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B
D
B
E
C
D
D
D
I
believe
abbott
seconded
is
there
any
discussion
before
the
clerks
calls
the
role.
D
C
D
Great
motion
passes
in
the
adoption.
The
agenda
is
adopted
item
three
of
the
agenda
is
to
receive
and
file
responses
from
participating
council
members
about
the
agreed
upon
concepts
and
initial
draft
amendments,
but
from
this
work
group,
what
what
we
would
like
to
do
is
you
are
all
together
invited
to
ask
questions.
D
We
can
we
send
out
some
questions
to
kind
of
get
started
and
get
the
ball
rolling,
or
if
you
have
your
own
questions,
that
would
be
great.
The
benefit
of
all
the
primary
benefit
of
all
being
together
is,
if
more
than
one
of
you
have
the
same
question,
and
you
would
like
to
hear
that
and
or
have
a
follow-up
to
that.
D
If
there
are
things
that
you
would
just
like
to
share
or
questions
that
you
would
just
like
to
ask
and
are
fine
with
that,
you
may
do
so,
and
then
you
know
if
you
leave
the
meeting,
if
you
so
wish,.
C
So,
madam
chair,
if
I,
if
I
may,
I
know
that
some
of
the
some
of
our
participants,
our
witnesses
today,
have
got
some
time
limitations
on
how
long
they
can
be.
I
don't
know
if
we
want
to
start
with
the
the
folks
that
have
a
limitation
on
their
time
and
and
get
their
their
input
right
away.
Would
that
would
that
work.
F
Thank
you,
madam
chair.
I'm
I'm
happy
to
follow
that
suggestion.
I
did
just
want
to
take
a
chance
to
thank
you
on
behalf
of
the
city
council,
for
inviting
us
here
and
for
sending
us
the
materials
with
time
to
look
through
the
proposal.
The
summary
was
very
clear
and
helpful,
and
I
think
the
questions
you've
posed
you
know
will
help
us
frame
this
discussion
today.
I
also
got
a
chance
to
meet
with
ms
garcia
as
well
as
charter
christian
chair
clegg
last
week,
and
we
had
a
really
great
and
robust
discussion.
F
You
know
I'm
happy
to
defer
to
colleagues
again
who
may
need
to
leave.
I
did
just
want
to
highlight
one
theme
that
I
think
we
talked
about
a
lot
in
this
discussion
with
chair
clegg
and
the
chair
of
this
work
group
garcia,
which
is
about
the
city's
policy
making
function,
and
you
know
I've
been
in
office
for
seven
years.
F
We
have
council
members
who've
been
in
office
over
20
years
and
a
council
member
who
joined
us
just
you
know
months
ago,
in
the
midst
of
so
many
crises,
you'll
have
a
wide
range
of
perspectives
based
on
you
know.
All
kinds
of
factors
which
word
folks
represent
how
long
they've
been
on
the
council,
etc.
F
While
I've
been
in
office
even
a
relatively
short
time.
What
we
hear
from
our
constituents
as
far
as
expectations
for
the
city
and
for
the
city
council
have
changed,
and
I
think,
as
we
see
things
happening
at
the
federal
government,
where
there's
a
lot
of
gridlock
at
state
legislatures
here
in
minnesota
and
across
the
country.
More
and
more
people
are
really
looking
to
local
governments
to
their
cities,
their
townships,
their
community.
To
really
be
that
front
line
for
things
like
raising
the
minimum
wage
or
requiring
paid
sick
time
to
really
dig
into
housing.
F
Stability,
race,
equity,
climate
change,
to
really
take
a
policy
making
approach
to
this
job,
and
that
pressure
and
those
asks
are
coming
from
community
from
our
constituents
again,
probably
very
different
across
the
city.
In
the
different
wards,
depending
on
the
circumstances
that
people
are
facing
and
how
much
housing
insecurity
they
have,
how
much
economic
insecurity
they
have,
the
economic
or
the
racial
and
economic
makeup
of
the
awards,
all
very
different.
F
F
I
think
so
that
is
around
the
city
shifting
and
changing
to
adapt
to
this.
These
requests
from
our
constituents
to
do
a
lot
more
in
the
frame
of
policymaking,
and
I
think,
we've
been
very
successful.
I've
been
in
some
department
head
reviews.
F
Recently,
we
haven't:
we've
made
huge
progress
on
creating
land
use
policy
through
the
2040
plan,
transportation,
climate
action
policy,
zero
waste
policy
frameworks,
and
these
might
sound
like
just
plans
that
are
sitting
around,
and
that
would
you
know
that's
okay,
but
council
members
know
that
those
plans
are
actually
guiding
the
work
of
city
departments,
they're,
leading
to
policy
change
and
budget
investments,
and
over
the
last
10
years,
there's
been
a
huge
amount
of
work
done
to
create
city-wide
policy
frameworks.
F
So
we're
not
doing
as
much
one
by
one
project
by
project
word
by
word
decision
making.
We
have
a
framework
for
land
use
and
housing.
We
have
a
framework
for
stormwater
management
or
wallet,
water,
quality
management
or
climate
change
or
our
waste
policies,
and
so
you
know,
I
think,
continuing
to
evolve
and
invest
in
that
capacity
is,
is
critical
to
being
able
to
meet
the
expectations
of
our
constituents
and
with
that
I'll.
Just
thank
you
again
and
I
think
it's
very
reasonable
to
invite
folks
who
may
need
to
leave
to
go
first.
F
G
Thank
you,
chair
garcia,
and
I
really
appreciate
the
invite
here
and
spent
quite
a
bit
of
time,
reading
the
information
that
was
attached
to
this
legislative
file.
So
I
really
appreciate
all
of
that
as
well.
There's
a
lot
of
great
history
in
there
and
it's
really
great
reading
to
go
through,
and
so
I
just
had
kind
of
a
few
questions
that
I
was
wondering
that
others
might
have
as
well.
G
Just
if
you
could
help
me,
maybe
I
missed
this
in
the
documents,
but
any
kind
of
historical
framing
up
of
this
issue
being
teed
up
today.
So
is
this
something
that's
been
in
the
works
for
a
while
after
the
simplification
of
the
language
in
the
charter-
and
this
is
a
regular
review
of
the
structure
of
the
city
government
looking
for
opportunities
to
be
more
efficient,
is
this
a
reaction
to
something
essentially?
G
Is
it
trying
to
solve
a
specific
problem,
or
is
it
taking
a
step
back
and
saying
you
know,
let's
really
look
it's
time
for
a
check
on
our
structure
and
seeing
if,
if
there's
something
that
might
work
better
than
what
we
have
today,
so
that
was
really
my
first
question
and
probably
just
a
couple,
maybe
I'll
just
throw
them
out
real,
quick
as
well.
G
A
couple
of
clarifying
questions
too,
when
I
read
about
the
executive
function,
is
that
intended
to
prevent
council
from
issuing
staff
directions,
which
I
know
is
something
through
our
legislative
action
that
we
do
today
and
then
also
just
in
general
kind
of
around
the
enforceability?
D
Thank
you,
councilmember,
johnson,
to
your
first
question
about
the
impetus
of
what
got
this
rolling.
D
It
has
definitely
been
something
on
the
radar
that
the
charter
has
been
pretty
is
pretty
outdated
and
over
the
years
there
have
been
efforts
to
change
it
and
to
tweak
it
and
to
bring
it
up
to
kind
of
up
to
current
standards
and,
as
everybody
has
heard,
if
we
were
to
create
a
charter
for
the
city
of
minneapolis.
Now
this
is
definitely
not
what
we
would
do.
D
Nevertheless,
I
think
one
thing
that
council
president
bender
hit
on
the
head
is
that
times
change
over
the
years
and,
as
things
have
changed,.
D
The
question
about
modernizing
the
charter
remains:
how
that's
done
is
something
that
we're
able
to
take
a
look
at
now
and
I
think
really
looking
at
the
policy
making
function
of
the
council
is
one
of
those
big
goals
as
far
as
just
just
clarifying
the
charter.
D
So
staying
true
to
that,
you
know,
even
though
it
was
very
tempting
to
change
we
kind
of
stuck
with
the
bare
bones
charter
as
it
was,
and
now
I
think,
as
as
times
have
changed
as
the
city
has
modernized
and
grown
into
into
the
policymaking
function,
and
into
responding
to
more
of
that
where
the
rubber
mits
meets
the
road
needs
that
local
government
I
mean.
That's,
that's.
D
It's
just
a
chance
to
make
the
lines
between
the
executive
functions
and
the
legislative
functions
a
little
bit
more,
distinct
and
clear
to
make
sure
that
the
council
can
really
optimize
its
strengths
and
move
forward
equipped
as
it
ought
to
be
for
policy
making
and
constituent
relations,
as
it
depends
on
your
priorities
and
your
award
priorities
and
the
overall
priorities
of
the
city
and
really
kind
of
be
clear
on
the
executive
function
of
the
mayor
and
ensuring
that
the
administration
and
the
operations
of
the
city
can
move
forward
and
can
leave
you
all
with
the
opportunities
to
do
the
policy
making
and
constituent
relations.
