►
From YouTube: October 27, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
B
A
Let
the
record
reflect
that
we
have
a
quorum
before
we
move
on
to
today's
agenda
item
2023
City
budget
presentations
I'd
like
to
share
an
update
with
the
budget
committee
and
the
public.
As
we
know,
on
October
20th,
the
city
council
approved
the
Omnibus
government
structure
ordinance
this
Omnibus
government
structure
ordinance
included
changes
to
our
government
structures
that
affect
the
mayor's
20
20
23
2024
recommended
budget.
As
a
result,
the
mayor
is
preparing
an
amendment
to
his
recommended
budget,
which
will
which
I
will
refer
to
as
the
mayor's
government
structure.
A
Amendment
moving
forward
as
chair
of
the
budget
committee
I
will
introduce
the
mayor's
government
structure
Amendment
at
the
beginning
of
budget
committee
markup
meetings.
It
is
Our
intention,
the
mayor
budget,
director
and
I
to
provide
council
members
with
the
mayor's
government
structure
Amendment
as
soon
as
possible,
so
that
council
members
are
aware
of
its
content
when
drafting
their
own
amendments
to
the
mayor's
2023-2024
recommended
budget.
A
If
culture
members
have
any
questions
about
the
process
I've
outlined,
they
can
connect
with
me
after
today's
budget
committee
meeting
with
that
today
we
will
conclude
our
department
presentations
on
the
mayor's
2023
and
2024
recommended
budgets
on
the
agenda.
Is
the
park
board
the
capital
budget
and
the
assessing
Department?
Our
first
presentation
is
from
the
Minneapolis
Park
and
Recreation
board
I've
allocated
up
to
45
minutes
to
this.
For
this
presentation
and
the
corresponding
q
a
I
will
recognize,
Park
Board
superintendent,
L
vangora,
to
introduce
his
presentation.
Welcome.
Thank.
D
You
it's
pleasure
to
be
here,
chirkowski
and
college
members.
D
I
am
again
it's
a
pleasure
to
be
here
and
I
will
start
with
sort
of
a
background
and
Foundation
of
our
budget
and
the
the
foundation
of
development.
2023
budget
revolved
around
some
great
work
that
we
had
with
our
commissioners
around
the
2023
to
2026
strategic
directions,
performance
goals,
the
priority
around
the
comprehensive
plan,
strategies
to
support
parks
for
all
comprehensive
plan
adopted
by
the
board
in
May
of
2022.
D
We
had
between
April
and
June
budget
discussions
with
the
board
and
we
reviewed
the
budget
process.
We
talked
about
the
history
and
also
the
financial
projections.
We
identified
budget
priorities
and
funding
strategies
and
we
also
assessed
current
service
levels
to
speak
around
the
maximum
property
tax
levy.
D
The
board
was
very
committed
and
very
engaged
in
what
we
gleaned
from
this
we
took
us
was
really
some
commitments
around
these
specific
areas
serving
the
Youth
of
Minneapolis,
building,
safer
communities,
caring
for
our
Park
assets,
caring
for
the
environment
and
identifying
new
funding
sources
for
the
park
system.
D
So
the
Minneapolis
the
park
board
Commissioners
voted
unanimously
to
support
the
2023
tax
level,
increase
request
to
the
board
of
estimate
and
Taxation.
The
proposed
tax
levy
was
a
6.16
increase
presented
to
the
BET
to
support
the
following
areas:
to
maintain
current
Park
service
levels.
What
that
meant
was
invest
the
investment
in
our
youth
commitment
and
to
replace
the
local
government
Aid
loss,
also,
the
system
Equity
investment
in
park,
Safety
and
Security
and
activation
of
new
parks
and
again
the
care
for
our
Park
assets.
D
Reflective
in
the
2023
budget
is
the
addition
of
two
Park
police
officer
positions:
the
conversion
of
a
park
Patrol
agent
hours
to
two
full-time
Park,
Patrol
agents
position;
conversion
that
adds
a
multicultural
Communications
position
and
an
ADA
administrator
position.
Development
and
delivery
of
the
indigenous
acknowledgment
training
and
also
the
development
of
an
indigenous
reconciliation
plan.
D
Strategic
Direction
C
is
to
implement
quality,
Youth
and
intergenerational
programs,
the
board's
commitment
to
implement
quality,
Youth
and
intergenerational
programs,
and
it
ensures
the
success
through
these
measures,
the
program,
capacity
measurement,
multi-tiered
program,
evaluation
and
enrollment
tracking.
What
this
really
is
is
around
data
and
be
able
to
respond
respond
back
to
our
constituents
and
the
people.
D
That's
designed
to
stabilize
Reckless
Staffing
with
the
option
of
a
standard
non-split
schedule,
and
also
it's
reflective
in
the
20
2023
budget,
also
includes
a
two-year
two
of
the
six-year
funding
agreement
with
the
City
of
Minneapolis.
That's
the
property
tax
levy,
increase
of
260
thousand
dollars
and
the
continuation
of
the
arpa
funding,
strategic
Direction
D
care
for
Park
assets
and
meet
the
evolving
needs
and
practices
within
that
strategy.
D
Implementation
tracker
reflected
in
the
2020
2023
budget,
is
the
continuation
of
exploratory
work
to
identify
alternative
funding
strategies,
Parkway
seal
coating
through
the
mprb
capital,
Improvement
program
position,
conversion
to
add
a
design
and
project
manager
and
the
review
of
current
asset
management
systems
to
support
the
bid
for
the
next
generation
of
software.
With
enhanced
capabilities.
D
And
the
final
strategic
direction
is
to
Steward
our
natural
resources,
and
this
stated
to
increase
area
management
to
grow
public
tree
canopy
and
to
approve
the
water
quality
through
the
best
management
practices
to
BMP
within
the
budget.
The
reflective
of
the
budget
is
planting.
At
least
two
trees
for
every
tree
removed
focused
on
a
two
on
the
two
major
heat
Islands
within
the
city
through
the
arpa
funding
received
in
2023
and
2024.,
and
then,
of
course,
we're
looking
alternative
funding
strategies.
D
So
the
participation
in
the
Urban
Tree
carbon
offset
program
through
the
partnership
with
green
Minneapolis
and
the
sale
of
the
first
of
its
kind
carbon
credits
to
support
tree
planting
and
also
the
exploratory
work
related
to
water
quality,
alternative
fundings,
so
I'm
extremely
proud
to
present
this
recommended
2023
budget
that
serves
the
Youth
of
Minneapolis.
It
builds
safer
communities,
it
cares
for
our
Park
assets
and
it
protects
our
environment
with
that
I'm
going
to
turn
this
over
to
director
Weisman
to
walk
through
the
rest
of
the
budget.
Thank
you
for
your
time.
E
Good
morning,
chair
Koski
and
council
members,
I'm
Julie
Wiseman
I'm,
the
finance
director
for
the
Park
and
Recreation
board.
You
all
received
a
copy
of
the
superintendent's
recommended
budget
through
your
email
and
I
also
want
to
say
to
the
public
that
all
of
these
materials
are
available
online.
At
our
website.
E
Www.Mannapolisparks.Org
backslash
budget,
this
part
of
the
presentation
just
walks
us
through
the
budget
book
itself
and
each
section
of
the
budget
book.
The
first
section
is
the
budget
message
and
highlights
which
the
superintendent
provided
to
you.
The
highlights
section
is
the
area
of
the
budget
that
you
would
look
to.
E
It
identifies
all
the
changes
by
division
funding
or
by
fund
Division
and
Department
that
is
included
in
the
superintendent's
recommended
budget,
the
2023-2026
Strategic
directions,
performance
goals
and
priority
comprehensive
plan
strategies
what's
exciting
about
this
is
that
we
adopted
the
new,
comprehensive
plan
parks
for
all,
and
this
is
actually
the
first
budget
and
the
first
set
of
strategic
directions.
That
guide
us
through
the
implementation
of
our
new
comprehensive
plan.
E
The
next
section
of
the
budget
book
is
background
information,
and
it
just
includes
some
service
area
organization,
fund
descriptions,
acronym
definitions
and
then
we
get
into
the
financial
areas
of
the
budget
book.
So
for
property
taxes.
This
budget
is
developed
based
on
the
board
of
estimate
and
Taxation
set
maximum
for
the
Minneapolis
Park
and
Recreation
Board
of
5.4
percent.
It's
78.4
million
dollars
and
we
are
17.7
percent
of
the
total
tax
Minneapolis
tax
for
local
government
Aid.
We
re
receive
11.79
of
local
government
Aid
that
is
allocated
to
the
City
of
Minneapolis
for
2023.
E
We
are
expecting
to
receive
8.8
million
based
on
the
LGA
formula
in
state
law,
so
you
can
see
that
there's
starting
to
be
a
downward
Trend
in
local
government
Aid
and
with
the
state
legislature,
not
passing
the
tax
bill.
This
last
legislative
session,
it
impacted
both
the
city
and
the
park
board's
local
government
Aid.
E
So
when
we
look
at
our
general
fund,
even
though
we
received
a
5.4
percent
property
tax
levy
increase
with
the
reduction
in
local
government
Aid,
we,
our
general
fund,
is
increasing
by
a
modest
3.8
percent
property
taxes.
For
the
park
board
is
a
significant
portion
of
our
general
fund,
we're
heavily
reliant
on
property
taxes
with
almost
78
percent
of
our
general
fund,
funded
by
that
one
source
on
the
expenditure
side,
the
increase
3.8
percent.
E
We
are
again
a
service
organization,
so
the
largest
portion
of
our
general
fund
budget
is
Staffing,
so
wages
and
Fringe
is
72
percent
of
our
general
fund
budget.
E
This
chart
just
shows
the
changes
by
divisions,
so
the
superintendent's
office
is
where
the
police
Park
Police
Department
is
housed.
So
that
increase
is
the
increase
to
the
Park
Police
Department.
We
had
some
position
shifts
and
then
the
city
management
fee
contributions
and
other
that's
a
large
increase,
and
that's
just
due
to
the
fact
that
our
unions,
all
of
our
Union
contracts,
expired
at
the
end
of
2021.
E
So
this
is
our
general
fund
five-year
projections.
So
in
the
property
taxes
it
includes
the
the
support
for
the
historic
youth
investment
that
became
online
in
2022,
so
there's
a
260
000
annual
property
tax
increase
through
2027,
so
that
the
youth
investment
will
be
fully
supported
by
property
taxes.
