►
From YouTube: September 28, 2023 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
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A
C
D
E
A
Let
the
record
reflect
that
we
have
a
quorum
today
we
will
be
continuing
hearing
presentations
from
City
departments
on
the
mayor's
2024
recommended
Budget
on
the
agenda.
Today
is
311
Service,
Center,
Communications
and
neighborhood
community
relations.
We
will
begin
the
presentations
with
311
service
center
here
to
present
is
director
m
n
zbi.
F
Welcome
thank
you
good
morning,
chair
kosy
and
members
of
the
budget
committee.
My
name
is
Mimi
and
I
am
the
311
Service
Center
Director
I'm
here
to
present
to
you,
the
mayor's
recommended
2024
supplemental
budget
for
the
311
service
center
Department
I
will
start
by
pointing
out
that
our
department
has
no
new
budget
requests
included
in
this
presentation.
Prior
to
April
of
this
year,
there
was
no
no
311
service
center
Department.
We
had
the
311
department
and
the
service
center
in
the
last
3
years.
F
Watching
the
two
areas
in
operation,
it
became
apparent
that
merging
the
two
groups
was
a
great
opportunity
to
effectively
provide
information
sharing
to
constituents
by
aligning
these
two
functions
under
one
umbrella.
Service
delivery
to
the
public
would
be
more
efficient
and
consistent
as
well
as
easier
for
Minneapolis
residents
and
businesses
to
access
services.
F
Nonemergency
public
information
and
customer
engagement
would
be
United
and
seamless.
This
merger
will
only
will
also
increase
collaboration
enterprise-wide
by
reducing
redundancies
and
leveraging
expertise
such
as
training
and
data
analytics
as
suchar.
The
vision
for
the
new
department
is
to
Aspire
to
be
a
leader
in
connecting
minneapolis's
at
diverse,
growing
and
thriving
Community
to
city
services.
The
department
will
assist
the
community
through
our
employees
and
Technology,
with
a
vibrant
culture
of
in
Innovation
transparency
and
ownership.
F
Service
in
the
five
months
I
have
been
in
this
position.
I
have
seen
what
amazing
work
our
department
does
and
I've
also
seen
felt
and
experienced
the
frustration
that
our
311
agents,
Minneapolis
residents,
City
departments
and
Ward
offices
are
facing
with
the
current
customer
and
constituent
service
process.
We
have
at
the
city
on
behalf
of
my
department
and
as
a
leader
in
this
department.
F
I
am
sorry
we
have
a
plan
to
do
better
and
we
will
do
better
we're
committed
to
not
just
fix
the
current
issues
that
we
have,
but
to
lead
a
Citywide
collaboration
to
build
an
enterprise-wide
structure
for
constituent
and
customer
service
delivery.
Our
three
priority
objectives
are
as
follows:
first,
is
to
be
to
ensure
Minneapolis
residents
have
access
to
Reliable,
timely,
transparent
and
accurate.
Information.
Second
is
to
provide
City
decision
makers
with
accurate,
relevant
and
timely
information.
F
Our
third
priority
objective
is
to
improve
responsiveness
to
cases
submitted
by
work,
work
with
City
departments
to
review
our
Ser,
their
service
level
agreements
and
communication
across
teams.
Next
is
our
organization
structure
before
you
is
a
new
organization
structure
for
our
department
prior
to
the
merger,
311
did
not
have
manager
positions
assisting
the
director.
All
the
supervisors
and
analysts
were
reporting
to
the
director,
who
was
mainly
overseeing
the
call
center
operations.
This
resulted
to
the
work
being
internally
focused
to
the
department
without
an
enterprise-wide
eye
on
the
needs
and
followup
needed
by
City
departments.
F
This
was
no
fault
of
311.
It
is
the
culture
both
internally
and
Citywide,
and
we
have
started
shifting
this
because
it
does
not
support
success
of
what
the
new
Department
ought
to
be.
With
a
new
organization
organization
structure,
we
have
created
a
new
level
of
leadership,
as
you
can
see,
the
operations
manager
and
support
services
manager.
Both
of
these
positions
are
new
a
little
while
a
little
over
two
months
ago,
Miss
Brianna
Phelps,
who
is
here
with
us
today,
accepted
an
offered
to
be
our
operations
manager.
F
She
came
to
us
from
CED
the
position
that
she
she
is
in
now
manages
and
coordinates
the
daily
operations
and
activities
of
the
311
call
center
and
the
service
center.
The
support
services
manager
currently
in
the
hiring
process
will
manage
and
coordinate
our
training
program,
Systems
and
Technology
work,
quality
assurance
program,
data
analysis
and
Reporting,
and
our
newest
initiative,
the
constituent
and
customer
service
delivery
work.
This
next
slide
shows
our
program
and
Staffing
summary.
We
currently
have
two
vacant
positions.
As
mentioned,
the
support
services
manager
position
is
in
the
process
of
hire.
F
We
just
concluded
first
interviews
last
week.
The
second
position
is
the
administrative
analyst
position
which
we
intend
to
fill
before
the
end
of
the
year.
Ft
e
are
remaining
the
same
from
2023
to
2024.
I
will
talk
about
the
point2
FTE
increase
from
2023
to
2024
in
a
little
bit
under
the
administrative
adjustment
Slide,
the
jump
you
are
seeing
in
budget
from
2022
to
2023
is
as
a
result
of
the
merger
and
combining
the
budgets
of
the
two
divisions.
F
Before
you,
you
can
see
the
2024
Bud
mayor's
recommended
budget
is
slightly
higher
than
the
2023
current
budget.
This
is
attributed
to
an
increase
in
Personnel
costs
and
internal
charges
like
rent
and
it
charges
also.
Our
current
year,
expenses
are
coming
in
over
budget
in
2023,
due
to
approved
Bell
staff,
Bell
Staffing
levels,
and
now
we
move
on
to
the
administrative
FTE
adjustment
that
I
mentioned
earlier,
while
we
do
not
have
any
point8
FTE.
F
F
Fte
now
we'll
move
on
to
achievements
and
risks.
Our
greatest
achievement
this
year
has
been
the
merg
of
the
311
call
center
and
the
service
center
with
respect
to
the
service
center.
Specifically,
in
addition
to
the
nine
departments
and
divisions,
we
started
with
we're
now
proudly
partnering
with
civil
rights
office
of
police
conduct
review.
Today,
police
complaints
can
be
filed
in
person
at
the
service
center.
F
The
service
center
has
also
been
working
with
the
city
clerk's
office
of
the
over
the
last
couple
months
to
onboard
public
ated
requests
starting
October
16th
next
month,
the
service
center
will
begin
assisting
customers
looking
to
request
public
data.
Our
staff
will
be
able
to
provide
guidance
on
how
to
work
through
the
city's
public
data
request
process,
as
well
as
assist
them
in
picking
up
any
printed
documentation
and
paying
any
necessary
fees.
F
This
past
Tuesday,
you
heard
from
my
colleague,
director
Cameron
from
it
talk
about
the
smart
Lockers
near
the
tech
hub
on
the
10th
floor
of
the
PSB
and
how
it
has
received
a
lot
of
positive
feedback
from
City
staff.
I
am
proud
to
say
that
we
are
in
the
process
of
rolling
out
smart
lockers
that
are
externally
facing
to
the
public.
This
will
provide
a
secure
and
more
flexible
way
for
City
departments
to
deliver
documents,
especially
those
of
a
private
nature.
F
Our
service
center
staff
will
be
available
to
provide
basic
assistance
to
customers
with
these
lockers
as
well.
Two
smart
lockers
have
been
ordered
already,
and
a
location
for
placement
has
been
identified.
The
service
center
is
excited
to
start
the
planning
process
to
onboard
Metro,
Transit
Transit
assistance
program,
which
allows
customers
to
use
Metro,
Transit
bus
or
light
rail
for
just
a
dollar
per
ride,
even
during
rush
hour,
including
a
two
two
and
a
half
hour
transfer
previously
Partners
to
City
counters,
and
now
the
service
center
have
primarily
been
City
departments.
F
F
31St
up
next
are
the
achievements
of
our
311
call
center.
A
couple
of
weeks
ago,
a
training
class
of
10
staff
graduated
to
taking
calls
on
their
own.
It
has
help
had
a
positive
impact
on
our
wait
times
and
response
times.
Next,
in
July,
we
launched
a
new
311
call
routing
system
the
inter
interactive
voice
response
system
Also
earlier
this
year,
in
collaboration
with
it
and
the
constituent
Services
team.
In
the
city
clerk's
office,
we
launched
the
311
dashboard.
F
This
dashboard
provides
realtime
data
based
on
the
number
and
type
of
cases
that
come
through
a
311,
Software
System,
the
311
constituent
Services,
shared
mailbox,
has
also
been
significant
in
providing
a
central
location
that
has
created
visibility
and
elevated
issues
being
faced
by
constituents
and
Ward
offices.
The
information
being
cleaned
from
this
mailbox
has
been
instrumental
in
informing
our
next
steps
in
streamlining
processes.
The
next
slide
shares
some
of
our
311
data
from
2022
and
2023,
as
at
August.
F
31St
and
now
we
will
move
on
to
the
risks.
The
first
being
our
case
record
management
system,
which
is
outdated
and
does
not
meet
Enterprise
needs.
It
also
utilizes
a
cost
license
model
which
is
prohibitive
and
cumbersome
to
use.
Enterprise-Wide,
follow-through
and
resolution
of
receive
cases
is
a
problem.
These
cases
are
the
result
of
phone
calls
or
emails
at
3.
Onone
agents
cannot
resolve
because
it
requires
subject
matter,
expertise
from
another
city
Department
through
the
constituent,
Services
work
underway.
