July 28, 2025 Administration & Enterprise Oversight Committee
>> GOOD AFTERNOON AND WELCOME. MY NAME IS ROBIN WONSLEY, AND I AM THE CHAIR OF THE ADMINISTRATION AND ENTERPRISE OVERSIGHT COMMITTEE, AND I’M GOING TO CALL TO ORDER OUR REGULAR SCHEDULED MEETING FOR TODAY, JULY 28th, 2025. BEFORE WE BEGIN THE MEET, I DO WANT TO OFFER A FRIENDLY REMINDER TO ALL COMMITTEE MEMBERS STAFF, AND THE PUBLIC THAT THESE MEETINGS ARE BROADCAST LIVE TO ENABLE GREATER PUBLIC PARTICIPATION. THESE BROADCASTS INCLUDE REALTIME CAPTIONING AS A FURTHER METHOD TO INCREASE THE ACCESSIBILITY OF OUR PROCEEDINGS TO THE COMMUNITY. THEREFORE, ALL SPEAKERS NEED TO BE MINDFUL OF THE RATE OF THEIR SPEECH SO THAT OUR CAPTIONERS CAN FULLY CAPTURE AND TRANSCRIBE ALL COMMENTS FOR THE BROADCAST. WE ASK ALL SPEAKERS TO MODERATE THE SPEED AND CLARITY OF THEIR COMMENTS, AND WITH THAT, I WILL ASK THE CLERK TO CALL THE ROLL. >> COUNCILMEMBER VETAW. >> PRESENT. >> ELLISON. >> HERE. >> CASHMAN. >> HERE. >> CHUGHTAI. >> PRESENT. >> VICE CHAIR PALMISANO. >> PRESENT. >> AND CHAIR WONSLEY. >> PRESENT. >> THERE ARE SIX MEMBERS PRESENT. >> LET THE RECORD REFLECT THAT WE DO HAVE A QUORUM. AGAIN, I’LL REMIND MY COLLEAGUES THAT WE’LL BE USING SPEAKER MANAGEMENT TODAY, SO PLEASE MAKE SURE TO SIGN IN, AND IF YOU NEED SOME ASSISTANCE WITH THAT, PLEASE CHECK IN WITH OUR CLERKS. THAT SAID, WE DO HAVE 14 ITEMS ON THE CONSENT AGENDA, WHICH I’LL NOW READ FOR THE PUBLIC RECORD. THE FIRST IS A GIFT ACCEPTANCE FROM THE MAYOR’S INNOVATION PROJECT FOR TRAVEL, LODGING, AND CONFERENCE REGISTRATION, AND MEAL EXPENSES. NUMBER 2 IS A GIFT ACCEPTANCE FROM THE BIG CITIES HEALTH COALITION OF REGISTRATION, LODGING, TRANSPORTATION, AND MEALS, AND INCIDENTALS. THE THIRD IS A GIFT ACCEPTANCE FROM THE ILLINOIS ENVIRONMENTAL HEALTH ASSOCIATION OF TRANSPORTATION AND LODGING. FOURTH IS A GIFT ACCEPTANCE FROM THE NATIONAL ASSOCIATION OF COUNTY HEALTH OFFICIALS OF REGISTRATION, HOTEL, A AIRFARE, MEAL, AND TRANSPORTATION. FIVE IS A CONTRACT WITH BRI PARENT, INC., FOR A BENEFIT RESOURCE LLC, FOR COBRA ADMINISTRATION SERVICES. SICT IS CONTRACT WITH THE REGENTS OF THE UNIVERSITY OF MINNESOTA FOR BENCH-SCALE OZONE TESTING RESEARCH. SEVEN IS A CONTRACT WITH HAGEN, CHRISTENSEN, AND MCILWAIN ARCHITECTS, P.A., FOR ARCHITECTURAL AND ENGINEERING DESIGN SERVICES. EIGHT IS A CONTRACT AMENDMENT WITH UKG KRONOS SYSTEMS FOR PROVIDING TIMEKEEPING AND SCHEDULING SERVICES SOFTWARE. NINE IS CONTRACTS WITH COMMUNITY-BASED DEVELOPMENT ORGANIZATIONS FOR WORKFORCE DEVELOPMENT SERVICES. TEN IS A LICENSE AGREEMENT WITH METROPOLITAN COUNCIL FOR MET ROPASS PROGRAM. 11 IS A BID FOR WEST 44th SIGNAL AND ADA IMPROVEMENTS. 12 IS CONTRACT AMENDMENTS WITH MULTIPLE AGENCIES FOR THE 2025 COMMUNITY OUTREACH AND SAFETY PROGRAM. 13 IS CONTRACTS WITH RESTORATION INC. FOR 2025 MINNEAPOLUS STRATEGIC OUTREACH INITIATIVE SERVICES. 14 IS CONTRACTS WITH VARIOUS VENDORS FOR THE 2025 THROUGH 2028 VIOLENCE PREVENTION SERVICES FOR NEIGHBORHOOD SAFETY DEPARTMENT IN THE AMOUNT NOT TO EXCEED $3.1 MILLION IN TOTAL. AND WITH THAT, I WILL MOVE ALL ITEMS FOR APPROVAL, AND WE’LL SEE IF THERE IS ANY QUESTIONS IN THE QUEUE. OKAY, I SEE COUNCILMEMBER CASHMAN. >> THANK YOU SO MUCH, CHAIR WONSLEY. I WAS WONDERING IF ANYONE FROM NEIGHBORHOOD SAFETY DEPARTMENT WAS HERE. I’M JUST WONDERING IF — WHICH THEY CAN REMIND US WHICH ZONES ARE ZONES 1 AND 2 FOR THE MINNEAPOLUS STRATEGIC OUTREACH INITIATIVE SERVICES THAT WILL BE COVERED BY RESTORATION INC. >> MM-HMM. I WILL SEE — OH, THERE WE GO. WE HAVE DIRECTOR HARRINGTON, AND I WILL ALSO NAME I’M PRETTY SURE YOU’RE GOING TO ANSWER THE QUESTION, BUT WE HAVE ALSO WORKED WITH DIRECTOR HARRINGTON TO GIVE A PRESENTATION UPDATE IN THEIR QUARTERLY UPDATE REQUEST TO THE PUBLIC HEALTH AND SAFETY COMMITTEE IN SEPTEMBER I BELIEVE THAT GOING TO BE TAKING PLACE WHERE YOU’RE GOING TO GIVE A FULLER OVERVIEW OF THE STATUS OF THE MINNEAPOLUS PROGRAM AND GBI AND ALL THOSE THINGS, AND ALSO THE UPDATED ZONES. BUT I WILL DEFER TO DIRECTOR HARRINGTON TO RESPOND TO YOUR QUESTION. >> THANK YOU, CHAIR WONSLEY. COUNCILMEMBER CASHMAN, THE AREAS THAT WE’RE TALKING ABOUT ARE AREAS 1 AND 2, BOTH IN NORTH MINNEAPOLIS IN WARD 5. AREA 1 IS LOWRY AVENUE DOWN TO 26th AVENUE NORTH, AND EMERSON TO ABOUT LYNDALE ON THE EAST AND WEST. AREA 2 IS DIRECTLY BELOW THAT, SO 26th AVENUE DOWN TO BROADWAY, AND EMERSON OVER TO JUST EAST OF THE 94 INTERSTATE. >> OKAY, THANK YOU. AND I’M TRYING TO REMEMBER WHICH NUMBER IS THE AREA THAT COVERS WARD 7, 6, AND 10. IS THAT THE LAST ONE? IT’S AREA NUMBER 4 ACCORDING TO OUR COUNCIL VICE PRESIDENT. DO YOU HAVE A PLAN YET FOR THIS AREA THAT WE’RE STILL WAITING ON? >> CHAIR WONSLEY, AREA 4 IS CURRENTLY COVERED BY RESTORATION INC. IT’S IN NORTH MINNEAPOLIS ALSO IN WARD 5. >> OKAY. >> I BELIEVE THE AREA THAT YOU ARE TALKING ABOUT IS WHAT WE WERE CALLING AREA NUMBER 5 THAT WAS STEVENS SQUARE, LORING HEIGHTS, THAT AREA. >> WHITTIER. >> AND WHITTIER, YES, THANK YOU. THAT AREA DOES CURRENTLY NOT HAVE A PROVIDER THROUGH THE VIOLENCE INTERRUPTER PROGRAMMER, BUT WE ARE LOOKING FOR COVERAGE FOR THAT AREA THROUGH THE VIOLENCE PRESENTER MASTER — PREVENTER MASTER CONTRACT. >> AWESOME. THANK YOU SO MUCH, DIRECTOR HARRINGTON. AND AGAIN WE’LL RECEIVE A MORE FULL EARP DATE ON THESE PROGRAMS IN THE PUBLIC HEALTH AND SAFETY COMMITTEE. I’LL SHARE THE DATE FOR THAT I BELIEVE IT’S 24* FIRST ONE IN SEPTEMBER, BUT I’LL SHARE THAT AT COW. BUT AGAIN, THANK YOU. I PUT MYSELF IN QUEUE JUST TO SPEAK TO ITEM NUMBER 6. I KNOW I HAD ASKED FOR CLARITY FOR THIS DURING AGENDA SETTING, BUT REGARDING THE CONTRACT WITH THE REGENTS OF THE UNIVERSITY OF MINNESOTA FOR BENCH-SCALE OZONE TESTING RESEARCH. I BELIEVE THIS IS WITH DEPARTMENT PUBLIC HEALTH. NO. PUBLIC WORKS, S SO SEEING IF WE HAD ANYONE FROM PUBLIC WORKS. AND IF — OKAY. SO GIVE THEM A MOMENT TO JOIN US. IF NOT, I CAN ALSO WORK WITH OUR CLERKS TO DO A STAFF MEMO ON THIS. [LAUGHTER] >> CAN WE GET SOMEBODY BETTER AT HUMMER? >> OH, WOW. WOW. THEY CAN’T HEAR YOU THROUGH THESE MICS, BUT THERE IS LOTS OF JUST, YOU KNOW, DEROGATORY LANGUAGE BEING SHARED ABOUT PEOPLE SINGING BACK HERE. [LAUGHTER] OKAY, I’M GOING TO ASSUME, IF PUB LUCK WORKS STAFF GETS HERE BY THE TIME WE’RE DONE WITH CONSENT, THAT’S FINE. THEY CAN STILL RESPOND BUT BUT I WILL NOTE MY QUESTION WITH THE CLERKS. I WANTED TO GET CLARITY OF AGAIN, WHY IS THIS CONTRACT BEING ROUTED THROUGH THE REGENTS, SPECIFICALLY INSTEAD OF A PARTICULAR RESEARCH LABORATORY DEPARTMENT OR DIVISION WITHIN THE U OF M, SO WANTED TO GET CLARITY ON THAT. ALL RIGHT. WITH THAT, NO ONE ELSE IS IN QUEUE, SO I WILL ASK ALL THOSE IN FAVOR OF THE CONSENT AGENDA ITEMS SAY AYE. >> NO ON 13. AYE ON EVERYTHING EXCEPT 13, PLEASE. >> OKAY. EVERYTHING EXCEPT 13. AND THEN THAT CARRIES WITH ONE NAY ON ITEM 13. SO WITH THAT, WE NEXT HAVE A PRESENTATION RELATED TO ITEM NUMBER 15, WHICH IS A CONTRACT AMENDMENT WITH CANOPY ROOFS — CANOPY ROOTS, LLC. I WOULD LIKE TO HAVE OR INVITE UP FIRE CHIEF BRIAN TYNER TO COME UP AND SPEAK ON THIS ITEM. THIS WAS SOMETHING REQUESTED TO IN TERMS OF GIVING US AN UPDATE ON WHAT IS HAPPENING WITH OUR BEHAVIOR CRISIS RESPONSE PROGRAM, AND SPECIFICALLY DETAILS RELATED TO THE AMENDMENT IN THE AMOUNT THAT’S BEING REQUESTED, SO HELLO, CHIEF TYNER. >> HELLO, GOOD AFTERNOON, CHAIR WONSLEY AND MEMBERS OF THE COMMITTEE. I HAVE A SHORT — TURN THIS TOWARDS ME SO I CAN — ALL RIGHT. ABOUT THE BEHAVIORAL CRISIS RESPONSE. AS YOU KNOW, THE BEHAVIORAL CRISIS RESPONSE WAS TRANSFERRED TO THE FIRE DEPARTMENT ON JANUARY 1st OF THIS YEAR THROUGH COUNCIL ACTION. BUT FIRST, I WANT TO TALK ABOUT WHAT BEHAVIORAL CRISIS RESPONSE IS JUST TO KIND OF LEVEL SET. BEHAVINGURAL CRISIS RESPONSE AIMS TO DEESCALATE NONVIOLENT CRISIS SITUATIONS BY COMPASSIONATELY RESPONDING TO THE UNIQUE NEEDS OF COMMUNITY MEMBERS. SOME QUICK FACTS ABOUT BEHAVIORAL CRISIS RESPONSE. AS I MENTIONED, WE TRANSITIONED IT, THE CONTRACT TO THE FIRE DEPARTMENT ON JANUARY 1st OF THIS YEAR. THE RESPONSE CALL TYPE IS FOR MENTAL OR BEHAVIORAL HEALTH ONLY. IT WAS A LITTLE BIT BROADER THAN THAT PRIOR TO COMING TO THE FIRE DEPARTMENT. THE COVERAGE IS SEVEN DAYS A WEEK, 24 HOURS A DAY, SEVEN DAYS A WEEK. AND IT’S DISPATCHED THROUGH OUR EMERGENCY COMMUNICATIONS CENTER BY THE FIVE POLICE PRECINCTS. IT WAS SET UP TO CORRESPOND WITH THE POLICE PRECINCTS. WE HOPE TO GET THAT CORRECTED SOMETIME IN THE FUTURE. AND PUT IT IN THE FIRE DISTRICTS, WHICH MAKE A LOT MORE SENSE. THE RESPONSE VEHICLES ARE FIVE VANS WITH TWO BEHAVIORAL HEALTH CLINICIANSORY RESPONDERS ON THERE. EACH AND ONE SUPERVISOR VEHICLE WITH ONE CLINICIAN. IN 2023, WE HAD A CALL VOLUME OF 6,666 CALLS. THAT BALLOONED IN ’24 TO 11,167. THIS YEAR THROUGH JUNE IS 4,722. AND THAT DECREASE CAN BE ATTRIBUTED TO THE FACT THAT WE REALLY FOCUSED IN ON THE TYPE OF CALLS THAT THEY’RE GOING TO RESPOND TO, WHICH ARE CALLS THAT ARE RELATED TO BEHAVIORAL CRISIS RESPONSE AND NOT JUST A CHECK WELFARE CALL OR SOME OTHER ISSUE THAT’S NOT RELATED TO A BEHAVIORAL CRISIS RESPONSE. AND THAT WAS DONE THROUGH THE REQUEST OF CANOPY ROOTS. A BCR RESPONSE CALLS ARE INCIDENTS IN WHICH A PERSON’S ACTIONS, THEIR FEELINGS, OR BEHAVIOR PUTS THEM AT RISK OF HUTTING THEMSELVES OR SOMEONE ELSE. OR PUTS THEM AT RISK OF BEING UNABLE TO CARE FOR THEMSELVES, OR FUNCTION IN THE COMMUNITY IN A HEALTHY MANNER. BEHAVIORAL CRISIS RESPONSE NOW ATTENDS TO THE FOLLOWING BEHAVIORS, AND THIS IS NOT ALL INCLUSIVE. BUT EMOTIONAL OR HYSTERICAL REACTIONS. WHAT’S TYPICALLY WHAT WE THINK OF WHEN WE THINK OF BEHAVIORAL CRISIS. PSYCHIATRIC PROBLEMS, SUICIDALIDIATION OR THREATS BUT NOT CURRENTLY HURTING THEMSELVES. ONCE IT GETS TO THAT POINT BECOMES A POLICE ISSUE. SEX TRAFFICKING VICTIMS. GROUP HOMES AND SHELTERS WITH PERSON IN DISTRESS IF THEY ARE HAVING A MENTAL HEALTH OR BEHAVIORAL CRISIS THEY WILL RESPOND. THEY JUST RESPOND BECAUSE THEY’RE IN A GROUP HOME OR SHELTER T. HAS TO BE ASSOCIATED WITH BEHAVIORAL CRISIS. AND EMOTIONAL DE-ESCALATION. THIS IS NOT MEANT FOR SITUATIONS INVOLVING WEAPONS, PHYSICAL VIOLENCE, MEDICAL EMERGENCIES, OR SITUATIONS THAT ARE NOT A BEHAVIORAL OR MEANTAL HEALTH CRISIS. WE HAVE THE POLICE AND FIRE DEPARTMENTS FOR THOSE. CANOPY ROOTS NO LONGER RESPONDS TO CHECK WELFARE CALLS. I JUST MENTIONED THAT VOID OF A MENTAL OR BEHAVIORAL CRISIS. IN OTHER WORDS, ALL THE SERVICES THEY PROVIDE ARE TIED TO BEHAVIORAL CRISIS. BUT BEFORE THAT, THEY