At
that
point,
and
then
you
see
the
arpa
dollars
which
we
have
the
sub-recipient
agreement
in
place
for
2022
through
2024
that
does
leave
a
gap
for
us
in
2025
and
2026.
E
The
city
and
Park
Board
are
both
aware
of
that
and
we're
working
towards
identifying
other
one-time
sources
to
close
those
gaps
during
during
those
years.
So
for
2024,
the
City
of
Minneapolis
did
the
2023-2024
budget
plan.
The
park
board
issued
just
a
2023
recommended
budget,
but
we
are
looking
forward
and
looking
towards
2024,
so
we
wanted
to
share
with
you
some
of
the
planned
asks
that
will
be
coming
forward
in
2024
as
well,
so
for
2024
and
2025
we
are
estimating.
E
We
will
need
over
a
five
percent
property
tax
levy
increase
the
next
slide,
I'll
identify
for
you.
What
is
building
those
increases
and
the
first
one
is
our
system
Equity
investment.
So
as
as
Parks
come
online
in
areas
of
our
city
that
were
traditionally
non-residential
that
are
now
being
converted
to
park
property
and
multi-use
areas
of
our
city,
we
have
added
parks
to
our
system
so
for
2024
and
2025.
The
two
big
exciting
projects
that
are
happening
is
the
upper
Harbor
Terminal
and
Greco
Park.
E
E
The
Strategic
Direction
D
care
for
Park
assets
is
something
that
was
identified
as
a
priority
of
our
board.
We
brought
it
Forward
into
the
budgeting
process
in
2023.
It
was
not
ultimately
funded
or
supported
during
the
2023
budget,
so
we
have
included
that
ask
in
2024..
E
So
the
next
fund
we
have
is
our
special
Revenue
fund,
which
is
our
Park
Grant
and
dedicated
Revenue
funds.
So
this
is
where
largely
non-capital
Grant
dollars
that
we
receive
are
housed
so
you'll
see
that
the
arpa
funding
for
the
tree
planting
is
being
housed
in
this
fund.
At
five
hundred
thousand
dollars
in
2023
and
we'll
have
the
other
five
hundred
thousand
dollars
in
2024,
that's
going
to
allow
us
to
plant
two
trees
for
every
one
tree
that
is
removed.
E
Then
our
Enterprise
fund,
our
Enterprise
fund
houses,
our
business
operations,
so
the
biggest
thing
to
understand
about
this
fund
is
that
this
fund
is
completely
self-supporting.
It
is
not
supported
by
property
taxes.
So
if
we
issue
debt
for
construction
in
this
fund,
the
fund
pays
The
Debt
Service.
It's
not
a
part
of
the
city's
bonding
Levy.
E
We
have
the
two
micro,
Enterprises,
sculpture,
garden
and
Water
Works
Water
Works
is
new,
so
we're
working
through
the
business
model
and
the
startup
for
for
that
and
hope
that
both
the
sculpture,
garden
and
Water
Works
will
get
onto
the
positive
side
of
The
Ledger
soon,
and
then
we
have
our
Debt
Service
Murph
payments
and
improvements
that
are
again
funded
through
our
Enterprise
fund.
E
So
in
2023
we
plan
to
build
a.
We
are
providing
funding
out
of
this
fund
to
help
the
renovations
at
Lake,
Harriet,
Bandshell
and
concessions.
So
a
part
of
that
complex
is
Enterprise
with
the
vendor
in
concessions,
so
this
fund
will
be
paying
a
portion
of
those
improvements
that
will
be
happening
next
year,
as
well
as
a
new
equipment
building
at
gross
golf
course
and
some
improvements
at
the
Nokomis
concession
building
and
then
various
rehab
dollars
that
are
allocated
each
year
for
the
Enterprise
area.
E
E
You
will
see
our
our
I.T
department
and
Equipment
operations
are
utilizing
reserves,
that's
largely
due
to
the
supply
chain,
issues
that
we
experience.
So
we
are
behind
on
our
equipment
purchases
and
we
hope
to
be
able
to
catch
up
with
them
in
2023,
I'm
gonna
jump
over
the
capital
project
section,
because
director
arvinson
is
here
and
will
be
presenting
that
to
you
in
the
next
in
the
next
section.
E
So
where
we
are
at
in
our
budget
process
is
last
evening
we
had
our
first
public
comment
period
and
board
input
session.
We
have
another
one
next
week
on
November,
2nd
and
then
on.
November
30th
is
when
our
Administration
and
finance
committee
will
need
to
approve
the
tax
levy
and
annual
budget
to
move
it
forward
to
final
adoption
here
at
City
Hall
on
December
6th,
and
we
are
here
and
available
to
answer
any
questions.
A
Thank
you
before
we
move
on
I
just
want
to
recognize
that
council
president
Jenkins
and
council
member
Osmond
have
joined
us,
and
we
will
now
move
on
to
our
q
a
unless
there's
additional
presenters,
okay
for
the
superintendent
and
director
Wiseman,
so
to
ensure
that
all
council
members
have
the
opportunity
to
participate
in
the
Q.
A
club
members
may
put
themselves
in
queue
to
ask
one
question
at
a
time
after
which
we
will
move
on
to
the
next
in
queue.
A
F
Thank
you,
madam
chair
Ms,
Weissman
Mr,
Bangor
I,
just
want
to
thank
you
for
being
here
today.
You
don't
need
to
explain
what
you're
doing
to
us.
We
are
not
your
governing
board.
The
fact
that
you
come
here
in
the
spirit
of
collaboration
to
share
with
us
what
you're
doing
just
simply
benefits
our
knowledge.
As
we
talk
to
our
similar
constituents.
I
particularly
want
to
thank
you
for
finally
getting
to
the
Bryn
Mawr
Meadows
project,
although
it
doesn't
have
everything
that
I
think
the
neighbors
would
have
liked.
F
I
think
there
was
a
really
great
good
faith
effort
to
get
moving
on
it
and
also
just
want
to
commend
your
board
for
having
a
whole
year
of
collaboration
and
working
together
during
very
difficult
times.
I
am
have
feel
very
lucky
to
have
Elizabeth
Schaefer,
as
our
representative
and
commissioner
Forney,
as
our
president
and
I'm
most
grateful
that
we
have
council,
member,
Vita
and
I'm
sure
I'm
sure
you
miss
her
as
well.
Thank
you
thank
you
for
your
collaboration
and
coming
to
us
today
and
I
really
appreciate
hearing
what
you're
up
to.
G
Thank
you,
madam
chair
Lisa.
I
agree
with
you
so
much.
Thank
you
so
much
for
coming
down
today
and
explaining
what
you're
up
to
you
have
a
great
system.
I
I
go
back
to
Alice,
rainbow,
who
would
always
say
people
care
about
their
Parks
more
than
any
other
government
agency,
and
you
do
just
a
great
job.
So
in
her
spirit
and
her
memory
I.
Thank
you
for
coming
down
Meg.
Thank
you
for
your
leadership.
G
I've
gotten
a
chance
to
know,
commissioner
Schaefer
she's
been
very
responsive
to
some
issues
on
on
the
river
and
I
am
very
pleased
to
hear
you
to
learn
that
Public
Safety
is
important
to
you.
So
we'll
have
some
individual
conversations
about
that
out
the
river
in
particular.
We
have
to
pay
attention
to,
and
also
I'm
very
surprised
and
pleased
to
hear
about
your
indigenous
reconciliation
plan.
I.
G
Look
forward
to
learning
more
about
that
as
you
flesh
that
out,
but
I
do
have
one
question
and
how
is
it
going
using
your
Park
assets
to
generate
Revenue,
I
I
know
you
started
on
that
path,
you're
pretty
successful.
How
do
you
project
will
that
continue
to
grow
and
then
be
a
resource
for
you
other
than
tax
dollars?
Someone
can
someone
speak
to
that.
E
Chair
Koski
and
councilman
for
randville
all
start
and
then,
if
anybody
wants
to
add
we,
we
have
started
to
utilize
our
Park
assets
for
Revenue
generation.
E
We
are
consistently
looking
for
ways
to
identify
ways
that
we
can
generate
revenue
and
help
offset
the
burden
on
the
Minneapolis
taxpayers
in
our
headquarters.
Building
we
have
leased
out
space
that
lease
agreement
goes
into
a
building
Reserve
that
helps
us
do
Renovations
for
our
headquarters
building.
So
we
are
doing
that
and
we're
always
we're
always
looking
for
other
ideas
and
and
ways
to
to
generate
Revenue.
G
Thank
you
very
much
so
you're
always
thinking
about
generating
Revenue
with
your
assets
is
growing.
It's
getting
better.
That's
that's
the
bottom
line.
Thank
you.
H
Hello
friends,
it's
so
good
to
see
all
of
you,
I
haven't
seen
all
of
you
in
one
place
like
this,
since
the
last
time
you
presented,
but
it's
always
different
to
see
you
in
the
morning
too
yeah
I'm
used
to
see
you
very
late
at
night.
So
welcome
thanks
for
the
presentation,
a
lot
of
this
stuff,
of
course,
I'm
aware
of
how
this
happens,
but
I
had
a
couple
questions,
one
about
the
the
concessions
at
bidet
makaska.
I
I
We
are
looking
to
have
a
five-year
agreement
with
Lola's
who
has
been
there
for
the
last
five
years,
so
that
will
be
on
our
next
admin
Finance
agenda.
The
construction
is
anticipated
to
be
complete
in
June
of
2023,
with
the
hope
that
we
would
open
that
facility
about
30
days
after
that.
If,
for
some
reason
we
miss
our
date,
we
will
come
back
to
the
board.
Ask
for
an
amendment
and
if,
for
some
reason,
the
concessionaire
misses
their
dates
that
they
have
to
do
we'll
be
working
through
how
we
would
remedy
those
situations.
H
I
H
Can
I
ask
another
question?
Thank
you.
My
last
question
is
about
Graco.
So
there
was
you
had
a
slide
up
director
Wiseman
around
the
budget
for
I,
think
2023
and
24,
and
there
was
a
huge
drop
in
what
is
needed
to
operate.
There
was
like
those
original
operating
costs
and
then
upper
Harbor
Terminal
stay
pretty
substantial,
but
Graco
dropped.
So
what
is
that?
Because
they're
going
to
be
paying
the
operating
costs
themselves
up.
E
Chair
Koski
and
council
member
Vita,
that
is
actually
the
phased
in
funding,
so
Greco
Park
is
a
smaller
site.