F
We
will
be
working
with
departments
to
improve
responsiveness,
review
the
service
level
agreements
and
communication
across
teams.
Enterprise
need
for
311
Services
has
grown
exponentially,
while
the
model
in
capacity
has
remained
unchanged
since
Inception
and
lastly,
services
mooved
to
311
to
assist
during
the
pandemic
have
remained
a
311
despite
Enterprise
return
to
work
and
a
new.
F
Normal
being
fairly
new
to
this
role,
both
Miss
Phelps
and
I,
and
our
management
team
have
been
doing
an
assessment
of
our
new
department
and
have
a
recurring
theme
of
lessons
learned
that
are
going
to
be
an
integral
part
of
the
strategy
for
our
new
311
service
center
Department.
First,
there's
a
need
to
establish
and
Implement
a
city-wide
customer
focus
strategy
to
provide
accurate,
timely
information
to
constituents.
This
will
be
achieved,
as
our
department
takes
the
lead
for
the
constituent,
Services
work
group.
Second
and
I
cannot
overemphasize
this.
F
The
need
to
improve
responsiveness
to
cases
submitted
by
working
with
departments
again
to
review
service
level.
Agree
agreements
being
the
face
of
the
city
is
not
an
easy
task.
When
people
are
frustrated
with
a
service
program
or
need
answers,
they
most
often
don't
think
of
specific
City
departments.
They
see
it
as
a
city
problem
and
311
service
center
is
the
face
of
the
city
albe
it.
Despite
the
many
challenges
that
our
staff
face,
the
resiliency
commitment,
passion
and
desire
to
provide
exceptional
service
to
Minneapolis
residents.
B
businesses
and
visitors
has
been
astounding.
F
We
have
a
great
team,
both
at
311
and
the
service
center,
that
I
am
very
proud
of.
They
are
the
heartbeat
of
our
department.
As
such,
we
are
being
very
intentional
about
motivating
our
staff
and
recognizing
them
for
outstanding
performance,
we're
also
investing
in
supporting
staff
in
dealing
with
trauma
from
calls
and
in-person
interactions.
Lastly,
transparen
will
Drive
accountability.
F
This
is
a
Manor
we
are
adopting
in
our
work
of
streamlining
and
addressing
the
current
issues
and
we
are
planning
on
using
data
to
meet
this
goal,
we're
already
having
successes
with
the
311
dashboard
and
are
planning
to
do
more.
We
plan
on
using
data
to
support
informed
decision
making,
not
just
within
our
department
but
Citywide.
One
way
we
will
do
this
is
prioritizing
customer
concerns
through
data,
even
with
the
311
dashboard.
We
can
see
what
our
customers
are
concerned
about
and
determine
where
resources
are
most
needed.
F
This
will
also
help
us
as
an
Enterprise
be
proactive
and
anticipate
our
customers
needs.
We
will
use
data
to
triage
and
problem.
Solve
data
will
inform
when
agents
are
getting
questions
they
cannot
answer
or
when
volumes
are
higher
than
ex
expected.
It
will
also
notify
departments
when
additional
communication
is
is
needed
or
websites
need
to
be
updated
with
additional
information.
F
Lastly,
by
tracking
and
analyzing
through
one1
call
data,
we
can
measure
effects
like
how
customers
are
responding
to
City
mailings
and
programs.
The
last
two
slides
are
on
Race
Equity
impacts
residents
rely
on
our
departments
to
provide
high
quality
customer
services
for
a
variety
of
reasons,
from
starting
a
business
to
building
an
addition
to
filing
complaints.
F
The
experience
of
assessing
non-emergency
government
information
and
services
has
been
reported
as
confusing
unclear
and
complicated
to
navigate,
especially
for
those
without
the
necessary
means,
like
Transportation,
access
to
networks,
previous
knowledge
of
City
functions,
language
barriers,
just
to
name
a
few.
This
tend
to
be
disproportionately.
This
tend
to
dis
disproportionately
imp
impact
the
city's
bipod
communities
and
are
perceived
as
a
maze.
F
The
these
issues
are
perceived
as
a
maze
of
Pathways
to
Prov
to
obtain
accurate
information
and
services
to
address
this
issue,
we
will
work
towards
developing
a
collective
impact
approach,
firmly
grounded
in
inclusion
and
Equity.
We
will
achieve
this
by
being
data
driven
work
with
PMI
to
create
benchmarks
and
Equity
work
where
we'll
measure
the
success
ESS
of
specific
processes
set
goals
and
measure
progress.
This
will
also
increase.
F
Accountability,
we
will
Implement
a
shared
racial
Equity
lens
with
City
departments.
Racial
inequities
are
not
random.
They
have
been
created
and
sustained
over
time
and
will
not
disappear
on
their
own.
It
is
essential
to
use
a
racial
Equity,
lens,
When,
developing
or
changing
policies
and
processes.
We
will
also
increase
our
collaboration
with
NCR
and
Community
Comm
Communications
departments,
a
partner
in
promoting
our
services
to
the
communities
of
color,
facilitating
engagement
and
obtaining
feedback
on
how
to
address
gaps
and
improve
Services.
F
We
will
build
relationships
with
communities
and
business
organizations
within
the
city
and,
lastly,
we
will
meet
quarterly
or
as
needed,
with
other
jurisdictional
leaders
to
collaborate
on
call
center
and
Service
Center
issues,
including
issues
on
racial
Equity.
The
shared
learning
sessions
would
build
trust
and
knowledge
based
on
a
shared
vision
of
commitment
to
racial
Equity.
Thank
you
for
your
time
today
and
I
will
now
stand
for.
A
C
Thank
you,
madam
chair,
and
thank
you
director.
I,
have
a
question
about
the
interaction
between
31
1
and
911.
We
just
had
a
presentation
yesterday
in
public
health
and
safety
about
just
the
quarterly
update
in
the
office
of
Community
safety,
and
one
of
the
items
we
discussed
was
just
the
the
recruitment
retention
challenges
in
911.
I
know
that
we've
shifted
some
of
the
911
calls
to
311
for
those
nonviolent
theft.
Reporting
instances
and
I
also
know
that
some
years
back,
some
administrations
back.
C
There
was
disc
discussion
of
integrating
311
and
a
911,
and
if
I
recall,
that
was
decided
against
four
reasons.
That
I
don't
recall.
But
could
you
speak
to
that
interaction
between
311
and
911,
with
that's
a
specific
lens
around
how
we
can
use
311
to
help
alleviate
some
of
the
burdens
of
911
or
if
they
do
need
to
be
more
integrated.
F
So,
yes,
we
are
collaborating
on
a
lot
of
things.
One
of
the
things
that
we've
also
talked
about-
or
we
we
actually
are
working
on
together-
is
this
whole
thing
about
the
nonemergency
Services.
It
is
not
very
clear-
and
we
have
heard
this
from
multiple
places
where
our
customers,
our
residents,
are
not
clear
on
when
to
call
911
versus
when
to
call
311
because
of
what
you
just
talked
about
that
you
know
non-emergency
service,
what
provide
what
what
transferred
from
911
to
311.
So
that's
not
still
clear
to
the
public.
F
So
we
are,
we've
been
working
together
to
figure
out
how
to
better
message
that
or
what
we
can
do
to
be
more
intentional
about
that,
and
also
the
other
area
we've
been
working
together
on
is
around
special
events.
So
we
are,
we've
been
intentional
in
standing
up
the
311
operation
during
special
events
after
hours,
either
in
the
evening,
like
you
know,
like
the
Taylor
Swift
concert
that
we
had
and
and
standing
up
the
operation
on
the
weekends
that
way
and
I
I.
F
Believe
director
hodney
had
a
presentation
about
this,
a
while
back
or
mentioned
it
that
in
those
event,
instances
in
those
events,
they
saw
a
reduction
in
the
number
of
calls
that
they
received
because
they
were
able
to
transfer
the
non-emergency
calls
to
311
because
we
had
to
do
that
operation.
So,
in
short,
we
are
working
collaboratively
together
to
see
what
opportunities
we
have
and
how
we
can
move
forward.
C
A
You
I
put
myself
in
Q
because
I've
not
seen
any
other
coun
members
with
questions
in
one
of
the
slides.
You
talk
about
some
of
the
risks
and
capacity
being
a
risk
and
more
work
without
an
increase
in
capacity
if
I'm.
Paraphrasing
that
correct
is,
is
there
a
plan
to
build
capacity
as
I?
Don't
really
see
the
demand
necessarily
decreasing
and
I'm,
not
seeing
any
additional
FTE
added
this
year
so
curious
about
what
the
plan
is
for
building
capacity.
F
Shoski,
that's
a
good
question.
So
what
because
we
are
a
new
Department
we've
just
merged
we're
trying
to
First
assess
where
we're
at
what
our
needs
are.
We
are
taking
the
route
of
aligning
our
roles
and
responsibilities
for
our
staff
and
using
this
here
to
really
find
what
the
actual
needs
are
and
what
we
need.
So
for
the
time
being,
we're
utilizing
other
methods
that
we
are,
we
that
we
feel
are
going
to
give
us
a
better
idea
of
what
we
need.
F
So
that
is
going
to
help
that
capacity
piece
as
we
start
looking
for.
You
know
those
looking
at
those
opportunities
that
we
have.
The
other
piece
is
that
I
did
mention
that
this
earlier
this
month,
our
training
class
of
10
transition
to
taking
calls.
So
we
are
looking
at
data
and
observing
what
that,
what
impact
that
will
have
to
our
operation
before
we
start
considering,
you
know
asking
for
more
FTE,
so
there's
a
couple
ways
that
we
are
looking
at
it
internally
to
address
that
the
capacity
issue.
A
Thank
you.
