►
Description
Minneapolis Public Health, Environment, Civil Rights, and Engagement Committee Meeting
A
Good
afternoon,
everyone
I'm
going
to
call
to
order
this
public
health,
environment,
civil
rights
and
engagement
committee
for
Monday
October,
22nd
2018.
My
name
is
Philippe
Cunningham
and
I
have
the
proud
honor
of
serving
as
the
chair
of
this
committee
with
me
at
the
Dyess,
our
council
members,
Cano,
Gordon
and
council
vice-president
Jenkins.
Let
the
record
reflect
that
we
have
a
quorum.
A
We
have
eight
items
on
today's
agenda,
including
a
public
hearing
on
the
small
and
underutilized
business
enterprise
program,
ordinance
and
but
we
will
begin
with
e,
going
through
the
consent
agenda
items,
and
then
we
will
move
to
the
public
hearing,
followed
by
then
the
discussion
items.
We
have
a
big
agenda
today,
which
is
I'm
glad
to
see
so
many
folks
here.
So
first
we
have
on
the
consent
agenda.
A
We
have
the
Southside
green
zone
council,
the
passage
of
the
resolution
and
also
directing
the
Office
of
Sustainability
to
issue
an
RFA
for
$75,000
and
then
for
numbers.
Excuse
me
for
the
second:
we
have
the
passage
of
the
resolution:
reconstructing
the
Minneapolis
community,
environmental
Advisory
Committee,
the
ciock
number
four.
We
have
the
neighborhood
name
change
the
Calhoun
area
residents.
Action
Group
two
south
uptown,
then
number
five
is
referring
to
staff.
A
The
subject
matter
of
an
ordinance
amending
title
12
chapter
240
of
the
Minneapolis
Code
of
Ordinances
related
to
housing,
lead,
poisoning
prevention
and
control,
amending
provisions
related
to
lead
paint,
disclosure
notifications.
So
before
I,
open
up
to
questions
from
my
colleagues,
I
actually
wanted
to
take
a
moment
to
invite
up
Erin
from
the
chair
of
the
community
environmental
Advisory
Commission,
so
just
to
give
us
a
little
bit
more
information
about
this.
Thank
you
so
much
thank.
B
You
for
giving
me
the
opportunity
to
speak
I
appreciate
it.
I
wanted
to
mention
that
the
original
and
why
we
started
looking
into
the
enabling
resolution
was
the
request
from
I
matter
to
add
in
youth
seats
that
made
us
start
reflecting
on
inclusive
inclusivity
and
how,
as
a
body
siak,
has
not
really
been
reflective
of
our
city
as
a
whole.
We
tend
to
lacked
voices
of
people
of
color
lacking
in
age
range.
Often
we
don't
have
many
youth
voices,
and
so
we
wanted
to
start
thinking
more
about
how
we
can
make
some
structural
changes.
B
Six
six
technical
experts
personally
I
think
it's
important
to
have
this
chance
to
value
community
expertise
for
what
that
is
community
expertise
and
have
it
supported
by
technical
experts.
So
I
really
do
appreciate
that
you
are
looking
at
this
and
increasing
the
chance
for
new
voices
to
be
heard.
Great.
A
C
A
Seeing
no
further
comments
or
questions
I
move
approval
of
the
consent
agenda.
All
of
those
in
favor
of
the
motion
please
signify
by
saying
aye
aye,
those
opposed
say
no,
the
eyes
have
it
and
that
item
is
approved.
So
now
we
will
move
into
our
public
hearing.
We
will
be
hearing
the
considerations
of
amendments
to
the
small
and
underutilized
business
enterprise
program,
ordinance,
Shawn,
director
of
contact
contract,
compliance
for
the
Civil
Rights
Department
will
be
making
the
staff
presentation.
So
the
floor
is
yours:
Thank.
D
Afternoon
mr.
chair,
my
name
and
members
of
the
committee,
my
name
is
Sean
Scabbia
I'm,
the
contract,
compliance
division
director
and
the
Minneapolis
Department
of
Civil
Rights
I'm
here
today
to
present
changes
to
Title
16
chapter
423
of
the
Code
of
Ordinances,
establishing
the
small
and
underutilized
business
program.
