►
From YouTube: March 21, 2023 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
Submit written comments about agenda items to: councilcomment@minneapolismn.gov or https://www.minneapolismn.gov/government/meetings/public-comment/online-comment
A
A
B
A
We
have
nine
members
present.
Thank
you
I'd
like
to
note
that
council
member
Johnson
is
absent
today
for
a
medical
procedure.
Let
the
full
let
the
record
reflect,
however,
that
we
do
have
a
quorum.
We
have
four
items
on
our
agenda
in
addition
to
our
committee
reports
today.
Our
first
item
is
our
regular
report
on
contract
Awards
or
amendments
that
have
been
approved
over
the
last
month
by
our
ad
hoc
work
group
established
for
arpa.
The
American
Rescue
plan
act,
related
expenditures.
A
Staff
does
not
have
a
presentation
for
this
item
today,
but
is
on
hand.
If
anyone
has
any
questions.
Are
there
any
questions
for
staff
and
I'm
going
to
ask
my
colleague
to
please
help
me
with
speaker
management
till
I?
Get
it
up
on
my
own,
not
seeing
any
questions.
Are
you
in
council,
member
wansley.
D
Thank
you,
Council
vice
president,
so
I
got
a
chance
to
look
through
the
RCA
on
this
and
get
to
see.
You
know
how
some
of
the
Opera
dollars
were
being
used
to
advance
some
of
our
key
priorities
for
Equitable
recovery
from
the
pandemic
I'm,
including
a
focus
on
public
health
and
opioid
intervictions,
as
well
as
rental
assistance
and
a
number
of
other
concerns
that
are
still
you
know,
kind
of
top
of
mind
for
working
class
residents.
D
But
I
did
have
a
question
for
staff
I'm
glad
to
see
we
have
our
folks
here.
There
is
a
quote
from
the
contract
in
front
of
us
today
that
these
dollars
would
allow
us
to
provide
and
maintain
hygiene
stations
such
as
porta
potties
hand,
washing
and
syringe
litter
at
or
near
encampments.
We
currently
have
20
porta
potties
and
hand
washing
stations
placed
and
25
syringe
boxes
that
numbers
at
least
at
five
people,
so
I
just
had
a
question
based
off
of
you
know
the
context
of
that
con
or
the
contract.
D
That
stated
is
this
affirming
a
standardized
policy
of
providing
and
maintaining
hygiene
stations
at
all
encampments
of
more
than
five
people?
Is
there
anyone
who
can
speak
to
that
question.
A
E
D
Yeah,
absolutely
or
if
there's
also
a
way,
I'm
surprised,
we
don't
have
staff
here
from
I'm,
assuming
that
would
be
our
homeless
response
team,
who
likely,
at
least
from
arpa,
would
be
relegated
to
provide
that.
So
that
would
be
good
and
also
to
add
some
context
of
why
I'm
asking
that
question.
D
D
So
that
happened
for
several
weeks
and
we
were
not
told
about
any
policy
at
that
time
and
there
have
been
deferred
responsibility
from
the
city
in
providing
that
until
pressure
kind
of
exploded
and
finally,
they
were
provided
in
coordination
with
a
MnDOT
since
then
came
and
stuff
was
on
that
property.
So
it
would
be
good
to
even
in
this
moment
clarify
who
makes
those
decisions,
if
you
can
add
that
to
the
list,
I'll
follow
up
as
again.
D
E
A
F
Thank
you,
madam
chair
members
of
the
council.
This
is
our
first
quarterly
report
on
legislative
directives.
Essentially,
I
won't
read
them
all
to
you.
We
have
six
outstanding
legislative
directions,
directions
that
what
we've
been
doing
is
so
I
thought
that
for
the
first
report,
what
I
would
like
to
do
is
just
give
you
a
sense
of
what
we've
been
working
on
and
how
we're
planning
on
going
about
this
process,
because
you
all
have
the
directors
in
front
of
you
and
we
do
have
staff
here
to
respond
to
additional
questions
that
you
may
have.
F
What
we
have
tried
to
do
is
really
from
an
accountability.
Standpoint,
try
and
track
all
of
these
directives,
because
I
think
when,
when
we
first
change
government
structure,
it
was
difficult
to
know
when
we
had
particular
items
that
were
and
who
was
assigned
to
them
and
I.
Think
even
through
this
process,
we
found
that
some
of
these
directives,
we
thought
one
Department
was
working
on
and
another
was,
and
so
we
have
a
relatively
detailed
process
in
place
now,
so
that
we
have
an
under
better
understanding
of
who
is
the
lead
Department?
F
What
other
departments
are
responsible
and
it's
accessible
to
all
of
our
departments
so
that
they're
able
to
go
in
and
look
at
the
legislative
directives
and
say
you
know:
I,
have
some
thoughts
on
this
one
and
make
sure
that
they
reach
out
to
the
staff
person
who's
responsible
for
those
legislative
directives.
I
would
say
sort
of
generally
of
the
these.
All
of
the
legislative
directives
that
are
outstanding
that
are
listed
in
the
report
in
front
of
you
are
on
track
to
come
back
to
the
council
within
the
deadlines.
F
We
don't
have
any
specific
delays
that
are
reported
in
here,
and
we
would
also
like
to
make
sure
that
sure
that
you're
aware
of
those
delays
before
they
happen
and
before
you
get
a
quarterly
report
as
well,
so
with
that
I
would
just
stand
for
any
questions.
If
there's
questions
on
the
specific
legislative
directive,
maybe
for
the
Public's
sake,
I
can
just
mention
the
topics.
The
first
one
is
off-duty
police
contracts.
The
second
is
labor
standards
co-enforcement.
The
third
is
the
neighborhood
organizing
fund.
F
The
fourth
is
Police,
Department
buy
back
contracts,
the
fourth
or
the
fifth
is
homeless,
encampments,
and
then
the
sixth
is
the
community
safety
strategy
strategies,
pilot
project,
and
so
all
of
those
are
well
underway.
Meetings
have
started
and
staff
are
doing
work
in
order
to
bring
them
back
to
the
council.
So
with
that
I
stand
for
any
questions
you
may
have.
This
again
is
our
first
report.
So
if
you
have
feedback
on
the
information,
that's
provided,
if
there's
additional
information
you
would
like
please
let
us
know
that
as
well.
Thank
you
thank.
C
Thank
you,
madam
vice
president
yeah
I,
actually
kind
of
almost
speaking
to
that
I'm
curious
I,
don't
have
a
question
about
a
specific
legislative
directive,
I'm
wondering
how
have
you
been
thinking
about
how
we
should
be
managing
these
going
forward
and,
in
particular
I've
kind
of
from
the
beginning
of
the
new
government
structure?
We've
had
a
lot
of
conversations
about
how
we
get
our
legislative
work
done.
C
F
Madam
chair
council
member
Payne,
we
have
been
having
a
lot
of
conversations
with
department
heads
with
respect
to
the
legislative
directive
process.
Obviously
we're
following
the
resolution
that
was
passed
by
the
council
and
we've
tried
to
start
doing
training
with
staff
about
how
we're
tracking
it
what
kind
of
information
we
should
be.
Providing.
What
that
looks
like
how?
F
How
do
we
share
information
about
the
complexity
of
the
different
requests
and
the
timing
of
the
different
requests,
and
so
we've
we've
had
those
conversations
as
a
part
of
the
training
that
we're
doing
with
Council
or
excuse
me
with
with
City
staff.
We've
had
several
training
sessions,
a
city
clerk
and
I
have
done
those
together
for
the
most
part
and
have
also
done
individual
presentations
to
Department
leadership.
What
we
have
told
them
is
to
your
point
is
that
this
is
a
process
that
we're
all
learning
right.
F
The
government
structure
is
a
new
thing
and
what
we
want
to
do
is
we
want
to
figure
out
how
we
can
best
make
sure
that
we're
being
response
massive
and
managing
all
of
the
other
things
on
everybody's
workload.
One
of
the
questions
that
came
up,
for
example,
is
we
have
a
couple
departments
where
we're
doing
a
lot
of
intense
work
on
ordinance
development.
So
how
do
we
bring
that
into
the
conversation?
F
For
example,
it's
not
specifically
a
legislative
directive,
but
it
certainly
is
a
directive
as
part
of
the
body,
and
so
that's
one
of
the
things
that
we've
been
talking
about
with
with
our
staff
about
okay.
How
do
we
acknowledge
that
work
is
also
in
addition
to
some
of
the
other
day-to-day
activities
as
well,
and
so
that
was
a
very
long
answer
to
your
question.
F
But
the
the
answer
to
your
short
answer
to
your
question
is
yes,
we
absolutely
have
been
thinking
about
that
and
talking
about
that
and
really
see
this
is
an
evolving
process
to
ensure
that
we're
getting
you
all
the
information
that
you
need
as
the
legislative
body.
In
addition
to
managing
the
other
demands
on
staff
workloads.
D
Thank
you,
Council.
Vice
president
CEO
Johnson
I
noticed
on
the
presentation
that
the
sidewalk
plowing
legislative
director
was
enlisted.
Was
this
list
that
you
submitted
representative
of
all
of
the
legislative
directives,
or
just
some
I
did
want
to
point
that
out.
F
Count
Madam
chair
council,
member
wansley
if
it
will
be
on
the
next
one
I
apologize
for
that
oversight
we
do
have,
we
will
check
and
see
what
the
status
of
that
is,
and
we
can
update
this
and
we'll
send
updated
report
to
the
entire
Council.
That's
one
of
the
purposes
of
doing
this
as
well.
To
make
sure
we
aren't
missing
anything.
So
we
get
to
a
deadline
and
you're
all
like.
Where
is
this
and
we're
like?
F
Where
is
what
so
so
appreciate
you
bringing
that
one
up
and
I
will
make
sure
we
get
that
added
to
the
list
right
away.
Thank.
D
You
and
just
another
one,
that's
still
outstanding
I
know:
we've
been
trying
to
work
with
the
clerk's
office
around
this
too,
in
terms
of
or
haven't.
We
just
passed
a
resolution,
at
least
on
the
council
side,
about
supporting
the
work
of
of
you,
know,
refining
our
legislative
processes
and
Council
rules.
D
So
you
know
past
that
several
weeks
ago,
with
Council
vice
president
being
a
palmisano
knowing
that
that
is
going
to
be
happening
on
the
legislative
side,
we
did
authorize,
as
you
name
that
resolution
back
in
December
that
Council
vice
president
brought
forward
that
kind
of
codifies
how
our
legislative
director
processes
will
be.
You
know
moving
forward.
D
I
just
wanted
to
get
clarity
of
when
our
legislative
staff
completes
that
work.
Would
that
then
replace
what
the
resolution
that
we
passed
in
December,
because
that
is
part
of
like
reflecting
kind
of
like
what
you're
naming
our
legislative
process
in
terms
of
legislative
directives,
that's
kind
of
like
the
pre-legislative
process
and
then
from
my
understanding,
or
at
least
reports
from
you
know
the
city
auditor.
We
would
then
look
at
how
do
we
shape
the
process
from
a
notice
of
introduction.
D
The
ordinance
processes
like
finally
getting
a
formalized
kind
of
comprehensive
Manual
of
sorts
that
details
at
Alpha
Council
so
just
wanted
to
know.
Is
that
going
to
be
replacing
the
legislative
directive
resolution
that
we've
passed.
G
Madam,
vice
president
I'll,
maybe
step
in
here
and
say
to
the
first
issue
about
missing
the
directive
that
dealt
with
plowing
a
municipal
plowing
of
sidewalks.
The
original
information
that
was
provided
to
the
administration
was
provided
by
my
office
as
we
pulled
from
limb,
so
any
error
I'll
take
responsibility
for
that.
In
terms
of
that
being
missed
and
as
the
interim
chief
operations
officer
said,
this
is
an
opportunity
for
us
to
learn
what
we've
missed
and
identify
those.
G
However,
legislative
directives
are
from
this
body
directed
to
the
administration,
so
you'll
recall
that
the
motion
adopted
by
this
body,
not
a
legislative
directive
that
was
directed
to
the
clerk
and
auditor,
will
never
be
on
these
reports.
This
is
strictly
following
up
and
tracking
the
status
of
those
matters
that
are
directed
by
this
body
to
the
administration
through
the
mayor.
G
So
the
process
of
tracking
your
directives
or
guidance
to
the
clerk
and
the
auditor
would
not
be
reflected
in
these
reports
that
the
administration
is
bringing
back
but
would,
as
we
said
at
the
time,
be
reported
through
the
government
structure
subcommittee
under
the
committee
of
the
whole,
and
we
were
directed
to
report
on
a
regular
basis
which
was
included
in
that
motion.
D
Thank
you,
Clark
Carl.
That
offers
some
clarity
because
I
know
there
was
a
part
I
think
it's
section
three
of
that
legislative
motion
that
you
highlighted
that
did
someone
talk
about
again
reevaluating
existing
legislative
protocols,
so
I
wasn't
sure
if
that
was
going
to
be
factored
into
what
we
passed
in
December
at
that
resolution.
So
thank
you
for
offering
that
Clarity,
but
yeah.
Those
were
the
questions
that
I
had.
Thank
you
also
for
Carl
for
identifying
where
the
Gap
was
around
that
other
legislative
director
around
sidewalk
plowing.
So
yeah.
That's
all
thank
you.
A
Thank
you,
and
just
to
give
some
Assurance
I
do
see
what
we
passed
last
late
last
year.
Last
December
I
guess
was
really
just
kind
of
a
start
and
a
way
to
figure
out
here's
the
informal
process
and
here's
a
more
formal
legislative
directive
process,
but
I
do
see
that
work
continuing
to
evolve
and
the
biggest
next
step
forward
is
the
the
directive
that
you
and
I
put
together
council
member
wansley
just
recently,
and
that
you
know
kind
of
is
another
evolution
of
this
process.
So
any
other
questions
or
comments
not
seeing
any.
A
So.
Thank
you.
Thank
you.
I'll
direct
the
clerk
to
file
that
report
item
number
three.
Is
the
annual
assessment
report
and
I'll
invite
up
our
tax,
assessor
Rebecca
malmquist,
to
give
this
presentation
welcome
foreign.
H
City
got
it.
Yes,
we
hear
it
all
all
different
ways.
So
that's
just
fine
so
good
afternoon.
Thank
you.