D
I
know
different
different
wards
have
different
needs
and
that
can
be
you
know
up
to
each
council
member
to
determine
as
far
as
staff
direction,
I'm
going
to
kind
of
put
the
your
question
about
staff
direction
and
enforceability
together
the
what
we've
been
calling
the
prime
directive.
That
is
purely
something
that
we
saw
in
duluth's
charter.
D
It's
not
anything
that
we
all
came
up
with
it
was
we
saw
it
in
duluth
charter.
We
haven't
really
seen
it,
notably
in
any
other
charter.
We've
looked
at
at
several
comparable
cities
and
maybe
there's
been
like
one
or
two.
D
I
know
peter
ginder
has
his
hand
up
and
he
did
some
pretty
extensive
review
of
those
and
I'll
circle
back
to
commissioner
kinder,
but
as
we
left
that
prime
directive
in
as
a
as
a
means
of
conversation,
not
as
you
know
how
this
is
something
we
need-
or
this
is
something
that's
been
asked
for,
but
it's
simply
for
conversation
there.
D
We
also
sent
you
the
the
memo
the
list
of
what
five
or
six
items
we
don't
anticipate
that
all
of
them
will
make
it
into
the
proposed
charter,
and
there
may
be
things
out
there
that
we
haven't
looked
at
that
will
wind
up
making
it
into
the
proposed
charter
depending
depending
on
you
know
what
comes
up
during
the
public
hearing
and
just
what
comes
up
during
in
february
when
we
kind
of
take
a
look
at
the
language.
H
Thank
you,
chair,
councilmember
johnson,
when
that
was
put
in
there.
The
chair
is
correct.
That
was
a
discussion
starting
point.
I
would
note
just
for
your
information
that
several
major
cities
that
we
use
as
comparators
have
similar
language
you'll,
find
it
in
places
like
seattle
oakland
off
hand.
I
think
detroit,
but
several
cities
haven't.
Conversely,
st
paul
has
nothing
like
it
at
all.
It
simply
says
that
there's
a
strong
mayor
system
and
gives
the
policy
making
to
the
the
legislative
authority
to
the
council
and
there's
nothing
in
there
like
that.
H
H
For
example,
in
cities
like
saint
paul,
how
strictly
that
bar
on
staff
direction
is
enforced,
depends
on
how
the
mayor
approaches
the
job,
and
so
there
may
be
a
time
when
some
mayor
said
you
know,
if
you
want
to
call
you
know:
supervisors
in
public
works
directly
and
talk
about
issues.
You
know
fine,
others
may
say
no
run
it
through
me
or
the
department
head
or
whomever
my
designate
designees
are
for
that,
and
so
that
that's
something
that
we're
exploring,
and
it's
probably
once
that's
continuation
of
the
line.
H
D
Commission-
and
I
don't
want
to
you-
know
we
don't
have
to
talk
about
each
and
every
and
every
change.
Does
anybody
else
have
any
more
questions.
C
Well,
I
co-chair
I
wanted
to
this.
Is
commissioner
abbott?
I
wanted
to
address
a
couple
of
questions
that
were
raised
by
councilmember
johnson.
C
You
know,
at
least
for
me
I
mean
I
think,
the
that
you
know
kind
of
this
ambiguous
assignment
of
powers
in
the
current
charter
has
really
been
kind
of
a
source
of
controversy
in
minneapolis
for
years,
and
it's
been
something
that
that
I've
been
personally
wanting
to
do
something
about
for
a
long
time
I
mean
going
back
into
like
I'd,
say
the
2005-2006
time
frame,
and
I
got
onto
the
charter
commission
in
in
october
of
2018
right
at
the
end
of
the
process
when
commit
council
member
gordon
had
his
proposed
public
safety
amendment,
and
I
was
very
intrigued
by
that
amendment,
because
the
2018
amendment
proposed
that
we
divide
the
executive
legislative
authority
with
respect
to
the
police
between
the
mayor
and
the
council,
and
that
the
mayor
would
be
in
charge
of
administration
and
the
council
will
be
in
charge
of
policy
making
for
police
matters,
and
I
thought
that
was
an
excellent
idea.
C
The
problem
I
had
with
that
proposal
at
the
time
was
it.
It
kind
of
was
the
thread
that
would
unravel
the
whole
charter
if,
unless
you
did
it
throughout
the
whole
charter,
I
mean
we
create
kind
of
you
know
as
drafted.
I
thought
it
would
create
kind
of
this.
You
know
odd
kind
of
ambiguity
in
the
charter
about
what
the
rest
of
the
charter
looked
like,
and
it
was
unclear
how
it
would
work
and
and
to
me
that
raised
the
larger
question
of
you
know.
C
I
I
think
that
there's
you
know
the
question
of
you
know:
is
there
an
opportunity
to
basically
do
the
separation
of
powers
matter?
You
know
in
a
larger
sense,
and
then
you
know,
of
course,
last
year's
public
safety
amendment
and
the
debate
therein.
I
mean
this.
This
work
group
was
created
because
the
public
safety
work
group
last
year.
You
know
realized
that
that
some
elements
of
that
proposal
really
kind
of
raised
kind
of
larger
government
structure
questions,
and
that's
in
that.
That's
specifically
how
this
got
raised.
It's
a
long-standing
issue.
C
I
mean
it's
a
decades-long
problem
with
the
minneapolis
city
charter.
This
is
not
the
charter
we
have
was
not
designed
by
someone
to
operate
in
this
way.
It
is
a
it
is.
The
charter
represents,
you
know,
decades
of
ad
hoc
political
compromises,
and
you
know
it's
really
kind
of
a
miracle
that
it
works
as
well
as
it
does,
and
I
think
you
know,
given
the
public
safety
debate
that
happened
last
year
and
kind
of,
and
I
think
there
is
some
public
interest
in
kind
of
looking
at
minneapolis
government
this
year.
C
I
think
it's,
I
think
it's
kind
of
an
opportunity
now
to
to
take
a
decades-old
problem
and
and
give
the
voters
a
chance
to
address
it.
On
on
the
question
on
the
quickly
on
the
question
of
the
executive
function,
would
it
prevent
the
council
from
issuing
a
staff
direction?
I
mean
I
don't
the.
C
I
think
that
I
think
the
answer
that
question
is
really
more
in
the
nature
of
what
the
direction
is
right
I
mean
if
it's
a
policy-making
function,
it
would
stay
with
the
council
if
it's,
if
it's
an
executive
or
administrative
direction,
it
would,
you
know,
be
over
on
the
mayor's
side,
so
it
would
really
depend
on
the
subject
matter
of
what
the
council
action
would
be,
and
I
mean
we
could
write
pages
trying
to
define
what
a
staff
direction
is
or
isn't.
I
don't
think
that's
an
appropriate
element
for
the
charter.
C
D
I
think
we
should
probably
move
on.
Does
I
know
council
member
goodman?
Did
you
have
anything
that
you
wanted
to
ask
or
post
to
us
before
you
had
to
get
off.
I
I
I'll
just
say:
first
of
all,
thank
you
for
inviting
us
to
speak.
Change
is
hard
and
the
only
guarantee
in
life
is
that
there's
going
to
be
change,
and
I
don't
think
that
we
should
fear
it,
but
we
should
embrace
it.
This
charter
was
put
together
like
in
the
1920s,
and
a
lot
has
changed
since
the
charter
was
put
into
place,
and
it
makes
sense
from
my
point
of
view,
to
review
it
and
renew
it
and
make
changes
based
on
what's
happening.
The
technology
has
changed
the
way
people
interact
with
government
has
changed.
I
There
are
so
many
things
that
are
different
even
from
when
I
first
started
on
the
city
council.
In
fact,
when
I
first
started
on
the
city
council,
I
didn't
know
how
to
use
a
computer
and
we
still
had
pink
slips
for
phone
calls
so,
and
that
was
in
you
know,
1998
that
wasn't
that
long
ago.
So
things
change
and
I
think
it's
fair
for
the
charter
to
change.
What
I
will
say
about
our
current
system
of
government
is,
if
it
was
so
great,
other
governments
would
be
doing
it.
I
The
humphrey
institute
would
be
teaching
classes
on.
Why
it
was
so
good
and
why
other
city
councils
from
around
the
country
should
pick
this
weird
form
of
government,
but
we're
the
only
ones
who
have
this
form
of
government,
and
I
would
argue
it
does
not
work,
and
I
guess
the
only
comment
I
would
make
is.
I
would
go
much
further
than
what
the
charter
commission
has
currently
proposed.
I
would
look
at
the
independent
boards
and
commissions
to
determine
whether
or
not
we
need
to
have
independent
boards
and
commissions.