That's
really
helpful
and
appreciate
the
data
driven
approach
and
a
slowing
down
before
we
speed
up
too
appreciate
that
I'm
not
seeing
any
further
questions.
So
thank
you
so
much
director
for
this
thorough
presentation.
Next
is
the
communications
department
and
I
will
invite
deputy
director
Michael
Douglas
to
give
that.
G
G
Okay
well
good
morning,
my
name
is
Michael
Douglas
I
am
the
U
deputy
director
for
communications
I'm,
stepping
in
for
Greta
who's
not
able
to
be
here
today,
but
also
will
be
tag
teaming
this
presentation
for
our
budget
overview
with
CJ
and
I'm
looking
forward
to
sharing
with
you
all
what
we
are
asking
for
and
share
the
great
work
that
we're
doing
for
entire
city
Enterprise.
So
first
I
want
to
start
off
with
that
department
overview
you
we're
comprised
of
133
individuals
whose
work
individually
and
collectively
is
really
serving
all
the
city.
G
Enterprise
I'm,
going
to
start
from
the
the
right
of
this
or
CH
and
kind
of
give
you
a
little
background
as
how
we
are
operating
at
full
capacity,
but
also
loving
what
we're
doing
and
serving
the
city
you'll
see
our
social
media
officer,
digital
Communications
coordinator,
Jordan,
who's
operating
this
position.
He
not
only
oversees
all
the
city,
social
media
platforms,
but
creates
contents
content,
manages
them
overse
the
city,
social
media
policy
and
works
with
the
city
ethics
officer
and
in
the
city
attorney's
office,
on
compliance
for
All
City,
operated
social
media
sites.
G
Next
is
the
video
services
manager
who's
part
of
that
called
the
multimedia
Services
team,
that's
CJ's
team,
and
on
there
it's
comprised
of
four
people,
CJ
Daniel
Kim.
They
shoot
edit
produce
videos,
Motion,
Graphics,
infographics,
audio
pieces
and
Mike
who's
behind
the
scenes
here
and
our
newest
Team
Member
Aaron
also
live
stream,
Council
meetings,
news
conferences,
Etc
and
maintain
all
the
operation
of
the
equipment
and
soon
they
will
also
offer
another
service
you'll
hear
about
coming
up
in
November.
G
G
That's
the
next
position
that
you'll
see
there
Beyond
handling
many
off
this
matters
and
also
all
employee
emails
he's
also
working
across
the
Enterprise
with
departments,
employee
resource
groups
to
ensure
our
city
message
is
inclusive,
creative,
factual
and
meets
the
needs
of
all
employees
and
on
their
City
talk
pages
and
their
Communications
next
is
Elizabeth.
Who
is
also
a
strategic
Communications
person?
You
all
familiar
with
the
news
spice
that
you
all
can
of
produce
your
newsletters
as
well.
G
There's
also
a
newsletter
that
that
she
administers
she
also
writes
copy
edits,
helps
the
Departments
with
their
project
Communications
and
engagement,
and
next
is
the
other
position
that
you'll
see
is
the
metor
relations.
This
is
Sarah
and
Casper.
These
two
are
powerhouses,
being
timely
and
being
resourceful,
also
being
great
collaborators
from
media
requests,
proactive
media,
Outreach,
media
training
to
assisting
with
co-managing
crisis
communication
with
departments
across
the
city,
they're
also
great
writers,
great
storytellers,
and
just
all
of
our
good
people
and
very
hard
workers.
G
And
finally,
is
this
position
you
see
in
white?
That's
the
pro!
That's
the
inter
agency
coordinator,
the
one
that
we're
kind
of
asking
you
all
to
that
you
have
approved
last
year
to
find
this
position
is
very
crucial
for
us
we're
now
in
the
hiring
process.
We
actually
just
did
that
first
round
of
interviews
this
week
and
this
person
will
be
very
instrumental
in
our
services
being
more
streamlined
and
also
allowing
us
a
better
surve.
G
You
all
all
City
departments,
you'll
hear
more
about
this
position
later
on,
going
to
the
our
priority
objectives
for
Enterprise
Communications.
One
thing
we
do,
we,
you
know,
would
deliver.
You
know
information
and
content
for
our
city
residents
and
businesses,
which
is
very
important
to
explain
the
story
that
we're
trying
to
tell
what
we
have
to
offer.
Also
we
provide
you,
know
the
media
time,
your
public
information
to
maintain
and
enhance
the
public
trust.
B
G
That's
one
of
those
expanded
ones
produced
12
shows
so
far
and
what's
interesting,
I
these
shows
have
been
very
impactful,
for
example
with
laasa.
We
did
a
driver's
license
for
all
where
we
worked
with
the
state
to
have
this
you
for
our
shows,
and
they
had
such
a
turnout
and
response
with
the
community
that
we
produced
two
additional
shows
and
they're
requesting
even
more
so
again.
This
is
a
partnership
with
our
partners
and
neighborhood
community
relations.
That's
the
host,
and
also
with
from
m
radio.
G
What
was
interesting
about
the
renters
right
show
the
department,
the
inspectors
that
delivered
that
show
it
was
such
a
great
impact,
but
then
Michael
Yang,
who
is
the
host
from
NCR?
He
received
a
lot
of
community
questions
about
evictions
and
renters
rights,
so
we
then
did
an
additional
show
to
accommodate
those
questions
and
stuff
like
that.
So
these
programs
are
really
having
a
great
impact
and
they've
been
very
well
received
by
the
community,
and
we
again
are
also
partner
with
NCR
for
our
indigenous
Community.
G
Next
is
a
our
crisis.
Communication
agency
we've
been
working
with
tunheim.
You
know
activ
partner
with
them
to
make
sure
our
communication
crisis
plan
is
updated
and
it's
really
going
to
be.
You
know.
Crisis
will
always
come
so
we
hopefully
we
can
do
even
better.
You
know
anticipating
was
happening.
It
could
happen
next
for
canva.
A
graphic
design
platform
which
we
launched
in
fourth
quarter
of
last
year,
is
enabling
Department
staff
to
create
digital
and
print
content
independently.
G
But
again,
even
with
that
being
as
a
service,
we
still
will
work
with
them
to
make
certain
that
it's
they're
meeting
their
needs
and
we
have
more
than
100
City
staff
have
been
signed
up
as
users
of
the
camber
program.
Next
is
the
supported
City
staff
using
Audi
visual
technology
in
the
public
service
building.
G
That's
one
of
those
things
that
CJ
will
kind
of
allude
to
you
talk
to
you
about
a
little
bit,
but
this
has
been
very
impactful
for
for
the
Departments
and
we
there
another
service
that
we
provide.
Next,
our
multimedia
Services
has
collaborated
on
88
projects
this
year
with
v
cities,
departments,
multimedia
Services,
also
broadcast
over
200
live
government
meetings.
Today,
including
136
Council
meetings
with
committee
meetings.
G
You
can
see
the
numbers
there
even
for
press
events,
one
thing
when
to
talk
about
for
those
press
events,
the
mayors,
office
and
other
departments.
They
will
develop
the
content
for
those
news
conferences,
but
we
deliver
the
access,
so
people
can
view
and
tune
in
to
watch
it
and
also
in
the
PSB
Conference
Center.
You
will
have
five
of
those
those
five
events,
including
the
Community
Commission
on
police
oversight
in
August
I
attended
one
of
those
it
was
very
well
attended.
G
It
was
great
to
see
that
it
was
been
broadcast
out
and
people
who,
how
they
learned
about
it
from
the
word
we
got
out
about
it
and
it
was
I'm
looking
forward
to
T
the
next
one
as
well,
and
we
also
work
collaborating
across
the
city
and
prise
ensure
that
internal
and
external
audience
audiences
are
receiving
the
city
service
information.
Because
again
we
are
ensuring
that
you
know
we
are
working
to
better,
tell
and
accurately
tell
the
city
story
and
that's
been
a
challenge
throughout
the
pandemic,
but
also
we
worked
with
civil
rights.
G
We
worked
from
Community
safety,
Public,
Public,
Work,
civil
rights,
regulatory
Services,
neighborhood,
community
relations,
I
mentioned
earlier,
and
and
even
your
very
own
offices,
to
make
certain
that
y'all
have
questions.
You
would
like
consultation
about
things
and
how
to
break
the
approach
it
with
your
community
engagement.
G
We've
been
here
for
that
and
we
are
working
with
the
Enterprise
to
ensure
that
the
communication
they
need
are
reaching
those
intended
audiences
and
that
they,
the
messaging,
is
accessible,
is
impactful
and
it's
inclusive
and
is
also
understandable,
which
is
the
most
important
thing,
I
believe
as
well
now
going
to
our
mission.
It
is
to
be
a
driving
force
in
effectively
and
accurately
communicating
information
about
the
city,
promoting
transparency
and
inviting
the
public
to
engage
in
governing
process.
G
So
people
who
live
work
and
play
in
Minneapolis
better
understand
and
appreciate
and
benefit
from
the
what
from
the
work
the
city
does,
and
our
goals
are
very
reverse
and
but
what's
key
to
it,
it
reflects
you
know
what
I
referred
to
earlier.
Is
that
again,
we're
very
concerned
and
committed
to
make
certain
that
the
information
that
businesses
and
residents
and
visitors
have
is
accurate?
G
We've
done
a
little
bit
of
a
restructure
to
enance,
enhance
our
internal
Service
Coordination,
plus
our
client
accessibility.
That's
why
this
particular
position,
the
inter
agency
coordinator,
is
going
to
be
very
important
to
our
internal
Workforce
Communications
and
we're
also
continue
to
drive.
The
city
story
engage
our
audiences
through
the
channel
diversification.
One
thing
is
also
improving
our
counil
security
content
management,
workflow
performance
and
optimization
of
the
city,
social
media.
