
of
spike
negatively.
Obviously,
on
this
graph.
K
B
Yeah
well,
actually,
if
we
have
ms
sandel
still
I'm
curious
to
understand
a
little
bit
more
about
how
are
our
3-1-1
employees
feeling
equipped
to
handle
those
calls.
Is
that
something
they
went
through
training
for?
Is
it
something
that
just
added
another
call
script
or
two
to
their
arsenal
of
of
other
information
that
they
have
at
their
fingertips?
M
M
What
we,
what
we,
where
we
saw,
maybe
a
change
in
the
nature
of
work
for
the
agents,
was
stressing
the
use
of
the
online
police
report
system
so
pivoting
to
maybe
help
people
with
those
self-service
avenues
to
a
greater
extent,
but
always
being
welcoming
in
taking
those
reports.
So
our
scope
of
work
didn't
change.
M
B
It
and
then,
if,
in
the
event
that
a
caller
can't
access
an
online
police
report,
for
whatever
reason
do,
does
the
3-1-1
call
operator
assist
in
filling
one
out
on
their
behalf.
M
Correct
and
that's
always,
regardless
of
whether
they
are
able
to
file
a
report
online
or
not,
that
is
always
something
that
our
agents
will
offer
up.
It's
it's,
not
something
where
they're
prohibited
from
filing
a
report
with
an
agent
simply
because
they
have
access
to
file
the
report
online.
We
leave
it
up
to
their
comfort
level,
so
that's
that's
kind
of
where
we,
where
we
end
the
day
with
that
yeah.
Thank
you
absolutely.
K
Thank
you
next
slide
and
you
can
go
to
the
next
slide.
We'll
discuss
core
service
rebuilding
in
the
mayor's
2022
recommended
budget.
He
is
recommending
the
addition
of
one
fte.
This
is
to
fill
the
operations
manager
position
that
has
been
vacant
since
january
of
2020.
K
The
lack
of
the
operations
manager
in
an
actual
position
made
hiring
an
onboarding
of
new
agents,
much
more
difficult,
and
so
we've
seen
some
of
that
that
challenge
here.
The
responsibilities
fell
to
the
director
who
was
not
trained
on
the
systems
needed
for
hiring
and
did
create
some
delays,
as
guidance
was
needed,
really
kind
of
at
every
step
of
the
process.
K
And
so
you
know
this
is
an
intensive
hiring
process
for
3-1-1
an
intensive
training
process,
and
so
this
position
is
very
much
needed
back
in
the
department
to
deliver
the
services
in
a
timely
way
and
to
reduce
the
abandoned
rate
of
calls
as
well.
By
making
sure
we
have
the
appropriate
staffing
next
slide.
K
K
The
system,
essentially
you
know
callers,
will
get
quick
answers,
be
able
to
enter
very
simple
requests
with
keywords
and
be
directed
to
an
agent
who
would
best
help
them
with
their
specific
needs.
So
it's
really
assisting
the
call
center
human
agents
with
helping
to
get
the
information
they
need
in
a
in
a
quicker
timing.
K
This
system
will
result
in
a
decrease
in
abandoned
rates
and
hold
times
and
will
give
more
capacity
for
voice
interactions.
This
will
also
the
system
itself
also
help
with
skills-based
routing.
So
what
this
means
is
when
we
are
training
new
agents-
and
there
is
a
class
of
four
right
now
undergoing
training
oftentimes.
The
agents
in
training
are
not
able
to
move
on
to
the
phones
until
they
have
completed
the
training.
K
This
would
help
to
more
photo
fully
utilize
new
agents
earlier
in
their
training
and
ultimately
allow
multiple
hiring
classes
to
be
in
training
at
once.
So
it
will
actually
assist
and
speed
the
process
of
getting
those
new
agents
trained
and
on
the
phones,
even
in
in
in
partial
batches,
so
to
speak,
to
be
able
to
take
some
level
of
calls
and
we'll
allow
department,
department-specific
reporting
on
the
quantity
and
quality
of
calls,
abandon
raids,
hold
times
and
customer
satisfaction
next
slide.
