►
From YouTube: September 29, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
A
Good
morning
my
name
is
Emily
Koski
and
I'm.
The
chair
of
the
budget
committee
I'm,
going
to
call
to
order
our
regular
committee
meeting
for
Thursday
September
29th
today
I'm
joined
at
the
diocese
by
council
member
rainville
council
member
Goodman,
councilmember
wansley,
councilmember,
Payne
and
council
member
Johnson.
A
Today
we
will
continue
hearing
presentations
from
City
departments
on
the
mayor's
2023
and
2024
recommended
budgets
on
the
agenda.
Today
is
the
Office
of
Public
Service,
the
intergovernmental
relations
department
and
the
311
service
center.
Our
first
presentation
is
from
our
proposed
Office
of
Public
Service
I've
allocated
up
to
30
minutes
for
this
presentation
and
the
corresponding
q,
a
after
which
we
will
move
on
to
the
second
presentation.
A
I'll
note
for
council
members
and
for
the
public.
The
scope
of
the
department,
presentation
of
the
Office
of
Public
Service
is
limited
to
the
budget
and
new
spending
proposals
for
the
Office
of
Public
Service.
The
department
presentation
will
not
cover
the
budget,
nor
the
new
spending
proposals
for
the
Departments
they
oversee
as
each
of
those
departments
have
their
own
presentations.
B
It
sounds
as
though
Mr
council
memberkowski
did
my
introduction
for
me,
which
is
that
this
covers
the
administration
piece
of
the
budget.
I
would
want
to
start,
of
course,
with
our
mission
and
goals
in
addition
to
the
S
reap
goals,
which
were
the
Strategic
and
racial
Equity
action
plan
goals
that
were
established
by
the
council.
We
do
have
our
Office
of
Public
Service
schools,
which
is
really
to
support
our
residents
and
businesses
and
all
of
the
other
departments
that
carry
forth
all
of
the
services
for
our
residents.
B
So
if
you
look
here
at
the
Office
of
Public
Service
the
organization
chart,
you
can
see
that
really
it's
about
the
internal
functioning
of
all
of
the
non-public
safety
departments.
There
would
be
six
direct
reports
to
the
city
operations
officer.
I
know
that's
a
little
confusing
in
terms
of
the
way
that
we've
had
this
org
chart.
The
three
direct
reports
on
the
side-
Public
Works
civil
rights,
as
well
as
race,
Equity
inclusion
and
belonging.
Those
also
would
be
direct
reports
to
this
position
under
the
mayor's
proposal.
B
We
are
asking
for
additional
proposals
which
I
will
get
into
some
detail
in
here
shortly
regarding
the
project,
management
and
cross-departmental
projects
and
events
within
the
city
and
really
want
to
make
sure
that
we're
engaging
our
community
as
we
move
forward
with
all
of
these
city-wide
initiatives.
The
budget
for
the
city,
the
the
Office
of
Public
Service
in
the
administration
piece
of
that
is
roughly
3.1
million
dollars.
B
B
Currently
we
have
a
deputy
City
coordinator,
a
manager
of
administrative
Services,
an
aid
to
the
city
coordinator
and
admin
analyst
too,
and
then
there's
three
proposed:
there's
the
Senior
Chief
resiliency
officers
in
that
in
this
office
as
well,
and
then
we
have
a
couple
of
proposed
positions
now:
I'm
also
actually
going
to
go
over
the
Arts
arts
and
culture
Department
as
well.
We
realized
that
was
a
a
gap
that
we
had
in
terms
of
presentations
and
so
because
we
don't
have
a
director
in
place
yet
I'm
also
going
to
go
through
that.
B
You
can
see
that
it's
a
significant
decrease
in
terms
of
the
FTE,
from
22
to
23
and
in
the
mayor's
proposal.
As
you
all
know,
the
major
changes
are
due
to
division
movements,
so,
for
example,
sustainability
would
move
to
health.
Human
trafficking
moves
to
race,
Equity
inclusion
and
belonging
along
with
an
administrative
staff
person
from
The
coordinator's,
Office
promise,
Zone
Staffing
would
move
to
cped
and
the
five
OPI
positions
are
proposed
to
be
moved
to
the
to
the
legislative
side.
B
As
promised,
the
Arts
and
Cultural
Affairs
Department
I'm,
going
to
start
with
the
mission
and
goals
of
this
department.
As
you
all
know,
this
was
a
brand
new
department
that
was
put
into
ordinance
last
year
and
it
exists
to
advance
the
port,
stimulate
and
promote
a
diverse
and
active
Arts
and
Cultural
environment.
This
would
include
positions
both
that
are
currently
in
cped,
as
well
as
positions
that
are
currently
in
the
coordinator's
office.
The
program
budget
is
750,
5786.
B
B
If
that's
all
right
number
one
we're
in
the
final
interviews
for
that
director
position,
so
we
hope
to
have
somebody
on
board
before
the
end
of
the
year
and
then
what
we
will
do
is
work
with
finance
and
human
resources
to
ensure
that
all
of
the
different
positions
that
are
in
cpet,
as
well
as
in
this
coordinator's
office,
are
redirected
to
this
director
position,
the
grants
and
the
arpa
grants.
I
know
that
has
been
a
question
are
in
the
process
they're
being
evaluated.
B
B
B
As
you
can
see
on
this
slide,
this
really
talks
about
all
of
the
different
pieces
of
the
Arts
and
Cultural
Affairs
and
the
services
that
are
provided.
These
services
are
provided
primarily
through
grants
to
our
neighborhoods
and
Community,
there's
a
specific
focus
with
respect
to
Youth
and
children
and
fostering
a
more
positive
environment
in
the
community,
Through,
the
use
of
Arts
culture
and
the
encouragement
and
funding
of
artists.
Individual
artists.
B
The
program
and
Staffing
summary
for
the
arts
department
includes
the
director.
There
will
actually
be,
as
I
mentioned,
the
2ft
that
would
come
from
cped,
so
the
total
FTE
for
this
department
will
be
five
people,
the
current
budgeted
by
the
executive
manager
of
Arts,
the
director
of
Arts
and
Cultural
Affairs,
and
then
the
program
managers.
B
A
B
C
Little
Salon
to
draw
there.
Thank
you,
madam
chair
yeah.
I
was
curious
about
so
I'm,
most
familiar
with
the
arts
program
on
the
coordinator
side,
so
I'm
under
the
previous
structure,
those
Arts
culture
and
creative
economy.
If
I
recall,
can
you
speak
more
to
the
cped
side?
And
then
you
know
what
were
the
overlaps
or
how
are
those
two
groups
coming
together.
B
I
think
Madam,
chair
council,
member
Payne.
Thank
you
for
the
question,
the
c-pad
artist.
They
run
the
arts
program
in
the
capital
budget
as
well,
and
they
also
curate
the
arts
project
here
within
this
city,
and
so
when
we
get
donated
art
there,
they
keep
track
of
that.
They
inventory
that
make
sure
it's
taken
care
of.
They
also
work
out
in
the
community
with
respect
to
ensuring
that
public
art
is
taken
care
of
they
most
recently
did
a
an
Arts
inventory.
B
I've
been
working
on
an
Arts
inventory
at
George,
Floyd
square,
and
so
really
what
we
want
to
make
sure
is
that
all
of
those
different
pieces
there
was
an
analysis
done
I.
Forgive
me
I'm,
not
sure
of
the
year.
It
was
before
I
got
here
that
really
looked
at
all
of
the
different
Arts
programming
within
the
City
of
Minneapolis.
B
And
how
do
you
bring
all
those
pieces
together
to
really
leverage
those
Community
relationships
both
on
sort
of
the
public
art
that
we
fund
from
a
kind
of
a
capital
standpoint,
but
also
the
the
public
art
with
respect
to
funding
individuals
and
individual
programs
within
the
community
as
well?
