►
From YouTube: February 8, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
B
Good
afternoon
my
name
is
lenay
palmisano
and
I'm
the
chair
of
the
committee
of
the
whole
I'm
going
to
call
to
order
our
regular
committee
meeting
for
tuesday
february
8th
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
and
city
staff
as
authorized
under
minnesota
state
statute,
minnesota
open
meeting
law,
section
13.021
due
to
the
declared
state
of
local
public
health
emergency.
B
C
D
B
Members
present,
thank
you.
Let
the
record
reflect
that
we
have
a
quorum.
We
have
three
items
on
the
agenda
today.
I
think
it
will
be
fairly
short
and
then,
in
addition
to
our
reports
of
committees
that
have
met
this
cycle.
The
first
item
on
our
agenda
is
just
an
update
to
the
appointment
of
council
members
to
various
boards
commissions
and
committees.
This
is
a
continued
effort
from
last
time
we're
working
to
be
very
intentional
here
about
where
we
focus
the
council's
time
and
energy.
B
A
F
G
G
B
B
Staff
does
not
have
a
presentation
for
this
item
today,
but
they
are
on
hand.
If
my
colleagues
have
any
questions,
I
will
say
that
going
forward.
In
our
new
term,
our
cfo
dushani
dai
will
review
and
approve
contracts
based
on
procurement
recommendation
and
all
of
the
approved
contracts
that
are
were
approved
last
year
during
the
phase
one
arpa
cycle
and
considered
an
approved
by
council.
B
All
of
those
contracts,
as
they
come
in
will
be
on
our
committee
of
the
whole
agenda
monthly
as
receive
and
file.
So
you
know
this
is
an
expedited
contract
approval
process
that
was
implemented
to
get
arpa
funding
out
the
door
as
quickly
as
possible
and
into
the
hands
of
ways
that
it
can
do
good.
So
these
are
phase
one
projects
that
were
approved
by
the
council
and
these
contracts
that
we
will
have
as
a
receive
and
file
monthly.
A
committee
of
the
whole
are
simply
executing
on
those
already
approved
projects.
B
B
This
subcommittee
was
established
to
receive
reports
on
implementation
of
the
executive
mayor,
legislative
council
governance
structure,
and
so
I
will
invite
clerk
casey
carl,
to
give
us
a
presentation
on
that
item.
I
think
coordinator
heather
johnston
might
be
part
of
it
too.
I'm
not
sure,
but
go
ahead.
H
I
think
I'm
actually
kicking
us
off
unless
casey
wanted
to
want
to
anything
to
say
so.
I'm
gonna
just
start
by
saying
good
afternoon,
chair
palmisano
and
members
of
the
council.
As
you
know,
my
name
is
heather
johnston.
I'm
the
interim
city
coordinator,
and
I'm
here
today
with
our
city
clerks
casey
carl,
to
provide
an
initial
presentation
about
the
implementation
of
the
executive
mayor,
legislative
council
government
structure
structure
that
our
voters
approved
this
past
november.
H
H
First,
we'll
address
the
timeline.
Since
the
charter
amendment
was
adopted.
Second,
we'll
review
the
new
governance
structure,
which
is
a
system
that
shares
power
between
an
executive
mayor
and
the
new
legislative
council.
That
discussion
will
set
the
stage
for
a
brief
conversation
about
roles
and
responsibilities.
H
Finally,
we'll
close
with
some
recommendations
on
next
steps,
so
the
next
slide
shows
the
timeline
the
this
past
november.
As
you
all
know,
voters
adopted
charter
amendment
number
184,
which
implemented
a
new
governance
model
for
the
city
of
minneapolis.
It
was
typically
described
as
an
executive
mayor
model.
This
amendment
was
initially
developed
by
the
charter
commission.
In
its
report
the
commission
said
its
primary
goal
was
to
clarify
and
consolidate
responsibility
for
organizational
performance
in
a
chief
executive
that
being
the
mayor
following
the
voter
adoption.
The
amendment
was
effective
one
month
later
on
december.
H
We
are
just
a
little
bit
more
than
four
months
since
the
voters
adopted
the
charter
amendment.
So
we
wanted
to
highlight
this
timeline
to
level
and
manage
expectations,
as
the
one
thing
that
we
do
know
is.
It
will
definitely
take
time
and
this
this
managing
these
expectations
are
not
just
for
the
council,
but
for
the
community
at
large.
H
Well,
four
months
have
passed
since
the
election.
It's
been
four
months
and
we
are
just
now
in
the
second
cycle
of
regular
committee
meetings
of
the
council.
So
we
understand
that
there's
a
lot
of
work
to
be
done
and
many
challenges
that
we
need
to
address
and
we're.
We
are
working
hard,
even
though
it's
early
in
the
term
at
the
staff
level
we're
still
adjusting
and
adapting
to
this
new
structure
and
it's
imp
implications
for
how
we
operate
as
a
single
enterprise
under
a
system
that
separates
the
executive
and
legislative
responsibilities.
H
H
The
next
slide
is
the
over
the
organizational
chart
now
you're
going
to
know
that
casey
did
these
slides
because
it's
very
fancy.
So
I'm
going
to
go
through
this
next
one
here.
The
slide
provides
a
visual
representation
of
the
operating
structure.
H
So,
under
the
charter
amendment
the
mayor
becomes
the
chief
executive
officer
of
the
city,
so
click
there.
We
go
and
ensures
a
direct
line
of
accountability
to
the
entire
community.
In
that
capacity,
the
mayor
serves
in
essentially
three
capacities
as
a
political
and
policy
leader
of
the
city
by
partnering,
with
the
council
to
identify
and
articulate
the
city's
goals
and
strategic
priorities
to
enact
local
laws
to
govern
the
community
and
to
adopt
policies
that
regulate
and
direct
the
city
enterprise
in
deliveries
in
deliberating
city
services
and
programs.
H
Nation's
day-to-day
operations
within
the
fall
policy
framework
adapted
by
the
council
and
finally,
the
mayor
function
is
functions
as
the
city's
chief
elected
official
and
primary
spokesperson
and
plays
an
important
ceremonial
role
in
the
community
in
the
city
in
a
replies.
Enterprise
excuse
me
so,
as
you
can
see
in
the
green
triangle,
we're
talking
about
the
city
council
as
a
counterbalance
to
the
mayor,
this
council
is
a
legislative
and
principal
policy-making
body
of
the
council
of
the
city.
Excuse
me
and
oversees
the
new
legislative
department.
H
H
H
All
right,
second,
the
council
is
responsible
for
maintaining
and
a
system
of
checks
and
balances
within
the
system
of
government
by
monitoring,
analyzing
and
holding
the
administration
accountable
for
its
performance
and
providing
policy
level
direction
to
ensure
that
the
city
is
meeting
the
needs
and
priorities
of
the
community.
And
finally,
third,
the
council
and
his
individual
members
provide
a
visible
length
to
the
community
to
ensure
the
voices
of
residents,
neighborhoods,
community
stakeholders
and
all
partners
are
heard
and
incorporated
into
city
decision
making
on
an
ongoing
basis.
H
This
final
function
includes
what
we
call
constituent
services,
which
encompasses
a
wide
range
of
responsive
support
and
assistance
by
council
members
and
their
offices
for
their
constituents
and
is
an
extension
of
their
their
representative
duties
as
elected
officials
and
finally,
the
third.
The
third
piece
is
the
city
administration.
H
Reporting
to
the
mayor
is
the
city
administration,
which
is
the
collection
of
its
operating
departments,
shown
here
in
orange.
The
operating
departments
are
two
in
two
different
groups.
The
charter
departments,
which
I
mentioned
earlier,
are
directly
accountable
to
the
mayor
shown
in
the
dotted
box
in
this
chart.
You
can
kind
of
see
that
there,
the
heads
of
these
departments
are
nominated
by
the
mayor
and
appointed
with
the
consent
of
the
full
council.
These
department
heads
once
appointed,
serve
at
the
pleasure
of
the
mayor
mayor
for
terms
that
align
with
the
mayor's
elected
term
of
office.
H
The
second
group
of
management
department,
heads
right
here
are
appointed
by
and
responsible
to
the
city
coordinator.
The
heads
of
these
departments
are
appointed
by
and
serve
at
the
pleasure
of
the
city
coordinator,
so
the
next
slide
will
show
you
a
system
of
shared
powers,
as
this
slide
shows.
The
new
government
structure
is
one
in
which
the
mayor
and
the
council
share
power.
H
I
Thank
you
to
our
city
coordinator,
heather
johnston
and
madam
chair
members
of
the
committee,
we'll
move
forward
now
with
the
rest
of
this
presentation.
Talking
about
the
system
of
shared
powers
that
the
charter
amendment
puts
in
place.
As
ms
johnston
indicated,
the
new
structure
that
was
adopted
by
voters
this
past
november
is
a
system
of
shared
powers.
It
shares
power
between
the
executive
mayor
and
the
legislative
council.
I
What
I'm
about
to
show
you,
the
following,
slides,
were
taken
from
our
recent
orientation
program
for
our
newly
elected
council
members.
So
much
of
this
information
will
not
be
new,
but
the
concepts
that
these
slides
reflect,
I
think,
will
help
us
understand
how
municipal
power
is
distributed
and
shared
between
the
mayor
and
council
and
in
that
regard
it
is,
I
hope,
instructive
in
terms
of
understanding
the
framework
within
which
the
city
operates.
So
here
to
begin,
we'll
look
at
representation.
I
The
mayor
and
the
council
are
elected,
but
how
these
officials
are
chosen
differs
and
that
difference
is
important,
because
it
reflects
the
very
distinct
and
different
but
complementary
functions
that
mayor
and
the
council
represent
very
simply,
they
have
and
serve
different
constituencies.
So
their
perspectives
on
how
they
approach
governance
is
and
should
be
different.
I
The
mayor
is
elected
from
a
single
district
that
encompasses
the
entire
population
of
the
city
and
is
thus
both
its
chief
elected
official,
as
well
as
under
the
new
government
structure,
its
chief
executive
officer,
the
mayor's
district
overlaps
and
contains
all
13
wards,
but
that
view
is
of
the
city
as
a
composite
of
all
of
its
parts.
The
mayor
is
accountable
to
the
biggest
voter
base
in
the
city
and
by
the
nature
of
the
office.
The
mayor,
then,
has
certain
independent
powers
that
are
delegated
both
under
state
law
and
city
charter.
I
I
In
addition,
because
the
mayor
is
a
singular
office,
the
incumbent
has
an
advantage
in
terms
of
the
centralized
platform
that
the
office
provides
as
the
city's
chief
elected
official.
The
mayor
is
the
city's
primary
spokesperson
and
it's
of
course
easier
for
the
public
and
the
media
to
focus
on
the
mayor
than
on
a
multi-member
body
of
legislators.
B
Contrast
if
I
could
just
pause
you
there,
we
have
a
question
or
comment
from
council
president
jenkins
and
I
apologize.
It
might
not
be
from
this
slide,
but
from
the
end
of
coordinator,
johnson's
presentation.
G
Yeah,
thank
you,
chair,
promisano
and,
and
you
are
correct,
it
is
from
the
initials
or
the
last
slide
from
ms
johnson's
presentation.
It's
simply,
and
you
may
be
getting
to
this
clerk
carl,
but
can
you
define
dispose.
I
G
C
Thank
you,
madam
chair.
I
I
had
a
question
also
on
this
slide.
