good evening ladies and gentlemen it is 5 30 and i will call this special work session of the burnsville city council to order if the clerk will please note that all city council members are present thank you our work sessions are very informal so we go directly to our agenda but i want everybody to know that we're still in covet environment and tonight's meeting is being conducted both in person and online all of our city council members are in the council chambers as well as our staff and we're all practicing social distancing members of the public may attend in person if they like otherwise the public can watch this meeting online at burnsvillemn.gov meetings or comcast channel 16 or 859. the public can also still participate through zoom by joining us at zoom dot us slash join or by calling 651-372-8299 more information is available on our meetings web page and in the council agenda packet please note that there is an auto delay audio delay if you are watching us on tv or online so if you speak please mute your video broadcast first if zoom meeting attendees experience audio issues we ask you to leave the meeting and log back in this usually solves the problem okay the first item on our agenda this evening is a resolution to award the sale of our geo bond series 2020a and reallocating certain proceeds of the geo tax abatement improvement and utility bonds series 2018 a to the fire station number one replacement project and presenting this item this evening is our finance director jenny rohde and good evening um good evening madam mayor council members um this morning we sold bonds at 10 30 this morning the sale closed and we had good results um three three bids were received and um the bonds consist of financing for the uh improvement portion to fund the construction of the fire station annual street improvements for 2020 projects and also the city annually issues bonds for the special assessment portion of street projects so that's that's what that street improvement portion is for annually we also we look for refunding opportunities on our existing debt and this bond issue also includes a refunding of the city's 20 2010 d improvement bonds so that's that's what's included in the bond sale we received three bids this morning and the low bid um the true interest cost on that is 1.6267 so it's very good results and um the refunded savings on the debt service costs for the the refunding issue will be a net net present value benefit of 104 823 um also the low bid included a premium of one million nine hundred forty one dollars eight hundred or 941 823 so we were able to reduce the total principal amount of the bonds to 18 million 515 000 so it's a very very good result additionally included in this item is another resolution and this is really more of a housekeeping item we did have some remaining proceeds on our 2018 a abatement bond that we issued for an improvement project on the ice center roof and um this this second resolution that's included in your packet just allows us to apply that remaining proceeds to the cash portion of the fire station project so okay um but the initial the resolution that's the second resolution included in that um in that item and i stand for questions okay any questions for mrs rody no 1.6 and three bidders three bidders can you tell i didn't hear you who who who was the lowest bidder uh piper sandler and company oh good okay and the bids were quite close together i think the high bid was 1.6546 so the the interest rates were all very close together okay very good members of the council if you don't have any questions for miss rhodey then i would entertain a motion please to adopt both resolutions move to approve okay councilmember gustafsson makes the motion second by council member keeley all in favor please say aye aye aye opposed and the motion carries thank you um that's great so you know i was trying to find the email that you sent about the bonds yeah you did not tell us that we got confirmed for our aaa yes we did get confirmed torture that is also great news good for the people to know it's an important thing sorry okay so we held it yes yeah it's good news okay so that's great all right now we move on to the next item on the agenda and that is our department uh budget presentations so melanie madam mayor and council we've had a tradition of asking our department heads our senior leadership team to do a brief presentation on their departments ahead of the budget and so tonight we have our our six department heads and i would look to greg he's gonna queue up the presentation for us as you know we've been working through this budget for a couple months now it's an iterative process as we deal with covet and the and the continuing uncertainty of that what we've asked our staff to do tonight is uh tell a story tell a story about what the services are that we're providing that make burnsville a better place and so everything that we do ties back to our vision and our values and our strategic priorities and so what you'll see tonight will be a illustration of that and i'll turn it over to jenny's first time jenny jenny are you our first one do you have that i'm waiting for the presentation it's coming okay i can get started from memory one can do that i don't thank you yeah well he does that once upon a time there was a department it's a story right he's supposed to tell a story and keep you awake make sure it let me also say because um you know those mics don't carry very so everybody use your outside voice please so we can hear you okay i will do that okay um i'm going to talk about community development so thank you very much and we're going in alphabetical order by department it's random that way um looking forward to 2021 hopefully what i'm going to say will not be a surprise to you you know what's going on the directives that you've given if it is a surprise we need to have a conversation after the meeting because i've not communicated clearly to you what we're doing so with that we have three priority items that we are focusing on into 2021 as part of our budget the first item gets to our economic development strategic plan this is you all have this we adopted this two years ago almost to the day this plan it's on our website for anyone who's watching and what this document is is really the priority plan for the future of the city as far as economic development community development city planning there's five priorities in here that i'll just highlight as part of this center village and what we're working on next year is completing the auar which is the environmental review portion one of the steps needed to kind of set the table for development so the development community doesn't have to take six months or a year to do their own environmental analysis we're going to do this at the onset so that's done our goal number two has to do with partnering working on the image of the school and the community we will continue those partnerships we were at our cvb annual meeting this last this last week and we talked about the image of the of the community and the general sentiment from the folks in the room a dozen community leaders was that the city has made some headway in this area so we will continue to do that that was positive news to hear um continue work with heart of the city and what's going on next year with heart of the city well the orange line will be open uh next year we will have our tod implementation in place and then all the per all the um entitlement has been done for the chase apartment building on nikola plaza so we've got kind of three important things we know that it will happen and of course when you think what was going to happen this year and look back it was a lot different hopefully we'll have those things and more that will happen in 2021 and heart of the city a goal number four of the strategic plan has to do with housing and commercial program awareness we've just started that work with the economic development commission there's some exciting things i think that will be coming for before you uh at the joint work session in january we're looking at how we can improve our housing stock and the awareness what tools do we need in the toolbox to meet this goal from our edu strategic plan and lastly is keep our focus on burnsville as a regional destination and that has to do a lot with the marketing we've done a lot with that and creating our brand last year implementing our marketing initiatives we now have a community engagement coordinator at the city that can also help with some of this larger branding we have the you belong here and a lot of stuff that economic development and community development staff are doing with our business community to continue to promote our brand and partnerships so that's kind of looking forward on the ed strategic plan item next slide there we go and then uh initiative or priority number two that we'll be working on city code updates this is a major major overhaul of the city code that's we'll be starting in 2021. as far as community development goes this has to do with a lot of the land use and the regulations that impact our businesses and our residents specifically we talk about title four are building regulations and you're familiar with this building and fire codes we can't change those at the state but we do have a couple things kind of that affect that rental licensing and property maintenance you're familiar with many of those codes we're going to look at those holistically also our zoning ordinance and our subdivision ordinance will be reviewed comprehensively by the planning commission that has not been done in at least 20 years i mean we've got some outdated language here and in other parts of the code but the biggest impacts i believe that we're going to see are going to be in these areas and then the third priority for community development has to do with service delivery and we really want to spend some time looking at the services we provide and how we can provide them in the most effective way our most active areas are permitting and rental licensing and code enforcement where we are engaging the public one-on-one so we're looking at implementing the new community development software we've talked about that that could be anywhere from a six-month to an 18-month process so that's going to be going on in 2021 we're also be rolling out a customer ser survey kind of portal so we can get feedback from those that we're serving how are we doing how can we improve our services so we'll be rolling that out and then also looking at improving our education videos interactions communication there's so much technology out there that we've learned over the last six months how can we use that to our advantage to better inform and educate our residents so those are the three three top things we're working on the economic development strategic plan city code updates and then service delivery customer service improvements okay one of the things that you have here jenny is how are you measuring can you talk a little bit on how you're measuring your strategic direction each of your pillars sure um the economic development strategic plan our guide plan here has specific measurables and strategies in it so we will follow those as we go forward some of the measurables that we're putting in our revised annual report have to do with tax base and increases to tax base stuff we haven't really measured in the past in this format under this directive so we'll be doing that the city code uh measurables short term of course when we're done updating the code it will be done but there will be longer term impacts from those changes that are made so we'll know more about what those are as we get into that work and then on our customer service um improvement certainly our surveys will tell us just so we all know and and meet expectations and is that on that on the codes on the measurable this is a one to two year process and so let's make sure everybody understands this is not something that you're going to be done in six months or or a year it could take two years for you to go through all of that absolutely madam mayor and this initiative is not led by the community development department it's by all of us in this room i'm just focusing on the impacts to community development because the there's such big big sections of the city code and the regulation that we oversee but you're absolutely right madam mayor it's a two-year process lots of community engagement along with that lots of input it will not be done in a vacuum yeah and i just want to manage everybody's expectations and not all of a sudden you're finding out where is this right yep um and then our measurables for service delivery our customers surveys that we look to embed into our our new um software we'll look at the number of users and types of users the efficiency of our process these these software systems that we're looking at have you know dashboard is kind of a buzzword but they have it and um all kinds of people users behind the scenes um those that are that are getting permits can access these different dashboards so we can see at any given time how long a plan review is taking how long is it taking someone to schedule inspection from when they call to when we can be there so there's all kinds of analytics that are available that we've never had at our disposal before with these new systems so we'll be able to measure a lot more statistics with that type of system so you need the new software that's going to take a while to also install is it abs absolutely at least at least a year this i mean 18 months to 24 months is so the dashboard isn't going to be operational until after that software is built madame air depends how we roll it out if we do kind of one module at a time or if we do the whole thing at once we have not picked a vendor yet so each one's a little bit different but we are hoping to make a decision here in the next couple of weeks so we will have more information as we go forward about how implementation looks but it is i would say a two-year process i mean it these things don't happen overnight it takes a lot of time commitment resources it's a huge uh change for what we have now to the upgraded systems that are out there yeah because i know when on the governance workforce development board when we built the dashboard to measure all of the activities and the different pillars how to meet all of them it took two years yes and there were a lot of bugs there will be we're expecting it yeah and if it's in is it interactive are you going to look at an interactive kind of dashboard it absolutely is and it's very custom they're very customizable these days okay good any questions all right thank you thank you thank you jenny and we'll turn it over to chief jungman good evening madam mayor members of the council thanks for your time tonight uh go over a couple of exciting things for the fire department for 2021 you've all been involved and are well aware of the fire station one replacement that's definitely taken a team and a community to make happen and it's it's really happening and it's an awesome project and thanks to everybody's support to make that happen really our goal there is to make sure that we're on time and on budget things knocking would have gone well so far and we don't anticipate that to change but this facility is really important to the community for many reasons obviously it's an important critical infrastructure to provide emergency services out of and really want to make sure that we're providing high quality fire and ems service not only now but well into the future we also want to make sure that we increase the health and safety of our staff we've talked a little bit about that through this process of what's been built into that station in order to make sure that we provide that we're increasing the technology and our ability to do training on site there as well this maintains our efficient and effective operation selecting that site was important to the location i think it's also unique that we've created space for not only the fire department operation but public use within that fire station we were very diligent about making sure that that space can be accommodated either way so we are following the adopted nine guiding principles and we will measure the the success of that fire station by the efficient effectiveness of providing services to the community by the ability to provide training on site without having to take our units out of service or out of position and as well as the use of that facility by both our staff and by public moving into our second topic for for 2021 is covid and what a year it's been this year um unfortunately 2021 is going to see covet as well we hope that it doesn't go too far into 2021 but no one has a crystal ball which to know when that's going to end we've learned a lot this year and we've applied that and continuously learning and improving our service we're following the best practices around covid and those continue to change as we learn more we're collaborating with local and industry leaders to provide the best service possible to the community we're taking precautions to keep our sta our staff our patient our community safe we're providing testing to our public safety staff in certain circumstances to reduce or eliminate the amount of time between testing and results we've had a response in operational changes to adapt to the situation as we learn more we've we've adapted our response plans in our operations to meet the demands really it's important that we continue to um adapt as we go through covid and maintain the health and safety of our staff and our community and it's important that we maintain the continuity of our operations so we can fulfill our mission and our our guarantee to the community on what we do and we want to manage the fiscal impacts of the department in the city what we're measuring there is our ability to maintain our staffing first and foremost so that we can provide that fulfill that mission to the community we're also measuring sick time use exposures and positive cases and believe it or not the majority of our staff actually have been exposed to patients that are covid positive but because of the protection we are providing we've had really limited exposures so the importance of having that protective equipment and and having our staff aware is of the utmost importance and um our limited exposure to that speaks to speaks volumes to being on top of that and chief because you our staff has been properly equipped and has anyone because they have been in contact with covet patients have they been and i know they've been exposed but they haven't tested positive we we we have had some positives in this in the city in the city yes the challenge is it's hard to identify whether it was from contact or not because of the the amount of community transmission you can't always pinpoint exactly where it came from so it's tough to tell whether it came from an exposure on duty or whether it was uh an off-duty exposure at this point so i don't have anybody directly linked to an on-duty exposure at this point but that doesn't mean it didn't happen it's just it's really difficult with the amount of covet out there to say it happened exactly here you're transporting them right and you're in that small space yo you know and that you know and i have a great could have you just advance one slide i'm going to go forward and then go backwards i threw a quick visual in there is this isn't what our firefighter paramedics looked like back in january this is what they look like showing up now is the amount of protective equipment that they're wearing from goggles and face shields to respiratory protection to the blue gowns and um even even as much as you can't visually see it here but they have two sets of boots one that they wear in the fire station one that they wear on calls and so doing everything we can to eliminate that transmission so this is a a good visual depiction of of how we've had to adapt to that yeah can i ask you a question yeah did you have a question um vince vijay i haven't that's the first time i've seen that how how is that impacting response times by including those extra steps has that been something that's been an issue yeah thank you councilmember workman um i i would say it's it's limited impact the response time really where we're seeing the the elongation and time is um on the back side of these calls having to decontaminate and get set for the next call is really where you see it i think they're seconds or a half minute added probably to the response time and lots of times that that's not included in the response time because we arrive at the doorstep or at the curb and we arrive on scene with dispatch but then they don like the gown and things like that so it's not inclusive of that in the drive time or the turnout time but i would say they've got it down pretty quick now things like their respirator and their goggles they're putting on on the way to the call so realistically all you're seeing them do is is done a um a blue gown once they get there which is pretty limited and uh you know they figured out how to do that pretty quickly as you know we can get in our fire gear pretty quickly and now we've just learned a new piece of equipment to get into very quickly yeah thank you tell maggie she looks good you know they're doing a great job i'm very proud of the staff we have and they've stepped up to the challenge as is all the city staff it's an it's an uncertain time and they've done a great job of adapting and overcoming and making sure that we still provide high quality service to the community um our second priority for next year is really improving information transparency um this was something that was kind of born out of an internal survey we did within the department and really our first step to this is implementing an internal dashboard communication system and and co kovad really helped us kind of identify that and and really what we're looking to do is a real-time aggregation of data to do things like road closures weather equipment status and staffing as well as you know what hospital is open and closed for patients and just a number of real-time information sources instead of having to go to multiple different sources staff will have one one screen in the station that's dedicated to this kind of dashboarding solution that will provide them real-time intelligence which has been important previously but has been really shown in covid do you have this dashboard solution operating now uh madam mayor we do we don't currently we're working on implementing it okay um we're also looking to visually communicate better to the um externally to depict our performance and trying to go to more of visual informatics you know we obviously report a lot of information to the council as well as trying to get information to the public trying to transition that from a lot of words to really a lot of visual uh information so people can quickly digest that and really we're trying to aggregate that information from many systems and and implement the lessons learned from covid uh we really want to improve our internal and extra external communication which is important for transparency and accountability it'll identify opportunities for improvement in our efficient and effective operations and it'll allow us to make real more informed decisions real time and it'll put those multiple sources in one place and then lastly this is kind of ties together with this is our standards of cover and strategic plan um some of you may be familiar with what's called a standard of cover