And
so
the
conclusion
was
to
bring
those
together,
as
you
all
know,
from
the
creation
of
the
arts
department
was
to
bring
those
together
to
have
a
really
comprehensive
approach
to
prioritizing
those
pieces
as
well.
C
B
C
D
B
B
B
August
is
national
business
black
business
month,
and
so
we
want
to
really
have
more
of
a
coordinated
effort
with
respect
to
that.
We've
kind
of
had
a
go
shift
from
one
Department
to
another,
and
it
was
in
the
mayor's
office
this
past
year
and
there's
a
whole
bunch
of
departments
that
work
on
it,
and
so
that
would
continue
to
be
a
collaborative
effort
throughout
departments,
but
really
thought
it
would
be
helpful
to
have
a
little
more
resources.
B
B
Item
is
a
senior
event
coordinator.
This
is
a
a
position
that
has
kind
of
been
caught
again,
cobbled
together
from
different
departments
over
time
worked
on
items
such
as
the
NCAA
tournament.
That
was
here
worked
on
the
Super
Bowl,
and
so
this
is
a
this
request
is
intended
to
fund
a
position
as
we
found
over
time.
We
really
do
need
somebody
to
help
with
these
large
events.
We
have
had
different
departments
that
have
been
in
charge
of
different
events.
B
But
in
addition,
if
there's
any
sort
of
incident
that
any
of
these
major
events
working
closely
with
the
joint
information
center
as
well,
so
this
is
a
position
that
we
have
had
on
a
contract
basis
over
time.
I
think
if
we
were
able
to
get
this
on
a
permanent
basis,
we
would
be
able
to
really
have
a
point
person
that
would
also
be
able
to
work
on
things
like
black
business
week,
which
I
mentioned,
and
relations
relationships
and
visits
with
things
like
the
sister
cities
program
as
well.
B
The
final
change
item
here
is
the
senior
project
manager
position.
The
goal
of
this
position
is
to
manage
large-scale,
City
or
Enterprise
projects.
We
found
that,
for
example,
as
we're
looking
at
the
Redevelopment
of
George
Floyd
Square
we've
been
bringing
departments
together,
but
we
really
haven't
had
one
person
we
could
point
to
who
can
move
things
forward.
We've
been
able
to
move
it
forward
kind
of
in
different
departments,
but
really
want
to
be
able
to
do
a
better
job.
B
A
Thank
you,
Corner
Johnson
appreciate
this,
so
I'll
open
this
up
to
questions
from
my
colleagues
and
just
as
a
reminder.
The
question
should
be
within
the
scope
of
this
presentation,
so
please
reserve
any
questions
about
the
departments
in
the
office
that
this
oversees
to
those
specific
presentations.
B
Council,
member
or
chairkowski
council
member
Chuck
Tai,
the
staffy,
the
Total
Staffing
that
was
funded
by
the
council,
would
be
about
five
FTE.
In
addition,
there
would
be
program
programmatic
funding,
largely
related
to
Grants.
That
is
both
arpa
as
well
as
general
fund
dollars.
We
are
looking.
We
will
also
do
kind
of
a
comprehensive
view
when
that
new
director
of
that
department
comes
on
board.
That
was
a
new
new
proposal
for
a
new
department
and
I
think
I.
Think
council.
B
President
Jenkins
was
a
leader
on
that
effort
as
well,
so
she
can,
since
it
happened
before
I
got
here.
She
can
probably
speak
more
to
the
historical
pieces
of
that,
but
really
it's
intended
to
kind
of
take
our
work
on
Arts
and
Cultural
economy,
and
also
the
public
Arts
piece
and
move
those
together
as
I
mentioned
earlier.
So
is
that
responsive
to
your
question?
That's.
E
B
Cherkowsky
council,
member
chug
Tai.
Yes,
we
hope
to
have
that
person
on
board
in
final
interviews
for
the
director
process
and
we
hope
to
have
that
person
onboarded
before
the
end
of
the
year.
The
work
right
now
we
have
two
directors
in
the
two
different
departments
and
who
are
working
on
the
Arts
piece
in
the
coordinator's
office,
which
is
largely
Grant
and
community
outreach,
as
well
as
community
outreaches
and
public
Arts.
That's
working
on
ncpenn,
but
combining
the
two.
B
We
really
think
will
help
that
focus
in
terms
of
the
economic
benefits
and
really
focusing
on
our
cultural
communities.
That
is
one
area
of
focus
that
I
think
was
intended
with.
The
new
ordinance
is
to
make
sure
that
we
have
a
very
deliberative
approach
for
engaging
Intercultural
communities
and
artistic
work.
F
Thank
you,
chair,
Caskey
and
I.
Just
wanted
to
just
kind
of
respond
a
little
bit
to
councilman
Richard's
question
in.
We
certainly
want
to
I,
think,
coordinate
and
consolidate
our
artistic
activities
that
happen
throughout
the
city
in
our
public
works
department,
some
and
see
pets,
some
and
the
arts
and
culture,
so
we're
trying
to
consolidate
and
and
Achieve
efficiencies,
but
also
thinking
about
how
do
we
Elevate
the
Arts
as
as
a
broader
economic
engine
or
the
city
as
as
well
as
trying
to
Elevate
the
Arts
as
a
destination
for
Minneapolis.
F
We
think
that
we
have
a
very
strong
and
active
Arts
community,
so
we
want
to.
We
want
to
really
try
to
elevate
that,
but
also
create
I,
think
more
more
roads
and
and
less
barriers
for
our
Arts
Community
to
interact
with
the
city
right
now.
It's
very
disjointed.
It's
very
sort
of
dispersed
throughout
the
city
and
arts
organizations,
artists,
don't
know
exactly
who
or
where
to
to
go
to
get
support,
etc,
etc.
F
A
G
A
Vice
president
palmisano
council,
member
Vita,
councilman,
Chavez,
I'm,
sorry
and
consumer
Osman,
our
second
presentation
today
is
from
the
intergovernmental
relations
department.
I've
also
allocated
up
to
50
minutes
for
this
presentation
and
Q
a
I
will
invite
senior
government
relations
representative
Lauren
Olsen.
To
give
this
presentation
welcome.
Yeah.
H
Madam
chair
council
members
good
morning,
as
you
said,
I'm
Lauren,
Olson
senior
government
relations
representative
with
the
intergovernmental
relations
department,
which
we
also
refer
to
as
igr.
So
some
of
you
know
I've
been
serving
as
interim
director
of
this
department
for
less
about
four
months,
so
we've
been
in
some
transition,
Katie
topinka
did
start
on
Monday,
that's
official,
but
I
am
giving
the
presentation
today.
She
had
an
obligation
that
we
knew
about
before
she
started
and
I'm
glad
to
be
joined
by
most
of
our
team.
H
So
I
won't
read
this
verbatim
to
you,
but
essentially
the
mission
of
the
igr
department
is
to
develop
and
Foster
really
effective
and
great
relationships
with
other
government
bodies
so
that
we
can
work
with
them
effectively
that
we're
always
at
the
table
when
we
need
to
be
at
the
table,
bringing
the
city
perspective
to
ensure
that
we
get
legislation
and
policy
that
benefits
the
city.
We
we
monitor
what
their,
what
other
agencies
are
doing,
so
that
we
make
sure
again
that
we're
involved
in
all
the
discussions
that
the
city
wants
to
be
involved
with.
H
H
One
thing
you
may
notice
from
this
slide
right
away
is
that
you'll
see
that
the
number
our
budget
was
higher
in
2020
and
2021.
That
is
today.
The
primary
reason
for
that
is
that
grants
and
special
projects
is
a
used
to
be
integrated
into
the
igr
department
and
grants
management.
It
was
determined
that
that
was
a
better
fit
to
for
to
move
to
finance.
H
So
there
were
some
staffing
and
some
functions
that
moved
over
to
finance
and
that's
part
of
the
reason
you
see
that
also
like
everybody
else
in
the
city,
igr
did
experience
a
cut
in
order
to
manage
the
impacts
of
the
pandemic.