This
you
know
idea
of
shared
power
and
equals
and
our
role
as
overseeing
the
executive
function
and,
as
we
know,
we
have
this
unique
circumstance
around
the
police
department
around
our
role
as
overseeing,
and
I
was
hoping
we
could
explore.
C
H
The
plea
I
I'll
take
that
one
madam
chair
is
that
okay,
yes
go
ahead.
Madam
chair
council,
member
payne,
the
police
department
has,
under
the
charter,
reported
directly
to
the
mayor
now
all
of
the
charter
department
heads
thank
you
report
directly
to
the
mayor,
and
so
it's
a
more
consistent,
a
consistent
line
of
authority.
If
you
will,
under
the
new
structure.
C
If,
if
I
may,
the
language
of
the
police
department,
being
under
the
sole
power
and
authority
of
the
mayor,
still
continues
under
this
new
structure
and
that
sole
power
and
authority
created
a
lot
of
barriers
for
direct
action.
That
council
could
take
under
the
previous
structure
and
I'm
hearing
that
we
are
now
creating
a
consistent
relationship
between
all
charter
departments
and
the
mayor.
C
H
Mr
or
I'm
sorry,
council,
chair,
palmisano
member
payne,
I'm
going
to
take
a
shot
at
this
and
I'm
certainly
going
to
invite
our
city
clerk
to
expand
on
it.
If
he
would
like
to
do
so.
H
My
answer
to
that
is:
there
will
be
many
kind
of
charter
amendments
that
you
all
will
have
to
do
to
implement
the
new
structure,
and
so
I
don't
believe
that
I
believe
that
this
does
make
some
consistent,
some
consistency
among
all
departments
with
respect
to
operations,
and-
and
so
I
think
that
that
sort
of
remains
to
be
seen
in
terms
of
I
don't
believe
that
that
authority
fundamentally
changes,
but
I
will
stand
to
be
corrected
if
the
city,
clerk
or
others
have
different
thoughts
on
that.
I
Madam
chair,
I
would,
I
would
only
emphasize
or
point
out
that
I
think
what
councilmember
payne
is
saying
in
terms
of
the
unique
role
of
the
police
department
and
its
direct
reporting
relationship
to
the
mayor
continues
under
the
current
charter.
It
wasn't
changed
by
this
charter
amendment
in
particular,
and,
as
I've
said
previously,
while
the
mayor
does
have
an
exclusive
authority
to
direct
its
operations,
the
council,
working
in
partnership
with
the
mayor,
can
move
forward
with
policies
that
affect
the
minneapolis
police
department,
absent
the
mayor's
concurrence.
I
There
is
no
opportunity
for
the
council,
under
the
current
structure,
to
set
policy
for
that
one
department,
so
it
is
unique
and
special
in
that
regard.
I
do,
however,
agree
with
the
coordinator
in
terms
of
the
technical
need
to
implement
the
voter
approved
form
of
government.
The
mayor
and
council
together
will
have
an
opportunity
to
bring
forward
amendments
both
to
the
charter
and
to
our
code
of
ordinances
and
through
that
implementation
process.
I
It
is
possible
that
many
of
these
issues
would
be
raised
and
could
be
addressed
between
both
the
mayor
and
council,
and
I
know,
council
member
payne
has
already
announced
publicly
his
intent
to
bring
forward
an
amendment
to
the
charter,
so
that
certainly
does
provide
a
platform
for
this
specific
conversation
to
move
forward.
I
would
say
that's
separate,
of
course,
from
this
conversation,
but
to
your
point:
councilmember
paint.
Yes,
under
the
current
charter
as
it
exists,
there
is
a
separate
relationship
of
the
mayor
with
the
police
department.
I
Chair,
if,
if
that's
okay,
then
with
you
I'll
proceed,
we
were
on
this
slide
here.
I
had
finished
discussing
the
powers
of
the
mayor
in
terms
of
representing
the
city
as
a
whole.
The
contrast
to
that,
of
course,
is
the
role
of
the
council
composed
of
13
elected
equal
members,
each
of
whom
is
chosen
from
a
separate
ward
that
has
roughly
equal
population
based
on
our
recent
2020
census.
I
Each
ward
contains
approximately
33
000
residents,
and
that
means
that
each
council
member
is
roughly
responsible
for
being
the
elected
representative
of
a
war
that
is
roughly
the
size
of
brooklyn
center,
and
yet
no
individual
member
of
the
council
has
more
legal
authority
or
power
than
any
of
the
other
members.
Not
even
the
council.
President.
The
powers
of
the
council
president
are
only
those
which
the
body
itself
chooses
to
give
to
that
individual
member.
I
Ironically,
the
charter
doesn't
even
require
that
the
council
president
president
meetings
of
council,
all
of
those
duties
and
functions
of
the
council
president,
are
decided
by
the
council
through
its
rules.
So
the
council
is
intended
to
be
a
body
of
equals
under
the
city
charter
and
under
state
law.
Individual
council
members,
however,
have
no
power
or
authority,
and
yet,
as
a
body
as
ms
johnson
was
indicating,
the
council
is
vested
with
full
legislative
and
policy-making
authority
for
the
entire
city
government.
It
is
the
council,
as
a
body
which
has
that
power.
I
That
system
of
localized
representation
is
then
balanced
by
the
mayor,
who
has
chosen
to
speak
for
and
advocate
for
overall
for
the
broad-based
needs
and
priorities
of
the
entire
city.
So,
despite
those
differences
in
focus,
all
residents
expect
the
mayor
and
council
to
work
together
to
promote
the
long-term
best
interests
of
minneapolis
and
working
together.
The
council
and
the
mayor
are
expected
to
identify
and
to
articulate
the
purpose
of
city
government
and
its
strategic
goals.
I
I
Here
the
mayor
has
a
more
limited
role,
primarily
stationed
at
the
beginning
and
at
the
end
of
the
process
at
the
beginning
of
the
process.
The
mayor
is
able
to
propose
and
prioritize
policies
primarily
through
the
annual
state
of
the
city
address
and
the
budget
which
the
mayor
develops
and
submits
to
finance
city
operations.
I
I
I
Clearly
in
the
policy-making
realm
council
dominates
proposals
for
new
or
amended
policies
can
only
be
introduced
by
a
council
member
and
that
fact
restricts
the
mayor's
ability
to
unilaterally
pursue
preferred
policies.
The
council
sets
its
own
agenda,
so
the
mayor
must
collaborate
with
the
council
to
achieve
anything.
Both
sides
have
to
collaborate
to
advance
a
shared
agenda
and,
as
we
saw
yesterday,
the
council
also
is
the
body
which
provides
a
public
forum
for
decision-making
processes
through
the
conduct
of
its
meetings
and
hearings
and
other
formats.
I
It
is
the
council
that
provides
space
for
public
participation
in
community
governance,
and
it
is
the
council
that
holds
final
policy
authority
to
regulate
the
operations
of
the
city's
administration
next
slide.
One
particular
area
of
policy
making
to
focus
on
here
is
the
budget
and
financial
operation
of
the
city.
Here
again,
the
mayor
is
responsible
for
initiating
the
process
and
implementing
the
final
decisions
made
by
council.
The
mayor
develops
the
budget,
which
is
the
primary
policy
plan
of
the
city
that
also
identifies
how
it
will
pay
for
services
and
operations.
I
The
mayor
receives
input
from
all
of
the
operating
departments
and
gives
direction
to
them
in
terms
of
prioritization
across
the
enterprise
and
then
presents
a
comprehensive
financial
plan.
The
elected
board
of
estimate
and
taxation
on
which
the
mayor
serves
as
a
voting
member,
is
responsible
for
considering
the
mayor's
proposed
financial
plan
and
setting
the
city's
maximum
property
tax
levy.
In
total,
the
property
tax
levy
accounts
for
approximately
25
percent
of
the
city's
total
budget,
or
about
one
quarter
of
all
of
the
planned
expenditures.
I
That's
put
forward
in
our
spending
plan
once
that
maximum
property
tax
levy
is
set
by
the
board
of
estimate
and
taxation.
The
proposed
budget
is
submitted
to
the
council.
The
council
is
then
responsible
for
evaluating
the
mayor's
financial
plan.
Reviewing
departmental
requests,
engaging
the
public
in
the
process
of
deciding
priorities
and
budgeting
allocations
through
a
series
of
hearings,
and,
ultimately
the
council
is
responsible
for
refining,
perfecting
and
adopting
the
city's
budget
after
the
budget
is
adopted.
The
mayor
is
responsible
for
its
implementation
and
enforcement
within
the
framework
of
financial
policies
adopted
by
the
council.
I
That's
a
very
highly
simplified
description
of
our
budget
process.
In
reality,
what
we
refer
to
as
the
budget
process
and
what
people
in
the
community
know
from
a
public
perspective
is
the
centerpiece
of
municipal
policy
and
it's
a
year-long
event
it's
more
than
just
a
financing
plan.
It's
also
a
statement
of
municipal
policies
of
agreed
priorities
and
programmatic
details
that
underpin
everything.
The
city
government
hopes
to
achieve
during
a
specific
year.
I
The
budget
process
itself,
as
I've
mentioned,
consumes
significant
resources
throughout
the
year
and
it's
best
understood
as
a
cycle
as
depicted
here
on
this
slide.
Significant
internal
review
and
planning
takes
place
both
prior
to
and
throughout
the
budget
process.
A
combination
of
internal
and
external
reviews
and
evaluations,
feed
into
early
decisions
that
shape
the
mayor's
priorities
and
guidance
to
departments
and
the
department's
own
operational
plans,
help
to
identify
and
prioritize
service
delivery.
I
The
final
area
of
shared
power
deals
with
the
city's
administration.
As
ms
johnston
said,
this
is
the
collection
of
the
city's
20
operating
departments.
The
charter
amendment
addressed
this
area
more
than
any
other
in
terms
of
the
shared
powers
between
mayor
and
council.
Prior
to
the
amendment,
the
city's
10
charter
departments
reported
simultaneously
to
the
mayor
and
to
the
council.
That
situation
often
resulted
in
a
lack
of
clear
direction.
I
Confusion
about
whose
direction
was
to
be
followed,
especially
in
times
of
conflict,
and
it
did
create
some
waste
or
duplication
of
effort
and
delay
in
reaching
decisions.
The
charter
amendment
separated
and
clearly
delineated
executive
functions
as
the
responsibility
of
the
mayor.
Who,
then,
is
the
head
of
the
administration
and
is
accountable
for
its
performance.
I
Under
the
new
structure,
the
council
has
the
power
to
determine
the
organizational
design
and
functions
of
the
administration.
It
is
the
council
that
structures,
the
administration
and
the
mayor
who
manages
it.
The
council
is
required
to
give
its
consent
to
the
mayor's
nomination
of
charter
department,
heads
and
other
administrative
officials.
The
council
also
retains
overall
responsibility
for
the
city's
performance
in
all
areas
and
because
of
this
final
level
of
accountability,
that's
vested
in
the
council.
The
council
then
maintains
a
continuous
review
of
the
city
enterprise
performance.
I
That
oversight
is
even
more
critical
today
under
this
new
government
structure,
and
the
charter
did
provide
resources
to
assist
the
council
in
that
regard,
with
its
oversight
functions
primarily
through
the
elevation
and
expansion
of
the
new
reconstituted
office
of
the
city
auditor.
The
council
then
has
full
and
final
policy-making
authority
to
regulate
and
direct
the
operations
of
the
city
enterprise
and
that
enables
the
council
to
set
organizational
priorities
and
to
guide
performance.
