►
From YouTube: April 26, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
Good
afternoon,
everyone
I
want
to
start
on
time,
because
we
have
a
lengthy
agenda
today.
My
name
is
lenny
palmisano
and
I'm
the
chair
of
committee
of
the
whole,
I'm
going
to
call
to
order
this
regular
meeting
for
tuesday
april
26th
and
ask
the
clerk
to
please
call
the
role
and
verify
the
presence
of
a
quorum.
B
Council
member
vita
president
council
member
ellison
here
council
member
osman,
president
council
member
goodman
president
president
jenkins,
president
council,
member
chug
thai
is
absent.
Council
member
koski,
present
council
member
johnson
is
present
or
excuse
me.
It's
absent
vice
chair
chavez
present
and
chair
palmisano
present.
That's
11
members
present.
A
A
D
The
city
has
a
formal
relationship
or
partnership
with
the
county,
through
the
establishment
of
the
city
county
office,
to
end
homelessness
and
through
a
memorandum
of
understanding
between
the
city
and
the
county
that
details,
this
partnership,
the
city
and
the
county
team
members.
We
collaborate
and
work
together
on
a
daily
basis,
the
city
and
the
county.
We
also
collaborate
with
others,
including
state
and
federal
government,
and
the
many
many
community
and
community
organizations
and
partners.
D
Our
goal
today
is
to
give
you
a
high
level
understanding
of
the
city
county
strategy
to
to
respond
to
address
and
and
prevent
homelessness
the
you
we
will
share
data
on
homelessness.
We'll
highlight
success
that
that
we've
had
we'll
highlight
areas
where
we
still
face
significant
challenges:
we'll
talk
about
an
increase
in
investments
that
we've
made
in
the
last
couple
of
years
and
talk
about
where
we
think
we
are
positioned
to
see
some
future
success.
D
You
will
hear
from
david
hewitt
who
directs
the
hennepin
county's
office
of
housing,
stability,
katie,
topinka,
cped's
manager
of
policy
research
and
outreach
suray,
I'm
sorry,
saray,
garnett
huchuli,
our
director
of
regulatory
services,
heidi
ritchie,
our
interim
health
commissioner,
and
alfred
port,
our
director
of
housing
policy
and
development.
Our
first
presenter
here
is
david
hewitt.
D
I
will
hand
it
over
to
him,
but
first
I
would
just
ask
we
have
a
lot
of
material
here
to
cover
it's
not
comprehensive
if
it
was
totally
comprehensive,
we'd
be
here
all
day,
but
we
are
trying
to
fit
a
lot
of
information
into
a
relatively
short
period
of
time.
So,
if
it
pleases
madam
chair
and
the
council
members,
if
we
could
try
to
get
through
most
of
this
presentation
and
then
all
of
us
will
be
available
to
stand
for
questions
at
the
end.
E
As
you've
heard,
my
name
is
david
hewitt,
I'm
the
director
of
housing
stability
at
hennepin,
county
to
the
point
about
a
lot
of
material.
What
I'm
going
to
give
you
is
kind
of
a
concise
version
of
two
three-hour
briefings
we
gave
to
the
board
of
commissioners
at
the
county
last
year,
so
I've
tried
to
get
through
a
lot
of
material.
Here
I
am
going
to
cover
who
experiences
homelessness
in
our
community,
the
role
of
hennepin
county
recent
trajectory
and
our
current
strategy.
I'm
also
my
own
tech
support,
so
bear
with
me
here.
E
In
our
most
recent
point
in
time
survey
22
percent
of
the
people
we
spoke
to
identified
mental
health
as
a
challenge
that
they
experienced
and
12
percent
of
those
experiencing
homelessness,
identified
chemical
dependency
as
a
challenge
they
experienced.
E
But
95
of
people
experiencing
homelessness
had
one
and
one
thing
only
in
common,
which
is
that
they
were
all
in
the
lowest
income
bracket
that
we
estimate
in
housing
policy
terms,
which
is
below
30
percent
of
the
area
median
income,
or
about
21
000
for
an
individual,
about
30
000
for
a
family
of
three,
as
the
uppermost
of
where
they
were
at
in
terms
of
income.
So
everyone
comes
from
this
lowest
income
group
and
I've
got
a
couple
of
slides
here
which
speak
to
why
that
is.
E
There
are
an
estimated
74,
000
households
in
hennepin
county
in
that
income
bracket
and
only
14
000
units
of
housing
that
are
affordable
to
them
that
are
subsidized
to
be
affordable
to
them.
So
we
have
a
60
000
gap.
What
that
means
is,
as
you
see
on
this
slide,
this
group
in
the
very
lowest
income
bracket
already
are
also
the
group
that
are
paying
the
largest
proportion
of
their
already
too
low
income
towards
the
cost
of
housing.
That
puts
them
at
extreme
risk
for
the
smallest
economic
shock,
tipping
them
into
homelessness.
E
It
is
sometimes
said
that
people
might
be
two
to
three
paychecks
away
from
homelessness.
I
would
question
that
across
the
board,
what
I
would
say
when
we
get
into
this
group
is,
we
are
talking
one
car
breakdown,
one
kid
getting
sick
away
from
homelessness,
so
this
is
fundamentally
who
is
impacted.
I'm
gonna
say
one
more
thing
about
who
experiences
homelessness,
which
is
just
a
call
out
that
over
and
above
already
disproportionate
rates
of
poverty,
it
is
our
communities
of
color
that
are
impacted
by
homelessness,
and
I
attribute
this
to
two
primary
reasons.
E
The
first,
I
will
call
the
inequity
pile
up
that,
on
top
of
those
already
disproportionate
rates
of
poverty,
the
higher
rates
of
interaction
with
the
criminal
justice
system,
the
lower
outcomes
in
employment,
education.
These
multiply
and
compound
the
barriers
to
housing
stability
that
people
of
color
in
our
community
face
the
second,
I
will
call
network
impoverishment.
E
This
is
the
communities
that
have
been
prevented
from
developing
intergenerational
wealth.
What
that
means
is
that,
when
that
individual
faces
the
economic
shock,
those
who
would
step
in
to
help
are
likely
themselves
close
to
crisis
as
well
and
can
be
tipped
over
rather
than
able
to
assist.
So
this
is
the
context
in
which
we
work.
I
will
turn
now
to
hennepin
county's
work,
there's
a
few
different
ways.
I
could
describe
this.
The
first
one
is
in
dollars.
E
One
other
thing
I
will
note
on
this
slide
because
it's
a
motif
I
will
return
to
throughout
these
two
arrows
entering
homelessness,
exiting
homelessness,
new
people
presented
for
homeless
services
yesterday,
just
as
they
did
the
day
before
and
the
day
before,
that
and
people
exit
homelessness
every
day
as
well.
The
balance
of
these
two
forces
is
what
dictates
the
trajectory
our
community
is
on,
and
I
will
come
back
to
that
point
with
regards
to
what
does
146
million
a
year
buy.
You
just
have
a
very
high
level
couple
of
figures
here.
E
Essentially,
it
provides
some
level
of
assistance
to
more
than
20
000
households
a
year
that
can
be
in
the
form
of
one-time
financial
assistance
or
it
can
be
in
the
form
of
what
I've
put
in
here
is
quotation
marks
beds.
There
are
an
estimated
11
000
beds
across
the
various
forms
of
supportive
housing
and
including
emergency
shelter
in
our
community.
The
single
largest
type
is
permanent,
supportive
housing,
which
we
estimate
more
than
7
500
units
and
that's
our
most
effective
long-term
response
to
homelessness.
E
E
So
when
we
think
about
how
we're
going
to
use
these
dollars
and
the
interventions
that
we're
going
to
support
our
strategy
is
to
make
homelessness
rare
brief
and
non-recurring,
we
want
to
prevent
homelessness
wherever
it
occurs,
to
bring
down
that
first
arrow
of
the
number
of
people
entering
homelessness
underneath
the
shelter
and
the
street
outreach
boxes.
Here,
you
will
see
brief
our
priority
whenever
encountering
somebody
experiencing
homelessness
is
to
get
them
out
of
homelessness
as
quickly
as
possible
that
second
arrow,
how
many
people
are
exiting
homelessness
and
then,
of
course
it
has
to
be
sustainable.
E
So
the
the
team
in
orange
here
focus
on
preventing
evictions
preventing
new
homelessness
cases.
They
are
currently
pumping
out
about
one
and
a
half
to
two
million
dollars
a
month
in
federal
emergency
rental
assistance.
They
are
in
housing
court,
every
single
calendar,
alongside
our
lawyers,
to
provide
services
to
low-income
renters
and
they
are
providing
funding
to
non-profits
in
our
community
to
do
targeted
case
management
work
with
at-risk
households.
E
The
team
in
blue
is
the
team
that
works
directly
with
folks
who
are
already
experiencing
homelessness.
This
is
the
piece
that
we
also
refer
to
as
the
office
to
end
homelessness.
This
is
the
team
that
oversees
all
of
the
funding
that
goes
to
shelters
and
emergency
response.
It's
our
coordinated
entry
team
and
the
three
big
boxes
along
the
bottom
did
not
exist
before
the
pandemic.
E
Each
one
of
those
is
doing
direct
one-to-one
case
work
with
people
who
are
currently
homeless
to
get
them
into
housing,
and
I
will
come
back
to
that.
The
team
in
green
oversee
the
funds
that
flow
to
those
beds
in
our
community
those
supportive
housing
units,
that's
actually
where
most
of
the
money
flows
through,
but
we
don't
have
a
direct
provision
role,
we're
leveraging
funds
for
our
community.
E
I
will
now
turn
to
recent
trajectory
and
I'm
going
to
rely
a
little
bit
here
on
the
federal
point
in
time
count
data.
I
will
say
up
front
that
all
data
is
flawed,
but
some
of
it
is
useful,
I
think,
is
a
mantra.
I
come
back
to
the
federal
point
in
time.
Count.
Data
is
a
one
night
count
carried
out
in
january
of
everyone
experiencing
homelessness
by
hud
definitions
in
our
community.
I
would
never
hold
it
up
as
the
one
absolute
truth.
E
I
think
you
know
just
the
fact
that
numbers
change
from
day
to
day
is
problematic.
The
fact
that
it's
in
january
not
july,
there
are
other
things
that
can
be
used
to
question
it,
but
what
it
is
helpful
for
is
it's
a
broadly
the
same
methodology
used
over
time
and
across
the
country,
so
it
does
allow
us
to
look
at
trajectory
and
comparison.
E
E
E
This
unsheltered
count
has
been
predominantly
focused
on
the
city
of
minneapolis,
so
I
would
posit
that
a
similar
proportion
should
be
thought
of.
As
as
here
in
city
of
minneapolis,
I
wanted
to
pull
out
some
comparisons.
2020.
We
have
census
data
and
point-in-time
data
for
communities
across
the
country.
I've
pulled
out
a
few
here.
It
will
come
as
a
surprise
to
no
one
that,
as
you
head
west,
the
numbers
get
a
lot
higher
so
based
on
point
in
time.
E
Count:
data
in
hennepin
county
about
one
in
400
people
are
experiencing
homelessness
and
about
one
in
two
thousand
are
experiencing
unsheltered
homelessness.
If
we
head
to
seattle
and
portland,
the
rates
of
homelessness,
double
and
the
rates
of
unsheltered
homelessness
multiply
five
times.
If
we
go
to
oakland
we're
getting
closer
to
eight
times
the
number
of
people
experiencing
unsheltered
homelessness,
and
I
have
left
off
the
big
three
here:
san
jose
la
san
francisco,
where
you're
getting
up
to
10
12
times
the
rate
of
unsheltered
homelessness.
E
This,
for
me,
is
the
cautionary
tale.
It's
where
we
need
to
make
sure
we
are
not
going
as
a
community.
I've
also
included
here
a
couple
of
other
comparisons.
Boston
like
new
york,
actually
has
very,
very
low
rate
of
unsheltered
homelessness,
but
very
high
rates
of
people
living
in
shelter
also
undesirable
in
its
own
way.
I've
included
milwaukee
salt
lake
could
also
have
played
this
role.
I'd
show
that
there
are
communities
that
are
outperforming
us
on
both
measures
which
gives
us
something
to
aspire
to.
E
Sticking
within
hennepin
within
minneapolis
for
a
second
that
static
3100
number
hides
some
pretty
significant
movement
below
the
surface.
From
2014
to
2019,
we
saw
a
50
reduction
in
families
with
children
experiencing
homelessness
in
our
community
2014.
We
had
about
1500
families,
use
shelter
that
dropped
to
800
in
2019.
didn't
happen
by
accident.
It
happened
because
we
invested
in
prevention
and
the
stable
home,
stable
schools.
Partnership
is
a
big
part
of
that
we
invested
in
employment
services
and
we
targeted
supportive
housing
to
the
most
in-need
families
through
a
coordinated
entry
system.
E
This
slide
just
emphasizes
the
point
that
what
we
see
in
that
is
that
it's
single
adults
driving
that
increase,
even
so
within
this
period
we've
been
working
as
part
of
a
national
movement
called
built
for
xero
to
really
focus
on
and
learn
lessons
from
work
around
ending
veteran
homelessness
and
ending
chronic
homelessness,
and
I've
had
some
significant
successes
here.
The
slide
you
see
in
front
of
you
here
focuses
on
chronic
homelessness.
E
So
these
are
folks
with
long
experience
of
homelessness,
with
a
lot
of
barriers
but
being
successful
in
housing,
and
when
you
look
at
that
average
length
of
time
homeless,
if
we
add
up
all
of
these
people
and
their
experience
of
homelessness,
there
is
more
than
three
and
a
half
thousand
years
of
experience
of
homelessness
in
this
group
and
they
have
been
housed
and
the
vast
majority
are
successful
in
housing.
So
we
have
seen
within
some
subgroups
at
least
some
real
success
and
things
we
can
build.
E
Hennepin
county
was,
we
believe,
the
second
community
in
the
entire
country
to
begin
moving
people
who
were
senior
and
at
highest
medical
risk
from
covid
into
non-congregate
shelter
in
hotels,
started
on
march
17th.
It
was
the
first
thing
we
did
on
declaring
the
state
of
emergency
and
in
total
we
sheltered
1137
people
in
that
category.
E
E
So
that
has
brought
us
to
where
we
are
today
in
that
crisis
response
and
at
the
same
time
as
andrea
was
saying,
we
have
been
working
city
and
county
alongside
each
other,
to
transform
the
broader
homeless
response
system
and
further
those
strategic
goals
around
making
homelessness.
Rare
brief
and
non-recurring
to
minimize
people
coming.
E
In
so
say,
we've
been
pumping
out
that
emergency
financial
assistance
we
have
been
providing
hennepin
county,
adult
representation
service
lawyers
to
low-income
renters
at
housing,
court
and
members
of
my
team
have
sat
alongside
them
to
make
sure
they're
getting
connected
to
everything
they
need,
and
we've
been
getting
more
and
more
money
to
non-profits
to
do
that,
community-based
work
to
prevent
homelessness
and
next
year,
there's
a
new
local
homeless
prevention
aide
that
will
come
out
from
the
state
for
families
in
our
community
at
a
level
of
we
estimate
as
much
as
five
million
dollars
a
year
that
we'll
be
using
to
further
that
work
and
on
the
other
side
of
the
ledger,
we
have
invested
in
partnered
to
help
create
a
vivo
village.
E
E
Even
so,
the
majority
of
people
only
given
night
are
going
to
be
served
in
the
existing
shelters,
so
they
needed
to
be
better.
They
needed
to
be
fit
for
purpose.
We
needed
to
move
away
from
them
being
overcrowded
and
overnight
only
so,
we've
invested
in
making
the
shelters,
24
7,
improving
the
physical
facilities,
bringing
the
numbers
down,
bringing
the
staffing
levels
up,
and
we've
done
so
in
partnership
with
the
street
voices
of
change,
an
advocacy
group
of
people
who
have
experienced
or
are
experiencing
homelessness
and
in
alignment
with
their
shelter
bill
of
rights.
E
If
I
was
going
to
walk
over
to
the
screen,
if
I
could
leave
that
high
and
circle
anything
on
here
again,
it's
going
to
be
that
housing
focused
case
management.
I
believe
in
my
bones.
That
is
the
thing
we
are
doing
differently
now
that
is
going
to
have
the
biggest
impact
in
the
long
run,
as
well
as
achieving
those
464
moves
into
permanent
housing
from
the
hotels
we
kind
of
took
that
as
a
proof
of
concept
and
as
the
hotel
work
started
winding
down
at
the
end
of
last
year.
E
We
started
rolling
that
out,
so
they
could
work
with
anyone
in
any
unsheltered
or
sheltered
setting,
and,
as
of
this
very
morning,
checked
it
this
morning
it
had
gone
up
by
another
one.
They
have
moved
127
additional
people
into
permanent
housing,
with
more
than
half
coming
directly
from
unsheltered
settings
and
from
the
streets.
E
We
also
need
more
places
for
people
to
go,
of
course,
supportive
housing.
We
are
very
excited
that
the
catholic
charities,
endeavors
project,
will
open
this
summer.
70
additional
new
units
of
supportive
housing
for
people
experiencing
homelessness
will
be
coming
directly
out
of
homelessness
and
moving
in
there
as
that
leases
up
and
single
room
occupancy.
Going
back
to
my
very
first
slide,
if
what
everyone
has
in
common
is
a
really
low
income,
we
need
deeply
affordable
options
for
people
to
live
in.
E
E
How
we
are
doing
it
is
with
federal
stimulus
dollars.
Of
course,
the
county
has
committed
46
million
towards
housing
from
our
american
rescue
plan
funds
and
almost
the
same
amount
again
on
those
homelessness
measures
to
keep
things
like
avivo
village,
homeward
bound
24,
7,
shelters
going
throughout
the
federal
stimulus
period,
and
we
believe
we
cannot
go
backwards.
That
amounts
to
almost
40
percent
of
our
total
american
rescue
plan.
Funds
have
gone
to
housing
and
homelessness,
and
here
is
what
all
of
this
is
adding
up
to.
E
I
often
kind
of
reflect
that
pretty
much
any
individual
program
on
its
own
terms
will
work,
will
report
success
and
I
worked
for
a
spell
in
international
development.
This
was
a
challenge
there.
You
have
individual
programs
are
doing
great
work,
but
what
is
happening
across
the
community
as
a
whole
and
are
you
seeing
the
benefit
of
it
all
add
up?
E
This
slide
takes
a
dashboard
that
hud
technical
assistance
developed
for
us
to
track
the
community-wide
progress
in
moving
people
into
permanent
housing.
The
blue
line
is
the
baseline
pre-pandemic
period.
The
orange
line
starts
october
2020
when
the
investments
we
were
making
were
just
starting
and
what
we
have
seen
every
single
month
since
is.
We
are
moving
people
out
of
homelessness
and
into
permanent
housing
at
one
and
a
half
times
the
rate
we
were
pre-pandemic
and
every
indication,
especially
with
those
new
housing
projects
coming
online,
suggests
that
that
will
continue
and
indeed
accelerate.
E
As
long
as
we
keep
this
focus
and
these
efforts
going
this
just
humanizes
that
the
very
last
hotel
shelter
that
hennepin
closed
will
convert
to
deeply
affordable
housing
and
reopen
later
this
year
was
the
metro
some
of
you
may
know
in
south
minneapolis.
E
When
we
moved
in
we
painted
on
the
wall,
this
mural
and
every
time
an
individual
moved
out
and
into
their
own
permanent
housing.
They
added
a
flower
to
the
mural,
with
their
name
or
initials.