So
that's
integrated
in
these
steps
as
well,
but
essentially
the
the
function
that
we're
talking
about
today.
That
remains
here,
which
is
the
igr
lobbying
work,
has
stayed
pretty
stable
as
its
portion
of
the
budget.
H
So
what
you
see
here
is
only
slight
increases,
be
beyond
our
2022
budget.
Projected
out
for
the
next
couple
years
and
that
that
simply
reflects
normal
inflationary
pressures
on
for
personnel
and
for
internal
services,
but
there
really
aren't
any
significant
changes
happening.
Our
contractual
services
that
we
get
for
lobbying,
federal
and
state
lobbying
are
we're
asking
for
the
same
amount
of
23
and
24
to
continue
to
use
contractual
services.
H
The
other
thing
you
may
notice,
if
you
look
at
our
ftes,
it
shows
five
ftes
in
2022
and
5.35
going
forward.
This
is
actually
a
budget
neutral
action.
What's
Happening
Here
is
that
we
have
always
had
a
seasonal
legislative
Aid
work
with
us
during
legislative
session
and
that's
the
0.35.
We
at
times
have
put
that
into
our
contractual
Services
line
of
our
budget,
but
we
always
treated
that
person
pretty
much
like
an
employee.
H
Yes,
in
terms
of
program
updates
again
we
have.
We
have
one
program,
it's
the
program
we've
been
I
described,
so
the
goals
of
our
program
is
to
make
sure
that
the
city's
needs
are
understood
and
advanced
at
a
federal
level
that
effective
relationships
are
maintained
with
legislators
and
state
government
to
successfully
advocate
for
City
priorities
that
Partnerships
are
maintained
with
regional
bodies
to
ensure
a
city,
voice
and
Regional
decision
making
and
impacts
and
ensure
that
the
city
Enterprise
is
also
supported
by
the
advice
and
support
of
our
department.
H
When
it
comes
to
metrics
to
measure
our
work,
it
can
be
a
little
bit
difficult.
So
what
we
have
worked
on
is
to
at
least
try
to
describe
some
of
the
things
that
we
do
and
accomplish
and
that
we've
accomplished
in
the
last
year,
so
we
advocated
at
the
legislature
for
many
many
things
broader
than
this
list,
but
certainly
for
housing
resources
for
Public
Safety
initiatives,
recovery
from
the
civil
unrest,
local
government,
Aid
bonding
and
trying
to
seek
funds
to
leverage
Federal
money.
That's
coming
in.
H
H
However,
a
lot
of
a
lot
of
effort
went
into
trying
and
look
forward
to
trying
again
we
also
as
we
do.
Every
year,
we
work
with
our
partners
at
Metro
cities
in
the
league
of
Minnesota
cities
to
shape
the
policies
that
they're
working
on
to
amplify
what
we're
trying
to
do
by
having
their
support
and
partnership.
Every
year
we
work
through
eight
separate
policy
committees
that
that
are
conducted
and
a
number
of
special
work
groups
as
well.
H
We
renegotiated
our
agreement
with
the
airport.
This
year
is
one
of
the
interesting
accomplishments
to
ensure
that
noise
mitigation
is
available
for
people's
homes,
who
are
impacted.
We
support
the
mayor
and
the
council
and
everyone
to
engage
with
and
make
visits
when
one
desired
to
our
federal
delegation
to
the
White
House
federal
agencies.
I
think
there's
been
a
lot
of
extremely
productive
engagement
this
year.
That
I
think
has
really
paid
off
in
terms
of
getting
the
ear
of
the
White
House
and
very
productive
meetings.
H
And
then
just
kind
of
some
talk
about
some
of
the
funding
that
we
played
a
role,
some
role
in
helping
to
secure.
Well,
certainly,
we
advocated
for
our
bonding
requests
at
the
legislature.
The
bonding
Bill
did
not
pass
we're
still
kind
of
waiting
to
see.
You
know
what
happens
next,
but
we
did
again
provide
robust
engagement
to
tell
people
about
our
needs
for
our
bonding
priorities.
H
We
also
igr
facilitates
a
robust
process
within
the
city
to
bring
forth
earmark
proposals.
As
you
know,
this
year
we
we
submitted
nine
last
year
was
11.
from
the
last
year's
process.
We
did
secure
1.8
million
for
wild
dog
housing
this
year.
We
have
two
two
potential
earmarks
that
are
very
advanced
in
the
process.
Right
now,
however,
they
are
not
finalized
and
because
we're
probably
on
the
edge
of
A
continuing
resolution
to
extend
the
federal
government
budget.
H
That
decision
might
get
kicked
down
the
line
a
little
bit
further
and
then
it
will
be
impacted
by
the
could
be
impacted
by
the
election
point.
Is
that
these?
So
this
money
is
very
advanced
in
the
process,
however,
not
finalized.
These
other
two,
the
problem,
nature
code
project
and
the
pathways
project
for
recruitment
for
police
1.8
million-
was
also
secured
for
avivo
Village
through
the
support
of
the
the
governor,
and
there
was
the
12
million
dollar
raise
Grant.
H
That
Grant
goes
to
Hennepin
County,
but
we
are
Partners
in
that
project
to
make
local
improvements
along
Lake
Street
to
support
the
beeline.
There
was
a
lot
of
relationship
building
and
visits
that
I
think
really
helped
to
amplify
and
help
secure
all
of
this.
So
all
those
efforts
contribute
to
these
results.
F
G
H
Would
you
address
that?
Thank
you,
madam
chair
council,
president
Jenkins
yeah
we've
gone
through
various
transitions
throughout
igr's
time
and
at
times
when
we
are
understaffed
for
one
reason
or
another,
we
just
we.
We
do
kind
of
lean
into
a
lot
of
the
existing
contracts
that
we
have
and
try
to
get
more
out
of
that
relationship.
I
mean
I'm,
confident
I
feel
pretty
confident,
we'll
be
able
to
fill
this
position
and
be
ready
to
go
with
our
team.
H
We
yeah
there
have
been
times
when
we
have
contacted
with
people.
For
example,
Allison
Nessie
is
somebody
who
we
worked
with
her
firm
because
we
were
understaffed
and
they
had
a
resource
we
needed.
So
that
was
an
example
of
a
time
where
we
maybe
added
a
contractual
services
to
supplement
our
needs,
but
in
general
we
try
to
keep
the
contractual
Services
kind
of
flat
and
we
want
to
be
fully
staffed
as
an
igr
team.
A
H
A
I
F
I
Or
thank
you
very
much
good
morning
and
thank
you,
chair
Caskey
council
members,
I'm
happy
to
be
here.
My
name
is
Greta
Bergstrom
and
I.
Am
the
interim
engagement
Deputy
I
serve
under
the
city
coordinator,
Heather
Johnston,
in
this
role,
I
manage
the
Departments
charged
with
public
messaging
Communications
and
Community
engagement,
so
these
do
include
3-1-1
the
service
center.
I
But
collectively
we
are
here
to
together
to
present
mayor
Fry's
recommended
2023-24
budget
for
the
merged
3-1-1
service
center,
so
just
to
present
a
quick
Department
overview
and
give
some
context,
because
this
is
a
a
new
merger
as
part
of
the
government
restructure.
The
city
is
in
the
process
of
merging
3-1-1
and
the
service
center
together.
Really
the
goals
for
this
are
to
effectively
provide
information,
mostly
non-emergency
information
sharing
to
the
public.
I
We
believe
that
by
aligning
the
two
functions
under
under
one
function
under
one
Department,
that
Service
delivery
will
be
more
seamless
that
we
will
have
consistent,
efficient
messaging
that
all
depart.
The
both
departments
will
have
the
same
information
and
that
we
will
be
able
to
work
together.
It
will
be
easier
to
access
services.