I
I
Once
those
officers
are
confirmed
by
council,
they
operate
under
the
mayor's
direction
and
the
mayor
may
discipline
suspend
or
remove
them
with
or
without
cause.
These
officials
serve
at
the
pleasure
of
the
mayor
during
the
mayor's
elected
term
and
while
the
mayor
must
implement
and
enforce
the
laws
and
policies
that
the
council
adopts,
the
mayor
does
have
executive
discretion
in
determining
some
issues
such
as
how
by
whom,
when
and
where
and
the
manner
in
which
those
matters
adopted
by
council
are
implemented
and
then
enforced.
I
That
level
of
discretion
and
the
direct
supervision
and
control
over
operating
departments
is
the
single
most
significant
change
that
was
made
under
the
government
structure
amendment.
It
means
that
the
mayor
is
accountable
for
the
performance
of
city
government
and,
to
borrow
a
phrase
from
harry
truman.
What
it
really
means
is
that
the
buff
stops
at
the
mayor's
desk
next
slide.
I
So
this
slide
then
summarizes
the
overlapping
and
shared
powers
that
both
ms
johnston
and
I
have
described
here.
You
can
see
that
the
executive,
mayor
and
legislative
council
share
power,
but
those
responsibilities
while
complementary
are
separate.
The
council
is
the
legislative
and
primary
policy-making
authority
of
the
city.
As
I've
said,
it
has
full
authority
over
the
city's
operations
and
has
any
residual
power
under
state
law
that
isn't
delegated
to
the
mayor
or
to
another
body.
I
The
mayor
is
the
executive
officer
and
the
city's
chief
elected
official
and
is
accountable
to
the
people
for
the
performance
of
the
city
government
under
the
mayor's
direction.
The
departments
called
its
administration
are
responsible
for
delivering
city
services
and
programs
and
for
managing
daily
operations.
I
That
would
seem
to
be
very
clear,
but,
as
we
know
in
the
real
world,
things
are
not
always
as
easily
defined
and
pulled
apart,
as
these
slides
would
lead
us
to
believe.
So,
as
we've
noted,
the
major
changes
under
the
new
government
structure
impact
the
administration
primarily,
and
this
is
where
we
observe
and
anticipate
the
majority
of
challenges
that
will
come
up
as
we
implement
the
new
structure.
So
in
the
next
few
slides
we'll
look
into
those
areas
where
we
have
experienced
an
immediate
need
for
some
clarification
and
direction.
I
On
this
slide,
we've
provided
another
representation
of
the
city
enterprise.
Here
you
can
see
the
city
depicted
as
a
three-dimensional
triangle.
On
one
side,
you
have
the
executive
mayor
on
the
other
side,
the
legislative
council,
the
firm
foundation
here
is
the
administration,
those
operating
departments
that
actually
deliver
the
city's
services
and,
as
we've
stated,
the
mayor
has
then
direct
supervision
and
control
over
the
administration.
I
The
mayor
implements
and
enforces
the
policies
that
are
adopted
by
council
through
those
departments
and
is
accountable
for
the
performance
of
the
city.
The
council
has
indirect
control
of
the
administration,
primarily
by
setting
city-wide
goals,
adopting
city-wide
policies
that
regulate
and
drive
operations
and
by
evaluating
city
performance.
I
I
It
pays
for
service
by
adopting
a
budget
and
allocating
funds
between
departments,
and
it
determines
the
level
of
satisfaction
with
city
performance.
Thus,
the
council
can
exercise
significant
influence
over
departments,
even
though
the
council
does
not
have
direct
supervision
or
control
over
those
departments.
I
On
this
next
slide,
we've
tried
to
identify
some
specific
responsibilities
for
the
mayor
and
the
council.
I
won't
spend
a
lot
of
time
reiterating
the
points
we've
already
made.
Again,
though,
I
will
emphasize
it's
the
council
that
sets
and
determines
the
structure
of
the
executive
branch
that
allocates
functions
amongst
its
departments
that
sets
and
approves
the
budget
and
allocates
funds.
I
It
is
the
mayor
who
has
then
the
responsibility
to
implement
and
enforce
the
policies
that
are
adopted
by
the
council
to
appoint,
with
the
council's
approval,
the
department
heads
to
manage
operations
and
to
plan
and
organize
the
daily
operations
of
the
administration,
so
we'll
move
to
the
next
slide.
I
One
thing
that
I
think
should
be
clear
now
is
that
there's
no
exact
bright
shining
division
between
what
is
the
policy
making
role
of
the
council?
What
is
the
policy
implementing
role
of
the
mayor?
It'd
be
nice
if
there
were
a
very
clear
line
and
that
we
could
say
in
every
instance,
this
is
executive
or
that's
legislative.
The
fact
of
the
matter
is
that
there
is
no
such
model.
I
There's
no
way
for
us
to
provide
that
model,
rather
than
a
very
clear
straight
dividing
line
you
can
see
here
what's
depicted,
is
a
curved
broken
line
that
crosses
over
four
major
functional
areas
across
the
enterprise
and
that's
because,
as
we've
said,
it's
much
more
of
a
dance
between
the
executive
and
the
legislative
and
not
a
pure
division
or
competition
at
the
highest
level.
At
the
mission
level,
the
governing
body,
which
includes
the
council
and
the
mayor,
working
together
in
collaboration,
is
responsible
for
determining
the
city's
purpose.
I
I
So
this
slide
is
going
to
have
several
moving
parts.
It
shows
exactly
what
I
just
showed,
but
in
a
little
bit
different
format,
it's
showing
you
sort
of
an
overlapping
or
interlocking
series
of
how
policy
operates
from
the
broadest
level
of
the
governing
body,
which
again
is
the
mayor
and
the
council
together
down
to
the
lowest
level.
So
here
at
the
governing
body
level,
you
can
see
focus
activities
are
around
setting
city
goals,
defining
strategic
priorities,
enacting
local
laws
and
setting
and
adopting
enterprise-wide
policies.
I
The
next
level
is
really
that
was
shown
in
orange,
and
this
is
really
where
the
mayor
and
the
administration
focus
on
operating
plans
at
the
departmental
level,
how
they're
going
to
deliver
their
services
performance
management,
the
administration
policies
that
provide
consistency
in
terms
of
how
we
use
the
city's
resources
and
then
also
enterprise-wide
processes
and
controls
at
this
level,
we're
thinking
about
long-range
planning
and
direction,
we're
talking
about
service
planning
and
organization
and
then
in
the
most
narrow
context
in
green.
You
have
departmental
policies
and
operations.
I
I
It's
day-to-day
operations,
service,
delivery
and
primarily
this
is
where
employees,
teams
and
department
divisions
are
doing
their
work
day
by
day,
so
we'll
move
forward
in
another
slide
just
to
show
in
a
linear
fashion
what
it
would
look
like
in
a
perfect
top-down
world.
If
these
things
were
done,
if
you
could
announce
this
advance
the
slide
to
the
tech
team,
here,
you
can
see
policies,
procedures,
performance
again
in
a
perfect
world,
it
would
flow
like
that
and
there
wouldn't
be
the
mishmash
or
the
dividing
line
between
all
four
of
those
functional
areas.
I
I
showed
on
a
previous
slide,
but
the
concept
here
is
still
the
same
at
the
highest
level.
The
council,
the
mayor
together
as
a
governing
body,
are
going
to
determine
direction,
set
strategic
goals
and
determine
how
the
city
operates.
The
mayor,
working
with
department
leaders,
handling
procedures,
implementation
and
enforcement
through
administration,
and
then
the
frontline
departments
providing
management
over
the
day-to-day
operations
and
service
delivery.
I
I
So,
given
all
of
these
realities
as
we
implement
this
voter
approved
government
structure,
what's
most
critical
from
our
perspective
right
now,
especially
at
the
beginning,
is
clarity,
and
to
that
end,
staff
has
identified
some
areas
that
we
think
are
the
most
critical
for
achieving
that
clarity.
As
she
noted
at
the
beginning,
between
the
mayor
and
the
council
and
between
the
mayor
and
the
council
and
the
operating
department,
so
I'll
turn
it
back
over
to
ms
johnston
to
highlight
sort
of
those
final
concluding
thoughts
on
clarity
and
where
we
go
from
here.
H
Madam
chair,
I
won't
read
these
questions
to
you,
but
as
you
as
indicated
earlier
and
we've
communicated
in
several
different
ways,
there
have
been
a
number
of
different
efforts
underway
to
try
and
find
some
common
ground
here.
In
terms
of
understanding
the
shared
concerns
and
issues
department,
heads
have
convened
several
times.
The
mere
convened
work
group
to
explore
several
functions,
to
figure
out
how
the
city
can
be
most
effective,
efficient
and
equitable.
H
H
We
think
that
the
clarity
about
the
formal
roles
and
responsibilities
is
important
in
defining
a
building,
a
shared
understanding
about
formal
touch
points
for
interaction
between
the
legislative
council
and
the
executive
mayor.
We're
not
going
here
to
propose
solutions
today,
but
have
ideas,
and
we
respect
that.
The
mayor
and
council
members
must
also
hear
have
ideas
in
this
point
and
that's
why
we're
here
today
to
hear
your
ideas
as
well.
We
simply
respectfully
to
believe
that
clear
direction
on
these
issues
needed
to
be
made
and
communicated
to
departments
equally
important.
H
We
need
a
clear
understanding
on
how
the
council
can
interact
with
the
administration
and
how
these
interactions
are
handled.
The
new
government
structure
prohibits
the
council
from
interfering
with
the
mayor's
direction
of
the
administration
and
the
administration.
However,
the
administration
continues
to
support
the
council's
legitimate
functions
with
respect
to
policy
making
oversight
and
representation.
H
We
will
continue
to
work
together
as
a
city.
This
is
reflected
in
the
second
and
third
points
on
the
side,
but
all
of
it
points
to
the
need
for
clear
direction
about
how
we
interact
with
one
another,
how
we
can
support
the
council,
which
is
required
in
the
charter.
One
thing
that
has
not
changed
under
the
new
governance
structure
is
that
departments
will
always
continue
to
provide
the
subject
matter,
expertise
that
is
necessary
to
inform,
develop,
implement
and
enforce
council
policies.
H
H
These
are
much
bigger
conversations
and
will
likely
be
the
focus
of
ongoing
discussions
over
the
next
few
years.
So,
in
terms
of
looking
at
clear
and
consistent
direction,
we
have
a
slide
of
rules
of
the
road.
On
behalf
of
the
executive
team
of
department
leaders,
we
would
like
to
consider
the
mayor.
We
would
like
the
council
to
consider
a
shared
directive
to
create
some
rules
of
the
road.
This
would
be
a
shared
agreement
about
providing
clear,
consistent
direction
to
the
enterprise.
H
A
consistent
and
transparent
method
for
council
members
to
bring
forward
policy
proposals,
so
the
relevant
departments
and
staff
with
subject
matter.
Expertise
can
be
engaged
to
contribute
to
the
work
of
the
developing
city
policy.
We've
already
begun
that,
in
several
cases,
an
integrated
enterprise
constituent
service
system
with
associated
processes
that
will
ensure
timely
and
accurate
responses
to
information.
H
Finally,
regular
reports
with
enterprise
performance,
known
as
emerging
issues
as
well
as
time
updated,
timely
excuse
me
timely
updates
on
major
projects
and
initiatives.
We
don't
have
exact
proposals
on
any
of
these,
but
we'll
like
to
make
sure
that
we
have
identified
the
proper
needs
of
the
council
as
well
as
other
as
well
as
the
mayor.
