►
From YouTube: October 31, 2022 Policy & Government Oversight Committee
Description
Additional information at:
https://lims.minneapolismn.gov
B
B
President,
let
the
record
reflect
that
we
have
a
quorum.
There
are
19
items
on
the
consent
agenda.
Today,
I'll
Now
read
the
items
for
the
record.
One
is
setting
a
public
hearing
for
November
14th
for
the
procurement
reform.
Ordinance
two
is
setting
a
public
hearing
for
November
14th
for
the
target
market
program.
Ordinance
three
is
passage
of
a
resolution
related
to
2022
quarterly
donations.
Reports
four
is
passage
of
a
resolution
related
to
revisions
to
residential
loan
subordination
policy.
B
B
B
Nine
is
a
bid
for
Minneapolis
Convention
Center
Corridor
ceiling
replacement
project
10
is
accepting
a
bid
for
Citywide
Public
Safety
camera
Network,
repair
and
maintenance.
11
is
accepting
a
bid
for
official
advertising.
Services
12
is
authorizing
contract
with
Olson
and
nestled
Engineers
PSC
for
engineering
and
design
services
for
10th
avenue
bridge
over
the
Midtown
Greenway
10
is
authorizing
contracts
to
establish
an
an
executive
recruitment.
B
Services
pool
for
executive
Search,
Services
14
is
authorizing
a
lease
extension
with
Sprint
Spectrum
Realty
Company
LLC
to
operate
personal
Communication
Service
antenna
systems
on
the
Orchestra
Orchestra
Hall
Parking
Ramp
15
is
a
approving
a
legal
settlement.
Minnehaha
Academy
versus
the
Minneapolis
City
of
Minneapolis
16
is
approving
a
legal
settlement
workers.
Compensation
claim
for
Jared
Smith
17
is
a
proving
a
legal
settlement
claim
workers,
compensation
claim
for
Joshua,
Johnson,
18
and
19
are
also
workers.
Compensation
claims
for
John,
Owen
and
Brian
men.
B
D
You
chair
Ellison,
while
I
will
be
voting,
nay
on
items
16-19.
Those
are
legal
settlements.
I
do
want
to
know
for
our
City
attorney
Nielsen
that
if
there's
a
chance
that
we
can
have
these
be
added
to
a
closed
session
for
Council.
So
council
members
can
have
an
overview
of
the
you
know,
context
Behind.
These
cases.
E
Charles
and
Vice
chair
wansley,
so
it
and
and
usually
when
we
approach
a
closed
session,
we
have
to
make
even
as
the
city
turns
off
our
request
through
the
council
president,
so
I
will
leave
agenda
management
up
to
a
discussion
with
the
council
president,
if
that's
the
wish
of
the
body,
certainly
yep.
F
And
granted
I
know
that
this
is
just
setting
up
a
public
hearing
and
we'll
be
forwarding
that
but
I
just
have
a
question
on
we.
A
couple
months
ago,
maybe
like
a
month
ago,
we
approved
in
our
P
for
the
Hiawatha,
so
roof
Depot
to
find
a
contractor
for
the
demolition
under
this
reform.
Should
it
pass,
how
would
that
have
been
handled?
Would
that
mean
that
procurement
would
have
just
came
back
with
the
RFP
completed,
saying
who's
going
to
demolish
the
building
or,
if
you
know,
context,
I'm
trying
to
understand
if
that
makes
sense,.
G
Chair
Allison
council
member
Chavez
I'm,
trying
to
remember
the
details
of
that
exactly
and
I'm
not
coming
up
with
them
off
the
top
of
my
head.
What
this
procurement
change
would
do
is
it
would
eliminate
the
need
to
come
forward
for
an
RFP
in
advance
of
a
million
dollar
RFP.
However,
the
council
would
still
approve
it,
so
the
council
would
still
approve
all
contracts
that
exceed
175
thousand
dollars.
G
In
addition,
any
best
value
would
not
need
to
come
to
the
council
in
advance,
but
it
will
come
to
the
council
for
contract
approval,
which
I
believe
is
the
case
for
Hiawatha
now
as
I'm
thinking
about
that
as
a
best
value,
it
would
still
come
that
contract
would
still
come
or
will
still
come
to
the
the
council
for
approval.
So,
ultimately,
the
council
has
Authority
for
approval
of
contracts
over
175
thousand
dollars.
B
Yes,
thank
you
great.
Is
there
any
other
discussion,
councilmember
Vita.
H
Thank
you
chair
item
six,
the
gvi
Outreach
Services.
Is
there
anyone
that
can
speak
to
the
timeline
for
this
RFP
when
they
plan
to
put
it
out
and
then
when
is
you
know?
When
are
they
going
to
make
a
final
decision.
A
Josh
Peterson
with
the
office
of
violence
prevention,
so
we
did
have
a
timeline
in
place
to
have
this
RFP
out
on
actually
this
week
and
then
decisions
made
at
the
beginning
of
January
because
we're
coming
here
to
council
for
approval
on
it.
That's
going
to
push
our
timeline
back
a
few
weeks,
so
I
think
that
the
new
timeline
is
something
like
release
next
month
and
then
hopefully
Services
sort
of
in
place
through
this
at
the
beginning
of
February
around
there.
H
A
Sure,
chair
Alison,
councilmember
Vita,
so
this
proposal
will
cover
contracts
anywhere
within
sort
of
a
three-year
range.
That's
typically
what
we
do
with
our
proposals
or
our
rfps.
That
doesn't
necessarily
mean
that
if
someone
is
awarded
a
contract,
it
will
be
for
the
the
full
three
years,
but
really
the
way
we
set
them
up
is
so
that
we
can
enter
into
an
agreement
and
then,
if
the
those
agreements
sort
of
are
working
well,
we
can
continue
them
throughout
that
three-year
time
span.
A
Proposal
I
would
have
to
look
but
off
the
top
of
my
head.
I
I
think
it's
somewhere
up
to
around
750
000.
Thank.
H
B
Great,
thank
you,
councilmember
pizza.
Thank
you,
Mr
Peterson.
