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C
Good
afternoon,
welcome
to
this
virtual
meeting
of
the
charter
commission's
government
structure
work
group.
This
meeting
includes
the
remote
participation
of
members
as
authorized
under
minnesota
statutes,
section
13d
.021,
due
to
the
declared
local
health
pandemic
for
the
record,
my
name
is
jill
garcia
and
I'm
one
of
the
co-chairs
of
the
charter
commission's
government
structure
work
group.
C
A
C
C
B
C
A
C
C
As
we
proceed,
I
will
go
through
the
questions
that
were
presented
to
the
mayor
and
we
will
then
entertain
any
other
questions
or
comments.
The
mayor
has-
and
perhaps
there
may
be
some
time
for
additional
questions
of
the
charter,
commissioners
and
the
work
charter,
commission,
commissioners
and
the
work
group
members
to
the
mayor.
C
So
I
would
like
to
welcome
you,
mayor
fry.
Thank
you
so
much
for
taking
time
out
of
your
day.
I
can
only
imagine
how
busy
your
schedule
is
so
welcome.
E
Well,
thank
you
so
much
chair,
garcia
and
commissioners.
I
greatly
appreciate
the
opportunity
to
appear
for
you
before
you
today.
C
E
Commission
have
been
working
very
carefully
and
diligently
to
consider
how
these
changes
to
the
very
sacred
document,
that
is,
our
city
charter,
may
be
reflected
in
code
and
how
these
changes
could
potentially
impact
both
government
relations
and
accountability
going
forward,
and
so
I
know
that
you've
all
been
sifting
through
our
city's
history
and
interviewing
stakeholders,
council
members
staff
and
approaching
this
topic
with
the
diligence
that
it
most
certainly
deserved
and
having
served
as
both
a
council
member
and
now
as
mayor.
E
I
I
do
hope
that
my
perspective
can
be
helpful
in
this
discussion
around
how
our
local
government
can
operate
successfully.
The
first
area
is
is
accountability.
E
One
of
the
biggest
issues
I've
observed
is
that
the
city's
current
structure
is
in
so
many
respects,
disjointed.
There's
no
reason
that
any
business
or
government
would
would
voluntarily
and
independently
set
themselves
up
in
a
way
that
we
presently
are.
Our
system
does
not
provide
for
a
clear
line
of
accountability,
not
for
constituents
not
for
our
partners,
not
for
our
departments,
and
there
is
a
highly
diffused
structure
that
we
have
in
place,
and
that
means
that
the
buck
never
really
stops
with
one
elected
official.
E
Instead,
it
just
gets
passed
around
from
person
to
person
around
round
around
with
really
no
clear
accountability
for
decision
making
or
government
performance,
whether
it's
good
or
bad,
and
that's
a
feature
of
the
charter,
and
so
I
understand
your
proposal
would,
as
I
understand
it
anyway,
it
would
delineate
council's
responsibility
for
policy
making
for
legislation
for
local
legislative
work
from
the
mayor's
responsibility
for
the
very
day-to-day
work,
the
executive
function
of
implementing
of
enforcing
laws
and
ordinances,
and
then
of
reporting
on
the
performance
and
and
that
model
would
be
closer
to
what
we
do
see
in
many
other
jurisdictions
around
the
country,
certainly
in
larger
cities,
and
I
do
believe
it
would
stand
to
strengthen
both
sides
of
the
the
core
governance
structure.
E
I'll
note
briefly,
the
engagement
that
you
did
with
department,
heads
and
former
elected
officials
also
highlights
the
very
same
challenge
that
I've
outlined
and
it's
simply
put
when
roles
and
responsibilities
are
clearly
defined.
Divergence
between
policy
maker
makers
is
natural
in
a
healthy
democracy.
E
However,
when
clear
roles
and
responsibilities
are
not
well
defined,
that
conflict
in
perspectives
can
lead
to
really
serious
breakdowns
and
enterprise
operations,
and-
and
I
think
we
we
see
that
in
in
in
forms
of
government
in
in
the
city
of
minneapolis,
not
unique
to
to
any
one
administration
or
council.