H
H
So,
subject
to
the
approval
of
the
mayor
and
council
leadership,
we,
the
city,
I
will
work
with
the
city
clerk
to
develop,
with
input
from
all
departments,
an
outline
of
different
ways
that
we
can
address
the
points
for
the
last
line,
specifically
we'll
look
at
providing
clarity
and
direction
about
roles
and
responsibility
of
mayor
and
council
with
respect
to
day-to-day
operations
of
the
city.
Administration.
H
H
Staff
would
expect
to
have
an
initial
draft
circulated
very
soon
and
hopefully
approved
in
the
next
few
weeks,
with
the
goal
of
having
something
finalized
and
improved
by
the
council
of
mayor
in
early
march.
As
thank
you
very
much,
madam
chair,
this
is
the
end
of
our
our
presentation.
We're
happy
to
respond
to
any
questions,
and
one
other
thing
I
would
just
mention
is
that
we
are
continuing
to
learn
from
each
other
as
we
go
forward
in
this
process.
H
We're
going
to
ask
for
your
continued
patience
as
we
make
mistakes
and
we've
already
modified
our
direction
and
with
departments
as
we've
uncovered
certain
areas
where
the
initial
approach
wasn't
working,
and
so
we
want
to
thank
you
for
making
it
for
being
open
with
us
about
where
we
have
challenges
and
being
patient
with
us
for
as
we
move
forward.
So
thank
you.
B
Thank
you.
We
have
at
least
one
council
member
in
queue
for
discussion,
but
I
will
first
just
move
approval
of
the
staff
directive
that
is
before
you
that
staff
themselves
on
this
last
slide
has
proposed
and
we'll
move
into
discussion.
Council
member
rainville.
J
Thank
you
lenny.
I
appreciate
the
opportunity
here.
I
just
have
a
overall
question.
I
understand
that
the
department
heads
do
report
directly
to
the
mayor
and
I
understand
we
are
not
to
interfere
in
their
work,
but
we're
going
to
need
their
help
and
expertise
as
we
develop
our
policies.
J
So
I
I
wonder
if
you
just
give
me
a
brief
snapshot
of
what
you
think
that
will
look
like,
and
this
is
either
you
casey
or
heather.
H
Thank
you
casey,
madam
chair
council,
member
rainbow.
What
that
looks
like
to
us
is,
as
the
council
is
making
decisions
to
move
forward
and
evaluate
certain
policy
proposals,
we
would
continue
to
work
with
with
council
to
provide
expertise,
we'll
come
and
testify,
as
we
do
now
to
provide
information
and
do
research
and
things
to
make
sure
that
we're
giving
the
council
a
broad
understanding
of
the
pluses
and
minuses
of
their
policy
considerations
very
similar
to
what
we
would
do
now
I'll
stop
there
and
see.
If
mr
carl
has
anything
to
add.
Thank.
I
You
I
would
only
add
to
that
what
some
of
you
are
aware
of.
I
I
know
that
council
vice
president
palmisano
council
member
ellison
in
his
prior
service
in
the
last
term,
as
the
chair
of
the
rules
and
elections
committee
and
even
president
jenkins,
were
involved
in
an
effort
that,
due
to
many
many
extraordinary
circumstances,
got
sort
of
tabled
for
a
while,
and
that
was
a
a
look
at
the
city
council
itself
and
its
legislative
process
and
how
we
could
make
our
own
improvements,
and
I
think,
through
a
little
bit
more
formalization
and
standardization
to
that
structure
and
that
process.
I
We
can
actually
provide
a
more
complete
avenue
for
how
individual
council
members
can
engage
with
departments
to
elicit
their
feedback,
their
expertise
and
their
engagement
in
the
work
of
the
council
in
developing
policy
proposals.
That
ultimately,
of
course,
would
be
introduced
through
the
committee
system
and
finally
adopted
by
council.
So
I
think
there
are
things
that
the
administration
does
on
its
side
in
terms
of
how
to
connect
with
us.
I
I
think
there
are
things
we
can
do
on
the
legislative
side
to
proactively
build
out
those
systems
and
resources
for
how
we
connect
to
the
administration
for
our
functions
as
well.
So
I
think
it's
a
two-tiered
approach.
J
I
I
think
ms
johnston
mentioned
that
we
are
looking
to
continue
working
with
the
mayor
and
council
leadership,
which
I'm
pleased
to
share,
has
has
started
this
term
and
is
very
effective.
I
believe,
in
terms
of
gathering
in
one
place,
that
high
level
policy
direction
we've
worked
with
them
and
I
think
that
we
would
be
able
to
with
their
direction
bring
back
some
proposals
and
outlines
on
those
systems
and
structures
and
resources,
as
I
think,
as
johnson
said
by
early
march,
so
mid-march
at
the
latest,
we're
almost
there.
D
Thank
you,
madam
chair.
This
question
is
for
mr
carl,
mr
call.
As
you
know,
one
area
we've
experienced
some
immediate
challenge
in
is
serving
our
constituents,
so
I'm
wondering
if
I
mean
I
know,
we've
had
some
preliminary
discussions
about
this
about
those
concerns,
but
I'm
wondering
if
you
could
give
us
some
high
level
plans
on
how
to
address
those
concerns.
I
Thank
you
to
the
council
vice
president
and
specifically
council
member
vita.
Yes,
we
are
aware
that
there
have
been
some
challenges
with
how
the
organization
supports
council
in
terms
of
its
constituent
service
functions
and
representational
duties.
We
are
doing
our
best
in
juggling
a
myriad
of
priorities
and
needs
right
now,
but
I
am
happy
to
tell
you
that
ms
johnson
and
I
have
convened
a
very
small
working
group,
primarily
it's
those
departments
that
have
the
most
public-facing
functions
so,
for
example,
city
communications,
neighborhood
and
community
relations,
our
service
desk
center
and
3-1-1.
I
Those
are
primary
intake
points
with
the
city
through
all
of
our
audiences
and
constituents,
and
we've
begun
the
process
of
talking
about
how
do
we
more
formalize
and
systemize
our
reports
and
structures
and
systems
together
we're
meeting
on
a
regular
basis
and
we're
coming
up
with
a
series
of
recommendations
that
ultimately
would
feed
up
to
you
in
terms
of
this
is
how
we
think
the
administration
and
legislative
branch
can
work
together
to
support
individual
council
members
and
ward
offices
in
serving
your
constituents
in
a
very
timely
manner
and
still
being
able
to
provide
accurate
support
for
the
work
that
you're
doing.
D
B
Right,
the
next
in
queue
is
council
member
ellison,
and
I
do
just
want
to
say
that
I
heard
his
voice
on
the
way
into
work
this
morning
on
the
radio.
B
There
is
no,
I
think,
better
model
of
showing
how
we
can
have
a
civil
conversation
and
move
forward
together
in
partnership
between
council
and
mayor.
We
have
our
whole
local
government
structure
operating
in
dialogue
than
what
we
saw
yesterday
at
your
committee,
and
I
just
want
to
say
I
was
kind
of
dismayed
at
how
your
a
question
to
you
is
teed
up
saying
that
the
council
powers
were
greatly
diminished
after
the
last
election.
B
K
Thank
you,
council
vice
president,
and
yes,
that's
the
perception,
but
we're
we're
shaping
what
what
this
looks
like
now.
So
I
want
to
thank
the
clerk
and
heather
johnson
for
this
work.
You
know.
One
question
that
I
had
was
under.
K
K
You
know
thinking
about
how
we're
shaping
up
here,
but
I
did
want
to
ask
a
question
about
how
the
council
could
act
if
we
felt
like
something
wasn't
being
enforced,
a
policy
that
we
passed
wasn't
being
enforced,
or
is
that
more
or
less
the
prerogative
of
the
mayor
for
so,
for
example,
you
know
we
worked
last
term
to
pass
the
renter
first
policy,
which
sort
of
changes
the
ways
that
we
engage
with
renters
and
housing
inspections
increases
the
number
of
tras
that
we
engage
in.
K
If
we
had
an
administration
that
didn't
value
that
could
could
be
it.
Could
the
enforcement
of
that
policy
simply
not
be
not
be
done.
I
Madam
chair,
if
I
can
I
I
would
like
to
take
a
stab
here
at
the
start,
and
I
know
that
ms
johnston,
based
on
her
experience,
especially
in
a
although
a
separate
system,
a
city
manager
system,
can
talk
about
the
powers
of
council
to
still
hold
ultimate
responsibility.
I
Yes,
the
mayor
is
authorized
under
the
charter
for
in
implementation
and
enforcement
of
policies
set
by
council.
What
council,
then,
has
is
that
last
bullet
there
first
start
with
adopt
goals,
plans
and
policies
right,
that's
what
you
were
saying:
renter
first
policy:
that's
the
council's
priority.
It's
a
policy
we've
adopted
the
mayor
and
the
departments
working
together
have
to
implement
and
enforce
that
policy.
I
Council,
especially
with
the
elevation
and
expansion
of
the
role
of
the
city.
Auditor
has
another
word.
We
should
add
evaluation
right.
The
mayor
has
to
implement
and
enforce
with
the
support
of
the
expanded
city
auditor's
function.
You
all
then
hold
the
mayor
and
through
the
mayor,
the
entire
administration
accountable
through
evaluation,
and
so
by
setting
the
annual
work
plan
of
the
auditor
and
giving
assignments
to
the
auditor.
That's
I
think,
the
the
final
piece
of
that
that
maybe
I
didn't
underscore
enough.
I
hope
that
addresses
that
question.
I
The
evaluatory
and
final
performance
management
functions
are
always
vested
in
the
legislative
body
here
at
the
council,
but
that's
my
answer
would
turn
to
ms
johnston.
For
another
perspective,
that's.
K
Super
helpful
and
ms
johnson,
please
add
if
you
do
have
any
and
I
want
to
clarify.
I
think
that
the
work
of
the
renter
first
policy
is
going
along
fine.
I
plucked
it
out
as
a
random
example,
but
but
yes
I'll
I'll,
let
you
go
miss
jobs.
H
Madam
chair
councilmember
ellison,
I
would
just
just
add
to
that
that
once
the
council
passes
changes
to
ordinance,
that
becomes
the
law
of
the
city
and
we,
as
staff,
are
responsible
for
implementing
the
law
of
the
city
and
upholding
the
law
of
the
city,
and
it
may
may
sound
overly
simplified.
But
to
me
it
is
a
little
bit
simple
in
that
regard.
H
So
I
don't
know
if
that's
helpful,
but
we
would
expect
that
if
you
don't
believe
that
we're
doing
that
that
you're
gonna
call
us
in
front
of
your
committees
and
talk
to
us
about
how
you
know
whether
it's
a
resource
issue,
whether
it's
a
lack
of
clarity
in
terms
of
direction,
but
we
would
have.
We
would
expect
that
we
will
have
that
conversation.
G
Yeah,
thank
you,
madam
chair,
and
I
actually
am
going
to
just
reiterate.
So
thank
you,
councilmember
ellison,
or
for
that
question,
and-
and
I
will
also
reiterate
the
afformation
compliments
on
yesterday's
meeting.
G
It
was
a
really
positive
moment,
I
think,
for
the
city
to
to
really
begin
to
look
at
what
we
can
do
to
help
disrupt
this
continuous
cycle.
But
I
I
want
to
just
emphasize-
and
I
know
it's
been
mentioned-
alluded
to,
but
some
some
level
of
regular
reporting
so
that
we
are
hearing
from
departments
on
a
regular
basis
beyond
just
the
budgetary
hearings,
and
specifically
I
mean
there
have
been
other
reasons.