B
A
Thank
you,
sir
palmisano.
I
know
previously.
There
was
a
request
that
we
didn't
end
up
funding
around
a
fairly
significant
systems,
improvement
to
the
online
reporting,
and
you
know
I'll
just
say
I.
I
think
that
we've
seen
some
instances
of
the
the
process
through
the
app,
especially
throwing
responses
that
gave
people
the
impression
that
they
weren't
being
heard
or
that
their
you
know,
feedback
wasn't
landing
or
made.
People
feel
like
the
city
wasn't
wasn't
being
responsive,
even
in
cases
where
we
were
we
kind
of
were
undermining
our
credit
for
that.
A
Because
of
the
interface
because
of
the
you
know,
the
actual
the
way
the
app
was
functioning-
and
I
know
there
have
been
a
few
kind
of
small
improvements
to
that
system,
but
we
haven't
we're
not
seeing
a
change
item
to
to
revisit
the
bigger
question
of
systems
change
to
the
way
digital
reporting
happens
and
digital
feedback
gets
back
to
people
who
who
who
make
inquiries
through
that
system,
and
I'm
wondering
if
that's
something
that
we
should
be
looking
at
if
it
kind
of.
A
If
there's
anybody
who
can
speak
to
the
trajectory
of
the
sort
of
user
experience
for
the
digital
tools,
that
for
a
lot
of
people,
are
starting
to
really
be
what
they
think
of
when
they
think
of
3-1-1.
M
B
Thank
you
seeing
no
other
questions.
Thank
you,
director,
bergstrom.
Thank
you,
ms
sandel,
for
your
time
this
morning
we
will
now
switch
over
we'll
now
switch
over.
We
are
just
a
couple
minutes
ahead
of
our
general
schedule
here
this
morning,
but
finally,
but
last
but
not
least,
we'll
hear
a
presentation
on
the
budget
for
the
office
of
emergency
management,
and
I
will
ask
director
barrett
lane
to
provide
that
presentation.
Welcome
mr
lane.
N
N
N
We
work
in
the
areas
of
prevention,
mitigation,
preparedness
response
and
recovery
across
the
enterprise
and
with
the
community
in
order
to
provide
that
that
structure
and
capability
for
resilience,
we've
actually
broken
those
five
things
down
into
ten
specific
business
lines
as
part
of
our
ongoing
outcome
and
performance
measurements
project.
So
we'll
talk
about
that
a
little
bit
when
we
hit
a
slide
on
on
performance
measurement,
we
will
see
the
breakdown
of
the
actual
capabilities,
as
we
call
them
are
business
lines
that
that
we're
fielding
with
the
resources
that
you
are
providing.
N
So
if
you
would
move
to
the
next
slide,
please
this
is
a
status
quo
budget,
we're
basically
just
moving
the
current
service
level
into
next
year.
There's
a
small
decrease
in
in
dollars
here
related
to
some
adjustments
that
finance
have
made
that
they're
noted
here.
This
will
not
impact
our
operations.
We
did
not
make
any
requests
to
the
mayor
this
year
for
additional
funding.
N
I
would
note,
as
long
as
we're
on
this
slide
just
and
I
put
this
marker
down
every
year,
because
I
don't
want
people
to
be
surprised
one
day
just
over
eight
hundred
thousand
dollars
in
that
budget
is,
is
federal,
grant
money
and
while
that
grant
is
stable,
we
don't
see
any
short-term
problems
with
it
or
even
medium-term
problems
with
it.
Should
that
grant
be
dropped
to
a
point
where
we
would
hit
our
our
operations,
we
would
have
to
have
a
conversation
about
backfilling
that
with
general
fund
dollars.
N
Fortunately,
we
always
have
at
least
a
budget
cycle
to
deal
with
that.
So
we're
not
really
going
to
be
surprised
by
that,
but
I
I
don't
want
to
have
a
conversation
in
the
future
where
people
felt
that
they
sort
of
didn't
know.
