►
From YouTube: May 9, 2023 Committee of the Whole
Description
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A
A
B
D
A
Present,
thank
you.
Let
the
record
reflect
that
we
have
a
quorum.
We
have
five
items
on
the
published
agenda
today,
in
addition
to
our
reports
of
committees
that
have
met
this
cycle.
Our
first
item
is
a
presentation
of
the
2022
star
awards
program,
as
well
as
a
presenting
the
Superstar
Award
winners,
a
certificate,
a
certificate
of
commendation
as
part
of
Public
Service
recognition
week.
A
So
before
we
have
that
presentation
from
Deb
Krueger
we're
going
to
come
to
the
front
myself
and
the
other
council
members
that
are
presenting
these
Awards
and
do
a
little
presentation
where
we
will
ask
those
winners
to
come
up
and
stand
with
us.
So
we
can
give
you
your
recognition,
we'll
ask
any
friends
and
family
or
people
you
might
want
in
a
picture
to
be
up
to
take
that
photo
and
then
we'll
move
on
to
the
next
Star
Wars.
A
A
You
can
all
help
Follow
My
Lead
first
I'd
like
to
invite
up
yazna
yasna
hadzik
stanik,
come
on
up
welcome
here.
Let's
make
some
room
for
has
Yasmine
at
the
front
hi
there.
Congratulations,
yazana
has
won
our
2022
City
Superstar
award,
and
here
is
what
that
resolution
says.
A
And
she
was
successful
in
securing
Grant
funds
to
provide
immediate
Community
relief,
estimated
to
have
a
seven
percent
decrease
in
the
85th
percentile
speeds
along
the
street.
19
decrease
in
Daily
traffic
in
the
neighborhood
and
converted
2112
square
feet
of
Street
into
community
space,
with
pavement
art
tables
and
chairs
and
Planters
full
of
native
plants
and
trees,
and
whereas,
through
her
work,
yazna
has
demonstrated
the
opportunities
for
rethinking
Community
engagement
and
partnership
as
a
potential
model
for
future
projects
and
plans.
A
Now,
therefore,
be
it
resolved
that
the
mayor
and
city
council
do
hereby
present
the
certificate
of
commendation
to
yazna
adzekstanic,
together
with
their
sincere
thanks
and
appreciation
for
your
work
and
compliments.
On
being
selected
as
the
recipient
of
the
2022
City
stupor
Star
Award,
congratulations.
A
F
All
right
well,
thank
you,
madam
vice
president.
We've
got
a
number
of
folks
from
our
public
works
department
here
today,
so
I'd
like
to
call
up
Scott
Wallen
John,
stuttman,
Pete,
wosi,
Stephen,
Langham,
Matthew,
burkholtz,
James,
Keller
and
Ryan
shotsko
come
on
up
all
right,
the
whole
crew.
Here
please
come
on
in
good
to
see
you.
F
Now,
therefore,
be
it
resolved
that
the
mayor
and
city
council
do
hereby
present
the
certificate
of
accommodation
to
Scott,
Whelan,
John,
studman,
Pete,
woesty,
Stephen,
Langham,
Matthew,
burkholz,
James,
Keller
and
Ryan
shotsko,
together
with
their
sincere
thanks
and
appreciation
for
the
work
of
this
team
and
offers
their
sincere
compliments
on
them
being
selected
as
the
recipients
of
the
2022
co-star
Superstar
award.
Thank
you
very
impressive
work.
Thank
you
and
I'm
I'm
going
to
grab
the
certificate
and,
if
I
messed
up
anyone's
last
name.
F
Let
me
know
just
for
the
record
here:
it's
okay,
hopefully
I
got
it
right,
but
I
want
to
give
each
one
of
you.
One
of
these.
F
F
A
Next,
are
you
three?
We
have
council
member
Ellison.
G
The
2022
Corbell
bright,
star,
bright,
Superstar
award
apologies,
whereas
the
Corbell
Bright
Star
Award,
recognizes
employees
who
demonstrate
qualities
and
attributes
that
Encompass
the
vision
or
goals
of
an
employee,
Resource
Group
beyond
their
assigned
roles
and
responsibilities,
and
whereas
Monique
fish
Workforce
coordinator
in
the
public
works
department
was
nominated
because
of
her
work
in
leading
and
facilitating
the
Department's
Equity
team,
including
its
several
focus
groups
and
subgroups
totally
more
than
25
employees,
actively
contributing
to
the
advancement
of
goals
that
Foster
a
more
Equitable
rewarding
and
positive
work
environment.
G
And
she
has
personally
contributed
to
building
promoting
and
sustaining
an
inclusive
and
welcoming
work
culture
and
whereas,
through
her
work
in
collaborative
leadership,
Monique
has
promoted
awareness
and
participation
in
culture
and
community
events,
educational
sessions
and
activities
throughout
the
year
inspiring
new
ways
of
thinking,
shared
connections
and
appreciation.
And
whereas
Monique
embodies
the
Public,
Works,
Department's
commitment
to
City
goals,
centered
on
inclusion,
equity
and
respect
and
centers
those
values
in
her
work
and
in
her
professional
and
personal
relationships,
serving
as
a
mentor
colleague
and
friend
to
many
throughout
the
department
and
across
the
city.
Enterprise.
G
Now,
therefore,
be
it
resolved
that
the
mayor
city
council
do
hereby
present
this
certificate
of
commendation
to
Monique
fish,
together
with
their
with
their
sincere
thanks
and
appreciation
for
her
work
and
and
accomplishments
on
being
selected
as
the
recipient
of
the
2022
corbel
bright,
Superstar
award.
A
H
H
H
That's
so
truly
right,
yes
and
energy
to
all
her
interactions,
Partnerships
and
collaborations,
and
whereas
ethropic's
willingness
to
step
into
and
hold
space
in,
challenging
situations
and
conversations
to
demonstrate
deep
compassion
through
the
most
difficult
of
circumstances
and
to
develop
authentic
and
trusting
relationships
in
the
community,
exemplifies
the
very
essence
of
what
it
means
to
be
a
North
star.
Now
now,
therefore,
be
it
resolved.
The
mayor
and
the
city
council
do
hereby
present
this
certificate
of
commendation
to
ethropic
Burnett,
together
with
their
sincere
thanks
and
appreciation
for
her
work
and
compliments
on
being
selected
as.
H
I
A
Thank
you.
Everybody.
Now
we're
going
to
have
Deb,
Kruger,
I'm,
sorry,
Mr
Carl
go
right
ahead.
Foreign.
J
So,
while
the
council
members
are
going
back
to
their
seats
to
quickly
transition,
I
would
just
say
the
next
presentation
is
by
the
chair
of
the
employee
star,
awards,
program,
Deb
Kruger,
who
is
a
manager
in
our
human
resources
department
and
I,
wanted
to
quickly
jump
in
and
help
introduce
her
because
the
star
awards
program
is
administered
and
controlled
or
managed.
J
I
should
say
by
a
group
of
employees
who
care
very
much
about
this
Workforce
and
about
their
colleagues
and
all
the
Departments
and
Deb
has
had
the
challenge
of
leading
that
group
and
the
opportunity
to
really
bring
together
some
people
who
care
very
deeply
about
this
city,
about
the
Enterprise
and
about
the
work
they
do
for
the
people
of
Minneapolis
every
day.
She's
done
a
lot
of
work
and
it
goes
largely
unrecognized
Deb
for
the
work
that
you
do
to
make.
J
These
Awards
ceremonies
happen
on
behalf
of
your
colleagues,
so
I
want
it
on
behalf
of
the
star
committee,
to
call
you
up
and
say
thank
you
for
your
leadership
of
that
group.
I
know
there
are
others
who
are
also
members
of
the
star
committee,
so
Deb
cougar
also,
and
the
members
of
Star
Award
deserve
recognition
for
the
work
they
put
into
making
this
award
ceremony
happen
year.
K
Thank
you
well
good
afternoon,
chair
palmisano
council
president
Jenkins
members
of
the
committee
of
the
whole
Deb
Gerger,
Human,
Resources,
probably
redundant
at
that
point
right
on
behalf
of
the
star
awards
committee,
which
I
know
that
there
are
some
members
here,
but
a
very
dedicated
group
of
13
city
employees,
from
multiple
departments
across
the
city
and
on
behalf
of
all
the
city.
K
K
It
was
an
honor
for
me
this
year,
as
the
chair
of
the
Star
Wars
committee,
to
hear
about
some
of
the
Fantastic
work
that
goes
on.
Sometimes
you
know,
unannounced
to
the
rest
of
the
organization
and
the
superstars
that
we
heard,
and
that
was
a
very
small
portion
of
the
number
of
employees
who
were
recognized
in
all
of
2020
to
his
honorees
and
I
will
tell
you
that
I
think
some
of
these
stories
and
the
work
and
the
dedication
and
the
passion
that
these
city
employees
bring.
K
The
program
began
in
2014
as
a
pilot
and
developed
in
response
to
Opportunities
identified
in
some
of
the
previous
employee
engagement
results,
where
employees
felt
that
they
didn't
receive
enough
recognition
and
honor
of
the
work
that
they
do
and
and
bring.
So
we,
the
program,
is
designed
to
provide
Enterprise
recognition
options.
Of
course,
there
are
departmental
Level
supervisor
manager
and
department
meetings
and
that
sort
of
thing,
but
this
is
a
way
to
bring
the
whole
city
together
to
really
shine
a
light
on
the
good
works
of
of
city
employees.
K
There
are
five
categories:
the
Star
Award
like
Jasma,
which
is
awarded
to
employees
who
make
a
significant
impact
to
the
city
Coast
or
star
awards,
like
the
ones
for
the
sanitation
and
storm
water
sewer
team
awarded
to
a
team
who
make
a
significant
impact
to
the
city.
The
corbel
bright
star
won
by
the
wonderful
Monique
fish
awarded
to
employees
who
promote
equity
and
Foster
an
inclusive
work
culture.
K
The
North
Star
for
this
year,
awarded
to
e
who's,
doing
just
some
phenomenal
work
out
in
the
community.
On
behalf
of
the
city,
he
was
awarded
to
outstanding
leaders
and
then
The
Shining
Star,
which
is
awarded
to
employees
for
their
positive
influence,
and
this
year
was
represented
by
Ricky
and
Sierra.
K
K
Who
was
eligible
and
who's
involved?
So
all
city
employees
are
eligible
for
a
Star
Award.
Any
any
employee
can
nominate
another
city,
employee
colleague,
co-worker
team
of
folks
that
they
feel
have
met
the
criteria
for
each
award
and
then
the
star
awarded
committee.
Again,
a
13-member
committee
made
up
of
various
individuals
across
the
city.
K
So
for
those
who
are,
is
this
a
2022
or
2023
award?
They
actually
are
from
2022
in
the
honorees
from
2022..
It's
just
we've
decided
to
gather
and
celebrate
during
Public
Service
recognition
week,
so
in
2023.
K
And
honorees
receive
again
a
coin
in
their
their
particular
category
that
they
won,
as
well
as
a
certificate
which
comes
from
their
department
head
and
encourage.
You
know
them
to
have
a
department
meeting
and
honor
and
recognize
that
individual
for
their
accomplishments
in
2022
and
actually
I
do
need
to
take
this
back.
There
were
110
employees
who
received
a
Star
Award
in
2022.
K
Three
fell
off.
They
didn't
actually
get
a
coin
because
they
won
multiple
Awards
in
the
same
category
over
the
year
and
typically
for
a
team
award.
But
out
of
those
110,
we
had
three
City
Stars
86
co-stars,
so
lots
of
Team
accomplishments,
one
corbel
writes
seven
North
Star
and
ten
shining
star
and
then,
on
the
right
hand,
side.
K
You
can
see
that
there's
a
chart
if
anybody's
interested
in
the
Departments
lots
of
awards
last
year
for
Public
Works,
I.T,
B,
Finance
cpad,
most
of
them
coming
from
a
lot
of
the
co-team
or
the
co-star
team
Awards.
K
K
K
The
employee,
Resource
Group
Nicole
jabry
from
finance
and
Property
Services
Sylvia
Gonzalez
from
cpat,
who
also
represents
the
somos
employee,
Resource,
Group,
Jordan
hooks
from
regulatory
services,
Charlie
itel
from
Communications,
who
also
represents
the
soji
ERG
group,
myself,
Kim
McDonald
from
the
police
department,
Riley
Maynor
from
the
convention
center
Andy
Esposito
from
the
attorney's
office
and
Mexico
Palace
from
the
fire
department.
So
a
nice
cross
range
of
individuals.
K
In
terms
of
next
steps
for
the
Star
Wars
program,
again,
I
became
in
my
my
new
roles.
Director
of
HR
operations.
Business
operations
chairing
the
star
awards,
committee
and
I,
will
tell
you.
I
have
met
with
the
committee
a
couple
of
times
and
the
passion
and
dedication
that
they
have
and
what
they
strive
for
to
have
meaningful
recognition
for
city
employees
throughout
the
Enterprise.
They
are
bringing
some
really
phenomenal
Collective
feedback
on
what
that
means
for
individuals
throughout
the
city
right.
K
This
was
the
ninth
year
of
the
star
awards
program
and
it's
been
about
five
years
since
we've
looked
at
improvements,
so
20
to
23
I,
look
forward
to
having
a
year
of
improvements.
We
have
a
number
of
new
committee
members
who
are
bringing
fresh
ideas
and
we're
going
to
continue
to
encourage
city
leaders
to
promote
the
program
in
the
respective
departments
and
the
not
just
as
an
FYI.
For
anyone
who
wants
to
has
thought
of
some
really
great
city
employees
to
nominate
in
2023.
K
You
can
nominate
all
year
long
and
through
they're
accepted
through
December
31st
and
then
quarterly.
