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From YouTube: September 12, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
B
B
A
Colleagues
today
begins
the
budget
committee's
work
on
the
city's
2023-2024
budget.
We
have
two
receive
and
file
items
today.
Item
number
one
is
our
formal
receipt
of
the
mayor's
2023-2024
recommended
budget,
which
was
referred
to
us
by
the
city
council
and
then
item
number
two
is
the
overview
of
that
budget
presented
to
us
by
the
budget
office.
E
E
So
our
agenda
for
today
is
to
talk
a
little
bit
about
our
budget
book
online.
Make
sure
everyone
feels
comfortable
utilizing
that
resource.
It
has
a
lot
of
good
information
in
it.
E
So
starting
by
talking
about
the
budget
book
and
before
I
get
into
the
online
budget
book.
I
just
I
know
we've
gotten
some
questions
about
when
we
can
get
the
the
hard
copy
printed
book.
So
we
have
those
pdfs
ready
to
go
right
now.
We
need
to
work
on
transitioning
a
giant
data
file
to
our
friends
in
the
clerk's
office,
so
we'll
be
reaching
out
to
you
guys
later
today,
so
with
all
that
tomorrow
should
be
available
for
folks
that
want
to
print
off
a
hard
copy
of
the
budget
books.
E
I
just
wanted
to
touch
on
that
before
we
dove
in,
because
I
know
we've
gotten
some
questions
on
that
one,
the
online
budget
book
so
last
year
we
transitioned
to
a
fully
online
and
interactive
budget
book
for
our
budget
documents.
Any
reader
can
use
the
interactive
tables.
You
don't
need
a
special
login.
We
use
our
transparency
portal
at
the
city
to
host
all
of
the
data
that
we
use
to
power
our
budget
book.
E
Our
financial
overview
has
also
been
revamped
since
last
year,
we've
taken
a
look
at
the
most
common
questions
and
really
the
big
headline
pieces
of
information
and
crafted
that
financial
overview
to
include
all
of
that
information.
So
that's
just
a
great
place
to
start
as
you're
digging
into
this
information
and
then.
Lastly,
I
just
want
to
say
that
the
budget
book
represents
a
huge
effort
from
all
of
our
departments,
and
so
just
thank
you
to
everyone
that
has
worked
to
put
that
together.
E
We
start
working
on
it
around
march
and
it's
published
in
august,
and
I
just
also
want
to
note
last
year
was
the
first
year
that
we
transitioned
to
an
online
interactive
budget
book
and
we
did
receive
the
government
finance
officers
association
award
for
budget
presentation,
so
we're
very
proud
of
that
work.
E
All
right.
So,
just
to
orient
you
a
little
bit
more
to
the
information
included
in
that
budget
book.
The
first
chunk
is
the
financial
overview,
as
I
mentioned.
That
includes
a
budget
in
brief,
so
we
didn't
previously
include
a
budget
in
brief
in
last
year's
and
recent
years
budget,
but
this
document
should
include,
like
I
said
all
of
the
big
high-level
pieces
of
information.
The
frequently
asked
questions,
all
the
things
that
we
get
asked
about.
E
The
middle
section
of
the
book,
if
you're
looking
at
the
table
of
contents,
is
the
operating
department
portion.
So
that
is
where
each
department
includes
information
about
each
of
their
budget
programs.
So
for
their
program
information
we
start
with
pieces
of
their
performance
framework.
So
this
is
work
that
each
department
has
done
with
opi,
who
you'll
hear
from
later
today
to
identify
what
is
your
core
mission
and
what
are
the
goals
that
support
that
mission?
E
You
will
also
see
the
new
spending
proposals
also
called
change
items
in
the
mayor's
budget,
mayor's
recommended
budget
and
for
each
change
item.
We
include
a
description
of
what
it
is.
What
is
it
buying?
Is
it
ftes?
It
is
contracting?
Is
it
materials,
as
well
as
a
analysis
of
the
race
equity
impact,
as
well
as
expected
changes
to
performance
for
each
new
spending
proposal
in
the
mayor's
recommended
budget?
E
You'll
also
find
information
about
the
capital
section
of
our
budget,
so
we
have
a
six-year
capital
improvement
plan
that
is
included.
It
is
made
mostly
addresses
our
property
services
department,
public
works
and
the
park
board.
You
can
also
find
the
capital
long
range
improvement
committee's
report.
That's
a
committee
of
folks
appointed
by
all
of
you,
as
well
as
the
mayor,
to
make
recommendations
each
year
on
our
capital
spending.
E
So
that's
in
that
section
of
the
book
as
well,
and
then
the
last
section
are
our
financial
schedules,
and
so
this
details
by
fund
and
by
department
the
spending
and
revenues
expected-
and
that
is
a
really
important
part
of
our
legislative
documents.
We
link
to
those
financial
schedules
in
the
resolutions
that
are
eventually
passed
as
a
part
of
the
budget
process,
so
that's
an
overview
of
the
budget
book
and
what
you're
looking
at,
I
will
get
into
talking
about
our
major
accomplishments
and
challenges
in
this
year's
budget,
so
starting
off
with
accomplishments.
E
One
thing
that
we've
seen
positive
data
on
is
our
sales
tax
revenues,
so
you'll,
remember:
sales
tax
revenues
were
the
most
heavily
impacted
source
of
revenue
at
the
city.
In
the
downturn
of
2020.,
we
saw
nearly
a
40
percent
drop
in
2020
of
our
sales
tax
revenues
and
we
have
been
taking
a
lot
more
effort
to
try
and
forecast
accurately
how
those
are
going
to
rebound.
E
So
this
year
we
have
seen
some
months
that
have
approached
pre-pandemic
levels,
which
makes
us
feel
really
good.
Last
year
after
we
closed
out
the
books,
we
were
about
four
million
dollars
above
our
projections,
and
we
looked
to
be
on
a
similar
track.
This
year
we
don't
expect
to
see
a
full
year
that
looks
like
pre-pandemic
levels
until
2024,
but
we
feel
really
confident
that
we
are
on
track
to
meet
those
projections.
E
The
last
thing
or
second
last
thing
I'll
talk
about
is
bond
rating
agencies,
so
we've
continued
to
see
positive
and
steady
rating
ratings
from
the
rating
agencies
which
reflect
our
city's
financial
resilience
in
21
and
22.
We
saw
either
improved
or
steady
positive
ratings.
E
That's
just
a
very
a
real
positive
sign
that
we
are
moving
in
the
right
direction.
We
are
also
presenting
a
2023
budget
and
a
2024
plan
in
this
year's
documents.
So
I
know
many
of
you
have
noted
that,
and
you
will
see
in
the
budget
book
that
we
have
twice
as
much
information
as
we
normally
do.
So
we
are
presenting
two
years
of
a
budget
and
I'll
talk
a
little
bit
more
later
on
in
this
presentation
about
where
we
go
from
there.
E
So
I
want
to
talk
about
challenges
that
are
impacting
the
mayor's
budget
recommendation,
so
the
city
as
many
many
businesses
and
governments
across
the
country
are
experiencing
a
really
tight
labor
market.
This
means
that
we
have
really
high
vacancy
rates
at
the
city
compared
to
our
normal
average.
E
One
of
those
is
something
we've
seen
in
the
last
couple
years,
which
is
that
some
of
our
lower
income
parts
of
the
city
are
catching
up
value-wise
with
where
the
rest
of
the
city
was.
That
catch-up
is
from
the
last
recession
we
had.
So
when
you
see
larger
growth
in
your
tax
value
and
your
property
value,
you
also
see
quicker
growth
in
your
property
taxes,
so
that
is
a
trend
that
started
several
years
ago
is
continuing
in
this
budget.
E
The
other
trend
is
that
for
the
last
year
and
into
this
year,
we've
seen
steady
or
slight
declines
in
the
commercial
values
of
property
in
the
city,
and
so
when
that
happens,
there
is
a
slight
shift
of
the
burden
of
that
property
tax
on
to
homeowners,
and
so
that
is
something
that
we're
seeing
this
year
again.
It
is
a
slight
change.
There
is
only
a
slight
dip
in
commercial,
but
any
changes
really
have
a
an
impact
so
that
homeowners
are
feeling
more
than
that
6.5
increase
on
their
property
taxes.
A
Thank
you,
ms
cover,
quick
question.
I
know
that
council,
president
jenkins
has
a
comment
or
question.
F
Thank
you,
chair
koski,
and
thank
you
miss
cooler.
Can
you
can
you
talk
about
the
loring
of
taxes,
for
commercial
properties
and
why
may
that
be
happening?
That's
having
a
significant
impact
on
residential
property.
