►
From YouTube: May 18, 2023 Budget Committee
Description
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A
B
D
A
Let
the
record
reflect
that
we
have
a
quorum
colleague.
The
reason
for
our
meeting
today
is
to
receive
a
report
relating
to
estimated
revenues
and
expenditures
for
Budget
year
2024.
Our
finance
and
Property
Services
Department
is
here
to
present,
so
I
will
invite
the
interim
budget
director
Robert
Harrison
to
introduce
this
item.
D
A
D
You
chair
Koski
members
of
the
budget
committee
and
my
name
is
Robert
Harrison
I'm,
the
city's
budget
manager
I'm,
the
interim
budget
director
I
report,
To
deshawni,
Dai
and
I'm
joined
this
morning
by
our
team
of
dedicated
budget
and
evaluation
analysts
who
have
been
doing
a
tremendous
amount
of
work
this
past
spring,
to
pull
together
in
partnership
with
our
departments
and
others
across
the
city.
The
information
that
we'll
be
reviewing
in
this
presentation
this
morning
we're
always
very
excited
to
present
the
current
service
level
budget.
D
This
is
the
work
that
the
budget
division
kind
of
kicks
off
early
in
the
year
and
that's
where
we
take
a
look
at
the
ongoing
costs
of
all
of
the
people
and
programs
that
were
approved
on
an
ongoing
basis
in
our
budget
last
year.
I
will
say
that
this
is
a
charter
requirement
as
well.
The
budget
division
is
required
by
City
Charter
to
provide
this
information
to
our
Board
of
estimate
and
Taxation
and
to
the
mayor's
office
by
July
1st
of
each
year.
D
Last
year
we
began
bringing
this
information
forward
to
the
budget
committee
as
well
as
a
as
a
business
item
that
we
understand
is
very
important
for
the
budget
committee's
work
over
the
course
of
the
year.
One
thing
I
did
just
want
to
note
before
I
jump
into
the
presentation.
That's
very
important
to
understand
is
this
is
really
just
the
2023
budget
rolled
forward.
This
does
not
include
any
new
decisions,
new
change
items,
new
budget
proposals
or
anything.
This
truly
is
just
the
cost
of
last
year's
budget,
assuming
that
everything
continues
forward
into
the
coming
year.
D
So
we
have
a
simple
agenda
for
us
today:
we're
going
to
review
the
cost
of
the
positions
and
programs
that
were
approved
on
an
ongoing
basis.
Last
year,
I.E
our
current
service
level
budget
in
a
few
places
we'll
be
able
to
provide
a
comparison
to
our
2024
plan
that
was
approved
this
past
December
for
additional
context.
D
We
will
explore
our
revenue
forecast
for
2024
and
what
that
reveals
about
our
local
Revenue
sources,
we'll
check
in
really
briefly
on
timeline
and
next
steps
in
the
budget
process
too,
and
I
do
just
want
to
know
we're
planning
on
standing
for
questions
at
the
end
of
this
presentation,
to
the
extent
that
you
have
any
questions
that
were
unable
to
address
at
this
time,
we're
happy
to
work
with
budget
chair
to
to
to
get
timely
responses
back
to
this
committee,
foreign,
so
I
wanted
to
touch
on
some
key
financial
takeaways
before
we
really
delve
into
this
presentation.
D
If
you
take
nothing
else
away
from
this
presentation,
we
want
to
make
sure
that
this
is
front
and
center
across
all
of
our
funds.
Our
our
general
fund,
our
Enterprise
funds,
special
Revenue
funds.
At
this
point,
using
this
snapshot
in
time,
our
expenses
are
growing.
Our
revenues
are
growing.
Our
revenues
are
growing
faster
than
our
expenses.
When
you
delve
into
our
general
fund,
however,
the
opposite
is
true.
We
are
seeing
expenses
growing
faster
than
our
revenues.
However,
this
is
still
within
what
we
had
planned
within
our
five-year
Financial
Direction
last
year.
D
Overall,
we
want
to
note
that
we
do
have
still
limited
resources
for
new
ongoing
spending
in
the
general
fund.
I
think
this
chart
just
highlights
that,
due
to
the
offsetting
nature
of
those
revenue
and
expense
budget
increases,
we're
not
seeing
you
additional
ongoing
resources
being
added
onto
the
budget
at
this
time,
but
we
do
say
that
this
is
a
snapshot
in
the
budget
process.
D
It's
it's
not
a
recommendation
or
a
decision
point
at
this
time
and
this
committee
is
going
to
be
receiving
more
information
over
the
course
of
this
year,
including
you
know
quarterly.
Financial
updates
presentations
on
our
2023
change
items
in
July,
as
well
as
another
overview
from
the
budget
division
of
the
mayor's
recommended
budget
that
will
be
released
in
August
as
well.
D
A
quick
word
on
our
Capital
Improvement
program.
As
we
presented
last
year.
We
we
don't
have
a
fully
updated,
Capital
Improvement
program
at
this
time
this
year,
so
we're
presenting
on
this
slide
our
2023
through
2028
Capital
Improvement
plan,
the
one
that
was
adopted
this
past
year.
If
no
new
action
were
taken,
we
would
recommend
going
forward
with
our
planned
2024
amounts.
D
But
Adam
Blom
in
our
office
is
working
closely
with
our
Capital
long-range
Improvement
committee
to
develop
an
updated,
Capital
Improvement
program
that
will
be
brought
forward
later
on
this
year,
so
an
important
part
of
our
overall
Financial
picture,
but
no
new
updates
at
this
time
as
part
of
this
presentation.
D
E
Good
morning,
charakowsky
and
committee
members
Jane
disenza
I'm
a
principal
budget
analyst
I'm,
currently
serving
as
the
interim
budget
manager
on
the
team,
so
just
kicking
off
our
conversation
with
a
few
quick
slides
on
the
expenses
and
the
current
service
level,
how
we
come
up
with
it
and
then
the
team
will
be
diving
into
each
excuse
me
each
category
in
more
detail.
So
this
is
familiar
to
many
of
you.
The
current
service
level
really
just
means
rolling
forward
those
positions
and
programs
that
you'd
already
approved
in
the
prior
year.
E
Understanding
the
CSL
is
really
our
first
step
as
we're
calculating
the
24
budget.
The
CSL
process
is
laid
out
in
our
financial
policies
and
there's
a
paraphrase
of
financial
policy
1.5
on
the
screen.
Of
course,
you
all
had
a
chance
to
approve
those
earlier
in
the
year,
so
the
full
language
is
available
in
limbs
or
in
the
budget
book.
If
you
want
to
get
into
more
detail,
but
there
are
three
main
components
to
the
CSL.
The
first
is
the
calculated
personnel
which
you'll
see
changes
year
to
year,
based
on
labor
agreements.
E
Steps
really
it's
an
effort
to
reflect
our
current
Staffing.
The
internal
service
charges
also
adjust
year
to
year,
based
on
anticipated
costs.