WERE RESPONDING TO A LITTLE BIT OF EVERYTHING, AND IT WAS REALLY OUTSIDE OF THEIR SCOPE. OR AT LEAST THE SCOPE WE CONTRACTED THEM. SOME NEW IMPLEMENTATIONS WE PUT TOGETHER SINCE IMPLEMENTING THEM OR THE TRANSITION TO FIRE IS THAT WE’VE OPENED UP THE BCR RESPONDERS TO VISIT MPD ROLL CALLS, FIRE STATIONS, CHIEF MEETINGS. WE’VE OFFERED THE FIRE STATIONS TO THEM 24/7. IF THEY WANT TO RESPOND FROM THERE, IF THEY JUST WANT TO COME USE THE FACILITIES, JUST HANG OUT WITH THE GUYS IN BETWEEN CALLS, THAT IS OPEN TO THEM. AND ALSO UTILIZATION OF THE LAKE STREET SAFETY CENTER. WE’VE MODIFIED AND COMPLAWR CLARIFIED THOSE BCR CALL TYPES WHICH I MENTIONED EARLIER, WITH BOTH DISPATCH AND CANOPY ROOTS, SO THAT WE’RE ALL ON THE SAME PAGE AND ALL IN AGREEMENT. WE RESUMED THE BCR OPERATIONS WORK GROUP MEETINGS WHICH HAD BROKEN DOWN WHEN IT WAS STILL IN PMI, AND THOSE MEETINGS INCLUDE FIRE, MECC, POLICE, CANOPY ROOTS, AND I THINK HENNEPIN COUNTY IS MISSING ON THERE, BUT HENNEPIN COUNTY PARAMEDICS ALSO ATTEND THOSE MEETINGS. WE TRANSACTIONED — TRANSITIONED THE BCR FLEET VEHICLES TO THE FIRE DEPARTMENT. THAT HAS MADE THINGS GO A LITTLE BIT SMOOTHER. FIRST THING WE DID WAS WE OBTAINED DRIVER’S LICENSE INFORMATION FOR ALL BCR CONTRACTED RESPONDERS. WE ORIGINALLY DIDN’T HAVE THAT ON FILE, SO WE DIDN’T KNOW WHO WAS DRIVING OUR VEHICLES. WE MONITOR ANY ACCIDENTS THEY HAVE, AND MAKE SURE THAT THE REPAIRS ARE PRIORITIZED SO THAT WE CAN GET THOSE VANS BACK ON THE STREET. THAT WASN’T HAPPENING BEFORE, AND WE’VE ADDED A SUPERVISOR VEHICLE TO THE BCR FLEET. RIGHT NOW IT’S A CAR, A SEASONAL VEHICLE IS AS FLEET CALLS T. THEY’RE GOING TO BE UPGRADED TO A, AN SUV HERE IN THE COMING WEEKS HERE. PRETTY QUICK. MAYBE EVEN THIS WEEK. WE’VE ALSO WORKED ON DATA COLLECTIONS WITH BCR. IN THE PAST THEY WERE USING SHAREPOINT DOCUMENTS TO COLLECT ALL THE INFORMATION, AND WE DIDN’T REALLY HAVE ACCESS TO IT. BUT THEY WERE KIND ENOUGH, YOU KNOW, UPON REQUEST TO SEND THOSE TO US SO WE’RE ALL CAUGHT UP ON THAT. BUT WE ALSO IMPLEMENTED A BCR DATA WORK GROUP TO DETERMINE, YOU KNOW, ARE WE COLLECTING INFORMATION WE NEED? IS THERE INFORMATION WE’RE COLLECTING THAT WE DON’T REALLY NEED? WHICH A LOT OF IT WAS THAT. AND REALLY BOILED IT DOWN TO WHAT WE NEED FOR OUR OPERATIONS TO BE ABLE TO TELL IF IT’S WORKING OR NOT WHAT THEY’RE DOING AND ALSO FOR THE SAFE AND THRIVING COMMUNITIES REPORT. WE WORKED WITH MEC TO CREATE A NEW BCR CAD CLEARING FORM, AND WHAT THAT IS IS A FORM THAT WHEN THEY GO ON A RUN AND THEY’RE ON THEIR COMPUTER, THE SAME RUN THAT THEY GET THEIR RUN ON, THEY CAN ANSWER SOME QUESTIONS AT THE END OF THE RUN, WHICH GOES RIGHT INTO THE COMPUTER AIDED DISPATCH SYSTEM, WHICH MEANS WE HAVE THE INFORMATION RIGHT AWAY, WHICH MEANS WE’RE NOT HAVING TO WAIT FOR SHAREPOINT ANYMORE. AND THAT WAS JUST APPROVED AND THE IMPLEMENTATION WAS JUST DONE. RIGHT NOW WE’RE IN THE PROCESS OF TRAINING BCR RESPONDERS ON IT, AND WE’RE TENTATIVELY GOING LIVE WITH THAT AUGUST 8th AND IT’LL MAKE THINGS EASIER AND IT’S A LOT LESS QUESTIONS THAN WHAT THEY WERE HAVING TO ANSWER BEFORE. AND THAT CONCLUDES MY PRESENTATION, SO WITH THAT, WE’RE JUST ASKING YOUR SUPPORT TO EXTEND THE CONTRACT FOR ANOTHER YEAR. IT IS SET TO EXPIRE ON AUGUST 15th. WE’RE LOOKING TO EXTEND IT ONE MORE YEAR, WHICH WOULD BE THE LAST EXTENSION POSSIBLE ON THIS CONTRACT BEFORE I BELIEVE WE’D HAVE TO GO OUT TO RFP OR FIND A MORE PERMANENT SOLUTION. >> AWESOME. THANK YOU SO MUCH, CCHIEF TYNER. I HAVE A FEW COUNCILMEMBER. FIRST COUNCILMEMBER CASHMAN. >> THANK YOU SO MUCH, CHAIR WONSLEY, THANK YOU CHIEF TYNER. THIS IS A LOT OF PROGRESS IN THE LAST SIX MONTHS, SO REALLY, REALLY GLAD TO SEE IT, AND THANK YOU FOR PRESENTING IT AS WELL. >> THANK YOU, I’D LIKE TO GIVE CREDIT TO ASSISTANT CHIEF MELANIE RUCKER WHO HAS LED THAT TRANSITION. >> GREAT. GREAT WORK. AND THEN I JUST HAVE A COUPLE OF QUESTIONS ABOUT THINGS THAT I HEAR IN COMMUNITY THAT I WOULD LIKE TO UNDERSTAND A LITTLE BIT BETTER. SO THE FIRST IS HOW ARE WE MEASURING THE SUCCESS OF BCR. I KNOW THERE ARE MANY WAYS, MANY METRICS BY WHICH WE CAN MEASURE SUCCESS OF OUR PUBLIC SAFETY, AND I THINK, YOU KNOW, IT’S NOT JUST ABOUT THEIR RESPONSE TIMES. IT’S ABOUT SOLVING AND HELPING THESE INDIVIDUALS IN THE LONGER TERM, SO CAN YOU SPEAK A LITTLE BIT ABOUT HOW WE MEASURE THE SUCCESS OF THIS PROGRAM? >> YES, SO OUR RESPONSE TIME AND UTILIZATION RATES ARE ALL IMPORTANT, WE ALSO MEASURE BY OUTCOMES SO BCR IS NOT DESIGNED TO TAKE YOU FROM BEGINNING TO END, BUT IT IS DESIGNED TO HANDLE THE EMERGENCY IN THE MOMENT. AND SO SUCCESSFUL OUTCOMES IS A BIG PART OF WHAT WE LOOK AT WHEN WE’RE MEASURING THE SUCCESS OF THE PROGRAM, SO I THINK THE THREE MAIN THINGS ARE UTILIZATION RATES, RESPONSE TIME IS IMPORTANT, BUT NOT THE MOST IMPORTANT, AND REALLY THE MOST IMPORTANT IS OUTCOMES, AND ARE WE GETTING PEOPLE TO HELP THE NEED — THEY NEED BOTH IN THE MOMENT AND ARE WE ABLE TO CONNECT THEM TO SERVICES WHEN THEY’RE WILLING TO BE CONNECTED TO SERVICES TO HAVE LONGER TERM SUCCESS. >> THAT IS MY SECOND QUESTION. SO WHICH HENNEPIN COUNTY SOCIAL SERVICES OR OTHER SOCIAL SERVICES ARE THE BCR TEAMS REFERRING, AND USING THE MOST TO HELP THESE INDIVIDUALS? >> I WOULD SAY I REALLY SHOULD, THAT’S REALLY A BETTER QUESTION FOR CANOPY ROOTS, BUT I KNOW 11800 CHICAGO IS A HENNEPIN COUNTY FACILITY THAT IS PRIMARILY USED FOR BEHAVIORAL CRISIS RESPONSE, AND THAT’S THE ONE THAT WE USE THE MOST. BUT WE ALSO DO USE PRIVATE PEOPLE IF, IF REQUESTED. >> MM-HMM. SO DEPENDING ON — >> SO WE DON’T FORCE THEM TO GO TO ANY PARTICULAR PLACE. >> MM-HMM AND THEN IF THE INDIVIDUALS THAT ARE BEING SERVED ARE EXPERIENCING HOMELESSNESS, IS THAT, IS THERE A SPECIFIC PROTOCOL FOR HOW TO HELP THEM, YOU KNOW, GET INTO A SHELTER OR SOME KIND OF WAITING LIST FOR SUPPORTIVE HOUSING? >> THERE IS SO CANOPY ROOTS THROUGH THE CONTRACT, THEY DO HAVE RESOURCES THAT THEY CAN OFFER TO HOMELESS PEOPLE, BUT IT DOES HAVE TO BE TIED TO A BEHAVIORAL CRISIS. SO THAT WAS ONE OF THOSE THINGS THAT WHEN IT FIRST BEGAN WHEN THEY WERE TRYING TO KIND OF DO EVERYTHING AND BE EVERYTHING TO EVERYBODY, THEY MIGHT JUST DO THAT WITH IT NOT BEING TIED TO ANYTHING ELSE. NOW IT DOES HAVE TO BE TIED TO A BEHAVIORAL CRISIS RESPONSE. SO IF THEY RESPOND TO SOMEBODY IN A BEHAVIORAL CRISIS RESPONSE, WHO’S ALSO HOMELESS, THERE ARE RESOURCES IN PLACE THAT WE CAN CONNECT THEM TO TO ASSIST THEM WITH THAT AS WELL. >> GOT IT. AND THEN LASTLY, YOU SAID THAT BCR YOU KNOW, CANOPY ROOTS IS NO LONGER JUST DOING WELFARE CHECKS T. HA. IT HAS TO BE A BEHAVIORAL CRISIS. SO WHO THEN IS DOING WELFARE CHECKS? WHO IS THAT BEING DISPATCHED TO. >> WELFARE CHECKS IS ACTUALLY US AND THE POLICE, BOTH DO THEM. SO THAT’S WHO’S DOING THEM NOW. >> OKAY. SO THANK YOU SO MUCH. THAT’S THE QUESTIONS I HAD ABOUT THIS. >> THANK YOU. >> NEXT I HAVE VICE CHAIR PALMISANO. >> THANK YOU, CHIEF. THANK YOU, CHIEF RUCKER, FOR THE INTEGRATION OF THIS WORK. I CAN SEE A LOT OF VALUE IN CLOSER COLLABORATION WITH OUR OTHER FIRST RESPONDERS, PARTICULARLY THE FACILITIES . IN MY RIDE ALONG I FOUND IT HARD FOR THAT HUB AND SPOKE MODEL TO CONSTANTLY BE BE GOING IN AND OUT OF THE BANKS BUILDING IN MINNEAPOLIS. IT SEEMS A LOT MORE DIFFICULT TO SERVE PEOPLE DEPENDING ON WHERE THEY’RE GEOGRAPHICALLY LOCATED IN THE CITY, SO SOME OF THESE VANS BEING ABLE TO, YOU KNOW, HAVE SOME TEMPORARY REFUGE AT ONE OF THE MANY FIRE STATIONS ACROSS OUR CITY THAT JUST SEEMS LIKE A NATURAL FIT. SO THANK YOU, THANK YOU FOR INVITING THAT COLLABORATION. THANK YOU FOR MAKING THAT EXPLICIT. IN THE RCA, IN SPEAKING ABOUT THIS ONE YEAR EXTENSION, IT SAYS THIS WILL ALLOW US TO EVALUATE THE PROGRAM MORE EXTENSIVELY AND DECIDE ON THE PARAMETERS OF IT MOVING FORWARD. CAN YOU TELL US A LITTLE BIT MORE ABOUT WHAT YOU MEAN BY THAT? I LIKED HEARING ABOUT HOW YOU’RE BEING MORE CAREFUL AND SPECIFIC ABOUT WHAT THESE TEAMS GET DEPLOYED TO. BUT WHAT SORTS OF PARAMETERS WILL YOU BE EVALUATING? DO YOU KNOW YET? >> SO THAT’S A BIG PART OF IT. I THINK WE’VE SETTLED IN ON WHAT THEY’RE GOING TO RESPOND TO AND WHAT THEY’RE NOT BUT THEY HAVE TALKED ABOUT MAYBE EXPANDING THAT BUT THROUGH A SEPARATE CONTRACT. WE HAVEN’T GOTTEN THERE YET, SO THAT IS SOMETHING WE NEED TO EVALUATE. WE NEED TO EVALUATE IF WE HAVE THE RIGHT NUMBER OF VANS OUT THERE, IF WE NEED MORE, IF WE NEED LESS. WE NEED TO — WE’VE ONLY HAD IT FOR SIX MONKS, SO, AND I REALLY, LITERALLY JUST GOT ALL THE FIGURES FROM LAST YEAR LIKE LAST WEEK. AND I WAS ON VACATION, SO I HAVEN’T LOOKED AT THEM YET. BUT ARE WE PROVIDING THE TIMES OF DAY THAT THE VANS ARE OUT? DO WE NEED FIVE 24/7? DO WE NEED THREE AT THIS TIME AND FIVE AT THIS TIME? DO WE NEED THREE AT THIS TIME AND SEVEN AT THAT TIME? SO LOOKING AT ALL THE UTILIZATION RATES AT THE, AT THE RESPONSE TIMES, AT THE OUTCOMES, ALL OF THOSE THINGS, AND THEN, YOU KNOW, IN PARTNERSHIP WITH CANOPY ROOTS, JUST DETERMINING WHAT’S THE BEST WAY TO MOVE FORWARD. I MEAN, KIND ALL OF JUST SET UP KIND OF IN A COOKIE CUTTER FASHION, AND I THINK IT’S TIME THAT WE CAN MAYBE REALLY FOCUS ON WHAT HAS WORKED WELL, WHAT COULD WORK BETTER. AGAIN, TRANSITIONING IT OVER TO THE FIRE SYSTEM WHERE WE’RE WORKING WITH THE FIRE DISTRICTS AND THROUGH THE FIRE DISPATCH AS OPPOSED TO WORKING THROUGH POLICE DISPATCH I THINK IS A NATURAL TRANSITION, AND ALL OF THOSE THINGS. SO THE DATA I THINK WE’VE GOTTEN HAMMERED OUT. I WOULD LIKE TO TWEAK THE DATA COLLECTION. I WOULD LIKE TO DO IT THROUGH OUR OWN FIRE CODATA COLLECTION SYSTEM THAT WE’RE GETTING READY TO FIRE UP THIS NEXT WEEK. SO WE’VE IMPROVED IT BUT THERE IS STILL ROOM TO IMPROVE IT AND WE WOULD LIKE TO BE ABLE TO IDENTIFY WHAT IT IS. >> THANK YOU, CHIEF. >> AND PUT IT INTO THE NEXT CONTRACT MORE EXPLICITLY. >> I LIKE THE WAY THAT YOU’VE BEEN THINKING ABOUT THIS, SO THANK YOU. >> THANK YOU. >> JUST ME IN QUEUE. SOMETHING YOU SHARED, CHIEF TYNER, WAS AROUND GETTING BCR EITHER DISPATCHED INTO THROUGH OR TO THE FIRE PRECINCTS INSTEAD OF THEM NOW BEING DISPATCHED TO THE POLICE PRECINCTS. CAN YOU SHARE IF THAT IS SOMETHING THE WORK GROUP IS GOING TO BE FINALIZING THAT TRANSITION PLAN, AND THERE IS A TIMELINE ATTACHED TO THAT? AND IF OCS WILL BE PART OF THOSE CONVERSATIONS, BECAUSE I THINK YOU MENTIONED THAT AT SOME POINT THOSE CONVERSATIONS BROKE DOWN WHEN THEY WERE IN PMI. MAYBE YOU MEANT IN THE NEIGHBORHOOD SAFETY DEPARTMENTS. >> IN MEETINGS. >> OH, OKAY, NEIGHBORHOOD MEETINGS