GOOD AFTERNOON. MY NAME IS AISHA CHUGHTAI. I'M THE CHAIR OF THE BUDGET COMMITTEE. I'M GOING TO CALL TO ORDER OUR MEETING FOR OCTOBER 20, 2025. I WANT TO OFFER A FRIENDLY REMINDER TO ALL MEMBERS, STAFF, AND THE PUBLIC THESE MEETINGS ARE BROADCAST LIVE TO ENABLE
GREATER PUBLIC PARTICIPATION. THESE BROADCASTS INCLUDE REAL TIME CAPTIONING AS A FURTHER METHOD TO INCREASE THE ACCESSIBILITY OF OUR PROCEEDINGS TO THE COMMUNITY. THEREFORE ALL SPEAKERS NEED TO BE MINDFUL OF THE R RATE OF THEIR SPEECH SO
CAPTIONERS CAN TRANSCRIBE ALL COMMENTS FOR THE BROADCAST. WE ASK SPEAKERS TO MODERATE THE SPEED AND CLARITY OF THEIR COMMENTS. I'LL ASK THE CLERK TO CALL THE ROLL TO VERIFY A PRESENCE OF A FORUM. >> COUNCILMEMBER PAYNE ABSENT. WONSLEY., ABSENT. RAINVILLE. >> PRESENT. >> VETAW.
>> PRESENT. >> ELLISON. ABSENT. OSMAN ABSENT. CASHMAN. >> PRESENT. >> JENKINS ABSENT. W CHAVEZ. >> PRESENT. >> CHOWDHURY. >> PRESENT. >> AUTOMATIC PALMISANO. >> PRESENT. >> KOSKI. >> PRESENT. >> CHUGHTAI. >> PRESENT.
>> EIGHT MEMBERS PRESENT. >> WE HAVE A QUORUM. I'LL REMIND MY COLLEAGUES WE'LL BE USING SPEAKER MANAGEMENT TODAY, SO PLEASE MAKE SURE TO SIGN IN. OUR FIRST ITEM ON THE AGENDA IS DEPARTMENT PRESENTATIONS RELATED TO THE MAYOR'S RECOMMENDED 2026
BUDGET FROM THE HEALTH DEPARTMENT, THE YOUTH COORDINATING BOARD, AND INFORMATION TECHNOLOGY AND TECHNOLOGY IMPROVEMENT PLAN. I'LL FIRST INVITE HEALTH COMMISSIONER TO BEGIN THE FIRST PRESENTATION. WELCOME, COMMISSIONER. >> GOOD AFTERNOON, CHAIR
CHUGHTAI AND BUDGET COMMITTEE. I'M THE COMMISSIONER FOR THE MINNEAPOLIS HEALTH DEPARTMENT. AND TODAY I'LL BE PRESENTING THE 2026 MAYOR'S RECOMMENDED BUDGET FOR THE MINNEAPOLIS HEALTH
DEPARTMENT. THE MINNEAPOLIS HEALTH DEPARTMENT IS ONE OF FOUR DEPARTMENTS WITHIN THE DEVELOPMENT HEALTH AND LIVABILITY LINE OF BUSINESS OF THE OFFICE OF PUBLIC SERVICE UNDER DEPUTY CITY OPERATIONS
OFFICER JELLY. THE HEALTH DEPARTMENT IS C COMPOSED OF APPROXIMATELY 172 STAFF, AND APPROXIMATELY 20 PROGRAMS AND
SERVICES. THE PROCESS LED TO THE DEVELOPMENT OF OUR MISSION, VISION, AND PRIORITIES FOR THE DEPARTMENT. THE MISSION OF THE MINNEAPOLIS HEALTH DEPARTMENT IS
TO PROMOTE EB EQUITABLE HEALTH OUTCOMES AND ELIMINATE HEALTH DISPARITIES. OUR VISION IS JUSTICE WHERE EVERYONE HAS ACCESS TO POSITIVE AND EQUITABLE HEALTH OUTCOMES. OUR PRIORITIES HAVE BEEN CONSISTENT. THE
MINNEAPOLIS HEALTH DEPARTMENT IS COMMITTED TO BEING ANTIRACIST ORGANIZATION THAT CENTERS EQUITY AND EVERYTHING THAT WE DO. TO ADVANCE WE EQUITABLE HEALTH OWBLGS, WE FOCUS ON SECURING FLEXIBLE AND SUSTAINABLE FUNDING ALLOW US TO LEAD WITH STABILITY
AND IMPACT. WE'RE ALSO STRENGTHENING OUR FOUNDATIONAL INFRASTRUCTURE, THE COMMUNICATION TOOLS, DATA SYSTEMS, AND TECHNOLOGY TO HELP US SERVE OUR COMMUNITY AND SUPPORT OUR STAFF EFFECTIVELY. OUR PEOPLE REMAIN OUR GREATEST
ASSETS AND WE'RE INVESTING IN ADAPTABLE WORK WORK FORCE. WE'LL RECOGNIZE OUR SUCCESS DEPENDS ON COLLABORATION. SO WE'RE BUILDING A NURTURING, A AUTHENTIC PARTNERSHIPS BOTH WITHIN THE CITY AND ACROSS THE
COMMUNITY TO ADVANCE OUR SHARED VISION OF 0 HEALTHIER, MORE EQUITABLE MINNEAPOLUS. OUR MISSION, VISION, AND STRATEGIC PRIORITIES ARE INFORMED BY INFORMATION COLLECTED THROUGH
OUR COMMUNITY HEALTH NEEDS ASSESSMENT PROCESS. THAT PROCESS HAS LED TO THE IDENTIFICATION OF FIVE KEY COMMUNITY HEALTH PRIORITIES. CHRONIC STRESS AMONG PARENTS AND CARE GIVERS, INFECTIOUS DISEASE PREVENTION AND CONTROL, SUBSTANCE USE DISORDER, MENTAL
HEALTH, AND ACCESS TO HEALTH SERVICES FOR THE HOMELESS, INFANT MORTALITY, MATERNAL ANDED AND ADOLESCENT HEALTH AND WELL BEING. OVER THE PAST YEAR, THE MINNEAPOLIS HEALTH DEPARTMENT HAS MADE STRONG PROGRESS ACROSS
KEY INITIATIVES. COMPLETING 100% OF MENTAL HEALTH SCREENINGS IN SCHOOL-BASED CLINICS, CONDUCTING OVER 2800 MENTAL HEALTH VISITS, STRENGTHENING THE CITY'S TOBACCO ORDINANCE, LAUNCHING THE MEDICAL MOBILE UNIT, MOBILE MEDICAL UNIT TO REACH MORE THAN 750 COMMUNITY
MEMBERS, EXPANDING OUR OPIOID RESPONSE EFFORTS THROUGH NEW PARTNERSHIPS IN NARCAN VENDING MACHINES, AND ADVANCING ENVIRONMENTAL HEALTH PROGRAMS WITH NEW ONLINE TOOLS AND SUCCESSFUL STATE AUDITS. HOWEVER, THESE ACCOMPLISHMENTS FACE RISK DUE TO HEAVY RELIANCE
ON FEDERAL AND STATE FUNDING. AND SO THE MINNEAPOLIS HEALTH DEPARTMENT SEEKS TO CREATE A CITY THAT IS A HEALTHY PLACE TO LIVE, WORK, AND PLAY. THROUGH OUR OUTCOMES MINNEAPOLIS DATA BASE, THE PERFORMANCE DASH BOARD
INCLUDE METRICS ON THE FOLLOWING ITEMS: FOOD, LODGING, AND POOLS, ROUTINE INSPECTIONS, FOLLOWUP INSPECTIONS, PROGRAM, WEATHERIZATION, PREVENTIVE LEAD PAINT MITIGATION, AND GREENHOUSE GAS REDUCTIONS. AND YOU CAN SEE
HERE THROUGH OUR PERFORMANCE MEASURES FOR 2025, ON TARGET TO MEET OUR 2025 TARGETS. AND THEN SOME SITUATIONS TO FEED
EXCEED THOSE. PRESIDENTIALLY WEATHERIZATION PROGRAMS. WHEN WE LOOK AT THE BUDGET FOR 2026, WE SEE A CUMULATIVE BUDGET FOR GRANTS AND GENERAL FUND OF ABOUT $46 MILLION. AND LIKE WISE
THROUGH OUR PROGRAMMING, WE SEE SLIGHT INCREASES FROM '25 TO '26 AS A RESULT OF INCREASING GRANTS THAT WE'VE RECEIVED OVER THE YEAR. WE LOOK AT THE FTES FOR
2026. WE HAVE A TOTAL OF 171.5FTES SLIGHT REDUCTION FROM 2025 TO 2026 AS A RESULT OF THE ADMINISTRATIVE TARGETS. WE CURRENTLY HAVE 9.8FTES. 4.8
CURRENTLY HAVE A NUMBER VACANCIES OF 4.8FTES ARE ON HOLD CU DUE TO FUNDING CONSIDERATIONS. FTES ARE ACTIVELY IN THE HIRING PROCESS. AND TWO POSITIONS WERE RECENTLY INACTIVATED AND WILL NOT BE BACK
FILLED. SO WHEN WE LOOK AT OUR PROGRAMS, OUR ENVIRONMENTAL PROGRAMS OVERSEE INSPECTIONS, PERMITS, AND CITY ORDINANCES WHILE ADVANCING INITIATIVES LIKE THE CITY TREES, CARBON
SEQUESTRATION THROUGH BIO CHAR. THE EFFORTS IMPROVE AIR AND ENVIRONMENTAL QUALITY BUT SAVE MONEY AND INCREASE SUSTAINABILITY ACROSS PROPERTY SECTORS. AVOIDING MORE THAN 21,000 TONS OF CO2 EMISSIONS
EACH YEAR. WHEN WE LOOK AT THE CORE INFRASTRUCTURE, WE FOCUS ON MANAGING RESOURCES EFFECTIVELY. PROMOTING EQUITY IN EVERY POLICY AND PRACTICE. AND MAINTAINING HIGH OPERATIONAL STANDARDS ALIGNED WITH NATIONAL BEST
PRACTICES. OUR WORK INCLUDES BUDGET MANAGEMENT, GRANTS AND CONTRACT OVERSIGHT, ADMINISTRATIVE SUPPORT AND SERVICES THAT STRENGTHEN PUBLIC HEALTH OPERATIONS. ALL GUIDED BY EFFICIENT, STANDARDIZED PROCESSES THAT ENSURE
ACCOUNTABILITY AND EXCELLENCE. SO OUR SCHOOL-BASE THE CLINICS ARE MEETING TEAMS WHERE THEY ARE. PROVIDING INTEGRATED PHYSICAL AND MENTAL HEALTH CARE, OUTREACH, AND OPPORTUNITIES FOR
GROWTH. THIS PAST YEAR, WE SERVED 2,655 UNIQUE STUDENTS THROUGH OUR OVER 10,800 VISITS. AND 2800 ADDITIONAL MENTAL HEALTH SESSIONS. SCREENING RATES FOR CHLAMYDIA AND
GONORRHEA ROSE BY 22%. AND HIV TESTING INCREASED BY 50%. OUTREACH EFFORTS REACH NEARLY 27,000 STUDENTS WITH 98% REPORTING SATISFACTION AND 99.7% SAYING THEY WOULD RETURN AND
RECOMMEND THE CLINIC. OUR LEAD AND HEALTHY HOMES PRIMARILY RESPONDS TO LEAD BLOOD POISONING IN CHILDREN. INVESTMENTS MADE BY COUNCIL AND THE MAYOR'S OFFICE OVER THE LAST FEW YEARS HAVE LEAD TO OVER 1,000
PREVENTIVE INTERVENTIONS IN HOMES. NO DOUBT, AVOIDING SOME CHILDREN FROM EVER BEING LEAD POISONED IN THE FIRST PLACE. AND WE HAVE SEEN A 26% REDUCTION IN LEAD POISONING IN 2025. THE
MINNEAPOLIS HEALTH DEPARTMENT SAFE GUARDS RESIDENTS AND VISITORS BY PREVENTING DISEASE AND INJURY IN FOOD, LODGING, POOL, AND BODY ART ESTABLISHMENTS THROUGH INSPECTIONS, EDUCATION, AND OUTBREAK INVESTIGATIONS. OUR TEAM PROVIDES TIMELY INSPECTIONS, INFORMATION, AND
COMPLIANCE GUIDANCES TO BUSINESSES. WHILE OFFERING BOTH IN-PERSON AND ONLINE FOOD SAFETY TRAININGS. THIS YEAR 40 BUSINESSES PARTICIPATED IN OUR SERVING SAFETY PROGRAM. WITH 168 IN-PERSON SESSIONS, REACHING 443 LEARNERS. LEADING TO 41%
REDUCTION IN VIOLATIONS. ADDITIONALLY, 479 COMPLETED ONLINE-FOOD SAFETY COURSES. 237 COMPLETED ALLERGENS TRAININGS, AND 7 IN-PERSON CLASSES WERE SERVED -- SEVEN IN-PERSON
CLASSES SERVED 144 LEARNERS. ALL INSPECTIONS WERE COMPLETED ON TIME, ENSURING HIGH STANDARDS OF PUBLIC HEALTH PROTECTION ACROSS THE CITY. THE CITY OF MINNEAPOLIS GETS ITS AUTHORITY TO LICENSE, INSPECT, AND ENFORCE THROUGH DELEGATION AGREEMENTS WITH THE MINNESOTA DEPARTMENT OF HEALTH AND THE MINNESOTA
DEPARTMENT OF AGRICULTURE. AS WELL AS THROUGH MINNEAPOLIS CODE OF ORDINANCES. FAMILY AND EARLY CHILDHOOD PROGRAM. WE PROMOTE HEALTHY OUTCOMES, POSITIVE
PARENT-CHILD RELATIONSHIPS, AND SCHOOL READINESS FOR PROVIDING FAMILY HOME VISITING, EDUCATION OUTREACH, AND ACCESS TO IMMUNIZATIONS. THROUGH PARTNERSHIPS WITH HENNEPIN COUNTY, MORE THAN 1400 INDIVIDUALS RECEIVED HOME
VISITING SERVICES SUPPORTING FAMILY HEALTH, GROWTH, AND SELF-SUFFICIENCY. BETWEEN JANUARY AND JUNE, WE CONDUCTED 28 VACCINATION CLINICS FOR CHILDREN AND ADULTS AND REACHED OVER 1100 PEOPLE WITH IMMUNIZATION EDUCATION AT COMMUNITY EVENTS. ENSURING
FAMILIES ARE SUPPORTED, INFORMED, AND CHILDREN ARE READY TO THRIVE IN SCHOOL. THROUGH OUR YOUTH DEVELOPMENT AND SEXUAL HEALTH PROGRAM, WE ENSURE
EQUITABLE INVESTMENTS IN YOUTH-SERVING ORGANIZATIONS THAT MEET THE NEEDS OF VULNERABLE YOUNG PEOPLE AND PROMOTE POSITIVE YOUTH DEVELOPMENT. OUR WORK FOCUSES ON COMPREHENSIVE SEXUAL HEALTH EDUCATION, STI TESTING, PREGNANT PREVENTION,
AND YOUTH INITIATIVES. INCLUDING PARTNERSHIPS THROUGH THE CHILD FRIENDLY CITIES AND AFTERSCHOOL PROGRAMS. THIS YEAR OVER 1200STI TEST WERE
CONDUCTED. 1700 YOUTH WERE TRAINED AS PEER EDUCATORS. OUR SUSTAINABILITY TEAM ARE THE ARCHITECTS FOR CLIMATE, POLICY, AND OUTREACH IN COMMUNITY. THEY ARE SPECIALISTS IN TECHNICAL
RESEARCH AND BEST PRACTICES ACROSS THE COUNTRY. THROUGH THE CLIMATE LEGACY INITIATIVE, THEY HAVE BEEN WORKING ACROSS THE ENTERPRISE TO PUT OUR CLIMATE EQUITY PLAN INTO ACTION. 2026 WILL BE THE FIRST YEAR OF AN INDUSTRIAL SPECIALIST IN THE GROUP TO TARGET LARGE GREENHOUSE
GAS EMISSIONS. OUR OPIOID RESPONSE TEAM, WE ARE ADDRESSING THE OPIOID EPIDEMIC BY ENSURING RESIDENTS, ORGANIZATIONS, AND BUSINESSES HAVE THE TOOLS AND SUPPORTS THEY NEED TO REDUCE HARM AND SAVE LIVES THROUGH
STRONG PARTNERSHIPS WITH THE COUNTY AND STATE WE'RE STRATEGICALLY ALIGNING OPIOID SETTLEMENT INVESTMENTS AND IMPLEMENTING A COMPREHENSIVE HARM REDUCTION APPROACH FOCUSED ON PREVENTION, TREATMENT ACCESS, AND COMMUNITY SAFETY. OUR HARM