So,
just
a
marker
down
on
that-
and
that's
been
that's
been
true
for
the
10
years
that
I
have
been
here.
So
that's
not
a
change
either,
but
just
a
note
for
the
future
on
the
next
page,
here's
our
ftes
that
you
should
actually
add
two
ftes
to
each
of
those
columns.
N
If
you
would
please
there's
a
slight
discrepancy
between
the
way
finance
is
reckoning
these
with
respect
to
the
grants,
but
actually
2022
is
8.5,
we're
down
to
where
I'm
sorry,
10.5
or
down
to
8.5.
So
we've
had
one
loss
there
that
was
part
of
the
budget
cuts.
So
I'm
sorry,
I'm
adding
improperly
9.5
to
8.5.
There
we
go.
I
can
add
one
to
columns
of
numbers
next
slide.
Please.
N
In
2020,
right
before
we
got
into
at
the
end
of
2019
and
into
early
2020
right
before
covet
hit
and
as
we're
in
the
process
of
responding
to
the
drake
hotel
fire,
we
launched
our
beta
outcome
and
performance
measurement
program
and
you
may
recall,
in
the
past
we've
done
these
presentations.
I've
talked
about
building
out
our
program
based
on
national
best
practices
and
standards.
N
In
that
standard,
there
is
a
performance
measurement
program,
that's
built
into
it,
and
we've
now
matured
these
capabilities
to
the
point
where
we
could
start
actually
measuring
performance
of
them
and
starting
to
report
out
on
these
things
on
a
capability
by
capability
basis.
In
the
past
you
may
recall:
we've
been
talking
about
how
we've
been
building
out
these
capabilities.
You
know
we'll
do
this
one
this
year
and
we'll
do
that
one
next
year.
Most
much
of
that
is
now
done
and
now
we're
in
the
process
of
once
those
capabilities
are
put
online.
N
Those
business
lines
are
now
operational.
We
want
to
make
sure
that
we
can
report
out
on
how
they
actually
function
to
you
at
an
appropriate
level.
So
we
designed
this
this
dashboard
here
too,
to
give
you
a
quick
overview
of
the
things
we
do
and
kind
of
where
they
stand,
and
I
will
walk
you
through
this
very
very
briefly,
so
you
have
some
sense
of
how
this
works.
N
The
office
of
emergency
management
is
basically
working
with
a
performance
measurement
program,
the
performance
measurement
program
that
has
to
do
with
continuous
improvement.
So
we
develop
a
plan.
We
put
that
plan
in
motion.
We
check
to
see
whether
the
plan
actually
produced
the
performance
we
wanted
it
to.
We
identify
any
gaps,
we
take
those
gaps,
we
build
projects
around
them
and
pull
that
back
into
the
plan,
and
that's
the
cycle
that
these
capabilities
will
live
in
essentially
forever
until
some
other
input
is
is
put
into
the
system.
N
So
if
there's
additional
mission
added
to
the
department
or
taken
away
from
the
department,
that
would
change
those
that
that
equilibrium
of
continuous
improvement,
but
much
of
what
we
do
is
not
subject
to
being
counted
in
numbers.
It's
very
much
a
qualitative
type
of
performance
and
we're
working
very
closely
with
the
city
coordinators
office
to
develop
those
key
performance
indicators.
So
that
we
can
again
be
transparent
about
what
we're
doing
and
and
where
these
things
stand.
N
So,
if
you
look
at
the
capabilities
dashboard
here,
there's
a
lot
probably
packed
into
this.
We
have
two
two
big
buckets
of
work
that
we
do.
There
are
what
we
call
steady
state
capabilities
that
we're
doing
all
the
time.
The
watch
officer,
which
is
a
24x7
entryway
point
to
the
emergency
management
system,
is
operating
24x7
by
365,
which
means
that
we
can
collect
data
about
its
performance
on
an
ongoing
basis.
The
same
thing
with
the
outdoor
warning
siren
system,
that's
tested
on
an
ongoing
basis.
N
We
can
collect
data,
the
emergency
operations
and
crisis
management
system,
which
is
essentially
the
eoc
the
emergency
operations
center
function.