Those
are
things
like
our
it
charges
our
rent
and
the
like,
and
then
the
base
is
sort
of
the
non-personnel
category
which
is
held
flat
year
to
year.
So
there's
no
inflation
built
into
that
component
of
the
CSL
so
taking
the
last
part.
First,
the
base
is
where
we'll
find
things
like:
training
travel,
operating
supplies,
budgets,
perhaps
contracts
with
external
Partners
again
held
flat.
E
So
it's
very
straightforward
for
us
to
calculate
that
going
forward
into
the
next
year
what
the
budget
division
does.
Is
we
take
a
look
at
that
data?
We
pull
out
any
one-time
item
so
2023
and
only
Investments
get
pulled
out
of
the
2024
base,
and
then
we
make
sure
that
anything
that
is
due
to
start
in
2024
is
incorporated
so
that
last
bullet
point
refers
to
the
CSL
in
total
for
2024,
because
we're
in
this
biennial
structure,
Council
was
able
to
plan
for
items
to
start
in
2024.
E
F
F
F
We
have
an
annual
update
process
and
the
budget
team
has
been
working
closely
with
our
partners
in
human
resources
and
our
departments
across
the
state
to
both
improve
the
accuracy
of
our
data,
an
existing
sapling
levels
and
compensation,
as
well
as
make
sound
projections
for
future
growth
and
I
just
want
to
take
a
moment
to
thank
all
of
our
departments
and
their
budget
Liaisons
for
the
incredible
work
and
the
diligent
work
they
do
every
year
in
updating
our
Personnel
budgets.
It's
really
appreciated,
and
it's
a
lot
of
time
and
effort.
F
It's
a
collaborative
effort
that
we
have
across
the
Enterprise.
As
we
budget
for
our
Public
Service
employees.
We
are
projecting
slightly
higher
salary,
infringe
expenses
in
2024's
budget
than
what
was
included
in
our
2024
plan.
In
part.
Due
to
additional
collective
bargaining
agreements
that
we're
able
to
factor
into
the
current
service
level,
now
these
agreements
often
impact
steps
and
colas
that
employees
receive
and,
as
we
see
more
collective
bargaining
agreements
settled
under
the
leadership
of
the
human
resources.
F
F
That
change
has
resulted
in
tens
of
millions
of
dollars
in
savings
for
the
city
and
that's
the
exact
kind
of
partnership
we're
looking
for
with
our
human
relations
labor
Labor
Relations
Division
their
total
Compensation
Division,
as
we
continue
to
support
our
public
Workforce.
As
we
budget
for
personnel
now
we're
going
to
pass
it
over
to
Megan
we'll
talk
about
the
final
component
of
the
current
service
level,
which
is
internal
service
charges.
G
Good
morning
charkovsky,
council
members,
my
name
is
Megan
bersh
and
I'm.
A
budget
and
evaluation
analyst
I'll
be
talking
about
internal
service
charges,
the
way
that
we
develop,
those
and
kind
of
how
they've
changed
from
2023
and
our
2024
initial
plan
that
we
developed
in
the
biennial
budget
last
year.
G
So
internal
internal
service
departments
are
those
that
provide
goods
and
services
to
other
departments
within
the
Enterprise.
So
we
have
a
provider
department
and
a
customer
Department
both
within
the
Enterprise
in
this
presentation,
we're
focusing
on
I.T
the
fleet,
division
of
Public,
Works,
Property,
Services
and
workers,
comp
and
liability,
because
those
are
the
ones
that
use
models
to
distribute
their
costs.
Enterprise-Wide.
G
Costs
and
cost
distributions
are
determined
using
considerations
like
customer
Department,
FTE,
counts,
information
on
historical
actuals,
identified
department-specific
projects
and
needs
that
they
elevate
to
the
internal
service
departments
and
then
specifically
for
workers,
comp
and
liability
and
Actuarial
report.
So
the
graph
in
the
presentation
shows
charges
specifically
to
General
funds
departments.
G
G
H
I
will
note
that
we
develop
our
Revenue
Outlook
through
deep
collaboration
with
departments
each
year
in
the
winter
and
spring
as
we
walk
through
revenues.
We're
going
to
take
a
brief
look
at
our
enterprise-wide
revenues
into
all
funds,
but
we're
largely
going
to
focus
on
general
fund
revenues,
as
that
is
where
most
decision
making
is
made
in
the
city
as
one
one
takeaway
I
would
say.
Revenue
growth
in
general
is
in
line
with
our
expectations,
but
there
are
a
few
revenue
streams
where
the
Outlook
has
improved
slightly
and
there's
one
other
side.
H
Note
I
believe
there
may
have
been
some
updates
coming
out
of
the
state's
legislative
session
overnight
or
this
morning
to
the
extent
there
are
any
changes
that
impact
our
revenues.
Those
are
not
Incorporated
yet,
as
we've
not
had
the
time
to
review
them,
but
moving
forward
in
the
budget
process,
we
will
incorporate
them
and
I.
Believe
igr
is
coming
to
council
June
13th
and
can
provide
a
more
comprehensive
update
about
anything
changing
there.
H
Okay,
one
side
jumping
into
our
revenues
into
all
funds
Enterprise
wide
I
will
note
that
this
slide
is
looking
only
at
external
revenues,
so
we've
removed
transfers
and
use
of
fund
balance
trying
to
hone
in
really
on
revenues
coming
from
outside
the
city
into
the
city
to
support
the
workbook.
H
Do
as
the
first
bullet
point
notes:
Enterprise
funds,
Grant
funds,
downtown
assets,
funds
and
capital
revenues
are
still
under
development
in
the
coming
weeks,
we're
reviewing
Financial
plans
and
pro
forma's
and
as
those
pieces
come
together
and
get
finalized,
we'll
be
able
to
incorporate
the
updated
2024
budget.
That's
why,
on
the
slide,
you
only
see
the
two
columns,
whereas
in
Prior
slides,
you
saw
all
three
were
just
presenting
the
2024
plan
at
this
time.
H
Transitioning
from
there
into
General
funds
and
before
we
get
into
actual
general
fund
revenues,
we
want
to
take
a
moment
to
look
at
general
fund
transfers.
This
will
be
our
only
slide
where
we're
looking
outside
of
the
2024
CSL,
but
we
thought
it
was
important
to
look
at
some
history
and
out
years
and
help
tell
the
story
of
how
transfers
are
used
and
have
been
used
to
stabilize
general
fund
activities,
and
this
slide
itself
is
oriented
around
the
primary
transfer
each
year
into
the
general
fund
before
covid.
H
You
can
see
that
the
red
box
is
highlighted
here
in
2023
and
2024
are
the
final
two
transfers
from
arpa
at
47
million
dollars
in
2023
and
34
million
dollars
in
2024..
It
is
the
plan
that,
beginning
in
2025,
as
arpa,
goes
away.
