►
From YouTube: September 23, 2021 Budget Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
Good
afternoon
my
name
is
lenny
palmisano
and
I'm
the
chair
of
budget
committee,
I'm
going
to
call
to
order
this
regular
committee
meeting
for
thursday
september
23rd.
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law,
section
13
d
.021
due
to
the
declared
state
of
local
public
health
emergency.
B
B
Today
we
will
begin
hearing
presentations
from
city
departments
on
the
mayor's
2022
recommended
budget
on
the
agenda.
Today
is
the
city
clerk's
office,
which
includes
both
elections
and
city
council,
the
city
coordinator
and
intergovernmental
relations,
our
internal
audit
department
and
also
the
assessor
I'd
like
to
talk
a
little
bit
through
some
of
the
conversations
that
I've
been
having
with
my
colleagues
as
we
look
to
prepare
for
markup.
B
The
first
public
hearing
for
the
city's
budget
will
be
november
16th,
but
I
wanted
just
to
share
and
point
out
that
I've
been
working
with
city
staff
and
also
our
new
director
of
budget,
emilia
kruver
on
how
to
best
have
a
smooth,
markup
and
budget
cycle
under
her
new
leadership,
and
we
have
some
goals.
You
know
we
want
our
budget
to
be
balanced
and
fit
within
our
city's
adopted
financial
policies.
B
We
want
our
council
to
have
resources
to
craft
amendments,
to
the
budget
that
achieve
their
intended
goals
and
don't
conflict
with
other
people's
amendments
whenever
possible,
and
we
want
to
make
sure
that
our
finance
and
clerk
staff
have
adequate
time
to
make
sure
these
amendments
are
sound,
that
they
don't
have
errors
in
them
and
that
they
meet
our
city
policies.
So
I
do
ask
my
colleagues
to
work
through
both
the
budget
office
and
myself
as
chair
of
budget
committee.
B
The
budget
director
director
kruver
is
interested
in
helping
you,
even
if
it
means
you're
trying
to
find
an
appropriate
source
for
a
budget
amendment
that
has
a
fiscal
impact.
So
please
they
are
willing
to
start
working
with
you
as
soon
as
september
here,
but
we
want
to
make
sure
that
we
have
all
amendments
submitted
at
least
and
ideally
a
week
before,
but
at
least
24
hours
in
advance
of
our
first
markup
on
december
3rd.
B
I
have
been
having
these
conversations
one-on-one
with
a
lot
of
my
colleagues
and
I'll
I'll,
continue
to
do
that.
So
I
just
wanted
to
put
all
of
that
out
there
before
we
begin.
So
I
will
ask
the
clerk
at
this
point
in
time
to
call
the
role
to
verify
the
presence
of
a
quorum.
D
A
E
B
Members
present,
thank
you.
Let
the
record
reflect
that
we
have
a
quorum.
Like
I
said
at
the
beginning,
colleagues,
we
will
begin
today's
agenda
with
the
city
clerk's
office
and
we
have
ms
gina
powell
here
to
kick
us
off
with
that
presentation.
We
are
fully
scheduled
today
until
4
pm.
Unless
these
presentations
don't
go
their
allotted
amount
of
time
each,
in
which
case
we're
going
to
continue
as
fast
as
we
can
with
the
next
and
the
next
presentation
so
welcome
ms
powell.
F
Good
afternoon,
madam
chair,
my
name
is
gina
powell
and
I
have
the
privilege
of
serving
as
the
manager
of
administrative
services
in
the
office
of
city
clerk
for
the
city
of
minneapolis.
May
it
please
the
committee
on
the
behalf
of
city
clerk,
casey
carl,
who
is
currently
at
the
early
voting
center,
providing
services
to
the
voter.
I
am
here
to
present
the
mayor's
2022
budget
proposal
for
the
city
council
and
for
the
office
of
city
clerk,
which
also
encompasses
the
election
and
voter
services
division.
F
Next
slide.
Please,
the
office
of
city
clerk
is
the
secretary
of
the
city
council
and
facilitates
legislative
processes
in
addition
of
the
office.
In
addition,
the
office
serves
as
the
organizational
center
for
the
two
enterprise
program:
election
management
and
voter
services
and
records
and
information
management
combined.
The
department's
total
budget
is
proposed
to
increase
approximately
by
35
percent
to
18.9
million
in
2022
in
comparison
to
2021
adopted
budget.
F
F
With
your
permission,
madam
chair,
I
would
like
to
begin
with
the
city
council
with
that
we
will
move
to
the
next
slide,
which
is
already
here
here.
You
see,
the
entirety
of
city
council's
program
is
supported
by
the
city's
general
fund
proposed
in
2022
to
be
approximately
5
million,
which
is
a
decrease
by
3
percent
in
comparison
to
the
2021
adapted
budget.
F
F
F
F
Finally,
the
full
council
and
its
individual
member
represents
the
interests
and
priorities
of
the
city
in
a
number
of
local,
regional,
statewide
and
national
organization
association
and
interest
group,
including,
for
example,
the
league
of
minnesota
cities,
the
national
league
of
cities
and
more
next
slide.
Please,
the
office
of
city
clerk
encompasses
three
primary
business
lines.
Those
include
the
election
and
voter
services
division,
as
well
as
the
record
and
information
management,
division
and
legislative
support
and
administrative
division.
F
The
election
and
voter
services
division
is
accounted
separately,
so
this
presentation
slide
is
currently
focused
on
last
two
of
those
business
lines.
From
the
budgetary
perspective,
the
office
of
city
clerk
budget
is
roughly
6.6
million
dollars
in
2022,
which
is
an
increase
of
16
percent
compared
to
the
adopted
2021
budget.
The
increase
is
tied
to
the
enhancement
proposed
by
the
mayor
and
the
increase
in
cost
association
associated
with
internal
cost
allocation,
and
some
personnel
cost
next
slide.
Please
this
slides
break
down
the
office
of
city
clerk's
budget
by
two
division.
F
The
records
and
information
division
management
division
led
by
christian
rommelhoff,
represents
roughly
3
million
dollars
of
the
total
clerk's
budget.
The
legislative
support
and
administrative
division
led
by
jackie
hansen
represents
roughly
3.5
million
dollar
of
the
total
clerk's
budget.
The
office
of
city
clerk
is
comprised
of
21
staff,
with
two
additional
staff
proposed
in
the
mayor's
recommended
budget
next
slide.
Please.
F
The
office
of
city
city
clerk
is
the
primary
record
keeping
agency
of
the
city
government.
It's
fulfilled
its
responsibility
in
two
ways:
first,
as
a
clerk
and
the
parliamentarian
of
the
city
council,
which
involves
facilitating
legislative
process
and
the
publication
and
preservation
of
the
city
charter
code
of
ordnance
and
the
other
official
acts
next
slide,
please.
F
F
But
sorry
from
the
budget
perspective,
roughly
1.5
million
of
the
records
management
information
division
budget
is
covered
by
general
fund
and
1.5
million
dollar
is
covered
by
the
internal
service
fund
to
support
the
document
solution
center,
a
unit
in
the
division
that
functions
as
the
city's
in-house
printing
and
documents
resource
center
next
slide.
Please
election
and
voter
services
is
one
of
the
division
of
the
office
of
city
clerk,
as
I
mentioned
earlier
on
this
presentation
that
this
division
is
accounted
separately
for
the
reporting
purposes.
F
From
the
budgetary
perspective,
the
election
and
voter
services
election
and
voter
services
budget
is
roughly
7.4
million
in
2022,
which
is
an
increase
of
128
compared
to
the
2021
budget.
The
increase
is
tied
to
the
enhancement
proposed
by
the
mayor
to
conduct
the
2022
gubernatorial
election,
and
some
other
personnel
cost
increases
next
slide.
Please,
the
election
and
voter
services
is
comprised
of
eight
full-time
staff,
I
should
say
eight
full-time
permanent
staff
and
eight
part-time
permanent
staff
during
this
during
election
season.
F
This
division
recruits
thousands
of
seasonal,
part-time
staff
and
thousands
of
election
judges
as
contract
workers.
Next
slide,
please
the
voter,
the
election
and
voter
services,
division,
fulfills
all
duties
assigned
to
the
city
clerk
as
the
city's
chief
election
official,
and
that's
why
casey
is
not
here
presenting
this
budget
right
now.
As
he's,
he
is
filling
that
role.
F
In
short,
this
means
three
things:
first,
maintaining
a
state
of
readiness
to
conduct
an
election
whenever
required;
second,
preserving
the
integrity
of
each
election
by
planning,
organizing
coordinating
all
administrative
operations
and,
third
and,
most
importantly,
ensuring
all
voters
have
equitable
free
and
fair
access
to
the
ballot
box
and
are
supported
in
participation
in
an
election
next
slide.
Please.
B
Next
slide,
actually,
ms
powell,
I
just
want
to
stop
you
and
make
sure
that
there
aren't
any
comments
or
questions
from
my
colleagues
on
what
you've
already
presented.
I
would
actually
like
to
to
step
back
in
the
presentation
a
little
bit
to
the
city
council's
budget.
B
That's
within
the
clerk's
office,
you
mentioned
the
internal
cost
allocations
for
city
council
is
recommended
for
a
decrease
of
three
percent,
and
you
you
refer
to
it
as
internal
cost
allocations,
just
so
that
the
public
can
can
understand
and
as
well
as
my
colleagues
and
myself,
could
you
help
us
understand
what
that
means.