I
I
We
have
a
lot
of
things
going
on
in
the
city,
but
defending
a
system
that
no
one
else
uses
and
holding
it
up
as
if
it's
the
best
thing
in
the
world
and
we're
afraid
of
it.
Change
because
we
might
lose
some
level
of
power
is
not
about
public
service,
and
so
I
would
encourage
you
to
go
further
than
you
already
have.
I
I
think
that
the
public
deserves
a
form
of
government
where
they
can
reach
people
and
they
can
get
their
questions
answered,
and
I
agree
with
council
president
bender
actually
that
the
council
focusing
on
policy
is
a
good
thing,
but
a
group
of
staff
having
14
bosses
and
many
of
whom
don't
get
along,
and
I'm
not
talking
about
this
council
every
council
that
I've
worked
with
every
group
of
50
people
that
I've
worked
with.
I
There's
been
conflict
between
people,
not
always
the
same
people
not
always
the
same
conflict,
not
always
the
same
conflict
with
staff
or
the
mayor.
But
what
we
do
know
is
that
14
people
telling
anyone
department
head
what
to
do
is
not
fair
to
staff,
and
I
mean,
if
nothing
says
it.
We've
lost
like
12
high-level
staff
people
in
the
last
year,
including
now,
potentially
a
police
chief,
which
is
alarming
to
me,
and
so
I
think
it's
fair
to
look
at
it.
I
I
I'm
particularly
attracted
to
the
idea
that
we
would
have
more
of
a
policy
making
line
and
that
we
would
be
more
in
the
more
more.
What
council
president
bender
said
that
as
the
city
changes
and
people
are
looking
to
local
government
to
do
more,
that
we
spend
more
of
our
time
doing
that,
instead
of
telling
staff
what
to
do.
I
D
D
Goodman,
yes,
I
just
have
the
two
least
you're
in
my
both
leases
are,
in
my
same
column,
I'd
like
to
get
jump
into
the
questions
that
everybody
was
given
so
start.
Thinking
about
those
questions,
I
saw
council
member
cunningham's
hand
up.
I
was
first
going
to
call
on
commission
chair
clay.
E
Thank
you.
Thank
you,
co-chair
garcia.
What
I
I
really
appreciate,
all
the
council
members
being
here,
what
I'm
a
little
leery
of
is
that
if,
if
it's,
you
asking
us
questions
about
why
this
is
in
there,
what
what
that
means
that
all
the
time
will
be
taken
by
charter
commissioners
talking
and
your
time
is
valuable,
and
we
know
that
what
we'd
like
to
hear
is:
is
your
views
on
the
questions
we
answered,
we'd
like
to
hear
what
you
like
about
the
proposal
and
what
you
don't
like
and
we'd
like
to
hear
what
questions
you
have.
E
What
I'd
suggest,
though,
is
we
not
take
time
today
in
this
forum
to
have
charter
commissioners
respond,
just
because
I
think
that
will
take
more
time
than
we
have
and
I
want
to
be
respectful
of
everybody's
time.
Thank
you.
K
Thank
you
chair.
I
mean
I'd
like
to
also
extend
my
you
know
thanks
so
much
for
you
know
asking
the
council
to
to
be
here
and
really
appreciate.
You
know
the
chance
to
speak.
I
would
say
I
have
severe
concerns
with
the
proposal
you
put
forward.
Mainly
around
accountability,
as
with
the
council
and
cities
are
being
asked
to
do
more
like
we
represent
very
different
parts
of
the
city
and
moving
toward
a
much
more
strong
mayor
system
that
you're
proposing
would
create.
K
I
think
that
there
would
be
a
an
opportunity
to
give
voice,
but
that's
really
no
different
than
what
the
the
public
has
on
its
own.
What's
strong
about
this
system
is
that
you
have
a
position
of
power
that
looks
toward
that.
Has
the
ability
to
make
a
difference
in
people's
lives
and
to
make
sure
that
they're,
following
through
and
making
sure
that
the
city
works
for
everybody,
so
that
would
be
probably
my
largest
concern.
It
is
something
that
my
background
is.
K
I
was
the
executive
director
of
common
cause
minnesota,
which
is
a
statewide,
non-partisan,
good
government
group,
and
it
really
is
about
making
sure
the
people
had
their
voice
heard
and
that
they
were
able
to
make
sure
that
the
the
systems
of
power
worked
for
them,
and
so
I
think
you
know
to
council
member
goodman's
point
about
what
works
for.
We
don't
see
this
everywhere.
K
I
think
we
it's
really
about
looking
at
the
outcomes
about
areas
where
we've
been
able
to
make
an
impact
on
the
disparities
that
we
have
in
our
city
and
what
this
council
and
other
previous
councils
have
been
able
to
do
with
this
system
and
really
ask
the
question
of
what
would
be
lost
at
going
to
another
system.
K
I
did
have
a
question
on
which
models
the
commission
looked
at.
I
think
the
I
really
appreciate
some
of
the
background
from
commissioner
ginter
and
commissioner
abbott,
but
I
was
struck
by
if
what
parts
of
those
other
models
you
know
brought
this
draft
that
we
see
before
us.
I
mean
my,
I
guess,
one
of
the
things
that
really
brought
that
question
about.
K
We
do
have
one
department
right
now
that
is
that
operates
in
this
way
and
is
the
police
department
that
operates
very
much
through
the
through
the
mayor
without
influence
from
the
council
and,
frankly,
that's
also
the
department
that's
getting
sued
by
the
state
as
well
as
others,
and
it
is
something
that
you
know
in
this
year.
We've
had
a
lot
of
discussion
about
what
how
that
department
interacts
with
the
city.
D
I
thank
you,
council
member
schroeder
again
just
to
respect
everyone's
time.
I
would
say
that
if
you
look
at
on
limbs
for
our
work
group,
we
have
all
of
the
comparative
research
and
items
on
and
our
in
our
limbs
file
and
with
respect
to
the
police
department.
D
There
wasn't,
I
don't
recall,
a
whole
lot
of
variation,
but
I
know
that
the
the
investigation
being
done
by
the
state
will
have
a
lot
to
say.
So.
I
think
I'll
leave
that
to
the
state
to
to
put
forth
what
they
recommend.
Councilmember
cunningham.
J
Thank
you
everyone
for
for
having
us.
I
appreciate
the
opportunity
to
be
able
to
be
here
and
let
me
pull
up
my
notes
here,
right,
quick,
okay,
so
I'm
just
going
through
the
questions
you
know.
I
think
that
one
of
the
issues
that
we
just
generally
struggle
with
is
that
the
public
doesn't
understand
what
the
mayor's
responsibilities
are.
J
I
think
that
one
of
the
things
that
I
go
back
and
forth
with
a
little
bit
is,
I
feel
like
generally
speaking,
that
when
it
comes
to,
if
you
have
an
executive
and
a
legislative
branch
that
is
pretty
consistent,
the
division
of
power
and
authority
and
work
between
those
two
branches.
J
So
the
idea
that
that
you
know
city
staff
have
14
bosses,
like
that's
just
inconsistent
with
a
generally
understood
separation
of
of
power.
So
so
I
think
that
that
there's
a
a
misunderstanding,
because
I'll
just
say
that
my
constituents
expect
me
to
do
everything
and
they
don't
understand
like
what
the
mayor's
job
is.
J
I
have.
I
too
have
some
pretty
serious
concerns
about
the
misdemeanor
aspect
of
the
proposal.
The
reason
why
it
gave
me
it
was
a
major
red
flag
for
me
is
because
anything
that
involves
the
criminal
justice
system,
inherently
disproportionately
negatively
impacts
people
of
color.
So
how
do
we
so?
This
makes
me
very
nervous
as
a
black
city
council
member
around?
J
How
do
I
know
that,
like
my
actions
won't
be
skewed
by
people's
bias
that
I'm
crossing
a
line
like?
I
just
don't
trust
I
I
don't
trust
that,
like
that
makes
me
very
nervous
and
given
the
fact
that
government
systems
and
leadership
and
government
systems
have
not
been
particularly
friendly
to
people
of
color.
To
begin
with,
this
makes
me
very,
very
nervous.
J
I
also
had
you
know
a
question
around
the
the
staff
directions.
I
think
that
there's
two
parts
to
it,
a
lot
of
work
is
initiated.
I
I
would
say
a
good
portion
of
the
work
that
is
initiated
from
council
is
from
that
it
originates
from
staff
directions,
but
I
also
think
that
if
we
had
our
own
legislative
division,
if
we
were
adequately
staffed
that
we
wouldn't
have
to
ask
department
staff
to
do
so
much
of
the
policy
work
that
is
initiated
through
staff
directions.
J
So
there's
like
the
two
sides
of
that
and
I'll
just
say
you
know,
I
really
I
I
have
big
apprehension.
