►
From YouTube: October 5, 2017 Budget Hearing (Afternoon)
Description
October 5, 2017 Budget Hearing: Community Planning & Economic Development, and Regulatory Services
A
Good
afternoon,
everyone
welcome
to
the
budget
hearings
that
today's
or
this
afternoon
session
will
be
focused
on
Community,
Planning
and
Economic
Development
Department
and
then
we'll
be
moving
right
into
the
regulatory
services
department.
So,
as
we
begin
today,
of
course,
there's
not
a
quorum
required
for
this
committee
to
start
its
business,
but
we
will
be
seeing
councilmembers
coming
and
going
and
I'll
be
sure
to
recognize
them,
as
as
we
do
that
right
now,
of
course,
we
have
councilmember
yang
Thank,
You
councilmember
and
I'm
John
Quincy,
the
chair
and
we'll
begin
as
soon
as
you're
ready.
B
Good
afternoon,
chair,
Quincy
committee,
member
and
others
will
join
us
later.
I
am
David
Frank
I'm,
the
interim
director
of
C
bet,
and
we
are
pleased
to
be
here
today
to
present
our
department's
recommended
2018
budgets.
I,
should
point
out.
We
are
joined
by
our
leadership
team.
We
have
Heather
Worthington
our
new
director
of
long-range
planning.
We
have
Andrea
Brennan
our
housing
director.
B
We
have
Karuna
Mahajan
our
Operations
Director,
and
we
have
some
managers
who
I
will
be
introducing
by
name
a
little
bit
later
in
the
presentation
we
have
our
deputy
director
Chuck
Lutz
who's
back
watching.
At
crown
roller
mill
and
I
think
Steve
poor,
our
Development
Services
Director
will
be
joining
us
shortly.
B
We'd
like
to
tell
you
today
about
the
work,
see
ped.
Does
the
recommended
fund
to
support
that
work,
but
we'd
like
you
to
remember
that
it's
all
about
the
people,
the
people
we
serve,
the
businesses
we
assist
and
the
people
at
cpad
who
do
that
work?
This
on
your
screen.
Now
is
the
quotation
on
the
outside
of
the
public
service
building
in
Denver
Colorado,
and
it's
one
of
the
buildings
we
are
studying
as
we
design
the
new
city
office
building.
I
saw
this
on
my
travels
and
I
thought.
B
B
Our
current
Department
FTE
count
is
240
and
we
are
recommending
two
additional
FTEs
which
I'll
describe
as
we
get
into
our
programs
and
now
we're
into
our
programs.
We'll
start
with
our
long-range
planning
division,
as
I
mentioned
represented
by
our
director
of
long-range
planning,
Heather
Worthington,
so
program
1
for
C
ped
of
10
long-range
planning
is
the
one.
This
is
the
one
budget
program
for
C,
peds,
long-range
planning,
division
and
Jack
Byers
is
the
manager
of
long-range
planning.
B
The
division
builds
new
capacity
in
the
areas
of
civic
technology
and
community
engagement,
and
the
mission
is
to
ensure
that
our
strategic
goals,
the
city's
strategic
goals
and
objectives,
are
codified
in
our
adopted
policies
and
plans.
I'll
be
talking
about
this
a
lot
today.
The
things
that
the
different
CP
divisions
do
and
that
the
enterprise
does
many
of
them
have
their
start
in
the
research,
the
community
engagement
and
the
work
done
by
our
long-range
planning
division.
B
Let's
see
the
public
art
function,
one
of
those
actively
Commission's
public
art
each
year
through
art
in
public
places
and
also
includes
the
conservation,
the
maintenance
and
consulting
activities
to
support
public
arts
art
in
public
places,
typically
Commission's.
Three
to
four
new
public
art
works
annually
to
be
integrated
into
city
building
projects
into
infrastructure,
transportation,
planning
and
development.
B
The
research
team,
which
I
mentioned
a
moment
ago
in
forms
and
contextualizes
plans
and
policies
through
data
stewardship,
Geographic
profiles,
trends,
tracking
mapping,
policy,
recommendations
and
pilot
initiatives,
initiatives.
Excuse
me
as
and
as
I
said,
this
informs
the
work
of
the
other
divisions
of
CPD
and
this
rest
of
the
city.
Enterprise.
B
B
We
can
ensure
that
our
planning
efforts
are
fully
integrated
and
optimal
in
these
areas
and
just
as
one
example
of
the
kind
of
thinking
that
starts
in
our
long-range
planning
division
and
then
spreads
through
the
rest
of
CPD
and
then
on
to
the
rest
of
the
enterprise.
This
chart
is
showing
how
much
more
transit
investment
can
leverage
job
accessibility
for
residents
of
Minneapolis.
A
B
Chair,
thank
you
and
welcome.
Council
members.
The
comp
plan
is
going
really
well
is
the
very
short
answer
to
your
question.
We
are
on
schedule.
We
are
making
making
all
the
all
the
forward
progress,
that's
reflected
in
our
schedule,
and
our
schedule
says
that
starting
this
fall,
we
will
be
doing
our
next
round
of
community
engagement
with
the
public
that
follows
the
community
engagement
that
we
were
doing
earlier.
D
B
B
This
is
where
the
public
has
said,
weighed
in
on
here's,
what
I'd
like
to
see
in
Minneapolis-
and
it's
then
drawn
by
an
artist
and
you
can
as
the
public
comes
by,
they
can
see
what
other
people
have
had
to
say
about
what
is
the
public's
vision
for
where
Minneapolis
should
grow
and
how
it
should
grow.
So
we
have
done
community
engagement
till
until
now,
and
there
will
be
more.
This
coming
fall,
starting
in
the
spring
of
2018.
B
A
B
Our
next
program
program
is
the
first
of
several
as
part
of
our
housing
policy
and
development.
Division,
which
is
represented
by
director
Andrea
Brennan
program
is
affordable,
housing
development,
it's
the
first
as
I
said
of
those
two
budget
programs
for
housing
policy
and
development,
division
and
Angie
skilled
'm
is
the
manager
of
residential
finance,
residential
finance.
B
Residential
finance
provides
financial
assistance
for
the
development
of
affordable
housing
options
for
all
minneapolis
residents.
We
promote
the
city's
equity
goals,
furthering
housing
choices
for
all
demographics
and
the
goal
of
growing
the
city
by
creating
more
affordable
and
market
rate
housing
opportunities.
B
We
focus
on
the
data
and
the
state
of
the
market,
orienting
our
work
to
meet
today's
and
tomorrow's
challenges,
and
what
that
data
and
what
that
market
analysis
are
telling
us
is
that
we
should
focus
on
making
units
affordable
for
a
long
time,
shift
our
work
towards
preservation
and
promote
mixed
income.
Housing
projects.
E
D
So
you
mentioned,
as
you
were
kind
of
talking
about
today
and
I-
just
got
a
little
lost
today
versus
tomorrow,
vision,
but
that
part
of
our
work
is
on
market
rate
housing,
and
so
because
there
is
such
a
dramatic
need
for
affordable
or
maintaining.
Even
if
you
would
create
market
rate
to
you
know,
sometimes
there
can
be
a
market
rate,
that's
affordable
to
certain
incomes
and
wanting
to
maintain
that
into
the
future.
You
know
so
I'm
curious.
D
You
can
tell
me
how
we
allocate
resources
based
on
this
existing
goal:
I
guess
of
creative
market
rate
housing,
which
I'll
just
say
from
my
perspective,
I
think
we
should
be
dramatically
scaling
back.
Whatever
is
part
of
that
goal
and
focusing
exclusively
on
affordable
affordability
and
maintaining
affordability
into
the
future.
B
Mr.
chair
councilmember
Guin,
what
I
meant
to
say
and
and
intended
to
say
I
think
I
said,
is
that
it
is
our
goal
to
enhance
the
production,
not
necessarily
with
resources
from
the
city
of
all
kinds
of
housing
to
serve
all
kinds
of
demographics
right.
We
want
housing
available
to
everyone
who
lives
Minneapolis
and
everyone
who
will
move
here
be
born
here
as
the
city
grows.
Our
programs
are
targeted
towards
housing,
affordability
and
housing,
stability
and
housing
preservation,
as
I'll
describe
in
a
moment
unless
director
Brennan
tells
me
I.
Have
it
wrong.
B
F
G
H
B
B
B
There's
a
second
recommended
enhancement
for
residential
finance,
and
that
is
the
housing
preservation
strategy.
This
is
a
large
one,
both
in
dollars
and
sub-items.
So
I
dwell
on
this
for
a
little
bit.
This
is
three
million
dollars
of
general
fund
and
six
hundred
and
fifty
thousand
dollars
of
non
general
fund.
One
time
the
2017
budget
includes
one
and
a
half
million
dollars
for
a
new
program
called
for
naturally
occurring
affordable,
housing
or
noah.
The
noah
preservation
fund
and
this
budget
proposal
is
to
expand
the
city's
housing
preservation
strategy.
B
The
2017
launched
with
one
and
a
half
million
dollars
for
the
noah
preservation
fund
was
a
great
first
step,
but
the
range
of
problems
faced
by
minneapolis
tenants
requires
a
broader
and
multi-pronged
strategy.
The
sale
of
rental
property
and
the
associated
rent
increases
continue
to
occur
at
an
alarming
rate.