REDUCTION EFFORTS ARE MAKING A MEASURABLE IMPACT ACROSS MINNEAPOLIS THROUGH SYRINGE MITIGATION. MORE THAN 2600 NEEDLES WERE SAFELY COLLECTED BY WAY OF 3-1-1 REQUESTS, SWEEPS,
AND KIOSKS. BETWEEN JANUARY AND JUNE, 2025, 752 BOXES OF NASAL NARCAN WERE DISTRIBUTED THROUGH VENDING MACHINES WITH ANOTHER 233 BOXES PROVIDED BY THE MEDICAL -- MOBILE MEDICAL UNIT IN SEPTEMBER AND OCTOBER. SINCE
JUNE OF 2024, 213 INJECTIONS HAVE BEEN ADMINISTERED THROUGH THE M HEALTH FAIR VIEW EMERGENCY HEALTH DEPARTMENT PROGRAM WITH RECORD PARTICIPATION IN SEPTEMBER OF 2025. THE MMU HAS
ALSO PLAYEDEDED AT A VITAL ROLE. ENGAGING OVER 700 INDIVIDUALS, AND PROVIDING DIRECT CARE, INCLUDING WOUND CARE, HEALTH SCREENINGS, AND TREATMENT REFERRALS FOR MORE THAN0 100 PEOPLE. KEY
INITIATIVES ARE SYRINGE ABATEMENT, MOBILE MEDICAL UNIT AND BRIXADI PROJECT. >> THE HEALTHY LIVING INITIATIVES, WE'RE PREVENTING CHRONIC DOES BY PARTNERING WITH
SCHOOLS, HOSPITALS, WORKPLACES AB COMMUNITY ORGANIZATIONS TO CREATE HEALTH CHANGES. OUR WORK FOCUSES ON TOBACCO PREVENTION, MENTAL WELL BEING, PHYSICAL ACTIVITY, AND NUTRITION. THIS YEAR WE STRENGTHENED THE MINNEAPOLIS COMMERCIAL TOBACCO
ORDINANCE. SETTING A $25 MINIMUM. AND LIMITING WHERE THEY CAN BE SOLD. THANK YOU TO THE COUNCIL FOR MAKING THAT POSSIBLE. OUR SAFE ROUTES TO
SCHOOL PROGRAM EARNED THE NATIONAL VISION ZERO FOR YOUTH LEADERSHIP AWARD. TO ADDRESS FOOD INSECURITY, WE COMPLETED A 10-MONTH FOOD RESOURCE TRAINING WITH SEVEN CLINICS. WE
CONDUCTED 166 CONSULTATIONS AND HELPING CONNECT RESIDENTS TO HEALTHY FOOD AND BRIGHTER FUTURES. EMERGENCY PREPAREDNESS AND INFECTIOUS DISEASE PROGRAM
BY INVESTING IN COMMUNITY PARTNERSHIPS, TRAININGS, AND EFFECTIVE COMMUNICATION TO ENSURE MINNEAPOLIS IS READY FOR ANY EMERGENCY. THIS YEAR WE ENGAGED RESIDENTS AT SEVEN COMMUNITY EVENTS. RENEWED SEVEN PARTNERSHIP AGREEMENTS, AND SHARED PREPAREDNESS UPDATES WITH
OVER 8,000 SUBSCRIBERS. OUR TEAM SUPPORTED TWO ACTIVE RESPONSES AND TOOK PART IN FOUR PREPAREDNESS TRAININGS AND EXERCISES COLLABORATING ACROSS WORK GROUPS BUILDING A RESILIENT AND INFORMED COMMUNITY. READY
TO RESPOND WHEN IT MATTERS MOST. THE EPIDEMIOLOGY TEAM CONTINUES TO FOLLOW UP ON PE PER TUS US IS AND FOOD FOODBORNE ILLNESS. THE EP TEAM IS ALSO
WORKING CLOSELY WITH THE HENNEPIN COUNTY ON MEASLES CONTACT FOLLOW UP. AND CONTINUES TO PROVIDE SUPPORT TO THE MINNEAPOLIS PUBLIC SCHOOLS ON INFECTIOUS DISEASE AND OTHER HEALTH-RELATED ISSUES. THE EP
TEAM PROVIDES ON-GOING SUPPORT TO THE HEALTH DEPARTMENT ON PROGRAM EVALUATION, DATA ANALYSIS, AND/OR INTERPRETATION. WE'RE BUILDING THE SKILLS AND
RESILIENT PUBLIC HEALTH WORK FORCE BY INVESTING IN EDUCATION, LEADERSHIP, AND GREEN CAREER PATHWAYS. THAT PROMOTE EQUITY AND SUSTAINABILITY THROUGH PARTNERSHIPS WITH MULTIPLE COMMUNITY PROGRAMS. WE'RE HELPING YOUTH EXPLORE CAREERS
AND GREEN CONSTRUCTION, SOLAR ENERGY, SUSTAINABLE LAND CARE, AND ENERGY EFFICIENCY. SO FAR 230 YOUTH HAVE PARTICIPATED IN CAREER EXPLORATION ACTIVITIES. 206 HAVE EARNED OR WORKED TOWARD CREDENTIALS. AND 110 HAVE TAKEN
PART IN SPECIALIZED EDUCATION PROGRAMS. EMPOWERING THE NEXT GENERATION TO LEAD IN ENVIRONMENTAL HEALTH AND SUSTAINABILITY. STRENGTHENING PUBLIC HEALTH INFRASTRUCTURE BY INVESTING IN WORK FORCE
DEVELOPMENT AND COMMUNITY PARTNERSHIPS. THIS YEAR WE LAUNCHED THE PROFESSIONAL PATHWAYS INSTITUTE FOR STAFF, THE PUBLIC HEALTH PATHWAYS PROGRAM -- UMM ... FOR INTERNS
AND THE COMMUNITY INSTITUTE FOR PARTNERS. OVER 100 STAFF COMPLETED REI GROUND WATER TRAINING, MORE THAN 90 TRAINED IN HEALTH LITERACY, AND 12 ENROLLED IN THE ACCREDITED NEW 2 PUBLIC HEALTH PROGRAM. WE ALSO HOSTED FIVE EQUITY LEARNING
SESSIONS WITH 159 PARTICIPANTS. SUPPORTED SIX COMMUNITY-LED PUBLIC HEALTH PROJECTS, AND PROVIDED HANDS ON EXPERIENCES TO 13 INTERNS. BUILDING CAPACITY AND ADVANCING EQUITY ACROSS OUR
PUBLIC HEALTH SYSTEM. THROUGH OUR HOME GROWN MINNEAPOLIS PROGRAM, WE'RE SUPPORTING MINNEAPOLIS IN GROWING, DISTRIBUTING, AND ENJOYING HEALTHY, SUSTAINABLE, LOCALLY-GROWN FOOD WHILE REDUCING WASTE. KEY INITIATIVES
INCLUDE COMMUNITY-LED HOME GROWN CLI PROJECTS, THE FOOD FORWARD 86 FOOD WASTE EVENT SERIES, THE URBAN FARM AND GARDEN COMMUNITY OWNERSHIP, AND GARDEN LEASE PROGRAMS AND COLLABORATION WITH FARMERS MARKETS THROUGH THE
MINNEAPOLIS FOOD VISION. THIS YEAR 14 COMMUNITY PROJECTS WERE FUNDED. $400,000 IN USDA GRANT FUNDING WAS SECURED FOR COMPOSTING AND FOOD WASTE REDUCTION. AND THE URBAN FARM AND GARDEN COMMUNITY OWNERSHIP
PROGRAM WAS LAUNCHED. STRENGTHENING LOCAL FOOD SYSTEMS AND SUSTAINABILITY EFFORTS. LASTLY THE MINNEAPOLIS HEALTH DEPARTMENT HAD A BUDGET REDUCTION TARGET OF 2%. NEARLY
ALL OF OUR FUNDING SUPPORTS EITHER PERSONNEL OR CONTRACTUAL SERVICES. THE VAST MAJORITY OF OUR PROPOSED REDUCTION CAME FROM CONTRACTUAL SERVICES IN ORDER TO PRESERVE STAFF. THERE IS A ONE FTE REDUCTION IN THE SCHOOL-BASED CLINICS. OUR
MENTAL HEALTH PERSONNEL. THIS POSITION REDUCTION IS FUNDED BY GENERAL FUND AND .5 FROM A GRANT. THAT CONCLUDES MY PRESENTATION. AND OPEN FOR
QUESTIONS. >> THANK YOU FOR THAT PRESENTATION, COMMISSIONER. COLLEAGUES, ARE THERE ANY QUESTIONS OR COMMENTS? I'LL RECOGNIZE COUNCILMEMBER PALMISANO. >> THANK YOU, DIRECTOR, FOR THE
PRESENTATION. WHEN I WAS LOOKING A THE REPORT BEFOREHAND, I WAS DISHEARTENED TO THE SEE THE LOSS OF AN FTE FOR SCHOOL-BASED MENTAL HEALTH COUNSELING. I THINK THAT OUR SCHOOLS NEED MORE OF THIS. NOT LESS. AND SO CAN YOU JUST SHARE WITH US A LITTLE BIT ABOUT HOW YOU CAN CAME TO THIS DECISION
AND THOUGHTS ON HOW WE CAN MAKE UP THAT EV EVER WIDENING GAP THIS LEAVES BEHIND? >> YEAH. IT'S A SITUATION THAT WE'RE CURRENTLY WORKING ON WITH THE ADMINISTRATION. WE'RE HOPING TO BE ABLE TO SALVAGE AN
FTE THROUGH SOME OTHER MEANS. SO WE'RE CURRENTLY WORKING WITH THE ADMINISTRATION TO HELP TO BE ABLE TO RECTIFY THAT. >> OKAY. AS LISTED AS A RISK BACK ON SLIDE SIX, CAN YOU ... I SEE THE HEALTH DEPARTMENT IS ONE
OF THE BIGGEST LOSERS IN THE THREAT OF LOSS OF FEDERAL FUNDS. HOW ARE YOU AND YOUR TEAM PREPARING FOR THAT? >> YEAH. COUNCILMEMBER PALMISANO, COUNCIL CHAIR CHUGHTAI, WE HAVE A CON SINGTY
PLAN WE'RE WORKING ON. WE HAVE A TEAM. SO AS THE GRANTS BECOME MORE VULNERABLE, WE PULL THE TEAM TOGETHER ALONG WITH HR AND LEGAL TO FIGURE OUT HOW BEST TO MANIPULATE AND MANEUVER AROUND
THOSE POTENTIAL GRANT REDUCTIONS WE HAVEN'T SEEN THAT AS OF YET. BUT WE'RE KEEPING OUR EYES ON THE BALL. BECAUSE IT'S POTENTIALLY COULD BE HAPPENING. SO WE'RE IN CONVERSATIONS WITH THE MAYOR'S OFFICE, OUR LEGAL TEAM, AND HR. SO THAT WHEN THOSE SITUATIONS DO ARISE, THAT
WE'RE ABLE TO RESPOND TO THEM. SO WE HAVE A TEAM THAT WORKS ON CONTINGENCY PLANNING FOR THOSE GRANT PROGRAMS. >> THANK YOU. CAN YOU BE A LITTLE MORE SPECIFIC ABOUT THE IMPACT OF LOSS OF ABOUT $300,000 OF CONTRACTUAL FUNDS FOR NEXT
YEAR. WHERE WILL THERE THOSE BE TAKEN FROM? >> WE HAVE SOME STRATEGIES WE'RE THINKING ABOUT. WE'RE WORKING WITH THE ADMINISTRATION RIGHT NOW TO FIGURE OUT HOW TO BEST MITIGATE ANY LOSSES. AND SO WE'RE IN CONSTANT CONVERSATIONS WITH THE ADMINISTRATION TO TRY AND REDUCE ANY OF THOSE LOSSES.
SO WE HAVE SOME STRATEGIES WE'RE THINKING ABOUT THAT WE ARE WORKING WITH THE ADMINISTRATION. >> THANK YOU. >> BEFORE WE CONTINUE WITH DISCUSSION, I'LL NOTE WE HAVE BEEN JOINED IN THIS COMMITTEE MEETING BY COUNCIL PRESIDENT
PAYNE. NEXT I'LL RECOGNIZE COUNCILMEMBER VETAW FOLLOWED BY VICE CHAIR KOSKI. >> THANK YOU, CHAIR CHUGHTAI. THANK YOU, DIRECTOR -- I MEAN, COMMISSIONER, I'M SORRY. FOR THIS PRESENTATION. COULD YOU ELABORATE A LITTLE BIT MORE ON COUNCILMEMBER PALMISANO'S QUESTION ABOUT THIS SPECIFICS ON
THOSE CONTRACTUAL SERVICES. LIKE, WHAT -- DO YOU KNOW, LIKE, SOME FOLKS THAT WE'RE CONTRACTING WITH? OR THE SORT OF SERVICES THAT WE'RE GOING TO BE LOSING. >> IT'S A VARIETY OF SERVICES THAT WE'LL BE LOSING. A LOT ARE -- SOME ARE CHILD HEALTH
PROGRAMS. SOME OF THOSE ARE AROUND ARE IMNEWZATIONS. WE'RE HOPING TO BE ABLE TO PROVIDE SOME OF THOSE SERVICES THROUGH SOME OTHER MEANS. ONE BEING THE MMU, IF WE CAN. SO WE'RE THINKING ABOUT SOME OTHER STRATEGIES RIGHT NOW. THERE IS
A VARIETY OF SPACES WHERE THOSE CONTRACTS ARE IMPACTED. >> THANK YOU. CAN WE GET A STAFF MEMO, PLEASE, FOR THE SPECIFICS ON WHAT THE 291, LIKE, THE LOSS OF WHATEVER FOR THIS. JUST SO WE KNOW THE IMPACT AND, YOU KNOW, THE SPECIFIC PROGRAMS THAT, I THINK, IS SUPER
IMPORTANT TO KNOW. WHAT WE WE COULD BE LOSING WITH THE 2 291. AND, ALSO, I'M WONDERING FOR YOU CAN POSSIBLY PARTNER WITH OCS. I KNOW THEY HAVE THAT TRAUMA DOLLARS. AND, LIKE, DOES
THAT FIT FOR THE ONE FTE WE'RE GOING TO LOSE IN THE SCHOOL IN THAT'S A HUGE IMPACT. AND I DON'T THINK WE CAN AFFORD TO LOSE SUCH AN IMPORTANT SERVICE RIGHT NOW. SO JUST WONDERING IF YOU DID KIND OF TOUCH ON IT A LITTLE BIT. THAT THERE WILL BE
SOME CONTACT WITH THE DEPARTMENTS TO FIGURE OUT. BUT, LIKE, I KNOW THEY GIVE OUT A LOT OF CONTRACTS FOR TRAUMA INFORMED CARE. AND THEN THE OPIOID CRISIS RESPONSE FUNDS, TOO. TO KIND OF FIT INTO A LARGE POT OF MONEY THAT THEY HAVE OVER THERE.
WONDERING IF NOT YET WHEN WILL THERE BE CONVERSATIONS ABOUT HOW WE CAN GET MONEY FROM THESE OTHER DEPARTMENTS. >> COUNCILMEMBER VETAW, CHAIR CHUGHTAI, ALL OPTIONS ARE ON THE TABLE. WE'RE LOOKING TO MITIGATE THIS LOSS. AND A BUNCH
OF DIFFERENT WAYS. SO WE'RE NOT SAYING NO. WE'RE OPEN TO ANY OPPORTUNITIES TO COLLABORATE AND TO SAFL ADVAN SALVAGE ANY SERVICES WE'RE PROVIDING. ALL OPTIONS ARE ON THE TABLE. >> THANK YOU.
>> NEXT VICE CHAIR KOSKI. >> THANK YOU, MADAM CHAIR. THANK YOU, COMMISSIONER, FOR THE PRESENTATION. A QUICK QUESTION ABOUT THE SPECIAL REVENUE EXPENSES. I NOTICED IN THE BUDGET BOOK INCREASING FROM ABOUT 15.5 MILLION IN 2025 TO
ABOUT $20.5 MILLION IN 2026. I'M WONDERING FOR YOU CAN ELABORATE A LITTLE BIT MORE ON, YOU KNOW, THESE ADDITIONAL DOLLARS. WHERE ARE THEY GOING? LIKE, WHAT ARE THE EXPENSES GOING? CAN YOU EXPLAIN IN DETAIL WHAT THE INCREASED FUNDS AND WHICH PROGRAMS THE EXPENSE
COVERS. >> COUNCILMEMBER KOSKI, CHAIR CHUGHTAI. I WOULD LOVE TO PROVIDE THAT TO YOU IN A MEMO. >> OH, SURE. >> TO COUNCIL. >> NO PROBLEM. >> MOST ARE THROUGH GRANTS WE'VE RECEIVED. >> OKAY. OKAY. I CAN -- I'LL FORWARD THE QUESTION TO THE CLERKS SO THEY HAVE IT..