We
can
only
collect
data
when
we
use
it,
so
that
means
that
we
have
to
have
an
exercise
or
some
other
event,
that's
going
to
drive
actually
putting
this
into
motion.
So
a
lot
of
these,
the
same
is
true
with
continuity
and
recovery.
Those
are
things
that
are
only
used
on
a
contingent
basis.
N
N
One
of
my
staff
is
on
call
24x7,
and
this
is
the
entry
point
for
the
city
of
minneapolis
and
some
of
our
partners
to
activate
the
emergency
management
system,
which
can
include
all
the
way
up
to
activating
the
full
emergency
operations
center.
So
we
have
metrics
associated
with
that
and
a
plan
associated
with
this.
So
we
measure
two
different
things
in
these
columns.
One
is:
does
our
plan
meet
the
standard?
N
Have
we
built
out
the
planning
process
correctly
and
if
we
do
put
it
in
motion,
does
it
do
what
we
expect
it
to
do,
and
the
watch
officer
meets
both
of
those
criteria,
so
we
have
a
plan,
it
meets
standards
and
the
key
performance
indicator
for
this
one,
for
instance,
is
that
that
response
is
handled
within
15
minutes,
and
that
has
been
true
for
all
of
the
responses
this
year.
So
100,
so
that's
how
these
things
these
these
performance
indicators
are
going
to
work
along
the
way
same
lane,
the
upper
warning
siren
system.
N
We
operate
65
different
sirens
within
the
system
for
outdoor
warning
purposes.
We
do
not
set
them
off.
That's
not
that's
not
our
function,
but
we
do
operate
the
infrastructure,
and
so
we
can
account
for
their
performance
and
make
sure
they
get
repaired
in
a
timely
fashion.
N
As
we
sit
here
right
now,
it's
94
effective
because
four
sirens
are
down
due
to
construction,
given
the
fact
that
there's
overlapping
sound
cones
around
each
of
these,
that's
not
a
public
safety
problem,
but
we
do
know,
for
instance,
what
the
capacity
of
the
system
is.
Obviously
our
goal
is
to
have
it
up
and
running
100
of
the
time,
but
right
now
that
sits
at
94
so
again
check
green
check.
Mark
for
performance
meets
expectations.
N
Public
education
is
something
that
we
started
in
2019.
We
lost
the
person
that
was
doing
that
work
during
the
2020
budget.
Adjustments
did
not
get
the
position
rehired
until
this
year,
due
to
all
of
the
response
mode
that
we
were
in
throughout
2020
and
early
2021.
N
So
we
do
have
a
plan
in
place
on
that,
but
we
do
not
have
enough
performance
to
judge
the
or
data
to
perform
or
to
judge
the
performance
unit.
So
we
will
have
that
data
set
by
the
time.
We
do
this
presentation
next
year,
but
we
do
have
a
plan
in
place
and
the
work
is
ongoing.
We
just
don't
have
enough
data
points
yet
to
say
yes
in
fact,
we
can
report
out
that.
That's
you
know
performing
as
as
expected.
I
don't
expect
a
problem
there,
but
just
being
transparent.
N
We
just
don't
have
the
data
points
yet
on
the
emergency
operations
crisis
management.
Again,
that's
the
emergency
operations
center
function.
We
just
exercised
that
again
this
year
last
week
and
we
had
it
up
and
running
in
the
virtual
mode
for
the
operations
that
were
going
on
in
early
spring,
so
we've
been
able
to
generate
a
lot
of
data
associated
with
that.
N
We
do
have
a
plan,
that's
effective
and
we
can
put
that
plan
in
motion.
So
that
we
can
check
both
those
boxes
with
respect
to
plan
and
performance
there,
I
won't
say
that's
optimized,
you
know
this
continuous
improvement
system
is,
is
one
that
always
is
pushing
you
toward
making
things
better,
but
in
fact
does
operate
as
designed
continuity
operations
is
a
real
standout
for
us
this
year,
we've
gone
through,
and
all
22
departments
by
the
end
of
this
year
will
have
certified
continuity.
