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A
The
regular
meeting
of
the
charter
commission
government
structured
work
group
will
now
begin
good
afternoon.
Welcome
to
this
virtual
meeting
of
the
charter
commission's
government
structure
work
group.
This
meeting
includes
the
remote
participation
of
members
is
authorized
under
minnesota
statute,
section
13d
.021,
due
to
due
to
the
declared
local
health
pandemic.
For
the
record,
my
name
is
greg
abbott.
I
am
one
of
the
co-chairs
of
the
charter
commission's
government
structure
work
group.
C
D
A
Let
the
record
reflect
that
we
do
have
a
quorum.
We
will
now
proceed
to
our
agenda,
a
copy
of
which
was
posted
for
public
access
to
the
city's
legislative
information
management
system
which
is
available
at
lims.minneapolismn.gov
commissioners.
The
agenda
for
the
meeting
is
before
us
right
now.
Can
I
have
a
motion
to
adopt
the
agenda.
A
E
B
A
A
The
agenda
is
adopted.
The
next
item
on
the
agenda
is
listed
as
item
number
three.
We
are
receiving
presentations
from
invited
guests
regarding
the
government
structure
of
comparable
cities,
trudy
maloney,
director
of
council
operations
and
rachel
tierney
assistant
city
attorney,
are
here
as
representatives
of
the
city
of
saint
paul
and
jason,
loose
city
attorney
is
here
as
a
representative
of
the
city
of
rochester.
A
We
will
begin
by
allowing
the
representatives
from
each
city
to
share
a
brief
overview
of
their
government
structures,
beginning
with
the
city
of
saint
paul
and
we'll
follow
that
with
a
question
and
answer
portion
with
both
cities
answering
each
question.
At
the
same
time,
the
questions
of
course
have
been
provided
in
advance,
so
I
think
we
should
have
a
if
there
any
obviously
any
questions
about
the
questions.
F
All
right
thanks,
judy
hi,
I'm
rachel
tierney,
the
deputy
city
attorney
and
to
explain
what
our
processes,
when
I
explain
it
to
new
council
members
or
new
attorneys.
I
say
we're
a
lot
like
the
federal
government.
F
The
mayor
has
similar
powers
to
the
president,
where
he
runs
the
city
departments
and
the
day-to-day
administration
of
the
city.
The
council
has
the
legislative
authority.
The
mayor
is
not
a
member
of
the
city
council
and
that's
that's
kind
of
the
simple
way
to
understand
our
structure
and
there
aren't
a
whole
lot
of
differences
in
the
structure
itself.
A
Okay
and
mr
luce,
how
about
the
city
of
rochester?
What's
if
you
can
briefly
describe
your
your
structure,
please.
C
I'm
not
sure
I
can
do
it
as
brief.
Ours
is
a
bit
more
complicated.
First,
I'd
like
to
thank
everyone
for
inviting
me
thanks
to
maddie,
especially
for
those
that
didn't
know.
Maddie's
mom
was
actually
our
city
clerk
in
rochester.
C
She
recently
moved
to
colorado,
but
she
was
our
city
clerk
for
the
last
three
years
and
I
would
imagine
maddie
is
doing
as
good
of
a
job
as
as
her
mom.
She
was
a
a
great
clerk
briefly
describing
our
government,
so
we
have
technically
it's
a
it's.
A
council
manager
form
a
government
or
council
administrator
form
of
government.
I
should
say
the
mayor
has
a
unique
role.
However,
the
mayor
does
not
sit
as
part
of
the
council.
C
She
does
attend
the
council
meetings
and
she
does
have.
She
doesn't
have
any
voting
rights,
but
she
does
have
veto
power,
so
in
a
sense
she
does
have
executive
privileges.
She
does
not
run
the
city
departments,
I'm
using
the
pronoun.
She
because
the
current
mayor's
identifies
as
a
woman,
but
she
she
does
oversee
the
police
department,
which
is
pursuant
to
charter.
C
C
Are
under
those
boards,
they're
they're
hired
at
the
pleasure
of
those
boards
on
paper
anyway
and
take
direction
through
those
boards,
so
that
that's
about
as
brief
as
I
can
get
with
our
structure.
A
Okay,
well,
let
me
jump
into
the
questions
then,
and
I
think
we'll
go
back
to
st
paul.
What
are
the
best
attributes
of
your
city
structure
and
what
are
the
biggest
drawbacks
of
your
city
structure.
