►
From YouTube: June 13, 2023 Committee of the Whole
Description
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A
C
B
A
A
You
let
the
record
reflect.
We
have
a
quorum.
Thank
you
for
being
here.
We
have
two
items
on
the
published
agenda
today,
in
addition
to
reports
of
committees.
Our
first
item
is
the
quarterly
update
on
our
legislative
directives
process
and
Heather
Johnson.
Our
interim
City
operations
officer
will
give
that
update.
Welcome.
D
Members
of
the
the
committee
of
the
whole
I
will
go
through
these
relatively
quickly,
given
the
the
time.
This
is
the
quarterly
update
of
the
legislative
directives
and
the
status
of
where
they
are
at.
The
first
is
the
off-duty
police
contracts.
The
lead
department
on
this
is
police.
This
MPD
did
report
to
the
Stan,
the
committee
of
public
health
and
safety
on
March
23rd,
and
so
they
are
in
I
think
there
are
still
some
additional
work
to
be
done
here,
but
the
next
one
is
the
neighborhood
organizing
fund.
D
This
lead
department
is
NCR
one.
We
do
have
a
request
on
this.
The
original
deadline
is
6,
15,
June
15th,
and
they
are
requesting
to
delay
this
into
July
26th.
There
has
been
some
additional
information
and
some
sort
of
scheduling
in
terms
of
getting
all
these
folks
together
and
so
wanted
to
make
sure
that
is
okay,
if
I
don't
hear
if
Madam
chair,
if
there
aren't
any
objections,
then
I'll
assume
that
you
all
are
okay
with
that
delay.
D
D
D
The
next
is
community
safety
strategies
pilot
project.
This
is
identifying
opportunities
for
funding
for
expansion
of
the
south
side
of
Minneapolis.
The
lead
department
is
d-pad.
The
staff
has
issued
a
notice
of
funds
available
to
include
the
South
Side
vendor
and
they
are
in
the
process
of
selecting
a
vendor.
D
I
mean
Municipal
sidewalk,
plowing
analysis.
This
item
is
also
complete.
This
was
presented
at
the
June
8th,
Public,
Works
and
infrastructure
committee.
D
D
The
next
item
is
Public.
Safety
property
use
follow-up
analysis
right
now.
This
is
looking
at
Future
Property
use
by
the
police
department,
also
with
unarmed
safety
workers
within
the
various
departments
in
the
city
Enterprise.
We
are
currently
sorting
through
this
one
specifically,
it
looks
like
I
think
we
had
one
other
update
that
on
this,
that
didn't
make
it
to
the
flash
drive.
So
we
are
sorting
out
who
the
lead
is.
D
Property
Services
is
able
to
get
the
initial
piece,
but
then
we
probably
will
end
up
with
the
office
of
community
safety
being
a
lead
on
this
going
forward.
D
D
D
Hiring
practices
for
Public
Safety
workers,
the
human
resources
will
be
working
with
a
number
of
folks
to
on
both
the
office
within
the
office
of
community
safety
in
the
Office
of
Public
Service.
To
do
a
comprehensive
analysis
of
the
hiring
practices
as
it
relates
to
unarmed
and
armed
safety
workers,
foreign.
D
D
Environmental
justice
checklist
legislative
director
directive,
the
lead
is
cpad
and
that
is
to
research
and
make
recommendations
related
to
strengthening
environmental
justice
in
Minneapolis
2040
plan.
They
are
planning
to
report
back
by
October
of
2023.
D
Partnership
with
the
Metropolitan
Council
on
Transit
assistance
program,
the
council
action
on
this
legislative
directive
is
scheduled
for
June
15th.
As
such,
we
have
not
assigned
a
lead
Department
until
you've
approved
that
the
next
the
class,
a
commercial
parking
lots,
is
the
legislative
directive
on
code
Amendment.
This
also
is
bring
coming
before
the
Council
on
Thursday
June
15th.
So
as
such,
we
have
not
yet
assigned
staff
with
that.
That
concludes
my
overview
of
the
status
of
the
legislative
directives
all
seem
to
be
in
keeping
with
the
deadlines,
except
for
the
NCR
one.
A
C
You
Council
vice
president
I
just
wanted
to
Flat
for
public
record
and
not
followed
up
with
you
on
this
interim,
a
CEO
about
the
surveillance
legislative
directive
that
it's
been
a
couple
months
past
you
and
I
know
you
follow
up
in
terms
of
the
clerk's
office.
C
It's
going
to
be
taking
lead
and
hopefully
being
able
to
get
the
attorney
and
the
clerk's
office
to
come
forward
and
give
that
information
that
was
relevant
to
conversations
around
surveillance
policies
and
yeah,
just
trying
to
figure
out
if
there's
supports
that
is
going
to
be
needed.
I
know
in
your
email.
You
mentioned
right
now.
Possibly
the
attorney
doesn't
have
the
capacity
to
fulfill
the
request
or
no.
D
No
chair,
Paul
massano
council
member
wansley,
my
the
intent
of
my
email,
was
just
to
say
that
I
won't
report
on
those
both
neither
the
legislative
Branch
nor
the
City
attorney
report
to
the
executive
branch
and
so
I
will
not
be
reporting
on.
Those
certainly
would
leave
it
to
the
city
clerk
if
they
had
an
update
on
that,
we
will
provide
whatever
support
is
necessary.
We
have
not
heard
that
there's
a
request
for
that.
E
Madam
chair
and
to
councilmember
wansley's
question.
Yes,
the
directive
that
was
passed
was
a
holistic
review
of
the
current
information
governance
policy
that
is
codified
in
the
city's
code.
