►
From YouTube: October 24, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
Today
we
will
continue
hearing
presentations
from
City
departments
on
the
mayor's
2023
and
2024
recommended
budgets
on
the
agenda.
Today
is
human
resources,
I.T
and
Regulatory
Services
as
a
reminder
to
council
members
and
a
note
for
the
public
department
presentations
will
include
a
department
overview,
a
program
and
Staffing
summary
program
updates
and
new
spending
recommendations
and
the
Q
a
of
the
department
presentations
is
to
remain
within
that
scope.
A
B
Thank
you,
chair
Koski
members
of
city
council.
Good
afternoon.
My
name
is
Bill.
Champa
I
am
serving
as
the
interim
Chief
Human
Resources
officer
for
the
city
and
joining
me
today
is
Joe
hatch
who's.
Our
director
of
business
operations,
he'll
be
providing
the
bulk
of
the
presentation.
I
just
want
to
begin
with.
B
High
level
overview
of
Human
Resources,
beginning
with
our
guiding
principles,
we
have
four
guiding
principles
in
Human
Resources.
We
want
to
Champion
Workforce
Equity.
We
want
to
be
an
employer
of
choice.
We
want
to
highlight
emphasize
employee
health
and
well-being
and
then
also
leverage
technology
and
data,
especially
to
to
help
us
make
decisions.
B
So
I've
been
in
this
role
since
mid-july,
again
serving
as
the
interim
chro
after
patients,
Ferguson
separated
and
our
primary
goals
for
the
next
several
months
are
to
recruit,
to
hire
and
to
retain,
and
if
I
were
to
summarize
that
in
in
three
main
areas
of
what
we're
trying
to
do
in
no
particular
order.
We
need
to
stabilize
human
resources,
we've
been
as
many
as
14
ftes
down.
We
are
now
We've
recently
hired
six.
B
We
are
now
eight
ftes
down,
but
it's
extremely
important
that
we
stabilize
HR
so
that
we
can
properly
support
the
other
departments
throughout
the
city.
We
also
want
to
assist
in
stabilizing
City
leadership
positions,
department,
head
positions,
particularly
in
light
of
the
reorganization,
and
that
also
includes
recruiting
and
hiring
our
next
chro
and
then.
Finally,
a
short-term
goal
is
to
recruit
and
hire
for
Public,
Safety
and
other
hard
to
fill
positions,
police
officer,
911
positions,
certain
I.T
positions
and
others.
So
again,
those
are
our
short-term
goals.
B
We
provided
you
with
an
org
chart,
an
organizational
chart
of
the
department.
We
have
53
employees
or
positions
that
are
budgeted
through
the
general
fund.
As
I
said,
we
have
currently
have
eight
vacancies
and
we
do
have
a
plan
to
fill
those
vacancies
that
we
are
executing
right
now,
so
without
further
Ado
I'm,
going
to
turn
the
rest
of
the
presentation
over
to
Joe
hatch.
C
Very
quickly,
thank
you,
chair
Koski,
president
Jenkins,
vice
president
Paul
Masson,
palmisano
and
council
members
for
the
opportunity
to
present
this
2023-2024
budget
appreciate
that
I
also
want
to
thank
the
other
HR
division
directors
that
helped
me
prepare
this
budget
and,
of
course,
my
budget
team,
Justin
Carlson.
Thank
you
so
much
I'm,
director,
Emilia,
cruver
and,
of
course,
Paul
Cameron,
the
CIO.
Thank
you
slide
four.
Here
we
are
hoping
to
add
three
full-time
employees
in
2023.
C
This
would
include
one
additional
diversity:
Equity
inclusion,
employee
and
two
additional
HR
staff,
adding
capacity
to
support,
hiring
and
retention
for
critical
positions
in
the
Enterprise.
These
two
positions
to
add
capacity
would
be
delayed
in
2023
to
save
a
little
bit
of
money
in
that
2023
budget.
C
C
Just
a
quick
update
on
our
ARP
funding
HR
received
three
allocations:
ARP
1.0,
this
helped
with
HR
capacity
to
support
hiring
for
the
Enterprise,
very
specifically
for
Public
Safety
positions,
also
our
mental
health
pilot
to
add
more
covered
therapy
sessions
for
our
employees
and
furlough
Relief
Fund.
This
paid
back
employees
who
were
required
to
take
furloughs
ARP
1.5.
This
was
for
the
covid
testing
and
covid
support.
C
We
do
have
continued
work
on
monitoring,
covid
and
then
also
communicating
with
our
employees
any
of
those
changes
and
then
ARP
2.0.
This
continued
to
provide
additional
mental
health
support
for
the
next
2023
and
2024.
C
With
the
next
slides
here,
we
do
have
each
division
program
in
HR,
created
goals
and
metrics.
Some
of
this
data
is
ready
and
will
be
reported
today.
Other
data
we
are
gathering
and
or
creating
processes
to
track
HR
is
to
change
items.
You'll
see
that
as
we
go
through
these
programs,
one
is
for
a
Deni
strategic
plan.
C
This
was
began
in
2021
and
the
other
change
item
is
for
HR
capacity
building.
The
city
has
been
struggling
in
many
departments
to
hire
and
keep
employees.
We
do
have
the
great
resignation
which
is
continuing
to
occur
and
we've
had
high
number
of
retirements
the
last
couple
years.
C
The
job
market
is
very
good
right
now,
and
many
people
are
leaving
to
take
other
opportunities.
Pay
is
an
issue.
We
are
hearing
that
there
is
a
lot
of
work.
There's
too
much
work
here,
there's
been
about
19
to
20
percent
of
vacant
positions
over
the
last
year,
and
some
of
these
reasons
do
change
from
Department
of
Department.
C
The
HR
change
items
are
designed
to
help
address
these
concerns.
The
Deni
change
item
focuses
on
three
areas:
recruitment
retention
and
hiring
our
workplace
culture
and
a
Deni
building
a
Deni
infrastructure,
HR
capacity
building.
This
would
really
help
our
goal
to
change
some
of
these
items,
including
making
sure
all
employees
feel
welcomed.
All
employees
feel
supported
and
all
employees
have
opportunities
to
grow.
C
First
program
area
is
Administration
our
mission.
There
is
professional
and
ethical.
Administrative
services
for
the
human
resource
department
goals
is
an
inclusive
and
respectful
workplace,
and
two
of
the
metrics
here
are
an
improved
workplace
culture
with
an
equity
Focus.
We
do
Employee
Engagement
surveys
and
what
we'd
like
to
do
is
look
at
and
start
tracking
the
percent
of
employees
who
rate
their
work,
experience
positively
disaggregated
by
white
and
bypoc
employees.
C
Another
item
that
we
do
in
administration
is
workplace
investigations,
so
we
want
to
make
sure
that
these
complaints
are
completed
fairly.
And
Timely,
inappropriate,
disrespectful
and
illegal
behaviors
are
confronted
and
investigated.
C
Looking
at
the
percentage
of
complaints
investigations
that
we
complete,
hopefully
in
less
than
90
days
in
talking
with
director
Champa
and
our
director
of
workplace
investigations,
we
may
have
to
change
this
to
120
days.
Some
of
these
are
very
complicated
investigations.
You
have
to
interview
a
lot
of
folks
but
we'd
like
to
have
a
baseline
to
make
sure
that
folks
feel
it's
being
followed
up
on
and
we're
completing
it.
Timely.
C
The
goal
here
is
that
we
reflect
the
Democratic
fix
of
the
community.
We
serve
in
our
Workforce.
Some
of
the
metrics
include
increasing
the
diversity
of
the
city's
Workforce.
Our
Target
traditionally
has
been
a
one
percent
increase
in
bipoc
and
female
employees.
Each
year
22
2022
accomplishments.
We
did
see
a
two
percent
increase
in
bypoc
representation
for
the
positions
hired.
Unfortunately,
we
did
not
see
an
increase
with
female
representation.
C
The
gains
made
in
increasing
female
hires
were
eroded
by
an
increase
in
female
employees.
Separating
next
metric
here
is.
We
want
to
hire
a
talented,
diverse,
employee
group.
We
look
at
the
percentage
of
bipoc
and
female
candidates
from
our
applicant
pools,
who
are
then
retained
in
the
hiring
process.
Up
to
that
point
where
the
hiring
manager
gets
to
make
the
decision.
C
So
we
want
to
make
sure
that
there's
a
good
group
that
are
qualified
for
that
hiring
manager
to
make
a
decision
and
and
hopefully
increase
the
diversity
of
candidates
across
the
Enterprise
retention
of
candidates
overall,
is
lower
in
that
pool.
We
are
seeing
a
significant
decrease
in
the
total
number
of
people
just
applying
for
jobs.
I
think
that's
pretty
normal
across
most
sectors.
Nowadays,
although
the
overall
percentage
of
hires
for
bypoc
employees
did
increase
by
three
percent,
so
we're
excited
about
that.
C
The
last
metric
we
do
want
to
offer
meaningful
and
satisfying
careers
at
the
City
of
Minneapolis
for
all
employees.
Looking
at
the
number
of
bipoc
and
female
employees
who
remain
at
the
city
a
year
or
more
after
they've
been
hired
by
group,
so
you
know
we'll
we
we're
hoping
to
track
that
and
report
that
out
have
a
baseline
going
forward.
C
Mm-Hmm
the
first
change
item
here
this
plan
was
began
in
2021.
It
is
the
diversity
Equity
inclusion,
strategic
plan.
This
would
be
for
approximately
a
hundred
and
seventeen
thousand
dollars
ongoing
and
one-time
money
of
a
hundred
and
fifty
thousand
dollars
in
2023
and
then
one-time
funds
of
fifty
thousand
dollars
in
2024..
C
This
would
pay
for
one
FTE,
a
Deni
coordinator.
That
would
help
do
this
work
and
work
with
interim
director
Sean
who
will
oversee
this
project
the
goals?
Here
we
want
to
be
the
employer
of
choice.
We
want
a
city
that
seeks
to
be
an
inclusive
organization
where
a
diverse
group
of
dedicated
and
driven
employees
feel
a
sense
of
belonging
and
have
Equitable
opportunities
to
thrive.
C
C
What
this
means
is
we'll
follow
up
and
close
our
Workforce
representation
gaps.
We
will
develop,
grow
and
promote
a
diverse
group
of
employees
and
will
implement
the
recommendations
from
the
from
the
trans
Equity
review.
Goal.
Number
two
is
to
transform
the
culture
of
the
city
to
create
an
inclusive
and
Equitable
employee
experience.