So
if
somebody
calls
in
to
3-1-1
or
walks
into
the
service
center,
which
is
a
counter
service,
provided
they
will
be
working
with
some
of
the
same
information
and
and
managing
it
together.
I
Non-Emergency
public
information
and
customer
engagement
will
be
United
and
seamless.
We
do
have
more
an
increased
collaboration
enterprise-wide
because
we're
moving
services
and
processes
into
shared
functions
to
reduce
redundancies,
and
we
are
leveraging
expertise
such
as
training
and
data
analytics.
Currently,
3-1-1
has
analytics
the
service
center
doesn't,
and
so
there
is
some
capacity
that
we
can
work
together
on
as
well.
I
I
The
goal
will
be
a
unified
organization
chart
with
a
single
director
efficiencies
based
on
the
best
of
both
functions,
so
that
will
take
into
account
operations
the
training,
administrative
work
and
also
the
analytics
work.
We
have
a
planning
team
that
is
working
with
change
management
and
has
been
since
this
Summer.
That
includes
myself
as
the
executive
sponsor
311
and
Service
Center
leadership,
one
day
in
Rebecca,
as
well
as
human
resources
in
change
management
within
HR,
and
today
we're
really
bringing
forward
a
combined
budget,
separate
organization
charts
within
a
single
presentation.
I
I
will
say
that
the
service
center
is
not
bringing
forward
any
change
items
at
this
time.
3-1-1
is
bringing
forward
two
change
items
and
there
are
no
additional
ftes
walking
through
the
program
and
Staffing
summary
you'll
see
that
this
is
a
combined
chart.
The
FTE
count
in
2020
2
is
actually
35.8
and
that's
for
the
311
itself.
There
are
seven
ftes
in
the
service
center.
So,
as
we
merge
the
two
together,
we
will
not
have
additional
ftes,
but
the
total
count
of
the
two
will
be
42.8.
J
So,
as
you
all
may
know,
the
service
center
opened
in
February
of
2021
that
was
last
year
for
input
in-person
services.
So
we
have
been
in
operation
for
one
and
a
half
years
with
the
public
and
our
partner
City
departments,
experiencing
a
transformation
in
how
the
city
interacts
with
residents
and
businesses.
J
We
are
a
lean
Group
of
Seven
stuff,
and
this
really
underscores
our
success
in
the
last
one
and
a
half
years
in
efficiency
and
collaboration
and
partnership
with
a
business
partner
departments.
Right
now
we
are
working
with
about
eight
departments
in
total
that
we
are
providing
the
services
for
them.
The
service
center
does
not
own
the
work.
J
It
was
probably
under
a
separate
department,
so
we
had
the
MPD
counter.
We
had
Utility
Billing,
which
is
finance
and
Property
Services.
We
had
MDR
Minneapolis
development
review,
which
was
mostly
seeped,
so
we
Consolidated
all
these
five
counters
into
One
Stop
Shop,
which
is
now
the
service
center,
and
so
we
were
able
to
in
consolidating
the
five
corners.
We
are
now
being
able
to
operate
with
a
lean
staff
of
seven
individuals
at
the
service
center.
J
We
provide
all
services
from
permit
applications
and
renewals,
business
applications
and
renewals
police
reports,
utility
bill
payments,
amongst
other
other
services
of
the
seven
funded
positions
that
we
have
at
the
service
center.
Only
six
are
filled
currently
and
we
have
not
been
able
to
fill
the
seventh
position,
because
one
of
the
positions
is
an
internal
detail
that
we
detailed
into
a
management
role
within
the
service
center
and
so
we're
not
able
to
fill
that
position
permanently
with
the
merger.
J
moving
on
to
the
program
updates.
So,
as
director
Bergstrom
said,
the
service
center
does
not
have
any
change.
Item
requests
right
now,
so
the
top
right
hand
corner
is
just
adjusting
for
personnel
costs.
A
mission
at
the
service
center
is
to
understand
our
customers
needs
and
perceptions
the
expectations.
Hence
that
customer-centric
experience
language
that
we
have
on
there
because
then,
based
on
that,
we
are
repurposed
to
deliver
outcomes
that
are
based
on
those
needs.
Our
customers
needs
the
expectations
and
preferences
as
we
focus
on
solving
problems
at
first
Contact
and
on
the
spot.
J
Our
goals
have
been
that
as
part
of
the
city
engagement
Department,
we
have
we
strive
to
helping
the
city
deliver
common
message
through
our
Minneapolis
residence,
as
you
heard,
one
of
the
of
the
reasons
why
it
became
important
for
us
to
merge
so
that
we
can
have
a
consistent
messaging.
That's
one
of
the
goals
of
the
merge
Department.
J
A
third
goal
is
to
make
working
in
and
with
the
city
Easier,
by
providing
standardization
and
removing
inefficiency
and
inconsistencies
across
Services.
It
is
now
way
easy
to
navigate
the
city
processes
because
they
are
all
in
one
space,
whereas
before
a
customer
coming
in
wanting
to
apply
for
a
business,
permit
would
go
to
one
building
and
then,
if
they
have
to
get
a
permit
construction
permit
to
renovate
their
stove
front,
they
would
have
to
go
to
another
area
if
they
wanted
to
pay
their
utility
bill.
J
J
Lastly,
we
are
constantly
reviewing
our
processes
to
ensure
that
they're
simple
to
understand,
to
follow
and
execute,
and
because
it's
all
in
this
one
shared
function,
that
is
a
stop
shop
where
it
will,
together
all
the
information
that
we
need
and
have
constant
communication
and
dialogue
with
a
participating
department
on
what
is
hard
to
understand.
Just
from
this
from
the
city
perspective,
our
city,
employees,
this
subject
matter
experts
that
are
coming
in
for
additional
Services.
J
If
the
agents
are
not
able
to
provide
those
services,
but
also
to
our
customers
that
are
coming
in
moving
on
to
metrics
and
data
and
outcomes,
because
we
are
new
function,
we
haven't
had
the
chance
of
working
with
OPI
yet
for
those
performance
measurements.
But
it's
a
good
opportunity
now
that
we
are
going
to
have
one
fully
of
to
be
to
have
one
for
you
of
operation
in
2022
and
also
with
the
merger
with
3-1-1.
J
It
will
give
us
an
opportunity
to
now
meet
and
have
the
department-wide
buff
new
performance
measures
to
move
us
forward.
A
couple
updates
is
that
we
have
served
in
2021.
We
provided
service,
we
worked
for.
We
were
open
for
only
10
months,
but
we
were
able
to
provide
service
for
about
13
a
little
over
13
000
unique
transactions.
So
this
was
one
in
2021.
J
We
were
not
able
to
measure
the
actual
head
count
for
people
who
are
coming
into
the
space,
but
were
able
to
get
data
on
the
unique
transactions
that
we
were
able
to
provide
in
those
10
months.
In
2022,
we
have
been
able
to
capture
we're
still
working
on
our
reporting
and
upgrading.
It.
We've
been
able
to
capture
the
head
count
and,
as
you
can
see,
up
until
the
end
of
August,
we've
been
able
to
serve
10
700
customers
across
14
900
unique
transactions.
J
J
In
2021,
we
collected
19
000,
19.6
million
in
revenue
from
primates
licenses
and
Utility
payments.
So,
as
you
know,
that's
one
of
the
services
that
we
do
where
we
collect
fees
in
form
of
checks
in
cash
or
credit
card
payments,
and
this
is
just
for
the
service
center-
is
it's
not
reflective
of
what
the
Departments
are
collecting
from
phone
calls,
direct
phone
calls
to
the
Departments
or
direct
check
payments
to
the
departments
in
2022,
as
of
August
31st,
we've
been
able
to
collect
a
little
over
22.1
million.
J
All
services
now
are
being
provided
both
in
person
in
online.
We
know
that
during
the
code,
shutdown
all
service
city
services
transition
to
online,
and
now
we
were
able
to
provide
both
online
and
and
in-person
services.
