►
From YouTube: September 14, 2023 Budget Committee (Office of Public Service, Intergovernmental Relations)
Description
Additional information at:
https://lims.minneapolismn.gov
Submit written comments about agenda items to: councilcomment@minneapolismn.gov or https://www.minneapolismn.gov/government/meetings/public-comment/online-comment
A
B
A
A
The
record
reflect
that
we
have
a
quorum
today
we
will
continue
hearing
presentations
from
City
departments,
on
the
mayor's
2024
recommended
budget
and
on
our
agenda
is
the
Office
of
Public
Service
and
the
intergovernmental
relations
department.
We
will
begin
with
a
presentation
from
The
Office
of
Public
Service
and
here
to
present
is
City's
interim
chief
operations
officer,
Heather
Johnston
welcome.
E
Thank
you,
chair
Caskey
members
of
the
committee
Heather
Johnston,
for
this.
The
operations
officer
I
just
wanted
to
introduce
my
team
here
who
has
come
to
support
me.
If
you
have
questions
I
can't
answer,
I
have
Alexander
Cato,
Trudy,
genstead
and
then
sorry
Garnett
and,
as
you
know,
the
budget
team
is
here
as
well,
because
they
we
we
need
them
for
all
of
these
different
things.
So
I
want
to
thank
the
whole
crew
for
being
here
for
the
presentation.
E
As
you
all
know,
the
Office
of
Public
Service
is
really
responsible
for
the
city's
17
non-public
safety
departments.
The
mission
of
the
office
of
the
public
service
is
to
provide
efficient,
effective,
Equitable
and
high
quality
services
for
everyone
who
lives,
works
and
plays
within
the
City
of
Minneapolis.
E
In
order
to
carry
out
this
Mission,
we
do
a
lot
of
collaboration.
We
want
to
make
sure
that
everyone
has
access
to
information
and
that
they
feel
connected
to
the
city
government
and
can
get
the
services
that
they
need.
We
also
have
responsibility
partial
responsibility,
along
with
a
lot
of
other
folks,
about
making
sure
we
manage
the
city's
reputation
and
are
recognized
as
a
national.
Nationally
is
a
clean,
healthy,
thriving
City
and
a
destination
of
choice.
E
I
have
two
org
charts
here.
The
first
org
chart
I
provide
just
so
that
you
can
see
all
of
the
different
departments
within
the
broader
Office
of
Public
Service.
So
you
can
see
See
the
17
different
departments
18.
If
you
include
the
office
itself
just
going
to
pause
there
and
then
we'll
go
into
the
next
org
chart.
E
If
you
look
at
just
the
piece
that
is
the
office
you
can
see,
this
is
the
has
the
three
Deputy
city
office,
City
operations,
officers,
the
administrative
services
manager,
Studio
I,
introduced
our
senior
project
managers,
one
of
those
is
Alexander
Cato
who
you've
met
and
then
the
other
senior
project
manager
right.
There
is
one
of
the
requests
which
I'll
get
into
in
some
detail
later
here.
E
E
So
the
achievements
I'm
going
to
start
with
a
government
structure,
implementation
that
is
underway,
I
am
not
going
to
stand
here
and
tell
you
it's
finished.
We
all
know
there's
a
lot
of
culture
change
that
occurs
with
government
structure
implementation.
This
is
going
to
be
a
several
years-long
process
to
get
that
fully
implemented.
I
think
one
of
the
things
that
we
want
to
make
sure
that
we're
doing
is
that
we're
aligning
our
operational
goals
and
how
our
departmental
staff
is
operational.
Staff
are
aligning
with
the
policy
priorities
of
the
policy
makers.
E
E
Recently,
we
are
in
the
process
of
evaluating
going
through
applicants
for
the
other
two
Deputy
CEO
positions,
as
well
as
the
cped
Director,
the
Enterprise
projects
that
were
coordinated,
you're,
going
to
hear
a
lot
more
on
one
of
these
projects
and
that's
the
activity
at
George,
Floyd
Square,
when
Alexander
Cato
and
others
will
come
to
present
you
at
the
Cow
meeting
on
October
17th,
and
so
that
is
one
area
where
we
had
a
whole
bunch
of
different
departments,
doing
work
in
the
area,
but
we
weren't
able
to
bring
that
together
until
we
had
someone
focused
on
coordinating
those
efforts
and
I
mentioned
already,
some
of
the
streamlining
of
the
event
processes
as
well.
E
Some
of
the
risks
you've
heard
us
talk
about
employee
retention.
We've
had
high
turnover
rates,
even
if
it's
slowing
down.
We
want
to
really
be
focused
on
employee
retention
and
what
those
numbers
are
telling
us.
We
want
to
ensure
that
we,
we
have
done
a
really
good
job
of
recruiting
by
plaque
employees,
but
they
have
a
higher
rate
of
leaving
the
city,
and
so
we
want
to
just
make
sure
that
we're
focused
on
working
on
those
factors
that
are
causing
that
to
happen,
structure
implementation
that
I've
already
spoken
about.