C
We're
going
to
enhance
Deni
Communications
to
provide
clear
and
consistent
messaging
about
the
city's
Workforce,
Deni
Vision
goals
and
plan,
and
we
want
to
embed
accountability
across
the
Enterprise
goal.
Number
three
is
to
build
an
enterprise-wide
infrastructure
that
supports
a
cohesive
approach
to
Workforce
Deni
across
the
city.
C
This
would
mean
establishing
an
effective
citified,
Workforce,
city-wide,
Workforce
de
Andi
operating
model
to
create
a
foundation
for
success
and
then
allowing
this
to
mature
as
we
create
analytics
capability.
So
we
can
follow
up
on
the
different
tactics
we
plan
on
doing
the
goal
here
is
that
all
employees
feel
welcomed
for
who
they
are
and
supported.
C
C
C
Please
describe
the
expected
impacts
on
racial
disparities.
We
expect
impacts
would
be
improved.
We
have
seen
some
great
strides
in
hiring
diverse
employees.
We
want
to
keep
them.
We
want
a
culture
that
supports
them
where
folks
have
opportunities
to
grow
and
feel
supported.
C
The
next
item
here
is
the
HR
capacity
building.
This
would
be
for
128
520
in
2023
and
256
000
in
2024.
This
would
be
ongoing.
This
is
for
two
ftes.
C
The
goal
of
investing
in
this
change
item
is
over
the
past
two
years,
the
City
of
Minneapolis
has
experienced
tremendous
challenges
with
recruitment
and
retention.
Minneapolis
has
had
nearly
20
vacancy
rate
in
the
past
year
and
an
HR
requests
additional
capacity
to
focus
on
hiring
and
keeping
diverse,
talented
employees.
C
This
investment
would
buy
two
additional
staff
and
builds
capacity
within
HR
to
respond
to
our
Workforce
needs.
This
does
respond
to
two
risks
identified,
one
is
Recruitment
and
Retention,
and
the
other
is
culture.
Concerns
expected
impacts
would
be
diverse,
hiring
has
increased
over
the
past
few
years.
We
need
to
continue
to
hire
diverse
candidates
and
work
to
keep
them
HR
struggles
with
capacity
primarily
for
two
reasons:
work
and
pay.
This
can
identify
that
workload,
capacity
issue
and
hopefully,
we'll
be
able
to
keep
more
employees
in
HR.
Also.
C
The
next
program
area
is
Labor
Relations.
The
mission
of
Labor
Relations
is
to
build
relationships
between
City
leadership
and
our
labor
Partners.
These
relationships
protect
management
rights
as
well
as
labor
rights
established
through
collective
bargaining.
The
goals
here
are
the
city
as
an
employer
of
choice
and
fair
and
collaborative
working
environment.
C
The
metrics
on
this,
the
city
as
an
employer
of
choice.
We
do
want
to
see
an
increase
in
the
number
of
Supervisors
who
have
attended
managing
in
a
union
environment.
We
offer
this
class
twice
a
year
and
unfortunately,
in
the
last
year
we've
seen
a
significant
decrease
of
69
percent.
C
We
need
to
do
better,
I
think,
maybe
offering
that
course
more
I'd
like
to
require
all
supervisors
to
have
to
take
this
class
I.
Think
it's
very
important.
We
have
approximately
90
percent
of
our
Workforce
is
in
a
labor
union
and
making
sure
that
our
supervisors
and
folks
know
the
obligations
we
have
as
an
employer
is
important.
So
there's
some
some
changes
there
that
we
need
to
do.
I,
know
director,
Atkinson
and
HR
are
interested.
C
We've
talked
with
director
of
Learning
and
Development
Don
Baker
at
what
can
we
do
here
to
see
these
numbers?
This
has
been
offered
for
as
long
as
I've
been
here
so
almost
five
years
and
I
think
we
do
see
a
trend
sometime
times
when
a
class
has
been
offered
for
a
long
time,
it
does
tend
to
level
up
and
even
decrease,
so
we
need
to
refresh
it
and
really
push
that
out
there
and
hopefully
we'll
see
some
numbers
climb
in
the
next
years.
C
We
also
want
fair
and
collaborative
working
environments
and
the
percentage
of
collective
bargaining
agreements
that
reach
mutual
agreement.
This
would
mean
nobody
goes
on
strike
and
it's
not
settled
in
arbitration.
We
have
had
some
labor
agreements
that
have
gone
to
arbitration.
Our
goal
here
is
to
meet
reach
mutual
agreement
and
it's
kind
of
maybe
a
good
measure
to
say
we're.
Having
that
fair
and
collaborative
working
environment,
is
it
perfect,
but
we'll
start
tracking
that
and
Reporting
out
to
the
council.
C
Foreign
Solutions
is
the
next
program
here.
The
mission
is
to
transform
the
city
into
an
Enterprise
that
values
and
prioritizes
ongoing
professional
development
goals,
Champion
Equity
learning,
services
and
programs
influence,
behavior
change
toward
an
inclusive
and
supportive
workplace,
environment
technology
and
data
systems
and
processes
are
intuitive,
easy
to
use
and
lower
barriers
to
accessing
Learning
and
Development.
C
Some
of
the
metrics
here
for
the
first
one
is
Champion
equity.
The
objective
is
through
learning,
programs
and
services
contribute
to
creating
consistent
engagement
for
all
employees.
We
have
seen
percentage
of
employees
a
percentage
of
Supervisors
who
attend
the
agile
manager
during
2022.
We've
had
61
supervisors
attend
since
the
beginning
of
this
program,
we've
had
in
2019
we've
had
a
total
of
150
supervisors
and
above
attend.
This
represents
about
24
percent
of
our
supervisors,
so
we're
looking
to
have
honestly
a
hundred
percent
at
some
point.
C
So
we're
continuing
to
look
at
pushing
that
and
trying
to
get
folks
attending
the
next
measurement
here
or
data
point
would
be
percentage
of
employees
who
attend
cultural
agility.
Training
we've
had
an
average
of
25
per
course.
This
is
about
298
total.
Again,
it's
a
starting
place.
This
is
a
baseline
we'd
like
to
see
that
increase
over
the
years
and
we'll
continue
to
report
that
out
to
the
council.
C
The
last
one
here
this
has
just
started
this
year
is
the
percentage
of
leaders
who
attend
metamorphosis.
Leadership,
development,
we've
had
25
and
29
department.
Heads
are
currently
participating
in
the
program,
so
thankfully
we're
at
100
right
now.
C
The
next
one
objective
here
is
to
program
or
Services
users
report
the
intention
to
change
Behavior
as
a
result
of
the
program
or
class.
We
haven't
done
this
yet,
but
we're
going
to
be
adding
a
survey
to
folks
who
do
take
a
class
and
ask
them
what
they
learned
and
how
they're
going
to
change
their
behavior
based
on
what
they
learned
and
see.
If
there's
something
we
can
see
a
trend
there,
hopefully
over
time,
so
people
are
taking
something
away
and
think
it
will
change
their
behavior.
C
The
next
one
here,
technology
and
data
systems
and
processes
are
intuitive,
easy
to
use
and
lower
barriers
to
accessing
Learning
and
Development.
We
do
have
an
Enterprise
learning
management
system.
Is
it
easy
to
use,
are
folks
able
to
log
on?
They
know
where
to
look
for
the
classes
and
will
we
see
a
change
in
enrollment
from
the
previous
year,
so
we'll
be
tracking
that
and
sharing
that
out.
Currently,
it
doesn't
interact
well
with
our
Comet,
our
PeopleSoft
system,
so
we're
looking
to
integrate
that
hopefully
track
it
and
then
provide
some
data.
C
Total
compensation-
this
is
the
next
program
here.
The
mission
is
to
develop
and
administer
employee
benefits
and
compensation
programs
to
promote
employee
health
and
well-being
and
meet
the
city's
Higher
intertention
Goals
goals
are
to
protect
and
support
City,
employee
health,
wellness
and
economic
success.
C
Some
of
the
metrics
or
data
we'll
be
reporting
on
is
maintaining
overall
health
plan
increases
at
or
below
the
health
care
Trend.
So
as
an
employer
are
we
planning?
Are
we
paying
less
or
more?
Do
we
see
a
trend
that
was
higher
than
the
market
and
then
also
as
an
employee?
That's
member
next
objective,
Human
Resources
manages
our
self-insurance
fund.
We
did
go
with
the
Self
Insurance
about
six
years
ago,
so
that
fund
is
that's
the
70
million
dollars
light
purple
that
we
saw
at
the
beginning
of
the
presentation.
C
It's
very
large
and
one
way
to
tell
how
healthy
that
is,
is
the
percent
of
the
reserve
fund
balance
last
objective
here
is
to
maintain
City
wellness
program,
engagement
and
participation
at
80
percent.
We
do
really
well.
Our
employees
are
engaged
in
Wellness.
One
of
the
reasons
we
feel.
Why
is
very
close
to
that
80
percent?
They
get
their
3
000
points
and
then
they
get
a
lower
premium
for
themselves.
So
it's
a
great
incentive.
C
Within
the
HR
budget,
this
is
an
additional
fund,
so
it
is
an
additional
program,
but
it's
basically
under
total
compensation
and
directors.
Director
stenderson,
very
similar
mission,
same
goals
and
two
the
metrics
are
the
same,
but
it
it
really
talks
about
how
we're
managing
this.
It's
a
very
it's
a
lot
of
money
and
it's
been
a
great
success.
C
It
has
been
about
six
years
since,
since
we
went
to
Self
insurance
coverage
for
our
health
insurance,
we've
saved
about
10
million
compared
to
our
previous
coverage,
so
it's
been
over
50
million
dollars
in
savings
by
making
that
change
about
six
years
ago.
So
a
lot
of
a
lot
of
good
news
there
and
we
want
to
continue
to
keep
it
healthy
foreign.
C
Thank
you
very
much
appreciate
it
and
we'll
stand
for
questions.
A
Thank
you,
director
hatch,
so
both
of
you
I,
don't
know
director,
champ
and
Dr
hatch.
They
are
here
to
answer
any
of
our
questions
that
we
might
have
just
as
a
reminder
and
that
I've,
given
everybody
at
each
of
these
presentations,
but
put
yourself
in
queue
to
ask
one
question.
After
a
time
or
one
at
a
time
after
which
we
will
move
on
to
the
next
in
queue
cause,
members
will
need
to
put
themselves
back
in
queue
to
ask
a
follow-up
question
or
another
question.