We
will
do
recognition
in
City
talk
every
quarter
and
the
next
quarter
nominations
will
be
for
those
submitted
through
June
30th,
so
we're
looking
forward
to
continuing
I'm
thinking
about
new
and
innovative
ways
to
recognize
our
city,
employees,
for
the
wonderful
work
and
again
I
want
to
thank
the
committee
so
much
for
again
the
time,
the
money
and
the
commitment
to
employee
recognition.
Thank
you.
K
A
A
A
Moving
on
to
item
number,
two
I
am
using
speaker
management
item
number
two
is
authorizing
the
ward
12
appointment
of
Derek
vorpal
to
the
new
community
Commission
on
police
oversight.
All
the
other
appointments
to
this
body
were
made
at
April
27th
meeting
of
council,
but
due
to
last
minute
withdrawals
we
were
not
able
to
take
action
on
the
ward
12
appointment.
A
So
while
this
would
normally
go
through
the
public
health
and
safety
committee,
I've
agreed
to
add
Mr
vorpal's
appointment
to
today's
agenda,
just
to
ensure
we
have
a
full
membership
at
the
body's
upcoming
first
meeting
and
that
he
gets
included
in
all
of
the
very
necessary
onboarding
that
is
happening.
So
is
there
any
discussion
on
this
item?
F
Yes,
thank
you,
madam
chair
I'm,
happy
to
move
approval
and
appreciate
my
colleagues
patients
as
we
dealt
with
that
update
related
to
the
original
appointee.
Thank
you.
A
A
Our
third
item
is
our
annual
report
of
the
Minneapolis
ethical
practices.
Board
staff
does
not
have
a
presentation
for
this
item
today,
but
is
on
hand.
If
my
colleagues
have
any
questions.
Are
there
any
questions
for
staff
council
member
wants
it.
L
L
So
as
of
now
it
seems,
and
now
being
actually
going
back
to
December
2022
55
of
the
fire
department
was
in
compliance
and
then
30
percent
of
the
police
department
was
in
well
was
not
in
compliance,
so
I
just
wanted
to
see
if
there
was
any
staff
from
HR
or
a
relevant
Department.
That
could
speak
to
if
there's
been
improvements
since
December
2022
with
those
departments.
A
J
Madam
Madam
Vice,
chair
I,
was
just
going
to
Simply,
say
having
been
in
that
position
before
myself.
I
know
that
the
city's
ethics
officer,
who
is
in
charge
of
the
Ethics
program,
does
regular
reach
out
to
departments
throughout
the
year.
So
those
those
numbers
do
change,
as
those
reports
are
made.
So
it's
a
static
point
in
time
as
she's
referring
to
the
end
of
your
report.
J
But
when
we've
had
employees
who
are
not
in
compliance,
the
ethics
officer
reaches
out
to
us
and
makes
efforts
to
make
sure
that
we
come
into
compliance
very
quickly.
So
I
would
just
offer
that
as
someone
who's
who's
been
in
a
position
where
we
weren't
at
100
compliance.
The
ethics
officer
follows
up
very
closely
with
departments
to
make
sure
that
they
have
plans
in
place
to
achieve
that
compliance.
So.
L
D
A
M
Thank
you,
chair
Paul,
massano
council,
president
Jenkins,
just
a
brief
overview
of
the
audit
committee
appointment
process.
This
one
is
by
no
means
unique.
We
didn't
invent
it,
it's
one
that
happens
throughout
the
city
for
a
variety
of
boards
and
commissions.
We
received
applications
through
the
open
appointments
process.
We
had
staff
with
a
variety
of
areas
of
expertise,
review
those
applications
and
selected
candidates
for
interview
based
on
award
diversity
experience
and
the
application
itself.
A
Thank
you,
those
are
listed
are,
is
that
the
end
of
your
yeah.
N
A
J
Good
afternoon
my
name
is
Casey
Carl,
as
noted
I
have
the
privilege
of
serving
as
Clerk
of
the
City
of
Minneapolis,
and
today
I'm
joined
with
our
city
auditor
Ryan
Patrick,
to
provide
a
first
report
on
the
status
of
the
legislative
Department
in
its
future
development.
We
appreciate
the
opportunity
to
discuss
our
work
and,
as
I've
said
before,
while
we've
not
had
much
public
attention
on
the
development
of
the
legislative
Department,
much
work
has
been
done
over
the
past
year.
J
We're
excited
to
discuss
our
plans
and
recommendations
about
next
steps
for
the
development
of
this
new
Department
at
the
beginning,
I'd
also
like
to
recognize
and
thank
Jody
molinar
Hansen
and
Andrew
Hawkins,
who
are
also
in
the
room
with
us.
They
are
the
first
members
of
the
auditor's
new
policy
and
research
division.
J
Both
Ms
mullinar,
Hansen
and
Mr
Hawkins
have
been
key
to
our
work
in
preparation
for
today's
report
and
in
the
briefings
and
interviews
that
have
been
conducted
with
council
members
over
the
past
two
months,
so
to
begin,
I
wanted
to
review
and
summarize
the
directive
given
to
us
by
Council.
As
shown
on
this
slide,
we
receive
Direction
in
four
major
categories
or
subject
areas
first,
to
bring
forward
recommendations
to
reform
the
city's
legislative
process.
J
As
you'll
recall,
when
Council
passed
the
government
structure
Omnibus
ordinance
last
October,
we
reserve
chapter
9
specifically
to
address
legislative
procedures.
The
intent
even
then
was
to
examine
the
legislative
process
and
to
codify
those
reform
procedures.
That
work
will
result
in
an
ordinance
that
we
will
then
insert
into
chapter
nine
second,
and
as
a
corollary,
to
the
legislative
process
reform
in
number
one.
We
were
directed
to
bring
forward
recommendations
to
reform
the
council's
rules.
Those
are
the
governing
framework
for
how
the
council
conducts
its
business.
J
Third,
we
were
directed
to
identify
and
make
recommendations
about
how
to
address
the
governance,
management
and
operations
of
the
new
legislative
Department
itself.
The
new
governance
system
that
was
approved
by
voters,
combined
with
the
ordinance
prescribing
the
city's
structure,
provide
both
a
broad
framework
for
the
department,
but
we
now
need
to
address
how
the
department
is
managed
and
how
it
operates
on
a
day-to-day
basis
within
that
basic
framework.
J
Fourth,
the
auditor
was
directed
to
bring
forward
recommendations
with
respect
to
how
that
office
will
support
the
city
council
and
provide
a
bridge
to
the
city's
Administration
in
its
new
and
expanded
role
as
the
council's
professional
nonpartisan
support
team.
This,
of
course,
must
be
done
in
concert
with
the
reconstituted
audit
committee,
which
has
Direct
Control
and
oversight
of
the
city
auditor.
J
The
city
as
an
Enterprise,
as
you
all,
are
well
aware,
spent
most
of
last
year
in
2022
focused
on
framing
the
organization
of
the
city's
executive
branch,
its
Administration
and,
as
I
said
previously,
this
was
necessary
because
it
is
the
administration
that
contains
about
84
percent
of
the
city's
operating
departments
that
deliver
city
services
and
programs.
Those
are
the
Departments
that
actually
touch
the
lives
of
our
residents,
so
address.
Addressing
that
Branch
first
was
necess
was
necessary.
J
However,
as
this
body
is
aware,
our
work
to
refine
the
administration
and
further
develop
its
operation
continues
and
will
continue
over
the
next
several
years.
And
while
that
work
continues,
the
city
council,
as
the
lead
of
the
legislative
department,
will
need
to
position
itself
to
more
effectively
initiate
and
control
its
own
legislative
and
policy
proposals
to
plan
and
provide
meaningful
opportunities
for
public
participation,
to
exercise
proper
review
and
approval
of
budget
and
financing
decisions
and,
of
course,
to
provide
effective
oversight
of
the
mayor
and
administration.
J
Our
work
to
develop
the
legislative
department
has
begun,
but
that
work
will
not
be
concluding
in
the
near
term.
I
think
there's
General
awareness
that
work
to
fully
develop
the
new
department
will
take
several
years.
We
will
be
pursuing
those
developments
and
overlapping
phases.
So
our
presentation
today
is
and
should
be
seen
to
be
part
of
the
first
phase
of
many
phases.
J
So,
as
a
reminder,
this
slide
highlights,
in
a
macro
perspective,
the
core
functions
of
the
city
council
and
its
capacity
as
the
city's
legislative
and
primary
policy-making
body.
The
city
council
is
the
elected
representative
body
of
the
city.
Each
member
is
elected
by
a
ward
of
roughly
33
000
residents
to
put
that
in
perspective.
That
means
that
each
council
member
represents
a
constituency,
that's
roughly
the
same
population
as
the
city
of
Brooklyn
Center
for
their
constituents.
Council
members
helped
to
facilitate
interactions
with
the
government
and
provide
a
variety
of
constituent
Services
collectively.
J
The
council
enacts
local
laws
and
public
policies
that
govern
the
community
and
the
council,
primarily
through
its
standing
committee
system,
monitors
the
city's
performance
and
exercises
oversight
authority
to
direct
the
overall
City
Enterprise.
On
the
right
side
of
this
slide,
you
can
see
the
various
Department
divisions,
units
and
teams
that
are
associated
with
these
three
primary
functions
of
the
council.
We've
color-coded
them
to
make
the
alignment
between
Council
functions
and
Department
divisions
more
obvious.
We
won't
addressing
structural
issues
of
the
department
in
this
presentation
today.
Those
are
matters
better
covered
through
the
budget
process.
J
However,
I
do
think
it's
important
to
highlight
the
many
Investments
That
Council
has
made
in
our
department
already
in
just
this
first
Year's
budget,
through
its
refinement
of
the
mayor's
budget
proposal.
Council
acted
last
year
to
make
significant
improvements
in
the
office
of
City
auditor
of
the
original
10
new
full-time,
equivalent
requests
that
we
offered
for
the
auditor's
office.
J
Council
authorized
fully
half
in
this
first
year,
so
we've
added
five
full-time
equivalent
positions
to
the
auditor's
office,
including
two
Community
safety,
Auditors
in
the
audit
division
and
three
analyst
positions
in
the
new
policy
and
research
division,
plus
the
council
injected
enhanced
operating
funds
as
well
on
an
ongoing
basis.
So
we
are
grateful
for
those
additional
resources.
As
We
Begin
work
on
establishing
the
new
legislative
Department.
J
This
has
been
the
primary
focus
of
our
work,
largely
because
it
is
at
the
heart
of
everything
that
the
council
and
its
legislative
Department
are
intended
to
do.
The
legislative
process
encompasses
all
of
the
series
and
sequencing
of
steps
involved
in
the
council's
formal
decision-making
process.
More
plainly,
it
is
the
method
through
which
public
will
is
translated
into
public
policy.
J
Getting
reforms
to
this
process
right
is
key
to
everything
else
that
we
will
do.
Not
surprisingly,
we
have
several
structural
and
procedural
reforms
to
offer.
Structural
reforms
will
include
those
that
will
be
hard
coded
into
the
system.
They
include
things
such
as
timing
order,
documentation,
public
participation
and
vote
thresholds
that
are
required,
mostly
under
applicable
state
laws
and
City
Charter,
as
well
as
Council
rules.
Procedural
reforms,
on
the
other
hand,
refer
to
the
more
undefined
in-between
work.
J
That's
involved
in
generating
policy
proposals,
capturing
legislative
intent
for
those
proposals
and
providing
the
objective,
research
and
Analysis
that
underpin
proposals
as
they
move
through
the
process.
That's
the
squishy
sort
of
intangible
in-between
work
involved
in
the
legislative
process
and,
quite
frankly,
it's
the
area
that
we
have
observed
the
most
frustration
and
confusion
amongst
council
members
and
to
be
fair,
similar
confusion
and
frustration
from
the
administration.
J
As
I
said,
both
structural
and
procedural
reforms
will
be
reviewed
and
recommended.
You
can
see
that
we're
aiming
to
have
final
action
in
that
form
of
an
ordinance
to
codify
chapter
9
done
in
August
this
year
with
an
effective
date
of
January
1st
2024..
That
would
give
us
the
time
needed
to
implement
these
process
reforms,
including
changes
to
systems
training
and
more
so.
This
piece
of
our
work
is
time
sensitive
and
will
be
prioritized
over
other
initiatives
included
in
the
directive.
J
Our
briefings
and
interviews
with
council
members
over
the
past
two
months
have
been
focused
primarily
on
eliciting
feedback
on
your
perspectives
about
the
process
and
your
ideas
about
how
to
improve
it.
From
those
discussions,
we've
condensed
your
words
into
an
overarching
goal
statement
and
some
supporting
values
and
principles
to
drive
our
work.
Those
are
shown
on
this
slide,
so
our
driving
goal,
based
on
your
feedback,
has
been
captured,
as
ensuring
every
policy
proposal
receives
deliberate
consideration.
J
J
That
means
that
the
legislative
process
would
be
clear
and
known
to
all
policy
makers,
whether
newly
elected
or
serving
in
their
10th
term.
Equally,
the
process
would
be
clear
and
known
to
departments
and
to
other
internal
and
external
stakeholders.
Two,
it
would
be
predictable.
That
means
the
legislative
process.
Would
be
orderly,
consistent
and
standardized,
the
sequencing
of
different
actions
would
be
known
and
followed
in
the
same
manner,
regardless
of
what
that
proposal
is,
who
its
proponents
might
be
and
its
opponents,
and
it
would
be
agnostic
to
the
issues
involved.
J
In
other
words,
the
process
would
be
the
process
and
it
would
be
content
neutral.
Third,
it
would
be
accessible.
That
means
that
the
legislative
process
would
be
open
and
transparent
to
all
stakeholders
and
participants,
both
internal
and
external,
to
the
city
Enterprise,
and
finally,
it
would
be
inclusive.
J
Hopefully
each
of
you
can
see
your
input
reflected
in
those
principles.