E
E
We
really
do
you
know,
as
all
of
you
know,
I
was
here
10
years
ago,
and
I
would
tell
you
that
when
I
came
here
after
the
is
that
the
culture
is
very
different
here
now
than
it
used
to
be,
and
we
are
working
to
make
sure
that
we
have
a
very
collaborative
culture
where
people
can
work
across
departments,
but
also
that
they
can
bring
their
full
selves
to
work
and
so
we're
working
together
to
try
and
be
patient
with
ourselves,
but
also
move
the
efforts
forward
that
we
have
for
culture
change.
E
Here.
We
have
a
program
in
Staffing
Staffing
summary.
So
this
the
Office
of
Public
Service
budget,
the
current
service
level
is
2.5
million
dollars.
With
the
change
items
that
are
presented
in
the
mayor's
budget,
the
recommendation
recommended
budget
is
2.9,
Million
Dollars.
You
can
see
that
there's
a
significant
decrease
and
that's
due
to
some
Partnerships
that
would
have
been
transferred
from
what
was
the
city
coordinator's
office
to
other
departments.
E
There
was
250
000,
which
is
a
pilot
or
a
payment
in
lieu
of
taxes,
payment
for
the
mpha
that
has
moved
to
finance
and
Property
Services
and
then
another
hundred
and
twenty
five
thousand
dollars,
which
are
Security
Services
related
to
the
mpha
that
we
have
moved
over
to
cped
for
better
alignment
of
those
payments
with
those
those
different
entities.
E
As
you
can
see
from
the
FTE
Slide,
the
we
have,
we
currently
have
two
vacancies
and
I
mentioned
those
as
the
the
deputy
CEO
post,
okay,
so
I'm
going
to
go
through
unless
there
are
questions
on
any
of
that
I'm
going
to
go
into
the
program
updates
in
the
budget
proposals.
E
Okay,
the
first:
this
is
the
overview
slide
and
I
kind
of
went
over
some
of
this
in
the
previous
slide.
That
shows
you
what
the
recommendation
for
the
budget
is,
and
we
have
the
different
departments
related
to
management
of
internal
Services.
The
development,
health
and
livability
Public
Works
civil
rights,
race,
Equity,
inclusion
and
belonging
are
all
the
Departments.
E
E
So
the
first
proposal
I'm
going
to
talk
about
is
the
senior
project
manager,
and
this
is
a
new
position,
that's
being
requested
for
158
000
in
one
FTE.
This
is
really
intending
to
implement
the
climate,
Legacy
green
cost
share
and
other
Enterprise
projects
as
I
think
council
member
of
Utah
said
at
one
point
that
we
really
want
to
make
the
climate
action
plan
that
you
all
adopted
on
July
20th
2023.
We
want
to
take
it
off
the
shelves
and
move
it
from
paper
to
reality
and
this
real.
E
This
is
really
in
furtherance
of
that.
As
you
all
know,
we
have
climate
and
sustainability
actions
in
many
different
departments.
We
have
them
in
public
works.
We
have
them
in
cped,
so
we
wanted
to
have
somebody
who's
doing
that
coordination.
In
addition,
we're
very
fortunate
to
have
both
non-profit
as
well
as
private
sector
partners
that
want
to
help
us
in
these
areas.
E
In
addition
to
the
clean
energy
partnership,
councilmember
Goodman
is
a
member
of
that,
as
well
as
council
member
chugtai,
and
so
we
have
Partners
here,
and
this
would
give
them
one
point
of
contact
at
the
staff
level
to
really
help
coordinate
some
of
those
philosophy.
Philanthropic
efforts
as
well
I
think
you
probably
all
recall
that
in
2018
we
got
a
pretty
significant
Grant
from
the
Bloomberg
foundation
for
some
of
these
efforts
as
well.
E
So
one
of
the
key
pieces
of
our
climate
action
plan
again,
as
you
all
know,
but
for
the
Public's
edification.
This
position
really
will
help
reduce
the
racial
disparities
through
the
engagement
and
collaboration
efforts
and
try
and
focus
our
efforts
with
the
residents,
the
business
owners
and
other
visitors
on
these
efforts.
E
Okay,
I'm
going
to
turn
to
the
next
request,
which
is
250
000
of
one-time
funding
for
George
Perry
Floyd
Square,
Community
engagement.
We
I
was
talking
about
some
of
the
efforts
that
are
underway
right
now,
with
our
senior
project
manager
and
really
are
working
to
and
you're,
also
going
to
hear
from
him
on
October
17th,
as
I
mentioned
on
the
future
development
and
opportunities.
E
E
G
Thank
you,
chairkowski
I
did
have
a
question
on
page
number,
10
I.
Think
on
the
first
bullet
point,
we
talked
about
being
responsible
for
the
management
and
coordination
of
non-public
safety
functions
within
the
city.
Can
you
just
go
over
that
a
little
bit
more
and
the
difference
between
the
role
over
the
office
of
community
safety?
On
that
bullet
point.
E
Councilmember
murkowski
council
member
Chavez.
Thank
you
for
the
question.