What
are
internal
cost
allocations.
F
The
internal
cost
allocations
are
the
internal
service
funds,
for
example,
the
it
costs
that
are
already
embedded
in
the
core
service
budget,
rent
property
services,
rent
some
of
the
internal
hr,
support,
cost
and
most
likely
would
be
the
it
ones,
and
I
don't
have
the
numbers-
and
I
see
amelia
here
so
amelia.
If
you
can
help
me
on
this
one,
I
appreciate
it.
B
Yeah,
thank
you.
Perhaps
that
was
a
better
question
for
the
budget
director.
Ms
kruver,
your
former
colleague
and
employee.
Ms
powell,
who
used
to
be
in
the
finance
office,
did
a
good
job,
but
did
you
have
anything
to
add
no.
G
Chair
palmisano,
I
was
mostly
just
wanted
to
let
everyone
know
that
I
was
here
if
you
needed
help,
but
gina
did
an
excellent
job
explaining
sort
of
what
those
internal
service
costs
are.
One
thing
that
is
a
little
bit
something
that's
city-wide
that
gina
powell
might
not
have
all
the
context
for
that
I
wanted
to
to
mention
is
that
this
year,
because
we
did
see
large
increases
in
some
parts
of
our
internal
service
models,
mostly
the
payments
that
we're
making
into
the
self-insurance
fund.
B
Thank
you,
so
we
should
expect
or
anticipate
to
see
that
in
some
other
presentations,
even
some
other
presentations
today,
I
want
to
note
for
the
record
that
andrew
councilmember,
andrea
jenkins,
is
here
council
member.
Could
you
just
patch
on
and
and
say
something
so
we
can
count
you
as
present.
E
Here
is
my
presence.
Thank
you.
A
Yes,
trip
home
song.
Thank
you
I
I
guess
I
just
want
to
note
and
maybe
ask
staff
how
they're
contemplating
managing
this
that
there
is
a
proposed
charter
amendment
that
voters
will
be
voting
on,
that
we
won't
know
the
outcome
of
until
november
3rd.
That
would
require
and
charter
positions
that
are
not
currently
reflected
in
this
budget.
So
there
will
be
additional
expenses
added
to
the
to
this
budget
item
and
then
we'll
have
to
contemplate.
A
I
suppose
whether
we
need
to
find
additional
revenue
for
this
budget
item
to
add
those
positions
or
whether
we're
facing
some.
What
I
think
most
of
us
would
find
some
very
difficult
and
distressing
cuts.
So
I
guess
I'm
curious
what
thinking
has
gone
into
that?
I
know
that
there's
been
a
general
reluctance
to
to
do
sort
of
contingency
planning,
not
knowing
whether
this
will
become
law
or
not.
But
what
happens
in
in
the
budget
and
has
there
been
thought
to
how
we'll
manage
that
process?
A
I
think
it's
worth
flagging
for
each
department,
where
we
run
into
a
situation
where
the
budget
could
be
changed
by
the
will
of
the
voters.
To
just
note
that
that's
one
thing
that
could
destabilize
this
work
that
we'll
have
to
account
for
in
our
budget
making
process
in
the
fall.
B
Yeah,
I'm
gonna
pass
that
back
to
director
kruver,
because
she-
and
I
just
had
a
conversation
about
that.
The
other
day
ms
kruper
yeah.
G
G
H
Thanks,
madam
chair,
I
put
myself
in
cue
on
the
same
topic.
I
will
say
a
couple
things:
maybe
that
didn't
quite,
but
I
think
are
useful
context.
So,
first
of
all,
I
think
gina
did
such
a
good
job
of
explaining.
You
know
the
legislative
branch
and
its
functions
right
now.
You
know.
One
of
the
reasons
that
staffing
shifts
would
likely
be
needed.
Is
that,
right
now
the
legislative
branch
of
our
city,
the
city
council,
relies
on
staff
in
city
departments
to
write
policy
and
ordinances.
H
I
get
really
different
answers
to
questions,
so
I
would
say
it's
it's
fair
to
say
that
there's
quite
a
lot
to
be
worked
out
in
a
pretty
short
time.
If,
if
the
government
structure
question
does
pass
and
of
course,
would
continue
to
be
worked
out
over
many
years
to
come,
but
you
know,
I
think,
to
the
extent
that
our
current
interim
city
coordinator
is
is
working
with
the
league
of
minnesota
cities
to
develop
some
of
these
policy
questions.
H
I
think
that
process
is
useful.
It's
clear
to
me
right
now
that
the
key
department
heads
that
would
be
involved
in
this
transition
are
not
fully
on
the
same
page
about
what
this
would
look
like
and
what
the
shifts
would
mean.
So
we
will
have
to
work
really
quickly.
I
think
to
get
more
on
the
same
page
as
well
as
to
identify
what
that
might
mean
for
staffing
and
budgetary
shifts
by
the
time
we
are
making.
H
If
you
know
if
that
was
till
after
the
election,
which
I
think
makes
sense
to
understand,
the
outcome
of
the
maximum
levy
will
already
be
set.
So
just
also
wanted
to
note
that
we
will
not
be
able
to
raise
the
levy
as
a
revenue
source
for
additional
staff.
So
unless
there
is
a
different
other
kind
of
revenue
source,
we
would
be
working
within
the
same
budget
and
looking
at
shifting
staff.
B
F
F
Thank
you.
This
slide.
Moving
on
to
the
slide,
the
mayor
has
proposed
approximately
seventy
one
thousand
dollars,
or
I
should
say,
seventy
thousand
eight
hundred
and
forty
four
dollars
of
ongoing
funding
in
2022
budget
to
support
the
ongoing
needs
within
the
records
and
information
management
division.
F
20
000
of
this
proposed
funding
will
be
used
to
cover
the
actual
licensing
cost
of
servicenow.
This
is
an
existing
system
that
has
expanded
to
include
all
requests
for
mpd
data.
The
system
requires
each
city
user
to
be
licensed
at
a
cost
of
sixteen
hundred
fifty
dollars
per
year.
The
office
of
city
clearing
has
existing
budget
of
ten
thousand
dollars
covering
six
licenses
for
the
clerk's
office,
full-time
staff.
F
I
will
move
on
to
next
slide.
If
no
one
has
question
on
this.
F
Given
the
fiscal
reality
facing
the
city,
it
is
definitely
a
positive
to
discuss
new
investment
that
the
mayor
has
proposed
for
the
2022
budget.
Next
slide,
please
for
the
clerk's
office.
The
first
change
item
proposed
by
the
mayor
for
325
000
in
ongoing
funding
and
20
000.
In
one
time,
funding
is
for
captioning
and
broadcasting
services
clerk's
office
will
lead
the
in-person
live
captioning
service
contract
and
also
use
this
fund
to
hire
a
broadcasting
and
scheduling
support
staff
to
work
with
the
vendor
to
schedule
all
the
broadcasted
city
committee
meetings.
F
F
F
Second
change
item
proposed
by
the
mayor
for
98
247
000,
an
ongoing
fund
is
to
add
a
program
assistant
fte
to
support
and
manage
all
aspects
of
appointed
board
and
commission
program
in
the
clerk's
office.
The
city
never
had
a
designated
central
staff
to
support
more
than
50
appointed
boards
and
commissions.
F
B
It
is
I'm
going
to
pause
you
here.
We
have
questions
or
comments
from
council
member,
gordon
and
then
council
member
jenkins,.
E
Thank
you
very
much
chair
palmisano.
I
actually
had
a
question
about
the
last
slide
and
I'm
sorry,
I
didn't
get
my
hand
raised
quickly
enough.
I'm
a
little
bit
curious
about
the
thinking
behind
this
that
it's
not
housed
out
of
the
coordinator's
office.
Often
when
we've
talked
about
closed
captioning,
that
was
seen
of
some
something
the
communications
the
department
was
responsible
for,
and
I
see
now
it's
moving
into
the
the
city
clerk's
office.
E
I'd
like
a
little
bit
of
background
about
that
and
also
want
to
make
sure
there
may
be
other
events
and
things
that
we
do
where
closed
captioning
makes
complete
sense.
I
mean
what,
if
we're,
having
an
official
announcement
or
press
conference
or
something
like
that,
and
so
will
these
services
just
be
specifically
for
council
committee
meetings,
or
will
they
also
be
for
our
boards
and
commissions
and
will
they
also
be
used
for
departments
outside
of
the
city
clerk's
office,
so
we'll
end
up
providing
services?
E
For
some
I
mean
I
don't
know
what
kind
of
meetings
we
could
have,
but
you
can
imagine
that
a
police
department
or
the
fire
department
might
want
to
have
some
kind
of
a
meeting
and
captioning
would
be
great
for
anything
we
broadcast
in
my
opinion.
So
if
you
give
me
a
little
more
info
about
how
it
ended
up
here,
I
appreciate
it.
Thank
you.
F
Madam
chair
council,
member
gordon,
thank
you
for
that
question.
Currently,
the
contract
is
housed
in
neighborhood
communications
department,
ncr,
neighborhood,
communication
relations,
department,
ncr,
and
I
don't
think
communications
department
had
this
contract,
but
you
are
correct.