First
of
all,
so
it
is
going
to
activate
in
2024,
so
we're
planning
for
a
full
Year's
budget
at
Graco
Park,
and
then
that
becomes
part
of
our
current
service
level
that
continues
on
for
upper
Harbor
Terminal.
E
A
All
right,
I'm
not
seeing
any
further
questions
from
my
colleagues.
Thank
you
so
much
for
for
being
here.
It's
wonderful
to
have
so
many
of
you
here
as
well.
So
I
appreciate
you
taking
the
time
to
present
to
all
of
us.
So
thank
you
all
right.
We
will
now
move
on
to
our
second
presentation.
It
is
regarding
the
city's
capital
budget,
I've,
scheduled
up
to
an
hour
for
this
presentation
and
q.
A
we
have
a
cross-section
of
Staff
here
for
this
presentation,
but
we
have
a
budget
director.
J
Thank
you
chairkovski
and
council
members.
We
are
going
to
present
on
the
city's
Capital
Improvement
plan.
I
am
going
to
hand
off
the
presentation
to
Representatives
the
experts
from
the
Departments
that
are
involved
in
the
creation
of
that
plan,
but
first
I'm
going
to
invite
Robert
Harrison
our
budget
manager
up
to
talk
about
the
capital
Improvement
plan
as
a
whole
to
give
an
overview.
K
Thank
you,
chair
Koski
members
of
the
budget
committee.
Every
year
the
city
produces
an
update
of
our
six-year
Capital
Improvement
program,
our
CIP,
that
budget
update
process
begins
with
the
Departments
that
really
own
and
maintain
our
various
city
capital
assets.
This
includes
everything
from
storm
water,
sewers,
parking,
garages,
Street
and
traffic
facilities.
Truly
everything
this
update
then
goes
through
our
Capital
long-range
Improvement
committee
for
review
and
recommendations
before
moving
on
to
where
we
are
today
with
the
mayor's
recommended
budget.
K
So
on
this
slide
that
we
have
before
you,
we
can
see
that
the
the
annual
investment
in
our
CIP
ranges
between
230
million
dollars
per
year
to
145
million
dollars
in
order
to
make
this
level
of
investment,
the
city
leverages
various
Financial
Resources,
both
external
to
the
city,
including
federal
state
and
local
grants,
as
well
as
internal
resources,
namely
taxes
and
utility
rates
paid
by
residents,
visitors
and
businesses.
K
Here
in
the
city,
we
do
note
that
these
investment
amounts
are
certainly
subject
to
shifts
and
changes
with
each
update
of
the
capital
Improvement
program,
particularly
in
the
out
Euros
projects
near
construction,
and
we
learn
a
little
bit
more
about
the
the
conditions
that
will
influence
each
individual
project.
K
Public
Works
is
certainly
very
prominent
on
this
chart,
but
we
also
have
substantial
ongoing
investment
in
areas
such
as
art
and
public
places,
with
our
Park
board,
with
the
municipal
building
commission,
with
our
Property
Services
Department,
which
is
responsible
for
our
public
grounds
and
Facilities
categories
of
Investments,
and
so
with
this
brief
preface
what
we'd
like
to
do
now
is
turn
this
presentation
over
to
those
departments
that
are
responsible
for
their
different
areas
of
the
capital
Improvement
program.
L
Good
morning
Madam
chair,
council
members,
I'm
Mary,
Altman
I
am
the
public
art
supervisor
for
Community
planning
and
economic
development
and
I
just
wanted
to
leave
it
on
this
slide.
Because
if
you
get
out
your
magnifying
glass,
you
can
actually
see
the
art
and
public
places
budget
in
the
slide.
It's
the
very
it's
at
the
very
bottom,
and
that
is
because
a
public
art
is
funded
by
ordinance
to
be
one
a
minimum
of
1.5
percent
of
the
net
debt
bond,
which
is
one
of
the
sources
of
revenue
in
the
capital
budget.
L
So
public
art,
art
and
public
places
and
public
art
are
funded
or
led
by
six
different
goals.
There
are
artistic
goals,
community-based
goals
and
resource
goals.
The
artistic
goals
include
a
focus
on
excellence
and
valuing
artists,
the
community-based
goals,
focus
on
community
identity
and
place
making
and
an
equitable
involvement
of
community
in
the
artistic
process
and
the
community,
the
planning
process,
the
resource
goals,
focus
on
community
Vitality
or
Economic
Development,
and
using
resources
wisely.
L
There
are
two
public
art
projects
in
the
current
capital,
Improvement
proposal
by
the
mayor,
that
includes
the
annual
funding
of
Art
and
public
places.
According
to
the
ordinance,
we
also
submitted
a
CBR
for
the
upper
Harbor
and
we
did
that
because
every
once
in
a
while,
an
important
infrastructure
project
in
the
city
gets
its
own
public
art
budget.
The
most
recent
example
of
that
is
the
new
Public
Service
building,
which
had
a
two
million
dollar
budget
within
the
public
service
building
budget
for
public
art.
L
L
So
through
ART
and
public
places
we
have
10
commissions
underway.
The
projects
for
2023
have
not
been
selected
yet
and
I'm,
highlighting
here
two
projects,
one
project
which
we're
dedicating
this
Saturday
at
11
o'clock
in
curry,
Park,
which
has
been
a
collaboration
with
the
park
board,
and
this
is
a
mosaic
by
Craig
David,
with
poetry,
by
dec
of
D
and,
and
so
that
was
just
recently
completed.
We
also
have
a
project
underway
at
the
green
Crescent
and
the
artists
are
Javier
and
Tina
Tavera.
L
This
project
is
underway
and
will
be
finished
this
winter
and
we'll
be
dedicating
it
in
the
spring.
We
also
have
these
for
these
10
commissions.
We
have
10
artists,
currently
under
contract
and
70
70
of
those
10
artists
are
bipac
and
all
of
them
are
local.
A
M
Welcome.
Thank
you.
Thank
you
good
morning,
council
members.
My
name
is
Aaron
Delaney
and
I
get
to
be.
The
director
of
the
municipal
building
commission
I'm
pleased
to
be
here
this
morning
to
present
the
mayor's
recommended
Capital
funding
for
the
NBC
for
the
year
2023.
I'd
like
to
just
start
with
a
very
brief
introduction
of
the
MBC.
M
The
building
itself
took
three
years
to
construct
and
was
finished
in
1894,
which
means
that
we
are
just
at
128
years
old
and
will
soon
be
celebrating
our
130th
anniversary.
The
building
itself
is
legally
owned
jointly
by
Hennepin
County
and
the
City
of
Minneapolis.
M
The
MBC
agency
is
created
in
State
Statute
and
is
charged
with
the
care
and
custody
of
the
building.
As
per
the
state
statute,
the
membership
of
the
MBC
board
is
prescribed,
as
the
chair
of
the
Hennepin
County
Board
will
serve.
As
the
chair
of
the
MBC
board,
the
mayor
of
Minneapolis
will
serve
as
the
vice
president
of
the
MBC
board,
and
the
statute
also
calls
for
two
additional
appointments
from
the
city
council,
council,
member
Lisa
Goodman
and
the
board
of
County
Commissioners,
which
the
appointment
is.
Commissioner,
Angela
Conley.
M
One
of
the
most
important
factors
of
the
MBC
is
the
NBC
staff.
We
have
a
very
small
But,
Mighty
staff
of
48
employees.
M
They
are
the
center
of
our
success
and
they
are
also
the
center
tell
I'm
nervous.
They
are
the
center
of
our
mission
statement
as
well,
and
that
is
with
our
staff.
We
want
to
provide
excellent
customer
service
to
our
customers
and
visitors
while
we
preserve
the
building
and
make
it
available
for
the
community
and
members
of
the
public
to
enjoy
and
safely
access.
M
As
we
talk,
I
just
want
to
break
down
a
little
bit
more
about
the
MBC
staff.
We
have
a
custodial
team
that,
in
addition
to
cleaning
every
facet
of
this
building
is
also
the
manager
of
our
Recycling
and
composting
and
waste
removal
projects.
We
have
a
dedicated
team
of
10
security
staff
soon
to
be
11
security
staff
members,
whose
goal
is
to
keep
the
building
safe
and
accessible
for
elected
officials,
employees
and
members
of
the
public.
M
The
Third
group
of
our
of
the
NBC
is
our
Building
Trades.
We
have
a
composite
unit
of
painters,
Carpenters,
plumbers,
pipefitters
I,
think
I
said
all
of
them
and
their
responsibility
is
the
maintenance
projects
in
the
building
and
then
finally,
we
have
a
small
admin
staff
and
we
have
just
recently
relocated
to
room
104,
which
is
in
the
northeast
corner
of
the
first
floor
of
the
building.
M
As
we
review
the
NBC's
request
for
Capital
funding,
we
have
a
total
of
six
Active
capital
projects.
I
am
requesting
funding
for
five
projects
and
I
will
review
briefly
review
each
of
the
projects.
In
order
reminder,
council
members
that
the
joint
capital
projects,
the
funding
for
each
of
these
projects,
is
split.
50
50
between
the
City
of
Minneapolis
and
Hennepin
County
I
have
made
a
similar
funding
request
to
Hennepin
County
for
this
funding
level.
M
M
We
also
partner
with
the
City
of
Minneapolis
facility
services
for
efficiency.
It
just
makes
tremendous
sense
that,
at
the
same
time
that
the
city
is
in
these
spaces
making
tenant
improvements
and
the
restacking
program,
the
NBC
is
in
there
at
the
same
time,
working
on
the
mechanical
and
the
life
safety
upgrades.
M
The
third
project
for
consideration
is
the
facility
safety
improvements.
Again.
This
is
additional
Life
Safety
improvements,
but
this
project
focuses
on
common
spaces
in
the
building
unoccupied
spaces
such
as
the
attic,
the
Rotunda,
the
open
staircases,
the
staircase
behind
us
and
the
Fourth
and
Fifth
Street
towers
of
the
facility
as
well.
M
The
fifth
project
is
the
elevator
modernization
of
elevator
number
12.
and
again
I'm
pleased
to
say
this
is
the
final
elevator
in
our
building-wide
modernization
project.
This
elevator
is
located
in
the
southwest
corner
of
the
ground
floor.
At
this
point,
we're
just
requesting
funding
for
some
additional
design.
Work
in
2023
also
listed
is
Project
number.
Six.
Is
the
exterior
improvements
project?
You
may
recall
that
we've
already
completed
the
exterior
of
the
building.
M
M
So
that
is
a
review
of
the
current
projects
and
and
council
members.