If
desired,
so
I
see,
council,
member
Payne.
D
Thank
you,
chairkoski
I
have
a
question
about
our
recruitment
campaign.
You
know
very
well
known
about
the
Staffing
challenges
in
the
police
department,
but
I
don't
think
it's
as
well
known
about
the
Staffing
challenges
across
the
Enterprise.
D
Can
you
speak
to
how
you're
going
to
be
addressing
you
know?
Other
other
departments
that
are
struggling
as
much
are.
Is
the
campaign
going
to
be
targeted
by
department,
or
is
it
going
to
be
kind
of
just
broad
messaging
around
working
for
the
city,
I.
B
Thank
you,
chair
Koski,
council
member
Payne,
great
question,
so
the
recruitment
and
marketing
campaign
I
can
give
you
a
little
background,
but
it
is
designed
as
a
city-wide
campaign.
There
were
of
actually
five
departments
that
were
really
heavily
involved
in
the
the
RFP
and
selection
process
and
writing
the
scope
of
services.
So
not
only
the
police
department
but
9-1-1
Communications
HR
and
the
coordinator's
office,
and
so
the
intent
is
a
Citywide
campaign.
That
starts
and
looks
at
our
current
brand,
which
is
something
that
was
started
about
just
before.
B
Covid
kicked
in
serving
communities
building
careers,
but
looking
at
our
brand,
our
messaging
and
how
that
resonates
with
various
audiences
in
the
community
and
the
state
8
throughout
the
focus
is
on
hard
to
fill
positions,
including
Public
Safety,
so
police
positions
9-1-1,
but
also
other
hard
to
fill
positions
throughout
the
city.
So
I.T
comes
to
mind.
We've
got
a
handful
of
other
positions.
E
C
We
do
offer
it's
it's
it's
split
up
into
two
days
now
it
used
to
be
a
full
day
of
managing
in
a
union
environment
and
it
really
helps
explain
to
supervisors.
There
are
some
rights
that
we
have
as
management.
C
There
are
also
some
things
we
need
to
be
aware
of
in
managing
the
employees,
making
sure
we're
not
violating
the
contract,
making
sure
that
we're
talking
with
the
business
agents.
So
it's
very
important.
We
feel
it's
very
important
to
get
as
many
of
our
supervisors
trained
in
this,
so
they
understand
the
responsibilities
they
have
as
a
supervisor
towards
these
Union
employees.
So
we're
going
to
really
look
at
you
know.
I
know,
director
Atkinson
wasn't
happy
about
seeing
that
69
percent
decrease
over
the
last
year.
C
It
is
what
it
is
we'll
be
reporting
that
out
to
the
council
going
forward
in
our
budget
presentations
and
our
hope
is
to
see
that
go
up.
Maybe
we're
going
to
offer
for
some
more
classes.
Maybe
there's
some
better
marketing.
We
can
do
and
we'll
take
feedback
on
what
we're
offering
too
I've
I've
taught
in
the
class
I
feel
like
it's
a
very
good
class
and
the
feedback
that
we've
gotten
has
usually
been
positive.
But
again
it's
a
class
we've
offered
for
about
I.
C
D
I
have
a
question
on
our
self-insurance
I'm,
trying
to
formulate
how
I
want
to
ask
it.
You
know
my
understanding
is
we're
doing
our
own
Actuarial
calculations
to
determine
our
premiums,
so
I
was
curious
a
or
do
we
work
with
a
broker,
or
is
that
a
function
that
we
have
in-house
around
some
of
those
more
sophisticated
calculations?
That's
part
A
and
then
Part
B
is
what
is
the
impact
of
some
of
the
issues
surrounding
whether
it's
on
PTSD
disability
claims
or
even
some
of
the
legal
settlements
associated
with
police
conduct?
C
Thank
you,
chair
Koski,
council
member
Payne.
To
the
first
question
we
do
hire.
We
have
a
consultant
that
helps
us
with
the
actuarials
and
then
it
helps
helps
us.
We
I
believe
we're
taking
our
health
care
plan
out
for
bid
currently
it's
with
Medica,
so
so
that
the
actuarials
and
the
consultant
helps
us
with
that
I'm
good
at
numbers,
but
not
that
good
and
then
to
the
second
question.
I
I
don't
have
an
answer
for
that:
I'd
defer,
probably
to
the
finance
office.
A
A
F
If
I
understand
the
question
correctly,
yeah
actually
I
should
I
should
start
over.
Could
you
reiterate
the
question
just
to.
D
F
To
a
certain
extent,
those
amounts
are
included
as
part
of
our
City's
current
service
level
or
base
budget
each
year,
and
so,
when
the
actuary
comes
back
and
says
you
know,
based
on
settlements
that
we're
seeing
and
anticipated,
we
need
to
be
budgeting
more
or
we
need
to
anticipate
higher
payments
out.
Those
amounts
get
built
into
into
the
city's
budget.
D
And
then
maybe
a
follow-up,
so
then
that's
gonna
establish
our
Baseline,
but
then
what
was
there?
A
Target?
What's
the
word
I'm
looking
for
contingency
associated
with
that
baseline
or
is
the
contingency
Fund
in
absolute
dollars.
C
Chair
Koski
and
council
member
chain
Payne,
there
are
two
different
funds.
This
fund
that
we're
discussing
today
is
just
for
health,
insurance
and
medical
and
dental.
So
there
is
another
I
believe
self-insurance
fund
that
would
cover
these
other
items.
That's
budget
analyst,
Justin,
Carlson
helped
me
with.
A
All
right
I'm
not
seeing
any
further
questions
from
my
colleagues,
so
thank
you
so
much
for
being
here,
I
appreciate
it
and
we'll
move
on
to
our
our
next
presentation,
but
before
we
do
that,
I
just
want
to
recognize
that
President
Jenkins
has
joined
us
also
councilmember,
Goodman,
councilmember,
Osman
and
consumer
Chavez
are
all
here
with
us
now
all
right.
Our
second
presentation
today
is
from
it
I've
also
allocated
up
to
20
or
up
to
45
minutes
for
this
presentation
and
Q.
A
G
G
I
wanted
to
give
you
just
a
really
brief
Department
overview.
So
first
we
are
an
internal
service
department,
so
we
serve
all
of
the
other
City
departments.
I
will
very
quickly
summarize
the
the
mission
as
I
see
it
in
very
simple
terms.
Is
we
want
to
partner
with
departments
and
how
they
utilize
technology
to
solve
problems.
G
So
we
have
three
programs
in
the
I.T
Department
infrastructure,
Services
decision
support
services
and
Workforce
enablement
Services.
We
are
projected
to
have
an
increase
in
2023
of
our
overall
budget,
driven
by
primarily
by
recommended
new
initiatives
that
I'll
be
talking
about
later,
in
addition
to
just
increased
Personnel
costs,
as
well
as
license
and
maintenance
costs
related
to
our
software
contracts.
G
G
Overall,
we
continue
to
see
increasing
demand
for
IT
services
from
City
departments.
This
ranges
from
data
and
visualization
to
enabling
resident
facing
services
to
helping
build
on-demand
training
programs.
During
the
pandemic,
several
major
upgrades
and
system
improvements
were
put
on
hold.
G
As
we've
come
out
of
that
situation,
we
have
several
major
projects
underway
with
additional
Investments
planned
through
the
change
items.
I
do
want
to
highlight
one
concept
that
will
come
up
on
several
of
the
change
items,
and
that
is
this
idea
of
consolidation
of
software
platforms.
So
there's
three
core
principles:
I
want
you
to
try
to
remember
in
just
containing
costs,
enabling
City
departments
and
then
also
streamlining
support,
so
that
will
Circle
back
to
those
foreign.
G
So
the
first
program
within
it
is
infrastructure.
It
is
infrastructure
services.
This
includes
both
the
core
kind
of
behind
the
scenes,
work
of
I.T,
as
well
as
our
Frontline
customer
support
and
Relations
Division,
which
has
probably
the
group
that
you
would
be
most
familiar
with
working
with,
which
is
the
service
desk
and
desk
side
teams.
G
G
The
next
program
in
it
is
decision
support
services,
so
this
area
includes
the
data
Enterprise
solutioning
and
collaboration
teams.
They
support
and
provide
expertise
around
software
development
and
solutioning,
as
well
as
our
data
analytics
and
visualization
platforms.
So
so
this
team
is
really
the
heart
of
the
Minneapolis
data
source,
which
is
where
you
can
view
and
search
for
any
of
the
interactive,
visualizations
and
dashboards
on
the
City
website.
G
The
collaboration
team
provides
support
for
our
collaboration
tools
like
the
city
website,
Microsoft
teams
and
SharePoint.
Also
within
the
decision
Support
Services
Group
is
our
digital
Equity
efforts.
We
did
receive
arpo
money
related
to
digital
Equity.
There
was
a
presentation
at
the
pwi
committee
a
couple
weeks
ago
around
that,
where
we
are
partnering
with
Hennepin
County
and
Minneapolis,
public
schools,
primarily
so
I
would
be
happy
to
provide
other
information
on
that.
If
folks
are
still
curious
about
it,
we
do
have
two
change
items
in
the
in
this
program.
G
G
G
They
also
help
the
Departments
to
become
more
familiar
with
their
data,
which
can
lead
to
improved
data,
quality
and
awareness
they
enrich
and
enhance
the
work
within
departments
by
providing
a
reliable
source
of
data,
analytic
tools,
you
can
see
the
outcomes
from
this
work
on
the
data
source
section
of
the
city's
website,
so
I
also
want
to
highlight
that
there's
an
increasing
Reliance
on
racially
disaggregated
data
and
enabling
data-driven
Solutions.
So
this
change
item
and
the
individuals
on
this
team
are
really
key
to
helping
the
city
move
towards
those
goals.
G
The
second
change
item
under
this
program
is
kind
of
a
a
group
of
contract
increases.
This
request
will
help
us
maintain
our
investment
in
existing
software.
We,
where
we
have
had
greater
than
normal
increases
due
to
either
in
Flight
inflationary
pressure
or
increasing
demand
within
the
Enterprise,
it's
for
approximately
321
000
a
year,
so
the
software
covered
by
this
request,
the
majority
of
the
funds,
is
related
to
the
data
analytics
and
cyber
security
platforms.
The
existing
platforms
that
we
already
own
that
are
used
by
the
city.
G
Thank
you.
The
last
program
within
it
is
the
workforce
enablement
services.