Tenant
livability
and
habitability
issues
are
also
a
growing
concern.
B
The
2018
housing
preservation
strategy.
Here
this
is
a
request
of
three
point:
six
five
million
dollars
and
it's
expected
outcomes
are
four
hundred
minneapolis
renter
households
receiving
direct
housing
support
and
three
thousand
renter
households
with
information
and
referrals.
So
I'll
now
describe
what
makes
up
3.6
five
million
dollars,
it's
one
and
a
half
million
for
the
noah
preservation
fund
to
assist
nonprofit
buyers
to
acquire
market,
affordable
properties
in
good
condition.
B
This
would
be
60
to
100
units
of
naturally
occurring
affordable
housing,
which
would
be
preserved,
1.9
million
dollars
for
a
new
pilot,
the
minneapolis
small
and
medium
multi-family
land
banking
pilots
to
address
properties
in
need
of
immediate
repairs.
The
expected
outcome
here
would
be
100
units
of
noah,
acquired,
stabilized
and
habitability
issues
addressed
$650,000.
One
time
set
aside
in
a
reserve
fund
of
nine
point,
two
million
dollars
which
has
a
second
mortgage
loan
fund
to
finance
the
acquisition
of
properties
in
need
of
immediate
repairs
or
long-term
preservation
strategy.
B
One
and
a
half
excuse
me
one
and
a
quarter
million
dollars
for
a
revolving
acquisition
and
emergency
repair
fund
$100,000
to
continue
and
expand
support
of
a
tenant
hotline,
providing
information
and
referrals
on
tenant
rights
and
responsibilities.
This
is
I
should
say
as
an
aside
as
part
of
our
partnership
with
regulatory
services.
B
225
Minneapolis,
attended
households
in
repair
cases
in
Hennepin,
County,
District,
Court
and
I'm.
Guessing
there'll
be
some
questions
on
this
one.
If
I
could
just
say,
we
are
proposing
two
hundred
and
fifty
thousand
dollars
those
last
two
that
I
mentioned
hundred
thousand
dollars
to
continue
and
expand,
support
of
a
tenant
hotline
and
one
hundred
and
fifty
thousand
dollars
for
third
party
legal
services.
Two
hundred
and
fifty
thousand
dollars
in
expanded
services
for
tenants
to
send
a
strong
message
to
landlords
that
the
city
supports
tenants
rights.
B
D
So
I
just
want
to
make
sure
I'm
kind
of
understand
because
there's
like
some
shifting
going
on
and
I'm
trying
to
understand
what
is
new
and
maybe
I'm
wrong.
Maybe
it's
not
shifting.
So
what
again
is
the
hundred
thousand
so
and
I
just
I
feel
a
little
confused
so
today
my
understanding
is
we
have
the
city
and
I'm
not
sure
which
department
controls
which,
but
today
there
is
a
contract
with
legal
aid.
I
thought
that
was
in
the
range
of
$25,000,
something
along.
I
D
And
then,
in
the
past
there
was
a
hotline
that
was
manned
by
or
staffed
by,
city
of
Minneapolis
employees.
There
was
a
tenant
services,
referral
hotline
that
did
exist
for
many
years
and
then
was
discontinued
somewhere
in
the
five-year
range
I,
don't
know
exactly
when
was
discontinued,
so
I'm
just
trying
to
understand
sort
of
what's
the
expansion
today,
what
would
be
the
services
the
city
provides
versus?
What
are
things
that
you
think
go
beyond
our
existing
contracts
with
legal
aid
in
home
line
today,
fair.
B
E
Mr.
chair
council,
vice
president
Levin
council
members,
the
so
the
$100,000
proposed
for
the
tenant
hotline.
That
is
something
that
is
our
current
budget,
as
as
mr.
Frank
mentioned
in
the
2017
budget
out
of
the
regulatory
services
budget,
so
that
is
that
would
be
a
continuation
of
contracting
with
right
now,
its
home
line
to
provide
those
tenant
information,
referral
services,
you're
correct.
In
the
past
we
had
some
of
that
work
was
staffed
in-house
and
that
no
longer
is
the
case.
We've
gone
to
this
contract
arrangement.
E
Instead,
there
are
two
other
contracts
that
the
city
has
with
legal
aid.
I
believe
one
of
them
is
from
the
IGR
special
grants
program
where
they
do
some
testing
for
discrimination
that
may
be
occurring
in
in
the
housing
market,
so
that
is,
as
part
of
our
some
of
the
Fair
Housing
work
that
that
is
happening
and
then
there's
another
grant
I
believe
a
contract
with
legal
aid.
That
I
believe
is
through
the
Health
Department,
so
so
are
on
that
some
ongoing
work
that's
happening,
but
here
the
the
so.
E
E
E
D
J
Thank
You
mr.
chair,
so
in
the
top
it
explicitly
calls
out
the
involvement
of
the
nonprofit
builders,
and
the
second
is
that
it's
not
called
out
what
is
that
implied
that
they
would
be
the
recipients
of
the
1.9
million
for
the
for
that
category
of
housing
and
they're
in
there
by
the
ability
to
make
agreements
for
long
term,
affordability,
permanent
and
in
codified
in
some
kind
of
document.
Mr.
B
J
E
E
So
the
goal
is
for
continued
perpetual
affordability
with
this,
but
the
they
will
not
actually
be
like
30-year
restrictions
on
these
properties.
No
one
has
figured
out
how
to
do
that,
but
we
believe
that
these
interventions
will
ultimately
position
these
properties
for
the
long
term
for
affordable
and
responsible
operation.
F
J
Are
partners
they
would
be
motivated
to
to
do
that
as
well,
because
even
well-meaning
actors,
with
a
great
track
record,
might
have
pressures
on
their
overall
portfolio,
make
a
case
for
broader
affordability,
on
the
backs
of
certain
units
that
have
more
market
viability
in
their
portfolio.
Not
an
unheard-of
scenario.
Actually,.
A
Mr.
Frank
I
think
one
of
the
things
that
looks
at
that
I'm
trying
to
look
at
is
a
lot
of
the
funding
that
we're
talking
about
is
with
contracted
partners,
which
we
have
total
reliance
and
and
and
support
with
I'm
wondering
how
we're
going
to
be
able
to
administer
this
in-house.
Would
we
need
any
additional
staff
in
this
area
or
how
is
that
going
to
be
addressed?.
B
Mr.
kair,
that's
a
great
question,
so
the
city
staff
believes
that
there
should
be
an
additional
city
staff
resource
available
to
stay
on
top
of
the
quickly
changing
and
very
important
tenant
work
that
we're
starting
to
outline
here,
something
that
we're
calling
a
housing
stability
coordinator.
You
may
hear
about
that
as
part
of
the
city
coordinators
budget.
We
think
since
I'm
standing
here,
we
think
the
right
place
for
it
is
with
sea
bed
with
the
kind
of
policy
work
that
we're
doing.
B
G
Thank
You
mr.
chair,
that
was
my
question.
So
I
was
interested
I
understood
that
there
was
interest
in
sea
ped
in
moving
the
position
proposing
the
coordinators
office
to
housing
so-
and
this
is
something
that
I
had
interest
in
and
asked
the
mayor
to
consider
putting
in
the
budget,
partly
because
when
I
was
working
with
staff
along
with
a
number
of
colleagues
and
preparing
for
our
housing
study
session
and
then
the
subsequent
staff
direction.
That
came
out
with
a
lot
of
input
from
staff.
G
It
seemed
that
we
needed
more
staff
support
to
be
able
to
achieve
all
of
the
things
that
we
included
in
that
staff
direction
and
all
the
interest
in
in
housing
policy
that
council
members
have
I'm
interested
too,
and
that
staff
doctrine
covers
a
lot
of
different
ground
to
covers
things
about
investment
in
housing
and
affordable
housing.
Things
that
the
housing
department
does.
But
it
also
includes
things
that
are
more
in
long-range
planning
or
development
services.
G
It
includes
things
that
hit
regulatory
services,
and
it
includes
what's
actually
new
work,
essentially,
which
would
be
looking
at
renter
protections,
which
doesn't
seem
to
fall
neatly
into
any
existing
department,
which
it
seems
to
be
kind
of
happening
collaboratively,
so
I'm
interested
it's
kind
of
hearing.
Why
putting
it
in
this
particular
division
makes
more
sense,
rather
than
having
that
sort
of
citywide
approach
that
the
coordinators
office
had
and
to
be
clear,
nothing
I
mean
it's
just
it's
just
a
question
about
how
we
could
most
arrange
the
work
to
reach
the
goals.
B
Chair
councilmember
bender,
we
do
thank
you.
The
work
that
you're
hearing
about
today
and
I'm
trying
to
give
credit
where
credit
is
due
to
our
partner,
Department,
specifically
regulatory
services
and
the
City
Attorney's
Office
and
I'm,
probably
remiss
in
not
already
mentioning
the
coordinators
office
right,
I
would
say.
A
lot
of
the
coordination
function
is
coming
from
my
colleague.
Who's
stepped
forward
a
couple
times
already,
and
we
think
that,
as
the
name
suggests,
you
know
this
is
our
housing
division
that
that's
the
right
place
from
which
to
coordinate
it.