I
think
this
is
kind
of
a
little
bit
building
on
what
councilmember
schrader
brought
up,
but
I
do
have
some
apprehension
around
the
concept
of
a
strong
mayor,
because
the
mayor
is
the
only
at
large
elected
official
at
this
municipal
governing
level,
and
we
know
how
at
large
seats
generally
work.
J
North
minneapolis
has
a
low
turnout
rate
in
comparison
to
the
rest
of
the
city
have
so
if
we
have
the
a
stronger
mayor
that
that
has
more
authority,
I
guess
again,
I
feel
like
it's
pretty
clear,
like
executive
versus
legislative,
but
if,
but
if
we
are,
you
know
codifying
it
in
a
way
where
it's
like.
If
we
are
giving
direction
to
staff,
it's
a
misdemeanor,
I
mean
that's
a
that's
a
pretty
that's
a
pretty
strong
direction
that
makes
me
concerned
because,
generally
speaking,
I
mean
we're
talking
about
politicians.
J
People
are
going
to
go
where
the
votes
are
they're,
going
to
follow
the
voices
that
are
the
loudest
they're
going
to
go
to
the
they're,
going
to
listen
to
the
voices
that
emerge
from
the
parts
of
the
city
that
have
the
highest
voter
turnout,
and
I
don't
even
know
when
the
last
time
the
north
side
had
a
mayor
like
a
mayor,
came
from
the
north
side
and
so
like
having
that
sort
of
concentration
of
power
will,
in
my
opinion,
cause
undo
harm.
J
Like
my
part,
the
part
that
I
feel
like
my
job
as
a
north
side
council
member
is
to
be
an
advocate
in
many
many
ways,
and-
and
I
just
have
some
concerns
around
what
that
means.
If,
because
I
feel
like
a
part
of
my
job,
is
in
the
policy-making
process
in
high-level
city
operations
to
make
sure
that
north
minneapolis
is
getting
equitable
city
resources
as
well
as
city
services.
So
that's
just
a
concern.
The
so
what
appears
to
be
missing
that
should
be
accounted
for
in
any
potential
amendment.
J
J
The
way
the
charter
currently
reads
is
that
the
city
council
must
fund
the
mayor
with
adequate
staff
or
something
along
those
lines,
but
it
leaves
out
the
reality
that
the
mayor
writes
the
budget
proposal,
and
so
that
puts
us
in
a
position
that,
if
we
need
additional
staff
to
have
be
adequately
staffed,
we
have
to
cut
the
proposed
department
funding
in
order
to
have
adequate
staffing.
So
so
I
think
that
that
inconsistency
is
an
issue,
particularly
given
the
fact
we
are
moving
to
being
such
a
policy.
J
The
so
then
I
I
have
two
questions
and
then
I'll
stop
talking
for
at
least
for
now
the
so.
The
question
that
I
would
have
you
know
is:
no
I'm
sorry.
I
have
a
question
in
a
comment.
J
I
would
just
say
that
you
know
our
system,
of
course,
is
not
perfect
and
it's
not
being
emulated,
but
maybe
it
should
minneapolis
does
have
the
highest
voter
turnout
rate
in
the
country,
so
that
is
demonstrating
that
our
diffuse
system
of
government
is
actually
producing
more
as
more
civically
engaged
population,
so
I'll
just
throw
that
out
there.
Of
course
you
know
that's
not
empirically
tested
as
like
a
correlation,
but
I
just
wanted
to
throw
that
out
there.
J
I
think
that
that's
something
that's
really
noteworthy,
because
I've
lived
in
other
cities
that
have
very
strong
mayor
systems
and
voter
turnout
is
nowhere
near
as
high
as
here,
so
so
just
want
to
throw
that
out
there,
and
then
I
know
that
you
all
have
research,
but
I
you
know
at
some
point.
I
would
like
to
be
able
to
maybe
hear
the
logic
as
to
why
this
particular
structure
versus
like
a
mat
switching
over
to
a
manager,
city
council
structure,
so
because
there
are
other.
J
D
D
Councilmember
cunningham
and,
as
we
said,
we're
here
to
listen
to
you
if,
at
the
end
of
this
there's
anything
left
any
questions
left
for
you,
we're
happy
to
follow
up
with
you
individually.
D
If
a
couple
of
you
have
the
same
questions,
so
thank
you
very
much
if
I
may
call
on
council
member
fletcher
and
then
council
president
vendor
after
that.
L
Thank
you
very
much,
joe
garcia
and
commissioners.
So
I
appreciate
that
you're
looking
at
this,
I
think
that
you
know
in
in
my
reading
of
the
charter.
I
wouldn't
have
thought
there
was
a
need
for
clarification,
because
I
I
read
an
executive
in
a
legislative.
You
know
set
of
functions,
but
I
think
we
can
see
plenty
of
evidence
that
there's
confusion.
L
L
That
seem
muddy
about
how
decisions
are
being
made,
certainly
confusion
from
constituents,
as
councilmember
cunningham
noted
about
who
to
hold
accountable
for
what
decisions
and
who
who
who
they
should
be
talking
to
about
what
issues.
So,
if
we
can
provide
clarity,
I
think
that's
valuable.
I
don't
necessarily
think
that
we
have
a
weak
mirror
in
our
current
charter.
L
I
don't
know
that
we
need
a
stronger
mayor,
but
I
think
that
having
clarity
about
executive
and
legislative
functions,
you
know,
might
be
very
helpful
and
I
I
I
could
see
some
some
value
in
that.
That
being
said,
I
I
I
think
that
there
is.
L
It
feels
to
me
in
reading
this,
like
an
over
focus
on
how
to
hold
the
council
accountable
for
not
impinging
on
executive
function
and
maybe
not
enough
attention
to
how
to
create
accountability
for
the
executive
function,
to
create
that
executive
function
in
a
way
that's
clearly
defined
and
that
that
can
create
some
accountability.
So
I
think
it's
worth
looking
at
that.
L
I
also
think
it's
really
important
to
define
in
thinking
about
that
prime
directive,
and
I
was
glad
to
hear
commissioner
ginder
say
that
he
doesn't
see
that
misdemeanor
as
being
a
particularly
valuable
thing.
I
think
that
would
have
a
chilling
effect
on
on
communication
generally,
but
I
think
the
some
better
definition
of
what
constitutes
an
order
so
that
we
have
guidance
and
I
think,
like
councilmember
goodman,
said,
I
think
we
could
adjust
to
a
variety
of
arrangements
on
this.
But
I
think
we
need
to
be
clear
when
we're
doing
constituent
services.
L
If,
if
my
constituents
are
really
you
know
frustrated
about
something
and
I
go
and
talk
to
that
department
head
or
to
the
staff
who
are
responsible
for
it
and
say
we
got
to
come
up
with
a
solution,
do
they
walk
away
interpreting
that
as
an
order?
I
think
sometimes
our
voices
ring
out
louder
than
we
even
mean
them
to,
and
I
don't
want
to.
I
don't
want
to
feel
again
that
chilling
effect
of
am
I
crossing
a
line
here
that
I'm
unclear
about.
L
There
are
certainly
models
for
constituent
service
in
the
us
congress
and
at
the
state
legislature,
where
legislators,
policy
makers
help
constituents,
navigate
processes
and
and
aren't
giving
orders,
and
I
think,
there's
ways
to
manage
that
and
to
set
constituents
expectations
so
that
they,
you
know,
see
those
things,
but
I
I
would
I
would
want
to
have
more
clarity
about
that,
because
I
don't
want
to
be
in
a
situation
where
our
constituents
are
constantly
asking
us
to
cross
a
line
that
we
voted
to
the
charter.
L
I
do
have
a
question
if
it
feels
like
the
phrase
consents
to
in
the
appointment
process,
might
water
down
legislative
power.
It
feels
fairly
consistent
with
other
levels
of
government
to
describe
the
mayor,
appointing
and
or
the
mayor
nominating,
and
the
council
confirming,
or
some
sort
of
I
I'd
like
more
clarity
about
what
the
council
role
is
in
staff
appointments
that
feels
unclear
to
me
in
the
in
my
reading
of
the
current
draft.
L
I
think
it
is
clear
that,
as
we
move
to
a
legislative
structure,
whether
or
not
we
move
forward
with
the
charter
amendment
coming
out
of
this
discussion,
I
think
this
discussion
has
prompted
some
important
conversations
just
sort
of
about
how
business
is
happening
at
the
city
and
I
think,
there's
an
opportunity
to
think
about
the
staff
resources
that
support
the
legislative
process.
And
you
know
I
mean
right
now
I'll
just
note
that
the
the
mayor's
office
has
policy
staff
who
are
dedicated
to
policy
and
the.
L
So
in
the
executive
branch
we
have
policy
staff
and
the
legislative
branch.
We
we
don't
have
dedicated
policy
staff.
So
that's
probably
something
that
we
want
to
look
at
that
we
want
to
think
about.