>> WONDERFUL. THANK YOU. I AM NOT SEEING ANYONE ELSE SEEKING TO BE RECOGNIZED. SO I WILL THANK YOU FOR YOUR TIME P AND ASK THE CLERK TO FILE THAT PRESENTATION. >> THANK YOU. >> WONDERFUL. AND NEXT WE'LL WELCOME THE PRESENTATION FROM
THE YOUTH COORDINATING BOARD. >> THANK YOU. I APPRECIATE BEING HERE TODAY. I'M ANNE
DEGROOT. LET ME SAY THIS IS OUR 40th YEAR IN OPERATION IN THE CITY OF MINNEAPOLIS. AND WORKING WITH OUR OTHER JOINT POWERS PARTNERS, THE HENNEPIN COUNTY, MINNEAPOLIS PUBLIC SCHOOLS, AND MINNEAPOLIS PARK AND RECREATION BOARD. BEFORE I
TALK ABOUT THE YOUTH COORDINATING BOARD. I WANT TO TALK ABOUT OUR KIDS. WE IN CITY OF MINNEAPOLIS SERVE ABOUT 85,000 YOUNG PEOPLE AND CHILDREN. AGES 0 THROUGH 18. SO THAT'S ABOUT 20% OF THE
PEOPLE WHO LIVE IN MINNEAPOLIS. IF YOU ADD THE 18 TO 24-YEAR-OLDS, WE ADD ANOTHER 60,000. ABOUT ONE-THIRD OF OUR RESIDENTS ARE YOUNG. WE'RE A PRETTY YOUTHFUL CITY. IT'S A VERY DIVERSE GROUP OF CITIZEN IN
THE CITY OF MINNEAPOLIS. RACIALLY AND IN TERMS OF WHERE WE PEOPLE COME FROM. PEOPLE IN OUR CITY COME FROM ALL OVER THE WORLD. AND SPEAK A NUMBER OF LANGUAGES IN THEIR HOME. AND I KNOW THIS ISN'T NEWS TO YOU, I WANT TO SAY IT BECAUSE I KNOW YOU'RE NOT THE ONLY PEOPLE
LISTENING TO WHAT I HAVE TO SAY. ONE OF THE THINGS I WANT TO REMIND PEOPLE OF HERE, BECAUSE IT IS BEING HEARD MORE BROADLY, IN ADDITION TO ALL THE THINGS OUR YOUNG PEOPLE ARE DEALING WITH IN THEIR LIVES, SOME NORMAL
THINGS. LIKE HOMEWORK AND DOING THE DISHES. AND SOME THINGS THAT ARE MUCH MORE DIFFICULT, NOT HAVING ENOUGH TO EAT, NOT HAVING A PLACE TO LIVE, DEALING WITH VIOLENCE IN THEIR HOMES, ET. CETERA. THEY'RE NOW THIS
YEAR ALSO DEALING WITH THE THREAT OF BEING DEPORTED OR APPROACHED BY MASKED PEOPLE WHO MIGHT DEPORT THEM OR HARM THEM OR THEIR FAMILY MEMBERS. THIS IS A BIG THREAT TO OUR YOUNG PEOPLE. AND IT IS LIKELY GOING
TO RAMP UP. I KNOW YOU KNOW THAT. I KNOW YOU'RE DOING WHAT YOU CAN AS A CITY COUNCIL ABOUT IT. BUT I WANT TO REMIND PEOPLE THAT THIS IS HAPPENING. WE'RE WORKING HARD TO HELP OUR YOUNG
PEOPLE AND YOU'D WORK PROFESSIONALS KNOW WHAT TO DO IF IT SHOULD HAPPEN. AND IT IS JUST ANOTHER STRESSOR YOUNG PEOPLE FEEL AND ANOTHER THREAT TO THEIR WELL BEING. WHICH IS, OF COURSE, WHAT WE'RE CONCERNED WITH. LET ME TELL YOU A LITTLE
BIT ABOUT THE YOUTH COORDINATING BOARD AND WHAT WE DO. WE WORK IN THREE AREAS. WE WORK IN EARLY CHILDHOOD. THE FUNDING FOR EARLY CHILDHOOD COMES FROM THE STATE OF MINNESOTA. WE WORK IN FAMILY, FRIEND, AND NEIGHBOR CARE. SOME OF YOU WILL HAVE RECEIVED -- ALL OF YOU SHOULD
HAVE RECEIVED AN INVITATION TO SCREENING WE'RE DOING TOMORROW FOR A DOCUMENTARY CALLED "DREAM CATCHERS" THIS IS A DOCUMENTARY DONE FOR PUBLIC TV. OF THE EARLY CHILDHOOD CARE SYSTEM IN
MINNESOTA. WHICH WE SHOULD BE PROUD OF. IT'S A PRETTY GOOD SYSTEM. AT LEAST RIGHT NOW. AND THAT IS SOMETHING THAT WE WORKED WITH THE PRODUCERS ON. AND IT FEATURES ONE OF OUR GREAT CHILD CARE CENTERS IN MINNEAPOLIS. UP IN THE NORTH
SIDE. I HOPE YOU'RE ABLE TO COME TOMORROW. IF NOT, WE CAN GET YOU THE FILM SO YOU CAN TAKE A LOOK AT IT. I THINK IT'S GOING TO BE GREAT. WELL ATTENDED. SECONDLY, WE WORK IN THE AREA OF YOUTH DEVELOPMENT. MOST OF OUR WORK IS IN AFTERSCHOOL. AND WE WORK WITH OUR AFTERSCHOOL PROVIDERS THROUGHOUT THE CITY TO MAKE SURE
THAT THEY HAVE THE TRAINING AND THE RESOURCES THEY NEED TO BE ABLE TO WORK WITH THEIR YOUNG PEOPLE. THEY'RE NOW FACING THREATS OF CUTS FROM THE FEDERAL GOVERNMENT. WE'VE NEVER HAD ENOUGH MONEY FOR AFTER SCHOOL PROGRAMMING IN THE CITY OF
MINNEAPOLIS. EVER. BUT NOW WE HAVE LESS. AND THE THREATS ARE WE'LL HAVE WAY LESS. THE BIG AMOUNT OF MONEY THAT COMES TO EVERYBODY IN THE COUNTRY FOR AFTERSCHOOL PROGRAMMING IS CALLED 21st CENTURY COMMUNITY
LEARNING CENTER GRANTS. AND THE FEDERAL GOVERNMENT HAS HELD THOSE. WE'RE NOT SURE WHAT THEY'RE GOING IT DO NEXT. BUT IF WE LOSE THOSE, MANY OF OUR PROGRAMS WILL LOSE THAT MONEY. AND THE FINAL AREA WE WORK IN IS IN YOUTH ENGAGEMENT. AND OUR
YOUTH ENGAGEMENT WORK PRIMARILY CENTERS AROUND THE MINNEAPOLIS YOUTH CONGRESS. A GROUP OF EIGHTH THROUGH 12th GRADERS, WHO WE'RE PROUD OF IN MINNEAPOLIS, WHO HELP US UNDERSTAND WHAT THE PERSPECTIVE IS OF YOUNG PEOPLE IN TERMS OF
THE WORK THAT WE DO. I WANT TO INVITE YOU TO THEIR OATH OF OFFICE, WHICH IS GOING TO BE NOVEMBER 13th. IN THE ATRIUM. THEY ALL STEP AND THEY SWEAR AND OATH. JUST LIKE YOU DO. NOT THE SAME OATH, THOUGH. I WROTE THEIRS. I CAN TELL YOU IT'S NOT THE SAME. IT'S A
WONDERFUL EVENT. THEY COME AND ARE SERIOUS ABOUT IT AND THEY DO THEIR WORK FOR THE WHOLE YEAR. WE DO SOME WORK IN THE OUTREACH AREA, PRIMARILY -- NOW OUR WORK IS IN TRAINING. WE DO OUTREACH EVENTS FOR YOUNG PEOPLE. HERE
IS OUR CHART. OUR ORGANIZATIONAL CHART. IT'S PRETTY SIMPLE. PRETTY FLAT. WE HAVE A BOARD OF 10 ELECTED OFFICIALS, INCLUDING COUNCILMEMBER KOSKI AND COUNCILMEMBER JENKINS FROM THE CITY COUNCIL. THEY COME TOGETHER AND THEY'RE A
GOVERNANCE BODY. THEY HIRE ME. THEY HAVE KEPT ME. WE IS SIX STAFF PEOPLE WHO WORK HERE. THREE IN THE DIFFERENT PROGRAM AREAS. ONE IN EACH OF THE AREAS. AND WE HAVE A COMMUNICATIONS STAFF AND A ACC ACCOUNTANT AND STRATEGIC
PLANNING SPECIALIST TO SUPPORT THE AREAS TO TRY TO GET OUR WORK DONE AS EFFECTIVELY AND EFFICIENTLY AS POSSIBLE. OUR WORK IS A SYSTEMS CHANGE WORK. SOCIAL CHANGE WORK. IT IS NOT PROGRAMMATIC WORK IN THE KIND OF T TRADITIONAL SENSE. WE
DON'T PROVIDE THINGS TO PEOPLE. WE PROVIDE SYSTEMS CHANGE WORK. ONE OF THE BIG AREAS WE'RE WORKING IN NOW. IT'LL SHOW UP LATER A LITTLE BIT. I MIGHT AS WELL SAY IT, WE UNDERSTAND OUR YOUNG PEOPLE THAT WHAT THEY'RE CONCERNED ABOUT THEIR SAFETY AND WELL BEING. SO WE
ARE DOING THE JOB OF COORDINATING AND BRINGING TOGETHER PEOPLE FROM OUR FOUR PUBLIC JURISDICTIONS TO LOOK AT THE AREA OF SAFETY AND WELL BEING. AND WE ARE ASKING THEM TO HELP US THINK ABOUT HOW, AS A GROUP OF PEOPLE WHO ARE TASKED
WITH ENSURING THAT OUR YOUNG PEOPLE AND OUR CHILDREN ARE SAFE. HOW DO WE BRING ALL OF OURSELVES TOGETHER TO BRING OUR RESOURCES AND OUR BRAINS, WHICH IS A RESOURCE, TOGETHER TO HELP MAKE THAT BETTER. HOW DO WE HAVE A BETTER ECOSYSTEM FOR
THAT? OKAY. EVERYBODY IS WORKING. THEY'RE DOING GREAT WORK! WE DO GOOD WORK. A LOT OF TIMES WE'RE WORKING IN ISOLATION. WE'RE WORKING WITHOUT CONNECTING TO EACH OTHER. HOW DO WE COME TOGETHER? SO THAT'S A BIG THING THAT WE'VE BEEN WORKING ON. WE HAD OUR FIRST BIG CONVENING OCTOBER 1st. WE HAVE ANOTHER
ONE DECEMBER 3rd. THE FOCUS OF THAT CONVENING IS MENTAL HEALTH, WHICH IS ALWS THE NUMBER ONE ISSUE FOR YOUNG PEOPLE. I TALKED ABOUT THE YOUTH CONGRESS. LAST YEAR WE SERVED 30 YOUNG PEOPLE. WE ARE STARTING OUR COHORT THIS YEAR.
THEY DO A VARIETY OF THINGS. THEY REVIEW THE 21st CENTURY COMMUNITY LENT LEARNING CENTER GRANTS FOR THE DEPARTMENT OF EDUCATION THIS YEAR. IT WAS A GREAT PROJECT FOR THEM. THEY HAVE MET WITH HENNEPIN COUNTY STAFF TO SUPPORT THE AWARENESS OF THE YOUTH STABILIZATION
CENTER AT 1800 CHICAGO AVENUE. AND GIVE FEEDBACK ON THAT THE RESIDING JUDGE OF JUVENILE COURT INVITED THEM TO COME TO COURT AND WATCH WHAT HAPPENS IN JUVENILE COURT. AND THEY DID THAT. THEY SAT IN ON SOME
HEARINGS. AND THEY LEARNED FROM HIM WHAT HAPPENS OVER THERE. THEY'VE BEEN PARTICIPATING IN THE METRO TRANSIT BLUE LINE EXTENSION PROJECT AMONG A NUMBER OF OTHER THINGS. THEY HAVE DONE AS A YOUTH CONGRESS. THEY DIVIDE INTO COMMITTEES. THE COMMITTEES DO TREMENDOUS WORK.
BUT THESE ARE SOME OF THE THINGS THEY HAVE DONE. WE WOULD INVITE YOU IN ADDITION TO BEING A PART OF THEIR OATH OF OFFICE, TO LET US KNOW IF YOU'D LIKE TO COME SEE THEM AND TALK WITH THEM.
ABOUT WHAT KIND OF THINGS YOU MIGHT WANT TO KNOW FROM THEM THAT MIGHT INTEREST YOU. OUR AFTERSCHOOL WORK. A BIG PART OF OUR WORK. WE USE SOME OF THE MONEY THAT THE CITY ALLOCATES TO US TO HELP FUND SOME OF THE AFTERSCHOOL PROGRAMMING IN
MINNEAPOLIS. AND THIS HAS BEEN IMPORTANT TO THEM. ESPECIALLY THEY'VE SEEN CUTS IN THEIR PROGRAMMING. WE GIVE MONEY TO MINNEAPOLIS COMMUNITY EDUCATION. WHICH IS THROUGH MINNEAPOLIS PUBLIC SCHOOLS. TO MINNEAPOLIS PARK AND RECREATION BOARD, AND, ALSO, TO THE LIBRARIES FOR THE
MINNEAPOLIS TEEN TECH CENTERS. THEY HAVE PROVIDED OVER 5,000 HOURS OF PROGRAMMING WITH THAT FUNDING. THEY HAVE 64 COMMUNITY PARTNERS WITH THAT FUNDING. AND THEY HAVE SERVED OVER 6,000 YOUNG PEOPLE THAT'S A DUPLICATED NUMBER, AT THIS POINT, I'M
TRYING TO SORT IT OUT A LITTLE BIT BETTER FOR YOU. BUT WE ALSO PROVIDE TRAINING. WE PROVIDE NETWORKING FOR THEM. WE BRING THEM TOGETHER SO THEY CAN SHARE THEIR OWN RESOURCES SO THEY'RE NOT ALL WORKING IN ISOLATION
EITHER. OUR OUTREACH TEAM PROVIDES HARDIN THE PAINTS HOOPS BASKETBALL CAMPS. FOR YOUNG PEOPLE, WE DO FOUR OF THEM. YOU CAN SEE ONE AT BRIAN KOHL COMMUNITY CENTER, TWO AT CAMDEN HIGH SCHOOL. IN THE SUMMER
TIME. AND WE HAVE SERVED THIS SUMMER 169 YOUNG PEOPLE FOR THAT. AND ASKED TO TALK ABOUT RISKS. AND I ALREADY TALKED ABOUT GOVERNMENT FUNDING CUTS FOR AFTERSCHOOL PROGRAMMING. I CAN TELL YOU THIS, THERE'S SOME STATE MONEY THERE WASN'T BEFORE.
BUT IT'S RUNNING OUT THIS YEAR. I CAN TELL YOU, THERE ISN'T ANYONE COMING IN TO PICK IT UP. PEOPLE SAY WRITE A FOUNDATION GRANT. THEY'RE NOT PICKING IT UP. FUNDING CUTS ARE A RISK.
AND PROGRAMS SO THAT LEADS TO PROGRAMS HAVING LESS STABLE FUNDING. SO THEY HAVE LESS MONEY TO OFFER. THEY OFFER LESS PROGRAMMING TO KIDS, ESPECIALLY KIDS THAT CAN'T AFFORD IT. AND WE HAVE STAFF LEAVING THE FIELD.
IT'S NOT UNLIKE EARLY CHILDHOOD IN A WAY. THERE'S NOT AS MANY STABLE JOBS. THERE'S NOT AS MANY BENEFITS. THE BOTTOM LINE FOR ALL OF THIS, REALLY, IS THAT THE SAFETY AND WELL BEING OF OUR CHILDREN IS AT-RISK. IF YOU THINK ABOUT OUR KIDS
AFTERSCHOOL, YOU THINK ABOUT KIDS ON RELEASE DAYS. IF THEIR PARENTS HAVE TO WORK. WHAT ARE THEY DOING IF THEY DON'T HAVE SOMETHING TO DO THAT IS STRUCTURED WHERE THEY CAN GO? THEY HAVE OUR WONDERFUL PARKS. AND THEY GO TO THE PARKS. NOT
ALL KIDS GO TO THE PARKS. SO WHAT HAPPENS? THEIR SAFETY AND WELL BEING IS AT-RISK. WE NEED TO THINK ABOUT THAT. CONSTANTLY. SO A FEW THINGS YOU MAY HAVE HEARD ABOUT US. I TOLD YOU ABOUT THE FORM FOR SAFETY
AND WELL BEING. THIS IS A CONVENING WE'RE DOING. YOU'VE PROBABLY HEARD OF CHILD-FRIENDLY CITIES. AT SOME POINT, IT'S GREAT TO COME BACK WITH THE HEALTH DEPARTMENT AND TALK ABOUT WHAT WE'RE DOING IN THAT AREA. WE'RE WORKING ON THE SECOND DESIGNATION, WHICH WE'LL GET.
THE FILM DREAM CATCHERS. STORIES ELIMINATING BARRIERS FOR CHILDREN AND FAMILIES. PREMIERS TOMORROW AT THE LIBRARY. WE ARE CREATING A RESOURCE CONTACT DIRECTLY WHICH WE'RE CALLING THE PHONE BOOK. WE HAVE
UPDATED OUR WEBSITE. I HOPE YOU TAKE A LOOK AT THAT. AND I THINK I'LL END IT THERE. IF PEOPLE HAVE QUESTIONS. OTHERWISE I COULD TALK FOR A LONG TIME. AND I KNOW YOUR TIME IS LIMITED. PLEASE FEEL FREE TO ASK ANY QUESTIONS OR COMMENTS YOU'D LIKE TO MAKE.
>> THANK YOU. COLLEAGUES, ANY QUESTIONS RELATED TO THIS PRESENTATION? COUNCIL PRESIDENT PAYNE R FOLLOWED BY COUNCILMEMBER RAINVILLE. >> THANK YOU FOR THE PRESENTATION. I WAS CURIOUS, I
KNOW LAST COMMUNITY CONNECTION CONFERENCE, WE HAD A BIG WORKSHOP WITH THE BOARD I THOUGHT IT WAS A GREAT WAY TO GET AT LOT OF PEOPLE INVOLVED AND HAVE THAT INTERMINGLING OF ELECT THE PEOPLE, RESIDENTS, AND YOUTH LEADERS. KNOWING THAT
THAT HAS BEEN CUT IN THE CURRENT BUDGET RECOMMENDATION, WHAT WOULD BE THE TYPICAL VENUE TO GET THAT TYPE OF COLLABORATION? OR NO OTHER TYPE OF VENUE THAN THAT? AND SPECIFICALLY WHAT WOULD BE THE COSTS THAT WE NEED TO BE CON CONSIDERING OF
UNIQUELY BRINGING THAT TYPE OF EVENT TOGETHER OUTSIDE OF THE CONTEXT OF THE COMMUNITY CONNECTIONS EX CONFERENCE. >> YEAH. COMMITTEE CHAIR AND COUNCILMEMBER. THAT'S A GOOD QUESTION. WE'RE GOING TO MISS THE COMMUNITY CONNECTIONS CONFERENCE. THAT'S A BIG LOSS.
WE HAD, IN FACT, TALKING WITH NEIGHBORS AND COMMUNITY RELATIONS THIS YEAR ABOUT HAVING A BIGGER YOUTH PRESENCE AND THE ABILITY TO DO MORE OF THAT THIS YEAR AND IT'S NOT GOING TO HAPPEN. IT'S NOT REALISTIC GIVEN THE KINDS OF COSTS THAT THERE WOULD BE ASSOCIATED WITH
BRINGING THAT TOGETHER. WE ARE HOPING TO HAVE SOME KIND OF A YOUTH SUMMIT. AS YOU MAY KNOW, THE LIBRARIES, THE PARKS, THE SCHOOLS, A NUMBER OF OTHER ORGANIZATIONS HAVE YOUTH-LED
ADVISORY TYPE GROUPS. SORT OF LIKE THE YOUTH CONGRESS. WE'D LIKE TO BRING THEM TOGETHER. IT WOULD BE YOUTH-BASED. IT WOULD NOT NECESSARILY BE OTHER ADULTS. NOT NECESSARILY BE ADULTS IN THE ROOM LIKE THERE WAS AT THAT EVENT THAT YOU WERE AT. AND THAT EVENT WAS VERY HELPFUL TO US. IT GAVE US INFORMATION WE
DIDN'T GET ANYWHERE ELSE. TO BE BE ABLE TO REPLICATE WHAT YOU'RE TALKING ABOUT. WOULD COST QUITE A BIT OF MONEY. BECAUSE THEY WOULD NEED SPACE. WE WOULD NEED FOOD. THEY WOULD NEED TO BRING PEOPLE IN. AND I JUST DON'T SEE IT HAPPENING IN THE SAME
EFFICIENT WAY THEY DID. I COULD SEE US BRINGING OUR FUNDS TOGETHER TO BE YOUNG PEOPLE TOGETHER. WE HAVE THE ABILITY TO DO THAT. ALL THOUGH IT WOULD TAKE SOME DIFFERENT KIND OF ENERGY BEHIND IT. SO THE LOSS OF THE COMMUNITY CONNECTIONS
CONFERENCE IS SIGNIFICANT FOR US. AND OUR ABILITY TO DO EXACTLY WHAT YOU'RE TALKING ABOUT. >> THANK YOU FOR THAT. IT HIGHLIGHTS, YOU KNOW, NCR LEADS THE COMMUNITY CONNECTIONS CONFERENCE. BUT IT'S NOT STRICTLY AN NCR ACTIVITY. I
MEAN, WE'RE GETTING A LOT OF OVERLAPPING GOALS BEING MET BRINGING THAT MANY PEOPLE AND CITY DEPARTMENTS TOGETHER. I THINK THE ALTERNATIVE IS A YOUTH SUMMIT. A PUBLIC SAFETY SUMMIT. A PUBLIC HEALTH SUMMIT. ALL OF THEM PROBABLY COSTING ON PAR TO THE ONE OUT OF POCKET EXPENSE OF
THE ONE COMMUNITY CONNECTION CONFERENCE. SO I THINK THAT'S SOMETHING WE NEED TO TAKE INTO LIGHT. AS WE THINK ABOUT THE BUDGET. THANK YOU. >> YES, COUNCIL PRESIDENT. THANK YOU FOR THE QUESTION. >> THANK YOU. COUNCILMEMBER RAINVILLE. >> THANK YOU, CHAIR. THANK YOU
FOR YOUR TIME TODAY. I'M SORRY IF I MISSED THIS. BUT HOW MUCH DO WE CONTRIBUTE TO YOUR BUDGET OUT OF ALL OF THE ENTITIES? WE BEING THE CITY OF MINNEAPOLIS. >> YEAH. MADAM CHAIR AND COUNCILMEMBER RAINVILLE, THE
JOINT POWERS FEE IS NOT GOING TO GET EXACTLY. IT'S ALMOST $90,000. IT'S $89 SOMETHING. I DON'T HAVE IT DOWN HERE WITH ME. THERE'S A GENERAL FUND CONTRIBUTION OF ABOUT $360,000.
SO $90,0,000 FROM EACH AGENCY? >> THE THREE OF OUR JOINT POWERS MEMBERS CONTRIBUTE $90,000. AND THE PARK BOARD CONTRIBUTES ABOUT $20,000. THEY'RE OUR SMALLEST ENTITY.. >> AND THE CITY OF MINNEAPOLIS
CONTRIBUTION IS $360,000. >> IN ADDITION THROUGH GENERAL -- >> IN ADDITION TO THE $90,000. >> THAT'S CORRECT. >> SO ... A SIMPLE ANSWER MIGHT BE $450,000. >> YEAH. >> GREAT. THANK YOU. >> THAT'S RIGHT. THAT'S ALSO
ABOUT WHAT THE COUNTY CONTRIBUTES. THE PARK BOARD ONLY DOES $20,000. >> YES. >> THANK YOU. >> WONDERFUL. NOT SEEING ANYONE ELSE IN QUEUE. I'LL THANK YOU FOR YOUR TIME. AND ASK THE CLERK TO FILE THAT PRESENTATION. >> THANK YOU.
>> THANK YOU. WITH THAT, WE'RE READY TO MOVE TO THE NEXT PRESENTATION. WHICH IS FROM THE INFORMATION TECHNOLOGY DEPARTMENT. AND THE TECHNOLOGY IMPROVEMENT PLAN. FOR THAT I'LL
INVITE OUR CHIEF INFORMATION OFFICER, PAUL CAMERON, TO JOIN US AND BEGIN THE PRESENTATION.
>> GOOD AFTERNOON CHAIR CHUGHTAI AND MEMBERS IT OF THE BUDGET COMMITTEE. I'M PAUL CAMERON, THE CIO FOR THE CITY. AND I'M HERE TO PRESENT TO YOU THE MAYOR'S RECOMMENDED 2026 BUDGET FOR THE I.T. DEPARTMENT. THERE ARE NO NEW BUDGET REQUESTS INCLUDED IN THIS PRESENTATION.