E
I
I
feel
that
that
that
divergence
has
been
throughout
is
highlighted
even
more
so
you
know
I'm
not
going
to
provide
too
many
examples,
but
you
know
the
truth
is:
is
all
14
policy
makers
agree
on
overarching
priorities
in
the
city
of
minneapolis
and
we
took
a
whole
lot
of
time
to
go
through
missions
and
goals?
And
yes,
we
are
very
much
on
the
same
page
with
respect
to
that
and
but
when
we
get
into
the
operationalizing
the
the
implementation
of
of
those
goals.
E
So
much
time
is
spent
on
specific
management
level
decisions
that
the
overall
goals
can
often
get
lost
and
we
move
inefficiently
towards
solutions
and
that's
on
everything
from
affordable
housing,
which
requires
very
complex
cost-benefit
decisions
not
only
about
where
to
dedicate
financial
resources,
but
also
on
how
to
direct
the
limited
staff,
time
and
energy
that
we
have
at
the
city
and
and
that
limited
staff.
Time
and
energy
is
even
more
limited
during
times
of
a
pandemic
and
economic
downturn
and
cuts
to
our
government
system
and
a
new
policy
may
engender
goodwill
from
advocates.
E
C
Thank
you,
mayor
fry,
and
we
may
come
back
to
that.
What
would
you
include
in
the
roles
and
responsibilities
of
a
legislative
council,
as
well
as
of
an
executive
mayor.
E
And
chair
garcia,
just
to
make
sure
I
understand
your
your
correction,
your
question
correctly
you're
saying
what
roles
would
I
deem
a
council
to
have
if
it
is
a
truly
and
exclusively
legislative
function
and
the
mayor
is
truly
exclusively
an
executive
function?
Is
that
what
you're
saying.
C
Yes,
are
there
roles
and
responsibilities
between
the
two
that
can
be
clear,
more
clearly
delineated.
E
Sure
I
think
the
answer
is
yes,
the
thing
it
is
many
times
disjointed
and
to
me
the
council
essentially
has.
E
Like
about
three
to
four
primary
responsibilities,
that's
that's
to,
of
course,
make
the
laws
make
the
the
ordinances
and
the
public
policies
of
the
city,
and
they
are
uniquely
and
well
set
up
to
deliberate
to
analyze
the
the
measures
of
how
a
law
would
impact
the
city
for
the
long
term
and
then
and
then
ultimately
pass
that
law
they're
set
up
to
oversee
and
check
the
executive
function
and
the
administration
in
terms
of
performance
and
service
delivery,
and
whether
that's
through
an
audit
or
just
a
normal
check
and
balance
between
an
executive
and
a
legislature.
E
They
approve
the
budget
and
they
retain
that
traditional
power
of
the
purse.
Through
you
know
the
mayor
proposes
the
budget
and
then
the
city
council
amends
that
budget,
and
I
think
that
is
a
proper
function
and
then
finally,
they
represent
their
constituencies.
E
They
help
facilitate
positive
outcomes
on
some
of
the
very
basic
functions
of
government
interactions
with
our
city
to
be,
you
know
a
liaison
and
assist
where
they
can,
and
I
think
those
are.
Those
are
very
significant
and
important
roles
and
the
council
should
have
the
time
and
I'll
add
the
resources
and-
and
I
I
do-
support
them
and
getting
those
resources
to
perform
those
responsibilities.
E
So,
while
I
appreciate
and
do
agree
with
the
need
for
centralized
accountability
and
one
executive
and
one
elected
by
the
people,
I
also
value
the
role
that
the
council
plays.
I
was
a
council
member
and
I
understand
the
role
in
holding
an
executive
accountable
and
that
balance
of
power
and-
and
I
I
understand
that
and
understand
the
need
to
balance
that
efficiency
with
with
oversight
and
then
and
then
good
policy
process,
and
in
so
many
ways
our
legislative
process
should
not
be
an
overriding
goal.