We
have
a
completed
installation
of
our
keypad
for
the
visually
impaired,
so
they
can
come
in
and
be
able
to
get
a
navigate
through
automatic
kiosks
independently
and
lastly,
on
boarding
with
new
departments
to
the
service
center
is
ongoing.
J
The
the
city's
vision
for
the
service
center
was
in
is
for
you
to
be
the
main
public
access
point
for
in-person
City
Services,
and
we
have,
as
I
said,
we
have
studied
aim
slowly,
onboarding
other
City
departments
that
were
not
part
of
the
initial
come
together
setup
and
recently
we,
our
newest
Department.
What
is
the
Civil
Rights
Department,
the
office
of
police
conduct,
review
or
PCR,
where
police
file
filing
police
complaint
forms
cannot
be
done
in
person
at
the
service
center.
J
We
have
seen
a
Democrat
demographic
demographic
shift
in
the
customer
base
for
in-person
services,
where
we're
seeing
more
people
of
color
and
minorities
communities
coming
into
the
service
anymore.
This
at
the
moment
we're
not
able
to
capture
this
information.
This
data
point
so
that
we
can
be
able
to
specifically
say
like
what
what
ZIP
codes
they're
coming
from
and
all
that
that's
something
that
we're
working
with
our
vendor
to
be
able
to
do
that
shortly,
preferably
beginning
of
2023.
J
Why
is
this
happening?
The
shift
is
an
outcome
of
digital
inequity
that
was
exacerbated
by
the
covid-19
pandemic
and
that
magnified
the
digital
divide
within
City
Service
delivery.
So,
during
the
shutdown
after
everything
went
online,
it
benefited
businesses
and
residents
who
could
afford
online
services
had
technical
expertise
and
equipment
to
do
that,
and
so
with
us
with
the
service
center
opening
in
February.
It
did
not
make
sense
for
a
lot
of
this
to
come
over
to
find
parking
and
transact
in
person
because
they
had,
we
still
had
the
online
services.
J
So
we
have
seen
the
shift
where
the
people
that
are
coming
in
are
those
that
are
disadvantaged
and
cannot
afford
Wi-Fi.
They
cannot
afford
the
equipment
to
be
online.
So
as
a
result
of
that,
the
service
center
has
joined
with
partners
partnered
with
our
I.T
department
and
NCR
on
the
digital
Equity
collaborative
with
Hennepin
County,
so
that
we're
increasing
access
to
Digital
Services.
J
These
services
will
be
provided
by
Hennepin
County
staff
and
contracted
Community
Partners,
but
they'll
be
utilizing
County
and
city-owned
buildings
and
service
centers
within
Minneapolis.
So
this
again,
this
will
provide
opportunities
for
residents
to
gain
digital
literacy
skills,
access
to
technological
tools
and
ensuring
that
Minneapolis
residents
have
equal
access
to
the
internet
and
the
one
thing
that
we've
seen
over
the
last
also
that
we've
seen
over
the
last
couple
weeks,
actually
two
months
and
step
up
interns
between
311
and
the
service
center.
J
J
The
good
thing
is
that
two
of
our
interns
were
bilingual
and
they
they
spoke
Spanish,
and
so
they
were
really
helpful
in
translating
and
helping
the
customers
get
Services.
Now
we
have
translation
services
at
the
service
center,
but
they
start
at
the
corner
where
we
conference
call
using
the
city
Master
contracts.
J
But
those
would
not
work
in
this
case
because
it
was
the
initial
contact
where
we
even
could
not
help
them
ahead
did
not
been
for
the
interns
that
we
had
and
upon
further
looking
into
why
it
was
I
had
conversations
with
director
Rivera
Michelle
Rivera
over
at
immigration
and
Refugee
services
at
NCR,
and
it
was
an
aha
moment
for
us
that
you
know
they
are
seeing
an
uptick
in
other
areas
too,
of
Spanish-speaking
communities.
Now,
there's
not
a
confirmation
about
the
busing
or
of
immigrants
being
flown
into
the
city.
J
They're
they're
working
that
there's
a
group
working
on
that
to
see
if
what
is
what
is
going
on,
but
also
a
preparedness
of
some
sort.
What
it
looks
like
is
that
individual
people
are
making
their
way
to
Minneapolis,
and
so
we
are
now
having
that
conversation
to
partner,
to
see
how
the
service
center
can
be
of
help,
because
a
lot
of
this
customers,
people
that
we're
seeing
coming
to
the
service
center
are
in
need
of
Social
Services.
J
But
they
are
confusing
Minneapolis
service
center
with
Hennepin
County
service
center,
so
we're
having
to
send
them
over
there,
but
maybe
there's
something
we
can
do
to
partner
to
provide
more
information
for
them
of
resources
that
are
available
to
them
and
be
more
welcoming,
rather
than
just
sending
them
over
to
Hennepin
County,
so
we're
having
those
conversations
and
they're
coming
along.
Well,
we
had
a
meeting
this
morning
where
the
one
of
the
discussions
was
the
need
to
form
a
welcoming
space
in
this
service
center.
A
K
K
The
service
center
I
talked
to
a
lot
of
constituents
who
use
it
and
this
illustration
of
the
challenge
that
we
Face
by
seeing
an
influx
of
Spanish-speaking
people
being
able
to
catch
that
at
the
service
center,
which
would
not
have
been
caught
if
it
was
in
five
different
locations
in
the
public
service
building
in
some
in
City,
Hall
kind
of
proves
that
this
is
actually
working.
I
want
to
commend
you
for
your
incredible
work.
K
I
think
you
are,
we
are
lucky
to
have
you
I
really
feel
like
you've
done
a
great
job
and
I
want
to
point
out
that
during
the
pandemic,
when
many
people
were
working
at
home,
this
team
was
working
in
person
and
it
is
very
much
appreciated.
It
feels
like
the
integration
has
worked.
I
will
say:
I'm
not
as
enthusiastic
about
what's
happening
at
3-1-1,
but
I
have
a
lot
of
hope
that
if
this
is
the
direction
that
the
public
service
center
is
moving
in,
that
3-1-1
will
pick
up
on
that
it's
harder
for
3-1-1.
K
They
have
more
difficult
questions
to
answer.
Her
I
want
my
light,
fixed
they're
600
in
line.
When
you
come
to
the
public
service
center
you're,
paying
a
bill
or
you're
getting
a
permit
When,
you
call
3-1-1.
You
could
be
waiting
in
line
a
long
time
for
something
to
happen.
So
I
think
people
somewhat
blame
the
mess.
They're.
The
messenger
and
people
blame
the
response,
but
in
this
case
people
come
in
person
and
they're
treated
respectfully
in
person
triaged
and
moved
on
to
the
correct
place.
K
L
Tarkovsky
council
members
good
morning,
my
name
is
Rebecca
Sandell
and
I
am
currently
serving.
As
the
interim
director
of
311
and
I
am
here
to
present
a
brief
overview
of
3-1-1,
introduce
the
performance
framework,
a
3-1-1
developed
in
partnership
with
the
office
of
performance
and
Innovation
or
OPI,
and
to
review
two
change
items.
L
Our
team
is
made
up
of
three
analysts
who
support
our
technology
and
business
needs
our
training
and
quality
assurance
programs,
and
all
of
our
scheduling,
forecasting
and
Reporting.
Three
supervisors
oversee
our
team
of
customer
service
agents.
Currently
we
have
22
agents,
five
are
still
in
training.
We
are
in
the
process
of
hiring
our
next
class
of
Agents
with
the
goal
of
starting
the
class
no
later
than
November.
L
We
are
budgeted
for
27
agents,
so
we
currently
have
five
vacancies.
Our
goal
is
to
step
up
to
31
agents,
utilizing
bell
curve
Staffing,
which
allows
us
to
hire
over
our
budgeted
ftes.
In
order
to
be
prepared
for
departures
which
have
been
a
continued
challenge
for
3-1-1.
In
2021,
we
had
a
40
percent
agent
turnover
rate
in
2022.