We
chose
to
limit
the
number
of
words
and
to
use
words,
we
felt
were
broad
enough
in
order
to
capture
the
various
and
different
viewpoints
and
perspectives
that
we
received
in
our
interviews
and
small
group
discussions
with
all
of
you
personally
I
think.
If
we
do
focus
on
these
principles,
then
we
will
be
successful
at
achieving
a
legislative
process
reform
that
is
deliberate.
J
So
the
next
two
slides
I'd
like
to
talk
about
the
legislative
process
as
it
exists
today,
and
then
the
initial
reform
outline
that
we
would
present
so
again
here
on
this
slide,
you
can
see
the
summary
of
current
legislative
process.
It
should
look
familiar
to
everyone.
This
outline
has
been
used
many
times
by
me.
It's
an
appendix
to
the
council's
rules.
We've
used
it
in
Council
orientation
and
training
sessions.
It
is
the
seven
steps
on
enacting
an
ordinance
as
we
consider
structural
reforms,
those
that
would
be
hard-coded
into
policy.
J
There
are
some
things
that
we
would
like
to
address
the
step-by-step
process
of
formally
moving
an
idea
into
written
form
and,
ultimately,
through
a
formal
vote
into
public
policy
based
on
your
feedback
and
with
the
feedback
from
clerks
and
others
who
have
a
primary
role
in
this
process.
We
have
recommendations
that
we
think
will
help
us
achieve
a
more
deliberative
legislative
process
that
aligns
with
the
principles
that
makes
the
process
understandable,
predictable,
accessible
and
inclusive.
J
Some
of
the
major
flaws
in
the
existing
process
include
the
following:
first
title:
only
subject:
introductions
have
been
allowed.
This
means
that
introductions
and
even
first
readings
of
ordinances
are
processed
even
when
there
is
no
draft,
no
outline
no
details
of
any
kind
available,
not
to
policy
makers
not
to
staff
and
certainly
not
to
the
public.
The
only
information
available
in
a
title
only
introduction
is
a
single
sentence.
J
That's
printed
on
the
agenda
identifying
what
part
of
the
charter
or
the
code
would
be
impacted
by
an
idea,
but
no
substance
is
offered
that
would
give
anyone
any
indication
about
what
the
idea
is
or
what
its
impact
might
be.
If
adopted
very
bluntly,
that's
bad
policy,
it's
bad
practice
and
it
often
results
in
bad
outcomes,
confusion
and
unanticipated
consequences
that
have
to
be
cleaned.
Up
later,
no
state
legislator
can
introduce
a
formal
proposal
without
providing
the
draft
of
a
bill.
I
know
of
no
other
legislative
body
that
would
allow
that
practice.
J
J
The
other
major
flaw
in
our
current
system
is
that
it
doesn't
act
as
a
deliberative
process,
but
as
a
conveyor
belt,
assuming
an
idea
gets
introduced
into
the
system,
even
without
any
details,
as
I've
already
explained,
it's
simply
a
matter
of
time
until
that
idea
is
presented
for
formal
action,
usually
about
two
months.
No
other
legislative
body
to
the
best
of
my
knowledge
and
experience
works
that
way
the
system
shouldn't
be
designed
to
automatically
carry
forward
proposals,
especially
bad
proposals,
legislative
systems
here
at
home
and
even
around
the
world
are
designed
intentionally
to
be
static.
J
That
means
the
process
defaults
to
no
change
unless
and
until
there
is
support
from
the
body
to
make
a
change.
Advancing
a
proposal
takes
work.
It
takes
effort
at
each
stage
in
the
process
to
ensure
there's
opportunity
for
deliberate
discussion
and
debate
about
the
merits
of
each
proposal
at
each
formal
stage.
There
must
be
an
intentional
push
to
move.
The
proposal
forward
to
the
next
step.
J
Moving
away
from
a
conveyor
belt
system
will
force
a
more
deliberate
approach
to
policy
making
and
provide
more
opportunities
for
Meaningful
participation,
both
by
policy
makers,
but
also
for
the
public
and
any
subject
matter.
Experts
that
might
be
consulted
through
that
process
and
finally,
by
bringing
major
decision
points
to
the
full
city
council,
will
address
another
flaw
in
the
current
process.
J
Today,
much
of
the
work
to
actually
draft
and
review
policies
occurs
outside
the
council
chamber.
That's
outside
the
view
of
the
public.
It
means
we're
failing
to
follow
up
on
the
principles
of
accessibility
and
inclusion,
and
we
need
to
reform
that
process
so
that
all
of
the
major
work
on
policies
is
done
in
public
view
by
the
full
elected
body.
J
This
slide,
then,
shows
the
legislative
process
with
some
of
those
core
reforms.
It
addresses
the
flaws
in
the
system
I've
already
described
first
and
foremost,
we've
added
a
pre-legislative
work
step.
This
recognizes
the
feedback
we
heard
from
each
and
every
one
of
you
that
the
process
of
just
generating
an
idea
and
getting
a
draft
prepared
lacks
any
formal
structure,
guidance
or
support.
The
city
auditor
will
be
addressing
this
in
the
next
several
slides
in
a
moment
recognizing
that
the
pre-work
was
identified
by
council
members
as
the
most
serious
flaw
from
their
perspectives.
J
We
wanted
to
also
address
what
we
believe
are
the
remaining
flaws
that
impact
the
council,
the
administration
and
the
public.
As
you
can
see
in
the
recommended
reform
process,
the
full
city
council
would
touch
every
proposal
on
four
separate
defined
occasions.
Those
are
shown
in
red
with
the
arrows
and,
as
you
can
see,
then
correspondingly,
there
would
also
be
specific
documentation
at
each
of
these
occasions
shown
in
blue,
where
there
would
be
a
certain
documentation
available
to
all
elected
policy
makers,
to
departments
and
to
the
public.
J
This
change
would
help
to
ensure
a
base
level
of
understanding
amongst
all
of
the
impacted
stakeholders.
At
each
of
these
four
critical
touch
points
in
the
process.
It
also
ensures
accessibility
for
all
stakeholders
to
the
same
information
once
the
idea
has
been
developed
in
the
pre-work
stage.
This
is
how
we
envision
it
might
work.
The
first
step,
of
course,
is
the
notice
here
a
formal
notice
would
be
required,
just
as
it
is
today
and
just
like
today,
the
notice
serves
as
a
heads
up
to
all
stakeholders
about
the
general
nature
of
the
proposal.
J
At
a
minimum,
the
notice
must
identify
the
specific
portion
of
the
charter
or
code
being
impacted
and
the
general
subject
matter.
We
are
not
recommending
major
changes
at
this
first
formal
stage
at
the
next
stage.
However,
we
make
the
most
significant
reform.
Today
the
Second
Step
includes
following
notice
a
combination
of
introduction,
first
reading
and
referral.
Those
are
three
separate
actions
that
we've
bundled
together.
It's
the
first
formal
vote
taken
on
each
proposal.
The
most
important
of
these
three
actions
is
the
first
reading.
J
Generally,
every
ordinance
must
be
given
two
readings,
two
separate
readings
in
a
legislative
context.
The
reading
means
that
the
body
has
an
opportunity
to
review
the
actual
text
of
a
proposal.
However,
in
Minneapolis,
as
I
said
in
the
vast
majority
of
instances,
the
only
thing
to
read
is
a
single
sentence
on
the
agenda.
Again,
that's
bad
policy
and
bad
process.
J
Therefore,
by
removing
first
reading
from
this
second
formal
step
in
the
process
and
introducing
a
new
document
called
a
legislative
summary
to
the
introduction
and
referral
step,
we
would
be
able
to
swap
out
and
provide
more
detail
about
the
substance
of
the
proposal
for
good
decision
making.
It
can
be
clear
and
available
to
everyone
and
reflect
a
consensus
of
the
majority
of
the
body.
J
That
summary
would
build
upon
the
initial
notice
by
highlighting
the
substantive
Provisions,
which
could
then
be
used
to
Begin
work
on
any
refinements
in
the
form
of
amendments
to
be
introduced
later
in
the
process.
The
legislative
summary
would
also
be
a
good
reference
for
the
public
to
better
understand
the
intended
effect
of
that
proposal
and
its
impact.
If
adopted,
we
propose
that
legislative
summary
would
be
approved
by
the
city
attorney's
office,
just
like
ordinances
and
could
have
input
from
the
pre-work
efforts
by
council,
members,
Auditors
and
others,
including
experts
in
the
administration.
J
Committee
Action
is
where
the
bulk
of
legislative
work
is
done,
and
we
believe
there
are
many
benefits
to
this
approach.
We
make
no
recommendations
to
change
the
existing
practices
associated
with
committee
work,
as
is
true
today.
The
standing
committees
take
the
lead
on
reviewing
refining
and
recommending
how
proposals
should
be
addressed
by
the
city
council.
In
almost
all
cases,
council's
final
action
is
based
on
the
recommendations
of
its
committees.
We
also
agree
that
the
Committees
are
the
appropriate
venue
for
ensuring
the
minimum
public
input
in
the
form
of
a
public
hearing.
J
That
is
not
to
say
that
there
aren't
other
opportunities
for
Meaningful
public
input.
That
could
be
incorporated
merely
to
say
that
at
a
minimum,
every
ordinance
and
policy
proposal
would
be
subject
to
at
least
one
public
hearing
that
would
be
conducted
by
the
standing
committee
having
subject
matter
jurisdiction
that
input
from
the
public
would
also
help
inform
the
committee's
work
to
refine
and
develop
formal
recommendations
for
Council
the
next
step.
J
In
the
reform
process,
number
five
would
be
to
have
the
full
Council
conduct
first
reading,
based
on
its
committee
recommendations,
including
any
amendments
that
the
committee
might
offer.
This
ensures
the
first
reading
by
the
full
Council
has
the
benefit
of
the
committee's
work
and
the
input
from
the
public
hearing.
J
All
policy
makers
staff
and
the
public
would
have
a
full
and
complete
draft
of
the
proposal
at
this
point
to
review
in
advance
of
first
reading
by
separating
and
moving
first
reading
to
this
point
in
the
process,
the
full
Council
would
have
an
opportunity
to
consider
any
needed
improvements.
First
reading
under
this
reformed
process,
essentially
acts
as
a
markup
session,
very
similar
to
what
you're
used
to
doing
in
the
budget
process
where
all
13
council
members
have
an
equal
opportunity
to
review
and
offer
further
refinements
and
Perfections
to
the
proposals.
J
After
being
worked
up
by
the
committee
at
the
conclusion
of
first
reading,
the
clerks
would
update
the
formal
Proposal
with
all
approved
amendments
or
other
agreed
changes
by
formal
direction
of
the
full
Council
and
produce
a
final
copy.
That
copy
would
be
posted
for
full
access
by
stakeholders
and
interested
parties,
as
well
as
the
general
Community
Before
The
Next
Step,
which
would
be
second
reading
by
the
full
Council
this
process.
J
Improvement
would
ensure
that
the
city
is
able
to
comply
with
the
statutory
requirement
that
ordinances
in
a
final
draft
form
be
posted
and
available
for
public
access
and
review
no
less
than
10
days
prior
to
the
anticipated
final
vote
on
that
ordinance.
That's
found
under
Minnesota
statute,
section
415.19.
J
So
after
the
first
reading,
the
clerk's
office
then
would
take
the
marked
up
copy
based
on
input
from
all
council
members
and
committee
recommendations
and
produce
a
final
draft
copy
that
would
be
posted
and
made
accessible
for
public
access
for
that
10-day
period
required
by
state
law.
That
engrossed
copy
of
the
final
draft
ordinance
would
then
be
forwarded
to
the
next
regular
meeting
of
this
full
Council
for
second
reading
and
action
at
second
reading.
Council
could
consider
any
final
amendments
to
perfect
the
ordinance.
J
However,
the
goal
at
this
stage
is
that
any
amendments
would
be
limited
to
those
of
a
very
technical
nature.
Nothing
substantive
would
be
brought
forward
or
anticipated
at
second
reading,
because
they
should
have
been
worked
out
at
the
first
reading.
Slash
markup
if
there
are
major
substantive
changes
that
are
necessary.
However,
at
second
reading,
the
process
would
be
to
address
those
amendments
and
hold
the
entire
proposal
over
for
another
another
cycle,
so
that
the
clerks
could
prepare
and
post
a
final
copy
for
that
10-day
period
again,
keeping
in
line
with
statute.
J
Once
the
council
has
completed
all
of
that
process,
the
final
ordinance
or
policy
is
passed
by
Council
would
be
transmitted
to
the
mayor
for
consideration,
as
required
under
the
city
Charter,
the
mayor's
action
publication,
codification,
indexing
and
filing
steps
shown
on
this
slide.
Don't
change
from
the
current
process
today.
J
This
reform,
which
primarily
is
accomplished
by
separating
out
first
reading
and
putting
it
later
in
the
process
and
requiring
more
consistent
documentation
throughout
the
process.
We
Believe
would
make
significant
process
improvements
for
everyone.
There
would
be
more
opportunity
for
all
policy
makers,
departments
and
staff
to
participate.
There
would
be
more
information
and
details
about
proposals
in
the
form
of
this
mandated
documentation
shown
in
Blue
on
the
slide
throughout
the
process.
J
The
use
of
first
and
second
readings
would
align
with
the
original
purpose,
which
was
to
give
policy
makers
and
all
stakeholders
the
chance
to
digest
and
to
debate
the
full
text
of
a
proposal
and
to
protect
to
perfect
those
proposals
prior
to
final
action,
and
it
would
provide
a
consistent,
accessible
and
predictable
pathway
for
all
ordinances
policies
and
other
types
of
official
acts.
The
council
deems
desirable
to
subject
to
this
legislative
process.
J
There
are
some
additional
structural
changes.
We
would
also
recommend
to
further
improve
the
basic
process
that
I've
just
highlighted,
but
we'll
discuss
those
more
at
Future
meetings
right
now,
I'd
like
to
invite
Mr
Patrick
up
to
talk
a
bit
about
the
first
major
Improvement
we've
addressed,
which
is
that
pre-legislative
work
in
step.