Thank
you,
chair
Paul,
massano
and
committee
members
for
allowing
us
this
time
to
present
to
you
highlights
of
the
2023
assessment.
I'm
Rebecca,
malmquist
and
I
have
the
honor
and
privilege
of
serving
as
the
City
Assessor
leading
a
team
of
38
in
the
classification
and
valuation
of
the
properties
in
the
city,
ensuring
a
fair
and
Equitable
taxation
system.
H
I
want
to
thank
our
staff
for
all
their
time
and
contributions
to
this
report.
It
is
not
myself
that
puts
together
this
report,
but
the
team
behind
me
and
I'd
like
to
recognize
some
of
them,
because
this
is
really
the
first
time
I've
had
the
opportunity
to
present
the
assessment
report
in
front
of
you
in
three
years
and
so
I
want
to
recognize
some
of
our
team.
H
Here
we
have
two
team
members
that
either
had
an
accident
or
their
spouse
had
an
accident
during
the
last
Ice
event
and
they're,
not
here
with
us,
but
we
do
have
Ben
Nelson
our
manager
of
Assessment
Services.
We
have
Brian
Messer,
Rob,
Will,
Williamson
and
Troy
halter,
two
of
our
appraisal
supervisors
and
then
our
extremely
talented
technical
crew
of
Rachel,
Cruz
and
Ben
Bedard.
H
So,
first
a
high-level
summary
reminders
about
the
assessment
we
recently
completed.
The
January,
2nd
2023
assessment.
January
2nd
is
the
assessment
date
here
in
Minnesota,
just
because
we
like
to
be
different
and
we
mailed
value
notices
for
approximately
131
000
properties,
and
this
is
an
annual
process
that
is
dictated
in
statute.
The
notices
of
valuation
and
classification,
otherwise
known
as
the
value
notices
were
mailed
they
mailed
last
week,
and
the
post
office
was
just
so
efficient.
They
got
them
out
a
couple
of
days
ahead
of
when
we
had
planned,
but
they
are
in
mailboxes.
H
H
H
Every
property
share
of
taxes
is
based
on
its
market
value,
its
properties,
use
and
then
the
local
government
budgets,
which
then
become
a
tax
rate.
You
can
see
the
image
at
the
bottom
of
the
screen
for
a
simplified
illustration,
so
market
value
is
the
price
that
a
property
would
sell
for
on
the
open
market,
and
our
role
in
the
assessor's
office
is
to
reflect
the
real
estate
market
and
set
fair
and
accurate
Market
values
by
following
the
market
trends.
H
The
assessor
also
classifies
property
according
to
its
use,
different
uses
of
properties,
even
if
they
have
the
same
value,
will
pay
different
taxes
because
of
the
class
rates
that
are
set
by
our
state
legislator
and
we'll
provide
an
example
of
that
on
the
next
slide.
For
you,
the
tax
rate
is
determined
using
the
budgets
of
local
governments
such
as
here
at
the
city,
the
county,
school
districts
and
the
watersheds.
H
H
So
the
calculation
for
tax
capacity
is
the
market
value
which
is,
in
the
second
column,
multiplied
by
the
class
rates
in
the
third
column,
for
example,
as
you
can
see
here,
residential
property
on
the
first
line
and
a
commercial
property
on
the
third
line,
both
assessed
at
three
hundred
thousand
dollars
will
pay
different
taxes,
and
that
is
because
the
class
rate
for
residential
property
is
one
percent,
and
the
class
rate
for
a
commercial
is
two
percent.
So,
as
a
result,
a
residential
property
will
pay
approximately
half
the
property
taxes
of
a
commercial
property.
H
This
is
a
slide
of
the
historical
view
of
the
city's
total
estimated
market
value,
the
overall
estimated
market
value
which
we
refer
to
as
EMV
for
the
city
increased
by
4.2
percent
this
year
to
67.5
billion
dollars.
However,
this
does
not
include
State
assessed
properties
like
utilities
and
railroads,
because
the
state
has
not
made
those
available.
Yet
this
includes,
though,
the
new
construction
added
for
pervert
work,
and
that
was
over
1.08
billion
dollars
for
this
year.
H
This
slide
is
a
visualization
of
the
breakdown
of
the
three
major
property
type
categories
by
the
2023
market
value
on
the
left
and
then
the
net
tax
capacity
on
the
right
because
of
the
calculation
of
value
to
tax
that
we
discussed
on
the
previous
slide.
There
is
a
change
in
the
distribution
between
the
three
categories
when
we
move
from
the
market
value
on
the
left
to
the
net
tax
capacity
on
the
right,
so
you
can
see
here
that
residential
values
in
green
comprise
nearly
60
percent
of
the
total
City
EMV
on
the
left.
H
However,
when
those
class
rates
are
applied,
the
residential
portion
of
the
tax
capacity
reduces
to
being
just
over
50
percent.
You
can
see
that
the
commercial
value
in
blue
comprises
almost
20
percent.
Of
the
total
market.
Value,
however,
comprises
30
percent
of
the
net
tax
capacity
after
those
rates
are
applied.
H
F
H
I
should
note
that,
because
of
the
historical
growth
of
the
apartment,
Market,
both
the
residential
and
Commercial
properties
have
a
similar
portion
of
the
bird.
Oh
excuse
me
a
smaller
portion
of
the
burden
that
was
true
just
10
years
ago.
You
can
see
Illustrated
in
Orange
in
2014.
The
apartment
properties
comprise
just
under
13
of
the
total
tax
capacity.
However,
now
in
2023
comprise
almost
20
percent
of
that
total.
H
This
slide
is
the
distribution
of
estimated
market
value
across
each
Ward.
The
larger
the
pie,
the
greater
percentage
of
total
market
value
that
that
award
is
comprised
of
it
is
broken
down
again
into
the
three
major
property
type
categories
of
apartment,
commercial,
industrial
and
residential
neighborhoods,
as
you
would
expect
in
and
around
downtown
have
a
far
greater
share
of
the
commercial
and
apartment
value
in
orange
and
blue.
While
the
neighborhoods
further
away
are
predominantly
residential.
Shaded
in
green.
H
This
slide
illustrates
the
change
in
total
market
value
by
each
of
your
Awards.
Each
award
is
represented
by
a
blue
bar
and
the
percent
of
increase
is
the
label
at
the
top
of
each
bar,
while
last
year,
Awards,
five
four
and
five
saw
the
greatest
increases
in
market
value.
This
year,
Ward
13
saw
the
overall
largest
growth
of
8.5
percent
Ms.
A
Councilmember
Goodman
has
a
question
or
a
comment,
and
it
was
from
a
couple
slides
ago.
I
had
lots.
I
I
H
Little
bit,
of
course,
chair
Paul
massano,
council
member
Gooden
Goodman.
We
will
address
in
a
few
slides
the
breakdown
of
the
downtown
Market
versus
the
Uptown
Market
versus
the
neighborhood
markets,
and
you
will
see
where
we
are
seeing
a
shift
in
the
valuations.
This
is
really
just
the
tax
capacity
portion
after
you
apply
the
tax
rates.
So
if
you'll
be
patient
meet
with
me
for
a
couple
of
slides,
we
will
get
there
all.
C
Thank
you,
madam
vice
president,
yeah
I
was
just
curious.
How
static
the
class
rates
are,
or
are
they
moving
quite
a
bit
year
to
year,
based
on
what's
happening
at
the
state
level.
H
Chair
Paul,
massano
and
council
member
Payne
that
we
are
really
at
the
mercy
of
the
legislator
legislatures
when
it
comes
to
the
class
rates
they
do
tend
to
remain
fairly
static.
However,
there
is
plenty
of
interest
in
the
4D
program
and
other
programs
at
the
legislature,
and
they
do
ask
us
to
weigh
in
and
provide
some
guidance.
Minneapolis
does
have
the
highest
number
of
4D,
so
we
would
be
the
most
affected
every
year
during
the
legislative
session.
Some
of
the
class
rates
are
examined,
but
they
do
tend
to
stay
fairly
static.
C
H
Chair
Paul,
massano
and
council
member
Payne
I
would
say
that
from
a
city
perspective
we
do
tend
to,
from
my
perspective,
stay
fairly
silent.
The
State
Association
of
Minnesota
assessors,
along
with
our
lobbyists,
who
is
actually
a
lobbyist
for
AMC,
Association
Minnesota
counties.
They
do
weigh
in
occasionally
about
the
class
rates,
and
usually
our
stance
is
a
simplification,
because
the
state
of
Minnesota
has
more
class
rates
than
any
other
state
in
the
country.
I
There
was
class
rate
compression
during
the
polenta
years
so,
prior
to
the
time
that
polenti
became
Governor
commercial
paid
a
lot
more
and
residential
paid,
a
lot
less
and
the
legislature
at
that
time
did
what
was
called
class
rate
compression
and
they
brought
the
commercial
and
closer
to
residential
and
apartments,
and
we
have
been
feeling
the
effects
of
that
ever
since
it
is
something
only
the
state
can
do
so.
We
don't
have
the
power
to
expand
the
compression
or
reduce
it.
I
The
last
time
that
there
was
a
major
disagreement
over
this
was
also
when
This
Old
House
regulation
went
away.
So
you
used
to
be
able
to
get
a
benefit
if
you
had
an
older
home.
All
of
that
went
away
during
the
polenta
years,
which
I
know
a
lot
of
people
on
the
council.
Probably
don't
even
remember
that
time.
I
was
here
then
and
I.
Remember
it
and
we've
never
really
recovered
from
that
compression,
making
it
more
difficult
for
residential.
C
Yeah
I
was
just
going
to
wrap
this
up
by
saying
just
wanted
to
put
this
into
the
space
of.
Maybe
this
is
a
conversation
worth
having
with
igr
as
we're
looking
at
these
kind
of
macro
Trends
as
it
relates
to
our
tax
base,
and
you
know
the
role
commercials
playing
in
our
downtown
districts,
and
we
know
that
taxes
are
a
little
bit
funky
in
the
covet
era
and
I'm
just
curious.
If
that's
something
that
we
have
an
appetite
to
kind
of
form,
a
stronger
opinion
on.
H
Chair
Paul,
massano
and
council
member
Payne
I
would
say
that
the
word
that
we
tend
to
use
team
is,
we
have
a
bifurcated
Market.
What
we
think
is
going
on
is
not
always
represented
in
the
sales
transactions
that
we
see.
There
is
money
to
be
spent
by
investors
and
they
will
spend
this
money
and
we
will
do
the
sales
verification
and
we
cannot
make
sense
of
how
they
got
to
the
numbers
that
they're
getting
to.
H
And
we
are
expected
to
follow
the
sales
transactions
if
they're
open
market
and
if
they
are
open
market
transactions,
then
we
are
that's.
What
we're
measured
on
RSS
values
need
to
be
within
a
certain
range
of
those
sale
prices.
So
it's
telling
us
to
increase
values,
but
then
we're
seeing
vacancies
in
the
buildings.
That
is
also
telling
us
something,
especially
when
these
leases
are
going
to
start
coming
up
in
the
next
few
years
as
we
move
further
along
after
the
pandemic,
we're
still
in
the
pandemic.
H
But
what
is
going
to
be
really
telling
is
when
some
of
these
five
and
ten
year
releases
come
up
and
where
the,
if
people
renew
or
if
we're
going
to
have
more
vacancy,
so
the
sales
prices
and
then
the
other
market
indicators
are
telling
us
different
things.
H
H
I
believe
this
is
where
I
left
off,
and
this
is
a
historical
look
at
the
total
residential.
This
is
just
residential
value
growth.
This
year,
the
overall
residential
Market
grew
by
3.4
percent.
It
is
interesting
that
this
does
Mark
the
11th
straight
year
of
residential
value
increases
here
in
the
city.
H
Overall
there
were
increases
in
the
duplex
Triplex
and
single-family
sub-markets
and
a
decrease
in
the
condominium
submarket.
However,
while
last
year
the
decrease
is
in
the
condominium,
Market
were
driven
by
the
large
complexes
in
downtown
and
Uptown
this
year,
the
real
the
distributions
that
we're
seeing
of
decreases,
what
were
much
more
equally
distributed
geographically
across
the
city
it
I
do
want
to
point
out
that
this
year
we
had
over
260
million
dollars,
though
still
in
new
construction
in
our
residential
Market.
H
So
our
I'm
going
to
get
into
some
of
the
great
statistical
details
here
and
I.
We
Cho
we
thought
about
taking
this
piece
out,
but
this
is
how
we're
measured
very
closely
by
the
state
and
I
think
it's
really
important
that
we
at
least
take
a
couple
minutes
to
speak
to
these.
So
our
assessment
is
closely
scrutinized
by
the
state
to
ensure
accuracy
and
Equity.
We
follow
requirements
mandated
by
the
state
and
those
are
based
on
the
International
Association
of
assessing
officers,
the
standard
on
ratio,
studies
and
a
standard
on
mass
appraisal.
H
This
data
reflects
the
residential
Market.
The
analysis
is
of
is
of
properties
that
have
sold
so
that
we
can
compare
our
assessed
values
to
what
they're
selling
for
to
analyze,
how
accurate
and
Equitable
the
values
are
in
comparison
to
the
sale
prices,
so
the
first
measurement
I
will
review
is
the
sales
ratio,
which
is
the
third
column.
This
is
a
measure
of
the
level
of
assessment.
It
is
a
comparison
of
the
estimated
market
value
to
the
sale
price
of
a
property
simply
stated
it
is
the
assessed
value
divided
by
the
sale
price.
H
So
we
use
the
median
ratio
as
our
measure
of
central
tendency.
So,
looking
at
the
bottom
row
of
the
nearly
5
700
sales,
the
median
ratio
is
95.5.
An
acceptable
median
ratio
is
between
90
to
105.
However,
I
do
want
to
point
out
that
we
want
to
be
consistent
with
our
surrounding
jurisdictions
and
we
all
typically
try
to
aim
for
a
median
of
95
percent.
H
We
do
not
want
to
be
at
a
significantly
different
assessment
level
than
Edina
or
St
Louis
Park,
because
that
would
be
providing
somewhat
of
a
tax
advantage
to
one
city
over
the
others.
So
we
have
close
conversations
with
my
colleagues
in
all
of
the
surrounding
suburbs
at
the
county
and
then
even
surrounding
counties,
to
make
sure
that
we
are
consistently
targeting
a
95
percent
sales
ratio.