F
You
know,
I
think
that
the
best
attributes
is
that
there's
a
pretty
clear
line
of
authority
for
who
has
which
role.
So
there
there's
an
awful
lot
of
clarity,
and
this
will
come
up
in
the
subsequent
questions
as
well.
You
know
drawbacks
are
hard.
This
is
the
only
kind
of
system
I've
operated
under.
F
F
A
Okay,
mr
lewis,
how
about
rochester
best
attributes
and
biggest
drawbacks.
C
Well
from
my
perception,
I
think
the
the
best
attribute
is
there
there's
no
there's
no
single
source
of
power,
so
the
power
is
divided
throughout
the
organization.
So
we
don't
have
one
one
person
you
know
unilaterally,
making
decisions
or
otherwise
exerting
too
much
power.
C
The
drawback,
I
guess,
would
be
the
opposite
of
saint
paul.
Then
it
does
get
confusing
and
you
know
later.
I
guess
one
of
the
other
questions
is,
I
guess
you
know,
how
does
it
look
on
paper
versus
reality
and
paper
doesn't
necessarily
match
reality?
It
it.
It's
varied.
Even
I've
only
been
here
for
three
years
and
and
in
my
time
here
it's
it's.
You
know
when
we
switched
mayors,
for
example,
we
had
a
lot
of
differences,
so
there's
not
that
continuity
and
it
causes
does
cause
some
confusion.
A
Okay,
let
me
ask
just
how
does
the
you
know
in
terms
of
the
chain
of
command?
I
mean:
how
does
the
administrator
function
or
just
do?
Do
the
ordinary
department
heads
report
to
the
administrator
and
is
there
any?
Is
there
any
direct
contact
between
council
members
and
and
city
employees,
or
does
it
go
through
the
administrator.
C
Heads
and
then
the
police
and
fire
chief,
so
he
does
so
the
the
city
administrator
oversees
the
rest
of
the
department
heads
our
council
actually
has
a
code
of
conduct
that
they
adopted,
whereby
they
more
or
less
indicate
they
will
not
go
to
department
heads
for
most
things
without
going
through
the
city
administrator.
C
C
It's
we
have.
We
have
a
requirement
that
that
the
city
council
vote
as
a
whole
to
direct
staff.
To
do
something.
There
are
exceptions
to
that.
If,
if
they
receive
a
call
from
a
constituent
stating
you
know,
someone
ran
over
the
stop
sign
on
first
and
elm,
you
know,
then,
then
they'll
just
they'll
send
an
email
to
the
public
works,
for
example,
and
let
them
know
so
it's
it's.
C
It's
not
a
strict
rule,
but
if,
for
example,
they
they
they
wanted
to,
you
know
establish
a
minimum
wage
in
the
city,
for
example,
they
wouldn't
just
go
and
talk
to
one
or
two
department
heads
they
would.
They
would
need
to
go
through
the
city
administrator
and
and
bring
it
to
a
council
meeting
and
bring
it
to
a
vote
to
direct
staff.
To
do
you
know
a
large
project
like
that,
where
it's
going
to
take
up
significant
resources.
A
And
just
let
me
go
back
to
saint
paul
and
ask
a
similar
question.
You
know
you.
The
biggest
best
attribute,
of
course,
is
the
clear
chain
of
authority.
A
Do
you
have
any
instances
in
saint
paul
where
council
members
try
to
direct
administrators
or
department
heads
on
particular
topics,
or
does
that
even
come
up
in
your
system.
A
D
D
You
know
there.
There
are
already
avenues
for
council
members
to
report
that
to
the
department
head
and
that
kind
of
thing,
but
if
it's
a
if
it's
a
policy
issue
and
depending
on
where
the
mayor
and
the
deputy
mayor
sits
in
the
on
in
terms
of
that
issue,
then
it
gets
a
little
murkier
rachel.
Do
you
want
to
add
on
anything
there?
I.
F
I
think
that's
a
good
summary.
I
mean,
I
think,
if
it's,
if
it's
a
non-controversial
issue,
department,
directors
and
even
many,
many
city
staff
routinely
respond
to
requests
from
council
members
and
there's
not
really
a
conflict,
but
the
more
that
the
council
members
try
to
step
into
policy
making,
depending
on
the
administration.
Some
administrations
allow
that
routinely
and
some
don't
allow
it
at
all.