We
will
revert
to
using
the
downtown
assets
fund
as
the
primary
transfer
to
stabilize
and
support
general
fund
activity
before
we
move
into
actual
general
fund
revenues,
though,
while
we're
on
the
topic
of
downtown
assets,
we
do
have
one
additional
slide.
H
H
In
2022,
we
nearly
hit
our
pre-pandemic
gross
revenue
collections,
which
is
great.
The
outlook
for
2024
continues
to
be
positive.
This
year.
During
our
budget
process,
we
increased
the
2024
plan
by
5.6
percent
or
roughly
4
million
dollars
for
a
total
of
72
million
dollars
in
local
option
sales
tax
revenue
for
2024..
H
H
Here
again,
the
Outlook
remains
positive
for
2024.
During
this
year's
budget
process,
we
adjusted
upwards
the
2024
plan
by
1.4
percent
or
roughly
8
million
dollars,
that
revision
upwards
is
largely
driven
by
increases
to
franchise
fees,
local
government,
Aid
interest
revenue
and
license
and
permit
fee
Revenue
I
have
two
more
slides
for
the
general
fund
revenue
and
with
those
we're
going
to
drill
down
into
the
largest
varieties
of
Revenue.
You
see
here
the
dark,
blue
taxes
and
the
light
blue
intergovernmental
revenues.
H
So,
first,
looking
at
that
largest
variety,
we
saw
on
the
prior
Slide
the
dark
blue
general
fund
taxes.
This
is
disaggregating
that
into
the
subtypes
of
taxes,
as
you
can
see,
property
taxes
are
the
vast
majority
of
general
fund
tax
revenue
making
up
over
more
than
50
percent
of
the
revenue
into
the
general
fund.
H
We'll
note
that
the
property
tax
revenue
follows
our
five-year
Financial
direction,
as
documented
in
the
2023-2024
console
adopted
budget,
and
that
is
a
6.5
Levy
increase
in
2023
and
a
6.2
percent
Levy
increase
in
2024
that
planned
6.2
percent
increase
in
2024
covers
the
CSL
only
and
does
not
account
for
new
spending
or
decision
making
which
may
take
place
throughout
the
supplemental
budget
process.
This
year.
H
And
our
last
slide
on
revenues.
This
is
focusing
in
on
the
second
largest
Revenue
into
the
general
fund,
which
we
flagged,
and
that
is
intergovernmental
revenues.
As
you
can
see
here,
there
are
several
types
of
revenues
rolling
up
into
intergovernmental
revenues,
but
the
vast
majority
of
that
is
a
local
government,
Aid
or
LGA.
H
You'll
recall
that
a
few
slides
ago,
LGA
was
one
of
the
four
we
called
out
that
is
driving
the
overall
increase
of
revenues
into
the
general
fund
for
2024.
during
the
budget
process.
This
year
we
adjusted
upwards
the
2024
plan
by
5.3
percent
or
roughly
three
and
a
half
million
dollars,
and
that
is
it
for
revenues
and
I
will
turn
it
over
to
Robert
to
try
it
all
up
foreign.
D
Thanks
Ben
chair
Koski
committee
members,
you
know
tying
it
all
together,
and
this
is
really
just
a
look
at
the
general
fund
revenues
expenses
where
we
have
some
of
our
most
flexible
dollars
flowing
into
the
city,
tying
it
all
together
within
the
general
fund.
We
see
that
our
expenses
and
our
revenues
are
closely
matched.
We
have
kind
of
talked
through
our
different
major
expense
categories.
Those
Personnel
costs
our
internal
service
charges,
things
like
Fleet,
I.T
rents
for
the
buildings
that
we
own
workers,
compensation,
liability.
D
We've
touched
on
our
base
budget
and
kind
of
how
we
handle
those
costs.
I.E,
we
don't.
We
don't
inflate
certain
amounts
of
our
budget.
We've
talked
through
different
major
Revenue
categories
and
all
together,
as
we
put
these
expenses
in
our
revenues
against
each
other,
we
see
that
we're
coming
in
with
a
balanced
budget,
especially
including
those
strategic
uses
of
cash
that
we
talked
about
in
our
five-year
financial
plan.
D
Last
year
we
see
that
a
balanced
budget
picture
that
you
have
before
you
today
and
real
quick
before
we
stand
for
questions
I
just
wanted
to
touch
base
on
some
of
the
work.
The
Departments
have
been
doing
over
the
past
several
months
and
will
be
doing
over
the
next
couple
of
months.
Departments
have
been
analyzing
and
reviewing
their
base
budgets
they're,
developing
new
budget
proposals,
we'll
be
doing
that
through
June
in
June
departments
will
present
to
the
mayor
on
their
base
budgets
and
their
new
budget
proposals.
D
The
mayor's
office
will
be
reviewing
providing
feedback
and
decisions.
It
will
be
incorporated
into
the
mayor's
recommended
budget
by
August
15th
and
then,
of
course,
we're
going
to
have
a
presentation
to
this
committee
on
June
20
July
25th
on
the
status
of
our
2023
change
items
that
were
approved
this
past
year.
D
Continuing
on
following
the
release
of
the
mayor's
recommended
budget,
the
budget
division
will
return
with
an
overview
somewhat
similar
to
this
presentation
of
the
mayor's
recommended
budget.
The
budget
committee
will
begin
receiving
presentations.
We'll
have
opportunities
to
ask
questions
of
departments
in
committee.
There
will
be
a
joint
presentation
by
departments
that
are
going
to
be
involved
in
the
mdhr
settlement
agreement.
That's
a
new
presentation
as
part
of
this
year's
plan
and
then
by
September
30th,
we'll
have
a
board
of
estimated
taxation
hearing
on
the
maximum
property
tax
levy.
D
We've
called
out
a
couple
of
our
public
hearing
dates.
There
are
three
of
our
public
hearing
dates
that
occur
later
in
this
process.
This
is
not
to
say
that
there's
no
Community
engagement
occurring
before
that,
but
we
do
have
three
planned
dates:
one
in
late
October,
one
in
early
November
this
year
and
then
one
with
budget
adoption
on
December
5th.
D
A
Thank
you,
Mr
Harrison.
We
do
have
a
few
people
in
queue
here
so
I'll.
First
start
with
council
member
rainville.
I
Thank
you,
madam
chair
I
just
asked
some
questions
about
the
revenue
side
and
if
you
could
help
me
that
so
it
seems
like.
Overall,
our
revenue
is
not
matching
the
budget
by
a
little
bit
for
24.
I
D
That
true
yeah
chair,
Koski,
councilmember
rainville,
that
that
is
true
and
that's
within
what
our
expectations
were
for
this
year.
Okay,
at
this
time
last
year,
so.
D
D
You
can
see
how
we're
making
decisions
to
apply
American
Rescue
plan
act,
funds
and
some
one-time
uses
of
cash
balance
to
help
the
city's
to
help
the
city
to
cover
the
costs
of
the
spending
that
we
had
planned
in
each
of
those
years.