AFTER THIS PRESENTATION, I'LL BE PRESENTING ON THE TECHNOLOGY IMPROVEMENT PLAN, OR T.I.P. THE I.T. DEPARTMENT IS PART OF THE INTERNAL SERVICES AREA OF THE OFFICE OF PUBLIC SERVICE LEAD BY
DEPUTY COO. THE I.T. DEPARTMENT IS COMPRISED OF EIGHT DIVISIONS WITH 108FTES RECOMMENDED IN THE 2026 BUDGET. ON THE ORGANIZATION CHART. YOU CAN SEE THE BREAKDOWN OF FTES BY DIVISION. ALL THE DIVISIONS
REPORT TO ME. THE DIVISIONS ARE INFRASTRUCTURE, SECURITY SERVICES, PROJECT MANAGEMENT OFFICE, ENTERPRISE RESOURCE PLANNING, ENTERPRISE DATA AND SOLUTIONS, BUSINESS SERVICES PORTFOLIO, CUSTOMER SUPPORT AND
RELATIONS, AND VENDOR MANAGEMENT AND CONTRACT SERVICES. THE MISSION OF THE I.T. DEPARTMENT IS SO DELIVER RELIABLE AND SECURE TECHNOLOGY SERVICES ACROSS ALL DEPARTMENTS TO SERVE
THE RESIDENTS OF MINNEAPOLIS. WE HAVE THREE PRIORITY OBJECTIVES. THE FIRST IS MAINTAIN SYSTEM HEALTH AND SECURITY. THE CITY ENTERPRISE UTILIZES DOZENS OF MAJOR BUSINESS SYSTEMS. WE PROACTIVELY MONITOR, MAINTAIN,
PROTECT, AND SECURE CITY TECHNOLOGY SYSTEMS AND DATA TO ENSURE RELIABILITY AND PERFORMANCE WITH MINIMAL SERVICE DISRUPTIONS. THE SECOND PRIORITY OBJECTIVE IS WORK FORCE ENTABLEMENT. WE LOOK TO EQUIP CITY EMPLOYEES WITH THE TOOLS, TECHNOLOGY, AND SUPPORT THEY
NEED TO WORK EFFICIENTLY, COLLABORATE EFFECTIVELY, AND DELIVER HIGH-QUALITY PUBLIC SERVICES. THE THIRD IS ENTERPRISE PLATFORM ADOPTION. WE PROMOTE CONSISTENT USE OF CITY SUPPORTED ENTERPRISE PLATFORMS TO IMPROVE
COLLABORATION, EFFICIENCY, AND DATA-DRIVEN DECISION MAKING. THIS ALSO ALLOWS FOR GREATER TRANSPARENCY AND INFORMATION SHARING. WE INVEST IN THE PEOPLE, SKILLS, AND OUTREACH RELATED TO OUR MAJOR PLATFORMS. SO I'D LIKE TO TAKE A COUPLE OF
MINUTES TO THEIR SOME OF THE PERFORMANCE MEASURES WE HAVE IN OUTCOMES MINNEAPOLIS. THE FIRST TWO RELATED TO MAINTAINING SYSTEM HEALTH AND SECURITY. THE FIRST MEASURE IS LOOKING AT OUR MAJOR SYSTEMS ACROSS THE ENTERPRISE. WHICH IS AROUND 30.
AND WHETHER WE'RE KEEPING THE SYSTEMS UP TO DATE. WE TRY TO LOOK AT THESE SYSTEMS HOLIST LIKELY. IN ADDITION TO THE CURRENT SOFTWARE VERSION, WE ALSO EVALUATE THE UNDERLYING HARDAWAY THE SOFTWARE RUNS ON. THE CONTRACT S STATUS AND HOW WELL THE VENDOR IS KEEPING THE
SOFTWARE CURRENT. OUR GOAL IS TO HAVE 100% OF MAJOR SYSTEMS ON A CURRENT RELEASE OR HAVE A PLAN IN PLACE TO ACHIEVE THAT. AROUND 3/4 OF OUR SYSTEMS ARE CURRENT. WHILE THE OTHER QUARTER HAVE A PLAN IN PLACE.
THE SECOND MEASURE IS LOOKING AT NETWORK AND SERVER AVAILABILITY. OUR GOAL FOR NETWORK CONNECTIVITY IT OF TIME GREATER THAN 99.9% WE'RE MEETING THIS OBJECTIVE. OR GOAL ARE IF SERVERS IS 100% OF TIME. WE FELL JUST SHORT OF THAT OVER THE
LAST YEAR. THE NEXT PERFORMANCE METRICS I'D LIKE TO COVER ARE RELATED TO WORK FORCE ENTABLEMENT. THESE METRICS ARE MOST DIRECTLY RELATED TO THE I.T. SERVICE DESK, BUT ARE LINKED TO THE I.T. DEPARTMENT'S OVERALL EFFECTIVENESS IN SUPPORTING THE CITY. THEY ARE
FAIRLY STANDARD MEASURES FOR AN I.T. CALL CENTER. OUR GOALS FOR THESE MEASURES ARE AT THE HIGH END FOR THE INDUSTRY. WE'RE MEETING OUR TARGET ON THREE OF THESE METRICS. THE FIRST CALL RESOLUTION METRIC IS ONE A BIT SHORT OF OUR TARGET. IT'S AN
AREA WE'RE CONTINUALLY LOOKING AT PERFORMANCE IMPROVEMENTS AROUND THIS. SO MOVING ON TO ACHIEVEMENTS AND RISKS FROM THE LAST YEAR. I'LL HIGHLIGHT A FEW THEMES AND PROVIDE ADDI
ADDITIONAL DETAILS ON THESE AS I DISDISCUSS THE INDIVIDUAL BUDGETS. THE FIRST IS PLATFORM MODERNIZATION. WE LOOK AT PLATFORMS AS A SHARED SYSTEM THAT PROMOTES MULTIPLE PROCESSES OR DEPARTMENTS. EXAMPLES INCLUDE OUR ENTERPRISE ANALYTICS
HUB. WE CONSOLIDATE DATA FROM INDIVIDUAL SYSTEMS. THIS PLATFORM INCLUDES DATA ANALYSIS AND VISUALIZATION TOOLS. OTHER EXAMPLES INCLUDE THE TWO BIGGEST PROJECTS I'LL TALK ABOUT IN THE TECHNOLOGY IMPROVEMENT PLAN ERP
PLATFORM, OUR CORE HR, FINANCE, AND PAYROLL SOFTWARE AND THE 3-1-1 PLATFORM. OTHER EXAMPLES WOULD BE OUR WEBSITE PLATFORM AND THE CITY ENTERPRISE LAND MANAGEMENT SYSTEM. THE GOALS
FOR PLATFORM MODERNIZATION OF CONSOLIDATION OF SERVICES MITE GRATING TO SOFTWARE AS A APPROPRIATE AND IMPROVING SIGN WE ARE SECURITY. HELPS US CONTROL COSTS AND FOCUS OUR KNOWLEDGE ACROSS THE BENEFIT OF THE ENTERPRISE. REDUCE THE
FOOTPRINT WE NEED TO PROTECT FROM A CYBER AND DATA SECURITY STANDPOINT, AND ALLOWS FOR SHARING OF IDEAS AND LESSONS LEARNED BETWEEN DEPARTMENTS. NEXT TON THE LIST IS CYBERSECURITY I WHICH IS ALSO THE RISK. AS A
DEPARTMENT, WE'RE CONTINUOUSLY INVESTING IN OUR CYBERSECURITY EFFORTS IN A VARIETY OF WAYS. WE UTILIZE A LAYERED APPROACH TO LIMIT OUR EXPOSURE TO CYBER ATTACKS. AND, ALSO, MINIMIZE THREAT -- SPREAD OF CYBER ATTACKS, IF SOMETHING GETS IN. THIS INCLUDES ADDITIONAL LAYERS
AROUND PUBLICLY ACCESSIBLE SYSTEMS. ONE OF THE MOST RECENT ADDITIONS IS PARTNERING WITH THE STATE OF MINNESOTA USING THEIR WHOLE OF STATE CYBERSECURITY PLAN. WE'RE ALSO INVESTING AND EXPANDING OUR SECURITY AWARENESS TRAINING FOR EMPLOYEES. HELPING
THEM IDENTIFY SOCIAL ENGINEERING ATTACKS. IN ADDITION, WE'RE PARTNERING WITH THE COMMUNICATIONS DEPARTMENT, 3-1-1, AND OTHERS ON A PUBLIC AWARENESS CAMPAIGN RELATED TO SOCIAL ENGINEERING ATTACKS, TARGETING RESIDENTS OF MINNEAPOLIS. WE'RE CONTINUING
TO IMPROVE OUR IDENTITY AND ACCESS MANAGEMENT PROCESSES AND TOOLS. THE THIRD IS THE CONTINUED EFFORT ON STREAMLINING AND AUTOMATING OUR WORK. IT HELPS US IMPROVE EFFICIENCY, REDUCE ERRORS, AND ALLOW STAFF
TO GROW SKILLS IN HUMAN AREAS. THE LAST THEME I WANT TO HIGHLIGHT WHERE I'M PROUD OF THE WORK WE'VE DONE AS A CITY IS THE NUMEROUS FACILITIES PROJECTS. I FEEL LIKE I.T. AND PROPERTY SERVICES HAVE REALLY GROWN THIS YEAR IN HOW WE COLLABORATE. AS
MORE AND MORE TECHNOLOGY IS PUT INTO NEW AND UPDATED FACILITIES. THE TEAM HAS WORKED ON THE FIRST PRECINCT, CITY HALL RESTACK, GREEN EXCHANGE FOR MPD, THE LAKE STREET COMMUNITY SAFETY CENTER, THE HAWTHORNE FACILITY, AND PLANNING FOR THE NEW THIRD
PRECINCT COMMUNITY SAFETY CENTER. MOVING ON TO RISKS, THE TWO I'VE LISTEDDED ARE MULTIFACETED IN THEIR IMPACTS. CYBERSECURITY TOPS THIS LIST. AND WAS ALSO IDENTIFIED BY THE EMERGENCY MANAGEMENT DEPARTMENT AS A HIGH-RISK FOR THE CITY.
MITIGATING THIS RISK IN SOME FASHION IS BAKEDDED INTO ALMOST ALL OF THE WORK THAT WE DO. THERE ARE THREE MAIN AREAS OF CYBERSECURITY I'D LIKE TO HIGHLIGHT. FIRST, IS RANSOM WARE. THIS IS THE MOST WELL-KNOWN THREAT WE FACE AS WE READ ABOUT IT IN THE NEWS ON AN
ALMOST DAILY BASIS. THE SCOPE FOR THIS RISK IS INCREASING AS WE RELY MORE HEAVILY ON TECHNOLOGY. RANSOM WARE GENERALLY INVOLVES STEALING DATA OR LOCKING SYSTEMS AND HOLDING THEM H HOSTAGE. THE SECOND
RISK IS BECAUSE WE ARE A A GOVERNMENT. WE MANAGE INFRASTRUCTURE AND PROVIDE SERVICES THAT COULD BE A TARGET FOR BAD ACTORS. THE THIRD RISK IS ONE I ALLUDED TO EARLIER. SOCIAL ENGINEERING ATTACKS AGAINST OUR RESIDENTS WHO ARE BAD ACTORS ARE IMPERSONATING THE
CITY IN AN ATTEMPT TO HAVE RESIDENTS PAY FOR SOMETHING. THE NEXT RISK I WANT TO HIGHLIGHT IS THE PACE OF AI EVOLUTION. AI IS A TOPIC THAT FEELS LIKE IT IS EVER WHERE RIGHT NOW. THERE ARE TWO ASPECTS OF AI I'D LIKE TO DISCUSS. THE FIRST TIES BACK TO
CYBERSECURITY. AI IS BEING USED TO INCREASE THE SOPHISTICATION OF ATTACKS, AS WELL AS DECREASE THE TIME IT TAKES FOR INFORMATION TO BE TURNED INTO AN ATTACK. THE SOCIAL ENGINEERING ATTACKS AGAINST OUR R RESIDENTS ARE EXAMPLES OF THIS. THE SECOND AREA I WANT TO
HIGHLIGHT AROUND AI RISKS IS RELATED TO THE CITY'S ADOPTION OF IT. THIS MAINLY SHOWS UP AROUND DATA PROTECTION. I WOULD CHARACTERIZE THIS AS A TUG OF WAR BETWEEN ENABLING AI TOOLS FOR CITY EMPLOYEES, WHILE ALSO PROTECTING CITY DATA. THE I.T.
DEPARTMENT WOULD LIKE TO PROMOTE ETHICAL, NONDISCRIMINATORY, AND RESPONSIBLE USE OF AI. SO MOVING ON TO THE BUDGET DETAILS. THE INFORMATION TECHNOLOGY DEPARTMENT HAS A RECOMMENDED
2026 BUDGET OF APPROXIMATELY $48 .2 MILLION. A SLIGHT INCREASE FROM 2025. EACH COLOR ON THE CHART REPRESENTS THE TYPE OF EXPENSE WITH CONTRACTUAL SERVICES BEING THE LARGEST. OTHER EXPENSES REPRESENTED
INCLUDE SALARIES AND WAGES, OPERATING COSTS, AND FRINGES. THE CONTRACTUAL SERVICES NUMBER INCLUDE ENTERPRISE SOFTWARE LICENSING COSTS AS THE MAJORITY OF THAT EXPENSE. THE NEXT SLIDE
SHOWS A DIFFERENT BREAK DOWN OF THE I.T. BUDGET. THIS TIME BY PROGRAM. WE HAVE THREE PROGRAMS IN THE I.T. DEPARTMENT. WORK FORCE ENTABLEMENT SERVICES, INFRASTRUCTURE SERVICES, AND DECISION SUPPORT SERVICES. WE'LL COVER THESE IN MORE DETAIL IN A FEW SLIDES. I WANT TO NOTE
THE LARGEST SIZE OF THE WORK FORCE ENTABLEMENT SERVICES AND INFRASTRUCTURE SERVICES PROGRAMS REFLECT WHERE WE ACCOUNT FOR SOFTWARE, HARDWARE, AND MANAGE SERVICE CONTRACTS. OUR RECOMMENDED FTE LEVEL IN 2026 IS
108. THIS IS UNCHANGED FROM 2025. WE CURRENTLY HAVE 11 VACANCIES. NINE OF WHICH ARE IN SOME STATE WITH HR FOR HIRING. I DO HAVE A BREAKDOWN OF WHERE THE 11 POSITIONS SIT TODAY. THREE IN THE INTERVIEW PROCESS.
TWO ARE BEING REPOSTED FOR SECOND TIME. ONE IS NEARING POSTING. AND THEN ONE WILL BE POSTED AS A PROMOTION. TWO IN THE JAQ PROCESS. AND TWO ARE PART OF THE INTERNAL
REORGANIZATION. NEXT I'LL GO THROUGH EACH OF THE PROGRAM AREAS AND HIGHLIGHT GOALS AND ACCOMPLISHMENTS. FIRST, IS THE DECISION SUPPORT SERVICES PROGRAM AREA. THE GOALS FOR THIS PROGRAM ARE TO ENABLE STRATEGIC DECISION MAKING ACROSS
THE CITY THROUGH THE USE OF TIMELY DATA, ANALYTICS, SOFTWARE PLATFORMS, AND EXPERTISE. IMPROVED TRANSPARENCY AND COMMUNICATION WITH THE RESIDENTS OF MINNEAPOLIS, PROTECT THE PRIVACY OF RESIDENTS, AND PROVIDE COLLABORATION TOOLS AND SUPPORT TO THE CITY ENTERPRISE
TO ENABLE INNOVATIVE SOLUTIONS. THESE TEAMS HAVE BEEN INVOLVED IN A MYRIAD OF EFFORTS, BOTH LARGE AND SMALL, TO HELP THE ENTERPRISE. I'VE PARTNERED WITH CITY DEPARTMENTS ON 35 NEW PUBLIC INTERACTIVE DASH BOARDS. A 40% INCREASE OVER 2024, AND
150% INCREASE OVER 2023. ONE IN PARTICULAR I'D LIKE TO CALL OUT IS THE 9-1-1 RECENT EVENT DASH BOARD, WHICH HAS RECEIVED OVER 116,000 VIEWS SINCE BEING PUBLISHED IN MID APRIL OF THIS YEAR. THE TEAM HAS IMPLEMENTED A NEW INTEGRATION TOOL WITH SIX
WORK FLOWS CREATED SO FAR. WE'VE COMPLETED OVER 150 ENHANCEMENTS TO THE SERVICE NOW. THESE SPAN MULTIPLE DEPARTMENTS, INCLUDING HR, PUBLIC WORKS, AND CLERKS. IN ADDITION TO I.T. WE'VE DESIGNED
NEW WORK FLOWS IN IN THE ENTERPRISE LAND MANAGEMENT SYSTEM TO ALIGN WITH THE NEW PROCESSES, INCLUDING PROLONGED VACANCY ENFORCEMENT, RENTAL PROTECTIOINQUIRE I ARE, CANNABIS LICENSING. AS OF YESTERDAY, WE WENT LIVE WITH
FIVE DEPARTMENTS ON AN ENTERPRISE-SCHEDULING TIME TRACKING TOOL. MOVING TON TO THE INFRASTRUCTURE SERVICES PROGRAM. THE GOALS FOR THIS PROGRAM ARE TO ENABLE A STABLE, SECURE, AND RESPONSIVE TECHNOLOGY ENVIRONMENT FOR THE
CITY. BY PROVIDING THE HARDWARE, SOFTWARE SYSTEMS, COMPUTING DEVICES, AND SUPPORT. THEY ALSO PROVIDE A FRIENDLY PLACE FOR CITY EMPLOYEES TO GO FOR TESTI TECHNOLOGY HELP. THE DIVISIONS IN THIS PROGRAM ARE AT THE CORE OF HOW THE I.T. DEPARTMENT SUPPORTS THE
ENTERPRISE. FOR THAT OUTCOMES AND ACCOMPLISHMENTS, I WANT TO HIGHLIGHT A FEW THINGS FROM THE DIVISIONS. WE'VE RETIRED AN OUTDATED DOCUMENT MANAGEMENT SYSTEM. THIS WAS A BIG ONE FOR THE CITY AND INVOLVED COLLABORATION WITH ALMOST ALL CITY DEPARTMENTS OVER LAST
COUPLE OF YEARS TO COMPLETE. THE SYSTEM HAD BEEN IN PLACE FOR OVER 20 YEARS, AND WAS BOTH EXPENSIVE AND TIME CONSUMING TO KEEP RUNNING, AS WELL AS A CYBERSECURITY RISK. WE'VE CONTINUED TO WORK ON THE
ONGOING -- SECURITY AWARENESS TRAINING FOR EMPLOYEES AND NOW EXPANDING THAT TO INCLUDE PUBLIC AWARENESS CAMPAIGN. WE'RE IMPLEMENTING MORE ROBUST IDENTITY AND ACCESS MANAGEMENT PROCESSES. THIS TIES TO THE LAYERED SECURITY APPROACH I TALKED ABOUT EARLIER. AND IS
PART OF THE PREP TIRE PREPARATORY WORK WE'RE DOING FOR THE ER. OVER 9000 DEVICES WERE DONATED TO PCS FOR PEOPLE.