This
includes
our
vendor
contract
management,
business
system
support
and
our
project
management
office
program
goals
revolve
around
driving
organizational
improvements
and
partnering
with
departments
on
strategic
initiatives.
This
is
also
where
the
majority
of
it
contracts
the
software
contracts,
exist.
G
So
we
had
a
number
of
change
items
within
this
program.
The
first
one
is
for
an
Enterprise
payment
platform,
and
this
is
for
nine
hundred
and
sixty
thousand
dollars
in
2023,
with
Investments
ongoing
in
slightly
varying
amounts
in
2024
and
then
ongoing
through
2025..
G
So
the
city
right
now
is
lacking
a
wide
variety
of
self-service
processes
online.
We
do
not
have
a
centralized
and
Enterprise
payment
platform
or
a
resident
facing
portal
for
many
of
the
core
City
processes
such
as
permitting
and
Licensing
so
I
mentioned
platform
consolidation
earlier,
and
this
is
an
example
where
the
lack
of
an
Enterprise
solution
is
leading
to
departments
looking
for
Standalone
options.
G
The
next
request
is
the
next
change
item
is
to
create
an
Enterprise
Salesforce
platform,
and
this
change
item
is
for
approximately
425
000
in
2023,
with
ongoing
costs
that
are
slightly
lower
than
that.
It
does
include
one
FTE
within
that
request.
G
So
Salesforce
is
a
CRM
tool,
so
customer
relationship
management
that
can
be
configured
for
many
different
uses.
It's
something
that
we've
had
success
with
cped
around
their
small
business
and
economic
development
programs,
and
then
we
are
seeing
an
increasing
number
of
requests
across
the
Enterprise,
where
this
platform
would
be
a
good
fit.
We
can
leverage
the
security
data
intake
and
management
and
analytics
components
of
the
platform
to
streamline
how
we
would
be
able
to
roll
out
new
capabilities
for
departments.
G
G
To
put
it
bluntly,
our
HR
and
payroll
systems
are
in
a
serious
need
of
investment.
We
are,
we
are
approaching
this
initiative
with
a
long-term
View
and
partnership
with
the
HR
and
finance
departments
and
we're
looking
to
develop
a
strategic
roadmap
with
a
goal
of
transforming
the
HR
payroll
business
operations
with
a
sustainable
technology
solution.
So
this
is
a
pretty
major
undertaking
by
all
three
departments
to
to
go
through
this
work.
G
The
next
request
that
we
have
is
for
a
project
coordinator,
just
a
single
FTE.
It's
it's
for
a
project
coordinator
in
our
project
management
office.
So
there
is
an
increasing
Reliance
on
technology
for
the
work
that
Property
Services
does.
This
covers
everything
from
building
security
to
the
individuals,
offices
and
Conference
Room
used
by
employees.
This
requires
a
much
heavier
level
of
coordination
than
we've
had
in
the
past,
and
so
this
position
is
one
that
will
help
us
coordinate
efforts
between
I.T
and
Property
Services
on
major
projects
going
forwards.
G
The
last
change
item
is
just
generically
called
technology
consolidation,
but
it's
really
about
Microsoft
licensing.
It's
a
one-time,
expensive,
450
000.
It
will
allow
us
to
move
to
a
higher
tier
of
Microsoft
licensing.
G
This
will
give
us
the
opportunity
to
retire
some
redundant
software
with
a
goal
of
containing
and
potentially
lowering
costs
over
time.
The
upgraded
licensing
also
includes
many
new
tools.
Most
important
is
a
key
component
that
allows
the
city,
clerk
and
attorney
offices
to
more
efficiently
respond
to
and
redact
data
requests,
and
that
is
what
I
had
for
a
presentation.
So
thank
you
very
much
and
I
would
be
happy
to
take
questions
that
you
have.
A
Thank
you
or
Cameron.
We
do
have
a
few
of
a
few
council
members
in
queue
here
and
then
just
a
reminder
to
my
council
members.
One
question:
at
a
time:
oh,
we
have
councilmember
Goodman.
G
Chair
Koski,
councilmember
Goodman.
Thank
you
for
the
question
so
that
contract
we
are
currently
working
on
the
RFP
to
put
out
on
the
street.
We
expect
it
to
hit
I'm
hoping
in
the
first
quarter
of
2023.
G
We
will
not
have
that
finished
by
the
time
the
contract
expires.
So
we
are
in
process
right
now
of
working
towards
bringing
a
a
contract
extension
to
council
for
I.
Think
it's
going
to
be
around
18
months,
which
would
give
us
time
to
move
to
a
new
vendor.
If
that
was
where
we
ended
up
going
with
the
the
RFP
process,.
A
All
right
now
we
have
council
member
Vita.
Then
we
have
councilmember
Payne
after
that,
so
councilman
Avita.
I
Thank
you,
chairkoski.
Thank
you
for
the
presentation.
The
first
question
I
have
is
for
hris
phase
two.
What
is
the
basis
for
the
amount
that
you're
asking
for
please.
G
Council
member
or
chair
Koski
council,
member
of
Utah,
thank
you,
the
the
numbers
that
we
have
are
based
on
estimates
that
similarly
size
organizations
have
gone
through
to
do
kind
of
a
deeper
dive
in
analysis
of
the
software
platform
and
potentially
replace
it
right
now
we're
operating
on
a
system
that
was
implemented
roughly
20
years
ago
and
at
the
time
it
was
implemented.
It
was
configured
it
was.
It
was
overly
customized
in
a
way
that
is,
makes
many
things
just
difficult
to
do,
and
so
untangling.
G
I
So
are
the
costs
just
for
patching
or
is
it
for
modernizing.
G
I
would
say
that
the
majority
of
the
cost
will
actually
be
for
Professional
Services,
with
additional
cost
to
procure
new
software.
If
that
is
the
direction
that
we
go.
I
A
D
You,
madam
chair
I,
was
reviewing
the
amendment
packet
from
last
year's
budget
and
there
was
a
hundred
and
seventy
five
thousand
dollars
set
aside
for
constituent
relationship
management
software
and
that,
to
my
knowledge,
I,
don't
think
we've
implemented
any
such
software
and
I'm
just
curious.
D
G
So
chair,
Koski,
councilmember
Payne.
Thank
you
for
the
question.
My
understanding
of
that
is,
and
that
effort
is
primarily
being
driven
through
the
clerk's
office.
Right
now
is
that
that
that
there
has
been
an
ongoing
conversation
with
a
vendor
for
it,
I
am
not
privy
to
exactly
where
that
conversation
is,
but
I
would
be
happy
to
follow
up
and
get
back
to
you
on
it.
It's
my
understanding
that
that
vendor
would
be
what
would
be
used
for
the
council.
J
Thank
you,
madam
chair,
and
thank
you
director,
Cameron
curious
around
the
digital
Equity
work.
Are
you
or
members,
from
your
team
working
with
local
groups
to
help
develop
I
know
one
group
in
particular:
smart
North
is
really
working
on
Bridging.
The
digital
divide.
G
So
cheer
Koski
councilmember
Jenkins.
Thank
you
for
the
question.
I
know
that
we
are
working
with
several
local
groups.
G
I
without
my
notes
in
front
of
me,
I
would
hesitate
to
give
you
the
list
of
them
right
now,
but
I'd
be
happy
to
follow
up
with
you,
and
this
was
something
that
we
shared
at
the
pwi
committee
as
well.
When
we
gave
the
presentation
I'll
make
sure
you
get.
G
A
copy
of
that
presentation
is,
would
love
to
have
additional
ideas
for
people
that
we
can
partner
with
and
so
we're
working
with
both
Hennepin
County
and
Minneapolis
public
schools
around
really
just
kind
of
exploring
ways
that
that
we
can
help
and
there's
some
some
things
that
are
fairly
well
solidified
as
far
as
is
what
we're
doing
to
move
forward,
but
I
think
there's
also
still
a
fair
bit
of
flexibility
in
how
we
accomplish
that.
G
Think,
all
of
the
above
really
so
we
have
a
portion
in
which
we're
working
to
help
people
gain
access
to
high-speed
internet.
In
some
cases,
its
devices,
one
of
the
programs
and
and
something
that
Hennepin
County
is,
is
hiring
right.
Now
is
a
group
of
digital
Navigators,
which
will
be
able
to
work
in
the
community
and
be
out
in
the
community
around
helping
to
increase
just
the
the
level
of
I.T
knowledge,
just
just
technology
knowledge
and
help
people
kind
of
build
up
their
their
competencies
competencies
in
that
area.
G
K
J
And
it's
related
to
equity,
but
you
know
USI
w
is
not.
Oh,
is
not
as
accessible
in
many
parts
of
the
city,
particularly
low-income
part
in
the
city,
where
it
probably
would
be
most
beneficial.
Do
we
have
a
sense
of
if
and
when
those
access
to
those
resources
will
be
made
available
to
lower
income
communities?
Yeah.
G
Chair
Cross,
Key,
councilmember
Jenkins,
thank
you
for
the
question,
I
and
and
I
am
speaking
for
USI
and
and
I
would
think
we
may
want
to
follow
up
with
them
directly.
From
my
conversations
with
them,
I
know
that
they
are
starting
the
build
out
in
North
Minneapolis
this
year
for
fiber
coverage.
G
G
I
have
not
gotten
a
date
from
them,
but
I
do
believe
that
they
are
making
the
Investments
towards
that
goal.
As
far
as
the
order
and
the
choices
they
are
making
around,
where
to
make
those
Investments
first
is
something
I
believe
we
should.
We
should
hear
from
the
company
on
that.
I
You
chairkoski,
this
is
my
last
question.
Maybe
I
think
it
is.
Can
you
just
explain
to
me
why
we
need
two
years
of
consulting
services
to
tell
us
that
our
system
is
outdated
and
inefficient?
Please
yeah.
G
The
question
around
whether
we
try
to
fix
the
system
that
we
have
in
place
or
go
out
and
replace
it
is
one
that
I
think
companies
across
the
world
struggle
with
when
they
have
an
older
think
of
it
as
an
Erp,
which
is
a
enterprise.
Resource
planning,
is
a
sort
of
generic
kind
of
framework
for
what
these
systems
fall
into.
G
There
have
been
tremendous
advances
in
the
software
and
some
of
the
software
platforms
that
are
out
over
the
last
five
or
ten
years,
and
it
is
a
multi-year
effort
to
if
we
were
to
replace
the
existing
system
with
a
brand
new
system.
It
would
be
a
two
to
three
year
project
and
so
that
consulting
services
and
is
is
really
needed
just
to
continue
us
through
the
the
project.