Absolutely
would
love
to
go
into
a
little
more
detail
on
this
because,
as
maybe
as
one
of
the
things,
a
lot
of
the
functions
that
are
still
actually
within
the
Office
of
Public
Service
do
serve
to
promote
Public
Safety,
for
example,
so
to
be
more
precise,
the
five
Community
Safety
Office
of
community
safety
departments,
our
Emergency
Management
police,
fire
9-1-1
or
the
Minneapolis
emergency
communications
center,
and
then,
of
course,
our
our.
E
What
has
encompasses
the
office
of
violence
prevention,
but
our
neighborhood
safety
department.
So
it's
all
of
those
departments
that
work
with
those
departments
to
really
help
support
Community
safety.
Specifically
a
lot
of
folks
would
think
of
the
traffic
control
folks
that
are
in
regulatory
Services.
A
lot
of
times,
you'll
find
our
Public
Works.
People
are
engaged
in
public
safety
like
if
they
have
to
barricade
a
certain
area.
There
are
a
lot
of
communications,
even
though
there's
Communications
in
both
functions.
E
We
really
need
to
coordinate
in
order
to
serve
ensure
that
the
entire
organization
is
working
together
on
public
safety
and
the
the
Performance
Management
and
Innovation
group
has
worked
very
much
on
alternatives
to
public
service
Safety
and
has
developed
Pilots
that
then
are
transferred
over
into
some
of
those
other
departments
as
well.
Is
that
responsive?
Yes,
thank
you.
Thank
you
for
the
question.
H
You
betam,
chair,
yeah,
I,
think
it's
pretty
clear
that
attraction
and
retention
is
one
of
the
bigger
challenges
I
mean
across
the
Enterprise,
but
obviously
Office
of
Public
Service
probably
feels
it
the
most
because
it
has
the
most
staff
as
part
of
it,
so
I'm
constantly
having
a
hard
time
keeping
track
of
what
our
unfilled
position
count
is
and
I'm
wondering
if
we
could
get
some
aggregate
numbers
on
total
budgeted
and
fdes
I
got
a
list
here.
I
can
even
email
it
to
you,
but
how
many
of
those
are
unfilled?
H
I'd
like
to
know
the
number
of
days
unfilled
and
then
I
think
one
of
the
things
that
I'm
constantly
struggling
with
is
the
number
of
positions
that
are
in
process
for
getting
hired,
but
I
need
more
granularity
right,
like
how
many
of
those
in
process
hires
are
in
the
process
of
reclassification.
How
many
of
them
have
are
posted?
H
How
many
of
them
are
interviewing
and
then
how
many
of
them
have
an
offer
extended
so
that
we
can
get
a
better
understanding
of
you
know
where
we're
at
in
the
process
of
filling
some
of
those
and
then
specifically,
how
long
have
some
of
those
gone
unfilled,
because
I
think
that
as
we're
getting
into
the
budget
and
we're
getting
into
sourcing
oftentimes,
these
unfilled
positions
are
getting
identified.
But
it's
hard
to
really
know.
What's
real
and
what's
not
when
it's
in
that
status
of
in
process.
E
Council
member
Payne,
thank
you
for
the
question.
It's
a
it's
a
very
good
point
in
that,
even
when
we
we
did
present
that
information
earlier,
but
that
position
that
information
has
even
changed
from
that
point
in
time,
I
will
work
with
human
resources
to
see
what
information
we
can
easily
pull
a
lot
of.
E
Unfortunately,
our
systems
in
which
we're
in
the
process
of
reworking
don't
have
all
of
the
different
categories
that
you
suggested,
but
we
can
figure
out
what
we
can't
we
do
have
easily
and
we
can
work
on
on
the
other
pieces
that,
because
you're
right,
it
is
confusing
I
think
one
of
the
things,
for
example,
I'll.
Just
give
you
one
example:
that's
confusing
from
my
perspective
is
when
we
first
got
our
report
out
of
the
system.
We
were
showing
three
vacancies.
E
Well,
technically,
we
have
three
vacancies,
but
we
also
have
two
of
those
vacancies
that
are
being
filled
on
people
who
are
on
details,
and
so
there
really
are-
which
is
you
know,
there's
somebody
there
doing
the
work
and
so
I
don't
I
personally,
don't
necessarily
think
about
that
as
a
vacancy.
A
Thank
you
and
I
might
just
add.
Perhaps
what
we
can
do
clean
as
the
presentation
of
the
legislative
directive
that
we
had
that
they
brought
for
that
information.
That
was
an
ongoing,
so
that
will
be
coming
again
to
budget
committee.
So
perhaps
we
can
work
to
incorporate
some
of
your
information
and
have
that
part
of
the
next
presentation
as
well.
So
we
can
work
together
on
that.
Next
we
have
councilman
rainbow.
F
Thank
you,
madam
chair
Heather,
thanks
for
coming
down
today
and
and
giving
this
presentation
could
I
think
it's
a
really
good
idea:
the
senior
project
manager
for
the
climate
legacy
plan.
Could
you
elaborate
a
little
bit
more
about
that.