F
E
Tchaikovsky
and
president
jenkins,
that's
a
great
question,
so
the
tax
is
tied
to
the
value.
So
it
is
not
an
intentional
decrease
in
taxes.
It
is
that
the
property
values
of
some
of
our
commercial
buildings
are
either
holding
steady
or
decreasing,
and
a
lot
of
that
has
to
do
with
impacts
of
the
pandemic
as
well
as
well
impacts
of
the
pandemics.
E
So
one
of
the
factors
I
know
that
goes
into
valuation
is
things
like
vacancy
rates
so
where
we
have
higher
vacancy
rates,
where
hotels
are
maybe
seeing
higher
than
normal
vacancy
rates
that
impacts
their
valuation,
and
so,
if
their
evaluation
goes
down,
then
their
taxes
also
go
down
because
they're
linked,
and
I
will
also
say
that
the
city
assessors
office
will
be
presenting
a
little
bit
later
in
the
month
and
can
probably
go
into
much
more
detail
than
I
can.
G
Members,
the
mayor's
recommended
budget
for
all
city
funds
is
1.66
billion
and
2023
1.71
billion
in
2024..
This
represents
a
60
million
or
four
percent
increase
into
2023
from
the
2022
council
adopted
budget
of
1.57
billion
dollars.
This
excludes
the
city's
independent
boards
on
there
we're
talking
about
the
mbc
and
the
park
board.
We
are
also
excluding
from
these
figures
enter
fund
transfers.
G
These
amounts
are
not
truly
reflective
of
you
know,
city
spending
on
services,
and
so
we
pull
them
out
of
these
figures
so
that
we
don't
over
inflate
our
our
spending
numbers.
The
chart
on
this
slide
shows
actual
spending
in
2020
and
in
2021
shows
our
2022
adopted
budget
and
then
shows
the
mayor
recommended
budget
for
2023
and
2024..
G
The
chart
also
shows
some
clear
trends
in
terms
of
actual
spending
and
budgeted
spending,
most
notably
in
2021.
We
see
a
dip
in
spending.
This
is
primarily
attributable
to
two
factors.
One
is
related
to
a
decline
in
spending
in
our
capital
program.
2020
was
a
large
spending
year
for
our
capital
program.
We
had
a
lot
of
costs
coming
in
for
our
new
public
service
building
those
costs
taper
off.
In
2021.
G
G
G
The
process
for
developing
these
costs
is
defined
in
our
financial
policies
and
departments,
and
finance
really
spend
the
bulk
of
the
budget
cycle.
Preparing
these
current
service
level
cost
estimates
we
partner
up
and
spend
a
significant
amount
of
time
trying
to
develop
these
current
service
level
costs.
One
note
that
we
wanted
to
add
in
here
current
server
current
service
level
costs
exclude
any
one-time
change
items
that
are
not
intended
to
be
carried
forward.
G
An
example
of
a
one-time
change
item
would
be
the
4
million
that
was
approved
this
year,
2022
for
the
gubernatorial
elections
through
the
budget
process.
We
make
sure
that
those
one-time
dollars
are
not
carried
forward
inadvertently
into
2023
or
2024.,
as
we
presented
in
june
expenses
across
all
funds
are
growing
at
just
under
four
percent,
and
the
drivers
for
this
include
modest
growth
and
personnel
costs
within
expectations
for
our
2023
figures,
and
you
know
inflated
inflated
moderately
for
2024
as
well.
We
see
some
stronger
but
largely
planned
growth
in
our
overhead
costs
as
well.
G
What
I,
what
I'm,
referring
to
as
overheads
here,
include
our
costs
associated
with
maintaining
our
office
spaces
and
operating
facilities,
our
it
costs
costs
associated
with
the
maintenance
and
replacement
of
our
fleet
of
vehicles.
These
see
some
standard
inflationary
increases
going
into
2023,
and
we
also
see
some
unique
one-time
items
in
our
budget
as
well.
One
would
be
our
hris
information
system,
human
resources,
information
system
that
was
budgeted
last
year
and
there
was
a
planned
increase
going
into
2023
that
we're
seeing
helping
to
keep
costs
up
in
the
current
service
level.
G
I
should
note
before
moving
on
you
know,
all
together.
Current
service
level
costs
are
going
up
four
percent.
This
is
well
within
the
range
of
what
we
expected
when
we
were
probably
giving
this
presentation
at
this
time
last
year,.
G
So
this,
this
level
of
new
investments,
combined
with
our
current
service
level,
gets
us
to
that
1.66
billion
dollar
2023
figure
that
I
mentioned
a
couple
of
slides
ago
and
the
1.71
billion
dollars
that
we're
seeing
in
2024
as
well.
G
A
H
Thank
you,
madam
chair.
Thank
you
for
your
presentation.
How
comfortable
are
you
with
you
project
a
less
than
four
percent
increase
in
both
labor
and
energy
costs,
and
are
you
gonna
stand
by
that
moving
forward,
yeah.
G
So
the
I
should
clarify.
Thank
you,
chair
members.
I
should
clarify
for
that
four
percent
assumption
that
is,
that
is
a
number
of
diverse
costs
that
are
being
rolled
up
all
together.
Personnel
costs
are
projected
to
increase,
based
on
the
calculations
that
we
were
using
for
our
current
service
level
under
four
percent.
G
I
can
recall
that
very
clearly
energy
costs.
I
don't
have
that
figure.
We
can
certainly
provide
that.
But
what
we're
seeing
with
that
four
percent
as
a
result
of
the
work
the
departments
have
done
to
project
their
overall
cost
increases
going
forward,
so
that
four
percent
doesn't
necessarily
reflect
specifically
energy
costs.
Only
going
up,
four
percent
or
personnel
costs
only
going
up.
G
Four
percent
there's
also
a
significant
portion
of
our
current
service
level
budget
that
is
held
flat
every
single
year
because
per
financial
policy
we
as
a
city,
don't
inflate
various
operating
costs
for
departments,
excluding
personnel
costs
and
some
of
our
internal
service
charges
so
departments
it's
incumbent
on
them
to
come
forward
during
the
during
the
year's
budget
process
and
request
additional
funding.
If
they're,
seeing
certain
cost
growth
in,
say
contractual
spending
or
materials
and
supplies.
I
Thank
you,
robert
cherkovsky
council
members
good
afternoon
we're
going
to
next
talk
about
revenues.
The
mayor's
recommended
budget
includes
1.66
billion
in
revenue
in
2023..
This
includes
1.56
billion
in
new
funds
and
almost
100
million
in
use
of
accumulated
fund
balances.
Total
revenues
in
2024
are
1.71
billion,
which
includes
1.65
billion
in
new
revenues
and
a
planned
use
of
around
60
million
dollars.
In
the
accumulated
fund
balance,
there
are
multiple
revenue
sources
flowing
into
the
city.
The
largest
of
these
are
charges
for
services
and
sales
and
taxes.
I
We've
seen
improved
revenue
picture
in
our
forecast
with
revenues
gradually
recovering
from
pre-pandemic
levels.
We
would
have
seen
a
much
steeper
drop
in
revenues
during
the
pandemic,
if
not
for
intergovernmental
revenues,
which
you
can
see
in
the
light
green
shaded
box.
This
includes,
cares,
act,
funding
and
other
federal
funds.
The
american
rescue
plan
act
funds
phase,
one
in
2021,
we've
seen
a
much
steeper
drop
and
then
a
more
challenging
recovery
as
well,
if
not
for
those
funds,
so
we're
going
to
go
through
a
couple
of
these
different
areas,
starting
with
property
taxes.
I
The
mayor
recommends
a
6.5
increase
in
the
property
tax
levy
in
2023
and
a
6.2
percent
increase
in
2024..
A
few
highlights
from
this
slide
with
council
members
are
likely
keenly
aware
of
a
6.5
increase
in
the
property.
Tax
levy
does
not
directly
translate
to
an
across-the-board
increase
in
property
taxes
for
all
property
values
of
6.5
percent.
It's
a
little
bit
more
complicated
than
that.
As
director
kruger
explained.
I
This
is
just
a
screenshot
one
view
of
this
dashboard
that
is
interactive
using
the
filters
in
the
upper
right.
You
can
search
by
different
property
types
right
now
we're
on
the
residential
homestead
property.
You
can
also
look
at
a
non-homestead
property,
duplex,
triplex
apartments,
commercial
and
industrial.
I
The
next
filter
is
either
citywide,
which
we're
said
at
right
now
or
by
ward,
which
may
be
helpful
for
you
all,
council,
members
or
members
of
the
public
to
look
at
the
specific
reward
in
which
they
reside.
The
last
piece
is
the
levy
change.