I
So,
if
we
so
after
the
consultant,
if
we
the
Consulting
process,
if
we
figure
out
that
we
need
a
whole
new
system,
you're
saying
that
it'll
be
an
additional
two
to
three
years
to
implement
that
new
system.
After
those
two
years.
G
I
A
A
I
think
you
had
said
it
about
20
years
we've
had
this
current
system
and
we've
looked
into
modernizing
this
in
the
past,
or
it
seems
like,
and
now
we
have
two
years
of
Consulting
has
have
we
done
anything
or
any
efforts
been
made
to
capture
what
the
cost
of
that
is
and
opportunity
costs
of
the
modernization
delay.
G
E
G
Chairkovski
councilmember
rainville,
it's
a
excellent
question.
I
I
will
have
to
go
like
I
believe
that
it
has
been
the
contract
negotiations
that
have
largely
been
the
main
piece
that
has
slowed
it
down
and
I
like
beyond
that
I
I
don't
have
a
lot
of
information
on
that
specific
piece
of
software.
J
A
L
Have
kind
of
two
very
related
questions,
I
mean
we
know
that
our
HR
systems
have
impacts
on
racial
disparities.
A
few
years
ago
we
did
an
audit.
Internal
audit.
Did
an
audit
about
how
people's
end
of
service
operates,
whether
it's
getting
employees
their
last
paychecks
or
removing
their
access
to
other
important
like
internal
systems
and
how
how
different
departments
all
kind
of
did
it
differently.
It
was
up
to
different
levels
of
management.
Sometimes
it
was
done.
Sometimes
it
wasn't
it.
L
It
certainly
had
a
lot
of
filled
controls
in
it
right
and
I
think
that
over
time
with
HR,
we've
made
changes
to
that.
But
I
do
think
there's
an
impact.
L
The
outdated
systems
that
have
just
been
patched
over
years
and
years
are
failing
to
attract
and
retain
talent
in
our
competitive
job.
Market
I've
had
a
lot
of
people
share
with
me
over
the
years
that
they've
applied
for
jobs
here
and
never
heard
anything
back,
and
it
seems,
like
things
just
go
into
a
black
hole.
I
have
a
policy
Aid
that
works
for
me
that
applied
to
several
jobs.
Five
years
ago,
before
he
started
with
me,
he
still
gets
updates
on
these
jobs,
which
is
kind
of
kind
of
ridiculous
I'm
curious.
L
G
If,
if
the
system
is
not
designed
to
capture
the
data
that
we
need
to
measure
those
metrics,
then
it
won't
measure
those
metrics
and
that's
something,
and
when
I
talked
about
strategically
partnering
with
HR
and
finance.
So
Finance
has
the
payroll
side
of
this
like
that
is
one
of
those
things
that
we
want
to
lay
out
up
front
is
make
sure
that
we
are
putting
our
strategy
down
and
that
that
is
then
a
guidepost
for
us
through
the
rest
of
the
project,
to
make
sure
that
we
can
accomplish
those
those
goals
that
we
have.
Thank.
A
All
right,
I
have
myself
in
queue
and
I,
don't
see
anybody
else
here,
I
guess
kind
of
piggybacks
on
here
and
console
vice
president
palmisano.
When
she
was
talking
a
little
bit
about
attracting
and
retaining
talent
and
I
know,
we
just
had
the
presentation
from
HR
I'm
curious
will
the
consultant
will
that
be
part
of
their
work
is
to
kind
of
understand
the
impact.
A
G
So
chairkovski,
thank
you
for
the
question
going
into
any
large
I.T
project,
there's
three
kind
of
interlocking
components.
You
have
people
process
and
Technology
that
are
interconnected
in
different
ways,
and
so,
where
there's
a
big
component
of
retaining
the
talent,
you
know
we
heard
from
the
HR
department
around
their
efforts
that
are
underway.
A
Great,
thank
you.
I.
There's
a
lot
of
moving
Parts
here,
so
I
appreciate
learning
a
little
bit
more
from
you
how
this
is
all
going
to
interact
so
not
seeing
any
further
questions
from
my
colleagues.
So
thank
you
so
much
for
for
being
here
and
for
your
presentation
today.
Thank.
A
M
M
M
We
must
change
our
systems
and
strive
for
an
anti-racist
City
to
live
and
to
work
in
regulatory
Services
is
a
department
that
is
always
thinking
about
how
we
can
evolve
not
just
for
today,
but
for
tomorrow
we
pride
ourselves
on
being
strategic
in
our
work.
We
engage
in
how
we
engage
and
support
our
staff,
as
well
as
maintaining
stable
and
resilient
work
environments.
M
In
times
of
crisis,
the
department
of
regulatory
Services
protects
the
health,
safety
and
Welfare
of
residents
through
a
continuous
program
of
Regulation
inspections
and
enforcement
of
laws
and
ordinances
pertaining
to
housing,
inspections,
fire
inspections,
traffic
control,
problem
properties
and
Animal,
Care
and
Control.
We
do
this
in
many
ways
and
we
do
it
through
accountability.
Number
one:
accountability,
education,
Equitable
enforcement.
We
also
leverage
data
in
our
decisions.
M
This
last
year
has
been
full
of
challenges
and
also
we're
proud
of
the
work
that
we
do.
We
continue
to
rise
and
we
continue
to
serve
so
special
saying
thanks
to
the
staff
that
is
out
in
the
field
right
now,
and
also
to
the
staff
that
joins
me
here
in
this
room.
So
who
are
we?
Who
is
regulatory
Services?
We
have
three
field
divisions
and
one
administrative
division.
M
I
also
want
to
note
that
43
of
the
department
is
non-white.
51
of
my
department
are
women.
Each
division
is
unique
and
and
has
a
broad
spectrum
of
education
and
enforcement
to
gain
compliance.
We
have
adopted
several.
We
have
adapted
services
to
meet
the
needs
of
our
communities
and
our
customers.
We've
integrated
Lessons
Learned
in
truce,
exposed
in
the
pandemic
and
from
the
murder
of
George
Floyd
I
am
extremely
proud
to
introduce
my
leadership
team
because
I
want
you
to
see
who
they
are
they're
sitting
here.
M
M
As
you
can
see,
we
are
diverse
in
gender
age
and
we
were
all
born
in
different
places
around
the
world
in
the
country.
This
has
mattered
to
us
in
so
many
ways
and
because
the
work
is
different,
our
difference
perspectives
challenges
us.
Sometimes
we
cry.
Sometimes
we
push
and
I
guarantee
you
every
day
we
learn
from
each
other
as
we
do
this
difficult
work
and
we're
always
challenging
the
status
quo.
M
our
latest
our
largest
division
Inspection
Services,
which
we
combined,
which
is
what
used
to
be
known
as
fire
inspection
services
and
housing.
Inspection
Services
in
2021
has
a
10
million
proposed
budget
in
2023,
Minneapolis,
Animal,
Care
and
Control
provides
coverage
for
Animals
incidents
which
24
7
coverage
with
a
staff
field,
staff
of
10,
Animal
Care
and
Control
Officers
and
4.5
Animal,
Care
technicians,
traffic
control
code.
Compliance
staff
are
projected
to
provide
11,
000
hours
of
traffic
management
and
special
events.
M
In
addition
to
regular
parking
duties,
our
operations
and
engagement
staff
process,
14
million
in
Revenue
annually.
We
provide
easily
consumable
data
and
information
to
inform
external
customers
implementing
Department
priorities,
project,
managed
Enterprise
initiatives
and
steers.
Our
robust
eni
program.
M
As
I
mentioned
before
regulatory
Services,
as
is
an
enforcement
department,
that
values
Community
input
and
education,
we
walk
the
line
between
code
written
to
promote
life
and
safety
and
the
difficult
realities
many
of
our
residents
face.
We
work
innovatively
to
marry
those
two
realities
throughout
my
presentation.
I
will
share
real
experiences
illustrating
this
tension
between
regulatory
regulation
and
reality.
M
We're
also
seeing
other
things
change
where
people
are
breaking
into
buildings
that
are
not
occupied
or
condemned,
and
I
have
an
example
that
in
2017
we
had
a
rental
license
revoked
and
that
property
entered
into
the
vacant
building
registration
program
in
2018.
M
do
the
lack
of
Maintenance
and
Property
Management.
The
building
was
repeatedly
open
to
trespass,
despite
despite
being
boarded
by
the
city
several
times
that
property
was
condemned
in
late
2018.,
the
building
sustained
four
additional
fires
and
generated
more
than
100
police
calls
for
service
between
2020
and
2021.
M
M
M
As
a
highlight,
we
move
forward
a
new
ordinance
for
overnight
truck
parking
and
I've
received
calls
from
many
of
you
about
overnight
Trucking,
and
this
ordinance
took
effect
in
January
of
2022
and
staff
traffic
control
staff
spent
three
months.
Educating
drivers
about
the
ordinance
we
created
awareness
by
Distributing,
Flyers
to
semi
truck
drivers.
For
over
a
month
before
we
enforced,
we
issued
warnings
for
two
months
before
commencing
on
a
for
enforcement.
M
We
also
have
leveraged
our
diversity
by
attending
various
Community
TV
radio
spots,
to
educate
the
public
regarding
the
new
ordinance
and
other
Public
Safety
initiatives.
The
last
photo
that
you
see
on
this
slide
is
perfect
because
what
it
does
show
and
when
it
shows
our
staff,
but
it's
two
two
of
our
bilingual
staff
appearing
on
Somali
radio
as
part
of
our
education
campaign,
because
we
know
not
everybody
reads:
information
through
the
start
trip.
M
Reimagining
Public
Safety
campaign
traffic
control
has
been
called
and
stepped
up,
we're
responding
to
more
critical
parking
incidents,
traffic
management,
we're
doing
so
much
behind
the
scenes.
Work
that
keeps
traffic
moving
safely
and
flowing
as
I
mentioned.
We
did
the
truck
ordinance
and
I
will
say
that
I
received
less
emails
from
community
and
less
phone
calls
from
your
offices.
M
The
beautiful
thing
about
traffic
control
and
their
leadership
is
they
are
flexible
and
they're
quick
thinking
and
they
move
staff
to
where
they
are
needed,
most
be
between
special
events,
rush
hour
traffic
parking
enforcement
and
other
code
violations,
equity
and
important
is
Paramount
to
ensuring
that
our
residents
receive
services
to
keep
roads
safe
and
usable,
while
not
being
overly
punitive
in
our
most
vulnerable
communities.