E
In
fact,
the
the
the
process
that
they
go
through
the
very
deliberative
process.
Sometimes
it
should
be
slow.
It
should
be
considered.
That's
the
very
nature
of
how
you
you
get
to
good
legislation
and
policy
decisions,
and-
and
that
should
also
be
the
forum
for
where
community
engagement
takes
place.
E
C
I
think
I
will
jump
to
question
four,
as
that
is
a
little
related
and
question
four
is.
E
So,
in
terms
of
the
executive
function
I
mean
I
see
several
primary
areas.
One
is
to
is
certainly
to
propose
policy
for
consideration,
based
on
that
executive
experience
and
we've
seen
that
a
big
one
that
I
think
is
clear
that
there
should
be
real.
E
There
should
be
clarity,
and
I
don't
think
there
is
right
now
is
on
just
day-to-day
management
and
direction
of
city
departments.
That
needs
to
be
made
much
clearer,
there's
budget
creation,
which
of
course,
we
already
have
there's
establishing
the
city's
goals
and
priorities
which
in
in
many
cases
we
do
jointly
and
and
in
most
most
cases
I
think,
there's
broad,
almost
unanimity
and
in
terms
of
the
values
that
we
want
to
hold
and
then
there's
also
you
know.
Other
cities
we've
also
seen
an
inter
governmental
lead
as
well.
C
Thank
you
and
number
four
kind
of
very
similar.
Similarly
focused
is
what
suggestions
would
you
and
then
we'll
come
back
to
number
three?
What
suggestions
would
you
offer
to
improve
the
delineation
between
a
legislative
council
and
executive
mayor
and
please
feel
free
to
speak
to
the
handouts
that
we
gave
you,
which
include
the
summary
proposals
that
we're
putting
forward
as
well
as
a
draft
markup
of
the
agenda
of
the
amendment
itself,.
E
Madam
chair,
you
know
as
to
what
are
suggestions
that
I
would
offer
to
to
improve
the
delineation
of
the
roles
and
responsibilities
in
the
charter.
I
mean,
I
think,
many
of
them
you're
already
considering
right
now,
which
is
to
provide
additional
clarity,
especially
around
the
day-to-day
function,
and
ensuring
that
you
know
the
council
is
the
clear
and
and
is
the
clear
legislative
authority
on
issues
of
policy
and
ordinance,
and
the
mayor
has
more
clear
executive
function,
especially
on
day
to
day
activities.
E
You
know.
One
issue
that
I
that
I
know
that
you
have
all
have
addressed
is:
is
the
issue
of
of
of
staff
directions
and
how?
What
topic
areas
can
staff
directions
be
passed?
Pursuant
to
how
you
know
our
staff
directions
exclusively
built
around
providing
information
to
enhance
the
legislative
function
or
our
staff
directions?
Are
they?
E
Are
they
functioning
more
as
a
as
a
burden
on
staff
that
that
goes
too
far
to
the
executive,
day-to-day
and
then,
additionally,
there's
the
issue
of
of
where
staff
directions
given
outside
of
the
council
process
and
to
either
department,
heads
or
individuals
that
report
to
department
heads
could
ultimately
impede
the
function
by
providing
diverging
direction,
and
so,
for
instance,
if
you
know
I
don't
want
to
give
too
many
specific
examples,
and
because
this
this
could
apply
to
any
council
to
any
mayor.
E
But
on
instances
where,
where
a
council
member
will
will
outside
of
the
council
process
direct
staff
to
to
do
something,
whether
that's
in
public
works
or
cped
or
regulatory
services,
we
we
often
see
that
and
that
that
direction
may
diverge
from
some
overarching
city
goal
or
platform
that
we
are
pursuing.
C
Thank
you
very
much,
mr
mayor,
as
we
look
at
number
three
which
directly
references
the
outline
of
our
initial
concepts,
the
two,
the
two
documents
that
I
just
mentioned,
what
appears
in
what
appears
to
be
missing
that
we
should
offer
or
that
we
should
consider
for
our
amendment
and
are
there
adequate
checks
and
balances,
and
perhaps
we
can
take
these
more
intentionally
individually.