The
broadcasting
service
is
supported
by
communication
department
and
we
had
a
discussions
with
our
partner
department,
ncr
communications,
and
they
had
requests
since
clerk's
office
managed
most
of
the
schedule
for
these
meetings
that
they
feel
comfortable
having
this
contract
in
in
the
clerk's
department
and
to
answer
your
second
questions.
F
Yes,
this
is,
this
will
be
a
master
contract
so
that
any
city
department
or
any
city
related
events
could
request
to
schedule
a
captioner
and
that's
why
we
are
asking
an
fte
to
capture
and
support
the
entire
enterprise
to
schedule.
These
captions
captioning
services,
for
instance,
trends,
equity,
summit's
coming
up
and
they
have
requested
the
captioning
services
and,
yes,
they
are
working
with
our
current
vendors
to
so
that
they
have
coverage
of
captioners.
For
the
for
the
meeting.
D
Thank
you,
chair
palmisano,
and
my
question
is
about
the
previous
slide
as
well.
I
I
mean
I
understand
that
there
are
sort
of
automated
apps
for
captioning,
etc.
I'm
wondering
what
is
the
benefit
of
live,
captioning
versus
digital
or
online
captioning.
F
Madam
chair
council,
member
council,
vp
jenkins,
thank
you
for
the
question.
We
don't
have
to
have
pers
in
person.
They
can
remotely
caption
from
anywhere.
However,
the
auto
captioning
services
that
we
had
previously
wasn't
capturing
all
the
nuances
that
you
know,
city
of
minneapolis
has
it
was.
It
was
giving
wrong
kind
of
warnings,
because
it's
auto
capturing
no
human
was
able
to
audit
it
or
or
be
there.
F
So
that's
why
we
are
asking
for
in
person
does
not
mean
that
that
person
has
to
be
in
the
in
the
chambers
they
can
be
doing
captioning
from
anywhere
in
the
anywhere
from
anywhere.
Basically,
the
lawsuit
was
caused
that
one
of
the
residents
who
who
who
had
disability
was
looking
relying
on
the
captioning
that
was
broadcasted
and
at
that
time
it
was
auto
caption
captioning,
so
most
of
the
wording
did
not
make
sense.
F
So
as
as
a
settlement,
as
I
said,
all
the
city
partners
department,
we
discussed
it
this.
This
conversation
has
been
going
on
since
april
to
see
how
we
want
to
manage
this
handle
this
and
which
department
will
be
ideal
to
have
this
this
this
change
item.
So
I
hope
I
answered
your
question
comes
with
vph
and
jenkins.
D
F
F
F
The
election,
the
election
estimate
for
2022,
is
little
high
compared
to
the
previous
year's
gubernatorial
elections
in
2022
following
redistricting,
which
happens
once
every
10
years.
All
the
67
state
senator
seats,
all
134
state
representative
seats
are
up
for
election
and
the
regular
gubernatorial
election
in
2022,
making
2022
a
significant
state
level
election
year.
F
This
request
would
also
add
four
ballot
drop-off
sites
and
one
additional
seven-day
early
voting
center.
The
additional
seven-day
early
voting
center
will
enable
election
division
to
support
total
of
three
pop-up
early
voting
centers,
in
addition
to
the
146
day
site
to
support
all
the
voting
sites
and
polling
places.
Election
election
division
will
recruit
about
260,
part-time
seasonal
staff,
totaling
97,
000
staff,
time
hours
and
approximately
6
000
election
judges,
totaling
125
000
staff
time
hours,
which
is
the
biggest
cost
driver
of
this
2022
gubernatorial
elections.
F
Sixty
percent
of
that
form
sorry,
eighty
percent
of
that
four
million
dollar
goes
for
the
personnel
expense
to
recruit,
hire
and
pay
for
all
the
staff.
Time
hour.
It
almost
totals
200
000
staff
time
hours
to
support
the
2022
gubernatorial
elections.
F
Madam
chair,
this
this
last
slide
moving
on
to
the
next
slide.
F
Thank
you,
my
sorry.
This
concludes
my
comment
for
the
office
of
city
clerks
and
the
city
council
budget.
I
am
up
for
any
questions,
but
I
do
want
to
take
the
space
to
thank
all
the
staff
of
city
clerk
council
elections,
all
the
temporary
staff
election
judges,
seasonal
staff,
who
support
our
division,
our
department
and
our
city
every
day.
B
Thank
you.
I
think
that
these
kinds
of
presentations
help
show
the
public
how
many
different
things
are
on
your
plate
in
the
city
clerk's
office,
I'll
just
pause
briefly
to
see,
if
any
of
my
colleagues
have
any
other
questions
or
comments,
I'm
not
seeing
any.
So
I
will
direct
the
clerk
to
file
this
presentation.
Thank
you.
Miss
powell,
and
we
will
move
on
next
up-
is
the
city
coordinator
and
intergovernmental
relations
I'll
invite
our
interim
city
coordinator
heather
johnston
to
begin
to
begin.
Welcome.
I
Thank
you,
sir
thomas
donald
members
of
the
committee
heather
johnston,
the
interim
city
coordinator,
and
I
will
go
through
the
city
coordinator's
budget.
The
next
slide
really
just
gives
you
a
high
level.
The
next
slide
gives
you
a
very
high
level
of
the
types
of
work
that
we
do
really
we're
responsible
for
providing
guidance
and
strategic
administrative
and
management
services
for
the
city.
We
do
so
through
collaborative
efforts.
We
pride
ourselves
in
being
transformative
and
results
driven
in
our
department.
I
I
And
really
today,
the
city
coordinator
department
includes
all
of
these
different
items
on
the
slide,
these
different
departments
on
this
line.
What
I'm
going
to
be
talking
about
primarily
today
are
the
strategic
management
and
the
strategic
initiatives
part
of
the
city
coordinator
office,
and
so
that's
how
we
make
the
distinction
in
these
two
pieces.
I
So
in
total
the
city
coordinators
department
has
about
796
to
797
fte.
This
area
is
about
41
fte
in
total,
so
next
slide.
I
So,
as
you
can
see
here,
the
mirror's
recommended
budget
has
an
increase
of
about
2
million
dollars
or
21
in
2022
I'll
go
through
this.
In
some
detail,
a
number
of
items
are
contractual
in
nature,
but
I
will
get
into
that
when
we
talk
change
items
next
slide
so
administration
and
partnerships
above
the
1.2
million
dollars.
You
see
there.
That's
really
some
of
the
coordination.
I
That's
provided
the
minneapolis
service
center
and
I'll
talk
about
this.
All
of
these
in
more
detail,
876
000,
that
is
the
service
center,
that's
over
in
the
new
building
strategic
initiatives
that
includes
the
arts
and
economic
economy,
human
trafficking,
promise
zones,
race
and
equity
and
sustainability.
I
So,
as
I
mentioned,
what
we
try
to
do
here
in
the
coordinator's
office
is
trying
to
align
and
support
the
work
of
the
20
different
city
departments.
There
was
some
talk
earlier
in
the
the
meeting
about
some
of
the
work
that's
being
done
in
on
the
charter
initiatives.
We
try
to
bring
together
all
of
the
folks,
and
I
I'm
certainly
in
agreement
that
we're
not
all
on
the
same
page
yet,
but
we
certainly
are
striving
to
get
there,
and
in
addition
to
that,
we
are
talking.
I
We
have
the
direct
management
of
the
11
coordinator
departments.
Now
you
might
wonder
what
the
managers
manages
partnerships
deal
bullet
is
about.
As
you
know,
we
have
a
lot
of
partnerships
in
the
city
where
we
reach
out
to
people
both
internally
and
externally.
Things
like
meet
minneapolis
the
clean
energy
partnership,
juvenile
supervision,
center
city,
citywide,
labor
management
committee,
board
of
business,
business
agents,
facilities
and
space
and
asset
management.
So
those
are
just
a
few.
I
We
have
many
more
partnerships
than
that,
but
those
are
a
few
examples
of
the
partnerships
that
we
have
and
that
we
manage
within
the
administration
areas.
I
I
The
for
example,
cped
planning
permits
are
part
of
this
cped
business,
licensing,
cped,
construction
and
code
services,
finance
procurement,
and
so
assistance
would
like
e-supplier
and
target
market
programs
finance
utility
billing.
If
somebody
needs
to
pay
their
utility
bills,
the
health
department,
for
example,
we
have
them
accept
payments
for
pollution,
control
and
registration
code
enforcement,
citations,
the
police
department,
we
process,
firearm
and
fundraising
permits
there.
I
I
See
this
is
a
way
for
for
a
resident
or
a
business
person
to
come
in
and
really
get
all
of
their
needs.
Their
needs
met.
Excuse
me
in
one
area,
so
the
next
slide
I'll
talk
about
is
strategic
initiatives,
so
strategic
initiatives
is
led
by
our
division,
director,
danielle
and
danielle
shelton
balchack.
I
wanted
to
get
that
right
today,
and
so
she
has
a
number
of
different
areas:
arts
and
culture
and
the
creative
economy,
the
human
trafficking
promise
zone,
race
and
equity
and
sustainability.
I
I
We
are
working
very
hard
to
try
and
get
that
division
up
and
running,
and
I
know
that
danielle
is
also
on
here.
If
we
have
specific
questions
related
to
that
area,
the
next
slide
is
4.9
million
dollars
for
strategic
management.
Strategic
management,
to
just
remind
you,
is
the
continuous
improvement
in
facilitation,
performance
and
innovation
policy
and
research,
analysis
and
resiliency,
and
since
andrea
larson's
departure,
brian
smith,
has
graciously
agreed
to
be
the
interim
division
director
of
this
area.