D
I'll
start
today
with
an
overview
of
the
SUV
P
program
and
what
it
does
and
then
address
why
these
amendments
are
being
brought
forth
today
and
then
last
I'll
go
into
details
on
the
changes
to
the
ordinance
before
the
committee
just
a
high-level
overview
and,
of
course,
have
time
for
questions
at
the
end.
So.
D
About
chapter
423,
the
chapter,
the
chapter
423
ordinance,
establishes
the
city's
small
and
underutilized
business
enterprise
program
and
establishes
that
it
applies
to
city
contracts
over
$100,000.
This
program
is
a
primary
major
component
of
the
city's
efforts
to
utilize
minority
and
women-owned
businesses.
D
These
the
program
establishes
that
each
applicable
contract
must
be
reviewed
by
contract
compliance
for
opportunities
for
minority
and
women-owned
businesses
to
be
used
on
these
contracts.
If
there
is
the
opportunity
to
use
these
firms,
there
will
be
contract
goals
set
to
that
contract
and
in
order
to
be
awarded
the
contract,
a
bitter
must
either
meet
those
goals
or
show
good
faith
efforts
to
do
so.
D
If
a
contractor
does
not
meet
the
goal
or
show
good
faith
efforts,
the
contractors
bid
is
rejected
and
if
a
contractor's
bid
is
accepted,
if
a
contractor
does
get
past
that
hurdle,
the
contractor
and
the
contractor
is
awarded
the
contract,
it
must
continue
to
demonstrate
compliance
with
SUV,
P,
so
very
important
program.
The
city's
contract
administration
process.
D
E
You
mr.
chair
just
curious,
if
you
could
help
contextualize
more
about
the
$100,000
threshold
for
a
contract,
because
I
know,
there's
been
discussion
inside
the
city
about
different
levels
and
why
and
so
I'm
very
supportive
of
the
$100,000
level,
but
would
like
to
just
hear
the
rationale
for
why
we
need
to
kind
of
stick
to
that
and
just
wanted
to
see
if
you
could
share
what
staff
have
been
discussing
on
that
point.
Mr.
D
Chair
council
member
carnold
there
had
there
has
been
discussion
about
that
threshold
and
changing
it
so
right
now
we
are
sticking
with
$100,000
in
that
CPP
program
because
we're
essentially
following
the
threshold
for
formal
bids.
It's
also
important
to
note
that
the
hundred
thousand
dollar
threshold
aligns
with
the
target
market
program,
so
su
VP
right
now
does
not
overlap
with
target
market,
because
the
target
market
threshold
is
up
to
$100,000
and
the
SVP
program
is
for
contracts
over
that
amount.
D
F
This
is
a
comment
so
as
as
lead
author
of
the
ordinance
amendment
I
felt
very
strongly
that
we
should
keep
it
at
$100,000.
$100,000
seems
like
a
significant
contract.
There's
the
potential
for
that
to
be
broken
up
into
other
pieces
and
I'm
worried
about
us
going
up
so
high
that
we
end
up
missing,
more
work
and
more
moving
through
through
other
contracts.
I
do
know
that
there
was
some
discussion,
because
there
is
discussion
about
looking
at
raising
it
generally
for
the
City
275,000,
and
so
that's
why
the
discussion
came
up
visible.
F
Should
we
change
this
ordinance
or
not
and
I?
It's
partly
my
think.
I
mean
we
had
some
interactions
and
discussions
about
it,
but
I
really
wanted
to
keep
a
hundred
thousand
for
now
and
make
sure
we
have
that
bigger
discussion
in
a
more
thoughtful
way
and
at
this
point
I
probably
would
oppose
raising
it
even.
D
Thank
you
so
next
I'm
going
to
talk
about
why
we're
amending
the
ordinance
now
and
bring
forward
the
changes
that
we
are
today.