How
are
we
organizing
that
work?
And
that
might
be
something
that
coincides
well
with
this
kind
of
a
charter
process?
So
I
you
know,
I
I
I'll
name
that
I
think
that's
worth
looking
at.
L
I
think
that
there
are
ways
that
we
can
align
the
city
operations
and
the
city
expectations
kind
of
regardless
of
whether
a
charter
amendment
happens,
but
I
can
see
some
value
in
creating
some
clarity.
So
thanks
for
taking
this
up
and
I'll
be
interested
to
hear
what
we
come
up
with
as
we
dig
more
into
it,.
F
Thank
you.
A
lot
of
my
points
have
been
made
by
my
colleagues.
I
do
think
the
misdemeanor
piece,
I'll
just
emphasize,
I
think,
stands
out,
but
maybe
in
a
broader
context
of
our
constituents,
expectations
are
that
they
contact
their
city
council,
member
about
any
number
of
day-to-day
things
that
are
affecting
their
life
or
their
business,
and
so
whatever
happens,
there
would
need
to
be
a
transition
plan
or
some
way
of
understanding
what
happened.
F
So
what
happens
when
my
constituent
emails
me
and
says
I
want
a
speed
bump
or
what
happens
when
my
constituent
emails
me
and
says:
there's
a
homeless
encampment
outside
my
house,
I'm
worried
about
what's
happening
or
what
happens
with
my
our
constituent,
you
know
etc,
and
I
think
some
of
the
offices
get
a
ton
more
calls
than
others
so
be
worth.
You
know
I
think,
hearing
from
council
members
about
what
kinds
of
calls
come
in
and
and
who's
responding
to
them.
Often
we
are
just
passing
them
along.
F
I
mean
I
get
tons
of
it's
snow
season,
so
I've
got
constituents
saying
all
kinds
of
things
about
what's
happening
with
plowing
I
passed
those
along
to
public
works.
You
know
I
let
my
constituents
know
that
those
decisions
are
made
administratively
by
public
works,
but
so
we
see
that
tension.
I
guess
the
overall
point
there
is.
We
see
that
tension
now
as
council
members
about
sort
of
our
role
as
facilitating
an
outcome
that
our
constituent
wants
on
those
day-to-day
constituent
service
needs.
I
wanted
to
emphasize
the
staffing
issue
of
the
council.
F
The
council
has
no
communication
staff.
It
has
no
policy
staff
that
report
directly
to
us.
So
when
the
city
council
writes
an
ordinance,
for
example,
it's
partly
a
cultural
thing.
So
at
the
legislature
you
know
laws
originate
in
all
different
kinds
of
ways,
and
it's
not
unusual
for
a
legislator
to
bring
a
law
forward
that
they've
authored
and
propose
it
for
their
colleagues
to
vote
on
at
the
city
city
staff
who
work
for
departments
write
ordinances,
they
do
the
policy
research,
they
do
the
any
communications
that
may
or
may
not
happen.
F
You
know,
in
addition
to
other
things,
in
addition
to
you,
know,
program
management
or
grant
management,
and
so
again,
like
I'll
repeat
that
when
I
took,
I
think
the
city
has
transitioned
a
bit,
but
a
lot
of
staff
at
the
city
are
still
doing
that
sort
of
like
grant
management,
contract
management,
program
management-
or
you
know,
kind
of
nuts
and
bolts
like
running
the
water
system,
running
the
street
system,
and
we
don't
we've
added
more
sort
of
policy
staff
to
support
that
function,
but
they
don't
report,
I
mean
they
they
report
through
the
council.
F
You
know
the
department
heads
are
appointed
by
the
mayor,
nominated
by
the
mayor,
approved
by
the
council,
but
culturally
it's
it
would
be
it's
it
would
just.
I
think
we
were
starting
to
push
the
edges
of
this
a
little
bit,
but
the
idea
that
a
council
member
would
bring
an
ordinance
for
a
vote
or
you
know
for
public
comment
and
vote
that
wasn't
written
by
city
staff
just
really
doesn't
happen.
F
F
How
could
we
think
about
staffing,
the
council
so
that
there
is
research
staff
that
reports
directly
to
the
council
that
isn't
doing
all
these
other
program
management
type
things
whose
job
would
be
to
research
minimum
wage
policies
around
the
country
figure
out
if
we
need
to
contract
with
cura
to
do
an
analysis
of
a
rent
increase,
cap,
ordinance,
etc,
but
there
will
still
be
a
need
to
decide
like
what's
the
line
there
between
where
do
subject
matter
and
staff
subject
matter:
expert
staff
in
city
departments
weigh
in
and
how,
in
that
legislative
process,
and
then
I
also
observed
this
question
around
accountability
for
the
executive
branch,
especially
given
our
cities
worse
in
the
country,
racial
disparities.
F
F
I
think
we
should
consider
adding
equity
as
one
small
thing,
but
a
suggestion-
and
I
you
know
I
do
want
to
know
and
reflect
that
I
do
see
my
colleagues
of
color
being
treated
differently
being
treated
differently
by
folks
within
the
enterprise
being
treated
differently
in
the
community.
They
are
facing
racism
in
their
jobs
and
in
this
last
year
many
of
us-
you
know-
maybe
all
of
us
are-
are
also
facing
personal
threats
to
our
safety
and
that
of
our
family
and
so
under
extraordinary
circumstances.
F
Council
members
have
stepped
up
into
gaps
in
our
system
where
there
wasn't
staff,
you
know
sometimes
out
in
the
streets,
trying
to
help
put
out
fires
responding
to
trauma
in
the
community
using
their
own
cultural
competence,
their
language
skills,
their
their
community
skills
to
fill
gaps
that
don't
exist
in
the
system.
So
I
think
sometimes,
when
people
see
council
stepping
up,
they
think.
F
Oh,
this
is
like
a
power
grab
or
they're
trying
to
like
take
over,
but
I
think
council
members,
under
extraordinary
personal
circumstances,
including
threats
to
their
safety
amount
of
their
family,
are
stepping
into
gaps
that
our
community
needs
to
have
filled,
and
so
you
know
I.
I
also
really
appreciate
the
chance
to
step
back
and
say:
how
can
we
all
do
better
as
a
system
to
deliver
on
not
just
kind
of
generally?
F
D
Thank
you,
council
president
chair
clegg
asked
to
kind
of
squeak
in
here
council
member
johnson.
E
Thank
you.
We've
been
talking
a
lot
about
policy
and
I'm
just
interested
in
everybody's
suggestions,
specifically
as
to
how
we
could
beef
up
that
function
in
the
charter.
As
you
know,
the
charter
is
pretty
broad
brush
when
it
comes
to
talking
about
the
mayor's
staff.
It
doesn't
say
the
mayor
has
exactly
this
many
staff,
and
this
is
this-
is
what
their
titles
are.
E
It
does
for
a
couple
of
positions,
but
that's
about
it,
so
we're
very
interested
in
beefing
up
the
policy
making
function
and
given
what
the
how
the
charter
works
in
terms
of
being
very
broad
brush.
I'm
just
wondering
how
you
what
your
suggestions
are
for
doing
that.
Thank
you.
G
Thank
you,
madam
chair,
and
I
you
know,
I'm
really
approaching
this
change
in
this
language
with
an
open
mind.
Generally,
I
think
it's
a
good
idea
to
step
back
from
things
and
take
a
look
at
best
practices
as
part
of
our
system
and
how
we
can
find
opportunities
to
improve
things
so
and
generally.
I
think
that
more
clarity
would
be
a
good
thing
as
well,
so
I
could
see
these
changes
potentially
being
positive.
G
I
could
also
see
there
being
potentially
some
negatives
associated
with
it,
and
so
you
know
as
a
systems
engineer,
I
think
I'll
just
raise
a
few
thoughts
here,
and
these
really
aren't
intended
to
be
any
sort
of
judgment
on
where
this
is
so
much
as
it
is
maybe
food
for
thought
for
commissioners
as
you're
considering
and
weighing
this
one
thought
was
to
what
commissioner
abbott
said
about
the
police
department
and.
I
G
2018
change
and
how
that
would
have
been
kind
of
its
own
standout
thing.
I
could
really
see
a
lot
of
value
in
having
mpd
as
part
of
this
change
and
part
of
your
draft
having
legislative
authority
around
police,
be
part
of
council
authority
just
for
consistency
and
having
it
really
be
applied
globally.
G
If
you
will,
I
could
see
how,
if
you
had
an
extended
term
for
department
has
and
if
you
did
not
have
that
executive
function,
where
they're
reporting
more
so
to
that
committee
from
an
executive
side,
how
you
could
see
the
consequence
of
that
being
council
members
may
be
more
willing
to
call
department
heads
before
committees.