Amongst
the
things
we
were
looking
at
with
surveillance
as
one
of
many
pieces,
as
I
mentioned
to
the
interim
coo
last
night,
it's
a
capacity
issue
for
us
has
been
for
a
while.
E
The
two
records
management
positions
we
have
in
our
information
governance
division
are
both
vacant
have
been
vacant
since
the
first
quarter
of
this
year,
they're
under
active
recruitment
right
now
and
absent
any
sort
of
additional
capacity
to
help
on
that
that
work
has
to
be
prioritized
against
the
priority
work
we
are
doing
in
resolving
data
practice.
Issues
which
I
know
was
an
item
you
raised
at
the
policy
and
government
oversight
Committee
in
the
last
cycle,
and
we
were
proud
to
be
able
to
share
our
good
work
on
that
piece
and
so
prioritizing.
C
Clerkraut,
knowing
also
we
just
had
a
presentation
on
a
staffing
service
or
temporary
staffing
services,
just
knowing-
because
this
is
also
information
that
will
be
helpful
as
we
continue
evaluating
policy.
Is
this
something
that
we
could
contract
out
to
help
fulfill
that
piece?
Or
do
you
see
that
this
has
to
happen
in-house
through
those
to
I?
Think
you
mentioned
records
management
positions.
E
Through
the
chair,
I
would
say:
I
don't
know
that
those
are
the
types
of
technical
expertise
that
we
would
get
through
a
temporary
service.
It's
something
that
we
would
want
people
very
familiar
with
the
set
of
state
laws
and
our
Municipal
policies
that
govern
our
use
of
data,
our
management
of
data
and
also
within
the
existing
framework
that
we
operate.
Knowing
that
one
of
those
pieces
was
a
potential
new
policy
or
a
new
Direction
and
so
to
me,
I,
don't
know
that
that's
appreciably
helped
by
adding
temporary
resources
in
that
area.
E
Certainly
it's
something
that,
as
we
look
to
onboard
our
new
records
managers,
I
think
that
would
give
us
some
space
to
begin
that
work
on
that
process
and
to
that
point,
I
can
share.
We
moved
in
this
last
week
into
the
second
round
of
our
interviews
on
that
process,
so
I
would
expect
that
we
would
have
some
movement
on
that
fairly
soon,
but
apologize
that,
just
because
of
other
priorities
and
lack
of
capacity
within
our
bench
in
our
department.
We
have
not
been
able
to
make
any
movement
on
that.
No.
C
Totally
understandable,
that's
why
I
asked
if
temporary
services
or
do
we
need
to
contract
out.
It
seems
like
there's
a
particular
technical
skill
set,
that's
needed
or
understanding
but
good,
to
hear
the
update
around
at
least
filling
those
positions
and
hopefully
seeing
this
as
a
priority
piece.
So
we
can
get
this
information.
That's
been
several
months
delayed
now.
F
A
Perfect,
thank
you.
Are
there
any
other
questions
or
comments
from
my
colleagues
I'm
not
seeing
any
so
I
will
ask
the
clerk
to
please
file
that
report.
Thank
you
item
number.
Two
is
a
pres
presentation
on
the
legislative
directive
policy
and
procedures
and
clerk
Casey
Carl
will
give
that
presentation.
E
Thank
you,
madam
chair
and
members
of
the
committee
we
are
I,
am
joined
by
our
interim
City
operations,
officer,
Heather
Johnston,
to
provide
for
you
the
same
training
that
we
have
been
providing
over
the
last
several
months
to
departments
specifically
working
in
our
regularly
scheduled
department
head
meetings
as
well
as
in
Department
management
teams.
This
relates
to
the
council's
adopted
policy
related
to
legislative
directives
specifically,
and
we
wanted
to
make
sure
in
working
with
the
chair
that
we
provided
the
same
training
to
this
body.
It
is
your
policy.
E
It
relates
to
your
ability
to
request
and
receive
information
needed
for
decision
making,
and
so
we
thought
in
the
interest
of
closing
Loops
across
the
Enterprise.
It
would
be
good
for
us
to
share
this
exact
training
with
the
body,
so
why
the
need
for
a
legislative
directive
policy
in
the
beginning,
this
slide
attempts
to
show
in
an
illustrated
format.
The
difference,
of
course
between
the
council
is
a
body
of
equals
that
has
committees
it
has
individual
members.
The
council
is
the
center
of
that
structure.
E
If
you
will
the
legislative
structure
depicted
on
the
left
of
the
slide
under
the
mayor,
the
administration,
much
more
hierarchical,
it
has
much
more
structure.
It
is
you
know,
a
pyramid
sort
of
shape
between
the
mayor,
the
cabinet,
which
includes
the
city
operations
officer,
the
community
safety,
commissioner,
the
City
attorney
and
then
all
of
the
operating
departments
which
collectively
comprise
the
administration.
E
There
is
nothing
in
this
policy
nor
have
I
or
the
interim
CEO
Ms
Johnston
ever
said
that
department
should
not
be
responsive,
should
not
be
interacting
with
and
not
should
should
not
answer
requests
from
counselor
council
member
to
the
contrary.
The
policy
reiterates
that
the
purpose
of
this
policy
is
to
encourage
a
free
flow
of
information
and
productive
collaboration
between
the
two
branches
of
government
under
our
new
governance
system.
E
So
again,
the
purpose
is
to
end
encouraged
to
facilitate
the
exchange
of
information,
access
to
information,
productive
collaboration
between
the
two
branches,
but
respecting
the
division
of
legislative
and
executive
functions
and
preventing
disruption
on
normal
operations.
The
process,
then,
how
that
is
operationalized,
is
in
two
different
sort
of
pieces.