G
I
mean
council,
member
ellison
lifted
up
performance,
but
also
we
we
have
to
make
budgetary
decisions
based
on,
and
that
is
that
is
our
ultimate
authority.
I
believe
in
this
process,
and
so
I
want
to
ensure
that
there
is
that
level
of
regular
reporting
and
we
have
to
have
that
from
the
police
department
as
well,
so
that
has
got
to
become
a
part
if
this
is
parody.
G
If
this
is
level
setting
with
all
of
the
other
departments,
then
subsequently
we
need
to
be
hearing
from
the
police
department
in
a
public
safety
hearing
in
a
committee
of
the
whole
in
a
pogo
committee.
Wherever
that
level
of
discourse
can
happen
but-
and
I
think
it's
most
appropriate
in
a
public
safety
committee
phs
committee-
but
to
have
those
regular
kinds
of
touch
points
and
touchstones
for
the
council
to
understand
what
what
is
happening
in
these
committees.
G
And
then
I
wanted
to
ask
if
if
we
can
get
a
little
more
clarity
and
understanding
around
the
reconstituted,
reinvigorated
audit
committee
and
and
then
just
highlight
the
importance
of
codifying
whatever
the
new
structure
becomes.
G
So
we're
not
operating
kind
of
under
a
this
is
how
it
has
always
been
done,
etc,
etc,
but
with
a
a
a
codified
way
of
really
understanding
how
that
work
is
done.
And
I
recognize
this
work
is
going
to
be
extensive
and
it's
going
to
take
time
for
us
to
get
to
these
levels.
But
but
those
need
to
be
the
goals
that
we
are
headed
towards.
In
my
mind,.
G
So
I'll
listen
for
the
audit
committee
kind
of
update
and
if
anybody
wants
to
address
any
of
the
other
points
I
brought
up
as
well.
I
Madam
vice
president,
to
president
jenkins
point,
I
I
just
want
to
reiterate
what
I
heard
in
your
comments:
three
specific
points
that
I
think
you're
asking
for
feedback
on
one
you
discussed
and
emphasized
an
important
point
about
the
council's
need
for
regular
reporting
across
a
broad
range
of
subject
matters
not
just
limited
to,
but
certainly
including
anything
that
has
an
impact
on
budget
and
financial
policies
which
are
the
purview
of
the
council.
As
one
topic,
I
would
refer
that
to
our
coordinator
heather
johnston.
I
I
know
she
has
topics
to
address
there
to
the
new
and
reconstituted
role
of
the
audit
committee
as
an
independent
body
and
through
it
the
city,
auditor,
I'll,
try
and
tackle
some
of
those.
But
I
know
I
can
also
call
on
council
vice
president
palmisano,
we
had
the
first
audit
committee
yesterday
and
talked
about
this
and
I'll
try
and
start
that
conversation.
I
You
made
a
final
comment:
I'm
not
sure
that
there's
something
I
can
respond
to
on
needing
new
codified
ways
forward,
other
than
just
to
say
that
I
believe
I
can
speak
for
ms
johnson
and
I
both
to
say
that
we
concur,
and
that
was
our
hope
to
get
out
of
this
conversation-
is
direction
to
bring
forward
some
of
those
recommendations
and
best
practices
for
how
we
can
codify
that.
So,
if
I
captured
those
three
points,
I'll
first
turn
to
ms
johnston
on
the
issue
of
regular
reporting
to
council.
G
Yeah,
those
were
absolutely
my
three
points
you
captured
it
very
accurately.
Thank
you.
H
Madam
chair
council,
president
jenkins,
I
I
concur
with
what
our
city
clerk
just
said,
we'd
like
to
both
formally
and
informally,
communicate
with
council,
so
that
you
have
one
of
the
things
you'll
hear
me
say
is
we
would
like
to
be
a
lot
more
proactive.
H
Our
preference
would
be
to
move
that
to
a
proactive
means
of
communication
so
that
you
have
both
general
sort
of
city-wide
information,
as
well
as
information
that
might
be
of
interest
to
your
constituents
and
that
we
would
do
that,
but
like
proactively
on
a
regular
basis.
So
that-
and
we
don't
have
a
formal
proposal
today,
as
I
said,
but
that's
our
intent
and
then
also
agree
in
terms
of
regular
reporting
to
the
the
council
committees,
and
we
have
to
figure
out
what
that
looks
like.
So.
B
And
if
I
may
just
add
yesterday
at
our
first
audit
committee
meeting
of
the
term,
we
gave
direction
because
it
would
most
appropriately
come
from
audit
committee
to
our
current
internal
auditor
to
ask
for
best
practices
and
advice
about
the
structure
of
the
future
independent
audit
committee
and
what
that
would
look
like
and
how
we
might
structure
it
and
other
kinds
of
recommendations
coming
from
him.
So
we
plan
to
hear
about
that
even
at
our
next
audit
committee
meetings,
which
would
be
in
march.
B
So
from
a
timing
perspective,
I
feel
like
there's
a
lot
of
moving
pieces,
but
we're
getting
all
of
the
recommendations
from
the
right
places
here
for
all
of
our
consideration
as
to
how
we
move
forward
as
soon
as
possible.
We're
it's
like
we're,
setting
up
a
whole
new
government
here.
It
almost
feels
like
so
it
is
complex,
but
I
think
it's
moving
pretty
well.
G
So,
madam
chair,
if
I
may
you
know,
I
think,
at
the
onset
of
this
presentation,
which
thank
you
to
to
staff
to
the
curb's
office,
to
the
city
coordinators,
office
and
and
all
of
the
department
heads
that
have
been
engaged
in
this
work.
Up
to
this
point,
including
the
mayor's.
G
Committee,
that's
comprised
of
volunteers
and
people
who
really
care
about
the
city
of
minneapolis
in
my
mind,
so
so
thank
you
to
those
to
to
all
of
those
folks
for
this
presentation,
but
you
know
I
I
just
wanted
to
to
sort
of
highlight.
I
guess
you
know
a
point
that
the
city
coordinator
brought
up.
G
So
that's
why
I'm
really
pushing
for
a
like
a
regular
reporting
schedule
and-
and
that
said
we
can-
we
can
continue
to
move
on.
I
think
people
agree
are
in
agreement
with
that
and
codification
etc,
etc.
So
I
and
I
I
do-
I
guess
the
point
I
was
trying
to
make,
and
maybe
I
lost
it
momentarily,
but
this
is
this
term.
G
This
two-year
term
is
really
going
to
be
about
building
our
government
for
the
future,
and
so
you
know
in
the
kind
of
opening
remarks
by
miss
johnson
of
level
setting
like
we
are
going
to
have
some
some
gaps
in
our
understanding,
some
maybe
disagreements
and
interpretations,
and
so
you
know
I'm
I'm
really
seeing
this
as
a
a
term
where
we
are
restructuring
our
government
as
we
govern
and
that's
a
challenge.
B
Yeah
yeah
not
to
even
mention,
but
I
will,
as
it
is
a
way
to
emphasize
what
member
payne
brought
up
early
on
in
this
presentation,
is
that
what
these
first
few
weeks
of
our
term
have
brought
us
to
endure
really,
has
us
focused
a
lot
about?
How
do
we
move
forward
with
what
kind
of
oversight
do
we
have
as
a
legislative
body
over
policing
in
our
city,
and
I
know
that
will
be
a
continued
discussion
council
member
chavez.
L
Chair
promisano,
mr
clerk,
thank
you
so
much
for
walking
us
through
this
presentation.
It's
been
helpful,
at
least
for
me,
to
hear
about
the
process
and
appreciate
everyone's
work
that
has
gone
on
to
this.
My
question
is
that
since
we're
the
legislative
body
just
wondering
how
the
city
council,
I
know
the
council
leadership,
our
council,
president
and
college
vice
president
have
been
involved
in
this
process,
but
I'm
just
wondering
what
ways
can
us,
as
a
legislative
body,
the
entire
city
council,
get
involved
in
this
process?
I
To
the
council,
vice
president
councilmember
chavez,
I
can
say,
is
your
clerk,
who
is
a
direct
report
to
the
body?
One
of
my
next
steps,
having
talked
to
the
council
leadership,
is
I
need
to
get
in
front
of
all
of
you,
my
partner
and
peer
ms
johnston
representing
the
administration,
and
I
will
be
you
know,
working
to
get
information,
provide
clarity
in
response
to
very
specific
questions.
You
might
have
and
then
incorporate
any
direction
you
have.
We
want
to
do
that
as
quickly
as
possible.
I
Obviously,
because,
as
I
think
ms
johnson
emphasized,
the
need
here
across
the
enterprise
is
for
clarity,
not
just
between
the
mayor
and
the
council,
but
between
the
council
and
the
departments
and
even
with
the
departments
to
both
the
mayor
and
the
council,
and
so,
although
we
will
be
moving
very
quickly,
we
are
going
to
try
and
incorporate
all
of
that
feedback.
I
I
would
also
venture
to
guess
that
ms
johnston
will
echo
this
comment,
and
that
is
this
is
a
starting
point
and
these
sort
of
rules
of
engagement
and
codified
procedures
about
how
we
work
together
as
enterprise
will
be
changing
and
modifying
as
we
experience
them.
Council
president
used
an
analogy
to
say
we're
building
the
city
government
as
we're
operating
the
city
government
and
that's
very
true,
and
so,
while
we
do
anticipate
that
these
initial
rules
of
the
road
will
help
provide
clarity
and
direction
to
everyone.
I
We
also
recognize
that
they
will
change
over
time
as
needed.
So
that's
a
first
answer
to
your
question
about
how
you
all
individually
engage
call
on
ms
johnston
for
her
additional
comments
on
that
point.
H
Madam
chair
councilmember
chades,
I
would
just
say
this
is
this:
is
the
first
piece
of
it,
but
I
wouldn't
even
say
it's
happened
before
then.
You
all
should
continue
to
call
and
raise
your
concerns
to
both
the
clerk
and
myself
and
whether
it's
email
or
calling.
I
think,
council
member
vita's
question.
We
we
had
some
pretty
rough
pain
points
associated
with
the
first
couple
weeks
and
we
tried
to
work
to
address
those
immediately
they're,
not
fixed.
It's
not
100,
fixed
I'll.
H
Tell
you
that,
but
it's
really
helped
us
sort
of
refine
our
focus
on
you
know
making
that
constituent
relations
piece
of
priority,
for
example,
and
really
really
trying
to
we.
We
want
to
take
in
the
information
from
you
all
during
this
presentation,
but
if
you
absolutely
let
us
know
if
you're
thinking
about
this
tonight
at
three
o'clock
in
the
morning,
you
want
to
shoot
me
an
email.
H
Please
do
maybe
don't
call
but
shoot
me
an
email
if
you
come
in
the
middle
of
the
night,
but
but
really
like
what
what
we
want
this
to
be
is
a
continued
conversation.
This
is
going
to
be
the
first
time
that
we're
in
front
of
you
talking
about
this.
This
will
not
be
the
last
time
you
all
will
be
tired
of
us
by
the
time
we
get
everything
ready
to
be
implemented,
so
I
will
just
say
that
to
you.
B
If
I
may,
if
I
may
also
add,
for
now,
we
don't
have
council
member
chavez
you're,
my
vice
chair,
what
we
have
potentially
teed
up
for
the
next
committee
of
the
whole
might
be
just
might
be
hearing
back
from
that
government
structure
committee
about
what
their
report
is,
so
that
we
can
hear
directly
the
feedback
of
that
body
and
not
just
wait
necessarily
to
hear
what
what
proposal
comes
to
us
from
the
mayor's
office
on
that,
but
also
you
know
in
general.