G
Ask
tough
questions
that
sort
of
thing
that
is
currently
today
happening
very
informally,
that's
very
relational
behind
the
scenes
meetings,
questions
trying
to
work
together
very
collaboratively
which
sometimes
when
we
do
that
with
the
best
of
intents
at
least
it's
been
my
experience
working
with
the
department
head
through
meetings.
Sometimes
the
the
result
is
positive
and
sometimes
things
don't
get
done,
and
so
I
don't
think
that's
necessarily
a
bad
thing
for
it
to
be
more
public,
but
I
think
it's
something
to
be
aware
of
and
to
think
through
how
that
could
work
out.
G
It
sounds
like
it's
good
for
mid-sized
cities,
perhaps
from
the
best
practices,
but
I
think
there
could
be
some
potential
unintended
consequences
for
a
city
of
our
size
personally
around
that,
but
certainly
I
think
there
maybe
is
maybe-
or
there
might
be
a
more
happy
medium
between
like
an
administrative
officer
role
and
the
mayor
with
the
executive
experience
that
they
may
or
may
not
have,
and
then
also
just
an
observation,
and
this
is
not
directed
at
any
specific
mayor.
G
But
I
just
gotta
say:
mayors
are
extremely
busy,
so
are
council
members
they're
just
working
non-stop
and
inevitably
they
are
going
to
delegate
many
things
to
their
staff
and
will
find
that
a
lot
of
the
decisions
that
are
coming
from
the
mayor's
office
are
actually
happening,
not
from
the
mayor
but
from
staff.
G
So
as
you're
thinking
about
accountability
and
transparency
for
the
public,
I
think
that
is
one
thing
that
could
potentially
shift
is
that,
if
you're
seeing
white
what
might
be
a
kind
of
collaborative
decision
between
a
committee
or
committee
chair
and
the
mayor's
office,
you
may
see
that
if
the
executive
function
is
under
purely
the
mayor's
office,
that
may
end
up
becoming
really
more
of
a
staff
driven
decision
within
the
mayor's
office
that
the
mayor
may
or
may
not
weigh
in
on
depending
on
that
mayor
right.
G
But
I
think
you
could
potentially
see
less
of
the
transparency
kind
of
less
of
that
direct
accountability.
For
that.
That
said,
then,
there's
that
trade-off
right
is
that
that
person
is
working
for
the
mayor,
so
there's
that
delegation
and
that
kind
of
team
creation
and
culture
that
that
mayor
is
creating
and
depending
on
how
they
do
with
that.
G
What's
our
next
step
in
terms
of
lobbying,
what
are
we
going
to
do
supporting
this
new
bill
that
came
out
that
sort
of
thing
that
really
happens
much
more
rapidly
than
the
council
process
or
cycle
and
again
that
would
be
one
of
those
things
just
to
think
through
about
for
some
of
those
cases
where
there
is
kind
of
that
more
specific,
quick
need
it
you
know,
is
that
something
that
the
mayor
would
then
be
really
involved
in,
would
it
ultimately
most
likely
fall
to
one
of
the
mayor's
staff,
or
might
there
be
some
opportunity
to
kind
of
preserve
that
dynamic
between
council
and
the
the
departments
that
they're
working
closely
with
I'd
echo?
G
What
some
of
my
colleagues
said
around
constituent
service?
I
think
that
is
such
a
critical
and
important
job
of
council
members
and
certainly
appreciate
commissioner
ginder's
comments
around
not
wanting
to
create
a
chilling
effect
on
that.
I
think
you
know
it's
important
for
us
to
be
able
to
go
to
departments
and
say
hey.
G
You
know
this
alley
didn't
get
powder,
hey
here's
a
complex
problem,
property
case.
We
need
to
bring
together
a
bunch
of
different
departments
because
there's
huge
problems
that
are
being
created
on
this
block
because
of
because
of
one
household
on
the
block
that
is
causing
a
lot
of
destruction
a
lot
of
damage.
How
can
we
come
up
with
a
comprehensive
game
plan
to
really
address
this
problem
and
I
think
being
able
to
preserve
that
on
sort
of
constituent
service
is
really
important.
G
I
know
to
commissioner
clegg
one
concern
I
raised
an
email
was
really
around
the
language.
I
think
it
was
in.
Let
me
just
quick
pull
up
the
section
it
was
in
h1b,
and
that
was
specifically
about
council
members
advocating,
for
instance,
for
removal
of
any
employee.
G
I
I
wouldn't
want
there
to
be
a
chilling
effect
over
that
ability
to
be
transparent
with
how
we
view
the
performance
of
a
department
as
a
council
member
and
how
we're
thinking
about
that
sort
of
thing,
without
formally
starting
the
actual
process
for
removal
which,
depending
on
how
you
read
and
interpret
the
language,
it
could
be
perceived
that
way
and
then
I
just
think
the
one
other
thing
I
wanted
to
mention
when
talking
this
through
was
an
answer
to
one
of
the
questions
they
asked
earlier.
G
Others
not-
and
I
would
be
very
concerned
about
that-
if
there
was
that
kind
of
a
proposition,
because
then
the
mayor's
office
would
become
a
bottleneck
for
constituent
service,
for
working
with
staff
on
issues
and
potentially
that
could
become
very
problematic
if,
for
instance,
a
mayor
was
to
cut
off
access
to
a
council
member
because
they
politically
opposed
them
on
something,
and
then
said,
you
know
what
we're
not
helping
you
with
these
issues,
that
sort
of
thing
and
that
could
really
impede
the
ability
for
a
council
member
to,
for
instance,
get
the
work
done.
G
So
you
know
I
would
certainly
hope
that
would
never
happen,
but
I
do
think
removing
that
discretion
is
important,
or
at
least
preserving,
that
ability
today
that
we
have
where
we
can
work
with
departments
and
request.
Information.
Have
meetings,
have
conversations
ask
for
help
with
constituent
service
those
sort
of
things.
So
I
again
really
appreciate
being
invited
here
and
having
the
opportunity
to
share
these
thoughts
and
appreciate
the
consideration
of
these
thoughts
as
well.
D
Thank
you,
councilmember
johnson.
I
was
just
council
president
bender.
F
Thank
you
I'll,
be
quick,
but
I
did
just
have
a
quick
thought
related
to
commissioner
ginder's
question.
I
do
think
that
how
do
you
define
policy
is
is
an
important
and
worthwhile
question,
and
I
think
you
know
a
very
obvious
example
is
an
ordinance
that
accounts
would
write
or
pass.
This
also
generally
adopts
criteria
for
a
lot
of
different
programmatic
functions
of
the
city
right
now.
So,
for
example,
the
one
minneapolis
fund
that
ncr
gives
grants
to
community
groups.
F
The
council
helps
set
policy
criteria,
we
set
criteria
related
to
the
affordable
housing
trust
fund
and
how
that
gets
spent,
and
I
think
maintaining
that
function
of
the
council
is
a
good
way
to
address
some
of
the
race
equity
concerns
that
we've
heard.
We
also
have
past
policies
in
recent
years
that
speak
to
how
department
functions,
what
its
priorities
and
goals
should
be,
and
I
actually
think
almost
more
than
anything
else.
I've
worked
on
in
my
time
in
office
that
those
have
helped
bring
alignment
and
really
help
the
city
point
in
a
particular
direction.
F
We
use
that
as
a
model
for
our
renter
first
policy,
which
directs
the
regulatory
services
department
to
prioritize
the
health
and
safety
and
well-being
of
renters
and
rental
housing,
which
has
had
led
to
a
lot
of
different
implementation
factors,
including
us,
using
city
resources
to
go
after
problem
landlords
through
the
city,
attorney's
office
and
other
implementation,
specific
implementation
measures.
So
I
think
maintaining
those
kinds
of
functions
is
part
of
the
definition
of
the
policy-making
functions
of
the
city.
D
Yes,
I
I
too
wanted
to
come
back
to
what
chair
clegg
mentioned
about
your
ideas
about
beefing
up
the
policy
making
and
legislative
peace
in
council
president
bender's
putting
forth
adopting
criteria
for
a
policy
making
framework
is
fascinating.
Are
there
any
I'd
be
eager
to
hear
any
get
any
input
about
what
kind
of
policy
making
and
legislative
functions
that
for
the
council
around
even
around
mpd,
as
council
member
johnson
had
mentioned?
Is
there
clarity
around
policy-making
ways
to
augment
that
in
the
charter.
L
Thank
you.
So
I
do
think
you
know,
there's
there's
an
interesting
tension
and
this
probably
gets
to
a
lot
of
times
where
staff
directions
happen.
Right
is
that
obviously
the
we
have
a
set
of
rules
in
the
charter,
and
then
we
have
a
more
robust
set
of
rules
and
ordinance.
That's
that's
clearly,
policy
makers,
it's
clearly
legislative
and
then
we
have
departmental
policies
and
there's
definitely,
I
think,
an
assumption
that
there's
a
clarity
about
what
belongs
in
departmental
policy
and
what
belongs
in
ordinance,
there's
actually
probably
some
conversation.