So
again,
I'm
set
at
6.5
percent,
which
is
in
the
mayor's
recommended
budget
in
2023.
I
You
can
adjust
that
in
point
five
increments,
either
up
or
down.
We
see
based
on
different
estimated
market
values,
the
change
in
estimate,
market
value
from
2022
to
2023,
and
then
the
proposed
tax
change
and
the
percent
over
2022
and
there
as
well
on
the
left-hand
side.
We
see
a
breakdown
of
the
city
at
large
and
then
by
ward
to
see
relative
impacts,
as
you
see
in
north
minneapolis,
specifically
wards
four
and
five
and
then
portions
of
south
minneapolis
as
well,
experiencing
different
changes
in
nesting
market
value
than
the
rest
of
the
city.
I
I
I
This
slide's
pretty
straightforward
whether
my
property
tax
is
going
to
pay
for
so
property
taxes
support
many
basic
government
functions.
This
is
a
breakdown
of
how
property
tax
dollars
will
be
spent,
as
proposed
in
the
mayor's
recommended
budget.
We're
looking
at
a
medium
value,
minneapolis
home,
which
is
increased
in
value
by
about
9.2
percent
from
2022
to
2023
taxes
of
1835.
I
The
final
slide
on
property
taxes,
the
property
tax
levy,
has
several
different
components
in
it.
This
table
shows
those
components
with
the
overall
increase
of
6.5
percent
in
2023
and
6.2
percent
in
2024
at
the
bottom
of
the
table,
as
we
look
at
the
various
components,
the
first
being
the
general
fund,
which
funds
basic
city
operations,
this
is
seeing
a
faster
increase
than
the
overall
increase
at
9.3
percent
in
2023
and
7.2
percent
in
2024.
I
I
I
Collectively
we
see
a
reduction
by
about
3.5
million
overall
in
these
levees.
This
is
not
a
change
in
the
obligation
of
these
levies,
so
I
just
want
to
stress
that
it's
not
from
a
change
in
obligation.
Instead,
it's
from
a
use
of
fund
balance.
Those
are
pass-through
accounts
that
have
accumulated
a
significant
fund
balance.
So
this
is
a
spend
down
of
some
of
that
fund
balance
that
just
isn't
needed
in
those
accounts
nbc
and
bet.
We
see
a
slight
drop
as
well
in
2023.
Similar
reason
is
to
use
some
of
the
fund
balance.
I
E
Million
okay:
this
is
a
slide
that
you
all
saw
when
we
last
presented
to
you
at
the
end
of
june,
but
I
figured
I'd
call
it
up,
because
this
is
a
always
a
hot
topic.
This
shows
our
sales
taxes,
as
I
mentioned
before.
This
was
our
most
heavily
impacted
source
of
revenue
at
the
city
in
2020.
E
E
The
reason
those
bars
the
2019
bar
and
the
2024
bar
aren't
exactly
the
same
is
that
this
is
reflecting
the
net
sales
tax,
not
the
gross,
so
in
2022
and
beyond.
The
state
is
withholding
around
25
million
dollars
as
part
of
financing
for
the
u.s
bank
stadium
in
2020.
E
E
E
We
saw
a
nearly
4
million
dollar
decrease
in
our
lga
in
2023
and
24..
I
want
to
draw
your
attention
to
the
21
and
22
levels
in
this
graph.
You
can
see
it
was
held
harmless
between
22
and
20,
21
and
22..
This
was
a
result
of
legislation
at
the
state
to
hold
the
city
of
minneapolis
and
other
larger
cities
around
the
state,
harmless
and
not
allow
for
a
drop
in
lga.
E
A
similar
bill
was
included
in
the
legislation
that
was
set
to
move
at
the
end
of
the
legislative
session
this
year,
but
didn't
make
it
across
the
finish
line.
So
we
are
hopeful
that,
should
a
special
session
be
called
or
next
year,
when
they
get
back
to
work
that
potentially
a
hold
harmless
provision
could
be
included,
but
that
did
not
happen
at
the
end
of
the
last
legislative
session
and
that
has
resulted
in
a
like.
E
I
said,
nearly
4
million
drop
in
our
revenues
as
you'll
when
we
look
at
our
five-year
financial
direction,
you'll
note
that
the
levy
increase
planned
for
23
and
24
is
one
and
a
half
percentage
points
above
last
year's
estimates
for
this
year
about
a
one
percentage
point
is
accountable
to
this
drop
in
lga
aid.
E
Five-Year
financial
direction,
so
this
is
a
slide.
We
talked
about
a
lot
last
year.
This
graphic
helps
us
to
understand
and
ensure
that
we
are
using
the
one-time
resources
from
the
federal
government
wisely
in
our
five-year
financial
picture.
So
to
walk
you
through
what
the
slide
is
showing
you,
the
yellow
and
the
blue
bars,
are
our
own
sources
of
revenue
in
the
general
fund,
so
the
yellow
is
the
tax
levy
and
then
blue
are
all
other
revenues
into
the
general
fund.
The
other
side
of
the
equation.
E
That
green
shows
our
use
of
american
rescue
plan
act.
Funds
to
supplement
lost
revenue
so
in
in
doing
so.
We
want
to
make
sure
that
by
the
time
we
get
to
2025,
which
is
sort
of
right
in
the
middle
of
this
graph,
we
don't
use
any
of
those
american
rescue
plan
acts
there's
no
green
bar,
but
we
are
able
to
support
this
planned
spending
without
that
need
for
federal
aid
and
without
a
large
increase
in
the
property
tax
levy.
So
this
is
a
slide
we
talked
through
last
year.
E
All
right,
so,
the
next
topic
I
just
wanted
to
talk
about
is
the
government
structure
and
how
it's
impacting
the
presentation
of
the
budget.
There
are
a
couple
places
where
the
2022
adopted
budget
is
different
than
what
you'll
see
in
the
mayor's
recommended
2324
budget,
so
the
first
of
which
is
the
office
of
violence.
Prevention
in
the
22
budget
is
presented
as
a
division
of
the
health
department
in
the
2324
mayor's
recommendation.
E
It
is
its
own
standalone
department,
the
department
of
neighborhood
safety
as
a
part
of
the
larger
office
of
community
safety.
The
next
one
is
the
department
of
race
equity,
which
it
was
a
division
or
currently,
I
guess
in
2022,
is
a
division
in
the
city
coordinator's
office
in
23.
It
will
be
a
part.
It
will
be
a
standalone
department,
race,
equity
inclusion
and
belonging
the
city
coordinator,
admin
department,
so
just
the
city
coordinators
department,
not
the
larger
umbrella
office,
is
getting
a
new
name.
E
Internal
audits,
similarly
will
be
called
the
city
auditor
in
the
legislative
department,
with
the
internal
audit
function
being
tucked
up
into
that
new,
broader
legislative
department,
arts
and
cultural
affairs.
Previously
a
division
of
the
city
coordinator,
now
a
stand-alone
arts
and
cultural
affairs
department
in
the
2324
mayor's
recommendation.
E
E
I
will
say
that
all
of
these
departments
are
going
to
be
presented,
their
budget
information
at
the
department
level
and
not
as
a
part
of
the
larger
offices
of
public
savings,
public
service
and
community
safety.
We
will
still
be
presenting
financial
information
at
the
department
level
in
this
budget
book.
E
The
next
topic
I
want
to
discuss
is
the
consent
decree
planning
effectively
for
the
consent
decree.
So,
as
I
mentioned
a
few
slides
ago,
we
know
that
sometime-
or
we
expect
some
time
within
the
next
12
months,
that
we
will
be
entering
into
a
consent
decree
with
the
federal
department
of
justice,
as
well
as
the
state
department
of
human
rights.
E
There
are
several
buckets
of
costs
that
we
know
we
should
plan
to
be
ready
to
spend
to
be
to
faithfully
implement
the
consent
decree.
The
first
is
planning,
and
so
we
will
need
a
team
of
legal
analysts
of
project
managers
and
of
data
specialists
to
work
with
in
the
planning
phase
are
partners
in
the
state
and
federal
government,
and
because
this
is
an
urgent
need
now,
as
well
as
something
that
will
continue
through
the
next
several
years.
E
The
second
bucket
of
expenses
is
around
what
I
would
call
discretionary
reforms,
so
we've
already
received
the
report
from
the
minnesota
department
of
human
rights,
and
there
are
some
clear
next
steps
laid
out
in
that
work.
The
mayor
has
included
about
8.4
million
dollars
in
public
safety
change
items
in
his
recommendations.
E
These
are
things
that
are
good
good,
good
proposals
to
reform
public
safety,
but
aren't
necessarily
tied
to
specific
recommendations
coming
from
a
consent
decree.