B
No
pun
intended,
it's
we're
the
ones
who's
been,
who
have
been
tracking.
What
are
the
outcomes?
What
are
the
directions
from
the
staff
direction
that
followed
the
study
session,
and
we
think
that
the
right
place
to
put
keep
this
work
together
and
not
keep
it
in
another
place
to
coordinate,
helps
make
that
effort
easier.
G
Just
a
thought
so
then,
do
you
imagine
this
type
person
being
able
to
effectively
work
on
things
like
renter
protection
policy?
If,
if
the
council
is
still
interested
in
pursuing
that
and
sort
of
those
things
that
don't
currently
fall
within
the
real
kind
of
day-to-day
work
of
the
housing
division,
mr.
B
Kerr
councilmember
bender,
yes,
and
since
you
said
it
like
that,
you
know
which
we,
if
the
council
is
still
interested
or
something
right,
I,
think
that
it
will
be
a
strong
interest
of
this
council
for
the
rest
of
the
year
and
the
next
council
for
the
next
years.
It
is
also
possible
that
there's
something
else
that
becomes
more
important
and
to
me
that's
one
more
reason
not
to
have
it
be.
A
single
purpose
position
named
as
I
was
a
stability
coordinator.
That
only
does
that.
B
A
D
A
D
D
How
do
you
kind
of
balance
out
those
those
interests?
You
know
so
and
I'll
just
use
an
example.
You
know
there
was
some
work
that
was
done
by
the
innovation
team,
some
of
that
on
the
eviction
study
that
was
mentioned
and
the
housing
study
session.
But
I
think
you
know
that
study
was
done
some
time
ago
and
it
kind
of
fell
in
the
cracks
and
not
sure
kind
of
what
you
know
was
the
better
avenue
for
continuing
to
look
at
that
work
and
having
attention
so
I.
D
G
D
But
it's
kind
of
I
feel
like
we
should
have
these
numbers
more
in
front
of
us
as
what's
kind
of
the
estimate
of
the
need
you
know,
and
if
so
that
we
are
seeing
that
in
context
with
what
we
are
addressing
and
I
think
again,
it
kind
of
puts
in
more
focus.
This
is
very
concrete.
I
appreciate
that
these
are
numbers
and
I
will
say
there
is
no
place
around
the
state
of
Minnesota.
That
is
putting
up
the
kind
of
numbers
that
we.
D
B
B
A
A
In
my
view,
it
within
sea
bed,
so
I'm
looking
forward
to
some
kind
of
relationship
where
we
can
make
that
amendment
and
staffing,
because
it's
to
operationalize
what
we've
been
setting
out
as
a
policy
and
I'm
really
excited
to
see
that
there's
so
much
tenant
focused
work
being
done
in
this
in
this
budget
proposal
and
see
that
we
can
continue
to
work
on.
But
I
did
want
to
mention.
Mr.,
inter
mill
has
a
comment,
probably
perhaps
more
to
the
numbers
issue
of
the
budget
itself.
Mr.
H
Chair
members,
actually
it's
to
the
issue
of
the
where
the
housing
policy
coordinator
sits,
and
it
is
the
mayor's
intention
in
her
technical
amendment
offered
during
markup
to
move
the
position
to
see
that
it
would
have
been
there
when
the
budget
was
released.
But
I
think
that
the
discussion
we've
heard
today
highlights
some
some
of
the
question
as
to
where
it
would
sit
and
a
decision
was
made.
Unfortunately,
a
little
bit
late
in
the
process
in
terms
of
assembling
the
budget
itself.
But
that
is
her
intent.
B
Thank
you
so
mr.
chair,
that
was
a.
It
was
a
great
conversation.
Thank
you
so
just
to
summarize,
for
for
everyone
who
likes
to
keep
an
eye
on
how
much
is
in
the
trust
fund
and
how
much
in
the
housing
preservation
strategy.
So
in
2017,
the
combined,
affordable
housing,
trust
fund
and
housing
preservation
strategy
was
nine
point.
Six
million
dollars
and
the
2018
recommended
is
ten
point
one
five,
so
nine
point
six
2017
10.15
2018
and
to
break
that
down
for
next
year.
That's
six
and
a
half
million
for
trust
fund
and
three.
B
B
Councilmember
Glidden
has
I
had
said
we
would
get
to
here.
It
is
and
I
know.
This
is
not
your
question,
but
we
are
producing
and
preserving
a
lot
of
affordable
housing
results
from
year
to
year,
very,
of
course,
because
of
the
development
cycle,
and
what
this
chart
is
showing
you
is
that
we
are
close
to
meeting
our
production
target,
which
is
set
by
met
council
each
year
on
average.
B
B
Program
3,
which
is
homeownership
support
and
development,
is
the
second
of
the
two
budget
programs
foresee
pads
housing
policy
and
development
team
elfric
port
is
the
manager
of
residential
and
real
estate
development
or
Reds
Reds
assists
with
the
development
and
support
of
ownership,
housing
and
the
elimination
of
blight
conditions
in
one
of
one
to
four
unit
dwellings
and
returns
city-owned
vacant
parcels
to
strategic,
productive
use.
The
overall
strategy
is
critical
to
return
the
housing
market
to
get
the
housing
market
to
a
more
healthy
condition.
B
Several
enhancements
several
several
change
items
for
for
Red's,
the
recommended
enhancement
for
the
Minneapolis
Homes
program
is
$250,000
of
general
fund
and
$500,000
of
non-general
fund
one-time.
This
is
part
of
the
council,
approved
infill
development
strategy,
which
supports
the
development
of
more
than
400
city-owned
vacant,
lots
which
are
suitable
for
one
to
four
unit
development.
This
strategy
has
three
main
components:
development,
assistance,
long-term
affordability,
financing
and
homebuyer
incentives.
B
The
2017
budget
includes
$1,000,000
for
this
strategy,
of
which
750
was
ongoing
and
250
was
one
time
I'm
happy
to
tell
you
that
staff
successfully
leveraged
another
$850,000
from
state
and
county
funds
for
a
total
budget
of
1
million
850
in
2017.
We
think
this
will
result
in
20
to
30
new
homes,
at
least
10
of
which
will
be
long-term,
affordable
for
at
least
the
next
30
years.
B
These
city
vacant
lots
are
a
great
opportunity
to
continue
to
grow
the
tax
base
and
our
population
and
expand
homeownership
opportunities,
with
a
particular
focus
on
reducing
the
racial
disparity
gap
in
in
homeownership
rates
between
white
people
and
people
of
color.
Given
the
extremely
low
inventory
of
affordable
homes
for
sale
in
the
city
and
the
high
number
of
city-owned
vacant
lots,
we
are
recommending
that
these
additional
funds
in
2018
and
we
expect
30
new
homes,
approximately
15
of
which
will
be
long-term,
affordable.
B
Thank
you.
A
second
recommended
change
item
is
the
homeownership
opportunity
Minneapolis
lease
to
purchase
program.
This
is
$500,000
of
non
general
fund.
One
time
as
I
just
mentioned,
the
city's
racial
disparity
in
homeownership
rates
between
whites
and
households
of
color
is
35%.
That's
one
of
the
highest
rates
in
the
nation.
Homeownership
helps
to
create
generational
wealth
within
families,
provides
long-term
benefits
and
to
reduce
this
homeownership
gap.
The
city
launched
a
home
ownership
assistance
program
in
2015
or
our
home
program.
B
It
provides
downpayment
assistance
to
low
and
moderate
income
homebuyers
and
in
2016
the
program
was
expanded
to
provide
grants
to
nonprofit
organizations
that
provide
homeownership
capacity-building
first
quarter.
2017
results
show
that
116
households
were
served
by
these
organizations,
77%
77
percent
of
which
are
households
of
color.
B
This
proposal
would
expand
homeownership
capacity
through
a
lease
to
purchase
program
in
the
amount
of
$500,000
for
affordability
and
development
gap.
Assistance
and
it
supports
households
to
transition
successfully
into
ownership
by
overcoming
credit
barriers
that
have
historically
impacted
people
of
color.
In
attaining
homeownership
program,
participants
will
work
with
a
qualified
nonprofit
organization
to
assist
in
the
successful
transition
from
lease
to
purchase.
A
I
would
like
to
add
just
a
quick
comment.
First
of
all,
as
the
we
talked
about
the
infill
housing
program,
which
is
you
know,
continuation
in
many
ways
of
the
green
homes
North
program-
these
were
pretty
innovative
I
mean
not
only
have
we
created
new
housing
opportunities.
We've
worked
with
amazing
developers
who
have
really
worked
hard
to
bring
those
online.
As
a
member
of
the
committee
and
know,
councilmember
Reich
has
been
watching
this
as
well
councilmember
yang.
This
was
a
big
portion
of
the
work
that
you've
been
doing
up
on
the
north
side.
A
A
It
was
really
great
I'm,
seeing
the
were
over
25%
of
the
initial
goal
that
we've
set
out
and
had
it
not
been
for
that
direction
and
not
been
for
that
policy
and
not
been
for
those
resources,
we
would
be
sitting
on
a
lot
more
homes
and
vacant
homes
boarded
homes
or
raised
homes
that
are
just
sitting
undeveloped,
so
I'm
very
excited
about
the
project
and
its
progress.