So
every
flower
you
see
on
this
mural
represents
an
individual
who've,
been
homeless,
often
long-term
homeless.
The
senior
had
other
medical
fragilities
moving
into
permanent
housing
and
making
that
transition
in
life
all
right,
let's
be
finished,
just
to
finish.
This
is
where
we
have
been
in
stasis.
Far
too
many
people
on
the
streets
far
too
many
people
in
shelter.
E
This
is
where
we
could
still
go.
This
is
my
west
coast
scenario
where,
if
the
numbers
exiting
homelessness
slowed
down
and
the
numbers
entering
homelessness
increase,
we
actually
start
seeing
year
on
year.
Growth
in
this
diagram-
I
have
kind
of,
for
simplicity's
sake,
assume
that
proportions
remain
the
same.
That's
not
a
safe
assumption.
I'd
actually
say
it's
the
wrong
assumption.
What
I
would
speculate
is
if
we
were
in
this
scenario
that
unsheltered
number
is
going
to
grow
faster
than
the
sheltered
number,
because
you
cannot
keep
pace
with
adding
shelter
and
as
shelters,
become
overcrowded.
E
E
If
we
were
on
this
path,
but
I
don't
think
it's
a
given
that
we
are
on
that
path,
I
think
there
is
an
alternative
scenario,
which
I
think
is
the
investments
we
are
making
and
the
strategy
we
are
following,
which
is
to
increase
the
pace
which
people
exit
homelessness,
decrease
the
pace
which
they
come
in
and
actually
bring
down
those
numbers
here
year
on
year.
So
there
are
fewer
people
on
the
streets,
fewer
people,
endangering
encampments,
fewer
people
in
shelters.
The
shelters
themselves
can
do
a
better
job.
E
This
won't
happen
overnight,
but
it
also
won't
happen
by
accident.
So
we
need
that
intentionality
and
that
focus
I
can
share.
Just
in
concluding
that
we
have
our
provisional
numbers
for
the
2022
point
in
time
count
we
weren't
able
to
do
a
2021
one
because
of
the
pandemic.
Obviously,
but
we
did
this
year
we
have
provisional
numbers
that
we
are
getting
ready
to
submit
to
hud.
They
are
subject
to
change,
but
what
we
are
looking
at
is
an
overall
number
of
2700
and
an
unsheltered
number
in
the
region
of
490.
E
now
slightly
obvious.
Well,
I
all
the
same
caveats
that
I
had
for
the
point
in
time
count
earlier,
plus
that
is
2
700
people
too
many
that
is
490
people
too
many,
but
it
does
represent
a
decrease
of
12
overall
and
24
in
the
unsheltered
count,
which
kind
of
lines
up
with
what
we've
been
seeing
in
those
exits
to
permanent
housing
and
the
impact
of
that
strategy.
So
this
is
the
path
I
believe
we
are
on
with
our
investments
and
we
can
continue
to
be
on
making
homelessness,
rare
brief
and
non-recurring.
E
F
Thank
you
and
thank
you,
david
for
being
here
to
give
us
that
overview,
I'm
giving
a
very
short
presentation
here,
but
just
to
introduce
a
little
bit
more
about
what
role
does
the
city
play?
F
When
we
see
there's
a
need
to
change
our
policy
to
be
able
to
respond
to
the
needs
we're
seeing
in
the
community
and
then
you'll
hear
from
some
of
my
other
colleagues
here
at
the
city.
So
david
noted
that
we've
collectively
made
pretty
significant
investments
during
the
pandemic
and
also
committed
to
making
investments
to
improve
the
system
moving
forward.
The
city's
share
of
these
investments
is
listed
here.
We
have
awarded
17
million
dollars
in
funds
to
projects
already.
F
F
F
F
F
The
next
project
I
wanted
to
highlight
that
just
came
online
within
the
last
year
and
a
half
is
a
vivo
village.
This
is
a
project
that
came
to
the
city
and
the
county
and
funders
from
communities.
So
this
wasn't
something
we
came
up
with,
but
it
was
something
we
were
really
excited
to
be
able
to
support,
because
it
gets
at
a
lot
of
the
barriers
that
people
with
lived
experience
of
homelessness
have
identified
as
reasons
they
may
decide
not
to
go
into
shelter.
F
We
also
changed
some
policy
to
make
this
happen,
which
I'll
get
into
in
a
moment.
But
I
just
want
to
highlight
too
that
not
only
did
the
city
has
the
city
provided
3.7
million
dollars
toward
this
project
in
funding,
but
our
zoning
and
planning
teams
moved
mountains
to
make
this
happen
in
a
short
period
of
time
and
that's
another
role
that
the
city
plays
in
responding
to
to
people
experiencing
homelessness
in
our
community.
F
F
We
do
know
that,
unfortunately,
native
american
community
members
experience
unsheltered
homelessness
at
a
disproportionate
rate
compared
to
compared
to
others
experiencing
homelessness,
and
so
our
trusted
partner,
american
indian
community
development
corporation
came
forward
with
a
proposal
to
build
a
culturally
specific
shelter
and
have
culturally
specific
services
for
people
in
the
native
american
community
who
are
experiencing
unsheltered
homelessness.
The
city
invested
1.72
million
dollars
in
this
project.
It's
been
open
since
december
of
2020.
F
As
I
already
said,
you
recently
improved
additional
shelter
capital
improvements
that
are
listed
here,
and
I
just
want
to
reiterate
david's
earlier
point
that
these
investments
are
are
changing
the
shelter
system
so
that
they're,
open,
24,
7,
there's
case
management
in
every
shelter.
There's
storage
there's
lower
barriers,
it's
really
there.
This
is
part
of
the
strategy
of
trying
to
have
not
only
greater
number
of
shelter
beds
available,
but
better
quality,
shelter
and,
lastly,
an
important
role
the
city
plays
in
the
homelessness
response
system
is
changing
policy.
F
When
there
is
a
policy,
that's
that's
making
something
difficult
to
happen,
and
so
one
of
the
things
that
we
realized
when
we
were
working
on
both
homeward
bound
and
avivo
village,
is
that
there
were
some
restrictions
in
the
zoning
code
that
were
limiting
how
many
beds
there
could
be
in
the
shelters
or
where
they
could
be
located.
F
And
so
the
council
acted
in
2020
and
mended
the
code,
so
that
shelters
could
be
located
in
industrial
districts
allowed
for
shelters
with
a
higher
number
of
beds,
and
this
really
built
on
work
that
the
council
had
done
back
in
2015
that
allowed
shelters
in
almost
every
part
of
the
city,
which
is
a
really
important
policy.
So
this
is
just
an
example
of
the
way
when
we
are
identifying
needs
and
communities
identifying
needs.
We
can
respond
to
them
with
policy
changes
to
to
improve
the
overall
homelessness
response
system.
G
G
We've
moved
this
into
regulatory
for
services
for
a
couple
of
reasons.
G
G
We
have
a
person
dedicated
to
working
with
the
county
dedicated
to
supporting
our
staff
that
are
out
there
working
with
folks,
and
we
really
want
to
understand
what
are
the
impacts
of
these
when
folks
are
unsheltered,
and
we
want
to
take
that
back
and
really
take
a
step
back
and
work
with
our
partners.
Work
with
health
work
with
cped
from
a
policy
perspective
and
look
at
and
then
nest
into
hennepin
counties
about
making
this
not
occurring
again.
G
Things
are
happening
and
we
want
to
just
make
sure
that
we
understand
the
gaps
and
where
those
system
failures
are.
I
will
say
that
we've
taken
this
only
a
week
under
my
regulatory
services,
and
I
want
to
acknowledge
that
in
this
last
year,
since
the
homeless,
inc
coordinators
were
brought
into
the
city,
it's
only
been
a
year
and
it's
been
challenging.
We've
done
this
in
a
pandemic,
and
those
staff
have
been
out
there,
touching
people
and
trying
to
understand,
and
so
what
we're
trying
to
do
is
really
nest
into
what
the
county
is
doing.
G
Understanding
that
this
is
our
responsibility
as
a
city
as
well
we're
not
taking
over
the
county's
job
but
we're
adding
to
it
and
supporting
it.
This
way,
they're
doing
it
this
and
we're
doing
this
way
we're
very
much
mirroring
how
they
are
approaching,
approaching
the
situation,
and
then
so
I'd
like
to
turn
it
over
to
interim
commissioner
ritchie,
because
she
focused
on
the
health
component
of
this,
because.
H
G
I
Good
afternoon,
chair
and
council
members,
so
I'm
heidi
ritchie
interim
health.
Commissioner,
at
the
health
department,
like
director
garnett
huthuli,
said
we
are
transitioning
and
have
almost
finished
transitioning
the
two
response,
coordinators
that
were
in
the
health
department
over
to
regular
service
regulatory
services.
I
We
also
took
some
of
our
cdc
grant
money
and
we
repurposed
a
position:
cdc
covid
grant
money
specifically
and
repurposed
our
position.
That
was
doing
some
vaccine
and
immunization
work
into
this
effort
in
street
outreach
as
well,
and
that
person
is
also
going
to
be
going
over
to
regular
service
regulatory
services.
So
we
are
expanding
our
ability
to
reach
out
in
the
health
department.
I
We
take
a
primary
secondary
and
tertiary
prevention
and
that's
what
we
really
want
to
get
back
to
focus
on,
and
so
we've
got
the
immediate
response
and
outreach
in
the
reg
services,
but
in
the
health
department
we
want
to
look
at.
How
can
we
look
at
these
primary
secondary
and
tertiary
prevention
in
order
to
make
sure
that
we
can
prevent
people
from
being
come
from
becoming
homeless
in
the
first
place?
So
that's
the
kind
of
human
resource
piece
of
it
that
we're
trying
to
focus
on
to
make
sure
that
people
are
safe
in
their
homes.
I
They
get
adequate
medical
care,
they
have
access
to
that
medical
care.
We're
also
dealing
with
some
of
the
people
that
are
in
unsheltered
situations
where
we
have
to
go
to
them
with
some
of
these
resources
like
vaccines
like
education
and
things
like
that,
and
we
want
to
make
sure
that
in
everything
we
do
it's
human-centered,
it's
promoting
dignity,
and
we
remember
that
these
are
people
first.
I
J
J
The
the
mayor's
budget
in
the
in
his
first
term
represented
allocations
that
increased
funding
to
affordable
housing
in
the
tens
of
millions
of
dollars.
The
city's
investment
is
leveraged
with
other
resources,
so
our
dollars
are
one.
One
dollar
of
city's
investment
is
about
fifteen
dollars
of
of
non-city
city
resources.
J
As
a
result
of
the
increase
in
resources,
you
would
see
in
this
slide.
You
would
see
that
we've
increased
the
number
of
30
percent
emi
units
over
the
over
the
last
three
years,
and
if
you
look
at
the
blues
section,
those
are
the
ones
that
cater
to
the
30
percent
ami
units.
J
This
year
earlier
this
year,
you
all
approved
16.8
million
dollars
in
in
housing
for
affordable
for
affordable
housing.
40
of
those
units,
approximately
40
of
those
units
were
focused
on
catering
to
households
at
a
below
30
percent
ami
and
an
additional
152
of
them
were
for
homelessness
homeless
units
what's
happening
now,
as
it
relates
to
housing
production
under
construction.
J
Housing
production
that's
awarded,
but
not
yet
closed.
There
are
1757
units
of
housing,
22
projects
that
will
that
have
been
partially
funded
or
fully
funded,
and
we
are
envisioning.
Those
will
will
start
to
see
those
coming
online
shortly.
With
regards
to
this
in
2022
nine
of
the
22
units
we
envision
will
close
this
year
and
will
be
moving
under
under
construction
just
today,
council
member
rainbow-
and
I
were
at
the
bim
mercedes
ground-
opening
that
that
those
48
units
are
part
of
those
numbers
of
the
of
the
numbers
that
I'm
reflecting
here.
J
Bloom
lake
flight
flights,
blown
lake
flats
is
an
example
of
the
types
of
projects
that
we
do
through
our
investment.
This
project
is
an
award
in
the
ninth
ward
and
it
was
developed
by
or
is
under
development,
and
the
developer
is
on
project
for
pride
in
living.
The
city's
contribution
on
this
project
is
1.3
million
dollars.
The
total
investment
for
this
project
is
15.6
million
dollars.
This
one
is
I'm
using
this
as
an
example
of
some
of
the
type
the
types
of
projects
that
we
fund.
J
This
has
42
units
of
housing
and
30
28
units
of
those
48
42
units
are
catered
to
serving
households
at
30
percent
of
the
area
median
income,
including
21
units
that
will
be
designated
as
homeless
units
as
it
relates
to
policy
in
2021.
J
The
ordinance
was
amended
to
allow
for
sro
units
in
in
minneapolis
david
referenced
that
the
county
has
moved
forward
with
the
acquisition
of
four
sro
units
and
two
are
are
going
to
be
purchased
here
shortly.
J
We
also
have
some
resources
in
in
throughout
the
the
opera
funds
to
allow
for
the
acquisition
of
sro
sro
units.
We
are
currently
working
with
task.
Unlimited
who's
proposing
to
do
a
project
in
in
ward
5
that
caters
to
serving
households
that
going
to
be
working.
J
I
mean
living
in
a
in
a
intentional
intentional
community
format
through
through
our
work
and
and
funding
from
from
from
the
state,
and
I
mean
from
from
the
county,
looking
at
putting
putting
those
those
individuals
on
track
to
to
experience
housing
that
is
safe
and
dignified.
D
Thank
you
alfreck,
madam
chair
council
members.
I
hope
what
you've
gleaned
from
this
very
consolidated
presentation
is
that
we
are
in
as
a
community.
We
are
investing
in
homelessness
response
in
ways
that
we
have
never
invested
before
and
to
a
much
much
higher
and
greater
degree.
D
D
Partnerships
and
collaboration
are
key.
The
ideas
that
you
heard
about
today,
like
avivo
village,
like
homeward
bound
these
are
ideas.
These
are
concepts
that
came
forward
through
community
and
they
were
through
federal
funds
and
policy
change
and
a
lot
of
support.
We
were
able
to
bring
them
to
fruition.
D
Housing
focused
case
management
is
a
national
best
practice.
The
county
has
significantly
increased
investments
in
creating
the
infrastructure
and
delivery
systems
to
provide
this
housing
focused
case
management
and
over
the
next
few
years
we
will
continue
to
partner
with
hennepin
county
on
on
this
implementation.
D
So
we
I'd
like
to
close
out
this
presentation
by
showing
a
really
brief
video
of
something
that
happens
at
avivo
village
when
somebody
secures
housing
from
a
vivo
village.
Can
you
all
see
your
screen.
A
Thank
you
for
that.
I
will
manage
things
from
the
cube,
but
also
take
a
look
across
the
dais.
Our
first
comment:
our
question
is
from
council
member
wanzley
whirlabout.
L
Thank
you,
chair
of
homisano,
and
thank
you
to
the
staff,
both
here
within
minneapolis
and
the
county
for
today's
presentation.
I
know
it's
been
one
that
many
of
us
have
wanted
to
hear
for
quite
some
time.
I
just
have
a
couple
of
questions,
the
first
being
the
reality.
We've
had
a
number
of
traumatic
evictions
that
have
happened
since
the
start
of
the
year,
even
just
one
last
week
that
utilize,
a
misamount
of
city
resources.
L
D
H
G
Chair
council,
member
wandslingwarbela,
we
are
in
the
process
of
developing
that,
as
as
the
county
has
indicated,
we
are
working
on
doing
that
very
thing
again.
This
is
very
new
for
us,
and
so
we
are
tracking,
and
that
is
our
goal-
is
to
get
to
that
and
very
quickly
again.
In
the
last
week,
my
manager
has
started
to
have
those
conversations
on
site
with
folks,
as
well
as
with
our
other
departments,
because
that's
where
we
want
to.
M
L
I'm
glad
that's
where
we're
striving
to.
I
just
know
that,
because
when
we
don't
have
specific
numbers
like
that
related
to
those
categories,
it
really
adds
to
this
perception
that
evictions
are
being
carried
out
with
no
goal
of
ending
homelessness
and
having
that
ability
to
relay
that
information
that
tracking
to
the
public.
The
second
question
that
I
have
is
recognizing
that
the
bulk
of
resources
is
coming
from
the
county
is
any
of
the
work
that
we're
planning
to
do
haven't
started.
Yet
is
that
going
to
be
impeding
on
the
county's
goals?
L
G
G
E
Thank
you,
madam
chair
council,
member
onsley
wallaber
to
answer
a
little
bit
on
both
pieces.
Actually,
what
I
would
say-
and
I
go
back
to
I
was
in
for
a
spell
particularly
early
on
in
daily
attendance
at
the
hygiene
service
area,
10
of
the
hiawatha
franklin
encampment-
that
most
of
you
all
remember
from
2018,
and
one
of
the
things
that
was
apparent
then,
was
that
data
systems
and
tracking,
particularly
unsheltered
homelessness,
were
inadequate
done
a
lot
of
work
to
build
our
shelter
system.
Pre-2016
our
shelter
system,
data
tracking
was
inadequate.
E
We
didn't
know
how
people
were
moving
through
our
shelters.
We
introduced
the
bed
reservation
system,
the
homeless
management
information
system,
shared
data
that
allowed
us
to
do
a
much
better
job
there.
That
is
still
work
that
needs
to
be
fully
implemented
in
the
unsheltered
encampment
space.
I
think
I
mentioned
in
my
presentation
we're
currently
hiring
an
additional
five
people
who
will
work
with
my
planner
and
unsheltered
homelessness,
aaron
wickston,
calling
that
streets
to
housing.
E
That's
really
intended
to
build
out
our
data
infrastructure
almost
to
kind
of,
if
you
think,
of
kind
of
a
shelter
without
walls
to
have
the
same
data,
the
same
understanding
of
how
people
are
moving
in
these
unsheltered
spaces,
as
we
currently
have
in
our
shelter
space.
So
that
is
something
that
we're
building
also
along
the
way
we
are
allocating
housing,
focused
case
managers
to
people
and
encampments.
E
They
do
stick
with
them
as
they
move.
This
is
a
standard
part
of
our
work
we've.
Actually,
since
we
moved
beyond
the
hotels
to
take
referrals
from
any
source,
62
percent
of
the
referrals
have
come
from
people
who
are
in
unsheltered
settings
about
50
percent.
Just
over
of
the
127
that
moved
into
housing
have
come
from
those
settings,
it
has
taken
longer
with
votes
in
unsheltered
settings,
to
move
them
to
a
permanent
housing,
success
and
outcome.
E
Part
of
that
is
to
do
with
the
difficulty
connecting
with
people
over
time
as
people
are
more
mobile,
but
it
is
something
that
we're
committed
to
and
part
of.
Our
work
is
to
try
and
stay
in
contact
with
people
and
work
with
them
towards
that
final
goal
of
housing,
and
we
anticipate
building
out
those
data
systems
and
that
partnership
with
the
city
to
get
better
and
better
as
the
year
goes
on.
L
Yeah,
thank
you
for
that
director
hewitt.
I
want
to
acknowledge,
I
think,
you've
all
done
a
very
thorough
job
of
you
know:
crystallizing
the
data,
I'm
interested,
of
course
in
the
city
side,
of
making
sure
that
we're
tracking
as
we're,
inter
you
know,
relating
with
you
all-
and
I
know
this
was
somewhat
addressed
earlier,
but
I
knowing
the
tracking
of
government.
I
have
to
ask
this
for
the
record,
who
is
the
final
decision
maker?
I
don't
think
you
can
speak
to
this
director
in
executing
our
encampment
evictions
on
the
minneapolis
side.