I
Really
what
we
try
and
strive
for
in
this
area
is
to
be
the
city's
internal
management
and
operational
consulting
arm.
What
we
try
to
do
is
get
help
departments
improve
their
operations
and
help
them
in
terms
of
also
in
terms
of
measurement
and
doing
overall
strategic
planning
for
their
organizations.
I
We
hope
that
that
results
in
an
improved
service
delivery
for
the
city
as
a
whole,
so
the
next
slide
is
the
art
funding.
We
have
a
couple
different
pieces
here
that
I
want
to
just
highlight
for
you.
The
first
is
the
arp
evaluation
consultant.
I
Part
of
the
treasury
recommendations
are
to
include
specific
measures,
so
that
is
to
help
do
evaluation
and
data
analysis.
The
arts
and
culture
workforce.
Support
of
500
000
is
really
to
aid
impacted
industries
that
have
been
really
hurt
by
the
pandemic
corridor
activation
of
300
000.
I
This
has
a
number
of
social
determinants
of
health,
so
this
is
working
closely
with
health
in
terms
of
making
sure
that
we're
dealing
with
it,
helping
the
folks
who
are
impacted,
ending
human
trafficking,
650
000,
implementation
of
the
city
for
temporary
staff.
The
federal
government
does
allow
to
some
monitoring
and
implementation
of
such
a
large
amount
of
funds
and
then,
finally,
the
truth
and
reconciliation
commission
there
at
92,
000
and
so
in
total.
The
city
coordinators
department
has
1.862
million
dollars.
I
D
I
Proposal,
madam
chair
council,
vice
president
jenkins,
yes
and
I'll,
be
getting
to
that.
When
we
talk
about
them,
here's
the
recommended
change
items
as
well.
These
are
really
are
for
funds,
and
I
would
ask
director
shelton
walls
that
valzak
to
jump
in
if
I
misstate
it,
but
this
is
really
focused
at
individual
businesses
and
artists
and
trying
to
make
sure
that
they
are
weathering
the
coveted
economic
downturn.
But,
yes,
I
will
get
into
that
in
just
a
minute.
D
I'm
super
supportive
of
that
curious,
so
this
does
this
represent
the
entirety
of
the
strategic
initiatives,
or
will
you
be
delineating
what
those
strategic
initiatives
are.
I
Council
vice
president
jenkins,
the
entirety
of
the
strategic
initiatives
budget
is
5.3
million
dollars,
and
so
that
would
include
all
of
the
different
pieces,
including
arts
and
economy,
as
well
as
the
other.
The
other
departments
that
I
listed
and
we
can
go
into
detail
on
any
of
those.
That's
a
couple
slides
back
if
you'd
like.
D
Yeah
no
and
it
said
strategic
initiatives
and
then
strategic
partnerships,
you
kind
of
laid
out
most
of
the
partnerships,
not
all
I'm
sure,
there's
many
more,
but
I
I
just
wasn't
clear
on
all
the
strategic
initiatives.
So
you
know
I
don't
want
to
send
us
backwards.
Maybe
that
can
go
come
out.
Another
report,
but.
I
Madam
chair
council,
vice
president,
I
can
I
can
respond
to
that
a
little
bit
here
and,
for
example,
one
of
the
the
council
has
recently
created
an
arts
department,
and
so
that's
one
of
the
initiatives
that
we're
working
on
and
I,
as
I
said
I'll,
get
into
this
in
a
little
bit
more
detail.
I
The
race
and
equity
we're
really
trying
to
implement
the
city's
race
and
equity
goals.
We
have
another
initiative
here
on
sustainability
that
it's
trying
to
make
sure
that
we're
coordinated
and
looking
at
the
strategic
goals
that
the
city
has
set
up
with
respect
to
sustainability,
race
and
equity,
human
trafficking,
arts
and
culture
and
the
creative
economy,
as
well
as
the
promised
zone
areas,
and
so
those
are
really
kind
of
the
the
major
the
five
major
categories
that
we're
working
on.
They
take
different
forms.
I
For
example,
we've
been
talking
about
the
race
and
equity
division
and
we're
looking
at
whether
all
the
right
pieces
are
in
that
and
how
that
might
look.
You
know
a
year
from
now
and
trying
to
look
forward
to
see
how
we
can
make
that
kind
of
a
division
most
effective
in
the
enterprise.
Is
it
most
effective
as
a
division
of
the
city
coordinator?
Is
it
most
effective
as
a
department
within
the
city?
I
What
does
that
look
like
and
so
we're
taking
the
opportunity
of
the
trip
that
to
really
look
at
different
pieces
of
our
enterprise
that
deal
with
race
and
equity,
so
does
that
help
a
little
bit?
Is
that
responsive
to
your
question.
D
Yeah,
thank
you
miss
johnston.
I
I
really
wanted
to
just
get
a
sense
of
what
some
of
these
initiatives
are.
So
I
appreciate
it.
Thank
you.
I
Great
then,
I
will
move
on
to
course,
service
rebuilding,
so
in
the
mayor's
recommended
change
items
and
we
can
move
on
to
the
next
slide
and
then
the
primary
core
service
rebuilding
is
about
132,
000
or
133
thousand
dollars
in
ongoing
funds.
That's
to
restore
a
program
assistant
position
in
the
coordinator's
office.
We
had
that
position
retired
in
may
of
2020..
I
That
has
not
been
filled
in
order
to
achieve
some
budgetary
state
savings
what's
happening
now
is
we
have
a
bunch
of
program,
people
who
are
doing
a
lot
of
the
administrative
tasks,
and
so
we
really
think
that
reinstating
this
position
will
do
it
help
us
a
lot
in
terms
of
becoming
more
effective
and
more
efficient,
so
that
some
of
those
administrative
tasks
can
move
from
the
program
staff
to
this
program
assistant
position,
the
rest,
restoration
of
psa
operating
funds
or
public
service
center
operating
funds.
I
Is
we've
been
looking
to
see
how
we
can
fund
certain
things
internally,
with
covid
we've
been,
we
need
additional
resources
to
do
supplies
extra
supplies.
Cover
related
protocol
needs
mass
hand
sanitizer
all
of
those
types
of
things
we
also
are
looking
and,
as
we
stand
up
this
this
center,
looking
at
doing
some
additional
employee
development
for
the
department
as
a
whole,
I
think
someone
had
mentioned.
We
were
talking
closed
captioning
or
you
all
were
talking
closed
captioning
earlier.
I
We
also
want
to
make
sure
we
have
enough
resources
in
the
psa,
the
public
service
area,
to
have
a
public
service
area.
Excuse
me
to
have
more
translation
for
english
as
a
second
language
or
english,
when
english
is
not
a
primary
language,
also
looking
to
translate
some
of
the
signage
and
make
sure
that
that
our
service
center
is
accessible
to
all
people.
I
I
Okay,
the
first
change
item
is
the
mobile
crisis
response
supplement
and
I
have
director
brian
smith
on
the
line
as
well,
so
he
will
help
if
I
start
to
stumble
this.
The
primary
piece
of
this
is
the
900
000
in
ongoing
funds
for
a
contract
with
canopy
in
order
to
be
able
to
do
mobile,
behavioral
crisis
crisis
response.
I
This
is
intended
to
help
alleviate
some
of
the
the
mental
health
pieces,
for
example,
that
the
calls
that
the
police
are
on,
and
so
what
we've
done
is
we've
looked
at
the
pilot.
We've
tried
to
figure
out
okay.
What
do
we
need
to
do?
Obviously,
we
can
scale
it
up
scale
it
down,
but
what
we
want
to
do
is
be
able
to
operate.
I
So
the
goals
of
this
effort,
because
obviously
we're
in
the
performance
and
innovation
area
is
looking
at
community
members
experience
improved
service.
So
how
are
we
going
to
measure
something
like
that?
We'll
look
at
the
reduced
number
of
calls
with
the
police
response
in
terms
of
total
call
volume,
we'll
look
at
diversion
from
other
negative
outcomes.
For
example,
reduced
reduced,
repeat
calls.
I
So
if
you,
you
know
something
we're
not
actually
getting
at
the
the
issue,
if
there's
repeat
calls
for
the
same
thing:
reduced
use
of
force,
excuse
me
reduced
incarceration
and
rest
and
also
increased
access
to
treatment.
So
those
are
a
couple
of
samples.
There
are
more,
I
could
keep
listing
them,
but
those
are
some
examples
of
what
we'll
do
to
look
at
the
improved
services
to
the
community
and
how
they're
experiencing
that
in
that
piece.
I
The
community
members,
trust
and
youth
services,
primarily
we're
going
to
have
to
get
feedback
from
the
recipients
of
the
services.
Obviously.
Otherwise,
how
are
we
going
to
know
if
we're
not
listening
to
the
people
getting
the
services,
we
want
to
make
sure
that
they
have.
They
are
aware
of
the
service
that
they
trust
in
the
services
and
they
feel
like
they're
getting
the
services
that
they
need.
I
Another
piece
is
looking
at
feedback
from
partners
and
collaborators,
and
so
obviously
the
city
is
not
doing.
This
is
a
zero
fde
we're
doing
this
through
a
contract.