Is
there
any
other
discussion
on
the
consent
agenda,
seeing
none
all
those
in
favor
say
aye.
B
I
C
And
chair
Olson
hi
all
right.
We
have
six
eyes
on
one
through
fifteen
and
for
ice
on
16-19.
B
That
motion
carries
and
the
cassette
agenda
is
approved.
We
have
two
discussion
items
today.
First
is
a
report
by
the
office
of
performance
and
Innovation
on
the
city's
evaluation
function
and
I
will
invite
the
office
of
performance
and
Innovation
and
Taylor
Crouch
Dodson
program
manager
to
give
the
presentation
so.
B
J
Good
afternoon,
chair
Ellison,
Vice,
chair
wansley
and
members
of
the
committee,
my
name
is
Marisha
McAdoo
I
use
she
her
pronouns
and
I'm,
a
planner
analyst
in
the
office
of
performance
and
Innovation
I'm
joined
today
by
my
colleagues,
Taylor
Crouch
Dodson
and
Adar
mocktail.
We
have
the
pleasure
of
providing
an
update
on
the
status
of
evaluation
in
the
office
of
performance
and
Innovation
and
its
impacts
on
the
city.
J
Through
this
presentation,
we
aim
to
provide
an
overview
of
how
our
office
became
stewards
of
evaluation
work
in
the
city.
We
will
then
describe
how
evaluation
aligns
with
other
divisions
of
our
work.
Next,
we
will
discuss
the
role
we
play
in
supporting
evaluation
in
the
city
and,
finally,
we
will
share
how
we've
improved
our
approach
to
evaluation
and
how
we
can
sustain
this
work
going
forward.
J
To
give
you
a
brief
sense
of
how
OPI
came
to
Champion
this
work,
we
have
identified
a
few
major
Milestones,
since
the
office's
Inception
in
2016,
The,
Innovation,
team
or
I-team
was
launched
from
a
Bloomberg
Grant
and
tasked
with
using
creative
Innovative
methodologies
to
address
some
of
the
city's
toughest
challenges
in
2019,
the
it
merged
with
the
office
of
strategic
planning
and
Analysis
to
become
the
office
of
performance
and
Innovation.
Although
the
scope
of
our
work
expanded,
the
team
did
not
receive
additional
ftes
reflective
of
this
expansion
in
2020
OPI
received
direction
to
obtain
Bloomberg's.
J
What
works?
City
certification,
an
assessment
of
how
well
the
city,
integrates
data
and
of
evidence
in
its
management
and
decision
making
part
of
the
certification's
requirements
included.
The
creation
of
an
evaluation
function.
Opi
invited
a
group
of
city
employees
to
Champion
this
evaluation
work
in
the
city.
This
first
iteration
of
the
evaluation
function
included
folks
from
different
positions
across
the
Enterprise
who
aim
to
support
evaluation
work
in
the
city
as
the
function
progressed
and
as
the
composition
of
OPI
changed.
J
Opi
staff
identified
a
need
to
depart
from
Bloomberg's
methods
to
create
minneapolis-specific
methods
and
models
for
understanding
and
executing
our
work
throughout
2021
and
2022.
Opi
is
reflected
on
and
improved
many
areas
of
our
work,
including
evaluation.
Today
we
are
presenting
a
clear
view
of
the
divisions
of
our
work
and
expanding
upon
the
evaluation
function,
redesign
process.
J
Each
of
these
divisions
work
in
tandem
to
ensure
that
the
city
is
able
to
Define
and
measure
success,
identify
opportunities
for
improvement,
work
with
residents
to
co-create
solutions
to
problems
and
Implement
those
Solutions
within
existing
City
systems.
Given
the
vast
and
varied
nature
of
the
problems
we
are
presented
with,
these
divisions
have
and
will
continue
to
collaborate
on
projects
from
across
the
Enterprise.
J
J
J
J
In
OPI,
we
see
our
approach
to
evaluation
being
grounded
in
wanting
to
know
if
we
are
doing
the
right
things.
That
is,
we
see
program,
evaluation
as
being
tied
to
Performance,
Management
and
ultimately,
design
and
Innovation
evaluation
in
our
office
aims
to
investigate
how
well
and
why
a
program
is
achieving
its
defined
outcomes
through
analysis
and
measurement.
J
Audit,
conversely,
uses
evaluation
to
approve
the
effectiveness
of
governance,
risk
management
and
control
processes.
Thus
answering
the
question:
are
we
doing
things
right?
Both
offices
ultimately
use
evaluation
to
further
contribute
to
evidence-informed
Improvement
decision
making
and
accountability
throughout
the
Enterprise.
J
B
Thank
you,
Miss
mcder,
and
thank
you.
K
K
As
my
colleague
marusha
McAdoo
stated
earlier
in
this
presentation,
our
office
launcher
design
process
of
our
evaluation
function.
Late
last
year,
members
of
our
team
recognize
the
opportunity
to
redesign
the
evaluation
function
in
an
effort
to
improve
and
to
improve
and
strengthen
its
functionality.
After
identifying
existing
problems
and
highlighting
limitations
of
the
old
model,
we
formed
a
plan
of
action
to
further
develop
our
understanding
of
evaluation
at
the
city.
K
This
plan
included
an
investigation
of
the
evaluation
landscape
at
the
city
and
three
other
domains
to
determine
how
we,
how
OPI
can
best
support
internal
Partners
I'll,
be
getting
into
details
surrounding
each
domain
a
little
later
in
the
presentation,
but
for
now
I'd
like
to
highlight
the
synthesis
and
conclusion
of
our
redesign
process.
After
an
extensive
period
of
research
and
evaluation
across
four
different
domains,
our
team
gathered
to
share
findings
and
synthesize
information.
K
We
had
to
find
we
identified
themes
across
all
research
phases
to
inform
and
enhanced
model
of
model
of
evaluation
volume,
of
a
careful
review
and
synthesis
of
our
research
results.
We
developed
a
new
evaluation
model
that
is
evidence-based,
Community
oriented
and
rooted
in
equity
foreign,
as
I
mentioned
in
the
last
slide.
We
identified
and
conducted
research
in
four
different
domains
to
understand
how
evaluation
is
conducted,
understood
and
approached
in
each
one.