we had one of these back when we were accredited it's really a best practice and we haven't had one since the early 2000s uh something we're currently working on that standard recover really takes the community risk from a fire ems perspective as well as the department capabilities and it identifies gaps and opportunities compared to industry best practices and trends so it'll up we're also going to update our strategic plan to identify priorities in the in the coming years here and identify the current future resource needs as well as find ways to maintain and improve our service level and improve the health and safety of our both our staff and the community it allows us to compare and benchmark to the industry best practices manage our mutual aid use and evaluate and identify trends with that i will stand for any questions any questions nope sounds good okay thank you so much and the place making that's gone very well melanie had shared with us the different options that the community had looked at and so yes very much so yep okay great thank you thanks chief now we'll throw it over to greg and organizational services thank you madam mayor members of the council uh i get the opportunity tonight to talk a little bit about what we're doing from a human resource communications finance information technology and city clerk's office perspective when it comes to supporting the work that we do in the community inside the organization three priorities for us this year the first is our ongoing investment in organizational development and employee engagement we've been very intentional over the course of the past year and plan to continue to really invest in helping our people our teams our organization to be their best part of this has been a collaboration and a partnership with the gallup organization where we have uh implemented um uh the clifton strength language uh to really help our organization kind of figure out what makes us unique and give us a bit of a common language to to to talk about and then leverage what makes our employees unique in delivering the best possible service to the public as we've done that it's really keyed in nicely and helped us to start a conversation very intentionally that you have been a part of as well around inclusion and belonging really how do we leverage what makes what makes us our unique best and then ultimately how do we how do we use those unique talents to to best serve the community so that's been an exciting part of our organizational development initiatives that's translated into a new uh employee engagement survey we're really focusing on the the 12 elements that make an organization function at its best again using the the experts in the research from the gallup organization really to drive how we do public service uh in the best way possible for our community all of that work has really helped us to um to really consider how do we create an environment where um uh where inclusion and belonging um really creating an environment where uh people feel that they that they can they can do their best and they can ultimately deliver great service is really kind of at the core of those initiatives all of this really kind of comes down to your vision about building our reputation as an employer of choice to support being a vibrant city boldly leading and welcoming to all that plays nicely into the the second area of emphasis for us in this coming year and that's all about our our new experience and engagement function uh we just recently completed a community a communications excuse me and community engagement strategic planning process uh in december you'll actually hear more about that from our uh larson our director of communications community engagement she and amber jacobson will be coming in to talk about uh not only that plan but our new experience and engagement function which is really all about centralizing the great work that we've done throughout the community to build relationships to find connections and really to create the type of community where belonging is at the center of everything that we do there's some exciting work happening there and we'll be back with you to talk more about what that work plan will look like in just several weeks all as we build those relationships as we build those experiences really what we're trying to accomplish is is is creating the types of relationships and leveraging the types of relationships that have been built throughout the community to to capitalize on the on the fantastic diversity that we have and really make sure that we're meeting the unique needs of everyone who lives works and plays in burnsville uh in doing that in a very intentional way and thinking about how do we create the types of experiences that the community is really looking for when it comes to interactions uh with city services the third piece the third and final piece for us this year is a process improvement effort that we have just started and will continue through 2021 really our goal here is to make sure that we're being as efficient and as effective as possible in everything we do from an administrative or an organizational services perspective so our priority through the coming year is going to be to devote resources to not only documenting our business processes but taking that opportunity really to look at how can we create not only efficiencies and when i say efficiencies really it's about providing the type of internal service to my colleagues and their teams so they can provide the best possible public experiences as we deliver as we deliver city services so throughout the departments in our division we'll be looking at not only documenting those processes but then looking for opportunities for us to improve how can we provide better experiences how can we what should we start stop or continue doing when it comes to really leveraging the resources that we have being contin continuing to be committed to strong financial stewardship but perhaps more importantly using those resources to best address the needs that we have in our community so with that i will uh certainly stand for any questions that you might have so a lot of what you're doing is you're building some new uh strategic direction absolutely and so you're using and partnering with the gallup organization are they going to be helping you to also define uh pillars of success when you're talking about community engagement what would that look like what are the pillars that's going to drive you to make that a successful experience yeah i think there's a unique connection between what we're doing internally from an organizational development perspective uh and really hearing from our employees and then as we come back and start talking about what does that mean for community engagement what does that mean about uh to use your phrase mayor the the the pillars of what success looks like i think that will absolutely inform the work that then our experienced engagement staff will use to help us all deliver uh the best possible service um and and come to you to best understand how those expectations are meant and carried out through the community my hope is that because we're all looking at having a culture of inclusivity in that community engagement can help direct us with some of the work that we're doing now that we're working internally inside the organization with leadership staff and then the work that's been done now with the mayor and council through the y absolutely but some of those things i think can also inform and how we're going to move into with some of the things that you're identifying here to do the work in the community so that we can achieve that culture within our city that's inclusive and kind absolutely and i address the whole social injustice well i think that i think that it provides us an opportunity to to take functions and people who might not otherwise interact all the time i think a good example is after your last inclusion and belonging session as a council we brought together our communications staff who are focused on on our new experience and engagement planning efforts and really getting out and building those relationships along with our od staff and our hr staff some folks from pd and fire and really started talking about how do we pull together what we're already doing um and and strategically make a difference at a higher level for the community so to your point i think that we'll really be able to to emphasize the importance of relationships and and um and our emphasis on belonging as a community well it'll be interesting to see what you all come up with so that we can all have shared meaning on what that that uh pathway is absolutely and then we can monitor it monitor the success absolutely we'll be back in december to continue that conversation okay um vince yes i just had a quick follow-up for greg so are you implementing the strengthsfinder yeah as a matter of fact council member workman uh every employee has been exposed to it now and it'll be part of our of our onboarding initiatives as we go forward that's exciting yeah absolutely we're excited about it cool thank you thank you greg and i will pass it over to garrett with parks and recreation and facilities all right good evening madam mayor and council members as we look um at recreation parks and facilities and the work plan for 2021 it's really embedded in our most current facility plan and our parks and recreation system plan most of the work for our staff will involve continuing to implement portions of that plan that still remain relevant four to seven years later and then of course we're going to be modifying things based on what we've learned and experienced as we continue to to live with kova 19 in the days weeks and months to come as we look at the recreation and facilities portion of it there's really three steps that we'll be focusing on one is continuing to safely provide what i like to call as close as normal programs as possible identifying new opportunities that safely engage our community and then we always are looking for opportunities to partner with the community with the programs and events that we're putting on so when i speak about as close to normal programs that's really in reference to events and activities that take place in our parks at our golf course our ice center even in our city buildings where we have public meetings and and different events going on in those facilities as we've learned over the last eight months there's just certain types of activities that have better been able to withstand the impact of cover 19. examples of that in 2020 where our golf course has experienced record numbers of participants on the course our youth and adult athletic programs were able to safely return to play filling our baton ball fields and our turf fields throughout the summer and into fall and our ice centers returned to business as usual serving our hockey and figure skating residents and and local groups in our surrounding communities as well as hosting different election events here city meetings things like that of course none of these plans could have really anticipated the impacts of 2020 so staff have used what we've learned and experienced this year and we'll be looking to add new programs that are accessible inclusive and engage our community safely in covert times as we look at 2020 that was things like our drive-in movie or even our halloween on the go event that's coming up this friday regardless of our program or facility we really work across departments and then we work with our connections to partner with our public and private sector i think about expanding food truck use at our beach and our golf course in our ice center working with our public and private groups to either provide new opportunities or to get sponsorships or to add additional content to what we're providing and even getting volunteers to come and help out at events as public servants we just really have that responsibility to ensure that we're adopting these accessible and inclusive practices and we all know that when we partner with our community we have an opportunity to enhance the experience that our participants have and we can do that in a more fiscally responsible way so jumping to the park's master plan this is really a three-step process also we're going to look to continue to implement our 2013 ada items that we've identified we're going to work with our community to further implement our parks frameworks plan that just started last year and we're going to work with the community to identify potential opportunities to add or expand our popular amenities or to partner with them to enhance our park amenities that we're looking to add so as we do work in parks we're always looking at our ada master plan to figure out how we can incorporate once we're in a park doing work the things that are identified in that plan as i talk about the parks frameworks plan that's really been a collaborative project across many departments and working with the community that to basically remove older less relevant amenities and look at to replace it with either new more desirable amenities or turn it into open space or in some cases converted into natural areas the purpose of this is really to keep our park system relevant and to make it more sustainable both from a fiscal standpoint and from a natural sustainable standpoint and then finally we've got a number of popular activities whether it's fishing tennis pickleball these are things that we're looking to implement and improve upon they tend to span across multiple generations and multiple cultures and there's opportunities to improve certain situations there and then again as always we look to do this type of work as often as possible staying in contact with our local service groups we have a great history with our rotary and our lions club of finding ways to partner and either support a new project that maybe we couldn't have done at all or to make a great project even better through those partnerships and then my the third and final area focus is going to be to further define and update our facilities and our parks plan many of you know that we've been partnering with the county on the lake marion greenway trail which is going to make kelleher park a trailhead and that park is has some great opportunities to really be a more inclusive location that that emphasizes that trailhead and possibly creates multiple uses there either as gathering spaces for events or family gatherings the boardwalk will be going out into the wetland area so there's opportunities for nature programs and things like that in that area that hopefully will come out of this master plan we'll be looking to identify opportunities to to improve our signage and our way finding to make our parks more inclusive and equitable there's things about signage that make people feel welcome when we're using distance markers and things like that that on trails that creates opportunities to increase physical fitness and and things like that so trying to identify where we can best add those to the park system as well third uh we have the opportunity to to look at what are some of the amenities that meet the cultural needs of our entire community um burnsville's changed uh since the park system uh the bulk of the park system was put in in the 80s and the way people different cultures use our facilities has changed as well and so we want to look at those are there things out there that are going on in the community that we currently aren't meeting meeting the needs of and by doing these types of analysis it's going to help us to con continue to keep our park system relevant and meet the needs of our diverse community and then the last thing that's under this is really to update our 2015 facility space needs study again as you know we've completed two portions of what was identified as a three-phase process we learned in phase two that it only takes a year or two for a study to get out of date and and then we also know that during cover 19 uh space needs and and things like that may be changing the way we do business dramatically so that is all part of where we're looking to spend our time in 2021 okay um any questions for garrett um councilman bertili thank you madam mayor um we heard the golf course survived covid with some pretty good success can you tell us how the ice center did throughout covid and what that particular financial result was sure um thank you council member keeley um yeah so i the ice center was um closed through uh june 30th of 2020. um it took a little while a lot of our staff had been redirected to other departments and so it was a slow transition back of staff with our customers returning somewhat slowly just once they knew that we were open with the associations trying to figure out how they were going to get up and running and whatnot currently our ice rentals are pretty much exactly on par as what we would have expected prior to a coven 19 situation burnsville has positioned geographically well that we have communities around us that are hungry for ice time in addition to our local associations and our legacy groups that have their needs as well so geographically we're located well it's allowed us to maintain our ice sales at a similar level to the past obviously we're dealing with gaps in the time that we were closed down and we have not reopened our concession stand there will be some other some a variety of little things here and there that will impact the bottom line i i can't tell you at this time what the true final impact is i i just know that at this point ice sales are back to normal and are strong and are looking good moving forward as long as this condition is maintained so thank you maybe city manager lee could uh give us just a number of where we forecasted it for 2020 um i'd have to look to our finance director rhodey on the exact number i mean it's been a changing number called madam mayor and council so i think we had projected a loss um earlier when we presented in june i don't have those exact numbers but allow us to look them up and before we leave tonight we'll get you something okay thank you yeah and then also uh what kind of plans then i'm just following up with uh council member key so when things change because we're seeing a surge so what happens you know do we have to shut down madam mayor council members i i don't think i can provide a solid answer to that other than it it would really all depend on what the requirements are of the governor it would also be independent of a specific user group if they had a certain situation where they had to pull back for some reason and we will work with all those user groups on a one-on-one basis but you know if the ice center if if ice centers were closed down in the state of minnesota for two weeks that would be one thing if we went back to a a complete shutdown like we did early on that would be a different scenario right so it would really depend on what the scenario was and and how we would need to respond which would always be in line with what the state is requiring okay so again we also have some unknowns but we also need to make sure that we have you know what kind of plans do we have in place because this af this morning we had a conversation with the superintendent of school from 196 and talked about um the athletes who are back playing and that's a concern to some of the principles and and so especially when there's a surge so i think those are some of the things that we all those are the unknowns madam mayor council absolutely we we monitor these items closely uh garrett and his team do an excellent job working with our user groups um if we need to make adjustments we are prepared to do that and we would be reporting back to the council accordingly so you're aware of the decisions that are being made or where we're where we think we should be going so garrett my question has to do with the park's master plan and i've been out to the tennis courts because you know i've gotten a lot of um and and i have another letter that i'm going to give to melanie and you with some pictures and this is i have to do i think it's a terrace park the tennis courts over there and so i know that you have some of it on on the parks master plan and is that coming up in 2022 neil and tara's oaks uh yes madam mayor council members um there is a tennis courts have a life cycle of they are installed fresh and then about halfway through their life cycle at about 10 years you come through and you kind of resurface those courts and so both neil and terrace oaks east are scheduled to receive that treatment in 2021 which will restore them to as close to new as possible and hopefully extend their life for another 10 years at which time they would repeat the life cycle at that point yeah because the leagues that play out there ask me to come out and take a look at both neil and teres oaks and then they send me pictures and i'll share those pictures that they sent but they do look very bad madam mayor council members i would agree 100 they are um they are very much reflective of 10 years old and are desperately in need of the work that they'll have in 2021. okay because i i look at your plan here and so i think again managing expectations and what's going to happen on that barcs master plan what's what's on the books to be done and and i've gone through the capital improvement plan to see what's what's on the docket for 21. so and it's for sure those those two parks and those tennis courts are going to be okay yes yes absolutely okay thank you any other questions okay okay um i will turn it over to chief schwartz thanks thank you madam mayor members of the council thank you i'm very excited to share some of the initiatives that we're working on some challenges that we're moving forward here in 2021 our community engagement and mental health unit currently you might know we have a community resource unit and they handle all things community engagement they work with our apartment managers they do a number of things things with licensing code enforcement and so they're going to continue with that community engagement piece but we're also going to be reassigning some of their duties so we can pull in this mental health response we really want to focus on that i'll be talking with you a little bit more later tonight more specifically on that but our mental health calls for service has continued to increase over the years and so there's a need for a new approach law enforcement is still receiving the majority of these calls and so there is no mechanism in place for us not to respond and we want to do a good job in responding to our community so we're going to continue to focus on those community relationship building pieces and the community engagement but we're going to add that proactive response to mental health services so the bottom line here is we're going to continue to partner with dakota county crisis we're going to look to partner with more mental health professionals and within the industry and then to really provide the best possible service we can to individuals that are suffering from mental illness and mental health crisis in our community and that kickoff for that we've already been doing some work around that again i'll be talking with you about that but the kickoff for that officially change is going to be january of 2021 so we're looking forward to that to see what develops there in regards to trauma treatment and officer wellness this is critical for our first responders i can't say it enough so we are working towards extending our contract for psychological services with marie ridgeway and associates they work