E
Don't
know
that
there
are
concepts
necessarily
missing,
but
what
I,
what
I
can
talk
about
is
is
is
is
what
should
be
accounted
for
in
in
any
potential
amendment,
and
and
I
I
don't
want
to
say
that
it's
not
accounted
for,
because
in
many
respects
I
believe
it
is,
and
that's
the
value
of
of
professional
administration
and
the
expertise
of
staff
when
granted.
E
So
much
of
the
focus
on
who
has
the
authority
over
what
is
concentrated
on
this
council
verse
mayor
and
the
piece
that
is
largely
left
out
of
the
equation
and
shouldn't
be
is:
is
the
importance
of
professional
administration,
the
expertise
of
staff
and
the
fact
that
you
know
they
are
certainly
the
talent
more
than
I
or
any
elected
officials?
E
And
so
for
me,
that's
a
really
essential
piece
that
is
is
potentially
missing
in
this
greater
conversation
in
this
greater
recognition
of
who
our
professional
staff
are
what
they
do
and
their
value
to
the
residents
of
our
city
and,
as
mayor,
I've
really
come
to
see
the
importance
of
ensuring
that
our
top
administrators
are.
They
are
leaders
in
their
respective
field,
their
leaders
in
our
city
and
in
many
cases
they're
national
leaders,
then
all
that
are
getting
recruited
to
go
work
at
the
federal
government.
E
I
mean
that
that
I
think
is
emblematic
what
we've
seen
is
emblematic
of
the
fact
that
we
have
an
extraordinary
staff
that
is
deserving
of
of
of
not
just
you
know,
putting
forward
recommendations,
but
also
you
know,
in
many
cases
being
able
to
to
run
some
of
these
day-to-day
activities,
and
so
I
think
that
that
ability
to
amplify
the
role
of
the
professional
staff
is
ultimately
very
good
for
the
city,
enterprise
and
our
community,
and
I
would
also
suggest
that
maybe
the
the
charter
commission
could
consider
whether
the
char
I
mean
whether
the
charter
should
actually
list
so
many
of
our
departments.
E
In
that
I,
I
think
it
could
be
better
to
even
leave
to
the
council
and
the
mayor
with
the
advice
from
department
leadership
how
to
decide
sort
of
organizational
structure,
because
some
of
that
can
and
and
does
change
over
time.
You
know
this
is
not
a
topic
that
I've
necessarily
delved
in
deep
on
as
far
as
as
which
would
be
or
could
be
listed
in
in.
E
But
that
is
an
important
piece
and
on
that
same
line
of
thinking
as
mayor,
I've
really
come
to
realize.
The
the
the
city
coordinator
plays
a
much
larger
and
influential
role
in
the
city
enterprise
and
our
city
coordinator,
as
you
know,
is
very
much
different
than
a
city
manager.
E
It's
just
a
it's
a
different
form
of
government,
and
so
I
would
just
encourage
you
to
think
about.
You
know
having
that
position
about
about
almost
thinking
about
the
function
of
that
of
that
position.
As
this
sort
of
the
city's
chief
administrative
officer
and-
and
it
could-
I
mean
I-
it
could
work
directly
with
the
mayor
on
day-to-day
administration
operations
to
to
better
align
around
achieving
clear
results
on
a
day-to-day
basis
and
there's
so
many
different
models
that
you
all
could
take
from.
You
know.
E
You've
got
the
the
model
of
governance
structure,
that's
in
place
in
duluth
and
and
I
think
that's
a
good
working
model
because
it
really
balances
the
broad
legislative
and
policy-making
authority
of
the
council
with
an
elective,
an
executive
mayor,
who's
accountable
for
for
government
performance,
there's
the
model
that
they
have
in
st
paul,
which
provides
a
more
clarity
in
terms
of
of
authority
as
well.