These
domains
include
our
own
office
of
performance
and
Innovation,
the
broader
City
of
Minneapolis
Enterprise,
the
public
sector
and
the
fields
of
Academia.
K
We
adopted
different
research
methods
for
each
domain
and
set
out
to
investigate
and
set
out
to
investigate
how
evaluation
is
conducted
in
each
one.
Each
domain
had
its
own
set
of
takeaways
and
conclusions.
We
compiled
that
informed
the
list
of
recommendations
that
we
use
to
round
our
new
model
of
evaluation.
In
with
that
here
are
the
recommendations
and
themes
and
principles.
We
grounded
our
new
model
of
evaluation
in
our
new
enhanced
evaluation
function,
is
really
ship
oriented
and
recognizes
the
role
different
stakeholders
play
in
the
evaluation
process.
K
We
use
evaluation
as
a
tool
in
our
problem
solving
toolkit.
It
is
not
a
standalone
service.
We
offer
with
our
current
capacity,
we
had
to
pay
for
evaluation
and
identify
opportunities
for
evaluation
within
existing
City
systems
such
as
strategic
planning,
budget
and
Performance
Management,
and
finally,
within
all
of
these
objectives,
we
make
sure
to
keep
anti-racism
and
Equity
at
the
center
of
all
of
our
evaluative
practices
with
that
I'll
pass
it
off
to
my
colleague,
Taylor
Crouch
Dotson,
who
will
be
introducing
our
new
model,
our
new
model
of
evaluation.
Thank
you.
L
Good
afternoon
my
name
is
Taylor
Crouch
Dotson,
you
see
him
pronouns
program
manager
and
OPI
I'll,
be
closing
us
out
focusing
on
speaking
about
what
all
these
recommendations
and
research
will
look
like
in
practice.
So,
just
like
a
lot
of
the
rest
of
our
work,
we
have
identified
some
key
stakeholder
groups
that
we
believe
will
be
putting
it
for
us
moving
forward,
and
this
is
definitely
a
shift
away
from
the
old
model
that
we've
been
operating
under
in
which
we
have
prior.
It
was
OPI
kind
of
leading
almost
as
like
a
chair.
L
In
this
way.
We
want
to
be
creating
spaces
of
learning,
so
we
think
of
growing
and
opportunities
to
embed
evaluation
enterprise-wide.
We
believe
that
there's
four
Community
groups
that
will
really
need
to
be
present
throughout
all
of
this
to
be
successful,
the
versus
Community
residents
of
Minneapolis
to
ensure
that,
just
like
the
rest
of
our
work,
we're
centering
the
lived
experiences
of
the
most
impacted
groups
of
these
programs,
so
that
they
can
be
both
a
part
of
the
solution
making
and
also
implementation.
L
City
leadership,
of
course,
will
need
to
be
present
whether
that's
department,
heads
elected
officials,
those
who
are
making
decisions.
We
hope
that
the
evaluation
findings
from
our
projects
will
help
to
lead
to
data
informed
decision
making
at
the
end
of
the
day,
if
we're
able
to
evaluate
performance,
then
we're
hopefully
able
to
get
to
a
place
in
which
evaluation
is
embedded.
Enterprise-Wide
City
Partners
will
also
be
very
important
for
us
and
we
see
City
Partners
as
staff
across
the
Enterprise,
so
not
just
those
in
particular
positions,
but
those
across
the
city.
L
We
believe
that
there's
an
opportunity
to
develop
a
community
of
practice
in
which
we
actually
are
hearing
directly
from
folks
who
have
done
this
work.
Folks,
like
those
in
the
health
department
who
do
evaluations
on
a
considerable
basis,
those
in
other
departments
who
may
be
interested
but
are
not
exactly
sure
where
to
get
started
and
then
finally,
external
evaluators.
L
We
recognize
that
our
department
has
skill
sets,
but
our
capacity
is
limited
to
what
we
know
right
here
right
now
and
what
departments
may
want,
and
so
in
that
case
we
think
there's
an
opportunity
to
expand
kind
of
like
a
cohort
of
external
evaluators
who
bring
in
a
little
bit
more
special
expertise,
maybe
long-term
projects
and
areas
that
we
may
not
have
skills
for.
So
those
are
four
areas
that
we
hope
to
be
focusing
on
and
ensure
that
those
stakeholders
are
engaged
throughout.
L
L
What
we
will
be
doing
is
really
first
focusing
on
how
we
can
Define
some
of
these
key
evaluation.
Concepts
city-wide,
one
of
the
key
findings
from
our
research
was
people
have
a
different
definition
for
evaluation
across
the
city,
different
definitions
of
programs
and
that's,
okay,
it's
it
makes
sense,
because
we
haven't
really
established
some
standards
across
the
city,
so
we're
hoping
to
build
those
definitions,
learn
from
other
cities
who
are
doing
this
work
like
Pittsburgh
and
DC.
L
Those
who
we've
been
in
conversation
with
to
say
how
are
you
defining
it
and
how
can
we
help
adopt
definitions
and
create
those
standards?
City-Wide
also
looking
to
ensure
that
these
evaluations
support
both
existing
and
new
projects
and
Pilots
throughout
the
city,
and
we
want
to
be
sure
that
we're
creating
con
connections
city-wide.
Some
of
the
initial
conversations
we
had
where
staff
were
from
every
department
at
the
city
and
everyone
said:
evaluation
can
play
a
role.
L
We
also
want
to
facilitate
Partnerships
with
external
evaluators,
who
do
this
work
on
a
regular
basis
and
continue
to
advocate
for
more
Equitable
anti-racist,
Progressive,
evaluation
and
I.
Do
want
to
take
a
note
that
that
piece
here
on
evaluation,
that's
a
fairly
stating
that,
as
a
priority,
does
change
the
way
that
City
evaluation
looks
like
versus
academic
versus
public
sector
being
able
to
Center
lived
experience
and
identifying
these
core
systemic
issues.
That's
a
different
way
of
doing
evaluation
and
we
hope
to
continue
to
be
Progressive
in
those
manners.