The
data
shows
that
s
zip
codes,
55401,
55411
and
55412
experience,
Equitable
enforcement
to
traffic
control
warnings
and
citations
compared
to
the
rest
of
the
city.
M
M
M
This
allows
us
to
leverage
historical
knowledge
again,
retaining
our
employees
and
also
creates
Pathways
and
career
development
within
the
department
and
I,
often
joke
with
the
med
that
he
hires
really
good
people
and
he
keeps
losing
them
to
other
departments,
and
that
is
really
key
to
the
work
that
we're
doing
in
the
department
again
as
part
of
reimagining
Public
Safety
change.
I.
This
change
item
supports
nine
ftes
to
expand
the
overnight
staff,
responding
to
critical
parking
complaints.
M
We
are
also
known
to
support
other
departments,
and
this
is
true
again
with
traffic
control
right
now,
we're
currently
supporting
Minneapolis
Police
operation,
Endeavor
campaign,
we
piloted
weekend
coverage
in
the
downtown
district
area,
and
things
have
gone
really
well,
and
our
feedback
from
other
departments
as
well
as
other
businesses,
is
that
we're
providing
amazing
service
and
we
are
fortunate
to
be
able
to
participate
in
this.
M
Our
next
division
is
inspection
services,
and
this
is
led
by
Enrique.
Velasquez
I
also
want
to
note
that
he
was
an
eternal
hire
coming
from
cpet
and
we're
so
excited
to
have
him
with
us
again.
Our
mission
and
goals
are
on
the
slide,
but
in
general
the
purpose
is
to
inch
to
ensure
safe,
dignified
buildings,
either
commercial
or
housing.
M
M
M
We
elevated
virtual
inspections
during
the
pandemic
and
we're
keeping
up
with
those
as
an
option
to
our
renters
and
to
our
property
owners.
We
rolled
out
e-bikes.
We
have
five
e-bikes
that
roam
all
of
the
city
and
our
inspectors
say
that
they
really
love
it
because
it
brings
them
closer
to
community.
Also,
it's
in
alignment
with
some
of
our
climate
goals
as
a
city.
M
We've
also
wrote
out:
Ms
bookings,
I,
know
Paul,
Kramer
and
hates
to
see
me
because
I'm
like
what?
What
what
can
we
use
can
we
be
a
pilot
we
rolled
out
Ms
bookings
and
inspection
services,
and
this
has
allowed
for
an
easier
way
for
our
residents
to
make
scheduling
opportunities
instead
of
playing
around
with
voicemails.
So
we've
found
that
these
things
and
oftentimes
I
want
to
note
that
these
initiatives
are
brought
by
our
staff.
M
As
in
the
example
before
we
want
to
engage
in
compliance,
we
don't
want
to
force
compliance.
We
want
to
engage
in.
We
also
find
that
if
people
understand
they're
more
likely
to
follow
so
this
slide
is
focus.
Focuses
on
founded
versus
non-founded
shows
that
our
education
efforts
are
paying
off.
Founded
complaints
have
increased
nearly
10
percent
over
six
years,
meaning
our
education
efforts
are
successful
in
leaving
more
time
to
inspection,
rental
properties
in
2022.
Our
inspections
are
projected
to
exceed
the
number
we
did
in
2019
in
pre-pandemic
times.
M
Important
because,
as
you
know,
51
of
our
housing
stock
is
rental
and
we
know
a
large
percentage
of
our
rental.
Housing
stock
is
occupied
by
black
indigenous
people
of
color.
Our
increased
Focus
here
helps
to
ensure
safe
living
conditions
by
all
and
for
all
residents
and
we're
doing
this
by
holding
our
property
owners
accountable.
M
This
change
item
addresses
nuisance
abatement.
A
hundred
thousand
a
hundred
thousand
dollars
is
to
keep
up
the
the
rising
vendor
costs
to
Abate
nuisance
issues,
grass,
trees,
trash
and
yards
buildings
open
to
trespass.
We
anticipate
significant
cost
increase
due
to
increase
in
labor
and
material
costs
when
contracts
are
rebid
in
2023.
M
Mac
we
call
it
Minneapolis,
Animal,
Care
and
Control,
like
we
call
it
Mac.
This
is
led
by
director
hairfield
our
rope.
Our
work
here
promotes
welfare
of
animals
and
people
through
Public,
Safety,
Community
welfare
and
medical
services,
and
incident
responses,
responding
to
dog
bites
or,
as
all
the
way
up
to
unlicensed
animals.
M
This
is
important
because,
as
you
know,
there's
a
vet
shortage
in
the
area
and
many
communities
cannot
even
access
vet
care,
but
they
can.
In
Minneapolis
we
have
4.5
acts
and
numerous
community
volunteers
providing
physical,
social
and
emotional
Rehab
and
Care
to
all
shelter
animals,
including
time
interacting
with
humans,
volunteer-led
play
groups
and
our
foster
program
to
name
a
few.
M
Last
fall,
Mack
was
called
out
to
a
very
severe
dog
bite
when
the
Animal
control
officer
arrived,
the
victim
had
extensive
injuries
and
the
owner
fled
with
the
dog
for
several
months,
Mac
actively
investigated
by
interviewing
Witnesses
following
leads
and
questioning
suspects.
They
were
even
at
the
bedside
of
the
victim
when
they
came
to
consciousness.
M
The
hospital,
the
teamwork
led
to
locate
the
dangerous
animal
in
bringing
it
into
shelter.
Veterinary
staff
were
unable
to
evaluate
the
dog
due
to
its
vicious
Behavior,
with
two
staff
unable
to
safely
secure
it.
The
dog
be
the
dog's,
Behavior
lack
of
bite,
inhibition
and
physical
trauma
it
caused
on
the
human
victims.
M
Indicated
that
the
dog
needed
to
be
humanely
euthanized
I
also
want
to
state
that
we
know
that
this
dog
was
involved
in
three
other
cases,
were
they
brutally
harmed?
The
residents
of
our
city
stories
of
violent
dogs
are
more
common
in
reflecting
reflect
the
escalated
environment.
We
work
in
the
shelter
practices
manage
intake
so
that
physically
and
socially
healthy
animals
are
cared
for
outside
of
the
shelter,
many
and
Foster
homes
or
rescue
groups.
Animals
remaining
in
the
shelter
require
extensive
physical
and
emotional
Rehabilitation,
which
is
labor
intensive.
M
M
As
a
result
of
these
factors
in
2022,
our
live
release
rate
dropped
below
90
percent.
A
requirement
of
a
no-kill
shelter
in
2021
30
of
Mac
calls
were
at
s
reap
zip
codes.
A
disproportionately
high
number
data
from
2022
thus
far
has
re
reflected
that
trend,
referring
again
to
the
increase
in
dog
bites
and
dangerous
dogs.
47
of
the
Calls
Mac
has
received
this
year
for
bytes
have
been
in
the
S
reap
zip
zip
codes.
M
For
a
short
period
of
time,
Mac
has
was
required
to
temporarily
reduce
some
services,
but
we
hope
to
be
back
in
full
service
by
the
end
of
2022.
Once
we're
fully
staffed,
we
have
maintained
low-cost
vaccination
clinics.
We
work
with
the
Native
American
partners
and
other
animal
welfare
groups
to
sterilize
cats,
donate
vaccines
and
microchip
supplies
to
Minneapolis
prep
resource
center
and
work
in
partnership
with
trap,
neuter
release
programs,
proactive
activities
like
this
keep
animals
out
of
our
shelter.
M
This
division
provides
strategic
direction
for
our
Department's
work
through
data
analysts
and
process,
Improvement
proactively,
engaging
with
the
community
and
our
most
vulnerable
residents,
prioritizing
renter
protections
through
elevated
tools
and
promoting
an
inclusive
and
Equitable
work
environment.
This
division,
as
I
said,
is
the
backbone
of
regulatory
services
and
I
also
call
it
the
heart
foreign.
M
The
staff
helps
to
support
the
public
service
administrative
hub
and
that
division
annually
maintains
120
internal
and
external
dashboards
that
receive
over
90
000
hits
per
year.
We
provide
important
information
and
responses
to
nearly
500
external
data
requests,
processed
nearly
35
000
rental
license
and
registrations
citations
and
contractor
authorizations
and
permits
they
oversee
a
hundred
administrative
hearings
for
seven
City
departments.
Besides
reg
Services,
we
send
out
more
than
forty
thousand
letters
for
our
Inspection
Services,
Division
and
hearing
programs.
M
M
M
It
is
challenging
when
violations
occur.
As
a
result,
the
alternative
enforcement
team
in
our
resident
Liaisons
were
created
and
added
to
this
division.
They
were.
These
teams
were
recreated
to
meet
people
where
they're
at
often
when
they
are
in
crisis.
Both
teams
are
able
to
connect
folks
to
resources,
make
sure
that
they're
aware
of
their
renters
rights
and
their
property
when
their
property
owner
is
failing
them.
M
We
want
to
make
sure
that
they're,
not
negatively
negatively
impacted
when
we
are
holding
the
property
owner
accountable.
I
also
want
to
say
that
we
we
also
provide
education
for
property
owners.
If
you
are
to
be
a
renter,
we
educate
them
as
well.
So
we
are
also
trying
to
support
all
parties
in
this
process.
M
One
of
our
housing
Liaisons
was
referred
a
case
concerning
a
leaking
roof
and
an
eventual
roof
collapse,
and
unfortunately,
this
roof
collapse
injured
the
child
living
in
the
home
following
mandatory
condemnation,
the
family
faced
a
series
of
obstacles,
including
not
enough
money
to
relocate
to
a
new
home
which
included
a
deposit
in
first
month's
rent.
At
the
same
time,
a
major
storm
affected
our
software
systems,
so
the
city
was
unable
to
provide
the
family
with
relocation.
M
We
recommend-
or
this
division
is
always
thinking
and
recommending
race
and
Equity
data
that
will
help
us
understand
the
impacts
on
the
black
indigenous
people
of
color
populations.
We've
retooled
engagement
to
leverage
technology
allowsing,
allowing
greater
participation
with
our
community
members.
We
are
housing,
our
alternative
enforcement
for
elevating
in
intervention
for
vulnerable
renters
and
homeowners.
M
Beyond
that,
we
are
also
looking
at
our
Behavior.
The
city
has
brought
through
cultural
agility
and
we,
as
usual,
took
it
to
another
level.
Correct
Services
has
a
robust
staff,
LED
eni
team
that
develops
and
hosts
learning
and
engagement
opportunities.