Business
continuity
plans,
which
means
that
they
have
a
plan.
N
A
written
plan
in
place,
they've
reviewed
that
plan
they've
conducted
an
exercise
that
exercise
has
generated
remediation
items
and
those
remediation
items
have
been
taken
care
of
once
that's
done.
My
office
signs
off
on
it,
so
100
by
the
end
of
the
year
is
where
we're
at
with
that
and
again,
all
22
departments
will
have
those
continuity
plans
in
place.
N
Recovery
is
a
good
example
of
where
it
is
that
you
know.
If
we
don't
test
it,
we
don't
necessarily
have
any
data
for
2021..
We
did
use
the
system
in
2022
or
I'm
sorry
in
2020,
obviously
with
respect
to
damage
assessment,
but
we
did
not
do
an
exercise
this
year.
We
have
not
had
occasion
to
use
it
so,
just
with
respect
to
bandwidth
from
staff
and
and
frankly,
the
enterprise
partners
that
we
have.
We
can't
run
multiple
large
scale
exercises
every
year
without
really
taxing
the
organization.
N
So
this
is
the
recovery
capabilities
on
schedule
to
be
exercised
every
other
year,
but
again
performance
data.
For
this
year
we
don't
have
anything
in
particular,
I
will
tell
you
that
it
that
it
works
the
plan
is,
is
actionable
resource
management.
This
is
a
equipment
cache
that
we
manage.
We
use
this
quite
extensively
because
it
contained
probably
the
state's
only
stock
of
personal
protective
equipment
for
respiratory
protection
in
terms
of
n95
masks
that
cash
has
been
restored.
N
It's
operational,
both
the
plan
and
the
performance
are
are
up
to
snuff
at
this
point
in
time.
The
last
two
are
grayed
out
here,
because
these
have
been
delayed.
Prevention
and
mitigation
are
in
charge
of
one
of
our
staff
members
who
has
been,
who
is
army
reserve?
His
army
reserve
was
activated
and
he
has
spent
the
last
year
in
the
middle
east
and
we
have
sort
of
de-prioritized
that
work
for
the
time
being.
He
will
pick
that
up
again
when
he
returns
in
early
november,
and
we
have
to.
N
We
will
have
more
data
on
both
those
programs
for
you
next
year,
but
the
plans
are
in
fact
in
place
and
ready
to
go,
and
then
the
last
one
is
a
very
new
program
that
we're
bringing
together.
This
is
the
last
moving
part
within
our
overall
standard
program,
and
that
is
the
disaster
employee
assistance
program.
N
N
This
is
another
one
where
we're
going
to
need
some
enterprise
support
and
the
bandwidth
just
at
the
end
of
this
year,
with
everything
else
going
on
just
this
is
this
is
something
we
can
take
care
of
q1
of
next
year
and
get
squared
away
before
severe
weather
awareness
week,
which
is
probably
when
we're
going
to
need
it.
If
we
need
it
at
all,
so
we
just
made
the
decision
to
to
move
this
one
into
q1
of
next
year.
The
plan
is
written.
N
So
these
things
are
the
top
line,
business
lines
that
we
were
in
or,
as
we
call
them
capabilities,
there's
a
lot
to
them.
Each
one
of
them
has
a
plan.
An
organizational
structure
equipment
is
necessary,
training
and
exercise
capability.
That
goes
along
with
it,
but
instead
of
reporting
out
on
all
of
those
individual
activities,
we
want
to
start
reporting
out
on
how
the
things
that
we're
expected
to
do
these
are
the
public-facing
endpoints
of
what
we
do.
N
We
want
to
create
a
system
that
allows
us
to
report
out
on
these
things
in
a
in
a
sort
of
dashboard
like
way.
So
this
is
again
with
with
the
help
of
the
city
coordinator's
office
and
where
we're
at
on
what
I
would
call
sort
of
a
beta
presentation
around
these.
So
but
this
is,
I
think,
where
we're
going
to
end
up
going
in
the
future.