marie and her team work specifically with providing specialized care for public safety responders so there's that trust there that they're going to talk to someone that understands what they're going through this is really important i want this to be just not an initiative that this is just the culture of who we are in our organization and that's okay for officers to go in and ask for help and that we can help each other and talk about it we have to get remove that stigma so this is uh some steps we've been taking last year we're going to continue to do that as we move forward and then we want to continue to invest in our peer support team that's another mechanism that we have in place for officers to just have that conversation with the folks that they work with every day and then we really want to expand our services we look at mental health and wellness and physical wellness and spiritual wellness but really look at mindfulness and sleep and nutrition and family wellness because all of these things just really impact public safety each day that they come in and we want our officers to really survive these stress injuries you know so they can stay in the profession and provide that service um but not just survive but thrive so that's the goal behind a lot of this and then again at the end of the day if we're healthy if our officers are healthy we have healthy teams out in the community they're going to be able to provide that best possible service that they can in any situation that they're encountering so that is the goal with that our strategic plan we were really excited we are still really excited about doing this in 2021 but much like everything else we started this really at the end in 2019 we started going pretty hard on this in 2020 and then covet hit so we were set to come together i feel like that kind of is the saying for everything then covet hit and we had to put a pause on it right so we put a pause on it it's been a long pause we were hoping you know let's see if we can bring our teams back together because we had done a majority of gathering a lot of information from our teams where do we want to go in the future as the new chief as you know department you know where are we going we haven't had a guide plan um renewed since 2012 so this was uh pretty exciting for us and so we just have decided there is no way for us to meet in a large group with our public safety safely and so we're going to take that to a virtual platform so we can continue our work there and then hopefully have a good product in 2021 that we can then integrate into our culture really working with organizational services to make sure we're aligning with all of the city's organizational values and that we're working in alignment with that to get our strategic plan set so we're excited for that and then lastly here police accountability act and compliance i'll be talking with you a little bit more about that as well tonight but as you know after the death of george floyd there was a number of police reforms that moved forward there was adopted legislation and so we've been looking at that adopted legislation we've been comparing that to what we currently do we've been looking at our policies we've been looking at all of our procedures and then comparing that to determine you know where do we have to make adjustments where are we in compliance what dates do these things have to happen so that we make sure that we're complying with what we need to do for post licensing and the state mandate so and additionally there'll be training that will have to be provided so we're working through all of that and at the end of the day with this it's really we want to be transparent about what we're doing we want the community to know where we where we sit where we land with our policies and how we're going to make whatever adjustments or improvements we need to to meet those needs in the community so this will be ongoing i would expect there's probably going to be more discussion about other police reform legislation next year and so we'll continue to monitor that work with the community and i'll continue to be in contact with all of you as as those things happen so okay and with that i would stand for any questions any questions any questions okay thank you excellent yeah thanks chief and last but certainly not least ryan peterson our public works director good evening madam mayor members of the council thanks melanie um what we're going to be talking about you see four items there but what really my focus is on getting our sustainability plan up and running for uh 2020 that we're planning on bringing that to you for 2021 we're planning on bringing that uh final plan approval to you at the next meeting of the regular city council and we're going to get some of those things kicked off one of the first things we're going to work on is our multimodal and complete streets policies so this is uh relates to sustainability because we need basically anyone who wants to get around burnsville have a way they can do it whether they own a car or not we want to make sure the transit system works if you want to walk or bike we want to know that you can have good routes to get there and we just how that relates to sustainability is it gets you outside and basically people of all different cultures economic classes and abilities are able to transfer get throughout the city one thing we don't want to do is have a situation where you're surprised by what we're doing we want it to be well thought out when we bring to you these pond street bike lanes so that it's here's here's our plan here's what we agree that we're planning to do and maybe this is an area where it's on street bike lanes maybe this is an area where it's off street on the trail so what we're what that's what we want to have is a adopted plan and that this would be your expectations when we come up with a project this is the reason why we're putting this in when also complete streets is a little different than that that's basically let's use the entire right-of-way to the fullest potential that we can so for doing a reconstruction project um do we want some storm water management in there do we want some trees um complete or think of the uh burnsville center uh center village redevelopment um that we hope to put some complete streets type of uh theories into there so that um it's reusing our space and our assets to the greatest extent possible and once again that it wouldn't be a surprise when we're proposing different things like that so that's uh the first one is the complete streets and multimodal policy uh the fleet study is our second one we've been talking about this you go on with the complete streets we had a very good project that we did this year on travelers trail yep the feedback i received was very positive except for two okay right i think i i i think i sent that along too yes um bicycling can be surprisingly polarizing but um you know it's there is a lot of people it's there's a lot of emotion um around it but i would say we definitely receive more positive comments on bike lanes than we have um who are not quite as excited about them but yeah so we were very excited to get that in and we obviously had a project going and it was the best time to do it so looks the street looks good yes i believe we're still working on the contractor with with the boulevard grass and all of that um yeah that's correct the i mean they're a lot better shape than they were yeah july august dramatically better yeah but um they'll still be coming back in uh march april time frame to see if how things have come in and if there still needs more work uh they would come back um that's the first time we we used that contractor am i correct um that was the first time that they were a general contractor in town correct so it's you know it's kind of sad they were really good paving contractor yeah but some of their good results got so good on the details with the lance replacing the sod right and to their detriment um the good work they did can get overshadowed by um something that's relatively simple to take care of i mean it's never simple to grow grass grade yeah in july but um nonetheless that's it is kind of too bad from that perspective and we certainly let them know our opinions and um had to do some threatening to make sure they did get out there this fall and did make at least improvements if not fully satisfy their contractual requirements councilmember keeley the other benefit that i noticed living on that road was slowing some traffic down by narrowing the lane to a single you know with the utility turn lanes instead of two it's it's traffic copy it's yes it's quieter because there's new surface but it's also quieter because we can tell out our when we have our windows open the speed of the cars that are flying east uh westbound and then having to come to an abrupt stop um it seems with the the two lanes on on each side i don't know why people thought that was a 50 mile per hour zone or something but that's uh that has definitely had an improvement on the speed of of traffic um you can kind of tell by the sound of their in some cases mufflers right and and or the tires if they're you know bigger tires um but uh i overall i mean the the surface is great i like the bike trail certainly like the slower traffic and and i agree 100 you made a spot-on statement where some really good work can be overshadowed by the simplest you know landscaping type of work that shouldn't have been a big deal ended up just becoming a uh a pain a frustration for a long time yes you've heard a lot from stratford i'm sure we've it was it was you know comments were justified i think they were so um but yeah um you know we talked about their road diet basically reducing the amount of lames is something that would be part of this would be described when we come upon these situations in other areas where why do we need four lanes that have on a road that has 4 000 cars a day it just doesn't add up so let's make full use of that pavement in other ways madam mayor can i add one other thing i forgot um my wife walks our dog westbound and crosses the intersection the entrance into cub foods there it's appearing to be either she's invisible or a lot of cars come out of cup food and they blow through that stop sign almost as if they don't even know it's there and she's been nearly clipped a couple of times and you know she she uses she's a safety hawk she has flashing red lights on the dog and on her her you know strap dog walking strap and and so it's impossible that she's not seen and i think cars are just blowing through there because they don't think they don't even see the stop sign and so i had mentioned that you know sometimes putting in those flashing like we have lights around yeah the parkway where where the the eagle ridge yeah the trim of the stop sign will flash so people actually see it i don't know how else but it's and so i walk the dog that way too and i haven't been nearly hit but i've witnessed fortunately i wasn't in the intersection of time i've witnessed countless cars just come zooming out of there and with with complete apparent complete oblivion that there's a stop sign to enter that intersection coming out of that parking lot uh i don't know why it's so invisible or difficult to see or or what but i've witnessed it a lot fortunately i haven't been like carrie and and been nearly yet a couple times don't you worry about those flashing lights flashing in the windows of those townhomes it would be facing um the lights would be facing the strip center okay uh so it wouldn't actually so you're talking about flashing lights back coming out of the strip side well it'd be the the stop sign itself where we have them around the trim the edge of the stop sign where the stop sign itself is is flashing and i suppose it has a sensor to start doing that when cars are approaching um but something i don't know i don't know what to do but it's it's one of those spots where it's a bit scary you really have to watch and and and then just if cars are coming you have to wait until you see that they're actually slowing down to make sure that they are going to slow down and stop okay uh karen good idea anyway uh council member keeley i think for council and also for ryan to be able to properly evaluate this um we would need a photo or perhaps some video of the dog being locked with the flashing lights and the and the flashing leash if she's at home watching right now should we go i'll she'll do that i'm going to pull out meeting back and so ryan can finish his uh his story in public works i just wanted to say that because you're looking at um at streets and you're doing complete streets you know and you're you're telling us about how you're evaluating all of that and when you put them in when you do reconstruction so all correct um the police and the engineering department lead the traffic committee and we're both heard it tonight we will uh have that as an item of discussion there could be that particular site it could be others as well where we have a situation the challenge with putting you know flashing stop sign in one location that it can be then we need them everywhere so we we do have to have the right criteria but i'm digressing back so we'll we'll put it on the uh on the committee to talk about and the other thing is that i don't know if we can get another arp grant because we did that and we put it out and i think it was over on gerard and the parkway right that was for a rapid rectangular flashing beacon crossing yes so that's a little different story but nonetheless it's possible yeah all right okay we'll keep on moving on um our fleet system analysis and optimization study each year we go into budget and we have to reevaluate what it is we're doing in our fleet replacement plan it's vehicles continue to go up and up and up in cost and we don't find ways to retire them very easily or not replace them i think we have over 600 pieces of vehicles and equipment in our inventory list to keep track of and uh we we have maintained an excellent fleet through the years it's just getting more challenging each year to keep that up and running and so what's what what this is about is determining how our fleet is compared against cons or comparable cities types of fleets for the amount of vehicles in it to make sure we're right sized we we want to make sure that we're competitive in that respect so that we're not having more vehicles than we need um also we're trying to learn about different ways of procuring maybe there's maybe we can lease vehicles for six months a year and instead of owning them there's whole agencies out there companies that do fleet in a different way so it's we just don't have that type of expertise in-house to understand that so what we want to do is learn from people who this is what their job is and can provide us some guidance also perhaps there's different ways of evaluating how long a vehicle should be kept we certainly are doing our best right now but certain vehicles after 12 years they've met their useful life and we need to replace them maybe those vehicles can make it 15 years there's all this different type of things that we can do to make sure that we're having the lowest life cycle cost per vehicle possible that's our goal out of this quite honestly another thing regarding sustainability will be to get an electrification goal for our fleet should we have it may not be by the number of electrical vehicles but it could be hybrids in other words you're improving your fuel efficiency so we're going to we take credit for that so this is a multi-pronged um study but it's i think it's going to be really interesting uh to see where where we're we are and where are we going and different different ways that others are managing their fleet because we want to be as efficient as we can both from replacement and then you know fuel consumption greenhouse gas type of perspectives obviously a big sustainability aspect to this so ryan when you get to finishing that plan we'll know how the progression would be in terms of how you're benchmarking the fleet size oh most definitely the goal here i'll know about that in the method the goal here will be you know this isn't going to be a one-year fixed it or i'm not saying it's broke but you didn't make all your modifications in one year this will be over a period of years where we could either i said procure vehicles in a different manner or maybe there will be opportunities to retire them if when their useful life is done as opposed to replacement that's what a goal there's um company or cities that may have systems where you um sign out vehicles as opposed to just assigning them so we do some of that currently but there may be ways to do that in a more efficient manner so we'll be looking at all these different ways that others have come up to manage this so i'm excited about it yeah it'll be good for us to know so that in monitoring progress absolutely all right um vince has a question thank you and right now this is probably going to sound like a joke but i'm kind of serious um if they're and it's a small sample size but i'm i'll be curious to see if not hiring seasonals has any impact on the fleet and maintenance and quality of how well they're taken care of i think what what you would see is the need we could retire some more of those old squad cars so uh we do take and keep some of the squad cars that we keep other ones that are in worth more than we typically trade those off but that typically what we use for many of our seasonals if they're not in a regular full-size piece of equipment would be um an old police cruiser that they would go around in so yeah in this year's budget the seasonals are back um so we plan on utilizing them again in 2021 but uh it'll be an interesting thing to to quantify i don't know if you could quantify [Laughter] i always got like the 1972 chevy thank you ryan i appreciate the the feedback i i don't and i was you know if you get high school kids or post high school kids driving around those cars i mean there's they're beating them up maybe a little bit more than our our staff um but again i don't know how you would quantify that or even look into something like that it was just something that i popped up given our circumstances i think ryan's pretty good with his the people that that works for him to identify i don't throw anybody under the bus by saying that either so uh we haven't run into too many challenges with them driving too poorly but um we will certainly find ways to keep an eye i don't need a follow-up i just thought i'd throw that off all right uh finally our third natural resource management plan this is more like the flora and fauna type of thing that we do in natural resources so it's closely related to the water resource management plan but this would be upland or how we're keeping invasive species like buckthorn out our oak or prairie savannah thing that we've done out on terrace oaks park and basically this is uh going to be the last plan was 2007 so we want to make sure that we are current and that folks who are interested in this thing in the city are getting what they want out of what we're doing how we're spending our resources and making sure that this is what the community wants when it comes to natural resources upland management and this will be driving uh what we do in this area for future years so this has obviously very close really a very close link right to sustainability and how we're our forests are how we're doing our wildlife management and all those kinds of things and what we should continue to do there so this will be an update of a current plan that's 12 years old and uh finally this would be some more individual things related to sustainability but um we'll be completing the twin lakes and crystal lake project when the water levels stay up so high they are hard on the um shoreland there and the the uh the shores can do some more do more eroding than we would like them to do also it kills the vegetation around the the ponds and the lakes also like this year on july 4th we had to have the no wake on so that's really kind of a bummer when you can't take your speedboat out on july 4th the busiest boating day of the year so this will hopefully reduce the risk of that occurring into the future we're completing upgrades at the water treatment plant which will be those are original to the surf or the groundwater plant in the 70s so we should become more efficient and more reliable there nicholas commons water park water park feature will is um already approved we got the third of three bid packages for next council meeting and obviously i'm not losing our 4 million gallons of water day that or 4 million gallons of water a year that we've been doing currently will be a very sustainable approach along with getting more people outside enjoying the outdoors completing the lake marion regional trail garrett talked about that earlier that's going to provide ways for transportation and recreational opportunities and then i'm happy to report our salt uh budget for the first year and for the first time in three years will not have a sizable increase uh we've we had a really large increase last year and the year before it snowed so much so we're hoping we don't get a lot of snow but the chemical stayed relatively close so this is more of a financial sustainability but we also work to improve our reductions in salt use as well so um that's my report i'll it's based upon trying to get our sustainability um kicked off the ground and um i'm stand for any questions you know um is salt still the most sustainable and environmentally friendly product it's the most effective way of providing transportation safe transportation and not having to a huge cleanup each year so um you can go either way between sand and salt sand carries with it phosphorus and different things into our ponds that we have to clean out salt is i mean there's no way to sugar coat um what's what either one does they're both harmful to the environment benefits and disadvantages and they both have advantage and disadvantages correct um obviously the customer demand at this point is we can't be late for our baseball basketball practice uh we got you know there just is no we're gonna wait three days for it to melt on its own or something like that so we're we're trying to meet the demand and being as judicious as we can and keeping everyone as safe as we can while um mitigating the or the environmental impacts that go with it you know one of the things that i liked when you all did your presentations and all of that is you told us how many employees you had and you ryan would tell us how many miles that you had to take care of of roads so how many miles above the ground and how many miles under the ground because you have all of the not only the water distribution system the sanitary distribution and all of that because people don't realize that there's a lot of miles under the ground that you take care of we have uh 225 miles of road that we own there's 275 in the whole community when you start adding county and in highway in the d.o.t most of those miles have up many different pipes underneath them so you can do the math pretty quick our our whole infrastructure valuation i'm looking at jenny but it's in the half a billion dollar range of what the city's worth not for facilities basically pavements and roads and utilities and pipes and that kind of thing so it's a it's a big enterprise that's for sure because when i look at our the um complement of our human resource 62 000 people 27 square miles and what you all do every one of you you know it's it's