It's
made
in
the
past
two
years
and
really
looking
forward
to
how
this
will
impact
in
2018,
as
we
continue
that
work
councilmember
yang.
Thank.
I
You,
mr.
chair
mr.
Frank,
you
talked
about
the
I,
guess
the
budget
for
2017,
and
you
know
what
moving
important--I
2018
in
no
I
mean
as
I
recall,
with
regards
to
let's
say
the
developer
assistance
piece:
I
mean
you
know,
and
that
piece
is
probably
the
most
popular
piece
I
mean.
You
know
we
probably
maxed
out
on
every
single
not
done
that
we
allocated
there,
but
the
two
other
components
I
mean
not
very
used,
and
so
my
first
question
is:
do
those
amounts
carry
forward
to
2018.
B
I
And
if
they
do
carry
forward,
I
mean
the
next
question.
Is
I
mean
how
are
we
gonna
market,
those
that
those
become
much
more
popular
for
folks?
Just
because
you
know
there
was
a
story
in
north
news
recently
about
you
know
the
$20,000
that
we
give
as
an
incentive
with
no
income
restrictions
and
so
far
I
believe
we
only
have
one
applicant
that
you
know
has
moved
through
the
process.
Maybe
we
might
have
another
one
okay
great,
but
you
know
I
mean
we
we
allocated
for
probably
about
12.
E
Bringing
both
of
these
initiatives,
as
you
pointed
out,
our
brand-new
and
I,
don't
think
that
the
fact
that
we
haven't
committed
those
funds
means
that
they
aren't
important
programs
or
they're
not
in
demand,
or
they
won't
be
very
useful
in
achieving
our
goals
on
the
long
term,
affordable
side.
Right
now
we
have
one
nonprofit
who
technically
meets
the
definition
of
a
group
that
provides
that
long
term
affordability,
that's
the
Community
Land
Trust.
E
We
are
working
on
developing
new
models
that
we
could
employ
through
deed
restrictions
that
are
ongoing,
so
that
other
nonprofits
can
take
advantage
of
that
long
term,
affordable
assistance.
So
we
believe
that
we
will
have
that
up
in
up
and
running
in
2018
and
that
we
will
easily
use
the
funds
that
have
been
budgeted
for
2017,
as
well
as
any
any
funds
that
will
be
budgeted
for
2018
on
the
homebuyer
initiated
model.
We
actually
have
three
homebuyers
who
are
currently
in
the
system
and
again
that's
something
that's
brand-new,
and
we,
when
we
propose
that
program.
E
This
is
also
something:
is
it
a
little
bit
of
a
steep
learning
curve
for
a
lot
of
potential
homebuyers
of
how
to
go
about
actually
buying
a
lot
in
building
a
home,
so
we're
just
trying
to
be
patient
and
work
with
potential
and
interested
homebuyers
and
I.
Think
we'll
have
a
lot
more
to
report
in
another
six
months
or
so
about
whether
that
program
should
continue
or
whether
we
should
make
adjustments
to
it.
Okay,.
A
B
J
B
And
continue,
please,
the
last
of
the
change
items
for
this
program
is
a
recommended:
Hance
meant
to
homeowner
improvement
and
lending,
and
this
is
to
additional
FTEs.
So
I
mentioned
this
in
my
introduction.
These
are
the
two
FTEs
we
are
recommending
and
as
as
you
can
read
here,
we
have
been
contracting
with
the
only
respondent
to
the
RFP
that
we
put
out
for
this
service
to
work
with
homeowners
on
rehab
and
that
provider
sort
of
said.
We
need
to
raise
our
rates
and
sort
of.
B
We
don't
want
to
be
in
this
business,
and
so
we
did
the
analysis
and
believe
compared
to
what
we
would
be
paying.
It
is
much
more
efficient
to
provide
these
services
with
city
staff
with
a
predictable
cost
and
to
provide
a
predictable
outcome
than
to
contract
with
a
single
provider
who's
not
exactly
on
board
with
providing
that
service
anymore.
So
we
think
it
would
be
either
budget
neutral
or
a
cost
savings
to
have
these
additional
ft.
A
B
Have
to
turn
to
my
finance
colleagues
who
are
nodding?
Yes,
so
mr.
chair,
the
answer
is
the
answer
is
yes,
okay,
thank
you.
Thank
you
and
here's.
Here's
some
results
to
show
you.
In
the
past
two
years,
194
properties
were
impacted
in
a
good
way
for
minneapolis
homeownership
development
programs,
while
we
still
have
699
total
but
520
for
single-family
in
our
inventory
524
representing
a
significant
opportunity
to
create
more
housing.
B
So
this
is
showing
you
that
we
have
done
good
work
and
we
have
much
more
to
do
and
one
great
example
of
adjusting
how
we
do
our
work.
We
get
asked
about
this.
A
lot
to
achieve
more
impactful
results
is
when
we
revised
our
homeownership
opportunity,
Minneapolis
program
in
2016,
to
tie
eligibility
for
homebuyer
assistance
to
participants
to
participants
in
home
ownership
capacity
programs,
and
we
quickly
saw
a
large
jump
in
african-american
homebuyers,
assisted
by
the
program.
B
I
think
this
slide
shows
13%
as
soon
as
we
made
that
change,
which
is
which
is
great,
so
I'm
between
programs.
Pausing.
Thank
you.
Thank
you.
We
are
on
to
economic
policy
and
development
represented
by
director.
David
Frank
program
for
is
business
development.
This
is
the
first
of
four
budget
programs
for
seabeds,
economic
policy
and
development
division.
Miles.
Mercer
is
the
manager
of
business
development,
business
development
works
with
businesses
to
start
stay
and
grow
in
Minneapolis,
with
the
objectives
of
equitable
job
growth,
tax
based
growth
and
community
vitality.
B
The
toolbox
includes
business
loans,
business
facade
grants
or
a
great
streets
program.
This
district
marketing
assistance
also
through
great
streets
business,
consulting
and
technical
assistance
through
our
great
V,
tap
program,
site,
search,
assistance,
support
to
community
organizations
for
business,
recruitment
and
commercial
real
estate
developments.
B
We
have
to
change
items
to
report
to
you
in
business
development.
In
this
program.
One
is
for
a
commercial
land,
trust
pilot,
so
I'm,
sorry.
This
is
$50,000
of
non
general
fund,
one
time
out
in
the
community.
We
have
heard
and
I
think
many
of
you
have
heard
that
we
are
we're
doing
so
much
to
address
residential
affordability
but
commercial
districts,
commercial
corridors,
tenants,
businesses
are
experiencing
the
same
upward
pressure
on
rents
as
residents
are,
and
what
is
it
that
we're
doing
to
address
commercial
gentrification
commercial
displacement?
B
This
is
a
pilot
of
$50,000
as
I
say,
one
time
to
try
to
get
our
arms
around
how
a
commercial
land
trust
program
could
work
and
we're
excited
to
get
going.
The
outcomes
would
align
well
with
our
city
goals,
including
growing
the
city
equitably,
and
we
would
be
figuring
out.
What
are
the
economics
required
to
make
this
happen?.
B
The
change
item
in
this
program
is
for
ongoing
property
management
at
Lake
and
Nicollet.
Now
that
we
own
the
property
there's
the
need
to
pay
for
what
it
takes
to
maintain
it
to
sweep
the
parking
lot
to
keep
the
light
bulbs
on
and
changed
to
plow
snow.
Sometime
soon
we
manage
an
existing
food
truck
lease
and
there
may
be
potential
lease
needs,
so
we
have
existing
funds
in
the
department
to
cover
the
second
half
of
2017,
but
this
change
item
requests
additional
funds
for
2018
property
management.
B
So
mr.
Kerr,
our
results
in
business
development
show
that
we
provided
financing
to
29
small
businesses.
This
is
in
2016
29
small
businesses,
including
38%
to
businesses
owned
by
people
of
color
and
42%
to
businesses
owned
by
women.
We
supported
the
growth
and
retention
of
450
jobs.
We
serve
413
entrepreneurs
through
B
tap
and
the
providers,
as
you
can
see
on
this
chart,
serve
a
very
diverse
client
base
and
that
they
we
helped
through
B
tab
to
create
and
retain
over
1,900
jobs.
B
1024
participants
in
our
cooperative
Technical,
Assistance,
Program
or
C
tap
and
36
emerging
real
estate
developers
through
our
developer
technical
assistance
or
D
tap
great
streets
results
showed
that
our
investments
leveraged
were
leveraged
by
private
funds
by
3
to
1
and
we're
also,
as
I
think.
You
know,
I'm
actively
engaged
in
key
redevelopment
projects
around
the
city.
B
Program
v
or
business
licensing:
this
is
the
second
of
four
budget
programs
for
economic
policy
and
development.
Grant
Wilson
is
the
manager
of
business
licenses
and
consumer
services.
Business
licensing
manages
business
licensing
for
liquor
establishments
and
over
200
other
types
of
businesses.
We
annually
license
12,000
businesses
and
individuals
around
the
city,
as
well
as
hundreds
of
special
events
each
year.