So
our
ratio
does
meet
this
requirement.
H
The
second
measure
is
the
coefficient
of
dispersion
or
Cod.
It
measures
how
uniform
the
assessment
is
in
an
acceptable
range
for
the
City
of
Minneapolis
would
be
less
than
15
or
less
than
15,
and
we
do
meet
this
requirement
as
well,
and
the
last
and
very
important
measurement
is
the
price
related
differential
or
PRD,
and
this
measures
the
equity,
the
vertical
Equity
of
the
assessment.
H
So
this
can
be
a
little
confusing,
but
when
lower
valued
properties
are
valued
greater
than
higher
valued
properties,
our
assessment
would
be
considered
regressive
when
low
valued
properties
are
valued
at
a
lower
percentage
than
high
valued
properties.
It's
considered
Progressive,
but
an
assessment
for
tax
purposes
should
neither
be
regressive
or
Progressive,
and
our
assessment
is
within
the
acceptable
range
for
that
and
that's
a
very
important
measurement.
It's
relatively
new
in
the
past
five
seven
years,
but
we
do
look
at
that
very
closely.
H
This
slide
illustrates
the
comparison,
the
median
sale
price,
which
is
the
blue
line
to
the
median
value
in
Orange.
The
line
should
be
close
together
and
going
in
the
same
direction,
so
you
can
see
that
this
measurement
has
also
been
improving.
Our
median
estimated
market
value
increased
4.4
percent.
This
year
we
increased
from
three
hundred
and
fifteen
thousand
dollars
to
329
thousand
dollars.
H
This
is
always
a
fun
and
interesting
slide,
because
it
gives
you
an
idea
of
the
breakdown
of
the
percentage
increases
or
decreases
for
property.
So
it
is
telling
you
what
the
value
changed
from
2022
to
2023.
So
nearly
two-thirds
of
all
of
our
Residential
Properties
saw
an
increase
up
to
10
percent
and
that's
Illustrated
there
by
the
green
and
the
orange
bars.
H
Moving
on
to
some
maps,
this
is
a
map
of
the
single
family
changes
by
Ward.
So
this
is
down
to
the
parcel
level
growth.
This
year
was
more
equally
distributed
across
the
city
than
we
really
have
seen
in
previous
years
in
previous
years.
They
will
recall
and
we'll
talk
about
it
again-
is
that
we've
seen
a
lot
more
of
the
growth
in
Wards,
four
and
five,
but
really
this
year
it
was
much
more
equally
distributed.
H
H
Okay,
another
Ward
comparison
of
residential
values
and
the
same
statistical
measurements
that
we
talked
about
before.
So
the
columns
to
the
left
are
the
2022
and
2023
Market
values
the
amount
of
new
construction
in
each
of
your
Wards
and
the
net
change
in
total
value
moving
across
the
chart
is
also
the
median
EMV
in
each
of
your
Wards,
the
number
of
sales
that
we
process
this
year,
the
median
sale
price,
as
well
as
the
sales
ratio
and
cod.
H
Also,
the
Cod
or
the
measure
of
uniformity
across
the
city
is
6.3
to
8.5
and
again
uniformity
across
the
city.
Let's
pivot,
now
to
the
commercial
assessment
separating
commercial
from
industrial,
you
will
see
overall
increases
in
both
markets.
In
the
last
column,
however,
the
industrial
Market
saw
a
much
more
significant
increase
of
23.6
percent
compared
to
the
commercial
Market
increase
of
3.8
percent.
H
H
H
So,
while
overall,
the
commercial
industrial
Market
is
trending
up
again,
that
is
not
true
for
all
geographical
sub-markets
and
they
have
not
all
rebounded.
This
slide
separates
out
the
downtown
and
Uptown
sub-markets,
the
commercial
Market
outside
of
downtown
and
Uptown,
and
then
the
industrial
Market.
H
So,
let's
look
at
the
statistics
for
the
commercial
industrial,
we
do
see
the
median
ratio
and
cod
are
all
an
acceptable
range,
but
that
PRD
that
measure
of
vertical
Equity
is
just
outside
the
range,
and
so
that's
on
our
watch
list
for
2024.,
a
quick
pivot
to
the
apartment.
Market.
The
net
increase
this
year
was
three
percent
and
we
had
605
billion
or
million
dollars
in
new
construction.
H
H
H
So
if
property
owners
have
questions
or
concerns
regarding
their
value,
they
should
contact
the
appraiser
who
is
listed
on
the
back
of
their
notice,
and
their
phone
number
is
listed
there
if
they
have
questions
about
the
homestead
status,
that
contact
information
is
located
there
and
information
about
the
PO.
Appealing
is
also
located
on
the
value
notice.
H
I
do
want
to
talk
about
a
few,
then
the
existing
and
new
public
tools
that
we
have
on
the
left
hand
side
is
property
info.
That's
located
on
the
website
where
Property
Owners
can
look
up
by
address
or
the
PID
number
and
get
a
lot
of
information
about
their
property.
Some
characteristics
data,
their
value,
history,
rental,
information,
there's
even
the
lead
paint
status.
So
that's
a
really
good
tool.
Local
that
we
have
here
on
the
bottom
left
is
a
neighborhood
sales
finder.
H
The
top
right
is
the
levy
impact
estimator
that
we
created
last
year
for
the
budget
process,
and
we
will
be
using
that
again
for
the
next
budget
cycle
and
the
bottom
right
is
just
a
really
cool
dashboard
that
will
go
live
tomorrow
evening,
designed
by
our
great
technical
team.
Here,
where
there's
a
bunch
of
filters,
you
can
filter
by
Ward
and
Community
neighborhood
and
really
drill
down
and
learn
about
the
median
values
in
each
of
those
neighborhoods.
H
That's
the
beginning
of
our
dashboard
that
we
hope
to
expand
on
some
key
dates.
Again.
Value
notices
are
in
the
mail,
April
17
convenes,
our
local
Board
of
appeal
and
Equalization.
You
have
appointed
for
well
on
Thursday.
You
will
do
your
final
appointment
of
the
fourth
board
member
and
their
board
meetings
will
again
be
well
well
for
the
first
time
since
the
pandemic
be
in
person.
We
were
for
the
first
boards
and
commissions
to
go
virtual
and
we
were
the
last
to
stay
virtual
last
year
see
well.
H
We
are
going
to
be
here
in
City
Hall
as
we're
moving
to
City
Hall.
We
are
going
to
leverage
the
beautiful
new
room
down
on
first
floor
in
143
for
our
board
meetings,
and
we
are
excited
to
be
back
here
in
City
Hall.
They
will
reconvene
on
the
18th
and
they'll
continue
to
add
sessions
till
they've
heard
all
of
their
cases,
and
then
the
next
step
is
the
Hennepin
County
Board
of
appeal
and
Equalization.
Our
staff
does
still
continue
to
work
all
of
those
cases,
but
then
they're
heard
by
the
County
Board.
H
We
have
about
23
000
Parcels
on
the
residential
side
to
look
at
this
summer,
and
there
are
just
two
other
things
that
I
just
did
want
to
bring
up
that
I
didn't
have
a
slide
for,
and
I
already
did
mention
it.
One
is
our
move
back
here
to
City
Hall,
we're
delighted
to
be
moving
out
of
our
boxes
and
having
a
home
here
in
City,
Hall
and
being
closer
to
all
of
you,
and
the
other
is
a
quick
update
on
our
camera
conversion,
computer-aided
Mass
appraisal
system
that
you
funded.
H
Thank
you
in
the
recent
budget
years
and
we
have
been
delighted
to
work
with
the
the
vendor
and
the
IT
team.
Here.
Usually
this
would
be
a
few
year
conversion
and
it's
really
gone
really
well
and
thanks
to
our
team,
who
are
doing
that
on
top
of
their
regular
work
and
we're
going
to
go,
live
still
this
year
and
that's
very
exciting,
and
so
we'll
have
a
lot
more
public
facing
tools
and
options
for
our
property
owners
to
have
access
to
a
more
transparent
system.
H
I
Thank
you,
madam
chair
great
report
really
well
presented
easy
to
understand.
I,
definitely
think
the
public
in
watching
this
could
understand
it.
So
great
job
I
thought
we
weren't
supposed
to
have
our
own
assessor.
Didn't
the
state
change
the
law
so
that
the
county
is
going
to
be
doing
our
assessments.
Can
you
bring
us
up
to
speed
on
what's
happening
with
that?
Yes,
and
then
I
have
a
second
question
after
that
I'm
not
saying
I,
agree,
I'm
just
wondering
what's
happening.
H
Chair
Paul,
massano
and
council
member
Goodman,
you
are
correct
that
there
was
legislation
passed
in
a
Department
of
Revenue
technical
Bill,
where
the
language
was
quite
innocuous
about
what
it
meant
and
there's
even
clarific
or
confusion
in
the
bill.
Summaries
about
what
the
language
met
meant.
The
Hennepin
County
Attorney's
office
has
their
own
interpretation,
meaning
that
the
authority
of
the
final
assessment,
while
we
would
still
do
the
assessment,
the
county-
would
have
authority
over
like
if
they
didn't
like
what
we
did
and
they
wanted
the
downtown
values
to
be
higher.
H
They
could
go
in
and
do
that
without
our
authorization.
They
also
would
be
taking
over
a
few
of
our
other
main
tasks
that
we
do,
that
we
pride
ourselves
in
such
as
homesteading,
and
we
would
lose
that
point
of
contact
and
our
staff
are
the
oftentimes,
the
first
point
of
contact
for
a
new
property
owner
when
they
Homestead
their
property,
and
we
would
be
losing
control
of
that.
H
In
addition
to
approval
of
exemptions-
and
if
there
was
another
disaster
assessment,
the
County's
opinion
is
our
staff
would
no
longer
handle
that
we
do
have
two
bills,
one
in
the
house
and
one
in
the
Senate
to
reverse
the
language.
However,
it
is
moving
quite
slowly
and
there's
not
complete
confidence
or
much
confidence
that
we're
going
to
be
able
to
get
it
done
in
this
session.
So
we
will
keep
you
up
to
date.
As
we
hear
about
next
steps.
I
Madam
chair
so
I
mean
if
it
hasn't
been
passed
through
one
committee.
It's
not
going
to
happen.
So
aren't
we
at
that
point
now
in
the
legislative
process.
I
believe
we
are,
but
so
they
don't
have
the
ability
to
eliminate
our
assessor's
office.
They
can
just
take
Powers
away,
that's
kind
of
where
we're
at,
but
they
haven't
taken
any
powers
away
yet
right
or
they
have
taken
Powers
away.
Chair.
I
Well,
that's
probably
something
in
the
administration
can
deal
with
I'm
just
curious
as
to
I
heard
they
were
eliminating
our
assessor's
office
and
I
felt
like
we
should
have
some
sort
of
update
on
that.
My
second
question
has
to
do
with
giving
advice
to
constituents
with
regard
to
how
to
handle
filing
an
appeal.
I
But
people
come
to
me
a
lot
over
this
I'm
wondering
if
you're,
if
it
would
be
fair
to
say
that
if
your
valuation
increased
beyond
what
your
neighborhood
valuation
was,
that
would
be
a
place
where
you
should
pay
attention,
whereas
if
your
valuation
did
not
increase
past
the
amount
that
the
neighborhood
did,
you
should
feel
lucky
is
that
an
okay
assessment
I
mean
my
valuation
doubled.
What
my
neighborhood
valuation
is.
Okay,
I'll
use
myself
as
an
example,
since
I've
had
to
do
that.
I
Many
times
in
the
past
should
I
be
concerned
about
that
that
it
doubled
more
than
more
than
doubled.
What
the
neighborhood
valuation
was
or
is
that
or
the
camera
system
is
super
detailed,
and
so
therefore
Kama
has
decided
that's
what
my
property
is
worth
if
I
was
going
to
sell
it
in
that
period.
So
don't
bother.
H
Some
styles
of
homes,
different
sizes
of
homes,
the
age
of
a
home,
let
the
garage
location
can
be
particularly
important
in
some
neighborhoods,
so
I
wouldn't
say
that
the
best
point
of
con,
the
best
point
of
context,
would
be
that
what
that
aggregate
change
was.
It
was
really
just
to
let
you
know
what
each
neighborhood
did,
but
really
to
to
take
a
better
look
at
and
that
sales
finder
to
look
at
the
properties
that
are
within
the
same
school
or
footage
as
yours.
The
same
vintage
as
yours.
H
G
I
Because
I
don't
know
how
the
canva
system
would
take
into
account
the
style
of
the
house
where
the
garage
is
located,
it
doesn't
get
that
granular
does
it.
It
says.
Okay,
you
have
a
bungalow.
Bungalows
are
selling
more
than
four
squares.
Therefore,
Bungalows
get
a
two
percent
increase
and
four
squares
don't
and
how
does
camera
play
into
that?
I
thought
it's
kind
of
a
baseline
of
how
many
bedrooms
how
many
bathrooms?
What
neighborhood
that
kind
of
thing.
H
Chair
palmisano
and
councilmember
Goodman
through
the
modeling
process,
we
do
look
at
the
characteristics
that
are
contributing
to
value
and
sometimes
a
two-story.
The
two-story
Market
may
be
hotter,
more
desirable
than
a
one-story
Market
or
an
expansion
market.
So
we
do
get
that
granular.
We
do
look
at
that.
We
do
know
if,
where
the
garage
is
located,
how
large
the
garage
is
what
condition
the
garage
is.
We
do
carry
all
that
characteristics,
data,
and
so
then
we
make
a
decision.
Our
technical
team
does
about
which
of
those
aspects
are
really
driving.
H
Market
our
sale,
our
team
does
sales
verification
and
they
talk
to
all
the
buyers
like.
What
was
the
thing
that
really
you
loved
about
that
house
like
what
is
driving?
What
was
driving
the
value
for
you?
So
we
do
try
to
get
a
really
clear
understanding
of
why
a
one
home
is
more
desirable
than
another.
A
Miss
Mom
Quest,
the
new
dashboard
that
you
depict
on
one
of
these
slides
shows
a
lot
of
impressive
information.
Did
you
did
I
hear
you
correctly
that
it
will
be
going
live
tomorrow
and
how
would
somebody
get
there?
I
was
able
to
look
up
just
property,
finder
Minneapolis
and
get
to
the
city
site
it
gives
I
haven't
yet
gotten
it
to
replicate
the
kind
of
detail
on
your
slide.