WHEN THEY WERE IN NEIGHBORHOOD SAFETY DEPARTMENTS. >> OH, THAT’S CRAZY. >> BACK WHEN THEY WERE IN PMI. >> OH, SO, THAT MAKES SENSE. WELL, THAT’S — [LAUGHTER] JUST THINKING THROUGH, LIKE, WHO IS GOING TO BE OVERSEEING THAT COMPONENT OF TRYING TO GET THAT TRANSITIONED OVER INTO THE FIRE PRECINCTS. >> SO REALLY THAT’S PRIMARILY AN I.T. PROJECT. IT’S REALLY JUST ABOUT CHANGING UP THE DESIGNATIONS IN THE CAD SYSTEM, BRINGING IT FROM THE POLICE’S SIDE TO THE FIRE SIDE. I MAKE IT SOUND EASY. IT’S NOT. IT’S GOING TO TAKE SOME TIME. I WAS TOLD AT FIRST THAT IT CAN’T BE DONE, BUT I KNOW IT CAN BE DONE SO I’LL JUST KEEP PUSHING TO GET IT DONE. BUT IF YOU KNOW, IT LIVES WITH FIRE AND IT SEEMS LIKE IT’S GOING TO BE HERE FOR THE FORESEEABLE FUTURE, IT MAKES SENSE TO ME TO, YOU KNOW, ALIGN IT AS MUCH WITH FIRE AS HUMANLY POSSIBLE. SO THAT’S THE GOAL, SO WE HAVEN’T STARTED THAT TRANSITION YET. >> OKAY. >>> SO I DON’T HAVE A TIME TO PUT ON IT, BUT NOT GOING TO REST UNTIL IT HAPPENS, SO IT WILL HAPPEN. [LAUGHTER] >> AND YOU SAID I.T. IS KIND OF THE MAIN DRIVER THAT — 0 OR HOLDER OF THE WORK THAT WOULD BE PART OF LIKE GUIDING THAT TRANSITION? >> IT WOULD BE I.T. AND IT’S THE MEC, IT’S DISPATCH, MECC’S SYSTEM THAT WE’RE TALKING ABOUT, SO, IT’S NOT OUR SYSTEM. IT’S THEIR SYSTEM. >> OKAY. AND YEAH, INTERESTING THAT THEY’RE SHARING, THEY CAN’T ADOPT THAT. OKAY. YEAH. WELL, LOOK FORWARD — >> THEY CAN BUT IT’S GOING TO COST. IT’S GOING TO TAKE TIME. >> OH, MONEY, THAT’S IT. OKAY. [LAUGHTER] WELL THAT MAKES SENSE. HOPEFULLY THAT’S SOMETHING WE CAN SEE LIKE IN BUDGET PRESENTATIONS TO IN TERMS OF WHAT DOES THAT ACTUALLY LOOK LIKE OR TRANSLATE INTO COSTS. I THINK THIS BODY FUNDED THE TRANSITION TO FIRE, AND EVERYONE WANTS TO SEE THIS PROGRAM BE SET UP FOR SUCCESS, AND IF THIS IS SOMETHING THAT ALIGNS WITH THE SMOOTH, YOU KNOW, DEPLOYMENT OF A CRITICAL SERVICE BEING USED, LIKE I THINK COUNCIL WOULD LOVE TO KNOW WHAT ARE THE BUDGETARY CONSTRAINTS THAT’S EITHER HINDERING OR THAT CAN SUPPORT THAT SUCCESS. SO FLAGGING THAT FOR VP CHUGHTAI, AND IF IT’S FIRE OR OCS, LIKE BUDGET PRESENTATIONS AROUND WHAT THAT WILL LOOK LIKE. SO WITH THAT, NO ONE ELSE IS IN QUEUE, THANK YOU, CHIEF TYNER. I WILL ASK IF I CAN HAVE A MOTION OF APPROVAL FOR THIS ITEM. >> SO MOVED. >> SECOND. >> AWESOME. THAT HAS BEEN, A MOTION AND SECONDED. SO WITH THAT, I WILL DO JUST A SIMPLE VOICE VOTE. ALL THOSE IN FAVOR, SAY AYE. THOSE NOT IN FAVOR, ALL RIGHT. WELL, THE AYES HAVE IT. THAT MOTION CARRIES. THANK YOU AGAIN, CHIEF TYNER, FOR PRESENTING TODAY. >> THANK YOU. >> NEXT WE HAVE, WHERE AM I AT IN MY SCRIPT. ITEM NUMBER 16, WHICH IS A RECEIVE AND FILE PRESENTATION ON OUTCOMES MINNEAPOLIS. AND IT WILL BE PROVIDED BY THE PERFORMANCE MANAGEMENT AND INNOVATION TEAM, SPECIFICALLY DIRECTOR KIRA HAS HASBARGEN. I WILL DEFER TO YOU TO TAKE IT AWAY. >> THANK YOU. >> GOOD AFTERNOON, CHAIR WONSLEY, COUNCILMEMBERS, I’M EXCITED TODAY TO PROVIDE OUR QUARTER 2 A LITTLE AFTER QUARTER 2 AND THANK YOU FOR BEING FLEXIBLE WITH OUR SCHEDULING UPDATE FROM THE PERFORMANCE MANAGEMENT AND INVOCATION DEPARTMENT. WE’RE EXCITED TO — INNOVATION DEPARTMENT. WE’RE EXCITED TO LET YOU KNOW ALL THE THINGS WE HAVE DONE SINCE THE LAST TIME THAT WE PRESENTED TO YOU. MY NAME IS KIRA HASBARGEN. I’M DIRECTOR OF THE DEPARTMENT AND TODAY I WILL BE JOINED BY MEMBERS OF OUR TEAM TO GIVE YOU THESE UPDATES AS THEY LEAD TO BURKE, AND IT’S A GREAT OPPORTUNITY FOR YOU ALL TO START PUTTING FACES WITH NAMES. SO TO GET US STARTED, WE REALLY WANT TO HIGHLIGHT A FEW OF OUR KEY OUTCOMES MINNEAPOLIS PERFORMANCE MEASURES. THE CITY’S FLAGSHIP PERFORMANCE MANAGEMENT PROGRAM. SO I’M GOING TO GO OVER THESE ARE THE MEASURES WE DEVELOP SODE WE’RE JUST GOING TO GO THROUGH THEM WITH YOU NOW. AS SEEN ON THE CHART IN THE TOP LEFT, WE CURRENTLY HAVE SEVEN PROJECTS IN PROGRESS. FOUR OF WHICH WERE LAUNCHED IN 2025. THE CHART ON THE BOTTOM SHOWS THAT IN THE FIRST HALF OF 2025, WE HAD 11 NEW COLLABORATION REQUESTS, SO DEPARTMENTS OR DIVISIONS OR TEAMS THAT WANTED TO WORK WITH US, EXCEEDING THE REQUESTS THAT WERE MADE IN 2024. OUR COLLABORATIVEERS CONTINUE TO INDICATE THEY HAVE A POSITIVE EXPERIENCE WORKING WITH OUR TEAM AS SEEN IN THE TOP MIDDLE CHART. THIS REFLECTS OUR CONCERTED EFFORT TO BUILD STRONG INVESTIGATIONSHIPS THROUGHOUT THE CITY — RELATIONSHIPS THROUGHOUT THE CITY. WE TAKE FEEDBACK FROM THE SURVEY TO IMPROVE OUR SERVICES. WE REGULARLY ENGAGE WITH STAFF AND SINCE OUR LAST UPDATE TO THIS COMMITTEE, ON FEBRUARY 18TH, WE HELD AROUND 80 NEW ENGAGEMENTS. THROUGH THESE ENGAGEMENTS, THE ARE SHOWN IN THE CHART ON THE RIGHT, WE’VE WORKED WITH ALL CITY DEPARTMENTS AND OFFICES. MANY OF THOSE ENGAGEMENTS WERE IN SUPPORT OF OUTCOMES MINNEAPOLIS AND BUDGET METRIC DEVELOPMENTS. WE HAVE STEADILY EXPANDED OUR TECHNICAL ASSISTANCE OFFERINGS AS WELL AND WE’LL SHARE A LITTLE BIT ABOUT THOSE LATER IN THE PRESENTATION. OUR OUTCOMES MIMES WORK HAS SHIFTED FROM MEASURED DEVELOPMENT TO DATA ASSISTANCE AND TO CONTINUOUS IMPROVEMENT. WHILE OUR BUDGET WORK HAS CONTINUED TO FOCUS ON MEASURED DEMENT AND REFINEMENT. TRACKING THIS DATA HELPS US SEE WHERE WE ARE AND WHERE WE HAVE THE CAPACITY TO CONTINUE BUILDING OUR OPERATIONS, AND TAILORING OUR OFFERINGS TO MEET THE NEEDS OF THE CITY. CITY COUNCIL, STAFF, AND THE PUBLIC CAN VIEW OUR PROGRESS THROUGH OUR DASHBOARD, IT WAS PREVIOUSLY HOSTED ON OUR CITY TALK WEB PAGE, AND IS NOW AVAILABLE ON THE CITY’S EXTERNAL PERFORMANCE MANAGEMENT PAGE. YOU’LL ALSO HEAR A LITTLE BIT ABOUT THAT IN THE REST OF OUR PRESENTATION. >> GOOD AFTERNOON, CHAIR WONSLEY, COUNCILMEMBERS. MY NAME IS REBECCA FIFE AND I AM A BUSINESS PROCESS AND DATA ANALYST WITH PMI. ANOTHER EXTERNAL RESOURCE THAT DEMONSTRATES THE CITY’S COMMITMENT TO DATA DRIVEN DECISION MAKING IS THE MAYORAL DASHBOARD. A FIRST OF ITS KIND RESOURCE AT THE SITTA THAT LAYLIGHTS KEY METRICS CONNECTED TO THE MAYOR’S PRIORITIES IN A SINGLE PLACE. BY ALIGNING DEPARTMENTS’ WORK WITH MEASURABLE GOALS, THE MAYOR IS SHOWING PERFORMANCE IN HIS KEY PRIORITY AREAS. EXTERNALLY, THIS DASHBOARD ALLOWS RESIDENTS TO SEE HOW WELL WE’RE DELIVERING EFFECTIVE SERVICES AND ALSO BILTDZ TRUST THROUGH INCREASE — BUILDS TRUST THROUGH INCREASED TRANSPARENCY. THE DASH BOARD’S FIRST SECTION LAUNCHED IN MID-JUNE WITH MEASURES FOCUSED ON ONE OF THE CITY’S MOST FOUNDATIONAL COMMITMENTS, COMMUNITY SAFETY. PULLING TOGETHER DATA FROM ACROSS THE OFFICE OF COMMUNITY SAFETY, SHOWCASES HOW CITY DEPARTMENTS ARE WORKING IN A COORDINATED, DATA INFORMED WAY TO REDUCE HARM AND BUILD SAFER COMMUNITIES. THE SECOND SECTION LAUNCHED EARLIER THIS MONTH AND LOOKS AT RECRUITMENT MEASURES WITH A FOCUS ON RECRUITMENT IN OUR SAFETY DEPARTMENTS. ADDITIONAL SECTIONS WILL BE RELEASED OVER THE COMING MONTHS, EACH FOCUSED ON ANOTHER MAYORAL PRIORITY AREA. ADDITIONALLY, AS WE’VE SHARED PREVIOUSLY, OUTCOMES MINNEAPOLIS, THE CITY’S PERFORMANCE MANAGEMENT FRAMEWORK, IS BUILDING A CULTURE OF CONTINUOUS IMPROVEMENT IN THE ENTERPRISE. THE CITY HAS MADE GREAT STRIDES IN THE AREAS OF COMMUNICATING IMPACTS, ANALYZING DATA FOR ACTIONABLE INSIGHTS, AND IDENTIFYING POTENTIAL ADJUSTMENTS TO IMPROVE OUR OUTCOMES. OUR UPCOMING SLIDES WILL DETAIL PROGRESS MADE OVER THE PAST QUARTER. >> GOOD AFTERNOON, MY NAME IS KYLE WILLMAN. I’M A PROGRAM MANAGER WITH PMI. IN MAY WE LAUNCHED A NEW PERFORMANCE MANAGEMENT WEB PAGE. THIS PUBLIC FACING PLATFORM MARKS AN IMPORTANT STEP FORWARD IN STREPGENING TRANSPARENCY AND SUPPORTING ACCOUNTABILITY. IT GIVES BOTH THE PUBLIC AND CITY STAFF EASY ACCESS TO KEEP KEY PERFORMANCE DATA AND UPDATES, LOWING ANYONE TO SEE HOW WE’RE DOING, WHAT PROGRESS IS BEING MADE, IS WH — AND WHERE ATTENTION MAY BE NEEDED. THIPLATFORM IS EVOLVING WHERE WE SHARE THE CITY’S PROGRESS. IT OFFERS AN EASY, INTERACTIVE WAY TO ENGAGE WITH PERFORMANCE DATA, AND COMPLEMENTS EXISTING TOOLS, LIKE LIMS, WHICH IS HAS LONG PROVIDED PUBLIC ACCESS TO CITY PERFORMANCE DATA. MAKING DATA MORE ACCESSIBLE IS AN IMPORTANT FIRST STEP TOWARDS FOSTERING A DATA DRIVEN CULTURE. IT LAYS THE GROUNDWORK FOR REFLECTION, INFORMED DECISION MAKING, AND CONTINUOUS IMPROVEMENT ACROSS THE ENTERPRISE. WE ALSO WANT TO EXTEND A SPECIAL THANK YOU TO ALL THE DEDICATED STAFF WHOSE HARD WORK AND COLLABORATION MAKE THIS POSSIBLE. PARTICULARLY THE EFFORTS OF SHELBY VANDENBERG FROM THE CITY CLERK’S OFFICE AND SEVERAL INDIVIDUALS FROM THE I.T. DEPARTMENT, INCLUDING TIM CONDON, RICK PAULSON, TYLER BOWINGS, JULIA, HUNTER WOLFE, LYNN FIGG, AND COLETTE. THEY WERE ALL INSTRUMENTAL IN ENSURING A SUCCESSFUL LAUNCH. THANK YOU. >> GOOD AFTERNOON. MY NAME IS ERIC. I’M A PROGRAM MANAGER. THE WORK THAT KYLE JUST SHARED SET THE STAGE FOR WHAT LIVES ON THE WEDGE PAGE. PERFORM — WEB PAGE. PERFORMANCE STORIES AND INTERACTIVE DASHBOARDS DEVELOPED WITH DEPARTMENTS AND CITY STAFF ACROSS THE ENTERPRISE. THESE VISUALIZATIONS HELP DEPARTMENT LEADERS AND THE PUBLIC QUICKLY IDENTIFY TRENDS, TRACK PROGRESS, AND UNDERSTAND THE IMPACT OF CITY SERVICES. ON THE SLIDE, YOU CAN SEE TWO DIFFERENT EXAMPLES OF THIS WORK DEMONSTRATING HOW WE CAN ADAPT OUR APPROACH BASED ON THE NEEDS OF EACH DEPARTMENT. BY COMBINING DATA VISUALIZATIONS WITH CONTEXT AND NARRATIVE, THESE DASH BOARS AND STORIES MAKE IT EASIER FOR EVERYONE TO UNDERSTAND WHAT DEPARTMENTS ARE DOING AND WHY IT MATTERS. SINCE OUR LAST UPDATE, A MAJORITY OF DEPARTMENTS, 93%, AND OFFICES HAVE PUBLISHED DASHBOARDS OR PERFORMANCE STORIES. A MAJOR MILESTONE THAT INCREASES VISIBILITY AND STRENGTHENS OUR INTERNAL LEARNING. WE WANT TO THANK ALL THE CITY STAFF WHO CONTRIBUTED TO THIS WORK, DEMONSTRATING OUR CITY’S COMMITMENT TO TRANSPARENCY AND GOOD GOVERNANCE. THE DATA FROM THE DASHBOARDS AND THE PERFORMANCE STORIES THEN SET THE STAGE FOR OUR NEXT WORKSHOP, WITH DEPARTMENTS AND OFFICES. THE WORKSHOP TITLED UNDERSTANDING PERFORMANCE AND OPPORTUNITIES PRACTISHES ANALYZING DATA FOR ACTIONABLE INSIGHTS AND MAKING CHANGES TO IMPROVE OUTCOMES. PMI STAFF ANALYZED EACH DEPARTMENT’S UNIQUE PERFORMANCE DATA AND RESEARCHED EVIDENCE BASED EXAMPLES OF HOW OTHER LOCAL GOVERNMENTS HAVE WORKED TO ADDRESS SIMILAR SITUATIONS TO SPARK CONVERSATIONS AND IDEAS ABOUT ACTUAL RESPONSES DURING THE WORKSHOP. AT THE BOTTOM OF THE SLIDE, WE’VE PROVIDED AN EXAMPLE OF WHAT THIS LOOKED LIKE IN PRACTICE. WE PARTNERED WITH INTERGOVERNMENTAL RELATIONS TO DEVELOP AN IMPACT STORY HIGHLIGHTING ACHIEVEMENTS AND ADVOCACY FROM THE 2023-2024 