We
are
seeing
turnover
stabilized
at
14.5
percent
to
date
with
the
departure
of
four
agents,
two
of
them
left
for
opportunities
with
other
departments
in
the
city.
L
L
L
Our
department
mission
is
to
serve
as
a
point
of
contact
for
local
government
information
and
services,
providing
accountability
and
transparency.
Together
with
OPI,
we
have
developed
our
performance
framework
mission
that
specifies
what
it
means
to
achieve
our
department
mission.
As
a
point
of
contact,
we
handle
public
interactions,
we
put
report
issues
and
answer
questions.
We
provide
transparency
and
accountability,
because
that
key
information
is
valuable
to
the
Enterprise
understanding
of
resources
needs.
So
the
city
can
continue
to
improve
this
performance.
Framework.
Mission
will
focus
our
work
in
the
years
to
come.
L
In
order
to
provide
information,
we
also
need
to
focus
on
the
first
part
of
this
goal.
The
public
has
access
in
an
effort
to
continue
to
increase
awareness
of
3-1-1.
We
resumed
attending
public
engagement
events,
and
so
far
in
2022
have
attended
five.
We
also
participated
in
opi's
reimagining
public
safety
campaign.
L
We
have
handled
interactions
across
a
variety
of
channels,
including
phone
calls,
email,
emails
and
voicemails
transitioning
to
the
second
part
of
that
goal,
providing
reliable
information.
The
metric
we
are
measuring
is
the
percent
of
reviewed
interactions
that
reflect
agents
completely
and
accurately
relayed
reliable
information.
We
determine
this
metric
through
a
quality
assurance
program
where
agents
review
one
of
their
calls
each
week
score
it
and
discuss
it
with
their
supervisor
completely
and
accurately.
Relaying
reliable
information
is
just
one
of
the
components
they
review
in
order
to
meet
this
goal.
L
Agents
must
use
approved
sources
for
information
such
as
the
311
knowledge
base
or
City
website.
They
must
completely
relay
the
information
to
the
customer
and
they
must
accurately
relay
the
information.
This
89
percent
reflects
interactions
where
all
these
require
requirements
were
met.
Failing
to
meet.
This
measure
can
be
due
to
agent
error
technology
issues
or
process
issues
such
as
information
being
outdated
or
unavailable
to
us.
It
is
up
to
our
whole
team
to
work
together
to
make
sure
information
stays.
Current
and
technology
is
reliable,
so
our
agents
have
what
they
need
to
assist.
Customers.
L
L
L
Our
third
goal
is
that
the
city
decision
makers
have
access
to
Accurate
relevant
and
timely
information
from
3-1-1.
Ultimately,
of
course,
we
want
to
see
the
percentage
of
service
requests
resolved
by
due
date
increased
from
76
percent,
where
311
can
focus.
Our
efforts
is,
in
the
nine
percent
of
cases,
closed
upon
submission.
There
are
a
number
of
cases
that
close
automatically
once
they
are
submitted
and
the
agent
by
the
agent
and
an
email
is
then
sent
to
a
group
of
responsible,
a
group
responsible
for
responding
or
resolving.
L
L
3-1-1
is
also
not
able
to
report
on
the
rate
of
completion
for
cases
closed
upon
submission
311
can
provide
transparency
that
drives
accountability
and
resource
allocation,
where
the
Enterprise
sees
the
need
based
on
volume
of
requests
and
that
closure
rate.
This
is
where
we
ultimately
find
the
opportunity
to
reduce
the
number
of
cases
that
are
closed
after
the
due
date,
which
currently
stands
at
15
percent.
L
L
L
We
move
to
a
software
as
a
service
agreement
with
with
varint
in
2019,
which
requires
us
to
fund
upgrades
to
order
in
order
for
the
vendor
to
continue
support
in
working
with
varint.
It
was
informed.
Our
version
of
the
login
system
would
no
longer
be
supported
by
the
vendor.
As
of
December
31st
2022,
the
cost
of
upgrading
will
be
sixteen
thousand
dollars
in
ongoing
cost
for
the
additional
capacity
needed
for
version
15
6..
L
In
order
to
enter
review,
update
or
resolve
service
requests,
city
employees
need
to
obtain
a
login
license.
Under
our
current
agreement
we
have
275
licenses.
This
has
not
been
enough
to
accommodate
the
growing
needs
of
our
work
groups
and
resolvers.
Currently
we
are
using
more
licenses
than
we
are
contracted
to
use
to
this
point.
L
We
have
used
mitigating
strategies,
such
as
having
cases
close
automatically
with
the
details
of
the
issue
emailed
to
the
resolver
or
work
group
or
bypassing
login
altogether,
by
reaching
out
directly
to
a
resolver,
rather
than
creating
cases
and
workflow
within
the
system.
As
you
can
imagine,
this
creates
lack
of
transparency
and,
ultimately,
accountability.
When
issue
resolution
is
not
tracked
within
a
system
we
have
negotiated
with
the
vendor
the
purchase
of
27
additional
licenses
at
the
cost
of
thirty
thousand
four
hundred
fifty
six
dollars
annually.
L
L
Councilmemberkowski
councilmember
Goodman
at
this
time.
I,
don't
believe
that
there
are
plans
for
council
members
to
have
access
to
login
licenses
in
order
to
see
the
resolution
of
issues
it
would.
Our
agents
go
through
five
months
of
intense
training
and
so
I
think
that
that
goal
could
be
better
met
with
other
efforts
that
we're
currently
undertaking,
one
of
them
being
the
creation
of
a
dashboard
of
login
cases.
That
would
provide
that
information
and
the
necessary
narrative
to
understand
the
life
cycle
of
a
case.
K
Okay,
Madam
chair
I,
mean
it
said.
The
reason
you
were
asking
for
it
was
for
city-wide
Enterprise
leadership
and
I
thought
we
were
leadership.
So
that's
why
I
made
that
assumption
and
since
Council
offices,
more
than
any
other
hear
about
complaints
that
are
not
resolved
by
3-1-1,
we
then
have
to
come
in
and
help
resolve
a
complaint.
Now,
maybe
everyone
isn't
having
this
experience
and
maybe
I'm
the
only
one
but
I
will
say
this
people
blame
3-1-1
when
it's
not
really
3-1-1's
fault.
I'll.
K
Give
you
an
example:
there's
graffiti
on
the
council,
member
chucked
I
will
laugh,
there's
there's
a
project
at
Franklin
and
Hennepin
and
City
barricades
are
out
at
the
intersection
they're
covered
in
graffiti.
Is
that
3-1-1's
fault?
No,
it's
not
it's
a
public
works
issue,
so
dozens
of
people
call
3-1-1
and
3-1-1
says
we'll
have
it
resolved
by
this
date,
but
then
you're
relying
on
another
department
to
resolve
the
problem
to
which
they
don't
resolve
it.
K
And
then
the
constituent
calls
3-1-1
so
they're,
basically
blaming
3-1-1
for
not
solving
the
problem
when
it's
actually
a
different
department,
and
then
it
gets
to
council
member
Chuck
dire
me
and
then
we
have
to
start
making
calls
and
then
we're
told
by
the
administration:
don't
get
involved
in
solving
constituent
problems.
And
so
then,
if
we're
smart,
we
go
back
and
say:
blame
the
mayor
because
he's
in
charge
so
well
that's
what
I
do
now.
K
So
we
need
to
do
something
about
this
constituent
problem,
because
what
it's
doing
is
it's
hurting
morale
in
3-1-1
because
they
believe
that
we
think
they're
not
solving
problems
when
it's
actually
not
their
problem
to
solve.
But
there's
no
way
for
us
to
know
where
it
is
in
the
system.
So
when
you're
paying
for
extra
licenses
to
get
people
logged
into
this
system,
is
the
clerk's
office
going
to
be
involved
in
trying
to
solve
that?
Someone
needs
to
be
involved
in
trying
to
solve
it.