G
That's
out
there
continue
with
the
goals,
we're
also
working
to
better
coordinate,
maximize
our
visual
content,
Creation
with
digital
emphasis.
Again,
that's
with
our
social
media,
audio
video
content,
as
well
as
continue
to
operationalize
our
communication
staff
and
cation
throughout
the
Office
of
Public
Service,
and
as
I
mentioned
earlier.
This
is
prob
our
daily
goal
and
know
what
we're
we're
striving
to
do
and
also
we're
planning
to
expand.
A
service.
G
I
told
you
about
earlier
so
because
we're
looking
forward
again
to
continue
offer
you
more
services-
and
here
are
some
of
our
services,
media
relations,
digital
comms,
the
internal
service,
a
internal
coordination.
That's
coming
addition,
the
cultural
media,
Community
media,
multi,
media
Services,
also
with
Comcast
cable
franchise.
Gret
is
our
cable
officer,
and
we
are
currently
in
no
with
Comcast.
So,
if
Comcast
happen
to
reach
out
to
you
all,
please
let
us
know
because
they
should
not
be
doing
and
Public
Access
TV
management
and
audio
visual
technology
management.
G
We
support
the
PSB
City
Hall,
as
well
as
the
PSC
and
talking
about
our
Communications,
the
inter
agency
coordinator.
This
position
is
a
new
position
that
allows
our
department
to
have
a
dedicated
representation
at
the
inter
agency
meetings,
also
on
the
large
at
Large
Scale
to
Enterprise
projects
and
work
in
collaboration
with
other
City
departments
and
partner
agencies.
G
Funding
for
this
position
was
included
in
the
2024
plan
and
Communications
is
currently
in
the
hiring
process,
as
I
mentioned,
that
we
had
our
first
round
of
interviews
just
this
week
and
we
actually
went
through
the
jaq
process
this
summer,
which
was
a
very
that
job,
make
sure.
I
say
this
correctly.
This
the
job
analysis
questionnaire.
That
was
a
very
great
process
and
very
interesting
process.
G
I
learned
a
lot
more
about
the
city,
but
also
we've
had
a
several
folks
from
around
the
country
to
apply
for
this
position
and
that's
a
great
interest
in
it,
and
we
have
been
working
as
a
team.
This
summer,
I
hosted
in
August
a
series
of
meetings
that
I
called
a
workout
Wednesday,
where
I
invited
some
of
my
former
colleagues
from
across
the
country
to
talk
about
their
internal
processes,
especially
working
with
the
strong
mayor
system.
G
I
have
the
communications
director
from
the
city
of
Houston,
the
former
city
communications
director
from
the
city
of
Atlanta
who's.
Now
the
assistant
general
manager
for
communications
and
marketing
at
the
Hartsville
International
Airport,
we
had
a
a
network,
News
writer
producer,
as
well
as
graphic
artist
and
I.
Think
I'm
missing
someone,
but
again
we
met
every
Wednesday
as
a
team,
we've
been
working
to
get
oursel
ready
for
this
new
addition.
So
that
way
we
are
streamlining
our
services
and
fine-tuning
so
that
we
can
better
serve
the
entire
Enterprise.
G
So
this
impact
for
this
particular
position,
the
this
coordinat
will
Aid
in
the
department
operating
as
a
marketing
Communications
agency
by
centralizing
our
service
request
and
processes.
This
role
is
important
to
serving
our
client
departments
through
the
intake
and
priority
management
client
service
priority,
and
it
will
improve
our
working
across
departments
to
better
set
of
the
public.
I
Aspect,
chair
Cassi,
council
members,
CJ
Harris
and
Communications
Department
I'm
here
to
talk
about
Public,
Access,
TV
little
shorter,
the
city
manolis
contracts
with
an
independent
vendor,
speak
Minneapolis
to
operate
the
public
access,
cable
television,
channel
Channel
and
provide
media
resources
to
Minneapolis
residents
and
members,
and
we've
been
joined
today
by
Rebecca
Smith.
Who
is
the
director
of
speak
Minneapolis?
She
was
able
to
make
it
over
here
today.
We
are
currently
in
year
four
of
the
agreement
with
a
fifth
year
option
in
April
2024.
I
The
city
does
not
have
any
involvement
in
programming,
content
creation
or
membership.
Public
Access
TV
is
separate
from
City
Communications
staff
covering,
like
Michael,
said,
Council
meetings,
press
conferences
and
other
service
videos
that
we
do
with
very
various
departments
around
the
city.
Public
access
TV
provides
residents
of
Minneapolis
an
opportunity
to
attend
audiovisual
classes,
check
out
AV
Equipment,
create
content
and
produce
programs
in
their
two
studios
in
Northeast
and
South
Minneapolis,
the
diverse
speak,
Minneapolis
team
has
expertise
in
broadcast
journalism,
education,
technology
and
Community
media
speak.
I
Minneapolis
currently
has
136
members
over
990
participants
were
served
in
training
classes,
more
than
22,000
hours
of
equipment.
Checkouts
logged
and
over
540
hours
of
studio
and
edit
sweep
bookings
provided
in
quarter
1
quarter,
2
2023,
one
of
speak,
minneapolis's
media
education
classes
in
their
youth
programming,
Department
involved,
Minneapolis
high
school
students.
I
This
program
called
rise,
Minneapolis
representing
youth
stories
and
experiences
in
Minneapolis,
has
served
53
high
school
students
with
paid
school
year,
I'm
sorry
with
paid
school
year
and
summer
training,
resulting
in
award-winning
content
and
meaningful
Career
Training,
where
former
participants
are
hired
as
employees
at
speak,
Minneapolis
and
local
news
and
media
outlets
and
I
know
they've
been
very
proud
of
that
program,
and
it's
been
a
very
good
turnout,
very
good
response
from
their
members
in
it
too.
Thank.
G
You
and
before
I
I
want
to
show
you
an
example
of
our
Communications
collaboration.
One
thing
I
also
wanted
to
point
out
about
this
inter
agency
coordinator
process.
We
had
a
lot
of
salary
savings
last
year,
so
that
way
we
were
able
to
move
on
this
position
with
that
salary
savings.
So
we
could
start
the
hiring
process,
so
we
have
to
wait
into
2024
to
start
the
process,
and
so
unfortunately
this
is
you
know
it's
really
really
looking
forward
to
bringing
this
person
on
board
with
us
and
this
particular.
G
We
would
like
to
share
a
quick
little
video
that
kind
of
demonstrates
our
collaboration.
This
involves
the
health
department
about
the
the
green
shair
cost
program.
This
is
a
demonstration
of
how
our
video
Services
team
work,
with
with
the
the
embedded
communicators
in
the
health
department
and
also
our
business
partners
and
owners
to
show
you
know
tell
our.
E
Story
hi,
my
name
is
Dale
Hoy
I
manage
the
property
at
1600,
Park
Avenue,
we
run
a
company
called
green
rock
apartments
and
we
have
12
buildings
in
areas
around
Minneapolis.
What
we're
doing
here
is
we're
trying
to
create
a
sustainable
development
in
the
city
and
get
off
of
fossil
fuels.
So
at
this
property
the
City
of
Minneapolis
helped
me
with
the
insulation
on
the
roof,
the
solar
array
and
the
car
charging
stations.
E
The
City
of
Minneapolis
also
helped
me
at
other
locations
with
my
solar
arrays,
a
heat
pump
units,
water,
Heating
units
and
more
insulation.
The
benefits
that
my
tenants
are
seeing
and
I'm
seeing
are
I,
don't
have
an
electric
bill.
The
tenants
bills
are
on
this
building
are
like
12
to
$20
they're,
ridiculously
low,
the
solar
array,
pretty
much
zeros
out
the
energy
use
of
the
tenants
and
the
building,
and
we're
going
to
look
to
be
carbon
neutral
in
all
our
properties.
Without
the
City
of
Minneapolis
heal.
E
There's
no
way
could
have
done
all
this
I
mean
it
would
have
taken
me
a
decade
longer
and
I.
Don't
think
we
have
a
decade
longer
to
wait.
I
would
definitely
recommend
the
Minneapolis
Kare
program.
The
process
is
really
easy,
as
a
small
business
owner
to
have
the
assistance
administratively
to
do.
This
is
huge
and
they're
really
timely,
with
payments.
So
I
think
it's
really
critical
that
people
work
with
the
City
of
Minneapolis
and
the
benefits
that
they
offer.
You
know
we're
trying
to
figure
out.
E
A
C
Thank
you,
madam
chair.
Thank
you
for
the
presentation.
I
was
just
wondering
how
how
how
would
you
like
us
to
be
proactive
and
working
with
you
and
your
team
when
it
comes
to
each
of
us
trying
to
get
our
messages
out?
I
know
we
do
our
by
month,
our
bi-weekly
newsletter,
but
we
haven't
worked
a
lot
with
coms
directly
outside
of
those
really
useful
news.
G
Bites
chosy
C
pay
I
from
my
experience,
I
would
suggest
anytime.
You
have
an
idea,
you
know
of
something
that
you're
trying
to
do
within
your
respective
areas.
Reach
out
to
us
like,
say:
first
thought
hey:
this
is
what
we're
thinking
you
know,
make
a
request.
You
know
we'll
have
you
know
myself
someone
to
come
down
and
meet
with
you
kind
of
figure
out
what
you
know.
What
is
your
plan?
What
are
your
goals?
G
What
are
you
hoping
to
do
and
then
that's
part
of
I
think
our
Synergy
that
we're
creating,
because
we
want
to
make
certain
that
it'll
be.
You
know,
streamlined
and
you
know
and
effective,
but
also
to
make
certain
that
we
kind
of
clearly
understand
where
you're
trying
to
go,
especially
if
you're
doing
it
in
advance.
