>> GOOD AFTERNOON AND WELCOME, EVERYONE. ACTUALLY, GOOD MORNING, ALL RIGHT. STARTING O OF THE DAY. GOOD MORNING, EVERYONE. MY NAME IS ROBIN WOLEY, AND I'M THE CHAIR OF THE WELL, THE ADMINISTRATION
ENTERPRISE COMMITTEE AND I'M GOING TO CALL TO ORDER OUR MEETING SCHEDULED F TODAY, FEBRUARY 18TH, 2025. BUT BEFORE WE BEGIN THE MEETING I DO WANT TO OFFER A FRIENDLY REMINDER T ALL COMMITTEE MEMBERS, STAFF AND THE PUBLIC THAT 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, TREFORE, ALL SPEAKERS NEED TO BE MINDFUL OF
THE RATE OF THEIR SPEECH SO THAT OUR CAPTIONERS CAN FULLY CAPTURE AND TRANSCRIBE ALL COMMENTS FOR E BROADCAST. WE ASK ALL SPEAKERS TO MODERATE THE SPEED AND CRITY OF THEIR COMMENTS AND WITH THAT I WILL ASK THE CLERKS TO CALL THE ROLL.
(ROLL CALL.) >> THERE ARE FOUR PRESENT. >> LET THE RECORD REFLECT WE DO HAVE A QUORUM. I WILL REMIND MY COEAGUES THAT WE'RE ALSO GOING TO BE USING SPEAKER MANAGEMENT TODAY SO PLEASE MAKE SUREOU
SIGN IN AND IF YOU NEED ANY FURTHER ASSISTANCE WITH THAT, PLEASE CONTACT THE CLERKS. THAT SAID WE DO HAVE 20 ITEMS FOR THE CONSENT AGENDA THAT I'LL NOW READ FOR THE RECORD. THE FIRST IS A GIFT ACCEPTANCE FROM SMART SHEET FOR TRAVEL AND LODGING EXPENSES.
NO. IS GIFT ACCEPTANCE FOR CIVILIAN INVESTIGATORS TO ATTEND CORNERHOUSE FORENSIC INTERVIEW PROTOCOL TRAINING. NO. 3, IS 20234 QUARTERLY -- 2024 QUARTERLY DONATION REPORTS. NO. 4 IS GRANT FROM McKNIGHT FOUNDATION FOR
STRATEGIC PLANNING AND DEVELOPMENT. NO. 5 IS THE STATE OF MINNESOTA HOMELAND SECURITY AND EMERGENCY MANAGEMENT GRANT FOR BOMB DETECTI EQUIPMENT AND ASSOCIATED TRAINING. NO. 6 IS CONTRT CORNERHOUSE INTERAGENCY FOR A
FORENSIC INTERVIEW SERVICES OF ILDREN AND VULNERABLE ADULTS. NO. 7 IS CONTRACTS WITH METRO YOUTH DIVERSION FOR EAST LAKE STREET AND EAST FRANKLIN COMMUNITY SAFETY AMBASSADOR PILOT PROGRAMS. NO. 8 IS A CONTRACT WITH
FORRESTER RESEARCH, INC., FOR PROVIDING MARKET RESEARCH AND ADVISORY SERVICES. NO. 9 I CONTRACTS FOR VARIOUS VENDORS FOR THE 2025-27 PUBLIC WORKS COMMUNITY ENGAGEMENT CONSULTING POOL. NO. 10 IS A CONTRAC WITH
U.S. BANK FOR BANKING SERVICES TO PROVIDE PAYMENT PROCESSING AND DEPOSIT ACCOUNT SERVICES. 11 IS A CONTRACT AMENDMENT WITH GUIDEHOUSE, INC., FOR A MARKET STUDY OF ELECTED OFFICIALS' COMPENSATION. 12 IS A CONTRACT AMENDMENT
WITH KEYSTONE COMPENSATION GROUP LLC FOR A CSS AND COMPENSATION CONSULTING SERVICES. 13 IS A CTRACT AMENDMENT WITH SEAN, ASSOCIATES, FOR THE CITY HALL RESTACK FRA3 PROJECT.
NO. 14 IS CONTRACT AMENDMENT FOR PERCEPTYX FOR CONTINUED SERVICES FOR THE MYMINNEAPOLIS EMPLOYEE ENGAGEMENT SURVEY. 15 IS A BID FOR BATTLE MOTORS TRUCK PARTS AND SERVICE. 16 IS A BID FOR HOT MIX AS.
17 IS A BID FOR 2025 WITH ANY CLEANING. 18 IS A LEGAL SETTLEMENT WI VENEDIA CAMPBELL V. CITY OF MINNEAPOLIS. AND 19 IS A LEGAL WORKERS'
COMPENSATION CLAIM OF JAMES MOTA AND 20 IS A LEGAL SETTLEMENT WORKERS' COMPENSATION CLAIM OF MARK KOENIG. S WITH THAT I WILL SEE IF THERE'S ANYONE IN QUEUE. I SEE VICE-CHAIR PALMISO. >> MADAM CHAIR, I'M CURIOUS
ABOUT ITEM NO. 9. THIS WAS ONE THAT WAS -- WELL, IT WAS A WALK-ON TO AN AGENDA SETTING. I SEE HE PART -- NO. 9 PART 19 -- THERE IS A MASTERS SERVICES
AGEMENT WITH THE PHILLIPS WEST NEIGHBORHOOD ORGANIZATION. ONE OF THE THINGS AS WE MOVED TO CONSIDER ONGOING FUNDING FOR NEIGHBORHOOD ORGANIZATIONS AND COMMUNITY GROUPS THAT WOULD RECEIVE MONEY FROM NCR, AND IT
WAS A REDUCED AMOUNT OF MEY FROM THE TOTAL AMOUNT THAT WE'RE GETTING IN THE PAST WAS THAT THEY COULD BE UTILIZED TO DO COMMUNITY ENGAGEMENT, AND SO TO THAT END, I'M CURIOUS IF THIS WAS DIRECTLY MARKETED TO ANY NEIGHBORHOOD ORGANIZATIONS?
IT LOOKS LIKE PHILLIPS WEST FOUND THEIR WAY IN HERE BUT I GUESS I'M SURPRISED NOT TO SEE ANY OTHERS IN PLACES THAT WE HAVE VERY LARGE PUBLIC WORKS PROJECTS GOING ON AND I JUST AM -- I'M JUST CURIOUS. I KNOW
THAT COUNCIL PRESIDENT PAYNE RECOMMENDED MENONED THIS HAPPENED A COUPLE YEARS AGO. SO IS THERE ANYONE HERE FROM PUBLIC RKS THAT COULD HELP ILLUMINATE -- THANK YOU. >> HELLO. >> GOOD MORNING. >> GOOD MORNING.
>> ALL RIGHT. >> GOOD MORNING, MADAM CHAIR, WONSLEY AND COUNCIL MEMBER PALMISANO. YES MY I'M TRANSPORTATION PLANNER WITH PUBLIC WORKS. WE ARE VERY EXCED TO BRING THIS PUBLIC WORKS COMMUNITY
ENGAGEMENT POOL TO YOU TODAY FOR THE RECOMMENDED FIRMS AND ORNIZATIONS FOR THIS MASTER CONT CONTRACT. TO ANSWER YOUR QUESTION, COUNCIL MEMBER PALMISANO, YES, WE MARKETED IT TO NEIGHBORHOOD
ORGANIZATIONS, COMMUNI-BASED ORGANIZATIONS AND NONPROFITS IN THE CITY AND 3 NEIGHBORHOOD TEB ORGANIZATIONS ARE RECOMMENDED IN ADDITION TO PHILLIPS WEST ALSO THE HARRISON NEIGHBORHOO
ORGANIZATION AS WELL AS -- THERE WAS ONE MORE -- >> I JT WASN'T READING FAST ENOUGH. HARRISON, WEST PHILLIPS AND NORTH SIDE? >> YES, SORRY, YES. NRC.
SO MORE APPLIED BUT THESE WERE -- THERE WAS A LENGTHY SELECTION PROCESS. WE HAD OVER 80 APPLICANTS, 22 WERE SELECTED, AND SOME OF THEM ARE BASED --
SOME OF THEM WERE BASED ON THE WORK THAT WE ANTICIPATE AND SOME OF THESE NEIGHBORHOODS THAT I UNDERSTAND IN THE COMING YEARS SO -- >> OKAY, THAT'S HELPFUL. YEAH, THIS WAS -- I GUESS I'D CALL IT COUNCIL MEMBER PAYNE'S FEE FOR
SERVICE IDEA IN TERMS OF ORGANIZATIONS BEING ABLE TO, YOU KNOW, BE PAID FOR THEIR SERVICES OF BEING CONNECTED TO COMMUNITY >> YES. >> SO I'M GLAD TO SEE -- ARE YOU SAYING THAT MANY MORE NEIGHBORHOOD ORGANIZATIONS
APPLIED AND COMMUNITY GROUPS APPLIED BUT THEY JUST WEREN'T FOUND TO BE SUFFICIENT? I WOULD IMAGINE YOU WOU NEED TO HAVE A FULL-TIME STAFF MEMBER IN NEIGHBORHOODS THAT WOULD BE HOSTING SOMETHING LIKE THIS? >> THAT STAFFING WAS ONE OF THE SELECTION CRITERIA THAT WE USED
FOR THIS POOL, YES. >> OKAY. THANK YOU. I APPRECIATE THE -- I APPRECIATE IT. >> IS THAT ALL FOR YOUR QUESTIONS AND COMMENTS VICE-CHAIR, PALMISANO. >> YEAH, I GUESS I MEAN, OUTWARDLY I'M TRUST HOW DO
SMALLER NEIGHBORHOODS COMPETE FOR SOMETHING LIKE THIS AND THAT'S A QUESTION I'LL TAKE WITH ME INTO IT FURTHER ONLINE AND ON PUBLIC WORK >> ARE YOU SURE YOU DON'T WANT TO DO A STAFF MOST OF THEM FOR THAT OR WOULD YOU PRER TO DO THAT OFFLINE? >> I GUESS WE COULD DO A STAFF MEMO, IF YOU'D LIKE. I'D LIKE
TO UNDERSTAND HOW SMALLER NEIGHBORHOODS COMPETE FOR THESE IN THEACULTY -- IN THE FUTURE. A NEIGHBORHOOD IN MY WARD FULTON NEIGHBORHOOD, IS GOING TO BE ONLINE AS WE GO THROUGH A FLOODING MITIGATION PROJECT. IT'S BEEN 15 YEARS COMING AND THEY'VE BEEN WORKING ON THIS FOR
ABOUT THAT LONG. SO I'D LIKE TO UNDERSTAND BETTER HOW WE COORDINATE THAT WORK BETWEEN THE CITY AND THESE NEIGHBORHOOD GROUPS. TNK YOU. >> NO PROBLEM. THANK YOU, CLERKS, FOR CAPTURING TH. SO I HAVE ME NEXT ON QUEUE.
FIRST COMMENTED AND I'LL MAKE A MOTION TO ALSO SEPARATE THE VOTE ON A FEW TERMINALS -- ITEMS. BUT I DID JUSTAY WANT TO SAY THANK YOU TO THE STAFF FOR BRINGING FORWARD THE SETY AMBASSADOR PILOTS. I'M REALLY
EXCITED TO SEE THIS ON TODAY'S AGENDA AND I KNOW A NUMBER OF MY COLLEAGUES ARE PARTICULARLY WROTE THE BUDGET AMENDNT TO GET THESE PROGRAMS IMPLEMENTED IDEALLY THE GOAL WAS TO HAVE THEM BE IMPLEMENTED LAST YEAR BUT I AM VY GRATEFUL FOR
DIRECTOR HARRINGTON'S LEADERSHIP OVER AT THE OFFICE OF COMMUNITY SAFETY WHO HAS REALLY BEEN PIVOTAL IN MAKING SURE BOTH THE BUDGETARY RESOURCES AND THE INTENT OF THESE -- THIS PROGRAM SPECIFICALLY PROGRAM MANAGERS
WHO HAS BEEN CHAMPIONING IT WHO COME INTO FRUITION SO I'M REALLY, REALLY EXCITED TO SEE THIS ADVANCE FORWARD AND I JUST WANT TO GIVE KUDOS TO THE STAFF WHO WORK ON THAT. SECOND, I WILL BE MOTIONING TO MOVE BOTH ITEMS 19 AND 20 FOR
A SEPARATE VOTE. AND WITH THAT, I WILL ASK THE CLERKS TO CALL -- WELL, NO, ALL THOSE -- YEAH, I'LL JUST DO -- (LAUGH.) >> >> A VOICE VOTE ON ITEMS 1
THROUGH 18. ALL THOSE IN FAVOR SAY AYE. >> AYE. >> ALL RIGHT. THOSE NOT IN FAVOR? ALL RIGHT. THE AYES HAVE IT. NEXT I WILL ASK FOR A ROLL CALL VOTE ON ITEMS 19 AND 20.
(ROLL CALL.) THERE ARE TWO AYES AND TWO NAYS. >> OKAY. -- I'M PRETTY SURE COUNCIL VICE PRESIDENT THANK YOU
FOR THE MOTION. BUT COUNCIL MEMBER CHUGHTAI CHEWING. >> THANK YOU, MADAM CHAIR. IL MOVE TO FORWARD THESE TO THE CITY COUNCIL MEETING WITH THAT RECOMMENDATION. >>ND I'LL SECOND THAT. * I THINK WE CAN JUST DO A VOICE VOTE ON THAT. ALL THOSE
IN FAVOR SAY AYE? >> AYE. >> THOSE NOT IN FAVOR, ALL RIGHT. THE AYES HAVE IT AND THAT MOTION CARRIES. SO WITH THAT WE HAVE COMPLETED THE ITEMS ON THE AGENDA, CONSENT AGENDA. NOW MOVING ON TO THE
DISCUSSION PART OF OUR AGENDA. STARTING WITH ITEMS 2AND 22 WHICH ARE CONTRACT FOR MULTIPLE ORGANIZATIONS FOR THE 2025 GVI AND -- AND WE'VE HAD SUBSTANTIAL
DISCUSSION ABOUT THESE CONTRACTS PARTICULARLY WITH THE MOTION LAST WEEK WHERE WE POSTPONED INDEFINITELY AROUND TRANSITIONING FUNDING FOR THESE PROGRAMS TO HENNEPIN COUNTY IN LIGHT OF THAT AND RECOGNIZING A NUMBER OF COLLEAGUES WOULD LIKE
TO DIVE FURTHER INTO LEARNING MORE ABOUT THIS WORK. ALSO SOME OF THE HISTORY AROUND THE MISMANAGEMENT OF THESE PRRAMS, I HAVE AND I ANNOUNCED THIS ON THURSDAY, I'VE DECIDED TO REFER THESE ITEMS TO THE CMITTEE OF THE WHOLE. THAT WAY ALL 13
COMMITTEE MEMBERS WILL BE ABLE TO RECEIVE THE SAME INFORMATION AND MAKE AN IN NEED DECISION ON HOW THEY WOULD LIKE TO MOVE FORWARD WITH THESE CONTRACTS. SO THAT SAID I AM GOING TO BE MOTIONING AGAIN TO REFER THESE ITEMS TO THE COMMITTEE OF WHOLE WHICH WILL TAKE PLACE ON FEBRUARY 25TH. I'VE ALREADY
BEEN IN CONVERSIONS WITH CHAIR CHAVEZ AND THEY ARE AMENABLE AND AGREEABLE TO THIS. SO WITH THAT, JUST VERIFYING WITH THE CLERKS, I THINK THAT'S ALL I HAVE TO DO OR DOES THAT REQUIRE A VOTE? YES, THAT REQUIRES A VOTE.
>> ALL RIGHT. WITH THAT TO REFER THESE ITEMS TO THE COMMITTEE OF THE WHOLE, I WILL ASK FOR A SECOND. >> SECOND. >> OKAY. WE CAN DO A VOICE VOTE ON THAT. OH, SORRY, ROLL CALL VOTE. MY APOLOGIES. I THINK.
I LOOKED AT YOU. I WAS LIKE AH! (LAUGH.) >> OH, I SEE COUNCIL MEMBER VETAW QUEUE. >> THANK YOU, CHAIR WONSLEY. I JUST WANT -- I JUST HAVE A QUESTION FOR CLARIFICATION. SO THIS ITEM IS GOING TO BE SENT OVER TO THE COMMITTEE OF THE WHOLE FOR DISCUSSION AND FOR A
VOTE. THESE CONTRACTS -- >> UH-HUH. >> THE PROPOSED CONTRACTS WILL BE SENT OVER TO COMMITTEE OF THE WHOLE WHICH THE ENTIRE BODY SITS ON FOR AISCUSSION AND FOR A VOTE? >> YEP, THAT'S CORRECT. >> OKAY, THANK YOU. >> UH-HUH. >> SO THAT SAID, WE CAN TAKE A
ROLL CALL VOTE. (LAUGH.) * (ROLL CALL.) >> ALL RIGHT. THERE ARE FOU AYES.
>> ALL RIGHT. SO THAT MOTION CARRIES. THOSE ITEMS HAVE BEEN REFERRED TO THE COMMITT OF THE WHOLE WHICH AGAIN WILL TAKE PLACE ON FEBRUARY 25TH. AND I BELIEVE AT 1:30 AND THAT INFORMATION WILL BE MADE PUBLIC TO THE PUBLIC VIA OUR LIMS FILE
AND CALENDAR. SO THAT SAID WE'RE MOVING ON TO ITEM 23 WHICH IS A PRESENTATION RELATED TO MILESTONES FOR OUTCOMES MINNEAPOLIS AND THIS IS RELATED TO OUR PERFORMANCE MANAGEMENT EFFORTS HERE AT THE CITY.
SO WITH THAT I WILL ASK DIRE* THE DIRECTOR WHOOVER SEES THE PERFORMANCE MANAGEMENT IN INNOVATION DEPARTMENT TO COME UP AND DELIVER THAT PRESENTATION FOR US.
>> THANK YOU. >> CHAIR WONSLEY, COMMIEE MEMBERS, GOOD MORNING. MY AND I'M THE DIRECR OF THE INNOVATION DEPARTMENT. WE'RE REALLY EXCITED TO COME -- I'LL
BE JOINED BY OUR GREAT TEAM BOUNCES IN PMI TO TALK ABOUT ALL THE GREAT THINGS THAT WE HE DONE SINCE WE LAST PRESENTED TO YOU IN AUGUST 2024. AS STATED OUR PRESENTATION TODAY WILL FOCUS ON OUTCOMES MINNEAPOLIS THE CITY'S FRAMEWORK FOR
PERFORMANCE MANAGEMENT AND THEN OTHER PHS OTHER COMMITTEE MEETINGS SO AS THIS COMMITTEE IS AWARE WE'LL PRESENT ON OUR OTHER COMMUNITY AND HOW WE' PARTNERING OF OFFICE OF COMMUNITY SAFETY SO WE'RE REALLY EXCITED AGAIN TO PRESENT -- TO PRESENT TO YOU TODAY.
YOU DO HAVE IN FRONT OF YOU AN UPDATED PACKET. THE ONLY, YOU KNOW, SIGNIFICANT DIFFERENCE IS ON SLIDE 8. W ADDED IN A DONUT CHART FOR YOU, OTHERWISE, EVERYTHING REMAINS SUBSTANTIVELY THE SAME UPLOADED IN THE LIMS SYSTEM AND W ASKED THE CLERK BE
TO UPDATE THAT SO THE PUBLIC CAN SEE THAT BETA CHART. -- DATA CHART. SO WHAT IS OUTCOMES MINNEAPOLIS. OUTCOMES MINNEAPOLIS REPRESENTS A FLEXIBLE FRAMEWORK THAT CAN BE APPLIED IN DIFFERENT WAYS. SINCE THE LAUNCH, JUST 10 MONTHS
AGO, WE'VE WORKED WITH DEPARTMENTS AND OFFICES TO HIGHLIGHT CORE SERVICES, INTEGRATE WITH OPERATIONS AND DEEPEN IMPACT TO HELP BUILD A STRONG FOUNDATION FOR DATA-DRIVEN EVIDENCE-BASED CULTURE. THE DESIGN INCORPORATES LENING AND BEST PRACTICES FROM FROM LEADING CITIES AND ITS
CENTERS ON A COUPLE OF THINGS THAT WE'VE TALKED TO YOU ABOUT. FIRST THE ALIGNMENTO STRATEGIC GOALS AND PRIORITIES. HAVING CLEAR OBJECTIVES OF THE WORK. MEASURES THAT DEMONSTRATE PERFORMANCE IN THAT OBJECTIVE, COLLECTING DATA AND ANALYZING TO SEE HOW WE ARE DOING AND REALLY
GAINING INSIGHT SO THAT WE CAN TAKE ACTION TO IMPRO RESULTS. OUTCOME MINNEAPOLIS BUILDS GOOD GOVERNANCE AND BUILDS TRANSPARENCY ON THE CITY'S WORK AND OUR MORE 4,0 EMPLOYEES WHO SUPPORT IT EACH AND EVERY DAY
AND OUR FOCUS IS INCREASING ON EFFICIENCY, EFFECTIVENESS AND REALLY MAKING A DIFFERENCE FOR THE LIVES OF PEOPLE WHO LIVE, WORK AND PLAY IN THIS CITY. OUR PRESENTATION TODAY IS GOING TO SHARE THE VARIOUS WAYS THAT WE VE OF USED THE FRAMEWORK. AND BEFORE WE JUMP IN TO
THE INTEGRATION OF THE FRAMEWORK WE WANT TO TALK TO YOU ABOUT THE WHO AND HOW. THROUGH OUTCOMES MINNEAPOLIS WE PERFORMANCE MANAGEMENT AND INNOVATION HAVE ENGAGED WITH EVERY DEPARTMENT AND OFFICE IN THE CITY. IN ADDITION TO BEING AVAILABLE THROUGH EMAIL, QUICK CHECK-INS
AND HALLWAY CHICKINS WE -- O- -- CHECK-INS AND WE ENGAGED WITH NEARLY 150 -- 150 SEPARATE TIMES SO HOW HAVE WE DONE THAT? THE FIRSTRE OUR WORKSHOPS. WORKSHOPS TO HELP ENSURE THAT STAFF RECEIVED CONSISTENT INFORMATION AND CREATED ALIGNMENT ACROSS THE
ENTERPRISE. COLLABORATIVE SESSIONS TO HELP DEVELOP AND REFINE PERFORMANCE MEASURES TOGETHER AND OFFICE HOURS. TO PROVIDE FLEXIBILITY -- TO PROVIDE FLEXIBILITY FOR INDIVIDUALIZED ASSISTANCE AND RESPONDING TO THOSE UQUE REQUESTS IN A MEANINGFUL WAY TO
HELP THEM MOVE THEIR WORK FORWARD. OUR SUPPORT IS TAILORED AND UNIQUELY SET TO EACH REQUEST MEETINGS OFTEN COVER MULTIPLE DIFFERENT TYPES OF ASSISTANCE AND HAVE MULTIPLE MEETINGS TO REALLY HELP ENSURE THAT WE CAN RESOLVE THE ISSUE THAT'S BROUGHT TO US AND REALLY HELP DEPARTMEN CAN START INTEGRATING
PERFORMANCE MANAGEMENT. TRA PURPOSE OF EACH ENGAGEMENT IS IMPORTANT. IT REALLY ALLOWS US TO UNDERSTAND OURSERVICES, WHAT I SAY BEING USED MOST FREQUENTLY AND HOW WE CAN BEST MEET COMMUNITY NEED.