There
are
really
several
reasons
why
there
before
the
committee
today,
first,
the
ordinance
is
set
to
expire
on
December
1st
of
this
year.
So
that's
just
an
important
thing
for
the
ordinance
to
continue
and
for
the
program
to
be
continuous
and
not
have
a
lapse.
D
In
addition,
there
are
procedures
and
definitions
that
are
important
to
update,
to
ensure
the
ordinance
reflects
the
disparity
study
findings,
as
well
as
ensuring
the
ordinance
can
be
administered
effectively
on
city
contracts
and,
finally,
the
2017
disparity
studies
showed
that
disparities
continue
to
persist
in
the
city's
contracting
marketplace.
This
study
provides
the
legal
foundation
required
to
continue
to
administer
this
program.
So
when
we're
talking
about
that
extension,
this
disparity
study
provides
us
with
the
legal
legally
required
evidence
to
continue
to
do
so.
D
So
what
is
being
amended?
The
first
thing
these
amendments
address
is
extending
the
ordinance,
as
I
mentioned,
December
31st,
2025,
second,
updating
definitions
to
align
with
the
disparity
study
and
the
city's
welcoming
city
policy
and
then
also
removing
unnecessary
definitions.
We
also
provide
some
modifications
to
the
good-faith
efforts
requirements
to
your
question
chairman
Cunningham,
about
what
the
good-faith
efforts
are.
The
contractors
have
to
follow.
We
are
clarifying
what
those
are.
D
A
A
We
so
seeing
no
further
comments
or
questions
I'll
go
ahead
and
open
the
public
hearing
now.
Thank
you
so
much
Thank,
You
mr.
chair
and
so
I
have
here
that
no
one
signed
up
to
speak
to
this
particular
public
item
for
this
public
hearing
for
the
other
item,
I
recommend
the
to
talk
to
me
afterwards
or
to
submit
your
comment
in
at
council
comment
at
Minneapolis
MN
for
the
other
item.
So
I
do
not
have
anybody
signed
up,
but
is
there
anything
L
anyone
else
who
would
like
to
comment
on
the
proposed
ordinance
amendments?
A
A
Yes!
So
we
can
talk
about
that
because
what
right
now
we're
not
talking
about
the
public
hearing
is
the
public
hearing
specifically
for
this
item
so
for
the
other
foot
number
two
we
can
touch
base
about
that
afterwards.
Oh
this
one
as
well.
Okay,
no,
that's!
Okay!
It
was
a
little
confusing
on
how
it
was
written
here.
A
G
G
They
have
I,
don't
know
if
there's
a
limit
that
a
number
of
poise
you
have
for
this
to
start,
but
they
generally
speaking,
hire
within
their
own
groups,
and
the
disparity
is
being
solved
by
having
multiple
businesses.
All
these
ethnic
groups
in
our
area
now
you're
requiring
them
to
hire
outside
of
their
ethnic
groups
and
show
how
they
are
doing
that.
Have
you
ever
considered
that
part
of
the
question
I'll
sit
down,
sir?
Thank
you
all.
A
Right
well,
thank
you
so
much
if
there
anyone
else
here
who
would
like
to
speak
to
this
item,
all
right,
not
seeing
any
further
folks
here
to
speak,
I
will
go
ahead
and
close
this
public
hearing.
We
had
some
questions
that
maybe
mister
Skippy
can
answer.
Would
you
be
willing
to
help
clarify
some
of
those
points,
but
community
members
thanks.
D
Mister
chair
you
reference
in
public,
that's
public
testimony
sure.
So.
Thank
you,
mister
chair.
If
the
opportunity
to
clarify
the
just
to
clarify
in
the
$100,000
threshold,
that
is
a
threshold
for
the
contracts
that
the
city
enters,
that
the
amount
of
the
contract
with
the
city,
and
so
there
is
not
an
income
minimum
income
threshold
for
the
SUV
P.
Actually,
there
is
there's
not
really
a
maximum
income
threshold,
but
there
are
thresholds
to
ensure
that
the
business
is
actually
small
and
underutilized
those
align
with
the
Small
Business
Administration's
standards
established
by
federal
requirements.