You
know-
and
you
know
traditionally.
E
And
I
think
I'm
I'm
probably
telling
you
a
lot
you
already
you're
already
well
aware
of.
But
you
know
the
traditional
weak
mayor
system
is,
is
one
where
you
know
the
the
mayor
sits
as
a
voting
member
of
the
council
and
and
has
a
maybe
they
hold
the
gavin
and
then
a
city
manager.
E
Perhaps
reports
to
all
the
council
members,
including
the
mayor,
the
traditional
strong
mayor
system
or
stronger
mayor
system
is
one
that
I
pointed
out
in
the
previous
two
examples
and
you
know
either
saint
paul
or
duluth,
and
then
and
then
you
have
this
very
gray
and
disjointed
form,
which
is
what
we
presently
operate
under.
C
Thank
you,
mr
mayor.
Interestingly,
another
attribute
for
a
traditional
strong
mayor
system
is
a
part-time
council,
which
is
what
duluth
has
and
what
saint
paul
has.
So
that
is
not.
You
know
something
that
we're
writing
into
our
proposal,
but
that's
just
interesting
to
note
with
regard
to
any
emphasis
or
subtlety
for
the
term
strong
mayor,
which
is,
I
think
why
we're
looking
at
an
executive
mayor.
C
C
E
Checks
and
balances-
and
I
I
do
I
mean
I
very
much
appreciate
the
thought
that
went
into
providing
additional
clarity
in
terms
of
authority
between
the
the
mayor
and
the
council.
What
I
would
say
is
this:
the
concept
of
a
I
believe
it's
called
a
prime
directive
goes
too
far
and,
and
I
do
think
it
has
the
potential
to
create
a
negative
divide
between
the
council
and
and
the
departments.
E
We
want
interaction,
we
want
collaboration
and
communication
and
I
certainly
don't
want
to
hinder
that
in
any
way,
shape
or
form
and
speaking
to
someone
who
previously
was
a
council
member
and
recognizing
the
importance
of
that
role
and
the
direct
contact
that
so
many
have
had
with
their
constituents.
I
I
certainly
wouldn't
want
to
hinder
that.
You
know
liaison
role
which,
which
I
feel
is
is
critical.
So
you
know
why.
While
I
very
much,
I
think
that
you
know
the
general
impulse
is
is
fair.
I
I
I
wouldn't
I
wouldn't
incur.
E
I
would
encourage
you
to
stop
short
of
adopting
the
duluth
style
approach,
which
which
includes
the
penalties,
legal
penalties
to
the
council
in
any
instances
of
interference-
and
I
I
I
haven't
heard
all
the
testimony,
but
I'm
assuming
that
some
of
my
council
colleagues
have
raised
similar
concerns.
C
Yes,
yes,
I
believe
they
have
do
you
have
anything
further.
I
have
a
couple
of
follow-ups.
C
C
So
how
do
you
see
the
mayor?
How
do
you
see
the
issue
with
holding
the
mayor
accountable
and
what
how
how
is
that
or
is
that
conveyed
in
our
proposal?
Broadly.
E
Speaking
in
many
of
these
day-to-day
issues,
the
mayor
is
held
accountable
and
if
they
are
going
to
be
held
accountable,
it
makes
sense
to
have
a
clear
line
of
authority
so
that
that
directive
isn't
questioned,
or
at
least
it
can
be
questioned
it
can
it
can
be
question
it
can
always
be
questioned,
but
you
know
you
at
least
know
who
is
responsible
for
making
that
underlying
decision,
and
we
don't
spend
large
chunks
of
time
just
discussing
who
has
the
authority
over
what
and
at
times
indisputably-
and
it's
not
my
opinion-
this
is
just
this
is
this.
E
Is
this
is
based
on
legal
analysis
at
times
it
is
very
unclear
and
you
run
into
situations
where
the
mayor
could
make
a
decision
only
to
get
immediately
overturned
by
the
council,
and
that
is
a
disjointed
system.