Thank.
I
You
and
then,
when
you
talk
about
the
downtown
assets
fund,
can
you
what
is
included
in
that
as
far
as
Revenue,
so.
D
The
downtown
Revenue
into
that
fund,
chair
Koski
members
of
the
budget
committee,
the
downtown
assets
fund,
collects
a
number
of
different
Revenue
sources
and
going
to
lean
a
little
bit
on
my
colleague,
Ben
Zimmerman,
for
some
help
with
that.
But
we
include
our
local
option.
Sales
taxes
are
collected
into
the
downtown
assets
fund.
We
have
some
direct
revenues
that
are
collected
typically
each
year
from
say
the
parking
fund
and
from
operations
from
things
like
our
Convention
Center
and
Target
Center.
Okay,.
I
Thank
you,
that's
fine
and
then
I
I
do
have
another
question,
so
the
the
property
tax
revenue
how
what
effect
so
we
have
large
buildings
in
downtown
whose
value
is
decreasing
considerably.
How
is
that
going
to
affect
the
taxes?
So
is
your
forecast?
You
don't
know
you're
not
looking
in
a
crystal
ball,
but
in
your
expert
opinion,
what
is
happening
in
downtown
with
these
large
buildings
are
being
given
back
to
the
banks.
D
D
We
don't
have
that
crystal
ball
later
on
in
this
year,
we
expect
to
bring
forward
an
update
to
the
our
our
assessor's
office
has
a
very
useful
tool
that
can
help
to
explore
impacts
of
different
property
tax
increases
by
category
we'll
be
bringing
that
forward
as
part
of
this
process
as
well
and
it'll
help
to
explore
what
the
potential
impacts
will
be,
but
then,
at
a
high
level,
I
would
note
for
the
for
the
record
any
any
increase
or
decrease
in
one
kind
of
property
tax
value,
whether
it's
commercial
or
residential.
D
Those
result
in
a
burden
shift
on
other
property
tax
types.
So.
I
In
plain
English,
if
the
downtown
property
tax
revenue
does
not
stabilize
or
increase
we're
going
to
have
to
go
into
the
neighborhoods
in
on
the
residential,
so
whether
you're,
a
renter
or
homeowner
you're,
going
to
pay
more
if
downtown,
does
not
succeed.
D
Chairkovski
members
of
the
budget
committee-
that's
I,
think
the
math
works
out
exactly
right
on
that.
The
one
thing
I,
don't
know,
is
what
what
will
actually
be
happening
there,
because
the
opposite
could
be
true.
I,
just
don't
I
just
don't
know.
Thank.
J
You,
madam
chair,
first
of
all,
I
just
want
to
thank
your
whole
staff
team
for
being
here
today.
I,
don't
ever
remember,
seeing
so
many
of
the
staff
that
actually
do
the
work
on
a
daily
basis.
Usually
it's
been
the
director
and
it
just
feels
really
good
and
positive
and
refreshing
to
see
so
many
of
you
that
are
doing
the
actual
work
come
to
committee
and
give
us
a
sense
of
what
you're
working
on.
So
thank
you.
J
So
much
for
being
here,
I
have
a
question
that
is
probably
a
bit
odd
and
it
has
to
do
with
this
current
service
level.
Expectation
that
everything
we're
doing
is
fabulous
and
therefore
we
should
just
keep
doing
it.
J
J
So
what's
happened
instead
is
departments
just
reallocate
money,
and
then
they
tell
us
that
it's
kind
of
what
they're
doing
and
then
they
come
in
and
ask
for
more
and
I'm
wondering
about
how
we
better
daylight
that
right,
I,
just
kind
of
want
to
use
an
example
that
I'll
make
up
I'll
just
make
one
up
just
in
an
area.
I
know
something
about
right,
so
we
St.
J
This
is
not
picking
on
them
because
I'm
making
it
up
but
like
in
cpad
we're
going
to
do
some
housing
program,
but
we
start
doing
the
housing
program
and
it's
not
really
working
that
well
and
it's
been
budgeted
so
instead,
cped
just
says
well
that
money
for
that
housing
program
is
going
to
go
into
this
other
one
that
we're
doing
really
well
and
if
it's
under
175
000,
they
don't
have
to
get
any
new
approval.
Well,
my
opinion
would
be
if
that
one's
not
working.
J
The
175
should
come
back
to
reduce
the
current
service
level
so
that
we
can
make
choices
about
where
that
money
would
be
spent.
So
am
I
right
that
that's
essentially
what
happens
if
there's
a
bunch
of
reallocation
in
the
Departments
and
once
a
department
has
the
money
they're
reluctant
to
give
it
up.
So
it's
hard
for
us
to
move
money
from
you
know
c-pad
to
public
works
for
a
different
priority,
because
everything
we're
doing
is
great
and
here's
some
more
things.
J
We
can
do
so
I'm
wondering
if
you
can
speak
to
to
that,
and
then
second
I'm
wondering
if
you
could
just
briefly
speak
to
I
know
the
tax
bill
has
passed
already.
Where
are
we
at
on
LGA
for
next
year,
because
I
mean
what
what
scares
me
is
the
6.4
tax
increase
and
property
taxes
are
regressive,
and
so
that's
going
to
hurt
people
at
the
lowest
level.
The
most
and
LGA
is
not.
So
is
that
additional
money
that
could
be
spent
on
new
things?
D
D
D
We
are
moving
over
and
starting
to
do
this
thing
over
here
and
really
tell
that
story
because
oftentimes
it
feels
like
the
overarching
focus
is
on
just
the
new
spending
that
we
have
in
the
city,
and
we
know
departments
are
doing
a
tremendous
amount
of
work,
moving
resources,
thinking
about
how
they're
doing
their
work
and
improving
throughout
the
year.
J
So,
okay,
so
Madam
chair,
but
isn't
that
why
we
there's
no
room
to
have
other
big,
bold
initiatives,
because
we're
saying
the
current
service
level
is
great,
even
though
the
current
service
level
is
different
than
what
we
approved,
not
making
room
for
another,
really
big
cool,
unique
idea.
If
we
were
just
saying
we
gave
you
the
money
to
spend
on
this,
this
is
not
working
great.
Give
us
the
money
back,
we'll
determine.
Maybe
it
should
be
in
c-pad.
Maybe
it
should
be
in
public
works.
Isn't
that
why
we
constantly
have
this
increase
in
taxes?
J
And
then
you
know
this
whole
increase
in
everything,
because
we're
never
saying
anything,
we're
doing,
isn't
working
so
we're
just
adding
to
everything
is
great.
Let's
do
some
more
of
it
and
city
council.
You
have
to
fight
over
1.7
million
dollars
worth
of
things
when
you
want
to
do
something
new.
We
can't
really
do
anything
new,
because
everything
we're
doing
is
fabulous
when
in
fact
we
make
mistakes,
that's
cool!