B
B
So
as
a
thought,
we
might
want
to
do
another
presentation,
even
next
committee
cycle
here
on
this.
Thank
you
for
bringing
that
up.
Councilmember
goodman.
M
Thank
you,
madam
chair
and
mr
carl,
and
miss
johnston.
I
have
just
a
couple
of
thoughts
really
not
as
much
questions.
This
is
a
very
unique
moment
in
time,
and
it
is
way
beyond
any
of
us
as
individuals.
It's
about
creating
a
system
that
will
last
for
hopefully
another
hundred
years.
M
Council
member
ellison
said
something
interesting
that
I
wanted
to
pick
up
on,
which
is
our
policy
direction,
is
pretty
much
going
to
be
very
similar
to
what
it
was
before,
but
the
oversight
piece
of
it
is
actually
new,
and
I
think
that
that's
an
opportunity-
and
I
want
to
point
out
that
we
can
use
our
budget
process
in
order
to
ensure
oversight.
A
good
example
would
be
if
the
mayor
didn't
put
into
his
budget
enough
people
to
handle
enforcing
tenant
protections.
M
We
would
add
to
that.
I
don't
think
that
at
that
point
we,
the
administration,
would
say
well
we're
not
going
to
spend
the
money,
because
we
don't
agree.
The
mayor
would
have
to
veto
the
budget
in
order
to
say
that's
something
that
we're
not
doing
so.
I
do
think
that
the
oversight
tool
is
a
large
tool
and
we
just
have
to
figure
out
how
we're
going
to
use
it
both
through
our
budget
process
and
our
policy
making
process.
M
I
was
reflecting
yesterday
with
miss
johnston
about
why
I
am
so
anxious
about
this
constituent
service
problem,
and
I
view
it
as
a
large
problem
and
she
doesn't
view
it
as
as
big
of
a
problem
as
I
do.
I
don't
think,
and
that's
because
old
council
members
in
terms
of
tenure
like
me,
have
spent
careers
solving
constituent
problems,
but
new
council
members
and
there's
a
majority
of
you,
don't
even
know
how
to
do
that.
Yet,
so
a
new
system
will
be
easier
for
you
to
adapt.
M
To
than
for
someone
like
me,
who
has
always
known
to
do
things
a
certain
way,
and
so
I
probably
will
have
to
take
a
bit
of
a
step
back
and
understanding
that
it
won't
be
the
way
I
did
it
before,
but
it
hopefully
will
be
effective.
I
will
point
out
so
far
it
has
not
been.
There
are
some
simple
things
like
my
street's,
not
plowed
call
3-1-1
our
there's
graffiti
on
this
wall
call
3-1-1
and
everyone
equitably
gets
in
line,
but
there
are
all
sorts
of
other
issues
that
constituents
call
our
office
about.
M
M
Yet
people
are
frustrated
that
they
call
3-1-1
to
report
a
light,
nothing
happens
with
it
and
then
you
can
take
it
to
the
policy
level.
We
asked
if
we
should
put
more
money
in
the
budget
to
fix
street
lights
faster,
we
were
told
it
would
get
resolved,
and
still
here
we
are,
after
the
budget
was
even
more
than
635
street
lights
out.
So
we
need
to
address
these
constituent
problems
as
the
core
function
of
what
we
do
in
the
city's
business
and
I'd
like
to
remind
us
all.
M
Let
me
repeat
that
the
mayor
will
not
be
able
to
on
his
own,
nor
will
the
department
heads
be
able
to,
on
their
own,
create
a
structure
that
we
will
be
living
with
without
a
vote
of
the
council,
because
charter
amendments
will
likely
need
to
happen
in
order
to
make
those
changes.
So
we
have
an
incredible
amount
of
responsibility.
M
Some
might
call
it
power
in
order
to
participate
in
a
system
that
works
for
everyone
and
for
someone
like
me,
who's
used
to
doing
things.
The
way
I
have
been,
I
stipulate
to
the
fact
I
might
not
be
able
to
do
it
that
way,
but
I
would
challenge
us
all
to
do
it
better,
maybe
than
I've
done
it
in
the
past
and
so
in
the
end,
I'm
impressed
with
the
quickness
of
this
work.
M
I
appreciate
the
fact
that
we're
getting
this
briefing
in
a
very
timely
manner,
I
would
encourage
us
to
work
with
each
other
to
understand
what
an
acceptable
service
level
for
constituent
response
is.
We
should
talk
to
each
other
about
that
and
try
to
figure
out
if
we
think
it's,
okay,
that
no
one
gets
a
call
back
or
311,
doesn't
answer
and
challenge
the
administration
to
do
that
better.
I
don't
get
any
comfort
out
of
saying
I'm
not
in
charge
of
this
call
the
mayor,
your
street
light
didn't
get
fixed,
blame
him.
M
I
don't
think
that
that's
a
comforting
thing
to
constituents.
I
think
they
expect
us
to
come
down
and
solve
problems.
I
want
to
do
my
part.
I
know
that
all
of
the
council
members
do
want
to
do
their
part,
and
so
I
just
wanted
to
offer
those
thoughts.
This
is
a
very
unique
moment.
We're
in
my
colleagues,
let's
join
together
to
make
it
something
really
fantastic
that
will
last
another
100
years.
Thank
you.
N
Thank
you,
madam
chair
and
carl
and
miss
johnston,
and
thank
you,
councilmember
goodman,
for
your
transparency
and
for
your
just
being
open
and
honest
with
us,
because,
yes,
as
somebody
who's
been
around
this
city
for
a
long
time,
I
I
appreciate
you
being
open
about
your
feelings
around
this
so
but
yeah.
N
I
really
appreciate
this
report
and
I
agree
that
you
know
clarity
is
going
to
be
very
important
as
we
look
to
implement
the
new
structure
and
I'm
wondering
ms
johnson,
if
you
could
tell
us,
what's
one
thing
or
a
couple
things
that
we
could
do
as
the
councils.
That
would
be
the
most
supportive,
as
departments
are
working
on
adapting
to
this
new
structure.
H
Madam
chair
councilmember
koski,
thank
you
for
your
question
and
it
it
actually
ties
ties
well
with
some
of
the
comments
that
councilmember
goodman
made
as
well.
Let
me
first
say
that
I
do
believe
that
the
constituent
relations
are
an
incredibly
important
piece
of
the
puzzle
here,
as
we
make
this
transition
we're
in
the
process
of
training
up
new
311
operators.
We
we
do
think
that
we
need
to
you
know,
get
some
of
those
things
taken
care
of
as
soon
as
possible,
and
it
may
make
for
a
conversation
about
resources.
H
Eventually
to
your
specific
question,
councilmember
koski,
I
be,
please
be
patient
with
us.
We
are
really
trying
to
clarify.
We've
asked
council
members
to
address
their
questions
and
concerns
to
department
heads,
so
we
can
allocate
or
kind
of
address
those.
We
know
that
at
some
point
that's
going
to
be
we're
going
to
have
kind
of
key
people
in
our
departments
that
are
going
to
be
responsible
for
standing
handling.
Some
of
these
things,
especially
things
like
constituent
calls.
We
have
some
departments
who
handle
those
things
already
or
have
individuals.
H
We
know
that
you're
going
to
have
conversations
with
the
inspectors
in
the
precinct
that
absolutely
in
the
precincts
that
absolutely
makes
sense
and
so
really
appreciate
your
willingness
to
continue
to
tell
us
where
the
pain
points
are
to
ask
questions
about
what
makes
sense
and
to
give
us
your
thoughts
about
what
what
is
really
going
to
be
helpful
as
we
move
forward,
we
are
going
to
have
some
very
specific
requests
here
in
the
next
hopefully
month
or
so
about
to
get
your
reactions
to
some
more
proactive
communications
that
we'd
like
to
do
too.
H
So
my
specific
request
is
for
patients
continued
patients.
Thank
you
and
just
to
continue
to
share
our
your
thoughts
with
us
as
we
move
forward
in
this
process.
So
thank
you
for
the
question.
N
Thank
you,
mr
johnson,
and
one
one
other
question.
You
know
kind
of
rolling
off
of
council
member
goodman
and
just
how
transparent
and
honest
she
was,
you
know
what
are
you
hearing
from
department
heads
around
these
changes
too
because,
like
I
said,
I
imagine
that
this
is.
This
is
a
lot
of
change
for
them
as
well.
H
Yeah,
I
think
that,
overall,
I
would
say,
department
heads
are
looking
forward
to
having
a
little
bit
more
clarity
with
respect
to
communication
and
direction.
H
I
think
that
I
I
think
over
the
last
six
months,
I've
heard
a
lot
about
how
challenging
it
was
and
having
worked
in
this
structure
for
a
number
of
years
previously,
how
challenging
it
is
to
try
and
figure
out
what
is
the
the
number
of
my
one
number
one
priority
and
it
makes
it
difficult
to
do
work
efficiently
and
do
it
well
when
you're
kind
of
moving
in
one
direction
or
another,
and
so
I
think,
department
heads,
are
anxious
and
excited
about
the
change
to
have
clarity
of
direction
and
really
want
it.
H
They
want
to
do
it
right.
If
there's
one
thing
I
can
tell
you
about
our
department
heads
is:
they
are
very
passionate
about
serving
the
city
and
they're
passionate
about
doing
a
good
job
serving
the
city,
and
I
think,
they've,
generally
speaking,
have
been
giving
feedback
that
these
changes
will
really
help
them
do
better.
H
I
think
it
was
councilmember
goodman's
point:
is
we
really
do
want
to
provide
services
better
and
in
a
more
efficient
manner,
and
we
also
want
to
ensure
that
there's
equity
in
the
delivery
of
services
throughout
the
the
city
as
well?
So
those
are
those
are
some
of
the
pieces
of
feedback
that
we've
heard
from
department
heads.
H
They
feel
it'll
be
a
little
bit
easier
for
them
to
direct
the
work
and
prioritize
and
as
we
get
data,
hopefully
we
can
get
more
data
from
311
as
we
get
that
staffed
up
appropriately
and
are
able
to
start
allocating
resources.
So
we
can
get
some
of
these
long-standing
issues
taken
care
of
as
well.
So
thanks
for
the
question.
N
Thank
you
so
much.
I
really
appreciate
your
thorough
answers
and
I
am
really
excited
to
be
part
of
this
process.
As
president
jenkins
said,
you
know
we
are.
We
are
making
history
here.
We
are
building
our
government
structure
for
our
future
and
that's
really
exciting
that
we
as
a
council
get
to
collaborate
with
all
of
you
to
do
this.
Thank
you.
G
F
Thank
you,
madam
chair,
and
want
to
echo
the
appreciation
for
our
clerk
and
our
coordinator.
O
Around
putting
this
together
and
presenting
us
with
with
this
recommended
direction,
you
know,
I
think
I
heard
this
earlier
in
one
of
the
questions
someone
else
asked,
but
just
want
to
clarify
in
one
of
the
earlier
slides
there
was
that
that
delineation
of
propose
and
and
dispose-
and
you
know
I
I'm
trying
to
just
make
sure
I'm
understanding
this
correctly.