L
L
We
did
want
to
make
a
note
that
we
are
not
interested
or
currently
have
the
capacity
right
now
to
do
multi-year,
highly
rigorous
High
academic
level
evaluations.
That's
very
specific,
because
we
recognize
that
as
a
team,
we
have
certain
capacities
and
those
that
are
more
long-term
multi-year.
That
is
really
would
be
done
better
with
outside
Partners.
What
we're
interested
in
doing
is
to
come
in
see
what
the
issues
are,
help
give
you
some
solutions
and
move
forward.
L
Just
like
our
Innovation
work,
just
like
our
Performance
Management,
and
so
we
don't
want
to
be
there
embedded
full-time.
We
were
hoping
that
evaluations
can
be
a
part
of
ongoing
solution
making,
so
those
who
lead
those
programs
can
have
the
tools
to
do
it
themselves.
We're
also
hoping
to
steer
away
from
forcing
staff
to
be
the
ones
that
identify
projects
that,
like
the
whole
group,
will
take
on.
L
We
want
the
program
leaders
to
lead
their
own
projects,
and
that
puts
possibly
there
may
be
some
new
projects
that
come
along
from
community
that
they
may
want
to
identify
for
the
city
to
evaluate
we're,
also
not
looking
to
advocate
for
a
singular
contract.
It's
very
common
with
something
like
this
that
you
may
do
what's
called
a
master
contract
or
something
that's
with
a
singular
firm.
We're
not
really
here
to
advocate
for
that.
L
Instead
we'd
like
to
see
multiple
contracts
with
multiple
firms
not
only
locally
but
nationally,
who
can
bring
in
new
learnings
for
the
city.
And
finally,
we
are
not
at
a
place
right
now,
where
we
can
back
up
requiring
evaluation
evidence
for
City
processes
as
in
creating
new
lines
of
work
or
maybe
establishing
new
programs.
But
we
would
like
to
pursue
that
as
something
to
embed
this
type
of
model
that
we
may
be
looking
at
as
the
form
of
urea
in
which
the
racial
Equity
impact
analysis
could
there
be
some
form
of
that?
L
That's
like
an
evaluation
step
that
happens
along
the
way,
we're
not
at
a
place
to
advocate
for
that
now,
but
it
is
something
that
we're
looking
at
for
both
smaller
and
longer
term
projects.
So
with
that
being
said,
that
does
conclude
our
formal
pieces
of
our
presentation.
All
of
us
are
here
to
stand
for
any
detailed
questions
if
it
would
be
helpful
to
go
back
to
anything-
and
we
appreciate
your
time
today,.
B
Mr
Crouch
to
ask
Dotson
Miss
Mark
Thomas
McAdoo.
Thank
you
so
much
for
the
presentation
and
it's
great
I've,
never
seen
the
division
sort
of
workload
kind
of
parsed
out
in
these
four
tenants,
and
it
was
great
to
get
a
presentation
on
one
of
them.
I'll
see
if
there
is.
If
there
are
any
questions
from
my
colleagues
on
this
presentation,.
D
Thank
you,
chair,
Allison,
hi
Taylor.
Thank
you.
So
much
for
this
presentation
in
terms
of
we
are
the
first
bullet
point
of
establishing
the
shared
definition.
Can
you
provide
like
a
synopsis
of
what
it
looks
like
to
kind
of
get
to
that
process
and
I'm,
asking
because
I
know
across
all
of
our
departments
and
divisions,
there's
not
a
standardized
kind
of
metrics
of
evaluations
or
even
a
definition
of
what
that
is,
we're
constantly
hearing.
D
L
Chair
Ellison
Vice,
chair
wansley.
Thank
you
for
that
question.
L
One
of
the
key
pieces
we
learned
from
interviewing
staff
was
the
fact
that
folks
use
evaluation
in
a
variety
of
different
ways
and
that's
exciting,
because
it
means
that
there's
a
taste
for
an
appetite,
but
it
is
concerning
when
you
don't
have
the
same
level
of
standard.
A
couple
examples
come
to
mind.
City
of
Pittsburgh
actually
passed
an
ordinance
recently
in
which
they
were
able
to
codify.
What
does
evaluation
look
like
for
the
city?
That's
a
particular
path
that
you
know
we
could
pursue.
L
Others
would
be
much
more
informal
in
which
we're
more
so
establishing
like
departmental
policies,
city-wide
policies
that
may
be
adopted
at
a
leadership
level
that
we
all
understand
with
our
definition
of
a
program
and
evaluation.
What
those
standards
are
could
look
like
and
a
final
piece
would
be
kind
of
what
I
was
referring
to
at
the
end.
L
Here
is
when
you're
able
to
establish
a
definition,
maybe
you're
placing
it
within
a
city
process,
whether
that's
through
the
budgetary
process
or
other
forms
in
which
we're
able
to
say
at
this
step,
you're
going
to
do
this
type
of
evaluation,
and
this
is
what
it
looks
like,
or
these
are
the
types
of
evaluation
that
maybe
you
can
do
right
now.
We
we're
not
advocating
for
one
of
those
Pathways.
L
I
think
that's
a
good
starting
point,
but
we
hope
to
be
able
to
provide
something
more
formal
to
you
all
or
to
City
leadership
to
adopt,
but
I
think
there's
many
avenues
that
we
can
take.
I
think
it
will
really
depend
on
the
type
of
practice
right
now.
We're
focused
on
departmental
or
program
level
projects.
If
this
is
getting
to
a
place
in
which
we're
looking
at
larger
city-wide
initiatives,
maybe
something
more
formal
might
be
needed,
but
we
hope
to
at
least
start
that
conference
is
worth
folks.
D
Thank
you
and
just
a
follow-up
question.
I'm
really
excited
about
the
updates
piece:
I
love
hearing
from
staff
about
the
work
that
they're
leading
on
and
I
know
you
mentioned
we
will
be
receiving
that
just
want
clarification.
Those
updates
will
come
through
Pogo
or
yeah.
Just
one
no.
L
B
H
Thank
you,
chair
Ellison.
Thank
you
for
the
presentation.