SESSION. PART OF THIS STORY INCLUDED DATA ON COLLABORATION WITH CITY DEPARTMENTS TO DEVELOP POLICY PRIORITIES. IGR THEN WANTED TO DEEPEN THEIR EXISTING DATA ABOUT PERFORMANCE FOR INTERNAL COLLABORATION, AND PMI ANALYSTS IDENTIFIED POTENTIAL AREAS OF FOCUS AND MEASUREMENT. THIS SPECIFIC INSIGHT THEN RESULTED IN THREE CONSIDERATIONS FOR THE DEPARTMENT THAT WILL SUPPORT ROBUST DATA COLLECTION AND PERFORMANCE TRACKING. AND SO INTERGOVERNMENTAL RELATIONS AND PERFORMANCE MANAGEMENT INNOVATION WILL WORK TOGETHER TO IMPLEMENT THESE CONSIDERATIONS AND ESTABLISH STAKEHOLDER FEED BOOK LOOPS TO — FEEDBACK LOOPS TO EXPLORE ENGAGEMENT EFFECTIVENESS. SO AT A HIGHER LEVEL, PMI STAFF HAVE SPENT OVER 75 HOURS ANALYZE, RESEARCHING, AND DEVELOPING CONSIDERATIONS TO MODEL OUR PERFORMANCE MANAGEMENT CYCLE IN CONCERT WITH OUR PARTNERS. AND WITH THIS STEP COMPLETE, THE CITY HAS MOVED THROUGH ONE FULL CYCLE OF THE PERFORMANCE MANAGEMENT APPROACH SINCE LAUNCHING OUTCOMES IN APRIL 2024. >> BUILDING OFF THE INSIGHT DEVELOPMENT PROCESS AND IN OUR UNDERSTANDING OPERATION WORKSHOP WE DEVELOP ADLUNCH AND LEARN OPPORTUNITY CALLED OWNING YOUR PERFORMANCE STORY. THIS WORKSHOP PROVIDED CITY STAFF WITH KNOWLEDGE AND TOOLS TO IMPLEMENT PERFORMANCE MANAGEMENT REVIEWS AT THE DEPARTMENTAL LEVEL FURTHER INTEGRATING PERFORMANCE MANAGEMENT WORK INTO DEPARTMENTAL OPERATIONS. A PERFORMANCE MANAGEMENT DATA REVIEW GUIDES REFLECTION BY ASKING QUESTIONS ABOUT TRENDS WE’RE SEEING IN THE DATA AND IDENTIFYING WHAT ACTIONS WE CAN TAKE TO MOVE CLOSER TO OUR GOALS. RESOURCES LIKE A SAMPLE AGENDA TO GUIDE THE DISCUSSION AND HIGHLIGHT KEY QUESTIONS TO ASK WERE DEVELOPED ALONGSIDE THIS LUNCH AND LEARN TO SUPPORT A DEEP DIVE INTO DEPARTMENT’S UNIQUE DATA AND PROGRAM OUTCOMES FURTHER PROMOTING DATA DRIVAGE DECISION-MAKING. THIS CONTRIBUTES TO OUR ONGOING OUTCOMES MINNEAPOLIS WORK BY EMPOWERING TEAMS TO DEVELOP INSIGHTS FROM THEIR DATA AND OPERATIONALIZED TAKING ACTION ON THOSE INSIGHTS. >> LAUNCHED DURING OUR UNDERSTANDING PERFORMANCE OPPORTUNITIES WORKSHOP, THESE TECHNICAL ASSISTANCE BUCKETS SUPPORT CONTINUOUS IMPROVEMENT. TECHNICAL ASSISTANCE OPPORTUNITIES ARE TAILORED TO THE PROBLEM AT HAND AND PRYORATIZE INNOVATIVE AND EVIDENCE BASED SOLUTIONS THAT CENTER EQUITABLE, COMMUNITY FOCUSED RESPONSES AND EMPHASIZE LOW COST AND NO COST OPTIONS WHEN POSSIBLE. BALANCING P PARTNERSHIP OPPORTUNITIES FOR DEPARTMENTS OF ALL SIZES SUPPORTS SUSTAINABLE PERFORMANCE IMPROVEMENT WORK. WE’RE EXCITED TO KICK OFF THIS SUITE OF SERVICES WITH THE TECHNICAL ASSISTANCE THAT WAS MENTIONED EARLIER WITH INTERGOVERNMENTAL RELATIONS. THAT ENGAGEMENT WORK IS SOME OF WHAT THE PARTNERSHIP COULD LOOK LIKE. >> GOOD AFTERNOON. CHAIR WONSLEY AND CITY COUNCILMEMBERS, MY NAME IS BETHLEHEM AND I’M A PROGRAM MANAGER WITH PMI. SO WE CONTINUE TO WORK CLOSELY WITH THE BUDGET OFFICE AND DEPARTMENTS TO STREPGEN PERFORMANCE REPORTING AND ENSURING FUNDING DECISIONS ARE MEANINGFULLY CONNECTED TO IMPACT. AND THIS INCLUDES REFINING THE PERFORMANCE SECTION OF DEPARTMENTAL BUDGET PROPOSALS AND UPDATING THE BUDGET BOOK WITH METRICS THAT REFLECT THE INTENDED IMPACT OF NEWLY FUNDED WORK. WE’RE ALSO EXPLORING OPPORTUNITIES TO PROVIDE TECHNICAL ASSISTANCE TO DEPARTMENTS IN COLLECTING AND REPORTING ON METRICS IDENTIFIED IN THEIR BUDGET PROPOSALS. THIS EFFORT AMENTS TO ENSURE DATA IS BEING COLLECTED AND AVAILABLE FOR REPORTING, WHICH SUPPORTS DATA TRANSPARENCY AND ENABLES DATA INFORMED DECISION MAKING ACROSS THE ENTERPRISE. ONE STRATEGY THAT WE’VE BEGUN BRAINSTORMING WITH THE BUDGET OFFICE IS TO INCLUDE ADDITIONAL DETAILS WITH PERFORMANCE METRICS AS YOU CAN HERE ON THE SLIDE, IN THE TABLE, WHICH OUTLINES EACH DEPARTMENT’S PROPOSED METRICS, BENCHMARKS, TARGETS, ACTUAL PERFORMANCE DATA, AND ITS ALIGNMENT WITH CITY GOALS. THIS WORK COMPLEMENTS THE BUDGET OFFICE’S BROADER EFFORTS TO ALIGN BUDGET DOCUMENTATION WITH THE GOVERNMENT FINANCE OFFICERS ASSOCIATION, ALSO KNOWN AS GFOA, BEST PRACTICES. GFOA IS THE LEADING PROFESSIONAL ORGANIZATION FOR GOVERNMENT AND FINANCE AND SETS THE NATIONAL STANDARD FOR EXCELLENCE. THIS YEAR THE CITY OF MINNEAPOLIS WAS RECOGNIZED BY GFOA WITH TWO DISTINCTIONS, THE DISTINGUISHED BUDGET PRESENTATION AWARD, AND THE CERTIFICATE OF ACHIEVEMENT FOR EXCELLENCE IN FINANCIAL REPORTING. THESE HONORS REFLECT THE CITY’S CONTINUED COMMITMENT TO FINANCIAL TRANSPARENCY AND ACCOUNTABILITY. WE CONTINUE TO EXPLORE OPPORTUNITIES TO ALIGN FUNDING WITH IMPACT TO SUPPORT THE CITY’S EFFORTS TO MAKE DATA INFORMED FUNDING DECISIONS. IMPLEMENTING PERFORMANCE BASED CONTRACTING AT THE CITY WILL SUPPORT OUR ABILITY TO TRACK IMPACT, INCREASE TRANSPARENCY, AND SUPPORT A CULTURE OF DATA DRIVEN DECISION MAKING. ONE WAY THAT WE’RE DOING THIS WORK IS BY INTEGRATING PERFORMANCE BID CONTRACTING IN THE CITY BY COLLABORATING DIRECTLY WITH DEPARTMENTS TO REFINE RFPs AND CONTRACTS. A RECENT EXAMPLE OF THIS WORK IS OUR COLLABORATION WITH DEPARTMENT OF CIVIL RIGHTS TO INCLUDE PERFORMANCE MEASURES INTO A CONTRACT WHICH FOCUSES ON SUPPORTING WORKERS WHO HAVE EXPERIENCED WAGE THEFT OR OTHER LABOR VIOLATIONS. THESE MEASURES FOCUS ON THE DEPTH OF SERVICE AND THE ABILITY TO WORK TO MOVE WORKERS TOWARDS RESOLUTION LIKE THE NUMBER OF OUTREACHES TO WORKERS, NUMBER OF INTAKE CONSULTATIONS, AND THE NUMBER OF WORKERS PROVIDED WITH ONGOING SUPPORT FOR RESOLUTION WITH EMPLOYERS. THE NEW CONTRACT IS INFORMED BY COMPARATIVE RESEARCH AND PROVIDES CLEARER GUIDANCE FOR THE VENDOR, HELPING TO FOCUS EFFORTS ON THE MOST IMPACTFUL ACTIVITIES. THE VENDOR WILL SUBMIT QUARTERLY REPORTS TO THE DEPARTMENT, WHICH WILL FORM THE BASIS OF QUARTERLY MEETINGS TO ASSESS PROGRESS TOWARDS GOALS AND SUPPORT ACCOUNTABILITY AND TRANSPARENCY. >> CHAIR WONSLEY, COUNCILMEMBERS, MY MAIM IS ONDRIA, AND I’M DIRECTOR DIRECTOR OF PERFORMANCE AND INSOCRAIGS — WE ARE PARTNERING WITH RESULTS FOR AMERICA TO EXPLORE BEST PRACTICES, TAB INTO SUBJECT MATTER EXPERTISE, AND LEARN FROM THE EXPERIENCES OF OTHER CITIES IMPLEMENTING SIMILAR STRATEGIES. SINCE OUR LAST UPDATE TO THIS COMMITTEE, WE HAVE COMPLETED THE GIFT ACCEPTANCE PROCESS TO RECEIVE TECHNICAL ASSISTANCE AND HAVE BEGUN PRELIMINARY PLANNING ACTIVITIES. THE FIRST PHASE OF THIS COLLABORATION INCLUDES AN ON-SITE TRAINING LED BY RESULTS FOR AMERICA IN AUGUST. CITY STAFF FROM SEVERAL DEPARTMENTS WILL WORK ALONGSIDE EXPERTS TO DEVELOP FRAMEWORKS AND TEMPLATES THAT SUPPORT STAFF CAPACITY BUILDING, AND A CONSISTENT OUTCOMES FOCUSED APPROACH TO CONTRACT DEVELOPMENT AND OVERSIGHT. INSIGHTS FROM THE TRAINING WILL INFORM OUR NEXT STEPS IN THE CITY AS WE ENGAGE WITH STAKEHOLDERS TO EXPLORE OPPORTUNITIES FOR INTEGRATING AN ENTERPRISE-WIDE PERFORMANCE BASED CONTRACTING APPROACH TO RFPs AND CONTRACTS. ANOTHER WAY WE’RE HELPING STRENGTHEN CITY SERVICES IS BY OFFERING ENTERPRISE-WIDE SURVEY ASSISTANCE. SINCE THIS IS A NEW RESOURCE, WE’RE ACTIVELY BUILDING AWARENESS SO DEPARTMENTS KNOW THAT THEY CAN REACH OUT TO PMI AS THEIR SURVEY EFFORTS COME UP. THIS SUPPORT WILL INCLUDE REVIEWING SURVEYS DEVELOPED BY DEPARTMENTS TO HELP ENSURE CONTENT IS CLEAR, INCLUSIVE, AND FOCUSED ON GATHSERING FEEDBACK THAT BUILDS ON WHAT WE ALREADY KNOW, RESPECTS PEOPLE’S TIME, AND INFORMS SERVICE IMPROVEMENTS. ON THE SLIDE YOU WILL SEE A RESOURCE WE’VE SHARED WITH CITY STAFF AROUND BEST PRACTICES FOR SURVEY DESIGN ALONG WITH HOW TO CONNECT WITH PMI FOR SURVEY REVIEWS. WE SOFT LAUNC LAUNCHED THE RESOURCE AT MCR’S COMMUNICATE ENGAGEMENT MEETING AND WILL ROLL OUT TO ALL CITY STAFF NEXT MONTH. >> INNOVATION U IS PART OF APPROPRIATORRAGE MANAGEMENT AND INNOVATION’S BROADER APPROACH TO CREATING SMALL SEA CULTURE CHANGE THROUGH CAPACITY BUILDING. SINCE WE LAST REPORTED IN QUARTER 1, WE’VE LAUNCHED THE FIRST TWO COURSES ON OUR INNOVATION U SERIES THAT TRAIN, UPSKILL, AND EMPOWER CITY STAFF TO IMPROVE THEIR WORK THROUGH PERFORMANCE MANAGEMENT. THE COURSES, WHY PERFORMANCE MANAGEMENT MATTERS, AND A SECOND ONE, DEVELOPING OUTCOME MEASURES , ARE AVAILABLE TO ALL CITY EMPLOYEES AND COMMENT AND OFFER A COMMON SET OF TOOLS AND GUIDANCE FOR PARTICIPATING IN DATA DRIVEN WORK. FOR EXAMPLE, THE DEVELOPING MEASURES THAT MATTER COURSE LEADS LEARNERS THROUGH THE PROCESS OF CREATING AND SELECTING METRICS. NOW, WHEN A PARTNER COMES TO PERFORMANCE MANAGEMENT INNOVATION, THEY CAN HAVE MEASURES IN HAND AND THE CONSULTITATION CAN START WITH A CUSTOMIZED NUANCED RESPONSE, RATHER THAN A GENERAL APPROACH TO MAKING MERGESES. — MEASURES. THIS SAVES TIME FOR BOTH PMI AND OUR PARTNERS. WE’VE BEEN PROMOTING INNOVATION USE THROUGH MULTIPLE CHANNELS — U THROUGH MULTIPLE CHANNELS, INCLUDING CITY TALK RECENT NEWS, THE MINNEAPOLIS TALKS EMAIL, THE DEPARTMENT HEAD MEETING WITH FOLLOW-UP AS WELL AS AN ANNOUNCEMENT AT THE DATA COLLABORATIVE. WE LOOK FORWARD TO ADDING TO THIS LEARNING SERIES AND MAKING MORE COURSES, TOOLS, AND RESOURCES AVAILABLE TO SUPPORT IMPACTFUL AND INNOVATIVE WORK ACROSS THE CITY. >> WE’RE EXCITED TO CONTINUE EXPLORING POTENTIAL COLLABORATION OPPORTUNITIES WITH THE ENTERPRISE. TO LEARN MORE ABOUT OUR WORK, PLEASE VISIT THE PERFORMANCE MANAGEMENT PAGE ON THE CITY WEB SITE. THERE YOU CAN TRACK OUR ONGOING PROJECTS AND PARTNERSHIPS IN REALTIME THROUGH THE PMI PROJECT DASHBOARD, GAINING INSIGHT INTO OUR IMPACT BY COLLABORATOR, OUTCOME AREA, AND SPECIFIC OBJECTIVES. IF DEPARTMENTS HAVE A PROJECT INITIATIVE OR TEGINAL ACITIESANCE SUPPORT THAT THEY WOULD LIKE TO EXPLORE WITH US, WE ENCOURAGE THEM TO REACH OUT THROUGH OUR COLLABORATION REQUEST FORM. WE REVIEW THE PROJECT AND SCHEDULE AN INFORMATIONAL MEETING TO LEARN MORE. FOR ANY OTHER INQUIRIES OR MORE INDIVIDUAL QUESTIONS CONTACT US DIRECTLY AT INNOVATE@MINNEAPOLIS MN.GOV. WE LOOK FORWARD TO LEARNING MORE ABOUT ENTERPRISE INTEREST AND EXPLORING HOW WE CAN PARTNER TOGETHER FOR GREATER IMPACT. THIS CONCLUDES OUR PRESENTATION ; AND WE CAN STAND FOR ANY QUESTIONS THAT YOU MAY HAVE. >> THANK YOU. I’LL WAIT TO SEE IALER WITH MUTT MYSELF IN QUEUE. — I’LL PUT MYSELF IN QUEUE. ALL RIGHT, VICE CHAIR PALMISANO. >> THANK YOU, MADAM CHAIR. OVER THE YEARS, WE’VE HAD VARIOUS FITS AND STARTS FOR PERFORMANCE EVALUATION THAT NEVER REALLY TOOK ROOT, BUT FSTLES LIKE WE REALLY — IT FEELS LIKE WE REALLY HAVE THIS UP AND RUNNING, SO THANK YOU. THANK YOU TO YOU AND YOUR TEAM, DIRECTOR HASBARGEN. HAVE YOU NOW BEEN ABLE TO USE RESULTS TO SHAPE THE DEVELOPMENT OF DEPARTMENTAL BUDGETS? I ASK BECAUSE IN THIS