E
Chairkowski,
council
member
rainville
happy
to
do
so,
so
you
can
see
on
this
slide.
We
have
a
couple
of
different
pieces.
We
have.
The
council
adopted
the
plan
just
here
in
July
in
2023,
with
some
really
ambitious
goals
that
we're
very
supportive
of,
and
we
want
to
just
make
sure
that
we
have
someone
who
can
really
base
make
sure
that
we
are
coordinating
both
with
the
private
sector
as
well
as
the
philanthropic
philanthropic
excuse
me
communities,
but
also
with
our
own
departments,
to
make
sure
that
we're
making
progress
on
those
goals.
E
The
other
piece
of
that
is
to
make
sure
that
we're
communicating
about
the
progress
that
we're
making
I
think
one
of
the
challenges
that
we've
had
in
the
Enterprise
is
making
sure
that
we're
talking
about
all
the
great
work
that
we're
doing,
and
so
that
position
could
be
the
point
per
person
to
ensure
the
coordination
among
all
of
those
different
parties
as
we
try
and
move
those
goals
forward
for
the
city.
Is
that
helpful.
F
A
Customer
Payne
talked
about
employee
retention
and
you
have
that
down
as
one
of
the
risks
and
we've
seen
that
as
a
trend
here
and
I
think
we
will
probably
continue
to
I'm
just
curious
to
understand
what
are
some
of
the
initiatives
that
have
been
put
in
place
in
the
Office
of
Public
Service
to
support
that
retention
of.
E
Cherkowski
I
don't
want
to
steal
too
much
of
our
HR
director's
funder,
but
I'm
going
to
steal
a
little
bit
if
that's
okay,
so
our
our
HR
department
is
in
the
process
of
doing
an
entire
reorganization.
E
But
you
know,
for
example,
investigations
will
be
a
separate
Center
of
Excellence
from
recruiting
and
then
from
support,
department,
whoops,
sorry
and
so
there's
a
couple
different
pieces
of
that.
One
of
the
things
our
professional
development
or
our
development
group
is
going
to
do,
is
they're
going
to
focus
on
both
onboarding
as
well
as
some
of
this
professional
development.
We
have
inconsistent
practices
on
things
that
are
as
simple
as
as
if
an
internal
employee
doesn't
get
a
job.
A
Yeah
very
helpful
and
I'll
be
excited
to
hear
hr's
information
too
so
appreciate
that
I
just
had
another
question
too
on
slide
10.
I,
just
wonder
if
you
could
just
walk
through
I
think
you
mentioned
this
and
I
just
want
to
make
sure
I
understand
the
actual
program
budget.
What
the
plan
was
for
2024
and
then
what
the
mayor's
recommended
budget
is
decrease,
but
we're
adding
for
a
couple.
So
can
you
just
go
through
a
little
bit
and
help
me
understand?
You
said
some
of
them
were
eliminated
through
the
city
coordinators.
A
What
exactly
was
it
ftes
or
programmatic
dollars
or
what's
the
can
you
just
help,
give
a
dive.
E
Into
those
details,
thank
you
for
the
question.
Chair
Koski,
the
two
things
that
were
transferred
out
are
just
dollar.
Those
are
ongoing,
Appropriations
that
we've
had
in
place
for
a
very
long
time
related
to
the
public
housing
authority,
and
so
they
have
been
kind
of
placed
generally
speaking,
if
there
wasn't
a
place
to
put
something
you
kind
of
put
it
in
the
coordinator's
office,
and
so
it's
not
really
a
programmatic
thing
as
much
as
payments
that
we've
agreed
to
payment
in
lieu
of
taxes.
E
Obviously
the
Minneapolis
public
housing
authority
and
my
budget
friends
back
here
can
jump
in
if
I
overstate
or
misstate
something,
but
they
they
give
us
a
part
of
our
agreement,
and
this
is
a
very
old
agreement.
E
We
have
a
payment
in
lieu
of
taxes
that
comes
to
us
and
I,
and
they
are
I
believe
that
they
do
get
some
revenue
from
that,
but
I
I
will
have
to
work
with
them
to
figure
out
exactly
what
that
is,
and
the
second
piece
is
also
related
to
additional
Security
Services
for
mpha,
again
long-standing
agreement
that
we've
had
that
is
in
there.
But
we've
tried
to
align
those
with
the
appropriate
departments
if
it's
just
frankly,
just
a
payment.
E
Okay
thanks,
that's
helpful,
I
appreciate
it
and
I'm
sorry,
council,
member
chair,
Koski,
I,
didn't
mention,
and
so
the
only
two
positions
are
the
things
or
we
only
have
one
new
position
that
we're
requesting
I.
Believe
you
asked
me
to
adjust
that
as
well
and
then
the
one-time
funds
for
the
engagement
at
George,
Curry,
Floyd,
Square
great.
A
Thank
you
appreciate
that
and
I
don't
I'm,
not
seeing
any
further
questions
so
appreciate
the
thorough
presentation
and
we'll
just
follow
up
on
the
requests
from
council
member
Payne
2
after
this
as
well.