A
So
it's
essentially
up
to
the
mayor
in
terms
of
how
the
city
staff
is
a
response
to
the
council.
Is
that
kind
of
a
good
summary.
A
F
It's
not
established
in
the
charter.
The
mayor
has
assistance
in
the
under
the
charter,
but
the
deputy
mayor
is
not
another
charter.
We've
had
some
mayors
who
didn't
want
to
have
deputy
mayors
and
then
start
shortly
into
their
term,
ended
up
appointing
deputy
mayors
because
they
that's
kind
of
it's
almost
like
an
informal
administrator.
A
So
if
the
deputy
mayor
functions
as
the
chief
of
staff
essentially
yeah
well,
let's
get
into
question
two,
then,
to
the
extent
that
we
haven't
already
covered
that,
how
does
your
system
of
government
work
in
practice
in
comparison
to
how
it's
supposed
to
work
on
paper?
How
is
direction
given
to
departments
by
the
mayor,
the
council,
council
committees
or
individual
council
members?
A
How
are
conflicts
about
directions
to
the
departments
resolved
and
do
personalities
as
opposed
to
position
and
formal
role
play
apart?
Do
they
do
personalities,
overwhelm
formal
process,
and
I
guess
I'll
go
back
to
rochester
and
mr
loose?
Is
there
anything
anything
on
question
two
that
you
wanna
add
that
we
haven't
already
discussed.
C
Yeah,
I
would
just
note
that
you
know
on
paper
we
have
the
the
three
charter
boards
and
again
in
paper.
It
states
that
these
boards
have
the
authority
to
hire
fire
the
directors
in
reality
the
these
they
would.
They
do
work
under
the
city
administrator.
C
I
think
the
rationale
for
that
is
the
these
boards
are
appointed
by
the
mayor
and
ratified
by
the
city
council.
So
the
city
council,
therefore
has
you
know
oversees
these
boards,
so
they
in
turn
oversee
the
director.
C
You
know
so
it's
just
even
though
it
doesn't
say
it
on
paper.
They
they
do.
Report
to
the
city
administrator.
I
would
say
one:
this
can
answers
multiple
questions.
I
guess
one
of
the
problems
was
before
I
got
I
before
our
new
mayor,
I
guess,
came
on
board
the
our
former
mayor
took
a
very
different
approach
to
the
job.
He
did
not.
C
Then
the
mayor,
the
new
mayor
when
she
came
on
she
wanted
a
more
active
role
and
she
follows
the
charter
much
closer
and
makes
it
very
clear
to
the
council
that
the
police
chief
is
her
employee
and
she
she
does
his
performance
evaluation,
not
the
city
administrator,
which
is
which
is
a
change
again.
The
charters
always
said
that,
but
it
definitely
was
a
change
when
she
came
on
board,
I
wouldn't
say
that's
good
or
bad
necessarily,
it's
just
something
where
you
know.
C
If
you,
the
city,
I
guess
got
away
from
following
kind
of
the
the
letter
of
the
of
the
charter
as
far
as
conflicts
go,
there's
not
a
lot
of
them
other
than
what
I
just
described
with
the
police
chief
since
I've
been
here.
It's
it's
been,
it's
been
pretty.
You
know
pretty
much
under
the
city
administrator,
so
the
council
defers
a
lot
on
the
city
administrator
to
run
the
day-to-day
thing,
and
if
there
are
conflicts,
it's
it's
the
city,
administrator
who's
expected
to
take
care
of
them.
C
I
would
say:
that's
a
something:
that's
been
taken
care
of
with
our
council
procedures
before
I
got
here,
the
council
didn't
have
any
formal
rules
or
procedures,
and
they
would
have
individual
council
members
that
would
overwhelm
the
system,
I
guess
or
overwhelm
the
process
by
constantly
coming
to
staff,
with
pet
projects
kind
of
working
behind
the
scenes
on
a
lot
of
things
and-
and
that's
one
of
the
things
I
did
was
put
in
rules
of
procedure
that
and
a
code
of
conduct
that
that
formalized
that
a
bit
more
so
I
wouldn't
say
that's
the
form
of
government
I'd,
say
that's
kind
of
the
individual
rules
within
that.
C
You
know
the
governance,
where
the
individual
members
will
abide
by
that
and
and
not
not
take
up
too
much
staff
time.