So
we're
going
to
talk
with
the
folks
who
are
doing
the
work
and
the
people
who
are
the
other
people
in
the
community
who
interact
with
those
services
and
to
make
sure
that
we're
getting
feedback
on
how
it's,
how
it's,
how
the
service
is
going.
I
Another
thing
that
we'll
look
at
for
this
contract
is
realizing
efficiencies.
Is
this
city
incurring
savings
as
a
result
of
this?
For
example,
we
might
look
at
fewer
or
smaller
settlements
of
payment
amounts.
We
might
look
at
resource
savings
versus
specialized
services.
For
example,
are
we
having
police
spend
less
time
at
intensive
calls
time
intensive
calls
again,
we
talked
about
repeat
visits,
that's
another
measure
for
the
increasing
effectiveness.
I
Obviously,
one
of
the
key
components
of
this
mobile
crisis
response
supplement
is:
we
want
to
make
sure
that
we
are
being
inclusive
and
supportive
of
all
of
the
different
communities
within
the
city
of
minneapolis,
whether
it's
bypack
lgbtq
and
so
we're.
We
want
this
work
to
be
performed
with
the
sensitivity
toward
our
different
communities
as
well.
I
Next,
unless
there
are
questions,
I'm
going
to
move
on
to
the
or
less
brian
thinks
I
missed
something
I'll
move
on
to
climate
action
plan
update.
Okay,
all
right,
you
all
are
taking
it
easy
on
me.
Today,
climate
action
plan
update
a
hundred
thousand
dollars
in
one-time
funds.
This
plan
we
have
last
updated,
has
not
been
updated
since
2013.,
as
you
all
know,
very
well,
not
only
have
the
climate
conditions
changed
since
then.
The
science
with
climate
change
is
always
evolving.
I
So
we
would
engage
a
contractor
to
capture
the
information
necessary
to
do
this
update
it's
not
additional
staff,
and
we
would
also
be
able
to
align
this
with
the
science,
the
current
science
of
climate
change,
and
also
we
want
to
elevate
the
environmental
justice
component.
We
talked
at
some
length
about
the
racial
equity
provisions
of
our
some
of
our
different
projects
and
want
to
make
sure
that
our
climate
action
plan
is
reflecting
that
as
well.
I
J
I'll
take
that
cue
to
jump
in
yes.
Thank
you.
I
do
have
a
lot
of
questions
on
this.
I
I
think
a
hundred
thousand
dollars
is
pretty
low,
so
I
think
maybe
be
helpful
to
hear
a
little
bit.
My
concerns
are
really
you
know.
We
can
come
up
with
a
plan,
but
I
think
most
of
us
are
concerned
about
what
we're
gonna
do
with
it
and
talk
about
how
will
we
actually
implement
those
changes?
J
So
I
think
it'd
be
helpful
to
hear
you
know
what
a
hundred
thousand
dollars
gets
us
and
if
there
is
plans
to
like
how
will
we
implement
that
plan?
Looking
at
our
previous
plan
that
we
had
a
lot
of
things
that
you
know
have
not
been
accomplished
in
the
long
amount
of
time
since
we
passed
that,
so
I
think
just
the
the
questions
of
well.
This
will
include
how
will
be
implemented
and
also
if
there
will
be.
I
Madam
chair
councilman
trader,
thank
you
for
that
question
that
doesn't,
and
I
see
kim,
is
going
to
be
in
queue
here
too.
So
he's
going
to
help
me
out
on
this,
but
I'm
going
to
start
us
off
or
at
this
point
in
time
the
funds
are
intended,
as
you
noted,
to
update
the
plan
and
then
the
implementation
will
be
done
under
the
leadership
of
our
current
sustainability
staff,
but
also
with
in
partnership
with
all
of
the
other
departments.
I
K
Thank
you,
councilmember
palmisano
and
councilmember
schroeder
and
yeah.
This
is,
you
know,
obviously,
a
quite
a
heavy
lift
to
to
update
the
plan.
It
includes
being
more
specific
about.
You
know
some
of
the
outcomes
which
I
think
were
somewhat
lacking
in
the
plan
that
we
had.
K
Currently,
we
had
a
lot
of
good
strategies,
but
I
think
the
plan
needs
to
be
a
little
bit
more
specific
about
what
our
intended
outcomes
are
and
get
more
in
alignment
with
both
our
comp
plan,
2040
initiatives
and
supporting
them
through
there,
as
well
as
really
getting
our
goals,
aligned,
the
accountability
of
it
and
the
funding
of
it
is
still
yet
to
be
determined.
K
Obviously
we're
very
interested
in
seeing
how
we
could
apply
a
social
cost
of
carbon,
as
you
know,
or
include
other
ways
that
we
may
be
able
to
sort
of
recognize
the
costs
of
carbon
and
create
some
additional
funding
sources
that
would
go
into
carbon
reduction
strategies
and
scale
up
some
of
our
existing
carbon
reduction
strategies
as
well
too.
But
I
think
you
know
what
we
want
to
spend.
K
This
funding
on
is
to
really
focus
our
our
on
racial
and
environmental
justice,
as
well
as
get
our
programs
in
alignment
with
other
planning
documents
and
other
organizations
that
have
been
doing
climate
action
updates,
such
as
you
know,
hennepin
county,
just
recently
released
theirs.
St
louis
park
has
done
an
update
last
year.
Saint
paul
had
done
an
update
as
well
too,
so
we
are
not.
Our
goals
currently
are
not
really
in
alignment
with
what
we
see
we
need
to
be
in
with
the
ipcc.
K
We
just
need
to
be
able
to
spend
the
time
on
with
community,
as
well
as
with
experts
on
on
figuring
out.
How
do
we
really
create
more
systemic,
larger
scale
and
scaled
up
change?
I
don't
have
all
the
answers
for
that
right
now,
but
we
do
need
to
spend
some
time
with
that
and
that's
why
we're
asking
for
this
support.
We
do
don't
have
the
capacity
to
do
it
within
the
sustainability
division.
At
this
time,.
J
Thank
you.
Thank
you,
director,
avian
and
also
thank
you
so
much
for
all
of
your
work.
I
think
my
my
questions
stem
from
again,
I'm
very
supportive
of
this
money,
but
my
questions
really
stem
from
I.
I
think
the
fact
is.
Every
single
department
in
the
city
could
have
their
own
climate
action
plan
and
in
some
sense
it
should
to
really
talk
about
the
impact
we
have
and
to
talk
about
everything
that
we
could
be
doing
as
a
city.
J
So
I
think,
because
we
don't
have
that-
I'm
just
very
open
to
hear
not
not
right
now
but
kind
of
in
the
future,
how
we
could
be
better
incorporating
our
climate
action
goals
than
everything
we
do
in
the
city.
K
Yeah,
I
know
I
council
members
trader.
I
really
appreciate
that.
I
know
you've
been
extremely
supportive
of
all
of
our
our
actions
and
been
very
directly
involved
in
supporting
many
of
our
initiatives.
So
thank
you
so
much
and
yeah
you
know
part
of
it
is
that
too,
you
know
we
feel,
like
we've,
we've
gotta
sort
of
come
out
of
the
covid
and
sort
of
pandemic
with
a
newfound
way
to
collaborate.
I
think
too,
like
you
said
we
feel
like
it.
K
We've
been
looking
at
that
too,
as
far
as
organizational
planning
and
and
such
how
we
can
have
a
better
connection
with
the
other
departments
and
how
we
create
some
more
accountability
with
their
own
goals.
Maybe,
for
example,
one
of
the
things
I'd
like
to
spend
some
more
time
on
is
the
carbon
accounting,
where
we
really
sort
of
say
this
is
their
carbon
allocation
for
a
particular
year
and
how
that
affects
the
decisions
that
are
being
made
in
order
to
really
keep
our
own
enterprise
accountable
for
the
amount
of
carbon.
K
That's
that's
going
out
so
there's
some
creative
ideas
being
done
in
other
areas,
but
you
know
we
haven't
had
quite
the
resources
or
capacity
to
really
explore
how
we
roll
that
out
across
our
enterprise
and
across
the
city.
So
I'm
hoping
this
will
give
us
that
time
and
capacity
to
do
that
right.
Thank
you.
B
I
was
gonna
save
this
for
the
end
in
case
you
got
to
it
later,
but
I've
been
as
you've
been
going
along
your
presentation.
I've
been
trying
to
figure
out
what
which
bucket
of
your
office
do
the
does
the
climate
resiliency,
the
chief
resilience
officer,
fit
into,
and
wouldn't
he
be
involved
in
this
climate
action
plan
update
and
and
who
does
he
work
with?
Does
he
work
with
the
sustainability
team.
I
Madame
care,
that's
a
great
question,
so
they
actually
are
in
the
sustainability
is
in
the
strategic
initiatives
in
this
chief
resilience
officer
is
in
the
strategic
management.
That
being
said,
all
of
those
folks
really
cross-pollinate
their
efforts.
I
I
would
expect
that
there
would
be
work
and
actually
we
just
got
director
smith,
and
I
just
got
off
a
call
talking
about
the
different
components
of
the
chief
resiliency
work
and
one
of
those
is
of
course
climate
resiliency,
and
so
I
I
would
expect
that
as
we
get
this
consultant
and
they
would,
that
would
be
one
of
the
people
that
they
want
to
talk
to
as
well.
So
thank
you,
smith
has
anything
to
add.
You
should
go
ahead
all
right,
so
I'm
going
to
go
on
to
the
next.