Not
like
you
know
two
days
before
but
thing
about
is
and
I
and
I
think
I.
My
hope
you
know
it's.
G
G
You
know
we're
always
email
away
and
we're
going
to
be
launching
a
new
service
request,
form
which
will
kind
of
highlight
what
our
services
are
going
to
do.
Look
like,
but
also
this
is
part
of
our
new
process
that
we've
been
going
through
with
this
in
our
agency
coordinator,
coming
on
board,
with
this
new
service
request,
form
you'll
put
in
a
minimum
request
like
five
questions,
then
this
coordinator
will
reach
out
to
you,
set
up
a
time
to
come
in
and
chat
and
discuss
where
you're
trying
to
go
and
what
are
your?
G
G
We
may
be
bringing
in
other
areas
that
you
not
may
have
not
thought
of,
but
that
discussion
is
something
and
having
that
agency
approach
and
make
sure
know
that
we
are
accessible
and
we
want
to
hear
from
you
so
that
way
we
don't
see
something
that
out
there.
Oh
God
can
my
man.
Can
we
talk
to
you
about
that?
You
know
so
those
type
of
things
we're
trying
to
prevent
as
well,
because
again,
we're
here
to
you,
know
we're
public
servants
we're
here
to
help
you
all
to
serve
the
public
as
well.
H
Thank
you,
madam
chair
good
morning,
Mr
Douglas
and
I
guess:
sort
of
related
to
council
member
PL
pay's
question.
It's
been
my
experience
and
sort
of
planning
events
to
have
communications
sort
of
at
the
table
at
the
beginning
of
the
process.
Is
there
a
staff
person,
that's
committed
specifically
to
the
council
great.
G
J
G
Okay,
well
chair
kosy
council,
president
Jenkins
from
my
experience.
What
we're
what
we're
working
on
doing
is
you
know
with
this
new
request
process
we
all
from
Casper
to
Sarah
myself
of
Greta.
You
know
serving
one
Department
only
you
know
some
people
said
like
we
have
Beats,
but
what
we're
actually
doing
is
making
sure
that
all
of
our
team
you
know
upon
the
requests
we
received
will
be
able
to
come
in
there.
G
That's
why
this
inter
agency
coordinator
will
also
be
a
a
key
person
in
meeting
with
that
request
that
you
have,
and
then
they
will
bring
that
information
back
to
our
team
in
our
in
our
inter
agency
meeting,
we
met
with
council
president
Jenkins
here.
Here's
the
project,
you
know,
because
again
they
will
be
going
through
some
things
to
really
put
flesh
out
your
idea
or
whatever
the
project
or
the
service
that
you're
trying
to
do.
They
will
bring
that
to
us
as
the
team
collectively.
G
G
So
it's
part
of
what
we're
moving
moving
toward,
because
when
I
was
Med,
a
media
relations
coordinator
serving
for
U
alternative
response
with
formerly
ovp
office,
violence
prevention
now
nebor
safety,
as
well
as
the
alternate
response
with
those
programs
for
office,
performance
man
and
Innovation
I
didn't
just
work
solely
for
them.
I
would
help
out
with
news
spes
or
helping
out
with
you
know,
with
Casper
and
doing
the
community
media.
So
we
all
are
what
we
call
in
the
broadcast.
G
We
are
Jack
of
Min
trades,
so
you
may
be
accustomed
to
having
that
one
person,
but
Casper
is
just
one
person
and
if
the
chair
cost
say
well,
I
need
Casper
too,
but
that's
why
this
an
agency
Position
will
allow
yall
to
send
out
this
information
and
you'll
see
a
coordinated,
different
structure
that
we're
working
to
roll
out.
You
know
by
the
end
of
the
year,
so
we've
been
that's.
Why
we've
been
working
since
June
July,
going
through
this
internal
training
and
reorganization
and
talking
and
conversation
ations
from
our
forms
to
our
process?
G
And
how
are
we
going
to
meet
differently
so
that
we'll
be
able
to
better
serve
everyone?
So
it
will
be
a
change
but
we're
gonna
we're
not
going
to
just
jump
out
at
the
box
and
hit
you
with
it.
But
we
will
explain
it
through
our
city.
Talk,
updates,
what's
happening
and
be
able
to
do,
updates
and
kind
of
do
a
go
to
the
different
departments,
explain
what
the
changes
is
and
how
this
will
serve.
You
all
better.
H
G
Well,
chsky
council,
president
Jenkins,
from
from
what
I've
seen
when
we
first
released
it
not
only
stay
here.
Cj.
Not
only
did
we
do
a
news
release
about
it
because
again,
that's
one
of
the
things
with
our
projects
and
we're
trying
to
turn
every
project
into
a
multimedia
project.
That
means,
oh,
you
don't
need
just
a
video
because
you
have
to
have
a
store.
You
have
to
have
something
written
to
explain
what
this
program
is.
G
Then
you
have
that
video
link
that
will
give
you
another
visual,
give
you
a
visual
element
to
kind
of
tell
that
story.
So
I
know
we.
We
wrote
up
an
article
about
it.
We
pushed
it
out
on
our
website.
We
also
push
it
out
via
social
media
and
we're
also
trying
to
drive
people
to
our
YouTube
channel.
So
that
way,
if
once
they
get
there
to
look
at
that
that
video
they
might
start
looking
around
and
looking
out
we're
now
doing,
YouTube
shorts
and
things
of
that
nature.
G
So
we're
we're
we're
being
strategic
in
how
we
are
taking
just
a
production,
because
we
do
get
a
lot
of
single
service
requests
and
and
what
and
generally
if
a
person
comes
to
CJ,
say
I
need
a
video
and
and
I
say:
hey
CJ,
well,
where's
that
link
going
to
live.
How
does
it
get
out
to
to
everyone?
It
has
to
be
that
it
has
to
drive
them
back
to
our
the
property
that
we
own,
which
is
our
website.
So
so
everything
has
to
have
a
purpose,
but
it
has
to
be.
G
You
know
strategically
and
purposely
connected
so
that
our
audience
members,
our
visitors,
our
residents,
say:
oh
I-
saw
this
video
but
I.
It
was
tied
to
this
article.
I
actually
read
the
article
first,
then
I
clicked
the
video
now
I
know
it
had
the
bottom
for
more
information
contact
that
department.
So
guess
what
I'm
now
going
to
call
or
I
may
send
an
email
so
having
those
single
service
requests
is
something
that
people
have
been
accustomed
to,
but
we
in
a
multi-
media,
a
multi-prong
approach
to
actually
communicating
this
out
more
effectively.
I
Cj
yeah
I
Cher
Cassi,
CER
Jenkins.
He
he
hit
it
right,
I
mean
and
what
we're
trying
to
do
more
is
El
Elizabeth's,
going
to
start
sharing
some
of
these
videos
in
those
newsletters.
She
sends
you,
so
you
be
able
to
share
those
with
your
constituents
so
that
there
just
many
we
we
have
a
communication
plan
we
meet
with
the
Department
Hey
I
want
a
video,
maybe
it's
more
than
that,
but
let's
figure
out
your
distribution
meth
that
as
well,
like
you,
said,
social
media
YouTube,
any
other.
I
B
G
Yeah
and
if
I
could
add
to
that
Jeremy
k
council
president
Jenkins,
for
example,
we
talking
about
the
programs
with
NCR
that
we've
been
hosting
when
we
had
the
driver's
license
for
all
the
state
person.
That's
been
a
guest
on
our
show
they're
now
also
asking
we
will
be
sharing
all
those
links
for
every
show
and
send
them
over
to
them.
G
Then
they
they
will
be
res
sharing
the
content
that
the
City
of
Minneapolis
shared
to
their
audiences
because,
as
we
know,
come
October
1st,
it's
going
to
be
a
next
level
of
our
our
folks
from
you
know,
from
The
Immigrant
population
who
have
all
these
questions,
and
we
will
still
continue
to
deliver
that.
But
our
partners,
even
with
the
state,
will
be
taking
the
content
that
we
produce
collaboratively
and
and
sharing
it,
and
that
was
one
of
the
requests
of
them
being
a
guest
on
our
shows
as
well.
H
Well,
Madam
chair,
if
I
may.
Lastly,
I
did
a
project
earlier
this
summer
with
the
some
young
people
from
speak
Minneapolis
and
it
was
to
promote
pride
and
it
was
amazing,
so
work
with
speak
Minneapolis,
the
young
people.
There
are
doing
some
incredible
work,
great
facilities
too
yeah
and
great
facilities
and
the
equipment
is
high
level
professional.
It's.
It
was
a
great
experience.
So
thank.
A
You
thank
you
so
deputy
director,
Douglas
I,
just
had
one
question,
and
you
kind
of
answered
this,
but
I
wanted
to
get
more
of
a
deeper
example
of
the
for
the
position.
The
inter
agency
position
of
an
example
of
the
kind
of
work
they
would
do
and
maybe
I
I'll
just
use
an
you
know.
President
jinson
brought
up.
You
know
events,
for
example,
we're
doing
our
second
annual
seniors
Fair
together
coming
up
at
the
end
of
October.
You
know
we
haven't
really
looped
in
Communications,
for
that
I
mean
they.
G
Chair
KY,
yes,
so,
for
example,
with
that
with
that
event
coming
up,
if,
if
you
reached
out
say
if
the
any
agency
coordinator
was
already
here-
and
you
would
say,
hey
we're-
we
we're
co-hosting
this
and
you
will
submit
a
simple
request
that
I
answer
these
little
five
quot
questions
that
we
have
there.
They
would
then
contact
you
come
into
the
office.