It's
I
think
it's
important
to
say
too
that,
in
addition
to
this
work
that
we're
doing
the
MBC
staff
also
is
managing
two
capital
projects
for
Hennepin
County
that
are
entirely
funded
by
Hannah
Penn
and
are
involved
in
the
adult.
Attention
Center
reminder
that
the
adult
Attention
Center
is
a
504
bed
facility
and
is
located
on
the
fourth
and
fifth
floor
of
this
building
in
the
MBC
services.
M
That
facility,
as
well
as
the
general
public
areas
of
the
building
I,
am
concluding
my
remarks
again.
Our
request
is
just
over
four
million
dollars
and
this
same
request
will
go
to
Hennepin
County.
M
We
love
to
give
tours.
We
love
to
promote
the
building.
We
welcome
any
contact
from
your
offices
to
provide
and
schedule
tours.
We
are
excited
to
always
do
that
to
showcase
our
building
and
I
wanted
to
conclude
with
a
fun
fact.
In
the
last
year
and
a
half
to
two
years
of
construction
and
demolition
in
the
building,
we
have
discovered
five
windows
that
were
hidden
in
the
walls.
I
mean
that's,
that's
pretty
amazing
I
think
the
best
place
to
Showcase
those
windows
is
the
ground
floor.
M
So
with
that,
thank
you
for
your
attention
and
I
am
available
and
happy
to
answer
any
questions.
Thanks.
A
N
Property
Services
exist
to
provide
a
safe
and
Equitable
work
environment
for
all
city
employees,
and
with
that
we
are
bringing
forward
six
projects
in
the
capital
program
that
support
Public,
Safety,
Public,
Works
and
the
organization's
office
needs
to
provide
service
to
its
residents.
Those
projects
include
fir
11,
otherwise
known
as
fire
station
number
11.
N
Of
our
top
six
projects,
I
want
to
highlight
that
we
had
the
pleasure
of
closing
and
closing
the
previous
fire
station
one
and
opening
a
brand
new
fire
station
one.
This
year
it
was
completed
in
the
summer
of
22
2022
and
the
men
and
women
of
the
fire
department
were
able
to
move
in.
N
The
two
Minneapolis
police
precincts
that
are
identified
in
our
Capital
program,
one
is
MPD,
is
o4,
which
is
the
replacement
and
relocation
of
the
existing
Minneapolis
Police
Precinct.
This
was
brought
to
council
earlier
this
fall
and
is
currently
underway
in
design
with
our
developer.
This
will
take
the
precinct
from
its
current
location
and
relocate
it
to
part
of
the
building
that
is
known
as
Century
Plaza.
N
N
The
part
the
first
phase
of
this
project
was
complete
in
2022.
That
is
the
lower
level
of
the
first
floor.
We
are
currently
in
construction
for
phase
two
that
includes
first
and
second
floor.
We're
wrapping
that
up
shortly
and
we
are
well
underway
in
schematic
design
phase
for
the
third
phase,
which
is
encompassing
the
third
floor
and
the
m
space,
so
those
those
spaces
will
be
addressed
and
we
expect
the
designs
for
that
space
to
be
complete
in
early
winter.
A
O
Thank
you,
chair
kosky,
council
members.
My
name
is
Adam
arvidson
and
I'm,
the
director
of
strategic
planning
for
the
Minneapolis
Park
and
Recreation
board
I'm
here
to
talk
about
our
budget
requests
in
the
next
year,
but
also
to
kind
of
give
a
look
at
the
next
six
years
of
our
CIP
and,
as
you
can
see,
on
the
on
the
chart
there
in
front
of
you,
this
really
constitutes
the
npp20
funding
or
the
20-year
neighborhood
parks
program,
which
is
funding
kind
of
graciously
provided
to
the
park
board
from
the
City
of
Minneapolis
over
a
20-year
period.
O
The
first
year
of
investment
under
that
program
was
2017.,
so
actually,
when
we
look
out
at
a
six-year
CIP,
we're
actually
looking
at
projects
that
take
us
halfway
through
that
npp20
program.
It's
hard
to
believe.
It's
already
gone
this
fast.
So
a
couple
of
years
ago,
the
funding
that
used
to
be
static
year
over
year
there
started
to
have
an
escalation
Factor.
So
that's
why
you
can
see
on
this
bar
chart.
The
numbers
do
creep
up
over
the
coming
years
again
in
response
to
construction
inflation,
as
we
go
forward.
O
The
main
thing
that
I
want
to
talk
about
today
is
that
the
the
park
board
CIP,
was
the
first
and
and
still
one
of
just
about
two
ordinance
supported
cips
that
use
an
empirical
Equity
metric
to
select
projects
for
prioritization.
O
So
what
we
do
is
we
have
a
series
of
metrics
that
are
updated
every
year
that
look
at
the
Assets
in
a
park
and
that's
not
that
uncommon,
but
we
also
look
at
Community
characteristics
around
the
park
in
order
to
prioritize
Investments.
So
every
one
of
our
152
Parks
neighborhood
parks
are
scored
and
then
those
parks
that
have
the
highest
Equity
ratings
get
into
the
CIP
before
the
others,
and
so
we're
looking
at
areas
of
concentrated
poverty.
O
We're
looking
at
crime
statistics
we're
also
looking
at
the
assets
in
the
park
and
we're
looking
at
historic
investment
in
that
Park.
We
look
back
15
years
and
those
parks
that
have
not
seen
a
lot
of
investment
can
get
in
line
sooner.
For
that,
as
I
mentioned,
we
calculate
those
rankings
every
year
and
the
parks
are
brought
into
our
CIP
based
on
those
Equity
rankings.
O
At
the
time
of
the
passage
of
the
npp-20
agreement,
mprb
chose
to
transition
its
CIP,
rather
than
kind
of
wipe
it
out
and
start
over,
and
that
kept
the
promise
for
par
projects
that
were
already
in
our
CIP
and
additional
funding
allowed
us
to
to
add
new
projects
to
the
CIP.
What's
exciting?
Is
that,
beginning
in
2023
that
transition
is
fully
complete?
O
There
are
no
more
non-equity
projects
or
a
pre-equity
projects
in
our
CIP
everything,
with
the
exception
of
two
projects
that
were
delayed
from
previous
years,
everything
was
selected
based
on
our
Equity
metrics,
so
that
transition
is
complete,
which
is
pretty
exciting.
Our
projects
break
down
in
a
couple
of
different
ways.
In
the
capital
budget
request,
we
have
programs
which
are
these
prk020304
and
also
the
ones
with
those
letters,
and
those
are
projects
that
include
several
different
parks
within
them.
Where
similar
work
is
taking
place.
O
For
instance,
we
have
a
playground
and
site
Improvement
program,
so
we
wrap
all
of
those
playgrounds
up
into
one
larger
project
request.
In
addition
to
that,
we
have
16
over
the
next
six
years.
We
have
16
single
Park
projects,
and
these
are
all
the
projects
for
which
the
investment
is
going
to
be
more
than
a
million
dollars.
So
we
break
those
out
separately
and
submit
those
as
separate
projects,
and
you
can
see
there's
a
variety
of
them
here,
and
each
of
these
projects
involves
what
we
call
participatory
project
scoping.
O
So
the
park
board
has
successfully
master
planned
its
entire
neighborhood
park
system.
We
have
a
vision
plan
for
every
Park
in
our
system,
so
when
there's
an
allocation
of
a
million
dollars
or
so
to
a
park,
we
use
that
Vision
plan
and
we
go
and
consult
with
the
community
and
we
essentially
ask
what
out
of
that
plan?
O
Should
we
Implement
right
now,
so
the
community
gets
to
participate
in
how
those
projects
are
scoped
on
the
front
end,
and
sometimes
we
get
some
exciting
things
that
people
do
prioritize,
because
our
vision
plans
are
a
combination
of
restoring
and
protecting
existing
assets,
but
also
transforming
A
system
that
was
largely
built
in
the
1960s
so
that
it
better
aligns
with
what
people
want
to
do
today
and
just
some
quick
examples
of
that
last
year
or
this
past
year
we
recently
opened
the
first
BMX
pump
track
in
our
system
at
Perkins,
Hill
Park
on
the
North
side.
O
O
And
then,
when
you
look
at
at
our
plan
implementation,
those
larger
projects,
those
are
definitely
clustering
on
the
North
side
and
also
in
the
upper
South
and
in
the
Whittier
neighborhood
areas
where
our
Equity
metrics
are
identifying.
There's
been
a
historic
need,
and
the
last
comment
I
would
make.
Is
that
we're?
O
In
a
moment
here
in
the
npp20
program,
where
we're
starting
to
transition
from
what
I
would
call
The
Phase
One
projects,
which
are
those
where
there
is
the
most
need
for
these
Parks,
both
from
a
community
and
a
park
asset
standpoint
and
those
tended
to
concentrate
in
the
North
and
the
upper
South.
As
I
have
mentioned,
they
tend
to
have
high
scores
on
both
the
community
and
the
park
asset
metrics.
O
We
are
starting
to
move
into
phase
two,
which
is
those
parks
that
might
be
considered
tired
or
declining,
so
we're
starting
to
see
a
scattering
around
the
city.
And
if
you
look
at
that
map
there
in
front
of
you,
you'll
notice
that
there's
still
some
clustering
but
we're
starting
to
see
Parks
over
in
Northeast
Minneapolis
and
even
in
the
far
south
of
Minneapolis
Todd
Park,
Todd
Park
doesn't
have
really
the
community
ratings
around
it,
but
but
serious
under
investment.
There
very
neglected.
O
So
that's
the
presentation
that
I
have
I'll
stand
for
questions
later.
Thank
you,
chair
Koski.
Thank.
A
P
Good
morning,
Madam,
chair
and
council
members,
based
on
that
earlier
slide,
you
can
expect
that
this
has
a
little
longer
presentation
to
it
due
to
our
Capital
program.
So
I
want
to
just
start
with
a
little
bit
of
an
overview
that
the
Public
Works
Capital
program
really
balances
funding
across
the
multiple
priorities
that
are
Guided
by
our
plans
and
our
policies,
including
Transportation
action
plan,
Vision,
zero
action
plan
and
the
Ada
transition
plan
for
Public
Works.
We
are
making
every
effort
to
leverage
outside
funding
and
I
know.
That's
important.