I
I
We
are
working
across
departments
to
eliminate
racial
disparities
by
hiring
artists
and
advisors
into
city
departments.
As
all
of
you
probably
already
know,
some
of
the
artists
that
are
the
bypak
artists
have
been
most
impacted
in
terms
of
economic
downturn
related
to
coven,
and
so
we've
really
tried
to
focus
our
efforts
there.
We
also,
I
do
want
to
update
you,
so
we
are
working
on
getting
the
department
up
and
running
as
a
part
of
that,
we
have
started
to
work
on
the
job
classification
for
the
department
head.
I
In
order
to
get
the
department
up
and
running,
we
need
to
make
sure
we
have
a
leader
of
that
department
and
to
bring
all
of
the
disparate
pieces
together
that
are
in
different
places,
and
so
that
is
an
update
on
where
that
work
is
that's
under
review
right
now,
so
we
hope
to
get
that
up
and
running
soon
and
then
we'll
have
a
process
for
that.
I
One
one
additional
thing:
I'm
sorry,
madam
chair,
not
to
interpret,
but
I
this
really
the
additional
2fte
will
really
kind
of
stabilize
what
we
have.
It
doesn't
get
into
the
full
vision
that
the
council
has
expressed
for
the
art
department,
but
it
does
really
help
stabilize
the
work
that
is
underway
so.
I
With
that,
I
am
going
to
just
go
to
the
next
slide,
which
is
thank
you
thanks
to
the
council
and
also
to
all
of
my
staff
in
this,
the
coordinator's
office
and
all
the
coordinators
departments.
Everyone
has
been
very
helpful
in
getting
me
up
to
speed,
as
I
said,
and
we
have
a
lot
of
really
great
and
talented
people
working
on
these
initiatives,
and
so
I'm
grateful
to
be
working
with
them
and
grateful
to
you
all
of
you
for
your
support
of
these
initiatives.
B
Thank
you,
council
president
pender.
H
Thanks,
madam
chair,
I
don't
want
to
do
too
much
of
this,
but
I
know
you
know
all
the
departments
in
the
city's
enterprise
have
had
huge
shifts
because
of
covid
and
the
murder
of
george
floyd
and
all
the
things
that
have
happened
in
the
city.
I
think
in
the
coordinator's
office
we
have
a
lot
of
staff.
H
Who
are
you
know
both
public
facing
and
enterprise
facing,
and
you
know
again
like
I
said
this
is
happening
in
every
department,
but
I
know
that
the
folks
in
the
coordinator's
office
have
really
stepped
up
in
a
huge
way,
have
often
sort
of
dropped,
everything
from
their
normal.
H
H
So
I
just
want
to
pause
and
say
that
and
offer
my
gratitude
to
the
staff
and
the
coordinator's
office
who
have
really,
like,
I
said,
shifted
gear
so
much
and
taken
on
so
much.
H
I
think
a
lot
of
the
vacancies
speak
to
the
fact
that
it's
been
a
really
really
hard
time
and
folks
took
on
a
lot
of
emotional
work
and
kind
of
a
lot
of
you
know,
support
type
roles
with
community,
and
so
I
just
I
appreciate
it
and
I
hope,
as
we
regroup
and
go
forward,
we
continue
to
figure
out
better
ways
to
support
staff
who
are
playing
that
kind
of
role.
H
You
know
each
department
kind
of
had
to
adjust
and
unique
in
different
ways,
and
I
think
that
was
a
big
part
of
how
the
coordinator's
office
experienced
the
last
18
months,
so
gratitude
and
appreciation
for
all
the
folks
who
are
working
on
figuring
out
how
to
make
sure
we're
supporting
staff
through
those
kinds
of
things.
I
I
It
has
been
a
very
difficult
time
and
I
have
only
been
here
for
two
months
of
it,
but
I
know
that
our
staff
has
have
been
very
challenged
and
have
been
working
very
hard,
both
externally
and
internally,
to
move
forward
and
really
just,
I
think,
we're
we're
going
to
focus
that
we've
tried
to
focus
and
make
sure
that
we're
funding
the
healing
process
as
well
internally.
So
thank
you
for
those
words.
E
Well,
thank
you
so
much,
and
I
also
want
to
share
my
appreciation
to
the
staff,
certainly
I'm
9-1-1
and
3-1-1,
and
but
all
the
staff.
I
think
we've
had
a
little
bit
of
a
tendency
as
a
city
council
and
we've
I've
seen
this
before
when
we
have
a
particular
department
that
seems
like
they're
able
to
take
on
more
or
willing
or
have
a
can-do
attitude,
especially
hard
working,
to
keep
expecting
them
to
do
more
and
more
and
more
and
more,
and
that's
a
little
worry
that
I
have
about
the
coordinator's
office.
E
E
We
should
keep
thinking
about.
Is
this
the
best
place
for
them?
I
know
we've
done
some
changes
where
I
think
the
homegrown
minneapolis
group
moved
to
the
over
to
health,
for
example.
So
think
about
that,
I
don't
want
to
see
us
do
what
we
sometimes
do,
where
we
overburden
the
most
effective
department
ever
so
we
make
sure
we
overload
it
so
much
that
it
ends
up
failing
and
not
being
able
to
do
all
that
we
expected
and
and
that.
E
So
I
just
really
appreciate
that
there
are
so
many
people
willing
to
take
on
these
things,
and
these
initiatives
and
the
coordinators
office
has
been
so
great,
not
doing
those,
let's
also
be
thoughtful
and
careful
how
we
manage
that
work
best
so
that
all
the
employees
are
productive
and
healthy
and
effective.
I
B
Thank
you,
I'm
not
seeing
any
other
questions
or
comments.
Thank
you,
miss
johnson.
I
L
Thank
you,
madam
chair
and
members
of
the
committee
for
the
record.
My
name
is
fatima
moore
and
I
am
the
director
of
the
intergovernmental
relations
department
within
the
state
of
minneapolis.
L
I
will
be
going
over
our
budget
recommendations
per
the
mayor
for
igr,
otherwise
known
as
so
next
slide.
Please
intergovernment
relations,
otherwise
known
as
igr.
L
Next
slide,
please,
the
2022
mayor's
recommended
budget
for
igr
is
roughly
170
176
000
about
a
15
increase
for
the
2022
budget.
L
The
some
of
that
increase
is
due
to
some
change
and
a
a
change
item
request
which
I'll
go
into
details
in
a
later
slide,
and
I
just
wanted
to
also
highlight
if
you
look
on
the
the
left
hand,
graph
you'll
see
what
looks
to
be
a
large
reduction
in
the
in
igr's
budget
between
2021
and
2022,
and
just
want
to
remind
a
members
that
previously
the
grants
department
used
to
be
held
within
igr
and
it
was
decided
as
the
2020
one
budget
was
being
produced,
that
grants
would
be
best
suited
within
the
finance
department
for
congruency
reasons.
L
Some
of
the
the
budget
increases
that
you
see
in
igr
is
also
just
due
to
expenses
out
of
the
purview
of
release
staff.
Things
like
personnel
cost
increases
medical,
dental,
fringe
and
etc.
L
Next
slide,
please
excuse
me
so
with
that
reduction
between
2020
and
2021
just
want
to
note
that,
whereas
previously
there
used
to
be
eight
ftes
within
a
department
now
we
are
five
specifically
they're
working
on
the
intergovernmental
relations
side.
So
next
slide
and
I'll
go
into
now.
What
some
of
the
distinct
programming
and
and
functions
that
that
igr
delivers
both
internal
internally
and
then
externally
as
well.
The
way
that
we
see
the
work
within
igr
is
we
sort
of
categorize
them
between
four
different
functions.
L
So
from
the
met
council
to
the
airports
again
ensuring
that
the
city's
interests
are
relayed
and
effectively
advocated
for
with
our
local
and
regional
partners
and
then,
lastly,
enterprise
policy
support
so
making
sure
that,
because
igr
really
touches
all
of
the
departments
throughout
the
city
enterprise,
that
we
are
well
versed
in
the
core
functions
of
the
city
and
ensure
that
we
overlay
our
knowledge
of
things
at
the
federal
and
state
level,
either
through
grant
opportunities
or
any
relationships
with
the
work.
That
departments
are
doing
as
well
to
as
a
whole.
L
These
tools,
these
four
distinct
programs,
effectively
making
sure
that
we
are
advocating
for
the
interests
of
the
city
of
minneapolis.
L
Just
to
look
at
what
the
last
two
years
almost
have
been
for,
certainly
all
of
us
and
specifically
for
the
work
that
igr
has
been
doing,
that
we
saw
an
unprecedented
number
of
sessions
that
we
were
actively
engaged
in
with
our
our
delegation,
members
in
state
of
minnesota
and
even
federally.
L
L
We
also
worked
with
our
new
federal
administration
as
well
the
administration
and
previous
administration
to
make
sure
that
the
the
imprint
of
the
needs
of
the
city
of
minneapolis
were
included
in
what
was
the
cares
act
in
2020
and,
most
recently,
the
american
rescue
plan
act
in
2021
and
to
continue
as
we
are
right
now,
I'm
advocating
for
the
city's
interest
in
both
the
spending
bill,
which
will
ultimately
be
a
continuing,
a
continuing
resolution
for
the
remaining
of
the
year
and
an
infrastructure
bill.