So
in
other
words,
these
are
a
good
idea,
regardless
of
whether
they
show
up
in
a
binding
legal
contract
or
not.
These
are
the
things
that
you'll
see
in
the
mayor's
recommended
budget
that
you
will
have
the
chance
to
amend
and
adopt
the
last
bucket
of
costs
associated
with
the
consent
decree.
C
Thank
you,
madam
chair
yeah.
I
was
just
curious
if
this,
the
2
million
and
3
million
reserved
for
the
mandated
reforms
is
that
based
on
conversations
that
are
unfolding
in
negotiations,
or
is
this
largely
just
a
guess,
and
if
it's
a
guess,
what
would
be
the
process
for
amending
those
dollar
amounts
once
we
do
have
more
specific
contract
terms,.
E
Excellent
question,
tchaikovsky
and
councilmember
payne,
so
to
be
clear:
I'm
not
a
part
of
any
negotiations,
so
these
are
the
latter,
an
educated
guess,
they're,
based
on
some
of
the
some
of
the
things
that
we
know
will
be
an
immediate
cost
like
the
cost
of
a
monitor.
We
expect
that
to
be
around
a
million
dollars
a
year,
and
so
for
the
first
year
since
we
don't
know
a
date,
it
seems
unlikely
that
january
1st
will
win
will
be
when
those
costs
will
kick.
E
E
We
can
come
back
and
have
conversations
about
utilizing
additional
reserves,
utilizing
contingency
funds,
which
we
also
have
over
six
million
dollars
of
contingency
funds
in
this
budget,
and
then
at
that
point
I
think
we
would
need
to
come
back
and
have
a
larger
conversation
with
council,
but
I
think,
given
that
it's
unlikely
we'll
have
a
full
year
of
costs
next
year,
that's
kind
of
how
we
landed
on
that
two
million
dollar
mark.
A
Thank
you
one
more
question,
president
jenkins.
F
Thank
you,
madam
chair,
and
this
is
less
of
a
question
for
ms
coogler,
but
just
I
have
been
in
some
of
those
conversations
around
the
enforceable
decree
or
enforceable
agreement.
H
F
Mdhr
as
well
as
thinking
about
what
may
be
expenses
in
a
consent,
degree,
consent
decree
environment,
and
I
would
say
it's
less
of
a
guess.
You
know
we
have.
The
city.
Attorney's
office
has
contacted
other
cities
that
are
planning
or
in
the
midst
of
consent,
decrees
and
the
amount
that
they
are
expending
to
satisfy
those
mandates.
F
E
Thank
you
tarakowski
and
council
president
jenkins.
Yes,
I
think
that
that
is
a
really
important
addition.
We
have
been
involved
in
discussions
with
many
cities
that
are
wrapping
up.
Their
consent.
Decrees
are
still
in
the
process.
I've
been
on
the
phone
with
folks
in
seattle
talking
about
their
budgetary
impact,
so
it
is
a
very
informed
guess,
still
still
kind
of
a
guess
at
this
point.
E
What
I
will
say
is
we
are
also
increasing
capacity
where
we
know
we're
going
to
need
it
just
through
this
budget,
so
we're
included
in
this
budget
and
in
last
year's
budget
as
investments
in
our
hr
systems,
the
hris
phased-in
proposals,
those
will
be
really
beneficial.
Just
in
terms
of
connecting
the
data
sets
that
we
have
at
the
city
and
personnel
information.
We
know
that
data
analysis
tends
to
be
one
of
the
highest
costs
that
cities
see.
E
So
I
think
some
of
our
continued
investments
in
just
a
well-functioning
city
will
also
help
contribute
towards
being
prepared
for
implementing
the
consent
decree
great
all
right
so
preparing
a
two-year
budget.
So
you
have
heard
the
mayor
discuss
in
his
budget
presentation
as
well
as
in
the
budget
documents
you
have
in
front
of
you.
We
are
showing
a
mayor's
recommended
23
budget
as
well
as
a
2024
plan,
and
so
this
is
really
driven
by
a
lot
of
that
multi-year
work.
E
We
knew
we
really
needed
to
be
serious
about
multi-year
budgeting,
so
we
have
started
last
year
in
really
thinking
through
what
a
five-year
direction
looks
like
this
year,
we're
taking
that
one
step
further
and
showing
every
bit
of
our
budget
at
a
two-year
level.
So
the
23,
as
well
as
the
2024
plan.
E
A
few
years
ago,
many
of
you
were
on
council
and
may
remember
that
there
was
a
attempt
to
change
the
charter
to
truly
change
this
to
a
two-year
budget
system,
where
council
would
vote
once
every
two
years
on
the
budget
that
did
not
pass.
So
that
is
not
the
tact
that
we
are
taking
this
time
around.
What
what
this
is
doing
is
saying
this
is
our.
This
is
the
mayor's
recommended
budget
for
23.
This
is
his
plan
for
2024..
E
E
I
think
there
is
certainly
a
path
forward
that
could
include
making
a
change
to
the
city
charter
and
saying
we're
going
to
vote
once
every
two
years.
We
can
take
that
up
this
year.
We
can
take
that
up
at
the
next
two-year
budget
cycle.
I
think
the
idea
was
we
have
the
information.
We
are
doing
that
detailed
multi-year
planning
to
make
sure
that
we
have
a
strong
path
to
recovery.
We
want
to
make
that
transparent
and
open
and
start
this
two-year
process
right
away
by
showing
what
the
24
looks
like
in
the
mayor's
recommended
budget.
D
Good
afternoon,
chair
koski
council
members
just
take
a
few
moments
to
talk
about
the
transparency
site
that
we've
already
touched
on
a
bit.
This
will
be
familiar
territory
for
many
of
you,
but
we
certainly
seen
more
use
of
the
transparency
side
by
the
public
and
also
by
the
media.
So
I
wanted
to
take
a
few
moments
to
talk
about
it.
This
is
a
tool
we've
had
for
several
years,
but
integrating
it
into
the
budget
book
has
made
it
much
more
a
part
of
our
daily
work.
D
D
So
how
did
I
get
here?
First
of
all,
the
transparency
site
is
readily
available
on
the
budget
page
of
the
city
website.
You
can
also
just
google
transparency,
minneapolis
and
you'll
get
right
there
once
you
open
it
up.
It
can
look
a
little
intimidating
because
there's
many
reports
and
many
different
saved
views,
but
in
this
case,
where
we're
trying
to
understand
the
past
trends
and
the
future
plan,
I
pulled
a
report
that
we're
using
for
a
lot
of
the
budget
book
data.
D
So
this
is
the
2023
mayor's
recommended
financials
by
department
report
report
and
then
finally,
we
filter
down.
You
can
pick
a
department,
you
can
pick
a
spending
category
or
a
specific
spending
code.
You
could
show
multiple
departments
together,
depending
on
the
kind
of
question
that
you're
trying
to
answer,
and
once
you
get
to
a
view
that
helps
answer
your
question.
It's
very
easy
to
share
this.
Perhaps
with
a
constituent
you
can
just
simply
copy
and
paste
the
url
into
an
email.
You
can
also
download
this
as
an
image
file
or
as
a
excel
data
file.
D
D
So
our
goal
always
is
to
be
able
to
clearly
explain
those
changes
to
the
public
via
the
budget
book,
and
so,
as
you
are
having
questions
about
the
impact
or
the
implementation
of
any
proposed
changes.
We
just
want
to
make
clear
that
you
know
we
do
work
with
departments
our
partners
throughout
the
city
to
understand
those
programmatic
impacts.
D
And
then,
finally,
the
key
deadline
for
final
draft
amendments
is
november
23rd
end
of
day
and
we're
hoping
that
council
members
are
checking
in
with
budget
director
kruver
in
the
first
weeks
of
note
of
november
to
understand
those
proposed
budget
amendments.
D
Our
goal
again
is
to
make
sure
that
the
language
is
clear:
we've
avoided
drafting
errors
and
inadvertent
conflicts
between
other
amendments
that
are
in
progress,
so
we're
recommending
folks
schedule
those
conversations
the
week
prior
to
that
deadline,
though
you
can
certainly
get
started
earlier
and
then
on
this
slide.
There
are
just
some
sample
questions
that
you
might
want
to
think
about
as
you're
working
to
prepare
those
those
amendments,
and
with
that
I
think
that
concludes
our
team's
remarks.
So
I'm
sure
we're
all
happy
to
stand
for
questions.
E
Thank
you
cherkovsky.
I
believe
next
on
the
docket
is
a
presentation
from
the
office
of
performance
and
innovation
to
discuss,
perform
their
performance
work
at
the
city.