The
first
component
is
a
request
process.
E
This
is
what
we've
described
before
you
publicly
as
an
informal
request
process,
which
is
a
process
for
council
members
for
their
own
needs
or
for
the
needs
of
their
constituents
to
request
information
and
then
the
more
formal
process
of
a
legislative
directive
which
is
really
to
support
the
needs
of
the
council
as
the
legislative
body
or
its
committees
in
their
work
on
behalf
of
the
body.
So
hopefully,
this
chart
helps
to
explain
those
the
informal
request,
pretty
straightforward,
there's
a
request
from
a
council
member.
E
It
goes
to
the
department
or
departments
impacted,
there's
an
internal
process
of
gathering
the
data.
Reviewing
the
data,
compiling
the
data
and
then
responding
back
with
a
legislative
directive
is
the
chart
here
on
the
right
side
of
the
chart
shows
it's
a
little
bit
more
complicated.
There
is
an
inquiry.
There
is
a
formal
direction
that
is
adopted
through
the
legislative
process.
Then
it
is
referred
to
the
mayor.
E
There
are
internal
processes
in
the
administration
to
identify
which
department
or
departments
should
be
leading
the
response,
there's
the
generation
of
a
response
and
then
the
filing
of
the
answers
back
to
or
the
information
that's
responsive
to.
Council
I
want
to
very
briefly
highlight
the
informal
request
again
we've
said
before
this
should
be
the
default.
This
is
our
preferred
default
method
for
how
the
two
branches
of
government
would
operate
together.
Informal
requests
are
requests
by
a
council
member
or
their
Ward
office
for
themselves
or
for
their
constituents.
E
It
may
relate
to
City
policies,
priorities
and
programs.
It
may
relate
to
certain
constituent
service
requests.
Potholes
graffitis
service
expectations,
things
of
that
nature.
Generally,
the
data
here
is
going
to
be
classified
by
law
as
public
data.
It's
going
to
be
existing
data
that
we
already
have
access
to
as
a
city.
It
may
be
readily
available,
or
it
might
be
thing
data
that
we
can
produce
or
summarize
fairly
easily
a
guide,
but
not
a
hard
and
fast
rule
is
that
response
Times
by
the
department
should
have
minimal
or
zero
impact
on
their
regular
planned
operations.
E
So
we've
given
a
guide
to
departments
not
hard
and
fast
that
if
the
answer
is
going
to
take
more
than
five
hours
or
so
to
produce,
to
gather
the
data
to
review
the
data
to
make
sure
it's
public
data
and
not
producing
new
data
in
response
to
the
these
types
of
informal
requests,
that
five
hours
should
be
a
guide.
If
it's
more
than
five
hours,
it
probably
could
be
elevated
to
a
legislative
directive,
five
hours
being
roughly
the
majority
of
a
single
work
day.
E
These
May
revolve
involve
cross-departmental
requests
and
coordination
internally,
of
course,
based
on
the
nature
of
the
inquiry,
but
still,
regardless
of
how
many
departments
are
involved,
there's
a
mental
effort
to
identify
the
data.
That's
responsive,
produce
that
data
and
respond
to
the
inquiry
fairly
straightforward
and
again.
This
was
intended
to
be
the
default
for
how
council
members,
their
Ward
offices
would
interact
with
the
administration.
E
So
now
I'm
going
to
move
into
the
more
complicated
or
complex
process
the
legislative
directive,
a
legislative
directive
is
in
fact
a
formal
action
of
the
council.
Here,
we're
really
definitively
talking
about
inquiries
that
relate
to
existing
City
policies,
priorities
or
programs,
or
proposals
to
amend
or
change
rescind
or
take
other
formal
action
on
existing
policies,
priorities
or
programs,
or
to
establish
new
city
policies,
priorities
and
programs.
These
are
going
to
be
very
complex,
they're
going
to
be
extensive.
The
subject
matters
inevitably
will
revolve.
Multiple
departments
require
cross-enterprise
collaboration.
E
It
may
even
necessitate
outside
work
through
consultants
and
other
types
of
coordination
requests,
and
so
the
the
Baseline
here
is
that
legislative
directors
are
going
to
relate
to
the
official
functions
of
the
council,
a
legislative
act
policy,
making
functions
or
oversight
by
the
body
of
the
administration.
So
this
derives
specifically
as
no
it
on
this
slide
from
the
charter
sections,
7.1,
H1B
and
7.1
H2.
E
Those
relate
to
your
policy
making
authorities
and
oversight
authorities
generally
and
then
specifically
to
your
legislative
functions.
So
if
it's
tied
into
those
official
functions
of
the
body
of
the
council,
it's
not
related
to
requests
for
existing
data,
it's
not
related
to
constituent
services
or
those
representational
functions.
It's
going
to
most
likely
default
to
a
legislative
directive
here
again
the
chart
that
shows
the
more
complex
process.
Information
here
relates
to
the
council's
formal
legislative
oversight
and
rep
policy
making
functions,
and
so
it
could
relate
to
the
Council
of
the
Committees.
E
It
could
be
about
existing
information
or
information
needed
to
make
changes
or
to
add
new
policies,
priorities
or
programs.
It
will
require
formal
action
through
the
legislative
process
by
the
body
through
a
committee,
ultimately
a
vote
of
the
council.
That
action
is
an
official
action
subject
to
the
approval
of
the
mayor
or
the
veto
of
the
mayor
and
then
reconsideration
automatically
by
the
council.
The
scope
here
is
obviously
due
to
its
nature,
much
more
complex,
multi-disciplinary,
multi-departmental.