CURRENT BUDGET, ERA OF BUDGET DEFICITS, I’M TRYING TO MAKE SURE THAT ALL OF OF OUR DECISIONS, WHETHER THEY’RE COMING FROM THE MAYOR OR COUNCIL AMENDMENTS ARE, GOING TO BE DATABASED. >> CHAIR WONSLEY, VICE CHAIR PALMISANO, THANK YOU VERY MUCH FOR THAT QUESTION. YES, I THINK RIGHT NOW AGAIN THE FOCUS IN THIS FIRST, THE FIRST FULL YEAR OF OUTCOMES MINNEAPOLIS WAS REALLY GETTING THOSE TRAINING WHEELS ON WITH CITY STAFF. RIGHT TO REALLY UNDERSTAND WHAT IS PERFORMANCE MANAGEMENT LIKE WHAT IS A GOOD METRIC. WE HAVE WORKED HAND IN GLOVE WITH THE BUDGET TEAM, DIRECTOR DESINSA’S TEAM AND WORKED TO DEFINE THE MEASURES THAT HAVE BEEN SELECTED FOR NEW FUNDING, SO SIMILAR TO LAST YEAR, WE MET WITH ALL OF THE DEPARTMENTS WHO HAD PROPOSALS THAT WERE MOVED THROUGH, APPROVED NEW FUNDING. TO REALLY UNDERSTAND NOSE MEASURES AND ARE WORKING WITH — THOSE MEASURES AND ARE WORKING WITH THEM TO UNDERSTAND WHAT IT’S GOING TO LOOK LIKE TO START COLLECTING AND ANALYZING THOSE DATA. WE HAVE OUTCOMES MINNEAPOLIS RIGHT AS SORT OF THE DATA VISUALIZATIONS AND SOME OF THOSE IMPACT STORIES SO I THINK THOSE ARE AGAIN WHAT THE DEPARTMENTS HAVE IDENTIFIED AS CORE AND CRITICAL, SOME OF IT MAY BE ABOUT BUDGETING DECISIONS, SOME OF THEM AGAIN MAY NOT BE SPECIFICALLY PROGRAMMATICALLY BASED SO I THINK AS WE SHARED IN THIS SLIDE WE’RE VERY MUCH LOOKING FORWARD TO WORKING WITH THE BUDGET OFFICE TO MAKE THAT CONNECTION STRONGER TO REALLY UNDERSTAND HOW WE CAN START DEMONSTRATING THAT MORE SPECIFICALLY WITH DATA. BUT THE BUDGET METRICS AFTER THEY WERE APPROVED DEPARTMENTS WORKED WITH US OVER A SERIES OF MONTHS TO UPDATE THOSE PERFORMANCE METRICS IN THAT SECTION, AND THOSE ARE NOW UPDATED ON THE OPEN GOV BUDGET. >> THANK YOU. SO WHEN THE BUDGET IS TURNED OVER TO COUNCIL, FOR AMENDMENTS AND ADOPTION, WILL YOU PROACTIVELY OR IF NOT BROUGHT INTO THE CONVERSATION, REACTIVELY THEN ENGAGE WITH COUNCIL TO MAKE SURE THAT OUR DECISIONS ARE GOING TO BE ROOTED IN DATA, WHETHER IT’S DECREASING A LINE ITEM OR ADDING A NEW PROGRAM, INCREASING A PROGRAM, SOMETHING ELSE? >> YEAH, CHAIR WONSLEY, VICE CHAIR PALMISANO, I THINK THAT’S SOMETHING THAT WE’D BE VERY HAPPY TO DO. I THINK WE NOW HAVE DONE A FAIR AMOUNT OF WORKSHOPS. EACH DEPARTMENT HAD THE OPPORTUNITY TO HAVE CUSTOMIZED WORKSHOPS FOR BOTH OF THOSE FIRST TWO STEPS, AND I THINK THAT WOULD BE A PARTNERSHIP THAT WE’D BE VERY GLAD TO SPEAK WITH THE COUNCIL WITH THE BUDGET COMMITTEE, AND WHAT WOULD BE HELPFUL IN THOSE SORT OF DEVELOPING MEASURES AND WHAT TO LOOK FOR. SOME OF THAT MAY BE IN THOSE LEARNINGS, BUT I THINK UNDER SPECIFICALLY WHAT YOU ALL MAY BE INTERESTED IN LEARNING WOULD BE A PARTNERSHIP THAT WE WOULD WELCOME. >> THANK YOU. >> AND NEXT I HAVE MYSELF IN QUEUE, KIND OF BUILDING ON SOME OF THE POINTS THAT VICE CHAIR PALMISANO RAISED, I THINK THERE HAS BEEN A LONG-STANDING CONVERSATION AMONGST COUNCIL IN TERMS OF THE NEED FOR MORE MEASURABLE OUTCOMES AND METRICS TO ACTUALLY DETERMINE WHICH PROGRAMS ARE BEING SUCCESSFUL. AND I THINK, AND YOU JUST ITERATED THIS OR REAFFIRMED THIS, THAT THE FOCUS OF THIS PAST YEAR FOR OPI HAS BEEN BUILDING INROADS INTO DEPARTMENTS, BUILDING UP THAT TECHNICAL ASSISTANCE LIKE TRUSTED PARTNERS ON HOW TO CRAFT THAT. BUT I THINK WHERE YOU’RE HIGHLIGHTING IS ACTUALLY WHERE I DON’T SEE IN THIS PRESENTATION OR STILL I THINK A NUMBER OF US ARE DESIRING AND I KNOW A NUMBER OF US RELAID THIS TO MAYOR FREY IN OUR BUDGET MEETINGS WITH HIM AROUND AT THE PROGRAMATIC LEVEL, LIKE ARE WE LOOKING RETROACTIVELY OF LIKE WHAT’S ON THE BOOKS, AND ARE THERE EVEN METRICS BECAUSE SOMETIMES IT HAS FELT AS METRICS HAVE BEEN SET ARBITRARILY AROUND POLITICAL NEEDS OR EXPEDIENCY, LIKE HOW ARE WE ACTUALLY DEFINING SUCCESS FOR EVERY PROGRAM THAT’S ON THE BOOKS TO ACTUALLY DETERMINE DO WE NEED TO PROCEED FORWARD WITH IT. AND WHERE I OFTEN GET CONFUSED AROUND OPI’S ROLE IS SOME OF THE DEPARTMENTS ACTUALLY HAVE ADOPTED PLANS THAT SET A BASELINE FOR MANY OF THOSE METRICS. LIKE FOR EXAMPLE THE TRANSPORTATION ACTION PLAN, JUST LOOKING AT THEIRS AND ONE OF THEIR MAIN GOALS BY 2030 IS TO HAVE THREE OUT OF FIVE OR THREE OUT OF EVERY FIVE TRIPS BE TAKEN BY OTHER MEANS OF TRANSPORTATION THAT ISN’T A CAR. SUCH AS WALKING, BIKING, THOSE THINGS. AND SO PUBLIC WORKS HAS THAT AS A MEASURABLE OUTCOME, AND FOR INSTANCE, WHEN THEY BRING FORWARD A PROGRAM LIKE AS YOU GO, PAY AS YOU GO, THEN WE CAN DETERMINE DOES THAT PROGRAM ACTUALLY ALIGN WITH THAT METRIC, AND SHOULD WE CONTINUE FUNDING IT. I DON’T THINK WE HAVE THAT LEVEL OF INFORMATION. IT’S VERY UNCLEAR IF THAT’S WHERE WE SHOULD BE LOOKING TO OPI. IS THAT WHERE WE SHOULD BE LOOKING TO OVERSIGHT AND EVALUATION BRANCH SIDE. BECAUSE I THINK THAT LEVEL OF DETAIL PERFORMANCE METRICS IS WHAT HAS BEEN MOST NEEDED FOR US TO MAKE BETTER INFORMED BUDGET DECISIONS BECAUSE A LOT OF THE TIME WE DON’T KNOW WHAT ALL IS ON THE BOOKS AND IF THEY’RE ACTUALLY BEING RESPONSIVE TO THE NEEDS OF OUR CONSTITUENTS. SO I DON’T KNOW IF THAT IS SOMEWHERE IN THE WORK PLAN. ALSO A QUESTION AROUND THAT I BELIEVE THAT I HAD ASKED COO MARGARET ANDERSON KELLIHER AROUND LIKE IS THERE A DEFINITIVE POINT WHERE DEPARTMENTS WILL HAVE TO GIVE AN EXHAUSTIVE LIST THAT WILL BE PUBLICLY INTERFACING, PRESENTED ON? LIKE IS THERE 2026 OR SOMETHING LIKE THAT WHERE THAT IS GOING TO BE FINALIZED? BECAUSE RIGHT NOW IT IS LIKE, SOUNDS LIKE YOU ALL ARE DOING DEPARTMENT BY DEPARTMENT, BASED OFF OF WHO ARE SUBMITTING REQUESTS FOR COLLABORATION. >> CHAIR WONSLEY, THANK YOU FOR THAT QUESTION. I THINK THE SHORT VERSION IS IF ON THE PUBLIC SITE RIGHT NOW I THINK ALMOST ALL OF THE DEPARTMENTS DO HAVE A PUBLIC LIST OF METRICS THAT THEY FELT IN THEIR ENGAGEMENT WITH US WAS COI CORE AND CRITICAL TO THEIR WORK. IT MAY NOT BE AT THE PROGRAM LEVEL AS YOU BOTH HAVE SORT OF SAID, BUT THEY HAVE TALKED ABOUT WHAT ARE THOSE SERVICES THAT THEY FEEL ARE THE BREAD AND BUTTER RIGHT OF THE DEPARTMENT. SO THOSE HAVE BEEN PUBLISHED. WE DID GET STRONG SUPPORT FROM THE MAYOR’S OFFICE AS WELL AS THE COO AND THE DCOs TO MOVE THOSE FORWARD. AGAIN WHEN WE SPOKE WITH YOU LAST DUE TO TRANSITION ONE GOING BEING THE AUDITOR’S OFFICE, INAUDITOR AGAIN WANTED TO WAIT TO SORT OF SEE WHAT THE OPERATIONS WERE GOING TO LOOK LIKE BEFORE SELECTING MEASURES. SO I THINK THEY’RE ALMOST ALL DEPARTMENTS AND OFFICES HAVE BEEN REPRESENTED. THAT IS PUBLIC. AND AVAILABLE ON THE WEB SITE. FROM THE BUDGETING PERSPECTIVE, I THINK AGAIN I CAN UNDER SPEAK — I CANNOT SPEAK TO THE RESPONSE AND THE DIRECTION THAT CITY OPERATIONS OFFICER KELLIHER GAVE YOU OR THE MAYOR BUT I CAN SAY THAT WE HAVE BEEN WORKING WITH THEM TO TAKE THAT BIG STEP BACK AND REALLY FOCUS ON THE CITY AS A WHOLE. AND WHAT THOSE SERVICES ARE AND WHAT THE IMPACT IS AND WHAT THE TRUE COST IS. THAT IS IN OUR NEXT PHASE. I THINK WE HAVE DEPARTMENTS LIKE YOU’VE MENTIONED WHO ARE AT DIFFERENT LEVELS OF MATURITY IN THEIR PERFORMANCE MANAGEMENT JOURNEY. AND SO THAT IS SOMETHING THAT WE ARE WORKING TOWARDS. WE’VE TALKED TO YOU ABOUT WORKING TOWARDS A CITY STAT RIGHT TYPE OF HERE ARE THE CORE MEASURES, HERE IS SOMETHING WE’RE LOOKING AT. I THINK THE MAYORAL DASHBOARD WHICH WE HAD UP ON ONE OF OUR SLIDES AND I HOPE I BELIEVE YOU ALL DID GET SOMETHING FROM THE MAYOR’S OFFICE IS MONTHLY AND IT’S SHOWING SOME PRETTY KEY PERFORMANCE MET METRICS AND WHAT THAT SORT OF PERFORMANCE LOOK LIKES. SO AS I LOOK BACK AND THINK WE HAVE ONLY BEEN AT THIS FOR A LITTLE OVER A YEAR, WE’LL BE EXCITED TO MOVE FORWARD IN THE WAY THAT YOU MENTIONED, PARTNERING WITH THE BUDGET OFFICE TO MAKE SURE IT GOES HAND IN GLOVE WITH THAT PROCESS, AND VERY EXCITED BY THE WORK THAT WE’VE ALREADY DONE IN IDENTIFYING PERFORMANCE METRICS ABOUT WHAT THE IMPACT OF NEW FUNDING IS GOING TO BE. AND THEN IN REALLY WORKING WITH DEPARTMENTS TO SET TARGETS AND BASELINES, I THINK YOU AGAIN AS YOU MENTIONED WITH THAT PUBLIC WORKS WHAT ARE WE ACTUALLY TRYING TO GET TO, RIGHT, WHAT IS THE PERFORMANCE LEVEL TO US THAT IS APPROPRIATE. AND SO I THINK WE ARE MAKING VERY GOOD STRIDES IN BRINGING ALL OF THE DEPARTMENTS AND OFFICES TOGETHER. I MEAN, IT ONLY REALLY BEING LESS THAN A YEAR STARTING FROM ZERO, AND THAT’S SOMETHING THAT WE LOOK FORWARD TO IN 2026 AND SEEING WHERE WE CAN TAKE THAT WITH THE BUDGET OFFICE. SO TO ME THAT’S WHERE IT WOULD SORT OF MAKE SENSE ON THAT FRONT END. SO IT’S SORT OF PART OF WHAT THEY’RE DOING, BUT I AGAIN DON’T WANT TO SPEAK FOR DIRECTOR DESINSA AND WHAT HER PLANS ARE AND HOW SHE SEES COLLECTING DIFFERENT DATA BUT WE HAVE BEEN VERY SUCCESSFUL IN DEPARTMENTS HAVE BEEN VERY OPEN TO REALLY SAYING YEAH, LIKE, I WANT TO HAVE MEASURES THAT ARE GOING TO BE REFLECTIVE OF THE IMPACT AND THE PEOPLE THAT THIS NEW FUNDING IS GOING TO HELP. SORRY, THAT WAS A VERY LONG ANSWER WHERE IT’S SOMETHING THAT I THINK IS IN OUR NEXT PHASE AND I WOULD SAY AS AN ENTERPRISE STAFF WE NEED TO WALK BEFORE WE RUN AND THAT IS DEFINITELY SOMETHING ON THE HORIZON AS WE CONSIDER THE MATURITY OF THE CITY’S MAN MANAGEMENT PROGRAM. >> MAYBE THIS IS A FOLLOW-UP CONVERSATION WITH THE LEGISLATIVE SIDE BECAUSE I THINK AGAIN HONING IN ON THE PROGRAMMATIC LEVEL, THAT IS THE BIGGEST MESE WHERE WE’RE ALL TRYING TO GET A SENSE, ESPECIALLY SINCE SOME OF THOSE PROGRAMS WERE CRAFTED IN RESPONSE TO STRATEGIC PLANS LIKE THE SREP FOR INSTANCE THAT APPARENTLY FROM OUR OWN REIB DEPARTMENTSMOUTHS SAYS THAT NEEDS TO BE COMPLETELY OVERHAULED AND DON’T KNOW THE SPHATS OF THAT. BUT — STATUS OF THAT, BUT IF WE’RE HAVING PROGRAMS THAT WERE CREATED IN RESPONSE TO PLANS THAT ARE NO LONGER ACTIVE, THEN OKAY WE NEED TO REEVALUATE WHAT’S THE FUNDING AROUND THAT AND ALSO AGAIN DEFINING WHAT DOES SUCCESS LOOK LIKE IN OUR NEW TERRAIN AND MAYBE THAT IS ANOTHER PIECE AROUND STRATEGIC PLANNING BECAUSE AS YOU MENTIONED MOST OF THESE THINGS WHICH I ABSOLUTELY AM APPRECIATIVE OF, OF US DOING THE PUBLIC — LIKE PUBLICIZING OF THE DATA, THE DASHBOARDS ARE GREAT. BUT THEY’RE SHAPED AROUND THE MAYOR’S PRIORITIES, AND WE ALL, WHERE I MENTIONED LIKE THE TRANSPORTATION ACTION PLAN. THOSE WERE PLANS IN THAT WERE SHAPED BY BOTH BRANCHES AROUND OUR DWUNT NEEDS AND THEN HOW THEY NEED TO BE IMPLEMENTED ON THE EXECUTIVE SIDE. SOMETIMES THOSE THINGS DON’T ALWAYS ALIGN, BUT THAT IS THE I THINK GREATEST EXAMPLES OF OUR STRATEGIC PLANS OF UPHOLDING THE ACTUAL REAL CITY PRIORITIES, AND THAT’S NOT WHAT THE DASHBOARDS ARE RESPONDING TO RIGHT NOW. SO I THINK AGAIN, I DON’T KNOW IF