amazing and i thank you all for the work that you all do because you know jenny i look at you and your department and you have planning but you also have inspections you know and then you have 26 000 units of housing and then you have 2500 in businesses and all of that and you and you and you do that work and this is what i i don't think a lot of folks know but when we tell them and i know that sometimes in our monitoring reports we get some of that information but people don't uh don't hear about it but we need to let them know because what are they paying for you know so i look at police and fire and you're doing the same thing in a city that's built out already 27 square miles and you know you're going from point to point and and the other thing is that we've got more and more senior housing units in our city in the last 10 years i don't know and that has puts pressure on on fire for all of the medical calls as well as police so i mean everything every every decision we make has an impact on service delivery and a cost so i think some how when we're looking at all of this stuff and how we're uh budgeting for things it's it's all of that and then we need to understand you know you you grow the tax base but at the same time the cost of the growth of that tax base depending on the product okay but thank you all very much melanie and staff for the report any comments thoughts okay madam mayor and council i want to respond back to councilmember keeley's question we anticipate um for today um a net difference of 177 000 for the ice arena for 2020 for 2020. yeah you got it and madam mayor and council i hope um thank you to the team and their staff for helping not only prepare the budget but prepare tonight um i hope you heard your vision in what our team reported i hope you heard your values in what our team reported because that's really what we're we're nail uh we're laser focused on is we have 225 miles of streets but there's a lot to that to make it a livable community and so i want to thank the team for putting it together and i want to thank you for your questions and be happy to stand for any questions you may have well done thank you okay the next and and this is uh the aim center budget and the aim center is part of our organization we just outsource that particular function to an outside partner and so we appreciate because now it's name center giving us their report and so welcome brian and steve and madam mayor and council we also have uh our finance director jenny rohde available as well yeah and alyssa to uh answer any questions as well okay great well thank you madam mayor and thank you city council and city staff for having us here tonight i appreciate the opportunity to present our budget and kind of give an overview of where we are currently with aim center and operations and financials i want to take an opportunity to introduce steve peters he is our venue works founder and president and he's in town today our corporate offices are based in ames iowa so he is here this uh today just to catch up and to be here to uh to give perspective or any questions you may have uh related to our presentation and what's taking place in the industry um i will go ahead and jump into the presentation um i'm looking for the slimes so while we're waiting for that um i have a question for you brian yes because most of the time when you come before us and give your presentation and before and even before that when we had the aim center commission it was always the chair and you doing that and you always um prepared the background material along with staff correct did you have any input into the preparation of this background you know i did not get a chance to participate in that preparation of the background um for this particular presentation though okay madam mayor council i asked our staff to prepare the background and ask brian to prepare the presentation it was a symbiotic discussion thank you okay all right can i ask a question yeah dan city manager lee why was the process changed this year you know what councilmember i don't know if i've got a history of the process um so as we came into this year's budget um i don't know that i had that same history our finance director who had previously worked very closely on his head and you know was no longer here and so jenny and and i worked together with brian to help evolve so i can't speak to how it was done in the past i just know um you know how we're looking forward okay okay yeah we okay well i i just i think it's worth stating i i guess i'm going to restate i apologize madam mayor the aim center is a 20 million dollar community asset that we own and that we outsource the management of to the experts in the industry but we own a 20 million dollar asset and so the partnership between venue works and clearly brian as the as the person there every day doing the work uh and the city is critical to the success of the aim center uh from my perspective i would i would think that's the way it's been for the 14 years that i've been on here and i'm the guy who fought against it getting built but now embrace it once that decision was made i wanted it to make money as quickly as possible to lower the debt burden or sorry the financial burden on the community and you delivered on that and so that sort of partnership is how successful things happen and so i i just i think going forward we have to make sure that we have that sort of partnership when it comes to when you come in uh before us to do a presentation it needs to be a collaborative between staff and you not a staff one thing and you doing another it's something madam mayor and council my apologies if you're left with the impression that we didn't work together that i can assure you that wasn't the case but i'm certainly looking forward to brian's presentation today and answering any questions you might have okay great thank you thank you council members all right brian i'm here madam mayor the floor is yours thank you uh last time i was here to present was back on june 9th and we had at that point just received word from the state of minnesota that we're going to be able to open up under limited capacity as a very exciting time we were working hard to get our clients and our facility users lined up to go ahead and continue to use the facility and determine who could still uh work in that limited capacity and we had prepared some um financials based on or related to 2019 to kind of run through the past year performance which we know was a very strong year for us and uh to give some financial projections under a couple different scenarios of reopening whether that would have been in july or january so i wanted to kind of take a similar format as i present tonight and just can't give you an update of where we are since that uh meeting to give you some updates and then i'll run through some financial projections for this fiscal year we're currently in that ends in december and our fiscal year 21 proposed budget numbers so to start with uh just to recap venue works was able to capitalize on the on the ppp funding and we're able to deliver 217 000 to hold on there's the slide sorry about that to our viewing audience uh we were able to deliver that and that was able to keep a lot of our staff employed uh during the time when we were closed and that was as a reminder was uh it was not a cost to the city so that covered a lot of our staff or covered our staffing and our utility expenses uh done through through venue works and that will be our company that will be working on the loan forgiveness portion of that too at no risk to the citizens of burnsville during that time we were also able as a company to be able to to get a volume purchase of victory electrostatic sprayers and this was in the midst of a national shortage this equipment obviously became very valuable as kovid started to grow in in march and april the technology is is very efficient for us to be able to clean and sanitize the facility in a very fast manner and so we're able to get a handheld and a backpack sprayer and we've been using those for all of our events and we're able to use it during real time not just for pre-event to sanitize but during events we go through sanitize high touch points of handrails and other areas and then we use it for our cleanup and incorporate it with our standard processes so very valuable we're able to get that in the chemical to to be ready for that reopening we did a survey on a corporate level to all of our markets ours was completed in the beginning of july just really to reach out to our facility patrons gauge the comfort of their attending events to know would they be willing to come back understanding what our processes are for cleaning sanitation safety and to gauge that and overall had a positive response from our from our patrons that they'd be really ready to return back and they'd be comfortable too if we took the precautions we did and so that helped us get some comfort level that we were going to be able to be successful when we did reopen even at 25 capacity uh one of the other things we we had to make some tough decisions and i think last time i presented we had moved forward with some furloughs with uh with five of our eight full-time staff members we realized we were not going to be getting the business back to a level that it was pre-covered had to make the difficult decision to move forward with formal layoffs in august and so we are currently down to three full-time staff members and that that had unfortunately had to take place after ppp funds ran out and um and were able to give notice to those staff reopening update we did implement our kova 19 preparedness plan for the aim center and that is a plan is posted on our website we worked with the templates and the infrastructure that the state of minnesota stays safe has provided it was very useful tool it made our job very easy to incorporate guidelines based off of our facility and so we have that posted and we've been working with our staff on on the training related the other area we did is we worked with ticketmaster and created pod seating and we are able to sell pods of tickets up to six so we created pods within our seating manifest that are pods of two four and six um areas of seats that are sold to people of the same household and so from there we social distance those pods and that gets our capacity um currently our maximum capacity is 250. so we have that set up in a manner too to get close to our capacity for for our seating and so that was a big undertaking in partnership with ticketmaster i've also been working with on multiple versions of the 2021 budget and multiple forecast scenarios for year end and i'll share some of those results with you here in just a minute we are continuously working with the aim center facility users to identify programming that can function under current guidelines what we realized is that dance competitions can still operate as well as uh we had a in october we had a fitness competition a bodybuilder contest uh for two days and we found that those uh they do work we're not bringing in the number of people we're not providing oh madam mayor you have a question no i'm just waving at vijay's children so we found dance competitions in business business meetings and and right now we're seeing a real strong interest i think this is really weather related uh now that we're seeing musical artists typically performing in uh outdoor environments such as they did for the drive drive-up concerts that took place here in burnsville very successfully we're seeing some more interest from artists to move into the 25 capacity and so we're working with them and getting creative on how we can uh make it a successful environment for them to perform in as well as us during this time frame with all the processes we have we're gaining a real strong knowledge base of event operations and and how we can work under these new parameters we also recognize that we're going to continue to implement a lot of these procedures post covet i mean things are going to obviously get better with covet at some point but we feel it's going to be important to continue up the sanitation efforts the the health and safety efforts that we've been putting forth under the the new operating guidelines and then that'll be a lot of what will uh continue and you know with this too is we're building confidence within the patrons who utilize our facility that we uh that we truly are looking at health and safety is our number one concern uh since we reopened covering again on our three full-time staff we're covering all areas of programming event management ticketing marketing and promotion food and beverage financial reporting hr facility maintenance and responsibilities so a lot to keep keep us busy right now and continue to program as aggressive as as aggressively as we can madam mayor and uh brian is that list of operational activities pretty much the same list as if you were you know booked in in a normal situation what actually did you stop really having to do to run the center you know we still have to operate in the same manner whether we have one event or 100 events we still need the same attention to uh to our clients uh for marketing promotion of events and the work in the administrative work which you know many people just don't realize takes place before and during and after it's not as much during the event we have a lot of event staff that are covered as show expenses that do take care of a lot of the duties and responsibilities that we need but there's a tremendous amount of administrative and work that does take place around every event and so yes it we have not dropped any level of service to our to our clients or to what we provide and just while we're on the subject could you give us an idea of how much time you're interacting with industry agents the industry as a whole to stay in tune with what's going on right i mean how things are going monitoring the covet and and uh monitoring as things open up a little bit certain states dial up like ours et cetera just how much time are you spending on you know monitoring the industry activity it's a daily um daily task and it's also the amount of outreach to the the agents and to the artists and the people we do business with our clients uh takes place regularly i talked to three um three business partners today that were agents just to find out what was going on and to see what um you know what artists they are still representing and what they're seeing in industry and to keep essentially keep our fingers on the pulse which is essential right now and especially with everything that's going on we have to be in a strong position for us to take advantage of any opportunities that do come up um not just under our current capacity but when when the dials do do change and go up we want to make sure we're we're there and ready and i feel confident we are with the team we have in place now but also with the relationships and we're seeing it uh in in our markets and i i guess i'll defer to steve if you want to maybe just provide a quick update of what we're seeing for business within the other markets that we serve the business is alive right now very much is it's not at the level we're maybe used to and we don't drive by our facility and see the crowds of people like we do all the time but we still do have events and and we're still working very hard on that and we've had success in other markets that we serve too but to the point that you asked about in terms of keeping up with the day-to-day and the industry the industry has had the same kind of staffing contraction you've had here that we've had at all of our buildings so the agent you might have talked to about a particular show may be laid off there may be somebody it may have gone through two or three people in the last seven months as you try to keep up with the show that you had booked for this fall that moved to next spring that's now moving to next fall and each time you're talking to somebody else differently so i mean that is an oddly unusually hard process that takes all of us to try to follow that through as far as what's going on around the country [Music] everything i mean we've got a murder trial going on in racine in a building there we've got traffic cord being held in the atrium of a historic theater in in an illinois building but we had three huge livestock shows in brookings this summer that probably played for a total of 4 000 people that came and went from all over the country we've got in cedar rapids we had what i think was the first arena post coveted arena concert inside three weeks ago josh turner a young country artist we played 850 people in an 8500 seat arena but uh made a little money the promoter was happy the band and the artist was ecstatic uh we've got three or four uh christmas concerts in the 1700 seat theater lined up just as you were doing the dance recitals and dance competitions we've done those at stevens auditorium in ames and and at topeka performing arts center well we have arenas that are waiting because hockey teams aren't going to play we've got concerts that aren't touring but in every place we're finding a way to do everything we possibly can to to be able to we had in in kennewick washington working with the national guard we were the the um the uh food pantry for the whole area you know for weeks just driving people through all these chains that they're going through to drive through for these these food pickups that we were packing we were storing that we were processing sex all over the mountain okay so let's continue on brian so that we can get through your budget because i think one of the the challenges is how do we with all of the uncertainties where are the where do we look at indicators in terms of pivoting and making a different decision sure sure i will just briefly go through the programming update um the slide that shows what we've had since we reopened in july and i'll just point out we've had four dance competitions six business meetings uh three community civic events and four ticketed events and two virtual events those were art gallery exhibits that we're working with our exhibitors in the art gallery to do virtual events and um coming up through the end of the year we have one more dance competition that is uh looking at to happen and we've got 15 ticketed events and that number has actually gone up by three since as of tomorrow we'll be announcing um the the rocky mountain christmas show it's a john denver christmas acoustic on december 18th and 19th so we're seeing a lot of is that a virtual event no that will be an in-person uh 25 capacity concert okay that will be taking place so and and quite a few events coming up our our slate of first half of the year has got all of our dance competitions are in place and we're working with them um we're we're ready to go and they are too and we've actually had some promoters adding dates to their original hold so we're seeing some positive movement you know obviously not seeing the numbers that we've seen historically over the last three to five years but given our current situation we're seeing good movement with with events so it's very important that we continue this moving forward we are looking um i'll go to the next slide here for our forecast it's a year-end forecast and i'll just go to the bottom i just want to make a quick note um you know this number when i presented uh back in in june we were looking anywhere between a two hundred and forty four thousand and three hundred sixty two thousand dollar operating loss based on when we were going to reopen and that was the scenario we're looking at at that time under the july scenario i was projecting a 244 thousand dollar loss right now we're presenting a 243 thousand dollar loss um and we're in this number does not include uh the past show that i mentioned that we had just programmed to so we're right in line with what was presented back in june with our forecast at that point and we hope this number uh will get better and you know barring any unforeseen circumstances i can say it will i'm going to show this side quickly and then i'll go to some of the background points uh the aim center budget for for 2021. we're looking about total revenue of 817 000. our expenses are about 964 000 projecting a loss of 147 000 dollars for fiscal year 21. the budget is built on the current guidelines of 25 event capacity throughout the entire year of 2021. um we did in the budget put in the experience burnsville office lease they had proposed that we'd look at a 50 percent reduction in that fee for the lease in 2021 and i did plug that in and i would like to recommend that it'd be something that we do look at moving forward i think it's important for our continued partnership with experience burnsville um and and to be able to keep them uh in in their office space and accommodate that we're going to also continue to keep our three full-time employees through the end of the year that said if we do experience some larger workloads or if we start seeing lifted restrictions on the event capacities we will have to look at identifying future full-time staffing needs but that will be something we address and work with city staff and team on as we feel would warrant based on the business and just uh highlighting what we said before we do see uh multiple event formats that can work uh underneath this 25 and we're actively aggressively pursuing that madam mayor yes of course yes dan brian you're assuming only a 25 capacity for the entire year of 2021 which which is about his worst case scenario is i think we can probably draw right i mean there's there's a lot of unknowns but there's a lot of things that have happened that we've learned in the last seven months or so of covet with vaccinations and trials and that kind of stuff coming out so what would happen if the dial was turned up you know sometime in first quarter to 50 capacity what does that do to that 147 if you're allowed to have twice as many as currently allowed uh you know that that changes our our revenue projections considerably and um you know we've we were really figuring that by the beginning of january january 1 of 2021 we'd be at least at a 50 capacity at that point and i'd put together the original draft budget did showcase that and going into a 75 percent capacity by mid-year um you know it what it does is it puts us in a lot better position and you know it gives it opens up the door for different level of um artists that might be on the bubble with the 25 capacity to saying 50 then within a couple months we should be able to program more in for uh whether it's in second quarter but for sure into the second half of the year and and you know we're looking at if i was going to break up our artist users into three categories these are the ones that can make it work in 25 a lot of them would like to go into the 50 category but you do have the ones that really can only make it work in 50 and then we have the other ones which the larger touring events that are in 75 but realistically probably 80 to 85 range so it just opens up the door for more and gives our current users more opportunity to generate revenue for them too great so that and that kind of gets to another question but just that um size of performer ticket price and you know what capacity requirements to make that work so i'm guessing your phone's gonna be ringing and you'll be ringing a lot of people if at some point in the future minnesota allows 50 there's going to be a katy bar the door flurry of phone calling and contacts to capitalize on connections and networks that you've built to get some