So
thank
you
so
much.
Thank
you
for
the
time
appreciate
it.
Next
is
the
intergovernmental
relations
department
and
I
invite
director
Katie
tabinka
to
give
that
presentation.
Welcome.
I
Excuse
me
thank
you,
chair
Koski
and
council
members,
I'm
Katie
Topanga,
the
director
for
the
intergovernmental
relations
department
and
happy
to
be
here
to
present
our
budget
to
you
all
today.
I
So
this
slide
shows
our
org
chart.
We
are
a
small
Department.
We
have
5.35,
ftes
and
I.
Think
you're
familiar
with
our
team.
We
have
a
senior
government
relations
representative,
that's
Lauren,
Olson,
two
government
relations,
Representative
Steve,
huser
and
Indira
Falana.
We
have
an
administrative
assistant,
we
just
hired
a
new
Administrative
Assistant.
A
couple
months
ago,
deltree
Coles
and
she's
been
a
great
addition
to
the
team,
and
then
we
do
have
a
our
0.35
comes
from
our
seasonal
legislative
Aid.
I
So
that
person
we
don't
have
anyone
in
that
role
right
now
they
are
hired
to
assist
the
team
during
the
legislative
session.
Thank
you.
These
are
the
priority
objectives
of
our
department.
I
You
can
see
it's
really
about
building
relationships
across
different
levels
of
government,
so
we
identify
and
develop
relationships
to
pursue
and
protect
the
interests
of
the
city
and
its
residents.
We
assist
in
ushering
in
legislation
that
reduce
disparities
and
seeks
to
diminish
or
eliminate
future
harm
to
communities
of
color
and
under
resource
communities,
and
we
assist
in
ushering
legislation
at
the
federal
state
and
local
levels
that
aligns
with
City
priorities.
I
So
our
work
really
does
come
down
to
building
relationships
so
that,
as
needs
Arise
at
the
city,
or
we
identify
issues
that
our
residents
are
experiencing,
that
we
need
other
levels
of
government
to
help
address.
We
can
build
off
of
those
relationships
and
with
elected
officials,
but
not
just
elected
officials
at
other
levels
of
government,
also
their
staff
staff
at
state
agencies
at
the
Metropolitan
council
at
the
airports,
commission,
and
so
we
can
really
build
those
relationships,
maintain
them
over
time.
I
Some
of
our
achievements
from
the
last
couple
of
years.
One
is,
you
are
having
a
lot
of
conversations
about.
Staffing
one
has
been
Staffing.
We,
the
igr
team,
was
not
fully
staffed
until
late
last
year.
We
are
very
excited
to
be
fully
staffed,
so
in
in
Fall
of
2023
there
was
a
lot
of
new
hiring
I
moved
into
my
role.
Then
we
hired
Indira
as
our
newest
government
relations
representative.
We
brought
on
our
seasonal
legislative
aid
for
the
session
and
we
have
hired
our
new
Administrative
Assistant.
I
I
During
the
2023
legislative
session,
our
team
helped
to
secure
25
million
dollars
in
new
ongoing
State
funds
that
come
directly
to
the
city,
so
these
aren't
funds
that
we
might
apply,
for.
These
are
funds
that
come
directly
to
us
and
also
secured
42
million
dollars
in
one-time
funds
during
the
legislative
session,
and
we've
already
shared
that
with
you,
but
just
wanted
to
to
highlight
it
again
here.
I
We
also
worked
on
policy
changes
and
successfully
helped
Shepard
through
some
policy
changes
around
Public
Safety
reform,
including
the
bill
that
allowed
us
to
to
expand
the
number
of
Deputy
Chiefs.
We
have
to
help
with
oversight
for
the
mdhr
settlement.
We
worked
on
the
legislation
that
clarified
when
body
cam
footage
should
be
released
and
some
efforts
around
Recruitment
and
Retention
that
that
passed
at
the
state
legislature.
I
We
also
worked
to
ensure
that,
with
the
new
local
housing
sales
tax
that
came
forward,
that
a
portion
of
that
comes
directly
to
cities
and
we
were
able
to
effectively
increase
that
percentage.
That's
coming
to
cities
through
some
of
our
work
at
the
legislature
and
our
partnership
with
the
league
in
Minnesota
cities,
moving
on
to
risks,
I'm
going
to
Echo
again,
staff
retention,
you
know
it's
a
competitive
job
market
and-
and
this
is
a
challenging
job.
I
But
we
have
a
really
great
team
right
now
and
our
work
is
really
about
building
relationships,
understanding
the
city,
Enterprise
and
then
understanding
the
state
and
federal
government
so
that
we
know
how
to
interact
with
those
different
levels
of
government
and
so
turnover
is
a
challenge
because
it
takes
time
to
build
those
relationships
both
internally
to
the
city
Enterprise
and
with
our
external
partners,
and
we
really
have
learned
over
the
the
last
year
that
we
need
full
Staffing
on
our
team
to
be
able
to
successfully
implement
the
legislative
agenda.