WE'RE CONTINUING TO CONSOLIDATE MOBILE DEVICE MANAGEMENT. WE'VE INCREASED OUR ON SITE SUPPORT AT THE TECH HUB. THIS IS AN
IMPORTANT APPOINTMENT AND WALK IN LOCATION ON THE 10th FLOOR OF THE PUBLIC SERVICE BUILDING. FOR HANDS ON TECHNICAL SUPPORT FOR EMPLOYEES. WE'VE SEEN A BIG INCREASE IN USE OVER THE LAST YEAR. WE'VE RESOLVED OVER 150,000 INCIDENT TICKETS IN THE SERVICE REQUESTS. I WANT TO TALK A MOMENT TO ACKNOWLEDGE
THIS IS THE 10-YEAR ANNIVERSARY OF OUR SERVICE DESK TEAMS BEING INSOURCED. HAVING THE TEAMS AS CITY EMPLOYEES HAS MADE A BIG DIFFERENCE IN HOW WE AS A DEPARTMENT PROVIDE SERVICE TO THE ENTERPRISE. THE THIRD
PROGRAM IN I.T. IS THE WORK FORCE ENTABLEMENT SERVICES PROGRAM. THE GOALS FOR THIS PROGRAM ARE TO PROVIDE ADMINISTRATION ENHANCEMENTS AND SUPPORT FOR CITY WIDE APPLICATIONS. LEAD ORGANIZATIONAL IMPROVEMENTS THROUGH STRATEGIC INITIATIVES AND PROJECT MANAGEMENT, MANAGE
CITY WIDE ENTERPRISE CONTRACTS TO REALIZE SAVINGS AND INCREASED PRODUCTIVITY, AND PROVIDE PROCESS AND OPERATIONAL EFFICIENCIES TO SUPPORT THE EVOLVING NEEDS OF THE CITY WHILE UPHOLDING FISCAL RESPONSIBILITY. MOVING ON TO THE OUTCOMES AND ACCOMPLISHMENTS. WE'RE
CONTINUING OUR WORK IN THE I.T. PROJECT MANAGEMENT OFFICE IMPROVEMENTS. OUR MAIN FOCUS THIS YEAR IS GETTING A BETTER HANDLE ON HOW WE CAN TAKE NONSTANDARD REQUESTS FROM OTHER CITY DEPARTMENTS WITH GOALS OF PROVIDING QUICKER INITIAL RESPONSES, MORE TRANSPARENCY THROUGHOUT THE PROCESS, AND
BETTER ALIGNING AND MANAGING RESOURCES ACROSS THE I.T. DIVISIONS. WE'VE COMPLETED OVER 25 MAJOR NUTS IMPLEMENTATIONS, AND UPGRADES OF SOFTWARE SYSTEMS. COMPLETED WORK ON OVER 75 CONTRACTS AND CONTRACT
AMENDMENTS YEAR TO DATE. WE'VE PARTNERED WITH 9-1-1 TO CONFIG YOUR THEIR SYSTEM TO SUPPORT AN EMBEDDED SOCIAL WORKER. AND PROPERTY SERVICES WITH MPD ON THE NEW PRECINCT BUILDING WITH EXPANDING ROLL CALL TECHNOLOGY
THAT SPANS ALL FIVE PRECINCTS. WE DID HAVE ONE REDUCTION IN THE 2026 BUDGET RELATED TO OUR FOOD AND BEVERAGE OPERATING COSTS, HIGHLIGHTED ON THE SLIDE. I WOULD LIKE TO HIGHLIGHT WORK THE TEAM DID AROUND THE I.T. RATE
MODEL AND THE SOFTWARE CONTRACTS. NORMALLY THE NUMBER INCREASES AROUND 5% ANNUALLY. BUT WE WORKED TO KEEP THAT NUMBER UNDER 1% THIS YEAR. HELP KEEPING THE I.T. BUDGET FLAT. ONE OF THE BIGGER DRIVERS FOR THIS WAS THE RETIREMENT OF THE
DOCUMENT MANAGEMENT PLATFORM. AS I WRAP UP THE PRESENTATION, I WANT TO ACKNOWLEDGE THE DEDICATION OF THE I.T. STAFF TO KEEP THE CITY FUNCTIONING. WE'RE OFTEN A GROUP THAT OPERATES BEHIND THE SCENES. I HOPE YOU GET A SENSE OF THE IMPACT THIS TEAM HAS ACROSS ALL
PARTS OF THE CITY. AND I'M PROUD TO BE LEADING THIS TEAM. THANK YOU FOR YOUR TIME TODAY. I CAN STAND FOR QUESTIONS OR CONTINUE WITH THE T.I.P. PRESENTATION AND SAVE QUESTIONS UNTIL THE END. >> WE'LL PAUSE HERE AND SEE IF THERE ARE ANY QUESTIONS BEFORE
CONTINUING TO THE TECHNOLOGY IMPROVEMENT PLAN PRESENTATION. I SEE A COUPLE OF MENS IN QUEUE. MEN -- MEMBERS IN QUEUE. COUNCILMEMBER PALMISANO. >> THANK YOU. THANK YOU FOR THE
PRESENTATION. THANK YOU FOR FORCING ME TO GO THROUGH CYBERSECURITY TRAINING. I CLICKED ON ONE OF THOSE E-MAILS THAT ASHOULDN I SHOULDN'T HAVE. I DO SEE CYBERSECURITY AS ONE OF THE BIGGEST THREATS TO THE ENTIRE
ENTERPRISE FROM YOUR PERSPECTIVE. AND WITHOUT GIVING AWAY SENSITIVE INFORMATION. CAN YOU HELP US UNDERSTAND A LITTLE BIT MORE ON HOW YOU'RE PREPARING FOR THAT. >> YEAH. CHAIR CHUGHTAI, COUNCILMEMBER, THANK YOU FOR THE QUESTION. I THINK AS I
MENTIONED IN THE PRESENTATION, I FEEL LIKE THIS IS SOMETHING WHERE WE DON'T IMPLEMENT A PROJECT OR LOOK AT A SYSTEM WITHOUT LOOKING AT IT THROUGH A LENS OF CYBERSECURITY. SO THAT
CONSOLIDATION OF SYSTEMS APPROACH I THINK MAYBE MORE SPECIFICALLY THE BLOOM WITH THE STATE OF MINNESOTA THAT I'D MENTION WILL BRING IN SOME NEW TOOLS THAT WILL PROVIDE ADDITIONAL LAYERS OF PROTECTION IN ADDITION TO WHAT WE ALREADY
HAVE FROM A END POINT PROTECTION. BUT, ALSO, FROM THREAT MONITORING. AND SO KIND OF GETTING MORE REAL TIME INSPECTION ON WHAT'S HAPPENING WITHIN THE ENVIRONMENT. YEAH. I THINK THOSE ARE THE ITEMS THAT
COME TO MIND. >> THANK YOU. >> THANK YOU. NEXT COUNCILMEMBER RAINVILLE. >> THANK YOU. COULD YOU PLEASE REASSURE ME THAT WE'RE DOING THINGS DIFFERENT THAN SAINT PAUL AND THEIR RANSOM WARE PROBLEM.
>> YEAH. CHAIR CHUGHTAI, COUNCILMEMBER. TO BEST ANSWER THIS. HAVING TALKED TO PEOPLE IN SAINT PAUL QUITE A BIT ABOUT THIS INCIDENT, AND HAVE A
TREMENDOUS RESPECT FOR WHAT THEY'RE DOING. I'LL SHARE WITH YOU THAT THERE'S NO WAY TO GUARANTEE THAT WE CAN BE COMPLETELY SAFE. THE FACT WE ARE CONNECTED TO THE INTE INTERNET. NEW VULNERABILITIES ARE DISCOVERED ON A DAILY BASIS.
AND THE SPEED OF THOSE IS INCREASING IN WHICH THE RISKS ARE TURNED INTO ATTACKS. WHAT WE CAN TRY TO DO IS TO EDUCATE OUR EMPLOYEES AROUND THE WAYS IN WHICH SOCIAL ENGINEERING ATTACKS CAN HAPPEN. WE CAN WORK TO
PREVENT THOSE THINGS FROM HAPPENING. AND IF SOMETHING DOES COME, TO LIMIT THE SPREAD OF THAT HAPPENING. SO ONE OF THE CONCEPTS MAYBE ADDING ON TO COUNCILMEMBER PALMISANO'S QUESTION REQUEST, THERE'S A CONCEPT WITHIN SECURITY CALLED
ZERO TRUST. WHICH IS BASICALLY NO ONE SHOULD TRUST ANYONE FROM A SECURITY PERSPECTIVE. AND SO WHEN WE THINK ABOUT WHERE WE WERE 10 OR 15 YEARS AGO, WE HAD -- I'M SORRY FOR GETTING MORE INTO THE WEEDS ON THIS.
WHAT I WOULD CLASSIFY AS A VERY FLAT NETWORK. WHICH ONCE YOU SORT OF GOT THROUGH FIRE WALLS, AND YOU HAD ACCESS TO SORT OF EVERYTHING. NOW THINGS ARE MORE COMPARTMENTALIZED. THE IDEA,
IT'LL TAKE LONGER FOR SOMEONE TO SORT OF WORK THEIR WAY THROUGH ALL OF THE COMPARTMENTALIZATION THAT HAPPENS. AND SO I HOPE THAT ANSWERS YOUR QUESTION. I ALSO DON'T WANT TO PROVIDE A FALSE ASSURANCE THAT THESE KINDS
OF ATTACKS ARE COMPLETELY ... >> THANK YOU. >> THANK YOU. AND A QUESTION FOR YOU, DIRECTOR. I AM SEEING IN YOUR PRESENTATION THAT YOU HAVE 11 VACANCIES IN THE
DEPARTMENT THIS YEAR. I REMEMBER THIS WAS A NUMBER THAT CAUGHT MY ATTENTION. SO I WENT BACK AND LOOKED AT LAST YEAR. THE DEPARTMENT HAD 12 VACANCIES. I'M WONDERING FOR YOU CAN SPEAK TO WHETHER THE GENERALLY SPEAKING THESE ARE THE
SAME POSITIONS. I KNOW YOU MENTIONED THERE'S A COUPLE OF POSITIONS THAT HAVE TO BE REPOSTED. SO IS IT THE SAME ONES OR AN ENTIRELY DIFFERENT SET OF 11 VACANCIES FROM LAST YEAR? >> YEAH. CHAIR CHUGHTAI, THANK YOU FOR THE QUESTION. I DON'T
HAVE THE EXACT LIST IN FRONT OF ME TO COMPARE TO WHAT WAS THERE LAST YEAR. I KNOW THAT SOME OF THEM WERE PROBABLY THERE LAST YEAR. I THINK WE'VE BEEN GOING THROUGH AND PROVIDING MORE
DETAIL OPPORTUNITIES TO PEOPLE. WHICH WILL SORT OF RESULT IN SORT OF PUSHING THE POSITIONS DOWN INTO DIFFERENT AREAS WE'VE BEEN MOVING THROUGH. WE HAVE STRUGGLED WITH SOME OF THEM TO GET CANDIDATES TO ACCEPT OFFERS FOR THE POSITIONS, WHICH YOU CAN
SEE FOR THE REPOSTING OF A COUPLE OF THEM. AND THEN THERE WERE A FEW I BELIEVE THE ONES RELATED TO THE ERP PROGRAM WHERE HAD BEEN HELD OPEN, IF SOME CASES, FOR A COUPLE OF YEARS.
WE'RE MOVING FORWARD AND I BELIEVE THOSE TWO ARE IN THE INTERVIEW PROCESS RIGHT NOW. SO JUST FROM WHERE WE'RE AT I THINK WE HAD ONE IN WHICH SOMEONE TURNED DOWN AN OFFER. SO GOING FROM THERE. >> AWESOME. I THINK I'LL HAVE
THE CLERKS NOTE FOR ADMINISTRATIVE FOLLOW UP, IF WE CAN HAVE DIRECTOR CAMERON GET BACK TO US WITH THE VACANCIES AND THE COMPARING THEM TO LAST YEAR. I THINK THAT COMPLETES THE DISCUSSION AND QUESTIONS FOR
THE SECTION OF YOUR PRESENTATION. WE'RE READY FOR YOU TO CONTINUE WITH THE TECHNOLOGY IMPROVEMENT PLAN WHENEVER YOU ARE. >> THANK YOU. I'LL TRANSITION TO THE TECHNOLOGY IMPROVEMENT PLAN AT THIS POINT. I'LL START
WITH SOME BACKGROUND ON THE PROGRAM BEFORE PROVIDING MORE DETAIL. THE TECHNOLOGY IMPROVEMENT PLAN WAS STARTED IN 2024. AS A WAY TO BETTER PLAN AND BUDGET FOR LARGE MAJOR TECHNOLOGY PURCHASES OR UPGRADES. ONGOING MAINTENANCE
AND SUPPORT COSTS WILL BE INCLUDED IN FUTURE YEARS OF THE I.T. MODEL. FINANCE AND I.T. REVIEW REQUESTS FOR ELIGIBILITY AND FINANCING. THE CITY ADOPTS A SIX-YEAR TECHNOLOGY PLAN, WHICH WILL COVER THE YEARS, IN THIS CASE 2026 THROUGH 2031.
ONLY THE 2026-DOLLARS ARE APPROPRIATED. PROJECTS IN LATTER YEARS ARE INCLUDED AS PART OF THE LONG RANGE FINANCIAL PLANNING. THE EXECUTIVE INFORMATION TECHNOLOGY AND DATA STEERING COMMITTEE RECEIVES, REVIEWS, AND DELIBERATES ON TECHNOLOGY BUDGET REQUESTS.
THIS ALLOWS FINANCE AND I.T. TO REFINE PREVIOUS COST ESTIMATE, SCOPE, AND TIMELINE IN SUPPLEMENTAL BUDGET YEARS. THIS SLIDE CONTAINS THE PROPERTY JECTED COSTS FOR THE SIX YEARS OF THE TECHNOLOGY IMPROVEMENT PLAN. I WILL HAVE ADDITIONAL
SLIDES FOR THE 3-1-1 LOG IN REPLACEMENT, ENTERPRISE RESOURCE PLANNING, BUILDING BLOCKS, AND THE GREENWAY REHABILITATION. THE OTHER PROJECTS YOU SEE ON THE GRID WILL TWO THROUGH A FORMAL T.I.P. REVIEW PROCESS NEXT YEAR TO DETERMINE NEED AND
PRIORITY. WE HAVE INCLUDED HERE FOR TRANSPARENCY AROUND THE POTENTIALER LONGER TERM PROJECTS. THESE WERE IDENTIFIED BY I.T. AS AREAS WHERE HARDWARE OR SOFTWARE INVESTMENT COULD BE NEEDED IN FUTURE YEARS. THE NONINFORMATION TECHNOLOGY
PROJECTS ALSO DO NOT GO THROUGH THE TI.P. PROCESS. THIS IS AN EXAMPLE OF HOW THE CITY CAN LEVERAGE THE PERMANENT IMPROVEMENT LEVY AS AN ALTERNATIVE TO THE GENERAL FUND OR BONDING. THIS DETERMINATION IS MADE BY FINANCE AND BUDGET OFFICE. THE FIRST PROJECT I
WOULD LIKE TO PRESENT IS THE 3-1-1 CRM SYSTEM REPLACEMENT. THIS PROJECT STARTED OUT OUT OF A CONSTITUENT SERVICES WORK GROUP. WHICH, IN TURN, INITIATED BY A LEGISLATIVE DIRECTIVE. THE INITIAL FUNDING
WAS IN 2025 THROUGH THE T.I.P PROCESS. OUR CURRENT 3-1-1 SYSTEM IS CHALLENGING, IN MANY WAYS. YOU HAVE HEARD ABOUT SOME OF THOSE CHALLENGES FROM THE DIRECTOR. I WOULD LIKE LLIKE TO EYE LIGHT THE COLLABORATION AROUND THIS
PROJECT. WE HAVE 21 DEPARTMENTS INVOLVED IN THE REQUIREMENTS PROCESS FOR THE RFP. AND EIGHT DEPARTMENTS HAD TEAM MEMBERS ASSIGNED TO THE RFP REVIEW PROCESS. SOME OF THE GOALS THE TEAM IS WORKING TOWARD IS IMPROVE TRANSPARENCY AND
ACCOUNTABILITY TO RESIDENTS. AGGREGATE AND STREAMLINE SERVICE REQUESTS, ENHANCE DATA MANAGEMENT, AND SUPPORT MORE RESILIENCE SYSTEM INTEGRATION. ENABLE BETTER MOBILE ACCESSIBILITY, IMPLEMENT MORE COMPREHENSIVE KNOWLEDGE MANAGEMENT REPOSITORY, AND
FACILITATE EFFECTIVE COLLABORATION ACROSS THE ENTERPRISE AND ENSURE EQUITY AND ACCESSIBILITY. THE PROJECT TEAM IS NEARING THE END OF THE PROCUREMENT PROCESS. WE'RE HOPING TO BEGIN IMPLEMENTATION IN EARLY 2026. WE EXPECT TO
FINISH THE IMPLEMENTATION IN 2027. THE FUNDING REQUEST FOR THE PROJECT IS $2 MILLION IN 2026 AND $2.5 MILLION IN 2027. THE TOTAL AMOUNT REQUESTED IS $4.5 MILLION OVER TWO YEARS. AND THIS BUDGET SUPPORTS THE
SOFTWARE COST DURING THE IMPLEMENTATION, AS WELL AS THE IMPLEMENTATION COSTS ITSELF. THE NEXT PROJECT I WOULD LIKE TO PRESENT IS THE ENTERPRISE RESOURCE PLANNING OR
ERP PROCESS WE'VE BRANDED AS PROJECT EVOLVE. THIS PROJECT WILL MODERNIZE OUR CITY'S HR, FINANCE, AND PAYROLL SYSTEMS AND PROCESSES. OUR CURRENT SYSTEM IS ONE YOU KNOW OF. WE'VE RECEIVED INITIAL FUNDING FOR
THIS EFFORT IN 2023. I'LL HIGHLIGHT SOME OF THE MAIN GOALS WE HAVE AROUND THE EFFORT. ALL OF THESE ITEMS COVER MULTIPLE BUSINESS LINES AND DEPARTMENTS. A KEY ASPECT WHY THEY'RE CHALLENGING TODAY IS THAT OUR CURRENT SYSTEM, WHILE THE SAME SOFTWARE FOR HR AND FINANCE IS
ACTUALLY TWO SEPARATE INSTANCES WITH OVER FIVE YEARS BETWEEN IMPLEMENTATIONS. THERE ISN'T A UNIFIED DATA MODEL, AND USERS FOR THE OVERALL SYSTEM ARE MANAGED SEPARATELY. WITH THE NEW SYSTEM, WE WILL HAVE IMPROVED AND STREAMLINED BUSINESS PROCESSES AND WORK
FLOW, ENHANCED DATA REPORTING, CONSOLIDATION OF MULTIPLE SYSTEMS AND INTEGRATIONS, AND IMPROVED USER EXPERIENCES AND SYSTEM NAVIGATION. ? IS AN EFFORT THE CITY HAS BEEN WORKING ON FOR SEVERAL YEARS WITH POSITIVE COLLABORATION BETWEEN THE INTERNAL SERVICE DEPARTMENTS
OF HR, FINANCE, AND I.T. WE HAVE ALSO INCLUDED THE PARK BOARD THROUGH THE EARLY PLANNING AND EVALUATION PROCESSES WITH A GOAL OF INTEGRATING THEM MORE HOLISTICALLY INTO THE SYSTEM THAN WE HAVE WITH THE CURRENT PLATFORM. WE SIGNEDDED A CONTRACT WITH THE SOFTWARE
PROVIDER EARLIER THIS YEAR. IN LATE SUMMER, WE PUBLISHED AN RFP FOR AN IMPLEMENTATION PARTNER, AND ARE IN THE EARLY STAGES OF THAT PROCUREMENT PROCESS. OUR GOAL WOULD BE TO START IMPLEMENTATION IN THE FIRST HALF OF 2026. THIS WOULD ALLOW GO-LIVE IN SEVERAL STAGES FROM
THE END OF 2027 THROUGH 2028. THE FUNDING REQUEST THROUGH T.I.P THROUGH FOR THE PROJECT IS $3.5 MILLION IN 2026, $.6 MILLION IN 2 2027, AND $5.5 MILLION IN 2028. THE TOTAL
AMOUNT REQUESTED IS $16 $16 .6 E YEARS. THIS BUDGET WOULD BROADLY SUPPORT THREE MAIN AREAS OF EXPENSE. THE FIRST IS THE SOFTWARE COST DURING THE IMPLEMENTATION PERIOD. SECOND IS BACK FILL AND STAFF
AUGMENTATION FOR HR, FINANCE, AND I.T. AND LAST IS THE IMPLEMENTATION PARTNER. THE THIRD AND LAST TECHNOLOGY PROJECT I'D LIKE TO PRESENT IS THE BUILDING BLOCKS. PROJECT
INITIATED BY THE REGULATORY SERVICES DEPARTMENT WITH THE DESIRE TO MOVE TOWARD A MORE PROACTIVE ENFORCEMENT OF RENTAL PROB PROBLEM -- PROPERTIES INITIAL FUNDING WAS 2025. THE GOAL TO PROVIDE A GREATER UNDERSTANDING OF HOUSING AND
BUILDING STOCK, AS WELL AS IMPROVED DATA FOR ENHANCED ENFORCEMENT ACROSS A VARIETY OF SCENARIOS. WE HAVE A CONTRACT IN PLACE AND THE TEAM IS CURRENTLY WORKING THROUGH TESTING AND VALIDATION. THE FUNDING REQUEST THROUGH T.I.P FOR THE PROJECT WOULD BE
$71,000 IN 2026, THIS WOULD COVER THE REMAINDER OF THE IMPLEMENTATION AND LICENSING COSTS THROUGH IMPLEMENTATION. THE LAST PROJECT IS THE GREENWAY SYSTEMS REHABILITATION. THIS
PROPOSAL ADDRESSES MUCH-NEEDED ELECTRICAL AND WATER INFRASTRUCTURE REPAIRS. ALONG THE GREENWAY. SERVING AS A KEY CORRIDOR FOR PEOPLE WALKING BIKING, AND TAKING TRANSIT THE PROJECT'S GOAL IS TO SUPPORT A MORE EQUITABLE TRANSIT SYSTEM
AND IMPROVE MOBILITY IS SYSTEMS. SOMETHING RESIDENTS VOICED AS A CLEAR PRIORITY. WE'RE REQUESTING $1.5 MILLION IN 2027 FOR THE WORK. THE REQUEST ORIGINALLY CAME THROUGH THE OPERATING BUDGET PROCESS, WE HAVE SHIFTED TO THE PERMANENT
IMPROVEMENT LEVY WITHIN T.I.P. A MORE TRADITIONAL AND APPROPRIATE FUNDING SOURCE. WE PRESENTED ON THIS LAST YEAR TO THE COUNCIL AND IT WAS ADOPTED IN THE PLAN FOR T.I.P. THIS APPROACH ALSO PROVIDES PUBLIC WORKS WITH TWO YEARS TO PREPARE FOR THE INVESTMENT AND ALIGN
WITH LONG-RANGE PLANNING. THANK YOU FOR THE OPPORTUNITY TO PRESENT THE TECHNOLOGY IMPROVEMENT PLAN TODAY. I'LL STAND FOR QUESTIONS. >> THANK YOU. COUNCIL PRESIDENT PAYNE. >> THANK YOU, VICE PRESIDENT CHUGHTAI. I WENT IN THE QUEUE
AND REALIZED YOU WERE DOING THIS ON A SEPARATE PRESENTATION ON THE T.I.P. MY QUESTION AROUND THE ERP PROJECT. I KNOW WE HAD ORIGINALLY IN THIS YEAR'S BUDGET REDUCED THAT FUNDING AND THE
ORIGINAL RISK IT WOULD PUSH FUNDING FURTHER OUT. AND WE ARE CURRENTLY IN FURTHER OUT I KNOW WE DID HAVE A WAY EARLIER ABOUT BEING ABLE TO LEVERAGE A MASTER SERVICE AGREEMENT WITH THE STATE TO START TO CONTINUE THAT WORK. DESPITE THAT FUNDING CUT. AND I WAS CURIOUS IF YOU GIVE US A
STATUS UPDATE. WHAT I SEE IN TODAY'S PRESENTATION IS THAT THE FUNDING REQUEST INCREASED SUBSTANTIALLY AS A RESULT OF THAT. AND SO IT SEEMS TO ME WE WERE ABLE TO ABSORB SOME OF THAT THROUGH THE STATE MSA. OR COULD YOU JUST REMIND ME OF HOW WE
WERE ABLE TO CONTINUE THAT WORK FORWARD. >> YEAH. CHAIR CHUGHTAI, COUNCIL PRESIDENT. THANK YOU FOR THE QUESTION. SO WE DID SIGN THROUGH A STATE CONTRACT
WITH THE SOFTWARE VENDOR. I THINK WHAT HAS HAPPENED OVER THE PAST YEAR IS WE HAVE NOW BETTER VISIBILITY INTO, FOR SURE, INTO THE SOFTWARE CONTRACT ITSELF.