O
The
primary
responsibility
of
of
the
legislative
body,
the
city
council
is
to
you
know,
write
our
city's
laws
and,
and
so
I'm
trying
to
understand
the
piece
on
on
the
mayor's
responsibility
being
proposing,
and
that
is
that
like
to
or
I
guess
to
put
it
more
plainly,
what
I'm
wondering
is
do
do
we
have
to
wait
for
the
executive
to
come
to
us
with
a
proposal
in
order
to
act,
or
can
we.
I
Madame
vice
president
I'll
jump
in
and
to
the
council
members
questions
I'll
say
the
proposed
dispose
is
my
fault.
I
put
the
slide
together
and
stuck
miss
johnson
in
a
difficult
position
of
using
a
model.
Not
of
her
choosing
propose
is
the
duty
of
the
mayor
in
several
places
in
the
charter,
and
I
can
send
that
to
you
offline
it.
Talks
about
the
mayor
must
present
an
annual
state
of
the
city
address.
It
shall
include
the
mayor's
recommendations
to
deal
with
the
development
and
needs
and
health
and
welfare
of
the
community.
I
It
also
says,
under
the
financial
article
article
9,
that
the
mayor
must
produce
a
budget
and
as
part
of
that
budget,
there
should
be
an
accompanying
message
that
sets
forth
the
priorities
and
policies
that
the
mayor
has
as
part
of
that
spending
plan.
So
the
mayor
does
have
a
charter
imposed
duty
to
propose
that
is
not
to
say
that
council
can't
propose
as
well.
I
In
fact,
only
a
council
member
can
propose
into
the
legislative
process,
so
the
mayor
can
certainly
make
a
lot
of
proposals,
but
ultimately
the
mayor
is
going
to
need
to
find
a
partner,
an
ally
in
one
or
more
council
members,
so
that
they
can
then
formally
introduce
into
the
council's
legislative
process
the
form
of
a
local
law
in
the
manner
of
an
ordinance
or
a
policy
for
the
enterprise
in
the
manner
of
a
resolution
or
some
other
form
of
action,
and
then
once
the
council
has
disposed
or
voted
on
that
proposal,
whether
initiated
by
the
mayor
or
by
the
council
members.
I
It
goes
to
the
mayor
as
an
official
active
council,
and
the
mayor
then
has
to,
of
course,
approve
it
or
to
veto
it
and
in
the
event
of
a
mayoral
veto.
Of
course,
it
comes
back
to
the
council
for
a
second
shot,
so
I
I
don't
want
to
create
undo,
conflict
or
not
understanding
the
process.
The
mayor
does
have
a
charter
and
post
duty
to
propose
policy.
That
is
not
to
say,
council
members
cannot.
I
That
is
absolutely
the
centerpiece
of
why
we
elect
the
council
is
to
propose
and
shape
and
adopt
both
local
laws
and
public
policies.
So
I
hope
I
address
that
happy
to
let
ms
johnston
jump
in
as
well
or
to
add
any
further
clarification
that
you
may
need.
Councilmember.
H
I
I
think,
that's
pretty
much
what
I
would
have
said
as
well.
I'm
sorry,
I'm,
madam
chair,
councilmember,
chuck
thai.
You
know
there's
an
example.
Another
example
of
that
is
the
budget
document
right.
So
the
budget
that
the
mayor
proposes
is
then
proposed,
and
then
the
council
makes
changes
and
then
does
the
final
action.
That's
kind
of
the
clearest
for
me,
probably
given
my
background.
H
The
clearest
example
of
that,
but
certainly
has
to
work
with
the
council,
regardless
in
order
to
propose
something
as
our
clerk
casey
carl
just
mentioned.
So
thank
you.
O
Appreciate
that
and
then
you
know,
I
think
my
next
question-
I
I
think
I
I
just
don't
think
I
fully
processed
when
you
when
you
talked
about
this,
but
one
of
the
pieces
I
heard
earlier
is
you
know
the
council
structure
is
the
administration,
and
so
I
get.
Can
you
help
me
understand
that
when
you
say
that,
are
you
just
are
you
addressing
that?
O
You
know
the
council
is
involved
in
approving
department
directors
or
like
what
exactly
does
that
reference.
I
Madam
vice
president,
and
to
council
membership
thai-
actually,
no,
it
is
a
formal
power
vested
in
council.
Section
7.2
of
the
charter
says
that
the
city
council
must
establish
organize
and
provide
for
departments
by
ordinance.
So
here
again,
not
only
does
the
charter
vest
that
power
to
create
the
executive
branch?
It
says
you,
you
must
do
it
by
ordinance.
We
just
got
done
discussing
how
the
legislative
process
is
dominated
by
council.
The
mayor
can
certainly
present
a
proposal
for
an
executive
branch
reorganization
plan
that
would
be
introduced
to
council
council.
I
Some
member
of
council
would
need
to
take
responsibility
for
that.
That
plan
would
be
up
to
the
council,
then
to
approve
in
terms
of
how
the
government
is
structured,
how
functions
are
allocated
amongst
its
operating
departments
and
and
how
those
lines
of
reporting
are
done.
What
the
council
cannot
do,
then,
is
change.
What
the
charter
has
put
in
place,
that
once
you
create
and
structure
and
assign
responsibilities
to
the
executive
branch,
the
manager,
the
management
of
that
is
the
responsibility
of
the
mayor.
O
You
know
I
I
I've
heard
some
kind
of
back
and
forth
between
other
council
members
about
this
too,
but
just
want
to
just
want
to
kind
of
come
back
to
this
conversation.
We
were
having
earlier
about
concerns
that
policy
is
not
being
implemented,
and
you
know
the
source
of
that
either.
O
Being
you
know,
an
un
willingness
from
the
mayor's
office
to
do
that
lack
of
resources
for
the
the
staff
for
the
department,
that's
you
know
being
tasked
with
the
implementation,
whatever
it
might
look
like,
and
you
know
I
I
appreciate
that
that
budget
season
is
is
one
of
our.
O
You
know
tools
of
accountability,
though
I
feel
it
perhaps
maybe
because
I'm
I'm
new
feel
like
a
sense
of
discomfort
around
waiting
an
entire
year
to
to
use
that
tool,
and
then
you
know,
I
know
that
something
that
we're
working
on
is
is
evaluation
via
the
the
auditor's
role,
and
so
I
wonder
where
the
conversations
are
around
just
the
the
and
I
know
the
council
vice
president
addressed
this
a
little
bit,
but
just
you
know
the
the
office
of
the
auditor,
for
example,
being
far
too
small
to
be
able
to
do
that
day-to-day
evaluation
work
of
programs
that
that
council
has
set
the
direction
for
and
is
a
part
of
the
law.
O
I
Council
vice
president
to
ty's
questions,
I
would
take
a
stab
at
many
of
these
I'm
going
to
defer
to
ms
johnson
first
and
allow
her
to
speak
about
from
the
administration
standpoint.
I
What
she
believes
is
the
ability
of
staff
to
be
responsive
to
council
concerns
about
service
delivery
program
management
within
the
policy
framework
of
the
council.
She
did
touch
on
this.
I
think
a
little
bit
when
she
talked
about
the
ability
to
call
to
make
inquiries,
certainly
through
your
council
committee
process,
that's
a
way
of
discussing
departmental
performance
and
then,
to
the
extent
that
there's
a
necessary
follow-up.
I
I'm
happy
to
talk
more
about
specifics
on
the
audit
committee,
the
city
auditor
and
other
tools
available
that
I
see
for
the
council,
but
but
would
start
with
miss
johnston.
H
Cheer
paul
masano
councilmember
check
thai
the
I
think
actually
yeah
our
city
clerk
just
answered
the
question,
but
I'm
going
to
go
ahead
and
give
it
my
spin
here.
If
you
will,
I
think
that
we
do
have
a
need
to
develop
a
more
formalized
process
with
respect
to
reporting
measures
to
the
council
and
our
performance
against
those
this
year.
In
the
budget
we
are,
anticipating,
we've
been
having
departments,
go
through
a
very
detailed
process,
related
to
measuring
their
performance
against
programs,
we're
hoping
to
link
that
mark
directly
to
the
budget
process.
H
However,
I
think
that
we,
we
are
also
looking
at
developing
a
format
that
kind
of,
I
think,
went
to
the
wayside
with
covid
to
do
a
more
formalized
reporting
on
performance
against
different
programs
on
a
more
regular
basis,
and
so
what
that
might
look
like,
I'm
not
sure
exactly
what
that
looks
like,
but
there
are
a
couple
different
things
and
so
in
terms
of
holding
the
departments
accountable.
H
I
think
during
the
normal
committee
process
would
certainly
be
the
most
sort
of
typical
way
of
doing
that.
However,
I
think
also
I
have
had
a
lot
of
conversations
about
performance
with
individual
policy
makers
and
certainly
does
not
take
waiting
to
get
me
in
front
of
a
committee
for
me
to
try
to
address
those.
I
will
say
that
very
directly,
so
I
hope
that's
responsive
to
your
question.
O
I
appreciate
that
and
then
I
wonder
you
know
so
you
know.
I
appreciate
that
this
is
this,
that
we're
what
we're
looking
at
today
is
a
culmination
of
conversations
that
you've
had
with
with
department
directors
some
conversations
with
the
work
group.
You
know,
I
think,
and
like
incredibly
thankful,
that
this
is
again
to
echo
what
council
member
goodman
said
earlier
that
this
is
coming
to
us.
You
know
only
in
our
second
cycle,
so
I
can't
overstate
the
thankfulness
to
you
for
for
working
to
pull
all
of
that
together.
O
You
know,
I
think
the
place
where
I
get
stuck,
though,
is
where
the
feedback
from
from
council
is
included
there
right
so,
and
I
think
what
I
mean
by
that
is
personally,
I
would
love
to
not
look
at.
O
I
would
love
to
not
look
at
a
directive
or
like
these,
the
the
the
follow-ups
to
these
pieces
that
we're,
where
we're
giving
you
or
I
guess,
you're,
giving
yourself
without
having
had
the
chance
to
provide
that
same
type
of
input
moving
forward
right,
so
you
know
like
when
you
you're
having
those
direct
conversations
with
department
directors
you're
having
those
direct
conversations
with
the
administration.
O
But
where
do
where
do
we
come
into
that
process?
You
know
even
being
here
today
and
listening
to
the
other
council
members,
ask
their
questions
express
concerns
that
match
up
with
my
own
concerns
and
match
up
with
the
one-on-one
conversations.
I've
had
with
my
colleagues
around
the
delivery
of
services
to
my
constituents,
and
you
know
so.
O
I
think
what
I'm
really
looking
for
moving
forward
is
the
ability
to
have
that
same
type
of
input
that,
for
example,
the
mayor's
office
has
or,
for
example,
a
different
department
director
has
and
not
to
have
to
do
that
until
after
those
conversations
are
done
until
you've
had
a
chance
to
process
and
synthesize
and
put
it
in
writing
and
bring
it
in
front
of
us.
So
you
know
wanting
to
see
wanting
to
really
be
a
part
of
this
process,
because
you
know
we
are
in
the
process
of
creating
something
new.
O
We
are,
you
know
wrestling
with
with
these
big
and
difficult
questions
and
both
in
you
know
individual
one-on-one
settings
and
then,
as
as
council,
in
in
more
public
and
formalized
settings
wanting
to
wrestle
with
these
questions.
O
You
know
from
from
the
from
the
start
and
being
brought
along
throughout
the
entire
process,
so
I
you
know
I
would
just
share
that
feedback.
You
don't
necessarily
need
to
react
to
it,
but
those
are
my
two
cents.