I
And
so,
like
I
said,
we
have
a
really
great
team
right
now
and
I
hope
to
keep
this
team
for
a
while
and
continue
to
build
and
help
the
team
grow
in
their
roles,
so
that
we
can
continue
to
have
success
at
the
legislature
and
with
all
other
levels
of
government.
I
So
our
program,
Staffing
and
summary
this
is
for
the
last
few
years
you
can
see
in
2022
the
spending
was
lower.
That's
because
the
team
was
not
fully
staffed.
There
were
I
believe
three
staff
people
for
much
of
the
Year
rather
than
the
5.35,
but
we
are
fully
staffed.
Now
the
the
0.35
position
is
not
filled,
I
didn't
list
it
as
a
vacancy
here,
because
we
don't
fill
it
at
this
time
of
the
year.
I
We
just
fill
it
for
the
legislative
session,
so
we
will
be
hiring
for
our
seasonal
legislative
Aid
late
this
year,
so
that
they're
ready
to
come
on
board
for
the
session
foreign.
I
So
again,
just
to
talk
about
our
program
budget
I
mean
our.
We
don't
have
different
programs,
like
many
departments,
do
our
our
whole
budget
is
really
our
program
and-
and
it's
mostly
our
staff,
so
this
is
the
mayor's
recommended
budget
for
2024
is
1.435
million.
I
This
does
include
a
change
item
which
I
will
get
to,
but
our
mission
is
really
to
identify
and
develop
relationships
with
other
levels
of
government
to
pursue
and
protect
the
interests
of
the
city,
and
our
goals
are
that
the
city's
needs
needs
are
understood
and
advanced
at
a
federal
level
that
effective
relationships
are
maintained
with
legislators
and
the
state
government
that
we
have
Partnerships
with
regional
bodies
to
ensure
that
we
have
a
city
voice
and
Regional
decision
making
and
impacts,
and
that
the
city
Enterprise
is
supported
by
the
advice
and
support
of
the
igr
department.
I
And
there
are
some
strategies
we
use
that
you
may
not
all
be
as
familiar
with
so
about
half
of
our
budget
is
salaries
and
then
a
little
bit
on
top
of
that
for
Fringe
and
operations
of
the
department.
But
we
do
use
about
a
quarter
of
our
budget
for
contracted
lobbying
services
that
support
the
city,
and
so
that's
really
comes
into
play
with
work
at
the
federal
level.
We
do
have
a
lobbying
firm
that
we
rely
on
to
advocate
for
us
that
is
based
in
Washington.
I
Dc
has
relationships
with
our
state
delegation
members
and
can
help
organize
trips
for
us
I
know
many
of
you
went
out
for
the
national
league
of
cities
conference
and
they
put
together.
You
know
a
sleet
of
meetings
and
things
that
that
we
can
do
to
effectively
lobby
with
time
that
we
do
have
in
Washington,
but
then
they
also
have
a
regular
presence
for
us
out
there
and
that's
really
important
to
helping
us,
particularly
with
the
congressionally
directed
spending,
but
but
really
monitoring,
all
federal
activities
that
might
affect
the
city.
I
Think
most
of
you
are
aware
of
this,
but
Lauren
Olsen's
job
is
primarily
focused
on
this
relationship
with
regional
bodies,
so
she
monitors
the
Metropolitan
Council
Metropolitan
airports,
commission
and
make
sure
we
have
a
voice
within
those
Regional
policy
making
bodies,
which
is
a
really
we're
really
lucky
and
fortunate
to
have
that
position
and
somebody
monitoring
that
work,
because
that
is
a
lot
of
the
decisions
they
are
making
really
affect
the
city
and
its
residents
as
well,
and
then.
Lastly,
we
we
do
work
closely
across
the
city
Enterprise
with
departments.
I
Each
person
on
the
team
has
a
portfolio
of
issues
that
they
work
on
and
and
then
during
the
session
is
in
regular
communication
with
the
appropriate
City
Department
to
make
sure
they're
aware
of
what's
happening
outside
of
the
legislative
session,
they're
working
regularly
with
City
departments
to
identify
needs
and
and
things
we
can
work
on
during
the
next
session,
and
then
I
already
touched
on
some
of
the
ways
we
measure
our
work.
But
we
look
at
the
outcomes.
New
funding
or
policy
changes.
We've
been
able
to
influence.
I
One
of
the
things
we're
starting
to
track
is
just
the
number
of
engagements
on
specific
issues.
So
letters
of
support
testimony
at
committees,
meetings
things
like
that
to
really
be
able
to
more
have
a
metric
to
measure
our
work,
which
can
be
hard
when
it's
really
about
relationship
building,
but
wanting
to
understand
what
are
some
of
the
the
things
that
seem
to
work
to
to
influence
outcomes.
I
And
then
finally,
I'll
just
move
to
our
our
change
item.
That's
the
mayor
has
recommended
in
his
budget.
He
has
recommended
one
hundred
thousand
dollars
in
one-time
funds
to
help
move
the
climate,
Legacy
initiative
forward
and
secure
IRA
and
iija
funds.