>> CHAIR WONSLEY, COUNCIL MEMBERS, GOOD MORNING. I'M ERIC HE-HIM AND A PROGRAM MANAGER WI PERFORMANCE MANAGEMENT AND INNOVATION. I'M EXCITED TO SHARE HOW PMI HAS APPLIED THE OUTCOMES MINNEAPOLIS FRAMEWORK TO GUIDE THE CITY TOWARDS A CULTURE OF PERFORMANCE MANAGEMENT.
ONE WAY IT TAKE SHAPES IN TO BEST PRACTICES NATIONALLY TH IMPROVEMENT WHERE EVERYONE HAS OWNERSHIP OF THEIR WORK. ANNUAL, ONGOING TRACKING OF MEASURES PROVIDES INSIGHTS ON WHAT IT IS AND ISN'T WORKING ALLOWING DEPARTMENTS TO REFINE
THEIR APPROACH OVER TIME. BEFORE TOUCHING ON EACH STEP, IT'S IMPORTANT TO RECOGNIZE WHY IT IS IMPORTANT TO BUILD A CULTURE OF PERFORMAN MANAGEMENT IN THE CITY. FIRST DEVELOPING PERFORMANCE MEASURES IS THE START OF UNDERSTANDING WHETHER PROGRAMS ARE ACHIEVING
THEIR INTENDED RESULTS AND LAYS THE GROUNDWORK FOR UNDERSTANDING IMPACT. SECOND, PERFORMANCE MANAGEMENT OUTCOMES ALLOCATION BY TRACKING OUTCOMES DEPARTMENTS CAN USE DATA TO USE RESOURCES
EFFECTIVELY AND THIRD CLEARLY DEFINED MEASURES HELP DERTMENTS COMMUNICATE THE VALUE OF THEIR SERVICES AND CONNECT TO BROADER CITY GOALS. SO WE FIRST SHARED THIS GRAPHIC ON THE SLIDE IN MARCH, 2024 AND WE'VE MADE SIGNIFICANT PROGRESS SINCE THEN. PMI BUI ON THE GROUNDWORK
LAID IN STEP 1 TO INTRODUCE PERFORMANCE MANAGEME WE ENGAGED CITY STAFF TO SELECT MEASURES THIS SUMMER AND STEP 2, AND TO VISUALIZE OUTCOMES IN STEP 3 THIS FALL. THE NEXT FEW SLIDES ARE GOING TO DELVE DEEPER INTO SLIDES 2 AND 3 BUT I DO WANT TO
NAME STARTING IN SPRING STEP 4 WE'LL BE TURNING TO DEPARTMENTS AND TURNING INSIGHTS INTO ACTION AND WE LOOK FORWARD TO WORKING ON THIS STEP IN Q2. SO LET'S LOOK MORE CLOSELY AT TT MEASURED DEVELOPMENT. WE PROVIDED DEPARTMENTS WITH GDANCE AND TOOLS TO
ENSURE A FOCUS ON OUTCOMES. TOOLS CENTERED AROUND A STRUCTURED OUTCOMES-FOCUSED FRAMEWORK AIMED AT IDENTIFYING MEASURES THAT DEMONSTRATE THOSE INTENDED IMPACTS. WE WORKED CLOSELY WITH DEPARTMENTS TO DEFINE WHAT THOSE PERFORMANCE MEASURES ARE THAT ALIGN CLOSEST TO THEIR CORE
SERVICES WHILE EMPHASIZE OFFING THE LONG-TERM IMPACT. ASART OF THIS PROCESS, WE FACILITATED SEVERAL WORKSHOPS WHERE WE GUIDED TEAMS THROUGH AN APPROACH THAT COVERED KEY ELEMENTS SUCH AS NAMING IMPACT OBJECTIVES, CREATING MEASURES AND SETTING TARGETS AND BASELINES.
ACH CITY DEPARTMENT AND OFFICE PARTICIPATED IN WORKING SESSIONS WITH US WHERE THEY DEVELOPED AT LEAST ONE OUTCOME MEASURE WITH THE GOAL OF THEN CONTINUING TO DEVELOP THOSE MEASURES WITH THEIR TEAMS AFTER THE WORKSHOP. IN TOTAL 65 HOURS OF STRUCTED SUPPORT AND GUIDANCE WERE PROVIDED TO HELP DEPARTMENTS REFINE THEIR
MEASURES AND TO ALIGN THEM WITH STRATEGIC CITY GOALS. WITH THESE PERFORMANCE MEASURES IN PLACE, THE NEXT STEP IN THE OUTCOMES MINNEAPOLIS PROGRAM IS DATA VISUALIZATION ENSURING THAT PERFORMANCE DATA IS CLEAR, ACCESSIE AND ACTIONABLE SO DEPARTMENTS AND
STAKEHOLDERS CAN USE TO INFORM DECISIONS AND IMPROVE CITY SERVICES. >> CHAIR WONSLEY, COUNCIL MEMBERS MY NAME IS REBECCA FIVE AND I'M A DATA ANALYST FOR
PERFORMANCE MANAGEMENT AND NOVATION. OUR TEAM OF ANALYSTS HAS COLLABORATED WITH SUBJECT-MATTER EXPERTSO SUPPORT AND DEVELOP BOTH DASHBOARDS AND CASE STUDIES THAT BRING DEPARTMENTS MEASURE AND IMPACT STORIES TO LIFE. THESE ADVISETIONS HELP
DEVELOPMENT LEADERS QUICKLY IDENTIFY TRENDS AND UNDERSTAND PROGRESS ON KEY MSURES WHICH SPORTS DATA INFORMED DECISION-MAKING. SPECIFICALLY, DASHBOARDS PAIR CHARTS WITH NARRATIVE TO BETTER UNDERSTAND DEPARTMENT ME. SHARING THESE KEY DEPARTMENT PERFORMANCE INSIGHTS
WITH INTERESTED STAKEHOLDERS INCREASING ENGAGEMENT AND UNDERSTANDING. ON THIS SLIDE YOU CAN SEE A SECTION OF A DRAFT DASHBOARD BUIL FOR THE CIVIL RIGHTS DEPARTMENT. THIS PAGE SHOWCASES MEASURES FOR ONE OF THE CIVIL RIGHTS DIVISIONS AND IT SUPPORTS THE DEPARTMENT OBJECTIVE OF
COMPLETING OBJECTIVE QUALITY AND EFFICIENT INVESTIGATIONS TO PRODUCE TANGIBLE ACTIONABLE OUTCOMES. AS A FEBRUARY ADVISETIONS WHICH AGAIN INCLUDES BOTH DASHBOARDS AND CASE STUDIES HAVE BEEN CREATED FOR NEARLY 80% OF THE CITY'S DEPARTMENTS AND OFFICES. CITY RESIDENTS AND OTHERS
PERFORMANCE WILL BE ABLE TO USE THESE ADVISETIONS TO UNLOCK NEW UNDERSTANDING WHEN THEY ARE PUBLISHED PUBLICLY IN SPRING, 2025. HAVING DISCUSS THE PROGRAMS ONGOING EFFORT WE'RE NOW EXCITED TO INTRODUCE A
RENT DEVELOPMENT THAT REFLECTS THE CONTINUED GROWTH AND IDENTITY OF THE OUTCOMES MINNEAPOLIS PROGRAM. THIS IS THE NEW OUTCOMES MINNEAPOLIS LOGO. THE GOAL WAS TO CREATE A VISUAL IDENTITY THAT ALIGNS WITH THE PROGRAM'S MISSION AND BUILDS TRUST WITH OUR PARTNERS IN THE COMMUNITY
THE PUZZLE PIECES WITHIN THE LOGO REPRESENT THE INTERCONNECTED NATURE OF PERFORMANCE MANAGEMENT. JUST AS INDIVIDUAL PIECES COME TOGETHER TO COMPLETE A PUZZLE, ACHIEVING THE PROGRAM'S DESIRED OUTCOMES REQUIRES A COORDINATED EFFORT ACROSS THE ENTERPRISE. THIS LOGO IS DEVELOPED IN
COLLABORATION WITH THE DEVELOPMT SOLUTIONS CENTERED TEAM TOM LANGE AND CHRISTINA. THANK U. >> GOOD MORNING, CHAIR WONSLEY, AND COUNCIL MEMBERS MY NAME IS BETH, AN I'M A PROGRAM MANAGER
WITH PERFORMANCE MANAGEMENT AND INNOVATION. PMI PARTNERED WITH THE BUDGET OFFICE OF TO SUPPORT IN PROVIDING THE PERFORMANCE SECTION OF THEIR FUNDED BUDGET PROPOSALS. OUR APPROACH INVOLVED REVIEWING BUDGET PROPOSS, RESEARCHING POTENTIAL PERFORMANCE MEASURES AND
ULTIMATE COMING WITH DEPARTMENT CONTACTS. IN THESE MEETINGS WE SHARED INITIAL RECOMMENDATIONS AND WORKED COLLABORATIVELY THROUGH AN ITERATIVE PROCESS TO REFINE AND FINALIZE PERFORMANCE MEASURES. THIS COLLABORATION SUPPORTS DEPARTMENTS MEASURING AND REPORTING THE IMPACT FROM
FUNDING AND REINFORCES THE BUDGET PRINCIPLE OF TH ACCOUNTABILITY AND MAYORAL PRIORITY OF GOOD GOVERNANCE. HERE'S AN EXAMPLE OF HOW WE WORKED WITH REGULATORY SERVICES THROUGH OUR COLLABORATION GUIDE.
SO PMI STAFF PROVIDED FEEDBACK AND COMMENTS SECTION OF THE BUET PROPOSAL AND DIRECT LINE EDITS TO THE DOCUMENT. STAFF TALKED THROUGH THE RECOMMENDATIONS AND SUGGESTIONS WITH DEPARTMENT CONTACTS DURING THE CONSULTATION MEETING AND THROUGHOUT THE PROCESS.
THE PROPOSAL WAS THEN UPDATED IN THE BUDGET BOOK. WE ASKED THESE COLLABORATORS WHAT THEIR EXPERIENCE WORKING WITH PMI WAS LIKE THROUGH OUR ANONYMOUS CUSTOMER SATISFACTION SURVEY, AND 90% RESPONDENTS INDICATED THAT PMI PROVIDED THEM
WITH THE SKILLS AND RESOURCES NECESSARY TO PARTICIPATE SUCCESSFULLY AND CONTINUOUS IMPROVEMENT EFFORTS WE LOOK FORWARD TO CONTINUED PARTNERSHIPS TO FURTHER INTEGRATE THE USE OF PERFORMANCE MEASURES ANDUDGET AND THANK OUR PARTNERS FOR THE OPPORTUNITY
TO COLLABORATE. SO A RECOMMENDATION FROM THE SATURATE THRIVING -- SAFE AND THRIVING REPORT CONTRACTING. IT WILL SUPPORT OUR ABILITY TO TRACK IMPACT, INCREASE TRANSPARENCY AND SUPPO A
CULTURE OF DATA-DRIVEN DECISION-MAKING. LAST YEAR PMI SAT ON OCS'S FINANCE SUBCOMMITTEE TO HELP TAKE A CROSS-DEPARTMENTAL APPROACH TO CONNECTING THE CITY'S STRATEGIC GOALS TO CONTRACTING. BUILDING ON THE EXPLORATORY RESEARCH WE'VE CONDUCTED ON PROMISING PRACTICES
AND PERFORMANCE-BASED CONTRACTING, HOW IT'S IN OTHER JURISDICTIONS AND CURRENT PRACTICES IN MINNEAPOLIS WHERE EXPLORING OPPORTUNITIES FOR TECHNICAL ASSISTANCE WITH RESULTS FOR AMERICA. RESULTS FOR AMERICA IS A LEADING NATIONAL ORGANIZATION THAT SUPPORTS GOVERNMENTS IN
USING EVIDENCE AND DATA TO INCREASE IMPACT. THISXTERNAL EXPERTISE WILL SUPPORT US AND QUICKLY DEPLOYING EVIDENCE-BASED PROMISING PRACTICES TO SERVICE PROVISION PROVIDED BY OUR VENDORS. ONE EXAMPLE OF HOW WE'VE ALREADY BEGUN TO IMPLEMENTHESE
PRACTICES INTO NEW CITY CONTRACTS IS THROUGH COMMUNITY SAFETY AMBASSADOR RFP. THE COMMUNITY SAFETY AMBASSADOR RFP INCLUDES A SECTION ON PERFORMANCE MEASURES, LIKE, NUMBER OF REFERRALS MADE
BY AMBASSADORS, AVERAGE RESPONSE TIME, PER INCIDENT AND PERCENT OF IDENTIFIED LIVABILITY ISSUES RESOLVED WITHIN A SPECIFIED TIMEFRAME. FURTHER EMPHASIZING THE CITY'S COMMITMENT TO TRACKING PROGRESS TOWARDS PROAM GOALS AND OBJECTIVES. THIS IS ALSO AN OPPORTUNITY FOR THE CITY TO
COLLABORATE WITH SELECTED VENDORS AND REFINING AND FINALIZING THESE PERFORMANCE MEASURES. THESE MEASURES WILL FOCUS ON AMBASSADOR ACTIVITIES AND ASSESS THE PROGRAM'S IMPACT AND ENHAASING SAFETY VISIBILITY AND RESOURCES IN THE AREA OF FOCUS. THE SELECTED VENDOR WILL BE
REQUIRED TO PROVIDE QUARTERLY REPORTS ON THE SELECTED PERFORMANCE MEASURES. THIS COLLABORATIVE APPROACH TRANSFERS TRANSPARENCY A ACCOUNTABILITY AND DATA COLLECTION AND REPORTING FOR BOTH PARTIES.
>> CHAIR WONSLEY, COUNCIL MEMBERS, GOOD MORNING. I'M ONE OF THE DATA ANALYSTS IN PERFORMANCE MANAGEMENT INNOVATION. AS PART OF OUR COMMITMENT TO SHARING IMPACT AND LINING WITH CITY PRIORITIES WE PARTNERED WITH THE BUDGET OFFICE TO DEVELOP CASE STUDIES TO
HIGHLIGHT HOW THE ARPA THE AMERICAN RESCUE PLAN ACT FUNDING SUPPORT THE PANDEMIC RECOVERY AND WE APPRECIATE THE PARTNERSHIP IN MAKING THIS POSSIBLE. THE CASE STUDIES IMPACT REAL WORLD IMPACT IN THAT PERFORMANCE OF CITY MANAGEMENT,
PERFORMANCE MANAGEMENT, SORRY AND DEMONSTRATING HOW PROGRAMMATIC DECISIONS IMPACTS EFFORTS TRANSRMING INTO POSITIVE OUTCOMES FOR THE CITY. ONE EXAMPLE IS THE SIMPSON COMMUNITY SHELTERS AND DEVELOPMENT IT'S PROVIDING THE
DEVELOPMENT OF 42 HOUSING UNITS AND 24/7 SERVICES FOR PERSONS EXPERIENCING HOMELESSNESS WE WOULD LIKE TO THANK OUR PARTNERS IN COMMUNITY AND ACADEMIC DEPARTMENT THE MINNEAPOLIS HEALTH DEPARTMENT AND
LLABORATION AND SHOWCASING EACH KEY PRODUCTS ACROSS THE ENTERPRISE. T PROGRAMMING DEMONSTRATES HOW TARGETED INVESTMENTS HAVE ADDRESSED CRITICAL CMUNITY NEED ESPECIALLY FOR HISTORICALLY MARGINALIZED COMMUNITIES. MY UNDERSTANDING OUTCOMES
WE CAN SEE WHAT'S WORKING, WHERE ADJUSTMENTS ARE NEEDED AND WHAT WHAT THIS MEANS FOR FUTURE NDING AND POLICY DECISIONS. THE FULL ARPA SPENDING IMPACT IS AVAILABLE ON THE CITY'S WEBSITE UNDER THE CITY BUDGET SECTION. PROJECTS LE THIS PROVIDE VALUABLE INSIGHTS TO HOW WE CAN
MEASURE IMPACT. THEY ALSO RE-ENFORCE THE IMPORTANCE OF EQUIPPING OUR CITY STAFF WITH THE SKILLS AND TOOLS TO PERFORM TODAY -- TO USE PERFORMANCE DATA EFFECTIVELY. ONE WAY WE'RE ENHALF THIS COMPASS IS THROUGH INNOVATION YOU, A NEW ON-DEMAND LEARNING
PLATFORM DESIGNED TO EMPOWER CITY EMPLOYEES WITH SKILLS TO USE PERFORMANCE DA IN THE REAL WORLD. INNOVATION YOU IS PART OF PMI'S BROADER APPROACH TO CREATING SMALL CULTURE CHANGES
THROUGH CAPACITY-BUILDING. PLAYING ON THE SCREEN IS A GLIMPSE OF THE DRAFT COURSE WE PLAN TO RELEASE IN QUARTER 1. WE'RE CREATING ON DEMAND LEARNING OPPORTUNITIES AVAILABLE TO A EMPLOYEES THROUGH THE CITY'S LEARNING MANAGEMENT SYSTEM. THIEFFORT IS CRITICAL
TO TRAIN, UPSKILL AND EMPOWER CITY SFF TO WORK WITH PERFORMANCE DATA TO INFORM DECISION-MAKING. THESE COUES PROVIDE KEY TAKE-AWAYS AND CONSISTENCY IN MATERIAL LANGUAGE AND TOOLS WITH DEPARTMENTS AND CONTINUOUS IMPROVEMENT AND INVATION.
ON DEMAND COURSES OFFER -- CREATE INTERNAL STAFF CAPACITIES TO TAKE ON MORE TAILORED WORK WITH DEPARTMENTS AND CONTINUOUS IMPROVEMENT AND IS INNOVATION. THANKS TO NANCY AND HUNTER FROM INFORMATION
TECHNOLOGY COLLABORATION TEAM, WHO HAVE BEEN CENTRAL PTNERS IN GETTING THESE COURSES DESIGNED. >> CHAIR WONSLEY, COUNCIL MEMBERS MY NAME IS AND ARE A. I USEHE-HER PRONOUNS, AND I AM
THE DEPUTY DIRECTOR OF PERFORMANCE MANAGEMENTND INNOVATION. AS INTERNAL CONSULTANTS BUILDING STRONG RELATIONSHIPS AND UNDERSTANDG HOW OUR SUPPORT IS PROVIDING VALUE ARE IMPORTANT PARTS OF OUR WORK. A TAL PART OF THIS RELATIONSHIP-BUILDING PROCESS IS GATHERING FEEDBACK FROM OUR PARTNERS.