P
Many
of
us
we've
had
conversations
with
many
of
you
about
this,
and
so
in
2023
the
city
is
going
to
bring
in
approximately
37
million
dollars
in
federal
funding,
we
have
applied
for
50
million
dollars
in
Regional
solicitation
grants
for
26
and
27,
and
public
works
is
actively
seeking
grants
through
the
iija,
the
federal
infrastructure
bill
and
the
two
projects
or
two
funding
areas.
P
We've
applied
in
30
million
dollars
for
Safe
Streets
for
all,
which
will
really
Advance
our
vision,
zero
work
and
then
31.8
million
dollars
in
the
bridge
Improvement
program,
and
that
is
largely
looking
at
the
Nicollet
Avenue
Bridge
over
Minnehaha
Creek
county-led
projects
also
bring
in
and
contribute
approximately
24
million
dollars
to
our
program.
P
So
the
20-year
Street
funding
plan
really
continues
to
guide
our
approach
to
programming.
The
plan
includes
criteria
criteria-based
system
for
programming
that
balances
traditional
Asset
Management
with
Equity.
The
asset
condition
considers
the
the
condition
of
that
infrastructure,
the
safety
data
and
the
utility
needs.
The
equity
considers
demographic
information,
vehicle
availability
and
users
of
the
system
as
well
as
modal
needs.
The
20-year
Street
funding
plan
I
want
to
mention,
is
going
to
be
updated
after
our
racial
Equity
framework
for
transportation
is
complete,
and
we
will
use
this
new
measure
to
help
guide
us
into
the
future.
P
foreign.
So
in
the
active
mobility
and
ped
bike
area,
we're
going
to
start
there
in
2026
and
27,
the
regional
solicitation
level
for
Public
Works
is
12.7
million
dollars
in
bicycle
projects
and
5.6.
In
pedestrian
projects,
Public
Works
has
also
applied
for
this
30
million
dollar
Federal
Safe
Streets
for
all
Grant,
and
we
are
very
well
positioned
for
that
Grant.
We
are
the
only
city
in
the
Upper
Midwest
who
has
a
fully
implementable,
Vision
zero
plan.
The
variability
in
funding
levels
in
this
slide
really
reflects
our
ability
to
leverage
outside
funding.
P
The
capital
program
includes
a
number
of
projects
and
programs
aimed
at
improving
our
pedestrian
and
cycling
infrastructure
and
overall
safety
of
our
transportation
system
for
all
users.
The
active
Mobility,
ped
and
bike
programs
and
projects
include
Vision
zero.
The
number
on
this
slide
and
table-
we
don't
have
a
table
here.
Well,
okay,
represents
the
recommended
funding
for
the
program
and
they
this
this
is
where
we've
applied
for
Safe
Streets
for
all
Grant,
and
if
it's
awarded
the
numbers
will
be
updated
in
the
CIP
going
forward.
We
also
have
major
Trail
maintenance.
P
This
is
a
new
Public
Works
program.
It's
proposing
in
it's
proposing
that
we
are
able
to
maintain
our
off-street
system
more
fully.
We
have
protected
bikeways
and
I'm
going
to
mention
three
projects.
Now
the
protected
Bikeway
project
in
2024
will
be
the
Hennepin
Dunwoody
project
with
Federal
funding.
The
safe
routes
to
school
project
will
be
the
the
school
project
at
Green
Central,
which
will
be
done
with
Federal
funding
and
The.
P
Pedestrian
Safety
project
is
going
to
be
a
Phillips
area
project
with
Federal
funding,
and
then
we
have
the
public
spaces
program
which
is
launching
the
the
later
years
of
the
CIP,
and
that
is
implementing
from
the
Transportation
action
plan
and
the
specific
stand-alone
projects
at
18th,
Avenue,
Northeast,
Trail
Gap
and
the
north
side.
Greenway
phase
one.
P
So
Bridges
obviously
are
a
big
priority
in
public
works,
and
this
continues
to
be
a
focus
of
our
work.
The
2026
27
Regional
solicitation,
we've
applied
for
seven
million
dollars
in
Bridge
projects.
P
Of
course
we
want
to
keep
things
in
good
repair,
but
we
do
have
bridges
that
have
serious
needs,
so
the
bridges
included
in
the
overall
Public
Works
program
that
are
not
shown
on
this
list
today,
but
are
also
included
in
our
program,
are
largely
focused
on
Greenway
Bridges.
Many
of
you
have
heard
about
the
greenway
Bridges.
P
A
number
of
them
do
need
replacing
so
the
Nicollet
Avenue
over
the
Midtown
Greenway.
This
bridge
is
included
in
the
planned
reopening
of
Nicollet
Avenue
between
Lake
Street
and
29th,
the
First
Avenue
South
bridge
over
the
Midtown
Greenway.
This
bridge
is
PV
132
in
the
Reconstruction
of
First,
Avenue
South
and
then
the
10th
Avenue
south
over
the
Midtown
Greenway.
This
bridge
is
currently
proposed
in
pv074
the
cooperatives
program
and
that
is
coordinating
with
Hennepin
County
County's
Regional
Rail
authority
to
be
able
to
deliver
that
project.
That
project
already
has
five
million
dollars
slated
for
it.
P
The
paving
program
is
aimed
at
maintaining
our
state
of
good
repair,
with
an
eye
towards
identifying
the
right
fix
at
the
right
time,
and
so
the
Strategic
investment
in
the
resurfacing
and
Rehabilitation
can
really
help
extend
the
useful
life
of
our
street
infrastructure,
maximizing
the
benefit
of
the
city's
investment
and
postponing
the
more
costly
Street
reconstruction.
P
These
Street
reconstruction
projects
offer
our
greatest
opportunity
to
redesign
and
look
at
the
function
of
the
street
and
better
address
safety.
Current
uses
needs
and
to
advance
our
goals
around
mode
shift
around
climate
and
around
Mobility.
Our
Paving
program
includes
all
Parkways
alleys,
asphalt,
resurfacing,
concrete,
Rehabilitation
and
Street
reconstruction.
P
Some
things
to
highlight
here
are
the
inclusion
of
curb
and
ramp
improvements
in
alignment
with
our
Ada
transition
plan
that
those
numbers
are
pv056
and
PV.
Pv
108
reconstruction
of
37th
Avenue
Northeast
between
central
and
Stinson,
in
partnership
with
Columbia
Heights
reconstruction
of
First
Avenue
south
from
Lake
Street
to
Grant,
including
the
bridge
over
the
Midtown
Greenway
reconstruction
of
7th
Street
North
between
10th
Street
and
Lindale
Avenue,
in
coordination
with
the
blue
line
project
and
then,
of
course,
the
reopening
of
Nicollet
Avenue
between
Lake,
Street
and
29th.
P
So
the
Cooperative
projects,
the
county-led
projects
in
Minneapolis,
are
contributing,
as
I
said,
approximately
24,
almost
25
million
dollars
in
federal
funding
that
our
city-led
projects,
additional
investments
from
these
Cooperative
projects
are
with
our
partner.
Agencies,
include
arterial,
bus,
Rapid,
Transit,
Light,
Rail
and
other
Transit
initiatives
and
mndot-led
projects.
P
Foreign
I
think
that
Madam
chair
council
member
Goodman
is
probably
going
to
be
most
familiar
with
this
slide,
and
that
is
this
is
really
based.
Public
Works
is
living
up
to
our
20-year
Street
funding
plan,
and
this
slide
is
an
important
slide
because
it
tells
us
the
guaranteed
minimum
amount
for
Street
Capital
City
street
capital
projects
and
provides
the
annual
update.
P
So
there
are
it's
a
busy
slide.
I
just
want
to
say
that
I'm
going
to
walk
you
through
the
lines
on
this
Slide.
The
targets
for
the
paving
program,
a
plus
b,
are
represented
by
that
purple
dashed
line
a
shown
by
the
solid
black
line
represents
historical
net
debt.
Bond
funding
levels
B
shown
in
the
dotted
green
line
here
represents
the
additional
funding
provided
in
the
20-year
Street
funding
ordinance.
This
amount
does
increase
over
time
and
so
B
in
this
case
21.2
million
dollars
plus
inflation.
P
You
can
see
you
can
see
the
previously
appropriated
section
of
this
slide
and
then
the
recommended
budget.
We
do
not
meet
a
plus
b
in
some
years
of
the
program.
However,
all
of
the
additional
funding
provided
in
the
20-year
Street
funding
plan
is
programmed
in
its
intended
use.
P
When
the
20-year
Street
funding
program
program
was
approved,
our
capital
budget
did
not
include
some
projects,
so
I'm
going
to
lay
those
out
our
active
Mobility
projects,
our
pedestrian
and
bicycle
programs
that
we
have
now
and
now
those
programs
have
become
very
important
to
Residents
and
to
the
city.
So
it's
important
for
us
to
continue
to
invest
in
these
programs
aimed
at
improving
safety
and
mobility
of
our
most
vulnerable
Street
users
and
are
critical
for
working
toward
the
city's
larger
goals
around
mode
shift,
climate
and
equity
funding.
P
These
programs
largely
is
coming
from
our
base
from
a
but
not
included
in
the
calculation
of
the
20-year
Street
funding
plan.
Additionally,
a
has
also
eroded
from
its
historic
levels
due
to
other
Enterprise
needs.
Well,
a
was
defined
as
10
million
dollars.
When
the
20-year
Street
funding
plan
ordinance
was
approved.
This
Baseline
funding
level
fluctuated
based
on
the
needs
of
the
Enterprise.
P
Lastly,
it's
important
that
our
Capital
program
bridge
at
Bridge
and
traffic
projects
like
Mobility
pedestrian
bike
projects-
not
they
do
not
contribute
to
the
20-year
Street
funding
calculation
either.
This
table
shows
our
local
funding
levels
in
Orange.
P
The
outside
grants
we
have
leveraged
are
in
blue
and
the
grants
we
applied
for
in
2026,
which
are
some
of
the
things
I've
been
highlighting.
They
are
niija
the
federal
bill.
They
are
not
shown
in
this
graph
yet
because
we
have
not
received
notice
of
those.
So
we
do
know
that
from
the
past-
and
you
can
see
this-
the
previously
appropriated
lots
of
times
that
blue
section
will
help
us
meet
the
overall
line.
P
But
it
certainly
is
a
area
that
we
could
talk
about
further
I'm,
going
to
move
on
to
traffic
and
Street
control,
so
traffic
is
slated
to
receive
11.3
million
dollars
in
outside
funding
between
2023
and
2025..