G
All
right,
thank
you,
madam
chair
council,
member
wansley
warbila.
The
decision
not
does
not
sit
on
one
person
or
one
title.
This
is
an
enterprise
decision
that
is
weighted
on
health
and
safety
of
the
folks
on
a
property
as
well
as
the
communities
around
them.
The
information
is
brought
to
all
departments
that
are
impacted,
public
works,
cped,
health,
regulatory
services
and
fire
and
mpd,
and
we
look
at
the
data
and
we
look
and
discuss
with
the
mayor's
office,
and
it
is
a
group
decision.
L
I
just
want
to
be
sure,
because
we're
having
lots
of
conversation
about
government
structure
to
get
clarity
on
where
decisions
are
made,
and
I
know
that
our
staff,
a
key
component,
is
not
acting
kind
of
on
your
own,
without
consultation
with
either
the
executive
branch
or
the
legislative
branch.
So
just
getting
clarity
that
this
isn't
staff
driven
in
terms
of
our
encampment
responses
or,
more
specifically,
the
response
to
evict
is
that
being
driven
by
our
staff.
L
G
G
L
L
There
is
no
space
or
a
policy
that
council
has
moved
around
evictions.
If
that
is
not
the
case,
and
recognizing
that
the
county
is
a
big
part
of
this
work,
are
we
able
to
enter
into
a
joint
agreement
where
we
can
have
a
standardized
regional
evictions
or
encampment
policy?
Because
from
my
understanding
this,
when
we're
talking
about
the
city
or
the
city
enterprise,
I'm
not
aware
of
that
policy
that
authorizes
at
least
legislative
action
around
this.
G
L
I
just
wanted
to
get
that
clear,
because
I've
asked
this
if
there's
action
or
a
moment
for
a
council,
I
think
in
hearing
this
information
to
move
forward
with
taking
legislative
action
to
create
a
standardized
policy
and
do
so
in
partnership
with
the
county,
and
I
think
it's
great
that
we're
talking
to
all
the
stakeholder
groups
residents
and
I'm
looking
forward
to
working
with
our
staff
and
knowing
that
there
is
that
absence
of
this
policy
that
legislatively
we
can
take
action
on
who
is
the
best
contact
amongst
this
team
amongst
the
executive
staff
to
collaborate
with
on
moving
this
work.
D
Forward,
thank
you
director,
brenner.
Yes,
madam
chair,
councilmember
wansley.
I
can't
answer
that
right
now
in
this
forum,
and
I,
unless
this
body
wants
to
take
collective
action
and
give
staff
some
direction,
I
I
don't
I
don't.
D
Frankly,
I
don't
think
it's
appropriate
to
be
calling
out
specific
staff
members
and
to
be
calling
and
asking
for
staff
members
to
step
forward
and
say
I
am
responsible
in
this
area.
That
is
not
how
we
have
operated
or
functioned
as
a
staff
team
working
very
collaboratively
across
disciplines
across
departments,
with
a
lot
of
consultation
with
council
leadership
with
the
mayor
in
his
office,
and
so
I
would
respectfully
request
that
we
move
away
from
this
line
of
questioning
of
staff
and
and
director.
L
L
A
Council
member
I'm
going
to
stop
us
there.
I
I
think
that
they've,
given
us
a
pretty
comprehensive
con
presentation
for
an
hour
now,
and
there
are
several
other
other
questions
and
comments
in
queue.
It
is
true
that
you
don't
take
direction
from
us
on
the
dais
and
we're
not
here
to
single
out
any
member
of
a
team.
That's
trying
to
work
together
for
the
best
outcomes
council,
member
osman,
your
next.
Thank
you.
N
Thank
you,
madam
vice
president.
I
have
couple
questions
first
of
all,
david.
Thank
you
so
much
for
the
wonderful
presentation.
N
I
know
you
mentioned
families
that
are
housed
last
couple
years
I
think,
went
from
1500
to
almost
300
as
someone
who
has
worked
in
a
housing
setting
and
work
with
hmis
as
a
system
who
I
work
with
those
families.
I
know
how
important
that
process
with
families
that
are
getting
out
the
shelter
and
going
to
stable
housing,
how
important
it
is,
and
in
my
experience
it
usually
takes
quicker.
N
It
takes
three
weeks
a
month
or
so
on
for
coordinator
entry
system
and
and
making
sure
we're
housing
those
folks,
but
what
I
have
noticed
is
that
there
hasn't
been
any
change
for
single
adult
to
you
know.
Maybe
the
number
increased
it
hasn't
come
down,
and
I
know
it
takes
them
a
longer.
Even
over
a
year
to
be
housed.
We
have
put
so
much
effort
in
families
which
is
really
good
thing,
that
we
want
to
make
sure
that
small,
kids
and
families
are
sheltered.
N
I
have
even
seen
families
that
are
coming
from
outside
the
state
states
like
chiago
and
ohio.
That
came
here
that
get
into
the
system
and
we
house
them
for
the
for
the
programs
that
exist
in
in
the
county
in
the
city
or
even
the
state.
N
What
effort
are
we
doing?
How
are
you
know?
What
do
we
need
to
do
to
put
the
same
effort
and
same
hard
work
that
we
have
done
in
the
family,
for
single
adults?
Single
adults
have
are
the
ones
that
that
are
usually
out
that
are
unshelter
individuals,
the
most
that
have
so
many
different
challenges
with
mental
health
and,
and
you
know,
addiction
and
so
on.
So
we
want
to
make
sure
that
what
what
is
the
plan
to
address
those
and
housed
single
adults
in
a
stable
units.
E
Thank
you,
madam
chair
council,
member
osman,
you're,
absolutely
right,
and
obviously
the
numbers
speak
to
this-
that
our
family
homeless
response
system,
while
still
not
serving
everyone
that
we
want
it
to
as
well
as
we
want
it
to
still
too
many
children
in
shelter,
but
nonetheless,
over
the
years
has
has
done
a
better
job
of
bringing
the
numbers
down
and-
and
there
are
reasons
that
has
happened,
there
are
reasons
it
hasn't
happened
in
the
same
way
on
the
single
adult
side.
If
I
look
at
the
different
well,
let
me
call
out
two
differences.
E
If
I
may
one
is
that
preventing
homelessness
for
families,
we
see
some
things
that
work
for
families
that
do
not
seem
to
work
in
the
same
way
for
single
adults,
and
I
think
here
in
particular
about
eviction
prevention
work.
When
the
eviction
moratorium
came
in
almost
overnight
the
number
of
families
seeking
shelter
because
they
had
nowhere
else
to
stay
dropped
and
it
stayed
low
throughout
the
eviction
moratorium,
we
saw
no
change
in
the
number
of
single
adults
approaching
the
adult
shelter
connect,
operated
by
simpson
housing
services
for
shelter.
None
at
all.
E
So
eviction
prevention
is
proving
really
effective
at
keeping
families
out
of
shelter,
and
it
is
not
having
the
same
effect
on
keeping
single
adults
out
of
homelessness.
So
we
have
an
intervention
that
works
there
for
families,
not
as
well
for
single
adults.
We
have
to
try
some
different
things.
In
particular,
I
think
where
we
need
to
build
systems
and
work
that
we're
doing
with
our
colleagues
in
human
services
at
hennepin
county
is
how
do
we
work
with
youth
coming
out
of
the
foster
care
system?
E
E
E
Nobody
there
for
much
of
the
day,
which
is
when
you
could
actually
do
the
work
to
connect
people
to
housing
that
that
system
was
failing
people
and
failing
them
badly.
It
was
overcrowded.
It
was
overnight
only
it
was
inadequate
to
meet
people's
needs,
and
it
was
no
surprise
that
we
were
not
seeing
the
same
progress,
housing
single
adults.
Now
I
do
believe
and
that's
why
we
focus
the
federal
stimulus
investments
where
we
have
and
we
are
seeing
the
benefits
now
and
will
continue
to
even
though
there's
a
long
long
way
to
go
still.
E
It
looks
more
like
the
family
system,
so
my
hope
is
that-
and
my
expectation
frankly,
is
that
we
will
see
similar
progress
on
the
single
adult
side
as
we've
seen
historically
on
the
family
side.
If
we
stay
this
course,
I
will,
with
the
committee's
indulgence,
just
flag
one
concern
that
I
have
in
terms
of
being
able
to
stay.
The
course
is
that
we
are
using
federal
stimulus
dollars.
E
We
need
federal
and
state
dollars
to
come
in
and
enable
us
to
continue
these
things.
Part
of
the
reason
the
single
adult
shelter
system
has
been
so
inadequate
historically,
is
that
it
was
entirely
based
on
private
philanthropy
and,
to
some
extent,
county
property
tax.
There
was
no
federal
and
state
support
coming
in
right
now
we
have
the
federal
and
state
support
and
we're
able
to
make
a
difference,
but
we
need
to
be
able
to
continue
that
we
can't
go
backwards
in
2025.
So
I
just
like
that
as
a
concern
that
I
have.
N
Oh,
thank
you.
So
much
and
one
last
question:
it's
for
director
garnett,
I
know,
city
respond
to
unshelter.
Homelessness
has
been
probably
the
most
challenging.
In
my
experience,
someone
who
came
in
with
six
incandescent
folks
that
lived
in
in
ward
six
area-
and
I
thought
I
remember
talking
about
last
year
during
the
budget
markups,
I
moved
about
50k
for
to
really
increase
the
outreach
staff,
outreach
staff
of
of
homelessness
for
for
the
city
for
them
to
go
there
and
really
have
that
fittest
interaction
with
the
individuals
that
need
the
help.
N
You
know
they
they
were
going
with
bare
handed
absolutely
no
resource
with
them.
It's
very
challenging
already
in
the
safety
and
the
health
concern
and
the
encampments
that
are
in
that
area.
But
as
a
city,
we
were
sending
these
individuals
that
I
actually
walk
with
them
and
and
visit
it
with
them,
with
just
hoping
that
they
will
talk
to
the
individual
and
help
them
with
housing
and
so
on.
N
They
didn't
have
a
vehicle.
They
were
driving
their
own
vehicles
to
get
there,
and
I
think
that
that
just
shows
that
we
have
to
do
more
to
equip
to
equip
these
individuals
to
really
do
their
job
safe,
and
I
know
it's
it's
very
challenging,
but
actually
that
is
the
faintest
initial
help
for
those
individuals
and
they
could
be
housed
so
just
a
question.
What
is
now
that
it's
moved
from
the
health
to
that?
N
What
capacity?
Well,
how
many?
What
would
you
say
that?
How
many
outreach
team
do
we
need
to
really
address
the
shelter
homelessness
in
our
communities
and
what
kind
of
resources,
and
hopefully
for
the
city
planning
and
the
budget
coming
up
next
year
or
so
on?
What
what?
What
do
we
need
to
do
as
a
as
a
city
to
help
you
to
make
sure
that
we
are
increasing
the
outreach
staff
and
giving
the
resource
to
go
help
these
folks.
G
Madam
chair
council,
member
osmond,
so
I
do
thank
you
for
the
support
that
50
000
was
dedicated
to
the
health
and
I
believe
it
was
for
a
vehicle,
and
I
learned
about
that
information
or
that
those
resources
when,
when
we
work
through
the
budget
office
to
start
moving
the
folks
and
the
resources
under
regulatory
services,
I
will
say
when,
when
when
we
decided
or
when
the
decision
was
made
to
bring
the
team
together
instead
of
having
in
two
different
departments,
I
made
the
ask
that
if
I
was
if
reg
services
was
to
absorb
this
team
and
really
formalize
it
that
we
needed
resources
to
your
point,
that's
why
we
hired
a
manager
for
that
again.
G
Chelsea
mcferrin
and
I
also
asked
for
a
fleet
vehicle
as
well
to
make
sure
that
our
staff
could
be
out
in
the
field
not
in
their
own
vehicles
but
out
in
the
field.
Maybe
a
larger
vehicle
to
be
able
to
have
folks
come
in
if
it's
a,
if
the
weather's
not
nice,
to
be
able
to
work.
So
we
are
doing
now
that
that
the
resources
that
you
allocated
to
us
are
now
under
my
purview.
I'm
looking
at
what
that
really
means
and
outfitting.
G
I
believe
it
was
a
van
of
some
sort,
so
I
am
quickly
trying
to
understand
and
utilize
your
resource
and
to
make
sure
that
we
do
have
that.
We
do
have
other
supplies
that
came
from
health
boots,
gloves
and
things
of
that
nature
and
supplies
that
we
do
have
and
that
we
do
give
out
again.
This
is
the
almost
the
second
week
now
that
this
team
is
under
the
department,
and
we
are
doing
the
analysis
right
now
and
chelsea
is
amazing
and
she's.
N
Oh,
thank
you
so
much.
One
last
comment
just
I
think
it's
very
important
to
have
a
policy
on
dismantling
any
income
in
in
our
city
and
if
that
is
something
that
city
doesn't
have
I'm
willing
to.
I
think,
because
remember
world
about
is
a
great
point
and
that
we
we
do
need
a
policy
to
for
the
city
to
go
to
address
those
issues
when
when
it
comes
to
dismantling
encampments.
As
someone
who
has
experience,
you
know
money
encampment
in
my
in
my
district,
they
bring
a
lot
of
challenges
and
those
folks
definitely
need
help.
N
We
want
to
make
sure
we're
respectful
treat
them
as
a
human,
at
the
same
time
also
carrying
the
safety
and
health
for
the
residents
that
live
in
our
neighbors.
Thank
you.
So
much.
G
The
goal
of
having
the
homeless
response
team
in
reg
services
is
not
to
have
encampments
at
all.
Okay,
I,
the
city
that
should
not
be
our
solution.
That's
why
the
county?
That's
why
we've
got
cped.
That's
why
we've
got
health
we're
talking
about
in
this
city.
How
does
an
encampment
can't
and
should
not
be
an
option?
G
G
G
O
Thank
you,
madam
chair.
I
first
want
to
thank
the
thank
director,
hewitt
and
director
brennan
and
the
entire
team.
I
really
appreciate
this
presentation
and
the
tremendous
amount
of
work
that
that
we
have
a
city
have
have
done
on
this
issue.
It's
not
lost
on
me.
You
know
for
my
colleagues
who
maybe
don't
realize
I
in
as
of
2018.
When
I
came
onto
the
council,
we
kind
of
considered
attacking
this
issue.
O
I
am
sort
of
concerned
about
that.
I
wanted
to
ask
and
I'm
not
sure,
who's
the
most
appropriate
person,
but
I
know
that
a
big
part
of
why
we're
able
to
put
so
many
such
a
large
effort
as
a
city
and
as
a
county
is
because
of
the
amount
of
resources
director
hewitt
talked
about
the
arpa
funding.
You
know
we
have
some
at
the
city.
O
Mr
pinka
pointed
that
out
as
well
that
how
much
we've
put
in
as
a
city
and
county
are
we
anticipating
sort
of
a
financial
or
a
funding
cliff
that
we're
going
to
run
into
how?
How
far
out
are
we
from
that?
And
you
know
what
does
it
entail
for
for
the
response
that
we've
built
thus
far.
D
Madam
chair
councilmember
ellison,
that's
a
really
excellent
point
and
I'm
I
will
take
a
stab
at
responding
to
part
of
it
and
then
we'll
turn
it
over
to
my
colleague
here.
I
think
that,
certainly
we're
we're
funding
a
lot
of
the
improvements
in
our
system
through
these
one-time
funds
which
which
is
of
concern.
D
I
will
say,
though,
that
we
have
approached
this
work
from
the
very
beginning
and
we
as
a
city
and
as
the
county
has
as
well
understanding
that
they're
one-time
funds
and
making
investments
that
are
strategic
investments
that
will
have
long-lasting
effects
and
again
I'll,
let
director
he
would
talk
about
this
in
more
detail.
But
I
mean
the
fact
that
you
know
a
lot
of
counties
in
a
lot
of
cities
in
this
country.
D
They
released
hotels,
they
leased
hotel
spaces,
and
here
I
mean
our
county,
went
and
purchased
hotels
that
will
then
be
able
to
be,
and
then
they
use
the
one-time
arpa
funding
to
you
know
to
transform
them
into
permanent
housing.
D
So
there
are
some
things
that
we
did
very
strategically
in
collaboration,
and
I
think
also
just
the
city
and
the
county
aligning
our
strategies
to
make
sure
that
they
were
that
they
they
they
supported
one
another,
but
that's
an
example
of
using
those
one-time
funds
in
a
way
that
that
will,
you
know,
provide
for
long-lasting
benefits,
and
I
think,
maybe
I'll
ask
david
to
talk
about
the,
because
there
are
concerns
about
the
the
ongoing
operations
funding
for
these
shelters.
That
we
do
need
to
to
think
about.
E
Andrea
councilmember
alison.
Yes,
I
am
concerned,
as
has
been
shared.
You
know
when
we
look
at,
for
instance,
our
american
rescue
plan
dollars,
the
46
million
the
county
has
allocated
to
housing
is
one-time
capital
funding.
It
is
the
purchase
of
hotels
and
the
model
that
we're
that
we've
kind
of
developed
there
is
that
we
lease
for
a
nominal
fee
to
a
property
manager
and
they
are
able
to
charge
a
rent
in
that
deeply
affordable
range
of
kind
of
350
to
550
a
month,
and
that
covers
the
operating
costs
ongoing.
E
So
in
those
capital
investments
we
have
a
long-term
model
built
in
and
it's
the
one-time
funds
that
were
needed,
but
we
do
have
a
significant
fiscal
cliff
specifically
in
the
area
of
emergency
homeless,
shelters
where
we
have
invested
one-time
stimulus
dollars.
Knowing
we
needed
these
services
in
our
community
and
we
needed
them
to
be
better
than
they
had
been.
E
E
So
there's
a
two
million
financial
cliff
hitting
us
at
the
end
of
december
at
the
end
of
2024,
which
is
the
end
of
the
county
american
rescue
plan
stimulus
dollars,
an
additional
2
million
financial
cliff
hits
her
for
a
vevo
village
and
a
2
million
cliff
hits
for
homeward
bound.
That
is
also
3
million
in
housing
focused
case
management,
3
million
in
keeping
all
of
the
other
shelters,
24
7.
in
all.
We
are
facing
a
13
million
a
year
financial
cliff
by
2025..
E
Now
we
had
we
supported
and
had
support
at
the
house
and
the
senate
in
the
current
legislative
session,
to
introduce
a
bill
specifically
to
address
that
fiscal
cliff
that
was
heard
through
the
homeless
prevention
and
elsewhere
at
the
legislature.
So
we
are
flagging
this
and
we
are
saying
we
cannot
go
backwards
as
a
community.
We
cannot
go
back
to
overcrowded
overnight,
only
shelters.
We
need
to
do
what
is
working
and
we
need
to
sustain
these
efforts
if
we're
to
avoid
that
west
coast
scenario.
E
O
Thank
you-
and
I
you
know,
hope
my
colleagues
and
as
well
as
the
state
is,
is
listening,
because
you
know
that
that
timeline
has
come
is
gonna,
is
gonna,
be
upon
us
pretty
quickly.
A
few
other
questions
that
I
had
I'll
try
to
run
through
this
quickly,
because
I
know
we've
all
been
here
and
there's
a
few
more
folks
in
queue.
I
know
that
there
was
mention
earlier
about
the
way
that
we
sort
of
track
is
is
by
utilizing
these
point
in
time
counts.
O
It
sounded
like
there
were
several
uses
of
point
in
time,
counts
or,
or
was
that
is
it
sort
of
we
do
one
and
there's
a
federal
one,
or
is
there
just
the
federal
one
and
we
lean
on
on
those
numbers
and
participate
just
wanted
to
clear
clarify
that
for
myself?