B
We
also
do
a
job
through
business,
licensing
with
business
made
simple,
always
trying
to
come
up
with
changes
to
the
code
to
allow
new
and
emerging
business
types
and
to
simplify,
simplify
our
code
for
businesses
whenever
possible,
we've
done
amendments
to
allow
additional
types
of
mobile
vending
breweries
distilleries
sidewalk
sales
and
other
entertainment
options
in
our
restaurants.
These
are
just
a
few
examples
of
how
we're
growing
in
Minneapolis.
A
B
Kara
I
would
be
tempted
to
make
this
a
quiz
because
I
would
have
failed,
but
of
those
12,000
businesses.
The
top
three
are
2,300
taxi
licenses.
530
restaurant
licenses
and
I
would
definitely
not
have
gotten
this
last
one
430
plumbing
licenses,
that's
the
third
most
popular
licensing,
type,
marriage.
B
The
service
is
provided
by
licensing
include
assisting
business
owners
through
various
regulatory
processes,
their
license,
application
review
background
checks,
on-site
facility
inspections
and
the
collection
of
fees
with
an
annual
renewal
billing
system.
We
also
manage
the
city's
false
burglar
alarm
program
to
bring
down
the
bring
down
the
number
of
false
police
call
responses
through
education
and
penalties.
B
The
recommended
2018
budget
for
business
licensing
is
4.7
million
compared
to
4.3
in
2017,
and
we
are
recommending
a
continued
staffing
level
of
30,
as
you
can
see
here,
for
2016
results
show
that
applications
for
alcohol
licenses,
for
on
sale
and
on
sale,
liquor
and
on
sale.
Wine
continue
to
increase.
Since
we
have
been
doing
all
we
can
to
make
it
simpler,
easier,
faster
to
get
a
license
to
open
this
kind
of
in
establishments
and
make
our
city
more
vital
and
have
more
things
for
our
growing
number
of
residents
to
do.
B
I'll
continue
on
program.
Six
is
adult
workforce
development.
This
is
the
third
of
four
budget
programs
for
economic
policy
and
development,
and
the
first
of
two
programs,
which
are
managed
by
Deb
bar
Helghan
and
her
team
in
employment
and
training.
So
this
is
adults
and
then
we'll
do
youth
in
a
minute.
Adult
workforce
helps
Minneapolis
residents
gain
employment
through
multiple
programs,
Minneapolis
works,
Minneapolis,
Sector
training,
we
serve
low-income,
Minneapolis
job
seekers
and
the
dislocated
worker
program
for
people
who
have
lost
their
jobs
and
helping
them
to
return
to
the
workforce.
B
We
partner
with
fifteen
community-based
agencies
and
we
provide
career,
counseling,
job
readiness,
job
search,
assistance
and
job
placement
assistance,
and
we
help
people
with
multiple
barriers
to
employment,
get
trained
and
find
jobs
in
response
to
the
rapid
growth
in
tech,
jobs
in
the
Minneapolis
st.
Paul
region.
We,
along
with
three
high
quality,
accelerated
learning
programs,
prime
digital
academy,
creating
IT
futures
or
IT
ready,
and
the
software
guild
came
together
with
60
regional
employers
for
the
purpose
of
training
and
placing
diverse
workers
in
tech
careers.
This
initiative
is
growing.
B
We
have
369
employers
engaged
today,
offering
internships
and
employment
opportunities
for
tech
hire
students
and
graduates.
This
is
a
real
success
story
and
we
are
noted
for
us
around.
The
country
recommend
a
2018
budget
for
adult
workforce
is
6.4
million
compared
to
5.7
million
in
2017,
and
we
are
recommending
a
continued
staffing
level
of
seven
several
change
items
here.
The
first
is
continued
support
for
the
Cedar
Riverside
Opportunity
Center.
B
As
I
know,
you
know
the
city's
supported
the
Opportunity
Center
with
an
FTE
dedicated
to
programming
with
75,000
dollars
in
one-time
support
this
year,
and
we
are
recommending
another
$50,000
this
year
or
next
year.
Excuse
me
for
operational
support.
The
demand
is
very
high
at
the
opportunity
center
and
other
partners
who
have
already
put
money
on
the
table
have
asked
if
we
will
as
well
to
address
the
continuing
demand
at
the
center.
B
Second
enhancement
for
adult
employment
and
excuse
me
adult
workforce
development
is
Minneapolis
Career
Pathways.
This
is
$75,000
of
general
fund
one-time,
like
all
employers.
We
want
to
do
and
need
to
do
what
we
can
to
face
labor
shortages.
It
is
crucial
that
we
continue
to
attract
and
retain
top
talent,
and
we
have
had
great
success
with
this
program.
We're
together
with
other
departments.
We
help
them
set
up
pathways
into
their
employment,
so
that
Minneapolis
residents
can
find
jobs
within
the
city
enterprise.
B
850
gain
employment,
and
most
of
the
remaining
participants
continue
to
use
employment
services
provided
by
our
programs
to
secure
permanent
or
temporary
employment.
The
average
cost
per
participant
in
these
adult
programs
is
four
thousand
dollars,
including
tuition
assistance
for
nearly
forty
percent
of
all
the
participants
70%
of
program
participants
are
people
of
color
all
are
unemployed,
underemployed
or
low-income,
and
we
focus
our
work
where
it
matters
serving
residents
in
North,
Cedar,
Riverside
and
South
Minneapolis
in
neighborhoods,
with
high
poverty
rates.
B
B
Youth
training
and
development
creates
a
strong
future
workforce
by
reducing
youth
unemployment
and
racial
employment
disparities.
Minneapolis
youth
ages,
14
to
24,
are
comprised
into
the
step-up
program
and
Minneapolis
youth
works.
Both
programs
are
designed
to
give
Minneapolis
youth,
specifically
those
from
communities
of
color,
low-income
families
and
youth,
with
barriers
to
employment.
The
tools
to
find
their
place
within
the
workforce.
B
Step-Up,
the
most
recognized
Minneapolis
youth
program
serves
close
to
2,000
Minneapolis
youth
every
summer,
connecting
them
to
real
and
valuable
work
experiences.
They
get
work,
readiness,
training,
they
learn
good
work
habits
or
in
wages
and
gain
experience,
and
it's
worth
saying
provide
great
support
to
local
businesses.
We
get
great
leverage
from
the
private
sector
on
this
one
and
as
a
several-year
mentor
for
a
step
up
intern.
This
is
an
awesome
program.
B
The
recommended
2018
budget
for
youth,
training
and
development
is
four
point:
eight
million
compared
to
four
point:
seven
million
in
2017
and
we
are
recommending
a
continued
staffing
level
of
seven
and
our
2016
results
show
that
we
leveraged
1.3
million
of
private
sector
wages
for
step-up.
That's
our
everyone's
favorite
ongoing
program
and
we
are
adding
new
programs
to
address
the
needs
that
we
find
each
year.
B
Program:
eight
is
the
first
one
in
development
services
represented
by
director
Steve
poor.
The
first
is
land
use,
design
and
preservation
and
Zoning
administration
enforcement.
It's
the
first
of
three
within
this
division.
Jason
Wittenberg,
is
the
manager
of
land
use,
design
and
preservation.
Brad
Ellis
is
the
manager
of
Zoning
Administration
enforcement.
B
Land-Use
design
and
preservation
and
zoning
Administration
enforcement
guides
development
is
required
by
law.
We
help
residents
and
property
owners
invest
in
the
city
in
a
way
that
aligns
with
the
comp
plan
and
development
regulations.
We
manage,
we
review
enforce
and
we
we
also
staff
the
City
Planning
Commission
Heritage
Preservation,
Commission,
Zoning
Board
of
Adjustment,
and
we
guide
ongoing
regulatory
reform
affecting
land
use
and
development.
Just
a
few
things
we
are
working
on
now
include
new
regulations
for
downtown
parking
ramps
and
changes
to
how
we
regulate
building
materials
to
encourage
best
practices
in
design.
B
Just
a
few
results
from
what
that
team
has
been
doing
this
year
and
in
2016
we
reviewed
148
one
to
four
unit
dwellings,
a
larger
number
of
sink,
which
is
a
larger
number
of
single-family
homes.
We
proposed
13
zoning
code
text
amendments
just
a
couple
allowing
duplexes
on
standard
size,
Lots
and
duplex
districts,
skyway
standards,
together
with
our
downtown
stakeholders
and
revised
setbacks
in
commercial
districts
for
continuous
street
frontage.
D
Just
wanted
to
bring
up
something
that
mr.
Frank
and
I
had
more
of
a
personal
conversation
about
which
is,
and
I
haven't,
had
a
chance
to
talk
to
mr.
pore
about
this,
but
just
being
able
to
take
another
look
at
how
do
we
think
about
what
are
the
priorities
within
the
historic
preservation
division-
and
you
know,
I-
think
it's
again
kind
of
dovetails
with
a
lot
of
questions
about
work
throughout
the
city.
D
Excuse
me,
as
opposed
to
the
architectural
significance
of
the
property,
is
just
kind
of
what's
our
balance
on
those
kinds
of
that
kind
of
work
between
the
designations
based
on
architectural
significance
of
a
property
versus
how
are
we
using
our
staff
to
do
some
of
this
work
around
mapping
the
importance
of
our
social
history,
including
our
history
of
race
and
racism,
and
so
I?
Think
we've
been
doing
more
of
those
than
we
have.