Trying
very
I
will
hand
off.
K
J
Performance
reporting
has
gone
through
several
iterations
over
the
years.
Like
other
public
organizations
in
the
2000s
minneapolis
adopted
the
results
model
results.
Minneapolis
was
intended
to
use
performance
metrics
to
assess
the
city's
department's
progress
on
its
business
plans.
The
annual
performance
reports
were
designed
to
articulate
current
priorities,
discuss
successes,
identify
challenges
and
opportunities
to
address
over
the
year.
J
In
2019,
the
office
of
performance
and
innovations
was
established
and
tasked
with
managing
results
of
minneapolis,
a
bloomberg
innovation
team
at
our
heart
and
his
roots.
In
response
in
the
response
to
a
john
hopkins
audit
of
results,
minneapolis
program
in
2017
opi
realized
inherited
several
key
issues
with
the
results
of
minneapolis
program
and
the
metrics
used
to
report
department,
performance
departments,
weren't
measuring
what
mattered.
First
of
all,
we
were
counting
widgets.
J
J
J
J
J
J
The
performance
framework
is
a
final
deliverable
in
the
metric
selection
process.
The
example
you
can
see
on
the
screen,
the
performance
framework
summarizes
all
the
work
of
a
budget
program
area
is
designed
to
achieve
it.
Talks
about
the
mission,
vision,
values
and
goals
of
that
program
area,
its
objectives,
the
metrics
that
measure
against
those
objectives
and
how
that
objective,
ultimately
ties
to
city-wide
strategic
goals.
J
The
end
of
the
metro
selection
workshops
overlapped
with
the
end
of
the
2021
budget
process,
so
staff
were
busy,
but
enterprise
staff
throughout
stuck
it
out
and
committed
to
this
work
and
created
sound
metrics.
Some
departments
even
use
the
performance
frameworks
to
guide
their
budget
presentations
last
year
to
council
and
we'll
do
so
again
this
year.
J
J
So
we're
going
to
transition
from
department
reporting
to
strategic
reporting.
What
does
that
mean?
Well
to
achieve
this?
We
ended
a
long
decade,
practice
of
reporting
performance
by
department,
with
the
goal
of
transitioning
to
strategic
reporting
results.
Minneapolis
the
department
performance
reported
model
that
were
in
until
2020
focused
only
on
the
work
of
individual
departments.
J
For
example,
many
of
our
cities,
apartments
impact
housing
in
minneapolis
in
specific
ways
and
department
results
reports,
each
department
reporting
on
individual
aspects
of
housing
that
it
influences.
The
example
you
see
here
is
cped
regulatory
service
and
health
all
impacting
housing
in
a
different
way,
all
providing
you
all
individual
individualized
reports.
J
By
focusing
on
big
topics
like
housing,
equality
and
affordability,
we
can
explore
the
ways,
the
city,
the
the
work
of
the
city
department,
intersects
in
the
process
of
achieving
city
goals.
This
approach
breaks
silos
between
departments,
creating
opportunities
for
examining
our
overall
city
impact.
J
While
this
will
be
an
advancement
in
performance,
reporting
for
the
enterprise
is
only
a
starting
point.
These
efforts
made
by
the
office
of
performance,
innovation
and
our
past
predecessors
to
get
this
work
to
the
to
this
point,
provides
no
real
value
and
efforts
to
stop
at
to
just
stop
at
performance
reporting.
J
J
Oh,
I
can't
pronounce
that
word
today,
inextricably
I'm
sorry
buying
performance
metrics
to
ongoing
management
processes
such
as
the
city
budget,
strategic
planning,
department,
business
planning
and
other
enterprise
management
systems
with
support
by
those
functions
such
as
continuous
improvement
program,
evaluation
policy
research
to
make
certain
that
we
are
not
just
reviewing
enterprise
performance,
but
actually
assessing
and
learning
and
striving
to
meet
the
needs
of
our
residents.
J
All
right
so,
what's
next
well
exploring
and
launching
a
new
performance
reporting
structure
in
2023
and
developing
a
performance
management
system
is
a
goal
of
opi,
but
several
objectives
will
and
several
objectives
will
need
to
be
accomplished
mainly
how
to
prepare
back
backup,
front-end
performance
reporting
to
ensure
divisions
are
ready
to
report
and
leadership.
Can
leverage
data
in
decision
making
requiring
the
departments
have
data
collection
capacities,
new
data
collection
modalities
and
the
infrastructure
to
report
their
performance.
J
J
Another
need
is
for
opi
the
budget
office
and
the
office
of
race,
equity
and
belonging
to
partner
in
an
integrated
performance
frame,
integrating
performance
frameworks
into
their
management
systems,
so
that
we
can
move
from
performance
reporting
and
not
just
I'm
sorry,
so
we
can
move
from
performance
management,
not
just
performance
reporting
and
that
box
checking
exercise
that
we've
had
in
previous
iterations
we've
heard
from
the
past,
but
we've
heard
from
the
budget
director
and
you've
heard
from
our
director
today
that
their
office
is
striving
to
find
meaningful
ways
to
include
performance
frameworks
and
to
use
established
funding
so
that
there
is
not
an
over
emphasis
on
the
reporting
process
and
change
on
a
request,
and
so
we're
hoping
that,
with
the
help
of
our
performance
frameworks
and
continued
partnership
that
we'll
be
able
to
do
more
work
around
integrating
performance
metrics
into
the
budget
process.
J
J
J
We
have
some
challenges
before
we
move
over
four
for
performance
reporting
proceed
in
2023
and
to
ensure
performance
reporting
is
meaningful.
There
needs
to
be
clarity
in
several
areas.
The
city's
proposed
governance
structure
has
resulted
in
many
departmental
changes.
Performance
frameworks
will
need
to
be
reviewed
and
created
when
departments
had
the
capacity
to
focus
on
the
selection
of
new
metrics.
J
Furthermore,
the
functions
of
coordinators
office
under
management
planning
are
proposed
to
be
moved
or
repurposed.
In
2023
management
planning
was
designed
to
support,
informed,
evidence-based
decision-making,
identifying
innovative
solutions
and
incubating
initiatives
to
maturity
with
uncertainty,
performance
reporting
in
2023
and
the
development
of
an
operation
performance
management
system
is
challenging.
J
Also,
esrip
is
due
to
expire
at
the
end
of
this
year,
leaving
questions
about
the
ability
for
the
enterprise
to
transition
to
a
strategic
reporting
model
in
the
next
year.
This
is
where
we're
at
today
in
progress.
I
hope
this
information
is
helpful,
as
you
all
continue
to
make
decisions.
I
wish
you
best
of
luck
in
your
budget
process.
A
Thank
you,
mr
williams.
I
want
to
open
up
the
floor
to
any
questions.
To
my
colleagues,
I
see
council
member
johnson.
L
Thank
you,
madam
chair,
and
I
really
want
to
first
start
by
saying
thank
you
for
all
this
work
and
the
presentation.
I
thought
this
was
really
helpful.
I'm
excited
to
see
this.
I
remember
going
back
to
talking
with
spencer
cronk,
however
many
city
coordinators
ago,
that
was
about
trying
to
revamp
all
of
our
performance.
Metrics
I
mean
it
seems
like
frankly,
especially
public-facing
side,
there's
been
quite
a
large
step
back
in
terms
of
the
transparency
around
that.
L
L
J
Well,
good
question,
so
I
mean
at
the
the
administrative
level
it
all
varies
on
department's
capacity
to
be
able
to
use
evidence-based
or
data
informed
decisions.
Some
departments
that
have
more
resources
are
very
well
supported.
J
It's
a
place
that,
ultimately,
I
believe,
has
kind
of
been
left
to
the
wayside
and
needs
the
investment
properly
to
help
make
decisions
and
focus
on
telling
the
quality
work
that
you
all
are
doing
and
help
you
all
make
quality
decisions
to
be
able
to
evaluate
those
decisions
to
be
able
to
learn
or
pursue
other
opportunities
to
test.
Things
ultimately
means
that
we
need
to
really
develop
our
bench
when
it
comes
to
data
analytics
work,
performance
work
ultimately,
and
we're
just
not
there
yet.
L
What's
your
view,
I
guess
on
the
level
of
interest
and
desire,
is
it
pretty
across
the
board
that
department
leaders,
even
if
they
don't
have
that
capacity
and
don't
have
that
more
formalized
support
that
they
really
want
to
embrace
data
to
drive
decisions?
Or
do
you
even
see
an
opportunity
there
on
kind
of
the.