That's
how
it
works.
Every
program
isn't
going
to
be
perfect,
but
everyone
is
so
focused
on
protecting
their
budget,
that
they
don't
want
to
admit
something's.
J
Not
working
so
why
are
aren't
we
moving
to
a
zero-based
budget
where
every
year
we
need
to
be
talking
about?
What's
working?
What's
not
because
I
mean
I'm
not
going
to
be
here
for
the
budget
after
this
one,
but
I
would
just
share
with
my
colleagues
my
observation
that
the
reason
taxes
go
up
so
much
is
because
we
never
admit
something's,
not
working.
We
just
let
the
Departments
reallocate
it,
and
then
we
have
to
fight
over
the
ability
to
add
something
totally
new
and
different
and
I
hope.
J
D
Chair
Koski,
council
members:
it's
a
terrific
question,
it's
a
really
hard
question
and
also
a
policy
question
that
I'd
be
straying
into.
If
I
tried
to
answer
on
it,
I
I
will
say
the
conversation
has
come
up
in
the
past
and
I.
Think
there's
I
mean
how's.
This
real
cop
out
I
think
there
are
some
pros
and
cons
to
it,
including
the
amount
of
resources
that
we
would
need.
D
I
don't
know
if
there's
any
additional
questions
in
there,
but
I
did
hear
the
question
on
LGA
as
well
and
where
we
are
on
that
with
the
state,
my
understanding
and
again
I'm
going
to
look
to
to
Ben
for
some
modification
if
I
get
this
wrong.
But
my
understanding
is,
the
state
is
settling
that
work
right
now
and
our
igr
team
is
planning
on
bringing
a
report
to
council
by
I
want
to
say
June
13th,
with
an
update
on
on
everything.
D
J
Madam
chair
again,
thank
you
so
much
for
bringing
your
whole
team
I
think
that
more
people,
more
young
people
who
are
in
this
department,
I
consider
you
all
young
working
on
this
I
think
is
just
incredible
and
to
be
able
to
see
you
doing
it.
It's
just
really
heartening
that
shawnee's
team
with
Amelia's
departure
has
all
these
Rising
superstars
that
are
all
here
today
and
it's
really
great
for
us
to
see
it.
So
thank
you.
A
Thank
you,
I
just
want
to
add,
I
appreciate,
councilmember
Goodman,
bringing
that
to
light
and
just
that
piece
of
the
conversation-
and
you
know,
there's
a
lot
of
us
new
council
members
here
and
went
through
the
budget
process
for
the
first
time
last
year
and
now
going
through
it
again
for
the
second
time
and
last
year
we
heard
about
the
changes,
the
increases
right
and
to
your
point,
and
we've
talked
about
this
of
wanting
to
make
sure
that
departments
are
also
bringing
forward.
What
are
you
letting
go?
A
What
are
we
moving
away
from
and
really
thinking
what's
important
to
us,
I
think
as
council
members
is
and
what
we,
when
we
go
and
have
conversations
with
our
constituents,
is
they
want
to
know
the
outcome?
That's
going
to
happen,
and
that
is
the
the
way
that
I
think
of
this
of
how
are
we
going
to
continue
to
move
through
this
budget
process
and
committee
and
make
tweaks
and
think
about
what
is
the
outcomes
that
we're
trying
to
achieve
and
how
do
we
get
there
so
just
to
add
on
to
councilmember
Goodman's
question
there?
B
Thank
you,
madam
chair.
My
question
was
actually
going
to
be
a
lot
more
narrow,
but
councilmember
Goodman
basically
blew
my
question
up
by
and
my
questions
around
Staffing
and
we
know
that
we
have
a
lot
of
unfilled
positions
and
we
don't,
on
Council,
have
a
lot
of
visibility
into
that.
So
my
question
was
very
narrow.
As
can
you
provide
us,
maybe
not
right
here
right
now,
but
as
a
follow-up,
you
know
where,
where
are
we
seeing
budget
surpluses
in
our
current
service
level
because
of
unfilled
positions?
B
B
So
I've
already
got
my
drafted
email
sent
up,
so
you
don't
have
to
remember,
but
I
think
that
what
councilmember
Goodman
my
narrow
question
is
actually
getting
at
what
councilmember
Goodman
was
Raising,
which
is
I
when
my
lesson
from
our
first
budget
as
an
elected
person,
is
that
the
conversations
about
where
we
want
to
put
our
initiatives
needs
to
be
happening
right,
not
right
now,
not
during
the
amendment
process.
B
During
the
amendment
process,
what
we're
doing
is
we're
looking
for
the
five
unfilled
positions
here
and
there
so
that
we
can
do
some
sourcing
and
it's
a
very
marginal
process,
and
that
feels
completely
inverted
to
what
our
role
is.
As
you
know,
the
power
of
the
purse.
We
should
be
actually
dictating,
and
it
also
sounds
like
you're
working
really
hard
towards
encouraging
departments
to
be
more
transparent
about
how
they're
doing
these
reallocations.
B
But
I
don't
think
that
sounds
like
that's
a
courtesy
to
us
I
think
we
shouldn't
be
waiting
for
a
courtesy
of
departments
to
let
us
know
about
what
decisions
they're,
making
I
think
we
should
demand
that
departments.
Let
us
know
what
those
allocations
are,
so
that
we
can.
Actually,
we
all
have
a
lot
of
ideas
here
that
it's
a
struggle
to
find
dollars
for,
but
we
know
the
dollars
are
in
there.
B
We
just
don't
know
where
and
I
think
we
need
more
transparency
around
that
and
I
think
whether
it's
zero-based
budgeting
as
a
framework
that
we're
going
to
use
to
get
there
or
some
other
method,
but
I,
think
feeling
like
a
passenger
on
the
budget
bus
is
the
complete
wrong
way
for
Council
to
be
in
relationship
to
this
process.
So
I
really
think
councilmember
Goodman
for
raising
that
higher
level
issue.
A
Thank
you,
council,
member
wansley.
Thank.
K
You
chair,
Koski
I,
just
want
to
let
councilmember
Goodman
know
you
just
gave
a
full
sermon.
Thank
you
for
highlighting
that
I.
Think
as
as
you
highlight
it,
we
have
constantly
gone
in
this
cycle
where
you
know
we're
not
truly
evaluating
what
is
working
across
our
departments
and
that's
as
council
member
Payne
share
is
often
hidden
from
council
members
who
do
have
the
power
of
the
purse,
who
should
be
making
these
decisions
rather
than
waiting
after
mayor
Fry's
budget
that
I
think
I've
seen
you
repeatedly
State.
K
We
have
the
ability
to
do
this
proactively,
and
we
need
to
be
doing
this
proactively
also
around
the
current
service
levels
and
I.
Think
council
member
pay
Embrace
this.
That
is
very
concerning
and
I'm
glad
that
my
co-chair
or
councilmember
Ellison
is
working
to
bring
a
fuller
presentation
on
this
to
Pogo.