Can
you
just
make
sure
that
we
know
how
to
reach
it?
Yes,.
H
Chair
Paul
Masano:
yes,
it's
going
live
tomorrow
on
Wednesday.
What
has
to
happen
now
with
the
new
it
governance
is,
it
has
to
make
sure
that
it
meets
all
the
standards
and
the
requirements
and
I
I
believe
we
were
told
by
our
team
that
it's
going
to
go
live
tomorrow,
there'll
be
a
link
on
our
website
and
I'm
happy
to
send
you
another
email
and
share
with
you,
the
link
and
all
the
information
so
that
you
can
share
it
with
your
constituents.
A
Thank
you.
That
would
be
great.
The
other
question
I
have
for
now
is:
what
do
we
attribute
the
enormous
growth
in
the
industrial
space
that
we
have?
We
have
precious
little
industrial
zoned
areas
in
our
city
shrinking
all
the
time
and
yet
that
value
increased
a
lot.
So
what
what
might
that
be
attributed
to
and
how
many
sales
do?
We
really
have
in
those
spaces
to
to
consider
chair.
H
You
know
Minnetonka,
it's
really
happening
everywhere
and
while
we
don't
want
to
be
super
speculative
about
it,
there's
a
lot
of
online
shopping
going
on
and
the
spaces
needed
for
some
storage
of
those
items,
and
so
that
is
just
one
of
the
factors.
But
our
team
continues
to
do
the
verification
to
help
better
understand
it.
J
Thank
you,
madam
chair
I'm,
wondering
if
you
can
talk
a
little
bit
more
about
the
appeals
process
and
specifically
I
am
I'm,
hoping
you
can
share,
maybe
anecdotal
or
as
in
as
much
detail
as
as
you
have
right
now.
J
Historically,
where
appeals
come
from
and
and
then
who
is
granted
those
appeals
and
and
I'm
looking
for
by
geography,
you
know
in
in
what
part
of
the
city
do
we
see
the
largest
amount
of
appeals
and
in
what
part
of
the
CD
do
we
see
those
appeals
granted
and
then
I'm,
also
looking
for
by
category
residential
industrial,
commercial
Apartments
who
appeals
and
who
gets
granted
those
Appeals.
H
Should
have
written
all
those
down
the
as
far
as
anecdotally,
we
do
map
the
appeals
from
year
to
year,
so
we
have
a
clear
map
for
that.
At
least
the
past
five
years
of
where
those
appeals
have
come
from.
They
do
historically
come
from
Ward
13
are
the
awards
in
the
southern
part
of
the
city,
they're
very,
very
active
when
it
comes
to
appealing
their
property
value
and
less
of
our
appeals
come
from
the
Awards
in
the
northern
part
of
the
city.
H
The
majority
of
the
appeals
to
the
local
board
and
County
Board
process
are
residential.
That's
the
best
Avenue
for
them
to
use
when
we're
talking
about
the
IDS
or
the
Hilton
downtown.
Their
best
Avenue
is
to
go
through
the
Minnesota
tax
court.
It's
a
much
more
formal
process,
but
then
they
both
sides
have
an
expert
and
there's
there's
full
narrative
appraisals
that
are
written.
That's
really
the
best
option
for
them,
because
our
local
board
is
not
necessarily
equipped
or
knowledgeable
and
those
types
of
properties,
and
so
historically
that's
what
we've
been
seeing.
H
We're
trying
to
continue
to
find
ways
to
educate
and
provide
Outreach
to
all
of
the
neighborhoods,
and
one
of
the
things
that
we
are
doing
is
even
tonight
and
then
again.
Tomorrow,
I
will
be
presenting
to
the
neighborhood
and
community
relations,
neighborhood
association
meetings
to
provide
information
and
then
what's
what
happens?
And
it's
been
happening
somewhat
successfully.
J
That's
that's
really
helpful.
Thank
you,
so
just
a
couple
of
follow-ups
very
helpful
to
understand
that
most
most
appeals
are
are
in
the
the
residential
category
and
that
they
disproportionately
come
out
of
the
the
southern
southwestern
part
of
the
city.
J
Do
you
do
you
know?
Can
you
tell
me
where
how
many
of
these
appeals
are
granted
and
where,
geographically,
where
the
granted
appeals
are
in
in
the
city.
H
H
If
the
appraiser
decides
yes,
our
value
is
too
high,
they
can
reduce
it
then,
and
then
they
don't
have
to
appeal
to
the
formal
board
as
long
as
what's
within
the
statutory
required
deadline,
and
so
I
do
have
the
number
of
how
we
actually
go
through
each
step
of
the
process
and
how
many
are
granted
and
I
can
provide
you
that
I
just
don't
have
it
at.
J
My
fingertips,
that's
great
yep
and
then
I
I.
You
said
you
keep
a
a
map
like
this
flowchart
and
a
map
of
where
appeals
have
come
from
going
back.
The
last
five
years
is
that
publicly
available
and
where
would
a
person
go
to
to
find
that
information.
I
H
Yes,
chair
palmasano
and
council
member
Goodman.
Thank
you.
Yes,
we'll
do
this
all
right,
so
assess
our
team.
We
have,
let's
go
Ben,
Nelson
Ben
is
our
manager
of
Assessment
Services
and
he
leads
the
technical
team
that
does
all
the
modeling
the
mapping
and
all
of
that
thank
you,
Ben
and
then,
if
we
have
three
appraisal,
supervisors,
Brian,
Troy
and
Rob,
if
you
would
stand,
they
are
the
ones
that
train
and
Lead
all
of
the
appraisers
in
the
residential
and
the
neighborhood
commercial
properties.
H
Got
so
excited
so
they
lead
the
residential
team,
they
lead
the
neighborhood
commercial
team
and
the
neighborhood
apartment
teams.
Okay,
and
then
we
also
have
Brian
Keyser.
But
again
his
wife
was
injured
and
had
surgery.
Today,
he's
not
here.
H
Brian
is
the
chief
appraiser
he's
in
charge
of
all
things:
Tax
Court
related
all
the
appeals,
and
he
leads
the
CBD
team,
there's
four
appraisers
assigned
to
the
downtown
CBD
team,
and
then
we
have
Nancy
Wojcik,
who
has
my
previous
position,
she's
the
director
and
she's
out
on
medical
leave,
but
she
leads
her
our
administrative
team
and
then
everything
else.
She
is
the
most
knowledgeable
assessor
in
this
state
and
she's,
going
to
retire
in
two
years,
so
we're
trying
to
take
advantage
of
every
ounce
of
brain
power
that
she
has.
H
And
then
we
have
our
amazing
technical
team
that
produces
this
report
and
all
these
amazing
new
dashboards.
We
have
Ben
Bedard
and
Rachel
Cruz
right.
There
Rachel
recently
came
to
us
from
the
clerk's
office,
sorry
clerk's
office,
so
we're
super
psyched
to
have
her.
So
thank
you
for
that
opportunity.
I
Madam
chair
it
it
in
all
the
years
and
I've
worked
with
three
different
assessors,
there
isn't
anyone
who
has
been
more
passionate
and
proud
to
be
the
assessor
than
miss
Mom
Quest,
it's
a
big
deal
and
to
rise
to
the
top
of
your
profession
as
a
woman
in
this
very
highly
technical
area
and
care.
So
much
about
it.
It's
just
an
incredible
thing
and
I
just
wanted
to
point
that
out.
We
are
very
lucky
to
have
you
and
your
whole
team
and
the
fact
that
you
were
able
to
bring
your
team
today
everyone's
like.
I
Oh,
it's,
the
tax,
assessor,
that's
a
negative,
but
actually
it's
not
a
negative,
and
the
report
today
essentially
proves
that
that
it's
it's
statistically
based
it's
grounded
in
facts
and
reality
and
that
the
team
that's
working
on
this
is
so
incredibly
proud
of
their
work.
How
can
we
not
be
proud
of
you
as
well?
Thank
you
for
introducing
everyone.
I
A
Thank
you
and
I
know
we
all
concur
up
here.
I
think
the
last
question
will
be
from
council
member
wansley.
Do.
D
Council
vice
president
I
know
you
mentioned
earlier,
you
threw
in
the
word
vacancies
I
forget
what
the
context
of
that
was,
but
I'm
really
interested
to
know.
D
If
there's
any
way,
that's
taken
into
account
when
determining
the
EMV,
especially
when
it
comes
to
commercial
and
residential
I
mean
this
is
a
key
interest
of
Mines
because
and
parts
of
my
ward
that
soon
will
be
headed
off
here
to
council
member
Chavez
there's
been
a
number
of
commercial
vacant,
commercial
properties,
I
know
that
happens
all
across
the
city
in
Northern
parts
too,
but
definitely
around
the
East
Lake
Street.
You
know:
we've
seen
commercial
property
spaces
just
sit
fake
in
for
years.
D
There's
definitely
you
know
some
owners
that
can
be
traced
down
I
like
how
you
say
online
shopping,
because
sometimes
these
property
owners
are
absentee,
but
what
has
come
out
is
some
are
just
holding
onto
these
properties:
land,
banking.
Looking
for
what
you've
you
know
assessed
is
like
you
know,
waiting
for
values
to
rise
to
hopefully
sell
to
the
highest
bidder.
D
But
you
know:
community
members
are
more
so
excited
to
see.
Some
of
those
properties
become
of
you
know,
use
for
the
whole
neighborhood,
so
I'm,
not
sure.
D
If
that's
taken
to
the
account
same
with
residential
I
know,
we've
been
in
conversations
with
some
of
our
cped
staff
and
Rec
Services
about
the
new
construction
pieces,
we're
getting
all
of
that
Revenue,
but
do
we
actually
have
an
account
of
you
know
how
many
of
our
units,
especially
new
newly
constructed
units,
are
being
occupied
or
just
sitting
empty
or
also
being
used
for
short-term
rentals?
D
So
I
wasn't
sure
this
is
a
big
issue
that
I
know
I've
had
a
number
of
curated
conversations
in
my
word
about
and
wasn't
sure
if
that's
also
being
factored
into
how
we're
determining
our
Market
rates-
and
you
mentioned
there
were
a
vacancy
I-
was
like
wait.
What
yes
I
gotta
follow
up
about
that.
Thank
you.
H
Chair
Paul,
massano,
council,
member
wansley.
Yes,
in
that
context,
I
was
really
speaking
to
the
the
vacancy
and
the
downtown
office
Market,
because
their
release
is
signed,
but
then
the
pandemic,
and
now
we
know
that
that
a
lot
of
those
spaces
are
sitting
empty
and
then
what's
going
to
happen
when
those
leases
come
up,
but
there's
going
to
be
compression,
people
are
moving
to
maybe
the
suburbs
things
like
that.
So
that's
something
that
we're
tracking,
but
what
we
really
look
at
is
Market
vacancy.
It's
not
the
actual
vacancy
for
each
property.
H
We
look
at
what
is
the
market
vacancy
for
a
group
of
properties
like
what
is
the
market
they
can
see
for
all
the
off
Class
A
Office
Buildings
downtown?
What
is
the
market
vacancy
for
neighborhoods
along
Lake
and
things
like
that?
So
it's
not.
What
is
the
individual
vacancy
for
that
building
is
what
overall,
is
the
market
value
or
Market
vacancy,
so
that
we
can
apply
a
fair
and
equitable
approach
to
all
the
properties?
As
far
as
you
brought
up
on
short-term
rentals,
our
department
is
tasked
with
tracking
all
the
short-term
rentals.
H
H
We
work
close
with
reg
services
on
that
and
then,
when
it
comes
to
other
Residential
Properties,
we
do
our
best
to
have
a
better
understanding
when
it
comes
to
new
construction
and
how
many
units,
if
we're
talking
about
an
apartment
building,
we
know
that
it
takes
a
while
for
all
of
those
units
to
rent
up,
and
that
is
something
that
we
use
in
our
valuation
process.
We
don't
assume
that
they're,
a
hundred
percent
all
occupied
right
away
and
we
do
phase
that
in
as
they
start
to
get
at
least
and
occupied.
A
Thank
you,
I
think
we're
through.
Thank
you
for
this
report
clerk
please
receive
and
file
this
report.
Thank
you.
We're
done
with
this
part
of
the
agenda.
Moving
on
and
transitioning
to
item
number
four
item.
Number
four
is
an
update
on
the
progress
of
an
improvement
plan
following
the
2020
civil
unrest
after
Action
Report
presenting
to
start
off
the
presentation
is
director
Barrett
Lane
our
office
of
emergency
management?
To
start
the
presentation
on
this
item.
Welcome
director
Lane.
K
Thank
you,
madam
chair
members
of
the
committee,
pleased
to
be
here
today
to
provide
you,
the
fifth
orderly
update
on
progress
associated
with
the
Improvement
plan
following
the
2020
after
action
review,
we're
going
to
follow
the
same
format
as
we've
done
in
in
previous
presentations.
We'll
give
a
quick
overview.
K
I
will
update
you
on
the
progress
of
the
NIMS
reset
that
we've
talked
about,
and
then
I'll
be
turning
over
to
my
colleagues
who
have
individual
items
across
the
Enterprise
that
are
being
worked
on
as
a
part
of
this
as
a
part
of
this
project,
just
to
remind
you
of
where
we've
been
We've
we've
this
as
I
say
this
was
this-
is
the
fifth
report
to
this
group.
We
also
did
as
I'm
sure
you
know,
a
written
summary
of
the
progress
that
was
made
in
2022.
K
That's
been
made
available
to
you
if
you
have
questions
about
that,
we're
certainly
willing
to
to
discuss
that.
The
focus
of
this
presentation
is
really
to
span
the
gap
between
that
November
verbal
presentation
and
where
we're
at
here
today,
but
we're
certainly
that
should
really
wrap
up
everything
you've
heard
in
the
past.
In
any
event,
but
we're
certainly
willing
to
discuss
those
today
here
as
well.
K
Reminding
you
about
the
just
general
approach
to
this
work.
Most
of
this
work
is
now
transitioned
into
the
office
of
community
safety,
although
we
do
continue
to
rely
on
the
Emergency
Management
advisory
committee
to
provide
that
cross
group
connection
with
our
our
colleagues
in
in
the
office
of
public
service,
so
both
of
those
groups
continue
to
Shepherd
this
work
forward.