This
is
Staff
LED.
M
One
of
the
things
that
I
struggled
with,
as
we
were,
asking
our
staff
to
do:
d
e
and
I.
That's
a
problem
for
me.
Our
staff
have
full-time
jobs
and
we
had
hit
a
level
in
our
learning
where
it
was
no
longer
appropriate.
It
wasn't
in
the
first
place,
but
you
got
to
do
what
you
got
to
do,
but
we
decided
to
hide
a
third
party
to
do
the
work,
so
all
of
our
staff
could
learn-
and
in
this
picture
you
see
on
the
far
left.
It's
the
engage.
M
M
And
it
has
created
conversations
in
our
meetings
at
the
we
don't
have
a
water
cooler
anymore,
but
in
the
coffee
area
and
and
the
cool
thing
is
all
of
our
staff
can
participate
in
that
and
we
are
learning
and
we
are
understanding
that
as
a
city
City
entity,
the
role
that
we
play
so
that's
Behavior,
we
also
option.
Engagement
is
really
looking
at
our
hiring
processes,
and
this
goes
to
systems
we
looked
at.
Why
are
our
recruiting?
Why?
Why
aren't
we
seeing
the
diversity
that
we
want?
M
So
we
looked
at
our
job
descriptions
we
reviewed
for
education
and
experience.
We
looked
at
our
language,
we
looked
at
where
we
recruit.
We
also
made
sure
our
hiring
panels
were
diverse
not
just
by
gender,
but
also
by
a
class
of
person.
Working
and
I
don't
mean
class,
but
I
mean
it's
not
always
the
manager,
and
we
also
invite
other
departments
into
our
hiring
panel.
M
Our
interview
questions
are
really
really
challenging
and
really
what
it
boils
down
to
is
the
questions
that
we
get
back
is:
does
this
new
individual
have
the
ability
to
operate
in
an
anti-racist
Department?
That's
what
we're
striving
for
we're
not
there!
Yet
that's
what
we're
striving
for
foreign
of
our
department
staff
speak
a
language
other
than
English.
M
M
We
are
so
proud
of
our
diverse
staff
and
we
won't
stop
there
we're
going
to
keep
it
moving.
We
plan
to
dig
into
the
division
and
the
job
title
and
we
were
always
looking.
Is
this
the
right
job?
How
do
we
evolve?
How
do
we
make
sure
that
we
are
strategic
for
the
next
two
three
five
ten
years?
We're
not
just
thinking
about
the
next
12
months.
M
So
these
are
the
things
that
we're
doing
in
regulatory
services
Beyond
just
the
staff.
Beyond
all
of
these
things
on
this
slide
you're
going
to
get
dizzy,
we
work
across
the
city
to
protect
the
health,
safety
and
Welfare
of
residents
through
regulation,
as
I
said
before:
inspections
and
enforcement
of
laws,
laws
and
ordinances.
This
division
leads
process,
Improvement
projects
and
Enterprise
projects.
M
In
order
to
provide
a
timely
strategic
response,
we
will
and
we
do
work
across
the
Enterprise
to
do
this
work.
One
of
the
programs
you
may
know
is
the
911
emergency
response
that
we're
doing
with
traffic
control
in
MPD.
So
again,
as
I
stated,
this
graphic
shows
the
multifaceted
approach
the
department
takes
to
support
and
carry
out
our
enforcement
duties.
M
Change
item
is
is
really
related
to
employee
safety.
In
2022
we
saw
an
unprecedented.
We
just
saw
a
high
level
of
violence
being
occurring
to
our
staff,
things
being
thrown
in
at
their
car
physically
harmed,
and
this
request
stems
from
just
what
does
it
mean
to
work
post
pandemic
in
this
environment?
M
It's
hard?
How
do
we
recruit?
How
do
we
retain,
as
our
staff
become
more
involved
in
reimagining
public
safety?
We
continue
to
prioritize
employee
well-being
and
the
conditions
in
which
they
work.
I
want
to
note.
This
change
item
is
viewed
by
our
viewed
positively
by
our
employees
and
seen
as
an
aid
to
their
safety.
M
M
A
Thank
you
director,
I
appreciate
that,
yes,
just
as
a
reminder,
my
class
members
may
put
themselves
in
queue
to
ask
one
question
at
a
time
and
then
we
will
move
on
to
the
next
question.
If
you
need
to
put
yourself
back
in
queue
to
ask
a
follow-up
question
or
another
question,
please
do
so
and
then
just
as
a
reminder,
this
q
a
should
remain
within
the
scope
of
this
department
presentation.
So,
first
up
we
have
council
member
Osman.
N
Oh,
thank
you,
madam
chair
Dr.
Garnett.
Actually,
thank
you
so
much
for
your
leadership
and
I
would
say
that,
since
you
got
here,
this
department
is
better
placed
today
because
of
your
communication
and
you're
passionate
of
of
this
department
that
serving
the
president
of
Minneapolis
and
I
just
want
to
say
that
your
staff
deserved
to
be
safe,
to
come
to
work
and
feel
safe
to
do
their
job
and
their
resilience
and
and
hard
work.
N
We
appreciate
that
and
we
understand,
and
we
want
to
make
sure
we
do
everything
we
can
to
protect
your
staff
and
and
their
well-being
matters
to
us.
N
N
They
are
not
just
the
protect
the
resident
being
a
well-beam,
but
at
the
same
time
they
are
running
like
a
business,
the
traffic
control.
N
What
I
have
seen
in
my
experience
here?
The
over
enforcement,
the
over
complicated
parking
rules,
I,
would
say
some
of
the
residents
I
talked
to
especially
minorities
and
people
with
different
barriers
of
language
they
feel
like
they
are
being
targeted,
not
just
the
safety
of
traffic
flow,
but
in
a
way
of
ticketing
to
make
money.
N
There
are
probably
streets
that
are
most
ticketed
anywhere
else
in
the
city.
There
are
streets
that
you
can
go
there
right
now
and
your
traffic
control
and
are
standing
there
just
waiting
to
take
it
folks,
I
have
thinking
about
the
system
systematic
way
of
thinking
about
the
businesses
too.
N
That
question
comes
up
is
really
the
city
there
to
make
money,
not
just
the
traffic
control
flow,
but
also
really
put
a
fairly
complicated
product
controls.
I
have
a
picture
of
my
phone
that
there's
one
meter
that
changes
four
different
times
during
the
day.
One
time
it's
a
loading
zone,
one
time
it's
just
I'm,
even
confused
myself,
so
I
want
to
challenge.
N
You
I
want
to
ask
you
that
I
know
you're
new
as
a
director,
but
really
looking
at
the
city
practices
when
it
comes
to
the
over
enforcement
and
the
traffic
controlled
I
get
a
lot
of
complaints
in
the
minority
parking
that
they
are
over
ticketed
and
the
folks
are
there
to
doing
their
job
of
course
then
play
but
at
the
same
time,
just
waiting
folks
to
get
to
be
to
park
over
there
so
that
they
can
ticket
them.
I.
N
Witness
it
myself
on
Carmel,
mall
and
pleasant
couple
traffic
control
just
sitting
there
during
the
day,
some
I
and
here's
where
I
ask.
This
is
a
lot
of
questions.
It's
not
just
the
regulatory
services,
but
also
also
Public
Works,
who
even
decides
where
to
put
the
meters
that
also
a
process
needs.
It
needs
its
own,
looked
and
change.
N
M
We
work
really
hard
on
educating
I,
don't
think
we
work
hard
on
educating
folks
on
what
the
or
what
the
signs
are
and
how
they
are,
and
the
reality
is
that
if
you're
not
following
the
rules,
you
will
get
a
ticket
and
I
will
say
this
because
a
colleague
of
mine
texted
me
and
she
said
it's
Ray
I
got
a
ticket
and
I
said
well,
did
you
did
you
pay
the
meter?
Did
you
do
this
I'm
like?
Well?
No,
no,
no
I
didn't
do
it.
You
know
it's.
M
It's
covid
and
I
said
well,
where's
we're
a
department
that
functions.
If
you
don't
play
the
meter,
if
you
don't
follow
the
signage,
you
will
get
a
ticket
and
that's
called
accountability
right.
We're
doing
our
job.
Now,
to
your
point
about
us
regulating
specific
departments
or
sorry
did
neighborhoods
over
others.
M
M
And
if
the
answer
is
no,
we
have
a
problem.
We
need
to
look
at
the
data,
and
so
what
I
would
like
to
do
is
meet
with
you
have
a
conversation
and
again
there's
other
other
conversations.
We
had
a
meeting
with
director
Adele
about
the
Carmel
mall
with
council,
member
chugtai
and
others
about
what
that
looks
and
feels
like.
M
So
those
are
conversations,
but
we
can
continue
to
have
them
more
deeply,
but
my
goal
is
that
maybe
that
was
reg
Services
of
the
past,
but
that
I
would
hope
that
our
residents
don't
feel
that
just
because
of
who
they
are
where
they
come
from
or
what
ZIP
code
they
live
in
that
they
are
going
to
be.
You
know,
dealt
in
a
different
way
and
so
I'm
open
to
having
further
conversations.
Thank.
N
A
Thank
you.
We
now
have
council
member
rainville,
then
we
have
Goodman
in
palmisano
and
I
just
want
to
be
mindful
of
our
time
as
well,
but
just
to
give
everybody
and
I
see
Jenkins.
So
that
will
might
be
our
final
question
with
with
our
timing
that
we
have
here
so
all
right.
So
council,
member
rainville.
E
Thank
you,
madam
chair.
Thank
you,
director,
I
I'm,
really
concerned
that
your
employees
are
not
as
safe
as
in
the
past
and
I'm
wondering
you
know
what
other
departments
can
help
with
that
safety.
What
we
as
a
council
can
do
to
help
as
safety
you're,
the
pro
you're
the
expert.
Could
you
give
me
some
advice
on
that?
Please,
chair.
M
I
feel
like
folks,
don't
want
to
be
accountable
and
when
we
have,
we
need
to
function.
We
need
to
do
things
and
what
I
want
folks
to
understand
is
that
we're
part
of
a
society
greater
than
ourselves
and
our
one
action-
and
there
are
a
number
of
other
issues
going
on,
but
the
help
that
I
need
is:
is
that
and
I'm
getting
it?
To
be
honest
with
other
department
heads
we
Ahmed
and
Enrique
are
part
of
our
Safety
Committee.
We
are
talking
about.