L
That
ought
to
happen
about
that,
because
I
think
I
think
everybody
would
agree
that
we
don't
want
council,
you
know
picking
the
brand
of
paint
that
we
use
to
paint
the
lanes
on
the
road.
We
want
to
give
a
framework
for
saying
we
paint
lanes
in
the
road
and
we've
got
a
general
theory
for
how
we
design
and
then
leave
it
to
staff
and
to
the
executive
function
to
actually
execute
that
policy
right
in
policing.
L
It's
especially
challenging
because
a
lot
of
very
important
policies,
sometimes
as
a
result
of
state
law
requiring
that
the
police
department,
maintain
a
policy
as
a
departmental
policy,
exists
at
the
policy
level
that
people
really
expect
that
we
have
a
voice
in
and
that's
been
part
of
the
you
know,
charter
amendment
conversation
around
policing
policy
has
been
the
notion
that
you
know
things
like
use
of
the
force
which
feel
like
very
important
policy
areas
are
are
in
that
departmental
policy,
and
so
so
there
is
a,
I
think,
a
need
for
some
clarity
there,
and
I
do
think
it's
it's
kind
of
interesting
and
exciting
to
hear
the
way
people
are
thinking
about
the
public
safety
charter.
L
In
relationship
to
this,
I
had
initially
sort
of
thought
that
these
might
be
oppositional
when
I,
when
I
first
saw
this
coming
along,
but
the
more
I
listen
and
the
more
I'm
here
sort
of
thinking
this
through.
I
do
think
that
there's
been
a
sort
of
cognitive
disconnect
where
hearing
people
say
you
can't
have
the
police
department
function
the
way
all
the
other
departments
function,
how
could
a
department
function
that
way
makes
me
think.
Well,
gosh:
we
should
probably
clean
this
up
for
the
other
departments
right.
L
We
should
figure
out
how
to
make
the
governance
structure
consistent
and
make
sense
everywhere,
because
if
it
doesn't
make
sense
for
mpd,
it
probably
doesn't
make
sense
for
public
works
either
and
so
having
you
know
getting
to
a
place
where
we
have
that
clarity.
You
know
that
many
of
us
have
been
talking
about,
but
here's
what
the
executive
does,
here's,
what
legislative
does
and
then
it's
totally
then
every
department
can
can
be
on
the
same
footing.
L
You
know
makes
a
lot
of
sense
to
me
and
I
think
obviously,
you've
probably
heard
that
we're
bringing
forward
a
version
of
the
public
safety
charter
amendment
and
I-
and
I
think
that
you
know
this-
might
be
very
compatible
with
that
in
terms
of
creating
that
clarity.
So
that's
I
find
that
interesting.
L
The
one
other
thing
I
wanted
to
raise
that
I
forgot,
if
I
may,
is
there's
a
reference
to
an
in
to
sort
of
preventing
us
from
requesting
non-public
data,
and
I
want
to
think
through
that
a
little
bit,
because
there
are
definitely
cases,
and
certainly
we
get
legal
advice
and
you
know
closed
sessions
where
we
learn
information
about
lawsuits
where
we
have
to
make
budgetary
decisions
about
settlements.
L
There
are
functions
of
council
right
now
where
we
certainly
have
to
receive
non-public
data.
I
think,
as
officers
of
the
city,
it's
appropriate
sometimes
for
us
to
receive
non-public
data
for
us
to
hear,
for
example,
personnel
information
that
wouldn't
be
categorized
as
as
public,
where
you
know
where
we're
making
decisions
and
and
trying
to
understand,
what's
happening
in
a
department.
L
So
I
I
guess
I
I
had
a
little
bit
of
concern
about
that
and
I
can't
think
of
that
many
examples
where
we
request
that
data
other
than
sometimes,
I
think
wanting
to
know
about
crime
incidents
that
happen
where
the
information
might
not
be
public,
but
it's
sort
of
relevant
to
us
being
able
to
advise
our
constituents
or
think
about
policy.
So
that
was
one
other
area
where
I
I
wondered.
If
that
was
the
right
approach,.
F
Yes,
and
I
think
I
saw
that
the
proposal
would
implement
this
change
midway
through
the
next
mayoral
term
and
kind
of
in
that
awkward
time
frame
where
that
there's
there'll
be
two
two
two
year
council
terms,
I
just
I
wanted
to
reflect
that.
That
seems
a
bit
challenging
to
me,
because
voters
would
be
voting
in
november,
whether
or
not
to
make
this
change
they'd
be
voting
for
a
mayor
kind
of
with
the
assumptions
about
how
our
system
works
now
and
then.
F
Halfway
through
that
term,
the
mayor
would
take
on
a
a
different
role
with
a
new
council.
F
So
I
guess
I
would
I
mean
I-
I
hear
the
kind
of
desire
to
to
make
this
change
and
implement
a
change
more
quickly,
but
I
I
guess
I
I
question
how
it
will
go
to
have
voters,
sort
of
select
a
mayor
and
then
halfway
through
change,
our
system
of
government
in
the
middle
of
a
term
and
then
then,
of
course,
proceed
and
vote
again.
D
I'm
so
resisting
the
temptation
to
add
explanation,
but
again
I
I
invite
council
members,
for
example,
if
there
are,
if
there's
interest
around
that
particular
question
that
council
president
bender
just
raised,
feel
free
to
reach
out
to
us,
and
we
can
talk
through
our
ideas
about
implementation.
We
want
just
for
a
quick
snippet.
We
were
looking
at
a
phased-in
implementation,
given
there
will
be
three
municipal
elections
in
the
span
of
five
years.
D
D
Role
the
roles
and
responsibilities
between
the
two:
how
we
can
you
know
off
of,
I
believe
it
was
council
member
fletcher's
comment
about
how
this
can
really.
This
proposal
can
really
be
add
clarity,
and
what
are
there
ways
that
you
can
think
of
that
could
add
clarity
around
any
all
of
these
items
that
we've
talked
about
in
relation
to
the.
J
Thank
you
and
I'm
sorry,
it's
it's
food
time
in
my
house,
so
my
dogs
might
be
making
noise
in
the
background,
so
I
apologize
I'll
try
to
be
quick.
You
know.
I
think
that
one
of
the
challenges
that
I
have
with
kind
of
figuring
out
how
to
clarify
and
delineate
is
like,
I
wonder
how
much
of
this
is
really
a.
Is
a
charter
issue
versus
like
people
issue
like
a
leadership
question,
because
you
know
some
folks
really
vibe
with
the
executive
position
of
being.
J
You
know
the
day-to-day
operations,
the
you
know,
the
executive
function
like
there's
clarity
around
that
when
there's
an
emergency
like
one
of
the
things
that
I
have
I
I've
really
pushed
back
on.
Was
this
question
of
like
when
there's
emergency.
You
know
it's
totally
unclear
who
was
in
charge
like
that
to
me
is
not
a
charter
problem.
J
That's
a
leadership
problem
like
when,
when
there
was
an
emergency
in
the
city,
I
had
to
step
into
a
leadership
gap
in
order
to
protect
and
organize
and
deal
with
what
was
happening
in
my
ward,
because
nobody
else
was.
I
have
consistently
had
to
like.
There's
been
multiple
children
murdered
in
my
ward
and
there's
been
like
no
like
there's
been
a
gap
of
leadership,
and
I've
had
to
step
into
that.
J
J
So
I
I
just
you
know.
I
feel
that
we
have
right
now
like
we're
having
this
conversation
and
like
we
have
a
lot
of
high-level
people
who
have
left
the
city.
Yes
and
2020
was
an
absolute
nightmare
like
everywhere
in
the
country,
but
particularly
concentrated
here
in
minneapolis,
so
I
I
just
I
really
want
to
stay.
J
You
know
like
I've
been
I've
worked
in
the
mayor's
office
before
I
was
elected
and
I
got
to
see
kind
of
like
I,
I
was
there
during
the
fourth
precinct
occupation,
so
I
I
mean
I
just
got
to
see
what
that
looked
like
and
there
was
no
confusion
about
who
was
in
charge
during
that
emergency.
So
I'll
just
I'll
just
throw
that
out
there
for
consideration.
D
Thank
you,
councilmember
cunningham
co-chair
abbott.
C
Yeah,
I
I
wanted
to
briefly
well,
let
me
just
say
up
front:
this
has
been
a
very
productive
work
work
group
session.
I
think,
there's
some
really
really
good
ideas
that
have
been
kicked
around
here
and
I
think
one
of
the
the
questions
of
logistically
how
this
works
is
is
an
interesting
one,
and
you
know
the
temptation,
of
course,
would
be
to
like
write
language
into
the
amendment
or
write
language
into
the
charter.