THAT’S FOLLOWING WITH OUR CLERK’S OFFICE AROUND OUR LEGISLATIVE SIDE, EVALUATION SIDE AROUND HOW DO WE GET TO THE PROGRAMMATIC LEVEL DETAIL BECAUSE YES, I GET DEPARTMENTS HAVE OVERARCHING, BUT THAT HAS BEEN A CONSISTENTLY I THINK AN UNMET NEED AROUND WHAT’S GOING ON WITH THAT, AND TRYING TO GET SENSE IF YOU ALL WERE KIND OF THE PLACE TO GET AROUND THAT OR JUST TRYING TO GET A SENSE OF HOW DO WE RECONCILE ADDRESSING THAT MAMMOTH OF AN ISSUE TOO IN OUR BUDGET PROCESS. BUT WITH THAT, ONLY COMMENTS I HAD, I THINK NO ONE ELSE IS IN QUEUE, DOUBLE CHECKING BEFORE, OKAY. WELL, THANK YOU SO MUCH, DIRECTOR HAS BARGAIN AND YOUR TEAM FOR THE PRESENTATION — HASBARGEN FOR YOUR PRESENTATION. YEAH LOTS MORE FOLLOW-UP CONVERSATIONS AND WE’LL SEE FROM BUDGET AROUND THESE METRICS AND PRETTY SURE A LOT MORE DIALOGUE AROUND THAT. >> YEP, THANK YOU. >> THANK YOU. WELL I WILL ASK THE CLERK’S OFFICE TO RECEIVE AND FILE THAT PRESENTATION. LAST WE WILL HAVE — THAT’S NOT RIGHT. >> OKAY, FINAL ITEM IS A RECEIVE AND FILE PRESENTATION REGARDING NEIGHBORHOOD AND COMMUNITY RELATIONS DEPARTMENTS SUPPORTING RESIDENTS WITH DISABILITIES. I’LL ASK DIRECTOR KAREN MOE TO COME UP AND KICK US OFF. >> GOOD AFTERNOON, MY NAME IS KAREN MOE, I’M THE DIRECTOR OF NEIGHBORHOOD AND COMMUNITY RELATIONS HERE WITH THE CITY OF MINNEAPOLIS. WE’RE GOING TO BE SHARING A LITTLE BIT OF INFORMATION ABOUT SOME OF THE WORK THE CITY DOES REGARDING CREATING CULTURE OF ACCESSIBILITY, SPECIFICALLY CENTERING OUR COMMUNITY RESIDENTS WITH PEOPLE WITH DISABILITIES. I’M JOINED HERE TODAY BY ONE OF MY COLLEAGUES, GUTHRIE WHO WORKS FOR THE CITY, AND THEN ONE OF OF OUR COMMUNITY PARTNERS, KEN WHO’S BEEN VERY PATIENT AT BOTH THE RESCHEDULING OF THIS PRESENTATION SWILLS TODAY’S, NEEDS FOR TODAY’S PRESENTATION. WE’RE HERE TODAY TO REQUEST RECEIVE AND FILE FROM CITY COUNCIL, AND I DO WANT TO SAY THANK YOU, COUNCILMEMBER OR CHAIR WONSLEY FOR INVITING US TO PRESENT ON THIS TOPIC. WE REALLY APPRECIATE YOUR ATTENTION TO THIS. WITHIN THE NEIGHBORHOOD AND COMMUNITY RELATIONS DEPARTMENT, WE OFTEN REFER TO OURSELVES AS NCR, I WOULD SAY OUR GOAL REALLY IS TO CREATE A CULTURE OF ACCESSIBILITY THROUGHOUT THE ENTIRE ENTERPRISE. THAT’S SOMETHING WE TAKE VERY SERIOUSLY, AND SO TODAY WE’RE GOING TO TOUCH ON SOME OF THE THINGS WHICH INCLUDE COMPLIANCE, BUT REALLY WE BELIEVE WE HAVE A RESPONSIBILITY TO GO ABOVE AND BEYOND COMPLIANCE AND TO REALLY CENTER OUR COMMUNITY RESIDENTS WITH DISABILITIES, AND SO TODAY WE’RE GOING TO HAVE — WE’RE GOING TO PRESENT A WHOLE HANDFUL OF THINGS THAT WE DO, WHICH IS REALLY A PRESENTATION OF THINGS THE CITY DOES OVERALL. BUT IT WILL INCLUDE A BRIEF TOUCH ON THE AMERICANS WITH DISABILITIES ACT AS WELL THE ROLE OF THE COMMUNITY SPECIALISTS FOR PEOPLE WITH DISABILITIES, WHICH WE’RE VERY PROUD TO HAVE HERE IN THE CITY OF MINNEAPOLIS. AS WELL AS TALKING ABOUT OUR RELATIONSHIP WITH OUR COMMUNITY THROUGH THE MINNEAPOLIS ADVISORY COMMITTEE ON PEOPLE WITH DISABILITIES, AS WELL AS HIGHLIGHTING AN UPCOMING EVENT WE HOPE TO SEE YOU ALL AT. I WANT TO TOUCH FIRST ON THE AMERICANS WITH DISABILITIES ACT. THIS IS A ONE OF THE MAIN CIVIL RIGHTS ACTS FOR OUR COMMUNITY OF PEOPLE WITH DISABILITIES, AND THE REALLY DOES, IT’S A SIGNIFICANT BODY. IT WAS SIGNED ON JULY 26th, 1990. AS YOU CAN DO THE MATH QUICKLY, YOU’LL NOTE THAT IT’S 35 YEARS THIS YEAR SINCE THE SIGNING OF THIS PIECE OF LEGISLATION. THE MAIN ACT IS, BARS DISCRIMINATION FOR PEOPLE WITH DISABILITIES IN MANY SETTINGS, INCLUDING LOCAL GOVERNMENT JURISDICTIONS. IT’S IMPORTANT TO CELEBRATE THIS NOT JUST BECAUSE THIS IS A CIVIL RIGHTS ACT AND THIS REALLY DOES PROVIDE GUIDANCE FOR US IN SOME WAYS. IT IS ALSO TO HONOR THE PEOPLE WHO FOUGHT VERY HARD TO HAVE THIS PIECE OF LEGISLATION PASSED. AND SO I DO WANT TO MAKE SURE THAT WE ALSO HONOR PEOPLE WHO CAME BEFORE US AND ARE HERE TODAY ALSO THAT WERE SIGNIFICANT IN PASSING THIS BILL. THE AMERICANS WITH DISABILITY ACT OFTEN REFERRED TO AS ADA HAS THREE MAIN BODIES IN THERE, WHICH IS TITLE 1, WHICH ADDRESSES EMPLOYMENT. TITLE 2 WHICH ADDRESSES CITY GOVERNMENT. AND TITLE 3, WHICH ADDRESSES PUBLIC ACCOMMODATIONS. I HAVE TO POINT OUT THAT THERE IS NO WAY FOR ONE DEPARTMENT TO BE RESPONSIBLE FOR COMPLYING WITH THIS AS WELL AS ASSURING THAT WE GO ABOVE AND BEYOND. SO THIS REALLY IS AN ENTIRE ENTERPRISE RESPONSIBILITY. TITLE 1 OBVIOUSLY IS IN THE HANDS OF HUMAN RESOURCES, PREDOMINANTLY. TITLE 2 REALLY IS AROUND ACCESSING CITY GOVERNMENT, WHETHER THAT’S PROGRAMS, SERVICES, COMING TO CITY COUNCIL MEETINGS, CONTACTING YOUR CITY COUNCILMEMBERS, AS WELL AS A WHOLE SLEW OF OTHER BODIES OF WORK THAT PEOPLE — WE WANT TO MAKE SURE PEOPLE HAVE ACCESS TO. AND TITLE 3 IS PUBLIC ACCOMMODATIONS, AND THIS WOULD BE THINGS THAT WOULD FALL UNDER MANY DIFFERENT DEPARTMENTS, BUT INCLUDING CODE AND CONSTRUCTION SERVICES, REGULATORY SERVICES, CIVIL RIGHTS, AND BEYOND. WITHIN THE ADA, ONE OF THE THINGS THAT WE AIM TO DO IS TO MAKE SURE THAT THERE IS AT LEAST ONE PERSON DESIGNATED IN THE CITY THAT’S UNDER THE TITLE 2, WE CALL THAT THE TITLE 2 QUADERINATOR HERE WITHIN THE CITY OF MINNEAPOLIS AND I HAVE THE HONOR OF SITTING IN THE POSITION THAT HAS BEEN DESIGNATED BY THE CITY AS BEING THE TITLE 2 COORDINATOR ON BEHALF OF THE CITY OF MINNEAPOLIS. SO THAT’S PART OF THE REASON WHY WE’RE HERE IS THIS BODY OF WORK IN TERMS OF ASSURING COMPLIANCE SITS WITHIN OUR DEPARTMENT. BUT I ALSO WANT TO NOTE THAT AS I MENTIONED BEFORE, WE REALLY DO AIM TO GO ABOVE AND BEYOND AND MAKE SURE THAT WE CREATE A WHOLE CULTURE OF ACCESSIBILITY. I’M GOING TO TURN IT OVER NOW TO OUR COMMUNITY SPECIALIST FOR PEOPLE WITH DISABILITIES, GUGHTLY BUT THE SIGNIFICANT PIECE IBTHAT POSITION IS GUTHRIE DOES A LOTT OF THE WORK ON A DAILY BASIS, AND HE’S GOING TO SHARE A LITTLE BIT ABOUT THAT BUT HE ALWAYS DOES WORK PROMOTING A CULTURE IN THE CITY OF MINNEAPOLIS ENSURING ALL OF OUR EMPLOYEES KNOW WHAT IT MEANS TO CENTER PEOPLE WITH DISABILITIES. SO WITH THAT, I’M GOING DO ASK GUTHRIE TO COME UP. >> WELCOME, GUTHRIE. >> YES, GOOD AFTERNOON, CHAIR WONSLEY AND COMMITTEE MEMBERS. GUTHRIE BYARD, COMMUNITY SPECIALIST FOR PEOPLE WITH DISABILITIES. HAPPY DISABILITY PRIDE MONTH. THE FEW DAYS THAT WE HAVE LEFT HERE IN JULY. AND ANOTHER PLUG FOR THE AMERICANS WITH DISABILITIES ACT TURNED 35 ON SATURDAY. ALSO SATURDAY NIGHT THE 35W 35 W BRIDGE, THERE WERE THE FIVE DISABILITY FRPRIDE FLAG COLORS LIT UP. EXCITING. I THINK PART OF MY WORK IS ALSO TO BE EXPANDING WHAT IT MEANS TO BE CELEBRATING HAVING A DISABILITY OR DISABILITIES, TALKING ABOUT DISABILITY PRIDE NOT JUST EMPHASIZING THE AMERICANS WITH DISABILITIES ACT, SO I’M PROUD THAT TO BE ABLE TO MOVE THAT WORK FORWARDED. SO THERE ARE FOUR MAIN BUCKETS TO THE WORK THAT I DO. ADA GRIEVANCES AS DIRECTOR MOE HAD MENTIONED, SO THERE IS AN EMPHASIS ON COMPLIANCE. OBVIOUSLY BUT IN THE WORK THAT I DO AS A COMMUNITY SPECIALIST FOR PEOPLE WITH DISABILITIES, IT’S IMPORTANT THAT WE’RE GOING BEYOND JUST COMPLIANCE AND LOOKING AT BUILDING BRIDGES WITH COMMUNITY, BRINGING IN PEOPLE WHO HISTORICALLY HAVE NOT BEEN A PART OF CITY PROGRAMS AND SERVICES THAT’S A HUGE BULK OF THE WORK THAT I DO. ALSO GOING TO TALK A BIT ABOUT OUR ADA TRANSITION PLANS AND THE ADA ACACTION PLAN. OUR DIGITAL ACCESSIBILITY EFFORTS THAT ARE EVER GROWING HERE AND THE CITY’S ADVISORY COMMITTEE ON PEOPLE WITH DISBLTION, I’LL HAND IT OVER TO THE CHAIR OF THAT COMMITTEE, KEN ROGERS TO TALK ABOUT THE HISTORY OF THAT COMMITTEE. SO ADA GRIEVANCES, SO AS KAREN MENTIONED, THERE’S THREE MAIN TITLES TO THE ADA. UNDER A DA’S TITLE 2, WHICH IS CITY AND LOCAL GOVERNMENTS, WE NEED TO HAVE AN ADA GRIEVANCE PROCESS IN PLACE WHICH WE DO. IT’S ON OUR PUBLIC WEB SITE WITHIN NCR’S SECTION, AND I FIELD ALL OF THOSE ADA COMPLAINTS THAT COME IN. AND SO WHAT THAT MEANS IS THAT ON ANY GIVEN DAY I COULD BE WORKING WITH ANY ONE OF OUR DEPARTMENTS. SO TODAY IN FACT I WAS WORKING WITH CODE AND CONSTRUCTION SERVICES. A LOT OF TIMES WE GET COMPLAINTS ABOUT ELEVATORS BEING OUT AT APARTMENT COMPLEXES. I’LL WORK WITH THE SIDEWALKS TEAM BECAUSE WE HAVE ISSUES WITH SIDEWALKS BEING BROKEN UP OR I WORK WITH OUR ADA PED RAMP TEAM BECAUSE OUR CURB CUTS ARE FALLING APART. THAT KIND OF THING AND HIGHLIGHTING THAT THOSE NEED TO BE ESCALATED. SO THAT’S A TRUE BENEFIT OF MY JOB IS THAT I CAN WORK WITH ANY ONE OF THE DEPARTMENTS AT ANY GIVEN TIME. SO I MENTIONED THE ADA TRANSITION PLANS, AND ADA ACTION PLAN. SO UNDER TITLE 2 THE CITY’S REQUIRED TO HAVE AN ADA TRANSITION PLAN. SO WHILE THAT PRIMARILY RESIDES WITHIN PUBLIC WORKS, I WORK CLOSELY WITH THEM AND SO FOR FOLKS WHO MAY NOT HAVE GONE THROUGH THAT PLAN, IT’S UPDATED EVERY TWO YEARS, AND IT LOOKS AT ESSENTIALLY CITY PUBLIC RIGHT-OF-WAY. SO OUR STREETS, OUR CURB CUTS, SO THE ADA IS 35 YEARS OLD, BUT WE ALL KNOW THAT THERE ARE PLENTY OF CURB CUTS THATLIC LIKE THEY HAVEN’T BEEN TOUCHED SINCE THEY WERE FIRST PUT IN. AND SO WE WORK WITH PUBLIC WORKS TO IDENTIFY THE ONES THAT ARE COMING IN AS CONTINUAL COMPLAINTS TO TRY TO ESCALATE THOSE BECAUSE THE CITY RESIDENTS ARE SAYING, HEY, THESE ARE ONES THAT WE USE A LOT, AND THERE’S ISSUES WITH THEM. ALSO IN 2016, THE CITY WENT THROUGH A FULL SCALE AUDIT OF ALL OF THE CITY OWNED AND LEASED FACILITIES, AND SO WITHIN PROPERTY SERVICES THEY HAVE THEIR OWN ADA TRANSITION PLAN, THIS IS AVAILABLE ON OUR WEB SITE AS WELL THAT GOES THROUGH ALL OF THE DEFICIENCIES UNDER THE ADA THAT WERE IDENTIFIED, AND SO YOU CAN TAKE A LOOK AT THAT. AS YOU MIGHT IMAGINE, THERE WERE QUITE A FEW WITH CITY HALL THAT WERE BEING ADDRESSED AS PART OF THE RENOVATION PROCESS. SOME THAT WERE PART OF LEASED FACILITIES THAT WE NO LONGER HAVE. SO IT’S REALLY IMPORTANT TO BE UPDATING THAT ON AN ANNUAL BASIS TO REFLECT WHERE WE’RE AT WITH THAT. AND THEN I MENTIONED THE ADA ACTION PLAN SO THIS IS NOT LEGALLY REQUIRED, BUT IT’S A COMMITMENT THAT THE CITY HAS, AND WITHIN NRC, WE MANAGE THE ADA ACTION PLAN. I’LL TALK A LITTLE BIT ABOUT THAT IN SUBSEQUENT SLIDES BUT IT’S REALLY IMPORTANT FOR US TO BE PROMOTING THAT WE HAVE AN ADA ACTION PLAN THAT LOOKS AT WHAT ARE WE DOING TO ADDRESS THE CULTURE OF ACCESSIBILITY AT THE CITY, BE IT PHYSICAL OR DIGITAL. AND HOW ARE WE BRINGING IN STAFF AS WELL AS COMMUNITY MEMBERS TO KIND OF BETTER UNDERSTAND WHAT IT MEANS FOR US TO BE MORE ACCESSIBLE BEYOND JUST WHAT IS REQUIRED UNDER THE ADA. SO I MENTIONED THE ADA ACTION PLAN IN 2016 THERE WAS AN AUDIT. SO