A
Okay,
going
back
to
saint
paul
with
respect
to
question
two:
how
does
it
work
in
practice
as
opposed
to
how
it
works
on
paper?
How
are
directions
given
how
are
conflicts
resolved
and
do
personalities,
overwhelm
the
process
or
formal
role?
How
would
you
respond
to
that
in
terms
of
saint
paul.
D
I
I
you
know,
personalities
play
a
play
at
large
role
and,
and
a
lot
has
to
do
with
the
relationship.
I
think
between
is
the
relationship
between
the
council
and
the
mayor.
Do
they
work
together
or
are
they
of
different
opinions
all
the
time?
D
So,
for
example,
when
I
first
joined
saint
paul
mayor
randy
kelly
was
there
and
mayor
kelly
did
not
have
a
very
good
relationship
with
the
majority
of
the
council
at
that
time,
and
there
was
literally
a
it
was
very
difficult
and
as
council
to
get
information
from
the
departments
when
mayor
coleman
came
in
that
totally
changed
and
there
was
a
lot
of
good
working
relationship
and.
F
So
the
kind
of
bright
line
difference
that
I
see
is
the
the
role
of
the
deputy
mayor
in
in
really
running
city
operations.
That's
not
on
paper,
but
in
practice
our
deputy
mayors
for
well
the
past
20
years
at
least,
have
really
been
the
the
individual
running
the
day-to-day
operations
of
the
city.
F
I
agree
with
trudy
that
personalities
matter
and
the
city
operates
real
differently,
depending
on
who
the
deputy
mayor
is
as
well.
I
think,
and
of
course
there
are
council
members
or
individuals
with
strong
personalities,
but
I
don't
think
that
that's.
I
think
that
the
system
is
stable
enough
to
actually
provide
some
balance
and
control
for
that.
A
Okay,
let's
move
on
to
question
three:
is
the
separation
of
executive
and
legislative
power,
an
element
of
your
city
system
and
if
so,
how
important
is
the
separation
of
powers
in
defining
the
roles
of
the
mayor
of
the
council
and
the
administrative
staff
of
your
city?
And,
let's,
let's
go
to
mr
lewis
in
rochester.
A
How
would
you
describe
separation
of
powers
in
your
city.
C
Sure
the
mayor
definitely
is
the
executive,
the
executive
branch
of
the
city
and
the
council
of
the
legislative.
I
think
it's
it's
an
it's
a
good
question,
actually
a
timely
question
for
rochester.
C
In
that
we,
our
our
charter
commission,
is
actually
starting
to
explore
this
topic
in
further
defining
the
role
of
the
mayor,
given
that
we
have
mostly
a
I
guess,
you'd
call
it
a
weak
mayor
system
where
she
she
doesn't
have
a
whole
lot
of
direct
power
other
than
veto
power
and
and
the
police
department.
So
they're
they're
trying
to
look
into
further
defining
that
and
seeing.
A
Okay
and
back
to
st
paul,
I
know
that
you
know
you've
got
a
explicit
separation
of
executive
and
legislative
power
that
you've
already
talked
about.
Is
there
anything?
I
guess
anything
you
want
to
add
to
the
separation
powers
discussion
that
you
haven't
already
mentioned
previously.
F
The
one
the
one
detail
that
I
would
add
is
there:
our
our
code
does
have
something
a
little
bit
unique
where
we
have
both
a
legislative
and
administrative
code
and
the
council
can
in
some
ways
direct
the
work
of
departments
through
the
administrative
code.
So
they
would
have
to
pass
an
ordinance
in
order
to
direct
the
work
of
departments,
but
they
do.
They
do
have
that
ability.
F
A
Okay,
that's
very
helpful.
Thank
you
question
four:
does
your
city's
government
structure
promote
accountability
for
administrative
staff?
Why
or
why
not?
Do
you
think
a
different
structure
would
improve
accountability
for
accomplishing
the
city's
goals
and
objectives,
and
let's
go
back
to
mr
lewis
and
rochester.
C
Yeah,
I'm
going
to
give
a
real
lawyer
answer.
I
guess
yes
and
no
so
I
I
don't
think
it's
so
much
the
structure
so
so.
Prior
to
so
rochester
went
through
a
lot
of
change
about
three
years
ago,
when
I
came
on
our
city
administrator
started
about
two
months
before
I
did,
but
his
predecessor
had
been
with
the
city
for
40
43
years,
something
like
that.