N
We
could
give
you
more
or
less
information
about
each
of
these,
but
we
wanted
to
make
sure
that
you
could
at
least
get
a
dashboard
view
of
kind
of
where
everything
stands.
N
Next
slide,
please
we're
going
to
highlight
just
a
couple
things
here
in
the
context
of
all
those
capabilities,
we've
done
some
specific
work
here,
working
with
the
division
of
race,
equity,
health
department
and
civil
rights
department
to
incorporate
race
equity
into
our
operations.
N
One
of
them
has
to
do
is
making
sure
that
our
emergency
operations
plan
reflects
that
those
that
value
system,
so
that
has
been
taken
care
of,
and
we
also
developed
a
new
best
practices
position
within
the
emergency
operations
center
to
provide
support
and
guidance
to
the
executive
team
within
the
eoc
on
these
issues.
So
that's
those
are
two
improvements.
We've
made
in
this
space
to
our
operation
next
slide.
Please.
N
N
I
think
we've
demobilized
eight
encampments
over
the
course
of
the
summer.
This
is
a
big
interagency
push
and
required
some
additional
coordination,
which
oem
is,
is
pleased
to
be
able
to
to
to
supply
partners
here
include
cped
public
works,
health
department,
reg
services,
city
attorney,
mpd
city,
communications
and
igr,
so
a
lot
of
moving
parts
to
to
to
do
this
work.
In
addition,
we
also
link
up
with
the
park
board.
The
county
mndot
met
transit
from
time
to
time,
depending
on
where
these
are
located.
N
So,
in
the
course
of
doing
this
work,
we
identified
the
need
to
do
some
mitigation
work
and
some
prevention
work
on
city,
owned
properties.
So
there's
a
couple
hundred
unbuilt
city-owned
properties
across
the
city.
Some
of
them
have
been
identified
as
being
places
which
might
be
susceptible
to
future
or
existing
encampment
formation.
So
basically,
these
dollars
are
in
place
to
to
help
us
get
ahead
of
the
curve
on
this,
and
you
know,
if
necessary,
we
can
fence
off
property
with
these
dollars.
N
The
other
thing
we
want
to
do
is
to
put
a
little
bit
more
eyes
from
a
security
standpoint
on
this
properties,
and
if
we
feel,
if
we
see
people
moving
in
there,
we
want
to
make
sure
that
we
intervene
early
and
get
them
connected
to
services.
We've
got
a
lot
of
resources
with
the
health
department
and
cped,
as
well
as
the
county,
to
get
people
connected
to,
so
that
we
can
get
people
connected
to
services
before
these
encampments
on
city
properties
build
up.
So
we
do
have
three
hundred
thousand
dollars
here.
N
Basically,
we've
had
our
hands
full
with
the
response
mode
that
we've
been
in
this
summer,
but
I
would
expect
to
see
some
of
these
dollars
start
to
move
out
the
door
end
of
this
year
into
q1,
as
we
look
at
places
that
are
appropriate
for
additional
fencing
or
other
mitigation
work
and
then
look
at
how
it
is
that
we're
going
to
do
sort
of
the
ongoing
inspection
of
these
various
properties
to
make
sure
that
we
get
ahead
of
that
response
curve
right
now,
one
of
my
employees
is
just
doing
a
drive-by
of
the
ones
we
have
closed,
but
we
have
identified.
N
N
So
that's
why
we
have
300
000
in
arp
funding
and
we're
really
holding
that
on
behalf
of
that
broader
expert
community.
That's
working
through
these
issues
as
a
coordinating
body
and
that
if
you
would
slide
the
slide
forward,
one
more
is
the
end
of
my
presentation.
I'm
happy
to
answer
any
questions,
otherwise
I'll
turn
it
back
to
you,
madam.
O
You
so
much
mr
elaine.
I
just
wanted
to
commend
you
for
that
really
good
explanation
of
all
the
various
things
you're
doing
and
kind
of
where
they
stand
in
the
pipeline.