ONE OF THE GOALS OF THE NEGOTIATING THE CONTRACT EARLIER IN YEAR WAS TO LOWER THE COST OVER THE FIRST THREE YEARS THROUGH THE IMPLEMENTATION OF THE PROJECT. AS MUCH AS POSSIBLE BECAUSE OF KNOW WHAT WAS HAPPENING WITH THE BUDGET.
AND SO I THINK OUR ESTIMATES THAT WE HAD IN THE PROPOSAL LAST YEAR WERE HIGHER THAN WHAT WE ENDED UP SIGNING THAT CONTRACT WITH. I THINK IN ADDITION, AS WE ARE CLOSER NOW TO THE IMPLEMENTATION PARTNER, WE'VE
TAKEN A REALLY, REALLY HARD LOOK AT WHERE WE THINK THE DOLLARS ARE GOING TO LAND FROM A BUDGET YEAR PERSPECTIVE. WE'VE TRIED TO BE AS SPECIFIC AS POSSIBLE TO NOT OVER BUDGET IN A GIVEN YEAR
IN ORDER TO ROLL THE MONEY OVER. SO THAT HAS RESULTED IN US KIND OF SHIFTING SOME OF THE DOLLAR AMOUNTS OUT A LITTLE BIT FURTHER. >> THAT'S HELPFUL. AND THEN NOW I RECALL IN OUR CONVERSATION, THERE WAS -- YOU DID FLOAT THE RISK YOU MAY HAVE TO COME BACK
AND DO AN ADDITIONAL BUDGET REQUEST. DEPENDING ON HOW THE NEGOTIATIONS UNFOLDED. I'M HAPPY TO HEAR THAT YOU'RE ABLE TO TIGHTLY MANAGE THAT PROJECT. SO THANK YOU. >> THANK YOU. ANY OTHER
DISCUSSION OR QUESTIONS? NOT SEEING ANY. I'LL DIRECT THE CLERK TO FILE THAT PRESENTATION. THANK YOU SO MUCH. WITH THAT, WE'RE READY TO MOVE TO THE FINAL
AGENDA ITEM, WHICH IS A REPORT RELATING TO N MUNICIPAL REVENUE. I'M WELCOME UP DIRECTOR ANDREW HOCK KINS FROM THE LEGISLATIVE RESEARCH AND
OVERSIGHT DIVISION TO PRESENT ON THIS ITEM. I'LL NOTE WE HAVE BEEN JOINED BY PRESIDENT BRAND FROM THE BOARD OFE ESTIMATE AND TAXATION WHO HAS BEEN
AWAITING THIS PRESENTATION. WELCOME, MR. BAKKENS, HAWKENS, WHENEVER YOU'RE READY
>> HELLO. I'M ANDREW HAWKINS. I THEN TOUCH ON PIECES FROM THE MATERIALS THAT GUIDE US THAT LOOK AT NINE OTHER COMPARABLE CITIES AND GET INTO MORE REVENUE
STREAM OPTIONS WE CAN CONSIDER. ALL RIGHT. SO, AGAIN, FOR BACKGROUND. INCLUDE THIS SO PEOPLE UNDERSTAND WHAT BROUGHT US HERE. THE REQUEST. GOING BACK TO THE END OF 2024, ACTUALLY, HAS COME UP THROUGH BOTH BT AND THE COUNCIL. TO
BUILD OUT A COUPLE ADDITIONAL PIECES OF BT WANTED TO SEE. WE'RE HAPPY WHEN WE CAN INCORPORATE ITEMS AND ENSURE THIS IS GOING TO HAVE A LARGEST IMPACT AND SCOPE FOR THE MOST PEOPLE. NOW THE CRUX OF THE
REQUEST IS GETTING INTO WHAT THE CITY CAN DO WITHOUT PROPERTY TAXES THE FIRST PLACE I'M GOING TO TALK ABOUT IS REVENUE TAXES. THE REASON TO MAKE SURE WE CAN COVER THE LANDSCAPE AND UNDERSTAND THE NUANCE AND COMPLEXITIES INHERENT WITH PROPERTY TAXES THEMSELVES. SO
LOOKING AT PROPERTY TAX LEVY BURDEN. RIGHT NOW THE NATIONAL LANDSCAPE THERE'S A TREND OF -- CERTAINLY NOT MINNEAPOLIS EXCLUSIVE ISSUE THAT WE'RE FACING THAT THE SHARE THAT PROPERTY TAXES MAKE UP FOR GENERAL FUNDS. GENERAL FUND DOLLARS ACROSS CITIES NATIONWIDE
IS TRENDING UPWARDS. CITIES HAVE BECOME MORE RELIANT ON THE PROPERTY TAXES. OR AT LEAST ONE OF THEIR MAJOR SOURCES OF REVENUE. THE REASON FOR THIS IS GENERALLY THAT SIMILAR TO MINNEAPOLIS STATES HAVE STARTED TO REALLY CLAMP TOWN ON WHAT MUNICIPALITIES ARE ALLOWED TO DO WITH PROPERTY TAXES. THIS
INCLUDES PUTTING IN LIMITS ON HOW MUCH LEVIES CAN BE INCREASED, LIMITATIONS ON HOW THE PROCESSES CITY HAVE TO FOLLOW TO INCREASE ANY PROPERTY TAX LEVIES. AND THEN LOCKING IN PLACE ANY ASSESSMENT -- REASSESSMENT OF PROPERTY VALUE
OVER A PERIOD OF TIME. SO, AGAIN, FOR A NUMBER OF REASONS. LIKE THIS IS BECOME A CENTRAL POINT OF FOCUS. IT'S ALSO, OBVIOUSLY, SOMETHING THAT EVERY RESIDENT OF THE CITY THAT OWNS, YOU KNOW, THEIR PROPERTY IS GOING TO FEEL. ONE OF THE OTHER ISSUES WITH PROPERTY TAX
FLUCTUATIONS TO PROPERTY EVALUATIONS AND NEW CONSTRUCTION IMPACT THIS STABILITY OF PROPERTY TAX AS A RELIABLE AND CONSISTENT SOURCE OF REVENUE. AS WE'VE SEEN RECENTLY, AGAIN, FOR REASONS THAT OFTEN CAN BE OUTSIDE OF THE CITY'S CONTROL, YOU CAN HAVE LARGE MARKET FLUCTUATIONS THAT ARE GOING TO SUBSTANTIALLY CHANGE THE TAXABLE
BASE THAT A CITY HAS TO PULL FROM. WHEN LOOKING AT PROPERTY TAX AND, HONESTLY, ANYTHINGS ACROSS THE BOARD, CITIES HAVE TO ACCOUNT FOR ADVERSE IMPACTS THAT CONTRIBUTE TO ANY TIPPING POINT TYPE ISSUES. THE IDEA YOU CAN
RAISE TAXES TO SOME AMOUNT WHETHER IT'S AN ADVERSE IMPACT. PEOPLE WOO RELOCATE ET. CETERA WHERE BECAUSE OF A TAX BURDEN. UNDERSTANDING WITH ANY OF THESE WHAT THOSE DIFFERENT TIPPING POINTS MIGHT BE. IS
EXTREMELY IMPORTANT. BECAUSE, AGAIN, THE POSITIVE OF HAVING MORE REVENUE FOR THE CITY TO WORK WITH IS ONE THING. BUT, YOU KNOW, IT'S GOOD TO KNOW WHAT THE OPPORTUNITY COST IS GOING TO BE. AND THEN THE CHART ON THE RIGHT IS PULLED FROM THE CITY'S BUDGET BOOK. FOR ANYBODY WITH THE ELECTRONIC VERSION, IF YOU
CLICK, IT'LL TAKE YOU THERE. USE THAT TO HIGHLIGHT THAT, AGAIN, ADDITIONAL REVENUE SOURCES, THE PROPERTY TAX FOR THE CITY OF MINNEAPOLIS WILL MAKE UP OVER HALF OF THE CITY'S OVERALL REVENUE IN THE COMING YEARS. THAT'S THE CURRENT PROJECTION TRACK WE'RE ON. AND THEN AS YOU SEE, IT DOESN'T BECOME MORE THAN 50% BUT WILL
CONTINUE TO GROW. THIS IS A 2025 PROPERTY TAX LEVY BURDEN. SOMETHING THAT NOT NECESSARILY EXCLUSIVE TO MINNEAPOLIS. BUT ALSO SOMETHING THAT, AGAIN, IS NOT QUITE AS WIDE SPREAD ACROSS CITIES. GIVEN THE WAY THAT
DIFFERENT LOCAL GOVERNMENTS ARE STRUCTURED ACROSS. I DON'T KNOW IF INDIVIDUALS ARE AWARE. ABSENT LOOKING A THE CHART IN THE BUDGET BOOK OR ASKING THE REQUEST WHERE THE PROPERTY TAX REVENUE FOR THE CITY OF MINNEAPOLIS GO. I THINK THERE'S OFTEN A MISCONCEPTION THAT 100%
OF WHAT IS MINNEAPOLIS PROPERTY TAX IS COMING TO THE CITY TO FUND CITY PROGRAMS. IN REALITY, IT'S NOT THE CASE. SO I HAVE THE BREAKDOWN. THE LARGEST CHUNK AT 1776 FOR THE PARK BOARD
IS THE LARGEST PORTION BEING TAKEN FOR AN ENTITY NOT THE CITY. BUT THEN EVEN ONCE YOU GET INTO THE FUNDS THAT ARE COMING INTO THE CITY, THOSE STILL BROKEN DOWN FOR BOND REDEMPTION, PENSION-RELATED, TEACHER RETIREMENT ASSOCIATION, AND YOU HAVE WHEN YOU GET TO THE GENERAL FUND, YOU'RE ALREADY
DOWN TO 65%. NOW MOVING INTO NONPROPERTY TAX REVENUE. SO FOR THIS SLIDE, I WANT TO START BY NOTING IN A LARGER ROLLDOWN CHART. I HAD TO MOVE SOME THINGS. I NEED TO CHANGE TWO
AMOUNTS. I'LL AMEND AND UPDATE THE FILE. FOR LOCAL GOVERNMENT AND MUNICIPAL STATE AID, LOCAL GOVERNMENT AID IS ACTUALLY $81 MILLION AND THE MUNICIPAL STATE AID IS $85 MILLION. I THINK THE NUMBERS THERE WERE TWO TIEDED INTO TWO OTHER THINGS THAT GOT
REMOVED. EVERYTHING DIDN'T ALIGN. I WANT TO MAKE NOTE. ALSO, THESE ITEMS AREN'T INTENDED TO BE AN EXHAUSTIVE LIST. TO SHOW WHERE PLI MINNEAPOLIS IS PULLING IT FROM. I THINK THIS IS SOMETHING THAT EVEN OUTSIDE THE PROPERTY TAX CONVERSATION HAS BEEN THE TOPIC
OF DISCUSSION. DUE TO A LOT OF CHANGES AT THE FEDERAL LEVEL AS FAR AS WHAT FUNDING IS AVAILABLE, WHAT FUNDING IS KNOWLEDGE LONO LONGER AVAILABLE. WE'LL SEE IT TRICKLE DOWN TO THE STATE. A LOT OF STATE MONEY THAT THE CITY CAN RECEIVE IS OFTEN THE STATES PASS THROUGH WHERE THE MONEY IS COMING FROM THE FEDERAL SIDE.