Thank
you.
E
Councilman
ellison
federal
point
of
time
count
is
one
measure
of
tracking
it
has
its
weaknesses.
I've
already
spoken
about
its
strength
is
that
it's
basically
the
same
every
year
and
it's
the
same
across
the
country,
but
it
is
not
a
great
system,
certainly
for
council
member,
once
a
wallab
to
your
point,
that
kind
of
daily
tracking
and
if
people
are
moving,
how
we
keep
them
connected
services.
The
point
in
time
count
is
useless
for
that,
frankly,
yeah.
E
That
is
where
the
homeless
management
information
system
needs
to
come
in
and
there's
a
lot
of
work
to
make
it
as
functional
as
it
needs
to
be.
We've
done
great
work
with
shelters
to
make
sure
that
we
have
really
good
shelter
data
and
are
able
to
track
people
real
time.
So
I
know
that
you
were
at
that
shelter
on
tuesday,
then
you
disappeared
for
two
days,
then
you're
at
that
shelter
on
thursday
and
you're
right,
you're
there
right
now
on
friday.
E
H
E
Do
not
have
that
level
of
tracking
in
hmis
for
unsheltered
settings
right
now.
That
is
what
the
team
that
we're
bringing
on
in
the
streets.
The
housing
are
intended
to
build
for
us,
because
we
recognize
that
that's
a
gap
that
real-time
tracking
is
where
we
want
to
get
to
point
in
time
count
has
limited
utility.
It's
really
just
helpful
for
big
trends
and
trajectories
yeah.
O
Thank
you,
and
that
leads
me
to
the
sort
of
the
question
that
I
had
was
you
know,
sort
of
how?
How
far
do
we
track
when
you
know
when
we
have
someone,
that's
that
we're
working
with
to
get
housing?
How
far
up
do
we
track
them?
For
example,
you
know
we
know
that
we
have
a
certain
number
of
people
who
are
on
the
street.
We
know
that
we
have
a
certain
number
of
people
who
are
in
the
shelter
system.
O
We
know
that
we've
helped
a
certain
number
of
people,
secure
housing,
but
probably
at
you
know
very,
very
low
income
housing.
Do
we
track
them
once
that
person
does
sort
of
become
upwardly
mobile
so
that
we
know
whether
or
not
we're
sort
of
putting
more
pressure
or
less
pressure
on
our
low-income
housing
stock.
E
Thank
you
councilman,
so
the
homeless
management
information
system
is
used
by
all
homeless
designated
programs.
Not
if
people
go
into
other
housing
on
their
own
independently,
they
move
back
in
with
family.
We
may
not
have
data
beyond
they
moved
in
with
family
unless
they
come
back
into
the
system.
So
when
we
look
at
things
like
retention
rate,
one
of
the
things
that
we
look
at
is
returns
to
homelessness,
did
how
many
individuals
came
back
into
the
shelter
system
or
back
into
an
outreach
engagement
after
they've
been
housed.
E
Now
there
are
folks
who
move
into
permanent
supportive
housing.
Those
permanent,
supportive
housing
also
use
this
system,
so
we
have
data
on
them
ongoing
and
in
actual
fact,
growth
in
income
is
one
of
the
measures
for
those
programs,
as
we
have
things
that
we
report
up
to
hud
out
of
the
the
homeless
management
information
system,
seven
key
performance
measures-
I
think
my
colleague
here,
if
they
were
here,
could
correct
me,
but
one
of
them
is
how
many
people
that
moved
into
housing
are
increasing
income
getting
into
employment.
E
I
should
add
just
on
that
three.
In
a
bit
million
of
the
american
rescue
plan,
funds
allocated
by
the
county
were
actually
to
set
up
contracts
with
providers
to
provide
employment
and
training
services.
So,
as
our
case,
managers
are
moving
people
into
housing
for
a
subset
of
them
that
are
working,
but
perhaps
not
earning
enough
and
could
earn
more
or
want
to
get
back
into
work.
E
Can
we
connect
them
on
so
we
have
set
up
contracts
with
providers,
including
culturally
specific
providers,
so
that
we're
helping
people
take
that
next
step
wherever
possible,
because
we
do
think
you
know
we
want
people
to
not
just
get
into
housing,
but
also
to
thrive
in
housing.
Of
course,.
O
And
then
I've
got
two
more
questions
and
I
apologize
to
my
colleagues
for
the
number
of
questions,
but
I
think
they
should
be
short.
One
is,
and
I
believe
that
if
I
had
been
able
to
track
the
math
right,
I
could
have
answered
this
myself,
but
I
know
that
we
there
was
some
discussion
of
how
many
low
income
sort
of
units
we're
building
on
an
annual
basis.
I
know
that
we're
helping
folks
through
the
hotel
system,
you
mentioned
a
thousand
folks,
get
securely
housed
through
that
system.
O
I
think
and
and
there's
the
about
90
retention
rate
there.
So
my
basic
question
is
you
know
to
how
quickly
or
along
what
timeline
are
we
sort
of
maybe
building
our
like
building
housing
building
ourselves
out
of
this
problem?
Sorry,
that's
my
question
yeah.
So
like
yeah,
to
the
extent
that
that
question
can
be
answered.
J
I
would
say
the
approach
that
that's
employed
is
we
go
through
a
request
for
proposals,
process
that
allows
for
developers
to
make
a
request
and
when,
once
the
funds
are
awarded,
it
takes
about
12.
I
mean
two
years
for
the
construction
to
for
the
for
the
for
that
project
to
be
fully
funded,
to
enable
that
construction.
To
close
with
regards
to
how
many
units
we
fund
on
an
annual
basis
for
the
30
units,
which
would
probably
are
not
200
unit
range
on
an
annual
basis,
thank.
O
You-
and
these
are
all
things
that
I
kind
of
know,
but
I
also
thought
it
was
important
just
for
the
public
to
kind
of
hear
you
know
how
many
folks
are
we
housing,
how
many
folks
are
coming
in
becoming
homeless,
and
then
you
know.
To
what
extent
are
we
building
ourselves
out
of
this
problem
and
if
we
want
to
build
more,
what
level
of
resources
is
that
going
to
take?
The
last
thing
I
wanted
to
ask
about
is
at
least
in
a
broad
sense.
O
I
know
that
encampments
have
become
one
of
the
most
visible.
You
know.
O
Sort
of
portions
of
of
of
of
of
this
issue,
and
and
how
we
sort
of
manage
encampments
is,
has
also
become
one
of
those
sort
of
points
of
debate,
really
a
really
emotional
topic
for
people,
because
you
know
it
is
folks
getting
moved
off
of
a
place
that
they've
been,
and
I
and
I
fully
agree
with
director
garnett,
who
truly
that
that
we
don't
want
to
see
encampments
in
our
city,
but
we're
also
living
in
a
reality
where
we,
where
we
do
see
them.
O
They
are
there,
regardless
of
whether
we
want
to
see
them
there
and
and
and-
and
so
all
of
our
strategies
should
be
aimed
on
at,
should
be
aimed
towards
figuring
out
how
to
make
sure
that
we
that
we
can,
we
can
eliminate
encampments
in
our
city.
My
question
is:
you
know
for
the
strategy
that
we've
employed.
I
know
that
I've
heard
from
encampment
residents
that
I've
tried
to
stay
in
touch
with
sort
of
a
mixed
response.
O
Some
encampment
residents
who
feel
like
you
know,
hey
look
we
you
know
I
was
living
in
an
encampment,
I'm
thinking
of
a
group
that
was
over
by
the
river
in
my
ward
and
they
felt
like
they
sort
of
got.
You
know,
treated
really
well
in
that
process.
I
know
other
folks
have
expressed
that
they
don't
feel
like
they've,
been
treated
really
well
in
that
process.
O
So
my
question
is:
you
know
when
it
comes
to
the
effectiveness
of
how
we've
managed
encampment
response
and
by
effectiveness
I
mean,
like
you
know
how
many
encampments
do
we
have
or
how
many
less
encampments
do
we
have
year
to
year?
What
do
those
numbers
look
like?
You
know
whether
it's
like
how
many
do
we
have
now
compared
to
this
time
last
year
or
how
many
do
we
have
now
compared
to
the
at
the
beginning
of
the
year?
O
D
Sure
thank
you,
madam
chair
councilmember
ellison
a
couple
of
questions.
In
there.
First,
the
the
I
mean
in
20
in
the
summer
of
2020,
we
had
over
100
encampments
throughout
the
city
and
one
encampment
powderhorn
park.
There
were
over
300
tents
that
were
there
300
households
that
were
they
were
at
that
house
in
that
encampment.
D
So,
relative
to
the
summer
of
2020,
significant
we've
seen
a
significant
reduction
in
encampments
and
in
even
since
last
summer,
there's
there's
a
significant
reduction
in
encampments,
and
I
don't
know
if
we
have
any
someone
can
step
up
here
if
we
have
more
specific
data
than
that,
but
I
also
wanted
to
go
back
to
the
the
issue
of
the
policy
and
the
policy
that
the
city
has.
I
mean
the
city
has
multiple
policies
that
that
have
some
bearing
on
the
issue
of
encampments.
D
One
of
the
policies
is
actually
an
ordinance
that
prohibits
camping
on
you
know,
prohibits
people
from
you,
know,
erecting
tents
or
structures
and
and
and
staying
there
on
public
land.
So
that
is
an
ordinance
of
the
city
of
minneapolis,
and
you
know,
as
suray
indicated
earlier,
there
are
multiple
departments
that
are
involved
in
enforcing
various
aspects.
D
We
have,
while
we
don't
have
a
policy
that
has
been
adopted
by
the
city
council.
We
we
certainly
have
operational
procedures
that
we've
followed
and
I
think
to
your
question:
councilmember
ellison.
You
know
that
this
process
and
these
this
these
procedures
have
really
evolved
over
time.
We've
learned
a
lot.
We've
learned
a
lot
since
the
wall
of
forgotten
natives
encampment
and
the
navigation
center
that
the
city
sent
up
set
up.
We've
learned
a
lot
through
bringing
on
more
investment
and
more
capacity,
and
we
have,
as
as
a
city
as
a
staff
team.
D
We've
really
prioritized
a
person-centered
approach
to
encampments
and
making
sure
that
we
are
working
with
partners
with
our
our
county
caseworker
partners,
with
with
hennepin
county
healthcare
for
the
homeless,
with
non-profit
organizations
with
service
organizations
to
make
sure
that
we
are
going
out
and
we
are
trying
to
make
a
person-to-person
connection
with
everybody
who
is
experiencing
unsheltered
homelessness,
and
that
has
been
our
priority.
D
That
has
been
the
process
that
we
have
have
followed
and
and
again,
we've
we've
learned
through
different
experiences
at
different
encampments
about
what
what
has
worked
and-
and
you
know
well,
and
what
hasn't.
As
you
know,
you
mentioned
council
morales
and
that
there's
been
a
difference
in
in
experiences,
and
I
think
you
know
we've
all.
D
We've
all
learned
from
that,
and
one
of
the
things
that
you
know
as
part
of
the
the
practice
is
that
we,
we
aren't
closing
an
encampment
before
many
many
many
days
of
very
you
know
strategic
and
targeted.
You
know
efforts
to
make
real
connections
with
people
and
connect
people
with
the
services
that
that
they
need-
and
that
has,
I
think,
gotten
a
lot
better
as
we've
moved
through
our
experience
in
in
how
we
best
provide
services
and
encampments.
But
again
you
know
we
continue.
D
P
Madam
chair,
thank
you.
I
just
want
to
start
on
by
thanking
our
city
staff
and
county
staff
for
these
presentations
and
for
all
the
work
that
you
all
do
it
doesn't
go
unnoticed.
P
I
know,
there's
been
a
lot
of
investments
in
affordable
housing,
the
vivo
village,
the
homeward
bound
shelter
for
native
americans,
the
recent
approval
of
the
women's
shelter.
I
know
that
when
I've
asked
city
staff
for
hand,
washers
and
bathrooms
they've
been
able
to
accommodate
that.
So
I
just
want
to
say
thank
you
for
that
work,
I'm
in
current
conversations
with
the
mayor
on
what
it
could
look
like
to
have
a
navigable
village
here
on
the
south
side.
I
think
that
would
be
an
asset
for
our
community.
P
I
represent
an
award
that
has
a
lot
of
encampments,
and
one
thing
that
I
do
want
to
talk
about
is
that
when
we
clear
encampments
it
just
pops
up
on
the
next
block,
so
there's
a
lot
of
work
that
we
as
a
council
have
to
do
to
make
sure
that
we
can
actually
address
what
is
happening.
P
As
I
finish
my
fourth
month
as
a
council
member,
I've
learned
a
lot,
and
one
thing
that
keeps
happening
is
in
conversations
is
how
we
address
encampments
and
support
our
unhoused
neighbors
in
a
way
that
keeps
everybody
safe.
Notices
of
enchantment
clearance
no
longer
happen.
This
happened
exactly
on
the
25th
and
14th
avenue
south
it's
the
area
that
I
represent,
and
I
believe
it
also
happened
in
ward
6,
the
one
on
lake
on
lake
street.
G
In
terms
of
noticing
and
again
I
this
is
before
I
was
fully
engaged
in-
this
is-
is
we
did
want
to,
and
we
did
notify
that
we
were
after
we
provided
a
number
of
weeks
of
resources
and
folks
did
decide
to
take,
go
into
shelter
or
accept
the
resources
we
would
notice
and
can't.
We
wouldn't
notice
a
location
and
we
were
in
the
practice
of
doing
so.
G
So
that
is
why
we
are
dealing
with
what
we're
dealing
with.
I
will
tell
you
that
we
have,
since,
in
the
last
two
months,
we
have
addressed
certain
spaces
without
mpd
presence,
that's
the
preferred
option.
So
that
is
why
we
are
where
we
are.
P
Well,
thank
you
director.
The
thing
one
I
just
want
to
state
that
no
staff
should
ever
be
put
in
harm's
way.
That
is
not
okay.
I've
been
following
all
the
encampment
clearings
that
have
happened
this
year
and
people
still
send
out
information
of
when
the
encampment
claims
are
happening.
So
people
will
show
up
whether
we
posted
or
not
the
safety
of
our
public
works
staff
should
be
really
critical
in
this
and
so
social,
the
safety
of
our
own
house
neighbors
and
their
personal
belongings
as
well.
P
The
benefit
in
noticing,
council
members
and
campaign
residents
is
that
they
can
make
sure
that
they
can
find
a
place
safely
and
that
they
can
actually
take
their
belongings
with
them.
Do
we
have
a
policy
in
place
to
ensure
that
we
can
protect
people's
belongings,
so
they
aren't
being
damaged
or
being
thrown
away.
G
Absolutely
so
we,
the
last
several
times
we
do
have
a
process
and
a
procedure
on
site
that
folks
can
take
all
their
items
and
they
are
stored
for
a
number
of
weeks
and
we
are
in
the
process
of
signing
a
contract
with
the
id
correct
on
that
to
hold
their
storage
as
well.
So
there
is
a
process,
and
we
do
assist
folks
in
in
in
helping
them
pack
their
things,
and
then
we
also
give
them
information
on
where
they
can
come
and
get
it.
So,
yes,
that
is
part
of
the
process.
H
P
P
So
I
think
it
just
tells
me
and
as
a
policymaker,
the
legislative
body,
I
want
to
work
with
our
direct
view
director
and
our
city
council
to
figure
out.
If
there
is
improvements
to
policy
that
needs
to
be
made
to
make
sure
that
the
people
I
represents
belongings
are
actually
safe
and
kept.
So
I
appreciate
I
didn't
know
there
was
a
policy
and
I
want
to
work
with
you
to
help
address
that
it.
P
And
then
the
last
part
is
what
proactive
measures
are
we
taking
to
ensure
that
everybody
is
being
connected
to
housing,
shelters
before
clearing
encampment?
I've
talked
to
multiple
residents
in
encampments
and
oftentimes.
What
happens
they?
Let
me
know
that
they
aren't
being
connected
to
services
that
nobody
has
talked
to
them,
and
I'm
not
here
to
say
that
people
are
telling
me
the
truth
or
they're
lying
to
me.
P
But
as
a
council
member,
I
take
that
very
seriously
and
want
to
figure
out
like
what
the
procedure
or
process
is
as
a
council
as
a
city
to
help
ensure
that
we
are
connecting
every
single
person
to
services.
Beside
before
we
decide
to.
You
know,
get
rid
of
an
encampment.
G
Typically,
the
staff
would
meet
on
site
and
they
would
go
to
every
site,
they'd
reach
out
to
every
person,
provide
resources
and
and
try
to
connect
them
to
services,
also
really
working
with
hennepin
county.
One
of
the
things
that
miss
mcferrin
is
working
on
is
to
get
better
at
that
right,
so
we
we're
trying
to
figure
out.
How
do
we.
G
So
we
are
in
the
process
of
really
fine-tuning
and
honing
this
now
now
that
we
have
a
dedicated
staff
and
support
and
resources
to
allow
to
support
them
in
doing
the
things
that
they
we
really
want
to
be
doing,
and
that
is
a
very
much
of
a
priority
for
us
and
things
that
chelsea
and
I
talk
about
regularly.
P
Awesome
yeah,
I
just
want
to
say:
oh,
I
don't
have
any
more
questions,
but
I
do
want
to
say
thank
you
I'll,
be
following
up
in
regards
to,
like
the
the
storing
policy
figuring
out,
how
we
can
work
as
a
city
to
improve
that
and
then,
if
we
can
strategize
as
a
city,
maybe
sending
a
different
kind
of
response
to
encampments.
I
think
sending
mpd
doesn't
help
the
situation
it
helps
escalate.
It
so
just
appreciate
your
work
and
your
willingness
to
work
on
us
with
that.
D
Thank
you,
madam
chair
consumer
chavez.
I
just
wanted
to
chime
in
on
what
what
director
was
saying,
the
in
addition
to
the
staff
that
we
have
in-house
that
provides
outreach
to
people
living
in
encampments.
We
also
contract
with
three
different
community
organizations:
american
indian
community
development,
corporation
avivo
and
saint
stephens.
D
We
you
know
they
have
outreach
teams
that
we
contract
with
and
they
are
also
out
connecting
with
whenever
there
is,
whenever
there's,
not
just
an
encampment
but
connecting
with
people
who
are
experiencing
unsheltered
homelessness
in
all
areas
of
our
city.
So
that's
another
place
and
another
another
system
that
we
use
to
make
sure
that
we're
making
those
connections.
G
I
do
want
to
add.
Another
comment
is
that
we
have
been
sending
updates
to
council
on
all
of
the
work
and
the
times
that
we
provide
and
are
out
to
every
encampment.
So
you
do
have
an
understanding
of
the
locations
of
these
encampments,
the
number
of
services
that
we
provide
and,
what's
kind
of
going
on
again,
we
are
trying
to
expound
upon
that
information
to
give
you
a
better
picture
and
understanding
of
what
we
are
doing
and
what
is
actually
on
site
so
that
more
to
come
once
we
finish
our
transition.
So
thank
you.
A
Thank
you.
Thank
you,
everybody
for
being
here
today
and
for
this
conversation
I
appreciate
it.
I
will
ask
the
clerk
to
please
receive
and
file
this
report.
Colleagues,
I've
had
conversation
with
a
couple
of
you.
We
are
going
to
move
right
along
because
the
time
is
3
11
and
we're
going
to
keep
on
going.