I
just
had
a
quick
question
about
how
you
come
up
with
pilot
ideas
and
how
what
role
community
and
other
departments
play
in
that
yeah.
L
L
What
we're
hoping
to
do
is
to
say,
hey
here,
is
a
variety
of
different
ways
that
you
could
do
evaluation
and,
if
you're
wanting
to
improve
the
way
that
you're
currently
doing
your
work
or
you
want
to
test
out
something
new,
we
can
give
you
some
structure,
some
blueprints
or
to
be
able
to
take
your
checklist
or
take
your
paperwork
or
take
your
process
and
put
any
evaluation
lens
on
top
of
it
versus
us
saying:
hey,
Department,
X.
We
want
to
go
pilot.
L
This
new
idea,
we're
hoping
that
folks
come
to
us
to
say:
hey
we've
got
some
ideas,
we're
not
really
sure
where
to
get
started
and
we
can
provide
them
those
resources.
So
it
depends
on
expertise
as
well.
If
the
department
has
the
staff
and
capacity
to
do
the
work
we
that
would
be
our
preference.
Is
that
those
who
are
leading
the
work
evaluate
the
work
if
they
need
support
from
our
office?
We're
certainly
able
to
provide
that.
We
know
that
the
community
is
always
coming
to
elected
officials,
public
hearings
coming
with
ideas.
L
We
want
to
test
this
out
and
so
I
think
there's
an
opportunity
to
provide
a
two-way
conversation.
Maybe
there's
ways
that
folks
can
solicit
ideas.
All
of
those
Avenues
and
we'd
love
to
hear
directly
from
folks
who
are
receiving
those
ideas
or
those
wants
to
look
at
processes
that
need
to
be
improved
and
provide
a
pathway
for
those
projects
to
get
created
into
our
office.
So
right
now
we
yeah,
so
just
it
wouldn't
be
us
coming
up
with
their
ideas,
we're
hoping
that
come
from
those
who
lead
the
work.
Does
that
answer
your
question?
B
Thank
you,
councilmember
Pizza,
I
I
had
a
question
I,
you
know,
I
know
that
often
you
know
it's
you
all
sort
of
job
to
work
within
the
capacity
that
you
have
it's
up
to
the
council,
whether
we
think
that
capacity
should
grow
or
Shrink
or
or
whatever,
but
it
it.
B
It's
dawned
on
me
that
this
is
one
pillar
of
potentially
four
that
you
guys
are
under
underway
and
and
pursuing,
and
it
seems
like
a
lot
and
I
was
just
sort
of
wondering
you
know
what
are
your
current
capacity
sort
of?
What
is
your
current
capacity
to
do
all
this
work
to
do
this
body
of
work?
How
many
members
on
the
team
and
I
think
that
that's
related
to
councilmember
Vitas
question
is
how
do
you
then
leverage
other
departments
to
increase
that
capacity,
so
yeah.
L
I'd
like
to
actually
pass
that
question
over
to
our
director,
that's
a
bit
above
my
level,
so
if
a
director
Smith
would
be
willing
to
take
that
question.
Thank
you.
Chair.
M
Chair
Ellison,
Vice,
chair
wansley,
community
members,
great
question
currently
so
I
just
wanted
to
also
speak
to
at
least
the
way.
The
language
that
I'm
hearing
stuff
is
that
these
are
four
bodies
of
work
that
we
do
not
that
we're
interested
in
pursuing
so
I
just
wanted
to
make
that
clear
that
these
are
the
things
that
we
do
every
day.
M
The
team
is
hard
working
and
brilliant
and
we
always
find
a
way
to
make
things
happen.
Even
when
people
ask
us
for
more
and
more
and
more,
but
what
we've
realized
is
there's
just
in
an
interesting
spot,
and
that
is
we
want
to
continue
to
meet
the
needs
of
council
members
of
the
mayor's
office
of
residence
department,
heads
and
managers
and
line
staff
who
come
to
us
with
all
sorts
of
reasons.
M
But
what
happens?
Is
we
just
like
Rob,
borrow
and
steal
from
you
know:
division
to
division,
for
you
know,
they're,
not
called
divisions,
the
way
we're
currently
structured.
But
if
you
look
at
the
work,
those
are
like
divisions,
and
so
we,
if
Jonathan,
is
doing
Performance
Management
and
he
just
needs
the
rest
of
the
team
to
do
it,
because
we
have
127
program
areas
than
the
rest
of
the
team
just
has
to
come
over
and
and
help
out.
M
But
what
that
means
is
when
the
rest
of
the
team
has
to
help
out
those
projects
then
get
a
different
timeline,
and
what
that
usually
does
is
just
put
us
that
much
further
behind
on
things,
and
so
we
have
to
prioritize,
and
usually
that
is
based
on
what
a
department
needs.
M
What
council
members
have
asked
us
to
do
what
the
mayor's
office
may
ask
us
to
do
it
with
the
city
coordinator
may
ask
us
to
do,
but
what
doesn't
change
is
the
fact
that
people
still
expect
to
have
what
they
want
when
they
want
it,
which
means
that
the
staff
that
you
see
here,
you
know
I,
don't
see
it
much.
M
But
I
can't
have
staff
working
to
two
three
in
the
morning
to
make
sure
that
we
get
projects
done
and
so
as
much
as
we
would
like
to
continue
to
do
everything
that
we're
doing,
because
this
is
what
we
built
into
the
Enterprise.
This
is
what
people
expect
of
us.
It's
what
departments
expect
elected
officials
and
residents
expect.
We
want
to
continue
to
be
able
to
do
that.
It's
just
that.
M
We
don't
want
to
be
in
a
place
where
we
end
up
having
a
mediocre
project
performance,
because
people
want
20
things
from
us,
but
we
can
do
10
well,
we
know
we
can
do
20
well,
but
that's
just
a
matter
of
capacity
which
is
not
up
to
me
to
decide.
M
That's
a
conversation
that
I'll
have
with
the
deputy
City
coordinator
for
team
of
more
and
the
city
coordinator,
Heather
Johnson,
as
we
have
some
conversations
about
an
amended
budget
and
things
like
that,
since
we've
clearly
added
some
departments
in
the
new
government
structure
and
things
like
that.