acts booked right away how quickly i mean i know you book out as much as six months a year on a normal basis but how quickly can you respond or how quickly do performances whether it's um plays or concerts how quickly can they and or maybe even have they said that they can turn around if they get if if you get 50 and you give a phone call i mean is that i mean in the best case scenario how soon can you have them on stage you know i would say probably within a month and a half two months that's pretty fast it's fast and it's faster than normal yeah and i can use an example of i'm sure they're just a little hungry to perform too everyone is very eager to get back to work and you know we when we were faced with this back at the beginning of june i mean the the calls the outbound calls from our team and our communication was immediate and once we had it within minutes of just a quick cursory review of the guidelines we were sending them all pdfs of those guidelines with emails and follow-up phone calls that afternoon and what we thought was gonna be a quiet friday turned into a real busy afternoon and um but we're thrilled and it really opened up the door and that the example that i can showcase from then is we didn't really feel dance competitions were gonna be able to survive or exist and we found out once we had the capacities in place and they could review the guidelines they said we can make this work might not be able to make that work but we can compensate somewhere else and and go that direction the rocky mountain christmas show that i just referenced that we're going to officially announce tomorrow and go on sale friday with that came up thursday so we're less than a week and we're already on sale so things are moving a lot faster than they typically do and being that we are open for business and in many facilities right now might not be um you know that gives us the the advantage too as as we're moving forward yeah i'm going to go to uh dan gustafson thank you mayor i i think for uh the purposes of our conversation tonight in our business planning we have to plan on worst case scenario and how do we make it work on the worst case and should somehow it change which we'd all like to see happen at some point it's a bonus for us but i think our planning for at least the next six months or so is we gotta we gotta look at what we're what we're living with right now another one of your questions regional regional local bands can get booked in pretty quick and they can they can start operating really quick i mean it's the national stuff i get but it's a lot of local ones you can you can fill up you can do capacity in just a few weeks really you can make that happen great okay yeah um steve uh the other thing is that the big national tours the big broadway shows and the big shows that play downtown are not going to be out there so i mean you've got something of a competitive edge for a while too because they you know the money that goes into advancing those those huge tours they're not going to take a risk and and what i'm hearing is a lot of those aren't even going to be available until 2022. wow yeah so steve how are you handling chan hassan because chan hassan's been open we're doing we're doing local bands just like just like dan said oh yeah yeah we're doing and we're the ones we used to do in the 200 and you're filling up with the local bands well as much as the 25 percent 25 of 575 we move those into the big room because we couldn't run the big broadway shows we normally do in the big room for only 150 people or whatever it is 145 people so we're doing we're doing bands out there and uh doing those in the 244 instead we don't have 200 capacity like we normally have but we have 145 or something like that okay um vince thank you um are those selling out are those i mean are you hitting your mark 25 i understand the capacity but of the 25 that you're offering or those going quickly some are yeah i wouldn't say all of them but some are yeah yeah you only have a few few and people are hungry to go see something yes and we're able to spread them out you know we have table seeding there so you spread people out this booth is empty then there's a booth that's got people in it and um yeah they've been they've been doing fine can i add to that when we did the release sessions yeah almost all of our night shows sold out throughout that whole 58 show series that we did it's pretty clear that a limited capacity also yeah 250 that's all we could have it's become pretty clear that artists are dying maybe i rephrase it today artists are doing are craving to get back on stage and they are taking advantage of opportunities and as evidenced by the release session people are craving to get out of the house and go see a show right so the public wants to be out there i mean that's that's that's as long as they feel safe yeah you got to you're right the social justice you have to follow the protocols okay all right brian let's move this along because i already have a text that we're going to have to take a break before we go to the next one okay i'll make this quick um i only have two slides i'm just going to run through there obviously it has been some discussion of you know one one option of just since you know we're not operating at the level we have been uh in past years of what the impact of closing aim center would be and i just have some uh some bullet points here you know there is always going to be an occupancy uh regardless of whether the facility is being utilized or not and that number i have 265 here that was a percentage of what was presented to the city of 312 000 so that number uh i think is is a very safe estimate of what those total expenses would be no revenue is offsetting that but just as an expense uh we also have uh the impact of losing the current aim center staff the team that we have in place uh it does impact our current and future sponsorship potential loss of current and future sponsorships uh and that very well could include naming rights i'm not saying it would but it is something that we'd want to look at as a potential liability uh lost programming business in the 22 and 23 is a big one we have a lot of momentum going as we do look at booking larger shows into those those years and continue that momentum we are working six months 12 months even sometimes 24 months out in the future calls today i was on we were talking about the 21 22 and 22 23 seasons so uh they're especially now covered things are going out a lot further and people are feeling more comfortable in their venues of securing their acts that far out assuming that things are going to be better um you know and we'll continue obviously we'd have more operating deficits and for the next two to three years with that the other part and i think it's just something that um really have to look at here is the neck and negative economic impact on small businesses that utilize the aim center on those and the others such as hotels restaurants and dance studios here not only in burnsville but in the south metro area the users of the burnsville or of the aim center are small businesses they are promoters that you know really rely on us to be open to be able to conduct their business and essentially with many of the venues across the country closed we've got a great opportunity to be able to keep them in business the best we can so plan going forward is it's critical more financially beneficial to stay open we've got great momentum going right now and we want to keep that moving burnsville is pro-business as i said our clients do need to know that burnsville stands behind small businesses and that we are the support the aim center and that we are going to continue to move forward as much as we can we're going to continue to work on we're going to start working on some capital improvement projects pick some of those projects up carpeting is one of those and uh just as i mentioned before events are programmed six to 24 months in advance but the reality is we we want to thrive right now we're not we're not here for survival we want to thrive and we can continue to do so and it gives us the best chance of recovery to continue on on the direction and with the momentum that we have currently so that said i am done with my presentation so brian and melanie and jenny um one of the things in our agreement is that uh to look at this in a true partnership so you've reduced your your management fee okay correct we have um beginning with covid this year we we reduced or eliminated our incentive fees uh that are built off of achieving goals and also on our revenue measurements those we just did right out of the gate we wanted to be able to assist where we could to to take that pressure off financially and felt it was important to do so beginning this month in october we've also waived our base management fee by two thousand dollars a month and that amount is is getting carried over into the 2021 budget and uh our base management fees it's that that amount's being carried over uh that that monthly um yeah continued thank you and typically we under our contract we do have a three percent increase on our base management fees uh on an annual basis but we've not made that increase going into 2021 so we've really gone down in those fees to assist in you know knowing that we're not operating at the levels uh for events that that we have in the past and wanted to to make that contribution back to the community okay um so i think one of the things that uh from the city's perspective is to understand what is the acceptable maximum amount of operational loss and taxpayer funded support for the aim center and i understand um council member gustafsson you had some ideas as to how we can look at revenue increases i do that can help i go i go back to this in june yeah when we started learning about how we could do things with code and we created the the relief sessions which turned out to be hugely successful for us i've watched what's going on out at the chan which they're doing i know i know most of the musicians that play out there and you're right some shows do great in some sense not so much but but but they do but i've come to the conclusion and you know originally we started talking about closing the theater and it's something i didn't want to do but well it might it might have been the right business decision for us but as i continue to kind of brainstorm with this and kind of think it through i think that i think there's some things that can happen out there that can keep put more shows into the aim center help help mitigate some of the losses hopefully and understand there may be some investment we're going to have to do with personnel in there so they can actually service these shows but i think long term it keeps the aim center front and center in front of the entertainment community and as things do dial down at some point which we all know it's going to happen at some point it puts us in a favorable position to instead of spending several hundred thousand dollars to ramp up again we're already there ramping as as society's ramping and as these shows are ramping and as it is as these uh people are touring i know a lot of national artists most of them are touring right now but they want to and they will once they feel it's it's good for them to do it again and and i don't want to i don't want to take us out of the spotlight you know in burnsville here we we all of us did a great job of finding ways to make things happen for our citizens and for the metro area and we got recognition for that people looked at us and said man these guys got it figured out i mean we've got some blogs on that which was kind of cool so it's nice i don't want to lose that momentum but we also have to be willing to do some investment spending and i think we need to find out if if we have anything in how we look at this or how we think about this that prevents brian and and venue works from making this more successful you know i think they i think it's kind of like you have to take the cuffs off a little bit and just let them go with it you know in my mind it's right now how i would like to see venue works work is they manage the theater they book it they market it and they they service it and that and i'm not saying throw away the financial but but on the other hand you know be prudent about it but i think they can make things happen where we won't lose as much money or and if you know then if we would if we closed to be honest with you i think it's just gonna be more expensive for it to close it and then have to ramp it back up again and that could be several hundred thousand dollars for us and i would rather spend that money doing something and helping this this theater provide you know uh do the mission that it was built for and that was to provide entertainment for our community and the community surrounding communities behind us and in this pandemic and what's going on i was out these sessions every day the the just the smiles on people's faces how happy they were just to be out doing something i don't think we can take that away from them and this winter i especially don't think we can take that away from them so i'd like i like us to look at things with a different lens and i'm not sure how that lens is yet and i'm not sure how we get in their way but if we do let's figure out how to get out of their way and maybe brian can take a look at all of that also together with staff and probably folks like you who is in the industry i'm going to go to keely and then i'm going to go to melanie i'll uh reserve my question for later i like this this line of dialogue is i think something i'd like to pursue a little bit and it sounds like so does our city manager lee judge our hands up okay yeah madam mayor and council i i within our staff packet you saw the iterations that have been pursued over the last several months so council member gustav said closure was never top of the list that is not a preferred option for anybody and so but i think the reality is we had everything on the table that when we worked with brian and we worked with steve what is on the table what is that what is our exposure what are the pros and cons of every approach and so that's really the lens that we're taking to this and we know no we know more now than when we prepared our preliminary budget we know more we knew more than than we did when the the original budget as presented by venue works came forward so as we've talked about since covet came about in march this has been an iterative process it has been messy it has been complicated it has been fraught with difficult conversations at the end of the day we know that a occupied building is a is a benefit for the community and we also know that we have the overall operations that we need to balance with this so that's that's the needle that we're trying to thread is the operational exposure with the desire to keep it going and so what i think from my perspective i would welcome the council's openness to is the ability to have what is that threshold for which we it which is financial you know that that support because that tips over into the rest of our operations we'll make it happen and this has nothing to do with whether brian is working hard or venue works is a talented company has nothing to do with that it has to do with a global pandemic and so we've been we've been meeting several times a week for several months with both steve and brian tim and others on how to get the information we need to be able to come together for a collaborative approach for a collaborative uh proposal to move forward that's everybody's goal yeah that's good well it's a great goal i think what we need to understand then as we move forward is uh because we have in place some of the principles that we've operated on melanie you know where what happens when this new information comes and how do we pivot and make a different direction indeed that's what we've been doing through absolutely and so the thing is let's also take a look uh in a in a partnership because partnerships have always been strong and then you works as a partner and we need to work collaboratively uh for the good not only of venue works but especially for the aim center and staying open so we know what those issues are right now and uh where we're going but what happens as we go forward so all of these ideas like the one that dan gustafson has put on the table i think are opportunities for uh for re revenue sources that steve you've said is working in chanhassen so how about doing some of that modeling and if that's uh an aspect that can help and work uh at the aim center because we've all seen how successful the relief sessions have been so if if that's an idea that can garner more revenue because all we're looking at is what are the revenue sources that we can get but at the end of the day if things happen we need to know what that indicator is that indicator that says to us okay what's what's the next decision when we hit a point where that happens steve i also remind you that our current contract we obligated ourselves to invest 25 000 in what was then going to be a market analysis that we've never done so if we wanted to be up to you but if you wanted to take that we'd be glad to put that 25 000 in to 2021 as a cushion against that you know 147 000 if that's what ends up being bush budgeted thank you that's that's that's generous yes i think that you know we can do surveys afterwards after we get on the other side and there's a vaccine you know we can do that but as we move towards this can help but i think we need to uh agree um members of the council that um what i'm hearing is keep the aim center open now i okay uh dan keeley is going and then and then workman oh oh i'll defer to okay you go first then why do you want to go left yeah no no i'll go yeah you go um refocus so the question is what is our tolerance press your button again so i don't miss you what is our tolerance as a council uh for losses and um what do we propose to do to keep an eye on that um as we go forward um i know dan g said you know maybe just get out of the way and let let them go and and i i don't want to impede on their ability to operate and thrive and not survive but if we're looking at the numbers and continuing a collaboration i don't think it would be a horrible idea to stay close and look at those numbers what's booked what's been executed in at least a monthly basis for a little bit not with any looming threat or anything but just so we can keep an eye on things you know as we walk and then jog and then sprint out of this because i don't want to be at this point next year talking about our budget with a 243 000 deficit and having to talk about a point or two on a levy um and i'm not saying any of this out of a lack of confidence for brian um i just think maybe if we're going to be cautious then it makes sense to at least be cautious to to watch and and monitor um maybe on a little bit more regular basis right away and as things start steamrolling you know we step back and we go back to business as normal but it's just something that i um you know vince that's how we operated at the very beginning when we started and then because the aim center opened during the recession in 2009 so we did we always had um uh the aim center management talking with us so you're not proposing something that's that we haven't done it just is making sure that uh we put that in place and brian comes and talks to us and so we're aware of that so that's something that we can again institute to have that sense of comfort that that we're all in this together we're all in this together and we want the aim center to continue to operate and then to thrive but um you know for me i still want to understand if it starts to dial back all of us needs to know we come back to the table very quickly and say what now because as melanie says what we look at is the entirety of our budget and our obligation to the people of burnsville and the businesses so but i think what you're proposing vince is something we can go back to and do that uh dan now did you want to be last because cara just pressed her button do you want cara to go first before you i'm going to press my button again sure everybody can go and i'll go away because that's what a gentleman does cara you go and so this question is free for you mayor uh and i know yes we definitely should watch um watch on all of this as events unfold um you know in the in the latest statements our governor has said that he does not at this point foresee uh placing restrictions down or going back to a strict lockdown um but i also know that you are speaking with a group of mayors and with the governor and i'm hearing you say a couple of times about what if this happens we're having a surge what if it locks down no are you hearing something no different from what is being reported like as a public statement do you have the inside scoop yeah a matter of fact the governor's office have been very good about responding to me i had a phone call with them i shared with melanie you know there they heard us and they thanked us for the letter and the resolution so that was the phone call back and saying we're working we're watching everything we're working with the restaurateurs and all of that but also over the weekend dr burke was here and then you have wisconsin surging you have the dakotas both dakotas are surging and iowa and we're not quite as surged as high as that because i did ask brian about the aim center and if we can go to 50 percent he heard that so he had patrick call me back and so we'll continue to work on that so just having a good relationship and an open dialogue in all of that helps a great deal so have you heard i know the chamber is working on some initiatives asking for the governor for some changes in the executive orders and one of them was asking about if why have a blanket capacity when you could just have six foot distancing that type of thing but there was another question which was can you change your capacity requirements based on either the air exchange rate or the filtration system of the building itself similar to how airplanes are now able to have absolute full capacity because of the ventilation system that they have in the air exchange rate that they're able to do and i was wondering have you heard about anything going forward in that initiative because that might be something especially with the aim center is a newer facility and the filtration system and the air exchange rate in that building is excellent i mean it is extremely highly rated and since since that's why you're able to have more people at outdoor events right because you have the circulation all that kind of stuff can they get an exemption based on something like that have you heard if that is being pushed forward or if that's something we could do they're they're all looking at all of those things um and uh the scientists from the u and from mayo have all been part of that discussion i think there's a great deal of openness to understand what are these um operational standards that that we can look at so yeah what i what i'm doing um kara is working with them and looking at how we can move towards our goals and uh how that can be done well i definitely appreciate that you're doing that um and hopefully our our governor will start to look at some of these things that we could do for businesses especially when they've been shown to be safe in other industries why would they not be yeah not be safe in this one it seems kind of absurd and also and i know you're a proponent of local control because i know one of the pushbacks has been how on