TO DO THIS WE ASK COLLABORATORS TO FILL OUT AN HAS NO SURVEY AFTER WORKING WITH US. THESE NONUS RESPONSES -- ANONYMOUS RESULTS SHOW US THE AREAS WHERE WE'RE WORKING WELL AND OTHERS THAT WE NEED BETTER
ALIGNMENT. RESPONSES ON THE SURVEY HAVE BEEN OVERWHELMINGLY POSITIVE WHICH INDICATES THE WORK IS HIGH QUALITY AND PROVIDES A TANGIBLE BENEFIT TO OUR COLLABORATORS. THIS HELPS US BUILD TRUST WITH CITY STAFF AND CREATE STRONG RELATIONSHIPS THROUGHO THE ENTERPRISE AND ALLOWS US TO BETTER ADAPT A
APPROACH O COLLABORATES AND PMI'S COLLABORATION AND ACTION. WE ARE EAGER TO EXPLORE POTENTIAL COLLABORATION OPPORTUNITIES WITH THE ENTERPRISE TO LEARN MORE ABOUT OUR WORK INCLUDING OUTCOME
MINNEAPOLIS PLEASE VISIT THE CITY PAGE AND YOU CAN SEE THE PARTNERSHIPS, IN REAL TIME THROUGH THE OUR PMI DASHBOARDS BY COLLABORATOR OUTCOME AREA AND SPECIFIC OBJECTIVES. IFEPARTMENTS HAVE A PROJECT OR INITIATIVE THAT THEY WOULD LIKE TO EXPLORE WITH US,
WE'D ENCOUGE THEM TO REACH OUT THROUGH OUR COLLABORATION REQUEST FORM. ONCE SUBMITTED WE WILL CAREFULLY REVIEW EACH PROJECT TO ENSURE A STRONG ALIGNMENT AND THE RIGHT FIT FOR COLLABORATION. FOR ANY FURTHER INQUIRIES OR MORE PERSONALIZED SUPPORT, PLEASE FEEL FREE TO CAN'T CAME US DIRECTLY AT
INNOVATIVE@MINNEAPOLIS.GOV. WE LOOK FORWARD TO LEARNING MORE ABOUT ENTERPRISE INTERESTS AND LEARNING HOW WE CAN ALSO PARTNER TOGETHER FOR A GREATER IMPACT. I WOULD ALSO LIKE TO THANK -- EXTEND MY THANKS MY INCREDIBLE TEAM FOR PUTTING THIS PRESENTATION TOGETHER AS WELL AS
THEIR ONGOING DEDICATION TO THE TODAY. THEIR COLLABORATION AND COMMITMENT ARE KEY TO O SUCCESS AND ABILITY TO REMAIN RESPONSIVE. SO I WOULD LIKE TO THANK THEM FOR EVERYTHING THAT THEY DO. THIS CONCLUDES OUR PRESENTATION AND WE CAN STAND FOR ANY QUEIONS THAT YOU MIGHT
HAVE. >> THANK YOU ALL SO MUCH. I'M GOING TO GO LOOK IN IT QUEUE AND I SEE VICE-CHAIR PALMISANO. >> THANK YOU, MADAM CHAIR AND THANK YOU FOR THIS PRESENTATION AND YOUR WHOLE TEAM. I SEE THE AFFORDABLE
HOMEOWNERSHIP COLLABORATIVE INITIATIVE THAT WAS GIVEN AS AN EXAMPLE HERES A REALLY GREAT EXAMPLE OF WHY WE'RE DIGGING DEEPER BETWEEN DEPARTMENTS. YOU KNOW, THESE ARE -- I CAN'T ENVISION THEM BEING THINGS THAT WOULD MEASURED WELL BY EITHER
DEPARTMENT ALONE. THE IMPACT IS WHY WE'RE -- IS WHY THOSE DEPARTMENTS GOT TOGETHER; RIGHT? AND IT'S CLEARLY A NEED BUT I'M CURIOUS, JUST GENERALLY SPEAKIN
DEPARTMENTS OR PEOPLE LOOKING AT IT FROM THE OUTSIDE TO ADJUST THEIR WORK; RIGHT? LIKE I SEE HOW IT BRINGS MEANING AND VALUE TO WHAT WE'RE ALREADY DOING BUT YOU MIGHT HAVE LOOKING AT A SHEET LIKE THIS BE ADJUSTED TO
BE, LIKE: OH, MAYBE WE SHOULD CUT THAT PILOT PROGRAM, FRANKLY. IT'S NOT IT GIVING U THE RESULTS WE WERE HOPING IT WOULD BASED ON THE AMOUNT OF MONEY WE'RE SPENDING. HOW YOU WILL THIS -- DO YOU FORESEE THIS HELP -- DIRECTORS OF DEPARTMENTS TO ADDRESS THEIR
WORK? >> YEAH, CHAIR WONSLEY, VICE-CHAIR PALMISANO. THANK YOU VERY MUCH FOR THIS QUESTION. I THINK TS WAS A VERY GREAT OPPORTUNITY AS YOU MENTIONED TO WORK HAND IN GLOVE WITH DEPARTMENTS. DEPARTMENT STAFF, THE BUDGET OFFICE REALLY DOING THE WORK EVERY DAY. IDENTIFYING PROBLEMS AND TRYING TO FIND A
SOLUTION THAT COULD HELP MEET THOSENEEDS. I THINK ON THE FACE, YOU KNOW, MY FIRST IS THAT I THINK AS WE CONSIDER OUR RELATIONSHIPS WITH COMMUNITIES, RIGHT, ESPECIALLY MARGINALIZED COMMUNITIES AND WHAT WE'RE DOING, THESE CASE STUDIES AND WE'RE LOOKING FORWARD TO DOING
MORE OF THESE WITH DEPARTMENTS PROVIDES US THE OPPORTUNITY TO REAL SHARE THE ORGANIC THAT WE'RE -- GOOD WORK THAT WE'RE DOING SO I THINK TO YOUR QUESTION, YES, WHAT ARE WE DOING, HOW ARE WE MAKING IMPACT? WHERE IS THE MONEY THAT YOU'VE VESTED GOING? WHAT RESULTS DID IT HAVE? I THINK TO YOUR SECOND
INT, IT GIVES EXTRA INFORMATION, RIGHT, ADDITIONAL DATA AS WE'RE ALL CONSIDERING, WHAT, OUR BUDGETS ARE SET; RIGHT? WE ARE NOT GETTING ANY THROUGH GRANTS OR SOME OTHER PROGRAM SO F MANY LOOK AT THE ACTUAL IMPACT, RIGHT, AND WE CONSIDER HOW WE'RE GOING TO
ALLOCATE MONEY WAS THIS AN EFFECTIVE USE OF THIS OR WAS THERE A DIFFERENT PROGRAM OR D WE NEED TO DO SOMETHING DIFFERENT TO REALLY UNDERSTAND HOW THAT IMPACT AND THE INVESTMENT VUM ISN'T GETTING WHERE WE WANTED. AGAIN, NOT TO SAY THE PROGRAMS AREN'T GREAT
PROGRAMS. THE PROGRAMSND THE PEOPLE INVOLVED ARE NOT DOING WHAT THEY'RE DOING AND DOES IT ALIGN WITH THE FUNDAMENTAL GOALS WE'RE TRYING TO MEET? I THINK IT PROVIDES US THE INFORMATION AND GIVES US MORE INFORMATION IN REAL TIME. I THINK YOU HEARD FROM THE SAFETY AMBASSADORS WITH THAT
PILOT, LIKE, LOOKING AT DATA MORE REA TIME TO UNDERSTAND WHAT TWEAKS COULD BE MADE, A LITTLE BIT MORE ITERATIVELY AS OPPOSED TO HAVE TO RUNNING A PROGRAM AND SORT OF WAITING TILL THE END TO SEE WHAT HAPPENED TO GIVE IT ITS FAIR CHANCE. AT THE
END OF THE DAY, DEPARTMENT HEADS WILL HAVE MORE DATA AT THEIR FINGERTIPS TO MAKE MORE INFORMED DECISIONS WHEN THEY ARE CHOOSING AGAINST TWO DIFFICULT THINGS OR PROBABLY MORE THAN TWO VERY DIFFICULT THINGS. >> THANKYOU. AND YOU MENTIONED THAT THIS WILL COME OUT IN THE SPRING OF THIS YEAR WILL MAKE D-
>> FOR THE REGULAR BUDGET, YOU KNOW, FOR THEIR REGULAR PROGRAMMING. >> YEAH, FOR THE REGULAR PROGRAMMING AND WE'RE ALSO WORKING WITH DEPARTMENTS -- SO SOMETHING WE TALKED ABOUT AS WELL WAS THE BUDGETING PROCESS. WE ARE WORKING WITH DEPARTMENTS AS WELL TO CLECT THE MEASURES THAT THEY DEVELOPED FOR THEIR NEW BUDGET PROPOSALS TO
UNDERSTAND HOW THAT -- HOW THAT IS -- YOU KNOW, HOW THAT IS GOING. SO AGAIN, WE'RE ON THE TWO-YEAR BUDGETING PROCESS BUT WE'RE WORKING WITH DEPARTMENTS TO SEE -- YOU KNOW, FOR SOME OF THEM THEY WERE BRAND-NEW PROGMS SO THEY WON'T HAVE A LOT OF HISTORIC DATA BUT WE ARE WORKING WITH THEM TO DEVELOP
DATA COLLECTION, THOSE WHO NEED OUR SERVICES TO WORK ON DATA COLLECTION SO THAT WAY THEY CAN REPORT AND THAT IS YET ANOTHER PIECE OF INFORMATION UNDERSTANDING, YOU KNOW, DID WE DO WHAT WE THOUGHT WE WERE GOING TO DO WHEN WE -- WHEN WE IDENTIFI THOSE MEASURES SO AGAIN, DEPARTMENTS HAVE SELECTED
THOSE WE DO NOT SELECT THEM AND THEY CAN SORT OF LOOK AT THAT INFORMATION TO SEE IF THEY'RE MEETING THE GOALS THAT THEY ARE FUNDING. >> DIRECTOR, I DO HAVE A COUPLE OF QUESTIONS. I'LL START IN THE ORDER OF SLIDES. SO GOING BACK TO
SLIDE NO. 6 -- IT MIGHT BE OFF ON YOUR NUMBERING BECAUSE I'M GOING OFF THE PRESENTATION THAT WAS UPLOADED ONLINE. BUT LOOKING AT -- AND IT MIGHT NOT ACTUALLY. I KNOW THE COMMENTS WERE TIED TO THE SLIDE
BUT THERE WAS UPDATE OR PROGRES OF THE DEPARTMENTS HAD AT LEAST UNDERGONE SOME VISUALIZATION DATA PROCESS EITHER THROUGH FORMULATION OF AN IMPACT STORY OR HAVING A DASHBOARD BEING CREATED THROUGH COLLABORATION
THROUGH THE SUPPORT OF PMI. I JUST WANT TO GET A STATUS UPDATE ON THE REMAINING 20% AND ESSENTIALLY WHAT DOES THAT BREAK DOWN TO THE SPECIFIC DEPARTMENTS. LIKE WHICH DEPARTMENTS HAVE NOT BEEN BEEN THE OS WHO TRANSITIONED INTO THIS PHASE YET.
>> YEAH, CHAIR WONSLEY, THANK YOU FOR THAT QUTION. I WOULD FIRST LIKE TO TAKE A STEP BACK THAT ALL DEPARTMENTS AND OFFICES HAVE BEEN THAT ENGAGED IN OUTCOMES MINNEAPOLIS SO THEY HAVE ALL BEEN THROUGH TRAINING. THEY HAVE ALL GONE THROUGH THAT SORT OF ALSO HAVE DEPARTMENTS JUST GIVEN DIFFERENT THINGS, LEADERSHIP CHANGES WHERE
IT DID NOT MAKE SENSE FOR FRONTLINE STAFF OR DIVISION DIRECTORS -- SORT OF THAT ROLE TO GO IN AND IDENTIFY MEASURES SO I WOULD SAY THAT THEY'RE ON PAUSE BUT THEY'RE NOT -- I THINK WHEN THEYOME BACK AND SORT OF HAVE THAT CAPABILITY TO HAVE THEIR DEPARTMENT HEAD IN PLACE,
THAT THAT THEY ARE COMMITTED TO RE-ENGAGING WITH US AND THEY'RE STILL TALKING WITH US SO I THINK IT WAS TO REALLYHAT PROCESS. SO THAT'S THE ONLY ONE THAT COMES TO MIND. IF YOU WANT TO KNOW MORE, I'M HAPPY TO FOLLOW UP IN A MOST OF THEM BUT I THINK IT'S TO BE PRODUCTIVE WITH OUR
TIME TO MAKE SURE THAT THE EFFORTS THAT THEY SPEND ARE -- IT'S VERY PRODUCTIVE. >> UH-HUH. YEAH. AT FIRST, I OF THE CITY AUDITOR JUST MORE CONCTELY WHAT DEPARTMENTS FALL
UNDER THAT 20% AND YOU REFERENCED, YOU KNOW, SOME OF THOSE DEPARTMENTS STRUGGLES OR PAUSE BECAUSE OF THE LACK OF LEADERSHIP. >> UH-HUH. >> OR DEPARTMENT HEAD S SO AGAIN, WHAT, OF THOSE 20% IS TH FOR? BUT, THEY'VE
SEEN THE CITY TRANSITION -- OR TRIED TO DO TRANSITION OR EXPAND AND I JUST WANTED TO SEE WHAT OTHER DEPARTMENTS KIND OF ARE IN NEED OR ABSENT OF MOVING IN -- OR MOVING TOWARDS EMBRACING THIS PIECE. >> AND CHAIRMAN, I JUST -- I
WOULD RESPECTFULLY SAY I DON'T THINK IT'S ABOUT EMBRACING IT. RECEPTION HAS BEEN VERY POSIVE BY ALL DEPARTMENTS AND THEY'RE VERY INTERESTED IN DOING THIS -- YOU KNOW, DEPARTMENT HEADS DCOS EXECUTIVE LEADEHIP ON OPS. EVERYONE
IT WAS A RESOUNDING Y WE'RE GOING TO POST THESE TO THE WEBSITE. SO I WOULDN'T SAY IT'S NOT RELUCTANCE IT'S LIMITED CAPACITY AND I DO THINK THE GREAT WORK OF THIS TEAM TO BE ABLE TO BE THAT CONSULTANTS TO
SOMETHING THAT STAFF COULD REACT TO EVEN IN THOSE MID-SIZE DEPARTMENTS HAS BEEN HELPFUL AND THAT WE'RE VERY MUCH LOOKING FORWARD TOAVING THINGS AVAILABLE IN AN ACCESSIBLE WAY TO REALLY HELP, AGAIN, TELL THE STORY OF THE DEPARTMENTS AND REALLY TAKE THAT BURDEN OFF DATA REQUT. IN REGULATORY SERVICES
WE WERE ONE OF THE FIRST DEPARTMENTS TO POST OUR VIOLATIONS AND INSPECTIONS PUBLICLY THAT BECAUSE WE WERE GETTING SLAMMED A WEEK BECAUSE SO MANY PUBLICLY AND WHY NOT USE TH TOOL FOR SOMEBODY TO MAKE A REQUEST AND WAIT A WEEK OR TWO.
I WOULD SAY STAFF ACROSS ENTERPRISE THAT EVEONE HAS BEEN VERY INTERESTED AND SUPPORTIVE OF THIS AND I THINK IT'S AGAIN CONRAINTS AND REALLY WANTED TO BE EFFECTIVE WITH STAFF TIME. >> SOUNDS GOOD. AND, AGAIN, JUST NOTE THAT FOR THE CLERK FOLLOW-UP FOR STAFF MEMO.
AND THEN NEXT QUESTION IS GOING TO SLIDE IN -- THIS ACTUALLY GOES TO A POINT YOU RAISED FOR RESULTS FOR AMERICA. I DID WANT TO GET CLARITY -- IS THIS THE PURSUIT
OF THE TECHNICAL ASSISTANCE SUPPORT -- WOULD THIS ONLY BE EXTENDED TO THE OFFICE OF COMMUNITY SAFETY OR -- OR ALL THE DEPARTMENTS OF COMMUNITY SAFETY. I WAS REALLY EXCITED TO SEE THIS AS A POTENTIAL OPTION ESPEALLY IN LIGHT -- I KNOW AS -- AND WE'RE GOING TO GET A
PRESENTATION FOLLOWING YOU ALL'S ON THIS AROUND JUST THE LACK OF DATA CLECTION THAT HAS HAPPENED SPECIFICALLY WITHIN NEIGHBORHOOD SAFETY DEPARTMENT. IT'S GOOD TO SEE YOU MENTIONED THE SAFETY AMBASSADORS AND I THINK OCS SPECIFICALLY DIRECTOR HARRINGTON. YOU HIGHLIGHTED IS
REALLY USING THIS AS A MODEL FOR, YOU KNOW, IMPLEMENTING PERFORMANCE BASED CONTRACTING AND SHOWING WHAT THAT COULD LOO SENSE OF WHAT THIS TECHNICAL ASSISTANCE, YOU KNOW, PRODER JUST BE ISOLATED TO OCS OR WOULD THAT BE A RESOURCE THAT ALL OF
THE DEPARTMENTS COULD ACCESS? >> YEAH, CHAIR WONSLEY, THANK YOU FOR YOUR QUESTION. I WOULD SAY, YES, YOU KNOW, AGAIN WE'RE IN VERY EARLY CONVERSATIONS WITH RESULTS FOR AMERICA, AND ABOUT WHAT OUR SCOPE OF WORK MIGHT LOOK LIKE AND THEY SRED AS A FOLLOW-UP SOME OF THE WORK
THEY'VE DONE WITH OTHER COMMUNITIES, I THINK, WAS REALLY GREAT AND OUR PRELIMINARY CONVERSATIONS WITH THEM IT IS VERY MUCH I THINK BESPOKE IS THE WORD. WHAT ARE YOU TRYING TO DO. HOW CAN WE HELP YOU GIVEN OUR EXPIENCE AND THE RESOURCES, YOU KNOW, INDIANAPOLIS RESULTS FOR AMERICA
HAVE? AND I THINK THEIR GENERAL WORK REVOCH VOZ AROUND BUDGET MAKING GRANT-MAKING AND GENERAL SERVICES SO WE WOULD WT TO CAST OUR NEITHER AS WIDE AS POSSIBLE AND ENVISION CONTINUING OUR PARTNERSHIP WITH THE BUDGET OFFICE, RIGHT? WE'VE WORKED AS
WELL WITH PAM AND HER TEAM AND KHAMAL IN PROCUREMENT TO REALLY UNDERSTAND WHAT DS IT LOOK LIKE FROM A ASSISTANCE PERSPECTIVE AND I THINK VERY TOP OF MIND GIVEN COMMUNITY SAFETY AND WHAT DIRECTOR HARRINGTON IS
DOING BUT ALSO WHEN WE THINK ABOUT DOING A DA-DRIVEN CULTURE THAT IS THE WHOLE ENTERPRISE ALL THE DEPARTMENTS AND ALL OF OUR SERVICES AND REALLY FIGURING OUT WHA ARE WAYS THAT WE CAN HELP IN THAT PROCESS. I THINK, YOU KNOW, IN OUR EARLY RESEARCH AND DIRECTOR HARRINGTON, AGAIN, LET TS
THROUGH A SURVEY EFFORT -- THERE ARE NOT A LOT OF DEPARTMENTS AND CONTRACTS THAT AR INCLUDING MEASURES SO AGAIN, I UNDERSTAND THAT 27 DO HAVE SOME TOP OF MIND BUT THAT IS VERY NEW FOR THE CITY AND SO AND SO I THINK WE WANT TO MAKE SURE THAT WE APPROACH THAT IN A WAY WHERE WE'VE UNDERSTOOD HOW IT HAS BEEN IMPLEMENTED AND WAYS THAT HAVE
EN SUCCESSFUL SO THE NET IS WIDE AND WE DO HAVE THE OPPORTUNITY, AS YOU MENTIONEDO START WITH CONTRACTS THAT HAPPEN TO BE COMMUNITY SAFETY-BASED BUT WE DO SEE THIS AS A LARGER AREA OF SUPPORT FOR THE CITY. >> THAT'S GOOD TO HEAR AND I
HONE IN BECAUSE STAFF IMMEDIATELY REFERENCED OCS WHICH IS A GREAT PLACE TO START OR WHERE ITOUNDS LIKE WHERE SOME OF THE BEST PRACTICES IS IN THE SAFETY PRACTICES FOR DATA
ANALYSIS AND EVALUATION -- I WAS LIKE OH, THIS IS GREAT. MAYBE THIS I ANOTHER TECHNICAL ASSISTANCE RESOURCE THAT COULD SUPPORT WITH THAT PIECE AS THEY'RE WORKING TO INTEGRATE IT SOUNDS LIKE PERFORMANCE BASED METRICS MORE IN THE CONTRACT PROCESS. SO I JUST WANTED TO
GET CLARITY WAS THIS FOR ONE DEPARTMENT. IT'S GOOD TO BE EXTENDED THROUGHOUT THE ENTIRE ENTERPRISE. DO YOU HAVE A SENSE WHEN WHEN YOU WILL BE LOOKING INTO -- OR DO A BIDDING PROCESS FOR SOME TYPE OF TECHNICAL ASSISTANCE PROVIDER AROUND THIS PERFORMANCE-BASED CONTRACTING PIECE.
>> YEAH, CHAIR WONSLEY RIGHT NOW CAN'T SAY WE HAVE A DEFINITE TIME LIMIT I FEEL COMFORTABLE SHARING WITYOU. WE HAD A COUPLE PRELIMINARY CONVERSATIONS WITH PERFORMANCE OF AMERICA AND IT WILL BE THIS WEEK WHAT THAT
COULD BE IT'S BIGGER THAN OCS. I THINK OPPORTUNITY HAS PROVIDED ITSELF GIVEN THE VERY FORMAL NATURE OF THE CONTRACTING PROCESSO START AT GROUND ZERO BEFORE WE IMPLEMENT SOMETHING AND THEN NEEDING TO DO CONTRAC MODIFICATIONS; RIGHT? TRY TO GET SOMEONE TO SIGN SOMETHING RIGHT WHEN WE ALREADY HAVE A CONTRACT WITH THEM SO THIS IS
SORT OF THE BEST -- LIKE IT'S COMING UP AT A VERY GERMANE TIME AND I WILL SAY I DON'T KNOW AGAIN -- I MAY NEED TO DIRECT MYSELF NEXT TIME WE'RE HERE FOR AMERICA. RESULTS FOR AMERICA IS OFFERING THIS SERVICE -- THIS TECHNICAL ASSISTANCE FREE,
RIGHT, AS A MEMBER OF, WHAT, WORKS CITIES AND THAT'S A BENEFIT STARTED AND THIS IS CITY OF MIEAPOLIS AT SILVER YEARS' AGO AND WE'RE EXCITED THIS IS SOMETHING THEY OFFER AND THERE'S NO CHARGE AND WE DO NOT
FEEL WE WOULD NEED TO GO THROUGH RFP BUT WE COULD FIND A SVICE ONCE WE'RE IN SCOPE WITH THEM. >> GOOD CLARITY WITH THAT. I DO KNOW THIS HAS COME UP WITH -- WOULD WE STILL HAVE TO GO THROUGH, I BELIEVE, A GIFT ACCEPTANCE PROGRESS? BECAUSE IT SOUNDS LIKE THEY'RE IN-KINDING
THEIR SERVICES AND LIKE RYAN'S COMPANY, FOR INSTANCE, ALSO IN-KINDED OCS WHEN THEY WERE DOT PIECE AND THERE WAS A GIFT ACCEPTANCE PROCESS THAT HAD TO HAPPENO I JUST WANT TO MAKE SURE WE'RE ALSO --HE IDEA OF
JUST A COMPANY EVEN IF WE'RE IN AN EXISTING COLLABORATION JUST MAKING SURE WE'RE ABLE TO DO THAT IN A WAY -- >> YEAH, NO, CHAIR WONSLEY I APPRECIATE THAT. YEAH, AGAIN, AS A MEMBER OF A THING -- YOU KNOW, TT WAS MY ASSUMPTION AND WE WOULD BE LOOKING AT WHAT THAT PROCESS WOULD BE, OF COURSE, WE WANT TO
FOLLOW UP WHATEVER THAT IS SO WE'RE NOT JUST PICKING PEOPLE TO GIVE US FREE TECHNICAL ASSISTANCE SO WE'LL BE MORE THAN HAPPY TO, YOU KNOW, DOUBLE-CHECK WITH PROCUREMENT AND WITH THE COMMITTEE BEFORE WE, YOU KNOW, SIGN -- IF THERE'SNYTHING TO SIGN BEFORE WE AGREED TO SOMETHING FORMALLY SO THANK YOU FOR BRINGING THAT UP.
>> YEAH, I WOULD NOTE THAT ALSO FOR A STAFF MOST OF THEM FOR JUST A FOLLOW-UP WHAT THAT PROCESS WOULD LOOK LIKE BECAUSE IT WOULD BE GET TO GET A SOCIAL DISTANCE WITH AN EXPERT WITH THAT AND MAKING SURE WE'RE ABLE TO DO THAT IN THE BEST WAY POSSIBLE WITH OUR EXISTING DEPARTMENT STAFF SUPPORT, YEP.