You
know
meet
with
your
team,
say:
okay,
we
have
these
questions.
G
We
want
to
get
a
better
idea
of
what
you're
hoping
to
do
and
since
you're
are
targeting
seniors,
you
will
we're
looking
for
data
like
what
are
the
best
ways,
the
most
common
ways
that
your
consist
say.
They
prefer
to
be
contacted
so
that
way,
we'll
we're
thinking
strategically.
How
can
we
create
those
elements
that
and
that
will
be
delivered
in
a
way
that's
accessible
to
those
to
those
folks?
Even
if
it's
held
on
the
south
know
South
Minneapolis,
that
doesn't
matter,
and
then
that
means
also
one
C.
G
You
know
writing
an
article
about
the
event
why
the
event
interviewing
the
two
people
or
whomever
you
have
may
have
identified.
That
would
be
the
article
then
perhaps
creating
a
video
with
CJ's
team,
and
so
that
way
we
have
a
video
to
kind
of
for
those
who
are
more
visual
people
with
then
this
link
would
also
live
in
that
particular
article
doing
a
news
release.
G
You
know,
as
it
actually
happens,
a
member
of
our
team
and
maybe
some
of
your
team
say
Hey.
You
know
we're
going
to
come
to
that
event.
I've
often
attend
a
lot
of
City
events
and
I.
Think
Council,
chair,
Jenkins,
know
I'm
always
popping
up
at
some
things.
Just
kind
of
you
know
understanding
what's
happening
in
all
the
districts
and
then
then
I
would
say
we
would.
G
You
know,
write
an
article
about
the
event
so
that
post
we
can
tell
the
great
impact
of
it
then
Shar
that
event
with
photos
so
that
way
from
those
who
missed
it.
You
know
there.
Oh,
you
know
how
can
I
find
out
more
information
on
that?
You
know
when
they
see
the
number
of
people
who
attended.
You
know
the
great
impact
and
Y
perspective
from
those
who
turned
out,
and
they
have
that
now
they
have
that
Post
article.
That
demonstrates
the
impact
of
it.
G
Then
now
next
year
or
the
next
time
you'll
have
that
we
now
have
a
a
historical
perspective
of
things
that
we
can
pull
from.
That
shows.
You
know
how
you
know:
effec
things
award,
so
that's
how
we
would
approach
so
once
they
we
have
the
inter
agency
meeting
with
you
all.
They
then
meet
with
our
team
and
then
everyone
from
their
different
perspectives
from
social
media
from
video
Services,
perhaps
audio
as
well
as
writing
from
missing
anyone.
G
A
J
A
G
A
A
K
He
has
Decades
of
work
that
he
did
in
committing
to
making
our
city
a
better
place.
He
also
worked
as
a
director
of
a
neighborhood
organization
and
was
instrumental
in
working
with
the
city
council,
City
leadership
at
actually
establishing
the
neighborhood
and
community
relations
department
and
then
served
as
the
first
director
of
our
department,
he
retired
in
December
of
2021,
and
we
lost
David
earlier
this
year
on.
The
left
is
Jack
Whitehurst,
who
some
I
hope.
All
of
you
know.
Jack
also
had
Decades
of
service
to
our
city.
K
He
came
into
our
organization
through
the
neighborhood
revitalization
program,
where
he
was
assistant
director
and
then
came
into
the
neighborhood
and
community
relations
department.
He
retired
last
year
after
30
years
of
service
to
the
neighborhood
organization
and
NRP
work.
We
lost
Jack
earlier
this
year
as
well.
I
share
this
because
this
is
part
of
the
culture
of
our
department
to
honor,
both
where
we've
come
from
the
elders
in
our
community,
the
leaders
in
our
community.
K
Forward
and
here's
where
we
are
today,
this
is
oops
sorry
I'm
going
to
have
to
flip
with
my
glasses.
It's
part
of
becoming
an
elder
in
your
community
I
think
for
some
of
us.
So
here
you
see
neighborhood
and
community
relations
organizational
chart
from
henceforth
I'll
refer
to
our
department
as
NCR.
That's
the
commonly
used
acronym
that
we
use
in
the
city.
This
shows
how
our
department
is
structured
internally.
K
To
achieve
our
vision,
you
can
see
the
NCR
reports
to
the
deputy
City
operations,
office
of
communications
and
engagement
within
our
department,
along
with
my
myself
as
director,
there
is
one
deputy
director,
one
director
of
office
of
immigrant
Refugee
Affairs
and
an
internal
services
manager
for
that
the
city
addresses
and
removes
barriers
to
civic
participation
and
meaningful
engagement
in
City
programs,
services,
policy,
development
and
activities,
and
that
we
have
a
Citywide
network
of
place-based.
Engagement.
K
Organizations
I
always
love
this
part
to
celebrate
the
achievement
that
we've
had
looking
back
in
2022
and
so
far
in
2023
I.
Think
one
of
the
things
that
we
feel
especially
is
Meaningful
for
the
work
in
our
department,
given
what
our
city
as
a
whole
has
gone
through
in
the
last
two
to
three
years
is
Staff
morale
within
our
department.
It
maintains
at
a
good
level
when
you
check
in
with
our
staff
we
still
people
are
still
feeling
valued
and
supported
within
our
department
and
doing
the
work
of
the
city.
K
We
do
that
also
I
want
to
acknowledge
that
our
department,
at
the
core
of
our
department,
is
a
commitment
to
racial
Equity
at
the
foundation
of
our
department,
that
was
a
central
tenant
and,
as
we
continue
to
do
our
work,
that
is
something
that
we
continue
to
prioritize
in
our
department.
I
also
want
to
acknowledge
that
we
have
a
full
implementation
of
the
neighborhoods
2020
program.
K
For
those
of
you
that
understand
this
is
significant
and
I'll
touch
a
little
bit
on
it
later,
but
it
really
has
been
a
significant
body
of
work
from
many
of
our
residents.
Volunteers,
neighborhood
organization,
staff
and
boards
and
staff
here
in
the
city.
One
thing
that
I
feel
very
proud
of
in
our
department
is
that
we
continue
to
be
adaptive
to
both
ongoing
and
emerging
needs.
K
We're
excited
to
have
our
partner
Affinity
Plus,
both
because
we're
excited
about
Affinity
Plus,
but
also
because
Affinity
Plus
is
a
service
provider
for
our
partners
in
the
city
of
St
Paul.
So
now
we
have
one
service
provider
offering
this
service
in
the
metro
area,
which
we
know
will
reduce
confusion
for
the
people
that
need
to
access
this
service.
K
Our
staff
have
been
recognized
nationally,
whether
it's
being
invited
by
the
neighborhoods
USA
conference
to
present
on
behalf
of
our
body
of
work
here
in
the
City
of
Minneapolis,
being
acknowledged
by
the
International
Association
of
public
participation
or
you'll.
See
in
this
photo.
If
you
recognize
Faria
badul,
who
is
our
East
African
Community
specialist
is
currently
Al
leave
as
she
was
acknowledged,
as
a
bush
fellow,
which
is
just
fabulous
for
the
city.
Another
achievement
in
2022
and
2023
is
reoffering.
K
The
community
connections
conference
I'll
touch
a
little
bit
more
on
that
later,
but
we
really
are
excited
about
our
ability
to
bring
that
that
significant
event
back
to
the
city.
With
this
some
lessons
learned,
I'll,
say
I,
think
continuing
to
invest
in
staff
every
day
and
make
sure
that
they
feel
valued
and
supported
and
seen
in
the
work
that
helps
them
do
the
job
every
day,
but
also
be
adaptive
and
work
collaboratively
be
creative.
K
Relationships,
I'm
going
to
touch
on
risks
here
and
I
want
to
acknowledge
that
sometimes
the
term
risks
can
bring
up
a
heightened
sense
of
concern.
There's
a
negative
connotation
with
this
term,
and
we
understand
as
leaders
in
the
city,
that
acknowledging
risks
actually
something
important
to
do
so
that
we're
both
aware
of
what
the
current
challenges
are,
but
also
so
we
can
adjust
accordingly.
So
we
can
reduce
reduce
the
potential
negative
impact
of
those
risks.
Some
things
that
we've
noted
I
think
are
things
that
you
probably
are
all
aware
of.
K
In
terms
of
listening
to
my
colleagues
from
different
departments.
Talking
I,
think
staff
capacity
at
the
city
is
one
that
has
been
a
risk
that
we
continue
to
monitor,
both
because
we've
lost
staff,
but
also
because
the
increasing
needs
just
continue
to
ask
our
staff
to
do
more.
New
leadership
in
our
department.
I
think
both
is
an
opportunity.
I
particularly
am
excited
about
the
opportunity
myself,
but
also
I,
think
for
the
City
of
Minneapolis.
It's
an
opportunity.
K
Having
said
that,
we
need
to
acknowledge
that
we
have
lost
some
historical
knowledge
of
systems
and
just
of
our
programs,
and
that's
something
that
we
will
continue
to
Monitor
and
make
sure
that
we
don't
have
any
service
interruptions
because
of
that
the
loss
of
Staff
across
the
Enterprise
actually
is
something
as
an
internal
service
facing
Department
one
that
works
collaboratively
with
other
departments.
When
we
lose
staff
in
other
departments,
we
lose
relationships
and
we
lose
the
ability
to
work
effectively
or
collaboratively
together.
We
can
build
those
back.
K
It
just
means
that
there
might
be
time
that
we
have
to
take
to
address
that
the
increased
demand
for
services,
certainly
in
some
of
our
program
areas,
is
something
that
we
are
continuing
to
monitor.
The
government
restructure
in
and
of
itself
is
not
a
risk.
I
think
our
department
believes
and
understands
that
there's
a
lot
of
opportunities
here
for
how
we
can
do
better
as
a
government
system.