I
Madam
vice
president,
I
I
know
that
wasn't
necessarily
framed
as
a
comment,
but
I
think
as
we're
all
very
early
in
this
in
this
work
together,
especially
with
so
many
new
counselors,
it
is
good
to
sort
of
frame
back
a
little
bit
conversations
between
and
amongst
department
heads
about
their
needs,
especially
when
they
have
been
in
the
prior
administration.
This
administration
are
responsible
for
delivering.
I
Those
services,
of
course,
inform
our
work
in
terms
of
what
we
think
would
be
sustainable
and
effective
in
moving
a
city
that
is
the
largest
in
the
state
of
minnesota.
Our
conversations
mine
at
least
that
I've
been
involved
with
at
the
council
leadership
level,
was
simply
to
say,
department
heads
have
been
talking
about
this.
We
need
clarity.
I
There
are
some
specific
points
on
which
we
need
clarity
and
we
need
direction,
but
in
recognizing
that
the
council,
as
I've
mentioned
several
times,
works
as
a
body
and
that
no
individual
council
member,
even
leadership,
have
individual
powers.
The
manner
in
which
we
do
engage.
You
begins
like
this.
It
begins
with
a
structured
conversation
by
staff
to
the
body
whether
that
body
is
the
full
council,
or
here
it's
the
full.
It's
the
full
council,
but
it's
as
a
committee
to
say
are
we
on
the
right
track,
give
us
your
feedback
in
this
public
setting.
I
We
will
continue
to
interact
with
you
on
individual
basis
outside
those
public
forums,
but
we're
always
going
to
bring
stuff
back
to
council
in
that
public
setting.
So
I
mentioned
this
a
little
bit
ago,
that
is
the
clerk
that
reports
to
council.
My
my
next
steps
with
your
approval
of
this
directive
is
to
begin
that
process
of
engaging
each
individual
council
member,
so
that
your
individual
perspectives
and
voices
are
included
in
that
work.
I
To
be
clear
in
case
that
it's
it's
not,
this
proposed
half
directive
was
put
together
by
ms
johnson
and
I
it
was
not
informed
by
the
mayor.
It
was
not
informed
by
the
council
president.
It
was
not
informed
by
the
council
vice
president,
except
to
the
extent
that
those
three
elected
officials
told
us
we
concur.
We
concur
that
we
need
clarity.
We
concur
that
we
need
direction.
I
We
then
brought
this
presentation
forward,
hoping
that-
and
I
think
we've
heard
from
all
of
you
that
have
commented
that,
yes,
that
is
important,
and
now
we
need
to
begin
the
work
of
engaging
each
of
you
individually
and
then
bringing
it
back
to
this
public
forum
so
that
we
can
close
the
loop
and
and
tell
departments
this
is
the
direction
from
the
council,
because
that's
truly
what
it
will
be,
the
council's
direction.
I
So
I
I
did
hear
you,
council
member.
I
just
wanted
to
make
sure
we're
very
clear
on
the
process
that
we
have
followed
and
we'll
continue
to
follow.
B
Thank
you.
I
also
just
want
to
share
that.
That
is
how
council
president
jenkins-
and
I
envision
this
work-
that's
why
we
have.
This
is
a
subcommittee
that
has
all
13
members
on
it
and
that
was
really
intentional,
we'll
also
be
checking
in
informally,
but
I
I
do
like
that.
We're
we're
doing
this
and
starting
it
just
even
in
the
second
council
cycle,
starting
this
conversation
up.
So
thank
you.
I
I'm
not
seeing
any
other
comments
or
questions
in
queue,
so
I
think
I
will.
I
have
moved
this
staff
direction.
B
D
F
G
B
Thank
you
next
and,
and
last
but
not
least,
we
will
receive
reports
from
the
standing
committees
on
matters
to
be
considered
by
the
full
council
this
thursday.
Just
as
a
reminder,
this
is
a
report
out
we're
not
taking
actions
today,
but
it
also
gives
every
council
member
a
chance
to
notify
colleagues
of
any
questions
or
significant
issues
or
motions
or
amendments.
They
will
be
bringing
forward
to
the
full
council
meeting
on
the
committee's
recommendations.
M
Thank
you,
madam
chair.
The
business
inspections,
housing
and
zoning
committee
is
bringing
10
items
forward
for
approval
item
number.
One
are
approving
appointments
to
the
zoning
board
of
adjustment
item
two:
are
the
liquor
license?
Renewals
and
three?
Are
the
gambling
license
approvals
item?
Four?
Is
a
street
name
change
that
council
member
johnson,
I'm
sure
we'll
speak
to
in
the
council
meeting
item?
Five?
Is
a
park
dedication,
fee
waiver
for
worth
on
the
woods
and
item?
Six
is
a
similar
one
for
nordic
house
item.
M
Seven
is
a
change
in
a
revenue
note
for
the
american
academy
of
neurology
item.
Eight
is
an
agreement
with
mndot
and
the
downtown
council
for
a
new
mural
on
ramp,
a
item.
Nine
are
reappointments
to
the
heritage,
preservation,
commission
and
item
10
is
a
great
streets
gap
financing
loan
at
700
west
broadway.
I'm
happy
to
answer
any
questions
on
any
of
the
items.
B
E
Thank
you,
madam
chair.
The
intergovernmental
relations
committee
is
bringing
forward
two
items.
The
first
is
an
amendment
to
our
legislative
agenda
and
policy
positions,
and
the
second
is
an
amendment
to
our
state
capital
investment
bill
submissions,
both
to
reflect
a
lowered
projected
costs
for
the
nikola
avenue
bridge,
so
stand
for
any
questions.
Thank
you.
B
K
Thank
you,
madam
chair
on
the
policy
and
government
oversight
committee
have
19
items
to
bring
to
the
full
council
ida
item.
One
is
accepting
a
city's
fortifying
democracy.
Creative
engagement
grant
for
grant
for
promoting
youth
participation
in
community
issues.
Item
two
is
authorizing
a
request
for
proposals
for
squad
video
systems.
Item
three
is
amending
the
2022
utility
billing
rates.
K
Amendment
item
four
is
accepting
the
2021
quarterly
donations
report
item
five
is
authorizing
the
legal
settlement
lewis,
ernest
olson
iii
versus
the
city
of
minneapolis
item
number,
six
he's
authorizing
the
legal
settlement
of
john
kistler
and
oakland
dreams
and
item
7,
8
9,
10,
11,
12,
13,
14,
15,
16
17
are
all
workers
comp
settlements
as
well
and
item
18
is
authorizing.
Oh
sorry,
I'm
not
item.
18
is
also
a
workers
comp
settlement.
So
sorry
only
18,
not
19..
K
We
did,
however,
also
have
a
receiving
file
on
some
important
items
regarding
redistricting.
We'll
have
an
opportunity
to
pick
that
conversation
up
just
in
a
few
months
here
and
then,
of
course,
we
had
our
presentations
that
you
were
all
there
for
and
I'm
hoping
that
we
have
some
some
urgency
and
some
policy
direction
that
can
eventually
come
out
of
that
discussion.
So
with
that
I'll
stand
for
any
questions,.
L
Yeah,
thank
you,
chair
promise.
I
know,
and
councilmember
ellison
just
want
to.
Let
you
all
know
that
I'm
going
to
be
pulling
7
through
18
tomorrow
at
at
our
full
council,
in
regards
to
the
city,
employee
workers,
compensation,
I
believe
it
totals
2
million
and
either
I
can
ask
my
questions
today
or
I
can
ask
them
at
full,
council
and
I'll
just
be
reaching
out
to
city
staff
if
they
can
give
me
more
information
in
regards
to
what
who,
which
employees
these
are
for
compensation
and
what
it
is
in
regards
to.
L
I
know
we
had
this
in
pogo
yesterday,
but
it
was
a
longer
discussion
with
other
stuff
happening,
so
I
just
let
it
go
and
was
just
gonna
bring
this
back
up
apple
council
and
have
more
discussion
there,
while
making
some
calls
today.
K
Councilmember
chavez,
I'm
I'm
happy
to
follow
up
with
the
staff
and
you
hopefully
prior
to
the
meeting
at
full
council
and
get
a
sense
of
the
questions,
because
it's
sensitive
material.
There
are
probably
things
that
will
are
allowed.
We're
allowed
to
ask
things
that
we
probably
can't
discuss
in
a
public
forum,
but
would
love
to
give
you
as
many
answers
as
possible
from
staff
and
so
I'll
follow
up
on
that.
B
D
Thank
you,
madam
chair.
The
public
health
and
safety
committee
has
five
items
that
it
would
like
to
bring
forward
this
cycle
item.
One
is
authorizing
a
grant
application
to
fema
for
the
staffing
for
adequate
fire
and
emergency
response
grant
item
two
is
accepting
a
minnesota
department
of
health
nurse
family
partnership
program.
Grant
amendment
item
three
is
accepting
the
united
states
department
of
housing
and
urban
development
grant
for
corrective
healthy
home
activities.
D
B
E
Thank
you,
madam
chair.
The
committee
is
bringing
forward
six
items.
The
first
is
very
noteworthy.
It
is
the
consideration
of
the
mayor's
nomination
of
margaret
anderson
kelleher
to
the
appointed
position
of
the
director
of
public
works,
and
that
is,
after
more
than
a
year
without
a
permanent
director
of
public
works,
and
so
the
committee
is
bringing
forward
that
recommendation.
E
We
also
are
bringing
forward
a
contract
with
hennepin
county
for
waste
disposal
services,
a
contract
with
gray
matter
systems
for
a
scada
system
to
support
the
water
treatment
and
distribution
division,
an
agreement
with
excel
energy
for
electrical
feeder
replacement,
a
contract
with
all
face
construction
for
additional
catch
basin
and
manhole
repair
and
the
project
project,
designation,
cost
estimate
and
setting
of
a
public
hearing
for
the
luella
anderson
neighborhood
project
phase.
Two
with
that,
I
will
stand
for
any
questions.
C
Thank
you,
madam
chair
on
council
committee,
this
cycle,
which
was
the
first
of
this
term.
We
had
four
items
in
new
business,
we
received
a
2022
enterprise
risk
assessment
from
our
auditor,
a
report
on
that
and
approved
the
risk-based
integrated
audit
plan,
based
on
that
report.
B
Thank
you,
I'm
not
seeing
any
questions
or
comments
on
the
audit
committee
report.
Colleagues,
please
allow
me
before
we
conclude
with
all
our
matters
of
business.
I
do
want
to
end
with
a
very
important
tidbit
about
black
history
in
honor
of
black
history
month
on
this
date
of
february
8
in
1986,
during
many
of
our
lifetimes
figure,
skating,
superstar,
deborah
jeanine
thomas,
better
known
as
debbie,
becomes
the
first
black
figure
skater
to
win
the
us
women's
figure
skating
national
title
at
just
18
years
old.
B
Following
her
impressive
competitive
career,
miss
thomas
would
go
back
to
school
and
finish
her
medical
degree,
ultimately
becoming
an
orthopedic
surgeon
on
this
day
in
the
middle
of
the
2022
winter
olympic
games.
We
remember
dr
debbie
thomas
for
her
impressive
achievements
and
for
being
a
trailblazer
in
both
the
athletic
and
the
medical
communities.
B
Thank
you
for
allowing
me
to
look
up
here
on
this
top
screen
of
mine.
To
read
that
to
you
with
that
colleagues,
we
have
concluded
all
our
business
to
become
before
this
committee
today
and
without
objection.
I
will
declare
this
meeting
adjourned.
Thank
you
for
your
time.