K
As
you
may
recall,
we
really
broke
the
work
that
came
out
of
the
after
action
report
down
into
two
big
buckets
one.
Is
this
Nims
reset
the
national
Incident
Management
reset
we've
taken
all
of
those
systemic
type
of
projects,
bundled
them
together
and
we'll
talk
about
that
in
just
a
minute.
We
are
still
working
toward
and
focused
on
a
Capstone
exercise
where
we're
going
to
demonstrate
Improvement
across
all
of
those
lines
and
we'll
talk
about
that
in
just
a
moment.
K
The
remaining
recommendations
of
the
27
that
we've
been
asked
to
address
have
been
are
being
addressed
at
the
department
level,
as
we
go
forward
here
and
we'll
also
touch
on
that
as
well.
K
So
we'd
like
to
give
you
a
one-page
scorecard
here,
you
may
have
seen
in
the
2020
summary
the
written
summer.
We've
got
a
complete
scorecard
as
well
as
commentary
on
each
of
these
items
in
there.
If
you,
you
want
to
take
back
a
look
at
historically,
what
happened
in
22
2022
highlighted
in
yellow
here
are
the
three
major
major
shifts
that
we've
seen.
We've
are
actually
Crossing.
Two
more
off
the
list
recommend
recommendation
number
six
and
recommendation
number
25.
K
on
recommendation
number
three,
as
we
were
preparing
for
this
discussion
here
today,
it
appears
that
there
have
been
may
have
been
a
miscommunication
in
terms
of
the
handoff
on
who's
responsible
for
this,
and
if
there
is
a
miscommunication,
I
will
certainly
take
responsibility
for
that.
K
Initially,
we
triage
this
as
being
sort
of
community
engagement,
work
further
work
into
the
specific
recommendation,
references,
a
training
program
that
was
instituted
by
Charlotte
Charlotte
Police,
and
this
turns
out
to
be
a
training
program
that
is,
that
is
intended
for
tactical
officers
who
are
directly
engaged
with
the
community
in
particular
incidents.
So
this
is
something
that
needs
to
go
back
to
MPD
and
their
training
staff
to
to
further
understand
how
that
fits
in
their
overall
training
process
and
what
they
currently
have
going
on.
K
But
that
was
something
that
was
a
change
that
was
made
at
the
end
of
last
year
and
again,
if
that
was
not
entirely
communicated,
and
my
colleague
from
MPD
is
not
fully
prepared
on
that.
That's
because
that
handoff
may
not
have
been
completely
made
and
again,
if
that's
the
case,
we'll
take
responsibility
for
that.
But
you'll
be
hearing
more
about
that
as
we
go
forward.
K
The
other
thing
I
wanted
to
emphasize
here,
as
we
look
at
the
scorecard
is
there
was
no
expectation
that
all
of
this
was
going
to
be
done
by
the
end
of
2022.
I.
Think
one
of
the
inadvertent
messages
that
got
sent
by
having
that
written
report
was
somehow
to
communicate
that
there
are
things
that
should
have
been
done,
that
didn't,
and
that
is
not
the
case.
I
want
to
assure
everyone
that
that
this
work
is
continuing
each
department.
K
That's
doing
this
work
has
triaged
it
with
all
the
other
things
that
they've
been
charged
to
do
so
all
of
this
work
is
moving,
and
at
this
point
in
time
all
of
these
things
are
actually
in
progress
at
one
level
or
another.
So
I
would
I'd
like
you
to
just
kind
of
keep
that
in
mind
that
the
expectation
wasn't
just
because
we
drew
an
end
at
2022
that
somehow
these
opens
are
not
legitimately
open
if
nothing
else
we're
going
to
be
running
the
NIMS
reset
project
through
2024..
K
Foreign,
so
let's
talk
that
gives
you
a
sort
of
a
sense
of
where
we're
at
just
generally
with
the
Enterprise
projects.
Let's
talk
about
the
NIMS
reset
I'm
going
to
move
this.
If
I
may
you've
seen
this
probably
well
you've
seen
many
times
now.
This
is
the
the
overall
schematic
of
of
the
various
components
that
we're
working
on
within
the
concept
of
this
reset
and
as
we
did
the
root
cause
analysis
throughout
the
the
after
action
report.
K
It
was
really
these
four
components
and
how
they
work
together,
that
needed
to
be
re-examined
and
retrained
and
then
re-exercised,
so
we're
talking
about
instant
command.
So
that's
the
police
department,
the
fire
department.
They
have
that
delegated
authority
to
direct
tactical
resources
to
solve
or
to
respond
to
an
incident.
That's
incident
command.
K
The
jurisdictional
EOC,
which
is
emergency
Management's
responsibility,
is
that
coordination
function
across
the
the
Enterprise
reaching
up
to
the
state,
the
federal
government,
the
joint
information
system,
which
is
the
sort
of
the
public
affairs
aspect
of
all
of
this,
and
then
the
Mac
Group,
which
is
the
mayor's
executive
emergency
cabinet.
All
four
of
these
components.
K
Need
to
work
in
sync,
so
we'll
talk
about
again,
how
we're
we're
looking
at
that,
but
that's
how
these
these
four
things
relate
together
in
a
major
incident
response:
I'm
not
going
to
go
through
this
in
any
detail.
These
are
the
number
of
findings
that
had
to
do
with
the
national
Incident
Management
System
and
the
incident
command
system.
If
you
recall
the
incident
command
system,
ICS
is
actually
a
part
of
the
broader
National
Incident
Management
System,
but
there's
a
lot
of
pieces
here
that
are
behind
this
Nims
reset.
K
K
Experience
that
we're
going
to
have
in
2024
.,
so
what
do
we?
What
are
we
attempting
to
accomplish
here?
We're
gonna
again
we're
gonna,
go
back
to
the
basics,
we're
going
to
make
sure
that
our
incident
command
system
functions
as
designed
per
the
national
Incident
Management
System
we're
going
to
make
sure
that
the
EOC
works
is
designed
that
the
joint
information
system
and
the
Mac
Group
works
as
designed,
and
then
we're
going
to
make
sure
that
each
of
them
works
with
each
other
in
the
way
that
they
should.
K
In
2022
we
scoped
this
this
situation.
We
estimate
the
amount
of
training
and
testing
and
exercising
that
we
need
to
do
we
release
contracts
for
that
training
and
exercising
and
then
launched
the
training
program.
This
timeline
here
gives
you
sort
of
a
general
sense
of
the
training
and
exercising
that
we're
going
to
be
doing.
K
If
you
look
on
pages,
you
don't
have
to
look,
but
just
for
your
reference
in
the
2022
report
on
pages
9
through
11
will
give
you
the
specific
tests
or
exercises
and
the
specific
trainings
that
we're
doing,
and
if
you
have
questions
about
any
of
those
particular
things
that
we'd
be
happy
to
answer
those.
But
what
we're
really
doing
is
breaking
down
all
of
these
functions,
particularly
within
the
answer
and
command
system
down
to
individual
staff
functions.
So
there's
individualized
training
for
The,
Incident,
Commander,
there's
individualized
training
for
that
liaison
officer.
K
K
Interspersed
with
that
with
the
training
are
a
number
of
exercises,
and
these
exercises
are
intended
to
give
us
a
down
check
on
progress
across
the
whole
team.
So
we
want
to
make
sure
there,
as
we
train
people
that
they
can
then
perform
at
that
level
of
expectation.
If
not,
we
can
we
can
do
additional
work,
but
we
want
to
make
sure
that
people
are
coming
along
with
this.
As
we
go
forward,
there's
a
there's,
a
progressive
building
within
this.
K
We
need
to
make
sure
that
we
can
operate
in
single
command
before
we
can
operate
in
unified
command.
We
need
to
make
sure
that
command
is
established
and
the
Emergency
Operations
Center
is
established
before
we
attempt
to
put
the
two
together
so
there's
a
timeline
that
runs
through
this.
That
builds
these
capacities.
K
This
is
a
slide
that
that
didn't
really
need
pictures
on
it,
but
I
was
so
happy
to
see
green
grass
and
flowers
on
the
trees.
That
I
decided
to
put
this
in
here,
just
because
I
think
we
all
need
a
little
green
grass
and
flowers
on
the
trees,
but
this
is
a
picture
of
the
Emergency
Management
Institute
in
Emmitsburg
Maryland,
and
that's
where
we're
hoping
to
have
this
course.
K
This
is
something
that
the
mayor
has
signed
off
on
has
strongly
supported
the
the
state
has
supported
and
is
now
pending
before
FEMA
for
a
decision
as
to
whether
or
not
this
course
will
be
granted
for
us
or
not.
This
is
a
big
lift.
This
is
the
same
course
that,
if
you
remember,
if
you
people
talk
about
the
mount
weather
experience
that
really
launched
this
sort
of
phase
of
Emergency
Management
within
the
City
of
Minneapolis,
this
is
that
class,
and
so
we're
taking
our
enhanced
capabilities
back
to
that
platform.
K
To
demonstrate
that,
in
fact,
we
can
we
can
work
at
that
level.
That's
the
plan
here
if,
for
some
reason
we
do
not
get
this
classroom
female.
This
is
a
Buy
application,
only
type
of
experience.
We
will
come
up
with
a
different
way
to
have
the
same
experience,
so
we'll
make
sure
that
we
have
the
platform
and
the
stage
to
show
all
the
good
work
that's
been
going
on
here
when
we
get
to
2024.
K
So
the
next
steps
in
this
space,
the
Capstone,
will
be
coming
up.
We
should
get
the
decision
from
from
FEMA
in
May
and
then
we're
going
to
continue
to
implement
that
training
and
exercise
plan
as
we
go
forward
throughout
the
rest
of
the
year
here.
So
we'll
just
keep
marching
down
that
that
list
of
punch,
Point
items
that
that
you
saw
earlier
on
the
slide.
K
So,
let's
then
segue
from
the
NIMS
reset
and
I
think
this
is
well
underway
and
I
think
before
we
move
on
I
just
want
to
recognize
the
fact
that,
even
though
we've
we've
found
budget
for
much
of
the
well
all
of
the
actual
Contracting,
we
need
to
do
for
the
training
and
exercises.
This
is
not.
It
doesn't
come
with
a
cost
to
the
Enterprise
and
I.
K
Do
want
to
thank
all
the
department
heads
who
are
are
participating
in
this
and
making
the
staff
time
available
to
take
part
in
some
of
these
trainings
and
exercises.
Some
of
these
are
five
days
long.
This
is
a
big
commitment
for
individual
people,
but
we
really
are
investing
in
people's
skill
sets
that
we
want
them
to
be
successful
at
the
end
of
this
project
from
Emergency
Management
Department,
so
we'll
Segway
now
into
Department
level
projects.
K
Here,
the
original
Three
that
were
assigned
to
us
were
completed
in
2022
I'm,
not
going
to
go
back
through
that.
We
did
pick
up
two.
These
were
started
with
city
attorney's
office.
They
did
the
legal
work
and
we've
picked
these
two
up
to
operationalize
them.
That
is
coming
up
with
recommendations
for
public
protective
actions.
What
should
people
in
community
do
to
prepare
for
respond
to
this,
and
then
we
are
dealing
with
the
issue
of
curfew
waivers?
K
K
And
I
think
I
jumped
ahead
of
my
slides
here.
These
are
basically
just
again
the
legal
opinions
received
and
we're
working
on
the
operational
plan.
I
would
expect
this
to
see
this
next
month
and
with
that
and
the
caveat
earlier
on
on
recommendation
number
three
I'm
going
to
turn
it
over
to
DC
Schoenberger
for
mpd's
part
of
the
presentation.
L
Palmisano
members
of
the
committee-
thank
you.
It's
very
kind
of
director
Lane
to
take
responsibility
for
this,
but
I
do
believe
it's
my
error
that
resulted
in
MPD
not
taking
action
since
December
on
this
recommendation.
Number
three
and
I'll
note
that
it's
not
having
taken
formal
action
on
recommendation
number
three,
it's
something
that
we
do
informally
this
idea
of
constructive
conversation
teams
and
engaging
with
the
community
during
times
of
Crisis.
L
That's
something
that
we
do
it's
based
on
relationships
that
we
already
have
established,
but
we
do
want
to
formalize
that
process
and
we
do
want
to
expand
it
to
include
other
people,
other
members
of
the
department.
L
Ideally
that's
something
that
would
have
been
done
by
the
community
engagement
team,
which
we
no
longer
have
so
we'll
need
to
assemble
a
group
of
officers,
provide
them
training
in
emergency
communications
and
helping
to
establish
some
of
those
relationships
in
advance
of
a
crisis
so
that
the
relationships
are
built
and
we're
prepared
to
better
engage
with
them
during
times
of
crisis.
L
So
we
will
continue
to
build
our
competencies
around
recommendation
number
three,
the
as
far
as
the
NIMS
reset,
what
it
looks
like
practically
for
MPD.
It's
a
variety
of
classes.
Everyone
in
the
department
is
required
to
take
these
ICS
classes,
it's
1
to
700,
800,
300
and
400.
What
that
looks
like
in
real
life
is
one
two.
Seven
and
eight
are
about
12
hours
of
online
training.
Ics
300
is
24
hours.
Ics
400
is
16
hours.
In
addition
to
that,
select
members
of
the
department
take
additional
training.
L
I
will
be
in
40
hours
of
training
next
week
for
Incident
Management
training,
another
40
hours
the
week
after
that
for
or
rather
Incident
Commander
training,
so
by
the
end
of
April
I'll
have
over
120
hours
of
training
just
in
Nims
by
the
end
of
the
year,
it'll
be
over
150
with
some
of
the
single
day.
Exercises
that
we're
going
to
be
doing
so.
I
wanted
to
share
that
so
that
you
understand
not
just
the
scope,
but
the
amount
of
commitments
that
the
MPT
training
for
this
reset.
L
Workforce
analysis
and
Leadership
training:
this
is
something
that's
ongoing.
We've
done
some
parts
of
it
already,
including
the
last
update
that
I
shared
with
you
related
to
use
of
Human
Resources,
to
build
leadership,
competencies
as
part
of
our
promotional
process
and
making
sure
that
we're
identifying
promotional
candidates
to
Sergeant
and
lieutenant
or
appointed
positions
to
make
sure
that
those
people
have
the
knowledge,
skills
and
abilities
necessary
to
lead
at
the
next
level.