D
Maybe
in
many
many
other
years,
but
it
kind
of
begs
the
question
of
you
know:
how
should
we
balance
out
that
work
I
know
there's
a
lot
of
pressure
on
the
time
of
staff,
and
so
this
does
end
up
being
an
important
question
just
about
how
do
they
get
to
prioritize?
Is
it
just
who
files
nominations
versus
how
to
staff
identify
what
projects
kind
of
more
proactively
they
go
out
and
do
I
know?
D
K
Mr.
Portman
Jenny
Quincy
councilman
Barone,
wouldn't
thank
you
for
the
opportunity
to
speak
about
that
work.
First,
I
just
want
a
little
small
correction
is
the
work
of
preservation
is
actually
sent
some
of
the
reorganization,
a
seat
that
is
actually
split
between
long-range
planning
and
development
services.
Okay
and
there's
a
useful
conversation
to
hear.
K
Okay,
some
of
that
work
is
guided
by
conversation
with
the
Heritage
Preservation
Commission.
In
terms
of
what
we
choose
to
work
on,
where
you
know
where
some
priorities
may
be.
The
other
piece
is
that,
while
properties
age,
they
have
a
greater
opportunity,
become
historic
right,
but
we've
also
run
through
a
lot
of
inventory
about
what
is
historic.
We
have
potential
historic
resources,
but
a
lot
of
the
the
gems
that
are
out
there
unless
they're
facing
a
demolition.
K
You
know
we've
kind
of
worked
through
a
substantial
list.
We
tried
to
focus
on
culturally
underrepresented
groups,
the
American
Indians,
the
african-american
community,
certain
churches
representing
those
groups
throughout
the
city,
and
of
course,
you
know
about
tilson,
built
that
unique
history.
It
had
and
we've
looked
at
home
with
which
I
think
and
have
illuminated
the
care
by
which
you
need
to
conduct
these
culturally
sensitive
studies
and
who's,
doing
them
and
how
we're
inclusive
and
get
the
communication
and
the
engagement.
That's
that
suits
those
studies.
So
we
would
welcome
a
conversation
with
council
about
that.
K
The
priorities
that
work
will
continue.
They
are
leveraged
by
CLG
grants,
but
that
still
takes
work
away
from
other
work
that
we're
doing
we'll
get
into
other
slides
about
the
volume
of
construction
that
we've
been
experiencing
for
the
last
six
years
and
so
the
same
planners
doing
heritage
preservation,
work
are
often
doing
other
work
and
long-range
planning
around
the
comp
plan
and
long
range
and
current
planning
for
boards
and
commissions
and
review.
K
But
I
do
appreciate
that
you've
taken
an
interest
that
and
championed
a
very
interesting
and
under-told
story
in
your
own
board
and
your
engagement.
That-
and
so
we
do
welcome
talking
more
about
that.
We
think
it
is
important
work.
It
will
become
more
important
as
the
demographics
in
the
city
change,
and
these
groups
are
a
broader
piece
of
our
city
fabric
in
terms
of
numbers,
so
yeah.
F
K
D
Thank
you
very
much.
I
really
appreciate
that
I
do
think
kind
of
just
taken
a
bigger
overall
look
to
at
the
work.
I
will
tell
you
this
small
statistic,
which
is
that
I
have
nominated
myself
with
the
encouragement
of
cooperation
of
property
owners,
three
properties
or
historic
districts
connected
to
african-american
history,
and
that
has
increased
by
a
hundred
percent.
D
The
number
of
these
properties
connected
to
african-american
history,
locally
designated
in
the
same
Atlas,
which
just
all
that
says
really
is
that
we
had
a
very
small
number,
and
you
know
that
three
nominations
could
increase
that
by
a
hundred
percent,
and
that
just
says
to
me
more.
It's
just
like
kind
of
a
bigger
picture.
Look
and
again
I
think
you're
important
information
about
just
again
those
pressures
on
the
time
of
your
staff.
You
have
very
few
staff
and
sounds
like
they're
getting
pulled
into
work.
D
K
K
But
that's
not
what
we
didn't
put
that
in
the
budget
through
this
cycle,
I
would
just
say
one
thing
that
I
think
to
move
that
dial
I
think
there's
a
great
opportunity
to
educate
the
people
empowered
to
make
those
nominations
which
are
commissioners
at
the
Preservation
Commission
Council
members,
and
we
don't
have
a
planning
director
per
se
so
again,
who's
nominating
them,
there's
a
great
opportunity
for
a
dialog
there
about
kind
of
bringing
these
these
nominations
and
elevate
them
over
other
choices.
So
I.
D
Think
that
is
definitely
a
good
conversation,
but
the
more
we
have
kind
of
a
plan
guiding
sort
of
that
work
to
happen.
I
think
the
more
you
will
see
it
happened,
I
think
in
my
case
it's
a
little
more
happenstance
and
opportunity,
because
those
are
constituents
that
I've
been
working
with,
as
opposed
to
you
know
some
guidance
on.
We
need
to
look
for
these
opportunities
because
we
haven't
been
making
those
connections.
Historically,
chairman.
K
Quincy
comes
mer,
bleue
in
I.
Think
one
more
point.
Yes,
that's
true
and
and
I
would
just
say
when
it
comes
to
actual
physical
resources.
Those
are
usually
responses
to
something
being
threatened
of
demolition
or
other.
So
again,
how
much
capacity
we
can.
We
can
have
a
plan,
but
if
something's
under
immediate
threat
that
tends
to
drive
some
work
as
well,
so
it
is
a
balancing
act.
I
hear
you
true.
B
B
This
is
where
we,
this
is
our
front
door
and
service
center
for
the
city's
consolidated
development
activities.
We
focus
on
consistent,
streamlined
customer
service.
We
ensure
high
quality
development
while
requiring
the
building,
construction
and
rehabilitation
projects
meet
our
standards
in
terms
of
safety,
livability
and
health
plus
environmental
sensitivity,
and
the
customer
service
center
is
the
development
hub
for
residents
contractors
and
businesses
in
one
location
for
convenience
and
efficiency.
This
is
where
we
review
an
issue.
B
The
customer
service
centers
recommended
2018
budget
is
3.1
million
compared
to
2.9
million
in
2017,
and
we
are
recommending
a
continued
staffing
level
of
20.
Our
results
in
2016
for
the
customer
service
center
show
that
we
served
almost
15,000
customers
at
the
counter.
Almost
8,000
customers
with
plan
review
more
than
8,000
land
use
customer
interactions
more
than
4500
development
coordinator
customer
contacts.
These
are
the
larger
and
more
complicated
projects.
B
Program
10
is
the
last
of
our
standard
programs.
It's
the
third
of
three
budget
programs
for
C,
peds
development
services,
division
and
Pat
Higgins.
The
city's
building
official
is
the
manager
of
construction
code
services
CCS,
as
we
call
it
consists
of
the
three
business
lines
of
construction
plan,
review,
construction
inspections
and
programs,
and
the
goal
is
the
fair
and
comprehensive
application
of
our
city
ordinances.
Public
Safety
in
the
built
environment
is,
of
course,
one
of
our
primary
goals.
B
Plan
review
accept
all
applications
for
building
elevator
mechanical
plumbing,
work
that
require
plan
review
and
a
permit
to
perform
the
work
and
CCS
it's
worth.
Noting
is
the
group
which
is
called
on
when
tragedy
strike,
such
as
the
Minnehaha
Academy
explosion.
We
are
also
doing
220
Super
Bowl
temporary
cell
phone
antenna
reviews
together
with
Public
Works
CCS,
is
recommended.
2018
budget
is
12.5
million
compared
to
11
point
1
million
in
2017,
and
we
are
recommending
a
continued
staffing
level
of
70.
B
As
you've
heard,
our
2016
results
show
that
permits
continued
to
be
in
the
1.5
to
2
billion
dollars
a
year
range
and
we
have
once
again
increased
the
number
of
projects.
Excuse
me
of
permits
for
projects
over
1
million
dollars.
This
is
our
sixth
year
of
rec
construction.
We
think
the
construction
boom
is
largely
due
to
the
surge
in
market
rate
apartments
to
the
question
earlier
plus
office
and
hotels
and
remember
after
the
building
permits
are
issued.
B
B
Operating
capital
or
for
cars,
which
is
capital
asset
request
system,
is
the
second
of
three
budget
categories
outside
our
operating
divisions.
The
recommended
2018
budget
for
for
cars
is
1.7
million
following
1.7
million
in
2017.
The
recommendation
here
is
to
replace,
what's
called
mins,
which
is
our
management
information
network
system.
This
is
an
essential
cpad
business
application
and
it's
for
our
property
management,
our
real
estate
projects
and
our
loan
programs.
The
current
system
is
obsolete.
It
was
called
custom
built
in
the
mid
90s
and
it's
dependent
on
other
software.
That's
no
longer
supported.
B
We
have
click
capital
recommendations.
This
is
the
third
of
our
three
budget
categories
outside
operating
divisions,
The
Clique
recommended
2018
budget
for
capital
items
which
have
an
impact
on
C
pads
budget
are
the
$500,000
for
the
development
infrastructure
program,
which
I
think
all
of
you
know
about,
and
the
$700,000
for
art
in
public
places.