One
of
the
process.
These
improvements
were
the
focus
of
our
briefings
and
interviews
over
the
past
two
months
and
I
know
that
these
next
few
slides
are
of
significant
interest
to
council
members.
So
with
that
I'll
turn
the
podium
over
to
Mr
Patrick.
M
Chair
Paul,
massano
council
president
Jenkins
first
I'd
like
to
thank
each
and
every
one
of
you
for
the
insightful
thoughtful
meetings
we've
had
over
the
past
several
months.
Your
candor
and
feedback
about
how
things
are
really
going
behind
the
scenes
is
the
only
way
we're
able
to
get
to
the
actual
information
of
what
we
need
to
do
to
help
make
this
process
serve
your
interests
and
I
I
sincerely,
along
with
my
team,
want
to
thank
you
for
those
those
meetings.
It's
been,
it's
been
very
insightful
and
that's
led
to
where
we
are
today
this.
M
This
recognition
and
I
won't
belabor
belabor
the
point
as
Mr
Carl
eloquently
described
this
instance
with
the
pre-legislative
step,
that's
been
where
we've
identified
the
most
issues
and
opportunities
and
received
the
most
consistent
feedback
that
this
is
a.
This
is
a
part
of
the
process
where
people
experience
challenges.
M
M
That's
being
formed,
perhaps
it's
not
fully
realized
and
you
want
professional,
non-partisan
staff
to
help
build
out
that
idea
to
help
support
it
and
create
kind
of
that
Bedrock
Baseline
level
of
information
that
that
gives
you
that
quality
information
to
put
into
the
legislative
process
it
increases
the
quality
and
can
help
align
with
long-term
strategic
planning.
As
we
have
a
limited
team
and
a
limited
number
of
resources,
you
come
to
us
request
for
consultations.
We
can
help
build
that
into
a
plan
that
makes
sure
to
address
all
council
member
needs
again.
M
We
provide
non-partisan,
neutral
research
to
explore
a
topic.
So
this
is
that
Baseline
of
information.
It
does
not
replace
the
partisan
functions.
You
have
your
own
staff,
you
have
your
own
ideas
and
input.
We're
not
there
to
recommend
what
should
or
shouldn't
happen
we're
there
to
provide
that
Baseline
and
we
can
be
a
bridge.
You
know,
as
we
have
access
via
our
our
audit
Charter,
we
have
access
to
City
functions
and
data.
We
can
help
bridge
some
of
those
gaps
that
might
otherwise
exist.
M
Based
on
existing
resources,
we
can
inform
the
introduction
and
referral
stage
that
that
initial
piece,
that
first
or
second
very
important
touch
that
you
see
the
quality
of
information.
There
will
allow
you
to
have
a
free
and
full
discussion,
and
then
we
will
continue
to
support
you
throughout
the
legislative
cycle
as
we're
part
of
The
Upfront
process.
We
can
continue
to
support
that
piece
of
legislation.
Policy
action
as
it
travels
through
the
process.
M
One
of
the
ways
that
we've
been
also
in
four
mayor
work,
along
with
the
conversations
we've
had
with
you,
is
conducting
research
and
reviewing
comparable
departments
and
divisions
with
similar
functions
across
the
country.
While
we
are
a
unique
City,
there
are
other
legislatures
that
have
similar
functions
and
that
review
helps
provide
Insight.
We
did
some
of
this
prior
to
the
government
structure
change
now
that
things
are
starting
to
align
and
our
mission
is
becoming
clear.
M
It's
been
very
helpful
to
see
what
other
jurisdictions
are
doing,
how
they're
resourced
and
what
information
they're
able
to
provide
we're.
Also
conducting
policy
case
studies.
So,
instead
of
instead
of
just
relying
on
conversations
and
whatnot,
we
are
taking
actual
pieces
of
policy
that
move
through
the
current
legislative
process
and
using
those
as
examples
of
how
things
might
have
been
different.
Had
we
used
a
new
process.
M
So
again,
we
are
not
there's,
not
a
thousand
of
us
behind
the
scenes
able
to
support
the
work,
we're
a
limited
number
of
people
and
we
want
to
make
sure
that
we're
serving
the
entire
body
and
so
coming
up
with
a
way
to
assess
a
matrix.
If
you
will,
what
are
the
interests
of
the
council,
what
are
the
interests
of
the
Committees?
How
do
we?
M
How
do
we
support
all
of
those
and
make
sure
that
we're
recognizing
the
individual
council
members
needs,
as
well
as
the
will
of
the
body
and
the
legislative
priorities,
research
and
assessment
project?
Similarly,
to
the
risk
assessment
that
we
conduct
an
audit
will
help
better
structure
our
activities
I'm,
going
to
turn
it
over
to
Mr
Carl
again
to
continue
the
presentation.
J
So
that
finished
the
first
bucket
of
work
directed
to
us
at
a
high
level
summarizing
what
we've
done
where
we're
going,
the
second
bucket
related
to
the
legislative
rules
of
council.
We
know
that
the
rules
address
the
mechanics
of
how
that
process
works.
So
we
also
understand
there
will
need
to
be
adjustments
to
reflect
that
new
process.
We
do
not
have
any
recommendations
with
respect
to
rules
we're
talking
about
today,
however,
I
am
happy
to
share
that
with
Council
leadership's
urging
and
support.
J
So
those
learning
sessions
are
intended
to
provide
a
level
set
amongst
all
of
us
about
today's
existing
process
and
that
framework
in
which
we
operate.
I'm
sure
that
through
those
lunch
and
learn
sessions,
we'll
also
generate
some
feedback
about
opportunities
to
make
the
rules
better
going
forward
and
I'll
be
announcing
the
dates
and
times
of
those
sessions
in
the
next
few
weeks.
So
stay
tuned
for
more
on
that.
J
The
third
bucket
that
we
have
deals
with
the
legislative
Department
itself,
and
so
we
are
excited
to
be
able
to
provide
some
recommendations
about
how
to
address
the
governance,
the
management
and
operations
of
the
new
legislative
department,
and
you
can
see
that
again,
as
I
mentioned
at
the
beginning
of
this
presentation,
this
will
be
ongoing
work.
This
is
not
work
that
we
will
conclude
this
year.
This
is
work
that
will
start
this
year
and
carry
into
the
next
term
and
Beyond.
So
we're
getting
started
at
this
point
here.
J
You
can
see
on
this
Slide
the
proposed
structure
that
the
auditor
and
I
have
shared
with
Council
leadership.
Under
section
8.100
of
the
government
structure
ordinance,
the
legislative
department
is
under
the
general
authority
of
the
city
council.
It
constitutes
a
separate
branch
of
the
city
government,
not
part
of
the
administration
under
the
direction
or
control
of
the
mayor.
Its
purpose
is
to
provide
institutional
support
and
continuity
for
the
city
council
and
for
its
official
functions,
so
the
ordinance
provides
that
for
administrative
purposes,
the
city
clerk
is
the
head
of
that
department.
J
That
means
for
matters
of
financial
management,
Personnel,
Administration
and
general
operations,
but
the
department
encompasses
the
13
Ward
offices
of
the
individual
council
members
and
your
aides.
It
also
includes
the
office
of
City
auditor,
but
the
auditor
operates
under
the
direction
of
an
independent
audit
committee.
It
includes
the
office
of
city
clerk,
and
so
the
government
and
management
issues
or
governance
and
management
issues
for
our
department.
Much
like
the
department
itself
is
a
little
bit
more
complex.
J
So
this
slide
shows
that
structure
that
Mr,
Patrick
and
I
have
discussed
and
shared
with
Council
leadership
and
which
we
believe
will
be
best
at
supporting
an
effective,
responsive
and
an
efficient
legislative
Department
in
this
model.
What
you
can
see
is
that
Council
delegates
to
its
leadership,
its
chosen
leadership,
the
responsibility
to
oversee
Department
operations
at
a
policy
level
and
to
give
guidance
to
its
operation.
J
The
council,
through
leadership,
would
delegate
day-to-day
management
responsibilities
to
the
city
clerk
as
the
department
head
to
be
assisted
by
a
management
committee
or
a
team,
and
that
management
committee
would
be
inclusive
of
the
city
clerk
and
the
city
auditor.
Obviously,
as
the
heads
of
the
two
respective
offices
and
their
principal
deputies,
the
heads
of
the
major
department
divisions,
so
that
mirrors
the
cabinet
structure
that
the
mayor,
the
mayor,
has
in
the
executive
department.
J
Under
this
model,
the
council
president
and
vice
president,
acting
as
a
conduit
between
Council
and
the
legislative
Department
management
committee,
would
have
specific
responsibilities
for
the
following
as
a
first
priority.
Ensuring
that
the
city
council
has
the
resources
systems
and
support
required
to
fulfill
its
official
and
legitimate
functions
and,
as
a
second
priority,
ensuring
that
in
individual
council
members
have
the
support
that
they
need
to
represent
and
serve
their
Wards
and
constituents.
J
J
It
shows
the
larger,
primarily
external,
facing
policy
framework
in
the
large
Center
Square
and
then
the
more
narrow
and
specific
internal
facing
policy
framework
that
addresses
the
city
Enterprise
to
the
right,
too
often,
as
I
said
when
we
refer
to
council
as
the
policy-making
body
of
the
city,
I
think
that
we
sometimes
get
the
idea
that
only
Council
makes
policy
or
it
has
policy
making
Authority
and
that
all
policies
are
matters
for
the
city
council
alone,
and
that's
simply
not
true.
It's
just
that.
J
The
term
policy
is
ubiquitous
as
I
said,
and
it
can
be
confusing
and
we
use
it
in
a
variety
of
applications
and
in
multiple
different
contexts.
So,
for
example,
all
ordinances
are
policies,
not
all
policies
are
ordinances.
For
example,
we
also
adopt
policies
by
resolution.
Both
are
policies,
but
they
have
different
legal
weight
and
they
have
different
uses.
A
policy
enacted
by
an
ordinance
ranks
higher
than
a
policy
enacted
by
a
resolution.
J
So,
as
these
examples
demonstrate,
the
term
policy
can
be
less
than
helpful
because
it's
imprecise
and
has
become
a
universal
catch-all
for
official
actions,
but
at
a
basic
level,
I
think
the
term
policy
means
a
defined
and
formalized
plan.
That's
used
to
guide
decision
making
policies
can
be
external
to
the
Enterprise,
as
I've
shown
here
or
internal
to
the
Enterprise
external
facing
policies
generally
are
used
to
govern
the
community.
These
are
understood
to
be
our
local
laws.
J
J
There
are
many
different
important
differences
between
these
two
types
of
policies,
but
perhaps
it's
easiest
to
distill
them
down
to
this
external
facing
policies.
What
I,
just
referred
to
as
local
laws
are
made
for
the
benefit
of
the
people
in
the
community,
while
internal
facing
policies,
what
we
would
call
rules
and
standards
and
directives
are
made
in
the
name
of
those
people
to
meet
their
needs
within
this
legal
and
legislative
framework.
The
council,
in
partnership
with
the
mayor,
is
responsible
for
all
of
the
external
facing
policies
of
the
city.
J
These
are
prescribed
and
regulated
by
authorities
delegated
under
federal
and
state
laws.
The
city,
Charter
and
official
acts
made
by
the
mayor
and
Council
together
in
the
form
of
local
laws,
ordinances
and
public
policies.
Under
that
largest
level
of
policy.
The
city
council
and
the
mayor
together
also
adopt
Enterprise
policies.
These
are
internal
facing
the
Enterprise
policies
are
used
to
direct
and
regulate
and
control
the
operation
of
city
government
and
the
delivery
of
its
services
and
programs.
This
is
the
highest
level
of
internal
facing
policies.
It's
shown
off
to
the
right
here
in
this
chart.
J
These
include
resolutions
that
are
adopted
to
establish
policies
applicable
to
the
Enterprise
and
under
that
level
of
policy
Authority,
then
the
mayor,
as
chief
executive
officer,
has
some
policy
making
Authority
that
is
separate
and
distinct
from
the
council.
These
are
what
are
usually
identified
as
executive
orders.
J
The
compilation
of
executive
orders
might
be
referred
to
as
Administration
policies
to
distinguish
them
from
Enterprise
policies
that
are
done
by
the
council
and
mayor
together
and
then,
as
shown
here,
departments
also
are
delegated
authority
to
make
policies
that
relate
to
the
operation
of
their
specific
departments.
So,
as
this
slide,
attempts
to
show
policy
making
is
a
shared
Endeavor
between
the
council,
the
mayor
and
all
departments.
J
The
key
I
think
is
to
differentiate
between
the
different
levels
of
policy,
whether
they're
external
facing
or
their
internal
facing,
and
whether
they're
subject
to
the
control
of
the
city
council
and
the
mayor
as
the
combined
governing
authority
of
the
city
by
the
mayor,
acting
alone,
as
chief
executive
or
by
the
departments
in
terms
of
their
operations
over
the
past
year.
Clarifying
these
different
policy
levels
and
controls
led
to
the
adoption
of
a
new
policy
brought
forward
by
our
City
attorney.
J
That
was
designed
to
respect
that
separation
of
powers
between
mayor
and
Council
I'm,
referring,
of
course,
to
our
legislative
directive
policy
and
I,
wanted
to
briefly
highlight
a
little
bit
on
this.
As
shown,
these
are
some
details
about
how
that
policy
is
intended
to
work.
It's
just
one
tool,
only
one
one
of
many
that
provides
council
members
the
ability
to
request
information
in
support
of
their
official
functions
from
the
administration.
J
Along
with
our
interim
City
operations,
officer
Heather
Johnson
I've
spent
the
last
several
months,
collaborating
with
our
departments
to
train
them
and
their
management
teams
in
the
use
of
this
new
policy
and
the
expectations
for
how
that
policy
should
apply
so
that
the
two
led,
the
legislative
and
executive
branches
can
work
together.