K
But
the
Personnel
costs
around
this
and
it's
related
to
government,
restructure
and
really
looking
at
classifications
of
positions
that
were
moved
with
different
responsibilities,
but
we
were
told
they
were
net
neutral
and
then
reclassified
and
then
given
a
pay
increase,
or
maybe
there
should
have
been
some
further
reflection
on.
Why
we're
reapproving
positions
that
came
with
the
three
hundred
thousand
dollar
plus
salary
more
than
what
the
governor
is
earning
so
to
me
that
does
show.
K
We
really
do
need
to
be
rethinking
not
only
to
pay
scale,
because
we
do
want
to
fairly
compensate
our
employees.
We
want
to
make
sure
that
compensation
is
competitive,
but
it's
very
concerning
that,
if
we're
doing
that
and
it's
getting
us
into
a
red
because
I
will
name,
this
budget
looks
very
Bleak
and
I.
Think
as
we
all
name,
it's
very
concerning,
because
many
of
our
constituents
are
looking
at
us
to
go
and
do
the
Innovative
things,
and
this
says,
or
what
you
have
to
share
with
us
is
sorry.
K
We
don't
have
the
the
money
for
it
and
as
though
those
who
have
the
power
of
the
purse,
we
have
to
figure
out
how
to
reconcile
that
and
if
it
means
reevaluating
these
positions,
which
I
hope
the
classification
presentation
that
comes
from
us
interim
coo
as
well
as
clerk
Carl,
can
help
us
do
that.
But,
as
you
mentioned
council
member
Payne,
this
body
should
be
looking
up
at
the
next
I.
K
Think
budget
conversations
and
looking
at
what
policy
amendments
we
need
to
be
bringing
forward
that
actually
mandates
these
changes
because
we
do
hold
that
Authority
and
also
I'll
even
note
this
for
chair
Koski
I
see
the
two-year
projections
where
it
seems
like
on
board
we're
moving
forward
with
a
biannual
budget.
I
will
note
that's
in
some
symbolic
a
gesture
only
there
needs
to
be
an
ordinance
change
or
a
charter
change
to
affirm
that
I
know
we're
meeting
with
the
joint
or
doing
a
joint,
Charter
Commission
meeting
next
Tuesday.
K
That
might
be
something
that
should
be
a
priority
so
that
we
can
actually
legally
back
up
these
two-year
projections,
and
we
should
be
doing
that
legislatively.
But
in
terms
of
some
of
the
questions
that
I
have,
can
you
please
actually
share?
What
is
this
estimate
and
councilmember
Payne?
You
brought
this
up
because
I
do
want
to
see
that
actuary
report
I
think
you
know
figuratively.
K
It's
been
been
cleared
that
most
of
our
expenses
that,
as
a
city,
has
come
from
not
only
liability
but
liability
related
to
police
misconduct.
Also,
our
workers,
compensation
claims
have
been
tied
to
police
misconduct.
I
think
we
saw
that
even
in
our
audit
reports
from
last
year,
that
is
where
we're
seeing
the
most
expenses
come.
I
would
love
report.
Backstab.
Do
you
know
a
estimate
of
what
those
increases
have
been
for
those
two
respective
items.
D
D
That's
something
that
I
don't
have
today,
that's
something
we
can
think
about
how
best
to
provide
that
information.
I'm,
just
not
familiar
with
the
contents
of
the
report
and
just
how
to
best
share
it
out,
but
I
will
say
we
did
publish
that
information
last
year
based
on
information.
D
That
was
in
the
Actuarial
report,
and
we
can
send
you
the
the
the
budget
document
that
we
have
just
on
last
year,
and
the
expectation
should
be
that
we
should
be
able
to
provide
a
similar
update
this
year
based
on
what
we
are
seeing
and
that
does
have
that
breakdown
of
the
amounts
and
where
those
amounts
are
attributable
to
just
to
be
as
transparent
as
possible.
I'm.
K
D
C
Okay,
thank
you,
Rob
cherkovski,
council
members.
We
do
have
an
extra
report.
It
is
in
draft
form
at
the
moment.
We
are
tweaking
some
legal
language,
but
the
numbers
will
not
change.
We
have
released
that
heavily
redacted
in
the
past
because
it
includes
case
numbers
so
that
information
could
be
available
to
you
hope
to
have
a
final
very
soon,
but
definitely
have
the
numbers
that
we
can
share
with
you.
So.
K
C
If,
council
members,
let
me
explain
that
the
document
itself,
all
of
the
the
numbers
are
correct.
They
are
final.
We
have
one
sentence
of
legal
language
that
we
are
working
out,
so
the
the
document
is
technically
in
draft
form,
although
all
of
the
data
is
in
final
form,
it's
that
one
sentence
we're
working
on
that
has
nothing
to
do
with
the
numbers.
C
So
the
numbers
in
that
draft,
which
will
become
the
numbers
in
the
final,
were
used
for
the
budget
projections
and,
as
Megan
talked
about,
they
were
used
for
the
self-insurance
allocation
model
and
ran
through
that.
So
those
numbers
are
correct
again,
just
one
sentence
we're
working
on.
That
is
a
legal
sentence,
nothing
to
do
with
the
numbers.
Well,.
K
C
Absolutely
we
will
work
with
them
to
provide
that
in
whatever
form
the
attorney's
office
advises
us.
But
yes,
it
is
great.
I
just
wanted
you
to
understand
that
it's
not
technically
and
final,
so
we
would
not
release
it
to
the
public,
but
it
is
in
draft
form
at
this
point
and.
K
Great
and
then
clarify
clarifying
question
around
again
increases
in
the
liability
I.T
slide,
and
all
of
that
these
figures
do
not
account
for
and
I
know,
I'm
working
with
a
number
of
council
members
again
to
bring
a
modified
version
of
this
fiscal
analysis
of
our
consent.
Decrees,
the
one
that's
already
been
approved,
the
one
that's
likely
coming
soon
from
the
doj,
but
I
know.
We've
mentioned
this
before
Robert
2023.
We
had
some
projections
in
the
budget
for
2023
around
consent
decree
cost.
D
Our
chair,
Koski
members
of
the
committee,
these
figures
here
do
not
reflect
any
new
decisions
that
have
been
made
around
the
consent
decree
last
year
there
was
a
reserve
that
was
implemented,
understanding,
we're
going
to
have
an
independent
auditor.
It
was
going
to
be
a
sign
that
was
the
only
cost
that
we
knew
about.
So
what
we
are
seeing
here
with
this
presentation
is
not
not
delving
into
any
new
additional
costs
that
are
going
to
be
incurred,
so.
K
Wow
great
time
for
that
fiscal
analysis,
net
and
then
lastly,
just
thinking
of
going
to
council
member
Goodman's
Point
again,
so
that
we
can
make
sure
we
do
have
a
way
to
analyze
metrics
of
success
with
our
departments
and
seeing
if
we're
doing
programs
is
not
effective,
that's
not
working
figuring
out
how
to
you
know,
bring
those
resources
back
into
the
general
fund
and
maybe
Sunset
those
programs.