But
this
team
wants
to
continue
to
provide
the
level
of
expertise
and
the
quality
of
work
that
we
always
have.
B
Thank
you,
and
so
this
is
your
whole
team
in
the
chamber
right
now.
That's
it
great
and
I
feel
like
Jonathan's
name
might
get
mentioned
more
in
the
diet
on
this
diet
than
any
other
name
in
the
city
this
past
couple
of
past
month
or
so,
but
that's
just
a
testament
to
the
work
that
you
guys
are
doing.
So.
B
All
right,
it
doesn't
look
like
it's,
so
thank
you
again.
Mr
Crouch,
Johnson,
Miss
Mark
told
Miss
McAdoo.
This
is
awesome
and
look
forward
to
follow
up
on
this
work.
Thank
you
very
much.
B
All
right
that
is
a
receiving
file
and
so
seeing
no
further
discussion.
I
will
ask
the
clerks
to
receive
and
file
that
presentation.
B
B
This
item
was
previously
on
consent
at
the
October
17th
Pogo
meeting,
but
was
postponed
a
cycle
in
light
of
questions
by
the
committee,
and
so
I
will
now
invite
Troy
Schoenberg
deputy
chief
with
the
police
department
to
share
his
presentation
before
we
get
into
discussion.
So
thank
you
so
much.
N
Good
afternoon
Charles
and
Vice
chair
onesley
members
of
the
committee
I
met
your
request.
I
am
well
I'm,
Troy
Schoenberger,
Deputy,
Chief
of
the
Professional
Standards
Bureau,
and
giving
a
presentation
on
our
request
to
renew
the
contract
with
West
publishing,
which
is
an
online
research,
Subscription
Service,
it's
part
of
Thompson
Reuters
internally.
We
refer
to
it
as
clear.
N
That's
the
database
that
we
actually
use
as
part
of
the
subscription
service,
so
just
wanted
to
give
you
a
broader
overview
of
the
company
itself,
the
services
that
they
provide
and
how
we
use
it
internally
in
the
police
department
to
allow
you
to
make
a
decision
on
whether
or
not
to
approve
this
request.
So
the
request
itself
is
a
three-year
term.
It's
187
thousand
dollars
for
the
three-year
contract.
N
We've
had
a
contract
with
West
from
2017
to
2021..
When
the
contract
expired,
we
did
pursue
another
vendor
which
was
found
to
be
it's
I
would
call
it
one
of
their
largest
competitors
and
we
found
it
to
be
completely
inadequate.
So
that's
why
we
are
coming
back
to
to
renew,
with
with
West
publishing
for
clear
MPD
has
used
these
services
for
really
most
of
of
my
career,
but
I
was
able
to
find
contracts
that
go
back
approximately
15
years.
So
it's
not
a
new
service.
N
It's
something
we've
been
using
for
a
long
time
and
is
a
very
important
part
of
our
investigations
and
again
it's
a
critically
important
investigative
tool.
I'll
get
into
that
a
little
bit
more
detail
in
the
presentation,
but
it's
something
that
we
use
to
ensure
Public
Safety
in
Minneapolis.
N
So
clear
as
we
refer
to
it
is
an
investigative
research
solution.
It's
used
by
law
enforcement,
government
and
other
legal
users,
but
to
some
extent,
can
also
be
used
by
individuals
who
purchase
a
subscription
or
access
to
the
service,
and
they
can
query
public
records.
N
What
clear
does
is
consolidates
a
large
number
of
public
data
records
in
one
location,
so
all
of
the
data
there
can
be
obtained
legally
without
a
search
warrant.
It's
collected
from
thousands
of
different
sources,
but
for
the
investigator
who's
trying
to
find
information,
it
puts
them
all
in
one
location.
So,
instead
of
contacting
a
thousand
different
organizations
for
this
data
on
the
individual
that
you're
investigating
it's
all
in
one
place,
clear
is
currently
used
by
over
100
law
enforcement
agencies.
In
Minnesota.
N
The
animal
County
Sheriff's
Office
uses
actually
several
different
databases
to
try
to
get
a
as
complete
of
the
picture
as
possible
when
they're
doing
research.
But
among
the
agencies
in
Minnesota
are
the
Minnesota
attorney
general's
office
and
the
Minnesota
Department
of
Human
Rights.
Both
use
Clear
subscription
services
in
the
same
way
that
we
do
so
wanted
to
talk
about
what
data
is
available
in
clear
versus.
N
What's
not
because
I
do
think
there
is
some
confusion
about
how
we're
able
to
use
it
and
when
we're
able
to
access
so
included
in
in
the
data
that
we
access
is
court
records,
real
estate
property
records
and
white
pages
or
similar
type
of
phone
directories
which,
when
I've
personally
used,
it
is
typically
what
I'm
looking
for
I'm
looking
for
a
phone
number
or
an
address
of
either
a
suspect
or
a
victim
and
compiling
these
public
records
is
the
best
way
to
find
those
phone
numbers
and
often
comes
back
with
multiple
phone
numbers
going
back
a
period
of
years,
and
maybe
only
one
of
those
is
still
active,
but
it
gives
you
this
complete
picture
of
the
person's
contact
history.
N
What
clear
doesn't
contain
is
is
account
information
for
utilities.
It
doesn't
contain
Bank
information
or
account
bank
account
records,
or
rather
account
numbers.
It
doesn't
include
insurance
claims
or
employment.
History,
there's
no
live
cell
phone
records
or
GPS
tracking
data,
so
we're
not
able
to
find
where
people
are
based
on
this.
It's
not
a
surveillance
tool,
there's
no,
real-time
tracking
information,
that's
not
something
that
clear
offers
that
that
we
would
access.
It
doesn't
include
immigration
or
employment
status,
nor
does
it
include
data
on
non-us
residents
or
minors.
N
So
how
does
MPD
use
these
Services?
Mpd
investigators
or
support
staff
can
request
from
our
business
technology
unit
on
account
access,
so
their
account
will
be
activated.
The
the
user
has
to
have
a
business
purpose.