K
I
feel
like
I'm,
a
complete,
broken
record
on
this
issue
of.
Do
we
care
about
what
constituents
think
or
we
don't
and
I
don't
mean
to
take
it
out
on
311,
because
I
know
you're,
not
personally
having
your
poor
staff
people
who
are
understaffed,
going
out
and
cleaning
up
graffiti
at
Franklin
and
Lindale,
but
when
people
are
told,
call
3-1-1
and
then
3-1-1
doesn't
respond,
they
don't
come
back
to
me
and
say:
Public
Works
didn't
clean
up
the
graffiti.
They
say
3-1-1
didn't
respond.
K
This
is
a
problem
we
need
to
collectively
work
through
I
have
brought
it
up
to
leadership.
I
brought
it
up
to
our
leadership.
They
are
sick
of
hearing
about
it
from
me.
I
have
brought
it
up
to
the
clerk
I
brought
it
up
to
the
mayor's
office.
I,
don't
know
what
the
solution
is
and
I
don't
want
to
blame
3011,
because
I
do
understand
how
it
works.
It's
not
just
graffiti
I
can
give
you
a
dozen
street
lights
is
the
worst,
but
there
there's
these
ongoing
complaints
and
I
feel
like
these
reports.
K
We
get
from
311
are
not
super
helpful
because
they
tell
us
who
called,
but
they
don't
tell
us
when
things
were
resolved.
So,
yes,
70
of
all
the
things
you
get
to
departments
probably
are
resolved,
but
when
you're
dealing
with
71
000
calls
divided
by
13
Wards
and
then
so
I
have
a
thousand
or
so
give
or
take,
maybe
maybe
I've
less
than
others.
K
K
L
Council,
member
or
excuse
me
chairkovsky,
council,
member
Goodman,
thank
you
for
your
comments
and
I
do
want
to
go
back
and
address
the
question
about
these
licenses
being
purchased
for
City
leadership.
These
licenses
just
to
share
two
examples
of
where
these
licenses
are
going
to
be
used
upcoming
in
I,
believe
February.
One
would
be
for
our
crime
prevention
specialist
to
be
able
to
actually
go
in
and
work
with
our
suspicious
activity
cases
another
example
being
our
homeless
response
team
right
now.
L
Those
are
two
groups
where
the
cases
are
self-closing
and
those
details
are
sent
on
to
them
via
email,
so
that
amount
of
transparency
and
ability
to
look
up
and
follow
through
those
cases
is
really
what
we're
talking
about,
and
then
that
drives
our
transparency
and
providing
better
information
to
the
city
leadership,
because
then
we're
able
to
track
the
life
cycle
of
that
case,
and
then
that
goes
back
into
numbers.
We
can
report
out
where
we're
Meeting
those
service
level
goals
and
where
we
are
not.
L
L
One
is
working
on
that
dashboard
that
will
provide
transparency
of
the
life
cycle
of
cases
so
that
you
can
see
when
you
get
the
complaint
about
graffiti
in
an
area
you
can
see
the
last
note
that
the
the
Clean
City
crew
put
on
the
case
and
whether
there's
a
note
or
not,
and
that
will
give
you
that
transparency
that
you
need
without
using
one
of
those
login
licenses,
and
it
also
will
be
couched
in
a
way
what
we're
working
on
and
why
it's?
Why?
It's
been
such
an
effort
to
get
that
out.
L
There
is
to
provide
that
context
right
there
via
narrative
or
tool
tips,
so
that
you'll
know
when
you're
looking
at
it.
What
that
case
note
means,
or
even
what
a
case
type
is
and
then,
as
far
as
for
kind
of
what
our,
what
our
agents
have
been
through.
I,
really
believe
that
this
will
also
be
a
tool.
L
M
Thank
you,
Madam
chair
and
to
the
members
of
the
committee.
I
was
hearing
the
discussion
from
my
office
and
ran
down.
I
know
this
is
a
very
significant
issue
to
the
council.
We've
spent
a
lot
of
time
talking
about
Council
leadership
and,
as
the
council
is
aware,
we
do
have
one
position
within
the
legislative
Department.
M
We
are
working
both
with
3-1-1
and
with
the
communications
team
and
the
neighborhood
and
community
relations
department,
in
particular
to
begin
a
study
of
the
city
as
an
Enterprise
and
its
constituent
Services,
how
people
access
information,
how
they
request
assistance
and
how
they
value
or
would
rate
the
level
of
assistance
they're
getting
from
all
of
our
departments,
and
so
we're
anxious
to
get
that
study
underway.
To
give
us
even
more
objective
data
that
we
can
use
to
measure
our
performance
and
then
set
a
benchline
for
improvements
in
the
future.
M
So
everything
the
director
said
is
correct.
I
just
wanted
to
reinforce
that
and
say
in
terms
of
recognizing
from
this
body
the
level
of
importance
that
you
place
on
prompt,
timely
and
efficient
service
to
your
constituents.
We
hear
that
and
we're
doing
what
we
can
to
be
responsive
both
in
the
short
term
and
the
long
term,
and
appreciate
councilmember
Goodman
in
particular,
who
agreed
to
help
us
drive
that
constituent
Services
survey
as
a
priority.
N
Yeah
I
just
had
more
of
a
comment
of
just
committing
I
think
a
lot
of
the
the
metric
based
work
that
3-1-1
you
know
leads
on
I
I,
really
deeply
appreciate,
like
data
and
and
metrics,
and
really
helping
us
as
policy
decision
makers,
make
very
clear,
informed
decisions
or
also
to
help
sharpen.
You
know
our
understanding
of
what
are
some
of
the
key
issues
that
our
residents
are
confronted
by
and
I
will
say.
N
I,
don't
foresee
climate
crisis
taking
away
snow
from
Minneapolis
anytime
soon
and
recognizing,
like
your
data,
when
I
heard
you
know,
maybe
not
the
most
buy-in
or
belief
from
some
of
our
department,
leaders
and
staff,
like
I,
could
point
to
the
data
and
says
this
was
the
number
one
request
in
my
ward
and
all
across
13
Lords
was
around
snow
and
ice.
Therefore,
this
body
should
be
really
looking
at.
N
How
are
we,
as
in
our
policy
making
you
know,
Authority
and
budgeting
Authority
should
be
moving
forward
on
that
and
I'm
so
glad
that
I
was
able
to
move
that
work
forward
in
partnership
with
councilman
rakoski
and
councilmember
Johnson
around
having
a
study
session
on
the
the
19th
on.
You
know
someone
ice
removal
to
do
exactly
that
work
and
being
responsive
to
our
constituent
needs.
N
So
I
often
see
the
work
that
3-1-1
is
doing
going
hand
in
hand
and
supporting
us
in
meeting
like
a
broad,
a
range
of
supports
that
our
constituents
are
constantly
asking
from
us.
So
I
just
want
to
say,
like
I,
really
appreciate
you
all
as
a
partner
in
that
constituent
work,
but
also
how
that
branches
off
into
some
of
the
more
policy
areas
that
gets
into
that
system's
change.
So
I
just
wanted
to
commend
you
and
thank
you
for
that.
O
Thank
you,
madam
chair.
Thank
you
director
and
I,
really
appreciate.
311
leadership
and
staff
coming
to
the
community
and
tabling
sharing
information
and
I
do
want
to
say
that
you
know
I
represent
the
word
that
are
the
least
used
311
services
and
probably
one
of
the
large
largest
award
population.
Wise
is
my
word.
We
need.
We
need
a
better
system
than
people,
don't
have
a
luxury
of
calling
3-1-1.
Are
they
busy
working
and
also
there's
a
lot
of
barriers
with
that
too
language
disability?
O
So
many
different
things?
My
word
talk
about,
graffitis
is
everywhere
and
if
we're
relying
on
only
what
we
get
on
311
reports
we
get
311
is
how
we
fix
the
city.
That
is
not
our
approach.