It
will
absolutely
require
enterprise-wide
planning
and
coordination
and
could
involve
the
involvement
or
engagement
of
external
subject
matter.
E
Experts
and,
as
I
said
several
times,
ties
to
official
functions
within
that
policy
that
was
adopted.
There
was
Authority
delegated
to
the
city
clerk
to
come
up
with
procedures
to
implement,
and
we've
come
up
with
four
that
are
shown
on
this
slide
in
the
next
and
so,
as
we've
talked
with
departments.
These
are
the
four
procedural
considerations
that
have
been
identified,
both
in
work
with
Council
leadership
and
with
Council
committee
chairs,
first
pre-consultation
being
required.
E
The
Departments
are
responsible
for
ensuring,
of
course,
that
their
executive
officer
is
informed
of
these
requests
so
that,
if
there
is
broader,
enterprise-wide
collaboration
required
they're
able
to
do
that.
In
this
case,
the
executive
officers
again,
the
members
of
the
mayor's
cabinet
are
the
city
operations
officer,
the
community
safety
commissioner
and
the
City
attorney.
So
the
Departments
are
responsible
for
making
sure
that
whoever
is
their
executive
officer
is
informed
so
that
level
of
enterprise-wide
collaboration
coordination
can
happen.
E
A
second
procedural
consideration
shown
on
the
slide
is
pre-approval
by
Council
leadership.
Of
course,
Council
rules
say
that
the
council
president
manages
the
docketing
process
for
the
council
agendas.
Council
itself,
as
a
body
makes
referrals
to
the
committee's
Committees,
receive
those
referrals
based
on
the
organizational
structure
set
by
Council
as
part
of
its
organizational
meeting.
So
once
the
council
leadership
says
yep,
that's
the
right
directive,
the
right
departments
have
been
consulted
and
that's
the
right
committee
reference
making
sure
that
those
sort
of
procedural
aspects
are
contained
within
the
directive.
E
The
next
two
piece
are
post
action,
I
would
say
by
the
council,
and
that
is
a
recognition
that
the
council,
as
a
body,
owns
the
directives.
When
we
started
this
process,
there
was
some
automatic
inclusions
included
in
some
of
the
authors
of
the
directives
would
receive
sort
of
their
own
briefings,
their
own
updates
and,
of
course,
that
creates
an
imbalance
in
the
body
the
body
owns.
E
The
directive
updates
should
come
to
the
body
if
the
body
needs
updates,
they
can
request
them
or
in
establishing
the
directive
set
regular
updates
to
come
forward
at
periodic
times
and
that
doesn't,
and
that
then
treats
the
body
as
the
full
Council.
The
administration
is
required
to
provide
regular
status
reports.
E
We
just
received
one
from
the
administration
on
the
status
of
those
directives,
and
those
reports
are
also
to
be
made
to
the
full
body
and
therefore
included
in
the
public
record,
so
that
the
public
also
has
access
to
the
status
of
those
various
directives
and
as
they're
coming
forward
and
then
finally
report
requirements.
The
administration
is
responsible
for
responding
to
those
directives
which
includes
the
responsibility
for
creating
an
RCA
that
frames
up
the
essentials
of
that
request,
including
any
citation
to
the
original
directive
for
reference,
including
a
fiscal
note
where
and
as
appropriate.
E
Also
a
ria
or
race
Equity
impact
analysis
wherein
as
appropriate
and
then
any
additional
commentary
for
the
administration
in
terms
of
their
recommendations
and
impacts
in
terms
of
policy
and
operations.
They
foresee,
as
a
result
of
the
directive,
coming
forward,
they're
responsible
for
packaging
up
all
of
those
details
and
making
sure
that
those
are
submitted
to
the
appropriate
body.
Usually
a
committee
that
has
subject
matter
jurisdiction.
C
You
Council
vice
president
I'm,
just
trying
to
reconcile
there's
a
little
bit
of
some
of
the
differences
of
pre-consideration.
That's
not
in
our
current
policy
that
this
body
has
I
think
in
December.
So
this
slide
right
here
is
the
goal,
or
is
there
intention
to
maybe
bringing
some
of
these
for
amendments
just
thinking
of
the
pre-approval
by
Council
leadership,
which
seems
kind
of
like?
C
Oh,
it's
passing
by
kind
of
the
typical
change
of
vetting,
but
in
our
legislative
procedure
it
just
says
a
legislative
directive
shall
be
introduced
through
the
council
standing
committee
system
following
the
regular
legislative
process,
so
just
seeing
somewhat
of
a
difference
there.
So
is
there
a
plan
to
update
this
with
some
of
these
changes,
or
is
it
kind
of
understood
that
these
are
already
assumed
practices?
There's.
E
A
chair
council
member
wanza,
it's
not
my
intent
to
bring
them
forward
if
the
body
directs
me
to
I,
certainly
can
I
think
of
these
as
procedures,
not
policy.
You
adopted
a
policy
and
in
that
policy
invested
in
me,
the
responsibility
for
procedural
implementation,
Council
leadership
and
certain
chairs
have
said
these
are
the
requirements
for
them
to
bring
things
forward
onto
their
agendas
and
then,
in
addition,
I
would
say
that
in
the
rules
council
president
is
authorized
by
the
by
the
body
to
set
the
agenda
of
council
committee.
E
Agendas
are
just
extensions
of
the
council
agenda,
so
the
body
has
already
ceded
its
Authority
and
Leadership
for
setting
the
agendas
of
both
the
council
and
its
committees,
and
so
for
me,
these
are
procedural
implementation,
reflections
of
those
prior
delegations
of
authority.
If
the
body
feels
that
they
need
to
come
forward
and
approve
that
as
a
policy
level,
we
can
certainly
put
that
forward
as
a
policy.