As
shown
on
this
Slide.
The
policy
is
designed
and
intended
to
facilitate
the
free
flow
of
information
and
productive
collaboration
between
the
council
and
administration
as
part
of
good
governance.
J
With
that
outcome
in
mind,
however,
the
policy
respects
the
division
of
legislative
and
executive
functions.
It
means
that
individual
council
members
can't
direct
departments
as
we've
talked
about,
but
that
Council,
as
a
body
has
the
authority
to
request
the
information
it
needs
So.
Within
that
policy,
council
members
can
bring
forward
directives
and
when
I've
worked
with
those
departments
along
with
Ms
Johnson
I've
reminded
them
that
our
preference
is
to
default
to
informal
inquiries
so
that
we
don't
overwhelm
the
system
with
legislative
directives.
J
As
an
easy
way
to
distinguish
between
informal
inquiries
and
formal
directives,
I
like
to
focus
on
the
three
p's,
these
are
City
priorities,
policies
and
programs.
If
we're
touching
on
one
of
those
three
three
p's
the
priorities,
policies
or
programs,
we
are
likely
dealing
with
a
legislative
directive.
That's
beyond
the
scope
of
an
inquiry.
The
legislative
directives
tend
to
be
those
things
which
involve
very
Broad
and
complex.
Subject
matters
they
are
usually
multi-disciplinary
or
multi-departmental.
They
require
significant
coordination
across
the
city.
Enterprise
and
oftentimes
would
engage
external
subject
matter
experts.
J
So
in
this
way,
a
legislative
directive
can
be
an
excellent
tool
used
by
the
council
to
Signal
the
potential
for
a
new
policy
proposal
or
a
proposal
to
change
existing
policies.
The
legislative
directive
is
a
tool
that
can
request
information,
data
or
program
results
or
information
and
similar
materials
from
the
administration
to
help
inform
policy
making
processes.
J
So
the
use
of
these,
as
I
said
several
times,
is
one
tool
that
can
be
used
and
could
be
part
of
that
pre-legislative
work
stage.
There
are
useful
tools
for
the
council
and,
as
I
mentioned,
I've
done
some
training
with
the
departments
on
this
new
policy.
Ms,
Johnston
and
I
were
speaking
about
this
the
other
day
and
realized
we've
trained
departments.
We
failed
to
provide
the
same
level
of
training
to
council,
and
so
we
will
be
looking
as
part
of
these
updating
meetings
that
we've
talked
about
at
the
beginning
of
this
session.
A
I
might
just
interject
to
say
that
well,
I,
don't
yet
see
anybody
in
the
speaker,
management
queue.
I
was
looking
for
us
to
continue
this
finish.
This
presentation,
as
questions
people
might
have
earlier,
will
get
answered
through
this
presentation,
but
at
the
end
of
this
presentation,
I
am
interested
in
having
a
full
discussion
of
this.
If,
if
my
colleagues
are
interested
so
absolutely
but
there's
nobody
in
queue
just
yet.
M
Provide
some
updates
from
the
office
of
the
city
auditor.
This
slide
had
my
fingers
crossed
and
it
worked
out
put
the
slide
in
here
and
you
all
appointed
the
new
members
of
the
audit
committee
at
this
meeting
so
put
this
in
advance,
but
it
happened.
The
organizational
meeting
on
May
22nd
will
be
when
they
adopt
and
and
vote
on,
the
upcoming
revised
audit
Charter.
M
That
will
include
a
recognition
of
the
work
of
the
policy
and
research
Division
and
how
that
work
is
delegated
back
to
council
the
work
of
that
that
portion
of
the
city
auditor's
office,
that's
the
major
step
coming
up
next
is
testing
the
legislative
support
function.
So
we
have
the
charter
adoption.
The
piece
is
now
assigned
to
council
for
support.
We
intend
to
do
some
case
studies,
benchmarking
and
use.
Perhaps
some
live
cases
as
our
process
gets,
gets
further
developed
some
live
consultations,
so
we
can
actually
support
your
work.
M
We
want
to
test
these
proposed
processes
with
Pro
anticipated
legislation
and
policy
work,
so
we'll
be
we'll
be
meeting
with
you
again
over
the
coming
months,
as
we've
been
doing
to
solicit
that
feedback
and
figure
out
how
we
can
actually
test
out
some
live
cases
and
then
throughout
2024
and
2025.
We'll
continue
to
refine
the
design
as
we
move
into
the
2026
full
term
cycle
want
to
have
this
process
up
and
running.
M
The
final
piece
I'll
talk
about
is
oversight
and
evaluation.
We've
discussed
this
at
times
during
our
briefings,
but
it's
worth
mentioning
again.
There
is
a
portion
of
the
Palestinian
research
divisions
authorizing
section
in
in
the
ordinance
that
recognizes
the
ability
of
this
group
to
perform
oversight
and
evaluation
work.
M
So
it's
a
small
part
of
it
and
kind
of
differs
from
the
rest
of
the
paragraph
that
talks
about
legislative
support,
but
this
is
certainly
a
form
of
legislative
support,
the
oversight
and
evaluation
piece,
so
we're
working
to
figure
out
that
kind
of
direct
line.
How
do
we
play
that
oversight
and
evaluation
role
that
differs
from
what
the
audit
division
does,
which
is
risk-based
internal
auditing,
but
direct
oversight
and
evaluation
support
to
the
council?
M
One
of
those
things
we've
been
doing
is
looking
at
the
number
of
actions
before
the
council
outcomes
and
benchmarking
that
with
other
jurisdictions,
so
recognizing
that
perhaps
80
plus
percent
of
the
work
coming
before
you
constitutes
these
routine
actions
and
what
additional
information
might
you
want
to
know
about
those
actions
themselves
which
can
help
determine
how
to
balance
that
flow
and
kind
of
the
quality
of
actions
that
come
before
you
so
that
they
align
with
your
your
decision-making
Authority
and
your
goals
as
a
legislative
body,
so
more
to
come
on
the
oversight
and
evaluation
piece?
M
But
that
is
a
big
part
of
this
conversation,
as
we've
we've
discussed
in
our
meetings,
so
we
have
in
front
of
you
anticipated
next
steps
again,
these
upcoming
meetings
to
discuss
these
regular
meetings
and
then
interim
meetings
to
discuss
the
various
components
as
they
arise.
Looking
forward
to
a
number
of
other
upcoming
discussions
and
if
Mr
Carl
has
any
additional
things
he'd
like
to
add,
I
would
open
and
welcome
any
questions
you
might
have
for
us.
L
Thank
you,
chair,
palmisano.
First,
thank
you
so
much
to
clerk
Carl
as
well
as
auditor
Patrick
for
your
work
on
this.
You
know
throughout
all
of
2022.
There
was
exclusive
focus
on
the
executive
side
and
it
left
many
of
us
I
I
can
speak
for
myself.
L
You
know
very
unclear
about
what
the
future
of
the
legislative
side
what
it
will
hold
in
terms
of
you,
know
its
structure
and
the
resources
that
would
be
allocated
towards
it
and
a
lot
of
our
policy
making
and
oversight
function
has
happened
as
a
result
and
what
feels
like
a
completely
unstandardized
way
and
as
you,
someone
named
Clark
Carl
in
your
presentation
when
you
don't
have
that
standardization,
it
leads
to
bad
Equity
outcomes
and
also
just
doesn't
allow
everyone
to
fully
participate
in
our
local
democracy.
L
So
I'm
super
grateful
that
you
all
are
helping
us
lay
out
a
plan
for
this
legislative
Department
that
is
consistent,
predictable,
accessible
and
I
think
size,
four
and
five
layout.
So
clearly
what
good
governance
is
all
about,
and
you
know
what
it
looks
like
to
have
an
even
playing
field
for
representatives
to
advance
their
residence
issues
and
priorities.
L
I
also
want
to
highlight
again
without
that
standardized
process.
I
can
name.
It's
been
the
struggle
for
me
to
do
my
job.
Quite
frankly,
nearly
every
legislative
cycle
that
my
office
has
attempted
to
move
forward
with
a
legislative
item.
We've
had
to
jump
through
arbitrary
hoops
and
agenda
settings
and
commuting
meetings
just
just
to
advance
our
residence
priorities,
and
you
highlighted
some
of
the
components
about
the
legislative
director
policy
that
we
passed
back
in
December.
L
But
what
I've
seen
you
know
ever
since
in
every
single
cycle
that
you
know,
I've
seen
chairs
and
Council
leadership,
kind
of
change,
the
goal
post
of
how
we
request
information
and
as
a
result
of
that
and
having
further
conversations
about
that
I've,
been
told
both
privately
and
publicly
in
committee
meetings.
You
know
where
we're
trying
to
advance
work,
that
I
should
be
coordinating
with
Department
kids
and
requesting
information
privately,
rather
than
going
through
the
legislative
process
of
our
committees
or
through
the
process.
L
That's
laid
out
in
that
legislative
director
policy
that
we
passed
in
December,
which,
as
from
my
understanding
that
places
me
in
a
position
of
violating
that
very
policy,
because
it's
and
then
violation
of
government
structure,
but
it's
been
continuously
suggested
to
me.
So
you
know
I'm
really
really
again
excited
about
having
the
standardized
process,
because
to
me
it
feels
like
based
off
of
these
experiences,
we've
somewhat
selectively,
enacted
or
have
abided
by
the
current
process
that
we
we
have
right
now,
and
you
know
all
that
said.
L
I
do
have
a
couple
of
questions
in
terms
of
you
know.
We've
seen
this
past
year.
Having
a
good
process
on
paper
means
nothing.
If
our
council
is
not
willing
to
abide
by
it,
can
you
elaborate
on
the
accountability,
measures
or
mechanisms
that
you're
developing
to
ensure
that
this
process
will
not
be
disregarded
similar
to
what
we're
seeing
already
with
existing
processes?
So
just
thinking
through,
have
you
considered
some
of
those
pieces.
M
Certainly
so,
as
we
develop
a
process,
I
think
you
know,
as
an
auditor
I'm
always
thinking
about
what
controls
exist,
to
help
make
sure
a
process
flows
as
intended.
So
as
we
continue
to
develop
that
certainly
opportunities
for
that,
and
if
you
see
in
the
goals
and
values
the
one
one
big
thing
that
we
hear
constantly
from
everybody
is
the
transparency
element
of
of
the
legislative
process
by
by
kind
of
having
sunshine
on
everything.
That's
taking
place,
it's
easier
to
see
how
processes
play
out,
therefore
easier
to
diagnose
it
when
things
go
wrong.
M
So,
given
that
transparency
and
accessibility
are
big,
big
ass
from
everybody
on
the
council,
I
think
it'll
be
easy
to
find
those
those
controls
that
we
can
put
in
to
make
sure
that
the
process
works
for
everyone.
L
And
then
someone
following
to
that
and
kind
of
the
point
of
you
know
you
laid
out
the
timeline
of
how
do
we
finally
get
to
this
place
where
we
have
a
fully
operationalized
process?
And
then
you
know
also
Department
I'm
interested
in
knowing
what
do
we
do
now
in
the
intermediate,
especially
in
naming
you
know,
we
do
still
have
these
shifting
goal
posts,
there's
not
full
abidement
to
the
current
policies
on
the
book.
So
you
know
just
thinking
until
we
have
that
standardized
process
operationalize.
L
What
should
we
do
in
the
meantime
for
us
to
be
able
to
get
the
information
that
we
need
to
do
that
oversight
work
to
do
the
policy
making
that
pre-legislative
work
that
you
mentioned,
which
is
often
the
places
where
it
feels
like
it,
has
the
most
minefields
around
here
and
trying
to
advance
work,
would
love
to
get
you
all's
feedback
on
how
we
can
kind
of
navigate
until
all
of
this
is
operationalized.
M
Chair
palmasano,
councilmember,
wansley
I
think
we'll
continue
to
run
our
Council
or
our
our
meetings.
Where
we're
discussing
these
issues
and
as
we
move
from
this
kind
of
initial
ideation
design,
phase
to
testing
and
workshopping,
we
can,
we
can
certainly
discuss
some
of
that
I.
Don't
I,
don't
have
a
specific
answer
for
you
on
that
right
now,
but
I
think
that's
a
great
topic
to
bring
up
for
those
future
discussions.
Mr
Carl.
Do
you
have
anything
like
that.
J
Just
briefly
through
the
chair,
I
would
also
say
one
of
the
things
I
got
from
Council
leadership,
who
have
a
longer
tenure.
We've
had
a
lot
of
turnover
just
in
my
tenure
here,
two
of
our
missed
elections
brought
seven
new
council
members
twice.
So
that's
the
vote
of
the
body.
There's
been
enough
turnover,
I,
think
in
the
body
and
we're
in
a
two-year
term
going
into
another
two-year
term.
We
changed
the
government
structure
that
we
haven't
done
enough.
Intentional
training
with
council
members
about
what
is
your
legislative
process.
J
You
know
you're
elected,
and
we
say
this
is
your
process.
We
give
you
a
quick
little
orientation
at
the
beginning,
which
is
like
drinking
out
of
a
fire
hose
I
think
you
would
all
agree,
and
then
we
say:
okay
go
to
work,
so
I
think
what
I
heard
from
Council
leadership
is
supplementing
and
complimenting
this
major
reform
work.
J
We
need
to
have
some
deep
Dives
on
what
exists
today,
so
that
that
can
Surface
a
more
shared
sort
of
common
understanding
of
the
process
as
it
exists,
and
then
we
can
say:
oh
that's,
a
pain
Point
as
as
the
Auditors
have
been
doing
with
you
like
that's
our
existing
process
and
it's
not
working.
What
can
we
do
so?
I?
Don't
think
that
addresses
an
accountability
issue
at
this
point,
I
think
we
have
to
sort
of
level
set
and
then
sort
of,
say
yep.
We
all
have
that
shared
understanding.