A
We
might
we
give
the
grace
of
people
who
need
to
get
up
for
a
couple
minutes,
people
who
don't
want
to
be
here
for
the
next
presentation-
and
there
are
some
people
here
for
the
next
presentation
who
obviously
are
going
to
want
to
filter
in
these
three
next
agenda
items
are
part
of
our
government
structure
subcommittee.
You
need.
A
A
I
I
appreciate
your
comments.
Those
aren't
public
comments
because
we're
not
in
that
type
of
setting
right
now
we're
moving
on
to
the
next
topic.
This
subcommittee
we're
now
in
the
government
structure
subcommittee.
This
subcommittee
was
established
to
receive
reports
on
implementation
of
the
executive
mayor
legislative
council
governance
structure
as
such.
Our
next
item
is
an
update
from
mayor
frye
on
his
executive
reorganization
proposal.
As
part
of
the
new
voter
approved
government
restructure
pursuant
to
charter
amendment
number
184..
R
R
R
It
provides
the
six
approximate
five
to
six
direct
reports
to
the
mayor,
including
the
chief
administrative
officer
of
the
an
office
of
public
service,
a
city
attorney,
a
chief
safety
officer,
a
chief
of
staff,
which
would
be
the
four
reporting
to
the
mayor
and
then,
of
course,
the
other
side
represents
the
council,
where
you
see
both
the
city
clerk
as
well
as
the
city
auditor,
and,
of
course,
residents
are
the
ones
that
are
overseeing
all
of
it.
This
is
a
chart
you've
already
seen
there.
R
There
aren't,
I
don't
think
any
changes
that
have
been
made
to
the
specific
chart,
certainly
nothing
significant
if
you
can
move
to
the
next
level,
so
we
have
divided
the
work
into
four
implementation
planning
groups,
recognizing
that
this
is
an
enterprise
effort.
We
need
enterprise,
enterprise-wide
work
and
analysis
to
take
place
as
we
set
up
the
best
possible
system.
R
The
government
structure,
implementation
planning
groups,
as
you
can
see,
include
legal
operational
impacts,
office
of
community
safety,
office
of
public
service
communications
and
er
race.
Equity
impact
analysis
next
slide.
Please.
So
I'm
going
to
go
through
each
one
of
these
and
just
give
you
a
basic
rundown
of
what
each
one
of
these
planning
groups
will
be
doing
and
again
it
is
comprehensive
intentionally
because
everything
that
we're
going
to
do
impacts
everything
else.
R
You
can't
just
pull
one
lever,
and
this
needs
to
be
a
comprehensive
analysis,
so
for
legal,
the
overarching
task
is
to
draft
the
necessary
changes
to
the
city
charter
and
or
the
city
ordinances,
and
also
to
identify
strategies
for
implementation,
including
an
evaluation
of
both
pros
and
cons
and
deliverables
that
will
include
drafts
and
changes
to
the
charter
encode.
As
many
of
you
know,
there
is
a
a
relatively
complex
sequence
that
needs
to
take
place
for
both
potentially
charter
and
ordinal
changes,
and
we
want
to
make
sure
we
do
it
properly.
R
R
The
goal
here
is
to
determine
what
administrative
actions
need
to
take
place
to
ensure
a
smooth
implementation,
we're
going
to
develop
a
timeline
for
the
structural
changes
to
be
completed,
and
we
want
to
identify
any
changes
to
the
budget
that
may
be
needed
in
short
and
long
term.
There
will
be
deliverables
and
they'll
include
identification
of
changes
to
the
budget,
changes
to
technology
position,
descriptions
and
reporting
requirements
needed
to
implement
structure
by
mid-summer
with
work
beginning
on
those
changes
on
an
ongoing
basis
as
identified.
R
Next,
please
next
is
the
office
of
community
safety.
I
won't
get
into
the
substance
of
the
strategy,
but
what
I
will
say
is
what
the
task
group
here
is
going
to
be
doing:
they're
going
to
be
identifying
resources
across
the
enterprise
that
can
help
facilitate
the
success
of
the
office
of
community
safety.
That's
working
with
hr
to
draft
a
job
analysis
questionnaire
for
the
head
of
this
department.
R
Deliverables
will
include
a
detailed
organization
chart
for
the
office,
a
draft
job
analysis
questionnaire
for
both
the
head,
as
well
as
potentially
other
individuals
on
top
of
that,
and
we
also
want
to
make
sure
that
it's
properly
coordinated
and
ensures
proper
implementation
of
both
of
of
every
single
one
of
the
respective
divisions
beneath
or
departments,
whether
that
is
police
office,
of
violence,
prevention,
fire,
ems,
etc.
R
Specific
functions
to
be
evaluated
as
to
their
placement
in
the
enterprise
include
sustainability,
trafficking,
arts,
department,
community
policing,
specialists,
race
and
equity,
among
others,
and
so
the
whole
concept
is:
where
best
will
these
specific
entities
lie
and
truthfully?
We
don't
have
all
of
the
answers
yet
that's
the
whole
point.
The
whole
point
is
that
we
want
to
undergo
a
thorough
analysis
that
accounts
for
everything
else
that
is
also
being
set
up
in
the
government
at
the
same
time,
so
we
have
the
most
streamlined,
efficient
and
inclusive
form
of
government
that
can
be
effectuated.
R
The
task
here
is
to
develop
a
strategy
for
communicating
about
the
status
of
the
implementation,
both
internally
and
externally,
and
deliverables
would
include
a
strategic
communication
plan
for
the
governance
structure.
Work,
including
message
content
as
needed
and
greta
bergstrom
will
be
the
lead
of
this
I've,
realizing
that
I
failed
to
mention
the
lead
of
some
of
the
other
groups
and
I'll
just
relay
that
to
you
right
now,
so
for
the
office
of
public
service,
it
would
be
heather
johnston
as
a
lead
of
the
group
for
the
office
of
community
safety.
It
would
be
barrett
lane.
R
The
task
here
is
to
prepare
a
race
equity
impact
analysis
for
eventual
ordinance
changes
to
help
identify
issues
to
ensure
that
the
goals
of
the
equitable
provision
of
city
services
is
achieved.
Deliverables
could
include
a
complete
reia
for
the
proposed
charter
as
well
as
code
changes.
The
lead
on
this
group
is
taisha
green.
R
You
have
it
here
in
front
of
you,
so
I'm
not
going
to
read
out
each
one
of
the
specific
points,
but
it
begins
with
the
council's
charter
implementation
subcommittee,
which
is
what
we're
doing
right
now
and
it'll
end,
ultimately
on
december
9
2022,
which
is
the
last
date
that
changes
could
be
implemented
to
the
charter
this
calendar
year.
The
goal,
of
course,
is
to
get
this
set
up
as
expeditiously
as
possible,
while
of
course
balancing
for
the
the
need
and
the
urgency
and
having
a
government
structured
as
soon
as
possible
and
I'll
tell
you.
R
A
S
Thank
you,
madam
chair.
As
a
lot
of
folks
know,
I
introduced
the
concept
of
a
department
of
public
safety
and
I
think
that
that
initial
proposal
is
certainly
going
to
dovetail
in
with
what
you're
proposing
here
today,
and
I
just
have
a
clarifying
question
about
what
role
city
council
has.
Is
the
legislative
body
in
making
sure
that
these
structural
changes
to
the
government
are
actually
implemented
successfully,
as
opposed
to
the
role
of
the
executive
branch.
R
Madam
chair
council,
member
payne
excellent
question:
the
city
council
is
ultimately
approving
the
structure
that
we're
laying
out
here.
So
it
is
within
your
purview,
of
course,
to
ask
additional
questions
to
make
decisions
as
to
how
ultimately,
a
department
and
our
entire
city
government
should
be
structured
as
to
for
the
proposal
that
that
was
put
forward,
I
think
there's
certainly
some
areas
of
agreement
as
well
as
some
areas
of
disagreement,
I'm
happy
to
to
get
into
those,
but
once
the
department
itself,
whatever
form
it
takes,
is
set
up.
R
L
Thank
you,
chair
palmisano.
Thank
you,
mayor
fry
for
being
here.
I
have
a
couple
of
questions.
One
kind
of
builds
upon
council
member
payne's
question,
so
the
organization
chart
or
information
that
we're
receiving
about
government
structure,
of
course,
is
being
presented
as
an
administrative
reorganization,
but
also
I
want
to
be
clear.
This
is
political.
We
can
talk
about
being
neutral
and
administrative,
but
actions
have
already
shown
that
this
restructure
appear
to
be
based
off
of
also
political
motive.
L
I
do
not
want
to
know
the
absence
of
that
rather
than
research
in
data,
so
I
want
to
clarify,
because
we've
already
seen
this
earlier-
our
charge
in
this
body
is
to
legislate
off
the
best
interests
of
our
constituents,
especially
since
we
represent
30
000
each
constituents
and
at
time,
as
you
noted,
there's
going
to
be
moments
where
council
might
not
agree
with
the
priorities
of
the
office.
So
with
that
question,
and
that's
fine,
because
that's
democracy-
and
you
mention
this
of
accountability
remaining
intact.
I'm
interested.
L
Can
you
point
to
where
the
specific
checks
and
balances
exist
in
this
organization
structure
and
have
those
checks
and
balances
prevent
unelected
administrators
that
you
appoint
to
not
stall
the
work
of
the
legislative
body
as
well
as
are
not
charged
with
carrying
out
your
own
political
priorities?
So
really
would
love
to
know
the
checks
and
balances
that
you're.
Considering
with
this
structure,
council.
A
Member
I'm
going
to
ask
you
to
rephrase
that
question.
I
I
do
appreciate
your
comments,
you're,
making
some
allegations
and
we
promise
that
on
this
day,
is
we
don't
make
allegations
against
each
other?
I
think
that
your
question
is
about.
Are
there
checks
and
balances
on
the
executive
side
of
your
organization
structure
and.
L
I
want
to
know
without
making
allegations,
I'm
noting
that
we
work
in
a
political
environment
and
to
note
that
this
structure
is
not
used
for
advancing
those
political
models
but
to
actually
allow
our
administrative
staff
to
carry
out
the
priorities
of
our
respective
branches.
So,
yes,
the
checks
and
balances.
Thank
you
for
trying
to
recapture
that.
R
Madam
chair
council,
member
wilmsley
warlabah
to
the
first
point
that
we
implemented
this
particular
government
with
a
political
light.
The
answer
is
no
first
question:
one
was
passed
now
granted
politics
do
take
place
in
an
election,
but
once
a
voter
approved
amendment
to
the
charter
is
made.
That
is
the
direction
that
we
are
required
to
go
forward
in
by
law.
R
The
vantage
point
that
we
have
taken
in
setting
this
government
up
is
around
efficiency,
inclusivity
and
responsiveness.
The
determination
as
to
whether
department
heads
report
to
the
council
or
the
mayor
is
not
one
that
is
a
subject
of
these
determinations
before
us.
That
decision
has
already
been
made
now
with
respect
to
checks
and
balances.
Yes,
indeed,
they
do
exist
and
it
depends
on
what
department
you're
talking
about.
We
already
have
checks
and
balances
that
are
available
under,
for
instance,
civil
rights
opcr,
where
private
citizens
and
residents
can
submit
complaints
through
opcr.
R
Are
there
issues
with
it?
Absolutely
there
are
issues
collectively
with
both
accountability
and
the
police
department,
as
well
as
our
bureaucratic
process
that
we
need
to
improve
in
terms
of
timeline
efficiency
and
then
results.
We
own
that.
Second,
as
I
mentioned
to
council
member
payne,
there's
an
audit
function
where
that
actually
is
being
bolstered,
where
the
city
council
has
the
ability
to
audit
the
actions
of
each
respective
department,
whether
that
is
the
office
of
community
safety
or
that's
the
office
of
public
service,
and
so
that
will
continue
to
take
place.
And
third,
the
charter.
R
Amendment
itself
explicitly
identifies
areas
of
purview
for
a
city
council,
namely
legislative
and
areas
of
purview,
for
a
mayor,
namely
executive
and
operational.
That
is
not
a
setup
that
is
unique
to
the
city
of
minneapolis.
That
is
one
that
they
have
through
most
every
other
major
city
in
the
country,
including
saint
paul,
just
across
the
river.
L
Thank
you.
Oh,
I
have
another
question
in
regards
to
that.
I
want
to
clarify
too
my
question
boiled
down
to
actually
the
I
think
you
got
at
the
last
point
of
making
sure
this
structure
supports
the
functions
of
the
legislative
body
as
well
as
the
executive
and
doesn't
it
helps
prevent
when
they
start
to
cross.
L
So
I
think
you
gotta
at
that
a
little
bit
towards
the
end
and
then
also
building
upon
council
member
payne's
question
around
the
office
of
community
safety,
specifically
looking
at
public
safety,
and
I
do
want
to
take
a
moment
to
level
set
around
that
to
make
sure
that
we're
all
working
with
the
same
information.
L
L
R
R
This
was
based
not
on
the
individuals
that
had
the
ideas
but
of
the
merit
of
the
ideas.
We've
got
to
get
away
from
this
concept,
where
we
oppose
something
simply
because
the
person
of
the
person
that
is
pushing
the
idea
to
begin
with,
I
think
the
concept
of
integrating
public
safety
is
an
excellent
one.
That's
why
we're
doing
this
and
I'll
tell
you.
R
We
need
to
have
an
office
of
community
safety,
because
it
is
very
difficult
for
any
one,
individual
call
them
a
mayor
or
otherwise
to
manage
all
of
those
different
functions
simultaneously,
to
ensure
accountability,
to
ensure
safety
and
to
have
a
multi-faceted
response
from
everything
from
violence
interrupters
to
police
officers.
I
believe
strongly
in
an
integrated
system
and
in
getting
to
an
integrated
system.
We
got
to
do
it
right.
L
So
hearing
correctly,
thank
you
so
much
for
your
answer
in
terms
of
this
is
coming
from
you
taking
some
reflection
off
of
the
past
year's
discussion
around
the
future
of
public
safety
and
making
kind
of
a
personal
kind
of
moment
to
say
this
is
the
next
step
forward,
because
I
want
to
also
be
clear
again.
L
This
is
coming
with
no
data
before
us,
no
independent
analysis
and
no
external
validation
from
some
of
the
groups
that
I
named
the
public
safety
work
group.
So
I'm
excited
that
we
can
move
forward
with
the
new
set
of
priorities
around
public
safety,
but
again
really
want
to
get
the
the
death
of.
Where
did
this
proposal
come
from?
Considering
those
factors
are
not
in
existence,
but
I'm
really.
R
Council
member,
you
implied
that
there
has
been
some
form
of
personal
reflection
that
has
led
me
to
a
conclusion
in
the
past
few
months
that
suddenly
we
should
have
an
integrated
approach
and
that
that
wasn't
my
position
before
the
record
will
show
that
that
is
false.
I
have
favored
an
integrated
approach
for
quite
some
time.
I
have
said
that
to
council
members.
R
I've
said
that
to
the
press,
I've
said
that
both
publicly
and
privately-
and
I'm
continuing
now
to
say
that
in
public
right
now-
and
I
think
that
we
shouldn't
simply
abandon
things
that
we
push
for
during
an
election
only
because
other
people
have
now
adopted
those
plans.
I
think
a
good
plan
should
be
a
good
plan.
Let's
unite
on
the
90
of
things
we
agree
with,
rather
than
sit
back
in
our
corners
and
argue
about
the
10
things
percent
of
things
that
we
don't.
A
A
I'm
not
seeing
any
so
I
will
direct
the
clerk
to
please
file
this
report
and
we
will
move
on
to
our
next
item,
which
is
a
report
with
recommendations
for
the
establishment
of
a
robust
legislative
department
pursuant
to
charter
amendment
number
184,
and
I
will
invite
mr
casey
carl,
our
city
clerk,
to
give
the
presentation
on
that
item.
Welcome
mr
clerk.
Q
Thank
you,
madam
chair
and
members
of
the
committee.
As
noted,
this
presentation
is
about
creating
a
legislative
department
as
we
implement
the
new
government
structure
that
voters
approved
this
past
november.
I
am
joined
for
the
presentation
by
our
internal
audit,
director
ryan
patrick,
who
will
share
with
me
the
microphone
and
and
present
part
of
this
information
to
you.
I
want
to
appreciate
the
hour
and
your
endurance
today.
Q
Q
As
you're
aware
after
the
proposed
charter
amendment
about
government
structure
was
adopted
last
year,
council
directed
the
clerk
and
the
auditor
to
research
other
jurisdictions,
with
comparable
structures
and
to
report
back
recommendations
about
how
council
might
structure
its
own
legislative
department
to
support
its
needs.
So,
as
a
starting
point,
we
wanted
to
be
clear
on
defining
the
official
functions
of
counsel,
since
that
was
the
scope
of
our
analysis.
Q
So,
as
we
move
forward
with
the
presentation,
you'll
note
that
we
do
not
address
some
of
the
existing
core
functions
within
the
department,
specifically
those
within
the
clerk's
office,
such
as
elections
and
information
governance.
These
functions,
although
a
major
function
or
focus
of
the
clerk's
office,
do
not
tie
directly
to
the
council,
and
so
we
have
not
addressed
them
in
this
presentation.
Q
As
shown
on
this
slide,
we've
organized
council's
functions
into
three
basic
categories.
Those
are
first
policy
making
second
oversight
and
three
representation
policy
making
refers
to
the
enactment
of
local
laws
to
govern
the
community,
as
well
as
the
adoption
of
policies
to
direct
the
city
enterprise.
Q
Oversight
is
very
closely
related
to
policy
making
oversight
involves,
monitoring
and
evaluating
the
work
of
the
city
government,
its
performance
against
established
goals
and
operations
within
the
policy
parameters
and
limitations
set
by
the
council
where
policy
making
is
prospective
oversight
is
generally
more.
Retrospective
oversight
can
lead
to
future
fine-tuning
in
the
policy
framework
within
which
the
administration
operates.
Q
According
to
professor
rosenthal,
the
good
legislature
is
effective
at
performing
three
fundamental
functions.
First,
the
good
legislature
balances
power
with
the
executive
in
a
system
of
shared
powers.
The
legislature
is
a
separate
but
co-equal
branch
of
government.
It
takes
the
lead
by
creating
the
part
of
government
that
operates,
that
is
its
officers,
its
departments
and
divisions.
It
raises
and
allocates
the
funds
necessary
to
operate
government
and
to
deliver
its
services.
And
finally,
it
sets
the
goals,
priorities
and
the
desired
outcomes
government
is
to
achieve
it.
Q
Q
It
is
the
council
that
has
the
authority
to
raise
taxes,
to
issue
debt,
to
authorize
the
payment
of
claims
and
bills,
to
allocate
funding
amongst
the
city's
departments
and
to
approve
certain
capital
investments
and
improvements
all
found
in
article
9
of
the
charter.
In
fact,
like
most
legislative
bodies,
council
holds
the
ultimate
power
of
the
purse
and
has
the
final
say
on
all
issues
of
municipal
finance.
Q
Rosenthal
believed
that
representation
was
the
legislature's
most
important
function,
based
on
his
comparable
analyses
of
legislative
bodies
across
the
world
through
their
elections,
members
of
the
legislative
body
serve
as
the
proxy
of
the
people,
it's
their
responsibility
to
give
voice
to
the
needs
and
the
priorities
of
their
constituents
and
to
ensure
the
community
has
the
opportunity
to
monitor
and
where
appropriate,
participate
in
governance
functions.
These
observations
are
equally
true
and
applicable
to
the
minneapolis
city
council
and,
finally,
the
good
legislature
makes
law
as
the
city's
legislative
body.
Q
It's
the
council
vested
with
the
authority
to
make
law
to
govern
our
community.