SO I DON'T KNOW THAT ONE COULD MAKE A FAIR ASSUMPTION THAT THE STATE WILL STEP IN LOU OF THE IN LIEU OF THE FEDERAL GOVERNMENT. THIS IS SOMETHING WE WANT TO KEEP ON. OBVIOUSLY FROM THE FEDERAL SIDE WE GET A LOT FROM HOUSING AND URBAN DEVELOPMENT. IT'S ONE OF THE PRIMARY SOURCES OF FUNDING. TWO
TO TOUCH ON. I KNOW IT CAME OUT IN THE LANDSCAPE ABLE ANALYSIS, BUT COMPARISON TO THE PEER CITIES, CITY OF MINNEAPOLIS IS SLIGHTLY MORE RELIANT ON FEDERAL, STATE, AND LOCAL GOVERNMENT REVENUES AS A SOURCE
OF INCOME. NEXT LOOK AT SPECIAL USE TAXES. MINNEAPOLIS HAS AN ENTERTAINMENT TAX THAT IS 3% CITY WIDE. APPLYING TO ADMISSION FEES, SPORTING EVENTS, CONCERTS, LODGING, SALES DURING THE EVENTS, AND, AGAIN, IT'S
INTERESTING TO READ WHAT QUALIFIES AND WHAT DOESN'T. BECAUSE EVERYTHING ALL THE WAY DOWN TO PUB GAMES LIKE POOL AND DARTS IS SOMEHOW COVERED. I'M NOT SURE HOW THE CITY IS COLLECTING THAT. FOR THINGS NOT CURRENTLY COVERED BY THIS 3%
ENTERTAINMENT TAX, NIP TRANSPORTATION FEES. SO ANYBODY TRAVELING TO OR FROM THE EVENTS. NO 3%. AND ATHLETIC, HEALTH, AND GOLF CLUBS OR FACILITY FEES IS NOT INCLUDED. THE CITY ALSO HAS A LODGING TAX OF 3%. IT'S A
3% ON ROOM RENTAL EXPENSE, EXPLICITLY. THERE'S A STATE REQUIRES THE CITIES COMBINE LODGING TAX CANNOT EXCEED 6.5%. AND TO GET AN IDEA FOR SORT OF WHERE THEY ARE FOR 2025 THE ENTERTAINMENT TAX IS BUDGETED TO
BRING IN $26 $26 .9. AND THE LG BUDGETED AT $8.6 MILLION. NEXT THE OTHER ADDITIONAL TAX IN MINNEAPOLIS IS DOWNTOWN TAXING AREA. THIS IS AN ADDITIONAL 3% THAT APPLIES TO RESTAURANT AND LIQUOR SALES WITHIN THE BOUNDARY
THAT YOU CAN SEE OUTLINED IN RED. THE BIGGEST ISSUE WITH THIS, AND I BELIEVE IT HAS BEEN SOMETHING THAT THE CITY IDENTIFIED AS A LEGISLATIVE PRIORITY. I'M NOT SURE WHERE IT'S AT. THIS YEAR. BUT WHEN THIS MAP WAS DRAWN, I BELIEVE THE CITY OF MINNEAPOLIS LOOKED SLIGHTLY DIFFERENT. THE THING MOST NOTABLE WITH THE MAP IS
THAT THE MINNEAPOLIS DOWNTOWN TAXING AREA WAS INTENDED TO TAX, AGAIN, ESSENTIALLY ENTERTAINMENT DISTRICTS. ONE OF THE MORE RECENT IS ALMOST ENTIRELY CUT OUT IS THE NORTH LOOP. SO, OBVIOUSLY, THE ISSUE YOU HAVE THERE IS THAT IN THE SPAN OF ONE
BLOCK, THERE COULD BE VENUES OPERATING OUTSIDE OF THAT 3% TAX. WHEREAS ONE BLOCK IN THE OTHER DIRECTION, THEY'RE GOING TO BE SUBJECT TO THE TAX. SO JUST SOMETHING TO IDENTIFY. I'M SURE IF WE SAT HERE AND EVERYBODY DREW A CIRCLE AROUND WHAT THEY THOUGHT WAS DOWNTOWN IT WOULD LOOK DIFFERENT. I DON'T KNOW IF ANYBODY WOULD DRAW
A MAP THAT WOULD LOOK LIKE THIS. NEXT WHEN WE GET INTO LICENSE AND FEE REVENUE. SOMETHING THAT EXISTS ACROSS ANY CITY WE LOOK AT. FOR THE CITY OF MINNEAPOLIS, IT'S OUR BIGGEST BUDGET. AS FAR AS WHERE WE'RE
BRINGING IN THE MOST REVENUE. WHICH LOOKING AT SOME EXAMPLES OF THIS, IT'S WE HAVE CHARGES FOR SERVICES. THOSE ARE SERVICES THAT ARE PROVIDED BY THE CITY. THAT CAN INCLUDE WATER, WASTE, UTILITIES, INSPECTIONS. OUR CHARTERS FOR SALES. LIKE ONE MATCHES UP WITH WHAT IT SOUNDS LIKE. THE SALES
OF EQUIPMENT, PARTS, SUPPLIES, THINGS LIKE THAT. OUR LICENSING AND PERMITTING. OBVIOUSLY, THERE'S A VERY, YOU KNOW, WIDE RANGE OF LICENSING AND PERMITS REQUIRED FOR DIFFERENT THINGS. LIKE ALSO BRINGS IN $46 MILLION. LOOKING AT THAT THE IN THE TWO DIFFERENT CATEGORIES FOR NONBUSINESS LICENSING AND
PERMITS, THAT CAN BE, AGAIN, BUILDING, PLANNING, PLUMBING, MECHANICAL. THE $31 MILLION AND RENTAL HOUSING, LIQUOR, BEER, SALES, FOOD, BUSINESS, AMUSEMENT FOR THE BUSINESS LICENSES. THAT'S 14.9. AND SOMETHING MOST PEOPLE ARE FAMILIAR WITH,
ESPECIALLY IF YOU OWN A PROPERTY, SPECIAL ASSESSMENT FEES AT $34 MILLION. NEXT SO FOR ALL OF THESE SERVICES, MOST OF THEM PRIMARILY GOING TO BE
LICENSE FEES THAT ARE ESTABLISHED BY THE CITY. THESE USUALLY COME UP FOR REVIEW ANNUALLY. AN EXAMPLE OF ONE OF THE SHEETS YOU'VE PROBABLY SEEN COME BEFORE YOU RECENTLY. FOR THE PROPOSED 2026 LICENSE FEES. THE FEE SCHEDULES ARE BROKEN DOWN INTO BROAD CATEGORIES. I THINK THE LAST LOOKING THE CITY
HAD MORE THAN 600, AT LEAST. SO, AGAIN, I'M SURE IT'S A LOT TO REVIEW. IT'S SOMETHING THAT COMES UP FROM TIME TO TIME. THERE'S CURRENTLY A FEE STUDY THAT IS ALSO BEING DONE TO KIND OF SEE WHERE THESE FALL RELATION TO COMPARABLE CITIES. BUT THE MOST FAMILIAR ONES PEOPLE WILL KNOW IS PARKING RAMPS, LOTS, AND
METERS. THAT'S $41 MILLION THAT ARE BROUGHT IN BY THAT. OBVIOUSLY, THAT'S SOMETHING WHERE, YOU KNOW, WITH THE TIPPING POINT, YOU CAN INCREASE IT TO A POINT. BUT, YOU KNOW, IF IT GETS UP TOO HIGH, INDIVIDUALS CAN'T AFFORD TO PARK. IF IT'S TOO LOW, YOU'RE MISSING OUT ON REVENUE. ALL
RIGHT. AND LASTLY FOR THIS SECTION. PART OF THE REQUEST WAS TO LOOK AT DEPARTMENTS THAT WERE FUNDED. ACTUALLY I BELIEVE IT WAS WORDED DEPARTMENTS FUNDED OUTSIDE OF THE GENERAL FUND. AND SO WHAT I'M GOING TO NOTE HERE IS FROM DIGGING INTO SOME OF THIS, AND STARTING TO PULL OUT THE PIECES, IT SEEMED EASIER
TO IDENTIFY WHAT IS ON THE GENERAL FUND. BECAUSE ALMOST EVERY DEPARTMENT IN THE CITY IS -- HAS AT LEAST ONE OR TWO DIFFERENT FUNDING SOURCES IT'S PULLING FROM. AND IT CAN OFTEN BE EXTREMELY COMPLEX. SOMETIMES THE FUNDS WILL BE EXCLUSIVE TO THE SERVICE BEING PROVIDED. SOMETIMES IT'S GOING TO BE MORE
OF A GENERAL FUND THAT CAN GET MOVED AROUND. AND SO TRACING ALL OF THOSE BACK IS CERTAINLY SOMETHING THAT IS WORTHWHILE. BUT IT WOULD CREATE PROBABLY MORE CONFUSION FOR THE PURPOSES OF A PRESENTATION. I'LL NOTE THAT FOR SOME OF THE BECAUSE A GROUP NOT LISTED AS GENERAL FUND
ONLY, DOESN'T MEAN EVERYTHING IS EQUAL AS FAR AS HOW MUCH OF THEIR BUDGET IS BEING FUNDED THROUGH, AGAIN, ONE OF THESE GOVERNMENT FUNDS. SPECIAL REVENUE, CAPITAL PROJECTS. I THINK THE CITY CLERK IS A GOOD EXAMPLE. BECAUSE WHEN IT CAME UP, I ASKED OUR CITY CLERK. I BELIEVE HE SAID THAT THE OUTSIDE
FUNDING IS CAPTURED FOR THE CLERK'S OFFICE IS SOMETHING THAT WE GET FOR RUNNING THE PRINTING CENTER. IT'S A COUPLE THOUSAND DOLLARS. IT'S GOING PAIL IN COMPARISON TO SOME OF THE BUDGETS THAT MIGHT BE MILLIONS.
NATIONAL LANDSCAPE. THERE'S A LOT ON THE SLIDE. THE MUNICIPAL STATE AID IS COPIED OVER FROM THE PREVIOUS ONE. IT'S ALMOST DELIBERATEDLY A LOT. AND THE WHOLE IDEA TO SHOW IT'S A
MASSIVE CHALLENGE TO COMPARE MUNICIPALITIES, APPS LES TO APPLES. EVERY CITY IS STRUCTURED DIFFERENTLY. EVERY CITY HAS ACCESS TO DIFFERENT
RESOURCES. IN THE TRUTH AND TAXATION POLICY THAT IS A LIMITING FACTOR OF THEM
INCREASING PROPERTY TAXES. SO THAT IS A LOT SMALLER THAN WHAT WE'LL SEE. HOWEVER, THEY HAVE A 1% CITY EARNINGS TAX THAT IS TAKEN I BELIEVE ANY RESIDENT OF KANSAS OR INCOME IS EARNED IN KANSAS CITY. THAT BRINGS IN
$373 MILLION TO OFFSHORT THE SMALLER INTAX OF PROPERTY TAXES. FOR THE CITY YOU SAW ME GO THROUGH THESE. HIGHLIGHTING SOME AREAS WHERE THERE'S VERY LARGE DISCREPANCIES. THAT COULD BE LOOKED INTO FURTHER. THE HOTEL AND MO TAL TAX IN KANSAS
CITY IS $36 MILLION. WHAT WE BROUGHT BACK I THINK BUDGETED IN '25 IS $8 MILLION. WHAT ARE THEY DOING TO PULL IN SIGNIFICANTLY MORE REVENUE FROM THEIR LODGING TAX. LOOKING AT THERE'S ALSO THE MARIJUANA TAX SALES IN BOTH SIDES. AGAIN, THE
BUCKETS ARE EXTREMELY DIFFERENT. YOU WOULD EXPECT BOSTON TO BE HIGHER. IT'S NOT. BASE ON THE WAY THE STATES AND REGULATE THE FUNDS. THAT IS SOMETHING THAT I KNOW IS ROLLING OUT THE IN THE STATE. SO SOMETHING TO KEEP AN EYE ON AS FAR AS THE IMPACT FOR
THE CITY. ALSO, BOSS BOSTON HAS LOGAN INTERNATIONAL AIRPORT. THEY HAVE A TAX ON, I BELIEVE, EVERY GALLON OF FUEL SOLD AT THE AIRPORT. THAT'S $57 MILLION -- $40 MILLION THEY'RE BRINGING IN. THEY ALSO HAVE ESSENTIALLY PASS THROUGH TAX.
THE STATE LEVIED THE AUTHORITY IT DO A TAX EN EN LOU OF A PROPERTY TAX. EVERY VEHICLE IN BOSTON HAS TO PAY THAT. THAT GENERATES $59 MILLION. THE WAY
THE CITIES WORK WITH THE STATE. THE WAY THE COUNTIES WORK WITH THE STATE. IT DOES MAKE IT HARD. ABSENT STANDARDIZATION TO DO THE APPLES TO APPLES. WITH THE COUNTY AND THE SCHOOL DISTRICT AND THE CITY OPERATING IN THE SAME SPACE, THERE'S A LOT OF ROOM FOR OVERLAP AND THE HOUSE SERVICES ARE PROVIDED ISN'T GOING TO BE SEEN AS AN
APPLES TO APPLES THING. QUESTIONING INTO THE NATIONAL LANDSCAPE COMPARISON. WE WORKED WORKED NINE COMPARABLE CITIES PLUS MINNEAPOLIS 10. THERE
MIGHT BE OPPORTUNITIES TO LOOK AT DIFFERENT REVENUE SOURCES AND THEN WHAT THE STRUCTURES WOULD LOOK LIKE IN THE CITY OF MINNEAPOLIS. THIS COMPARISON REQUIRED THE DATA TO BE STANDARDIZED. AS ALLUDED TO IN THE PREVIOUS SLIDE. JUST BECAUSE, AGAIN, ALL THE COMPLEXITIES AND AVAILABLE REVENUE SOURCES. SO THE DATA
SOURCE THEY USED HAS A GOOD FORMULA THAT IS ABLE TO ACCOMPLISH THAT. AND I'LL NOTE, AGAIN, FURTHER ENCOURAGEMENT TO READ THROUGH THE DECK THAT EVERYBODY SHOULD HAVE. BASED ON THE CITY COUNCIL'S DIRECTION AND INPUT ON HIGH PRETTIERTY
REVENUE, THE NEXT STEP TO EXPLORE THE APPLICABILITY FOR MINNEAPOLIS. GOAL OF BRINGING IT BACK IN NOVEMBER. ALL RIGHT. SO JUST TO HIGHLIGHT. THIS IS AVAILABLE IN THE PRELIMINARY
REPORT. A SUMMARY OF FINDINGS. I PULLED THE QUOTES. I DIDN'T WANT TO MISREPRESENT ANYTHING. THEY FOUND MINNEAPOLIS MORE DEPENDENT. IT GENERATES LESS REVENUE PER CAPITA THAN MOST PEERS. IT INDICATES AN OPPORTUNITY TO EXPAND AND
DIVERSIFY ON SOURCE REVENUE. MINNEAPOLIS CAN INCREASE REVENUE GENERATION BY IMPLEMENTING NEW STRATEGIES INSPIRED BY PEER CITIES. THAT IS BUILDING ON THAT LOWER GENERATION PER CAPITA THAT WE'RE SEEING. LEADING EXAMPLES THEY OBSERVED OF REVENUE STRATEGIES LINE TRANSFER
TAX, VARIOUS FORMS OF INCOME TAX, BUSINESS TAX, CONGESTION PRICING, EXCISE TAX, PAYMENT IN LIEU OF TAXES, AND SERVICES. MINNEAPOLIS IS DEPENDENT ON PROPERTY TAX REVENUE. INDICATING AN OPPORTUNITY TO DIVERSIFY. THE NEXT PART IS
BIG. WHAT WE'RE ALLOWED TO DO BY STATE LAW IS VERY NARROW. COMPARED TO A LOT OF OTHER CITIES. MINNEAPOLIS IS VERY RESTRICTED IN TERMS OF ANYTHING THAT STARTS TO RESEMBLE A TAX BECOMES AN ISSUE AT THE STATE LEVEL. JUST TO HIGHLIGHT A
COUPLE OF PIECES FROM THE REPORT. OF THE 10 CITIES REVIEWED, MINNEAPOLIS RANKED NINTHS IN PER CAPITA REVENUE. SO I THINK ONLY MINNEAPOLIS AT 7,503 PER CAPITA. KANSAS CITY WAS THE ONLY CITY THAT CAME IN
LOWER AT 6,578. JUST A COUPLE OF OTHER ONES TO INDICATE WHERE THE SCALE IS AT. ATLANTA AT $8,135. SEATTLE AT $11,000. LOOKING AT THE NEXT ONE,
MINNEAPOLIS RANKED 10th. NINTH WAS KANSAS CITY WITH $3,239. THAT'S SCALE GOES UP WITH PORTLAND AT $4,00
$4266. THAT'S QUITE A BIT OF SPACE WHERE THE CITY SEES ITSELF NOW AND WHERE THE CITIES ARE OPERATING. MINNEAPOLIS HAS RELATIVELY HIGHER PROPERTY TAXES. IT WAS THIRD OUT OF 10. FACES LIMITATIONS HOW MUCH WE CAN INCREASE THE RATES WITHOUT SEEING ADVERSE IMPACT. HOWEVER,
THE THING I'LL NOTE MINNEAPOLIS $1.25. THE ONLY CITIES AHEAD OF KANSAS CITY WAS 1.37 AND PORTLAND 1.68. ANOTHER AREA OF COMPLEXITY WITH THIS IS THAT, AGAIN, THERE ARE SOME CITIES WHERE WE SEE HIGH PROPERTY
TAX -- LOW PROPERTY TAX RATES BUT HIGH PROPERTY TAX BILL. BECAUSE THIS IS GOING TO ALWAYS CORRELATE TO WHAT THE PROPERTY VALUES ARE IN A CERTAIN AREA AND HOW THEY'RE APPLYING THE TAX. SO, AGAIN, HAVING A HIGHER OR LOW PROPERTY TAX RATE DOESN'T NECESSARILY EQUATE A DIRECT
PROPERTY TAX BILL. AND MINNEAPOLIS WAS FOURTH OUT OF 10 IN PER CAPITA REVENUE FOR CHARGES IN PUBLIC SERVICES. I TALKED ABOUT BEING ONE OF THE BIGER BUCKETS. BUT WE DID SEE A COUPLE CITIES COMING IN HIGHER. SEATTLE AT $2400. DENVER $3700.
AND SAN FRANCISCO ALL THE WAY AT $5100. ALL RIGHT. SO I WANT TO PULL OUT THIS IS PROVIDED IN A LOT MORE DETAIL IN THE REPORT. WE CAN GET INTO SOME EXAMPLES.
I'M TOUCH ON SOME NOW. THESE ARE THE THREE MAIN BUCKETS WHERE REVENUE SOURCES ARE GOING TO COME FROM. TAXES, CHARGES, AND MISCELLANEOUS REVENUE. FOR TAXES, AGAIN, LOOKING AT, YOU KNOW, SOME OF THE DIFFERENT OPTIONS I MENTIONED BEFORE. IF WE WANT TO LOOK AT SPECIFIC
PROGRAMS. FOR EXCISE TAX THIS IS SOMETHING LIKE A BEVERAGE TAX. THE CITY CURRENTLY HAS PLASTIC BAGS. I THINK MAYBE EXPANDED TO BAGS, IN GENERAL. SO THINGS THAT ARE TARGETED AT ONE SPECIFIC -- USUALLY A SPECIFIC ITEM OR ACTIVITY. THE
INCOME TAX I TOUCHED ON KANSAS CITY. PHILADELPHIA HAS AN INCOME TAX RELATED TO FUNDING IN SCHOOLS. BUSINESS TAXES. SEATTLE ACTUALLY HAD TWO OF THE MOST KIND OF EXAMPLES FOR THIS. THEY HAD THEIR PAYROLL TAX FOR COMPANIES FOR INDIVIDUALS PAYING
OVER A CERTAIN AMOUNT. AND THEN THEY ALSO HAVE A PERCENTAGE-BASE TAX ON BUSINESSES THAT TIES INTO THE CITY'S SOCIAL HOUSING WORK. THE LAND TRANSFER TAX IS INCREASINGLY COMMON. IN NEW YORK AND SAN FRANCISCO ARE THE TWO KIND OF NOTABLE EXAMPLES
NOW. FOR LOOKING AT PILOT. PAYMENT IN LIEU OF TAXES. THIS IS AN INCREASING SOURCE OF REVENUE FOR CITIES. BOSTON IS PRIMARY ONE IN THE SPACE NOW. IT'S BEEN A NUMBER OF YEARS. AND THEY'RE CONTINUING TO REVISE IT. IT BASICALLY STEMMED FROM
THEM REALIZING THAT HALF OF THEIR POTENTIAL TAX BASE WAS EXEMPT. THERE'S, OBVIOUSLY, BOSTON THERE'S A LOT OF SCHOOLS, HOSPITALS, THINGS OUTSIDE OF TAX COLLECTION. BUT THOSE ORGANIZATIONS ARE STILL LEVERAGING CITY SERVICES, ROADS,
EMERGENCY SERVICES, THINGS THAT HAVE NATURE. BOSTON CAME UP WITH THE FORMULA. A LOT OF WORK GROUP AND LOT OF COLLABORATION WITH THE ORGANIZATIONS TO FIGURE OUT WHAT THE POTENTIAL TAX BILL WOULD BE. AND THEN IN ORDER TO OFFSET THAT, THEY HAVE A FORMULA TO ACKNOWLEDGE THE PUBLIC
BENEFIT FROM THE EXISTENCE AND OPERATION OF THE ENTITIES. SO, YOU KNOW, HARVARD, BOSTON, BOSTON COLLEGE, BOSTON UNIVERSITY, THAT OFFSETS, LIKE, THAT TOTAL PAYMENT. AND COME UP WITH WHAT IS LEFT WHICH IS THE PILOT PAYMENT. AS FAR AS HOW THAT OPERATES NOT BEING A FORMAL TAX. IT'S SORT OF WORKS ON AN
HONOR SYSTEM. THEY MAKE EVERYTHING PUBLIC. SO RESIDENTS WHOEVER IS INTERESTED CAN SEE WHAT PERCENTAGE OF THE DOLLAR AMOUNT EACH ORGANIZATION THAT FALLS UNDER THE PILOT PROGRAM HAS PAID TO DATE. I WILL NOTE, TOO, FOR KANSAS CITY, I THINK THEY HAD A MUCH SMALLER AMOUNT.