So
we
had
a
city
administrator
who
had
been
there
for
for
four
decades.
C
I'd
say
that
the
government
structure
relies
heavily
on
that
city
administrator
to
provide
the
accountability,
and
I
would
say
that
after
you
know
four
decades
in
their
role
that
that
that
had
gone
by
the
wayside
quite
a
bit,
we
had
a
number
of
department
heads
that
had
been
here,
20
20
plus
years,
and
it
was
a
very
siloed.
C
Each
department
kind
of
did
their
own
thing
and
you
know
for
me
anyway:
I'm
cleaning
up
a
lot
of
the
messes
from
from
from
that.
So
I
don't
think
it's
the
structure
so
much.
I
think
you,
if
you
have
a
solid
professional
manager-
and
you
have
a
council
that
is,
you,
know,
checking
in
and
doing
doing,
regular,
check-ins
and
meeting
with
that
with
that
manager
on
a
regular
basis.
I
think
I
think
that
is
that's
the
key
to
having
that
accountability.
C
So
I
I
don't.
I
wouldn't
say
that
it's
necessarily
the
structure
so
much
as
having
the
right
professional
staff
in
there
and
making
sure
that
the
that
the
council
is
is
acting
as
a
you
know,
as
an
actual
board
of
directors
and
and
making
sure
that
that
manager
is
doing
what
what
they
hired
him
or
her
for.
A
Okay,
st
paul,
does
you
know
how
does
your
structure
provide
accountability
for
administrative
staff
or
why
or
why
not,
and
do
you
think,
a
different
structure
would
improve
accountability.
D
Well,
I'm
gonna
probably
drift
off
in
to
a
little
bit
more
opinion
and
not
be
so
objective,
but
st
paul
has
in
some
of
especially
some
of
its
larger
departments,
has
a
very
entrenched
bureaucracy,
and
they
all
know
that
when
the
mayor
leaves
office,
they're
going
to
get
a
new
director,
and
so
they
they
can
hold
firm
on
a
lot
of
different
things
and
make
it
difficult
for
whatever
director
is
in
that
role,
and
I
think
I
think
that's
why
it's
very
difficult.
A
Okay,
miss
tierney.
You
have
anything
to
add.
F
Yeah,
I
you
know,
as
far
as
accountability
goes
again,
I
kind
of
think
it
depends
on
which
chair
you
sit
in.
If
you
are
part
of
the
administration,
the
administration
having
control
over.
F
You
know
the
council,
the
administration,
nominates
directors
of
departments,
then
they're
approved
by
the
council,
but
after
that
approval,
the
council's
role
in
that
department
director
goes
away,
and
so
you
know
I
can
see
how.
If
a
department
particular
department
director
was
difficult
to
work
with
from
a
council
perspective,
their
hands
would
be
tied,
and
so
I
think
that
a
council
who
was
frustrated
with
the
department
director
might
tell
you
that
they
don't
have
enough
accountability.
F
A
C
Sure,
for
a
little
background,
this
is
my
fourth
city.
I've
been
in.
I
started
my
career
in
local
government
in
fargo,
north
dakota.
C
We
moved
to
laramie
wyoming,
where
I
was.
The
city
attorney
moved
to
portland
oregon,
where
I
was
a
deputy
city
attorney
and
now
rochester.
I
really
can't
compare
it
much
to
minneapolis,
I'm
not
as
familiar
with
minneapolis.
I
did
do
a
little
research
in
minneapolis.
C
It
looks
like
it's
very,
very,
very
much
a
strong
council
form
of
government.
I
will
say
that
portland
is
one
of
the
few
cities
in
the
country
that
still
uses
a
commission
form
of
government.
C
I
highly
doubt
that
you'd
be
interested
in
going
that
direction.
That's
somewhat
outdated
in
portland's,
a
city
of
about
650,
000
people,
and
they
have
four
commissioners
and
a
mayor
representing
the
entire
city.
C
So
you
get
into
a
lot
of
issues
of
and
they're
all
at
large,
so
you
can
have
large
swaths
of
the
city
feeling
that
they
have
no
representation
so
and
the
other
problem
there
is.
You
have
basically
it's
more
like
it's
like
a
strong
mayor,
form
kind
of
like
st
paul.
I
guess,
but
you
have
you
have
the
mayor
dividing
up
the
departments
and
you
know
each
each
count.
Each
commissioner
appoints
you
know,
makes
a
political
appointment
for
the
department
head,
so
you
have
revolving
department
heads.