J
Ultimately,
they
just
need
the
structure
and
support
and
they
need
a
platform
that
supports
that,
and
so,
ultimately,
it's
a
all
together
system
approach
around
this
work
and
that
will
require
a
considerable
conversation
between
amelia
and
our
team,
race
and
equity
as
they
hold
s-reap
and
davin
begin
on
their
next
iterations
of
strategic
planning,
and
also
you
all
being
able
to
set
up
those
type
of
conversations
that
incentivize
this
type
of
work
are.
J
I
always
say
that
our
administra,
our
staff
throughout
the
enterprise,
will
meet
the
mark
as
long
as
they
have
the
structure
and
platforms
in
place.
We
have
not
developed
them
yet
to
be
successful
in
that
area.
So
if
you
all
help
me
or
help
who
our
teams
to
be
able
to
set
up
those
platforms
for
good
conversations
around
discussions
and
be
able
to
use
the
performance
frameworks
appropriately
to
talk
about
metrics
and
performance,
they
will
all
meet
the
mark.
They're
ready
for
it.
Ultimately,.
L
Great,
thank
you,
that's
really
helpful,
and
then
I
guess
my
last
question
and
I
appreciate
that
aspect
of
it.
So
it
sounds
like
folks
are
really
ready
and
eager
and
they
just
the
the
tools,
might
not
necessarily
be
there
in
order
to
actually
utilize
it
but
you're,
seeing
that
pretty
much
across
the
board
and
within
especially
even
at
team.
B
J
Correct
yeah,
portable
water,
they're
doing
amazing
work;
they
develop
their
own
strategic
plan,
they
use
it
along
the
mentioned
selection
process,
they're
able
to
develop
their
metrics
to
also
inform
their
own
individual
strategic
plan.
That
is
a
great
example
of
great
work.
That's
happening
in
the
city.
How
do
we
get
that
great
work
to
translate
into
helping
you
all
see
that
great
work
and
talking
about
it
in
the
community
and
also
to
make
decisions
on
it?
That's
the
next
step.
That's
the
hardest
process
is
trying
to
align
these
systems.
L
Thank
you
and
then
my
last
question
is
really
you
know
when
you
look
at
all
the
different
I.t
platforms
for
departments
to
do
their
work.
L
There's
a
lot
of
systems
a
lot
of
big
systems,
how
many
of
them,
or
what's
your
assessment
on
the
capabilities
of
you,
know,
analytics
data
right
out
of
the
box
for
a
lot
of
that,
because
a
lot
of
it,
you
know
when
we're
talking
about
portals,
there's
aggregation
level
work
that
occurs,
but
are
you
finding
that
those
tools
exist
today,
or
is
this
a
lot
of
when
I
was
in
it
etl
of
exporting,
transforming
and
loading
in
order
to
create
these
aggregate
tables
and
such
yep.
J
So
the
I.t
department
has
cognos
analytics
systems
since
the
strong
system
and
they've
slowly
been
working
with
departments
throughout
the
years
to
to
input
data
in,
I
think
we're
in
a
good
position
now,
because
we
have
the
quality
data
that
we
actually
want
to
talk
about
when
it
comes
to
performance
to
actually
push
that
data
into
cognos
itself.
Also,
the
budget
office
in
a
couple
years
ago
picked
up
a
new
software
program.
J
What's
the
name
of
the
software
program
opengov,
which
does
data
visualization,
so
you
all
saw
some
examples
today
as
well,
so
we'll
be
able
to
talk
about
how
to
visualize
that,
but
having
the
people
in
the
right
places
those
data
scientists,
those
data,
analytics
professionals
to
really
talk
and
work
with
departments
to
consult
with
them
about
how
to
best
tell
their
story
of
work
through
data.
It's
some
place
that
we're
still
struggling
with
as
an
organization.
So
we
have
the
people
prepared.
We
have
the
investment
in
the
system.
J
What's
the
next
step,
staffing
appropriately
to
have
that
type
of
work,
professional
work
to
be
able
to
visualize
and
have
really
meaningful
conversations
and
deeper
dive
about
how
we're?
How
we're
actually
performing
to
be
able
to
actually
evaluate
and
have
support
with
departments
and
staff,
to
be
able
to
help
them
do
that
work,
educate
them
to
do
that
work
so
that
they
become
stronger
independently
in
doing
that,
work
as
well
great.
A
J
F
A
F
Here,
thank
you,
madam
chair,
and
thank
you,
sir,
for
your
presentation.
I'm
just
curious.
You
talked
about
sort
of
shifting
measuring
departmental
goals
to
align
those
goals
with
the
broader.
F
S
strategic
goals-
I
would
imagine
correct
and-
and
I'm
just
curious,
how
do
we
do?
We
think
that
how
would
that
impact
the
daily
work
like?
Will
people
will
departments
sort
of
work
towards
just
addressing
those
as
sweep
goals,
and
how
will
that
impact
the
rest,
not
all
of
the
work
that
public
works
does,
for
example,
yes,
impacts
s
reap
goals,
so
would
they.
J
So,
council,
president
gene
is
a
good
question,
so
ultimately,
this
past
mall
that
we're
in
was
a
very
unsile
silo
approachable
work
when
it
came
to
performance
reporting.
We
have
departments
that
do
great
work
that
collaborate,
but
we
don't
tell
a
holistic
story
so
bringing
that
story
together
about
how
we're
performing
and
striving
to
achieve
the
goals
that
you
all's
elected
body
set
is
very
important.
Sometimes
that
gets
lost
in
the
shuffle
when
you're
only
focused
on
what
a
department
is
reporting
on.
J
There
still
will
be
places
for
departments
to
be
able
to
report
to
advocate
for
the
resources
and
work
they
do.
I
think
that'll
be
well
seen
in
budget
presentations
going
forward,
but
when
it
comes
down
to
focusing
on
performance,
we
really
want
to
talk
at
a
high
level
and
saying
these
are
the
goals
that
you
offset
as
elected
body.
These
are
the
priorities
you
said
this
is
what
departments
are
doing
to
strive
to
meet
those
goals
and
areas,
and
then,
where
are
we
identifying
our
opportunities
and
challenges?
We're
identifying
places
where
we
need
to
evaluate?
J
We
need
to
learn.
We
need
to
use
our
innovation
tools
and
really
explore
what
are
we
doing
in
a
certain
area
to
actually
meet
the
needs
of
a
certain
customer
group
or
a
certain
resident
group
ultimately,
and
so
there
is
place
for
both
of
them
ultimately,
but
one
really
strives
to
make
sure
that
we're
driving
towards
what
we
say
we
want
to
achieve.
J
If
we
say
we
want
to
improve
public
safety
in
our
community
in
our
organization,
we
want
to
be
able
to
look
at
all
of
our
public
safety
efforts
and
understand
where
we're
doing
well
at.
Where
do
we
need
to
improve?
Where
do
we
need
to
provide
additional
resources?
Ultimately,
if
we
do
that
in
a
very
solid
approach,
it
makes
it
a
little
bit
more
difficult
to
then
have
those
then
transition
conversations
to
where
do
we
need
to
put
money
at
and
what
departments
and
what
programs
ultimately.
F
And
then
just
follow
up.
You
know
that
the
estuary
expires
correct
this
year.
J
J
So
that
that
is
above
my
pay
grade,
as
I
like
to
say,
I'm
sure
there
will
be
conversations
about
that.
Ultimately,
I
think
that
your
predecessors
put
you
in
a
prime
decision
with
a
quality
strategic
plan.
No
strategic
plan
has
ever
been
developed
in
the
city,
like
the
one
that
was
done
by
your
previous
pre-assessing
council.
We
were
able
to
talk
about
goals
in
an
objective
and
measurable
way,
and
it
allowed
us
to
really
create
work
to
talk
about
metrics
and
develop
metrics.
J
That
line
up
with
those
goal
areas
that
you
all
talked
about
to
have
concrete
discussions,
and
so
you
have
a
great
foundation,
it's
what's
the
next
step
in
in
what
you
all
want
to
do
with
it,
and
I
think
there's
options
and
those
options
probably
are
being
discussed.
Amelia
may
be
able
to
talk
a
little
bit
more
about
what
those
are.
I
don't
know
yet.
I'm
sorry
if
I
threw
you
out
there
under
the
bus,
but
you
have
opportunities
and
options,
I'm
sure
offline.
K
K
J
Yes,
so,
as
you
know,
formerly
resolves
minneapolis
almost
two
decade
old
performance
reporting
program,
so
performance
performance
reporting
programs
are
in
a
constant
state
of
iteration
and
improvement.
J
J
The
metrics
didn't
reflect
the
work
that
they
did.
So
we
had
to
make
a
stop
and
really
look
back
and
talk
about.