It
adds
to
the
the
dysfunctional
nature
that
so
many
tags
city
government
with,
and
I
don't
think
it's
helpful.
C
You
also
touched
upon
when
you
talked
about
staff
direction
and
topics
the
question
of
how
that
could
be
potentially
seen
as
a
burden
on
staff,
and
you
also
emphasize
the
professional
administration
and
the
depth
of
expertise.
You
have.
C
What
is
your
perspective
on
really
equipping
the
council
with
the
resources
necessary
to
be
to
have
more
capacity
in
a
more
full
capacity
for
its
legislative
roles,
for
example,
had
talked
in
the
proposal
about
having
the
city
auditor
report
to
the
council
and
for
and
one
example
is
that,
while
the
mayor,
looking
at
the
executive,
day-to-day
function
of
the
mayor
over
departments,
having
oversight
the
city
council,
having
oversight
of
the
city,
auditor,
could
then
be
able
to
ask
the
city
auditor
to
look
into
some
of
the
the
city
operations
that
you
know
anything
that
they
may
wish
to
have
a
closer
look
at
mixel.
E
Yeah,
madam
chair
commissioners,
I
think
that
makes
a
lot
of
sense
in
terms
of
the
auditor
function.
C
Of
course,
no,
I
think
the
what
we
are
looking
at
is
more
of
performance
auditing.
For
example,
if
there
was
a
city
mandate
to
say
this
is
how
we
shall
you
know
for
lack
of
a
better
example.
C
We
shall
consider
the
role
of
unicorns
and
all
of
the
you
know,
city
ordinance
and
city
policy,
and
the
council
thinks
that
the
mayor
may
be
hindering
a
very
transparent
look
at
how
unicorn
to
consider
unicorns
and
city
policy.
The
city
auditor
may
then
do
a
performance,
audit
or
operations
audit
on
where
that
those
obstructions
might
be.
For
that.
C
So
the
city
council
may
work
with
not
only
the
city,
attorney's
office
and
crafting
ordinances
and
crafting
policy,
but
perhaps,
as
you
suggest,
with
regard
to
the
expertise
of
city
departments,
may
have
more
focus
on
just
engaging
city
departments
and
really
tapping
into
that
expertise.
As
policy
is
analyzed
and
determined.
E
I
I
think
I
understand
what
you're
saying
madam
chair,
which
is,
which
is
enhancing
the
legislative
function
for
the
the
city
council
and
ensuring
that
they
have
are
the
necessary
staff
and
are
equipped
to
address
all
issues
ranging
from
ordinal
policy
to
unicorns
and
right
now,
I'll
publicly
seek
any
control
of
unicorns
to
the
city
council.
I
think
that
that
would
be
fair.
C
Okay,
thank
you,
although
how
anyone
could
be
opposed
to
unicorns
is
another
conversation.
E
Yeah
yeah
I'll
I'll
note
that
we
did
this
is
this
this
you
know.
If,
if
we,
you
know
any
move
with
with
some
of
these
charter
amendments,
we
we
should
have
kind
of
a
full
evaluation
of
what
staff
look
like,
because
this
this
would
be
a
change
to
council
operations.
It
would
be
a
change
to
obviously
the
mayor's
role
as
well.
C
Thank
you
before
we
kind
of
look
at
questions
from
commissioners.
Is
there
any
other
feedback
that
you
have
for
us
that
perhaps
these
questions
didn't
quite
capture
or
even
any
anything
field,
far
field
from
the
questions.
A
Yes,
thanks
very
much
for
appearing
today,
your
honor-
I
guess
it's
very
formal
here
I
I
had
essentially
two
questions,
one
of
which
you
somewhat
addressed
with
co-chair
garcia,
which
is
the
question
of
of
you,
know:
council
staff
and
resources.
I
I
wanted
to
you
know
one
of
the
things
that
I've
discovered
as
we've
gotten
into
this.
We
have
kind
of
an
anomalous
situation
where
you
know
the
mayor.
The
count
the
current
charter
actually
provides.