C
Yeah
I
know
we're
having
an
ongoing
conversation
around
legislative
reforms,
the
legislative
department,
so
that
might
be
something
to
consider
in
terms
of
having
a
standardized
practice
around
these
things
because
I
know,
we've
had
this
conversation
around
some
of
these
things
being
unspoken,
especially
for
new
council
members
and
being
able
to
codify,
which
I
think
that
was
some
of
the
goals
with
the
passage
of
the
policy
in
December
and
hopefully
other
future
iterations.
That's
going
to
be
coming
forward
through
the
legislative
processes.
C
E
I
would
only
follow
up
very
quickly,
Madam
chair
to
say,
although
we
haven't
formally
documented
those
procedures.
This
is
where
we've
captured
them.
For
now
it
is
our
intent
to
bring
forward
a
whole
series
of
procedures
both
as
part
of
legislative
reform
and
then
a
separate
set
of
I'll
call
them
administrative
rules
which
would
relate
to
sort
of
the
council
and
the
operations
of
the
legislative
Department,
not
otherwise
covered
by
existing
City
policies.
E
A
I
You,
madam
chair
I,
I,
just
want
to
make
sure
I'm
understanding
the
the
pre
of
approval
by
Council
leadership,
correctly
I'm
concerned
that
the
the
consequence
of
this
is
a
council
member
could
get
a
perfectly
valid
legislative
directive
together
could
go
through
all
of
the
work
of
you
know,
figuring
out
exactly
what
needs
to
be
included
in
there
and
talk
with
the
clerks
and
talk
with
the
appropriate
departments
and
and
use,
and
talk
with,
like
our
policy
research
division
of
of
the
audit
department
and
get
something
together
and
it's
ready
to
go
and
then
Council
leadership
can
say
nope.
I
That's
not
that's
that
we're
not
going
to
do
that,
and
that
gives
an
amount
of
good
power
to
council
leadership.
To
say
yes,
no
on
issues
that
the
body
may
want
to
take
up.
So
can
you
please
clarify
this
pre-approval
by
Council
leadership
and
what
the
intent
of
it
is
absolutely.
E
Through
the
chair
councilman,
as
I
mentioned
in
the
rules
council
is
delegated
to
its
leadership,
certain
Authority,
but
that
Authority
is
not
absolute
in
terms
of
preventing
any
member
from
bringing
something
forward.
I
think
that
Authority
is
around
the
issues.
That
is,
that
an
appropriate
is
it
timely.
Is
it
ready
is
that
the
right
Committee
of
reference,
the
president,
can
always
change
and
make
a
different
referral
we've
seen
that
happen
before
so.
E
Typically
in
the
legislative
process,
the
clerks
actually
make
the
referrals
to
committee,
but
the
president
has
the
absolute
right
by
this
body
delegated
to
change
that
referral
and
that's
subject
to
an
appeal
to
the
whole
body.
So,
ultimately,
as
I've
said
multiple
times,
every
decision
is
ultimately
a
decision
of
the
body
they've
delegated
to
council
leadership,
certain
day-to-day
responsibilities,
which
includes
the
responsibility
to
make
sure
that
referrals
are
made
correctly.
It's
also
to
make
sure
that
if
you
have
competing
directives
have
those
two
authors,
the
two
council
members-
are
they
aware
of
it?
E
Are
you
aware
that
there
is
something
that's
competing
over
here,
and
maybe
you
want
to
work
with
your
colleague
and
come
up
with
one
or
one
stronger,
so
I
think
it's
a
reviewing
and
a
vetting
process,
not
a
thumbs
up
thumbs
down
you're
getting
in
you're
you're,
not
getting
in
it's
that
just
like
with
agenda
items?
Is
it
ready?
Is
it
appropriate?
Do
we
have
enough
background
information?
I
E
I
mean
the
the
council
sets
the
agendas
each
time
we
make
referrals
at
a
council
meeting
those
those
matters
are
going
to
the
Committees
committees
within
their
own
subject
matter.
Jurisdictions
have
the
ability
to
generate
new
proposals,
but
in
order
to
get
into
the
process
there
needs
to
be
a
check
and
the
council
leadership
plays
that
checking
role,
but
it's
a
checking
rule,
not
a
you're.
Getting
a
new
you're,
not
getting
enroll.
I
Got
it,
and-
and
that
also
means
you
know
if,
if,
if
a
member
feels
as
though
they
did
all
the
things
right
and
their
item
is
ready
to
go,
it
is
at
the
appropriate
committee,
but
for
whatever
reason
they
were
told,
they
can't
put
it
on
a
specific
committee's
agenda
or
or
were
told
to
hold
off.
For
whatever
reason
you
know
the
the
power
that
that
the
check
on
that
power
is
just
bringing
the
item
to
what
that
member
believes.
I
E
G
Thank
you,
madam
chair
I'm.
Building
on
that
I'm
wondering
if
you
could
clarify
this
distinction
between
requirement
and
best
practice
right,
like
I
I,
also
agree
that
we
should
connect
with
our
departments
before
we
draft
up
legislative
directives.
My
best,
you
know,
legislative
directives
were
done
in
collaboration
with
Department
leadership,
but
the
distinction
between
should
and
must,
when
we're
getting
into
the
details
here,
I
think
need
to
be
really
sussed
out
because
I
think
I've
said
it
in
the
past
and
I'll
just
say
it
again.
This
pre-consultation
is
an
opportunity.
E
Madam,
chair,
councilmember,
Payne,
I'm,
not
sure
I
have
a
satisfactory
answer
for
you
on
all
on.