As
an
extension
of
that
authority,
council
is
obligated
to
ensure
that
its
legislative
process
provides
an
open,
accessible
and
deliberative,
mean
to
identify
and
articulate
issues
to
develop
proposals
to
address
those
issues
and
to
shepherd
proposals
through
the
process
that
lead
to
the
enactment
of
local
laws.
Q
Rosenthal
claimed
that
a
fair,
effective
and
open
legislative
process
must
ensure
that
a
diversity
of
perspectives
and
interests
are
balanced
in
the
deliberation
of
any
proposals
and
that
there
is
a
structured,
give
and
take
and
an
exchange
of
information,
so
that
individual
legislators
are
able
to
build
consensus
on
shared
values.
That
then
can
be
translated
into
law
to
be
effective.
Q
At
performing
these
core
functions,
rosenthal
concluded
that
the
good
legislature
must
have
institutional
capacity
and
resources
to
perform
its
official
functions,
and
this
requires
a
reasonable
level
of
independence
from
the
executive,
so
that
the
legislative
body
is
able
to
perform
as
a
fully
equal
partner
in
governing
based
on
professor
rosenthal's
work
criteria
were
developed
to
evaluate
how
well
a
legislative
body
performs,
some
of
which
are
shown
on
this
slide.
So,
for
example,
does
the
legislature,
as
a
body
effectively
share
power
with
the
executive?
Q
Is
there
clarity
around
the
core
responsibilities,
the
functions,
the
authority
of
the
legislative
body
vis-a-vis
its
relationship
with
the
executive?
Does
the
legislature
have
the
capacity
to
initiate
and
to
enact
its
own
legislation
and
to
make
independent
decisions
about
the
budget?
This
would
include
independent
access
to
information,
data
analysis
and
contextualization
research
and
reference
services.
Legislative
drafting
and
the
ability
to
monitor
and
evaluate
performance
is
the
legislature's
decision-making
process,
open,
transparent
and
accessible
to
residents,
interest
groups
advocates
and
the
media.
Are
there
meaningful
opportunities
to
participate
in
its
decision
making?
Q
Does
that
process
allow
for
a
healthy
give
and
take
and
the
open
exchange
of
ideas
and
information
at
all
stages
of
the
process,
both
formal
and
informal?
Does
the
legislature
provide
effective
civic
education
about
representative
democracy,
the
legislative
institution
and
about
law
making
processes?
Q
Do
members
provide
effective
constituent
services
and
finally,
does
the
legislature
as
an
institution
have
the
independent,
dedicated
resources
necessary
to
enable
it
as
a
body
to
perform
its
official
functions
again?
If
the
legislative
body
is
to
be
more
than
a
rubber
stamp
to
the
executive,
it
requires
access
to
its
own
independent
resources
to
support
its
functions.
Q
Those
differences
account
for
things
such
as
variations
in
state
laws,
which
structure
and
empower
local
government,
the
economy
and
economic
drivers
of
different
regions
in
the
nation
population,
political
priorities
and
needs
culture.
In
the
broadest
definition
and
more,
and
certainly
while
these
jurisdictions
that
we've
shown
here
do
share
features
in
common
with
minneapolis.
Q
Q
Here
you
can
see
we're
showing
ward
offices,
the
ward
offices
support
each
of
the
13
council
members.
This
slide
shows
that
the
ward
office
is
the
base
of
operations
for
each
council
member
and
it
supports
their
work
with
a
number
of
audiences.
The
ward
office
includes
two
aides,
each
of
whom
are
appointed
by
the
council
member.
The
ward
offices
primarily
support
representative
functions,
but
they
also
contribute
to
the
functions
of
the
council.
Members
in
terms
of
their
performance
as
members
of
this
body
and
in
their
committee
assignments
here,
you
can
see
the
clerk's
office.
Q
The
clerk's
office
provides
institutional
support
for
the
council.
It
is
the
permanent
staff
of
the
body
and
it
ensures
continuity
between
elections.
The
clerk's
office
is
the
secretariat
of
council
and
its
committees,
and
it
focuses
on
meeting
management
functions,
the
certification
and
publication
of
official
acts
and
the
publication
and
maintenance
of
the
city
charter
and
code
of
ordinances.
Q
In
addition
to
these
existing
functions,
the
proposed
investments
as
part
of
a
new
legislative
department
would
create
two
new
units
which
we've
shown
here
in
blue
first,
a
legislative
drafting
unit
that
would
provide
council
on
committees
with
professional,
non-partisan,
legislative
research,
reference
and
drafting
services.
This
unit
would
assume
primary
responsibility
for
the
preparation
of
ordinances
and
resolutions.
Motions
amendments
and
other
legislative
products
would
also
take
responsibility
for
the
future
management
of
codification
functions.
Q
The
members
of
this
unit
would
function
as
liaisons
with
the
city
attorney's
office
in
the
preparation
and
processing
of
those
official
acts
and
would
interact
with
all
departments
in
terms
of
supporting
the
legislative
and
policy
work
of
council
and
its
committees.
If
policy
making
is
the
council's
primary
function
under
the
new
government
structure,
then
having
a
professional
unit
of
employees
with
the
requisite
education,
experience
and
expertise
to
support
that
work
would
be
a
priority
investment.
Q
Second,
an
outreach
and
constituent
services
unit
is
proposed.
That
would
provide
council
and
its
members,
as
well
as
the
entire
legislative
department,
with
professional
support
and
resources
to
engage,
educate,
inform
and
connect
with
constituents
in
the
community
at
large.
This
unit
would
provide
outreach
programs,
coordinate
communications
and
handle
special
projects
all
focused
on
building
awareness
about
the
work
of
the
council
and
how
it
is
relevant
to
the
lives
of
constituents.
Q
This
unit
would
act
as
liaisons
with
other
parts
of
the
enterprise
that
share
a
similar
focus
on
the
community,
for
example,
but
not
to
be
limited
to
the
neighborhood
and
community
relations
department,
city,
communications,
311
and
the
service
desk.
So
again,
we'll
dig
into
the
details
of
these
two
proposed
units
in
a
minute,
but
first
I
want
to
recognize
my
partner,
our
audit
director
ryan,
patrick,
to
talk
about
the
auditor's
office.
First.
C
Thank
you,
mr
carl
good
afternoon.
Council
president
committee
chair,
my
name
is
ryan,
patrick
I'm,
the
internal
audit
director,
I'm
going
to
talk
pretty
briefly
now
about
what
we
currently
offer
and
that
is
in
our
internal
audit
department.
The
current
audit
function
remains
unchanged,
offering
assurance
and
compliance
services
consultations.
We
do
perform
an
oversight
mechanism
working
with
departments
on
a
risk-based
evaluation
system
to
ensure
that
operations
are
carried
out
in
a
healthy
manner
and
that
the
city
is
effectively
managing
its
risk.
C
The
additional
units
that
we're
talking
about
today
in
proposed
and
additions
to
the
city
auditor's
office
would
include
legislative
and
policy
analysis
along
with
business
and
operational
analysis,
so
these
would
be
additional
professional
resources
assigned
to
council
to
help
inform
them
during
the
policy
making
process
and
this
kind
of
wrap-around
service
of
policy
making
and
oversight
falling.
Underneath
the
office
of
the
city
auditor,
mr
carl.
Q
Q
That's
in
front
of
you
now
we're
going
to
repeat
on
the
following
slides
just
to
help
orient
us,
so
we
know
where
we
are
throughout
the
presentation,
we'll
start
with
the
ward
offices,
so
our
proposal
does
not
include
any
changes
to
ward
offices
from
how
they're,
currently
structured
or
staffed
each
ward
office
would
continue
to
have
the
authority
to
have
two
aides
appointed
by
the
council
member.
The
award
offices
would
continue
to
primarily
focus
on
supporting
representative
functions,
as
well
as
providing
personal
assistance
to
individual
council
members.
Q
I'll
note
that,
however,
based
on
research
of
comparable
jurisdictions,
I've
already
connected
with
our
human
resources
department
about
some
options
we
might
want
to
consider
that
would
allow,
in
my
opinion,
for
greater
flexibility
to
design
ward
offices
around
council
members
needs
in
the
future
and
while
that
work
has
not
begun
officially
in
earnest,
I
believe
that
the
ideas
we've
gathered
from
other
jurisdictions,
as
I
said,
would
help
give
council
members
more
flexibility
in
tailoring
their
ward
offices
to
best
meet
their
own
needs,
recognizing
that
each
word
is
unique
and
have
different
needs
and
circumstances,
and
so
I
would
anticipate
likely
we'd,
have
more
information
to
share
with
council
about
those
options
and
how
we
might
consider
them
next
year.
Q
I
don't
need
to
spend
a
whole
lot
of
time
if
the
council
doesn't
need
that
this
unit
is
proposed
to
include
a
legislative
council
and
two
assistant
legislative
councils,
that,
as
I
mentioned,
functioning
sort
of
like
a
reviser
of
statutes
office
at
the
state
level,
would
be
responsible
for
providing
legislative
drafting
research
and
reference
services
for
council
on
its
committees
and
would
be
responsible
for
publishing
and
maintaining
the
charter
and
code
of
ordinances
on
the
right
of
this
screen.
You
can
see
the
secretariat
unit
unit.
This
unit
already
exists.
Q
This
is
primarily
the
clerks
who
staff
the
council
and
its
committees
proposing
to
add
one
indexing
clerk
to
this
unit
going
forward.
We
used
to
have
three
indexing
clerks.
When
I
first
came
to
the
city
in
2010,
we
now
have
none.
We
were
using
those
existing
positions
when
they
became
vacant
to
reclassify
for
more
pressing
needs,
but
the
indexing
clerk
does
perform
work
that
is
mission
critical
to
the
office
of
the
city
clerk.
Q
They
function.
Sort
of
as
reference
librarians,
every
single
act,
that's
approved
by
the
council,
has
to
be
fully
indexed.
It
has
to
be
tagged.
It's
published,
it's
filed,
they're.
Also,
the
team
that
does
the
research
and
polls
acts
when
requested
by
council
by
committees
by
departments
and
cross-reference
those
things,
so
the
indexing
clerk
becomes
an
essential
function
for
our
go
forward
in
the
clerk's
office.
Q
On
this
slide,
you
can
see
two
new
divisions
or
one
existing
division
operations
and
a
new
proposed
team
in
the
clerk's
office
for
outreach
and
constituent
services
in
the
operations
field.
This
is
the
small
team
we
have
that
manages
our
day-to-day
administrative
functions
in
the
department,
so
that
includes
budget
and
financial
management,
personnel,
administration,
payroll
information
technology
and
other
resource
coordinating
functions.
It
also
provides
administrative
support
to
council.
Q
So
this
is
the
people
who
staff
the
reception
area
and
provide
supplemental
administrative
support
to
the
ward
offices,
proposing
here
to
add
a
new
position
for
a
director
of
administration,
as
we
not
only
take
care
of
13
ward
offices
in
the
three
divisions
of
the
clerk's
office,
but
also
add
the
new
office
of
city
auditor.
These
functions
are
primarily
led
by
me
personally,
and
it
feels
that
we
need
a
director
of
administration
to
take
on
those
functions
and
lead
them
across
the
entire
department.
The
outreach
and
constituent
services
team,
as
I
mentioned,
is
completely
new.
Q
This
would
bring
in
a
professional
team
to
provide
support
for
the
council's
outreach,
communications,
constituent
services
and
special
project
functions.
You
can
see
we're
looking
to
add
a
total
of
five
people
here,
a
manager
and
then
some
team
members.
Q
This
then
shows
you,
the
total
clerk's
office,
with
the
investments
shown
that
I've
highlighted
very
rapidly
in
the
various
divisions
under
the
clerk's
office
that
we're
proposing,
of
course,
we're
not
proposing
to
add
these
all
at
once.
This
is
a
lot
of
investment
to
make
at
one
time,
the
auditor
and
I
have
tried
to
work
in
consideration
of
enterprise-wide
needs,
and
so
at
the
end
you'll
see
we
do
have
a
timeline
that
proposes
over
multiple
years
the
addition
of
the
various
staff
that
we
are
proposing.
C
Thank
you,
mr
carl,
so
the
city
auditor,
under
the
new
charter
amendment,
is
a
new
position.
There's
no
incumbent
and
there's
current
work
ongoing.
Mr
carl
is
working
with
hr
to
create
the
position
of
city
auditor.
It
doesn't
currently
exist.
I
am
the
internal
audit
director,
it's
a
different
position.
C
So
that's
one
of
the
first
major
changes.
One
of
the
other
major
changes
that
happened
via
question.
One
is
that
the
audit
committee
is
no
longer
made
up
a
majority
council.
It
is
now
required
to
have
a
balance
tilted
more
in
favor
of
community
than
councils.
People
are
appointed
by
council,
but
no
longer
a
majority
elected
body.
So
that's
a
change
that
will
need
to
happen
in
the
future.
With
the
audit
committee.
C
Under
this
proposal,
the
city
auditor
will
lead
these
two
separate,
unique
divisions.
The
internal
audit
function,
which
is
the
one
that
you
currently
have
and
and
work
with
reporting
to
the
audit
committee
and
the
legislative
and
business
analysis
division
which
I'm
going
to
discuss
in
detail
in
the
coming
sides,
but
the
first
new
position
under
the
the
charter
amendment
would
be
the
city
auditor
position.
C
We
are
designing.
This
process
to
provide
real
wrap
around
services
in
the
realm
of
oversight
and
policy,
making
one
on
the
right
side
is
the
one.
The
oversight
mission,
the
the
process,
improvement
mission
that
we
have
in
audit.
The
left
is
analysis,
that's
the
more
proactive
vision.
That's
that's
the
body,
that's
a
supporting
council
and
really
what
lies
in
the
middle
is
the
information
that
both
sides
share.
C
That's
worked
with
a
lot
of
different
units
around
the
enterprise,
but
it's
audit
highlighting
the
risks
and
opportunities
and
needs
for
changes
that
may
happen
at
the
legislative
level
and
then
analysis
tying
goals,
outcome
costs,
policies
to
legislation
that
we
can
then
evaluate
and
use
as
kind
of
the
bedrock
of
how
we
do
our
audit
work.
So
it's
a
complete,
wrap
around
process.
C
These
are
the
new
positions
under
the
new
division
in
the
city
auditor's
office,
two
really
really
important
parts.
So,
first
the
legislative
analysts
as
you
do
your
work,
your
policy
making
work.
You
deserve
free
access
to
non-partisan,
unbiased
information
to
support
you
in
your
policy
making
decisions.
C
C
They
are
free
to
bring
back
that
non-biased
information
and
essentially
deliver
good
and
bad
news
without
fear
of
any
type
of
reprisal
or
being
tied
to
directly
to
one
council
member
one
position.
So
these
legislative
analysts
are
professionals
who
work
in
the
policy
making
process.
Who
can
do
research
and
report
back
neutral
facts
that
that
can
help
aid
in
legislation
they're
not
there
to
tell
people
what
to
do
or
what
not
to
do.
This
is
an
information
neutral
process.
C
Similarly,
the
financial
analysts
lead
an
important
role
in
tying
costs
to
activities.
So
what
are
the
costs
associated
with
policy
making
the
policies
that
are
proposed
enterprise
actions?
The
fiscal
analysts
are:
are
those
specialists
who
can
do
that?
Who
can
tie
the
dollars
and
cents
to
the
actions
that
the
city
is
taking
quite
critically?
One
of
the
most
important
roles
council
has
is
the
review
of
the
mayor's
budget
and
and
the
work
with
the
mayor's
budget.
The
financial
analyst
would
help
lead
that
process.
C
You'd
have
access
to
again
nonpartisan
independent
researchers,
with
expertise
in
the
subject
who
could
help
lead
and
and
provide
you
anal
analytical
work
throughout
that
process.
I'd
say
one
thing
that
those
people
are
not
doing
is
redesigning
the
budget
redoing
the
budget.
They
are
here
to
provide
that
research
and
foundation
for
you,
as
you
see
fit,
and
as
you
need
as
you
do
your
work,
so
internal
audit
remains
unchanged
and
it's,
I
think,
very
important
and
really
critical
that
this
is
a
firewalled
off
process
reporting
to
the
audit
committee
continuing
in
its
current
form.
C
We
know
that
this
is
a
really
critical
measure
of
oversight
for
the
city
that
it
remains,
such
and
and
will
continue
to
operate
in
its
current
form.
However,
we
know
that
there's
a
high
demand
right
now
for
audit
work
and
audit
services
in
the
realm
of
public
safety
operations,
we're
taking
a
broad
view
of
public
safety,
not
just
police
department,
not
just
a
more
view
of
public
safety
and
based
on
the
amount
of
risk
that
exists
in
the
public
safety
sphere.
C
C
This
is
the
high
level
chart,
and
I
I'd
say
also
that
this
is
aspirational,
part
of
this
new
design
of
a
new
process,
adding
new
resources
for
council
you're,
the
consumers
of
this
information.
You
are
the
product,
the
receivers
of
the
product
and
also
the
process
owners.
So
the
design
of
this
is
going
to
hinge
a
lot
on
what
your
needs
are
and
that's
something
that
we're
going
to
need
to
work
on
and
figure
out
over
the
coming
years.
This
isn't
going
to
happen
overnight.
C
If
you
look
at
that,
we'll
see
the
following
slide.
That
has
a
rough
outline
and
timeline
of
where
we
plan
to
be
or
potential
path
over
the
next
several
years,
but
I
think
again,
this
represents
that
high
level
view
in
the
future
of
what
the
office
of
the
city
auditor
could
look
like
this
being
the
proposed
implement
implementation
timeline
and
I
walked
you
through
the
2022
through
2025
potentials
for
the
city
auditor's
office.
I
can
turn
it
back
over
to
mr
carl
to
discuss
the
office
of
the
city
clerk
timeline.
Q
Thank
you,
I'm
just
going
to
keep
going.
We've
covered
both
sides,
clerk
and
auditor.
This
is
just
a
summary
chart
that
tries
to
then
wrap
that
up
and
show
the
relationship
between
the
executive
branch
that
we've
spent
time
on
now.
In
several
meetings
of
this
subcommittee
and
now
the
first
time
on
the
legislative
branch,
how
the
mayor
and
the
council
balance
each
other.
The
council
is
responsible,
as
we
mentioned
for
three
functions:
policy,
making
oversight
and
representation
and
the
resources
needed
to
do
that
work.
Q
The
mayor
is
the
ceo
of
the
city
or
chief
executive
officer,
now
responsible
for
implementation
of
the
council's
policy
for
enforcement
of
its
rules
and
for
the
administration
of
the
government
and
its
performance,
and
so
hopefully
that
attempts
to
show
the
connection
between
between
the
two
major
branches
yep
your
microphone
microphone.
P
O
Thank
you,
mr
chair,
and
thank
you
mr
clark,
mr
carl
just
wanted
to
say.
Thank
you
both.
I
know
you
guys
are
halfway
through
your
presentation,
but
I've
had
a
chance
to
speak
to
you.
O
I've
had
a
chance
to
speak
to
a
lot
of
my
colleagues
and
and
look
forward
to
to
this
discussion
as
we
as
we
as
we
shape
our
government
and
what
it
looks
like,
but
I
I
do
have
to
go
and
I
didn't
want
to
just
get
up
and
waltz
out
in
the
middle
of
the
presentation.
O
It's
really
thorough.
I
I
hope
that
we
are
going
to
take
every
bit
of
of
care
to
craft
the
legislative
side,
as
we've
seen,
there's
a
lot
of
a
lot
of
detail
on
the
on
the
on
the
executive
side,
but
the
purpose
is
to
have
executive
and
legislative
sides
of
the
government
and
not
for
us
to
just
sort
of
defer
our
role.