SO WITH THAT WITTHE I DID WANT TO NOTE, TOO, ON -- THIS IS ACTUALLY GENERAL AND IT'S GETTING TO THE RELEASE OF OUTCOMES MINNEAPOLIS IN THE SPRING, VICE-CHAIR PALMISANO'S
QUESTION MADE ME ALSO THINK -- ARE WE LOOKING AT ALL OF FOR -- OR HAVE YOU ALL BEEN SUPPORTINGF RETROACTIVE ANALYSIS I'VE SEEN SOME FORWARD-LOOKING WE'RE GOING TO DEVELOP NEW METRICS MAYBE -- THOSE WERE NOT IN PLACE OR IF
THERE WERE METRICS HE IN PLACE THEY NEED TO BE REWORKED, RETWEAKED AND SO I JUST WASN'T SURE IF -- OKAY. DOETHAT SAY ANYTHING ABOUT THE RETROACTIVE PIECES. >> CHAIR WONSLEY IT DOES OR DOES NOT. I THINK IT'S STILL IN
DEVELOPMENT SO THE STUFF GOING FORWARD UNDERSTANDING PERFORMANCE AND POTENTIAL OPPORTUNITIES, YOU KNOW, FOR CHANGE, RIGHT, INSIGHTS FOR ACTION IS WHAT WE ARE STAING TO DEVELOP. I THINK AGAIN, THE FOCUSES OF T TEAM OVER THE VERY RAPID, RIGHT, 10 MONTHS WAS
TO GET THE FIRSTHREE STEPS GOING AND TO UNDERSTAND THEN WHAT, AGAIN, DATA VISUALIZATION WOULD LOOK LIKE AND THEN MOVING INTO THAT PIECE AND SO I THINK WE'RE STARTING TO DEVELOP A WORKSHOP ON WHAT THAT WOULD LOOK LIKE AND ANALYZING THE DATA, RI
EXAMPLE, AND SORT OF DID A MAJOR BASELINE AND TARGETS, RIGHT, IS THIS WHAT YOU SORT OF WERE THINKING WOULD HAPPEN GIVEN THE OUTCOMES AND THE RESULT OF OUR TEAM WE'RE EXCITED TO LOOK UP OTHER EFFECTIVE AND LEADING PRACTICES, RIGHT, TO SHARE THAT? RIGHT, I THINK AGAIN,
UNDERSTANDING, WHAT, MAY WORK WELL HERE WHAT DEPARTMENTS MAY WANT TO ADAPT AND REALLY PROVIDING THEM WITH THAT INFORMATION TO MAKE THOSE DECISIONS WHAT WE SEE OUR ROLE AS AND THAT'S WHAT STEP 4 IS LOOKING FORWARD TO STEP INTO. ONE OF THE THINGS THAT YOU'VE HEARD FM ME BEFORE,
PROBABLY MAYBE A YEAR AGO IN MY FIRST PRESENTATION IN MAH, WE ARE LOOKING TO SORT OF UNDERSTAND HOW WE CAN SUPPORT MORE FORLLY ASSESSMENT AND EVALUATION. I WOULD SAY, YOU KNOW, TO GET TO YOURUESTION I THINK RIGHT NOW AS I MENTIONED, YOU KNOW, ONE OF MY FIRST
PRESENTATIONS WOULD BE A 2026 THING. I THINK I'M -- I'M NOT COMFORTABLE WITH HER DOING A STRONG PROGRAM EVALUATION RIGHT FOR THOSE WHO HAVE GONE TO GRUATE SCHOOL OR HAD THEIR EXPERIENCE THERE I DO WANT TO DRAW THAT DISTINCTION WE'RE NOT EVALUATING AND LOOKING BACK AT THE DATA AND PROVIDING INSIGHTS
THAT WE SEE AND SORT OF LOOKING AT TRENDS SO EVALUATION -- I THINK THAT'S ALSO FOR THOSE OF YOU WHO HAVE READ THE GAPS IN ASSETS REPORT, RIGHT, THAT'S A SPACE THAT THEY HAVE RECOMMENDED -- PMI CONSIDER, RIGHT, LOOKING INTO AND I THINK WE HAD THAT ON OUR RADAR AS WELL
BUT WE REALLY WANT TO DEVELOP THAT STRONG FOUNDATION FIRST TO ALSO MAKE SURE WE'RE MAKING THOSE SORTS OF EVALUATIONS AND RECOMMENDATIONS BASED ON SOUND, STRONG COMPREHENSIVE DATA AND I THINK THE ENTERPRISE -- WE NEED TO GIVE DEPARTMENTS A CHANCE MORE THAN A COUPLE MONTHS RIGHT
BEFORE WE COME IN AND START, YOU KNOW, EVALUATING WHAT THEY'RE DOING SO THAT AGAIN STEP 4 WE'LL GET INTO THAT BAS ON THE DATA THAT WAS COLLECTED SORT OF THAT CORE POINT IN TIME DATA AND THEN WE'RE LOOKING FORWARD TO 2026 TO EXPAND INTO SORT OF A MORE FORMAL EVALUATION TYPE OF SERVICE.
>> NO, THAT'S GOOD CLARITY TO HAVE ESPECIALLY AS WE'RE THINKI WOULD BE THE NEXT ROUND OF A TWO-YEAR BUDGETI CYCLE AND I THINK THAT GETS TO THE PIECE OF WHAT ARE THE PROGRAMS THAT ARE EXISTING THAT NEED TO BE REVISITED? I THINK WE'VE HAD A
LONG CONVERSATION WITHIN THIS BODY JUST GETTING A STILL TO COME WHAT - STOCK OF WHAT DO WE CURRENTLY HAVE BECAUSE I THINK WE GET A SNAPSHO OF THE BUDGETING PROCESS WHAT PROGRAMS USUALLY -- NEW PROPOSED PROGRAMS THAT DEPARTMENTS ARE LOOKING TO BRING FORWARD AND I THINK THERE HAS BEEN, AGAIN, THIS DIALOG OF
HOW ARE WE EVEN, YOU KNOW, LINING THAT TO METRICS SO AGAIN THAT'S WHY WE WANTED TO HA THIS PRESENTATION AND GLAD WE'RE HAVING THIS PIECE BUT I THINK IT IS THAT RETROACTIVE EVALUATION AND ONGOING EVALUATION PIECE THAT A LOT OF US ARE, LIKE, OKAY, LIKE, REALLY WANTING TO
SEE COMPLEMENTS OF GETTING, YOU KNOW -- I COMPLETELY UNDERSTAND YOU GOT T ESTABLISH FOUNDATIONAL COMPONENTS BUT I THINK THAT IS THE BIGGEST HURDLE, TOO, OF -- AS WE'RE LOOKING THROUGH THE BUDGET PROCESS OF JUST GETTING AN UNDERSTANDING OF WHERE CURRENT
PROGRAMS STAND IN TERMS OF EVEN MAYBE SOME OF THE EXISTING METRICS THAT USED TO BE SAID OR ARE OLD OR DATED. SO GOOD TO HEAR -- OR REMINDED CLARITY AROUND WHEN THAT PROCESS WILL START
AND THEN GOING TO SLIDE 8, I JUST HAD ANOTHER QUESTION AROUND THAT PIECE. IN TERMS OF IN TERMS OF ALSO -- JUST THINKING THROUGH -R
DISCUSSED OTHER WAYS IN WHICH THAT REPORT AND I ACTUALLY KNOW THIS ANSWER TOUGH THE RELEASE OF OUTCOMES MINNEAPOLIS. I THINK OFTEN WE HEAR THE REPORTG HAPPEN AROUND BUDGET AROUND THESE METRICS RIGHT NOW WE HAVE THIS SPRING RELEASE WHERE WE'LL BE ABLE TO GET THAT
MUCH MORE PROACTIVELY LIKE A COMPREHENSIVE PICTURE OF THESE METRICS FOR OUR DEPARTMENTS THAT HAVE PARTICIPATED AND TN THE DASHBOARDS THAT YOU CAN EVEN SEE RESPECTIVELY OF. I WAS JUST THINKING THROUGH -- ESPECIALLY IN LIGHT OF THAT DATA PRACTICE -- PRACTICE AND DATA MANAGEMENT
PRESENTATION, HAVE THERE BEEN OTHER, YOU KNOW, WAYS IN WHICH YOU'VE SEEN THE DATA THAT YOU ARE HAVING DEPARTMENTS REALLY THINK THROUGH HOW THEY QUALIFY AND IS QUANTIFY -- HOW THEY CAN DO MORE INNOVATIV REPORTING AROUND THAT? IN ADDITION TO SOME OF THESE COMPONENTS THAT
YOU'RE ALREADY HELPING THEM, YOU KNOW, WALK THROUGH THAT YOU LIST IN THIS PRESENTATION. >> CHAIR WONSLEY, THANK YOU FOR THAT PRESENTATION. THAT'S ONE OF THE THINGS IN TALKING TO THE BUDGET DIRECTOR, AGAIN, WE'RE REALLY LOOKING FORWARD TO WHAT THAT COULD REALLY LOOK LIKE AS WE MOVE FORWARD REALLY THIS FIRST SET
AND WHAT'S LISTED UP THERE IS THE PROCESS WITH THE DEPARTMENTS IS GETTING A FIRM PROCESS; RIGHT? OF GETTING THAT SET WITH DEPARTMENTS GAINING THEIR TRUST AND WORKING WITH THEM ON HELPING SELECT MEASURES THAT ARE GOING TO BE REFLECTIVE IF THEY'RE MEETG THE OUTCOMES THAT THEY HAVE.
I THINK WE HAVE SOME TIME, RIGHT -- THE DIRECTOR AND I HAVE TALKED ABOUT MEETING THIS QUARTER AND NEXT QUARTER REALLY TALKING ABOUT WHAT THAT LOOKS LIKE TO YOUR QUESTION AND SORT OF HOW CAN WE DO THINGS AND SHOW THINGS IN A DIFFERENT WAY. I THINK THE BUDGET OFFICE WILL BE
THE FIRST TELL YOU THE OPEN GOV IS KIND OF CUMBERSOME AND DIDN'T GIVE YOU THE GREAT INFORMATION AND THEY WANT TO SPEND 2025 -- LESS THAN A YEAR UNDER OUR BELTS WE JUST DID THIS BUDGET PROCESS STARTED IN THE FALL. TO REALLY UNDERSTAND WHAT THAT COULD LOOK LIKE IN, YOKNOW, OPPORTUNITIES TO BUILD SO I THINK, AGAIN, THAT
WOULD BE SOMETHING WHERE WE WILL CONTINUE THIS OCESS. WORK ON REPORTING, RIGHT, SO THAT INFORMATION CAN BE AVAILABLE SO THAT IS SORT OF -- WE ALL HAVE A SHARED UNDERSTANDING OF HOW BASED ON THE MEASURES THAT WERE SELECTED, PROGRAMS, YOU KNOW, DID OR DID NOT DO AND THEN FIGURING OUT LONGER TERM HOW
TH FITS INTO ALL OF THE BUDGETING PROCESS. >> GREAT, THAT'S ALL THE QUESTIONS THAT I HAD I AND I SEE VICE-CHAIR PALMISANO BACK IN QUEUE. >> THANK YOU, MADAM CHAIR, AND TO ASK THE SAME QUESTIONS JUST IN A DIFFERENT WAY.
WVE CLEARLY COME A LONG WAY. YOU HAVE OF A WHOLE TEAM OF VERY SMART PEOPLE HERE TODAY. BACK SEVERAL YEARS AGO, STAFF AND THEN THE COORDINATOR'S OFFICE TOOK DOWN WHAT WAS THEN RESULTS MINNEALIS; RIGHT? AND IN AN EFFORT TO RETOOL IT AND
REINVENT IT. AND SOME DAYS I'M WORRIED WE NEVER REALLY GOT IT BACK UP AND RUNNING. DO BASIC DATA DASHBOARDS STILL EXIST FOR ALL DEPARTMENTS? I'M PARTICURLY BAD AT NAVIGATING THIS CITY'S
WEBSITE SOME PEOPLE FIND IT EASIER. I FIND IT LESS INTUITIVE. BUT MANY PEOPLE -- AND SOMETIMES ME -- WE JUST WANT A BASIC SET OF METRICS; RIGHT? IT HELPS SETS CONTEXT WHEN I'M INTRODUCING THE HEALTH DEPARTMENT COMMISSIONER AT AN AWAR FORUM. HERE'S ALL THE
THINGS THAT WE DO AND PUT SOMETHING IN CONTEXT FOR HERE IT IS NUMBER OF MILES THAT WE PLOW WHEN WE DO A SNOW EMERGENCILE OR HERE'S THE NUMBER OF MILES OF ROADS THAT WE REPAVE IN A GIVEN YEAR.
DOES THAT STILL EXIST SOMEWHERE? IS THERE AN EASY WAY TO ACCESS THAT WHAT YOU'RE BUILDING WHEN DYNAMIC VISUALIZATION SHOWCASING PROGRESS SOUNDS A BIT MUCH? WE JUST NEED, LIKE, EXISTING DATA?
(LAUGH.) >> YEAH, CHAIR WONSLEY, VICE-CHAIR PALMISANO, YEAH, THANK YOU FOR THAT QUESTION. I THINK, NO, IT DOES NOT CURRENTLY -- IT NEVER SORT OF WAS PUT BACK UP AFTER RESULTS MINNEAPOLIS WAS TAKEN DOWN. I
THINK THERE WERE VARIOUS HURDLES, AGAIN, WHILE I WAS WITH THE EXTENT IT WAS NOT IN THE DEPARTMENT SO I DON'T WANT TO SPEAK FOR THAT STAFF BUT IN COMING FROM A MID-SIZED DEPARTMENT WHO WAS HELPING TO OVERSEE THAT WORK, I THINK IT WAS JUST VERY, VERY DIFFICULT, THE SORT OF DATA PART BOTH SOME WHAT THE SYSTEMS ALLOWED AT THAT
TIME AND THE CAPACITY OF STAFF, AGAIN, NOT EVERY DEPARTMENT HAS ANSWERING ANALYST -- AN ANALYST TO BEOING WHAT'S REQUESTED AND AT THAT TIME THE TEAM WAS VERY SMALL, RIGHT, I THINK THERE WERE MAYBE 4, MAYBE 5 PEOPLE. >> I THINK LESS, YEAH. >> W WERE TRYING TO DO THAT
AND JUST DID NOT HAVE THE CAPACITY TO BE PROVIDING THE DEPTH OF SUPPORT THAT WE ARE PROVIDING SO I THINK TO YOUR QUESTION, YES, IT MIGHT BE A LITTLE BIT OF A, YOU KNOW, SNOOZER WAY TO ON SHOWCASE PROGRESS, EXCUSE ME. I THINK
EACH DASHBOARD IS GOING TO LOOK DIFFERENT. OME SELECTING MORE COMPLEX CHARTS THAT ARE EASIER TO UNDERSTAND BUT AT ITS CORE, YES, WE BELIEVE IN WHAT WE'VE DESIGNED WITH THE DEPARTMENTS LOOKING AT WHAT THOSE OTHER COMMUNITIES ARE DOING, YOU KNOW, IN THE UNITED STATES THAT THIS
PROVID A WAY TO GIVE YOU THAT. SO LIKE HERE, AGAIN, FOR THE DRAFT CIVIL RIGHTS IT'S A BAR CHART. IT'S NOT SOME CRAZY-LOOKING STATISTICAL CHART LIKE A BOX PLOT IT'S A LINE CHART AND, AGAI IT PROVIDES THAT CONTEXT WHICH WE THINK IS REALLY IMPORTANT THAT THE DEPARTMENT IS GOING TO BE ABLE
TO PROVIDE; RIGHT? AND I THINK AS THESE WILL BE UPDATED AS WE LOOK AT THIS FIRST ROUND ANNUALLY 'CAUSE WE WANT THE MEASURES TO BE PRETTY PERENNIAL, RIGHT, NOT TO CHGE THEM EVERY YEAR WILL GIVE OPPORTUNITIES ALSO THE OPPORTUNITY -- DEPARTMENTS THE OPPORTUNITY TO TALK ABOUT THE WHY AS WELL AND
THEY'RE DYNAMIC AND WE'LL EDIT THEM THERE'S DIFFERENT TYPES OF CHARTS AND THIS IS GETTIN BACK TO IT AND I THINK WHAT IS DIFFERENT IS MORE INFORMATION FOCUSED AROUND THE WAY THE DEPARTMENT HAS ORGANIZED ITS SERVICES, ITS DIVISIONS AND ITS
IMPACT TO COMMUNITY >> THANK YOU. I WILL GET -- I WILL CHANGE -- I WILL GET USED TO SEEING THINGS THIS WAY. IT'S GOOD TO SEE AND WITH THIS ONE EXAMPLE, I ASSUME EVERY DEPARTMENT THEN -- YOU'LL STILL
BE ABLE TO SEE HERE'S HOW MANY CASES -- PROBLEM CASES WERE SUBMITTED TO ANY PARTICULAR DEPARTMENT AND HERE'S HOW THE -- HERE'S THE TIME TO RESOLUTION AND YEAH, I WASN'T QUITE SEEING
TH EFFICIENCY EFFECTIVENESS -- WE WILL STILL GET LIKE THE TIMES? >> YEAH -- (LAUGH.) >> >> SOMEBODY SUBMITS A REG SERVICES COMPLAINT AND WE STILL GET THE AVERE TIME TO RESOLUTION? >> YEAH, THAT'S A -- CHAIR WONSLEY, VICE-CHAIR PALMISANO, I THINK AGAIN THE DEPARTMENTS FOR
THIS LOOKING AT THEIR CORE SERVICES HAVE BEEN EMPOWERED, YOU KNOW, TO SELECT THEIR OWN MEASURES SO I WILL NOT SAY FOR ANY DARTMENT -- FOR ALL DEPARTMENTS THAT HAVE A FIELD DIVISION WE TD THEM THEY NEEDED TO COLLECT SLA DATA -- >> SERVICE DATA. >> MANY OF THEM HAVE WHEN THEY
THINK WHAT'S CORE TO YOUR BUSINESS, FOR EXAMPLE, WE'RE PICKING UP THE TRASH. WE HAVE A SET NUMBER OF MISCOLCTIONS. IT HAPPENS, RIGHT, AND, AGAIN, I DON'T KNOW WHAT PUBLIC WORKS DATA IS BUT HERE WHAT IT IS AND HERE'S WHAT WE'RE COMFORTABLE IN GIVEN, IT HAPPENS, AND WHAT
WE'RE DOING SO AGAIN DID NOT PLAN TO TALK ABOUT IT IN THIS PRESENTATION AND WE'RE FOCUSED MORE ON WHAT'S BEEN COMPLETED AS THAT CITY TYPESQUE MODEL AND LOOK AT THEMES AND HOW ARE WE DOING AS A WHOLE AND AS
INTERPRIDES. I THINK THAT'S MAYBE MORE SORT OF WHAT I HEAR YOU TALK ABOUT AND THAT, FOR EXAMPLE, COULD TAKE SLA DATA WHAT ARE WE SEEING ACROSS DIFFERENT DEPARTMENT, DIFFERENT SERVICES FOR MY EXPERIENCE AS A
PRESENT WHO HAS TRASH PICKUP, GR THINGS; RIGHT? SO THAT IS ALSO IN THE WORKS AND WE'VE TALKED ABT THAT. IT WILL HAPPEN IN 2026. WE NEED TO HAVE FIRM DATA AND THEN UNDERSTAND WHAT THAT MAY LOOK LIKE IN DESIGNING THAT AND ASK FOR MORE DATA. THE
SPOTTY ALERT DEPARTMENTS. >> I THINK THE MOST IMPORTANT WAY THAT YOU HAVE ANSWERE MY QUESTION IS THAT YOU HAD: ANY OUTWARD-FACING DEPARTMENT WILL HAVE SERVICE-LEVEL DATA AVAILABLE AND WE WILL BE TRACKING IT. >> SOME OF THEM -- I'M SORRY. SO THEY MAY. I DID NOT, RIGHT,
AS PMI -- >> I KNOW YOU DON'T CONTROL IT. >> I KNOW. WE DID NOT TELL THEM. I'M HAPPY TO SORT OF -- YOU KNOW, COME BACK TO YOU WHAT PERCENT MANY OF THEM DID JUST BECAUSE WHEN THEY THINK WHAT'S CORE TO THEIR SERVICE, WHAT IS SATISFACTION, HOW DO THEY KNOW THEY'RE DOING A GOOD JOB BECAUSE
THEY'RE COLLECTING SLA DATA. THEY'RE COLLECTING -- BUT WE DID NOT FORCE THEM TO DO IT. I DON'T KNOW WHO ALL HAS - WHO HAS A FIELD DIVISION. >> GOT IT. OKAY. OKAY. THANK YOU. THAT ANSWE MY QUESTION AND MORE. THANKS.