You
have
no
continuity.
C
Staff
in
charge,
if
they're,
all
political
appointees,
my
personal
opinion-
is
that
having
strong
professional
staff
is,
is
a
necessity.
Having
you
know,
political
appointees,
who
are
only
there
for
a
short
time
where
everyone
working
under
them
knows
they're
going
to
be
gone,
and
you
know
four
years
or
less
is
not
ideal.
C
So,
in
my
opinion,
I
think
the
the
strongest
form
of
government
is.
Is
a
council
manager
form
of
government
where
you
have
the
council
acting
more
as
the
board
of
directors
and
hiring
a
professional
manager
in
a
city
in
a
in
a
larger
city,
I
mean,
obviously
depends
largely
on
the
size
of
the
city
in
a
city
the
size
of
minneapolis.
You
know
that
that
manager
is
working
for
the
council
and
really
managing
the
department,
heads
obviously
they're,
not
able
to
micromanage.
C
You
know,
however,
many
thousands
of
employees
they
have
in
minneapolis,
but
they're
they're
able
to
ideally
prevent
the
silo
effect
and
create
more
of
a
team
approach,
and
allow
be
that
facilitator,
I
guess
between
the
departments,
so
so
that
there
is,
you
know
a
common
common
boss.
I
guess
who
is
a
professional
is
is
well
you
know,
appointed
by
the
council,
rather
than
you
know,
appointed
by
like
a
strong
mayor
where
it's
going
to
be
someone
different.
Whenever
there's
a
new
mayor,
you
have
someone
who's
got
more
skin
in
the
game.
C
I
guess
and
and
probably
more
in
tune
with
you
know
in
the
professional
associations
like
icma
and
and
just
better
able
to
to
provide
the
council
with
that
that
expertise.
So
again,
that's
that's.
My
opinion
definitely
can
respect
some
others,
but
but
that's
that's
my
experience.
A
Great
and
st
paul
question:
five
again:
how
do
your?
How
do
you
think
your
city,
city's
government
structure,
compares
other
cities
and,
if
you
can,
if
you
can
compare
it
to.
D
Minneapolis,
well,
I
believe
saint
paul
is
like
a
textbook
strong
mayor
form
a
government
with
really
no
no
surprises
in
what
to
expect,
as
as
rachel
explained
initially
in
our
structure.
D
I
there's
value
to
not
having
the
buck,
stop
with
or
just
a
mayor,
and
I
think
it
fosters
more
innovation.
D
When
you
have
a
strong
mayor
or
form
a
government,
you,
the
buck,
stops
if
there's
an
idea
that
doesn't
work
on
the
con
on
the
other
side,
if
the
mayor
has
an
idea
that
gets
that
gets
implemented
in
a
much
faster
time
than
than
in
minneapolis.
A
A
F
Not
really
trudy's,
certainly
the
expert
on
minneapolis
I've
spent
20
years
in
st
paul.
I
find
this
system
to
be
pretty
efficient,
but
I
do
think
that
the
that
the
reduced
role
of
the
council
can
be
limiting.
A
Let
me
just
add:
you
know
from
the
st
paul
standpoint
last
last
either
of
you
I
mean
you
know
one
of
the
things
that
we've
tried
to
do.
I
think
in
drafting
our
our
concepts
here
is
try
to
try
to
preserve
the
best
of
both
right
and
preserve
an
active
and
engaged
council,
but
also
give
clearer
lines
of
authority
for
department,
heads
and
city
staff,
and
I
guess
you
know,
ms
maloney,
I
guess
I
mean
there
there.
There
must
be
a
happy
medium
in
here.
A
Right
I
mean
it's,
not
you
know
they're.
You
know
I
kind
of
would
like
to
think
of
was
of
us
looking
for
maybe
I
mean
we've
talked
about
this
as
an
executive
mayor
legislative
council
proposal.
A
It
might,
it
obviously
ends
up
being
a
kind
of
a
something
of
a
bit
of
an
increase
in
mayoral
power,
but
I
still
think
there's
there's
some
balance
here.
Would
you
know
in
terms
of
your
experience
in
both
minneapolis
and
st
paul?
Do
you
think,
there's
kind
of
a
happy
medium
to
be
struck.
D
I
do
I
do
think
there
is.
I
can't
tell
you
exactly
what
that
is
when
I
was
working
in
minneapolis.