On
the
major
point
of
that,
I
would
say
that
we've
had
enough
chairs
say
they
don't
want
items
coming
forward
until
the
Departments
have
been
consulted.
Does
that
mean
the
department
has
a
veto
on
that?
No,
if
the
department
gives
a
negative
response
to
the
councilman
that
doesn't
prevent
the
council
member
for
bringing
it
to
the
body
for
a
decision,
but
then
the
body
will
be
informed
by
that
department.
We
said.
E
No,
we
don't
have
the
capacity
that
timing
is
irresponsible.
It's
we
don't
have
the
ability
to
meet
that
expectation,
there's
a
lot
of
reasons
that
they
may
Express
their
objections
publicly
both
to
a
committee
or
to
the
council
and
those
would
be
considered
by
the
body.
Does
that
prevent
the
body
from
taking
action?
No,
but
we
would
presume
that
the
body
would
be
informed
or
would
take
seriously
the
feedback
from
its
professional
staff,
and
so
the
the
requirement
of
you
should
consult
these
departments
is
to
say
it
is
your.
E
Your
legislative
directive
has
been
informed
from
their
review
and
they're
saying
that,
despite
other
factors,
we
think
this
timing,
you
know
they
may
want
to
coordinate
and
we've
suggested
to
departments.
If
a
legislative
directive
is
coming
your
way-
and
you
know
you
don't
have
the
capacity
you
should
then
work
with
the
council
member
to
what
would?
How
could
you
get
capacity
or
if
the
timeline
they've
suggested
is
not
going
to
work
for
you?
What
would
be
a
more
workable
timeline?
E
So
it's
really
supposed
to
be
a
consultation
and
a
back
and
forth
so
that
by
the
time
a
council
member
brings
the
directive
to
the
body.
You
don't
have
that
conflict
between
a
councilman
and
a
department
or
multiple
departments,
but
if
the
situation
unfortunately
were
to
arise
where
a
council
member
said
I
did
consult
I
did
talk
despite
that
and
I'm
moving
forward,
and
it's
back
to
the
body
to
make
that
decision
and
it's
up
to
the
department
to
inform
the
full
body
of
their
concerns
and
the
body
acts
notwithstanding.
J
Yeah
Madam
chair
council
members,
the
the
executive
is
not
in
a
position
to
prevent
you
from
moving
forward
with,
with
presenting
a
legislative
directive
for
this
body's
consideration.
I
I
do
think
sort
of
calling
it
best
practice.
Although
I
don't
usually
use
that
phrase,
but
it's
it's
a
should
not
a
shell
it.
It
absolutely
will
put
you
in
the
best
position
of
having
an
effective
legislative
directive.
J
That
all
being
said,
your
legislative
directives
are
actually
to
the
mayor
and
the
mayor
is
and
I
think
the
councilman
member
I
think
you've
made
this
point
on
on
the
dice
before
it
is
actually
ultimately
the
mayor
to
decide
which
of
the
Departments
and
which
resources
Maybe
by
contractor.
What
have
you?
J
But
but
ultimately
you
know
that
pre-work,
it's
helpful.
It's
not
required.
It's
very
much.
Encouraged
I
think
it's
going
to
give
the
best
results,
but
ultimately
the
legislative
director
goes
to
the
mayor.
The
American
kid
you
know
make
different
assignments
and
if
this
is
really
all
just
part
of
a
process
to
to
all
be
swimming
in
the
same
direction
and
get
the
best
results
but
but
to
your
point,
council,
member,
Payne,
I
think
you're
right
that
it's
it's
a
should
not
a
shell
and.
G
And
a
follow-up,
because
I
think
it's
been
a
consistent
answer
on
your
part
for
both
council
member
Chuck
ties,
question
around
Council
leadership
approval
and
the
pre-consultation
you're
saying
well
just
bring
it
forward
to
the
body.
So,
like
structurally,
are
we
saying
you
know
we
tried
to
do
a
pre-consultation?
We
weren't
getting
very
good
responses.
Our
emails
were
being
ignored
or
you
know
you
know.
Council
leadership
disagrees
with
it
on
on
their
principle,
but
so
are
you
saying
that
ends
up
under
new
business
during
the
full
Council
agenda?
Does
that
end
up?
G
You
know
if
we're
saying
okay?
Well,
we
need
to
bring
it
to
the
full
body.
What
does
that
actually
look
like
is
I
bringing
it
to
committee?
Is
that
bringing
it
to
full
Council
I
just
want
a
little
bit
more
like
specifics
on
that,
because
my
understanding
is,
we
put
policies
and
procedures
in
place
to
make
things
work
well,
but
there
are
like
hard
and
fast
like
rules
that
seems
to
me
that
one
of
them
is,
you
can
bring
a
motion
at
any
time
as
an
elected
council,
member
and
you'll
be
more
successful.
G
If
you
go
through
the
proper
channels,
but
you
can
still
just
bring
a
motion
at
any
time
and
I
I'm
trying
to
kind
of
channel
that
towards
a
more
productive
place
right
so
and
in
the
event
that
the
pre-consultation
doesn't
go
well,
the
pre-approval
of
council
leadership
doesn't
go
well.
What
is
that
resolution
of
bringing
it
to
the
body
for
a
decision.
E
Through
the
chair,
counselor
Payne
I
think
you've
answered
your
own
question,
I'll
repeat
it
back
to
you
and
I
think
the
attorney
helped
you
phrase
it.
That
is,
there
are
best
practices
to
help.
You
get
a
motion
which
a
legislative
directive
is
just
a
motion
with
a
fancy
name
in
front
of
the
body,
notwithstanding
efforts
to
consult
departments
and
to
get
their
input
and
to
get
Council
leadership's
approval.