>> NO PROBLEM. I DON'T SEE ANYONE ELSE IN CUE SO DIRECTOR, THANK YOU VERY MUCH FOR THIS PRETTY ELABORATE PRESENTATION AND THANK YOU TO YOUR STAFF AS WELL. I'M PRETTY SURE WE'LL GET AN UPDE IN THE NEXT QUARTER AROUND WHERE WE'RE AT ON THIS ESPECIALLY IN ANTICIPATION TO
BUDGET SO THANK YOU ALL AGAIN. AND I WILL ASK THE CLERK TO FILE THIS REPORT., AND RECEIVE T AS WELL. NEXT IN OUR FINAL ITEM ON TODAY' AGENDA AGENDA IS GOING TO BE RECEIVING AN UPDATE ON THE
ADMINISTRATION'S RESPONSE TO THE NEIGHBORHOOD SAFETY DEPARTMENT'S VIOLENCEREVENTION CONTRACTS, LEGISLATIVE DIRECTIVE. COLLEAGUES, YOU MIGHT BE AWARE THIS BODY PASSED IT AROUND SEPTEMBER LAST AR AND IT WAS SET TO HAVE A RESPONSE BY OCTOBER 7TH. IT'S FEBRUARY BUT
WE HAVE BEEN ABLE TO GET A PRESENTATION THROUGH AGREEMENT FROM THE OFFICE OF COMMUNITY SAFETY LEADERSHIP FOR US TO BE ABLE TO GET INFORMATION ON OUR VIOLENCE PREVENTION PROCUREMENT PROCESSES AND I REALLY LOOK
FORWARD TO THISND REALLY IT COMES FOLLOWING THE PRESENTATION THAT WE RECEIVED FROM SOME OF OURATIONAL TECHNICAL ASSISTANCE -- OR SOME OF BUT SOME OF THE NATIONAL LEADING VIOLENCE PREVENTION ORGANIZATIONS WHO CAMEO MINNEAPOLIS MINNEAPOLIS IN
AUGUST, WHO ALSO SHARED SOME THEMES AROUND BEST PRACTICES AROUND PROCUREMENT SO JUST GETTING A SENSE OF WHAT THE LAY OF THE LAND ISOR US HERE LOCALLY. I WILL INVITE THE
DEPUTY DIRECTOR TO COME UP AND
PRESENT. >> WONSLEY, THANK YOU. COUNCIL MEMBERS MY NAME IS LEAH LAKES I'M THE DEPUTY DIRECTOR OF NEIGHBORHOOD SAFETY. THANK YOU FOR YOUR QUESTIONS ABOUT THE EVOLUTION OF OUR PROCUREMENT PRACTICE FOR VIOLENCE PREVENTION
CONTRACTS SINCE 2002. FOR BACKGROUND THE NE TRANSITIONED TO THE OFFICE OF
COMMUNITY SAFETY IN EARLY 2023. THE DEPARTMENT WAS PREVIOUSLY THE OFFICE OF VIOLENCE PREVENTION IN THE HEALTH DEPARTMENT, AND HOOKED BACK TO 2022 AND EARLY 2023,
WE'VE IDENTIFIED SEVERAL HISTORICAL CHANGES TO OUR PROCUREMENT PROCESS THESE INCLUDED SUFFICIENT DOCUMENTIONS FROM CONTRACT HOLDERS, LACK OF TRANSPARENCY ANDONTRACT DETAILS. SUBJECTED
EVALUATION PROCESSES AND AN INADEQUATE BUDGET ITEMTIONS. WE ALSO SOUGHT ISSUES WITH RFPS BEING REUSED AND NOT DATED WITH NECESSARY CLARIFICATION OR IMPROVEMENTS. AND I'M PLEASED TO REPORT THAT WE'VE IMPLEMENTED
COMPREHENSIVE REFORMS TO ADDRESS THESE CHALLENGES. OUR NEW PROCUREMENT FRAMEWORK INCLUDES SEVERAL IMPROVEMENTS INCLUDING ENHANCED EVALUATION PROCESSES WITH PREEVAATION MEETINGS AND STANDARDIZED TRAININGS FOR
VIEWERS, TRANSPARENT VENDOR COMMUNICATIONS THROUGH POST-EVALUATION DEBRIEFINGS, STRENGTHENED COMPLIANCE MEASURES THROUGH COLLABORATION WITH GRANT STAFF AND LEGAL TEAMS. INCREASED OVERSIGHT OF CONTRACT
NEGOTIATIONS AND DOCUMENTATION REQUIREMENTS. WE'VE ALSO IMPLEMENTED STRICTER FINANCIAL CONTROLS AND DOCUMENTATION REQUIREMENTS INCLUDING DETAILED ITEMTION REQUIREMENTS OF ALL REIMBUEMENT REQUESTS, ENHANCED
REPORTING REQUIREMENTS ALIGNED STRICT PAYMENT PROCESSING PROTOCOLS THAT IT EXCLUDE INFORMAL PAYMENT METHS, PERFORMANCE-BASED PAYMENT STRUCTURE THAT ONLY COMPENSATES FO WORK THAT'S ACTUALLY
RFORMED. IN ADDITION WE'VE BUILT A ROBUST STAFF TO HELP WITH THIS INICE PROCESS. SINCE AUGUST OF 2024 WE'VE ADDED A POSITION WHO OVERSEES THE CONTRACTING PR REPORTING TO HER TO HELP SUPPORT
HER WORK. AS OF NOVEMBER, 2024, WE'VE ALSO ADDED AN AD OF FINANCE TO THE NSD TEAM WHO IS SUPPORTING OUR BUDGET AND INVOICING WORK. SHE ALSO HAS AN EMPLOYEE REPORTING TO HER TO SUPPORT THIS
BODY OF WORK. DURING THE 2025 BUDGET CYCLE, CITY COUNCIL PROVIDED NSD WITH ANOTHER POSITION TO HELP SUPPORT THE CONTRACTING AND INVOICING WORK. WE ARE CURRENTLY IN THE HIRING PROCESS FOR THIS POSITION AND EXPECT THE PERSON WHO IS SELECTED DURING
THIS HIRING PROCESS TO BEGIN IN MARCH. THESE IMPROVEMENTS HAVE SIGNIFICANTLY EPIHANS OUR TRANSPARENCY, IS THE -- ACCOUNTALITY AND IS EFFECTIVENESS IN OUR PROCUREMENT PROCESS. WE CONTINUE TO REFINE THESE
PROCESSES TO OBTAIN THE BEST PO COMMUNITY OUR DEPARTMENT HAS DEVELOPED COMPREHENSIVE FRAMEWORK THAT INTEGRATES LOCAL, STATE AND FEDERAL GUIDELINES TO
ENSURE THE HIGHEST STANDARDS OF ACCOUNTABILITYND EFFECTIVENESS. FIRST, REGARDING LOCAL PROCUREMENT PRACTICES, WE STRICTLY ADHERE TO CITY OF MINNEAPOLIS PROCUREMENT PROCEDURES. THIS ENSURES TRANSPARENCY AND INTRITY
THROUGHOUT THE CONTRACTING PROCESS. OUR PROCUREMENT PROCESSES UNDERGO RIGOROUS EVALUATION TO MAINTAIN ALIGNMENT WITH CITY STANDARDS. SECOND, WE MAINTAIN STRICT COMPLIANCE WITH CITY GUIDENES AS WELL AS WITH FEDERAL AND STATE GUIDELINES WHERE
APPROPRIATE PARTICULARLY TO CRF200 AND RELEVANT MINNESOTA STATUTES. THESE STANDARDS ARE CRUCIAL FOR MAINTAINING FAIRNESS AND TRANSPARENCY IN OUR PROCUREMENT PROCESS. WE PAY SPECIAL ATTENTION TO
APPENDIX 4 OF THE UNIFORM GUIDANCE WHICH PROVIDES SPECIFIC PROCUREMENT STANDARDS FOR FEDERAL FUNDS USED IN VIOLENCE PREVENTION PROGRAMS. THIRD, WE'VE INCORPORATED NATIONAL INSTITUTE OF GOVERNMENT RCHASING GUIDELINES INTO OUR
OPERATIONS. THE GUIDELINES HELP ENSURE PROFESSIONAL AND ETHICAL CONDUCT THROUGHOUT OUR PROCUREMENT PROCESS, EFFECTIVELY MINIMIZING CONFLT OF INTEREST AND MAINTAINING IMPARTIAL DECISION-MAKG. FINALLY, WHERE GRANT
FUNDING IS INVOLVED, WE FOLLOW THE NATIONAL GRANT MANAGEMENT ASSOCIATION STANDARDS FOR FEDERAL GRANT COMPLIANCE. THIS INCLUDES CONTINUOUS EVALUATION OF OUTCOMES TO MAXIMIZE OUR IMPACT ON VIOLENCE, PREVENTION
FUNDING AND ENSURE RESPONSIBLE USE OF TAXPAYER DOLLARS. THESE INTEGRATED PRACTICES HAVE STRGTHENED OUR PROCUREMENT PROCESS AND ENHANCED OUR ABILITY TO SELECT AND MANAGE EFFECTIVE VIOLENCE PREVENTION PROGRAMS.
WE CONTINUE TO REFINE THESE PRACTICES BASED ON EMERGING BEST PRACTICES AND LESSONS LEARNED. ADDITIONALLY, OUR PROCUREMENT PRACTICES ARE INFORMED BY LEADING
ORGANIZATIONS IN VIOLENCE PREVENTION AND COMMUNITY SAFETY. WE CLOSELY FOLLOW THE GUIDANCE IN CURE VIOLATION GLOBAL A THE NATIONAL NETWORK FOR SAFETY COMMUNITIES NSC, REGARDING BEST PRACTICES AND VIOLENCE
PREVENTION PROCUREMENT. OUR APPROACH IS ALSO ALIGNED WITH STRATEG LOCAL FRAMEWORKS INCLUDING RECOMMENDATIONS OUTLINED IN MINNEAPOLIS SAFE AND THRIVG COMMUNITIES REPORT AND IN THE FUTURE, WE WILL USE THE RECENTLY PUBLISHED MINNEAPOLIS COMMUNITY SAFETY ECOSYSTEM ASSESS AND GAP
ANALYSIS FINDINGS AND ACTION PLAN WHICH WAS DEVELOPED BY THE POLICING PROJECTS AT NYC SCHOOL OF LAW TO INFORM OUR CONTRACT LANGUAGE AND RFP PROCESSES WHERE APPROPRIATE. THESE DOCUMENTS PROVIDE
VALUABLE GUIDANCE ON EFFECTIVE CONTRAING AND PROCUREMENT PRACTICES SPECIFIC TO OUR LOCAL CONTEXT. THESE ADDITIONAL FRAMEWORKS HELP ENSURE OUR PROCUREMENT PROCESSES ARE NOT ONLY
ADMINISTRATED SOUNDLY BUT PROVEN PERFORMANCE AND EVALUATION AND COMMUNITY SAFETY. NEXT I'LL ADDRESS THE QUESTION RELATED TO ANY CHANGES THAT HE BEEN IMPLEMENTED IN THE DEPARTMENT POLICY AND STANDARD OPERATING PROCEDURES
FOR PROCUREMENT AND CONTRACT ADMINISTRATION SINCE 2022. WE HAVE INTENSIFIED OUR FOCUS ON STRENGTHENING DATA REPORTING PROCESSES WITH OUR VENDORS TO ENSURE CONTRACTED SERVICES ARE BEING DELIVERED AS
SPECIED HAD AND THAT OUR FUNDED PROGRAMS ARE EFFECTIVELY CONTRIBUTING TO NEIGHBORHOOD SAFETY IN MINNEAPOLIS. WHILE IMPLEMENTING THESE ENHANCED REPORTING REQUIREMENTS, WE RECOGNIZE THE POTENTIAL IMPACT ON SMALLER VENDORS WHO MAY HAVE LIMITED STAFF AND
RESOURCES. TO ADDRESS THIS, WE ARE COMMITTED TO PROVIDING COMPREHENSIVE SUPPORT TO OUR VENDORS DURING THIS TRANSITION. WE UNDERSTAND THAT THAT ADAPTING TO NEW REPORTING PROCESSES REQUIRES ADJUSTMENT AND WE ARE DEDICATED TO OFFERING THOROUGH
TRAINING AND ASSISTANCE THROUGH THE IMPLEMENTATION PROCESS. OUR GOAL IS TO MAINTAIN HIGH STANDARDS WHILE ENSURING ALL VENDORS, REGARDLESS OF SIZE, CAN SUCCESSFUL MEET THESE IMPROVED REQUIREMENTS TO IMPROVE OUR CONTRACTING
PRACTICES, WE HAVE MADE SURE WE ARE WORKING CLOSELY WITH PROCUREMENT STAFF, TECHNICAL PROVIDERS AND THEITY ATTORNEY'S OFFICE DURING THIS WRITING OF THE RFP APPLICATIONS AND CONTRACTS SO THAT WE ARE FOLLOWING BEST PRACTICES AND ALL
LEGAL REQUIREMENTS. I'M PLEASED TO SHARE THAT WE HAVE ENHANCED OUR RECRUITMENT PROCESS FOR REVIEWERS OF RFP APPLICATIONS TO ENSURE THAT THOSE WHO ARE REVIEWING AND SCORING RFP APPLICATIONS HAVE THE HIGHEST LEVEL OF EERTISE
AND ARE TRAIN IN OUR EVALUATION PROCEDURES. WE TAKE THE TIME TO REACH OUT TO NATIONAL EXPERTS SUCH AS SC TO RECRUIT THEM FOR THE REVIEW PROCESS. THIS STRATEGIC INCLUSION HAS STRENGTHENED OUR
ASSESSMENT CAPABILITIES SIGNIFICANTLY. TO MAINTAIN CONSISTENCY AND THOROUGHNESS ACRS ALL EVALUATIONS WE REQUIRE ALL REVIEWERS TO PARTICIPATE IN COMPREHENSIVE PREELUATION TRAINING SESSIONS. THESE ARE ESPECIALLY IMPORTANT BECAUSE WE
DO NOT REUSE REVIEWERS ON A REGULAR BASIS TO REDUCE BIAS. THESE TRAININGS ARE DESIGNED TO EQUIPPED OUR REVIEWER PANEL WITH THE NECESSARY TOOLS AND UNDERSTANDING TO CONDUCT THOROUGH AND EQUITABLE ASSESSMENT OF ALL APPLICATIONS.
OUR GRANT STAFF AND LEGAL TEAM ARE MORE ACTIVELY INVOLVED OF IN ALL CONTRACT NEGOTIATIONS TO MAINTAIN COMPLIANCE WITH FEDERAL, CITY AND UNIFORMED GUIDANCE. WE ALSO HAVE STRENGTHENED OUR COLLABORATIVE APPROACH WORKING CLOSELY WITH
PRUREMENT STAFF, TECHNICAL PROVIDERS AND THE CITY ATTORNEY'S OFFICE IN ALL STAGES OF THE CONTRACTING PROCESS. THIS HAS RESULTED IN AN ENHANCED SERVICE REVIEW PROCESS AND A MORE RIGOROUS CUMENTATION REQUIREMENT FOR
INVOICES REGARDING OVERSIGHT I MUST EMPHASIZE ALL PAYMENTS MUST BE THROUGH APPROVED METHODS SUCH AS MONEY ORDERS OR PAYROLL DOCUMENTATION. BASED ON RECOMMENDATIONS FROM THE CITY ATTORNEY'S OFFICE, WE NO LONGER ACCEPT PAYMENTS THROUGH
PEER-TO-PEER PLATFORMS THAT. ADDITIONAL, NSD STAFF WILL ONLY PROVIDE PAYMENT FOR BORK THAT S IDENTIFIED. OUR DEPARTMENT DOES NOT COVER COSTS RELATED TO GIFT CARDS, PRIZES OR
ENTERTAINMENT EXPENSES PER CITY POCY. I'M ALSO PLEASED TO ANNOUNCE SEVERAL NEW INITIATIVES DESIGNED TO SUPPORT OUR VENDORS AND SET THEM UP FOR SUCCESS FOLLOWING THE NEW REQUIREMENTS. WE NOW DEBRIEF WITH VENDO
FOLLOWING THE RFP EVALUATION PROCESS TO GO OVER THEIR SPECIFIC APPLICATION ONCE THE RFP SCORING INFORMATION IS MADE PUIC. THIS PROVIDES THE VENDOR WITH THE OPPORTUNITY TO RECEIVE VALUABL FEEDBACK AND TO IMPROVE THE TRANSPARENCY OF OUR
PROCUREMENT PROCESS. THIS HELPS OUR VENDOR LEARN WHAT WHAT THEY DO WELL AND THE AREAS THAT THEY CAN IMPROVE ON FOR THE NEXT RFP CYCLE. THIS IS ALSO DESIGNED TO BUILD RELATIONSHIPS BETWEEN THE VENDOR AND NST STAFF MEMBERS AND
PROVIDE AN OPPORTUNITY FOR MUTUAL FEEDBACK SO WE CAN ACHIEVE CONTINUOUS IMPROVEMENT IN THIS PROCESS. WE ALSO ARE IN THE PROCESS OF SIGNIFICANTLY UPGRADING OUR GUIDANCE MATERIAL FOR THE INVOICE PROCESS. THIS INCLUS DETAILED DOCUMENTATION SUCH AS
INVOICING INTRODUCTION FOR CONTRACTORS, COMPREHENSIVE CONTRACTOR JOB AID, CLEAR SUBMISSION REQUIREMENTS, UPDATED GENERAL LEDGER TEMPLATES FOR 2025 AND A IS NEW MILEAGE REIMBURSEMENT FORM. IS TO ENSURE THESE RESOURCES ARE EFFECTIVELY
UTILIZED, WE ARE IMPLEMENTING REGULAR IN-PERSON OFFICE HOURS WHERE NSD STAFF WILL BE ABLE TO ADDRESS QUESTIONS AND CONCERNS. ADDITIONALLY WE WILL BE INTRODUCING MANDATORY VIRTUAL TRAINING SESSIONS FOR ALL
CONTRACTORS AT THE BEGINNING OF A CONTRACT ORGANIZED BY PROGRAM AREA. THESE SESSIONS WILL PROVIDE DETAILED INSTRUCTIONS ON INVOICING PROCEDURES, PROPE USE OF JOB AIDS AND FORM COMPLETIONS. WE EXPECT CONTRACTORS TO
REVIEW ALL PROVIDED MATERIALS BEFORE ATTENDING THESE TRAINING SESSIONS. FINALLY, WE ARE OFFERING VIRTUAL ONE-ON-ONE COACHING SESSIONS WHERE NSD STAFF WILL MEET WITH INCUMNT VENDORS TO
DISCUSS VARIOUS CONTRACT-RELATED TOPICS. VENDORS CAN SIGN UP ONLINE FOR THESE TARGETED COACHING SESSIONS BASED ON THEIR SPECIFIC NEEDS. THESE IMPROVEMENTS DEMONSTRATE R COMMITMENT TO SUPPORTING OUR VENDORS WHILE MAINTAINING THE HIGHE
STANDARDS OF SERVICE-DELIVERY TO OUR COMMUNITY I WOULD LIKE TO ADDRESS OUR APPROACH TO CONTRACT CUSTOMIZATION AND MANAGEMENT, WORKG CLOSELY WITH THE CITY ATTORNEY'S OFFICE. WE IMPLEMENT
TARGET MODIFICATIONS TO OUR CONTRACTS WHERE NECESSARY. OUR COLLABORATIVE WORK WITH THE CITY ATTORNEY'S OFFICE HAS RESULTED IN THE INCLUSION OF SEVERAL CRITERIA, CONTRACT PROVIDERS THAT ENHANCE OUR ACCOUNTABILITY
AND CLARITY. THESE INCLUDE CLEAR DEFINITIONS OF INELIGIBLE EXPENSES AND INVOICE REQUIREMENTS, SPECIFIC PROTOCO FOR BUDGET REVISIONS AND REQUIRED DOCUMENTATION.
MANDATORY CONTRACT FUNDING DISCLOSURES. GUIDELINES FOR CITY LOGO USAGE AND PUBLIC EVENTS. COMPREHENSIVE SITE VISITS AND CONTRACT MONITORING PROCEDURES. REQUIREMENTS
ACCOUNTABILITY COMPLIANCE, STRICT ADHERENCE TO CHILD LABOR LAWS AND ENHANCED REPORTING REQUIREMENTS. THESE PROVISIONS ENSURE OUR CONTRACTS MEET NOT ONLY LEGAL STANDARDS BUT ALSO PROVIDE THE NECESSARY FRAMEWORK FOR THE
EFFECTIVE PROGRAMMPLEMENTATION AND OVERSIGHT. I WOULD LIKE DO INTRODUCE KHAMAL BUCHANAN FROM PROCUREMENT
TO DISCUSS THE CITYWIDE DURATION OF CONTRACTS. >> WELCOME TO THE FLOOR. YOU MAY YOU MAY BEGIN. >> GD MORNING, CHAIR WONSLEY AND MEMBERS OF THE COMMITTEE. MY NAME IS PAM FERNANDEZ AND I'M THE DIRECTOR OF PROCUREMENT OVER
IN THE FINCE DEPARTMENT. KHAMAL -- KHAMAL WANTED ME TO DO THIS ONE SO I'LL DO THIS ONE. -- DO THIS ONE MYSELF. HE IN THE LEGISLATIVE DIRECTIVE YOU ASKED FOR KNOWI LIKE WHAT IS THE CONTRACT
DURATION FOR THE CITYWIDE CONTRACTS? SO I'LL GIVE YOU A FEW EXAMPLES OF HOW THAT GOES. FIRST OF ALL, STANDARD CONTRACTS WHICH ARE USED FOR PROFESSIONAL -- PROFESSIONAL SERVICES CONTRACTS UNDER 175 --
THE CONTRACT DURATION AS APPROVED BY THE COUNCIL FOR THAT FORM IS 5 YEARS. HOWEVER, IT COULD -- YOU KNOW, DEPENDING ON WHAT WE ARE BUYING UNDER THAT PARTICULAR CONTRACT IT COULD GO ANYWHERE FROM 1 TO 5 YEARS, AND IF IT EXCEEDS 5 YEARS, THEN
IT'LL COME TO THE COUNCIL FOR AN APPROVAL TO GO BEYOND THOSE 5 YEARS SO THAT'S WHY SOMETIMES YOU SEE A SMALL CONTRACT COMING HERE, YOU KNOW -- BUT IS TRYING TO, LIKE, EXTEND THAT PERIOD TO OVER 5 YEARS IF SOME
PROJECT IS NOT FINISHED OR SOMETHING LIKE THAT. BEFORE IT COMES TO THE COUNCIL, THE PERMANENT REVIEW COMMITTEE ALSO LOOKS AT THAT ONE, YOU KNOW, SO THERE'S, LIKE, DOUBLE-CHECKED BEFORE IT COMES HERE. ANOTHER TYPE OFONTRACT IS
A MASTER CONSULTING POOL CONTRACTS. THIS IS WHERE, LIKE, ONE RFP IS ISSUED BUT THEN MANY CONTRACTS OR MANY CONTRACTORS ARE SELECTED UNDER THAT PROCESS SO WHEN WE -- AND W CALL IT A MASTER CONSULTING POOL CONTRACT
AND WHEN THAT HAPPENS, THE TERM OF THE CONTRACT WILL BE LIMITED TO 3 YEARS. AND THESE ARE FOR, LIKE, AS-NEEDED SERVICES O OR -- FOR EXAMPLE, LIKE, ALL THE VIOLCE PREVENTION-TYPE CONTRACTS ARE, YOU KNOW, MOSTLY,
LIKE -- I MEAN, THEY CAN GO ALL THE WAY UP TO 3 YEARS. IF IT EXCEEDS THOSE 3 YEARS, THEN IT WILL BE COMING HERE PRC, OTHER THINGS LIKE THAT. THE REASON WHY WE'RE STOPPING THOSE AT 3 YEARS IS BECAUSE WWANT THAT RFP TO COME OUT AGAIN AT THE END OF THE 3
YEARS SO NEW FIRMS AND ORGANIZATIONS CAN APPLY FOR THAT. INTERNAL CONTRACTS RESULTING FROM AN RFP PROCESS, FOR EXAMPLE -- LIKE WE JUST NEED ONLY ONE CONTRACTOR FROM, YOU KNOW, AN RFP THAT IS ISSUED.