earth would the state do this like how could they do all these exemptions and i mean like i i don't want to speak for arrest of counsel um but i would say if you would turn local control to us we would be happy to do that yeah like we would be happy to say yes your filtration system meets this guideline we're going to sign off you can be at fuller capacity um so please trust your your local people governor and i know our mayor is willing to jump on this and return local control that would be excellent there's a lot of things and i think i'll i'll be talking with brian uh the state is going to be has asked and i talked to melanie about this to use the aim center for covet testing so we'll wait uh brian's going to be talking with the real the real estate folks huh can we have a lot of medical facilities that aren't even currently being used for cove testing well this is coming out of so hey we want the rent money well well we do have a black box theater yeah yeah so anyway anyway they they they they did call me today or text me today and then so we'll we'll continue to work on those things so dan you wanna you are everybody else is spoken it's you you want it to be last the cleanup hitter um well a couple i want to follow up with a question but then i want to build off of of comments that mr workman made um during the ppp period of time were you open or closed for a portion or most of that ppp payroll during the time the ppp funds were that eight-week period we were closed okay at that point um imagine a lot of cleaning got done yes in addition to the phone calls and everything else but you know um what because we also you know a lot of businesses did obviously was there any um i mean did you call melanie uh city city majorly and say hey i've got some staff they're covered i'm closed what can i help with you know what i mean actually in one of the meetings that we had it was brought up if we had the resources and staffing to assist uh with city and various city departments and so we did volunteer our team uh to work a good portion of them were actually at the golf course during this time frame and helped out there when they reopened and now they're extremely busy and uh we're able to to pitch in there so no we did go through uh for the first few weeks of getting the building back in order going through a lot of our summertime punch lists that we have and and then um that that came up and yeah we we did uh i think that was that was fine to be able to do that and that did also showcase some additional cost savings to the city uh for that labor because that was also with the ppp funding that was not at the cost as an operational expense for aim center so that was uh that was complementary oh thank you that was great that that's a very partnership type of thing to do and i'm glad that i'm getting together um other than that is there anything else that i mean this is a big more of a global question is there anything else that you had to do to adapt that you haven't covered in your your presentation or did you pretty much cover everything that you had because we got into a lot of that sort of discussion earlier on but i just want to make sure that you know we got all the points you know that we were able to hear all the points that what you did to adapt during covet i guess the last seven months you know i think we're we're able to cover most of it um with you know what we're able to do especially with the adapting with the the new procedures and the new equipment and and working with staff you know a lot of the adapting was making reductions too and and cutting the expenses i mean that was really the first uh or that's our primary objective at that point was to be able to to reduce expenses as fast as we could and then rebuild as we're going forward i don't think there's anything else that i can think of at this point i'd be happy to share it with council if there is if i think of something after the fact but unless steve did you have something well we did develop a return to work program for employees that was it was consistent with all the cdc guidelines and everything then we developed the program we called secure but it was how do you bring all the everybody all the audience people back and what are you doing and what does all that entail and one other thing that you'd see if you did come an event that's a little different from before because we didn't mention it but we're not doing intermissions and we're not doing concessions so we have we got a pop machine and that's about it but we're not doing concessions we're not doing we're running shows without intermissions that's just one less traffic jam that you can avoid for the possible spread of the virus people moving around well it's unfortunate that you can't do concessions because concessions concession types happening everywhere else right yeah concessions are going on at the grocery store by the thousands every day yeah so yeah i would hope that you could you know just put some dots on the floor and and bring that revenue stream back uh even at the 25 using the same theory that every retailer has done right just yeah and once once we see the business um move just a little bit more and we have a full slate of dance competitions coming up in the first half of the year i mean really the focus is to to really identify that strategy here over the next month or so so that my goal is to have that back operating um in 21 uh so we have it right just i have to also be cautious too on where what we have for resources and ability to provide it as a significant amount of work if bring a separate workforce inside staffing scheduling training uh inventory management and um and such too so but it is that's like one of the next steps that we're going to be reviewing absolutely uh my final comment is really to counsel and a couple weeks ago i floated an idea as a byproduct of this discussion being on our agenda and coming up it sort of hit me without thinking of it that when we dissolved the commission we also dissolved our liaison assignment to the aim center and i think i was a little surprised that i just kind of forgot about it right that it just sort of went with it and i think we were remiss in doing so because we do not have any other asset in the city that's anything like the aim center it is a very unique stand-alone deal and it requires a different type of management and oversight obviously we hire the experts to manage and drive the revenues and run the operation but i think it's important for us as council to stay close to it just like we do a lot of our other assignments so i i let city manager lee know that i think we ought to have the discussion of bringing back that liaison position and i think tonight i want to based on the discussion that we've had and and your comments um uh events about you know staying in more closer contact that really kind of plays right into it so i i would like to have a discussion on our our next work session to talk about that and let's i'm going to suggest that we bring the liaison assignment back so that uh melanie or whoever from staff is going to be at discussions with with brian that a council member is present to help guide this process and stay a little more plugged in a little more in tune with what uh what's going on at the same time i don't want that idea to overshadow any sort of a direction that vince might have been going on just having more scheduled meetings where there's presentations given to the council this is a 20 million dollar unique asset not very many cities have this large of one of our size i mean minneapolis has several theaters and they have a theater district they hire outside professional everybody because it's so huge because they have someone outside state orpheum pantages and all the other ones but for cities of the size of burnsville a thousand seat performing our center is a unique animal and i think it bears the responsibility of us as council and staff to be paying closer attention kind of like we did with the commission like i said when we when we dissolved the commission because the commission didn't really have any purpose anymore well then we kind of threw out the baby with the pathway we should have kept that liaison in retrospect i wish i had thought about it i would have said why let's let's okay i understand the commission doesn't have any real mission anymore but we need to stay close this is a unique asset we need to stay close with it yeah i'd like to have that discussion one of the things i don't want to have lost in all of this is that staff has to be a part of all of that because yeah lays on it yeah so it's because um it's important we're looking at our budget but i still want to get back to we are at 147 for 21 loss my hope is that as we get to 22 when we look at the 22 budget that's reduced and not go up so where will be the pressure points that we need to understand and i think that's a discussion we all have to have as we move forward so we all agree on what that pressure point is and whether it's you know every other month that we sit down and take a look and see how things are going uh other the programs that you had scheduled are they still on track or are you losing some are you adding other revenue sources so that we can continue to move to thrive a plan of thriving and so how do but we need to do that um so because i think all of us you folks and us want to make sure that the aim center stays open and move towards thriving and then but we have to make sure that all of us along with our staff know what that pressure point is where we have to stop and make a different decision and that 147 needs to be reduced and you've done that before and we got to black so let's move continue to move in that direction uh melanie uh madam mayor and council council member keeley had asked for the liaison position to be discussed at the all-day work session we certainly can bring it forward ahead of that but that was already slotted for for that all day work sessions yeah i'd like to have it next month in november at the work session okay if the council supports us sure you yeah okay and then what i heard from the council is that the 147 is the maximum exposure the council is comfortable with for for 2021 just as a guidance for the council knowing that recognition is for staff knowing that we're going to be kind of keeping an eye working with brian and and being in close touch yeah okay thank you very much yeah dan gustin said the 147 is good we have to consider because they may have to ramp up if we do a lot more shows that that might possibly go up in which case we need to look at how do we use that angel fund and that's that's what we need to do probably use the angel funds they have to ramp up you have to have the ability to just use that angel phone when they need to use it for different things yeah and not have to keep going back and forth we need to amend that policy then we do we did we do we we just approve brian and i do we there's a show coming in that's an angel fund policy so we maybe want to talk about what amendment i would just say if they start doing a lot of shows brian might be coming in every day saying i got another show we're talking about angel fund on and so we'd have to and we have to all i really want us to all think about this if we're going to invest in keeping this open and keeping it going there is a possibility it could go by 1147 i think our eyes have to be wide open about that absolutely and and that's why i keep saying what where do we hit the pressure points but the angel fund is a fun that uh that can be used thank you madam mayor yeah my light's on i know but i'll cares before you all right some people are quicker i have it right here i'm sorry i missed it so i and i that's fine to do the discussion on whether we should do a council liaison i believe the idea was that we were dissolving it not because we didn't want to liaison with the aim center but because we had ideas that we were going to have an arts commission of which the aim center was going to be a portion of that but not just restricted to the aim center and so it was going to be a commission that was going to come back as something larger than it was so i just throw that out there on the discussion of you know are we still doing that or what are we doing one of the things that we talked about is that the burnsville community foundation has been doing a lot of the arts piece of it and so if we're going to go down that road they have to be at the table so uh what does the art commission do and what does that mean in terms of staff work in supporting the arts commission i think that's and and i think he just went away because the burnsville community foundation was doing public art and some other things and the aim center was still booking artists um when they won a show and so you still have that relationship with the artists around town who want to book a show correct all right yes yeah okay um this is in the same conversation same conversation okay okay actually the talk of the art commission was within the the aims commission and it was the members of the aims commission that talked about creating their own arts commission and they were going to go on their own and do that yesterday and then come back and talk to us about it but they they dropped it down but they but they didn't do that and so an arts commission never it was never something that that we as a councillor city japanese there's still a commission it was it was actually the commission that voted to disband exactly wanted to expand their role but then they never yeah they didn't do it yeah covid might have interrupted that well that was long before we've gotten rid of that this commission what two years well actually the commission is the two years it's the commission came to us and they said that they thought that their work was done and they didn't see that they had a role to play in it and and to be purposeful because brian and staff had been doing a great job of running the aims center so i was a liaison for many years uh i was there i was the first liaison and i was the last lady yeah well yeah you never left no i know well i did for a little while okay i'm going to go to melanie and then to dan because i'm i'm doing the rotation sorry i didn't you will be the last one again you'll have the last word maybe okay can we do that with all of our meetings just making the last i appreciate the discussion here i think it's very helpful one thought that i have as as i hear the council suggestions um about kind of reimagining and being open perhaps it's a good exercise for us to walk through kind of the vision and of the aim center and the mission and those kind of foundational documents similar to what we've done with some of our other um foundational documents over the last year and a half two years and that way we can provide clear direction to brian and and venue works and the council can be clear about what their vision is for it and we're all can work from the same page so perhaps that's a logical next step oh it is because we there was a purpose statement and a mission statement and so forth so if we can dig up all of that stuff yeah yeah we have it yeah so meanwhile these guys will be open to take an individual basis on every show they do and they'll they'll work out the details with all the groups and we can amend that uh uh angel will be like non-national fund policy as well yeah dan kay the floor is yours um i'm gonna need a point of clarification from what gustafson just said after you're done go ahead i'll appeal to that because let's clarify that g what are you clear what do you want me to clarify can you you just i get can you say what you just said at least we're not asking them to check in on a person no no what we're doing is allowing brian to do brian before we don't yeah we don't want to get into the detail of how they book the shows and what they do they do that we just allow them to just an individual every individual basically they can just do what they have to do he's the industry okay not us thank you i mis understood that i'm trying to get across 100 there you go yeah he's the industry expert not us okay now you and you got to make it fast because this person who wanted us and it is not me okay i'm sorry uh well a couple things i think there's some guidance that brian operates with with regard to the angel fund what i hear council member guppies and augustus and saying is we need to loosen that up a little bit we need to be a little bit more entrepreneurial i think was the word that you used earlier uh or before the meeting um and now amend the policy yes to to give them more latitude to make to take more risks at a time when it's necessary just like in the beginning why we created angel fund to get the thing going you need to take some risks to develop your reputation and bring accent so we need to do that so a little bit of this is hit the button and start all over and do some of the things we did 10 years ago i just want to close out by saying i believe in brian i believe in venue works and i believe in the 20 million dollar asset that we bought and paid for and built not 100 paid for yet but still paying for it and so if it's 147 or if it goes higher we have the financial resources to cover if it goes higher and to dan's point absolutely it might because they have to take some more risk especially as they expand and so i don't have a problem i'm not i'm not going to put them on the hook to say it's 147 or you know there's there's some ultimatum i think it's 147 is the goal and we already know through the last many years of performance if anybody's going to do it they'll do it and if they can't then it's humanly impossible because there are things outside of their control but we still have the ability to keep that facility open as long as the governor is going to allow anybody in the door right and 25 is not very much i'm thrilled that they've been able to book acts and make some things happen on 25 that's a really small percentage and so i i expect that's going to go to 50 and it's going to really open up the doors and so um i i'm not expecting the 147 to automatically drop if we go to 50 capacity uh to dan's point but i am 100 bought in in supporting whatever it takes to keep our aim center open and thriving throughout this entire period of time and giving brian all the tools necessary to make that happen one of the things that we screwed up on when we built it so we didn't put a marketing budget in place you remember that yes i know and now we were right to the dollar on 20 million and then said uh and i remember councilmember gus and i were up here talking and going yeah i remember what there's no money to market it how is anybody gonna know what's this i remember so yeah um you know there are tools that we need to provide and they cost money but that's how we make sure that we get out of the hole faster and that we thrive faster as everything continues to open up so i appreciate your presentation and i appreciate your partnership i think that's thrilling that you you had staff availability and offered it up to the city during bpp when you know you were closed so i appreciate that that's the kind of thing that partners do so thank you okay i think melanie then you're clear with the what you're hearing the council keep the aim center open 147 we know going into 21 but we're still going to continue to work together to make sure that we continue the discussion as i said you know what are those pressure points and if things change we have to have a conversation yes madam council staff understands yeah all right thank you yeah and now we will recess we'll reset for seven minutes demand to know he's well fed he will survive the famine times yeah he's definitely got that gene for me so so before we get back on the air how did you drive when you worked for the city okay i will now reconvene the burnsville work session city council work session and the next item on the agenda is the police accountability legislation presentation and our chief tanya schwartz is presenting yeah good evening yeah it's you again yes we're down to you know there's just a few of us everybody left the accessory main yeah okay i'm just getting my clicker here thank you all right well thank you madam here members of the council i've got an update for you on our police accountability act so you're familiar with the legislation a little bit but i'm going to go over essentially what we uh what was adopted in the legislation and then what we currently are in line with and then areas that we may need to work on to come in line with the legislation so there's about 23 sections of changes on police accountability so there's a wide range of options options there we'll go over a lot of this high level and just just to explain to you what our process is here at the police department so we can ensure compliance as all the dates come forward excuse me to where those are so um one of the main things that the legislation talked about was use of certain restraints and so the adopted legislation talks about certain restraints being restricted unless there's a use of deadly force and that would be for great bodily harm or death and so the restrictions include no chokeholds no trying no tying limbs behind a person's back so restraining a person with all their limbs behind their back and then securing a person's face down during a transport to any kind of facility so those are the restrictions currently our policies and process right now we're in compliance with this we we are aligned with all of those procedures we will also be looking at the post-mandated language that will come out on this can you just let our citizens know because you've talked about this we never trained for this right never trained for chokeholds and never trained for right in the neck and all of that so if so that everybody because i've told them and i've had them go to your presentation when you had that right during all of that yes and the seven can wait uh issues so these are not anything that we have changed because of the legislation yet this is our current practice so our current practice we are in align with this so we don't need to make an adjustment but we will look at the post-mandated policy language when it comes through just to make sure everything is looking good there another area of the legislation duty to intercede this was another area we talked about with the a can't wait policies so you'll be familiar with this but the the language here is that regardless of tenure or rank an officer is required to intercede okay so when they're present and they're observing something another officer is doing that would be unauthorized force or force beyond what they need to do to get the situation under control and what is objectively reasonable under the circumstances they need to do that and so our current process is we're in compliance with that our policy language is very similar to this our language is that we will promptly report to a supervisor versus a 24 hour so the language talks about within 24 hours our policy currently says you will report it promptly and so we will look at that to when the when that change comes and then we can adopt that language to make that um exact so we'll look at that but generally speaking though we have to officers are required to report that as it stands now uh warrior style training this was another section of eight can't wait uh but that prohibits training that would be dehumanizing to people or encourages some kind of aggressive conduct things that would devalue human life constitutional rights training like that that would be seen as