M
How
do
we
keep
our
staff
safe
in
terms
of
additional
situational
awareness?
These
these
body
cameras
are
a
help.
We
we
know
where
our
staff
is
at
all
areas
of
the
times,
but
I
think
really.
What
it
is
is
that
and
I'm
getting
my
kids
are
driving
crazy
for
saying
this,
but
as
a
society,
we
have
to
start
thinking
about
others
and
that
there
are
things
that
we
all
have
to
do
so
paying
your
parking
meter
is
a
thing.
M
If
you
get
a
ticket,
it's
not
the
traffic
control
agent
who
issued
you
the
ticket,
it's
not
his
fault,
so
we
need
some
ownership
and
again
the
covet
allowed
us
to
do
things.
We
never
dreamed
and
it
was
like
a
ghost
town,
but
the
reality
is
is
we're
coming
back
to
life,
the
city
is
functioning
now
and,
as
a
result,
there's
some
fundamental
rules
that
we
follow,
and
so
my
ask
is
that
every
time
I
speak
to
each
one
of
you,
council
members.
M
You
ask
me
how
my
staff
is
doing
and
I
appreciate
that
you
are
very
aware
with
the
safety
issues
when
it
comes
to
recruiting
and
retaining
animal
care
and
control
lost
10
agents
over
this
last
year
because
of
the
burnout
because
of
the
level
of
violence
that
they
are
seeing.
It
is
just
not
sustainable
so
with
HR
with
this
I
believe
the
the
money,
the
mayor,
the
seven
million
dollars
with
supporting
employees,
I
think
that
will
go
further,
but
we
have
to
understand
that
if
we
don't
have
employees
to
do
the
work.
K
Your
council
member
I'll
say
that
it's
a
work
in
progress,
but
majority
of
my
staff
do
not
100
feel
safe
at
times
to
go
out
and
it
puts
myself
and
and
the
rest
of
our
leadership
team
in
a
challenging
situation
that,
even
though
we
want
to
be
out
there
and
provide
the
service
that
we
need
to
provide
and
and
we're
going
back
to
different
areas
at
the
same
time.
Knowing
that
there's
also
safety
elements
that
will
really
come
up
anytime.
K
But
as
a
leader,
you
have
to
put
a
brave
face
and
and
have
the
smile
and
stay
strong
and
believe
that
the
system
is
going
to
change
and
and
I
appreciate
the
partnership
that
we
have
with
MPD
and
and
the
rest
of
the
leadership
team,
because
we
do
kind
of
get
together
and
figure
out,
always
ways
that
we
can
improve
the
safety.
And
that's
why
I
do
appreciate
that
we
do
have
the
body
camera.
K
The
body
camera
is
coming
up
and
one
of
the
things
that
we
run
into
situations
is,
we
had
cases,
safety
situations
where
our
agents
were
involved
and
when
we
proceed
those
cases
through
MPD
or
when
it's
when
it's
investigated,
they
were
not
able
to
prosecute
any
of
the
cases
because
of
lack
of
either
evidence,
lack
of
videos
and
all
that,
so
the
body
camera
I
believe,
is
going
to
really
boost
the
morale
of
the
stuff,
because
now
at
least
we
have
the
ground
Foundation,
where
the
Syria
attorneys
are
willing
to
work
with
us.
K
But
if
there's
no
evidence,
then
it
puts
it
puts
them
in
a
challenging
situations
to
prosecute
any
of
those
cases.
So
I
think
the
body
camera
is
at
is
a
start
and
and
safety
in
general
is
changing
and
we're
looking
forward
to
continue
to
improve.
Thank
you.
A
H
Okay,
so
that
means
I
have
like
one
and
a
half
minutes
for
the
10
minutes.
That's
left!
Thank
you
so
much
for
your
presentation.
This
is
a
really
actually
kind
of
diverse
body
of
work.
H
Overall,
these
kind
of
interesting
regulatory
departments
all
in
the
same
department,
but
those
who
know
me
know
my
passion
really
lies
in
animal
control,
so
I
just
want
to
ask
I
noticed
there
weren't
any
change
items
for
animal
control,
but
I
also
noticed
that
we're
basically
doing
a
lot
less
with
less
and
I
wanted
to
just
give
you
an
opportunity
to
speak
to
what
we
are
doing.
H
We
had
talked
in
our
briefing
about
not
being
open
as
many
hours
and
I'm
a
bit
worried
about
losing
Animal,
Control,
Officers
and
I
feel
like
we're
relying
on
volunteers
and
the
staff
potentially
could
be
really
burned
out
from
this,
because
it's
not
just
hard
work.
It's
super
emotional
work
to
have
to
be
collecting
people's
animals,
hoping
we
can
find
them
a
home
and
then
potentially
euthanizing
those
that
have
behavior
health
issues
if
our
veterinarians
and
trainers
can't
be
helping
them.
M
There
isn't
any
funding
this
year,
because
last
year
we
actually
allocated
some
ftes
for
them,
and
so,
when
we
look
at
the
disparities
of
the
department
this
year
is
where
it's
at.
What
I
will
say
is
the
reduction
in
service
hours.
We
did
share
that
with
you
and
with
Community,
but
we
also
have
people
that
are
on
call
so
behind
the
scenes.
Although
we
did
say
that
we
are
reducing
staff,
our
staff
have
continued
to
go
out
there.
M
We
are
doing
things
differently
in
the
sense
of
we're
not
doing
less
we're
just
doing
it
differently,
and
so
we're
allocating
some
of
our
our
resources
and
leveraging
different
partners
to
take
care
of
the
healthy
ones.
So
we
can
deal
with
some
of
the
issues
that
we're
seeing
so
I
will
say
Caroline.
We
talk
about
this
often
that
in
a
year
when
we
re-look
at
this
budget,
it
may
be
different.
L
Thank
you,
madam
chair
I,
think
that
some
of
this
information
shows
that
there's
a
high
number
of
inspections
in
our
sharep
ZIP
codes
and
something
that
has
always
bothered
me
when
I
served
on
the
Public
Works
committee
is
when
you
have
people
with
the
snow.
Clearing
assessments
come
up
and
they
are
they're
trying
to
object
to
the
assessment
that
was
given
to
them.
But
so
often
they
are
low-income
rental
property
residents
and
it
I
guess.
M
A
I
Thank
you.
Thank
you.
So
much
for
the
presentation
and
thanks
to
all
your
staff,
I,
had
a
really
good
meeting
with
Jessica
this
morning
about
Havenbrook,
which
is
a
really
big
issue
in
War
4.
They
have
over
200
properties
in
my
ward
and
we
have
a
lot
of
violations,
just
basic
living
condition,
violations
in
those
properties
and
about
a
month
ago,
I
came
to
visit.
You
and
I
met
your
team
and
learned
about
all
the
work
that
they're
doing
to
make
sure
that
Havenbrook
has
their
properties
up
to
par.
It
is
impressive.
I
All
the
work
that
they're
doing
I
had
a
Jessica
is
just
something
spectacular
and
everyone
that
works
with
her
I've
I
wanted
my
team
to
meet
her,
because
we
don't
always
have
the
answers
to
the
questions.
When
people
ask
us-
and
we
had
no
idea
that
all
of
this
work
was
going
on
in
the
city
with
these
200
plus
Haven,
Properties
or
whatever
name
they
have
have
now,
because
I
know
that
she
told
us
that
they've
switched
the
name.
I
And
so
my
question
is:
what
are
some
of
the
challenges
you
are
having
in
maintaining
this
robust
rental
licensing
program
or
inspection
program
right.
M
So,
specifically
with
what
we
do
as
portfolioing
excuse
me,
chair,
Koski,
council,
member
Vita,
the
challenge
is
is
trying
to
be
proactive
versus
reactive,
and
so
one
of
the
things
that
we
have
done
specifically
with
Havenbrook
front
yard,
residential,
whatever
they're
going
by
today-
is
that
we're
getting
smart
about
how
we
do
the
portfolio
and
working
with,
let's
say,
IX
and
working
with
others.
M
But
one
of
the
biggest
challenges
is
communication,
communicating
to
the
broader
public
that
they
do
have
rights
they
do
have
agency
and
that
we
are,
you
know:
how
do
we
get
that
out?
We
are
doing
a
campaign
right
now
that
will
be
leveraged
on
your
app
it's
an
app
developed
and
that's
rolling
out,
hopefully,
by
the
end
of
the
year.
I
could
be
wrong
on
that,
but
we're
we're
really
work.
It's
communication.
M
I
As
I
said
to
Jessica
earlier
today,
however,
my
office
can
help
you
elevate
the
work,
please
let
us
know
it's
extremely
important
on
the
North
side
for
residents
to
know
that
you
are
holding
this
company
in
particular,
and
all
landlords
accountable.
Thank
you
for
that
great
work.
Keep
it
up.
Thank.
J
Thank
you,
Madam
chair
and
Ms
Garnett,
Julie
and
I
I.
Don't
have
a
question
because
my
colleagues
has
really
great
questions
and
and
really
cover
many
of
the
things
that
I
was
wanting
to
to
discuss.
But
I
will
just
say
you
know:
I
know
that
you
have.
J
This
department
has
the
unevitable
task
of
enforcing
regulations
in
the
city
and
in
multiple
areas,
in
animal
control
and
our
bars
and
restaurants
and
rental
properties,
Etc
and,
of
course,
traffic
meters
and
people
don't
pay
and
you
get
a
ticket
and,
and
it
creates
a
lot
of
angst
and
so
I
just
wanted
to
just
say
thank
you
to
you
and
your
team
for
being
on
the
front
lines,
particularly,
and
you
know
the
times
that
we
are
living
in
inflation.
J
Kind
of
post
covet
we're
really
not
post
covet
and
I
think
you
know,
people's
habits
are
changing
in
terms
of
when
they
come
and
park
and
do
all
of
these
kinds
of
things
and
your
department
has
been
adapting,
so
just
wanted
to
acknowledge
the
great
work
and
say.
Thank
you.
Thank.
M
A
B
A
Speak
for
myself,
but
maybe
others
feel
the
same
way,
but
I
felt
I
can
really
feel
your
passion
and
your
care
for
both
your
employees,
but
also
every
Community
member
in
the
City
of
Minneapolis,
of
all
the
work
that
you
guys
do
so.
Thank
you
very
much.
Thank
you
not
seeing
any
further
discussion
I
at
this
point,
I'll
direct
the
clerk
to
file
these
presentations
and
let
you
know
that
our
next
budget
committee
committee
meeting
is
tomorrow:
10
a.m.