So
these
one-time
funds
would
ensure
that
the
city
is
prepared
to
take
advantage
of
federal
funding
available
through
IRA
and
iija,
which
is
the
infrastructure,
Investments
and
jobs
Act
and
the
inflation
reduction
Act.
I
This
would
add
capacity
to
track,
apply
for
and
be
competitive
for
funding
and
the
way
we
envision
this
working
would
be
that
a
contracted
provider
that
we
would
fund
with
the
hundred
thousand
dollars
in
one-time
money
would
work
with
the
team
of
internal
staff
from
budget
igr,
Health
Public
Works
to
ensure
that
we're
regularly
reviewing
funding
opportunities,
submitting
applications
when
appropriate
and
getting
extra
support
from
this
contracted
provider
to
help
with
tracking
advocacy
on
behalf
of
our
applications
and
also
some
grant
writing
and
the
goal
would
be
that
this
budget
request
would
result
in
increased
federal
funds
for
climate
resiliency
to
improve
the
quality
of
life
for
City
residents,
and
we
would
also
want
to
keep
this.
I
J
Thank
you,
madam
chair,
and
thanks
for
that
presentation,
I'm
just
curious.
You
mentioned
we
have
a
affirm
in
DC.
What's
the
name
of
that
firm
and
then
you
said
we
contract
with
local
I,
don't
know
LaVine
firms,
I
guess.
Is
there
a
specific
firm
that
we
contract
with
or
is
it
multiple.
I
Yes,
chairkowski
and
and
council
president
Jenkins
in
Washington.
We
are
we
contract
with
Primacy
group,
and
so
we
and
we've
contracted
with
them
for
a
number
of
years.
They
represent
a
large
number
of
clients
from
Minnesota,
so
they
do
spend
a
lot
of
their
time,
focused
on
members
of
Congress
from
Minnesota
and
have
really
really
good
relationships
established
there.
I
On
the
state
level
we
contract
with
Frederickson
and
Byron
and
and
their
lobbyists
who
work
on
behalf
of
the
city
are
Kevin.
Goodnow,
Jeff,
Hayden
and
Andy
Pomeroy
who've
also
been
working
on
behalf
of
the
city
for
I,
think
the
last
12
years
or
so
so
they're
very
familiar
with
the
city's
work
and
and
have
good
connections
at
the
Capitol,
and
then
we
also
contract
with
hilden
advocacy
and
law,
although
they
may
they're
going
through
a
name
change.
I
I
can't
remember
if
they've
officially
changed
their
name
yet
or
not,
but
there
we
work
with
Allison,
Nessie
and
Brian
McDaniel,
so
I
know
all
of
you
know:
Ms
Nessie,
who
used
to
work
for
the
city
and
and
then
Brian
McDaniel,
has
also
been
a
lobbyist
for
this
for
a
number
of
years,
and
so
we
also
with
those
relationships
at
the
state
try
to
have
lobbyists
who
have
relationships
on
both
sides
of
the
aisle
which
helps
us,
particularly
when
there
is
divided
government
or
you
know,
depending
on
who's
control.
I
But
we
want
in
control.
We
want
to
make
sure
we
have
relationships
with
with
legislators
on
both
sides
of
the
aisle,
which
is
one
one
reason
we
use
contract
lobbyists
as
well.
I
Chair
koskin,
council
president,
so
we,
the
house,
has
approved
it's
its
budget
with.
They
do
have
a
number
of
of
the
requests
we
made
for
through
congresswoman
Omar's
office,
but
all
of
the
requests
have
been
reduced
or
all
of
our
requests.
Anyway.
The
amount
were
reduced
to
about
850
000.
So
there
is
some
funding
for
affordable
housing
funding
proposed
for
affordable
housing
near
George,
Floyd
square,
and
then
some
funding
for
Farmers
Market
improvements
again
both
of
those
are
at
850
000.
I
The
Senate
is
just
went
back
in
this
week
and
I
know
they're
working
on
their
budget.
Markup
I
think
we
anticipate.
There
will
be
some
other
proposals
funded
on
the
Senate
side,
and
so
we
can
get
an
update
to
you.
I'm,
not
sure
that
that's
finalized
yet
and
then
they'll
have
to
reconcile
the
differences
and
also
there's
a
lot
of
big
outstanding
questions
about
some
disaster,
Aid
and
Aid
to
Ukraine
and
other
things
that
are
gonna
come
into
play
in
the
budget
process.
I
So
that's
where
things
stand,
but
we
don't
know
if,
at
the
end
of
the
of
the
Congressional
budget
process,
if
earmarks
will
still
be
in
because
there
may
have
to
be
some
negotiations
to
to
successfully
complete
a
budget.
So.
J
And
then
my
last
question
Madam
chair:
if
it's
okay,
there's
rumors
about
a
government
shutdown,
are
you
tracking
that
or
do
you
think
that
is
a
possibility.
I
In
president
Jenkins,
so
we
did
get
an
update
on
this
from
our
federal
lobbying
team
last
week.
Their
sense
is
so
the
federal
fiscal
year
ends
on
September
30th.