C
Have
you
know
administrative
procedure
acts,
for
example
that
govern
how
rules
and
regulations
are
to
be
issued
and
and
and
promulgated
and
whatnot,
and
it
to
me
the
question
of
how
the
question
of
how
staff
is
going
to
work
with
the
council
in
a
separation
of
powers
environment.
To
me,
that's
a
policy
question
which
the
council
itself
could
address
in
a
policy
making
form
by
passing
an
ordinance
governing.
You
know
how
communications
or
information
is
going
to
be
dealt
with
in
the
city.
C
I
mean,
I
think
what
we
ought
to
put
in
the
charter
is
the
principle
of
separation
of
powers
and
then,
of
course,
how
that
how
that
principle
is
implemented
in
terms
of
policy
is
in
fact
a
council
prerogative
and-
and
I
think
that's
I
think-
that's
where
some
of
the
the
specific
debates-
and
I
think
council
member
johnson
also
raised
some
issues
that
I
think
fall
into
that
category
as
well.
C
I
think
they're
great
questions
and,
and
I
as
a
kind
of
a
volunteer
commissioner,
you
know,
I
don't
have
the
the
you
know
the
experience
working
with
city
staff
in
the
day-to-day
responsibility
of
handling
this.
So
I
I
can't
you
know
from
a
distance.
I
can't
answer
those
questions,
but
to
me
it's,
I
don't
think
that
we
should
be
answering
those
in
the
charter
either.
I
think
that
that
is
a
policy
making
question
that.
C
I
think
that
the
council
ought
to
address
if,
in
fact,
this
amendment
is
put
onto
the
ballot
and
if
it,
if
in
fact,
is
enacted
so,
but
I
just
want
to
say
it
great
great
great
concepts
today.
I
think
this
is
going
to
really
inform
our
drafting
sessions
and
I
thank
everybody
for
their
for
their
contribution.
M
Thank
you,
ms
garcia
and
great
conversation.
You
know
a
lot
to
digest.
I
love
the
feedback,
the
back
and
forth.
I
also
I'm
always
encouraged
to
have
an
organizational
look,
particularly
at
this
high
level,
and
I
think
it's
healthy
to
have
this
exercise.
M
M
What
does
that
actually
mean,
given
the
exercise
that
we're
endeavoring
to
partake?
In
you
know
in
the
world
of
engineering,
there
might
be
a
best
practice
and
it's
usually
measured
by
performance.
A
particular
outcome
is
generated
more
in
one
situation
than
another.
M
Just
as
an
example,
an
analogy
one
could
say:
oh
a
rain
garden
is
a
best
practice
that
really
depends
on
how
it's
applied
where
it's
applied
and
all
of
that
just
gets
summed
up
and
measured,
not
by
what
it
is,
but
what
it
does,
and
so,
if
phoenix
with
a
strong
city
manager
system,
often
studied.
If
that's
a
best
practice.
M
I
want
to
know
based
on
what
outcomes
and
and
of
course,
what
trade-offs,
because
oftentimes
that's
held
up
as
an
example
of
an
efficient
government-like
business
form
and,
of
course,
when
you
say,
efficient,
it's
efficient
for
whom
and
efficient
for
what-
and
I
think
that
goes
to
some
of
the
equity
issues
and
representational
issues
and
power
disparity
within
our
community
issues,
that
a
dispersed
system
at
least
tries
to
address
and
a
more
centralized
system
would
definitely
challenge
without
some
sort
of
analysis
to
what
would
be
a
mitigating
factor
for
the
levers
of
power
if
they're
way
more
efficient
fewer
levers,
but
who
gets
to
pull
just
general
thought.
H
D
Number
of
level
levers
are
also
based
on
the
corresponding
leverage
that
it
initiates.
Are
there
any
other
questions
comments.
D
D
D
I
would
also
like
to
add,
if
you
do
have
any
follow-ups
feel
free
to
reach
out
to
co-chair
abbott
and
myself
as
well
as
chair
clegg,
or
you
can
also
go
to
casey
our
leicester
city
clerk,
and
he
can
also
get
kind
of
routed
over
to
us,
especially
if
there
are
there
may
be
similar
questions.
D
D
If
there's
are
there
any
council
members
that
we
haven't
heard
from
palmisano
osman
see?
Who
else
did
I.
D
N
A
chance
to
share
yes,
co-chair
garcia.
This
is
rene
palmisano.
Thank
you
for
inviting
us.
I
didn't
want
to.
You
know
just
sit
here
and
be
silent,
but
I
have
been
taking
in
all
of
this
feedback,
and
I
don't
know
that
I
have
anything
brand
new
to
offer
you.
You
know.
I
really
appreciate
the
willingness
and
the
initiative
to
take
this
on.
I
have
been
saying
for
the
entire
latter
part
of
this
year
right.
N
N
You
know
I
think,
as
our
city
clerk
calls
it
a
chassis
from
the
1800s
right
and
it
does
not
allow
us
to
make
decisions,
sometimes
at
the
speed
of
modern
needs,
and
I
do
really
applaud
some
of
these
ideas,
because
it
will
help
us
try
and
communicate
and
figure
out
what
what?
What
is
our
form
of
government?
What
does
it
mean?
The
argument
of
strong
council
weak
mayor
system,
what
does
that
mean,
and
what
can
we
expect?
N
Other
big
cities
have
systems
such
as,
what's
being
proposed,
like
you
said,
you're
not
really
reinventing
the
wheel.
I
think
we
need
to
explore
other
models.
I
think
it's
very
confusing
to
people
our
system.
I
would
go
back
to
trying
to
figure
out
the
current
role
and
purpose
of
the
board
of
estimate
and
taxation
and
how
that
fits
within
our
decision-making
process.
N
N
I'm
not
you
know.
I
just
think
that
we
should
be
being
transformational
here
and
really
thinking
about
equity.
I
mean
I,
I
have
something
in
my
office.
That's
actually
written
down
from
a
conversation
I
had
years
ago
with
council
member
ellison,
and
it
was
just
the
the
phrase
who
benefits
right
with
a
huge
question
mark
who
benefits
from
all
of
the
policy
work
that
we
do
and
I
would
say
we
need
to
take
a
good
hard
look
at
who
benefits
structurally,
as
we
look
to
revise
and
evolve
our
government.
N
One
of
the
really
important
things
that
commissioner
abbott
touched
on
was
it
would
make
sense
to
have
a
higher
level
of
detail
like
of
how
we
fairly
consider
things.
What
what
can
the
public
expect
not
in
the
city
charter,
but
in
some
of
the
ordinances
that
actually
was
starting
to
work
on
pre-covered
with
council
members,
jenkins
and
ellison
about
fair
consideration
of
legislation?
And
what
does
that
mean?
N
How
do
we
make
it
knowable
to
the
public
as
to
how
decisions
will
be
made
around
here
and
what
their
opportunities
are
to
to
give
feedback
to
provide
public
comments?
Some
of
those
things,
I
think,
would
articulate
nicely
with
it.
You
know,
as
a
more
detailed
version
of
these
larger
other
structural
changes
that
that
you're
working
on
from
the
conversation
here
today,
I
would
say
it's
pretty
clear:
we
are
not
going
to
fix
every
problem
right.
We
you
cannot.
N
I
don't
think
in
a
city
charter
find
a
way
a
perfect
way
to
to
make
people
get
along
right.
That
should
be
a
basic
assumption
of
city
government
that
we
are
all
coming
from
different
perspectives,
but
our
goal
is
all
for
the
good
of
the
city
and
the
public
good
together,
and
that
we
will
put
that
above
all
things.
So
I
I
just
think
this
could
provide
some
clarity,
and
I
appreciate
that
so
thanks
thank.
N
C
We
seem
to
be
wrapping
up
and
I
just
wanted
to
say
thanks
to
everybody,
I
I
deeply
appreciate
the
time
this
has
been
a
very
productive
meeting.
I
think
it's
given
us
a
lot
of
food
for
thought
and
and
a
really
good
dialogue.
I'm
very
pleased
to
have
been
a
part
of
this.
C
So
thanks
again
to
everyone
and-
and
you
know,
keep
focused-
you
know
we're
definitely
gonna
have
you
some
drafting
sessions
and
if
you
wanna
give
us
some
offline
feedback
or
some
suggestions
on
where
to
add
things
or
delete
things
we'll
still
be
we'll
still
be
paying
attention
to
this
for
for
the
month
of
february.
So
don't
be
shy.
We'll
we'll
definitely
listen
to
your
suggestions
if
you
send
them
offline
thanks
again,
everyone.
D
Both
you,
the
mayor
and
the
public,
that
may
not
mean
that
we
take
them
verbatim,
but
we're
definitely
open.
Thank
you.
D
We
will
receive
and
file
these
responses
and
appreciate
your
time
again
and
look
forward
to
hearing
from
you
and
so
with
this.
If
there's
no
objection,
I
will
bring
us
around
to
to
say
that
we've
concluded
all
business
to
come
before
us
today
and
that
we
would
stand
adjourned.