L
L
With
our
partners
on
behalf
of
the
city
in
an
impactful
way,
at
both
the
state
and
at
the
federal
level,
I
will
pause
there
and
see
if
there
are
any
questions
about
igr's
sort
of
core
functions
and
then,
if
not
we'll
move
on
to
the
next
slide,
please
so
for
the
2022
budget
for
igr
again
focusing
on
core
service
rebuilding
next
slide.
Please.
L
The
mayor's
recommendation
is
134
000
increase
in
ongoing
funds
for
the
department.
This
is
not
to
create
a
new
new
ft
new
fte.
We
are
looking
to
rebuild
some
of
the
core
service
functions
of
igr,
as
we
saw
the
covet
pandemic
ensue
in
the
on
our
our
budget.
In
2020
we
and
we,
we
realized
that
we
were
going
to
be
heading
into
so
more
of
a
virtual
work
mode,
so
not
really
commuting
back
and
forth
anymore
or
having
to
pay
for
parking,
etc.
L
There
was
an
increase,
a
decrease
to
igr's
budget,
and
so
the
134k
that
we
are
seeking
an
increase
in
is
to
factor
in
the
fact
that
the
the
economy
is
opening
up
again
opening
up
again
and
we
will
be
communi
commuting
back
and
forth
to
meetings
and
having
to
pay
for
parking
and
engaging
with
some
of
our
our
partners
face
to
face,
as
opposed
to
just
virtually.
L
The
134
increase
also
is
to
accommodate
for
increases
to
contractual
services
and
ensure
that
we
are
paying
our
vendors
that
we
are
contracting
with
equitably
because
of
the
fact
that
they
were
sensitive
to
the
realities
of
igr's
budget
last
year
and
essentially
agree
to
to
work
with
us
for
a
lesser
fee.
Now
that
the
economy
is
going,
we
do
know
that
some
of
these
fees
will
be
increased
as
we
head
into
the
2022
lunch
session.
L
L
Frankly,
our
elected
offices,
through
this
a
platform
that
easily
takes
information
from
the
state
legislature's
website
and
the
federal
government's
website
into
a
one-stop
shop
that
allows
us
to
collaborate
and
track
legislation
as
you're
moving
both
at
the
federal
and
state
level.
This
to
igr
is
a
really
important
tool.
That'll
streamline
the
way
that
we
track
and
share
information
with
our
electives
and
also
help
us
to
achieve
some
of
our
racial
equity
goals.
In
supporting
vendors
that
are
of
black
and
brown
or
indigenous
black
backgrounds.
L
The
134k
would
be
also
to
pay
for
travel
to
and
from
conferences
to
ensure
that
there's
peer
learning
that
continues
as
we
find
that
to
be
also
very
valuable,
peer
learnings
from
other
cities
and
and
and
states,
and
the
multiple
associations
that
igr
is
a
participant
of
and
then
again,
as
I
noted,
just
replacing
some
of
those
discretionary
funds
for
travel,
parking,
non-remo,
remote
style
work
and
then.
L
Lastly,
we
are
also
seeking
to
use
some
of
the
funds
to
bring
on
a
capital
pathways
intern
who
will
work
closely
with
igr
doing
the
active
2022
ledge
session
to
help
to
increase
the
pipeline
of
people
of
color
black
and
brown
people
who
are
doing
this
government
relations
type
work
throughout
the
state
of
minnesota.
B
B
L
Perfect,
thank
you
in
the
next
slide.
Please
so,
essentially,
what's
our
goal,
one
of
the
main
main
goals
for
us
is
that
we
are
effectively
communicating
within
igr
communicating
both
with
the
council
offices,
the
mayor's
office,
the
department,
so
that
as
relevant
information
at
the
state
or
federal
level
is
either
being
shared
or
legislation
being
worked
on,
that
we
are
communicating
in
real
time
and
also
effectively
to
to
weigh
in
on
those
pieces
of
information
that
are
moving.
L
We
also
hope
to
increase
our
efficiency
and
partnership
that
we
have
have
with
current
partners
now
and
then
also
think
about
how
how
we
we
expand
so
that
we
are,
you
know,
reaching
as
many
as
many
places
as
possible
with
the
work
that
we
are
doing.
L
We
also
hope
to
increase
our
learning
because
as
staff
learn
and
expand
our
knowledge,
a
city
as
a
whole,
the
enterprise
as
a
whole
benefits
from
that
learning,
as
well,
so
ensuring
that
we
can
collaborate
with
some
of
our
local
and
national
partners
in
really
meaningful
ways
and
then
replacing
some
of
those
discretionary
funds
that
was
noted
before
and
then
last
but
not
least,
paying
attention
to
how
igr
is
also
enhancing
and
prioritizing
our
race
equity
impact,
both
through
the
grant
funds
that
we
allocate
for
our
vendors.
B
Thank
you.
Thank
you
for
this
presentation.
Are
there
any
questions
or
comments
from
my
colleagues
at
this
time?
It
might
just
be
that
there's
a
lot
of
information
to
absorb
here,
I'm
sure
they'll
come
later.
Thank
you.
I'm
not
seeing
any
I'm
going
to
ask
the
clerk
to
receive
and
file
the
the
city,
coordinators
and
intergovernmental
relations
presentations.
B
M
Just
a
brief
touch
on
our
department
overview
and
our
mission
statement.
Really.
What
we
want
to
focus
on
in
is
enhancing
the
city's
ability
to
manage
risk,
and
I'm
going
to
talk
more
about
that
in
the
next
slide,
I'll
I'll
get
to
that
right
now.
What
we're
looking
at
for
the
recommended
budget,
nine
hundred
and
seven
dollars-
represents
a
nine
percent
reduction
in
the
current
fund
from
2021.
M
That's
driven
largely
because
of
a
one-time
contract
that
was
authorized
in
last
year's
budget.
It's
decreasing
it.
However.
There
is
a
request
for
an
additional
fte
that
that
doesn't
exactly
balance
out
the
230
000
reduction
from
the
one-time
professional
services
spending
for
the
next
slide,
so
internal
audit,
we
have
four
ftes
where
I
like
to
think
of
us
as
a
small
but
mighty
team.
I
know
it
looks,
looks
like
we're
a
very
small
department,
but
we
have
an
enterprise
impact
kind
of
like
to
talk
more
about
that.
M
It
was
as
we
move
through
the
the
presentation.
The
recommendation
is
to
move
from
four
fdes
to
five
in
next
year's
budget.
So
audit
often
talks
about
risk.
We
talk
about
controls
and
processes,
and
it's
a
lot
of
jargon,
but
really
at
the
core.
What
we
do
is
help
the
city
understand,
evaluate
and
mitigate
our
barriers
to
success.
M
M
If
you
look
at
the
organization,
chart
you'll
see
internal
audit
kind
of
off
on
the
side
we
report
to
an
audit
committee
and
therefore
are
kind
of
free
to
operate
without
influence
from
from
other
sources,
as
we
do
our
analysis,
work
and
work
with
departments,
and
certainly
that
the
other
kind
of
key
function
that
we
perform
is
investigating
cases
involving
fraud,
waste
and
abuse.
M
The
next
slide,
so
in
2020,
just
to
give
an
example
of
the
type
of
work
we're
doing
in
2021,
we
worked
on
a
lot
of
high
impact
issues
and
kind
of
issues
that
people
don't
traditionally
associate
with
internal
audit
a
lot
of
times.
Audit
is
associated
with
primarily
financial
transactions,
but
that's
that's
a
very
small
portion
of
what
we
actually
do
so
working
on
high
impact
issues,
ones
that
are
very
relevant
to
the
current
moment.
M
Looking
at
when
lawsuits
are
filed
against
the
city,
what
do
we
do
to
address
the
issues
that
are
exposed
when
a
lawsuit
or
a
claim,
or
something
of
that
nature
is
filed
against
the
city?
We
looked
at
the
field,
training
officer
program
for
the
minneapolis
police
department.
What
issues
arise
there
that
could
be
mitigated
or
improved
we're
working
with
the
emergency
communications
center
9-1-1
on
looking
at
their
infrastructure,
helping
them
with
risk
assessment,
we're
looking
generally,
if
you
think
about
covid
and
the
increase
in
the
use
of
mobile
devices
as
people
work
in
remote
situations.
M
How
are
we
managing
mobile
devices
and
making
sure
that
our
city
stays
safe
as
we
move
more
into
a
mobile
environment?
We
resolved
31
open
audit
issues
in
the
past
year.
Why
why
I
mentioned
that?
I
think
each
one
of
those
31
issues
represents
a
potential
risk
in
inefficiency
or
or
kind
of
a
flaw
in
our
system
that
we
were
able
to
identify
work
with
a
department
to
come
up
with
an
action
plan
to
address
and
then
to
fix
that
problem
to
audit
satisfactions.
M
That's
that's
31,
instances
of
where
something's
changed
and
hopefully
lowered
the
city's
overall
risk
profile,
and
we
incorporated
race
and
equity
goals
into
our
risk
assessment.
We
do
an
annual
enterprise
risk
assessment.
Every
year
we
work
with
all
the
department
heads
across
the
city
and
try
and
get
kind
of
as
far
down
in
departments
as
we're
able
to
with
our
staffing
to
think
about
what
barriers
they're
hitting.
Why?
What
challenges
are
they
going
to
be
facing
in
the
next
year?
What
new
things
are
they
doing?