A
E
E
The
combined
and
collective
workload
first
for
for
where
we're
at
staff
is
definitely
significantly
higher
as
mayor
as
the
representative
of
all
13
wards
and
dealing
with
kind
of
day-to-day
executive
functions,
and
so
that
has
obviously
been
highlighted
even
further
during
a
time
of
of
pandemic,
where
we
do
in
fact
have
an
emergency
declaration
in
place,
and
but
I
mean
I'm
if,
if
there
is
even
a
further
shift
to
a
more
permanent
and
clear
executive
function,
then
that
would
be
the
case
on
an
ongoing
basis.
A
E
I
I
I
would
agree,
you
know
I
mean
like,
like
I
said:
I'm
not
I'm
not
disagreeing
with
with
the
the
notion
that
some
additional
policy,
expertise
and
assistance
to
the
council
could
be
helpful,
and
I'm
sure
you
know
that
my
staff
who
operated
in
the
council
offices
and
are
now
working
in
the
mayor's
office
I'll
know
they'll
they'll
tell
you
directly
significantly
more
hours
that
there's
also
a
difference
there,
and
so
it's
all.
E
These
ball
bodies,
the
council,
the
mayor's
office,
these
city
departments
they're
doing
incredibly
incredibly
hard
work,
and
I
think
the
point
that
you're
making
commissioner
abbott
is
that
is
that
a
lot
of
these
decisions
don't
need
to
be
baked
into
a
charter,
and
I
agree
they're
there.
This
charter
is,
is
very
much.
This
is
a
sacred
nature.
It's
a
it's
a
sacred
document
in
so
many
respects,
and
I
think
that
we
should
find
ways
to
solidify
these
these.
E
These
ongoing
legal
concepts
in
the
charter,
while
divorcing
ourselves
from
both
you
know,
present
personalities
or
or
political
issues.
I
mean
this
is
the
charter
it
lives
on
and
certainly
changes
will
be
made
in
an
ongoing
basis
to
staffing
both
in
the
mayor's
office.
The
council
offices
and
departments.
A
And
then
the
last
question
I
have
is
council.
President
bender
yesterday
raised
the
the
question
of
implementation.
One
of
the
things
we
really
haven't
looked
at
very
closely.
Is
you
know
what?
If,
if
in
fact
the
the
voters
choose
to
adopt
the
the
proposed
amendment,
you
know
what
what
date
would
be
the
best
for
these
changes
to
to
take
place,
and
as
we
look
at
the
calendar,
it
seems
to
me
there
are
essentially
three
options,
one
of
which
is
immediately.
A
So
if,
if
the
voters
adopt
this
in
november
of
2021,
we
could
look
at
starting
this
on
january,
1
2022
option
two
would
be
after
the
the
next
election,
which
would
be.
You
know
this
kind
of
odd
midterm
election.
A
We
have
to
do
for
redistricting
in
23,
so
we
could
do
it
in
january
of
22
january
of
24
or
after
the
next
general
election,
where
the
mayor
is
also
up
in
in
november
of
25,
which
would
result
in
a
like
january,
1st
of
26th,
and
I
I
don't
know
if
you
have
an
opinion
as
to
which
of
those
dates
are
important.
I
mean
I
do
think
there
obviously
should
be
some
transition
discussion
in
the
government
about
how
to
change
the
staffing
as
a
result
of
this.
A
So
maybe
maybe
january
1st
2022
is
a
little
early,
but
I'm
just
curious
about
your
thoughts
about
timing
of
implementation.
E
Commissioner,
I
think
you're
right
that
january
1st
2022
would
be
too
early.
I
mean
that,
would
that
would
leave
us
with
only
you
know
a
couple
months
at
most
to
get
an
entire
new
system
set
up.
You
know
I
could
see.
I
could
see
feasibly
getting
things
set
up
by
23
or
24
24,
being
I
guess,
just
following
the
mid
election,
23
or
24,
I
think,
could
potentially
work
better.