We
did
have
the
opportunity
to
work
with
your
office
on
these
emergency
sirens
being
cited
in
sensitive
areas
throughout
parts
of
downtown,
and
I
thought
you
guys
were
just
great
to
work
with.
I
appreciate
it
when
the
budget
presentations
really
include
specific
outcomes
on
the
work,
rather
than
kind
of
give
us
the
money
and
here's
some
more
things
we'll
do.
O
F
Madam
chair
yeah,
this
was
all
helpful
information.
I
I
wondered,
I
don't
see
any
change
requests
reflecting
anything
that
would
have
come
out
of
learnings
from
last
summer
or
kind
of
generally
I
mean
there
was
some
reference
to
race
equity
work.
F
F
I
mean
we
had
a
situation
last
summer
where
9-1-1
wasn't
working
when
people
called
for
help,
so
it
seems
like
a
pretty
extreme
breakdown
of
our
emergency
systems.
Of
course,
this
department
doesn't
oversee
all
of
the
emergency
services
directly,
but
just
in
terms
of
a
planning
and
capacity,
you
know
strategic
strategic
planning.
That
kind
of
response
planning
are
there
other
places
that
we
should
look
to
see
some
learnings
coming
forward,
or
I
guess
why.
Why
aren't
there
any
recommendations
of
the
budget
or
asks
related
to
that
kind
of
planning?.
N
I'm
sure,
council
president,
it's
really
because
it's
not.
We
have
resources
that
are
sufficient
to
meet
our
needs,
and
it's
it's
from
our
standpoint.
It's
not
an
oem
resource
standpoint.
In
fact,
within
our
budget
we
we
have
a
grant.
We're
able
to
you
know,
continue
to
share
some
element
of
that
those
grant
dollars
with
other
qualified
purposes
that
aren't
within
oem.
So
it's
it's
really
not
a
resource
standpoint
within
oem.
I
think
we're
actually
adequately
staffed.
We
lost
our
admin
assistant
during
the
budget
cuts.
We
would
appreciate
having
that
back.
N
But
it's
you
know
it's.
We
can.
We
can
function
without
that
particular
fte.
We
could
probably
function
better
if
we
we
had
that
fte
back,
but
we
didn't
ask
for
that.
We
recognize
there's
a
lot
of
other
competing
needs
in
the
city
and,
frankly,
if
we
can
hold
it,
I
think
honestly,
we
should
because
there's
other
things
we
need
to
spend
money
on
right
now
then
than
that.
N
So
that's
one
element
of
it,
a
lot
of
what
oem
does
and
where
the
improvements
we
seek
are
kind
of
how
we
work
across
the
enterprise.
N
It's
not
really
in
the
in
the
money
side
of
it
and
that's
why
it's
just
not
in
the
budget
it
putting
another
fte
into
our
budget
would
not
solve
those
types
of
problems,
it's
more
a
matter
of
sort
of
coordinating
within
the
overall
enterprise
and
honestly,
we
can
always
get
better
at
that
right.
So,
every
time
we
do
one
of
these
things
we
learn.
We
just
did
an
an
exercise.
N
Last
week,
one
of
the
areas
we
we
have
is
we
have
a
very
dedicated
but
very
small
enterprise
level,
workforce
that
comes
in
to
help
us
even
with
10.5
ftes.
You
can't
run
a
fully
activated
eoc
24x7
with
10
people.
N
All
of
those
additional
folks
have
to
come
from
somewhere
else
in
this
organization,
and
one
of
our
big
lessons
is,
I
think
we
need
a
we
as
an
enterprise
need
a
better
way
of
tapping
into
what
we
would
call
that
kind
of
contingent
workforce.
I
know
the
health
department's
had
the
same
sort
of
issues
when
they're
trying
to
find
city
employees
to
help
staff
vaccination
sites.
N
We
need
a
better
way
of
sort
of
accessing
those
type
of
resources,
but
again
it's
not
a
dollars
out
of
my
budget
kind
of
thing.
So
that's
why
you
just
don't
see
it
reflected
here.
So
it's
not
that
we
don't
have
things
to
fix.
We
do.