M
That
might
have
a
high
impact
and
we
might
be
able
to
help
with,
and
we
incorporated
a
race
and
equity
lens
into
that,
and
specifically,
a
race
and
equity
work
paper
into
all.
Our
audit
projects.
Work
papers
help
define
the
work
that
we
do.
They
keep
us
on
track
and
they
make
sure
that
we
are
going
through
a
rigorous
analysis
step
for
each
each
part
of
our
work.
M
We
worked
with
the
city
of
seattle
in
a
number
and
our
own
city,
coordinator's
office
to
come
up
with
a
race
and
equity
work
paper
to
make
sure
that
we
are
addressing
those
issues
and
recognizing
those
risks
in
each
and
every
audit.
We
do
whether
it's
on
mobile
devices,
it
technology
software
solutions
or
the
field
training
officer
program
to
the
next
slide.
M
As
we
only
have
one
one
primary
function,
obviously
our
our
deck
is
a
bit
shorter
than
some
of
the
other
departments
you've
seen
and
what
I'm
gonna
talk
today
about
is
the
internal
auditor.
One
position
that's
recommended
in
the
budget
would
be
a
one
fte
for
103
thousand
dollars
to
add
to
internal
audits,
current
staff.
What
we've
noticed
in
the
past
year
is
a
significant
increase
in
the
demand
for
audit
services
all
the
way
across
the
enterprise.
M
We
are
starting
to
break
out
of
that
that
preconceived
notion
that
audit
exclusively
works
with
finance
on
financial
matters
and
really
starting
to
be
seen
across
the
enterprise.
As
someone
who
can
help
departments
resolve
issues
and
therefore
we're
getting
requests
from
from
departments
such
as
the
health
department,
9-1-1
communications,
clerks,
civil
rights
they're,
coming
in
on
a
regular
basis
asking
for
audits
help
in
a
in
a
consultation
or
something
like
that
to
to
help
solve
an
issue
and
we'd
like
to
meet
those
needs.
M
But
with
the
staff
of
four
that's
that's
very
challenging,
they
may
have
identified
a
high
risk
area.
They
may
have
be
absolutely
correct
in
their
assessment.
M
That
audit
could
be
helpful
and
be
involved,
but
we
might
not
be
able
to
get
to
that
project
for
a
year
two
years,
just
based
on
our
current
staffing
level
and
the
overall
enterprise
risk
profile,
we'd
like
to
be
able
to
to
meet
those
needs
in
a
more
timely
fashion,
the
city's
growing
as
an
enterprise
we're
continuing
to
develop
and
take
on
more
complex
tasks,
as
as
as
we
should
as
a
city
and
each
one
of
those
new
programs
and
new
initiatives
and
and
new
processes
represents
potential
new
risks
that
the
city
faces
and
therefore
I
don't.
M
I
don't
see
the
demand
for
audit
services
changing.
I
only
see
it
increasing
so
wanting
to
address
those
issues
in
a
timely
fashion.
The
other
thing
an
additional
fte
would
allow
us
to
do
would
be
to
broaden
some
of
our
audit
scopes
with
four
employees
and
a
need
to
address
the
risks
of
the
entire
city.
We
have
to
be
very
narrow
and
precise
in
the
work
that
we
do.
M
Additional
fte
could
help
us
address
those
high-risk
areas
and
and
just
very
much
increase
the
services
that
we
provide
the
city
as
far
as
deliverables
for
an
fte.
Every
auditor
that
you
put
in
place
represents
additional
projects
that
we
can
complete
throughout
the
year.
My
staff
of
three
we
do
a
lot
of
work.
One
extra
set
of
hands
means
more
projects
completed
per
year,
more
risks
address
more
audit
issues,
closed
and
more
assistance
that
we
can
provide
across
the
enterprise
in
a
timely
fashion.
B
I'm
not
seeing
any
questions.
I
know
that
people
don't
need
to
hear
me
as
chair
of
audit
go
into
all
of
the
great
things
that
the
audit
department
is
doing,
though
I
could.
B
Thank
you
thank
you,
director,
patrick
for
you
and
your
team
and
all
of
your
work.
Finally,
we
will
hear
from
the
city
assessor
rebecca
malmquist,
on
her
department's
budget
director
malmquist
welcome
there
we
go.
N
N
The
other
increases
are
for
the
core
service,
rebuilding
and
internal
city
service
increases,
including
the
I.t
allocation
and
the
rent
allocation,
as
ms
powell
mentioned
next
slide,
please,
as
you
will
recall,
we
also
only
have
one
single
program
area.
When
we
look
at
the
fte
count,
we
started
2020
with
38
ftes.
N
N
We
recently
reworded
our
mission
statement
as
part
of
the
department
performance.
Rework
the
new
draft
states
that
the
assessor's
office,
values
and
classifies
property
administers
tax
programs,
maintains
property
records
and
delivers
exceptional
customer
service
fairly
equitably
and
in
accordance
with
minnesota
law.
A
few
of
our
key
performance
measures
that
we're
working
on
some
are
which
are
dictated
by
statute
or
the
department
of
revenue
and
some
of
which
were
internally
developed,
include
all
of
the
tests
and
statistical
measures
that
are
done
to
measure
the
accuracy
and
equity
of
the
annual
assessment.
N
N
When
we
went
through
the
exercise
of
prioritizing
our
hiring,
we
chose
to
prioritize
the
hiring
of
an
assessment
technician
rather
than
the
other
vacant
supervisor
position.
In
addition
to
administrative
support,
this
position
will
give
us
some
lift
in
our
efforts
to
move
towards
our
goal
of
property
owner
and
taxpayer
outreach,
education
and
engagement.
N
We
need
to
find
a
way
to
move
this
work
up
our
priority
list.
We
believe
this
position
will
move
us
forward.
It
is
an
entry
level
position
that
we
rewrote
a
few
years
ago
that
provides
a
pathway
to
the
assessing
profession
without
the
licensing
restrictions
of
an
appraiser
or
supervisor
which
allows
our
candidate
pool
to
be
larger
and
more
diverse.
N
The
other
portion
of
this
item
is
funding
for
contracted
assistance
in
the
form
of
appraisal
work,
supporting
our
tax
court
litigation
efforts.
The
amount
of
value
under
appeal
is
growing
exponentially
each
year
and
current
staffing
levels
are
not
adequate
to
sufficiently
or
satisfactorily
manage
and
litigate
this
court.
This
case
load
next
slide.
Please.
N
N
N
Next
slide,
please.
So
I
know
you
have
all
heard
about
the
woes
of
our
current
software
system
for
many
years.
So
I'm
going
to
be
brief,
but
the
situation
hasn't
improved,
whether
we
can.
Rather,
we
continue
to
have
to
find
more
workarounds,
meaning
more
work
and
staff
stretched
even
thinner
to
produce
the
statutally
required
annual
assessment,
defend
the
valuations
through
appeals
and
tax
court
and
administer
all
of
the
special
programs
such
as
4d
and
homestead.
N
N
N
We
expect
excellence,
fairness,
transparency
and
equity
in
our
work,
and
it
is
something
that
we
take
pride
in.
However,
without
a
new
tool,
we
simply
cannot
guarantee.
We
can
continue
to
produce
these
results.
We
need
a
tool
that
meets
the
needs
of
the
department
and
expectations
of
taxpayers,
city
leadership
and
state
oversight.
N
Property
taxes,
which
are
the
result
of
property
values,
contributed
nearly
400
million
dollars
to
the
city's
budget
last
year.
That
is
one
quarter
of
the
city's
annual
budget.
It
is
the
largest
single
source
of
revenue,
and
it
is
also
the
most
flexible
source
of
revenue
in
terms
of
how
policy
makers
can
use
it.
We
need
to
have
the
tools
to
be
sure
that
the
values
are
accurate,
so
that
the
tax
base
is
distributed
fairly.
N
N
It
is
critical
that
this
funding
be
restored
and
that
the
project
moves
forward.
Without
it,
the
city
is
at
risk
of
not
meeting
its
statutory
obligations
and
not
producing
fair
and
equitable
property
assessments
next
slide.
So
this
concludes
my
presentation.
In
closing,
I
just
want
to
thank
our
amazing
team
in
the
assessor's
office,
who
do
take
their
role
as
public
servants
and
ambassadors
for
this
city
very,
very
seriously
and
show
up
every
day
working
for
and
with
property
owners
and
taxpayers.
N
B
Thank
you,
director
momquist.
It
has
been
a
pleasure
to
meet
and
connect
with
your
team
this
past
year
and
of
just
understanding
how
committed
your
team
is
to
fairness
and
equity
and
all
that
they
do,
and
I
am
thrilled
that
once
again,
I
think
we
might
finally
get
this
over
the
finish
line.
The
cama
installation,
though
I
don't
want
to
jinx
anything
here,
not
seeing
any
comments
from
my
colleagues,
I
will
direct
the
clerk
to
receive
and
file
the
assessor's
budget
presentation.
B
Seeing
no
further
discussion
at
this
point
I'll
just
note
from
my
colleagues
and
the
public
that
our
next
budget
committee
meeting
is
scheduled
for
this
coming
monday
september
27th,
it
will
be
at
1
30
p.m,
and
we
will
be
hearing
from
human
resources,
I.t
finance
and
property
services
and
also
the
mayor's
office.
So
thank
you
for
your
time
and
we'll
see
you
on
monday.
Take
care.