N
So
if
you're
not
doing
investigations,
there
would
really
be
no
point
for
you
to
have
an
access
to
an
account,
so
our
business
technology
unit
vets
all
of
that
and
then
the
the
investigator
is
able
to
query
data
and
I.
Think
that's.
The
key
phrase
here
is
query
data.
We
do
not
enter
any
any
data
into
the
system.
We're
not
entering
any
investigative
data
into
the
system.
N
It's
strictly
a
query
query
only
so
we
are
not
entering
anything
into
the
system
for
other
agencies
to
use
at
our
request,
at
the
request
of
Minneapolis
Police
Department,
clear
added
a
reference
number
for
each
query
that
you
run
so
when
I
enter
a
query,
I
have
to
enter
a
reference
number
that
should
be
the
the
police
case
number
that
links
to
the
investigation
that
I'm
that
I'm
conducting.
So
the
idea
is
there
has
to
be
a
business
purpose
for
this.
N
It
should
be
linked
to
some
police
report,
and
that's
one
of
our
safeguards
is
that
if
we
were
to
later
look
and
see
whether,
through
an
audit
or
just
an
accusation
that
something
wasn't
being
used
appropriately,
we
would
look
at
the
case
number
and
see
what
the
purpose
was
for
that
particular
investigation.
N
So
the
top
users
for
the
police
department
I
did
an
audit
of
the
top
10
users
for
the
police
department.
The
top
two
are
assigned
to
the
gun
investigations
unit.
The
first
is
a
civilian
Intel
analyst
and
the
second
is
one
of
our
investigators.
The
gun
investigations
unit,
as
you
know,
is
taking
the
lead
on
operation
Endeavor.
Their
focus
is
exclusively
violent,
gang
members
and
not
just
violent
but
gun
violence,
so
the
the
civilian
investigator
or
the
civilian
analyst
is
the
highest
user
for
the
Minneapolis
Police
Department.
N
She
does
conduct
queries
for
not
just
the
gun
investigations
unit,
but
Robbery
Homicide,
others
know
to
go
to
her,
but
all
of
those
investigations
are
specific
to
gun
violence.
The
the
number
three
and
four
highest
users
are
our
strategic
information
center,
our
civilian
analyst
and
then
the
sworn
a
unit
supervisor.
There
are
the
next
highest
users.
Again,
their
primary
function
is
doing
research
on
shootings,
both
suspects
and
victims.
N
You
might
ask
why
are
they
doing
this
research
on
victims
simply
because
of
the
amount
of
retaliation
that
occurs
and
also
trying
to
find
accurate
information
on
who
this
person
is
where
they
live?
And
just
ensuring
that
we
have
a
full
picture
of
this
particular
shooting
the
rest
of
the
top
10
rounded
out
it
would
be.
N
The
highest
users
are
from
the
robber
unit,
the
sex
crimes
unit
and
the
human
trafficking
task
force
and
again,
human
trafficking
task
force,
primarily
a
civilian
analyst
that
is
querying
this
data
solely
focused
on
identifying
perpetrators
of
human
trafficking
and
working
to
try
and
rescue
victims
stuck
in
a
cycle
of
human
trafficking.
I
just
wanted
to
note
that
four
of
the
top
10
users
for
the
police
department
are
civilian
analysts
or
investigators.
N
N
Our
recent
attempts
to
hire
a
couple
of
internal
Auditors
were
unsuccessful,
so
that
position
is
being
reposted
again
in
November,
but
as
we
look
to
develop
a
robust
internal
audit
system,
this
would
certainly
be
among
the
databases
that
we
would
routinely
audit
to
ensure
that
it's
being
used
appropriately,
clear
and
MPD
also
do
their
own
compliance
checks
or
follow-up
to
any
complaints
of
misuse
or
misconduct.
And
so
both
clear
nmpd
would
would
always
fulfill
that.
N
I
just
wanted
to
give
you
a
brief
view
of
what
the
screen
actually
looks
like
when
you
log
into
the
system.
So
again
it's
a
query
only
system,
as
you
look
down
the
left
column,
you
can
query
by
person,
business
phone
number
court
records
Vehicles.
A
lot
of
these
systems
used
to
be
called
auto
tracker,
I'm
a
auto
track,
and
it
was
primarily
used
to
look
up
vehicles
or
try
to
find
vehicles
that
may
have
been
suspected
of
being
involved
in
a
crime,
but
it's
it's
branched
out
from
there.
So
again,
these
are.
N
So,
just
to
summarize,
it
is
an
investigative
tool
to
search
for
suspects.
N
The
idea
is
to
create
efficiencies
for
investigators,
I,
think
everyone
knows
that
we're
at
record
low
number
of
investigators,
so
any
tools
that
we
have
to
enhance
our
ability
to
effectively
investigate
is
always
appreciated
and
again
we're
required
to
comply
with
State
local
federal
laws
governing
or
governing
the
use
of
data,
and
that
is
our
additional
safeguard.
B
Thank
you
so
much
for
the
presentation.
I
will
see.
If
my
colleagues
have
any
questions.
I
I
have
a
few,
but
I'll
first
see.
If
my
colleagues
have
any
questions
great.
Thank
you
for
the
presentation.
You
know
there
was
one
thing
that
I
wanted
to
get
some
clarity
on
back
on
the
data
available
in
clear
slide.
B
I
feel
like
it
may
have
been
the
second
or
third
slide,
and
if
this
is,
if
this
is
the
the
data
that
we're
utilizing,
then
that's
that's
very
encouraging
to
me,
but
I
when
I
was
sort
of
looking
into
it,
because
initially
Thompson
Reuters,
clear,
West
publishing
all
these
sort
of
names,
the
items
sort
of
sounded
kind
of
innocuous.
Until
you
know
we
learned
that
it
is
a
little
bit
more
powerful
but
I
as
I
was
looking
at
clear's
most
recent
promotional
brochure.
B
It
does
list
consumer
credit
reports
and
utilities
data.
It
says
it
promotes
that
it
has
those
things.
Is
this
list
in
regards
to
our
contract,
or
are
you
saying
clear
simply
does
not
have
these
things,
because
I
I
feel
like
I'm
getting
a
little
bit
of
conflicting
info
with,
with
their
most
recent
brochure.