AT THAT TIME THE INITIAL OR CURRENT ADA ACTION PLAN WAS PUT INTO PLACE. WHEN I ARRIVED TWO YEARS AGO, ONE OF THE FIRST THINGS THAT I DID WAS START WORKING ON UPDATING THAT ADA ACTION PLAN. SO THERE WAS A ROBUST COMMUNITY ENGAGEMENT PROCESS LAST SPRING AND SUMMER I WOULD SAY BOTH COMMUNITY AS WELL AS STAFF SO I MET WITH EACH DEPARTMENT, THE HEAD OF EACH DEPARTMENT AS WELL TO IDENTIFY WHAT IS WORKING, WHAT IS NOT WORKING, WHAT’S YOUR PERCEPTION OF ACCESSIBILITY BE IT DIGITAL OR PHYSICAL, IN THE WORK THAT YOU DO. AND WHERE CAN WE IMPROVE? AND SO IT WAS REALLY ROOTED IN COLLABORATION NOT JUST IN COMMUNITY BUT ACROSS ALL OF OF OUR DEPARTMENTS. AND SO THAT LED TO A RECOMMENDATIONS PLAN, AND RIGHT NOW THE ADA ACTION PLAN IS UNDER REVIEW BY THE ATTORNEY’S OFFICE, AND THAT WAS PRECEDED BY A MAY PUBLIC COMMENT PERIOD AND THEN REACHING BACK OUT TO ALL OF THE DEPARTMENTS TO SHARE THAT DRAFT PLAN WITH THEM TO MAKE SURE THAT THAT ALIGNED WITH THE FEEDBACK THAT THEY PROVIDED BECAUSE REALLY THIS DOES IMPACT EVERY DEPARTMENT. THERE’S REALLY NO DEPARTMENT THAT IS IMMUNE FROM IMPROVING THE ACSISSABILITY OF THEIR WORK, ESPECIALLY GRUES GIVEN THE NATURE — JUST GIVEN US THE NATURE OF US BEING CITY GOVERNMENT EMPLOYEES. DIGITAL ACCESSIBILITY IS ONE THAT, YOU KNOW, IT’S AN UMBRELLA TERM BUT IT’S EXTREMELY IMPORTANT TO BE AWARE OF. SO WHEN YOU’RE THINKING ABOUT ALL OF THE PDFs THAT THE CITY HAS ON ITS WEB SITE, ALL OF THE POWPTSZ THAT ARE PRESENTED, EVERYTHING THAT’S PUBLIC FACING, ARE YOU KNOW THE ANNOUNCEMENT THAT YOU MAKE ABOUT LIVE CAPTIONING AT THE BEGINNING, ALL OF THAT FALLS UNDER DIGITAL ACCESSIBILITY, ESPECIALLY IF FOLKS ARE STREAMING THESE PRESENTATIONS ONLINE. AND IN THE SPRING OF ’24, THE DEPARTMENT OF JUSTICE ISSUED OUT A RULE SAYING BY BY THE END OF APRIL OF 2026, THE CITY NEEDS TO BE IN COMPLIANCE WITH WHAT’S KNOWN AS WEB CONTENT ACCESSIBILITY GUIDELINES, SPECIFICALLY 2.1 LEVEL 2A, SO SINCE THAT RULE WAS MADE, WE’VE WORKED ACROSS THE ENTERPRISE ON A DEPARTMENT LEVEL, IN PARTICULAR DIRECTOR LEVEL, TO REALLY UNDERSTAND WHAT IS THE BREADTH AND DEPTH OF THE IMPACT OF THIS RULE. REALLY GETTING AT THINGS LIKE OUR DASHBOARDS, AGAIN, OUR, THE PDFs THAT WE FIND SOPRIEVE LNT ON OUR WEB SITES. OUR SOCIAL MEDIA ACCESSIBILITY PRACTICES. THINGS LIKE THAT, REALLY TRYING TO GET A SENSE OF WHERE ALL OF OUR DIGITAL KIND OF CONTENT RESIDES AND HOW ACCESSIBLE OR INACCESSIBLE THAT IS. SO WORKING ACROSS KEY DEPARTMENTS LIKE COMMUNICATIONS, THE ATTORNEY’S OFFICE, I.T., THINGS LIKE THAT AND THINKING ABOUT WEB DEVELOPMENT AND DESIGN IT’S REALLY CRITICAL THAT WE HAVE THE RIGHT PEOPLE LOOKING AT THAT WORK. AND THEN ON A STAFF LEVEL WE HAVE A COMMUNITY OF PRACTICE AND SO A LOT OF KEY STAFF I THINK RIGHT NOW UPWARDS OF 30 FOLKS THAT MEET, AND WE JUST TRAIN EACH OTHER LIKE WE HAVE WORKSHOPS AND WE TALK ABOUT DIFFERENT THINGS SO UPCOMING WE’VE GOT ONE ON ACCESSIBLE POWERPOINT PRESENTATIONS AND THIS IS ALL ROOTED ON WHAT STAFF MEMBERS ARE SAYING THEY NEED ASSISTANCEOON. AND SO THAT WORK IS REALLY INTEGRAL AS WELL AS AS WE’RE WORKING TOWARDS THE WCAG STANDARDS. I SHOULD SAY TOO WE HAVE A DEDICATED CITY TALK ACCESSIBILITY PAGE AND SO THIS IS A DYNAMIC PAGE IN THAT IT’S UPDATED AS WE’RE DOING ON DEMAND TRAININGS AS WE’RE PUTTING TOGETHER GUIDES, CHECK LISTS, THINGS LIKE THAT, AND WE’RE CONTINUALLY PROMOTING THROUGH OUR NEWSLETTERS, OUR INTERNAL NEWSLETTERS AND OUR EXTERNAL NEWSLETTERS TO LET FOLKS KNOW THAT WE ARE ACTIVELY WORKING ON THIS. I’D BE REMISS IF I DIDN’T MENTION THE UPCOMING ADA AND DISICT PRIDE EVENTS SO THAT’S THIS WEDNESDAY JULY 30th FROM 5:00 TO 8 P.M., PUBLIC SERVICE BUILDING ROOM 100, AND IT’S A FREE EVENT. YOU GO TO WWW.MINNEAPOLISMN.GOV/ADA35. YOU CAN REGISTER AND TAKE A LOOK AT THE PROGRAM THERE. REALLY EXCITED ABOUT THE PROGRAM THIS YEAR. I MENTIONED — I MENTIONED AT THE OUTSET THAT THIS IS NOT JUST ABOUT THE ADA ANNIVERSARY OF DISABILITY PRIDE. IT’S ABOUT PRIDE NOT JUST PROTECTING AND PRESERVING THE RIGHTS UNDER THE ADA AS A REALLY IMPORTANT CIVIL RIGHTS LAW FOR THOSE WITH DISABILITIES. AND SO WITH THAT EARLIER THIS MONTH WE WORKED WITH THE MAYOR’S OFFICE TO WORK ON A PROCLAMATION ON DISABILITY PRIDE. AND LAST THURSDAY THERE WAS A RESOLUTION HONORING THE 35th ANNIVERSARY OF THE ADA, AND THAT ALSO WILL BE READ OUT AS WELL AND TH THERE WILL ALSO BE MORE CONVERSATION IN THE FORM OF A PANEL WITH CRITICAL COMMUNITY MEMBERS, INCLUDING JUSTIN PAIGE WHO IS ASSISTANT ATTORNEY WITHIN THE DEPARTMENT OF JUSTICE TO TALK ABOUT THE LEGAL LANDSCAPE OF THE ADA GOING FORWARD. UNDERSTANDING JUST THE POLITICAL CLIMATE AND THE RISK FOR FOLKS WITH DISABILITIES RIGHT NOW. I THINK THAT’S REALLY IMPORTANT. ALSO BE A CONVERSATION ABOUT DISABILITY PRIDE MONTH, HOW ST. STARTED AS WELL AS KIND OF BACKGROUND ON THE DISABILITY PRIDE FLAG. I’M NOW GOING TO HAND IT OVER TO THE CHAIR OF THE ADVISORY COMMITTEEOON PEOPLE WITH DISABILITIES, KEN ROGERS. TO TALK ABOUT THE COMMITTEE AND OVERVIEW OF THE COMMITTEE, AND HOW THE COMMITTEE IS GOING TO WORK WITH YOU ALL GOING FORWARD. >>> HELLO, KEN. >>> MICROPHONE IS RIGHT HERE. >> OKAY, THANK YOU. THANK YOU. >> MM-HMM. >> GOOD AFTERNOON, CHAIR WONSLEY AND COMMITTEE MEMBERS. CAN YOU HEAR ME OKAY. >> YEP. >> GOOD. MY NAME IS KEN ROGERS. I’M THE CURRENT CHAIR OF THE MINNEAPOLIS ADVISORY COMMITTEE ON PEOPLE WITH DISABILITIES. AND I’M VERY PLEASED TO ANNOUNCE TO YOU THIS IS SOMETHING WE HAVE NOT EVER BUN ABLE TO DO IN MY TENURE ON THIS COMMITTEE IS TO ANNOUNCE THAT WE HAVE A FULL 15 MEMBER APPOINTED COMMITTEE. IT’S A FIRST. [APPLAUSE] THANK YOU. AND THE REASON WHY I THINK WE’VE BEEN ABLE TO HAVE THIS OCSES OF HAVING ALL OF OUR SEATS FILLED IS DUE TO THE WORK THAT GUTHRIE HAS DONE BEHIND THE SCENES TO MAKE SURE THAT THE OUR COMMUNICATIONS GOT OUT VERY WIDELY TO OUR COMMUNITY. WE HAVE TRIED OVER THE YEARS, AND TRIED AND TRIED AND TRIED, BUT WE HAVEN’T HAD A STAFF PERSON THAT’S BEEN DEDICATED TO SUPPORTING OUR COMMITTEE AS FULLY AS WE DO TODAY. FOR THAT I’M ETERNALLY GRATEFUL TO THE NEIGHBORHOOD COMMUNITY RELATIONS OFFICE FOR MAKING THAT A PRIORITY AND REALLY PUTTING INTO CONTEXT THE FACT THAT THE CITY REALLY DOES SUPPORT BEING INCLUSIVE, AND ACCESSIBLE TO ALL OF ITS CITIZENS, INCLUDING PEOPLE WITH DISABILITIES. WE’VE BEEN SORT OF IN THE PAST LEFT TO DO OUR WORK WITHOUT A LOT OF STRUCTURE OR SUPPORT. AND WE’VE DONE THAT. WE’VE DONE THAT. BUT WITH A FULL COMPLEMENT OF MEMBERS, OF 15 MEMBERS, THE SKY IS THE LIMIT. WE CAN REALLY ADVANCE OUR AGENDA AND MOVE FORWARD, AND SPEAKING OF AGENDA, LET ME JUST SAY IN SHORT, OUR AGENDA IS TO MAKE AND ENSURE PROVIDE SUPPORT TO EVERY CITY DEPARTMENT TO ENSURE THAT EVERY ACTIVITY, EVERY PROGRAM, EVERY PLAN, EVERY POLICY, INCLUDES PEOPLE WITH DISABILITIES, AND WHAT THEIR NEEDS MIGHT BE. THERE SHOULD BE NO LONGER ANYBODY NOT ABLE TO ACCESS SOMETHING, WHETHER IT’S A PARADE, WHETHER IT’S AN EVENT ON NICOLLET MALL, OR A WEB PAGE, MAKES ME A LITTLE NERVOUS LISTENING TO THE PRESENTATION EARLIER ABOUT ALL THE DASHBOARDS. I JUST HAVE TO TELL YOU FROM MY PERSPECTIVE, I HAVE NOT MET TOO MANY DASHBOARDS THAT ARE FULLY ACCESSIBLE FOR PEOPLE LIKE ME WHO USE SCREEN READERS TO ACCESS DIGITAL EQUIPMENT. OR DATA. SO I’M REALLY GOING TO LOOK AT THAT AND MAKE SURE, AND NOT TO POINT A FINGER THAT SOMETHING’S NOT WORKING. BUT OUR GOAL AS A COMMITTEE IS TO BE A RESOURCE. WE ARE PEOPLE THAT LIVE EVERY DAY WITH THISSABILITIES. WE CAN’T TAKE THEM OFF. WE CAN’T TAKE A BREAK. WE KNOW WHAT IT’S LIKE TO EXIST WITH OUR DISABILITIES. WE DO NOT EXPECT THAT EVERYBODY ELSE THAT DOES NOT LIVE WITH A DISABILITY UNDERSTANDS OUR PERSPECTIVE OR WHERE WE’RE COMING FROM. SO THIS IS THE BEAUTY OF OUR COMMITTEE. THE MINNEAPOLIS ADVISORY COMMITTEE ON PEOPLE WITH DISABILITIES IS TO SERVE AS THE RESOURCE, THE, THE PLACE TO COME WHEN YOU’RE NOT SURE. PUBLIC WORKS IS A GREAT EXAMPLE. THEY COME TO US WITH A PLAN IN MIND. THIS IS WHAT WE HAVE IN MIND. WE’RE GOING TO DO X, Y, Z, AND WHAT’S YOUR, WHAT’S YOUR INPUT? AND THEN THE DISABILITY MEMBERS GIVE THEM THEIR INPUT. WELL, THIS SOUNDS LIKE A GREAT THING BUT FOR ME, AND MY COMMUNITY, I NEED WHATEVER IT IS. AND THEN THEY TAKE NOTE OF THAT, TAKE THAT BACK, REWORK THE PLAN, REWORK THE PROGRAM, AND THEN DEVISE AND IMPLEMENT A PROGRAM THAT WORKS FOR EVERYBODY. OUR ADVICE ISN’T ALWAYS TAKEN. MUCH TOO OUR CHAGRIN, BUT WE STILL PROVIDE IT. AND THAT’S — WE CAN’T MAKE ANY DEPARTMENT DO ANYTHING. BUT IF WE DO OUR WORK COLLABORATIVELY, AND AS A RESOURCE, TO THE CITY AND TO ALL THE DEPARTMENTS, TO THE S CITY COUNCIL, TO THE MAYOR’S OFFICE, IF WE DO OUR WORK EFFECTIVELY, WE CAN HELP REDUCE THE LEGAL LIABILITY THAT WE HAVE AS A COMMUNITY, AS AN ORGANIZATION, AND I DO WANT TO JUST SHARE WITH YOU THE NUMBER OF LAWSUITS THAT CITIES ACROSS THE NATION ARE GETTING THESE DAYS IS INCREASING EXPONENTIALLY. PEOPLE WITH DISABILITIES ARE NOT SATISFIED WITH THE STATUS QUO ANYMORE. IT’S BEEN 35 YEARS. IT SHOULDN’T BE SOMETHING THAT NEEDS TO BE AN AFTERTHOUGHT, AND SO A LOT OF PEOPLE ARE FILING LAWSUITS AGAINST CITY GOVERNMENTS THAT AREN’T STEPPING UP. AND THAT’S OUR CHARGE AS A COMMITTEE IS TO REDUCE THAT LIABILITY BY REALLY GIVING GOOD ADVICE AND GOOD RECOMMENDATIONS. AND THAT’S OUR GOAL. WE DON’T WANT TO TELL PEOPLE WHAT TO DO. WE WANT TO WORK WITH PEOPLE TO HELP THEM UNDERSTAND WHAT IT IS THAT OUR COMMUNITY HAS A AS SPECIFIC NEEDS THAT NEED TO BE ADDRESSED BECAUSE IT’S THE LAW AND IT NEEDS TO BE ADDRESSED BECAUSE IT’S THE RIGHT THING FOR OUR CITY TO DO TO BE FULLY INCLUSIVE AND ACCESSIBLE. WE WERE ESTABLISHED IN 1973, AND HAVE STRUGGLED ALONG ALL THESE YEARS. THE COMM COMMITTEE ITSELF HAS TRANSITIONED FROM LOT OF DIFFERENT MODELS IN THE PAST, BUT I STRONGLY BELIEVE THAT MEMBERS THAT SIT ON OUR COMMITTEE HAVE AN EXPERTISE. IT’S WHAT THEY LIVE WITH EVERY DAY. THEY KNOW WHAT IT’S LIKE, AND WE KNOW THAT OTHER PEOPLE DON’T KNOW WHAT WE EXPERIENCE. SO IT’S OUR RESPONSIBILITY AND DUTY TO SHARE THAT INFORMATION SO THAT WE CAN END UP CREATING A MUCH MORE ACCESSIBLE AND FULLY INCLUSIVE PROJECT OR ACTIVITY OR POLICY. SO SOMETIMES YOU KNOW IN THE PAST I’VE HEARD WE’RE THE DISABILITY POLICE. MAYBE IN THE PAST WE HAD THAT REPUTATION, BUT TODAY WE WANT TO BE THE RESOURCE THAT EVERYBODY COMES TO IN ORDER TO GET FEEDBACK ON WHAT IS IT THAT OUR COMMUNITY NEEDS THAT IS DIFFERENT FROM THEIR OWN AWARENESS. SHARING OUR PERCEPTIONS AND AWARENESS OF WHAT IT’S LIKE TO LIVE IN