THEY STARTED TO LOOK AT SOMETHING SIMILAR, AS WELL. SO RECOGNIZING THAT OUR OPTIONS ARE LIMITED WHEN THINGS RESEMBLE A TAX. BECAUSE OF THE VOLUNTARY NATURE OF THE PILOT PROGRAM. I THINK THAT OPERATES OUT OF THAT SPACE. AND THEN LAST THE HOMES TAX. THAT IS SOMETHING THAT THE
CITY HAS. MORE IN RELATION TO ABANDONED HOMES. MORE FOCUSED ON BLIGHT. THERE ARE CITIES LOOKING AT EMPTY HOMES AND TAXING THEM. THAT IMPACTS YOUR AVAILABLE HOUSING STOCK.
SEASONAL RESIDENTS, HOMES BEING USED FOR VRBO. I THINK CITIES REALIZED THERE MIGHT BE AN OPPORTUNITY TO TRACK AND RECEIVE SOME REVENUE FROM THOSE. LOOKING AT CHARGES, CONGESTION CHARGE. NEW YORK DID IT.
EASTBOUND HEARD OF THAT ONE. ASSET MONTYZATION IS LOOKING AT WHAT WE CURRENTLY HAVE IN THE CITY THAT IS WE COULD BE LEVERAGING SOME KIND OF INCOME FROM. OUTDOOR ADVERTISING IS ONE THAT IS TALKED ABOUT THERE.
SERVICE FEES. YOU ALREADY HEARD ME DISCUSS. AND MISCELLANEOUS REVENUE AND SPECIAL SERVICE DISTRICTS. WHICH WE'RE OPERATING. OR BETTERMENT LEVIES. CHALLENGES AND
OPPORTUNITIES. THIS IS MY LAST SLIDE. SO, AGAIN, CHALLENGES. STATE LAWS AND REGULATION. I STARTED BY TALKING ABOUT IT. AND WE'RE GOING TO FINISH BY TALKING ABOUT IT. IT'S INESCAPABLE. THE STATE SIS RESTRICTIVE ON
THESE. IF IT'SING INS TO WHAT WE'RE DOING, HOW IS THAT COST OFFSET BY WHAT WE'RE COLLECTING.
AND THE ADVERSE IMPACT. FOR THAT ONE, LIKE I SAID, AS PRICES GO UP. THERE'S BEHAVIORAL CHANGES IN ANOTHER AREA. IT'S SOMETHING WITH EACH OF THESE CONSIDERING, YOU KNOW, THE ENTIRETY OF THE IMPACT. IT'S A POINT OF EVERYONE SIS. HOWEVER,
LOOKING AT OPPORTUNITIES. SOMETHING TANGIBLE THEY CAN SEE AND UNDERSTAND. WHAT WE'VE CALLED DOWNTOWN DOESN'T NECESSARILY REFLECT WHAT ANYBODY
ELSE MIGHT VIEW AS DOWNTOWN. AND LAST MONITORING RELATED WORK. THAT MAY IMPACT CITY REVENUES OR CITY ALLOCATES THE MONEY. OR THE FUNDS. SO THE ONE I'LL NOTE THERE'S AN ONGOING
FEE STUDY CURRENTLY UNDERWAY. I LINKED TO THE DIRECTIVE TO REFERENCE. THE CITY AUDITOR HAS THE WORK FORCE OPTIMIZATION AND COMPARATIVE BENCHMARK STUDY THAT IS THE INTENT OF LOOKING A U
CROSS AT THE LAN LANDSCAPE OTHER CITIES. THE CONTINUED ROLLOUT AND IMPLEMENTATION OF STATE CANN CANNABIS.
WHETHER OR NOT THE MONEY RECEIVED WILL JUSTIFY SET ANYTHING FOR THE CITY. I'LL CONCLUDE MY PRESENTATION. HAPPY TO STAND FOR QUESTIONS. >> THANK YOU FOR THE PRESENTATION, DIRECTOR HAWKINS. I UNDERSTAND THAT YOU WILL BE RETURNING BACK BEFORE THIS BODY
TO FURTHER DISCUSS WITH US ALONG WITH -- BASED ON, UMM, BASED ON SOME ADDITIONAL WORK THAT NEEDS TO BE DONE. FOLLOWING THIS PRELIMINARY REPORT ABOUT THE FEASIBILITY ABOUT THE SPECIFIC
TACTICS OR TAXATION TACTICS IDENTIFIED SO FAR. I WANT TO NOTE IT FOR COLLEAGUES AS WE BEGIN DISCUSSION. I SEE TWO MEMBERS IN QUEUE. SO I'LL RECOGNIZE COUNCILMEMBER CASHMAN FOLLOWED BY COUNCILMEMBER PALMISANO. >> THANK YOU, CHAIR CHUGHTAI. THANK YOU, DIRECTOR HAWKINS. I
WANT TO START BY THANKING YOU FOR THIS GREAT INFORMATION. I THINK IT'S GOING TO BE USEFUL. NOT JUST FOR US BUT A LOT OF OTHER PEOPLE IN THE CITY, PARK BOARD, BOARD OF ESTIMATE AND TAXATION, OTHER LEVELS OF GOVERNMENT GRAPPLING WITH THESE
QUESTIONS. AND I WANT TO EXPRESS TO THE CITY COUNCIL, TO MY COLLEAGUES, I'VE BEEN EXPORTIVE EXPANDING THE DOWNTOWN TAXING BUDGET. AND WE HAVE A BILL ON THAT I THINK IT'S WISE FOR US TO EXPAND INTO THE NORTH LOOP. I DID SUPPORT LOWERING
FOOD AND BEVERAGE RATE FROM 3 TO 2. 5%. I FEEL FOR DOWNTOWN RESIDENTS, A LOT OF RESTAURANTS, WE DON'T HAVE A LOT OF GROCERY STORES DOWNTOWN. SO RESTAURANTS ARE A SOURCE OF FOOD. HAVING HIGHER TAX ON FOOD AND RESTAURANTS DOWNTOWN, I THINK,
IS -- MAKES DOWNTOWN A MORE EXPENSIVE PLACE TO LIVE. I WANT TO ASK YOU A COUPLE OF QUESTIONS ABOUT PROPERTY TAX EXEMPTIONS IN THE CITY. WHICH TYPES OF BUILDINGS ARE CURRENTLY EXEMPT FROM PAYING PROPERTY TAXES? AND
DID YOU LOOK INTO IF ANY OF THE OTHER CITIES HAVE MODERNIZED THAT OR CHANGED THAT OVER THE YEARS. IN TERMS OF RELIGIOUS OR NONPROFIT INSTITUTIONS PAYING PROPERTY TAXES.
>> OFFHAND I DON'T KNOW. I KNOW THERE THERE'S AN APPLICATION PROCESS. AND OUR ASSESSOR MAINTAINS. THAT'S WHAT I WAS USING FOR A BASE TO EXEMPT. GOING THROUGH IT, THOSE ARE THREE MAIN BUCKETS. I CAN
CERTAINLY LOOK INTO THAT AGAIN AND RESPOND BACK. LOOKING AT BOSTON. ONE OF THE THINGS I MENTIONED IS REASONING USE ORGANIZATIONS. CHURCHES AREN'T
INCLUDED IN THE PILOT PROGRAM. IT LOOKS LIKE EXPLICITLY WORKING WITH UNIVERSITIES AND HOSPITALS. AND I BELIEVE CERTAIN CATEGORIES OF NONPROFITS. I BELIEVE THE PHILHARMONIC IS ONE OF THE ONES. IF THAT'S SOMETHING THE CITY WANTS TO LOOK
AT. GET THE LIST AND FIGURE OUT HOW WE DO THE CLASSIFICATIONS AND HOW IT NEEDS TO BE REVISITED IS A LOGICAL STEP. >> UH-HUH. THANKS. DID ANY OF THE OTHER CITIES YOU LOOK AT HAVE A LAND VALUE TAX? WHICH IS SOMETHING I KNOW THE STATE LEGISLATURE HAS PROPOSED AND MOVED FORWARD THAT WOULD ENABLE MINNEAPOLIS TO DO THAT.
>> I'M NOT GOING TO BE ABLE TO REMEMBER OFFHAND WHO IT IS. THERE ARE DEFINITELY CITIES THAT HAVE THE LAND VALUE TAXES. I'M TRYING TO THINK. THERE WAS ONE OTHER ESCAPING ME THAT IS SIMILAR. AS I MENTIONED, WE'RE NOT THE ONLY PEOPLE EXPERIENCING
THIS SAME ISSUE RIGHT NOW. SO CITIES, YOU KNOW, ACROSS THE COUNTRY ARE CURRENTLY TRYING TO LOOK AT, YOU KNOW, EVERY OTHER POTENTIAL REVENUE SOURCE THEY MIGHT HAVE. BECAUSE, YOU KNOW, THE CONTINUED INCREASE OF THE LEVY AS OUR SOURCE OF INCOME ISN'T SUSTAIN. SO, YES. I KNOW
THAT'S SOMETHING IN PLACE. I CAN FIGURE OUT EXACTLY WHERE, IF YOU WANT ME TO FOLLOW UP. >> THAT WOULD BE GREAT. I WOULD APPRECIATE THAT INFORMATION. THANK YOU SO MUCH. CHAIR >> THANK YOU. NEXT I'LL RECOGNIZE COUNCILMEMBER PALMISANO. >> THAN THANK YOU FOR THE
PRESENTATION. A COUPLE OF CLARIFICATIONS. I DON'T BELIEVE SPECIAL SERVICE DISTRICTS PROVIDE THE CITY WITH ANY ADDITIONAL REVENUE OTHER THAN THE SERVICES THEY ARE BUYING UP AND PAYING FOR, RIGHT? BUT DID YOU MEAN THEY COULD BE, LIKE, WE COULD BASICALLY UPCHARGE THEM?
>> GOOD POINT OF CLARIFICATION, CHAIR CHUGHTAI. SO SPECIAL SERVICE DISTRICTS MORE BROADLY. BUT I THINK THIS IS STILL SAME TO THE CITY. ANYTHING THAT'S ALLOCATE OR BROUGHT IN HAS TO APPLY TO THE DISTRICT ITSELF DIRECTLY. I CAN'T REMEMBER IF
THE ANY CITY WE'RE LEVERAGING REVENUES FROM THEM. THERE ARE OTHER CITIES THAT OPERATE SPECIAL SERVICE DISTRICTS. WHERE THERE'S SOME DEGREE OF A REVENUE GENERATING COMPONENT USED TO FUND THE SPECIAL SERVICE DISTRICT. . >> I SEE. THEY'RE RUNNING IT A PROFIT IN OTHER CITIES. WE'RE DOING THIS AS A PASS THROUGH-TYPE SERVICE.
>> I BELIEVE SO. YEAH. >> ALSO, YOU MENTIONED PLASTIC BAGS. THE FIVE CENT FEE IS CHARGED AND KEPT BY THE BUSINESS. THAT'S NOT A REVENUE STREAM THAT COMES IN TO OUR CITY. ARE YOU SUGGESTING IN OTHER CITIES THAT THE BHAG FEES GO BACK TO THE CITY SOMEHOW?
>> YEP. THAT IS CORRECT. I KNOW FROM LIVING IN WASHINGTON, D.C. IT WAS USED TO CLEAN UP THE RIVER. IT WAS AN EXPLICIT FUND THEY HAD ESTABLISHED FOR THAT FEE. SO I DON'T KNOW IF IT'S S SOMETHING THE CITY CAN EXPLORE. IT'S, AGAIN, WHAT IT
LOOKS LIKE ACROSS MUNICIPALITIES IS, OBVIOUSLY, NOT THE SAME. >> YEAH. IT BRINGS ME TO MY INTEREST AND THE CHALLENGE YOU LIST STATE LAWS AND REGULATION. DOES INDIANAPOLIS HAVE ANY
AUTHORITY TO PURSUE A NEW TAX WITHOUT STATE INTERVENTION? >> I'M GOING TO CAUTIOUSLY LOOK AT THE CITY ATTORNEY AND JUMP IN IF I START TO DIVE INTO ANY AREA AREAS I SHOULDN'T. I'M GOING TO KEEP IT HIGH LEVEL. FROM
PRELIMINARY LOOK. ANYTHING CONSIDERED A TAX. OR APPLIED IN THE SAME WAY A TAX WOULD BE APPLIED. WE NEED TO -- IT REQUIRES STATE APPROVAL. SO I THINK THAT IS SOMETHING WHERE THE CITY IS VERY LIMITED OUTSIDE OF WHAT IT CURRENTLY HAS. AND COLLECTING. AS FAR AS OTHER RESOURCES OF REVENUE, I THINK
THAT'S MORE OPEN ENDED. LIKE ASIDE WITH THE WAY OTHER CITIES HAVE DONE THE PILOT COLLECTIONS IS AT, AGAIN, THE VOLUNTARY. IT'S NOT A TAX. BUSINESSES ARE PAYING IN. THEY'RE BENEFITING FROM CITY SERVICES THEY MAY NOT BE PAYING FOR THROUGH THE
TRADI TRADITIONAL TAX METHOD. THE VOLUNTARY NATURE IS GETTING THOSE IN PLACE IN CITIES. THAT HAVE SIMILAR LAWS TO WHAT WE HAVE HERE. >> SO PILOT TAXES MIGHT MAKE SENSE FOR, LIKE, THE COLLEGES AND UNIVERSITIES THAT YOU
MENTIONED. BUT IN MY UNDERSTANDING PILOT ARE ABOUT THINGS WE DON'T HAVE NU HAVE IN OUR CITY. DNA LAND, WATER SHED MANAGEMENT ENTITIES, AND THAT SORT OF THING. IS THAT ALSO YOUR UNDERSTANDING?
>> IT'LL DEPENDENT BY CITY. IN MITCHES LOOKING THROUGH THE, YOU KNOW, WE DO HAVE A DECENT AMOUNT OF EXEMPT. IT WOULD BE A MATTER OF HAVING TO FIGURE OUT EXACTLY WHAT BUCKETS THEY'RE IN. THE UNIVERSITY ONE, DEPENDING ON HOW MUCH LAND THE U HAS. IT'S SOMETHING YOU CAN PROBABLY SCOPE
OUT FAIRLY EASILY IN TERMS OF WHAT WE'RE LOOKING AT. AS FAR AS COSTS. REVENUE PARTICIPATION WISE. SAINT PAUL RECENTLY, AGAIN, IT'S NOT AN APPLES-TO-APPLES THING. I BELIEVE THE TAX SAINT PAUL INCREASE ON THE LEVY THEY
APPROVED LAST YEAR OR THE YEAR BEFORE, THE JUSTIFICATION FOR IT WASN'T PART. THEY HAVE A HIGH VOLUME OF UNIVERSITY AND STATE GOVERNMENT LAND IN SAINT PAUL THAT, OBVIOUSLY, WAS NOT A USABLE TAX BASE. WHETHER OR NOT THAT'S A COMPLETE CORRELATION OR JUST, YOU KNOW, TALKING POINT IS
NOT FOR ME TO DECIDE. BUT I MEAN, IT'S FAIR TO SAY THERE'S A GOOD VOLUME OF LAND IN SAINT PAUL THAT WOULD FALL INTO THE SAME SITUATION THAT BOSTON HAD. SO WHERE THE CITY SO WHERE THE CITY IS AT, IT
WOULD BE EASY ENOUGH PULLING THE EXEMPT ROLES. THAT HAS THE ESTIMATED VALUES OF THE PROPERTY ARE ASSESSED AS WELL. OUTSIDE OF THE PILOT, IT'S GOING
TO BE THE MAIN SERVICES PROVIDED, SO THE SERVICES AND THE FEE SCHEDULES. SO I KNOW THERE'S A LOT GOING ON TO LOOK AT THOSE OTHER JURISDICTIONS. THAT'S SOMETHING THE CITY COUNCIL WOULD HAVE MORE CONTROL OVER BECAUSE THEY COME BACK TO YOU FOR APPROVAL EVERY YEAR.
IF THERE'S SOME OUTLIERS OR WHERE WE AREN'T COLLECTING WHAT WE SHOULD BE. SO TO THE EXTENT THAT WE CAN COLLECT SOMETHING AND TO THE EXTENT THAT WE ARE MAY NOT BE IN PERFECT ALIGNMENT. AGAIN, IT CAN BE VERY RESOURCE
INTENSIVE TO COLLECT EVERYTHING THAT THE CITY MIGHT BE ABLE TO. I THINK THAT RIGHT NOW THE RENTAL LODGING TAX AND HOW THAT APPLIES TO AIRBNB, VRBO TYPE RENTALS, I KNOW THAT'S BEEN A POINT OF CONVERSATION, SO THAT'S SOMETHING THAT AGAIN THERE'S
BETTER PLACES IN THE CITY TO SPEAK TO IT THAN MYSELF. BUT I THINK IT CAN BE HARD TO TRACK ALL OF THOSE, ESPECIALLY IF THEY'RE OPERATING OUTSIDE OF THE CITY'S CURRENT RENTAL HOME PERMITTING SYSTEM. >> OKAY. THANK YOU.
>> WONDERFUL. COUNCIL PRESIDENT PAYNE. >> THANK YOU, VICE PRESIDENT CHUGHTAI. THANK YOU FOR THIS PRESENTATION. I ALSO JUST WANTED TO THANK PRESIDENT BRANT FOR JOINING US AND HELPING INITIATE SOME OF THESE CONVERSATIONS ON THE BOARD OF ESTIMATE AND TAXATION. ALSO WANTED TO THANK
COUNCILMEMBER WONSLEY WHO BROUGHT FORWARD THE INITIAL STAFF DIRECTION THAT WAS LATER DEFINED TO REPRESENT THE FACT THAT WE WERE DOING THIS IN A MORE COLLABORATIVE WAY WITH THE BOARD OF ESTIMATE AND TAXATION. I THINK THIS IS REALLY CRITICAL WORK AS WE LOOK TO THE FUTURE
BECAUSE I DON'T THINK WE CAN DEPEND ON JUST A PURE PROPERTY TAX LEVY ANYMORE IN THE WAY THAT WE HAVE HISTORICALLY DONE THAT. AND I'M LOOKING FORWARD TO WORKING ESPECIALLY WITH CHAIR OF IGR, COUNCILMEMBER CHOWDHURY, ON MAYBE DOING SOME POWER MAPPING AROUND WHERE THE STATE
LEGISLATURE IS IN TERMS OF SOME OF THESE TACTICAL RECOMMENDATIONS THAT WERE BROUGHT FORWARD. SO REALLY APPRECIATE THIS WORK. >> WONDERFUL. WITH THAT, WE HAVE CONCLUDED THE DISCUSSION ON THIS ITEM. WE LOOK FORWARD TO HAVING YOU BACK IN NOVEMBER. I WILL ASK THE CLERK TO FILE
THIS PRESENTATION. AND WITH THAT, WE HAVE CONCLUDED ALL BUSINESS TO COME BEFORE THIS COMMITTEE TODAY AND WITHOUT OBJECTION, WE ARE ADJOURNED UNTIL OUR NEXT MEETING WHICH WILL TAKE PLACE ON MONDAY, OCTOBER 27TH AT 10:00 A.M. WHERE
WE WILL RECEIVE OUR FINAL SET OF DEPARTMENTAL PRESENTATIONS PREPARED BY THE CLIMATE LEGACY INITIATIVE AND THE CITY'S CAPITAL BUDGET.
THANK YOU EVERYONE.