P
We
anticipate
we
will
receive
about
10
million
dollars
of
those
grants,
and
each
program
really
highlights
a
different
need,
but
generally
it
is
upgrades
installs
of
new
hardware,
street
lights,
traffic
lights,
the
its
system,
fiber
signs,
pavement
markings
across
our
city,
Network
next
I'm,
going
to
talk
about
sanitary
and
storm
water
sewer
going
forward
so
here
surface
water
and
sewers
is
responsible
for
the
operations,
maintenance
and
capital
Improvement
needs
of
the
sanitary
and
storm
water
sewer
for
the
City
of
Minneapolis.
P
The
sanitary
system
Capital
Improvements,
are
in
Blue
on
this
slide
and
the
storm
water
in
green.
So
we
have
again
the
sanitary
and
blue
and
storm
water
and
green
aging
infrastructure.
Here
is
one
of
the
primary
drivers
of
Capital
Improvements
that
are
needed
in
surface
water
and
sewers
division.
Nearly
50
percent
of
these
pipes
are
a
hundred
years
old
or
older.
P
80
percent
are
80
years
old
and
the
majority
of
the
storm
water
mains
are
50
years
old,
so
SWS
uses
an
asset
management
approach
to
combine
infrastructure
condition
data
with
the
likelihood
of
consequential
failure
to
establish
and
prioritize
Capital
Improvements,
going
forward,
ensuring
a
continuous
operation
of
the
system
of
the
sanitarian
stormwater
systems.
So
I'm
going
to
talk
a
little
more
about
the
sanitary
system.
The
sanitary
sewer
system
is
critical
for
protecting
both
the
environment
and
ensuring
Public
Health
in
our
region.
P
The
collection
and
conveyance
of
Wastewater
consists
of
830
miles
of
sanitary
sewer
and
10
lift
stations,
Wastewater
is
conveyed,
and
then
it
is
treated
at
the
Metro
plant
in
Saint
Paul
run
by
the
Metropolitan
Council
conditions.
Assessment
data
is
collected
and
utilized
to
identify
high
priority
infrastructure
needs.
P
So
it
is
a
money-saving
effort
as
well
going
to
move
on
to
storm
water,
so
the
storm
water
system
collects
and
conveys
surface
water
runoff
into
several
water
bodies
throughout
the
city.
The
storm
water
system
is
critical
for
flood
mitigation,
protection
of
infrastructure
and
protecting
water
quality.
In
our
regional
surface
water
system,
storm
water
management
is
required
for
meeting
the
Clean
Water
Act,
the
mpcas
national
pollutant
discharge,
elimination
system,
Municipal
separate
storm
sewer
permit.
That
is
what
you
often
hear
referred
to
as
npdes
ms4.
P
That's
why
we
use
the
acronym
in
that
case
well
needed
the
city.
Ordinance
is
the
ordinance
requirements.
It
consists
of
the
these
elements:
556
miles
of
pipe
23
pump
stations,
46
000
catch
basins
and
several
storm
water,
best
management
practices
that
remove
contaminants
from
storm
water
and
reduce
the
volume
of
storm
water
discharged
into
the
waterways.
P
The
conditioned
data
is
collected
along
the
way
and
utilized
for
analyzing
high
priority
infrastructure.
Improvement
needs
storm
water
system,
repair
and
reconstruction
projects
are
included
in
the
stormwater
CIP.
To
ensure
continuous
operation
of
this
critical
system.
The
stormwater
Capital
Improvement
program
includes
programs
for
ensuring
Regulatory
Compliance,
as
mentioned
removing
clear
water
from
the
sanitary
systems,
mitigating
flood
conditions
and
then
repairing
and
improving
the
storm
water
infrastructure
during
program
Transportation
projects
again
taking
advantage
of
the
street
being
open
water
treatment
and
distribution.
The
Hiawatha
campus
funding
is
included
in
this
slide.
P
It
has
contribution
from
other
Public
Works
divisions
as
well
in
23
and
24..
Then
you
might
be
concerned
about
the
downward
trend
of
this
slide.
After
that
point,
Capital
funding
requests
for
the
out
years
will
increase
as
the
condition
and
performance
assessment
identification
is
completed,
and
we
know
that
we'll
need
more
money
for
rehabilitation
and
renewal.
P
The
in
this
area
of
water
treatment
and
distribution
asset
management
is
an
integrated
set
of
processes
that
really
help
us
minimize
the
life
cycle
costs
at
the
acceptable
level
of
risk,
while
continuously
delivering
the
established
level
of
services.
Risk
is
Quantified
based
on
likelihood
of
failure,
including
the
physical
condition
and
consequences
of
failure
to
meet
the
required
level
of
service
condition.
P
Assessment
is
also
integrated
into
our
operating
and
maintenance
practices
to
reduce
risk
and
prioritize
the
CIP
in
addition
to
the
new
water
distribution
facility
at
the
Hiawatha
campus
facility,
improvements
would
also
include
what
we
call
the
people
spaces
in
older
buildings
in
Frid
at
the
Fridley
campus.
So
this
could
include
things
like
offices,
lockers,
break
rooms,
updated
restrooms.
P
The
notable
projects
here
are
wtr
12,
The,
increased
water
distribution
system,
improvements
of
11
to
11
million
dollars
in
23
and
12
million
dollar
annually,
thereafter,
to
increase
the
length
of
the
distribution,
water,
main
cleaned
and
lined
annually
and
I
think
we
might
have
had
a
brief
conversation
about
that
in
our
budgetary
presentation
and
then
wtr
36
is
the
replacement
of
the
Southwest
Pump
Station.
This
area.
This
existing
station
is
Obsolete
and
it's
electrical
service
is
deteriorating
to
the
point
of
having
real
safety
concerns.
P
The
this
is
a
high
level
service
area
and
to
be
served
by
the
station
in
the
future
is
being
reevaluated
and
we're
looking
at
what
is
the
best
design
going
forward
then,
finally
Fleet
so
in
Fleet
we
are
upgrading
fuel,
dispensing
stations
at
the
curry
maintenance
facility
and
installing
electric
charging
stations
at
various
city-owned
facilities.
P
We
also
have
a
need
for
shop
equipment,
particularly
vehicle,
hoists
that
help
our
folks
do
their
work
safely
at
both
Curry
and
royalston,
and
then
flt03
is
the
vehicle
management
system,
and
that
is
a
I.T
investment
to
upgrade
our
current
system
to
ensure
vendor
support
during
the
RFP
process,
and
then
our
off-street
parking
systems
providing
Capital
upgrades
to
the
16
parking
ramps
located
in
Downtown,
Minneapolis
and
Madam
chair.
That
is
our
presentation.
Q
Members
of
the
budget
committee
I'm
Dave
wheeler
I
serve
as
the
manager
of
the
banking
Investments
and
debt
division
in
finance
and
Property
Services
I'm,
presenting
our
piece
today
in
place
of
our
director
Alan
hoppy
who's,
unfortunately
away
on
personally
for
his
mother's
funeral,
we'd
like
to
finish
today's
presentation
with
just
a
brief
overview
of
the
city's
debt
program.
This
information
has
historically
been
presented
with
the
budget
capital
budget
presentation,
as
the
project
planning
has
been
presented,
one
of
the
primary
mechanisms
for
financing
these
projects
is
through
the
issuance
of
General
obligation
bonds.
Q
Q
These
are
the
bonds
that
Finance
the
projects
we've
talked
about
today.
The
general
infrastructure
improvements
The
Debt
Service,
was
referring
to
our
annual
payments
of
principal
and
interest
due
to
bondholders
and
our
bond
Redemption
Levy
is
the
dedicated
Levy
used
for
payment
of
debt
service
on
the
net
debt
bonds.
One
thing
to
note:
the
state
statutes
do
require
that
we
Levy
an
additional
five
percent
over
our
debt
service
amounts
to
ensure
that
we
have
adequate
funds
on
hand
to
make
Debt
Service
payments.
Q
The
brief
look
at
our
bond
Redemption
Levy
over
the
past
five
years,
going
back
to
2018,
you
see,
there's
been
some
generally
five
percent
growth
in
the
amount
that
is
required
for
Bond
redemption
in
2023.
We
expect
to
Levy
60
million
dollars
and
then
this
green
trend
line
will
show
kind
of
that
same
growth
path.
This
is
the
mayor's
recommended
six-year
Financial
direction
of
our
bond
Redemption
Levy
foreign.
Q
This
illustration
of
the
city's
total
outstanding
indebtedness
going
back
10
years
fairly
consistent
at
the
end
of
each
year.
In
that
mid,
700
to
800
million
dollar
range
at
the
end
of
2022.
Following
our
December
1st
Debt
Service
payment,
we
expect
around
840
million
dollars
in
total
debt
outstanding,
the
bulk
of
that
being
that
blue
line
of
805
million
dollars
in
general
obligation,
bonds.
Q
And
a
breakdown
of
that
805
million
dollars
you'll
see
the
different
types
of
debt
that
the
city
can
issue
with
the
general
obligation
pledge
to
it,
we're
talking
specifically
about
that
bottom
line,
the
net
debt
bonds
and
Public
Service
Center
bonds.
At
the
end
of
this
year
we
expect
a
280
million
dollar
balance
of
debt
outstanding
accounts
for
about
a
third
of
our
total
debt
Geo
debt
and
then
just
for
historical
reference
that
has
typically
been
provided.
Q
Q
And
finally,
the
2023
Debt
Service
budget-
this
is
broken
down
again
by
debt
type.
These
are
the
funds
that
we
expected
and
we
will
spend
to
pay
debt
service.
The
net
debt
Bonds
on
the
third
line,
we'll
have
51
million
dollars
of
debt
service
payments
due
next
year.
That
is
again
about
a
third
of
the
city's
payments
due.
A
Thank
you,
Mr
Wheeler
appreciate
it,
so
we
will
now
move
to
questions.
It's
we're
going
to
be
a
little
out
of
order
to
what
we
have
in
the
queue
here,
but
first
up
we
have
council
member
Vita.
H
Thank
you
for
the
presentation,
Mr
Laney.
First,
a
comment,
though
I
just
want
to
say:
I
love
your
staff.
You
have
some
of
thank
you.
The
most
amazing
staff,
anytime
I
run
into
them.
Rather
it's
security
maintenance
window
washers,
the
folks
who
tidy
up
our
offices
Kim,
who
tidies
up
my
office
in
particular.
They
always
put
a
smile
on
my
face.
They
are
some
of
the
most
humble
and
passionate
people,
so
I
hope
you
know
that
you
are
just
leading
a
wonderful
team
of
people.