L
One
of
the
things
that
we've
done
recently
is
again
connecting
with
human
resources,
Learning
and
Development,
and
looking
at
some
dates
that
we
can
bring
other
City
staff
together
with
some
Consultants,
to
continue
to
build
on
that
civil
disturbance
policy.
This
is
one
of
the
items
that
we
are
able
to
mark
off
of
our
list.
We
needed
to
make
some
changes
to
the
Civil
disturbance
policy,
which
we
had
done
prior
to
the
last
update,
but
had
not
yet
been
implemented,
so
that
went
into
effect
on
January
1st
2023.
L
L
So
we
are
considering
recommendation
six,
complete
recommendations,
11
and
12
leadership
and
continuity
of
service.
This
is
in
process.
We
have
identified
Command
Staff
to
ensure
that
if
there
is
a
major
crisis,
well,
some
members
of
The
Command
Staff
in
the
department
are
assigned
to
manage
that
incident,
that
other
leaders
are
identified
that
will
ensure
continuity
of
service,
such
as
your
traditional
Patrol
or
investigations.
What
makes
that
challenging
is
that
it
may
depend
on
where
the
crisis
is
at.
L
So,
if
there's
a
major
crisis
on
the
south
side
that
affects
the
third
and
fifth
Precinct,
we
would
rely
on
leadership
of
the
second
and
fifth
or
second
and
fourth
precinct
on
the
north
end
of
town
to
work
on
continuity
of
the
rest
of
the
city.
So
that
is
something
that
is
is
in
place
that
we
have
regular
discussions
about.
What
again
is
on
a
case-by-case
basis.
L
As
far
as
how
that's
actually
going
to
look
in
reality,
several
unrest
planning
recommendation
number
12.,
as
noted
in
the
last
update
on
this
plan,
is
being
developed
with
public
works,
I
believe
that's
near
completion,
and
so
we
hope
to
have
those
written
procedures
formalized
prior
to
the
next
update
recommendations,
24
and
25
recommendation
24
is
near
complete
on
recommendation.
25
is
complete,
so
in
terms
of
employee
Wellness.
As
you
know,
we
did
sign
the
contract
and
have
started
using
our
trauma:
informed,
Psychological,
Services
provider,
Le
mental
health.
L
L
That
is
phase
one
of
our
in-service
training,
so
they
have
an
opportunity
to
actually
engage
with
us
part
of
phase
one
in
service
training
included,
responding
to
critical
incidents,
making
sure
that
supervisors
understand
their
role
in
a
critical
incident
and
Elemental
Health
was
actually
on
site
with
us
in
every
single
one
of
those
training
sessions,
so
that
they
can
see
how
we're
trained
they
can
experience
a
actual
simulated
critical
incident
and
actually
be
a
part
of
that
right
there
as
it's
happening.
So
it
was
a
really
great
partnership.
L
They
are
in
phase
two
of
in-service
training.
They
have
a
two-hour
block
of
instruction
where
they're
going
to
present
their
services
and
what
they're
able
to
provide
to
the
department
on
phase
two
of
and
service
training
actually
starts
with
a
Command
Staff
preview
on
this
Thursday.
So
what
we
have
left
on
employee
Wellness
is
hiring
a
wellness
manager.
That
is
something
that
we've.
This
is
our
second
go
at
trying
to
hire
someone
we
did
not
have
enough.
We
didn't
have
a
qualified
candidate
in
the
last
to
go
around.
L
We
have
a
list
of
candidates
now
that
just
need
to
be
interviewed,
and
so
we
hope
to
have
somebody
in
place
in
that
position
soon.
That
can
help
oversee
implementation
of
all
of
our
Wellness
services,
including,
what's
provided
by
Le
Mental
Health
investigation
surge
capacity
is
specific
to
allegations
of
police
misconduct,
whether
those
go
to
office,
police
conduct,
review
or
internal
affairs.
L
This
surge
capacity
most
recently
has
been
done
using
a
contracted,
a
law
firm
who
actually
did
pro
bono,
but
they
took
on
I
believe
it
was
29
misconduct
cases
nearly
all
of
those
are
complete
going
forward.
L
We
are
looking
at
other
ways
to
do
that
through
a
law,
firm,
locally
I
believe
the
RFP
is
in
the
works
for
that,
but
it'd
be
the
same
concept,
just
someone
local
to
avoid
some
of
the
complications
that
we
had
with
using
a
firm
that
was
not
local,
but
that
process
is
ongoing
and
will
continue,
but
we
believe
that
that
recommendation
is
actually
complete.
We
have
a
workable
solution
that
we've
been
actively
doing.
M
Good
afternoon
Madam,
chair
and
members
of
the
committee,
so
for
the
MFD
we
have
a
relatively
short
list
and
I
think
it's
because
ICS
and
Nims,
and
a
lot
of
that
is
part
of
our
base,
training
that
we
have
to
have
to
be
a
firefighter,
and
so
luckily
we're
a
little
bit
a
little
bit
ahead
of
the
curve
there.
Our
news,
training
and
I
know
we
just
went
through
this,
so
I
won't
stick
to
it
too
long,
but
100
200,
ICS,
I,
don't
know
where
my
C
went.
M
I
must
have
missed
it.
Ics,
700
and
800
are
all
base
training
needed
to
be
a
firefighter.
So
all
of
our
members
have
that
ICS,
300
and
400
are
classes
for
more
complex
incidents
and
so
all
of
our
Command
Staff
we
had
to
put
through
that
all
the
ones
that
didn't
have
it.
We've
completed
that,
and
so
all
of
our
Command
Staff
have
the
shoot.
What
did
I
do?
Sorry
about
that?
All
of
our
Command
Staff
have
completed
that.
M
So
now
that
we
have
that
completed
on
and
we've
rolled
the
proverbial
educational
roller
coaster,
we
decided
we're
going
to
get
in
line
and
do
it
again
so
we're
all
gonna
kind
of
take
remedial
courses
in
that
to
make
sure
that
it
keeps
fresh
it.
M
When
I
came
up
once
you
had
it,
you
had
it,
but
now
the
recommendation
is
that
you
take
a
remedial
course
every
three
years
and
so
we're
starting
that
process
now.
But
the
good
news
is
that
everybody
has
it,
but
we're
going
to
keep
you
know
doing
it
and
hammering
it
on
it
to
make
sure
it
stays
fresh.
A,
wise
man
once
told
me.
If
you
stay
ready,
you
don't
have
to
get
ready
span
of
control.
M
That
was
one
of
the
things
indicated
in
the
report
that
we
needed
to
work
on,
and
so
we
have
done
that.
We
made
adjustments
to
our
standard
operating
guidelines
to
make
sure
that,
whether
it's
a
unified
structure,
command
structure
or
on
the
scene
that
we
have
a
a
span
of
control
that
is
manageable.
Also,
we've
made
sure
that
Chief
officers
are
assigned
to
all
areas
that
we
make.
M
We
may
be
needed
whether
that's
unified
command,
whether
that's
the
multi-agency
command
center
and
the
emergency
communications
center
or
9-1-1,
as
well
as
the
EOC.
If
it
is
stood
up,
so
you
know
that's
Spanish
control,
it's
usually
four
to
six
Personnel.
Actually,
what
to
teach
analysis,
just
as
many
as
you
can
handle
four
to
six-
is
still
what
I'm
comfortable
with
that's.
What
I've
had
my
whole
career.
So
that's
what
we're
going
to
stick
with
and
you
know
we
committed
to
expanding
the
ICS
system
as
needed.
M
M
Resource
tracking
is
another
primary
function
of
the
chief
officer
assigned
to
the
mecc,
which
I
just
indicated.
We'd
have
people
that
we
actually
did
do
that
during
the
civil
unrest,
so
I'm
not
sure
how
that
got
in
there,
but
we
made
sure
to
indicate
that
that
needs
to
be
done
and
that
everybody
knows
that
we're
doing
it
and
I
think
that
one's
really
more
about
situational
awareness.
M
So
that's
another
thing
that
we
took
on
is
to
increase
situinal
situational
awareness,
not
only
for
people
that
are
on
duty,
but
also
our
members
that
are
off
duty
so
that
everybody
knows
what's
going
on
and
what
type
of
operational
structure
we
are
in.
So
that's
something
that's
done
by
Cad
and
the
system.
Utilizing
GPS
provides
us
with
that
resource
tracking
so
that
we
know
where
our
rigs
are
at
all
times,
and
we
also
know
what
people
are
assigned
to
those
rigs.
A
A
F
N
Thank
you,
Chief
Tanner,
thank
you,
chair
Paul,
massano
and
committee
members.
My
name
is
Greta
Bergstrom
I
am
the
city's
communications
director
and
I'm
here
to
give
an
update
on
two
recommendations
for
the
after
Action
Report.
N
The
first
recommendation
is
recommendation
number
13
that
I'm
reporting
on
and
this
recommendation
is
rooted
in
the
concept
of
the
joint
information
system
or
just
this
one
is
regarding
the
city,
developing
a
city-wide
crisis,
Communications
plan
and
a
Response
Guide
with
instructions
on
responding
to
various
scenarios
similar
to
others
that
have
come
up
and
reported
police
and
fire
in
particular,
Pio
public
information
officer.
Training
curriculum
is
underway
per
the
NIMS
reset.
N
We
also
so
media
relations
and
Communications
staff
from
around
the
city
under
the
Office
of
Public
Service
in
the
area
that
I
direct
are
in
the
process
of
taking
ICS
100
200,
which
are
both
online
courses
and
certifications.
In
many
instances,
communication
staff
pios
are
retaking
that
again
it's
now
past
three
years
and
so
we're
refreshing
we
they
are
also
in
the
process
of
taking
ICS,
300
and
400
I,
can't
remember,
which
is
which,
but
one
is
a
two-day
in-person
course.
N
So
there
was
a
slide
early
in
this
presentation
that
director
Lane
took
took
you
through,
and
that's
really,
how
does
that
joint
information
system
connect
in
with
the
broader
EOC,
with
with
IC
and
with
the
mayor's
executive,
Mac
team
as
well,
and
so
that's
been
really
really
crucial,
because
we
we
have
systemic
interdependencies
in
order
to
operate.
N
I
always
like
to
say
information
in
can
produce
information
out
if
we're
not
getting
the
information
in
a
timely
way,
it's
harder
to
get
that
information
out,
and
that
was
a
huge
learning,
obviously
from
from
this
after
action
report
and
one
that,
obviously,
we
have
all
taken
seriously
and
are
are
working
together
so
that
interconnectivity
planning
work
is
essentially
complete.
We
do
need
to
exercise
that
and
that
that
will
be
a
part
of
the
exercises
this
year
and
leading
up
to
2024
the
crisis.
N
Communications
operations,
structural
response
planning
is
underway
and
has
been
since
September
of
last
year
when
we
hired
crisis
communications
consultant
tunheim
to
come
on
board
and
to
work
with
the
city,
and
so
in
my
role
as
the
communications
director
under
the
Office
of
Public
Service
I
am
working
with
communication
staff
from
the
mayor's
office,
Communications
staff
from
the
office
of
community
safety
and
communication
staff
within
the
Office
of
Public
Service.
To
make
sure
we
are
addressing
the
new
executive
structure.
N
So
when
Hillard
Hines
came
forward
a
year
ago,
there
wasn't
an
office
of
community
safety,
we
are
a
little.
We
are
structured
a
little
bit
differently,
so
we
want
to
make
sure
that
we
have
the
structure
and
workflow
underway
that
will
kind
of
root.
The
crisis.
Communications
emergency
communications
planning,
but
I
can
report
that
the
four
immersion
sessions
session
excuse
me
are
complete.
N
As
of
February
22nd
working
with
tuneheim,
now
to
pull
together
the
first
draft
of
recommendations
and
then
a
final
report
and
Response
Guide,
and
so
our
expectation
is
that
will
be
complete
sometime
in
this
next
quarter
in
quarter.
Two
and
hopefully
I
will
be
here
to
report
back
in
our
next
quarterly
update
on
that.
N
The
city
should
routinely
review
and
update
a
formal,
written
operational
emergency
communications
plan
to
guide
MPD
and
the
city's
public
information
officers
pios
as
they
determine
when,
and
what
information
to
share
with
the
public
I
do
want
to
say
that
the
city
currently
has
three
sets
of
written
guiding
procedures
and
protocols
related
to
public
information
and
Communications.
So
the
first
is
the
Emergency
Operations
plan.
We
call
it
functional
Annex,
D,
fancy
term.
This
really
guides
public
information
and
Communications
enterprise-wide.
N
It
was
last
updated
in
the
fall
of
2016,
and
so
that
does
need
to
be
updated
and
aligned
with
the
other
two
items
that
I
that
I
will
take
you
through.
That
will
be
underscored
by
the
recommendations
coming
back
from
toontheim.
So
first
we
want
to
get
that
tuneheim
recommend
recommended
plan
back
and
then
we
want
to
do
work
to
update
and
align
these
existing
procedures
and
protocols.
N
The
second
written
procedure
is
the
public
Communications
protocol
on
critical
incidents
that
was
updated
last
February
2022
and
that
really
guides
the
dissemination
of
information,
public
information
in
a
time
of
an
emergency
and
specifically
a
critical
incident,
and
we
worked
really
closely
with
with
MPD
at
the
time
and
we'll
continue
to
work
with
office
of
community
safety.
And
then
the
third
set
of
protocols
is
an
interim
mayoral
policy
that
guides
both
the
Office
of
Public
Service
and
the
office
of
community
safety
pios
that
was
developed
and
utilized
actually
during
operation
Memphis.
N
So
that
was
January
of
2023
and
that
really
allows
for
a
structure
for
us
to
work
together
as
Ops
and
OCS
communicators
to
make
sure
that
we
are
aligning
and
working
together
as
we
move
forward.
So
we
are
recognizing
the
effects
over
the
last
year
of
the
new
executive
structure
and
making
sure
that
we're
taking
that
new
structure
into
account
as
we
as
we
pull
together.
N
Recommendations
in
Quarter
Two,
the
Office
of
Public
Service
Communications
I,
have
taken
the
lead
working
with
toonheim
on
developing
the
crisis,
Communications
work
and
again
working
very
closely
with
the
mayor's
Communications
staff,
the
office
of
community
safety
and
embedded
public
information
officers
in
departments
beyond
the
city's
Communications
Department.
N
O
Oh,
thank
you,
madam
chair.