N
Sure
Olson
yeah,
thank
you
for
the
question.
So
yes,
there
is
that
data
there,
but
when
we
log
in
you're
required
to
list
your
permanent
use-
and
we
are
not
authorized
to
permit
that
or
to
access
that
data,
so
we
we
don't.
N
We
don't
have
access
to
that,
so
the
consumer
information
that
that
we
don't
have
access
to
when
it
says
utility
records
the
the
records
that
we
would
get
would
be
the
the
subscriber
or
the
service,
the
billing
who's
being
billed
at
that
address,
so
that
that's
the
extent
of
the
data
there's
no
account
numbers
to
to
cross-reference
or
do
anything
deeper
on
from
that.
B
Cool,
thank
you.
That's
very
helpful.
Is
there
any
other
questions
from
from
colleagues
a
few
more
questions
that
I
might
have
is
our?
What
exactly
is
the
auditing
of
this?
So
if
there
is,
you
know,
does
it
do
we
have
to
wait
until,
like
maybe
there's
a
complaint,
or
is
there
sort
of
regular
auditing
to
say
hey
our
our
folks
request?
Are
they
you
know
submitting
queries
in
the
right
direction?
B
Do
we
have
one
investigator
who's,
making
a
lot
of
queries
about
one
particular
person
and
we
can't
figure
out
why?
What
are
I
guess?
What's
the
check
and
balance
on
our
side
when
it
comes
to
that.
N
Chair
Olson,
thank
you
for
the
question.
The
the
audit
function
is
available
for
us
right
now,
so
we
we
could
use
it,
but
it's
it's
likely
to
only
be
used
in
a
in
a
reactive
way
based
on
complaints.
Right
now,
when
we
hire
internal
Auditors,
that's
something
that
would
be
a
regular
audit
that
we
would
would
randomly
pull
audits
from
users
and
and
do
that
as
as
a
regular
course
of
auditing.
B
Great
super
helpful
and
then
and
then
just
wanted
to
clarify
I,
think
you
answered
this
already,
but
in
terms
of
direct
access,
you
know
the
the
list
that
you
had
above
I
know
that
that's
who
uses
it
the
most
but
who
has
direct
access
to
just
everyone
in
MPD
sort
of
have
access
or
or
a
reference
numbers
only
given
to
those
to
those
to
that
list.
N
Charleston,
the
the
entire
department
would
have
the
ability
to
access
if
they
were
given
an
account.
Okay
right
now.
We
we
only
give
an
account
to
those
that
have
requested
access
okay,
so
the
contract
allows
for
all
sworn
and
civilians
have
an
account,
but
not
all
sworn
and
civilian
do
and
I
think
the
percentages
that
it
would
be
fairly
low.
B
I
H
Just
a
quick
thank
you
for
the
presentation
just
wondering
if
the
city
auditor
could
perform
those
checks
in
the
systems
also.
N
Yes,
sorry,
Charles
and
council,
member
Vita
I
should
say
it's
possible
I,
don't
know
whether
that's
a
function
of
internal
audit,
whether
they
do
these
type
of
audits,
but
it
certainly
would
be
possible.
My
understanding
of
internal
audit
is
that
they
do
more
projects,
but
this
this
is
something
that
would
definitely
be
easy
enough
to
do,
and.
N
B
And
if
audit
was
going
to
step
in
and
sort
of
do
an
audit
that
wouldn't
violate
our
con?
The
contract
that
we're
voting
on
here
right,
okay,
cool
I,
see
the
some
nods
from
the
clerks,
so
I
think
I
got
my
answer.
B
Great
I,
you
know,
I
I
I
might
still
have
a
few
outstanding
questions
as
I'm
trying
to
wrap
my
mind
around
this
again.
I
went
from
sort
of
not
thinking
much
of
this
item
and
and
and
then
learning
a
lot
about
this
item
in
a
short
amount
of
time
and
I
really
appreciate
the
presentation.
It
is
incredibly
clarifying
and
encouraging
to
know
the
limits
of
how
we're
using
this
database.
B
It
is
at
least
from
what
I
can
tell
a
very
powerful
database
or
has
the
potential
to
be,
and-
and
there
are
certainly
reports
of,
of
this
data
being
misused
around
the
country
or
this
this
database
being
misused
around
the
country
towards
other
ends
outside
of
the
purview
of
local
government
or
even
local
police
and
so
I
think
that
that's
some
of
the
concern
that
came
from
Community
some
of
the
concern
that
came
from
Council
Members
as
well.
B
Seeing
no
further
question
seeing
no
further
questions,
I
would
entertain
a
motion
to
approve
but
I'm
I'm
inclined
to
sort
of
forward
without
recommendation.
I
did
want
to
have
a
few
offline
conversations
with
a
few
follow-ups
as
I
try
to
refine
some
of
my
questioning
a
little
bit
better.
But
if
anyone
wanted
to
move
approval,
I
would
invite
that
otherwise
I'll
I'll
move
this
item
without
recommendation
so
that
we
can
discharge
it
from
committee.
B
It
with
our
recommendation,
okay,
thank
you.
Do
we
so
the
item
has
been
moved
with
approval.
I'll
just
have
the
clutch
call
the
roll
Liam.
I
A
B
Nay,
I'm
hoping
to
get
to
a
yes
by
full
Council,
but
I'll
I'll.
Take
that
up
in
the
follow-up,
I'm,
quite
sure,
I'll
I'll
go
ahead
and
move
forward
without
recommendation.
Wasn't
sure
how
the
committee
was
feeling
about
it,
but
I'll
go
ahead
and
move
forward
with
without
recommendation
all
those
in
favor
I'll
call
the
roll
on
that
one
as
well.
I
D
B
One
night
great
so
that
is
forwarded
without
recommendation
and
I'm
excited
to
do
a
little
bit
of
follow-up,
but
thank
you
so
much
for
the
presentation.
It
was
very,
very
clarifying
and
with
that
We've
concluded
all
business
to
come
before
the
committee
today,
so
without
objection
we're
adjourned.
Thank
you.