So
thank
you
so
much
for
that
team.
H
My
question,
though,
is
about
the
capital
projects
that
you
presented.
Do
any
of
them
improve
the
building
security.
M
Chairkoski
council
member
Vita,
first
of
all,
thank
you
very
much
for
your
comment
on
the
MBC
staff.
I
I
will
pass
on
your
your
accolades
and,
as
I
said
at
the
beginning
of
my
presentation,
it
is
about
the
MVC
staff
that
makes
the
MBC
successful.
M
Regarding
your
question
about
the
capital
projects,
I
would
say:
there's
generally,
yes,
all
projects
that
occur
in
the
building
will
make
the
facility
a
safer,
more
accessible
building.
Yes,
generally,
specifically,
these
projects
that
I
briefed
do
not
have
a
direct
security
component
to
them.
Thank.
H
A
R
My
question
I
want
to
thank
councilman
Vito
for
that
question,
but
also
I
had
a
question
or
just
a
comment
for
Ms
Altman
and
just
congratulations
on
the
Biggers
project.
It's
been
going
on
for
about
10
years
now,
or
maybe
even
a
little
bit
longer,
but
I
I
think
it's
going
to
be
a
an
amazing
addition
to
Olson,
Highway
and
you'll
be
able
to
see
it
as
you're
driving
down
94.
J
R
G
G
My
question
for
you
is,
you
guys,
showed
a
slide
of
the
future
of
Southeast
fire
station
station.
11
I
believe
and
you
showed
1.7
acres
of
land.
Next
to
that
on
that
slide
is
that
land
owned
by
the
city.
A
G
N
Yes,
that
is,
that
is
property
that
is
owned
by
the
city.
Any.
G
G
Thank
you
very
much.
Thank
you.
Next
question
is
for
director,
arvinson
and
Mike.
You
hadn't
mentioned
in
your
presentation
that
there
was
some
plain
playground
equipment
that
had
deteriorated
to
the
plane
where
you
actually
had
to
remove
it.
I
forget
the
name
of
the
park.
Do
you.
O
Recall
that
yes
chairkoski
council
member
rainville,
that
was
Todd
Park
great,
but
it's
actually
it's
not
the
only
playground
where
we've
had
to
do
that
over
the
past
years.
Thus,
the
importance
of
npp20
right
so.
G
In
my
community,
people
that
use
Boom
Island
Park
have
stopped
using
it
with
their
young
children
because
of
playground
equipment
they
get
splinters
in
their
hands
and
their
sharp
edges
on
the
equipment.
It
was
never
replaced.
The
last
time
you
did
that
Park.
So
is
it
just
for
safety
reasons,
and
what
the
parents
tell
me
is
they'd
rather
see
no
equipment
than
having
their
children
get
hurt
on
the
equipment.
O
Chairkoski
councilmember
rainville,
your
your
question
raises
one
of
the
complexities
of
Park
system
funding
in
that
we're
essentially
operating
two
systems
at
once:
the
neighborhood
system,
and
then
the
regional
system,
which
is
largely
State
and
Metropolitan
Council
funded
for
Capital
Improvements,
Bloom
Island,
sits
within
the
regional
system.
We
cannot
use
npp20
or
local
dollars
there.
The
regional
park
system
is
perennially
underfunded
by
the
state
when
measured
against
statute.
So
we
have
challenges
within
the
regional
park
system
as
well.
G
Sure
and
if
there's
someone
I
could
call
at
the
Met
Council
to
advocate
for
the
parents
and
the
children,
so
the
children
do
not
get
hurt
on
their
equipment.
I'd
be
happy
to
make
that
call
I
appreciate
that
councilmember.
Thank
you.
Thank
you
and
my
last
question
is
for
Public
Works
and
perhaps
we'll
start
with
director
the
director
and
you
could
refer
me,
the
right
staff.
You
had
a
slide
with
priorities
to
how
you
prioritize
and
there's
about
five
categories,
but
I
noticed
in
those
priorities.
C
G
P
Madam,
chair,
councilman,
rainville
I
feel
like
that's
a
trick
question
because
we
actually
presented
our
lighting
Capital
Improvement
projects
in
the
budget
presentation
earlier
in
the
week
right
and
so
I
think
this
is
really
you
know
reflecting
this
particular
slide
is
really
reflecting
the
transportation
system.
P
G
P
So
chair,
Koski
and
council
member
rainville
I
think
that
you
know
our
vision.
Zero
plan
is
really
in
line
with
this
body
of
work
that
happens
both
internationally
nationally
and
at
the
state
level,
and
the
state
calls
their
program
towards
zero
deaths.
We
call
it
Vision.
Zero
lighting
is
part
of
that
that
program,
because
lighting
is
very
important
to
being
able
to
travel
on
the
system.
P
So
within
the
vision,
zero
body
of
work,
there
is
attention
paid,
particularly
when
we
have
intersections
that
need
specific
lighting
upgrades
it's
not
really
relating
to
the
pedestrian
level
lighting
that
we
often
are
talking
about
in
the
city,
great.
G
A
All
right
I'm
not
seeing
any
further
questions,
so
thank
you
so
much.
This
was
very
enlightening
as
my
first
budget
to
hear
all
of
these
Capital
Improvement
projects
all
at
one
time.
So
thank
you
so
much
for
all
of
you
for
being
here
today.
We
do
have
a
final
presentation
today
it
is
the
assessing
department
and
we
have
up
to
45
minutes
for
this
presentation.
I
will
introduce
City,
Assessor,
Rebecca
momquest.
S
Yes,
welcome.
Okay,
I
brought
my
tissues
in
case.
You
made
me
cry
chairkoski
and
committee
members
good
morning.
Thank
you
for
your
time.
This
morning
my
name
is
Rebecca.
Malmquist
and
I
have
a
great
honor
of
serving
as
your
City
Assessor
and
do
you
know
what
it
means
by
me
being
at
the
podium
right
now?
S
It
means
you're
almost
done
with
these
presentations.
I
am
here
to
present
the
mayor's
recommended
budget
for
2023
and
2024
I.
Believe
I
am
the
closing
act
for
the
Department
budget
presentations,
and
this
is
strange
for
me
because
our
department
starts
within
a
and
we
normally
go
towards
the
front
end.
S
So
it's
interesting
to
have
this
opportunity
to
watch
all
of
the
other
departments
go
first,
so
you
have
all
listened
to
hours
and
hours
of
Department
presentations
over
the
last
few
months
or
last
month,
plus
so
I
hope
that
you
will
welcome
our
brief
presentation
this
morning,
as
we
close
out
this
part
of
the
process
before
I
get
started.
I
want
to
mention
that
I'm
joined
by
several
members
of
our
leadership
team,
I'm
so
fortunate
to
have
these
amazingly
talented
and
highly
respected
individuals
on
our
team.
We
have
Nancy
Wojcik
director
of
Assessments.
S
She
is
the
most
well-rounded
and
knowledgeable
assessor
in
the
entire
State
and
I'm
very
serious
about
that
and
I
bring
this
up
because
she's
talking
about
retiring
soon
and
I've
asked
our
team
to
use
her
as
their
number
one
resource
and
learn
everything
that
they
absolutely
can
from
her.
We
have
Brian
keys,
are
our
chief
appraiser
and
Ben
Nelson
I'm,
our
manager
of
Assessment
Services?
We
have
another
Brian
Messer
he's
an
appraisal
supervisor,
but
he
is
home
ill
so
to
all
of
you
and
to
all
of
our
team
working
from
home.
S
This
has
been
a
very
challenging
year
for
a
variety
of
reasons.
We
continue
to
have
these
challenges,
but
we
are
united
and
we
continue
to
always
do
the
right
thing
at
the
right
time
for
the
right
reason.
Thank
you
all
for
everything
you
do
for
the
city.
Our
work
is
absolutely
not
very
popular.
However.
Each
and
every
day
you
are
committed
to
public
service.
To
the
property
owners
and
taxpayers
in
our
city,
you
provide
exceptional
customer
service
and
are
committed
to
fair
and
Equitable
valuations
that
will
repeatedly
withstand
great
scrutiny.
S
You
are
truly
the
best
assessment
team
in
the
state
and
you
should
be
very
proud.
I
need
to
advance
my
slides
one
more
thing.
When
director
Garnett
hohouli
worked
on
our
team
in
the
assessor's
office,
did
you
all
know
that's
where
she
got
her
start
with
the
city?
Okay,
A
little
trivia
on
this
Thursday
morning?
S
She
and
all
of
us
would
talk
about
how
our
team
were
more
than
just
appraisers.
They
were
ambassadors
for
the
city.
They
assist
Property
Owners
with
much
more
than
just
assessment,
related
topics
and
answer
questions
far
outside
the
scope
of
our
work.
I
heard
her
mention
earlier
this
week
in
her
presentation
that
her
team
in
reg
services
are
ambassadors
as
well
and
I.
So
I
heard
you
Saray
and
you're
correct.
Our
team's
scope
of
work
goes
far
beyond
what
happens
within
our
departments.
S
In
addition
to
our
team,
I
want
to
sincerely
thank
the
budget
team.
We
have
been
working
so
much
more
collaboratively
than
ever
before,
at
least
in
my
tenure.
We
work
to
provide
more
data,
deeper
analysis
and
transparency
in
the
budget
process.
Thank
you
for
your
partnership
to
oh
Justin,
Rob,
Amelia,
Andrea,
Jen,
Jane,
gosh,
I,
screwed,
it
up
I'm.
Sorry,
thank
you.
Jane
all
right,
let's
get
started.
S
The
mission
of
our
department
is
focused
on
accurate,
fair
and
Equitable
valuations
and
classifications,
as
well
as
maintaining
accurate
property
records
that
are
leveraged
and
used
by
almost
every
Department
in
the
city.
This
is
our
current
organizational
chart.
Our
team
is
small,
yet
Mighty.
This
chart
is
significantly
different.
I
wanted
to
point
out
than
going
into
the
pandemic
due
to
the
vacancy
of
an
appraisal
supervisor
on
our
leadership
team,
as
well
as
another
appraiser
supervisor
position
that
was
frozen
during
the
budget
adjustments
a
couple
years
ago
and
I
will
speak
to
that.
S
In
a
moment,
our
department
is
organized
by
the
type
of
property
being
assessed
and
the
role
in
producing
the
assessment
and
when
fully
staff
we
also
organize
geographically
as
well.