O
So
I
just
wanted
to
to
leave
you
all
with
that
and
to
and
to
thank
the
clerk
and
the
auditor
for
for
this
presentation
and
apologize
for
having
to
go
to
an
event
in
my
ward
for
some
service
providers,
who
are
who
are
doing
something
there
regarding
homelessness
so
still
topical
to
to
our
community
today.
So
thank
you
all
and
thanks
again,.
Q
Thank
you,
mr
chair.
I
would
just
say
the
next
two
slides
talk
about
next
steps,
so
we
are
near.
Completion
with
respect
to
the
legislative
department
today
certainly
felt
very
rushed,
and
I
know
that
we
need
to
build
consensus
on
the
body,
so
we're
not
asking
for
specific
actions
at
this
point,
we're
simply
presenting
for
the
first
time
our
proposal
to
you.
We
want
to
work
with
council
members
to
finalize
the
scope
and
the
design
of
the
legislative
department,
as
mr
patrick,
I
think
cell
said
very
well.
Q
With
the
council's
continued
input,
we
would
finalize
the
scope
and
design
for
that
department
and
then
would
return
with
more
details
about
that
in
future
meetings
tied
to
step
two.
We
think
it
would
be
helpful
and
healthy
for
the
body
to
merge
further
considerations
of
anything
on
the
executive
side
with
the
legislative
side,
so
that
these
are
a
balanced
and
holistic
consideration
and
not
sort
of
consideration
of
one
side
against
the
other.
Q
So
that
completes
our
presentation
happy
to
stand
for
questions
if
there
are
any,
as
I
mentioned,
not
really
asking
for
specific
direction
today
might
be
good
to
queue
up
a
follow-up
conversation
given
the
hour
and
the
way
the
day
has
progressed.
T
Sorry,
thank
you,
madam
chair.
I
have
a
couple
questions
for
clerk,
carl
and
also
director,
patrick
I'll
start
with
you,
mr
clerk,
since
you're
first.
My
first
question
is:
how
would
the
centralized
team
you're
proposing
interact
with
our
ward
offices
and
aides,
and
how
do
you
see
this
helping
improve
our
ability
to
serve
our
constituents.
Q
Madam
chair
and
to
council
member
vita's
question,
I
I
think
that
the
staff
the
centralized
staff
were
proposing
would
supplement
and
bolster
the
work
that
your
aides
are
doing
and
so
that
it
would
provide
continuity
over
time
between
elections
and
a
consistent
level
of
service,
so
that
residents
can
come
to
rely
on
a
certain
level
or
standard
of
service
being
delivered
by
the
legislative
branch,
certainly
led
by
the
council
member
in
its
and
their
ward
offices,
their
aids,
but
then
supported
by
the
staff
that
we've
outlined
in
this
presentation.
T
Thank
you
and
then
my
last
question,
for
you
is
you've
called
for
an
outreach
team.
What
specific
functions
does
that
include
so.
Q
Outreach,
madam
chair,
through
the
chair
outreach,
is
a
very
awkward
term.
I'm
open
to
calling
it
something
different.
We
have
a
position
called
voter
outreach
and
education
in
our
elections
and
voter
services.
Division
in
the
clerk's
office,
and
so
that
was
the
jumping
off
point
for
me
is
is
is
leveraging
that
experience.
Q
So
professional
communications
outreaching
into
the
community
from
the
legislative
department
opportunities
to
participate,
structuring
those
up,
whether
that's
ward
forums,
your
newsletters
things
like
that,
so
bringing
in
those
professional
resources
that
help
us
do
that.
Connectivity
work
between
the
council,
the
department
and
the
community.
C
H
T
My
first
question
is
the
police
department
recently
posted
for
two
new
law
enforcement
auditor
positions?
How
do
the
recommendations
for
public
safety
auditors
as
a
part
of
the
city
auditor's
office,
relate
to
those
positions
and
are
those
duplicate
functions
and
how
are
those
positions
distinct
and
different
if,
at
all,.
C
Chair
palmisano
committee
member
vita,
thank
you
for
that
question.
First,
off
internal
audit
is
the
department
in
the
city
that
conducts
audit
work,
so
we
we
abide
by
the
international
standards
for
the
professional
practice
of
auditing
it's
aligned.
We
are
the
ones
who
perform
audit
work,
so
the
law
enforcement
auditors,
as
I
understand
them
in
mpd.
C
The
city
engages
in
and
therefore
we'll
get
certainly
be
a
subject
of
analysis
for
these
public
safety
auditors,
but
we're
looking
at
those
public
safety
auditors,
broadly
as
supporting
the
entirety
of
the
public
safety
operations
in
the
city
and
not
just
the
police
department.
I
see
them
working
in
tandem
with
people
who
work
inside
departments
as
we
we
commonly
do.
We
share
work.
C
C
Thank
you,
internal
audit.
We
design
our
audit
plan
based
on
risk,
and
so
we
are
constantly
evaluating
the
city's
operations.
What
what
are
deemed
high
risk
and
we're
doing
our
oversight
work
or
our
audit
work
based
on
that
calculation,
that
work
is
it
occurs
independently
and
and
using
our
standards,
and
it
is
reported
back
up
to
the
audit
committee
and
any
other
policy
maker
who
wants
to
receive
that
information.
C
So
how
does
internal
audit
supplement?
You
know
the
executive
side
functions
of
overseeing
their
their
own
work?
Well,
if
the
council
deems
an
activity
high
risk
and
suggests
to
the
audit
committee
in
the
auditor
that
an
item
be
included
on
the
audit
plan,
the
internal
auditor
has
the
free,
full
and
unrestricted
access
to
information
to
conduct
any
type
of
oversight.
Work
that's
necessary
there
as
long
as
we
deem
it
based
on
risk
and
that
it
fits
into
what
would
be
considered
a
proper
audit
under
the
standard.
C
T
C
Thank
you.
That's
that's
a
great
question.
So
when
an
audit
concludes,
we
may
have
findings
that
come
out
of
an
audit,
so
we
may
we
may
state
that
in
an
audit,
this
area
of
operations
is
not
happening
in
a
healthy
way.
Obviously,
it's
far
more
detailed
in
the
report
and
supported
by
evidence
and
the
analysis
that
we
do
and
part
of
what
is
required
back
from
the
audit
client
is
a
management
action
plan.
C
So
what
are
you
as
a
manager
going
to
do
to
address
the
deficiency
that
we've
we've
located
as
part
of
this
audit,
or
are
you
going
to
simply
continue
to
engage
in
the
risky
activity
and
change?
Nothing
well.
Sometimes.
Audit
findings
require
policy,
work
and
policy
making
to
address
the
underlying
risks.
So
if
a
policy
is
deficient
or
there's
an
enterprise
impact,
it's
absolutely
critical
that
policy
makers
kind
of
pick
up
the
mantle
there
and
run
with
it
the
audit
shop.
C
Doesn't
we
don't
come
up
with
the
policy
for
the
department,
it's
up
to
the
policy
makers
and
the
people
involved
to
come
up
with
their
own
and
remediate
the
solutions?
We
then
validated
at
the
end
of
the
process
stating
that,
yes,
the
actions
that
were
taken
did
solve
the
problem.
So
that's
that's
the
loop
right
there
between
the
auditor's
office
and
I
think
the
council
is
in
the
realm
of
when
there
is
policy
and
legislation
needed
to
address
audit
findings
in
a
report.
C
T
C
This
work
supplements
the
work
of
the
office
of
police
conduct
review.
Although
I'd
state
office
of
police
conduct
review
investigates
complaints,
that's
a
big
part
of
their
missions.
That's
one
distinct
fear
that
they
do
internal
audit.
Does
not
the
police
conduct
oversight.
Commission
does
research
and
study
work
and
I
don't
want
to.
I
don't
want
to
speak
for
them.
They
have
their
own
actions
and
responsibilities,
but
they
do
research
and
study
work.
That
in
a
lot
of
ways,
looks
like
audit
work.
It
can
be
rapidly
adapted
to
an
evolving
situation.
C
It
can
occur
quickly,
whereas
in
audit
we
build
out
an
annual
risk-based
audit
plan
and
execute
it
under
the
direction
of
the
of
the
audit
committee.
So
it's
the
work
has
similarities
but
audit
again
because
of
its
independence
and
the
way
we
do
it
is
designed
to
achieve
different
results
than
perhaps
what
the
police
conduct,
oversight,
commission
or
the
office
of
police
conduct
review
would
do.
L
You,
madam
chair,
I
just
have
two
questions.
Clerk,
carl
or
patrick
would
love
to
know.
Is
there
our
status
on
where
area
is
in
regards
to
this
proposal.
Q
Madam
chair,
the
I
just
want
to
clarify
we're
talking
about
the
race
equity
impact
analysis.
So
there's
been
no
race.
Equity
impact
analysis
at
this
point,
because
this
is
simply
a
proposal
on
personnel
on
investments.
As
we
move
forward
to
make
those
changes,
the
rhea
is
required
as
part
of
an
ordinance
that
makes
changes,
and
so
the
fiscal
note
and
analysis
the
race
equity
impact
analysis.
Those
things
are
yet
to
come
after
we
reach
consensus
with
the
body
on
what
direction
we
want
to
go.
L
Is
there
any
way,
just
thinking
of
the
earlier
presentation
that
we
received
from
the
mayor's
office,
where
there
is
going
to
be,
I
think,
an
implementation
group
that
is
charged
with
doing
a
race
and
equity
analysis
and
is
still
in
a
proposal
phase.
If
we
can
also
bump
that
timeline
up
on
the
legislative
side.
Q
Madam
chair
councilmember
wants
the
world,
I
agree
with
you,
which
is
why,
and
perhaps
I
wasn't
more
forceful
in
this
piece.
This
presentation
was
our
first
time
to
talk
about
the
legislative
branch.
Lots
of
reasons
didn't
go
necessarily
as
timely
as
we'd
hoped.
I
think
we
need
another
presentation,
but
I'm
hopeful
that
the
council
will
agree
that
going
forward.
We
shouldn't
have
separate
presentations.
Q
We
should
meld
them
together,
such
that
all
of
those
analyses
are
being
done
holistically
so
that
the
fiscal
impact
is
not
just
on
the
executive
branch
or
just
on
our
branch.
It's
holistically
about
what
is
the
fiscal
impact
of
the
entire
government
structure?
Change
the
race
equity
impact
analysis
is
done
on
the
whole
thing,
so
I
think
I'm
saying
the
same
thing
you
are,
which
is:
let's
move
those
together
such
that
the
council
has
the
benefit
of
all
of
those
analyses
together
before
it
starts
making
decisions.
L
In
part
to
getting
to
that
point,
doing
a
lot
of
information
gathering,
so
you
know
my
office
has
been
in
touch
about
you
know
my
predecessor,
cam
gordon
leaving
or
getting
90
000
towards
doing
an
independent
research
consultation
project
on
the
legislative
option
and
wanted
to
see
what
is
the
status
of
that
rfp
we've
been
in
touch,
haven't,
heard
anything,
and
I
think
it
would
be
a
good
opportunity
for
us
to
get
another
source
of
information
or
another
analysis
of
this.
L
We
know
this
is
going
to
greatly
shape
our
ability
to
do
our
work
for
our
constituents
or
on
behalf
of
our
constituents,
and
while
I
think
it's
great,
our
initial
proposal
looks
at
duluth,
san,
diego
and
st
paul.
They
are
not
experiencing
some
of
the
same
challenges
that
we're
experiencing
here
and
to
get
a
broader
perspective,
so
would
love
to
know.
What's
the
status
of
that
rfp.
Q
Madam
chair
councilmember
wants
a
whirlpool
just
to
correct
the
statement.
Money
was
put
into
the
clerk's
budget
to
support
the
structural
realignment
with
what
voters
directed
there
was
no
specific
direction
on
rfp
professional
consultants.
It
was
money
given
to
support
the
process
of
transition
and
restructuring
and
we
are
using
that
money
internally.
We
have
hired
additional
people
to
support
that
work
internally
in
terms
of
the
work
teams
that
the
mayors
identified
the
process
that
the
auditor
and
clerk
are
working
on
so
that,
as
we
move
forward
on
those
teams,
we
have
additional
support.
L
Okay-
and
I
can
go
back
and
look
but
from
my
understanding
and
conversations
with
the
former
council
member,
it
was
more
specifically
of
getting
independent,
so
I
think
there
was
one
former
council
member
lisa
bender
asked
for
internal
movement
or
analysis
on
this.
I
think
former
council
member
gordon
also
wanted
to
move
resources
to
look
at
a
independent
analysis.
So
you're
saying
the
independent
component
or
resources
are
also
being
used
to
support
the
internal
analyses
that
you
all
are
carrying
out
right
now
and
that
we're
going
to
review.
Q
Madam
chair,
that's
correct.
I'm
not
sure
that
the
former
council
member
made
that
clarity
in
the
motion
that
certainly
was
not
recorded.
Q
Q
We
looked
at
seattle
and
denver
and
milwaukee
and
much
bigger
cities
that
we
think
are
more
aligned
with
minneapolis
and
what
we're
experiencing
here
in
minneapolis.
The
monies
that
were
put
in
at
the
last
minute
during
the
budget
amendment
by
former
council
member
gordon,
were
to
support
the
work
and
give
the
council
its
its
its
funding.
And
so
we
have
that
funding
we've
chosen
to
to
use
that
to
support
the
work.
That's
already
been
underway
since
november
19th,
when
those
staff
directions
were
first
given.
Q
So
I'm
sorry
if
there's
been
a
misunderstanding
along
that
line,
but
we
are
using
those
funds
to
support
the
work
that
is
already
underway
and
has
been
underway
to
to
put
together
plans
and
proposals
and,
ultimately
to
do
these
analyses
that
we
started
discussing
because
we'll
need
extra
support
for
that
work
as
well.
Thank
you.
K
K
Q
Q
The
city
attorney
is
named
by
the
charter
as
the
attorney
of
the
city.
That
means
they
are
the
attorney
of
the
mayor.
They
are
the
attorney
of
the
council.
They
are
the
attorney
of
every
department,
every
officer
of
the
city,
with
the
notable
exception
of
the
minneapolis
park
and
recreation
board,
notwithstanding
that
there
are
attorneys
embedded
throughout
the
city
and
different
departments
that
have
a
heavy
need
of
expertise,
and
I
think
that
there's
a
model
of
the
state
that
we
could
certainly
look
at
the
state,
for
example,
has
an
attorney
general.
Q
I
know
this
in
terms
of
my
work
with
elections
has
an
attorney,
but
the
attorney
of
the
secretary
of
state
is
still
the
attorney
general,
so
the
process
you
have
to
do
is
very
clearly
delineate
where
a
legislative
council
role
begins
and
ends
and
how
it
intersects,
in
my
opinion,
with
the
city
attorney's
office
and
one
of
the
most
important
pieces
of
that,
is
the
check
that
the
city
attorney.
So
we
talked
earlier
about
checks
and
balances.
The
city
attorney
has
a
huge
check
on
anything
that
goes
forward.
Q
You
can
certainly
delegate
drafting
to
someone
else.
In
fact,
most
of
our
departments
do
the
drafting.
It's
not
the
attorneys
who
draft
it
the
department's
drafted,
and
then
it
goes
to
the
attorney's
office.
For
that
you
know
seal
of
approval
that
it's
been
approved
as
to
form
a
legal
term
of
art.
That
simply
means
the
attorneys
have
looked
at.
It.
They've
made
sure
there's
no
conflict
with
existing
law
that
it
is
within
the
authority
of
the
city
government
delegated
by
the
state,
under
our
charter
and
similar
things,
so
in
a
similar
fashion.
Q
We're
simply
talking
about
realigning
that
work
under
resources
that
are
aligned
with
and
directly
responsive
to
the
council
to
enable
it
to
do
its
work
independently.
But
any
final
work
product
would
always
have
to
go
to
the
city
attorney
for
a
final
check
for
equality
assurance,
a
legal
analysis.
Things
like
that.
So
I
think
that
while
I
recognize
there
are
concerns,
I
think
there
are
ways
to
mitigate
those
concerns
and
we
certainly
have
a
model
across
the
river
at
the
state
that
we
can
look
to.
K
Q
Madam
chair
councilman
burkovsky,
I
think
that
the
potential
drawback,
the
biggest
potential
drawback,
is
that
when
council
wants
to
initiate
its
own
legislation,
it
doesn't
have
its
own
resources
structurally,
you
would
be
reliant
on
the
executive
to
support
your
work.
So
when
we
talked
about
those
criteria
about
a
good
legislature-
and
it
says
that
a
good
legislature,
a
good
council-
has
the
ability
to
initiate
and
enact
its
own
legislation
to
pursue
its
own
independent
budget
prerogatives.
You
wouldn't
have
that,
and
so
you
know.
Q
Certainly
the
council
can
choose
not
to
go
down
that
path,
putting
it
forward,
because
I
think
it
puts
in
line
a
respect
for
the
separation
of
powers
and
gives
counsel
if
council
is
focused
primarily
on
legislation
and
policymaking.
If
that's
the
number
one
function
of
this
body
under
the
new
structure,
then
it
should
have
its
own
dedicated
resources
for
that
function.
K
Thank
you.
Can
you
just
describe
a
little
bit
more
in
depth
about
how
this
team
would
work
with
the
council,
and
specifically
our
council
committees
too,.
Q
Through
the
chair,
I
think
that
the
way
it
works
best
is
if
they
are
assigned
to
committees.
Council
works
very
strongly,
as
you
know,
through
its
committee
system
departments
and
subject,
matters
are
divided
up
into
the
jurisdictions
of
the
various
committees.
So
you
know,
a
legislative
council
would
be
assigned
with
subject
matter,
expertise
to
that
area
and
work
very
closely
with
the
chair
and
the
members
of
each
committee,
ultimately
shepherding
that
work
through
the
process
to
full
council
liaising
with
the
city
attorney's
office,
with
other
departments
that
are
subject
matter.
Q
Experts
within
that
sphere
of
municipal
policy
being
liaison
on
all
matters
related
to
the
committee's
work
within
the
realm
of
policies
that
the
committees
have
that
are
assigned
by
council,
and
so
I
think
they
act
both
as
process
experts
and
drafters,
but
also
as
liaisons
professional
liaisons.
On
behalf
of
the
council's
committees
into
the
administration.
K
Thank
you
appreciate
that
I
do
have
a
question
for
for
director
ryan,
patrick,
if
you
don't
mind
but
again
before
diving
in.
I
just
want
to
say
thank
you
as
well
for
all
of
your
support
and
working
on
this
proposal,
and
I
look
forward
to
continuing
that
collaboration.
K
I
know
you
and
I
have
talked
about
this
in
conversations,
but
I
think
it'd
be
beneficial
for
everybody
here
to
understand.
You
know
in
the
past
two
years
a
lot
of
work,
we've
done
in
the
subject
area
that
will
be
covered
by
the
public
safety
auditor
is
reactive
rather
than
proactive.
Can
you
speak
to
how,
through
this
role,
we
will
be
able
to
act
proactively
rather
than
reactively
and
and
a
little
more
in
depth
to
that
too?.
C
Chair
palmisano,
council
member
koski,
the
when
you
have
limited
resources
and
you're
required
to
use
those
resources
as
an
enterprise-wide
function,
which
that's
the
current
state
of
audit.
We
provide
audit
coverage
for
the
entire
city,
vendor
enterprise
you
address
kind
of
the
highest
risk
needs
as
they
arise
and
pop
up,
and
certainly
in
the
realm
of
public
safety.