Okay,
what
is
the
process
of
reforming
performance
and
that
first
step
was
to
really
focus
with
departments
on
talking
about
what
they
do
and
what
it
takes
to
do
that
work
and
what
indicators
show
they're
being
successful
in
that
work,
and
so
we
took
a
year-long
process.
J
It
was
myself
and
a
pres,
a
colleague
of
mine,
colleen,
pulaski
she's
no
longer
with
the
city,
but
you
know
one
of
the
smartest
people
I've
ever
met
in
my
life.
We
sat
down
well
over
a
year
in
four
months,
the
two
of
us,
with
over
120
departments
in
a
1.6
billion
dollar
budget
by
ourselves
on
microsoft
teams
to
put
together
performance
reporting.
But
we
need
to
also
give
time
for
these
departments
to
be
able
to
collect
that
data
over
the
course
of
the
year,
and
we
had
to
use
that
year.
J
J
What
I
will
say
is
departments
do
have
data
and
some
of
them
are
producing
it
and
you
are
seeing
it
in
myriads
in
different
places,
whether
it's
coming
to
policy
you'll
see
it
in
budget
discussions
as
they
use
a
performance
frameworks
and
director
kerr
has
talked
about
that
with
departments
as
well
of
utilizing
performance
frameworks.
So
it's
not
to
say
that
you
haven't
seen
that
data.
You
just
haven't
seen
in
a
formalized
product
as
we
plan
and
hope
to
present
to
you
all
in
2023.
K
Thank
you
and
if
I
may,
I
appreciate
the
focus
on
strategic
reporting.
We
need
some
general
best
practices,
types
of
reporting
in
the
interim,
and
so
this
is
maybe
more
of
a
message
to
departments
individually
than
it
is
to
your
division
in
helping
us
to
provide
that.
But
can
you
help
us
just
understand?
How
did
how
did
you
make
this
decision
to
stop
or
to
pause,
providing
results,
because
it
has
been
a
couple
of
years
now.
J
Correct
so
one
of
the
first
decisions
I
made
and
obviously
wasn't
one
of
the
main
decision
makers
in
that
decision
was
we
had
a
study
from
john
hopkins
university.
We
can
make
sure
we
provide
you
with
that
that
research
as
well
that
talked
about
some
of
the
opportunities
to
improve
results
in
the
yabus
program.
Also,
councilmember
payne
did
a
improvement
process
evaluation
with
the
last
elected
body
that
talked
about
recommendations
for
improvements
to
the
results
program.
J
The
next
step
was
to
report
in
2020,
and
our
plan
then
was
to
do
mentor.
Selection
in
2021
and
our
peers
in
the
coordinator's
office
thought
it
would
be
best
and
had
conversations,
I
believe,
with
some
of
the
elected
staff
or
elected
officials,
formerly
that
it
would
be
best
to
really
focus
on
working
with
departments,
then
just
focus
on
doing
performance,
reporting
and
doing
metro
selection
at
the
same
time,
along
with
a
budget
being
developed,
thought
that
was
a
little
bit
of
a
burden
at
the
time
and
so
for
us
really.
J
The
focus
has
been
2021
and
2022,
getting
ready
for
2023
ultimately,
and
it
was
appropriate
to
focus
on
developing
new
metrics
in
2021,
and
it
was
appropriate
to
give
time
for
departments
to
collect
that
data
for
2023.
Instead
of
saying
you
finished
your
metrics
in
december,
you
may
not
even
have
built
the
data
collection
modalities,
but
we
want
you
to
report
on
it.
J
Some
will
develop
proxies
in
the
future
if
they
still
have
structure
struggles
collecting
that
data,
we
just
felt
that
it
was
appropriate
time
to
give
to
departments
to
be
successful
in
talking
about
that,
and
I
still
believe
in
my
heart
that
they
provided
you
all
with
quality
information
to
make
some
sound
policy
decisions
and
programmatic
decisions.
Ultimately,.
K
J
It's
been
a
while
our
office
doesn't
need
any
help.
Prioritizing
is
a
top
priority.
However,
we
do
need
the
priorities
of
having
conversations
with
you
all
as
colleagues
to
understand
your
needs
for
performance
reporting,
how
you
would
like
performance
platform
discussions
to
be
set
up.
We
need
to
talk,
like
I
said,
with
race
and
equity,
with
it,
with
budget
to
be
aligned
and
how
to
develop
the
infrastructure.
J
If
we
were
talking
about
major
performance
reporting
in
2023,
ultimately,
but
we
can
get
there,
we
can
put
the
infrastructure
up.
We
can
turn
the
lights
on
as
much
as
possible,
but
can
we
put
the
china
in
the
closet
and
the
food
on
the
table
not
exactly
with
what
we're
currently
how
we're
currently
constructed
so.
A
I
have
councilmember
payne
up
next.
Okay.
E
Hello
cherkovsky,
I
just
had
a
couple
additions
to
some
of
the
answers
that
jonathan
was
giving
that
I
want
to
mention
so
one
was.
There
was
a
question
about
using
our
s
reap
goals.
Some
of
the
departments
that
aren't
reflected
in
those
like
public
works,
I
think,
was
a
great
example.
How
are
those
going
to
connect
into
this
work
and
I'll
say
in
the
budget
book
right
now?
We
are
using
that
performance
framework.
E
That
was
a
part
of
the
slide
from
jonathan's
presentation,
where
we
are
asking
each
department
to
take
a
look
at
each
of
their
programs.
What
are
your
mission?
What
are
your
goals
and
objectives
so
the
first
part
of
that
performance
framework?
That's
reflected
in
our
budget
book
right
now,
so
I
think
jonathan
was
describing
the
sort
of
bottom-up
top-down
approach,
s-reap
goals
for
some
departments,
they're
not
reflected
in
the
policy
goals
selected
in
s-rep,
but
we
are
sort
of
doing
that.
E
Bottom-Up
work,
that
for
each
program,
we're
electing
goals
and
missions
that
will
drive
that
will
lead
into
the
performance
framework
model
and
then
just
the
other
thing
I
wanted
to
talk
about
was
timeline
for
results.
Minneapolis,
I
think
the
decision
was
made
to
not
move
forward
with
results
minneapolis
in
2020,
and
I
just
wanted
to
remind
that
during
the
time
when
I
think
we
normally
would
be
hearing
performance
reporting
in
2020,
we
were
making
urgent
reductions
to
the
budget
as
a
result
of
the
revenue
crisis
in
the
city.
E
So
I
just
want
to
kind
of
add
that
context
to
the
what
the
2020
budget
year
looked
like.
In
21
we
decided
to
formally
move
away
and
in
our
financial
policies
we
took
out
reference
to
results
minneapolis
because
we
were
part
of
this
transition
to
the
new
performance
framework.
So
it's
kind
of
wanted
to
contextualize
that
timeline
in
the
what
was
going
on
in
the
larger
budget
world
in
minneapolis.
E
A
Thank
you
director
forever
appreciate
it.
Yes,
mr
williams,
cancel.
If
you
could
just
hear
a
few
more
moments.
We
have
council
member
payne.
C
Thank
you,
madam
chair,
and
thanks
for
the
shout
out
jonathan,
but
really
this
work.
I
know
you've
been
working
on
it
for
at
least
three
years
and
you've
probably
been
thinking
about
it
for
longer
than
that,
and
I
really
love
the
example
used
around
affordable
housing
for
the
transition
from
you
know,
department
reporting
to
strategic
reporting,
and
I
feel
like
very
early
in
our
conversations
about
this.
C
We
we
wouldn't
have
imagined
that
there
was
even
an
opportunity
to
I
mean,
there's
like
an
opportunity
to
even
shift
structurally
our
government
to
be
more
aligned
with
these
outcomes
rather
than
by
department
by
department.
So
my
question
is
as
you're
thinking.
This
is
very
early
stages
right
like
to
vice
president
paul
osano's
questions.
C
I
can
sense
an
antsiness
of
like
okay.
When
do
we
get
to
see
the
new
reporting?
So
if
we
were
to
project
out
some
years
from
now,
could
this
framework
help
guide
the
structure
of
our
government
so
that,
as
we
are
aligning
our
resources
and
our
investments
and
our
budget
priorities?
It's
aligning
towards
outcomes
rather
than
necessarily
department
by
department.
J
Councilman
payne
yeah,
you're
correct
this
framework
has
a
number
of
potential
use
cases,
and
I
got
to
see
very
much.
This
outcome-based
work
go
into
your
strategic
planning,
as
well
as
a
framework
going
forward,
so
you
can
see
it
from
the
top
to
the
bottom
or
the
bottom
is
to
the
top.
Whichever
way
we
kind
of
want
to
put
together
as
a
team,
so
yeah.