Thank
you.
Doctor
I'll,
probably
ask
you
this
question
many
times,
but
how
do
you
plan
to
communicate
with
people
that
are
that
speak
other
than
English?
You
know
what
information?
How
would
you
communicate
through
that?
What
you
know,
how
would
you
communicate
through
through
that
I
mean?
Yes,
City
puts
out
information
and
communication
through
English,
but
I
think
we
as
a
public.
We
need
to
kind
of
know
Spanish
speaking
English-speaking
or
other
language
speaking
how
they
receive
that
information.
O
Also,
how
do
you
respond
or
tackle,
or
you
know,
go
against
misinformation,
The
public's
getting
for
what's
happening?
You
know,
what's
real,
what's
not
real,
how
what
role
with
the
government
and
City
Minneapolis
and
the
leaders
take?
And
lastly,
you
know
we
as
a
council
members
are
the
first
one
that
will
be
the
residents
Minneapolis
will
contact.
You
know
how
we
ourselves
receive
information
from
the
Departments
that
are
leading
this
communication.
N
Great
thank
you
chair
Paul,
massano,
councilmember
Osman.
Those
are
three
really
critical
questions
that
we
are
reflecting
on
from
the
past
and
also
making
sure
that
we
have
the
systems
and
protocols
in
place
and
then
our
exercising
according
to
that
I
would
say
that,
in
terms
of
all
three
portions
of
that
question,
how
are
we
communicating
with
non-english
speaking
residents
in
the
city?
How
are
we
making
sure
that
the
information
is
in
fact
accurate?
Because
that's
really
important?
We
want
to
dispel
misinformation.
N
N
We
do
work
very
closely
with
NCR
in
translating
content.
So
when
we
get
a
piece
of
information
that
we
have
to
share
out
with
the
public,
we
work
within
the
community
relations
section
of
the
jic
or
outside
of
the
jic.
We
might
be
working
directly
with
NCR
in
translating
content,
so
we
want
to
make
sure
first
that
the
information
is
accurate.
We
want
to,
secondly,
make
sure
that
we
have
a
relevant
piece
of
communication,
a
message
that's
written,
sometimes
that's
visual.
Sometimes
it's
a
visual
diagram,
for
instance.
N
Sometimes
it's
just
written
content
and
we'll
make
sure
that
that
is
translated
into
into
languages
and
then
pushed
out
through
respective
City
channels.
So
there
is
a
lot
that
does
go
into
that,
and
that
is
that
was
not
only
a
huge
learning,
but
is
a
guidepost
by
which
we
will
be
operating
and
and
are
hoping
to
operate,
as
as
we
move
forward
daily
with
work.
O
N
Chair
palmisano
and
council
member
Osman.
Thank
you
for
repeating
that
third
question,
because
I
did
not
answer
that
within
the
slide.
That
shows
kind
of
the
interconnectivity
of
how
do
all
these
elements
work
together.
So
how
does
the
gist
work
with
the
EOC,
with
the
Mayor's
Mac
executive
policy
team
and
with
IC
I
believe
at
this
stage
and
director
Lane
can
correct
me,
but
we
do
have
a
system
where
information
will
be
shared,
I
believe
with
council
members
through
the
through
the
Mac
through
the
the
mayor's
policy
team.
N
That
would
be
getting
that
information
to
council
members.
We,
of
course
within
the
gists
in
an
emergency,
will
be
working
to
get
partners.
The
the
information,
that's
verified
and
so,
for
instance,
a
message
that
you
could
then
share
out
with
your
own
constituents,
as
we
are
also
doing
that
and
that
you
could
amplify,
but
I
believe
that
director
Lane
unless
I'm
wrong,
I
believe
that
does
come
through
the
Mac
through
the
actually.
A
I
think,
commissioner,
thank
you
director
lane
and
then
the
commissioner
have
a
little
bit
more
to
share
on
that
as
well.
Thank
you.
P
Chair
palmasano
and
council
member
Osmond.
Thank
you.
Thank
you
for
those
very
insightful
questions
too,
but
in
regards
to
your
last
question,
if
you
remember,
when
we
stood
up
operation
Memphis
back
in
January,
each
of
you
should
have
been
informed
as
to
what
was
going
up
going
on
at
that
particular
time,
even
though
that
was
a
very
unpredictable
event
that
occurred
outside
of
this
community.
We
took
all
preparations
here
locally,
as
the
rest
of
the
country
was
standing
by
and
Faded
ref
waiting
for
that
video
to
drop
of
course,
so
going
forward.
P
You
will
continue
to
see
any
information
that
we
have
in
OCS
will
be
given
to
you
all
here
on
the
council.
It
will
come
directly
from
Chief
of
Staff
Jared
Jeffries
and,
as
information
continues
to
evolve,
doing
those
types
of
incidents
we
want
to
keep
you
in
the
loop
in
real
time
time
as
much
as
we
possibly
claim
a
can
and
I
think
there
should
have
been
some
demonstration
of
that
here
again
during
operation
Memphis,
so
I
hope
that
answers
your
questions
for
you,
sir.
Yes,
thank
you.
Thank
you
very
much.
A
Thank
you
director,
Bergstrom,
are
you
through
with
your
presentation?
There
aren't
any
other
questions
in
queue
great
next,
we
have
director
Mo
welcome.
Thank
you.
Q
Good
afternoon
Sheriff
palmisano,
council
members.
Thank
you
for
having
me
my
name
is
Karen
Moe
I'm,
the
director
of
neighborhood
and
community
relations
and
I
will
be
talking
about
recommendations.
One
and
two.
Q
Q
Since
NCR
was
tasked
with
this
recommendation,
we've
been
working
internally
with
our
city
departments
responsible
for
the
day-to-day
operations,
responding
to
these
types
of
incidences,
I'm
going
to
touch
base
on
the
work
that
we've
been
doing
to
start,
we've
been
working
with
the
Minneapolis
Police
Department
to
understand
their
current
efforts
and
coordinate
future
efforts
regarding
their
ongoing
relationships
with
community
members,
as
well
as
what
they're
doing
to
address
this
issue.
Q
In
particular,
when
Chief
O'hare
officially
joined
the
city
in
November,
we
believed
it
would
be
important
to
work
with
him
to
understand
the
intentions
of
how
he
would
be
approaching.
This
specifically,
we
didn't
want
to
duplicate
any
efforts
as
a
new
police
chief
coming
in,
he
spoke
very
publicly
about
the
work
that
he
had
done:
building
relationships
with
community
members
and
we
wanted
to
make
sure
that
we
coordinated
with
him
in
December
Greta
Bergstrom,
who
I
was
reporting
to
at
the
time
and
I
met
with
Chief
O'hara
and
members
of
his
staff.
Q
Since
then,
we
have
continued
to
work
with
NPD
to
be
to
collaboratively
design
various
spaces
that
will
allow
for
MPD
to
have
these
ongoing
dialogues
with
various
community
members
moving
forward.
The
intention
is
to
create
a
transparent,
formal
space.
You
heard
DC
Schoenberger
reference
kind
of
informal
relationships
in
community
and
the
interest
in
formalizing
those
relationships.
Q
Both
the
police
department
and
NCR
agree
that
it
is
important
that
the
police
department
lead.
The
suffer
no
work
externally
has
been
done
on
these
as
of
yet
this
work
will
require
ongoing
capacity
and
commitment
on
behalf
of
NPD
NCR
will
continue
to
support
NPD
through
this
effort,
as
both
MPD
and
NCR
filling
our
vacancies.
Please
know
that
we're
working
quickly
as
as
quickly
as
possible
to
build
out
this
recommendation,
and
once
there
is
more
information
we
both
will
be
returning
to
council
to
provide
updates.
Q
Q
We
also
have
initiated
conversations
with
the
health
department
on
this.
Thank
you.
So
much
chief
I
am
negative.
Just
so
everybody
knows
I
tested
today,
but
we
also
as
we
look
at
protests
and
unrest.
We
also
want
to
expand
our
understanding
of
those
and
think
about
the
potential
impacts
both
on
people
and
our
communities
as
a
whole,
and
so
we
have
engaged
the
health
department.
Q
Some
of
the
reasons
why
we
might
do
this.
Just
as
examples
might
be
things
around
thinking
about
the
impetus
for
a
protest
might
actually
be
led
by
environmental
disasters.
As
we
look
around
the
country,
we
see
that
happening.
We
also
know
that
there
might
be
unanticipated
impacts
on
our
environment.
So
as
we
move
forward
in
this
conversation,
we
do
believe
it's
important
to
have
the
health
department
and
their
expertise
involved.
In
some
of
this.
Q
Under
the
former
city
coordinator
structure,
we
were
working
closely
with
Greta
Bergstrom
and
Heather
Johnson.
As
we
are
now
reporting
under
the
Office
of
Public
Services,
we
will.
We
are
working
to
get
Fatima
Moore
our
current
director
up
to
speed
and
we'll
continue
to
work
closely
with
Fatima
Moore
and
Heather.
Q
Johnson
on
this
I
also
want
to
note
that
we
have
met
with
the
race
Equity
inclusion
and
belonging
as
they
were,
building
out
multiple
strategies,
including
the
racial
healing
strategy,
and
understanding
that
that
is
not
to
replace
this,
but
that
that
might
be
an
Avenue
where
information
might
become
available
and
wanting
to
make
sure
that
we
were
closely
coordinating
with
them.
Q
Lastly,
we
continue
to
work
with
office
of
emergency
management
and
I
want
to
say
a
special
thank
you
to
director
Lane,
as
we
are
getting
ourselves
up
to
capacity
at
neighborhood
and
community
relations.
I
reached
out
and
director
Lane
kindly
offered
some
assistance
with
his
staff
to
help
just
facilitate
and
coordinate
conversations,
and
so
and
a
nice
colleague
to
colleague
offer
on
this
I
wanted
to
extend
that
as
we
move
out
of
today's
meeting
and
prepare
for
the
next
quarterly
update
we're
hoping
to
have
that
assistance
from
OEM.
Q
Q
Of
course,
this
will
be
part
of
the
first
recommendation
in
some
ways,
but
I
want
to
acknowledge
here
that
the
community
planning
and
economic
development
department
cped
has
done
work
to
understand
the
economic
impact
of
the
Dual
crisis,
experience
by
businesses,
starting
in
March
2020
and
the
city's
responses
to
recovery
through
this
work,
cped
continues
to
support
business
owners
directly
and
through
community-based
approaches
to
understand
and
remove
barriers,
disability
and
growth,
both
on
an
ongoing
basis
and
in
times
of
emergency.
Q
C
My
question
is
Broad
for
the
full
presentation
not
specific
to
director
Mo
should
I
is
that
appropriate
for
me
to
go
into
it?
Okay,
my
broad
question
is
and
just
for
context
we
were
trained
in
on
the
NIMS
National
Incident
Management
System,
before
even
being
sworn
in,
I
think
we
were
working
off
of
the
2016
version
of
our
Emergency
Operations
plan
we've
since
gotten
an
update
to
that
plan.
If
that's
current
as
of
spring
of
22,
but
my
question
is
about
chain
and
command
and
unity
of
command.
C
C
A
A
K
Madam,
chair
council
member,
so
we've
re
immediately
as
as
the
chain
of
or
the
that's,
the
new
organizational
structure
came
to
Pace
we
came
into
place.
We
had
the
same
question
or
what's
this?
Are
there
any
practical
impacts
that
can't
wait,
and
our
conclusion
is
no
right
now
we
can
continue
to
work
with
the
current
system
without
having
any
major
problems.
K
Now
we're
in
the
process
of
going
through
that
in
detail
and
we're
going
to
have
to
do
some
level
of
cleanup
to
make
sure
that
the
lines
but
I
think
that,
ultimately,
our
charter-based
ordinance-based
structure
is
going
to
Trump.
The
Emergency
Operations
plan
in
that
event,
and
I'd
certainly
defer
to
legal
counsel
on
that.
K
But
I
think
that
both
the
chain
of
command,
which
is
you
know
the
order
of
structure
of
how
you
know,
people
report
to
each
other
and
the
unity
of
command,
which
is
one
person,
has
one
boss,
I,
think
that's
preserved
in
the
current
system
and
I,
don't
see
any
problem
in
implementing
it
as
as
an
interrupt
basis.
Clearly
we're
going
to
have
to
come
in
and
clean
it
up,
but
there's
nothing.
That's
in
there
that
we
saw
that
would
cause
us
an
immediate
problem.
K
Madam
chair
council
member
I,
don't
think
that
there
is
a
discrepancy,
I
think
it's
pretty
clear
who
reports
to
whom.
If
we
look
at
sort
of
a
hierarchy
of
what.
K
This
is
becoming
a
legal
question.
I
think
Madam,
chair
council,
member
Mr.
S
C
R
A
Thank
you
we're
going
to
move
on
councilmember
Payne.
Do
you
have
any
other
questions.
D
Thank
you
Council
vice
president
I
didn't
have
any
questions,
but
more
so
comments
and
it
kind
of
links
to
the
question
that
council
member
Payne
writes
in
terms
of
I
think
the
discrepancy
that
I've
witnessed
is
what
is
being
presented
here,
like
thank
you
staff
for
giving
a
comprehensive
update
on
how
we're
making
progress
on
the
after
action
recommendations.
D
That
is
very
clear.
What's
not
clear,
is
what's
being
reported
to
the
public
last
Thursday
there
was
a
press
conference
there,
where
there
was
two
things
that
were
kind
of
concerning
one
about
actually
the
NPR
article
talks
about.
D
Our
mayor
Jacob
Frye,
mentioned
you
know
one
of
the
biggest
issues
were
the
chain
of
command
in
regards
to
us,
not
following
our
Emergency
Operations
plan
and
that
government
restructure,
helped
to
give
more
executive
Authority
to
him
to
make
these
decisions.
From
my
understanding
and
on
page
10,
actually
item
number
four
in
the
after
action
report,
it
says
response
to
the
protest.
The
City
of
Minneapolis
did
not
use
this
Emergency
Operations
plan
effectively
to
guide
its
response.
D
More
specifically,
it
says
that
the
Minneapolis
Emergency
Operations
plan
is
Well,
written,
comprehensive
and
consistent
with
nationally
recognized
practices.
However,
the
mayor's
office
did
not
ensure
the
appropriate
implementation
of
the
Emergency
Operations
plan.