J
What
does
it
mean
to
have
this
policy
or
that
that
practice
or
this
procedure,
and
so
I
I,
look
forward
to
doing
that?
I
know
that
when
I
have
one-on-ones
with
many
of
you
and
I,
I
will
nerd
out
and
talk
for
hours
and
hours
about
legislative
rules
and
parliamentary
procedure
until
people
leave
the
diets.
J
But
I
do
think
that
there
is
some
value
and
sort
of
deliberately
discussing
those
matters
which
are
core
to
what
you
do
as
a
body
that
we
often
take
for
granted,
or
we
say
oh
we'll
get
to
it,
and
then
we
never
do,
and
so
I
was
I
was
pleased
when
Council
leadership
said
you
need
to
make
this
a
priority.
You
need
to
find
the
time
and
put
that
together.
So
I
have
put
together
an
outline
of
that
program
and,
as
I
said
in
the
next
few
weeks,
we'll
be
sending
out
sort
of
here's.
L
Really
excited
to
hear
that
I
think
a
big
piece
of
the
the
conversations
that
I
had
during
my
briefings
with
you
all
around.
This
is
the
cultural
reset
that
needs
to
happen
of,
like
you
know,
always
worked
for
some,
not
for
all
as
we're
moving
into
the
standardized
process.
How
do
we
do
that
cultural
reset
for
everyone
that
might
be
coming
in,
or
especially
in
as
we're
starting
a
new
term?
L
So
I'm
really
excited
to
see
that
program
piece
of
how
we
start
to
do
some
of
that
reset
and
regrounding
around
this
new
process,
and
then
auditor
Patrick
just
a
follow-up
question
on
one
of
the
things
that
you
raised
in
terms
of
testing.
L
So
just
thinking
you
know,
I
would
like
to
know
what
what
is
a
perspective
plan
around
that
just
knowing
we're
in
May
right
now-
and
we
have
you-
know
less
than
what
is
it
seven
months
or
to
to
do
some
of
that
deep
testing
around
some
of
the
functions
that
you're
looking
to
move
forward
in
this
new
legislative
department
and
legislative
process.
So
I
was
just
interested
in
knowing
what
what
does
that
testing
like?
Do?
M
Absolutely
chair,
palmisano
council,
member
wansley.
We
are
working
on
the
policy
case.
Studies
currently
so
I
think
it'll
be
beneficial
for
us
to
work
through
some
of
those
or
really
have
some
not
active
case
studies,
so
that
we
we
do
truly
understand
the
kind
of
old
status.
And
how
would
we
Workshop
something
through
the
new
one?
M
L
I
can't
recall
which
slide
this
was
on
around
quality
control,
but
I
will
say
something
that
has
been
challenging
also
this
year
in
regards
to
legislative
directives,
is
that
you
know,
despite
them,
being
very
specific
in
lines
of
inquiry,
we're
seeing
this
this
pattern
of
them
coming
back,
incomplete,
so
I.
You
know
I'm,
really
interested
in
knowing
a
little
bit
more
about
some
of
the
quality
control
components
that
hopefully
can
be
integrated
in
this
testing
period.
L
You
know
so
that
we're
making
sure
that
we
are
getting
the
full
information
that
we're
requesting,
as
you
know,
mandated
in
our
Charter,
but
right
now
or
over
several
months,
we've
seen
our
legislative
directives
with
you
know
entire
sections
be
ignored,
or
instead
of
a
presentation
being
given
on
the
content
of
the
directive,
we're
given
a
completely
different
narrative,
so
I'm
yes
wanted
to
know.
L
L
M
That
chair
palisano
council
member
wansley,
the
the
oversight
and
evaluation
piece
that
I
mentioned.
If
you
recall
in
the
last
budget
process,
we
were
allocated
some
Professional
Services
dollars
to
support
kind
of
the
initial
ideation
of
that.
Obviously,
our
policy
and
research
team's
primary
focus
right
now
is
on
legislative
process.
Building
out
that
consultation
function,
the
Professional
Services
dollars
that
were
allocated
to
us.
M
We
do
intend
to
do
some
work
specifically
in
the
fiscal
analysis
and
support
of
the
council's
review
of
the
mayor's
proposed
budget,
but
I
think
that
presents
an
opportunity
to
think
about
those
oversight
and
evaluation
components.
We
we
are
in
active
conversations
about
what
that
might
look
like,
but
but
currently
the
primary
focus
is
certainly
on
on.
How
do
we
support
you
and
your
your
policy
making
work
I
hate
to
keep
saying
more
to
come.
D
M
That,
but
that
that
is
something
that
is
that
we
are
actively
considering
figuring
out
how
we're
going
to
build
that
into
our
work,
but
also,
how
are
we
going
to
support
you
in
the
fiscal
analysis
component
that
was
raised
so
frequently
during
the
last
the
last
budget
process?
How
do
we
support
you
in
that
that
analysis
and.
L
This
will
then
extend
to
the
executive
side
because
again,
I
want
to
name
the
right
now.
Legislative
directives
are
directed
at
the
executive
staff
and
that's
where
I'm
seeing
the
patterns
of
those
directives
coming
back
incomplete.
So
is
the
idea
that,
through
training
of
this
new
process,
with
staff
will
help
to
hopefully
Rectify
in
addition
to
us
finally
having
our
own
nonpartisan
staff,
who
could
just
give
that
information
to
us
up
front
just
thinking
is
that
part
of
what
you're
imagining
and
seems
like
it
is
okay,
poor
girl?
Okay,
thank
you.
O
Thank
you,
madam
vice
president,
I
think
the
formality
of
this
space
can
give
the
impression
that
a
presentation
of
this
nature
is
much
more
final
than
it
actually
is.
So
I
just
want
to
acknowledge
that
this
is
a
work
in
proc
in
progress
with
these
comments
and
I've
been
really
grateful
to
be
in
some
of
our
work
sessions.
Talking
through
some
of
the
particulars
of
this
and
I.
O
Think
one
of
the
things
that's
really
critical
is
making
sure
that
we're
accurately
defining
the
problem
as
we're
proposing
the
solution,
because
if
we
are
proposing
Solutions
with
an
ill-defined
problem,
we
may
not
be
getting
at
the
heart
of
the
matter,
and
one
of
the
problems
that
we
were
discussing
was
just
kind
of
some
of
the
the
roadblocks
and
barriers
to
moving
through
the
legislative
process
and
the
thing
that
I've
been
reflecting
on.
Since
some
of
those
initial
conversations
is
that
you
know,
there's
a
difference
between.
O
Think
that-
and
this
is
coming
from
the
perspective
of
somebody
who
worked
at
the
staff
level
and
the
pre-government
structure
era,
some
of
those
roadblocks
that
prevent
policy
from
moving
through
the
body
can
be
beneficial
to
elected
leaders
who
would
like
to
keep
things
stuck
so
that
we
don't
actually
have
to
answer
to
our
community
and
so
I'm,
trying
to
say
out
loud
that
I
want
one
of
our
problems
that
we're
solving,
for
is
a
level
of
transparency
and
accountability
to
us
as
elected
policy
makers,
because
and
I'll
use
this.
O
As
an
example,
we
just
had
a
staff
report
around
rent
stabilization
that
now,
as
elected
leaders,
we
can
say
well.
The
staff
said
we
shouldn't
do
this
when
it
really
ought
to
be
up
to
us
to
decide
whether
or
not
we
should
do
this
and
I.
O
I
think
we
need
to
start
thinking
about
our
core
responsibility
as
city
council
is
legislation
and
budget
there
should
be
I
think
the
budget
office
should
be
a
part
of
the
legislative
branch.
I
think
that
igr
should
be
a
part
of
the
legislative
branch.
I
think
NCR
can
arguably
be
a
part
of
the
legislative
branch,
and
then
there
are
Pockets
within
a
number
of
operating
departments
that
do
significant
policy,
research
and
development,
work
and
I'm
thinking
departments
like
cped
come
to
mind.
O
We
need
to
be
very
intentional
about
who
does
this
work
and
whether
or
not
they
exist
on
the
legislative
side
or
executive
side,
because
one
of
the
problems
that
I
think
we
need
to
solve
is
you
know
the
mayor's
veto
should
come
at
the
end
of
the
legislative
process
through
a
formal
action
not
through
influence
at
the
staff
level,
within
the
executive
branch
and
so
oftentimes?
What
can
happen
in
this
I'm
not
trying
to
accuse
anybody
of
anything?
This
is
just
oftentimes.
O
What
happens
is
there's
a
policy
that's
trying
to
be
developed
that
has
some
political
conflict
or
tension
in
it.
Rent
stabilizations
may
be
the
most
prominent
of
that
and
this
term,
but
I,
don't
think
that's
unique
where
there
is
an
opportunity
for
staff
to
influence
the
policy
recommendation
and
I'm,
not
even
saying
nefariously
so,
but
what
I
want
is
for
that
staff
to
be
completely
dedicated
to
the
legislative
process
and
not
have
concerns
or
considerations
to
what
their
day-to-day
capacity
is
from
an
operations
perspective.
O
So
I
just
wanted
to
say
those
are
two
things
that
I
want
us
to
be
very
intentional
about
problem
solving
around
knowing
that
this
is
a
work
in
progress.
So
it's
not
just
about
getting
the
right
steps
in
place,
but
it's
about
having
the
right
structural
elements
in
place
so
that
we
can
ensure
that
non-biased,
nonpartisan
research
and
Analysis
foreign.
F
You,
madam
chair
and
before
I,
get
to
my
point.
I
do
want
to
mention
a
decorum
concern.
I
heard
the
words
hide
behind
staff
reports
mentioned
and
I
am
concerned
about
that
from
ascribing
motives
and,
frankly,
I
think
it's
insulting
language
that
has
the
ability
to
escalate
things
so
I'd
urge
my
colleagues
to
follow
our
decorum
rules
that
this
council
did
approve
unanimously.
F
That
would
be
wonderful
if
we
could
do
that.
I
also
want
to
thank
our
staff
for
their
work
on
this.
Thank
you,
Mr
Patrick.
Thank
you
to
clerk
Carl.
Thank
you
to
the
others
involved.
I
really
appreciated
this
report.
I
think
it's
really
excellent
work.
This
update
in
the
ways
that
you're
working
to
support
this
body
I
think
it's
important
for
this
body
as
well.
I
did
have
a
question
for
Mr
Carl,
but
it
might
also
be
able
to
be
answered
by
our
City
attorney.
F
I
did
also
hear
earlier
the
suggestion
that
somehow
it's
in
violation
of
our
own
approved
policies
to
directly
reach
out
to
staff.
Could
you
confirm
if
that
is
in
violation
of
our
policy
for
council
members,
to
ask
questions
of
our
city
staff.
J
Through
the
Council
of
Vice
President,
no
councilmember
Johnson,
as
you
know,
it
is
not
a
violation
of
the
charter
or
any
established
rules
or
policies
for
council
members
to
connect
to
staff.
What
is
a
violation
of
the
city
Charter,
and
certainly
the
City
attorney-
can
can
speak
more
directly
to
what
the
charter
says
is
that
the
council
and
its
members
and
committees
and
staff,
the
legislative
branch
is
prohibited
from
any
effort
to
interfere
to
usurp,
to
invade
or
to
give
directions
to
the
department.
So
our
policy
that
we
adopted
did
provide
two
branches.
J
I
only
spoke
to
the
formal
legislative
directive.
The
informal
request
process
is
equally
as
important
as
I
said
in
my
presentation.
The
informal
request
is
the
default,
our
preference
as
an
organization,
because
we
would
like
that
the
two
options
together,
work
and
I-
think
I
said
this
to
facilitate
the
free
flow
of
information
and
productive
collaboration
between
executive
and
legislative
branches.
J
J
At
what
point
are
we
simply
providing
public
data
in
response
to
a
request
to
a
council
member
often
because
the
council
member
needs
that
information
from
for
some
purpose
or
you're
getting
it
for
your
constituents
versus
and
I
use
the
three
PS
as
an
example,
a
city
policy,
a
priority
or
a
program
once
we
get
into
existing
priorities,
policies
and
programs
or
the
anticipation
of
changing
them?
We're
talking
budget
we're
talking
resources,
we're
talking
a
change
in
the
city's
established
rules
of
operation
that
automatically
puts
us
in
the
area
of
a
legislative
directive.
J
Very
very
often
things
aren't
that
clear-cut
and
so
I
use
myself
in
training
oftentimes
as
an
example.
The
guidance
we've
given
departments
is
if
a
council
member
calls
and
the
request
that
they
have
is
for
public
data
that
exists,
that
you
can
produce
roughly,
it
should
take
about
five
hours.
Around
five
hours
is
half
of
one
working
day.
J
There
are
13
council
members,
you
have
two
AIDS
each
that's
39
people
in
the
legislative
Department
that
are
touching
departments,
so
in
order
to
not
interrupt
the
normal
planned
operations
of
that
department,
it's
good
for
us
to
have
some
guidelines.
A
guideline
might
be
about
five
hours.
If
you
can
get
that
response
done
in
five
hours,
it's
public
data
go
ahead
and
do
it.
But
what
happens
if
it's
seven
hours
do
I
say
a
hard?
No,
that's
got
to
be
a
directive.
No,
you
should
have
the
discretion
as
a
department
head.
J
This
is
also
it's
very
important
that
we
have
processes
where
you
may
call
someone.
That's
not
the
department
head
and
ask
for
information.
Those
department,
heads
and
their
management
teams
need
to
have
processes
in
place
to
teach
all
of
their
staff.
If
you're
contacted
by
a
council
member
or
award
office,
it's
fine
for
you
to
communicate
with
them,
make
sure
you
run
it
up
the
chain
because
the
lower
in
the
organization,
probably
they
don't,
have
the
full
context
of
what
that
inquiry
means.
J
So
if
the
inquiry
comes
in,
let's
say
you're
asking
for
information
from
the
elections
office
about
turnout
data
across
all
Municipal
elections
since
1990.
that
date
is
all
on
our
website.