N
J
Councilman
vita
our
development
of
performance
metric
isn't
about
necessarily
doing
evaluation.
We
did
develop
performance
metrics
for
the
911
office,
okay,
so
correct,
but
it's
not
where
we're
going
and
evaluate
we.
We
set
up
conversations
with
these
departments
and
programs
and
really
talk
to
them
and
say:
hey:
how
are
you?
What
is
your
program
designed
to
do?
What?
What
are
you
trying
to
change
for
the
world?
Ultimately,
and
then
we
say:
okay,
how
do
you
measure
that?
J
And
we
go
through
that
conversation
with
them?
What
this
will
do
for
you
ultimately
to
help,
though,
is
start
the
conversations
of
evaluating
your
services?
So
if
you
want
to
talk
about
evaluating
9-1-1,
you
have
a
conversation
because
you're
talking
about
how
they're
performing
over
time,
and
then
you
can
start
asking
questions,
I'm
going
back
to
the
place
where
I'm
saying
where
you
could
interrogate
explore,
explain
and
learn
about
how
a
program
is
actually
functioning
and
what
it
actually
needs
to
improve.
And
then
you
can
make
decisions
on
how
to
improve
that
work.
N
So
when
you
went
in
and
did
that
say,
hey
how
you
doing
what
is
the
long-term
goal
here
like
how,
as
a
new
council
member,
how
can
I
find
that
like
how?
Where
is
that
in
writing,
or
is
that,
like
a
document
that
shows
what
they
told
you
and
then
like
what
you
took?
911
is
just
the
area
of
interest
for
me
right
like
it's
something
that
I've
been
as
the
chair
of
public
health
and
safety
that
I've
really
been
following.
N
So
here
in
this
presentation,
I'm
just
starting
to
think
like
well,
where
you
know
is
this:
how
can
I
review
this
and
see
where
they
said
they
were?
If
you
did
this
two
years
ago
or
five
years
ago
and
then
kind
of
where
we
are
and
how
we
support
in
the
budget,
rather
it's
on
their
side
of
the
budget
or
your
side
of
the
budget
and
getting
them
to
those
goals.
So.
J
Short
answer
is
every
single
department
that
has
done
a
performance
framework.
You
can
get
it
from
a
department.
So
if
you
contact
911
and
ask
them
for
their
performance
framework,
they
will
provide
you
with
the
performance
framework.
There
is
a
is
a
framework.
It
does
not
possess
the
data
in
there
they're
not
required
to
report
any
formalized
process
we
haven't
articulated
yet
to
them
until
2023
and
so
at
the
very
least,
you'll
get
the
performance
framework.
J
But
what
you
also
get
in
the
budget
process
is
they
will
talk
about
performance
in
the
budget
process,
so
you
will
see
performance
data.
You
will
also
see
elements
of
the
performance
frameworks
within
each
department.
If
they've
used
the
each
department's
budget
presentation,
I'm
sorry
if
they
use
their
performance
framework,
as
requested
by
the
the
budget
office.
J
E
So
we
chair,
koski
and
members,
we've
asked
each
department
to
include
sort
of
the
first
chunk
of
that
performance
framework,
so
the
mission
and
then
the
goals.
The
data
as
jonathan
mentioned,
is
the
sort
of
unfinished
part
portion
of
that
many
departments
have
that
data.
Many
departments
haven't
started,
collecting
it
yet
so
they're
at
different
phases.
I
would
encourage
you
to
reach
directly
out
to
departments
that
you're
interested
in
when
they
come
up
and
present.
N
E
A
M
At
least
cherokowski
committee
members
is
one
first
of
all.
Thank
you,
jonathan
for
the
excellent
presentation,
I'm
so
happy
to
have
the
staff
that
I
have
doing
what
they
do.
They're,
really
really
really
smart
people,
but
there's
one
jonathan
went
about
saying
platforms,
and
this-
and
you
know
you
know
kind
of
a
lot
of
intelligentsia.
M
M
M
It
was
not
a
great
performance
management
tool.
It
was
just
the
best
we
had
at
that
time,
but
the
reason
why
we
were
even
able
to
get
that
information
is
because
this
body,
along
with
our
staff
and
along
with
the
budget
office,
put
together
a
joint
letter.
That
said
this
is
what
is
required
of
departments
so
that
we
can
make
good
budget
and
policy
decisions
as
a
council.
M
So,
in
order
for
us
to
move
forward-
and
you
get-
we
know
the
process
that
we
use
now
is
it's
been,
it's
been
vetted,
it's
scientific,
it
will
work,
but
you
won't
get
the
quality
of
work
and
the
quality
of
data
and
the
quality
of
analysis
that
you
likely
require
unless
we
do
that
joint
effort
again
that
we
did
with
vice
president
palmisano
back
with
the
results
when
we
wrote
that
joint
letter
that
went
out
to
all
departments
about
what
we
expected
around
results,
reporting
a
schedule
to
meet
with
budget
and
their
analysts
as
well
as
opi,
and
I
analysts
to
make
those
budget
decisions
that
is
what's
going
to
be
required
to
have
everybody
participate
in
a
meaningful
way
in
this
new
results,
reporting
and
so
we're
counting
on
and
the
ask.
M
Is
we
need
this
body
to
work
with
us
to
work
with
budget
and
making
that
request
again
around
this
new,
more
innovative
and
meaningful
way
of
managing
progress
around
the
city?
Otherwise,
it's
an
ask
from
me
or
it's
an
ask
from
amelia
director
kruger
and
that
does
not
carry
the
same
weight
as
it
does.
K
K
So
I
need
to
know
how
we
are
going
to
be
able
to
provide
that
through
this
budget
process.
I
heard
mr
williams
kinsell
talk
about
how
departments
are
providing
that
work
and,
in
general,
that's
what
we
have
been
using
these
past
few
years
and
that's
what
it
sounds
like
we
will
continue
using,
but
nobody
on
this
body
made
some
broad
decision
to
pause
this
work
indefinitely,
and
I
just
want
to
make
that
really
abundantly
clear.
Thank
you.
A
M
Director
kruger
former
director
enemy,
andrea,
larson,
myself
and
others,
and
that
meeting
also
included
talking
with
vice
president
palmisano.
You
vice
president
promising
when
we
made
that
decision
to
pause
on
collecting
old
data
so
that
we
could
prepare
people
for
the
new
data,
and
so
I
don't
want
to
go
back
and
forth
or
tif
attack.
K
A
You
council,
president
jenkins.
F
Thank
you,
madam
chair.
I
will
pass
my
remarks
and
take
them
offline.
A
Thank
you.
Thank
you,
director
smith,
and
thank
you
to
everyone
who
spoke
today.
I
just
want
everybody
to
know
that
I
am
I'm
committed
to
working
with
all
of
you
to
continue
to
look
at
our
performance
management
tools
and
I'm
looking
forward
to
all
the
presentations
that
we
have
going
forward
as
well
so,
but
before
we
adjourn
today,
I'd
like
to
take
this
opportunity
to
review
for
both
the
public
and
my
colleagues
the
anticipated
timeline
in
which
we
will
work
to
complete
the
city's
2023-2024
budget.
A
We
will
begin
these
presentations
at
our
next
meeting,
scheduled
for
tomorrow
at
10
am
and
continue
through
the
month
of
october
council
members
have
already
received,
invites
for
all
of
these
meetings,
and
the
meetings
have
been
noticed
for
the
public
on
the
city's
legislative
information
management
system
limbs.
This
committee
has
also
scheduled
a
public
hearing
on
the
proposed
budget
on
thursday
november
10th
at
10
a.m.
A
This
is
in
addition
to
two
public
hearings
that
will
be
held
at
meetings
of
the
city
council
on
tuesday
november
15th
and
tuesday
december
6th,
both
of
those
are
at
605
pm
and
finally
I'll
note
that
we'll
consider
amendments
to
the
mayor's
recommended
budget
at
our
meeting
on
december
1st
and
2nd.
These
revisions
will
be
forwarded
to
the
city
council
for
final
consideration
at
our
last
public
hearing
on
december
6..
A
A
With
that,
we've
concluded
all
business
to
come
before
the
committee
today
and
I'll
note
that
our
next
meeting
is
tomorrow
at
10
a.m,
where
we
will
hear
presentations
from
the
city
attorney,
city,
auditor
and
city
clerk,
and
then
we
also
have
a
meeting
this
thursday
september
15th
at
10
am
to
hear
presentations
from
the
office
of
community
safety.
911
the
fire
department
and
our
emergency
management
teams
see
no
further
discussion
and
without
objection
we
stand
to
adjourn.
Thank
you.