So
from
my
understanding
there
was
never
an
issue
with
government
restructuring.
In
regards
to
this,
the
mayor
always
had
power.
That
chain
of
command
is
outlined
in
our
Charter,
so
I
think
for
the
public.
It's
good
to
clarify
those
lines,
because
we're
saying
something
very
different
in
our
press
conference.
D
Another
piece
that
was
raised
in
that
press
conference
again
of
how
we're
relaying
information
about
this
process
to
the
public
that
was
concerning
is
around
more
a
lack
of
the
preventative
measures
which
I
know
Dr
Cedric,
Alexander,
you're,
coming
on
May
3rd
to
public
health
and
safety.
Where
I'm
really
hopeful.
We
get
a
little
bit
more
in
depth
of
that
that
Vision,
but
I
heard
a
quote
directly
that
you
know
mayor
fry
name.
We
vow
to
be
ready.
D
You
know
next
time
this
happens
in
regards
to
civil
unrest
happening
as
a
result
of
police
misconduct,
and
that
was
very
saddening
to
hear
that
we're
prepping
for
several
unrest
related
to
police
misconduct,
rather
than
doing
everything
possible
to
make
sure
that
the
public
isn't
put
in
a
place
or
a
position
where
they
have
to
utilize
civil
unrest
to
either
seek
Justice
or
to
get
Equitable
treatment
from
of
all
of
the
city.
D
Employees
here
in
Minneapolis,
so
I
think
you
know
just
as
much
as
we're
delegating
which
we
have
to
a
lot
of
our
time
for
preparing
for
emergency
responses,
be
you
know,
natural
disasters
or
other
unforeseen
emergencies
or
tragedies.
We
should
absolutely
be
pairing
that,
with
the
goal
of
eliminating
police
misconduct,
police
violence
in
general,
so
again
our
residents
aren't
have
to
constantly
endure
that
the
mdhr
findings
I.
Think
it's
important.
It's
a
pair.
Are
these
findings
with
that,
since
that's
going
to
be
guiding
our
upcoming
consent
decree.
D
Those
findings
show
that
the
murder
of
George
Floyd
was
completely
preventable,
were
slightly
past
the
one
year
anniversary
of
a
mere
lock
shooting
and
killing
by
Minneapolis
Police,
whose
death
was
also
preventable.
D
So
all
those
factors
taken
into
account
with
our
new
office
of
community
safety,
we
should
be
doubling
down
on
a
commitment
towards
preventing
police
misconduct
in
the
first
place
and
using
tools
like
the
Police
contract,
the
consent
decree
and
the
mayor's
executive
Authority
that
is
cemented
in
our
Charter,
and
you
know
over
the
police
to
make
sure
that
we
are
doing
that
very
necessary
work.
That
needed
work.
D
D
So
I'm
really
hoping
that
in
the
next
several
weeks,
with
Dr
Alexander
coming
forward
in
the
next
several
weeks
in
May
3rd.
That
we'll
be
able
to
dive
deep
as
a
council
into
that
preventative
work,
because
that
is
I
wouldn't
say
equally,
but
more
important
than
being
able
to
be
responsive
towards
civil
unrest.
When
there's
been
a
tragedy
that
has
been
committed
on
behalf
of
our
employees
that
triggers
trauma
and
ongoing
Trauma
from
our
residents,
so
I
just
wanted
to
name
that
as
we're
moving
into
the
third
year
of
George
Floyd's.
A
Murder,
thank
you
councilmember
wansley.
This
is
a
quarterly
update
of
how
we're
moving
forward
on
the
recommendations
that
came
from
the
after
Action
Report,
specifically
I.
Think
everybody
here
in
this
room
shares
your
goal
of
preventing
bless
you
preventing
this
kind
of
civil
unrest
in
the
future.
Are
there
any
last
comments
from
my
colleagues
relative
to
the
after
action
review
report?
R
Just
thank
you,
madam
chair
I,
just
wanted
to
thank
the
staff
for
this,
for
this
update,
I
mean
I.
Think
this
process
is
more
than
just
responding
to
civil
unrest.
It's
about
any
kind
of
emergency
that
we
may
experience
in
our
city
and
I
am
thrilled
to
know
that
we
are
really
pulling
together
a
process
to
be
able
to
deal
with
natural
disasters,
any
other
kinds
of
challenges
that
cities
face
each
and
every
day.
We
should
be
absolutely
prepared
and
I'm
glad
to
see
that
we
are
moving
in
that
direction.
A
Thank
you
for
those
words.
You
know
a
lot
of
this
report
out
feels
sometimes
very
technical,
but
it's
really
important
in
these
quarterly
updates.
They
do
show
the
progress
of
what
it's
of,
where
we're
going
here
and
what's
foundationally
needed,
so
it
it
maybe
sounds
a
bit
boring
I,
don't
know
maybe,
but
it
it
shows
our
growing
resilience
as
a
city
in
all
of
those
ways
you
just
mentioned.
So
thank
you
with
nothing
further
on
this,
we'll
ask
the
clerk
to
please
receive
and
file
this
report.
A
Thank
you,
and
all
we
have
left
are
the
reports
of
standing
committees,
starting
with
the
business
inspections,
housing
and
zoning
committee.
We'll
have
council
member
Osmond
read
that
report.
A
P
Thank
you
very
much
Madam
chair,
but
let
me
just
say
in
closing
the
more
recent
remarks
by
council
member
Payne.
Let
me
start
with
you
bring
up
a
great
point
that
clearly
needs
to
be
clarified
and
I
support
you
on
that,
because
we
want
people
to
have
total
Clarity
around
who's
in
command
who's
in
control.
Without
question
and
I
support
us
finding
an
answer
to
that
and,
of
course
getting
some
legal
understanding
in
regards
to
it
too,
but
I
will
assure
you
should
any
type
of
event.
P
It
could
be
civil
unrest,
it
could
be
a
natural
disaster,
whatever
the
case
may
happen
to
be
in
which
we
have
to
go
into
a
state
of
emergency.
I
will
assure
you
that
we're
going
to
get
through
that
and
we
won't
be
arguing
about
who's
in
charge,
but
the
formality,
the
real
Clarity.
That
needs
to
be
done
so
that
question
does
not
have
to
be
asked.
We
got
to
work
towards
correcting
that
and
I
totally
support
that
in
regards
to
your
statements,
councilmember
wansley,
I
wholly
agree
with
you.
I've
been
in
this
fight.
P
How
do
we
get
in
front
of
these
issues
before
they
occur
for
a
very
very
long
time
and
it
is
challenging
because
we
always
talk
about
what,
if
something
happens,
and
how
we're
going
to
respond
when
something
happens
in
the
fight
in
the
battle
that
we're
still
in
in
this
community
and
across
this
country
are
the
same
issues
that
I
raised
every
day
in
office
of
community
safety
is
really
trying
to
build
a
relationship
in
this
community
specific
in
which
people
will
feel
that
those
types
of
events
they
don't
have
to
take
to
the
streets,
but
even
doing
the
standing
up
of
operation
Memphis
and
many
of
you
may
not
be
aware
of
it.
P
But
there
were
a
number
of
people.
Community
leaders
in
which
I
know-
and
you
know
know-
have
been
knowing
for
years.
Who
did
everything
that
they
could
with
us,
because
that
was
event
that
didn't
happen
in
this
community
outside
of
this
community,
but
it
had
National
and
impact.
But
people
who
came
together
in
this
community
councilmember
Juans
Lee
I,
was
myself
even
shocked.
Who
wanted
to
be
there
who
want
to
be
part
of
getting
out
in
front
of
anything
that
occurred?
So
we
got
a
lot
of
work
to
do
in
that
area
and
I.
P
Look
forward.
I!
Think
you
and
I
got
a
meeting
schedule
or
should
have
a
meeting
schedule
come
up
here
pretty
soon,
so
we
both
can
dive
a
little
bit
more
in
what
we
can
work
on
together
to
make
that
a
reality
and
I
look
forward
to
that,
and
that's
all
I
want
to
share
Madam
chair.
So
thank
you
very
much
and
thank
you
for
the
attention
that
you
gave
to
both
OCS
and
Ops
this
afternoon.
Thank
you.
O
You,
madam
business
and
inspection,
housing
and
Zoning
Community
brings
forward
15
items
item
one
approved
in
our
application
for
t-cop
for
on
sale,
liquor
with
Sunday
sales,
limited
entertainment,
subject
to
final
inspection
item
2
180
degrees,
ban
insurance
for
236,
Cliff,
Clifton
Avenue
item
three
best
Academy
band.
She
owns
for
1300,
Olson,
Memorial,
Highway
item
four
200
Central
projects
in
inclusionary
zoning
tax,
increment
financing,
plan
item
5's
liquor,
license
approval
item.
Six
is
liquor,
license
renewal
item;
seven
is
gambling
approval
item.
O
Item
10
is
a
registration
of
title
for
city-owned
property,
1403
14th
Avenue
North
item
11
is
McAfee
mcphail
Center
for
music
for
2021
2022
annual
report
item
12
is
modification
of
existing
commercial
property.
Development
Fund
loan
to
Mayfield
real
estate
holding
at
4601
Lindell
Avenue
North
item
13
is
home
investment
partnership,
American,
Rescue
plan
funding,
allocations,
item
14
is
2023,
Consolidated
act
plan,
action,
plan,
budget
adjustment
and
finally
item
15
is
pre-zoning
for
Matt
Finn
on
behalf
of
Simpson
housing
at
2730,
27,
34,
27,
41st
Avenue.
Thank
you
madam
chair.
A
T
Thank
you,
madam
vice
president.
The
policy
and
government
oversight
committee
is
bringing
forward
22
items
for
approval
and
one
for
deletion.
One
is
passage
of
an
ordinance
related
to
appointed
positions
in
the
health
department.
Workforce
director
of
Health
two
is
passion
of
an
ordinance
related
to
three
appointed
positions
in
the
Office
of
Public
Service
Deputy
City
operations,
officers
and
and
with
I'll,
be
moving
to
delete
this
item
from
the
agenda,
as
requested
by
staff.
T
T
Four
is
a
passage
of
a
resolution
for
gift
acceptance
for
the
National
Association
and
County
of
County
and
City
Health
officials
of
travel
and
logic
expenses.
Five
is
passes
of
resolution
gift
acceptance
from
lift
bikes
and
scooters
LLC
from
the
nice
ride,
Minnesota
for
bike
and
scooter
parking
equipment.
Six
is
passage
of
a
resolution:
gift
acceptance
from
the
association
of
Food
and
Drug
officials
for
travel
and
lodging
expenses.
Seven
is
passive:
a
resolution
of
gift
acceptance
from
the
National
Association
accounting
and
City
Health
officials
for
travel
and
lodging
expenses.
T
Eight
is
approving
the
2023
local
Board
of
appeal
and
Equalization.
Nine
is
authorizing
agreement
with
Acorn
Mini
Storage
four
LLC
for
access
over
the
property
at
2547
5th
Street
Northeast
10
is
accepting
a
bid
for
Pump
Station.
Four
nine
added
fuel
for
Generate
generators.
T
11
is
accepting
bid
for
15th
Street
sanitary
sewer,
Rehabilitation
12
is
accepting
a
bid
for
Hennepin
Avenue
at
10th.
Street
parking
ramp
fan
replacement
project
13
is
accepting
a
bid
for
ramp
B
Chiller
replacement
14
is
authorizing
contract
with
short
Elliott
Hendrickson
Inc
for
engineering
and
design
services
for
37th
Avenue
Northeast
Street
reconstruction
project
15
is
authorizing
the
contract
Amendment
with
CSC
cyber
Tech
Corporation
for
providing
a
risk
management
information
and
claims
processing
system
16
is
authorizing
a
contract
Amendment
with
c-click
fix
for
providing
a
resident
reporting
tool.
T
17
is
authorizing.
Contract
Amendment,
with
Northland
business
system
for
dictation
software
services
and
devices.
18
is
authorizing
contract
amendments
for
Ali,
snow
plowing
services,
19
is
approving
a
legal
settlement.
Nicholas
Hernandez
versus
the
City
of
Minneapolis
at
all
20
is
approving
illegal
settlement,
Brooks
versus
the
City
of
Minneapolis
at
all
and
20
authorizing
contracts
with
agencies
for
services.
T
Under
the
group
violence
intervention
strategy-
that's
21
22
is
accepting
a
bid
for
water,
main
cleaning
and
lining,
and
then
item
number
23
is
passion
of
a
resolution
for
a
new
contract
form
for
memorandums
of
agreement
for
Housing
and
Urban
Development.
Environmental
coordination
and
review
among
state
and
local
parties
and
I'll
stand
for
any
questions.
A
C
Thank
you,
madam
vice
president,
the
public
health
and
safety
committee
is
bringing
forward
two
items
item
one
is
accepting
a
grant
from
Mississippi
watershed
management
organization
for
erosion
and
sediment
control
enforcement
item.
Two
is
approving
appointments
to
the
Arts
Commission
and
I
will
stand
for
any
questions
on
these
items.
A
U
Thank
you,
madam
vice
president.
The
public
works
at
infrastructure
committee
will
be
bringing
forward
eight
items
for
approval.
The
first
is
designating
the
2023
Street
lighting
replacement
project
number
two
with
is
authorizing
a
grant
agreement
with
the
Metropolitan
Council
for
municipal
infiltration
and
inflow
grant
for
cured.
In-Place
pipelining
and
Sewer
repairs.
Number
three
is
authorizing
lease
agreements
with
Greyhound
lines,
Inc
and
MnDOT
for
the
relocation
of
Greyhound
lines
from
the
Hawthorne
Transportation
Center
to
ramp.
U
B
number
four
is
authorizing
negotiation
of
easements
for
the
Pillsbury
Avenue
South
bridge
over
the
Midtown
Greenway
number
five
is
authorizing
negotiation
of
easements
for
the
10th
Avenue
Southbridge
over
the
Midtown
Greenway
number
six
is
approving
an
appointment
to
the
Metro
blue
line
extension
Community
advisory
committee.
Number
seven
is
authorizing
an
amendment
to
the
to
the
lease
with
MnDOT
for
storage
space
in
ramp,
B
and
number
eight
authorizing
a
funding
agreement
with
the
Mississippi
watershed
management
organization
for
the
35W
South,
modeling
and
model
conversion
project
I
will
stand
for
any
questions.