So
that's
why
that
discussion
is
starting
now,
I
think
it's
highly
unlikely.
There
will
be
an
agreement
on
a
new
federal
budget
by
September
30th.
I
Typically,
they
end
up
passing
a
continuing
resolution,
so
just
using
the
prior
Year's
budget
to
keep
things
open
while
they
they
debate
the
budget
and
get
to
a
compromise,
and
so
I
think
our
our
lobbying
team
thought
it
was
unlikely
that
there
would
be
a
shutdown
at
on
September
30th
that
there
would
likely
be
a
continuing
resolution
and
they'd
keep
working
on
a
budget
compromise.
I
D
Thank
you,
chairkoski
I
just
want
to
say
how
much
I
appreciate
the
use
of
this
one-time
money
to
make
sure
we're
taking
advantage
of
federal
dollars
coming
to
us.
D
You
know
I've
been
in
many
conversations
with
Patrick
Hanlon
and
his
team
in
Luke
Holland
camp,
and
it
is
amazing
how
we're
all
as
they
would
describe
it
like
waiting
on
the
end
of
the
fire
hose
for
the
water
to
come.
Rushing
out
right,
there's
things
that
were
responsibly
doing
by
way
of
working
on
our
climate
resilience
and
and
starting
to
put
the
infrastructure
of
things
in
place,
but
we
also
have
to
get
that
money,
so
I
I
do
anticipate.
This
is
going
to
help.
D
It's
also
a
little
bit
strange
to
see
how
much
some
of
our
staff
are.
You
know
they're
writing
proposals
and
writing
grants
that
could
either
be
zero
dollars
or
millions
and
millions
of
dollars
and
we're
gonna
need
to
be
able
to
react
to
either
of
those
outcomes
coming
at
us.
I
know
they're
also
finding
that
Federal
money
decisions
are
behind
in
their
decision
making.
D
Right
like
we
will
find
that
we
should
have
received
news
on
something
by
August
10th
and
we're
still
waiting
for
an
answer
and
trying
to
be
poised
to
use
that
money.
Should
it
come
in
and
also
reappropriate
those
resources
until
it
does
so.
Thank
you
for
this
idea.
I
think
it's
really
important.
A
Thank
you,
I
put
myself
in
queue
before
I.
Do
that
I
just
want
to
make
sure
I
acknowledge
it
for
the
clerk
that
President
Jenkins
has
joined
us
also
customer
Goodman
and
councilor
Allison,
for
my
question
is
just
on
slide.
Eight,
the
2024
plan
to
the
2024
recommended,
but
there
is
a
difference
here,
but
adding
a
hundred
thousand
I'm
just
curious
to
know
what
was
lost
and
what
that
shift
was.
I
Chair
Koski
I
might
have
to
call
on
Justin
or
Mr
Carlson
to
help
me
here,
I
believe
it's
related
to
Staffing
projections
but
I'll.
Let
him
answer
that.
C
Thanks
director
Topeka,
thank
you
chairkowski
for
the
question
you're
exactly
right.
There
is
a
hundred
thousand
dollar
increase
with
the
new
budget
proposal
that
is
offset
by
two
reductions:
there's
a
reduction
in
internal
service
charges
to
the
department.
Part
of
that
is
how
the
rent
for
departments
officing
out
of
City
Hall
was
recalculated,
so
they're
not
seeing
the
significant
charge
for
rent
and
then
also
the
it
model
change.
So
departments
are
now
charged
based
on
FTE
count
being
a
small
But.
C
A
K
Thank
you,
madam
chair,
and
no
it's
just
a
funny
comment
on
timing.
I
just
received
an
email
that
we
received,
four
million
dollars
from
the
US
EPA,
so
I
mean
it
just
it.
You
know,
goes
to
show
the
value
of
these
relationships,
and
you
know
just
how
much
work
this
small
and
mighty
department
is
doing
in
collaboration
with
all
of
these.
K
Other
departments
in
our
city
is
a
huge
effort
and
so
I'm
glad
to
see
the
additional
resources,
and
hopefully
we
can
get
even
more
in
the
future,
because
I
think
it
is
just
a
highly
leveraged
role
that
they
are
in
and
could
use
the
additional
support.
Thank
you.
I
Thank
you,
chair
Johnson,
and,
if
I
may
I,
don't
I
don't
want
to
take
too
much
credit
for
that
I
think
the
the
credit
goes
to
our
Public
Works
team
and
solid
waste
and
recycling
who
who
submitted
that
application
and
obviously
was
competitive
and
strong
to
be
able
to
get
that
funding,
but
appreciate
your
comments.
Thank.
A
Them
all
right,
thank
you.
So
much
not
seeing
any
further
discussion
at
this
point.
I'll
direct
the
clerk
to
file
these
presentations.
Our
next
budget
committee
meeting
is
scheduled
for
Monday
at
11.
A.M
that
day
we
are
set
to
hear
from
our
finance
and
Property
Services
Department,
with
that
we've
concluded
all
business
to
come
before
the
committee
today
and
without
objection.
We
Stand,
adjourned.