IT'LL GO FOR 5 YEARS. IT DOESN'T HAVE TO GO FOR 5 YEARS BUT IT COULD GO UP TO 5 YEARS IF THERE IS ONLY ONE CONTRACTO FOR THAT SERVICE. CONTRACT FOR TECHNOLOGY SYSTEM LIKE OUR FINANCE SYSTEM,
HR SYSTEM WHERE, LIKE, WE, YOU KNOW -- WE SPENT A LOT OF MONEY TO P THAT IN PLACE. USUALLY LIKE UNTIL, YOU KNOW, THE MAYOR AND COUNCIL IS READY WITH ANOTHER REPLACEMENT, YOU KNOW,
BUDGET FOR THAT SYEM, THE SYSTEM -- THE CURRENT SYSTEM COULD GO ON, FOR EXAMPLE, THE FINANCE SYSTEM IS ALMOST 20 YEARS NOW. SO CONTRACTS -- THE NEXT ONE IS LIKE CONTRACTS RESULTING FROM A IF BID PROCESS. AGAIN,
THIS COULD GO ANYWHERE FROM 1 TO 5 YEARS. DEPENDING ON, LIKE, YOU KNOW, WHA WATH CITY AND THE CONTRACTOR AGREED FOR. SO BIDDING CONTRACTS -- BECAUSE THEY ARE BASED ON MATERIAL PRICES AND THINGS LIKE THAT, IN
MANY OF THE VENDORS ARE NOT ABLE TO GIVUS, LIKE, A 5-YEAR CONTRACT SO THEY'LL SAY, LIKE: WE'LL DO THIS FOR 1 YEAR WITH OPTIONAL EXTENSIONS OF, LIKE, ANOTHER 4 YEARS OR 3 YEARS. CONTRACTS FOR CAPITAL CONTRACTS, THESE ARE THE
ENGINEERING AND CONSULTING SERVICES AND CONSTRUCTION PROJECT. IT COULD GO UNTIL THE PROJECT IS COMPLETED. FOR EXAMPLE, LIKE, YOU KNOW, IF WE ARE BUILDING A -- BUILDING A LARGE BUILDINGND
THEN WE NEED THAT ARCHITECTURAL ENGINEERING COMPANY AS WELL AS THE CONSTRUCTION CONTRACTOR TO BE UNDER A CONTRACT UNTIL THAT PROJECT IS COMPLETED. SO THOSE ARE -- SOME OF THE DIFFERENT TYPES OF CONTRACTS AND DURATIONS CITYWIDE. THANK YOU.
>> THANK YOU. >> CHAIR WONSLEY, COUNCIL MEMBERS MY NAME IS LEAH LAKES, DEPARTMENT OF NEIGHBORHOOD SAFETY AND I'LL CONTINUE.
I WOULD LIKE TO PROVIDE AN OVEROF VIEW OF OU CONTRACT DURATIONS ACROSS VARIOUS VIOLEN PREVENTION INITIATIVES DEMONSTRATING ALIGNMENT WITH CITY PROCUREMENT POLICIES. AS YOU KNOW THE CITY OF
MINNEAPOLIS PROCUREMENT POLICY STIPULATES THAT THAT CONTRACT DURATIONSNCLUDING AMENDMENTS MUST NOT EXCEED 5 YEARS FOR SINGLE AWARD AND 3 YEARS FOR MULTIPLE AWARDS UNLESS APPROVED BY COUNCIL. I'M PLEASED TO REPORT THAT
OUR CURRENT CONTRACTING PORTFOLIO ADHERES TO THESE GUIDELINES. LET ME BREAK DOWN THE CURRENT CONTRACT STATISTICS. OUR MINNEAPOLIS STRATEGIC OUTREACH INITIATIVE MAINTAINS 5 CONTRACTS WITH AN AVERAGE TERM
OF 35.6 MONTHS. BLUEPRINT-APOVED INSTITUTE OPERATES 5 CONTRACTS AVERAGING 12 MONTHS. OUR GROUP VIOLENCE INTERVENTION PROGRAM BOTH YOUTH AND ADULT ENCOMPASS 6 CONTRACTS
WITH AN AVERAGE DURION OF 21 MONTHS, AND OUR COMMUNI TRAUMA RESPONSE SERVICES ARE DELIVERED THROUGH 12 CONTRACTS AVERAGING 12 MONTHS. VIOLENCE PREVENTION INITIATIVE COMPRISES OUR LARGEST
CATEGORY OF 25 CONTRACTS, AVERAGING 12 MONTHS FOR GENERAL FUND CONTRACTS AND IS SEVEN MONTHS FOR ARPA-FUNDED PROGRAMS. OUR MISCELLANEOUS CONTRACTS TOTALING 7 AVERAGING FOR 28
MONTHS IN DURATION. PLEASE NOTE THAT THESE DOES NOT INCLUDE CONTRACTS FOR TECHNICAL ASSISTANCE AND TRAINING, MOUS OR PENDING NONPUBLIC CONTRACT INFORMATION. THESE FIGURES DECORATE OUR COMMITNT TO MAINTAINING
APPROPRIATE CONTRACT TERMS WHILE ENSURING PROGRAM CONTINUITY AND EFFECTIVENESS. THESE DURATIONS TO MAINTAIN COMPLIANCE WITH CITY POLICIES WHILE MAXIMIZING PROGRAM IMPACT.
LOOKING AT OUR ONE-YEAR CONTRACTS WE SEE THAT 100% OF OUR CONTRACTS AND BLUEPRINT-APPROVED INSTITUTE COMMUNITY TRAUMA RESPONSE AND VIOLENCE PREVENTION PROGRAMS ARE ONE YEAR IN DURATION. FOR OUR TWO-YEAR CONTRACTS
WE HAVE 50% OF OUR GROUP VIOLENCE INTERVENTION PROGRAMS AND 100% OF OUR MISCELLANEOUS NTRACTS OPERATING ON THIS TIMELINE. FINALLY, REGARDING THREE-YEAR CONTRACTS, WE HAVE 100% OF MINNEAPOLIS STRATEGIC
STRETCH INITIATIVE CONTRACTS AND 50% OF GROUP VIOLENCE INTERVENTION PROGRAMS OPERATING AT THIS LONGER TIMEFRAME.
I'D LIKE T ADDRESS THE QUESTION OF PROCESSING INVCING TIMELINES OF OUR VIOLENCE PREVENTIONONTRACTS COMPARED TO CITYWIDE AVERAGES. LOOKING AT DATA FROM 2021, THUGH THE FIRST HALF OF 2024,
WE CAN OBSERVE SOME NOTABLE TRENDS. IN 2021, OUR AVERAGE PROCESNG TIME WAS 17 DAYS. COMPARED TO THE CITYWIDE AVERAGES O21 DAYS. IN 2022, WE SAW PROCESSING
TIMES OF 23 DAYS COMPARED TO 21 DAYS CITYWIDE. IN 2023, AFTER NEIGHBORHOOD NEIGHBORHOOD SAFETY TRANSITIONED FROM PUBLIC HEALTH AS THE OFFICE OF VIOLENCE PREVENTION TO THEEIGHBORHOOD SAFETY DEPARTMENT UNDER UNDER THE
OFFICE OF COMMUNITY SAFETY, OUR AVERAGE PROCESSING TIME WAS 21 DAYS COMPARED TO A CITYWIDE AVERAGE OF 18 DAYS. FOR THE FIRST HALF OF 2024, WE SEE PROCESSING TIMES OF 34
DAYS COMPARED TO 24 DAYS ACROSS OTHER DEPARTMENTS. WLE HISTORICALLY OUR PROCESSING TIMES HAVE BEEN RELATIVELY CONSISTENT WITH CITYWIDE AVERAGES, THE RECENT INCREASE OF PROCESSING TIMES IN 2024 IS A DIRECT REFLECTION OF
OUR DEPARTMENT'S INCREASED SCRUTINY OF INVOICE INVOICES AND IMPROVED COMPLIANCE OF WH CITY POLICY. AS OF TODAY, FEBRUARY 18TH, 2025, NSD NOW HAS FOUR STAFF MEMBERS WHO ARE SUPPORTING THE
INVOICE AND CONTRACT WORK. THIS IMPROVED STAFFING SUPPORT IS CRITICAL TO OUR MISSION TO MAKE SURE VENDOR SUBMISSIONS ARE GETTING REVIEWED THOROUGHLY AND INVOICES TO INVOICES TO VENDORS ARE GETTING PAID IN A TIMELY MANNER. TO SUPPORT THE EXTRA TIME TO DO COMPREHENSIVE REVIEWS
OF SUBMISSIONS PROVIDED TO US BY VENDORS, CITY COUNCIL HAS ADDED AN ADDITIONAL STAFF MEMBER TO NSD TO COMPLIANCE WORK FOR 2025. WE HAVE IDENTIFIED A PERSON FOR THIS POSION AND WE ARE ANTICIPATING THAT THAT THEY WILL
START SUPPORTING INVOICES AND CONTRACTING WORK WITHIN NSD IN MARCH OF 2025. TO IMPROVE COMPLIANCE WITH NEW REQUIREMENTS, NSD HAS IMPLEMENTED COMPREHENSIVE VENDOR SUPPORT AND WE EXPECT THAT THESE
MEASURES WILL REDUCE OUR PROCESSING TIMES IN THE COMING MONTHS. WE HAVE BROKEN OFF THE DIFFERENT BODIES OF WORK FOR THIS QUESTION AS IT WILL PROVIDE
A BETTER PICTURE OF THE WORK THAT WE DO. ONE OF THE BODIES OF WORK THAT THATSD DOES CONTRACT WORK WITH FOR COMMUNITY TRAUMA RESPONSE INITIATIVES. THIS INITIATIVE IS DESIGNED TO SUPPORT OUR COMMUNITY MEMBERS AFFECTED BY VIOLENCE. THE
NEIGHBORHOOD SAFETY DEPARTMENT RECOGNES THAT VIOLENCE CREATES RIPPLING EFFECTS THROUGHOUT OUR COMMUNITY, ITS IMPACT EXTENDS FAR BEYOND THE IMMEDIATE INCIDENT AFFECTING FAMILIES, NEIGHBORHOODS AND ENTIRE NEIGHBORHOODS. OUR APPROACH ACKNOWLEDGES
THIS REALITY AND RESPONDS WITH A COMPREHENSIVE PLIC HEALTH-BASED STRATEGY. OUR COMMUNITY TRAUM RESPONSE CONTRACTS PROVIDES SERVICES TO OUR COMMUNITIES THAT OPERATE ON 3 CRITICAL LEVELS: PREVENTIVE MEASURES TO ADDSS
POTENTIAL VIOLENCE BEFORE IT OCCURS, RESPONSIVE INTERVENTIO AT THE FIRST SIGN OF RISK, RESTATIVE SUPPORT FOR THOSE WHO HAVE EXPERIENCED TRAUMA FROM VIOLENCE. THROUGH THE WORK DONE WITH COMMUNITY TRAUMA RESPONSE
CONTRACTS,E'VE ESTABLISHED PARTNERSHIPS WITH LOCAL ORGANIZATIONS THAT THAT HAVE PROVIDED COMMUNITY-DRIVEN SUPPORT FOR SURVIVORS. THESE P COMES FROM WITHIN THE COMMUNITY ITSELF FROM PEOPLE WHO
UNDERSTAND THE LOCAL CONTEXT AND NEEDS. THESE INITIATIVES OFFER IMMEDIATE SUPPORT SERVICES, LONG-TERM COUNSELING RESOURCES AND COMMUNITY HEALING SPACES. WE BELIEVE THAT BY ADDRESSING TRAUMA DIRECTLY WE CAN HELP BREAK THE CYCLE OF
VIOLENCE AND BUILD A MORE RESILIENT MINNEAPOLIS. THE COMNITY TRAUMA RESPONSE CONTRACTS, SHOWN HERE, START SEPTEMBER 1st, 2024, AND AND END AUGUST 31st, 2025.
YOU CAN SEE YOU BE HERE THE ORGANIZATIONS THAT WERE AWARDED. NEXT I WOULD LIKE TO PROVIDE INFORMATION ON OUR VIOLENCE PREVENTION CONTRACTS. OUR VIOLENCE PREVENTION
STRATEGY OPERATES ON MULTIPLE LELS WORKING UPSTREAM ADDRESSING ROOT CAUSES BEFORE THEY BECOME SERIOUS ISSUES EASY. WE'VE IDENTIFIED FOUR KEY STRATEGIC PRIORITIES. VIOLENCE REDUCTION THROUGH DIRECT INTERVENTION, PARTICULARLY
FOCUNG ON YOUTH AND FAMILIES AT RISK, FAMILY STRENGTHENING TO CREATE STABLE SUPPORTIVE ENVIRONMENTS WHERE CHILDREN C THRIVE, COMMUNITY RESILIENCE-BUILDING TO ADDRESS RO CAUSES SUCH AS POVERTY AND
LACK OF EDUCATIONAL OPPORTUNITIES. ENHANCED SUPPORT SERVICES TO ENSURE RESOUES ARE ACCESSIBLE TO THOSE WHO NEED THEM MOST. OUR PREVENTIVE SERVICES
ENCOMPASS EVIDENCE-BASED PROGRAMS SUCH AS FAMILY SUPRT INITIATIVES AND EARLY INTERVENTION STRATEGIES. THESE PROGRAMS AREESIGNED TO BUILD INDIVIDUAL AND COMMUNITY RESILIENCE BEFORE CHALLENGING ESCALATE INTO CRISIS. BY INVESTING IN PREVENTION NOW, WE
CAN REDUCE THE LIKELIHOOD OF SOME OF THESE NEGATIVE OUTCOMES OF VIOLENCE SUCH AS INCARCERATION,OMELESSNESS AND DROPPING OUT OF SCHOOL. ORGANIZATIONS WE'VE FUNDED FOR VIOLENCE PREVENTION SERVICES
IN OUR COMMUNITIES FELL INTO FOUR CATEGORIES. THOSE THAT WERE FUNDED, UP TO 255K, THOSE FUNDED UP TO 150K, THOSE FUNDED UP TO 75K AND THOSE FUNDED UP TO
50K. THIS MODEL OF BREAKING FUNDING INTO THESE CATEGORIES IS WHAT WAS USED BY THE HEALTH DEPARTMENT WHEN THE DEPARTMENT OF NEIGHBORHOOD SAFETYSED TO BE THE OFFICE OF VIOLENCE PREVENTION BACK WHEN IT WAS STILL PART OF THE HEALTH DEPARTMENT. IN THE FUTURE WE WILL NOT BE USING THIS METHOD OF AWARDING
CONTRACTS BASED OFF OF FUNDING CATEGORIES. INSTEAD, WE WILL BE USING A MASTER CONTRACT TO REPLACE THE FUNDING CATEGORY MODEL SO THAT WE CAN BE MORE RESPONSIVE AND FLEXIBLE IN RESPONDING TO COMMUNITY SAFETY
NEEDS. THE CURRENT VIOLENCE PREVENTION CONTRACTS YOU SEE HERE ALL END IN MAY OF 2025. BLUEPRINT-APPROVED INSTUTE REPRESENTS A STRATEGIC
INVESTMENT IN OUR COMMUNITY'S FUTURE BY FOCUSING ON CAPACITY-BUILDING FOR LOCAL ORGANIZATIONS. THIS INITIATIVE HELPS COMMUNITY-BASED ORGANIZATIONS DEVELOP THE ESSENTIAL SKILLS AND RESOURCES THAT THEY NEED TO EFFECTIVELY ADDRESS SAFETY CHALLENGES AT THE
NEIGHBORHOOD LEVEL. THE PRIMARY GOAL OF BLUEPRINT-APPROVED INSTITUTE IS TWOFOLD. PROVIDE COMPREHENSIVE TRAINING TO INDIVIDUALS AND SMALL ORGANIZATIONS DEDICATED TO VIOLENCE PREVENTION, CREATE
SUAINABLE FUNDING PATHWAYS TO SUPPORT THEIR VITAL WORK IN OUR COMMUNITIES. BY EMPOWERING THESE GREW THE ORGANIZATIONS -- GRASSROOT ORGANIZATIONS WE STRENGTHEN OUR COMMUNITYO PREVENT VIOLENCE THROUGH LOCAL TRUSTED PARTNERS
WHO UNDERSTAND THE UNIQUE CHALLENGES AND OPPORTUNITIES IN THEIR NEIGHBORHOOD BE. WE HAVE SUCCESSFULLY AWARDED CONTRACTS TO 5 ORGANIZATIONS. THESE CONTRACTS RUN THROUGH APRIL OF 2024
THROUGH MAY OF 2025. EACH OF THESE ORGANIZATIONS BRINGS UNIQUE STRENGTH AND CAPABILITIE TO OUR COMMUNITY SAFETY EFFORT. THESE STRATEGIC INVESTMENTS WIL SAFETY INITIATIVES THROUGH
COMMUNITY-BAD PARTNERSHIPS. OUR GROUP VIOLENCE INTERVENTION AND YOUTH GROUP VIOLENCE PREVENTION APPROACH REPRESENTS A COLLABORATIVE EFFORT BETWEEN MULTIPLE STAKEHOLDERS INCLUDING GVI, YGVI VENDORS,
HENNEPIN COUNTY PAROLE, NSD STAFF N AGREE SC AND LAW ENFORCEMENT TO ENGAGE WITH MINNEALIS RESIDENTS WHO HAVE BEEN INVOLVED IN IF VIOLENT CRIMES. THROUGHOUT 2024 AND CONTINUING INTO 2025, WE HAVE MAINTAINED AND STRENGTHENED THIS
VITAL WORK. THIS WORK RECEIVES CRUCIAL SUPPORT FROM MULTIPLE MEMBERS INUDING THE NATIONAL NETWORK OF SAFETY COMMUNITIES, NSC WHO PROVIDES EXTENSIVE GUIDANCE SUCH AS WEEKLY CONSULTATION MEETINGS,
SUPPORT AND PROGRAM MANAGEMENT, RECRUITMENT HIRING AND AN RFP PROCESS GUIDANCE AND SUPPORT. OUR CURRENT CONTRAC FOR GVI, YGVI ARE SET TO EXPIRE MARCH 31st. WE'RE ACTIVELY ENGAGING IN THE PROCESS OF
STARTING NEW CONTRACTS HOPEFULLY, TO BEGIN APRIL 1st. THIS TIMING IS CRUCIAL TO ENSURE UNINTERRUPTE SERVICE-DELIVERY TO OUROMMUNITY WE HAVE 6 KEY ORGANIZATIONS PROVIDING VITAL
SERVICES TO OUR COMMUNITY THROUGH MULTIYEAR CONTRACTS EXT ALL OF THESE END MAY 31st 2025. THESE CONTRACTS DEMONSTRATE
OUR SUBSTANAL COMMITMENT TO COMMUNITY SAFETY. THE CURE VIOLENCE MODEL IS A GROUNDBREAKING APPROACH TO VIOLENCE PREVENTION THAT OUR DEPARTMENT HAS INCORPORATED INTO OUR MINNEAPOLIS STRATEGIC OUTREACH INITIATIVE. THE CARE
VIOLENCE MODEL APPROACHES VIOLENCE THROUGH A PUBLIC HEALTH LENS TREATING IT AS AN INFEIOUS DISEASE THAT THREADS THROUGH COMMUNITY INACTIONS. IT HAS TRANSFORMED HOW WE UNDERSTAND AND ADDRESS VIOLENCE
IN URBAN SETTINGS. THIS MODEL OPERATES ON THREE KEY PRINCIPLES. FIRST, IT IDENTIFIES AND WORKS WITH AT-RISK INDIVIDUALS WHO MAY BE TRANSMITTERS OF VIOLENCE BEHAVIORS. SECOND, IT
EMPHASIZES EARLY INTERVENTIONS TO PREVENTING VIOLENCE INCIDENTS BEFORE THEY OCCUR AND THIRD IT FOCUSEDS ON STOPPING THE FURTHER THREAT OF VIOLENCE WITHIN COMMUNITIES. WHAT MAK THIS MODEL PARTICULARLY RELEVANT TO OUR WORK IS IT IS A
RELAONSHIP-BASED APPROACH. UNLIKE TRADITIONAL EMERGENCY RESPONSE SYSTS, OUR COMMUNITY VIOLENCE INTERRUPTERS OPERATE THROUGH ESTABLISHED RELATIONSHIPS AND TRUST NETWORKS. THEIR EFFECTIVENESS COMES FROM THEIR DEEP CONNECTIONS WITHIN THE COMMUNITY
AND THEIR ABILITY TO IDENTIFY AND RESPOND TO POTENTIAL VIOLENCE BASED ON VARIOUS INFORMATION SOURCES THAT THAT THEY'VE CULTIVATED. SINCE ITS INITIAL PILOT IN CHICAGO IN 2008, THIS MODEL HAS DEMONSTRATED SIGNIFICANT SUCCE
ACROSS THE UNITED STATES AND INTERNATIONALL IT HAS PROVEN ADAPTABLE TO VARIOUS FOR FAMILIES VIOLENCE FROM GANG-RELATED INCIDENTS TO DOMESTIC VIOLENCE AND SCHOOL SAFETY CONCERNS. WE HAVE ESTABSHED
SIGNIFICANT PARTNERSHIPS WITH 5 KEY ORGANIZATIONS TO CONDUCT STRATEGIC OUTREACH INITIATIVES. THESE CONTRACTS STARTED MAY 15TH OF 2021 AND-END MARCH 31st,
2025. THESE LONTERM CONTRACTS DEMONSTRATE OUR COMMITMENT TO SUSTAINABLE COMMUNITY SAFETY SOLUTIS THROUGH ESTABLISHED COMMUNITY PARTNERS. EACH ORGANIZATI BRINGS UNIQUE EXPERTISE AND DEEP UNDERSTANDING AND CREDIBLE COMMUNITY
CONNECTIONS TO OUR COMPREHENSIVE SAFETY STRATEGY. NSD IS AWARDED SEVERAL OTHER CONTRACTS AS WELL TT DID NOT FIT INTO THE CATEGORIES ABOVE. THE LENGTH OF THESE CONTRACTS VARIES BASED ON THE
CONTRACT EXECUTION DATE BUT ALL EN ON DECEMBER 31st, 2025. WOULD NEXT LIKE TO SHARE SOME IMPORTANT DEMOGRAPHIC INFOATION ABOUT OUR VENDOR
PARTNERSHIPS FOR 2024. FOR PROCUREMENT POLICY, NSD IS NOT PERMITTED TO SELECTNFORMATION ON CERTAIN CLARIFICATIONS SUCH AS RACE OR GENDER AND THEY DO NOT COLLECT DATA ON STATISTICS
OF OUR VENDORS HO HOWEVER, THE CITY DOES ALLOW VENDORS TO PROVIDE THIS INFORMATION TO PROCUREMENT VOLUNTARILY. IN 2024, NSD MAINTAINED 60 UNIQUE CONTRACTS OF THESE 15 ORGANIZATIONS VOLUNTARILY
PROVIDED DEMOGRAPHIC INFORMATION BASED OFF THE OWNERSHIP STRUCTURE WHILE THIS REPRESENTS ONLY A PORTION OF OUR TOTAL VENDORS THE DATA COLLECTED VOLUNTARILY OFFERS VALUABLE INSIGHTS TO THOSE ORGANIZATIONS. 87% OF
BIPOC-OWNED BUSINESSES, 33% ARE WOMEN-OWNED BUSINESSES AND 7% ARE VETERAN-OWNED BUSINESSES. IT IS IMPORTANTO NOTE THAT SOME OF OUR CONTRACT OWNERS
QUALIFY UNDER MULTIPLE UNDER REPRESENTATION IN OUR VENDOR PARTNERSHIP. WLE THIS DATA REPRESENTS ONLY THOSE VENDORS WHO VOLUNTEER THEIR INFORMATION IT DOES ENSURE OUR COMMITMENT TO PARTNER WITH
OUR PARTNERS IN THE COMMUNITY THAT CONCLUDES MY PRESENTATION. I'M HAPPY TO STA >> THANK YOU, DEPUTY -- ASSOCIATE DEPUTY. I DO HAVE A
FEW FOLKS IN QUEUE. FIRST IS COUNCIL MEMBER VETAW. >> THANK YOU, CHAIR WONSLEY AND THANK YOU SO MUCH, DEPUTY DIRECTOR LAKES. I APPRECIATE THIS PRESENTATION BECAUSE YOU CAME BEFORE US A COUPLE WEEKS AGO WITH THE PRESENTATION AND I WAS, LIKE, WHERE ARE THE ANSWERS
TO THESE QUESTIONS? I WAS CLEAY CONFUSED ABOUT THE ACTION THAT WAS BEFORE ME BECAUSTHIS ANSWERED A LOT OF QUESTIONS THAT I HAD SO THANK YOU SO MUCH FOR THIS PRESENTATION. I DO HAVE A COUPLE MORE QUESTIONS. ONE IS ABOUT THE
TIMELINE YOU GIVE GRANTEES FOR INVOICE RETURN? WHAT IS THE TIMELINE WHEN SOMEONE IS THE VENDOR AND YOU ALL TALK TO THEM ABOUT THE CONTRACT AND THE PROCESS? WHAT'S TH TIMELINE THAT YOU GIVE THEM FOR -- WHAT'S
THE EXPECTATION AND TIMELINE FOR RECEIVING PAYMENT? >> GOOD QUESTION, THANK YOU. CHAIR WONSLEY AND COUNCIL MEMBER VETAW. THE -- WE ARE REQUIRED TO PAY VENDORS 35 DAYS AFTER THEY SUBMIT THE INVOICES. SO THAT 35
DAYS IS WHAT WE'RE EXPECTED TO DO. IF WE NEED TO RETURN AN INVOICE TO THEM TO MAKE CORRECTIONS, THAT 35 DAYS STARTS OVER AGAIN. SO THEN WE HAVE TO WAIT 35 MORE DAYS WHICH IS WHY THAT HAS VENDOR SUPPORT IS SUCH A KEY COMPONENT OF BEING
SUCCESSFUL SO THAT WE CAN HAVE THOSE TIMELY PAYMENTS HAPPENING AND SO WDON'T HAVE AS MUCH BACK AND FORTH COMMUNICATION BETWEEN THE VENDOR. THEY KNOW WHAT TO DO THEY'RE FILLING OUT THOSE INVOICES CORRECTLY SO WE DON'T HAVE THAT 35-DAY TIME MARK ARTING OVER AGAIN. >> SO ARE VENDORS -- IS IT
COMMUNICATED TO VENDORS THAT THE CLOCK STARTS OVER -- LIKE IF I PUT MY INVOICE IN ON THE FINAL DAY AND SOMETHING GETS RETURNED, THEN I HAVE A NEW 35-DAY WINDOW FOR THE INVOICE TO MAYBE BE PAID OUT? IS THAT COMMUNICATED TO
PEOPLE IN ADVANCE? >> CHAIR WONSLEY, COUNCIL MEMBER VETAW. IT IS COMMUNICATED IN ADVANCE. I CAN LET PROCUREMENT SPEAK MORE TTHEIR COMMUNICATION ON A WIDE CITY LEVEL.