increasing a likelihood where officers would be more willing to use deadly force the restrictions on this really revolve around we wouldn't be getting post credit so if an agency decided to do this they wouldn't be in compliance with the statute and you wouldn't be getting licensed credits so the post license board could say we're not going to give you credits if you send someone to this kind of training so that's just so we can understand what that is and then also if you did have some training like that that was deemed to be this is aggressive training they may not cover the costs for that kind of training in the legislation so currently our current process with policy is we don't allow that kind of training we've never trained to that type of training to devalue or dehumanize individuals we definitely don't do that we don't have a specific policy that calls this out to say this exact language so we will adopt that language with the post mandates when that comes so we will adjust to that use of force reporting so there's a lot of information around use of force reporting and what this boils down to is so all the clios the chiefs have to provide information on any incidents involving use of force resulting in serious bodily harm or death so we have to report that to the minnesota bureau of criminal apprehension and we need to file that with at least once a month with the forms that the bca is going to provide to us so our current prop process right now we're in compliance with that we already do this but we don't have a specific policy again that says this is what we do so we're currently reporting that and again here we'll adopt the language that's specific to the policy so we'll just be adding this in even though it's our current practice we'll put it into the policy to make it official that way autism training again here so this was another piece of the legislation wanted to ensure that clios were making sure every officer employed by the agency was getting autism training they want to make sure we're having safer interactions between people with autism and then the training will have to comply with the post-board learning objectives and they have to meet all the requirements for our continuing education credits and then as the clio as our agency we need to maintain the records that show like we do with other training what training the officers are doing that it's completed and that it's done within their licensing period currently we don't have training specific to this we have had officers attend training but we don't have a specific policy for this so again we will adopt this language we will train officers in autism so that we can come into compliance with that so we will look at the licensing cycles and get officers set to do that we'll be looking for the post board to say here's training that is i'm going to meet these standards and then we can begin to send officers to that kind of training or look at training that may be out there currently that is post eligible for credits for this particular piece and send officers that way so we're looking at that there's a lot of legislation around what the bca is going to have to do so i'm going to go through this um a little bit more quickly but independent use of force investigations unit so the bca has to let me just make sure i've got this one right okay so any anytime there's an incident with use of force or deadly use of force officer involved shootings or any kind of criminal sexual conduct or conflict of interest cases the bca is kind of that authorized independent person that can come in and review those cases for us that isn't something that we should be doing on our own so the current our current policy is on we do have policy on officer involved shooting and deaths so we have current policy we currently already utilize the bca for when we have had officer involved shootings and any kind of conflict cases i already have that in policy where i can look to another agency or to the bca to come in and do those investigations where we have a conflict of interest so anytime we deem that to be appropriate so in terms of adjustments we'll continue to use the bca because that's the direction we're getting and then we'll look at that policy language we'll look at those adjustments work with the bcaa county attorney to understand are we in compliance with the legislation so i think we're very close on that but we just again will have to put that into the policy residency incentives so there was a lot of discussion about you know officers living in the communities for which they serve and so one piece of the legislation was that you know cities or counties could offer incentives to encourage uh folks that want to come into the profession to to live in the city or the county for which they work we do not have a specific policy that outlines residency incentives we certainly would be open to those discussions but we don't have any policy around that right now that'd be discussion we'd have with city management and all of you and and staff that way critical incident and peer counseling this is another area protections for officers when they need to go talk to peer support those are more protected now than they used to be and so um those emergency services again are provided to our first responders so that they can see counseling or seek um trauma you know help for trauma or illness or whatever they might be going through because again we want them to be healthy we want them to seek out that there's you know a lot of discussion around again having healthy officers they're going to have a more positive impact in the community so our current process we currently offer these services as i mentioned before so we're in good shape there mental health is a top priority for our organization and we really want to get that ingrained into our culture and we'll just continue to look at and develop strategies that we can that will help our officers make sure that they can understand and cope with what they're going through and process emotions around the work that they're i'm going through there's obviously a lot going on across the country and so this is very much continue to be needed against more post board changes postboard is basically becoming the repository for information when clios and agencies have to report in on any of these mandates so um again this is the post board that's going to have to have that database and then they're also working on creating a council for ensuring police excellence and improving community relations advisory council and so those individuals are going to be looking at policies looking at regulating officers in a manner that serves protection of civil and human rights so that so the post board is going to have this council so that's just another piece of legislation that was in there a few other things more on the post board they're going to be adding more members to the board and then they're also going to be having subcommittees to investigate actions licensure actions things like that and so it's really more about just increasing their voting members and getting more diverse people onto the board at post other changes chief law enforcement officer of every state and local law enforcement agency has to update their policy so it's exactly identical or very similar to the language that we've been talking about so that's when i say as we talk about use of force there's going to be a mandated policy that will come out and cover all of these things from the post board so then us as clios we need to adopt that language either identically to that just accept it as it is or it has to be very substantially similar to that so that's what we're working towards other changes with post board reporting on alleged misconduct so starting in january of 2021 chief law enforcement officers have to submit individual officer data around misconduct or alleged misconduct to the board and so that's looking at data for any kind of misconduct investigations they want dispositions on involving any alleged misconduct total numbers of types of investigations that we're doing and then what does that look like what are the dispositions are things dismissed what why are they dismissed what does that look like and so for us we currently we are already reporting this information to the post board annually but some language in the in the legislation is that clios will be required to report this in more real time so once you have a disposition on a misconduct case then within 30 days of a final disposition then you'll be required to update the post so it will be a more real-time approach then rather reporting at the end of the year here's the cases that we have and the disposition so um again we're still learning about what is that going to look like with what forms the bca or post are going to provide to us so we are in good shape with that but we'll look to see if there's anything else we have to do and then this i won't read all of this but this is there's a lot of legislative intent around the deadly force piece right so there was some changes uh to the language so on the bottom there's some previous wording there where when you're dealing with a deadly force situation you you're only justified in doing that it's based on the totality of circumstances and it's based on objectible reasonableness of another officer so what's known to the officer at the time what's going on you know why are they having to use deadly force so the bottom line with deadly force it's to protect the police officer or another from great bodily harm or death and then they've added in these three additional points here one two and three so you an officer has to be able to articulate that very specifically [Music] they have to be able to show that it reasonably that this it's reasonably likely to occur absent any action from the officer so great bodily harm or death or is going to happen absent if the officer doesn't take action and then it has to be addressed through the use of deadly force without unreasonable delay so it's just happening right there in this rapidly evolving situation right so officers are responsible to be able to articulate that so that's what the bottom line is with there so they kind of just changed some of the language took that previous wording out and made it very specific as to what they are wanting documented um and just the level for which when you're going to have to use this kind of force that you have to be very specific in what what is happening and why it is that instantaneous decision and another piece of the legislation was around grievous grievance arbitration so officer discipline if there's actions coming up with grievances this has changed a little bit so the so the legislation changed to say that the commission so there's going to be a six-person roster of arbitrators and that those will be appointed by the commissioner and then the process before used to be there there was like six or seven arbitrators and then each side could strike an arbitrator and that would go back and forth and then you would end on an arbitrator so to try to look at um maybe a better process the commissioner is going to actually appoint arbitrators who have training now in this kind of um disciplinary action and then there isn't going to be the strike process it's going to be this is the arbitrator so that's where that's going to be changed and that's kind of the high level so there's a lot going on in there but and but i think i hit on all the high points of the things specifics that are really going to be impacting us and the things that we have to come in compliance with so with that i know it was a lot but i just definitely stand for questions actually mine is not a question but a comment so i just want to commend you and all of the previous chiefs and how we've gotten to this point where we have great policies already in place and for the work that you're doing right now without officers as we move forward through these difficult times because it has been difficult for all officers so please extend our sincere gratitude to the work that all of you are doing in this space it's a difficult job and you come to work every day knowing that you're going to be in a risk situation but with the legislation that they've adopted we have been practicing all of this that they're asking us to do all you're doing in some of these incidents is putting in place a policy that you're already practicing so thank you yeah vince thank you um i'd echo what mayor said and you know that um how i feel about this department and beyond proud of this organization and everything that we do and i can't say that enough times and this just reaffirms it really that this is all part of our day-to-day um that we're constantly ahead of the curve on things um one item that i think you were maybe looking for feedback on was the um residency incentives and i don't know if we want to jump into that rabbit hole right now but i'll just say right now that i i think that your hiring practice should be based on the best and the brightest yeah and not geographical and if they do live here that's great but you have your hiring standards and what you're looking for and i understand maybe what the intent was but i don't ever want to limit your ability to hire who you deem as the best possible candidate and we have great hiring standards that's why we have the group of people that we have in law enforcement here in burnsville so i don't ever want to see that diminished or reduced at any rate um dan gustafsson i would echo what both of you had to say as i recall there was a time when i lived in minneapolis i think minneapolis tried to do a residency requirement on their police officers though it didn't go well and talking to several officers is like it's difficult to be a peace officer in your town and then have to maybe have to call on your neighbor for a domestic dispute or something like that and so i i agree with you hire the best people and if they live in town that's great and they want to live here and work here that's great but that's the choice they make it's a choice they make i never want to see us in a situation where our officers need to live here or something like that because it didn't work out years ago i know and i don't see where it would now the standards that we have in place now has to do with their skill sets their leadership and their character and their um who they are as people and you take them through a psychological test so you know what the standards that we have in place are really excellent yeah karen yeah i do not agree with putting a residency requirement on there nor would i even incentivize someone to move to burnsville um your hiring practices are excellent and you know our city is fortunate to have had oh geez almost 50 years now of of like a really good history of um of community-based and peace officer based policing you know and that's it's back to the 70s and it's also with us being one of the first ones to require a four-year degree and it's you know which was unheard of and we were never going to be able to hire anyone um and then you know also with um being the first to adopt body cameras and you know and all of these kinds of things so um as you've shown in the presentation we're on the right track and we have a good history of that we have that embedded in our culture so um no for as far as the specific question on residency requirement i i see that is a non-issue so thank you thank you melanie i i have a comment but i will forego it for tonight well now do you get to say it before or after dan keeley gets we'll defer to the house remember i didn't push my butt no he didn't know he didn't press it but i knew that melanie wanted to push it so don't touch us yes i'm good you're good yep okay i do you really want to comment comments remember keely of course we're talking about one of my favorite departments because you know she has one more presentation to me i know uh well i i'm not going to repeat what the other council members have said uh you know where i stand um supporting the men and women in blue in burnsville i think we're one of the standard bears for law enforcement around the state it was body cameras was another first and i you know i know that our neighborhood policing philosophy our community-based policing philosophy goes way back and and it has served us very very well um there's there's probably a lot of law enforcement agencies around the country that implore that and you don't hear them in the news because they have the type of relationship with their community that doesn't unfort have unfortunate issues pop up that we see around the country in in philadelphia right now so i'm thankful for that i'm thankful that um and when i see our men and women in blue at a traffic stop or uh i drive by i always wave um and interacting with people you know it just uh and i've witnessed it i've been you know many years ago even after i first elected i was pulled over a couple times and i was uh experiencing just really how professional and mutually respected they are i remember that wow went a little fast a couple times and that's the one thing that that that you know our men and men and women in blue you're another person in the community and it is about safety your safety absolutely other people's safety so they don't know because they're always council member keeley no they went oh goody so uh just to summarize uh chief schwartz great job um there was very little that really had to change here because many of those things that were being addressed we didn't do or already did and really appreciate everything your department does to keep this city safe and uh very proud to live in burnsville and have burnsville pd watching our back thank you okay very good we're going to the next one she's uh and i just want to add you know staff is they're really the workers behind all of this they're the ones helping to look at all this legislation so this is really a team effort i know you know that but i just i want to recognize them because it is a lot of work to go through these things individually and really just vet out what are we doing and so i just appreciate the work that they do as well well chief it's your whole team yes your sworn officers and your administration folks it's the whole team yeah so yeah okay um community engagement and mental health uh unit presentation uh chief schwartz is going to tell us about what is going on in this space okay thank you okay madam mayor members of the council i mentioned this a little bit in my previous budget presentation as well but got an overview for you of our community engagement mental health unit some of the foundation that we've begun to prepare for moving into this for next year so i'll give you a little background talk about our mission our objectives around this a little bit of our timeline and current workload that we've already started doing some of the outcomes and the future plans and just as i do talk about this i'll say you know this work is really being done by uh sergeant max jakoblev who some of you might know and our crime analyst holly helm have really been uh the force behind this um gathering this data working together and and doing this you know at the direction of all of us just you know here's something we need to work on so they've really done a great job so just a little bit of the background as we've been talking you know burnsville police department the city of burnsville we have a long-standing history of really trying to introduce new and innovative ways progressive ways to better serve the community and so that's what this community engagement mental health unit is being created for because we want to be able to better address the needs of individuals who are suffering from mental health and mental illness in our community so this really aligns with our police department mission of working together to make a difference through excellence and policing everything that we work on is grounded in that it also is aligning with our city values of innovation collaboration and excellence and then aligns with the strategic priorities with the city under safety and community engagement so really building blocks for what's you know what is our story and what is important to us so i mentioned this earlier but we're restructuring our community resource unit so we just really want to keep the community engagement part but we want to add in that mental health piece and so we're not right now increasing staff obviously but we are sort of restructuring moving responsibilities around so we can pull that piece in and then just really continue to engage with the community on all those initiatives we work on with the city and all the things we're already involved with so to keep the continuity of that but add this in so we've been looking at data on all of our crisis related calls we've been looking at follow-up referral opportunities and really just trying to identify who are the folks that were having a lot of repeat calls to and kind of just starting from there basically you know where's the starting point for us so that was what the team was looking at and then once we identify that what are the problem-solving methods that we have to try to try to deal with this because again we're trying to partner we want to partner with dakota county we're partnering with their crisis unit we're working with other mental health professionals and you know it needs a coordinated response this isn't just law enforcement's responsibility some might say law enforcement shouldn't have the responsibility but i don't we have no other mechanisms in place and so um we're the last line for people to call and so we want to be able to do the best that we can with that so that's that's why that's why we're working on this and again this is going to start officially kick off in january so the mission as we look at what specific mission do we have for our mental health units really to connect and respect and protect and again this is the work of sergeant yakovlov and just really working collaboratively collaboratively with the county resources also with families friends people that are important to people that are suffering in mental health crisis how do we engage these people so that we have the best possible outcome for that individual who is in crisis at that time we want to work on decreasing that stigma of mental illness chemical dependency and homelessness that sometimes goes along with this with mental illness and then want to make sure we're providing that trusted service with dignity and respect always very important and we want to do that in all of our contacts but call it out here especially because this is you know just an area where it's really really important that people are maintaining their dignity and respect and then also to decrease any conflicts that um happen between law enforcement and folks that are experiencing a mental health crisis so a lot to think about but these are all things that are on our mind and why they're on our mind is really because you know as you look at our trends here there's a visual we're looking at in blue there over the last 10 years you know our total calls for service the percentages of those have remained relatively consistent but you can see as we're tracking mental health calls for service the percentages are going up and so i'm nearly doubling and so you know it's not working what's what's happening right now we're not getting people are not getting the services that they need and you know people can talk about well this isn't our realm this isn't this person's realm and we don't we can't afford to do that because