K
Having
said
that,
as
implementing
a
new
government
structure,
we
also
know
that
there's
new
policies
and
procedures,
and
at
times
that
means
taking
time
to
understand
what
those
policies
and
procedures
are
and
that
that's
just
something
to
monitor
in
terms
of
timeliness
and
making
sure
that
we
are
following
new
policies
and
procedures.
This
last
risk
I
want
to
acknowledge
that
today
it
feels
like
we're
a
little
bit
less
reactive
than
we
have
been
in
the
last
three
years.
K
Having
said
that,
when
we
prepared
this
present
and
looked
back
in
2022
and
certainly
earlier
in
2023,
it's
still
felt
like
both
our
department
and
our
city
as
a
whole,
was
in
a
little
bit
more
of
a
reactive
mode
which
was
necessary.
But
what
we
also
understand
is
that
comes
at
the
cost
of
resources
being
committed
to
a
proactive
response.
That's
just
something
we'll
continue
to
monitor
again.
K
Lessons
Learned
really
are
the
same
lessons
from
our
achievements,
which
is
invest
in
our
staff,
make
sure
they
continue
to
feel
valued
and
supported
and
seen
to
continue
to
work
collaboratively.
As
we
have
an
increased
demand
for
services,
we
don't
necessarily
have
additional
resources
in
all
of
our
areas.
So
what
does
that
mean
for
as
a
city?
It
means
we
may
need
to
think
differently.
K
As
NCR
has
grown
and
I
think
I
noted
that
when
David
worked
with
the
City
of
Minneapolis
to
establish
our
department,
it
was
just
roughly
12
years
ago,
so
we
are
young
within
our
current
City's
history,
but
as
we've
grown
and
solidified
our
services,
both
externally
with
Community
Partners
and
internally,
as
a
service
department,
we
continue
to
look
at
the
resources
we
have
and
how
to
leverage
them
to
meet
our
current
Department
goals,
we're
doing
our
best
with
the
resources
that
we
currently
have
on
this
chart.
You
can
see
what
our
resources
are.
K
The
top
chart
shows
the
funding
and
I
do
want
to
note
here.
It
may
look
like
we're
taking
a
budget
cut
and
we
are
not.
The
23
budget
includes
one-time
funding
rollover
funds
from
2022
and
some
lingering
Community
safety
costs
some
internal
costs.
The
proposed
budget
for
2024
does
not
include
any
cuts
to
our
budget.
K
We'll
talk
talk
later
about
the
one
proposed
Amendment
from
the
mayor,
but
right
now,
I
just
want
to
point
out
that
it
may
look
like
we're
taking
a
cut
and
we
are
not
the
table
on
the
bottom
of
the
slide
reflects
the
number
of
Staff
in
NCR.
We
currently
have
20
staff
that
work
in
our
department.
We
have
two
vacancies,
both
of
which
are
in
the
process
of
being
filled
as
I
mentioned
earlier.
K
Department
as
I
move
into
the
program
updates
from
the
NCR
Department
I
want
to
note
that
today,
I'm
just
going
to
be
touching
on
a
few
of
the
metrics
from
each
program
area.
I
invite
all
of
you,
as
I've,
done
in
years
past,
to
visit
our
Department's
website,
where
you
can
see
the
blueprint
for
Equitable
engagement
dashboard.
That
dashboard
includes
a
whole
array
of
metrics
from
all
of
our
program
areas
that
we
track
on
an
annual
basis
again
I'm
just
highlighting
a
few.
K
So
if
you
have
questions
about
additional
ones,
you
can
always
visit
our
dashboard
or
ask
me
today
and
I
may
remember
some
of
those
numbers
off
the
top
of
my
head
or
I
may
have
to
follow
up
with
you.
I
I
will
note
that
my
intention
is
to
update
our
dashboard
in
2024.
It's
a
great
dashboard,
but
our
programs
have
changed.
Some
of
our
funding
has
changed
and
with
that
we
need
to
update
the
dashboard
the
language
and
make
sure
it
accurately
reflects
our
progam
programs.
K
Today,
now
I'll
move
into
our
three
program
areas.
The
first
program
area
I
want
to
discuss
is
our
access
and
Outreach
support.
The
goals
of
this
body
of
work
is
that
City
programs,
services
and
activities
are
accessible
to
all
residents,
that
all
residents
can
access
information
and
resources
and
that
immigrants
and
refugees
have
equal
access
to
participate
in
our
democracy
and
our
city
life.
A
a
few
of
the
metrics
to
demonstrate
our
work
in
this
area
is
that
in
2022,
the
city
spent
over
$250,000
on
language
Services.
K
As
you
can
see
from
the
chart
on
the
right,
this
spending
not
only
is
the
highest
since
we
started
tracking
in
2010.
It
also
demonstrates
ongoing
annual
growth
in
this
area.
In
2022,
the
grants
to
support
immigration
related
Services
resulted
in
over
1100
people
receiving
needed
and
reliable
services
that
number
the
while
the
number
of
people
served
in
2022
was
the
highest
since
we
started
tracking
this
in
2018.
K
I
I
want
to
caution
that
the
cases
and
services
provided
to
individuals
is
very
complex
and
the
total
number
of
individuals
is
not
always
reflective
of
the
impact
of
those
Services
while
metrics
aren't
included
here.
This
program
area
also
supports
some
of
the
work
focused
on
assuring
the
city
is
compliant
with
the
federal
American,
with
Disabilities
Act
NCR
co-manages.
The
city's
Ada
complaint
line
with
the
311
service
center
for
more
updates
on
that
program
area
again
visit
our
dashboard.
K
In
the
last
two
years,
the
department
has
been
lead
or
involved
in
tracking
the
emerging
situation
with
migrants
from
the
southern
border.
I'm
noting
this
under
accomplishments.
This
is
something
that
was
not
necessarily
we
invited
oursel
into,
but
was
a
need
that
we
had
to
do
and
with
Michelle
Rivero.
K
Lastly,
I'm
excited
that
we
will
soon
have
a
full-time
language
access
coordinator,
dedicated
to
the
managing
to
managing
the
growing
demand
demand
for
these
Services
I'll
point
out
in
the
upper
right
hand
corner
our
current
budget
in
this
program
area
and
the
mayor's
recommended
budget,
we
may
notice
that
it
looks
like
a
significant
decrease
in
the
funding
from
our
current
year
to
2024.
The
difference
is
made
up
of
onetime
funding,
NCR
received
in
2023
for
the
loan
pilot
program
and
the
increase
in
Immigration
legal
services.
K
K
Area
the
next
program
area
is
coordinated
engagement
services.
This
program
area
includes
the
work
the
NCR
department
does
to
support
the
Enterprise
NCR
Works,
to
assure
that
City
departments
are
equipped
to
meaningfully
engage
with
residents
and
under
engaged
communities
that
strong
relationships
are
fostered
to
in
increase
trust
between
community
and
the
city,
and
that
the
city
has
comprehensive,
Enterprise
engagement
policies.
K
Some
some
of
the
metrics
I
want
to
highlight
here
include
in
2022
124
people
attended
at
least
one
of
the
learning
Labs
we
offer
learning
Labs
is
a
series
of
workshops
offered
to
City
staff
and
the
public
with
a
focus
on
engaging
communities
of
color
people
with
disabilities
and
other
groups
historically,
not
centered
in
engagement
activities
like
our
elders
and
our
youth,
in
addition
to
the
learning
Labs
NCR
co-manages,
the
city's
cultural
radio
program.
As
you
heard,
deputy
director
Douglas
share
some
information
about
with
the
Communications
Department.
K
The
program
creates
an
Avenue
for
all
Enterprise
staff
to
bring
information
about
projects,
programs,
resources
and
decision-making
to
Residents
in
2022,
the
city
hosted
109,
City,
radio
and
TV
shows
bringing
a
whole
variety
of
City
staff
and
programs
from
all
departments.
Lastly,
NCR
organizes
the
annual
community
connections
conference
on
behalf
of
the
Enterprise.
This
annual
Free
Conference
provides
a
space
for
the
city
and
Community
to
come
together,
connect
and
share
information
with
one
another
in
2021.
K
I
I'll
just
note
here
too
I
also
like
to
say
the
community
connections
conference
I
think
is
the
L
largest
gathering
of
City
staff
in
one
place
from
all
departments
with
Community
I
think
open
streets
may
be
the
other
one,
but
the
community
connections
historically
has
been
I,
think
one
of
the
largest
places
for
All
City
programs
and
staff
to
come
and
meet
with
Community
in
this
program
area.
I
also
want
to
acknowledge
that
NCR
has
hired
a
full-time,
Community
specialist
focused
on
our
community
of
people
with
disabilities.
K
We
are
so
excited
for
finally
making
this
happen.
We're
very
excited
to
have
Guthrie
Byer,
join
us
and
able
to
deepen
and
expand
our
work
in
this
area.
With
this
additional
capacity,
we
hope
to
not
just
continue
to
strengthen
our
work
in
compliance,
but
to
enhance
our
City's
ability
to
hear
from
our
community
of
people
with
disabilities
throughout
more
of
our
decision-making
process.
K
Additionally,
in
2022
there
was
some
onetime
funding
to
offer
cultural
media
programs
for
our
Romo
speaking
Community
again
in
the
upper
right
hand,
corner
the
table
shows
the
current
budget
for
this
program
area
and
the
recommended
budget
for
202.
For
again,
there
is
no
change.
The
difference
just
reflects
some
accounting.
K
Corrections
I'll
also
point
out
that
deputy
director
Douglas
referenced
when
the
housing
inspectors
came
on
the
m
radio
program
and
that
photo.
If
you
don't
recognize
on
the
far
right
hand,
side
is
Michael.