D
The
city
coordinator
had
certain
departments
reporting
to
that
position
and
and
other
departments
reporting
directly
to
the
the
council
and
mayor,
and
I
know
that
that
created
some
problems
in
trying
to
execute
some
priorities
that
the
city
had,
and
it
made
me
sometimes
wonder
whether
expanding
the
city,
coordinator's
role
wouldn't
be
closer
to
that
kind
of
hybrid,
where
the
city
coordinator
still
reports
to
all
14,
but
also
has
more
authority
over
all
departments,
because
so
many
times
the
the
in
order
to
get
something
done,
you
have
to
work
cross-departmentally
and
there
would
be
some
dead
stops
to
try
to
get
some
initiatives
going
as
a
because
the
coordinator
didn't
have
that
that
authority.
A
Okay-
and
that's
done
with
our
questions
like
I-
should
open
up
to
our
other
work
group
members
or
other
members
of
the
charter
commission
who
are
in
attendance.
Does
anybody
else
have
any
questions
for
our
representatives
from
rochester
and
st
paul.
E
I'm
sorry,
I
don't
have
video,
but
I
have
a
question.
I
guess
for
ms
maloney
and
I
understand
the
concerns
about
you
know
if
you
have
a
mayor
that
has
bad
ideas
or
is
not
receptive
to
working
with.
E
Bad
results
and,
conversely,
you
know
you
might
have
really
good
results
with
a
with
a
strong
mayor,
who's,
thoughtful
and
all
the
other
attributes.
You'd
want
in
the
mirror,
but
structurally,
which
system
do
you
find
to
be
more
efficient?
I
mean
when
we
did
the
interviews
with
department,
heads
and
based
on
my
own
experience.
E
You
know
that
a
lot
of
times
people
are
trying
to
please
the
so-called
14
bosses
and
that
kind
of
disappears
in
saint
paul
I
mean:
do
you
find
that
saint
paul
is
more
efficient
or
not
efficient
in
the
current
structure,.
D
St
paul,
I
saint
paul,
is
more
efficient,
but
I
I
think
for
that
efficiency.
You
lose
some
of
the
innovation
and
creativity.
D
I
know
you
didn't
ask
me
that
question,
but
some
I
mean
just
the
thing
that
I
was
surprised
when
I
came
to
saint
paul
was
where
minneapolis
had
brought
on
an
enterprise-wide
finance
system
way
back
in
the
early
90s.
St
paul
was
just
beginning
to
do
that
in
the
middle
2000s
they
were
doing.
D
Yes,
our
roads
get
plowed
and
they
and
we,
you
know
things
work
much
more
more
efficiently
than
in
minneapolis.
A
Any
other
questions
from
other
commissioners
other
worker.
A
Members,
okay,
I'm
not
seeing
anybody
raising
their
hand.
Let
me,
on
behalf
of
my
co-chair
jill,
garcia
and
the
chair
of
the
charter
commission
as
a
whole
barry
clegg.
Let
me
extend
my
extreme
thanks
and
gratitude
to
the
representatives
of
saint
paul
and
rochester
that
have
come
with
us
to
share
their
perspective.
A
This
is
the
sort
of
thing
that
is
really
helpful
to
us
as
we
try
to
chart
a
path
and
figure
out
what
we're
gonna
do
with
respect
to
any
proposals
we
make.
So.
Thank
you,
mr
luce.
Thank
you,
ms
tierney
and
ms
maloney
you.
This
has
been
very,
very
helpful.
Thank
you.
D
A
All
right,
I
think
that
completes
item
three
on
our
agenda:
the
presentations,
let's,
let's
move
with
to
item
four
on
the
agenda,
which
is
proposals
and
recommendations,
and
we
are
approving
a
summary
of
proposals
for
possible
reforms
related
to
the
government
structure,
and
we
are
basically
at
this
point
voting
to
send
those
proposals
forward
to
the
next
full
meeting
of
the
charter
commission,
which
I
believe
is.
A
February
3rd-
and
I
certainly
will
be
subject
to
correction-
if
that
is
correct,
so
attached
to
the
packet
and
is
the
updated
summary
of
initial
proposals
based
on
our
vote
at
the
last
meeting,
we
have
one
two,
three,
four
and
five.
As
you
recall
the
last
meeting,
we
took
off
the
line
item
veto,
and
so
I
guess
a
motion
would
be
in
order
to
forward
our
summary
of
initial
proposals
to
the
overall
charter
commission.