It's
been
kind
of
one
thing
after
the
next
and
the
city,
reacting
to
it.
A
S
You,
madam
chair,
I
think
you
spoke
to
this
actually
because
my
original
question
was
going
to
be.
You
know,
given
that
we're
in
a
state
of
transition,
we
don't
have
those
dedicated
legislative
resources,
and
so
what,
in
this
state
of
transition
under
our
current
government
structure,
which
has
passed
as
a
result
of
charter
question,
1
passing
is
the
best
way
for
us
to
get
that
independent.
S
Q
Madam
chair
councilmember
payne,
I
certainly
you
have
the
ability,
through
a
staff
direction
or
a
council
direction,
that's
the
will
of
the
body.
It's
been
through
the
process.
It's
been
approved
by
the
right
vote
and
it's
approved
by
the
mayor
or
overridden
with
a
super
majority
vote
to
get
research
information
analysis
from
the
enterprise,
the
professional
staff
I
think,
are
well
qualified
to
tell
you
how
they
work,
how
they
could
work
better.
Q
I
can
share
with
you
that
I've
been
in
several
meetings
since
november
when
the
question
passed
internally,
where
staff
are
already
talking
about.
How
could
we,
you
know,
be
more
efficient,
more
effective?
How
can
we
operate
better
together?
What
are
the
kinds
of
synergies
that
bring
our
departments
together?
Q
So
I
think
there
is
a
lot
of
work
already
within
the
professional
ranks
of
the
staff
happening,
and
I
think
they
would
be
happy
to
respond
to
provide
the
council
with
with
analysis
and
data
and
and
other
contextualizations,
to
the
extent
that
council
wishes
as
a
body
to
have
other
outside
support.
Then,
of
course,
there's
a
process
where
the
body
you
know
can
give
that
direction
and
say
we
would
like
this
and
and
then,
through
the
proper
vote
and
process,
we,
the
staff,
can
help
secure
those
resources
for
the
council.
Thank
you.
A
Thank
you.
I
apologize
colleagues,
I
know
it
has
been
a
long
afternoon.
We
still
have
some
work
to
get
through,
so
I
will
direct
the
clerk
to
please
receive
and
file
that
report.
Item
number.
Four.
Our
final
item
is
the
public
safety
department
charter
amendment.
This
item
originated
in
the
pogo
committee,
the
policy
and
government
oversight
committee.
It
was
advanced
to
the
april
14th
council
meeting
and
then
was
referred
back
to
the
committee
of
the
whole,
this
government
structure
subcommittee
for
further
discussion.
L
Thank
you,
madam
chair.
All
of
you
should
have
received
the
updated
substitute
motion
that
you
know
basically
pulls
down
my
original
staff
directive
to
one
key
goal
which,
as
we
just
had
an
extensive
conversation
on
with
the
legislative
presentation,
basically
is
just
to
get
additional
information
to
make
informed
decisions
about
public
safety.
This
doesn't
commit
us
to
anything.
It's
just
a
bare
minimum
research
and
analysis,
a
request
that
we
need
to
do
often
in
order
for
us
to
do
our
jobs.
L
I'm
also
very
aware
that
this
morning,
the
mayor
also
emailed
all
of
us
and
encouraged
you
all
to
not
support
this
staff
direction,
but
before
that
takes
place,
I
also
want
to
address
a
couple
of
things
that
was
noted
in
that
I
do
want
to
highlight,
with
this
current
substitute
motion
that
you
know,
there's
no
predetermined
outcome
that
is
made
if
we
support
this
again,
it's
for
us
to
gather
information
to
make
an
informed
decision
by
the
time
we
have
to
take
action
on
how
we're
going
to
move
about
creating
this
new
department
of
public
safety,
and
that
is
a
core
piece
of
our
work
as
legislators
is
to
get
and
solicit
information.
L
Even
in
clerk's
carl's
presentation
around
you
know
there
was
a
slide.
That
said,
good
counsel
and
the
component
of
that,
and
one
of
it
was
being
able
to
have
a
healthy,
give
and
take
in
an
open
exchange
of
ideas
and
information
for
all
stages
of
the
formal
and
informed
legislative
process.
This
builds
upon.
I
think
what
is
a
clear
component
of
good
legislative.
You
know
processes.
L
I
also
want
to
note
that
you
know.
As
of
now,
we
don't
have
any
information
about
the
current
office
of
community
safety.
We
don't
have
data
independent
analysis,
so
there's
nothing
to
work
with
there.
On
the
legislative
end,
with
this
new
department
of
public
safety,
we
will
be
able
to
at
least
start
gathering
that
additional
data
that
we
need
before
we
can
make
a
informed
decision.
L
A
Thank
you.
You
are
putting
forward
a
substitute
motion,
so
I
should
assume
you're
making
that
motion
and
is
there
a
second
for
that
substitute
motion.
S
A
That
motion
has
been
seconded
for
discussion.
I
put
myself
in
queue.
I
just
want
to
make
sure
that
we're
really
clear
about
this
record
now
I
just
went
and
opened
this.
I
was
in
a
settlement
conference
earlier
today.
I
don't
see
political
pressure,
I
don't.
I
don't
see
the
characterization
council
member
that
you
are
seeing
in
this.
A
It
does
specifically
say
from
the
mayor
that
he
does
not
support
your
staff
direction
and
he
gives
his
three
reasons
for
that,
but
in
in
his
presentation
just
a
about
an
hour
ago
now
he
made
it
clear
that
there
are
all
these
implementation
teams
that
have
a
lot
of
the
due
diligence
that
you
are
seeking
in
this
work.
I
don't
think
that
you're
misaligned
in
your
interest
in
being
really
careful
in
doing
a
whole
lot
of
analysis,
as
we
move
forward
with
this
with
these
steps.
A
So
I
don't
think
that
we
should
be
delaying
the
work
that
is
already
underway
in
these
implementation
teams.
The
voters
gave
us
this
direction
in
november.
It's
going
to
take
a
while
to
do
this,
so
I
would
prefer
that
we
start
the
work
as
previously
underway,
and
I
just
wanted
to
make
that
clear
and
correct
any
misperceptions
from
that
original
characterization
council
member
pain.
Thank.
S
You,
madam
chair,
I
think
one
thing
that
you
know-
and
this
is
kind
of
the
basis
of
my
question
when
the
mayor
was
presenting-
is
how
are
we
looped
into
the
mayor's
implementation
teams
process,
because
it's
my
understanding
that
one
of
the
benefits
of
having
a
staff
direction
that's
approved
by
this
body?
Is
it
puts
it
into
the
public
record
about
what
this
workflow
is
going
to
look
like
what
recommendations
are
going
to
come
back
and
what
type
of
analysis
is
going
to
be
provided?
S
And
so
I
just
don't
have
a
lot
of
clarity
around
you
know.
This
is
kind
of
that
bigger
government
structure,
question
of
when
the
executive
branch
is
pursuing
a
policy.
At
what
point
do
we
get
to
get
report
backs
of
analysis
or
be
able
to
provide
feedback
on
those
particular
work
streams?
S
And
so
there's
there's
not
a
lot
of
clarity
for
me
for
me
on
that,
and
I
think
that's
why
I
feel
it's
pretty
appropriate
for
us
to
initiate
some
sort
of
formal
action
so
that
we
can
make
sure
that
that
work
happens
in
public
and
through
the
legislative
process.
A
Thank
you,
council
member
painters.
Are
there
any
other
questions
or
comments
from
my
colleagues
not
seeing
any?
I
would
like
to
respond
to
what
councilmember
payne
mentioned,
though,
and
that's
that
the
whole
point
of
the
council
president
and
I
developing
this
subcommittee
of
committee
of
the
whole
was
that
there
was
one
place
that
we
would
do
our
work
together.
A
It's
perhaps
the
most
structural
change
that
our
city
has
undergone
in
many
decades,
and
I
am
committed
to
that
so
council
member
wansley
werliba's
motion
is
in
front
of
us
and
without
any
further
discussion
I
will
ask
for
a
voice
vote.
First.
Is
there
all
those
in
favor
of
council
member
wansley,
warloba's
motion,
please
signify
by
saying
I
I
opposed
nay,
it
sounds
like
the
nays.
Have
it
and
that
motion
is
defeated.
S
Thank
you,
madam
chair.
In
anticipation
of
this
vote,
I
prepared
a
alternative
motion
that
perhaps
might
be
able
to
address
some
of
the
concerns
of
the
body,
and
I
just
want
to
read
it
really
quick.
So
this
motion
is
to
direct
staff
to
evaluate
comparable
cities
that
have
a
unified
community
public
safety
department
to
identify
and
analyze
criteria
and
associated
metrics,
which
would
support
the
successful
integration
of
the
city's
public
safety
functions
into
a
unified
office
and
to
present
the
findings
and
recommendations.
S
I'm
introducing
this
motion
because
I
think
it
really
actually
speaks
to
some
of
the
issues
raised
today
around
how
we're
trying
to
move
towards
that
more
integrated
function
of
the
legislative
and
executive
branch
sharing
power
and
allowing
us
to
be
a
good
council
to
do
our
work
through
a
democratic
process,
and
I
think
by
doing
that
through
our
committee
of
the
whole
subcommittee
on
government
structure.
It's
helping
us
actually
move
this
work
forward
and
do
it
in
collaboration
with
the
executive
branch.
A
A
A
S
No,
I
think
the
public
comment
period
on
this
specific
issue
is
important,
just
because
of
the
nature
and
urgency
of
our
public
safety
work
that
we
need
to
do
as
a
city.
Q
Thing
I
would
madam
chair,
thank
thank
you
for
inviting
me
to
address
it
to
the
extent.
Yes,
the
legislative
process
has
within
it,
built
in
a
public
hearing
on
any
ordinance
and
with
this
government
restructure.
I've
said
this
before
I
may
not
have
been
clear.
It
probably
needs
to
be
set
each
time
we
will
have
multiple
ordinances
coming
forward.
There
is
not
one
ordinance
that
we
will
be
working
on
multiple,
which
means
multiple
public
hearings.
Q
Q
I'm
reading
intent
into
this
looking
at
this
at
this
now,
so
I
could
be
wrong
and
I
would
defer
to
the
author,
but
given
the
the
current
state
of
the
community
and
the
subject
matter,
that
is
the
subject
of
this
public
safety:
community
safety,
a
unified
department,
one
potential
advantage
of
of
the
proposal
to
have
a
public
comment
period
separate
from
a
public
hearing,
is
that
often
a
public
hearing
is
done
right
before
a
vote,
and
so
on
this
particular
matter.
Q
A
public
comment
period
would
allow
the
council
to
have
public
comment,
react
to
that
conduct
its
official
public
hearing
and
then
take
action
on
an
ordinance
related
to
this.
So
much
like,
we
often
do
more
than
one
public
hearing
on
the
budget.
This
would
be
just
an
additional
opportunity,
so
it's
up
to
the
body
of
course
to
to
make
that
decision,
but
that
would
be
one
interpretation.
I
think
that
could
be
made.
M
Thank
you,
madam
chair,
and
this
could
be
either
for
council,
member
payne
and
or
clerk
carl.
Do
we
know
that
there
are
comparable
cities
that
have
combined.
S
Madam
chair,
yes,
council
president,
there
are
other
cities
that
do
have
a
unified
public
safety
department.
One
that
comes
to
mind
is
ithaca.
I
believe
in
fact,
one
of
the
consultants
and
the
who
is
leading
the
search
for
our
new
chief
came
from
a
jurisdiction
that
had
a
unified
public
safety
department.
It
was
in
the
suburb
of
atlanta,
so
there
are
a
few
out
there.
K
N
M
A
A
Thank
you
that
motion
does
fail.
I
would
like
to
go
back
to
what
was
on
the
printed
agenda
today,
I'd
like
to
put
forward
a
motion
to
remove
that
staff
directive
from
the
cow
agenda,
so
it
would
be
a
denial
of
that
staff
direction
and
is
that
an
appropriate
motion
clerk
I'm
seeing
a
nod?
Yes,
so
I'd
like
to
make
that
motion
so
that
we
can
come
to
full
conclusion
with
this.
A
U
A
Staff
directive
that
is
in
front
of
us
is
item
number
four,
the
original
here
on
the
printed
agenda
and
mr
carl
is
here.
Q
Q
A
Okay,
I
apologize
for
that
confusion
as
well.
It
looks
like
we
have
now
concluded
all
of
these
motions
before
us.
Does
anybody
have
another
motion
or
want
to
weigh
in
differently
on
that.
A
N
Yes,
thank
you
so
much,
I'm
adam.
Vice
president,
we
have
14
items
that
would
like
to
move
forward
on
the
council
meeting
on
thursday
and.
N
One
is
four
season:
hotel,
minneapolis
I've
proven
application
for
four
season:
hotel
minneapolis
item
two
approving
application
for
grand
sunrise
item
three
cycle:
village,
academy,
revenue,
bond
item
four
lake;
I'm
sorry
lake
and
nicholas
redevelopment
plan
item
five
liquor
license
approval
item.
Six
is
a
little
liquor
license
renewal
item:
seven:
it's
gambling
license
approval
item;
eight
application
for
environmental
grant;
funding
in
the
spring
of
2022
brownfield
grand
ground
item;
nine
is
waiving
the
city
rochester
apprenticeship
policy
for
the
commercial
property
development
fund
loan
located
at
1201
lake
street
item.
N
10
is
exclusive
developments;
rights
to
north
gate
development
located
in
1026
plymouth
avenue
item
11
is
a
step
up.
Alumni
outreach,
accepting
grant
from
minneapolis
foundation
item
12
is
minneapolis
downtown
taxing
area
boundary
change,
requesting
the
state
of
minnesota
to
authorize
expansion
downtown
for
taxing
district
boundaries.
N
A
Thank
you.
Next
we
have
the
policy
and
government
oversight
committee
and
that
committee's
report
will
be
read
by
council
member
ones.
Lee
wuorliva.
L
Thank
you,
madam
chair.
We
have
17
items
to
consider
for
our
pogo
agenda.
The
first
will
be
the
passage
of
a
resolution
accepting
a
gift
from
the
minneapolis
regional
chamber
of
commerce
for
the
office
of
mayor
jacob
frye
for
executive
support
services.
The
second
item
is
approval
of
two
transgender
equity
council
appointments.
The
third
approval
of
a
capital
loan
range
improvements
committees
as
well
as
appointments
number
four,
is
accepting
low
bid
for
the
minnehaha
neighborhood
ada
pedestrian
ramp
improvements
project.
The
fifth
is
accepting
a
low
bid
for
the
bryant
avenue
reconstruction
project.
L
Number
six
is
accepting
a
low
bid
for
the
50th
street
west
and
broadway
street
northeast
signal.
Construction
number
seven
is
accepting
a
low
bid
for
catch
basin
and
manhole
repairs.
Number
eight
has
a
couple
13
under
it,
but
these
are
all
towards
authorizing
contracts
with
community
partners
that
support
community
well-being.
Number
nine
is
authorizing
contract
amendments
with
bolton
and
mink
inc
for
engineering
and
design
services
for
bryant
avenue.
South
reconstruction
project
number
10
is
authorizing
a
contract
amendment
with
keystone
compensation
group
llc
for
a
job
classification
consultant
services.
L
Number
11
is
authorizing
a
contract
amendment
with
tyler
technologies,
inc
for
a
computer,
assisted
mass
appraisal
system.
Number
12
is
authorizing
a
contract
amendment
with
vike
and
company
inc
for
the
4th
street
north
and
south
and
2nd
avenue
north
to
4th
avenue.
South
street
reconstruction
project
number
13
through
17
is
related
to
a
number
of
legal
settlements.
Number
13
is
one
approving
settlement
for
knutson
construction
company
versus
the
city
of
minneapolis
number
14
is
a
legal
settlement
for
maria.
L
I
am
not
going
to
botch
that
last
name.
I
know
how
that
feels.
My
skit
watch
all
the
time.
So
we're
going
to
say
maria
versus
the
city
of
minneapolis
number
15
is
bridget
galvin
versus
the
city
of
minneapolis
number
16
is
a
legal
settlement
for
erica
versus
the
city
of
minneapolis
and
number
17
is
a
workers
compensation
claim
for
aaron
morrison,
and
that
concludes
our
items.
T
Thank
you,
madam
vice
president
of
the
public
health
and
safety
committee,
will
be
bringing
forward
three
items
for
consideration
at
this
week's
council
meeting
item.
One
is
granting
consent
to
the
mayor's
nomination
of
alberta
gillespie
to
the
appointed
position
of
director
of
civil
rights
item
two
is
authorizing
a
hosting
agreement
with
indigenous
peoples,
task
force
for
internship
experience
and
item
three
is
authorizing
a
contract
with
the
john
gore
theatrical
group
incorporated
for
the
police
department
to
provide
bomb
detection
services
at
the
orpheum
state
and
pantages
theaters
I'll
stand
for
questions
on
these
items.
A
K
K
number,
five
approving
the
edina
art
fair
large
block
event
permit
for
june
3rd
through
the
5th
of
2022
number
six
is
approving
the
annual
saloon.
Pride
large
block
event
permit
for
june
24th
through
the
26th
of
2022
number
seven
establishing
park
restrictions
on
dowling
avenue
north
for
the
per
the
approval
approved
layout
of
the
upper
harbor
terminal
public
site
and
number
eight
approving
city
of
minneapolis
comments
on
the
e-line
bus,
rapid
transit,
brt
recommended
corridor
plan.
I'll
stand
for
questions
on
these
items.
A
A
We
also
received
and
filed
an
update
report
of
the
internal
audit
department's
work
in
progress,
including
some
efforts
on
government
structure,
though
the
bulk
of
that
presentation
was
today,
the
piece
for
this
thursday's
council
meeting
is
one
component
for
which
is
for
the
regular
biennial
body-worn
camera
report
for
park
police
to
refer
a
direction
to
the
city
clerk
to
transmit
the
audit
report
to
the
appropriate
agency
within
the
state
of
minnesota.
This
is
about
their
compliance
with
state
law.
K
K
Coming
from
the
federal
government
related
to
the
american
rescue
plan
act,
we
will
have
formal
actions
at
our
council
meetings
on
thursday
to
receive
his
address
and
to
refer
consideration
of
arpa
funds
to
our
budget
committee,
and
I've
already
sent
an
email
to
my
colleagues
outlining
the
process
for
our
consideration
of
the
mayor's
proposals
and
all
our
budget
committee
meetings
have
been
scheduled
on
our
internal
calendars
as
well
as
notice
to
the
public
on
the
limbs
or
our
legislative
information
management
system.
So
for
right
now,
I'll
mention
just
a
few
dates.
K
Our
first
meetings
of
the
budget
committee
will
be
may
4th
and
may
6
both
at
10
a.m,
where
we
will
hear
presentations
from
our
budget
office
on
the
american
rescue
plan
and
the
mayor's
current
proposals
and
the
following
week
on
may
12th.
The
budget
committee
will
host
a
public
hearing
at
6
05
pm
to
hear
comments
from
the
public
on
the
mayor's
proposals.
P
Yes,
so
we're
going
to
I'm
bringing
forth
cinco
de
mayo
resolutions,
the
5th
of
may
resolution
this
thursday
at
full
council,
so
we'll
be
sending
an
update
of
that
language.
Hopefully
by
tomorrow
we
have
a
draft
that
the
city
clerk
will
be
posting.
I
believe
I
don't
know
if
there's
any
changes
yet,
but
there
may
be,
and
then
in
honor
of
that
we're
gonna
be
turning
the
35
I-35w
bridge,
red,
green
and
white
on
the
fifth
of
may,
which
is
nico
de
mayo.