We
have
a
residential
team
of
14,
led
by
Mr
Messer,
the
apartment
team
of
three
LED,
also
by
Mr
Messer,
the
neighborhood
commercial
team
led
by
Brian
Keyser
right
now,
and
the
team
of
five
in
the
CBD
led
by
Brian
our
technician
team
currently
led
by
Nancy
and
our
I.T
team
led
by
Ben.
S
Our
team
is
currently
18,
bypoc,
82
percent
white
59,
male
and
41
percent
female.
So
we
definitely
know
we
have
some
work
to
do
there.
We
currently
have
three
vacant
positions
and
assessment
technician.
One
appraisal
supervisor,
as
I
mentioned
earlier,
and
one
principal
appraiser
I
would
like
to
take
a
moment
to
point
out.
In
the
past
we
have
requested
from
the
mayor
an
additional
principal
appraiser
to
assist
with
the
valuation
and
litigation
of
the
most
valuable,
valuable
properties
in
the
CBD.
S
However,
we
didn't
this
year
because
we
are
very
much
struggling
with
the
recruitment
for
this
position
and
it
would
have
been
disingenuous
and
irresponsible
to
request
a
position.
We
didn't
think
we
could
fill.
We
have
that
vacancy
posted
again
right
now,
after
a
failed
attempt
at
hiring
early
this
year.
There
are
very
few
qualified
candidates
in
the
state
for
these
positions.
In
fact,
the
last
time
we
hired,
we
hired
an
appraiser
from
Indiana,
so
we
have
to
work
with
HR
and
compensation.
To
be
sure,
this
position
is
marketable
because
we're
falling
behind
our
fellow
jurisdictions.
S
We
have
one
program
area,
titled
appraisals
and
assessment
Administration.
This
single
program
is
responsible
for
ensuring
the
fair
distribution
of
the
property
tax
burden.
It
generates
more
than
430
million
dollars
in
city
property
taxes
that
provides
the
largest
single
source
of
Revenue
in
the
general
fund
and
is
the
most
flexible
source
of
funding.
S
If
we
focus
first
on
the
bottom
right,
the
mayor's
recommended
budget
for
our
department
for
23
and
24
includes
the
restoration
of
the
funding
for
that
appraisal.
Third
appraisal
supervisor,
which
was
frozen,
the
role
of
the
supervisor,
is
so
critical
to
the
success
of
our
appraisal.
Teams.
For
one
reason,
the
supervisor's
trained,
guide
and
Lead
our
newest
and
least
experienced
team
not
having
enough
of
this
role,
means
that
these
team
members
are
not
receiving
the
guidance,
training
and
Leadership
that
they
need
and
that
they
deserve.
S
S
23
and
400
000
in
ongoing
for
the
on
annual
maintenance
fees,
and
I
will
speak
about
that
cam
implementation
in
a
moment
next
on
to
our
goals,
race,
Equity,
work
and
outcomes.
So
our
goals
truly
do
reflect
our
mission
to
provide
the
most
accurate
and
Equitable
values
and
classifications
to
fairly
distribute
taxes.
S
Looking
at
our
race
Equity
work
first,
which
is
really
at
the
core
of
our
work,
is
again
ensuring
our
assessment
is
analyzed
and
scrutinized
to
be
sure,
bias
does
not
exist
and
that
there
aren't
properties
that
are
being
under
or
over
valued,
so
that
the
tax
burden
is
distributed
fairly.
Next
is
that
we
provide
the
highest
quality
of
service
to
all
of
our
customers
and
that
we're
committed
to
excellent
experiences
for
all
that
we
work
with
and
serve.
S
Finally,
it
is
quite
obvious
that
the
Minnesota
property
tax
system
is
complicated
for
lack
a
better
word
and
our
role
in
the
assessor's
office
is
to
find
opportunities
for
outreach
and
to
provide
education
and
assistance.
There
is
one
other
item
that
isn't
on
the
slide
that
I
wanted
to
speak
to
the
appraisal.
Profession
is
being
very
closely
scrutinized
as
it
relates
to
appraisal
bias.
In
June
of
last
year,
President
Biden
announced
he
was
launching
an
interagency
initiative
to
combat
bias
and
home
appraisals
that
you
may
have
heard
about.
S
The
initiative
became
the
interagency
task
force
on
property
appraisal
and
value
Equity.
It's
now
referred
to
as
pave
the
task
force
is
co-chaired
by
U.S
Department
of
Housing
and
Urban
Development
secretary
Marsha
fudge
and
domestic
policy
advisor
Ambassador
Susan
Rice.
Also
Melody
Taylor
from
HUD
Region
3
service
serves
as
the
executive
director,
so
the
task
force
was
directed
to
evaluate
the
causes,
extent
and
consequences
of
appraisal
bias.
S
As
far
as
things
that
we
need
to
be
doing
to
make
sure
that
bias
is
eliminated
and
my
role
as
the
vice
president
of
the
International
Association
of
assessing
officers
I
have
had
the
opportunity
to
meet
with
pave
executive,
Melody,
Taylor
and
Alan
Williams,
the
deputy
assistant
secretary
at
HUD.
We
talked
about
the
assessment
profession
in
general
and
our
commitment
to
this
work
to
eliminate
bias
and
valuation.
S
The
credit
for
being
able
to
set
this
aggressive
timeline
goes
to
our
team,
who
used
every
opportunity
to
prepare
and
plan.
While
the
funding
was
on
hold.
This
set
us
up
to
be
able
to
hit
the
ground
running
when
the
funding
became
available
in
January
of
2022,
and
so
we
are
so
optimistic
and
looking
forward
to
leaving
an
Antiquated
platform
and
working
in
a
modern
system.
S
Several
years
ago,
the
legislature
passed
language
requiring
all
appraisal
staff
to
obscene
obtain
the
accredited
Minnesota
assessor
license
by
July
of
2022.
Obtaining
this
license
is
not
an
easy
task.
There
are
many
exams
and
classes
you
have
to
take
in
reports
that
you
have
to
write
for
grading
to
ensure
that
you
have
the
skills
for
this
license.
It
takes
time
both
during
your
work
day
and
personal
time
at
home.
All
of
our
team
that
intended
to
stay
with
the
city
were
successful.
S
Ben
is
attending
an
event,
and
then
we
have
one
of
our
staff
members
and
one
of
our
current
interns
attending
another
job
and
career.
Fair.
Well,
not
on
this
slide
again.
I
want
to
take
a
moment
to
consider
or
to
mention
something
else,
I
consider
to
be
a
success,
and
that
was
the
collaboration
with
the
budget
and
the
mayor's
office.
S
As
far
as
inspections,
any
in-person
or
electronic
assistance,
our
appeal
season
and
community
events
we're
monitoring
the
progress
now
towards
achievement
of
the
state's
highest
level
of
licensure,
the
senior
accredited
member
or
Minnesota
Assessor,
and
another
metric
is
float
more
closely
tracking
every
recruitment
efforts,
staff
time
that
it
takes
to
recruit
and
then
retention,
statistics
I
wanted
to
provide.
In
closing
a
quick
update
on
our
office
location.
We
recently
met
with
Property,
Services
and
I
wish.
Barbara
was
still
here.
S
Our
office
space
on
the
first
floor
of
City
Hall
should
be
ready
for
us
to
move
in
in
January.
As
you
recall,
we
had
to
vacate
our
space
in
city
of
lakes
to
allow
the
third
precinct
to
move
in,
so
we
have
not
had
a
real
office
space
in
almost
two
years,
and
so
we're
very
excited
to
be
coming
back
to
this
beautiful
city
hall
and
being
with
all
of
you
fun
fact.
Aaron
Delaney
mentioned
the
two
or
some
of
the
windows
that
were
found
and
two
of
them
are
in
our
new
office
space.
S
So
we're
excited
to
be
able
to
use
some
of
that
history
in
our
space
and
closing
another
shout
out
to
our
team.
Your
commitment
to
Excellence
and
all
the
support
you've
provided
to
me
during
this
Valley
View,
some
very
challenging
times
recently
can't
go
without
yet
another.
Thank
you
chairkovski
and
committee
members.
That
concludes
my
presentation
and
your
last
budget
presentation.
So
thank
you.
A
C
Thank
you,
madam
chair,
and
thank
you.
Miss
malmquist
I
apologize
for
stepping
out
I,
didn't
see
the
expenses
associated
with
the
new
camera
system.
I.
Is
that
something
that's
readily
available.
S
C
Do
those
ongoing
maintenance
fees
include
external
data
sources,
or
are
there
expenses
associated
with
I'm,
actually
just
curious
about
the
data
sources
that
you
use
for
the
process.
S
Chair
Koski,
Committee,
Member
Payne,
the
data
source.
We
are
the
primary
data
source
and
there
is
data
that
we
will
obtain
as
needed
from,
for
example,
what
I'm
blanking
on
with
the
name
of
the
city's
Central
repository
is
doesn't
matter,
but
we
do
share
data
back
and
forth
with
the
county
as
well,
but
that's
already
accounted
for
in
the
budget.
A
Seeing
any
further
questions
from
my
colleagues,
so
thank
you
so
much
thank
you
for
being
here
and
thank
you
to
your
team
for
also
being
here
and
I
look
forward
to
coming
in
January
to
your
new
space.
So
thank
you
so
see.
No
further
discussion
at
this
point:
I'll
direct
the
clerk
to
file
those
presentations.
A
A
A
We
will
hold
a
public
hearing
number
two
at
an
adjourned
city
council
meeting
after
public
hearings
number
one
and
number
two
council
members
will
have
between
November
15th
and
November
23rd
to
meet
with
budget
director,
our
budget
director
Emilia
Krueger
to
review
their
draft
amendments
and
until
November
23rd
at
5
pm
to
submit
amendments
to
the
budget
director
and
I
for
consideration
at
a
markup
medium.
Our
remind
council
members
that,
as
these
due
dates,
were
set
and
shared
with
council
members
four
months
ago
in
June
they
are
not
flexible.
A
The
budget
committee
will
have
markup
meetings
on
December
1st
at
10,
A.M
and
December,
2nd
at
10,
A.M
and
1
30
pm
and
at
the
end
of
our
markup
meetings
we
will
send
our
final
recommendations
to
the
city
council.
Then,
at
another
adjourned
city
council
meeting
on
December
6th
at
605,
we
will
hold
public
hearing
number
three,
the
truth
in
taxation
hearing
and
we
will
vote
on
the
final
recommendation.
Are
there
any
questions
on
this
budget
process
that
I've
just
laid
out
not
seeing
any
with
that?