It
might
not
make
sense.
However,
if
I
just
point
you
to
the
website
and
maybe
you've
asked
for
some
comparison
data
about
turnout
in
specific
Awards.
J
Let
me
understand
what
your
request
is.
Let
me
see
if
I
can
refine
that.
Let
me
see
if
I
have
the
capacity
to
do
it.
If
I,
don't,
then
I
can
also
talk
to
you
about
right
now,
I
don't
have
capacity.
These
are
the
things
on
my
desk,
but
maybe
we
can
negotiate
two
months
out,
so
the
goal
should
always
be
to
work
towards
an
informal
request
process
to
the
greatest
extent
possible
and
council
members
and
their
aides
are
welcome
and
encouraged
to
use
that
process
to
work
with
departments.
J
To
the
extent,
though,
that
we
get
into
established
priorities,
policies
and
programs
that
dictate
the
operations
of
how
the
city
delivers
its
services
and
manages
its
programs,
we
are
talking
about
a
legislative
directive.
Those
often
are
much
more
complex
and
require
a
lot
more
coordination
across
Enterprise
I
spent
a
lot
of
time
talking.
I
did
start
by
saying
the
City
attorney
who
drafted
that
policy
is
sitting
right
at
the
diocin,
could
probably
also
give
you
some
more
clarity
on
that.
Thank.
F
You
Mr
Carl
and
what
you've
described
sounds
like
working
with
other
people
in
an
organization
frankly
and
I
appreciate
that,
so
it's
great
to
know
that
it
is
not
a
violation
of
our
policy
in
order
to
request
information
or
ask
for
information
that
really
it's
about
large
complex
requests
that
take
a
lot
of
time
or
specifically
about
directing
policy.
I
appreciate
the
words
you
used.
That
informal
is
the
default
and
our
preference
as
an
organization,
and
that
it's
about
productive
collaboration
and
I
completely
agree
with
that.
F
I
think
there's
a
saying
around
this
around
don't
call
a
meeting
when
you
should
send
an
email
and
don't
send
an
email
when
you
should
pick
up
the
phone
and
those
sort
of
things,
I
think
it's
about
working
together
as
an
organization
and
promoting
that
collaboration.
So
once
again,
I
really
appreciate
all
this
I'm
glad
for
the
clarification.
Thank
you.
C
Thank
you.
Thank
you,
madam
chair,
so
Mr
Patrick
and
Claire
Carl
I
I
also
want
to
thank
you.
You've
done
a
great
job
and
I
see
your
staff
back
there.
Thank
you,
you're
building
a
house
from
the
bottom.
You
know
the
voters
have
spoken.
They.
They
have
clearly
defined
how
the
city
is
to
be
run.
You
focus
on
the
administrative
Branch.
You
got
that
done
now,
you're
focusing
on
the
legislative
branch.
So
thank
you
very
much
for
your
hard
work.
C
Your
your
briefing
made
it
very
clear
to
me
what
you
are
doing
and
how
well
you're
doing
it
great
gratitude
and
to
dwell
on
council
member
Johnson's
remark
about
decorum
I
do
not
feel
that
the
staff
who
worked
on
the
rent
control,
the
from
five
different
departments,
30
plus
staff
people-
try
to
influence
me
as
a
policy
maker
I
felt
that
they
gave
me
the
truth
as
they
know
it
and
as
a
research
showed
so
I'm
very
happy
with
that
staff
report.
Thank
you.
L
Thank
you,
chair
palmisano.
Thank
you,
clerk
Carl
for
answering
the
question.
I
I
believe
it
was
me
who
raised
the
dynamic
violation
of
our
current
legislative
director
policy
and
I
will
just
ground
that
in
a
concrete
example.
L
So
when
I
brought
forward
the
fiscal
analysis
of
the
mdhr
settlement
agreement
that
was
voted
down
by
this
body
several
weeks
ago,
several
council
members,
in
their
comments
mentioned,
will
just
follow
up
with
staff
to
get
that
information
information
that
is
about
illegal
settlement.
That
Ashley
touches
on
the
three
p's
that
you
talked
about.
Apparently
they
had
a
budget
proponent.
L
It
dealt
with
policy
and
operational
dynamics
that
felt
like
something
that
this
body,
especially
as
one
that's,
going
to
be
overseeing
lots
of
components
around
this
substantial
settlement
agreement,
along
with
the
doj
that
we
should
be
weighing
on
and
that
would
interrupt
substantially
I
think
you
know
councilmember
Johnson
racist.
It
was
a
large,
complex,
complex
request
that
weren't,
a
a
staff
director
or
legislative
Direction,
so
I
think.
L
In
that
case,
we
have
seen
again
the
shifting
goal
post
of
when
we
want
to
refer
to
the
formal
inquiries
or
when
it's
actually
time
to
do
the
legislative
directive
process.
We
have
completely
circulated
the
policy
that
we've
passed
so
I
think
in
those
situations
and
we've
seen
that
in
several
other
examples,
other
council
members
can
speak
to
that.
L
If
they
will,
I
can
only
speak
to
the
one
that
I
endured
most
recently,
where
that
is
a
violation
in
many
ways
where
you're
saying
Circle
event
the
legislative
process
for
something
that
is
again
a
large
complex
request
that
interferes
with
the
three
PS.
That
should
then
go
through
a
legislative
directive
process
and
if,
even
in
those
moments
when
we're
going
through
the
correct
process
and
folks
are
still
saying,
go
talk
to
staff.
L
That's
a
problem,
and
that
is
why
I
asked
the
question
of
what
do
we
do
in
their
intermediate,
where
I
think
where
Council
Payne
is
getting
at.
It
feels
like
the
Wild
Wild
West
around
here,
where
it
is
feeling
like
people
pick
and
choose
what
political
priorities
they
want
to
move
forward
with,
and
then
that
gets
weaponized
during
that
pre-legislative
process
and
then
prevents
us
from
being
able
to
do
our
jobs
effectively
and
jeopardizes
our
democracy
and
who
pays
the
price
in
the
end.
For
that
can't,
it's
not
me.
L
It's
the
residence
that
you
mentioned
in
terms
of
those
who
we
represent
the
size
of
the
city
of
Brooklyn
Center,
the
40,
000
plus
people,
so
that
is
I
think,
hopefully
the
problem
that
we're
solving
for
that.
The
shenanigans
that
gets
played
around
here
around
the
pre-legislative
process
that
gets
taken
out
and
we
actually
have
a
neutral,
standardized,
predictable
process
that
everyone
can
participate
in
Freely
and
that
is
learnable
or
understandable
and
accessible
to
anyone
who
comes
in
here,
and
that
is
the
part.
L
That
is
the
part
that
we
need
and
that's
going
to
be
back
with
a
fully
staffed,
fully
resourced
nonpartisan
legislative
department
so
that
we
can
finally
do
those
of
us
who
are
willing
and
ready
to
do
the
jobs
that
our
residents
have
elect.
It
has
to
do
in
advance
the
working
class
issues.
That's
going
to
improve
material
conditions
for
people
in
the
city.
J
Adam,
chair
I,
don't
disagree
with
anything.
You
just
said
council
member
first
I
feel
I.
I
am
compelled
to
sort
of
make
a
few
points
if
I
can
and
then
maybe
sort
of
a
personal
Point
on
reflection.
First
and
foremost,
we
have
used
and
I
I
started
this
so
I'll
be
I'll.
Take
credit
for
this
or
responsibility,
not
credit.
J
Blame
is
I.
Think
the
word
that's
going
to
come
out
of
some
people's
mouths.
I
have
used
and
the
Auditors
have
picked
up
on
this,
and
although
it
is
intentional
and
it's
deliberate,
it
creates
unintended
consequences.
As
so
many
things
do.
We
have
used
the
term
nonpartisan
to
refer
to
the
auditor's
office,
the
clerk's
office
that
tends
to
imply
that
there
are
partisan
actors
in
the
organization
and
we
tend
to
sort
of
point
to
the
administration
and
say
they're.
Partisans
I
need
to
very
quickly
point
out.
J
I've
been
in
local
government
for
25,
going
on
26
years,
I've
worked
under
different
forms
of
government
I
work
very
closely
with
the
heads
of
all
the
Departments
and
staff
at
all
levels.
They
are
professionals,
they
are
expert
at
what
they
do.
They
care
very
deeply.
We
saw
the
employee
Awards
this
morning.
They're,
not
partisan,
and
so
I
want
to
be
clear
when
we
use
the
word
partisan,
non-partisan
for
us.
J
It
equally
applies
to
the
people
in
the
administration
in
the
25
departments
that
happen
to
be
under
the
mayor,
they're
also
nonpartisan
career
professionals,
who
do
bring
their
best
advice
to
the
table
every
day.
It's
it's
concerning
to
me
that
perhaps
unintentionally,
trying
to
distinguish
our
role
as
nonpartisan
staff.
We've
created
an
unintentional
divide
in
the
body
or
a
misunderstanding
of
what
that
means.
You
certainly,
as
the
council
have
partisan
staff
in
your
aides.
This
is
simply
a
non-partisan
staff,
but
I
do
want
to
be
quick
because
people
throughout
the
Enterprise
watch
these
proceedings.
J
They
think
that
maybe
I'm
implying
that
they're
not
and
so
I
want
to
be
very
clear.
There
are
professional
expert,
non-partisan
people
throughout
this
organization
who
serve
every
single
day
and
I
know.
You
know
that
I
feel
compelled
to
state
that,
because
I've
used
that
term
and
I
want
to
be
clear,
I'm
not
suggesting
anybody
outside
of
the
auditor
or
the
clerk
are
part
is
they're.
J
Not
they
serve
this
Council,
they
bring
their
best
to
the
team,
because
they're,
not
necessarily
I,
can
assure
you
thinking
about
the
council
they're
thinking
about
those
approximately
33
000
people,
each
of
your
Awards
represents
and
who
you
you
represent.
I
I
like
to
say
that
the
council
is
the
proxy
of
the
people.
You
are
the
voice
of
the
people
collectively
and
those
of
us
drawn
to
careers
in
government
respond
to
that,
and
and
so
when
your
voices
are
heard
on
the
diocese,
it
is
impactful
to
us.
J
I
want
you
to
know
that
two
I
want
to
be
able
to
share,
and
maybe
it's
safe
to
do
it
because
she's,
not
here,
councilmember
Goodman,
made
a
comment
and
hold
me
accountable
for
what
she
said.
If
you
can
remember
this,
when
we
were
doing
an
interview
with
councilmember
Goodman,
who
is
now
going
to
leave
the
city
council's
the
longest
serving
council
member
in
the
history
of
this
city,
just
by
the
number
of
terms
she
served
and
we
were
presenting
to
her,
the
proposals
and
I
I
was
a
little
nervous
right.
J
J
She
was
very
excited
about
what
was
presented
in
that
room
and
she
was
one
of
the
last
people
that
we
talked
to,
which
meant
she
saw
the
flip
charts
with
all
of
your
feedback
and
she
looked
around
the
room
and
she
said
you
know
when
I
joined
the
council.
I
was
the
Renegade
I
was
the
upstart
I
was
the
one
who
questioned
everything
and
didn't
like
it,
and
now
I'm
the
longest
serving
member
and
I
I
find
myself
defending
systems
that
you
know
I
helped
to
build.
J
She
said
I
think
everything
on
here
is
right.
She
said
you're
going
to
have
to
blow
it
up
to
make
it
again.
Some
of
these
things
are
just
gonna
have
to
be
undone
and
I
thought
that
was
nice
to
hear
from
the
longest
serving
council
member
that
it
is
appropriate
for
us.
We
changed
our
form
of
government
we've.
You
know
expanded
the
council's
roles.
J
We've
created
a
strong
mayor,
we've
added
new
departments
and
she
said,
and
she
she
didn't
question
or
really
push
back
on
any
of
the
things
that
she
saw,
sort
of
written
up
as
ideas.
She
just
said
yep.
That
sounds
great.
That
sounds
good.
You
need
that
you
need
to
be
pursuing
that
you
need
to
be
doing
that,
and
sometimes
you
just
got
to
start
from
scratch
and
blow
it
up
and
I.
Think
that,
hopefully,
is
what
we
heard
from
all
of
you,
too.
I
hope,
that's
what
you
saw
reflected
on
our
presentation
today.
J
We
are
literally
starting
as
if
it's
recreate
from
ground
zero,
so
hopefully
we're
able
to
pull
together
sort
of
all
of
these
disparate
voices.
We
hear
from
the
council
that
represent
what
is
a
very
Dynamic
Community
right.
None
of
your
awards
are
exactly
the
same.
That's
part
of
the
beauty
of
Minneapolis
and
so
pulling
all
that
together
is
a
challenge.
It's
a
challenge.
Is
you
work
together?
J
It's
a
challenge
for
us
who
work
for
you
and
by
that
I
mean
not
just
the
legislative
Department
I
mean
all
25
departments
and
the
4
000
people
who
work
for
the
City
of
Minneapolis
every
day.
We
all
want
to
do
a
good
job
for
you.
I
know
that
it's
been
frustrating
for
you
who
are
newly
elected
to
dig
in
and
that's
what
I
took
away
from
councilman
Goodman.
She
said
it
shouldn't
be
that
you
have
to
be
here
24
years
to
figure
out
the
process.
J
You
should
be
able
to
know
the
process,
maybe
by
day
five,
not
day
one,
but
you
should
be
able
to
come
in
here
and
have
good
staff
who
really
help
you
Embrace
that
system
and
understand
it,
and
so
what
what
I've
heard
in
your
feedback
council
member
is
exactly
that.
Just
said
differently
said
said:
from
the
perspective,
I
am
eager
to
get
started.
I
have
a
lot
of
things.
I
want
to
do
on
behalf
of
my
award.
J
I've
heard
that,
from
all
of
you,
you've
all
expressed
that
in
different
ways,
I'm
sure
Mr
Patrick
would
Echo
that
and
that's
what
his
team.