The
city
should
take
I'm
talking
to
the
doctor
at
the
Departments.
They
need
to
do
better,
surveying
these
communities
and
go
in
and
fixing
it.
Some
neighborhoods
look
better
in
City
of
Minneapolis.
Then
we
have
aborted
the
graffitis,
Franklin
and
I.
Think
311
system
works
for
some
people
not
doesn't
work
for
everyone.
O
We
just
I'll
just
communicate
with
the
my
colleagues
and
also
the
Departments.
We
need
a
better
system
to
work
fairly
for
everyone
that
lives
in
City
of
Minneapolis,
but
thank
you
for
for
the
work
that
you
do
and
for
me
myself,
I
use,
311..
You
know
the
app
really
works.
Great,
so
I
appreciate
the
work
you
do
and
just
to
really
kind
of
highlight
what
councilmember
Goodman
say.
O
D
D
But
one
of
the
things
that
councilmember
Osman
brought
up
that
I
think
is
a
good
idea.
Is
the
app
I
love
the
app?
The
app
is
very
easy
for
me:
I've
been
able
to
teach
my
mom
how
to
use
it,
and
she
is
not
technology
Savvy
at
all,
so
I
think
you
know
maybe
putting
some
investments
into
just
alerting
the
community
that
the
app
is
available
and
also
you
know,
maybe
doing
some
type
of
video
tutorial
or
something
to
show
people
how
to
use
it,
because
it
is
really
simple
and
it's
quick.
D
L
Two
things
I
want
to
touch
on.
First,
our
FTE
count.
I
know
that
director
hodny
spoke
much
to
the
same
challenge
during
her
budget
presentation
that
we
experienced
at
3-1-1.
We
really
do
need
to
get
to
that
point
of
zero
vacancies
so
that
we
can
fully
assess
agent
capacity
and
then
know
what
that
additional
FTE
ask
would
be
I
also
feel
it
would
probably
be
irresponsible
to
ask
for
more
ftes
and
I
have
confidence.
We
would
be
able
to
fill
in
this
fiscal
year.
So
that's
definitely
definitely
going
to
be
on
the
table.
L
The
the
other
part
is
absolutely
they're.
A
part
of
that
digital
divide
is
that
so
many
people
now
solely
use
smartphones.
So
it
is
extremely
important
to
us
that
we
have
a
mobile
app,
that
is
user
friendly.
That
is
conducive
to
supporting
the
life
cycle
of
a
case
so
that
our
offers
are
actually
able
to
effectively
work
with
the
information
that's
gathered
through
those
mobile
app
cases.
We've
had
a
lot
of
luck
with
certain
case
types,
not
so
much
luck
with
others,
there's
also
a
language
barrier
with
our
current
mobile
app.
L
C
Thank
you,
madam
chair
I,
think
you
began
answering
this
a
little
bit,
but
I'll
ask
it
more
specifically
around
your
thoughts
on
the
ftes
necessary
to
expand
to
whether
it's
seven
days
a
week
or
24,
7
and
and
then
I'd
actually
even
be
curious
about
your
thoughts
on
what
would
be
a
good
Target
for
having
better
coverage.
If
24
7
isn't
the
right
Target,
do
you
have
data
that
would
back
up
at
least
expanding
to
weekend
service
to
some
section
of
the
weekend
or
otherwise.
L
Actually
did
for
a
brief
time
expand
to
weekend
hours.
It
was
difficult
for
us
going
in
to
forecast
what
kind
of
volume
we
would
get
we
relied
on
what
we
call
Destination
reports,
which
is
a
number
of
dial-ins
to
our
Center.
While
we
were
away
from
the
phones,
and
so
we
relied
on
that
in
order
to
staff
ourselves
up
for
those
weekend
hours.
L
What
we
found
was
that
there
was
more
of
a
need
on
Saturday
than
there
is
on
Sunday,
so
I
would
I
would
say
that
we
would
probably
want
to
expand
our
hours
on
Saturday
rather
than
Sunday.
With
that
interactive
voice
response
system,
we
may
find
that
we
have
capacity
to
help
a
larger
number
of
customers
over
those
overnight
and
weekend
hours.
L
As
far
as
where
we
see
the
greatest
deed,
we
still
have
the
greatest
deficit
during
those
business
hours,
particularly
between
eight
and
five,
is
where
we
see
that
we
have.
We
have
the
greatest
need
and
we're
falling
short
of
meeting
that
need,
so
that
would
be
where
I
would
focus
ftes
as
far
as
what
the
FTE
count
would
need
to
be
to
accommodate
any
expansion
of
ours,
I
would
I
would
need
quite
a
bit
more
time
to
study
that,
and
certainly
that
capacity
study
would
help
us
try
to
extrapolate
that
out.
G
Thank
you,
madam
chair.
Thank
you
director
for
coming
today
and
I'm
I
wanted
to
compliment
you
and
tell
you
how
much
I
appreciate
that
your
software
system
will
now
include
the
crime
prevention,
Specialists
and
the
homeless
Outreach
team,
as
we
reinvent
Public
Safety,
and
try
to
to
get
our
city
back
on
track.
Those
are
two
key
key
areas,
so
thank
you
so
much
I'm
walking
out
of
here
today
with
a
big
smile
on
my
face.
Thank
you.
Thank.
D
L
Tarkovsky,
thank
you,
council,
member
Vita.
That's
a
great
question.
I!
Thank
you
for
that.
We
currently
do
not
have
a
a
continual
job
posting
our
program.
Our
training
program
right
now
creates
somewhat
of
a
bottleneck
for
us.
It's
five
months
in
length
we're
hoping
that
that
interactive
voice
response
system
will
help
us
to
onboard
employees
more
frequently
and
move
them
simultaneously
through
our
training
program.
Right
now,
our
training
is
conducted
by
a
trainer.
L
We've
made
Moves
toward
having
self-contained
self-paced
modules
that
can
be
used
still
that
contact
between
a
trainee
and
a
trainer
is
extremely
important,
but
at
least
this
way
you
wouldn't
need
to
start
a
class
of
five.
You
could
start
a
class
of
one
and
then
a
couple
months
later
start
another
class
of
one.
What
we're
hoping
the
ground
we're
hoping
to
gain
with
that
interactive
voice
response
system
is
the
bottleneck,
that's
created
by
our
limited
Q
capability.
L
So
the
interactive
voice
response
system,
what
we're
hoping
to
gain
there
is
that
voice
recognition
component,
where
that
will
quickly
put
them
into
a
queue
and
that'll
get
them
to
agents
who
are
trained
to
handle
that
type
of
call.
So
then,
we
can
slowly
incrementally,
throughout
the
year
open
up
new
cues
to
our
agents
and
training.
L
Now
we
we
hired
twice
this
last
year,
we're
finishing
up
a
class
that
began
in
April
and
then
we
are
going
to
be
starting
another
class,
hopefully
end
of
October
or
beginning
of
November.
I.
Do
want
to
note
that
our
class
that
started
in
April,
we
still
were
met
with
a
lot
of
those
covid
challenges
where
we
had
absences
things
like
that.
That
really
slowed
us
down
and
we
got
a
bit
of
a
late
start
with
that
class
due
to
issues
with
the
eligibility
list.
L
A
All
right,
any
additional
questions
from
my
colleagues.
I
am
not
seeing
anything.
So
thank
you
so
much
director
I
really
appreciate
you
being
here
today.
Thank
you,
I've
seen,
there's
no
further
discussion
at
this
point.
I'll
direct
the
clerk
to
file
those
presentations.
Our
next
budget
committee
meeting
is
scheduled
for
Tuesday
October
11th
at
10.
A.M
that
day
we
are
set
to
hear
from
civil
rights,
Communications
and
Community
planning
and
economic
development,
so
see.
Pen
with
that,
we've
concluded
all
business
to
come
before
the
committee
day
without
objection.
I'll
declare
this
meeting
adjourned.