E
You
know
I
I
mean
this
is
actually
a
really
good
situation
where
I
I
think
we
should
consult
staff
that
would
be
in
charge
of
potentially
implementing
any
form
of
change
and
it
shouldn't
necessarily
come
from
either
me
nor
or
council
members.
Okay,.
A
Well,
I
think
we'll
consult
with
our
esteemed
clerk,
mr
carl,
about
that,
and
thank
you
again
thank
you
for
your
time
and
that's
all
the
questions
I
have
for
them.
C
Yes,
implementation
is
is
a
very
good
question,
because
one
issue
we're
thinking
about
is:
how
can
we
best
position,
those
who
are
in
office
or
will
be
in
office?
In
other
words,
how
can
we
best
position
candidates
to
prepare
for
this?
This
change
and
I
think
doing
it.
My
my
view
is
doing
it.
C
So
it's
effective
in
2022
is
just
after
a
municipal
election,
the
city
council
election
is,
I
mean,
the
city
council
members,
city,
council,
candidates
are
running,
then
all
of
a
sudden,
they're
they're
met
with
these
these
changes
and
that
that
could
be
a
bit
much.
So
we're
really
looking
at
something
that
is
very
intentional
and
well
thought
out
and,
like
you
said
something
that
the
city,
staff
and
departments
can
really
plan
around
one
thing,
I
I
just
want
to
double
check
that
I
heard
from
you.
C
I
know
we
were
kind
of
mixing
some
concepts
there
for
a
little
while
is
that
is
the
whole
concept
of
transparency
and
clear
delineation,
and
that,
with
regard
to
the
mayor
and
greater
accountability
to
the
mayor
for
overseeing
the
city
departments,
having
that
clear
delineation
and
that
clear
line
would
then
lend
the
mayor
to
be
held
accountable
for
the
city
operations
and
department
management
and
outcomes.
E
C
E
I
I
think
the
answer
is
yes:
there
there,
if
there's
a
clear
delineation,
so
that
the
general
public
understands
who
is
accountable
for
what
and
elected
officials
and
staff
understand
who
is
tasked
with
providing
direction
under
specific
areas.
I
think,
yes,
that
would
certainly
help
for
accountability
purposes,
because
you
know
who
to
hold
accountable.
B
Thank
you,
chair,
garcia.
I
would
just
thank
the
mayor
for
taking
the
time
to
come
and
talk
to
us.
We
really
appreciate
it.
Your
comments
have
been
helpful
and
I'm
sure
will
be
helpful
in
framing
our
discussion
as
we
move
forward
with
this
in
considering
this
amendment.
A
Yeah,
let
me
just
say,
as
the
as
the
co-chair
of
this
work
group,
I
am
also
very
grateful
for
the
time
the
mayor's
put
in
today
and
obviously
the
thoughtfulness
of
the
consideration
and
both
for
the
mayor
and
for
the
council.
Yesterday,
I
think
I
I
have
to
say
I
was
a
little
skeptical
that
the
current
elected
officials
would
would.
A
A
This
is
a
charter
amendment
that's
supposed
to
last
for
decades,
and
you
know,
and
and
we
need
to
really
kind
of
get
our
heads
out
of
the
current
environment,
and
I
think
both
the
council
and
the
mayor
have
done
a
very
good
job
of
kind
of
talking
to
the
larger
issues
and
I'm
I'm
deeply
appreciative
of
that,
and-
and
I'd
like
to
extend
my
thanks
to
that
on
behalf
of
the
work
group.
Thank
you.
E
Thank
you,
mr
chair
and
madam
chair,
for
that
matter
and
I'll
make
sure
to
pass
the
the
appreciation
out
to
my
colleagues
as
well.
I
appreciate
them.
They
are
council
members
to
staff.
E
C
And
I
think
the
both
you
as
the
mayor
and
the
council
kind
of
not
not
being
a
fan
of
the
non-interference
clause.
I
think
that
also
kind
of
speaks
to
the
longevity
and
the
legs
that
the
charters
intended
to
have,
rather
than
any
particular
past
or
present
situation.