I
can
assure
you
that,
but
it's
it's.
It's
usually
not
a
matter
of
dollars
and
cents.
B
I'm
not
seeing
any
so
I
will
say
thank
you,
director
lane,
oh
council,
president
bender.
F
Thanks,
madam
chair
hi,
sorry
I
meant
to
mention
this
briefly.
I
I
I
noticed
that
there
was
one
of
the
items
related
to
the
encampment
management
and
I
I
just
feel
like.
I
should
comment
that
I
know
you
know:
there's
staff
teams
working
on
this
they're
working
to
balance
a
lot
of
competing
goals
and
issues
we've
invested
heavily
in
outreach
and
support
services.
F
You
know
often
you
know,
I
think,
there's
a
public
policy
balance
of
making
public
space
unusable
for
anyone
by
fencing
it
off.
Oh,
you
know
kind
of,
along
with
with
a
goal
of
trying
to
keep
spaces
that
are
not
habitable
or
that
are
unsafe
for
people
to
be
living
in.
So
I
just
wanted
to
comment
on
that
on
the
record,
since
that
was
the
the
item
was
mentioned
in
this
budget.
F
I
just
want
to
state
that
there
is
a
body
of
work
happening
around
this.
I
am
hearing
concern
from
constituents
about
fencing,
so
I
know
that's
kind
of
a
topic
of
future
conversation
is
kind
of
when
to
employ
that
tactic
and
where
and
how
to
make
sure
that
we're
not
again
creating
limitations
to
access
for
needed
public
space.
F
N
Thanks
and
manager,
council
president,
that's
that's
why
a
lot
of
this
money
hasn't
been
spent
just
going
out
and
buying
10
miles
of
fencing.
I
mean,
I
think
we
look
at
these
various
sites
and
to
me
it's
more
about
talking
about
broader
mitigation.
N
Maybe
there's
a
better
thing
to
do
in
that
space
than
a
fence,
and
we
just
haven't
advanced
the
the
project
to
the
point
where
we
are
going
to
say
that
that
one
really
should
be
fenced,
but
this
one
could
use
additional
lighting
or
you
know
some
other
mitigation
measure,
so
we're
very
much
on
the
same
page
with
that,
and
we
recognize
that
that's
you
know
there
can't
be
a
sort
of
everything
gets
fenced
strategy
here,
but
you
know
we're
gonna
have
to
look
at
each
of
these
sites
on
a
on
an
ongoing
basis
and
see
what
it's
going
to
do
to
make
sure
that
you
know
really
that
we
don't
kind
of
create
more
of
these
issues
than
we
have
to
me.
N
It's
as
much
about
being
able
to
intervene
early
and
have
someone
who's
out
there
intervening
early
by
you
know,
literally
looking
at
these
various
sites
and
saying
is
there
someone
here
who
needs
help
and
we
just
we
have
a
lot
of
staff
are
really
dedicated
to
working
with
those
community
folks,
we
just
need
someone
to
kind
of
point
out,
sometimes
that
hey,
there's,
there's
two
people
here.
They
need
some
help
and
before
we
have
an
encampment,
let's
get
them
connected.
N
So
that's
to
me
it's
both
that
mitigation
and
prevention
and
we've
not
worked
out
kind
of
the
tactics,
but
I
think
your
your
your
caution
is
well
taken
and-
and
you
know,
that's
something
we
intended
to
to
work
through
on
a
case-by-case
basis,.
B
Thank
you
seeing
no
other
comments
or
discussion
on
this,
I'm
going
to
ask
for
the
formal
direction
to
ask
the
clerk
to
file
and
receive
and
file
all
of
these
presentations
from
this
morning.
B
We
are
done
with
our
agenda
for
today
I'll
note
that
our
next
budget
committee
is
for
monday
october
18th
at
1
30.
that
day
we'll
be
hearing
from
the
police
department,
the
fire
department
and
9-1-1.
So
with
that,
I
will
ask
that
we
stand
adjourned
thanks
for
everybody's
time
this
morning,
and
thank
you
for
these
presentations.