In
terms
of
it's
timely,
it's
ready!
It's
the
right
committee
reference
each
member
is
able
to
bring
forward.
E
You
know,
emotion
in
front
of
the
body
at
full,
Council
to
say:
I
tried
those
things
I
want
to
get
the
body's
approval
of
this
and
then
there's
a
vote
by
the
body.
If
the
majority
of
the
body
says
yes,
we
concur
notwithstanding,
there
was
maybe
not
the
desired
consultation
at
the
beginning
and,
notwithstanding
Council
leadership,
not
giving
its
thumbs
up.
Procedurally,
the
body
gets
to
consider
that
so
I
think
we've
tried
as
a
staff
to
constantly
reinforce.
E
As
you
just
said,
it
is
the
body
that
makes
decision
and
it's
the
majority
of
the
body
required.
So
if
the
majority
of
the
body
expresses
its
will
in
favor
of
a
legislative
directive,
notwithstanding
those
other
potential
hurdles,
that's
the
direction
we're
moving
in
and
then
it
becomes
a
directive
from
this
body.
As
the
attorney
indicated
to
the
mayor,
the
American,
Concur
and
sign
it
could
allow
to
become
effective
without
signature
or
could
veto
it,
at
which
point
it
comes
back
as
an
official
act
for
automatic
reconsideration.
E
G
K
Chavezano
I
just
want
to
chime
in
on.
This
is
why
I
do
have
some
concerns
on
this
pre-approval
by
Council
leadership.
I
think
it's
something
this
body
should
be
exploring
further.
It
feels
like
this
can
be
taken
advantage
of
to
take
things
off
the
agenda
and
would
appreciate
a
process
that
ensures
that
at
a
minimum,
this
body
of
13
council
members
can
vote
on
anything.
This
body
moves
forward
and
not
stopped
in
that
process.
K
K
I
also
I
do
understand
and
like
what
councilman
Payne
is
talking
about,
but
I
would
like
a
separate
process
from
just
bringing
something
to
council
that
isn't
being
an
emotion
to
make
it
to
a
motion
on
the
agenda
that
isn't
walking
into
committee
or
Council
or
process
that
is
going
to
let
this
body
of
13
council
members
13
different
opinions
to
bring
work
forward.
Even
if
constant
leadership
doesn't
agree,
even
if
the
mayor
doesn't
agree,
something
that's
not
going
to
be
a
barrier
to
us
doing
our
work
and
I.
K
Think
right
now,
there's
been
multiple
times
that
I've
seen
as
a
council
member
will
work
is
stopped
from
even
being
approved
or
brought
forward
to
this
body
for
a
vote
and
I
don't
like
that,
we
all
have
the
same
relation
certificate.
We
all
got
elected
by
our
individual
Awards.
We
all
have
and
should
have
the
same
amount
of
power
and
access
to
the
same
information.
K
Everybody
else
does
and
I
hope
that
this
process,
at
least
the
pre-approval
by
Council
leadership,
isn't
a
barrier
to
doing
the
work
that
we
need
to
do
for
our
constituents
and
again
I'm
excited
all
13
council
members
have
moved
forward
to
requests
or
constant
leadership
to
move
considerations
of
our
legislative
Department
to
the
mayor.
But
again
it
brings
back
the
reality
that
we
do
need
to
get
our
legislative
Department,
fully
funded
and
staffed
up
and
ready
to
go
because
then
we
actually
won't
need
these
legislative
directives
to
the
mayor.
A
I'm
not
seeing
anybody
else
in
queue.
I
will
just
say
this
leadership
is
responsibility,
not
power.
That's
how
I
see
it
and
I.
Don't
think
that
as
part
of
Consul
leadership
that
I've
ever
put
up
barriers
for
others
to
explore
their
initiatives.
I
have
seen
things
move
forward
to
the
mayor's
office
and
had
him,
albeit
it
was
a
strange
circumstance
that
we
all
learned
from
try
to
not
put
up
barriers
to
further
an
idea,
even
when
he
himself
was
going
to
veto
and
disagree
with
something
and
I.
A
Don't
think
that's
how
we
should
all
work.
I
think
we
all
need
to
be
working
in
good
faith.
I
think
that
largely
we
are
and
it
it
makes
me
feel
best
when
I
hear
sometimes
not
directly
but
through
others.
When
colleagues,
particularly
newer
colleagues
have
seen
me
as
a
point
of
accommodation
or
navigation
around
around
a
city
Enterprise
that
they
are
a
little
bit
less
familiar
with
so
I
just
want
to
end
on
that
note:
I'm,
not
seeing
any
other
comments
or
questions
in
queue.
A
F
Thank
you,
madam
vice
president.
The
budget
committee
is
bringing
forward
three
items.
This
cycle
item.
One
is
endorsing
budget
recommendations
proposed
for
the
legislative
Department
in
the
2024
supplemental
budget
items.
Two
and
three
are
appointed
positions
of
the
office
of
community
safe.
No
sorry
in
the
city,
attorney's
office
and
the
Office
of
Public
Service
and
three
is
a
pointed
position
in
the
Office
of
Public
Service,
the
director
of
Performance
Management
and
innovation.
A
L
Do
you
modifies
president
business
inspection?
L
Housing
community
brings
20
items
item,
one
approving
of
application
for
Japan
hearts
and
chepa
saps
at
work;
10
for
literal
liquor,
sale
and
live
entertainment
with
Sunday
sales
item;
two
mold
ordinance
related
to
housing,
maintenance
code,
amending
prevention
related
to
the
mold
growth,
water
damage
services
and
Rain
the
drainage
item,
three
Administration
administrative
enforcement
and
hearing
process
ordinance
item
four
Metro
School
College
Prep
Bond,
issuance
host
620,
also
on
Memorial
Highway
item
five
internal
interim
use
permit
for
2800
North
Pacific
LLC
item
six
is
granting
an
up
an
appeal
submitted
by
David
Wilson
regarding
to
a
certificate
of
appropriateness,
appeal.