A
Okay,
it's
been
moved
and
seconded.
Is
there
any
discussion
on
the
on
the
motion
sending
this
to
the
overall
charter
commission.
C
C
E
A
A
The
motion
is
adopted
and
our
summary
of
initial
proposals
is
now
being
will
now
be
transmitted
to
the
overall
charter
commission
that
completes
item
four
on
the
agenda
item.
Five
on
the
agenda
is
amendment
drafting
process
timeline
and
we
have
put
together
a
timeline
for
completion
of
the
amendment
drafting
process
because,
obviously
we're
going
to
have
to
come
up
with
a
specific
draft
to
incorporate
our
initial
proposals,
and
that
also
was
included
for
the
packet
for
the
meeting.
A
If
you've
got
it
and
the
what
we've
got
is
obviously
today's
meeting
january
19th.
Next
third
excuse
me
next
tuesday,
the
26th
we
hopefully
will
have
a
work
group
interview
of
current
city
council
members
about
our
proposed
draft
and
draft
amendment
followed
the
next
day
by
hopefully
an
interview
with
mayor
frye
about
our
proposed
draft
february.
A
Third,
of
course,
is
the
overall
charter
commission
meeting
and
then
the
the
work
group
drafting
sessions
we
have
tentatively
scheduled
between
february,
8th
and
26th
and
we're
going
to.
A
Basically,
our
concept
is
is
that
we
would
meet
twice
a
week
for
a
few
weeks
in
order
to
hash
out
the
very
specific
you
know
the
x
and
the
o's,
the
deletions,
the
additions,
and
these
are
the
meetings
where
we're
going
to
be
parsing
out
words
and
getting
out
the
thesaurus
and
getting
out
the
drafts
with
the
strikeouts
and
the
insertions.
A
So
the
initial
proposal,
as
we've
figured
out,
would
be
tuesdays
and
thursdays
february,
9th
and
11th
february,
16th
and
18th
february,
23rd
and
25th,
and
the
final
draft
that
we
will
send
to
the
over
you
know
the
final
actual
draft,
with
all
of
the
deletions
and
insertions
should
be
approved
on
february
25th.
And
of
course,
obviously
you
know.
A
Other
members
of
the
charter
commission
are
welcome
to
these
meetings
and
we
welcome
the
input
and
then,
of
course,
the
the
next
overall
meeting
of
the
charter
commission
after
that
would
be
march
3rd.
And
then
at
that
point
you
know-
and
this
obviously
is
an
issue
for
the
overall
charter
commission
in
terms
of
public
hearings
and
when
to
schedule
public
hearings
and
then
the
april
7th
would
be
the
fi.
A
The
overall
charter
commission
meeting
where
we
would
present
our
full
report
on
the
proposal
to
amend
the
charter
and
and
at
that
point
we
would
think
the
overall
charter
commission
would
then
be
able
to
vote
on
whether
to
submit
the
the
proposed
amendment
to
to
the
electorate
in
november
of
2021.
Of
course,
we
have
to
kick
it
over
to
the
city
council
to
have
them,
discuss
the
language
put
on
the
ballot.
A
That's
the
proposed
timeline.
I
guess
I
would
seek
any
input
if
anybody
wants
to
has
a
different
perspective
or
if
we
need
to
change
this
to
accommodate
certain
scheduling
I
mean
I
don't
know
if
I
think
we've
accommodated
all
holidays
and
and
and
whatnot,
but
does
anybody
have
any
comments
on
the
proposed
schedule?
At
this
point?.
A
Doesn't
look
like
we
have
any
comments?
I
don't
know
that
we
need
a
specific
motion
to
adopt
the
schedule,
but
I
just
wanted
to
go
through
that
and
give
everybody
a
notice
of
what
those
meetings
going
to
when
those
meetings
are
going
to
occur
and
that's
item
five
on
the
agenda.
I
guess,
is
there
any
other
business
or
any
other
comments
by
any
members
of
the
work
group
or
other
commissioners
who
are
attending
before
we
adjourn.
A
Seeing
no
additional
business,
let
me
thank
everybody
for
their
their
attention
and
their
good
questioning.
Thanks
again
to
the
representatives
from
saint
paul
and
rochester
and
without
objection,
the
meeting
is
hereby
adjourned.
Thank
you.
Everyone.