That
is
fine,
it's
okay
to
admit
when
things
that
we're
trying
to
do
and
good
intention.
If
it's
not
working,
that's
fine!
K
Let's
move
on
to
the
next,
but
one
crucial
component
that
will
be
helpful
towards
that
and
I
think
this
gets
at
your
point
to
Cherokee
is
we
need
to
fully
fund
a
Performance,
Management
Department,
it's
very
clear.
We
need
staff
who's
going
to
assess
those
metrics
that
those
metrics
work
with
our
department,
heads
and
staff,
to
have
that
ongoing
assessment
and
then
be
able
to
provide
that
information
mission
to
us
to
provide
it
to
you
all
in
budget,
but
since
we're
the
ones
who
ultimately
have
to
approve
the
budget.
K
K
A
Thank
you
customer
and
just
to
add
on
that
with
the
Performance
Management
piece
of
it.
I
know
this
year
and
maybe
Robert
you
can
speak
to
this
a
little
bit
of
the
we
do
not
we're
not
in
we're
not
in
a
position
to
be
able
to
have
this
full,
robust,
Performance
Management
information
to
us
this
fall.
A
But
we
are
working
on
this
being
a
bit
of
a
what
I
would
call
Pilot
fall
and
so
I'm
wondering
if
you
could
maybe
speak
to
what
we
should
be
able
to
expect
on
the
performance
side
of
the
presentations.
D
D
This
year,
we've
asked
departments
to
rely
heavily
on
their
performance
Frameworks
that
they
set
up
with
the
Performance,
Management
and
Innovation
team
a
year
or
so
ago,
and
incorporate
that
into
their
budget
proposals
and
their
budget
work,
including
their
objectives
and
their
metrics
and
just
generally
encouraging
departments
to
bring
that
information
forward
as
part
of
this
process.
D
So
there
are
elements
I
think
of
what
we
are
talking
about,
that
are
being
incorporated
into
the
budget
process
and,
of
course,
that
relies
on
that
relies
on
having
our
process
I,
think
planned
out
and
making
sure
that
we
are
integrating
that
we're
going
forward,
and
we
were
in
discussions
very
recently
around
what
our
our
plan
is
for
continuing
to
integrate
that
work
into
this
decision-making
process
for
the
coming
year
as
well.
To
continue
to
you
know
just
build
that
out.
D
K
Thank
you,
chair,
Crossing,
just
a
follow
up
on
that
too,
from
my
understanding,
because
I
had
conversations
with
you
about
Performance
Management
piece
from
my
understanding.
Opi
was
going
to
be
the
lead
in
championing
that,
unfortunately-
and
this
actually
relates
to
Personnel
costs
and
what
I'm
hoping
will
be
unveiled
in
that
Pogo
presentation
is
while
we're
creating
positions
that
are
reclassifying
positions
where
pay
increases,
we're
also
seeing
Exodus
of
Employees,
leaving
the
city
too,
and
as
council
member
Payne
noted,
what
are
our
departments
doing
with
those
positions?
K
Should
we
be
revisiting
them,
seeing
if
those
are
ways
in
which
we
could
be
conserving
dollars,
as
we
did
with
government
restructure
to
fund
important
priorities?
But
that
said,
one
of
the
sad
realities
of
that
is
one
of
the
lead
staffers
who
was
who
was
doing
Performance
Management
work
or
trying
to
move
that
work
forward
is
leaving
next
month.
So
it'd
be
good
to
know
who
in
OPI,
if
that's
going
to
be
the
the
main
problem,
very
like
staff
force
behind
Performance
Management.
K
That's
something
to
consider
if
you're
trying
to
move
forward
with
a
baby
pilot
in
the
fall
of
sorts.
Who
will
be
leading
this
work
because
it
was
OPI
that
seemed
to
be
well
positioned
and
had
the
expertise
and
have
been
doing
this
work
around
analyzing
outcomes
and
metrics
and
standardizing
that?
K
So
that's
a
sad
reality
as
we
move
into
this,
even
though
this
is
something
that
should
have
been
done
way
before
then,
but
that
I
did
want
to
highlight
if
we're
losing
a
phenomenal
staff
member
who
was
trying
to
move
this
work
forward.
So
it
feels
uncertain.
What's
the
the
pathway
you
know
forward
on
this,
if
you're
saying
in
the
fall,
but
I
trust
that
you
know
how
to
carry
this
forward
and
will
let
us
know
how
to
support
you.
I
Thank
you,
madam
chair
recently,
the
park
board
has
requested
16
million
dollars
to
the
budget
ongoing,
as
well
as
the
Minneapolis
public
and
Housing
Authority.
What
type
of
impact
will
that
have
and
when
will
we
I
know?
We
won't
know
that
until
the
mayor
and
the
BET
do
their
job,
but
is
it
a
would
that
be
a
one
percent
increase
in
taxes?
One
and
a
half?
Do
you
have
any.
D
Idea,
chair
Koski
members
of
the
committee.
Thank
you
for
the
question.
I!
Don't
have
that
answer
prepared
off
the
top
of
my
head,
but
that
would
be
a
I
think,
a
relatively
easy
one
to
follow
up.
A
A
That
kind
of
relate
to
the
entire
presentation,
but
first
one
I
have
was,
and
it
relates
to
a
few
questions
that
were
brought
up
about
personnel
and
positions,
but
when
we
approve
new,
departmental
positions
outside
of
the
budget
process,
what
are
the
ways
that
can
impact
the
current
service?
What
are
the
ways
that
can
impact
the
current
service
level
going
forward?
Do
these
positions
automatically
get
added
to
the
current
service
level
for
the
following
year?.
D
Chair
Koski
members
of
the
committee,
the
question
is
what
what
is
the
impact
of
adding
new
positions
outside
of
the
budget
process?
It's
a
great
position,
it's
something
that
it's
a
great
question
and
something
that
we
think
about
all
the
time
in
the
budget
office,
because
we
do
have
policies-
and
we
have
my
understanding-
is
also
Charter
and
ordinance
requirements
about
how
these
positions
get
added.
I'd
like
to
separate
the
the
HR
related
component.
That
requires
some
of
these
sign-offs
and
approvals
from
the
budgetary
component,
because
we
typically
Focus
just
on
the
budgetary
component.
D
If
a
position
wasn't
in
the
annual
budget
that
was
approved
by
Council
in
December,
but
is
added
during
the
year,
the
onus
is
placed
on
the
department
to
figure
out
how
to
cover
the
cost
of
that
position
going
forward.
That
department
might
opt
to
come
back
later
in
the
year
and
say
we
need
additional
resources
to
cover
that
position.