Yang.
The
Southeast
Asian
Community
specialist,
who
hosts
that
program
on
the
far
leftand
side,
is
our
colleague
darl
Spears,
who
works
in
regulatory
Services
as
one
of
the
housing
lead.
K
On
the
third
program
area
for
NCR
is
neighborhood
and
engagement
support.
All
of
you
are
very
familiar
with
this
program.
Our
goals
are
that
all
residents
are
engaged
equitably
regarding
issues
that
impact
them
at
the
local
level
and
that
our
city
continues
to
have
a
city-wide
network
of
place-based,
Engagement
organizations,
some
of
the
metrics
NCR
uses
to
track.
Our
work
in
this
area
includes
how
we
support
organizations
to
be
effective
with
that
in
2022,
NCR
provided
87
Financial
reviews
of
organizations.
K
This
can
include
something
as
simple
as
a
financial
review
of
policies
or
accounts,
as
well
as
full
audits.
In
addition
to
the
Financial
reviews,
NCR
staff
offered
293
board
trainings
in
2022
NCR
staff
work
with
neighborhood
boards
and
staff
to
understand
what
their
needs
are,
and
then
we
follow
up
with
appropriate
trainings.
This
can
include
the
role
of
the
board
for
a
nonprofit
or
neighborhood
funding
or
financial
management.
K
With
these
funds,
neighborhood
organizations
estimate
they
leverage
94,00
hours
of
volunteer
time
in
2022
and
that
they
reached
a
little
over
18,000
households
through
their
door-to-door
Outreach,
as
I
have
shared
with
all
the
other
program
areas.
These
are
only
a
few
of
the
metrics
of
the
accomplishments
of
this
body
of
work.
Ntr
recently
presented
to
the
public
health
and
safety
committee
multiple
times
on
the
status
of
the
neighborhood
Network
fund,
Equitable
engagement
program,
the
partnership
engagement
fund
and
the
collaboration
and
shared
resource
fund.
K
Again,
you
can
visit
our
dashboard
for
more
metrics
and,
while
I
take
this
opportunity
to
celebrate
all
of
the
work
of
this
program
area.
One
I
really
do
want
to
highlight
is
that
69
of
the
70
organizations
are
fully
engaged
with
the
neighborhoods
2020
programming.
This
is
a
huge
accomplishment.
This.
This
is
the
reflection
of
a
lot
of
work
on
behalf
of
these
organizations,
their
boards,
their
staff
residents,
as
well
as
the
staff
and
NCR
and
other
partners
around
the
city.
K
Ncr
staff
are
working
closely
with
the
residents
in
the
70th
neighborhood,
with
the
hopes
that
we
will
have
an
organization
fully
engaged
in
this
program
area
and
able
to
access
the
funding
in
the
upper
right
hand.
Corner
is
a
table
which
shows
the
program
area's
current
budget.
Well,
as
well
as
the
proposed
budget.
Again
there's
some
accounting
changes
in
here.
I.
K
Also
want
to
note
that
there,
the
difference
between
the
23
current
budget
and
the
24
plan
is
that
there
are
some
there
were
some
rollover
funds
from
2022,
as
well
as
some
one-time
funding
for
neighborhood
organizations
in
2023.
There
are
no
budget
cuts
recommended
for
this
area.
You'll
actually
note
in
the
2024
mayor's
recommended
budget
there's
additional
funding,
and
that
brings
me
to
the
last
slide.
K
The
mayor's
recommended
budget
includes
an
additional
$420,000
of
ongoing
funding
to
neighborhoods.
This
ongoing
funding
is
designed
to
increase
the
allocation
to
every
neighborhood
by
$5,000.
This
will
ensure
that
every
organization
receives
at
least
$15,000
in
the
neighborhood
Network
fund.
As
pointed
out,
the
funding
does
not
result
in
an
additional
position
with
a
Nar
Department.
This
funding
will
just
be
added
directly
to
the
neighborhood
Network
fund
contract
allocation,
and
with
that
I
have
finished
my
presentation,
I
say
thank
you
and
I
stand
for
questions.
Thank.
B
H
The
international
recognition
is
really
I,
think
directly
related
to
our
dear
colleague,
David
rubidor,
who
I
know
has
been
working
at
the
national
level
for
decades,
around
neighborhoods
and
neighborhood
work
and
glad
to
see
you
guys,
continueing
that
and
just
thank
you
so
much
for
adding
a
disability
specialist
to
the
team.
I
think
it's
really
critically
important.
E
H
We
have
that
work
into
that
end,
I'm,
going
to
be
bringing
forward
a
a
resolution
in
a
the
next
Council
cycle
to
really
recognize
invisible
disabilities
and
and
making
sure
that
we
create
awareness
around
these
issues
so
to
have
somebody
in
place
doing
that
work
is
really
critical.
I
still
hear
from
our
community
members
that
they
don't
know
what's
going
on.
They
don't
know
what
the
city
is
doing
so,
to
the
extent
that
we
can
continue
this
engagement
and
get
deeper
into
our
communities.
K
I
do
I,
actually
I'm
G
to
take
a
moment
just
to
respond
and
say
thank
you,
Cher
Jenkins
I
think
we
that
who
work
for
government
understand.
Sometimes
things
take
a
while,
specifically,
the
community
specialist
for
people
with
disabilities
was
a
a
long
overdue
commitment
that
we
had
the
opportunity
to
fill
and
I
do
especially
I'm
thankful
to
David
rubidor,
who
started
that
work,
and
it
was
something
that
we
are
very
proud
that
we
able
to
actually
follow
up
on.
K
I
also
just
want
to
acknowledge
on
that
that
we
do
have
staff
that
do
a
lot
of
work,
along
with
the
national
recognition
like
to
brag
a
little
bit
and
say
for
hi
is
actually
the
second
Bush
fellow
in
our
department.
We
have
a
former
Bush
fellow
that
works
for
us
with
a
RI
fine.
He
happens
to
be
here
too.
We
also
like
to
brag
a
little
bit
of
20
positions
in
our
department.
We
have
two
former
Urban
Scholars
that
are
both
working
in
our
department,
including
Nick.
K
No,
who
is
a
former
Urban
scholar
and
now
is
serving
as
a
deputy
director
of
the
department,
I
believe
the
highest
former
Urban
scholar
on
the
bureaucratic
side,
councilman
ravez
on
the
bureaucratic
side.
So
our
commitment
to
doing
this
work
and
to
continue
to
provide
a
culture
where
all
of
our
staff
feel
like
they
can
become
the
leader
that
they
want
to
be
is
important
to
us.
So
thank.
J
Thank
you,
madam
chair,
just
a
couple,
quick
questions.
Please
thank
you
for
your
presentation
today
and
I'm
wondering
if
you
have
an
opinion
and
I'm
not
going
to
hold
it
to
you,
I'm,
just
asking
for
an
opinion
in
the
third
war.
We
have
a
real
high
turnover
amongst
the
leadership
in
these
neighborhood
groups
and
and
neighborhood
staff
or
staff,
of
course
too,
but
more
so
concerning
is
the
board.
Members
themselves
just
seem
to
churn
and
come
and
go
and
that's
seems
to
have
accelerated
in
the
last
three
four
years.
Any
idea
why
that's.
K
Happening
council,
member
rainville
chery,
thank
you
for
the
question
and
I
I
also
appreciate
your
acknowledging
it's
my
opinion.
I
actually,
don't
know
it's
something
that
we
can
look
into
a
little
bit
more
about.
Maybe
that's
something
our
department
should
actually
maybe
survey.
More
of
our
board
members
to
understand
is
that
unique
to
Neighborhood
organizations?
K
Is
that
part
of
a
shift
that's
happening
right
now
in
terms
of
I
know,
I
sit
on
a
board
myself
outside
of
the
city,
and
the
last
three
years
have
just
been
a
lot
for
people
who
live
in
the
city
of
Minneapolis
and
I.
Think
our
country
as
well
and
so
I,
don't
really
know
I,
don't
necessarily
have
a
personal
opinion.
It's
something
that
we
certainly
can
do.
Some
thinking
about
within
our
department
to
understand
is
that
unique
to
those
organizations
or
is
it
part
of
a
larger
pattern?
J
J
A
Thank
you,
I
am
not
seeing
any
further
discussion.
I
too
just
want
to
say
thank
you
for
the
very
thoughtful
presentation
and
you
began
the
presentation
with
an
important
acknowledgement,
and
that
is
taken
in
with
gratitude
and
I
am
glad.
We
had
a
moment
to
pause
and
remember
today
and
you
you
know
I
think
we
can
all
feel
the
Deep
care
and
love
that
you
and
your
team
has
for
the
city
through
the
presentation
you
gave
today.
So
thank
you
so
much
thank.
K
D
Yeah
director
just
apologize,
thank
you,
chair,
kusy,
Just,
Want,
to
Thank
You
director
and
to
your
staff
that
are
here
with
us
today
for
the
incredible
work
that
you
all
do
to
engage
our
residents
across
the
city
and
in
wards
where
people
don't
always
speak
English,
so
just
very
grateful
for
the
work
you
all
are
doing
and
we'll
be
reaching
out
to
you
in
regards
to
other
potential
needs.
A
department
may
have
and
making
sure
that
it's
funded
adequately
as
we
go
into
the
next
year.
Thank
you.
A
Right,
thank
you
very
much.
Seeing
no
further
discussion
at
this
point.
I'll
direct
the
clerk
to
file
those
presentations.
Our
next
budget
committee
meeting
is
scheduled
for
Monday
October,
2nd
at
10:00
a.m.
that
day
we
are
set
to
hear
from
the
convention
center
and
the
health
department.
With
that
we've
concluded
all
business.