>> THANK YOU. >> CHAIR WONSLEY, COUNCIL MEMBER VETAW. SO ALL OUR DEPARTMENTS -- ALL OUR VENDORS ON A REGULAR BASIS -- IT'S 35
DAYS. HOWEVER, ALL OUR SMALL BUSINESSES THAT ARE PART OF THE TARGET MARKET PROGRAM -- THEY HAVE A 10-DAY -- YOU KNOW, TURN-AROUND PERIOD SO TARGET MARKET PROGRAM VENDORS AND ALL THE NONPROFIT ORGANIZATIONS WHICH MOST OF NEIGHBORHOOD
SAFETY VENDORS ARE FALLING UNDER, THEY HAVE A 10-DAY TURN-AROUND PERIOD. IF EVERYTHING IS SUBMITTED AND IT'S ALL GOOD TO GO THEN IT'S, YOU KNOW, JUST A MATTER OF DEPARTMENT -- TAKING THAT TIME TO GO THROUGH THOSE INVOICES AND
IT'LL GET PAID AS SOON AS IT'S APPROVED. >> OKAY, OKAY. OKAY. I THANK YOU FOR THAT. I THINK I REALLY APPRECIATE THIS ANSWER BECAUSE I THINK WHAT I'VE HEARD THE MOST ABT PEOPLE WHO ARE REALLY NOYED BY THE PROCESS AND NOT
FEELING THEY RECEIVE PAYMENT ON TIME IS THAT THEY ARE SMALL VENDORS. THEY DON'T HAVE MONEY IN THE BANK TO SUSTAIN PAYROLL OVER -- I MEAN, 35 DAYS COULD GO OVER TO, LIKE, 3 TO 4 PAY PERIODS FOR SOME OF THESE
GROUPS; RIGHT? AND SOF YOU DON'T IF YOU DON'T HAVE THE MONEY AND THIS IS HAPPENING, THEN I THINK PEOPLE JUST GET REALLY FRUSTRATED WITH THE PROCESS AS A WHOLE SO I'M ALWAYS LOOKING FOR WAYS FORS TO COMMUNICATE BETTER BUT ALSO TO LOOK AT HOW WE BETTER SUPPORT
THESE VENDORS KNOWING THAT THEY MAY NOT HAVE T FINANCIAL FOUNDATION IN PLACE TO HOLD OVER FOR 30 T45 DAYS ESPECIALLY IF THAT CYCLE CONTINUES AGAIN, WHICH LEADS TO MY NEXT QUESTION: DO WE HAVE ANY ADVANCED PAYMENTS
THAT WE GIVE TO ANY OF THESE GROUPS? >> WE DO NO WE HAD NOT. >> OKAY. ALL RIGHT. SO NO GROUPS GET ADVANCED PAYMENTS SO THEY DON HAVE AN OPPORTUNITY TO MAYBE HAVE SOME MONEY IN THE BANK TO HOLD OVER. THEY'RE REALLY JUST KIND OF STARTING FROM THAT FIRST INVOICE PERIOD.
>> THAT IS CORRECT. >> THANK YOU. AGAIN, I WANT TO THANK YOU, DEPUTY DIRECTOR, FOR THIS PRESENTATION. I'M SURE AFTER PROCESSING, I'LL HAVE A LOT MORE AND I'LL HAVE SOMEONE FROM MY OFFICE TO SET UP A MEETING. I THINK IT'S REALLY
GOOD INFORMATION AND THANK YOU, CHAIR WONSLEY, FOR THIS LEGISLATIVE DIRECTIVE. IT DOES ANSWER A LOT OF QUESTIONS THAT PEOPLE HAVE ASK OVER THE PAST FEW YEARS. >> NO PROBLEM. THANK YOU. AND THEN I AM NEXT. I DO HAVE A
COUPLE QUESTIONS IN QUEUE. SO STARTING WITH SLIDE 3. SO JUST FOR CLARITY, I HAVE BEEN TRYING TO FIND OF THE LEGAL SETTLEMENT FROM THE COPPELLA LAWSUIT FOR A WHILE NOW. AND
JUST CLARITY, ARE THESE PROVISIONS THAT HAVE BEEN ESTABLISHED TIED TO THE PROVISIONS THAT WERE ALSO MANDATED IN THAT LEGAL SETTLEMENT FROM THAT LAWSUIT? >> CHAIR WONSLEY, THAT'S CORRECT. THERE ARE. >> OKAY. >> THEY ARE INCLUDED, YES.
>> SO THIS LARGELY CAME FROM THE LEGAL SETTLEMENT, NOT NECESSARILY FROM STAFF -- LIKE PROACTIVELY -- I JUST WANT TO MAKE SURE THE TIMELINE OF THINGS WITHIN THE LEGAL SETTLEMENT AND ALSO WHICH KIND OF CAME BEFORE
AND -- KIND OF THE CHICKEN AND THE EGG SITUATION, YEAH. >> CHAIR WONSLEY, GOOD QUESTION. THE ANSWER IS A LITTLE BIT BOTH, CHICKEN AND EGG IS CORRECT. IT IS MANDATED, LEGALLY, FROM THE LAWSUIT AND ALSO OUR COMPLIANCE
STAFFHO STARTED IN -- AFTER THE LAWSUIT A ALSO VERY AMBITIOUSES, SO THE GOOD GOVERNANCE THAT WE ARE STRIVING TOWARDS IN NSD IS LEGALLY REQUIRED AND INTERNALLY MOTIVATED. >> AND JUST CLARITY, TOO, MAYBE
CAO -- IS THERE A WAY FOR US TO RECEIVE A COPY OF THE LEGAL SETTLEMENT NOW THAT IT'S SETTLED JUST TO GET A SENSE OF WHICH OF PROVISIONS 'CAUSE I KNOW THERE WERE VERY SPECIFIC THING AT LEAST IN THAT CLOSED HE SESSION LOOKS VERY FAMILIAR WITH WHAT'S
MANDATED HERE BUT I DON'T RECALL US, LIKE, RECEIVING A SPECIFIC COPY OF THAT. IS THERE A WAY TO GET THAT? >> SURE, COMMITTEE CHAIR WONSLEY, I WILL EMAIL IT TO YOU. >> AWESOME, AND IF YOU COULD CHAIR WITH THE FULL COMMITTEE, THAT WAY EVERYONE C HAVE IT. THANK YOU SO MUCH.
THAT SAID TOO, I DID SEE THE PIECE -- OR WHAT COMPONENT HERE INCLUDES THE AUDITING 'CAUSE ONE THING THAT I DO RECALL FROM THE LAWSUIT, TOO, IS IT DOES REQUIRE REPEATED OR MORE FREQUENT AUDITING SO WHERE DOES AT COMPONENT FIT UNDER THESE
SPECIFIC BRACKETS. CHAIR WONSLEY, THE SPECIFIC AUDITING IS BEING DONE BY A DIFFERENT DEPARTMENT. I DON'T KNOW SPECIFICALLY BUT WE HAVE STARTED THOSE CONVERSATIONS. WE ARE IN THE BEGINNING STAGES OF GETTING AUDITED RIGHT NOW BY THE CITY. AND THEN I WOULD HAVE TO
GET BACK TO YOU WITH MORE DETAILS ON THE INTERNAL AUDITING. >> YES, IF WE CAN NOTEHAT FOR A STAFF MOST OF THEM. I KNOW I'VE WATCHED THE AUDIT COMMITTEE MEETINGS F A WHILE NOW AND I THINK NSD ALWAYS HAS AN ASTERISKS OF WE'RE GETTING TO IT INERMS OF THEIR WORK PLAN SO
JUST GETTING A SENSE OF WHERE'S THE DEPARTMENT AT IN TERMS OF WORKING WITH THE AUDITOR'S OFFICE IN ADVANCING WTEVER WORK PLAN YOU ALL CREATE TO ESSENCE HAVE A THE AUDIT OF THE OFFICE SO THAT WOULD BE A GOOD FOLLOW-UP QUESTION TO NOTE FOR OUR STAFF.
AND THEN I ALSO WANT TO MAKE SURE -- I KNOW THIS LD FOCUSED ON THE CONTRACT THAT GOES THROUGH THE COMPETITIVE AND RFP PROCESS. ARE THESE PROVISIONSLSO IN PLACE FOR THOSE THAT DO NOT GO THROUGH THAT PROCESS. SO I'M THINKING
OF 175,000 AND UNDERSTAND, HOW DO WE MAKE SURE THERE'S ROBUST OVERSIGHT AND BASICALLY ACCOUNTABILITY FOR THOSE BIDS THAT MEET THAT FINANCIAL CRITERIA? >> CHAIR WONSLEY, THAT'S AN EXCELLENT QUESTION. I CAN GET
BACK TO THAT IN A MOST OF THEM. >> OKAY. >> SO I'LL NOTE THAT, TOO, FOR THE MOST OF THEM. AND TN I DID WANT TO ALSO ON SLIDE 5 'CAUSE THIS ALSO GETS IN SOME OF THE QUESTNS IN TERMS OF THE
BEST PRACTICES THAT WE'VE HEARD FROM THE NATIONAL PROVIDERS WHO WERE HERE OR ORGANIZATIONS AND ALSO WHAT PROMPTED THIS LEGISLATIVE DIRECTIVE. SO I KNOW I ALSO HAVE HEARD FROM SOME OF OUR PTNERS IN TERMS OF -- NOT EVEN WITH OUR CITY ATTORNEYS AND PUBLIC HEALTH
AND SAFETY COMMITTEE, WAS THE LAWSUIT ALSO THE REASON WHY WE PHASED OUT THE CLIENT REIMBURSEMENT PROCESS -- AH, JUST STARTING THERE 'CAUSE I KNOW THERE'S OTHER GOVERNMENT AGENCIES THAT DO STILL HAVE THAT IN PLACE 'CAUSE THEY SEE ITS A
WAY TO SUPPORT THE ADMINISTRATION OF THESE PROGRAMS IN TERMS O -- I KNOW IN THE PAST SOME HAVE BEEN -- FOR INSTANCE, SOMEONE IS -- IN NEED OF A HOTEL -- OF A HOTEL BECAUSE THEY MIGHT BE AARGET FOR GUN
VIOLENCE AND SOME OF OUR PARTNERS HAVE HAD THE ABILITY THROUGH THAT PROVISION TO DO DO OR PROVIDE THAT HOTEL SUPPORT BUT FROM MY UNDERSTANDING WITHOUT THAT PROVISION, THAT'S NO LONGER THERE SO I JUST WANTED TO GET A SENSE WAS THAT ALSO A
PROVISN THAT WE HAD TO REMOVE BECAUSE OF THAT THAT LEGAL SETTLEMENT? >> CHAIR WONSLEY, I DON'T KNOW IF PROCUREMENT KNOWS THE ANSWER TO THAT QUESTION BECAUSE IT SOUNDS SPECIFIC TO THE LAWSUIT. I CAN HAVE THEM ADDRESS IT ON A CITYWIDE BASIS BUT SPECIFIC TO
THE LAWSUIT, I WOULDAVE TO GET BACK TO YOU ON THAT ONE. >> I'M JUST MORE INTERESTED IN TERMS OF RACIST IN THE PUBLIC HEALTH HE AND SAFETY COMMITTEE LASTEAR WHY DID THE DEPARTMENT DECIDE TO PHASE OUT THE CLIENT REIMBURSEMENT COMPONENTS OF THE
CONTRACTS THAT USED TO BE THERE TO SUPPORT PROVIDERS AND I DO RECALL THE FORMER DIRECTOR MENTIONI THAT WAS THE ADVICE OF THE CITY ATTORNEYS. YEAH. >> HI, CHAIR WONSLEY, COUNCIL MEMBERS. I THINK WHAT YOU'RE REFERRING IS THE PUBLIC PURPOSE
DOCTRINE IS THAT WHAT YOU'RE REFERRING TO? >> MAYBE IT'S CONNECTED -- THERE WAS A SPECIFIC CLAUSE AROUND CLIENT SERVICE REIMBURSEMENTS, THOUGH BECAUSE I KNOW THIS ALSO EXISTS AT THE COUNTY AND APPARENTLY IT ALSO WAS A PROVISION THAT WE HAD HERE. SO IT COULD BE TIED TO THAT BUT
FROM MY UNDERSTANDING, WHE FORMER DIRECTOR NELSON BROWN REFERENCED IT, SHE MENTIONED THE CITY ATTORNEYS ADVICE TO PHASE THAT OUT THAT'S WHY'M ASKING FOR CLARIFICATION. >> CHAIR WONSLEY, IF WE COULD RESPOND TO THAT IN A MOST OF THEM, THEN WE CAN MAKE SURE WE'RE SPECIFICALLY TALKING ABOUT
THE -- (TALKING SIMULTANEOUSLY.) >> OH, OKAY. >> I MIGHT BE ABLE TO HEP WITH THIS QUESTION. GOOD MORNING, CHAIR WONSLEY, TOM BARNETT COMMISSION OFOMMUNITY SAFETY. I THINK WHAT YOU ARE REFERRING TO IS PUBLIC PURPOSE -- THERE ARE TWO THINGS
HE THAT IT WERE GOING ON. ONE IS THAT IS THAT THERE WAS FUNDING THAT WAS AVAILABL THAT WAS VERY LIBERAL WITH WHAT YOU COULD USE IT FOR. WHEN THAT
FUNDING WENT AWAY,THE FUNDING THE DEPARTMENT OF NEIGHBORHOOD SAFETY WAS USING THEN WAS MORE COMING OUT OF THE CITY FUNDING WHICH GOT US TO MORE OF TH PUBLIC PURPOSE HAD HAD AS YOU KNOW THE COUNTY IS
MORE -- IS SORT OF THAT SOCIAL SERVICES PROVIDER AND WE'RE NOT. SO WHEN IT COMES TO PUBLIC RPOSE, I THINK WHAT DIRECTOR NELSON BROWN WAS REFERRING TO AND I THINK I REMEMBERED THIS CONVERSATION IS AROUND -- WHAT CAN YOU USE THAT MONEY FOR? SO
WHEN THE FUNDS WENT AWAY FROM THE FEDERAL GOVNMENT AND YOU LOOK AT PUBLIC PURPOSE, WE CAN USE THOSE FUNDS, CITY FUNDS, WHEN WHEN THERE'S AN EMERGENCY. SO TO YOUR POINT AUT --
THERE WAS A SHOOTING AND WE WANT TO RELOCATE SOMEONE -- TO PUT THEM IN A SAFE PLACE, THAT WAS CONSIDERED AN EMERGENCY. WHEN YOU LOOK AT CLIENT SERVICES IN, LIKE -- HEY, THIS
PERSON HAS BEEN WITH ME FOR 6 MONTHS, WE WANT TO ACCELATE THEIR BIRTHDAY OR WE WANT TO CELEBRATE THAT THEY GOT A NEW JOB, WE CAN'T DO THAT. WE CAN'T PAY FOR THAT 'CAUSE IT'S NOT PUBLIC PURPOSE. ERIC NELSO DID A MUCH BETTER JOB OF EXPLAINING
THIS AT ONE POINT BUT YOU CAN'T -- UNDER THE CITY'S POLICIES AND THINGS, YOU CAN'T USE THE FUNDS FORNDIVIDUAL BUT YOU CAN USE THE FUNDS FOR PUBLIC PURPOSE AND MAYBE OUR CITY ATTORNEY HERE, MR. ABLESON CAN
EXPLAIN IT BETTER BUT THE TWO THINGS THAT WERE GOING ON WITH LOSS OF THE FEDERAL FUNDING AND THEN REALLY ERM DEMANDING WHA WE CAN USE THOSE CITY DOLLARS FOR SO HOPEFULLYTHAT IT EXPLAINS SOME OF WHAT WAS GOING
ON. ALL OF IT WAS HAPPENING AT THE SAME TIME WHEN DIRECTOR NELSON BROWN SAID SHE HAD TO CONFER WITH THE CITY ATTORNEY -- THE OTHER THING THAT I WILL ADD IS -- WHAT WE STARTED TO DO AND IT WAS MENTIONED AT ANOTHER
COMMITTEE IS THAT INTERNALLY -- FROM THE VIV THE CITY ATTORNEY, THERE'A GROUP THAT'S GOTTEN TOGETHER TO REALLY WORK OUT WHAT IS PUBLIC PURPOSE FOR NSD AND HOW THAT MONEY CAN BE USED SO
THAT WE CAN HAVE A CLEAR GUIDANCEOR OUR VENDORS AND PROVIDERS BECAUSE THAT HASN'T BEEN PROVIDED. >> UH-HUH. >> I THINK THERE'S SOME CONFUSION ON BOTH SIDES AND SO WE'RE WORKING TO DO THAT. I DON'T KNOW THE TIMELINE
BUT I KNOW THEY'RE WORKING ON T >> IT WOULD BE GOOD TO GET A FOLLOW-UP ON THE TIMELINE ONLY BECAUS MOST OF THE SERVICES THAT, I THINK, MANY OF OUR VENDORS DO PROVIDE, ESPECIALLY IF YOU'RE TALKING ABOUT GVI AND YGVI WHICH IS WHAT WE'RE GOING TO BE NSIDERING, IT IS THE
PIECE AROUND HAVING TO RELOCATE, MAYBE A VICTIM WHO IS NOT SAFE AND GETTING CLARITY OF -- IS THAT I STILL ALLOWABLE OR NOT BASED OFF OF -- YEAH. >> I THINK -- I THINK WE KNOW SOME OF THOSE CLEAR EMERGENCIES. >> -HUH.