Hopefully
that's.
What
our
presentation
in
the
end
has
presented
and
as
I
said
it
would
be
our
goal
to
come
back
regularly.
We're
not
looking
to
wait
for
two
more
months
to
come
back.
We
want
those
briefings
to
just
be
an
evolutionary
process.
We
want
to
have
some
study
sessions.
J
We
want
to
come
back
to
this
body
more
as
schedule
allows
to
really
dig
in
and
say,
okay,
we
think
this
is
the
next
thing
and
thumbs
up
thumbs
down.
Is
it
right?
What
would
it
take
tweak
it
a
little
bit
and
then,
when
we
get
the
final
approval,
moving
forward
into
final
action?
J
So
I
don't
know
that
that
made
a
lot
of
sense,
but
those
thoughts
were
sort
of
gelling
in
my
head,
as
I
sat
listening
to
the
rest
of
the
conversation
that
there
are
4
000
people
who
work
here
every
single
day
they
bring
their
best.
They
are
all
professionals
we
all
take
very
seriously
what
we
hear
in
this
chamber,
because
you
do
represent
the
people
who
are
our
big
bosses.
The
people
who
are
are
the
residents
of
the
City
of
Minneapolis
and
we're
very
excited
to
do
this.
Work.
A
Thank
you,
I
want
to
I'll
call
in
council
member
Payne
first
and
then
I
have
some
final
thoughts
on
what
clerk
Carl
just
said:
councilmember
Payne
you're
in
Q.
O
Thank
you,
madam
chair
yeah.
I,
actually
just
got
back
into
queue
just
to
kind
of
clarify
some
of
my
statements.
Apologize,
councilmember
Johnson
for
any
offense
that
I
may
have
caused
by
the
Elegance
of
my
choice.
I
was
trying
to
speak
in
real
world
examples
rather
than
in
hypotheticals,
but
the
and
I
think
you
spoke
to
this
really
well
Mr
Clark.
O
The
point
I
was
trying
to
make
is
wanting
to
avoid
the
appearances
of
influence
right,
not
partisan,
not
bias,
but
even
the
appearance
of
influence,
because
technically
your
job
reports
up
to
an
elected
leader,
who's
publicly
stated
what
their
position
on
a
particular
policy
is.
There's
a
lot
of
pressure
that
you
might
be
under
under
that
circumstance
to
have
influence
and
bias
bias,
unconsciously,
even
seep
into
how
you
conduct
your
work
and
so
I
I.
A
Thank
you.
Thank
you,
council,
member
Payne,
for
those
words,
they're
really
thoughtful.
I
I
do
want
to
just
reiterate
what
clerk
Carl
said
that
there
are
subject
matter
experts
across
our
organization.
They
serve
our
city,
they
serve
our
Council
and
sometimes
those
are
challenging.
They're
they're
they're
difficult
to
come,
stand
in
front
of
council
and
give
us
facts
and
recommendations
from
their
areas
of
expertise
that
they
believe
some
of
us
will
feel
are
potentially
unpopular.
A
They
do
not
deserve
to
be
disparaged
in
any
way.
Any
characterizations
of
shenanigans
that
are
happening
between
City
staff
or
us
and
our
colleagues
are
untrue
and
they're
unfair.
We
are
all
trying
to
change
here
and
to
work
differently
to
work
differently
in
ways
that
we've
tried
to
map
out
in
that
room
where
we're
going
through
flow
charts.
But
we're
really
trying
to
embrace
that
in
a
new
government
structure,
there's
certainly
different
ideas
around
ways
that
our
government
could
be
differently
organized.
A
A
We're,
certainly
not
all
the
way
there
yet,
and
maybe
we
need
to
change
things,
but
these
are
ways
that
we
have
started
this
term
from
scratch,
so
that
that
level
of
of
respect
and
helping
each
other
find
our
way
through
and
to
find
a
new
way
forward.
That
is
what
I
see
City
staff
and
our
colleagues
working
to
do
together
every
day,
and
it
is
really
important
to
understand
that
the
words
that
we
say
from
the
Deus
are
heard
pretty
loudly
through
our
throughout
our
employee
base
and
throughout
the
city
as
a
whole.
A
So
I
really
appreciate
this
conversation
council
president,
you
can
have
the
last
word.
N
Thank
you,
madam
chair
I.
Just
first
want
to
really
offer
my
gratitude
and
thanks
to
staff
or
digging
into
this
work,
I
think
that
we
had
a
a
voter,
approved
referendum.
That
said
change
our
city
government.
N
You
mentioned
Kurt
Carl
that
maybe
it'll
take
five
days
for
some
people
to
understand
the
processes,
but
I
know
that
there
are
governmental
bodies
that
have
rules
in
place
for
centuries,
and
it
still
takes
much
more
than
five
days
to
understand
those
processes
that
includes
Municipal
governments,
state
governments,
Federal
governments
all
throughout
the
country
and
one
might
even
say
the
world.
N
You
know
I
try
to
be
very
judicious.
With
my
comments
on
this
Council
I
I.
Try
to
listen
to
my
colleagues,
I
try
to
understand
where
they
may
be
coming
from
with
the
Foundation
that
they
are
speaking
on
behalf
of
making
Minneapolis
a
better
place
for
everybody
to
live.
N
N
N
I
think
I
heard
mention
that
budget
is
a
very
important
part
of
this
work
as
well,
and
that
will
be
the
work
that
I
will
be
trying
to
move
forward
to
ensure
that
we
can
fully
staff
and
fully
stand
up
a
legislative
Department
that
can
do
this
work
for
us.
Thank
you.
A
Thank
you
with
that.
I
will
ask
the
clerk
to
file
that
report
for
us.
Last
but
not
least,
we
have
our
reports
from
the
standing
committees.
Those
reports
of
committees
will
begin
with
the
business
inspections,
housing
and
zoning
committee.
A
I
see.
Can
somebody
from
business
inspections,
housing
and
Zoning
give
us
that
report
council
member
chug
Tai
has
her
hand
Outreach
to
help
us.
Thank
you.
I.
P
Appreciate
it.
Thank
you,
madam
chair.
The
business
inspections,
housing
and
zoning
committee
will
be
bringing
forward
the
following
items
to
to
our
council
meeting
on
Thursday
item
number.
One
is
an
on
sale.
Liquor
license
for
for
a
business
in
Ward.
Three
item
number
two
is
a
rental
Hall
an
extended
hours
license
for
business
in
board.
10
item
number
three:
is
a
rental
Hall
license
item
number
four?
Is
the
expansion
of
premises
and
Sidewalk
Cafe
license
item
number?
Five
is
an
extended
hours
license
for
a
business
in
ward?
P
Two
item
number:
six
is
a
Bond
issuance
for
Northrop
King
residential
project
in
Northeast
item
number:
seven
is
tax
increment
financing
plan
and
housing
Revenue
Bond
issuance
for
the
Plymouth
Avenue
Apartments
project.
P
Item
number:
eight:
are
the
liquor
license
approvals?
We
have
six
of
them
and
item
number.
Nine
are
71
liquor
license
renewals
item
number
10
are
two
Gambling
License
approvals
item
number
11
is
Transportation
Network
company
any
rate
study
item
number
12
is
an
alley
vacation
on
28th
in
Chicago
item
number
13
is
a
rezoning.
A
portion
of
465
Gerard
Terrace
item
number
14
is
rezoning
at
1,
37,
46th,
Street
West.
P
Item
number
15
is
a
rezoning
at
Inglewood,
Avenue
apartments
and
item
number
16
is
a
permanent
expansion
of
premises
license
for
a
business
in
ward,
3.
A
L
The
policy
and
government
oversight
committee
is
bringing
forward
25
items
for
approval,
the
first
being
the
passage
of
resolution
for
2023
quarterly
donation.
Reports.
Number
two
is
passage:
a
resolution
resolution
for
gift
acceptance
from
the
Joyce
foundation
for
travel
expenses.
There
is
passage
of
resolution
for
gift
acceptance
from
the
major
cities:
Chiefs
Association
for
travel
expenses,
Forest
passage
a
resolution
for
gift
acceptance
from
the
John
Jay
College
of
Criminal
Justice
for
travel
expenses.
Five
is
a
passage
of
resolution
for
gift
acceptance
from
the
Bureau
of
Alcohol,
Tobacco
firearms
and
explosives
for
travel
expenses.
L
Number
six
is
a
passage
of
resolution
for
gift
acceptance
from
the
National
Association
of
counties
and
Cities
Health
officials
for
travel
and
lodging
expenses.
Number
seven
is
passage
of
resolution
for
gift
acceptance
from
National
Association
of
counties
and
Cities
Health
officials
of
travel
and
lodging
expenses.
Number
eight
is
passage
of
resolution
for
gift
acceptance
from
the
West
Michigan
sustainable
business,
Forum
of
travel
and
lodging
expenses.
Number
nine
is
approving
a
legislative
directive
related
to
analysis
of
hiring
practices
for
Public
Safety
workers.
10
is
approving
transgender
Equity
Council
reappointments
11
is
authorizing.
L
Agreements
will
Excel
Energy
to
purchase
renewable
electricity
from
their
renewable
connect
program.
12
is
accepting
bid
for
Minneapolis
maintenance
facilities,
roof
replacement
project
13
is
accepting
bid
for
payment.
Solving
14
is
accepting
bid
for
yard
maintenance.
15
is
accepting
bid
for
2023
small
diameter.
Pipe
cleaning
and
televising
number
16
is
authorizing
contract
Amendment
for
property
maintenance
mowing
it's
no
removal
services
number
17.
It's
authorizing
contract
Amendment
with
prize
Brewery
for
lease
space
improvements
at
550,
Kasota
Avenue,
Southeast
18
is
authorizing
temporary
construction.
L
Easement
Amendment,
with
Metropolitan
Council
for
the
Southwest
Light
Rail
Transit
project
19
is
approving
approving
legal
settlement
workers.
Compensation
claim
for
David
Shepherd
20
is
approving
legal
settlement
workers.
Compensation
claim
of
Wendy
Johnson
21
is
approving
a
legal
settlement
for
workers.
Compensation
claim
of
Bruce
Smith
22
is
proving
a
legal
settlement.
Worker
compensation
claim
for
Danielle
Evans
23
is
approving
illegal
settlement
workers.
J
Madam
vice
president,
with
the
vice
chairs
approval,
please,
there
was
an
item
at
Pogo
that
was
delayed.
It
was
a
request
for
classific
classified
position,
approval
from
the
office
of
community
safety
and
at
the
Pogo
meeting
the
chair,
I,
think
sort
of
reflecting
the
consensus
of
the
body.
J
There
was
no
formal
draft
directed
the
city
clerk
to
provide
in
time
for
council
meeting
a
director
of
the
council
could
consider
which
would
request
from
the
administration
and
update
in
terms
of
from
a
Personnel
standpoint,
which
is
within
the
jurisdiction
of
pogo,
the
impact
of
government
structure
in
terms
of
the
number
of
positions
that
have
been
added
positions
that
have
been
reclassified,
new
positions
that
have
approved
and
then
positions
that
are
anticipated
to
come
forward
even
within
this
budget
process,
and
certainly
other
council
members
on
the
diocese,
including
the
vice
chair,
can
speak
more
to
that.
J
I
just
wanted
to
point
out
that
that
was
something
that
I
was
asked
to
do.
It
wasn't
reflected
in
the
script
that
the
clerks
prepared
for
the
vice
chair.
That's
my
fault.
The
second
piece
on
that
is
I
reached
out
to
our
interim
chief
operations
officer
to
explain
this
request
and
discuss
the
need
for
support
from
especially
our
HR
department,
Human
Resources
department,
and
responding
to
that
request
and
was
happy
to
find
that
she
was
already
well
on
her
way
to
doing
an
analysis
of
exactly
that
scope
of
work.
J
We
consulted
briefly
last
night
to
discuss
if
her
work
encompassed
all
of
the
specific
points
that
the
Pogo
or
the
Palestinian
government
oversight
committee
had
identified.
I
have
not
had
a
chance
to
connect
on
that,
but
I
know
that
she
was
already
in
the
process
of
preparing
a
report
because
you
councilman
verwansley,
had
asked
for
similar
information
previously,
and
she
wanted
to
be
very
responsive
to
that.
So,
happily,
the
work
was
ordered
away
because
you
had
already
requested
it
and
the
CEO
was
responding
to
that.
J
L
Thank
you,
Clark
Howe,
for
raising
that
and
yeah
things
like
there
will
be
a
motion
of
some
sort.
I
know
you're
working
with
chair
Ellison
to
bring
forward
that
for
Thursday,
so
this
body
can
be
able
to
vote
on
that
and
so
that
the
committee
can
proceed
with
the
next
phase
of
getting
that
presentation
and
then
eventually
taking
action.
So
thank
you
for
raising
up
thank.
A
O
Thank
you,
madam
vice
president,
the
public
health
and
safety
committee
is
bringing
forward
three
items
item.
One
is
authorizing
a
partnership
agreement
with
the
natural
resources,
defense
Council
to
be
a
Food
Matters
City
partner.
Item
number
two
is
authorizing
contracts
with
neighborhood
organizations
qualifying
for
the
neighborhood's
2020
shared
resource
and
collaborations
fund
item.
Three
is
the
passage
of
a
resolution
appropriating
funds
to
the
office
of
Arts
culture
and
the
creative
economy
for
National
Endowment
for
the
Arts,
Grant
and
I
will
stand
for
any
questions
on
these
items.
F
You,
madam
chair,
the
public
works
and
infrastructure
committee
is
bringing
forward
two
items
this
cycle.
The
first
is
the
2023
Street
lighting
replacement,
project
approval
and
assessments,
and
the
second
item
is
a
passage
of
a
resolution
on
the
Olson
Memorial
Highway
55
priorities.
I'll
stand
for
any
questions.