That's
typically
a
question
that
we
ask
whenever
we
see
that
kind
of
thing
happening,
but
the
I
think
the
key
takeaway
is
no
additional
budget
is
necessarily
added
for
that
position.
D
So
whenever
we
see
an
additional
position
popping
up
or
we
see
positions
being
reclassified
and
we
see
cost
differentials
between
those
positions,
we
have
additional
questions
for
departments
on
how
those
costs
are
going
to
be
covered
so
again,
I'm,
really
just
speaking
to
the
the
cost
portion
of
this
conversation
and
how
we
make
sure
how
we
do
a
lot
of
work
to
make
sure
that
we're
not
adding
costs
when
new
positions
are
coming
in
right
off
the
bat.
D
A
D
Chairkovski
members
of
the
committee
is
that
position
then
added
to
the
current
service
level
for
the
following
year.
The
answer
is
no,
not
necessarily
so
if
we
see
that
additional
position
showing
up
in
that
Workforce
plan
the
budget
office
circles
back
in
one
question
that
we
often
ask
departments
is:
how
are
you
planning
on
covering
this
additional
position?
That
was
added
because
you
don't
automatically
get
to
expand
your
Workforce
plan.
A
Okay,
thank
you.
I
have
a
couple
other
questions
here.
One
is
regarding
the
internal
service
charges
that
are
inflated
based
on
anticipated
overhead
costs.
So
how
do
our
internal
service
charges
compare
to
other
other
industry
standards
relating
to
internal
service
charges
and
who
decides
how
these
service
charges
are
established?.
D
Chairkovski
members
of
the
budget
committee,
we
have
some
Finance
policy
around
this
that
essentially
articulates.
You
know
we're
for
things
like
our
I.T
costs,
where
we
have
software
license,
agreements
that
are
going
to
be
inflated
and
the
Departments
depend
on
we
have.
The
ability
to
you
know,
add
on
inflationary
adjustments
for
those
licenses
so
that
we
can
continue
to
I,
don't
know
pay
for
Salesforce
or
our
IBM
licenses.
What
have
you,
and
so
we
rely
on
industry
benchmarks,
for
example,
inflationary
indexes
to
analyze
how
much
these
licenses
are
growing.
D
So
then
we
can
say:
okay,
this
seems
like
a
reasonable
mem,
a
reasonable
amount.
What
we
have
done
in
years
past
is
also
ask
invite
Our
IT
department
to
go
forward
with
any
changes
that
appear
to
be
above
and
beyond
that
amount
so
that
they
can
transparently
come
to
council
and
say:
okay,
we
we
have
a
number
of
contract
increases.
This
is
a
large
amount.
D
Our
finance
department
has
determined
that
this
is
not
within
their
ability
to
just
add
this
to
the
budget
as
an
inflationary
thing,
and
then
it
engages
in
a
conversation
with
the
mayor's
office
and
Council
about
how
best
to
secure
additional
funding
for
those
contracts,
and
we
have
a
change
item
from
last
year
that
we
can
forward
I.
Think
that
captures
some
of
that
conversation.
A
D
Chair
Koski
members
of
the
committee
I
do
not
have
a
direct
answer.
Okay
on
that
one,
it's
a
terrific
question.
Okay,.
A
L
Thank
you,
madam
chair,
in
terms
of
these
shared
costs,
in
particular
about
things
like
rent
and
through
property,
and
finance
Services
could
expand
a
little
bit
on
how
that
fluctuates
over
time.
It
looks
like
on
these
very
small
graphs
that
it
should
stay
pretty
even,
but
we
all
know
that
the
maintenance
needs
on
some
of
our
aging
buildings.
L
City-Owned
buildings
is
going
up
and
the
needs
are
getting
pretty
dire
for
employee
safety
and
Welfare,
and
can
you
help
us
understand
a
little
bit
more?
Why
the
rent
piece
actually
looks
like
it
shrinks
next
year.
D
Yes,
chairkovski
members
of
the
committee,
that's
a
great
question
and
we've
called
this
out
a
little
bit
in
our
presentation,
but
I
can
expound
on
it
a
little
bit
more.
Our
rent
costs,
for
you,
know
things
like
maintenance
of
our
buildings,
our
energy
costs,
janitorial
costs
do
typically
increase
over
time.
We
do
see
the
effects
of
inflation
on
those
costs.
The
salaries
go
up
with
new
contract
settlements,
so
those
core
costs
go
up.
D
D
It
throws
off
our
numbers
a
little
bit
but
as
Megan
kind
of
talked
through,
we
are
taking
off
our
city
hall,
rent
out
of
the
Property
Services
budget,
and
that
was
a
five
to
six
million
dollar
amount
that
is
made
payable
to
the
municipal
building.
Commission,
that's
being
taken
off
of
that
amount.
If
that
amount
had
been
included
in
here,
we
would
have
seen
a
slight
increase
in
our
overall
Property
Services
budget.
D
Some
of
these
changes
that
we
see
in
these
internal
cost
allocations
are
also
due
to
decisions
that
were
made
as
we
recovered
from
the
pandemic
to
utilize
cash
balances
and
some
of
the
funds.
So
we
were
able
to
make
a
couple
of
one-time
recommendations
to
utilize
cash
balances.
Instead
of
charging
out
these
costs
as
well.
L
So
if
I
may,
some
of
those
fixes
I
I,
understand
now
the
differential
in
taking
off
the
NBC
rent.
L
L
D
Chair
Koski
members
of
the
committee,
it's
a
great
question.
I,
don't
have
a
direct
answer
right
now.
Certainly
the
Property
Services
Division
presentation
is
an
excellent
place
to
ask
that
question.
They
do
have
a
dedicated
amount
within
their
budget
for
these
maintenance
costs
and
have
been
tracking
that
very
very
closely
one
of
the
challenges
that
I
can
say
that
they
encounter
during
the
pandemic
was
just
getting
work
out.
D
The
getting
work
out
the
door
for
lack
of
a
better
term
and
they've
put
into
place
a
plan
to
really
accelerate
that
work
even
this
year.
So
just
as
just
as
some
additional
background
that
department
will
be
coming
forward
later
on
this
year,.
L
I
appreciate
that
I
also
want
to
just
flag
for
my
colleagues
that
one
of
the
big
things
that
we
agreed
to
is
part
of
the
mdhr
settlement
agreement
would
be
a
training
facility
for
our
police
department,
and
that
would
be
I'm
not
sure
exactly
where
that
fits
in
here.
But
it
would
be
a
dramatic
increase
to
what
we
do
currently,
which
is
to
use
a
very
old
school
building
in
North
Minneapolis
at
4200
Dupont,
and
that
will
take
a
fair
amount
of
investment
going
forward.
So
so
thank
you.
A
All
right,
I
am
not
seeing
any
further
questions
or
discussion,
so
I
will
direct
the
clerk
to
file
this
report
so
see
no
further
business
before
us
and
without
objection.
I
declare
this
meeting
adjourned.
Thank
you.
So
much
for
being
here.