again this is um individuals in our community so this is some of the data that we're looking at and saying yes this is where we need to spend our time we need to put some resources here we have to move forward and then this is just some more data some trends so you can see on the chart there in the blue is just our calls for service regarding mental health and suicide calls or suicide attempts over 2020 up through october and then on the right you'll see that's a heat map so if you kind of look for those red areas and orange areas in the middle there kind of shows that's you know hours of the day and days of the week so when are we getting the most calls generally speaking and when we look at that it can just help us deploy our resources in certain times or time frames so we can look at you know patterns in that and then get our resources during those times because maybe you know you look at that and you go well maybe midnight one in the morning there's not as many things going on four in the morning but that middle of the day right after work time there's a lot more and so let's have flexibility in how these folks can use that their time and respond to these calls and if they may yeah cara could we have um the slides available yes and also could on the last slide could we have a comparison of that to the previous two years a comparison of the the calls for mental health yes yeah just so i can kind of get an idea of of the increases yeah the trending that we're starting to see if if that's possible i would appreciate that from the past two years yeah thank you i don't mean to interrupt but this is definitely yeah i would like copies of this thank you no problem uh okay and so then objectives as we again talk about this we want to increase uh preventative response to those that are suffering uh with mental health so how can we be more proactive how can we look at prevention we want to make sure we're getting we're increasing safety among persons that are dealing with mental illness in crisis as well as officers that are responding out and then we want to make sure that we're getting people diverted to the appropriate resources so to mental health assessments or mental health treatments and then we want to increase officer awareness community awareness and education around mental health and mental illness and then really the base of all this is really we need we want to increase those community relationships and we want to increase the public trust we want to be an effective police department if we don't have these things we are not going to be effective so those are some of the objectives we're looking at to increase and then as we look at what do we want to decrease is obviously that con the conflict that can happen between police and those that are experiencing mental health incidents we want to decrease that as much as we can now you know it's it's very difficult sometimes but we have to think about ways that we can do that and so we're looking at these repeat calls for service we want to decrease that but we have to look at how we're going to do that and i'm going to get to that a little bit more in the in the coming slides but we also want to decrease the impact that mental health illnesses can have on the community because there are other areas you know domestic violence you know a lot of these other things that are happening in communities are happening um our people are experiencing mental illness or mental health crisis and then you know there's there's domestic violence or there's homelessness or there's addiction or there's other things happening so all these things can really impact uh community neighborhoods as well so we're hoping to see how can we decrease that and then you know just making sure and i think we do a very good job of this in burnsville and i think police departments around the county do a good job at this as well is that you know you're not pushing people into a criminal process or a judicial system you're looking at what what um what is appropriate you know prison is that not appropriate you know you're looking at what are the what treatments what diversions how do we decrease that not to say that people that have mental health issues could never commit a crime but is it appropriate you know what what else is going on so looking at that total picture some of those things we're looking at there and then as we have talked about and i've been talking with sergeant yakov and holly and we talk about you know how do how do we wanna what's gonna be different what are we what are we trying to do and we talk a lot about this trauma-informed approach and so to look when we go and we respond to individuals that are suffering in crisis making sure that it's you know we're responding and we're creating a safe space right so we want physical safety we want emotional safety we want people to have a choice in if possible in what's going to happen with them in their health care you know where do they want to go what doctor do they need to go see and so we really want to be collaborative we want to work together you want to share that power like we're in this together and help us help you get the care that you need and so that could be working with families again or individuals neighbors people that you know sometimes people don't have people or people that are willing to help them and so it's the county services it's us but a lot of times we can pull families and friends and people into that to say help us have a more coordinated approach that trustworthiness piece that's going to build on that if we can be clear about here's what can happen tonight here's what can happen in the future and then talking about boundaries with people and you know that some of that happens when it's like if you're calling 911 for every single thing but you're not really in a crisis or what else is going on there's some education there like boundaries between calling an officer 100 times a day you know let's think of another plan what can we do to do something different and then really empowering individuals again in their total care and in skill building or getting them the tools that they need so that they can make better decisions or feel more informed about you know what's going on with them i mean that's the bottom line is just trying to get them engaged in their own care take your medicines sometimes people refuse to do that how do we you know make plans and help people along this way and we can't do it by ourselves again you'll hear me say that all the time but again working with dakota county crisis working with social services working with other partners that's really our goal this just shows you you guys a timeline so we've been talking about this obviously for a long time but really back in december of 2019 we started having discussions around mental health calls and just really feeling like boy there's a lot of mental health calls or mental health calls increasing and so we knew that but we started looking at some of the data and then we started contacting other agencies and saying you know what is everybody doing in the county how how are you responding to this and having those conversations looking at different ways to do things we started setting up record system flags in our own systems uh to you know communicate between officers on shifts like someone responded to this call and here's what was going on with this person so you get kind of a flag or this person is violent or this person is known not to take their medications but or this person likes it if you you know call them on the phone or you know whatever information so we started to look at how we could flag information and then uh sergeant yakov and holly were giving reports to myself and to the captains of the police administration and then he actually started doing follow-ups via phone um in april to just you know was looking at those high consumer use calls and saying okay here's somebody that we've dealt with this many times so i'm going to just reach out and call this person do follow-up that normally wouldn't ever get done and say a check-in how are you doing what's going on so he began to do that over the phone in april and then by june he was starting to do that in person and again i'll just say this was in conjunction with all of his other responsibilities that he has right now so um really doing a lot there so as we get him into the of this other unit there's going to be more time for him to do this but so he started doing that in june and by july he was you know talking with more you know reaching out to nami minnesota national alliance a mental illness and reaching out to other partners to kind of get that list like hey we're going to need help so work through that also of course we work with our burnsville fire department partners this impacts them a lot transport holds they're coming out 9-1-1 transport hold bring someone to the hospital literally people are released in a couple hours because they can't be held because maybe transport holds aren't written correctly or the they're not a threat to themselves or not deemed to be a threat to themselves or they make agreements like i'm not gonna harm myself and so they're released so we see that quite quite a bit and so that brings us up to where we are where we're like okay let's start doing this let's let's really put energy towards this and let's see what we can do to help uh people in our community so that's where the work is coming with mental health and then this just gives you another visual again of you know cases over 2020 in the blue um and then when the follow-ups started and how many follow-ups were being done sort of each month as we've gone along here and so really from january to october this year we've had about 590 cases those are all mental health crisis calls suicides and suicide attempts and then so far we have reviewed followed up in some way 261 of those cases and again there's some man hours into that and then the 34 cases are really those were cases max also actually responded to while he was on patrol so had actually responded to because he got called there and then he was also doing the follow-up because you know he took the initiative to do that yeah just a quick highlight as we're working with the mental health unit some things we're thinking about of course is always making sure our officers are trained in mental health and crisis intervention training they are we are we're all going through that we have been doing that for a long time um and then getting access to the officers for information on contacts in the community that they can also contact when they're out when they're on a first response call a 911 call to something making sure we're communicating between the mental health unit and the front line officers here's information that can be shared to get people through whatever they're going through and then we can start that follow-up work and then we're working towards developing systems and ways officers can track information get information at the time so then work can be done further with the mental health unit folks so we're still working on that that's one of the things we really want to get after we do collect a lot of this data normally when we go but we haven't really been coordinated and this is going to the mental health unit for review and then what is our process going to be for trying to help folks so we're trying we want to really collect demographic details what's the reason for the crisis who are family who are friends who are important people case workers doctors probation officers whatever it might be is their use of drugs and alcohol weapons obviously that changes scenarios on responses sometimes and then are there officer safety notes that we can put out as officers are again responding to calls because there's just a lot of shift changes so not everybody always knows we were just out here again yesterday they wouldn't necessarily know that so and then we can use that data to follow up so max and his crew will be able to follow up and then we'll go from there so that's something we're still developing holly's working on developing that and i think she's very excited about it she's doing a lot of work around i think we're going to have a good product there and then what we're trying to really get after is what are the priorities to decide this call this case this individual needs more attention right now um and so we look at is this person been threatening or engaging in violence with anybody that was on the scene at the time or anyone in the community or what's going on there are they suicidal have they been mentioning suicide have they developed a plan have they tried suicide you know what are their methods are they talking about it like they're going to do it and then are they high utilizers so how many times have we been responding out to the same address to the same type of incident and those can help us then prioritize okay we're going to need to do a more individual approach and follow up because with everything we have to try to prioritize it because we want to decrease that volatile situation as much as we can so i'm going to share just a couple case studies really quick and then we're close to the end uh but one of the things uh one case study in particular we've been working on or that max and holly have been working on is an individual who had called 70 three times between january and april of this year so called 911 that many times and then 69 calls to the non-emergency number so a lot of calls and these were mental health crisis calls assaults and so this was a high utilizer what we knew about the individual is they had a traumatic brain injury they were not compliant with taking their medications and they were refusing help from social services so if they're refusing help from social services they're not getting any county resources so then they're just calling us and so in april there was an intervention where max had made contact with this individual and developed a rapport and said you know what call me let's schedule a weekly appointments to talk because it wasn't rising to a level where there was an emergency response needed and so they scheduled those and they did that for a while and then that information was shared with officers so anytime if we got a 911 call that could also circle back to max and he could get in contact with this person and say remember to call me and here you know we can talk through things so the outcome for that right now again they they created a plan together so there's that individual plan on how can we you know manage this um and so he was getting calls multiple times a day but it was reducing you know those 911 emergency response calls which you know makes the ambulances more available which makes officer response more available because we have everything else too in the city that we have to respond to so um obviously we can't do that forever just have a someone calling max you know but that's what's working right now and then we can work with dakota county we can work with their stabilization unit and then we can look at okay what else can we do with this person sometimes a civil commitment is sometimes needed to help this person get on track with okay you need to or take your medications or you need to do these certain things so right now they're just still really working together with the county and um last year did you not also contract with a social worker um we that was the um so the county has a social worker we did apply to try to get into a program with the county uh that was providing coordinated mental health response and they had a pilot that was initially with west saint paul and south st paul and they shared a social worker through dakota county the county had agreed to fund another social worker and so we did apply to to do that and based on a lot of information here that i'm sharing with you but we didn't get selected for that so um i believe it was rosemont and apple valley got selected for that and so that's why we thought okay we did they have more calls than us i don't you know i don't know how they decided on that decision i don't i didn't have everything on what their calls were um because there were some reports that i looked at and we have the most cases that go to court then either one of those two cities okay yeah uh well just yeah yeah it could be um but so i think the bottom line was is you know we understand it's a resource that you know everyone wants a social worker to to work with their and so that hopefully down the road maybe the county commissioners will decide hey we were going to add some more social workers if any of them are out there listening maybe that's you know something that the county could could help us with um but so no we didn't get that but it again it was just we have to we had to come up with a different approach then we couldn't just say okay we didn't get this so we're just going back to what we've been doing we tapped max and matt's really you know this was a passion of his to work with and uh so again has really done a lot of work there and then just lastly this case study the second one we were looking at a person that had 11 calls for service between 2018 and 2020 so not as many but these were more disorderly more checking the welfare more crisis related and potentially dangerous so it kind of rises up on the priority level this person had serious and persistent mental health a diagnosis so we we can gather that information from dakota county social services there was seven calls that resulted in transportation to a hospital and then the individual had a history of violence with family members so family members are calling us there was an intervention on the 25th where officers had responded out and the individual was placed on another hold they were not taking their medications they're laying out in the middle of the parking lot obviously not safe they hadn't slept in a long time and so that information again was being shared between max and our officers our frontline folks and then dakota county has a stabilization unit so a little bit more intense resources that can be used there in situations like this so that's you know because of the work that max was doing with um this individual and dakota county this person was able to get into this program or they're working with them more closely so that's a win in my book and then we again will continue we still have calls for service but we have a more intentional response we understand and can communicate the information that we have and again be more coordinated in that and then lastly just a little bit of our vision moving forward i think i talked about all of this but it's really around that how we're going to gather the data so holly's working on creating that database and it'll be looking at data entry what patrol officers can gather for us at the scene at the time and then getting that information back to the community engagement and mental health group so and then hopefully down the road next year we'll be able to report to you some more on this what our findings have been what we've done what's working maybe what's not working and then share that with you and and our other county partners so yeah and with that i would stand okay actually thank you very much because what you're giving us is you're giving liking your case study where you're or else the heat maps you know where you're at and because of having um max work with it you can see the reduction right yeah so it's making a difference so thank you for being forward thinking and addressing the mental health issue with intention and with kindness and um so and honoring the human dignity and one of the things that i kept hearing you say is that a lot of them i get into this space because they don't take their medication and and then and then they're in trouble and they're at risk yeah yeah so thank you again for everything that you and and staff are doing and thank max yeah well i remember when he also got into making sure we didn't have graffiti in burnsville and yes and he was a busy guy yeah i mean god he just goes after things and he that's right and he gets results yes i remember when you know trying to eliminate gangs and he went after that so thank max so uh gustafson chief that was a really good presentation you had my attention the entire time on it but more importantly i was sitting here thinking about it's amazing what we're doing as a small town department i mean we're not we're not minneapolis or st paul and the resources we're putting into this which i think are so important today [Music] congratulations on that it's really important i've i've worked with the homeless for quite a few years now and i see i see it when when i used to go to the matrix shelters and that and talking to different people and a lot of the homeless do have some mental health issues so it's good to see that we as a city are dealing with people in a very humane and respectful way and we're and we seek to get them help instead of just using the jails and that to put them there they'll take care of it when they get there so kudos to you and your your entire group here because it's pretty amazing thank you dan keely uh thank you madam mayor outstanding i this is um um i don't know how many departments are taking this kind of initiative uh with mental health but this is a this is an incredible amount of work in an area of specialty for a law enforcement officer um you know to make those phone calls to to connect to to essentially be the you know the counselor the right the therapist in a way to help a person uh get to a better place and you know we've always known that law enforcement officers are put in those positions when they go on calls but this is a whole different level of support and reaching out and supporting the community so uh fantastic work i think this this officer deserves a lot of commendation for what he's doing and uh that's that's great it's i think it goes beyond what you know the spirit of that legislation and trying to be give mental health training yeah he's taking it a step further we have follow-up calls yeah i could talk to you that's incredible yeah yeah thank you wonderful yeah good uh just echo what's already been said and um obviously this is probably the biggest issue of a generation right now and i feel honored to be present at the inception of this program because it feels like it's going to be something special so thank you for doing this you have been letting me kind of participate it's a very special person too and if you know his story yep he's a very special person maybe he'll be sitting there someday you might be hopefully he's listening in and hearing that [Laughter] thank you yes thank you so much um melanie is there anything else i i think we've covered at all madam yeah and the things that we've heard tonight and really making sure that uh our vision our values our strategic direction is um is knitted into the fabric of the organization and how everybody um is working towards it just listening to your report cheap on each and every one of them of the mental health and also the legislation and how you're addressing that internally but i heard it from everybody else so melanie thank you for your leadership and thank you for each of the members of the departments and their leadership in all of this so thank you so much anybody else have anything else to say with that motion to adjourn we i would like to wish my wife a happy birthday okay happy birthday happy birthday probably are you going to sing to her yeah that would ruin her birthday let's do it now yeah okay we are adjourned by acclimation you