B
And
here's
what
I've
been
looking
forward
to
this
is
our
fantastic
team.
We
just
had
our
annual
picnic
and
we
asked
everyone
to
sign
the
Tennyson
waiver,
so
we
could
take
a
picture
of
almost
all
of
us
in
one
place.
These
are
the
people
who
do
the
work
that
I've
been
talking
about.
These
are
the
people
who
serve
the
businesses
and
the
residents
of
Minneapolis.
These
are
the
people
who
answer
questions
when
I
call
saying
I,
don't
understand
and
I
really
am
grateful
to
them
for
the
work
that
they
do.
B
D
A
Appreciate
that
very
much
I
would
concur
and
amplify
the
pleasure
that
was
to
have
you
here,
go
through
a
detailed
budget
and
an
organized
by
program
basis.
I
think
it
reflects
a
lot
about
the
not
only
the
quality
of
the
staff
who
put
this
together
and
the
coordination
with
other
departments
that
make
that
possible,
including
our
finance
department,
but
we
wanted
to
make
sure
that
you
recognized
for
that
work.
A
You've
already
done
this
year
and
looking
forward
to
how
this
budget
supports
the
goals
and
values
and
the
strategic
directions
that
we
have
for
the
city
in
the
coming
year.
So
thank
you
very
much,
seeing
no
further
comments
or
questions.
This
budget
hearing
is
closed
and
we
can
look
forward
to
a
transition
to
the
next
one
which
will
be
regulatory
services.
Thank
you.
Thank
you.
A
C
Thank
You
mr.
chair
committee,
members
Noah
Shakman,
director
of
regulatory
services
here
to
present
our
portion
of
the
2018
mayor's
recommended
budget.
Just
take
a
moment,
I
won't
name
everyone
that's
here,
but
to
acknowledge
a
group
of
our
staff,
including
most
of
our
leadership
team.
That's
here
today
and
I
want
to
thank
them
for
their
work.
On
putting
this
together.
I
will.
C
A
That's
totally
appropriate
just
want
to
pause
in
between
before
you
change,
slides,
make
sure
we
have
an
opportunity
to
program
any
questions
after
that
program
is
discussed
and
I.
Imagine
most
of
these
program
changes
will
reflect
back
to
that
original
slide
of
the
template
that
we
looked
at
quickly,
but
I
hope
we
can
go
back
to
it
as
needed.
D
D
C
You
mr.
chair
I'm
happy
to
talk
to
you
obviously
offline
as
well.
If
you
have,
if
you
have
specific
questions,
starting
with
our
core
programs,
our
first
division
that
I'll
talk
through
is
administration
and
Community
Engagement.
There
is
one
change
item
in
that
division,
and
that
is
a
50,000
dollar
ad
for
one-time
money
to
continue
our
work
on
equity
and
inclusion.
Inclusion
efforts.
Excuse
me:
the
department
has
invested
in
equity
and
inclusion
work,
including
staff
time
and
financial
resources,
and
this
addition
will
allow
us
to
continue
to
work
internally
and
with
outside
stakeholders
on
that.
C
F
D
C
Additionally,
on
the
bottom
left,
I
wanted
to
note
the
housing
that
the
homeowner
navigation
program,
which
helps
us
to
manage
difficult,
homeowner
cases
with
inspections
and
help
to
connect
those
homeowners
services
to
help
resolve
the
issues
that
they
have
mostly
that
we're
dealing
with
the
veterans,
seniors
and
the
disabled.
But
that
is
something
that
a
program
that
we
have
found
great
success
with.
C
On
page
9
is
a
summary
of
our
equity
and
inclusion
activities
specifically
want
to
call
out
the
one
at
the
top
of
the
spoke,
which
is
the
Career
Pathways
program.
It
supplements
the
department's
existing
focus
on
internal
promotional
pathways
and
we've
been
developing
it
using
funding
dedicated
in
the
budget
through
the
coordinators
office.
For
this
work
we
have
a
staff
team.
C
Their
request
is
reflective
of
continued
increases
in
licensed
rental
properties
of
four
or
more
units,
which
I
will
show
you
on
a
chart
here
on
the
left
on
the
upper
left,
you'll
see
since
2010
there's
been
a
24%
increase
in
buildings
of
four
or
more
units
that
are
rental
properties
and
25%
in
the
number
of
units
in
those
buildings.
In
that
time,
this
this
change
item
would
help
us
to
keep
up
with
that
pace.
Moving
forward.
C
A
B
C
C
It's
listed
on
that
slide
in
the
general
fund
column
under
the
change
items
is
that
his
money,
that
is
in
the
mayor's
budget
for
Super
Bowl,
related
activities
for
both
this
division,
fire
inspection
services,
handles
inspections
and
fire
watch
for
large
buildings
and
for
for
events,
and
then
also
it
includes
money
for
traffic
control
during
that
time,
and
so
they're
bunched
together
in
this
one
line
item
but
they're
both
for
both
items
are
for
overtime
expenses
associated
with
Super
Bowl
activities.
Our
normal
cost
of
business
are
not
included
in
that
right.
A
I
think
it's
important
to
note
those
as
we're
required
to
put
it
in
the
budget
as
an
expenditure,
but
it's
also
worth
noting
that
those
are
eligible
for
reimbursements
from
the
local
host
committee,
so
its
revenue
neutral
on
our
ongoing
kind
of
basis.
Someone
shows
up
as
a
change
item
in
ongoing
it.
I
just
want
to
draw
attention
to
the
fact
that
that's
a
reimbursable
expense,
but
that's
what
the
cost
will
be
and
it's
for
overtime
and
additional
services,
especially
with
traffic
councilmember
yang.
I
$131,000
for
FTE
with
regards
to
high
occupancy
dwelling
inspections,
I'm
just
wondering
I
mean.
Does
this
mean
that
the
person
will
have
more
people
to
go
out
there
to
do
like
stakeouts
to
see
if
more
people
are
living
in
units
and
stuff
like
that,
because
then,
like
I
mean
in
the
few
times
that
I've
had
complaints
about
that,
I
mean
it
just
seems
like
the
our
answer
is
really
just
kind
of
like
well,
you
know
it's
really
harder
to
determine.
C
Mr.
chairman,
being
the
intent
of
the
FTE
is
to
help
us
to
lower
the
frequency
or
raise
the
frequency
with
which
we
get
into
buildings
of
four
more
units.
We
have
a
three
tier
system
for
rental,
license
inspections
and
that
helped
us
to
manage
the
workload
and
one
of
the
ways
as
we've
seen.
This
rise.
That
I
mentioned
in
the
number
of
number
of
units
and
buildings
is.
I
So
I
love
how
I'm
reading
the
song
then
but
have
appreciated
yeah
I
guess
you
know,
I
just
had
a
recent
constituent
complaint
about
you
know
units
where
you
know,
people
claim
that
they're
supposed
to
at
just
have
let's
say
four
people
in
the
unit
and
there's
like
15
and
so
and
so
we're
not
talking
about
dad
piece.
We're
talking
about
just
I
mean
multi-unit
facilities
and
those
sorts
of
things
right.
Mr.
C
C
Moving
moving
on
to
housing
inspection
services,
there
are
no
there's,
not
a
change
item
associated
with
this
division
for
the
2018
budget,
but
I
wanted
to
along
the
lines
of
the
fire
inspection
services.
Chart
that
I
just
showed
during
the
rise
in
the
number
of
rental
properties.
I
wanted
to
specifically
call
out
the
chart
on
the
top
left,
which
shows,
alongside
that
in
buildings
1
to
3
units,
a
an
increase
of
52%
in
those
since
since
2010,
and
just
call
that
out
as
something
that
continues
to
be
a
trend
both
in
small
and
large
buildings.
C
In
our
work
with
home
line,
I've
worked
very
closely
with
housing,
director,
Andrea
Brennan
and
with
interim
director
David
Frank
on
on
housing
issues
over
the
past
few
years,
and
we
don't
feel
great
ownership
over
where
that
money
goes.
But
I
do
want
to
say
that
I
do
believe
it's
needed
and
that
I
included
a
request
along
the
same
line,
supportive
of
their
request
in
the
in
my
request
in
the
mayor's
budget
and
so
I'm
pleased
that
it's
in
there
and
I
wanted
to
just
offer.
My
support
to
that
I
appreciate.
A
That
as
well
mr.
Shipman,
because
it's
a
tremendous
amount
of
an
investment
we
need
to
make
in
some
of
the
tenant
related
work
that
we're
doing
and
having
its
start
in
reg
services.
It's
not,
as
you
said,
bright
private
area,
interest
of
which
Department
its
continuing
the
work.
So
I
really
appreciate
the
coordination
between
the
housing
division
and
reg
services
on
making
sure
that
we're
focused
in
the
right
areas
for
the
right
folks.
So
thank
you
for
that
and
for
supporting
that
work.
Thank.
C
You
mr.
chair,
moving
on
to
Minneapolis
Animal,
Care
and
Control,
there
is
also
not
a
change
item
associated
with
this
division
this
year.
But
I
wanted
to
call
out
some
numbers
that
we
have
on
the
left
of
this
chart.
You'll
see
calls
for
services,
and
specifically
I
want
to
mention
both
the
increase
in
inspections.