OUR SHOES CAN REALLY HELP US ENSURE THAT OUR PROGRAMS ARE FULLY ACCESSIBLE TO EVERYONE. SO THAT’S OUR GOAL. THAT’S WHAT WE WISH TO DO, AND I HAVE TO JUST IN CLOSING SAY ONE THING. COMMUNITY RELATIONS DEPARTMENT HAS BEEN OUR PARTNER THROUGH IT ALL. YOU KNOW, OVER THE YEARS, STAFF COME AND GO. DEPARTMENTS CHANGE. LEADERSHIP. WE HAVE BEEN PROMISED MANY, MANY YEARS AGO THAT WE WOULD HAVE REALLY DEDICATED SUPPORT, AND WHILE WE MAY HAVE ARGUABLY HAD SUPPORT FROM THE OFFICE, UNTIL GUTHRIE WAS HIRED AS THE DISABILITY SPECIALIST, WE HAD NOT HAD DIRECT SUPPORT LIKE WE NOW HAVE. AND I THINK IT’S BECAUSE OF THAT AND BECAUSE OF THAT SINGLE MOVE WE HAVE BEEN ABLE TO BE MUCH MORE SUCCESSFUL IN OUR RECOMMENDATIONS AND OUR COLLABORATION WITH CITY DEPARTMENTS, AND WITH CITY COUNCIL, AND WITH THE MAYOR’S OFFICE. SO I COMMEND YOU ON THE WORK THAT YOU DO AND TRYING TO KEEP ABREAST OF ALL OF THE PROJECTS GOING ON. IT’S MY ROLE TO MAKE SURE THAT PEOPLE ARE DISABILITIES GET INCLUDED AND NOT LEFT OUT ALONG THE WAY. WE HAVE A PHRASE IN OUR COMMUNITY, NOTHING ABOUT US WITHOUT US. WE JUST WANT TO BE AT THE TABLE. BECAUSE THAT’S WHEN THE COLLABORATION HAPPENS. THAT’S WHEN THE NETWORKING HAPPENS. THAT’S WHEN LEARNING HAPPENS. AND AGAIN, WE DON’T EXPECT PEOPLE TO UNDERSTAND WITHOUT HAVING SOME KIND OF COLLABORATION, WHAT IT’S LIKE LIVING A DIFFERENT KIND OF A LIFE THAN WHAT SOMEONE MAY HAVE AS THEIR OWN EXPERIENCES. SO AGAIN, THANK YOU FOR THIS OPPORTUNITY TO SHARE A LITTLE BIT ABOUT OUR COMMITTEE. AS YOU CAN TELL, I’M VERY PASSIONATE ABOUT THE WORK WE DO, VERY PASSIONATE ABILITY THIS COMMITTEE, AND, WE WANT TO DO THE BEST, AND WE SERVE AS A RESOURCE TO YOU AS WELL. SO THANK YOU, WITH THAT, ANY QUESTIONS FOR US? >> THANK YOU SO MUCH, KEN. ALSO A SHOUT-OUT TO GUTHRIE. >> THANK YOU, WE ARE FINISHED. WE WILL STAND FOR QUESTIONS. >> AWESOME. I SEE COUNCILMEMBER CASHMAN IN QUEUE. >> THANK YOU SO MUCH, CHAIR WONSLEY. DIRECTOR MOE, GUTHRIE, AND KEN, FOR THE PRESENTATION. I JUST HAD A QUICK QUESTION ABOUT YOUR INTERACTION WITH REGULATORY SERVICES. AND THEN THE REASON I ASK THIS IS THERE IS A 36 STORY HIGH RISE IN MY WARD THAT RECENTLY HAD ALMOST ALL OF ITS ELEVATORS BREAK TO THE POINT WHERE THEY WERE DOWN TO ONE ELEVATOR FOR NEARLY 500 RESIDENTS. AND IT WAS TAKING 20, 30, 40 MINUTES FOR THAT ELEVATOR TO COME, WHICH IS VERY DANGEROUS OBVIOUSLY. AND SO WHEN LIKE DO YOU HAVE ANY PROCESS BY WHICH YOU GET 3-1-1 COMPLAINTS LIKE THIS FOR RESIDENTS TO BE ABLE TO REALLY JUST ASSIST WITH PUTTING URGENCY ON YOU KNOW INSPECTORS AND OTHER FOLKS TO ADDRESS THESE KINDS OF HOUSING ISSUES, WHEN THEY ARE CLEARLY LIKE DANGEROUS TO THE WELL-BEING OF THE RESIDENTS THERE? >> MM-HMM. CHAIR WONSLEY, COUNCILMEMBER CASHMAN, I’M GOING TO HAVE GUTHRIE ANSWER THE QUESTION AND EXPLAIN THE 3-1-1 PROCESS. >> THANK YOU, COUNCILMEMBER CASHMAN AND COMMITTEE. YEAH, SO, WHEN FOLKS SUBMIT A COMPLAINT THROUGH 3-1-1, WHAT I HAVE DONE IN THE TIME THAT I’VE BEEN HERE AS WELL IS MAKE SURE THAT FOLKS CAN CHECK THAT THERE’S AN ACCESSIBLE ISSUE AND THAT FLAGS ME SPECIFICALLY, SO I GET THOSE IN MORE REALTIME NAN TRYING TO FIND IT — THAN TRYING TO FIND IT IN ANY OTHER METHOD. AND THEN TO YOUR POINT ABOUT THE ELEVATORS BEING OUT, THAT IS ONE THAT I THINK I MENTIONED DURING MY PRESENTATION AS WELL THAT IS HAPPENING QUITE A BIT. AND SO A LOT OF TIMES. WE UNDERSTAND ELEVATORS ARE GOING TO GO OUT. IT’S MORE IMPORTANTLY HOW QUICKLY ARE THEY GOING TO BE FIXED AND WHAT IS IT COMMUNICATION TO THE RESIDENTS WHEN ELEVATORS GO OUT. SO LOT OF TIMES I’M WORKING WITH THE INDIVIDUAL TO FIND OUT HOW LONG HAS THE ELEVATOR OR ELEVATORS BEEN OUT, WHA WHAT HAS THE COMMUNICATION BEEN LIKE FROM THE PROPERTY MANAGEMENT COMPANY IF NOT THE BUILDING OWNER, WHAT COMMITMENTS HAVE BEEN MADE IF THERE HAS BEEN NO COMMUNICATION, CAN YOU GET ME CONTACT INFORMATIONX WE CAN IDENTIFY WHO THE PROPERTY MANAGEMENT COMPANY IS OR THE OWNER IS. WHILE ALSO NOTIFYING HOUSING LIAISONS THAT THESE ISSUES OCCURRING BECAUSE IN SOME CASES, THERE NEEDS TO BE SOME TEMPORARY PROCESSES PUT IN PLACE AS FAR AS NOTIFYING OTHER RESIDENTS OR FAMILY MEMBERS ABOUT THE NEED TO RUN ERRANTS, THINGS OF THAT — ERRANDS, THINGS OF THAT NATURE, BUT ALSO PLACING ON THE PROPERTY MANAGEMENT COMPANY OR OWNER THE EXPECTATION THAT THESE ISSUES ARE ADDRESSED AS SOON AS POSSIBLE. AND IN TAKING IN GOOD FAITH THAT THEY ARE WORKING AS QUICKLY AS POSSIBLE TO ADDRESS THESE ISSUES BUT WE ARE NOTICING THAT THEIR HAPPENING QUITE A BIT, AND WHERE I THINK ALSO WREGLATORY SERVICES CAN COME INTO PLAY TOO IS LOOKING AT ELEVATORS BEING OUT OF COMPLIANCE WHERE THEY’RE NO LONGER VALID, WHERE THE PERMITS ARE OUTDATED, AND FINDING OUT IF THE PERMITS ARE OUT DATED, YOU KNOW, THEN BEING ABLE TO ACTUALLY GO AND CITE THEM IF NECESSARY. BUT THE EXPECTATION IS ALWAYS TO TRY TO COMMUNICATE AS MUCH AS POSSIBLE WHAT MIGHT BE GOING ON AND ASSUMING THAT IF AN ELEVATOR IS OUT THAT THEY ARE WORKING AS QUICKLY AS POSSIBLE TO RECTIFY THE ISSUE, BUT IT CAN BE A COMPLEX ISSUE FOR SURE. AND SO IN SOME CASES, TOO, WHERE IT MIGHT BE OUT FOR QUITE AWHILE, WE’RE LOOKING AT REQUESTING REASONABLE ACCOMMODATIONS SO WE MIGHT BE ASKING FOR A VACANT APARTMENT COMPLEX ON THE MAIN FLOOR THAT SOMEBODY CAN TEMPORARY MOVE TO IF NECESSARY IF THIS IS GOING TO BE A LONG-TERM ELEVATOR OUTAGE, AND IN SOME CASES THOSE HAVE, THAT HAS HAPPENED. BUT I WOULD SAY MORE OFTEN THAN NOT IT’S AN ELEVATOR THAT’S OUT FOR A VERY SHORT PERIOD OF TIME, BUT IT’S THE OWNERS OR THE PROPERTY MANAGEMENT COMPANY THAT’S NOT PROPERLY COMMUNICATING THAT IN REALTIME, PUTTING UP SIGNAGE, WHATEVER THEIR LISTSERVE, HOWEVER ELSE THEY’RE GETTING MASS COMMUNICATION OUT TO. SO THAT CAN CERTAINLY BE AN ISSUE. BUT I THINK WHERE I COME IN IS JUST BEING THAT GLUE AND FIGURING OUT HOW DO WE BRING IN SOME OF THESE DIFFERENT DEPARTMENTS REALLY IDENTIFYING THESE ISSUES, AND FLAG THEM IF THE REPEAT ISSUES AT CERTAIN APARTMENT COMPLEXES. >> YEAH, THANK YOU FOR BEING A RESOURCE, YOU KNOW, TO THE CITY DEPARTMENTS BUT ALSO TO RESIDENTS BECAUSE I THINK THERE IS A LOT OF FOLKS WHO STILL DON’T KNOW ABOUT 3-1-1, AND I’M ALWAYS TRYING TO TALK TO RESIDENTS LIKE PLEASE, YOU KNOW, MAKE THESE CASES SO THAT THE CITY CAN BE THERE FOR YOU. AND SO I THINK THERE’S ALWAYS SO MUCH MORE TO DO TO JUST REMIND RESIDENTS THAT WE’RE HERE FOR THEM, AND I THINK YOU KNOW THIS IS ONE OF THOSE WAYS YOU AND YOUR ROLE ARE DOING A GOOD JOB OF BEING AVAILABLE TO RESIDENTS WHO DO NEED HELP, LIKE IN THIS CASE AND LPM, SO THANK YOU. >> AWESOME. I DON’T SEE ANYONE ELSE IN QUEUE. FINAL WORD? >> CHAIR WONSLEY, CAN I JUST ONE ADDITIONAL PIECE IN RESPONSE TO COUNCILMEMBER CASHMAN’S QUESTIONS. I WILL SAY EVERY YEAR I COME UP HERE FOR THE BUDGET ADDRESS, I OFFER FOR FOLKS TO LOOK AT THE DASHBOARD THAT WE’VE HAD ON OUR WEB SITE FOR A NUMBER OF YEARS AND WE DO ACTUALLY TRACK THE NUMBER OF CALLS THAT COME INTO 3-1-1 AND AS GUTHRIE MENTION SHOULD OF THOSE ARE GOING TO BE REFERENCES TO OTHER CITY DEPARTMENTS LIKE REGULATORY SERVICES OR OTHER DEPARTMENTS THAT MAY BE ABLE TO ASSIST IN ADDRESSING THE INACCESSIBILITY, BUT LOT OF TIMES THOSE ARE ALSO TO OTHER GOVERNMENT ENTITIES OR TO PRIVATE BUSINESS OWNERS. WE ALSO TRACK THOSE CALLS AND REFER THOSE CALLS TO THE APPROPRIATE PLACE SO YOU CAN ACTUALLY GO TO OUR DASHBOARD TO SEE THE NUMBER OF CALLS. I THINK ONE OF THE THINGS THAT WILL HAPPEN IN THE COMING YEARS AS GUTHRIE IS WORKING WITH 3-1-1 AND WITH OTHER DEPARTMENTS TO REALLY HONE IN ON THE TYPE OF CALLS THAT SHOULD BE COMING OUR WAY, YOU MAY SEE SOME SHIFT BUT AT UP TO THIS POINT YOU CAN SEE A HISTORICAL REFERENCE TO THE TYPES OF CALLS THAT COME IN EVERY YEAR. >> THANK YOU FOR THAT AND I JUST HAD A QUICK QUESTION REGARDING THE UPDATED ADA PLAN THAT’S CURRENTLY UNDER REVIEW BY THE CITY ATTORNEY’S OFFICE. DO WE HAVE A TENTATIVE TIMELINE WHEN THAT ASSUMING THEY, YOU KNOW, PROCEED, PRETTY STRAIGHTFORWARD. LIKE TARGETED GOAL FOR THAT TO BE PUBLISHED. >> CHAIR WONSLEY, THANK YOU SO MUCH FOR THE QUESTION. I WILL SAY THE CITY ATTORNEY HAS BEEN A GREAT PARTNER WITH US THROUGHOUT THIS ENTIRE PROCESS, AND I ALSO DO WANT TO ACKNOWLEDGE THAT THERE WAS QUITE A BIT OF ENGAGEMENT THAT GUTHRIE LED BOTH INTERNALLY WITH THE CITY AND WITH STAFF AND DEPARTMENT HEADS AND WITH COMMITTEE MEMBERS. I THINK IT’S AT THIS POINT ANY DAY NOW IS OUR EXPECTATION. WE’RE REALLY HOPING TO GET IT FINALIZED AND THEN JUST GO THROUGH THE PROCESS OF INFORMING FOLKS AND POSTING IT ON OUR WEB SITE. WE’LL MAKE SURE TO SEND AN EMAIL TO ALL OF YOU AS WELL AS SEND SOMETHING OUT THROUGH OUR NEWSLETTER SO COMMITTEE MEMBERS KNOW THE ACTION PLAN IS UPDATED. >> YES, AWESOME. SUPER APPRECIATE THAT. LOOK FORWARD TO RECEIVING THAT EMAIL. I’LL DOUBLE DOWN ON KEN’S COMMENTS FOR COUNCILMEMBERS TO GO VISIT THE ADVISORY BODY ON PEOPLE WITH DISABILITIES. THEY WERE A NICE BUNCH WHEN I WENT. DIDN’T GET TOO MUCH SMOKE, SO THAT WAS GREAT. CAN’T PROMISE THAT FOR EVERYONE, BUT DEFINITELY ENCOURAGE MY COLLEAGUES TO GO VISIT, AND IF THERE ARE OTHER OR UPCOMING LEGISLATIVE ITEMS THAT COLLEAGUES ARE MOVING TORWARD WITH, PLEASE ALSO USE IT AS AN OPPORTUNITY TO ENGAGE WITH OUR ADVISORY BOARD AROUND DISABILITIES AND AND ACCESSIBILITY MATTERS BUT ALL OF OUR BOARDS. I THINK YOU HIT ON A PIECE OF IEWFNTIMES OUR ADVISORY BOARDS AND COMMISSIONS FEELING UNDERUTILIZED, AND THEY ARE ALSO IN ADDITION TO STAFF ARE SUBJECT MATTER EXPERTS, AND WANTED TO MAKE SURE THAT WE’RE FULLY UTILIZING YOU ALL IN YOUR EXPERTISE AS WE’RE ALSO WORKING TO MAKE THE CITY BETTER AND MORE ACCESSIBLE AND INCLUSIVE. SO JUST WANTED TO PLUG THAT IF YOU ALSO HAVEN’T CONNECTED WITH YOUR OWN APPOINTEE, WHICH THAT’S ALSO VERY EXCITING TO HEAR THAT WE HAVE A FULL BOARD. CASEY CLERK CARL WILL BE VERY HAPPY TO HEAR THAT. >> YES, AND YOU CAN COME MEET YOUR REPRESENTATIVE THIS WEDNESDAY AT THE EVENT THAT WE’RE HAVING OVER AT THE PUBLIC SERVICE BUILDING, SO PLEASE COME OUT AND JOIN US. >> DOUBLE PLUG. WILL THERE BE SNACKS? >> YES, THERE WILL BE FOOD. YES, THERE WILL BE FOOD. [LAUGHTER] >> WE LIKE THAT. OKAY. [LAUGHTER] BUT AWESOME. AWESOME. THANK YOU SEE MUCH. DIRECTOR MOE AND GUTHRIE AND KEN FOR JOINING AND GIVING THAT PRESENTATION. I WILL ASK THE CLERKS TO RECEIVE AND FILE THAT PRESENTATION AS WELL, AND WITH THAT, WE HAVE CONCLUDED ALL BUSINESS ON OUR AGENDA TODAY. SO WITH THAT, I CALL THIS MEETING ADJOURNED.
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