L
Now,
item
seven
is
liquor,
license
approval
item.
8
is
liquor,
liquor
license
renewal
item;
nine
is
Gambling
License
approval
item
10
is
class,
a
commercial
parking
lot,
approving
legislative
direct
request
in
a
code
amended
Amendment
recommendation
to
the
Minneapolis
code
of
ordinance
regulating
Class
A
license
service
parking
lot
item.
11
is
preliminary
housing,
Revenue
Bond
approval
for
30
30,
Nicollet,
Avenue,
affordable
housing
projects,
item
12
is
amended.
L
Emergency
solution
solution
is
Grant,
supplement,
funding
of
rabbitry
housing
funding,
recommendations
and
Joint
Powers
agreement
item
13
is
affordable;
housing,
trust
fund,
Android
standard
waiver
for
Emerson,
Village
and
affordable
housing
project
item.
14
is
contract
amendments
with
Minneapolis
public
housing
authority
for
the
stable
home,
stable
school
program
item
15
is
Grant
application
for
us
ASPCA
north
northern
tirsh,
shelter,
Initiative
Program
item
16
is
upper
Harbor
Terminal
development
terms
and
appropriation
item.
17
is
2022
inclusionary
zoning
annual
report
and
unified
housing
policy
updates
item
18
is
water
main
and
storm
sewer
vacation
item.
L
A
M
Thank
you,
madam
chair.
We
have
two
items
today
to
forward.
M
One
is
opposition
to
the
proposed
merger
of
Sanford
Health
and
M
Health
Fairview,
and
this
wood
is
a
passage
of
a
resolution
expressing
opposition
to
the
proposed
merger
of
Sanford,
Health
and
health
Fairview
item
two
is
regards
the
Minneapolis-St
Paul
Airport
Nori's
oversight
committee,
appointments
that
would
be
approving
the
appointment
of
council
member
Emily
Koski
and
Lauren
Olson
as
a
representative
and
Alternate
to
Minneapolis-St
Paul,
International,
Airport,
noise
oversight,
committee
for
a
two-year
term,
beginning
June,
26
23
and
then
in
June,
25
25.
A
N
Thank
you,
madam
Vice
chair.
The
policy
in
government
and
oversight
committee
has
19
items
to
bring
forward.
One
is
a
gift
acceptance
from
the
Midwest
renewable
energy
Association
for
travel
and
lodging
expenses,
two
as
a
gift
acceptance
for
the
local
Public,
Health
Association
of
Minnesota
for
travel
and
lodging
expenses.
Three
is
a
capital
project,
Appropriations
Bond
real
allocation
and
revenue
adjustments
within
the
city's
Capital
project
funds
and
Declaration
of
official
intent
to
issue
bonds.
N
Four's
best
value
request
for
proposal
for
the
city
hall,
restock
phase
B3
room
51
project
five
is
a
bid
for
Second
Street
North
sanitary
sewer
improvements.
Six
is
a
bid
for
convention
center
meeting
room
three
103
renovation
project.
Seven
is
a
bid
for
a
medium
voltage
motor
starter
for
Pump
Station
number.
Five
eight
is
a
bid
for
large
diameter
pipe
cleaning
and
televising
nine
is
contract
with
a
carpel
computer
systems
ink
for
a
case
management
software
solution.
10
is
a
contract
with
Advanced
systems.
N
N
15
is
a
contract
Amendment
with
the
Minnesota
home
ownership,
Center
for
home
buyers,
services
and
foreclosure
counseling
16
is
a
contract
Amendment
with
Eagan
company
for
Fridley
campus
electrical
Construction
17
is
a
contract
Amendment
with
States
Manufacturing
Corporation
for
Fridley
campus
electrical
rehab
rehab
switch
gear
project.
N
18
is
a
legal
settlement.
Zoo
gong
versus
the
City
of
Minneapolis
at
all
19
is
the
master
contracts
for
Citywide
temporary
staffing
services
and
excuse
me
I
said
we
had
19,
but
we
actually
have
20
items
item
20
is
a
contract
with
Hennepin
Health,
Care
Systems
Inc
for
Reproductive
health
care
services
and
with
that
I'll
stand
for
any
questions.
H
Thank
you,
madam
vice
president.
The
public
health
and
safety
committee
is
bringing
forward
five
items
item.
One
is
authorizing
a
Grant
application
to
FEMA
for
targeted
violence
and
terrorism
prevention
item
two
is
appointing
Health
commissioner
Damon
chaplain
to
serve
as
the
Community
Health
Services
administrator
on
behalf
of
the
city's
Community
Health
Board
item
three
exists
is
accepting
a
grant
from
the
West
Michigan
sustainable
business
forum
for
the
2023
food
policy
and
climate
action
cohort
item.
H
A
F
You,
madam
vice
president,
the
public
works
and
infrastructure
committee
will
be
bringing
forward
six
items
that
will
be
recommending
for
approval.
The
first
is
authorizing
the
submittal
of
a
Grant
application
to
the
United
States
Department
of
Transportation
for
the
2023
Safe
Streets
Rob
program.
Number
two
is
approving
the
concept
layout
for
the
green
Central
safe
routes
to
school
project.
Three
and
four
is
approving
appointments
to
the
bicycle
and
pedestrian
advisory
committees.