A
C
A
C
Mr.
chair
council
members,
that
is,
I
have
a
some
information
in
that
a
little
bit
later,
when
we
talk
about
cars
and
ongoing
requests,
but
we
we
definitely
are
in
the
middle
of
working
with
property
services
to
to
look
at
the
use
of
the
building
and
look
at
look
at
what
needs
we
have
both
immediate
and
long-term.
In
the
building.
C
One
of
the
things
we've
discovered
there
was
money
in
2017
that
was
allocated
through
cars
for
surgical
space,
I,
think
it's
three
hundred
and
seventy
five
thousand
dollars
and
as
we
looked
into
using
that
and
putting
that
money
into
the
building,
it
became
clear
that
it
was
going
to
be
a
temporary
solution
to
a
longer-term
problem,
and
so
I
would
expect.
There's
not
a
long-term
or
capital
request
for
animal
control
for
the
2018
budget,
but
our
intent
in
working
with
property
services
for
2019
to
have
a
capital
request
associated
with
Minneapolis
Animal,
Care
and
Control.
C
More
than
anything,
we've
outgrown
the
building,
both
in
terms
of
staff
and
the
animal
needs,
and
we
can't
expand
physically.
The
footprint
of
the
building
and
in
the
building
also
is
not
built
to
go
up,
and
so
we're
essentially
out
of
space
there,
and
so
we'll
be
working
with
property
services
to
bring
a
proposal
for
the
future
on
that
right.
A
C
F
C
K
C
Change
item
associated
with
this
division
and
that
is
associated
with
the
Enterprise
Land
Management
System,
it's
a
hundred
and
forty
thousand
dollars
in
one-time
money,
that
is,
for
configuration
and
analysis
resources
as
we
continue
to
to
bring
the
system
in
to
working
with
our
staff
and
develop
it
for
the
future.
The
land
management
system
continues
to
develop.
It's
requiring
additional
configuration
and
internal
project
management
within
the
department
to
meet
our
needs
as
you'll
see
on
the
next
slide.
The
change
item
builds
on
our
our
internal
investments
in
2016
and
in
2017.
C
As
we
work
to
implement
the
system,
we've
made
substantial
investments
as
a
department
in
Elms
implementation.
You'll
see
there
they're
laid
out
here
for
in
four
specific
areas.
In
addition
to
just
substantial
staff
time,
we
have
dedicated
a
training
team
created
a
detailed
position
for
one
staff
person
to
kind
of
lead.
The
department's
work
and
work
with
IT
created
an
internal
support
website
for
staff
and
investigated
or
invested.
C
C
On
the
next
slide,
I
wanted
to
just
note
as
well
the
department's
work
on
our
equal
opportunity,
Equal
Employment,
Opportunity
efforts,
we've
seen
a
I
believe
your
chart
says
115
at
the
typo
we've
seen
a
15%
increase
in
employees
of
color
and
a
13%
increase
in
female
employees,
and
just
to
note
that
the
department
has
not
also
grown
at
that
rate.
We've
grown
at
a
9%
rate,
so
we've
seen
a
an
increase
and
we've
spent
a
great
deal
of
time,
focusing
our
energies
around
those
efforts
to
try
to
impact
them.
C
Additionally,
on
the
right,
I
just
want
to
note
the
substantial
increase
in
the
number
of
trainings
that
our
staff
did
in
2016
and
those
are
associated
with
our
implementation
of
the
land
management
system,
as
I
mentioned
earlier.
It
is
something
that
we
spent
a
great
deal
of
the
back
end
of
2016
training
staff
and
getting
them
ready
for
and
I
think
that
will
still
be
reflected.
As
as
we
look
at
2017
numbers
in
the
as
well
great.
C
And
final
division
I
wanted
to
talk
through
was
our
coca
plants
and
traffic
control
division.
There
are
two
change
requests
associated
with
this
division.
The
first
of
them
is
for
the
third
year,
a
continuation
of
part-time
staffing,
ten
employees
for
three
hundred
and
seventy-five
thousand
dollars
in
one-time
money.
This
is
to
meet
ongoing
demand,
which
I'll
break
down
here,
momentarily
very
at
this
point
of
2017,
as
we've
looked
at
it.
That
demand
has
not
abated
at
all
and
so
I.
Our
intent
for
2019
and
Beyond
is
to
ask
for
this
as
ongoing
money
we've.
C
Essentially
at
this
point
after
three
straight
years
of
need,
it
seems
fairly
clear
that
this
is
going
to
be
an
ongoing
need
for
the
city.
The
second
change
item
is
associated
with
the
nighttime
mobility
project.
That
has
that
we
have
been
a
part
of
along
with
the
police
department
and
the
downtown
Improvement
District,
as
we
work
to
continue
progress
made
in
that
in
that
realm,
moving
people
in
and
around
and
out
of
downtown
in
the
evenings
and
at
the
end
of
at
the
end
of
business
hours
for
the
bar
and
restaurant
community.
C
This
this
proposal,
the
money
that's
associated
in
the
mayor's
recommended
budget-
is
478
thousand
dollars
ongoing
in
a
hundred
and
forty
five
thousand
dollars
in
one
time,
which
is
associated
with
15
part-time
employees.
That
would
be
one
supervisor
and
for
traffic
control
agents
and
then
for
vehicles,
and
that
would
allow
us
to
staff
that
area
three
nights
a
week
year-round
and
we
expect
to
see
some
revenue
back
as
a
result.
But
the
bulk
of
this
is
associated
with
needing
to
just
help
make
sure
that
those
things
are
moving,
and
that's
that's.
C
C
Moving
on
to
our
Capitol
recommendations,
there
is
there's
one
included
in
the
budget,
which
is
a
thirty
thousand
dollar
line
item
for
replacement
of
iPads
for
traffic
control.
They
we
have
a
new
ticket
writer
system,
that's
in
the
middle
of
implementation
right
now,
but
the
iPads
allow
us
to
connect
with
Minneapolis
3-1-1
and
respond
to
complaints.
C
C
F
C
Mr.
chair
council,
member
Gordon
I,
without
digging
into
it
more
specifically
I,
would
tell
you
that
we
have
seen
a
revenue
decline
that
is
associated
with
I.
Think
you'd
see
it
associated
with
an
increase
in
the
parking
fund,
as
the
new
meter
system
came
in,
because
the
new
meters
are
easier
to
plug
the
meter,
essentially
from
your
table
at
the
restaurant.
Our
fine
revenue
drops
because
people
are
not
having
as
many
tickets
and
so
I
would
need
to
talk
with
the
budget
office
and
dig
into
that.
C
C
F
A
Right,
the
revenues
associated
with
the
citations
have
gone
down,
but
it's
balanced
out
almost
two
to
one
from
what
I
understand
in
terms
of
the
parking
fund
and
the
revenues
gained
through
the
parking
funds.
So
it's
a
pretty
significant
revenue
growth
for
the
city.
Although
a
department
is
going
to
look
like
it
took
a
hit,
I
think
the
largest
hit
has
actually
been
to
the
county,
because
we've
gotten
we
ever
get
about
25
percent
of
a
citation
for
a
parking
violation.
G
Thank
You
mr.
chair
I,
wanted
to
ask
a
question
about
the
housing
inspection
services
and
one
thing
we've
been
hearing,
so
the
tiered
rental
licensing
system
is
relatively
new
and
as
we
review
it,
I'm
struck
by
how
many
properties
are
within
the
tier
one.
Category
and
I
know
that
those
are
inspected
less
frequently
sort
of
as
a
routine
inspection.
Can
you
talk
about
that,
and
just
are
we
getting
into
those
tier
one
properties
enough?
C
C
Is
that
we
get
into
a
tier
one
property
about
every
seven
or
eight
years,
a
tier
two
property
around
every
five
and
a
Tier
three
property
annually,
we're
in
Tier?
There
were
in
year
three
of
implementing
that
as
a
way
of
handling
workflow,
and
so
it
will
we're
midway
through
the
cycle
of
getting
through
all
of
those
tier
one
properties.
C
I
think
one
of
the
things
we
find
is
that
some
of
those
properties
are
still
in
Tier
one,
and
then
some
of
them
have,
for
various
reasons,
deteriorated
to
the
point
that
they,
when
we
do
get
in
them,
have
issues
that
we
need
to
address
and
they
end
up
moving
around
in
the
tiers.
Even
if
we
are
not
scheduled
to
get
into
one
of
those
properties
during
the
year
because
of
the
tier.
C
We
we
respond
to
complaints
and
are
addressing
those
issues
that
arise
when
they
do,
and
so
just
because
it's
in
a
tier
one
and
we
haven't
gotten
to
it
as
part
of
our
regular
schedule-
doesn't
mean
that
we
would
not
get
into
it.
If
there
was
a
need
or
address,
complaints
or
or
physical
issues
in
the
building
are
the
rise
to
answer.
A
Thank
you
very
much.
Mr.
chicken
I
think
that
there's
a
terrific
job
of
outlining
the
budget
recommended
budget
and
the
benefits
to
the
city
and
its
residents
associated
with
that.
So
thank
you
very
much
for
the
work
that
you
and
the
department
all
does
to
do
a
terrific
job,
managing
this
complex
and
ever-growing
and
fluid
department.
So
thank
you
very
much
for
everybody's
work.
Thank.