>> BUT I THINK WHAT HAPPE IS WHAT CAN WE PAY FOR ONGOING? >> VERSUS HAVING TO REFER SOMEON TO OUR SERVICE. >> UH-HUH. >> SO YOU KNOW, YOU CAN PUT
SOMEONE UP IN A HOTEL FOR THEIR SAFETY BUT REALLY AT WHAT POINT >> UH-HUH. >> IF THAT MAKES SENSE. I'M JUST TRYING TO -- >> UH-HUH. >> THERE'S SOME GRAY AREA THAT WE JUST WANT TO GET SOME CLARITY ON. >> UH-HUH. >> THE EMERGENCIES ARE CLEAR. I THINK WE HA SOME CLEAR
GUIDANCE ON THE EMERGENCY PIECE. >> OKAY, THAIS FAIR. >> I'LL TRY TO GET A TIMELINE FOR -- WHEN THIS GROUP IS MEETING AGAIN AND WHEN THAT CAN BE PROVIDED. >> THAT WOULD BE HELPFUL. AND I
THINK THAT ALSO GOES WITH SLIDE 12 TO A CERTAIN EXTENT. I'M THINKING OF SOME OF THE PROVIDERS -- I'M SORRY. THAT'S WHAT I'M LOOKING AT -- WHERE ARE THE ONES -- SORRY, SLIDE E --
WHERE ARE THE TECHNICAL ASSISTANCE -- OH, SLIDE 6. I'M THINKING OF SOME OF THE NATIONAL PROVIDERS AND THINKING THROUGH WAYS IN WHICH THAT COULD HELP -- AND I DIDN'T SEE THEM LIST IT LIKE NORTH POINT, FOR INSTANCE, AND ALSO NEXT STEPS IS NOT
LISTED IN THE CONTRACTS PIECE BUT KNOWING NORTH POINT FOR MY UNDERSTANDING WAS AT THE POINT IN THE CONTRACT FOR THE CITY TO PROVIDE SOME OF THOSE REFERRAL-BASED SERVICES OF AND GETTING THE SENSE OF WHY THAT WASN'T REFLECTED HERE BECAUSE I THINK THAT IS, LIKE, GETTING
INTO THAT -- HOW DO WE HANDLE THOSE REFERRAL-BASED OR PARTNERS AT THE TABLE WHERE YOU'RE ABLE TO SAY, OKAY, YOU CAN PASSHAT ON. BUT, YES, I WANTED TO GET CLARITY ON WHY, YES, BOTH ACTUALLY NEXT STEP -- NORTH
POINT SOME OF THOSE PROVIDERS WEREN'T HERE 'CAUSE IT SEEMS LIKE IT WOULD HAVE FIT -- FIT IN THE TIMELINE OF THIS LD. >> I'LL LET DEPUTY DIRECTOR LAKES ADDRESS THAT. >> YEP. >> CHAIR WONSLEY, THANK YOU FOR THAT QUESTION.
I DIDN'T MENTION NORTH POINT HERE BECAUSE I WAS ONLY LOOKING AT ANSWERING OUR QUESTIONS ABOUT PROCUREMENT. THEY DON'T RELATE TO PROCUREMENT. THEY'RE MORE OF A REFERRAL PROVIDER. >> IS AND MAYBE I'M THINKING CONTRACTS -- 'CAE WE HAD A CONTRACT WITH THEM AND THEY DID
PROVIDE -- I DON'T KNOW, WHAT, ROLE IN TERMS OF I SAW THEM ALSO AS A SOCIAL DISTANCE. SO SEEMED KIND OF LIKE JOHN JUDGMENT OF AND MOST PEOPLE AREN'T AWARE OF THAT WE DID HAVE NORTH POINT AT THE TAB AT ONE POINT TO PROVIDE CRITICAL SERVICES SO I
JUST WANTED TO GET A SENSE OF, AGAIN, WHY THEY WEREN'T REFLECTED. NOT JUST -- AND ALSO WE HAD A CONTRACT WITH THEM OR -- >> CHAIR WONSLEY, I DON'T KNOW IF WE HAD A CONTRACT WITH NORTH POINT. LET ME FOLLOW UP A DO A CHECK ON THAT. >> IF WE EVER HAVE A CONTRACT
WITH NORTH POINT -- OH, COUNCIL MEMBER VETAW? >> CHAIR WONSLEY, WE DID HAVE A CONTRACT WITH NORTH POINT BUT I ALSO THINK IT WAS BEFORE SOME OF THE FOLKSPOINT BUT I ALSO THINK IT WAS BEFORE SOME OF THE FOLKS WHO ARE INDEPENDENT CONTRACTORS NOW THAT ARE, LIKE, FUNDED FOR THESE SERVICES UNDER
THEIR OWN BUSINESSES, MAYBE WERE DOING THE WORK UNDER NORTHPOINT AT THAT TIME BECAUSE I PERSONALLY WORKED WITH WEST BARRY AND FEROAM AT ONE POINT BUT NOW WE HAVE WEST BARRY AND FEROAM HAS HIS CONSULTING ALSO, LIKE, OUTSIDE OF NORTHPOINT.
>> GOTCHA. >> DID THAT MAKE SENSE. >> NO, THAT DOES. I STILL WANT TO GET A SENSE OF TIMELINE WHEN DID THAT PHASE OUT AND DID IT STILL GOES WITH THE SCOPE OF LD IF THAT COULD GO FOR A FOLLOW-UP AND ALSO FORHE FIRST SLIDE --
OH, SORRY, SLIDE 12, 'CAUSE I SAW THE ASTERISKS OF IT DOES NOT INCLUDE CONTRTS FOR TECHNICAL ASSISTANCE PROVIDERS AND I WANTED TO UNDERSTAND WHY 'CAUSE I DIDANT TO GET A SENSE OF WHAT IS THE AVERAGE CONTRACT TERM FOR SOME OF THESE PROVIDERS
ESPECIALLY THINKING OF JOHN JUDGMENT OF HAD BEEN A LONG-TERM CONTRACT -- J HAD BEEN A LONG-TERM CONTRACT ANDJ HAD BEEN A LONG-TERM CONTRACT -- J HAD BEEN A LONG-TERM CONTRACT AND AND CONTRACTORS WHO HAS SHARED FACING STRUGGLES GETTING
INVOICESAID ON TIME. SO I JUST WANTED TO GET A SENSE OF WHY THEY WEREN'T REFLECTED ALSO SAME WITH NEXT STEPS, TOO, MAKING SURE OUR PROGRAMS, FOR INSTANCE, WERE BEING REFLECTED THERE SO I JUST WANTED TO GET A SENSE TOO, OF WHY THEY WEREN'T REFLECTED IN THIS.
>> CHAIR WONSLEY, ABSOTELY. I CAN FOLLOW UP ON THAT. >> AND THEIR AVERAGE CONTRACT TERM AS WELL. >> ABSOLUTELY. >> THANK YOU SO MUCH FOR THAT. AND THEN ALSO THAT GOES TO SLIDE 24 FOR THE BLUEPRINTS. I KNOW IT CAME TOP OF MIND FOR ME
BECAUS IT CAME FROM COMMITTEE BUT THE AMY MOSIER CONSULTING CONTRACT. WHAT WAS THE REASON FOR AT NOT BEING REFLECTED HERE -- LIKE -- 'CAUSE IT SEEMED TO ALSO FIT WITHIN THE CONTRACT TERMS?
>> CHAIR WONSLEY, COUNCIL MEMBERS, AMY MOSIER CONTRACT IS ING TREATED AS A TECHNICAL ASSISTANCE PROVIDER SO THAT'S WHY IT'S NOT BEING REFLECTED IN THE PRESENTATION. >> OKAY. SO I THINK I WILL TREAT THAT ALSO UNDER UNA FOLLOW-UP FOR KIND OF THE JOHN J NORTHPOINT OF GETTING A SENSE OF
WHAT WAS THE DATION OF THEIR CONTRACTS SINCE IT DOES FIT WITHIN THAT TIMELINE. AND THEN ALSO FOR SLIDE 27, DIVING MORE INTO, AGAIN, SINCE WE DO TAL ABOUT -- OR YOU MENTIONED SOME OF THE TECHNICAL ASSISTANCE PROVIDERS, LIKE, CURE VIOLENCE AND THE SUPPORT THAT
THEY DO PROVIDE, I JUST WANTED TO GET -- ARE WE STILL LOOKING TO PURSUE LIKE THE SITE SELECTION PROCESS WITH THEM? >> CHAIR WONSLEY, YES, WE'RE STILL IN THE EVALUATION PROCESS FOR TECHNICAL ASSISTAE PROVIDER AND THIS TECHNICAL ASSISTANCE PROVIDER WILL NEED TO
BE ABLE TO MAKE THE CITY OF MINNEAPOLIS A CARE VIOLENCE SITE AND ONCE WE HAVE THE EVALUATIONS AND SELECT THE TOP VENDOR AND CURE EVALUATIONS WE'LL BE IN FRONT OF YOU WITH THAT VENDOR. >> OKAY, AND THEN FOLLOW-UP ON THAT INFORMATION, TOO, PROBABLY
FOR A STAFF MOST OF THEM. WHAT ASKED CLARITY WHAT THE COST WOULD BE FOR A SITE SELECTION PROCESS. FROM MY UNDERSTANDING WHEN THE CITY ACTUALLY PURSUED THIS A COUPLE YEARS AGO, WE WERE TOLD, AT LEAST FOR CURE VIOLENCE, IT WOULD BE ABOUT
$750,000 PER SITE THAT WE HAD SO IT WOULD BE GOO CLARITY TO KNOW WHAT WOULD BE THE COST OF THAT 'CAUSE WHEN I INITIALLY HEARD THAT, I WAS LE OH, THAT MEANS THEY'LL JUST CERTIFY US BUT IT MEANS THEY WOULD ACTUALLY LIKE TO DO CERTIFICATION PER, LET'S
SAY,HE GVI RIGHT HERE ON AS -- SORRY, MINNEAPOLIS FOR THESE RIGHT HERE IT WOULD BE PER 750,000 FOR EACH ONE OF THESE. AT LEAST AT THE TIME WE INITIALLY PURSUED CONVERSATIONS AROUND SITE SELECTION SO I JUST WANTED TO GET CLARITY ON THAT.
>> YES, SO IDEALLY WHEN WE'RE I APPRECIATE GOING IN NTRACTS, WE WANT TO STICK TO MILESTONES WITH THESE CONTRACTS SO IT GIVES THE CITY A BETTER INVESTMENT AND SO THAT IS THE DIRECTION THAT WE INTEND TO GO. UNDERSTANDING
WHAT THEIR PRICE AND PER SITE AND THEN WE GO. >> ONCE WE INI OH, IT SOUNDS LIKE A FLAT FEE. THAT'S PARTF SOMETHING THAT'S EXTENDED TO ALL CITIES IT SOUNDS LIKE BUT ONLY LEARNED IN CONVERSATION WITH SOME OF THE OTHER CITIES WHO HAVE LOOKED AT THIS PROCESS AND KNOWING THAT WE
DIDHAT THERE WAS A PER-SITE AND IT WAS PRETTY SUBSTANTIAL FOR $750,000 PER SITE AND RECOGNIZING THE BUDGET SIDE OF NSD THAT WOULD BE KIND OF SUBSTANTIAL SO, YEAH, ANY FOLLOW-UP ON THAT WOULD BE GRT. I THINK THOSE ARE ALL THE QUESTIONS THAT I HAVE FOR -- AND
WE HE A FEW OF THEM REFLECTED FOR A STAFF MOST OF THEM AND THEN I SEE VICE-CHAIR PALMISANO IN QUEUE. >> THANK YOU, MADAM CHAIR, THANK YOU MISS LAKES AND COMMISSIONER BARNETT AND MISS FERNANDEZ. THIS IS NOT REAL EXCITING
STUFF BUT IT SURE HAS BEEN AN UPROAR LATELY. FROM YOUR PREVIOUS PRESENTATION LAST CYCLE AND NOW THIS ONE, IT'S NOT ABOUT BEING EXCITING BUT ON A SOLID TRACKING WITH COMPLIANCE OF WITH A LOT OF RIGOR AROUND TNGS
WHICH ARE HARD TO MEASURE AND THESE WERE HARD TO INITIALLY GET UP AND RUNNING ABOUT 5 YEARS AGO AT THE OUTSET BUT IT SOUNDS AS THOUGH WE'RE IN A DIFFERENT PLACE IN THE ARC OF ALL OF THIS AND IN THE MEDIA FRENZY ON THIS. MY OWN SUMMARY WOULD BE -- THIS DEPARTMENT IS A LOT FURTHER
IT ALONG THAN THE PUBLIC MIGHT THINK. SO, SO OURITY HAS RECEIVED THE TECHNICAL ASSISTANCE TO ENSURE OUR PRACTICES ARE NOW IN LINE WHICH WAS RECOGNIZED BE BY CLEAR VOB VIOLENCE, JOHN J AND THE
THRIVING COMMUNITIES REPORT I'M SEEING YOU SHAKE YOUR HEAD. FURTHERMORE IT'S PART OF OUR REGULAR PROCUREMENT PROCESSES AS OUTLINEDY MISS FER NAN DECEMBER. NOW, THIS IS NOT IN THE DEFINITE FERNANDEZ NOW, THIS IS NOT IN THE LEGISLATIVE DIRECTIVE, PER SE, BUT I'M ALSO
INTERESTED AS I'VE HEARD MENTIONED TODAY IN A FUTURE DISCUSSION ABOUT OPERATIONAL OVERSIGHT AND REGULAR AUDITING. WE'VE QUESTIONED THOSE IN THE PAST IN REGARDS TO THIS KIND OF WORK THAT WAS NOT PART OF THIS LEGISLATIVE DIRECTIVE. I JUST WANT TO ACKNOWLEDGE IT BECAUSE
IT FEELS A LITTLE BIT LIKE MAYBE THE ELEPHANT IN THE ROOM HERE. I DO HAVE A COUPLE QUESTIONS. THE FIRST WAS ON BACK ON SLIDE 8. YOU SAID DEBRIEFINGS ARE HELD TO REVIEW THE EVALUATION PROCESS WITH VENDORS ONCE IT'S PUBLICLY
AVAILABLE IN THE RFP SCORING AND I'M CURIOUS IS THAT JUST FOR THOSE CHOSEN OR ALSO FOR THOSE THAT WERE NOT CHOSEN SO THAT THEY COULD MAYBE DO BETTER NEXT TIME. >> YEAH THE PURPOSE OF THE DEBRIEF IS TO HAVE MUTUAL FEEDBACK. I APOLOGIZE, CHAIR WONSLEY, COUNCIL MBERS, SO THE PURPOSE OF THE DEBRIEF IS TO
ENABLE MUTUAL FEEDBACK. OFTENTIMES WE HAVE SMALL ORGANIZATIONS THAT THAT ARE NOT ABLE TOANEUVER THE PROCUREMENT PROCESS AND IT'S NOT THEY'RE NOT ABLE TO PROVIDE THE WORK. IT'S THE PROPOSAL WAS JUST INFUTURE OFUFFICIENT AND THEY WERE JUST
NOT A TOP SCORING VENDOR AND THE PURPOSE OF THE DEBRIEF IS TO MEET WITH THEM TO UNDERSTAND WHAT ARE SOME OF THE CHALLENGES THAT YOU EXPERIENCED AND ALSO TO PROVIDE FEEDBACK BASED ON THE REVIEWERS AS TO THE STRENGTHS AND THE WEAKNESSES TO THEIR PROPOSALS AND 2, TO HAVE THAT
TRANSPARENCY. I THINK OFTENTIMES, YOU KNOW, WITH THE PROCESS, THE EVALUATION PROCESS, IT'S LOOKED AT AS A RAFFLE, RIGHT AND SO PEOPLE WANT TO KNOW WHY WASN'T I SELECTED? WHY IS THE SAME PEOPLE WINNING THE RAFFLE EACH YEAR AND IF WE CAN
OUTLINE THIS IS A PROCESS. THIS IS HOW YOU CAN BE SUCCESSFUL, IT WILL TIN TO VENDORS TO APPLY AND WE WANT A DIVERSITY PROCESS. >> THANK YOU HAVE THOSE MEETINGS HAPPENED YET AND HOW ARE THEY RECEIVED?
>> SO IN MY PREVIOUS POSITION I HAVE PARTICIPATED IN A FEW DEBRIEFS WITH THE NEIGHBORHOOD SAFETY DEPARTMENT HOWER DEBRIEFS ARE -- WE CANNOT ENGAGE ON DEBRIEFS UNTIL THEONTRACTS ARE FULLY EXECUTED AND SO WHAT I DO OFFER AS DUTY DIRECTOR LAKES MENTIONED -- WE OFFER
THOSE OFFICE HOURS 'CAUSE OFTENTIMES VENDORS CANNOT WAIT TO UNDERSTAND THEIR STRENGTHS AND WEAKNESSES. WE DO NOT EVEN FOR PROCUREMENT WE DO NOT DISCUSS THE RFP THAT THEY APPLIED TO BUT A LOT OF THE BOILERPLATE LANGUAGE APPLIES TO OTHER RFPS AND IT'S REALLY AN OPPORTUNITY NOT TO DELAY THAT
FEEDBACK AND TO ENCOURAGE THEM TO APPLY TO ANOTHER OPPORTUNITY THAT MIGHT BE AVAILABLE TO THEM UNTIL A CONTRACT IS FULLY EXECUTED. >> THAT'S HELPFUL. THE OTHER PIECE OTHIS SLIDE THAT I NOTICED IS THE MANDATORY INVOICE TRAINING WILL THIS BE THE FST TIME WE'VE DONE THAT MANDATORY INVOICE
TRAINING BECAUSE I SEE IT HELPING WITH THE TIMELINE TO PAYMENT? >> YES. >> OKAY. ANOTHER PART OF THESE QUESTIONS WERE THE ANNUAL STATISTICS YEAR-OVER-YEAR FOR
VIOLENCE PREVENTION CONTRACT ADMINISTRATION. OTHER THAN 24, WHEN WE WERE DEVELOPING A NEW PROCESS IS APPEARS THAT THAT NSD AND PREVIOUSLY OFFICE OF VIOLENCE PREVENTION A IN LINE WITH PAYMENT TIMELINES. IT
SEEMS THAT THEY ARE. I KNOW THERE'S BEEN SOME QUESTIONS -- I TOTALLY GET WHY THESE SMALLER GROUPS CAN'T NECESSARILY MAKE PAYROLL BUT WE'RE DOING THE BEST THAT WE CAN AND SOME OF THEM FIT INTO OUR TARGET MARKET PROGRAM. WE'VE TALKED A LOT ABOUT
OUR GVI AND YGVI CONTRACTS AND WE'RE WORKING TOWDS APPROVING THOSE CONTRACTS BEGINNING APRIL 1st. I SEE THAT OUR MINNEAPOLIS CONTRACTS ARE ALSO EXPIRING SO WILL YOU BE BE BRINGING FORWARD THOSE CONTRACTS SOON?
>> YES, WE WILL BRING -- WE WILL BRING FORWARD THOSE CONTRACTS DURING THE LAST CYCLE IN MARCH. >> OKAY, AND HAVE THOSE CHOSEN AND NONCHOSEN VENRS BEEN NOTIFIED YET? >> NOT AS YE >> OKAY. THANK YOU. THANKS FOR
YOUR HELP FOR THIS PRESENTATION. >> THANK YOU, VICE-CHAIR PALMISANO. OH, QUICK THE IS A FOLLOW-UP QUESTION I DID HAVE. ESPECIALLY SINCE I BELIEVE BOTH YOUND COUNCIL MEMBER VETAW HAVE RAISED THIS PIECE AROUND THE STRUGGLESHAT SMALLER VENDORS HAVE AND LARGELY
I KNOW THAT'S WHY WE IMPLEMENTED THINGS LIKE BLUEPRINT INSTITUTE LIKE HOW DO YO BUILD CAPACITY-BUILDING BUT I THINK IT WAS THE SPECIFIC QUESTION AROUND ADVANCED PAYMENT. DOOU KNOW -- WAS THERE EVER A POINT THAT WE DO ADVANCED PAYMENTS THROUGH PRICKETS.
>> CHAIR WONSLEY, I'LL HAVE TO CHECK AND GET BACK TO YOU ON THAT ONE. >> OKAY, BECAUSE I THINK THE CLARITY ON THAT FROM MY UNDERSTANDING I BELIEVE THERE WAS AND THAT MIGHT BE, AGAIN, A THING THAT WAS ADDRESSED THROUGH THE LAWSUIT OR LEGAL SETTLEMENT AND THAT'S WHY THERE MIGHT BE
SOME CONFUSION AS TO WHY FUNDS ARE NOT BEING DISBURSED TO SO JUST CLARITY ON THAT PIECE. AND DIRECTOR FERNANDEZ, ALSO KNOW ANYTHING OR CLARITY ON? >> OH, I'M SORRY.
>> AROUND THE ADVANCED -- (TALKING SIMULTANEOUSLY.) >> OH, NO, I JUST WANTED TO KNOW IF NSD EVER DID ADVANCE PAYMENTS BEFORE? >> CHAIR WONSLEY, I'D REALLY HAVE TO GO BACK AND CHECK ON
THAT. I WAS JUST ASKING -- WERE THERE ANY EXCEPTIONS TO ADVAND PAYMENT 'CAUSE I WAS TRYING TO FIGURE OUT MAYBE THAT COULD -- I JUST DON'T KNOW. >> OKAY, SO I'LL NOTE THAT FOR A STAFF FOLLOW-UP TOO. YEP.
OKAY, GREAT. AND THAT IS ACTUALLY ALL THE QUESTIONS REQUESTS THAT ARE IN QUEUE RIGHT NOW SO THANK YOU SO MUCH, DEPUTY DIRECTOR AND STAFF FOR THAT PRESENTATION. I WILLSK THE CLERKS TO
ALSO RECEIVE AND FILE THAT REPORT. ALSO THANK YOU, CAO ABLESON FOR SENDING THE LEGAL DOC. OVER TO US SO FOR THOSE WHO WANT TO LOOK AT THAT ARE IN YOUR IN-BOX. WITH THAT WE HAVE CONCLUDED ALL BUSINESS ON
TODAY'SGENDA AND SO WITH THAT, I WILL ADJOURN TODAY'S