D
First,
I'll
note
that
this
is
a
contracting
program,
so
it
does
not
require
employment
and,
as
far
as
hiring
we
do
think
it's
important
that
contractors
offer
robert
offer
opportunities
to
minority
and
women
minorities
and
women
that
are
interested
in
working
on
these
contracts
and
the
businesses
that
they
own.
We
do
not
mandate
that
they.
The
program
is
not
a
mandate,
we
require
meeting
goals
or
good-faith
efforts
and
as
far
as
mandates
on
or
as
far
as
any
goals
on
utilizing
minority
or
women-owned
firms,
we
don't
specify
that
any
particular
minority
group
is
used.
D
A
I
I
J
I
I
would
like
to
issue
that
director
to
determine
if,
in
fact,
we
can
use
more
positive
language
as
we
were
referring
to
communities
of
color
as
opposed
to
minority,
which
in
my
mind,
and
I
think
in
the
way
that
it's
used
symbolizes
a
deficit,
and
we
we
don't
want
to
continuously
perpetuate
that
language.
Great.
A
I
A
That
clear
all
right
so
that
motion
on
the
table
I'm,
we
already
have
a
move.
So
all
those
in
favor,
please
signify
by
saying
aye
aye,
those
opposed,
say,
nay,
the
eyes
have
it.
That
motion
is
approved.
Thank
you,
council.
Vice
president,
back
to
the
original
item
here,
do
we
out
council
member
Gordon
thank.
F
You
very
much
Jared
Cunningham
I'd
like
to
move
approval
of
the
ordinance
and
really
appreciate
the
work
that
staff
put
into
this
it.
This
was
kind
of
a
formality
because
we
had
to
extend
the
ordinance
after
the
disparity
study
was
completed,
but
I
think
we
did
it
in
a
good
way.
I
really
appreciate
that
we
put
a
little
more
teeth
into
it
and
a
little
more
clarity
about
good-faith
efforts
and
some
penalties
when
people
are
switching
up
subcontractors
and
things
like
that,
so
I
think
that
will
be
significant.
I.
F
Think
we've
actually
made
a
lot
of
good
progress
with
that.
I'll
also
note
my
openness
to
changing
some
of
the
terminology.
I
really
appreciate
Eltham
embraer,
Jenkins,
careful,
read
of
it
and
and
agree
that,
if
that's
not
a
term
that
we
have
to
use,
the
I
would
certainly
entertain
even
changing
the
language
between
now
and
the
council
meeting
to
better
define
it.
F
I
think
we've
at
least
speaking
for
myself
since
I've
been
here
always
heard
their
terminology
and
just
assumed
that
it
was
some
Federal
Rule
that
that's
we
had
to
abide
by
and
if
we
find
out
there's
an
opportunity
for
us
not
to
bec.
Maybe
we
could
just
define
our
own
word
early
on
in
the
ordinance
and
then
use
better
word,
the
rest
of
it
if,
if
we're
so
bound,
so
there
might
be
some
ways
to
get
around
that.
So
hopefully
we
can
find
out
soon.
A
A
So,
council
member
Gordon
has
moved
approval
of
the
amendments
to
small
and
underline
underutilized
business
enterprise
program,
ordinance,
I'm,
paying
procedures
for
administration
and
amending
the
sunset
date.
All
those
in
favor
of
the
motion
please
signify
by
saying
aye
aye,
those
opposed
say
no,
the
eyes
have
it
in
that
item
is
approved.
Thank
you
so
much
for
all
of
your
work
on
that.
So
our
first
discussion
item.
A
So
we
have
today
three
presentations
that
I'm
very
excited
about,
as,
as
we
have
throughout
this
entire
year,
it's
important
that
all
of
the
work
that
happens
that
reports
this
committee,
that
the
committee
members
know
about
it
and
know
the
folks
who
are
behind
it
and
understand
the
passion,
that's
happening
behind
the
work.
We
have
a
lot
of
amazing
city
staff
who
are
doing
really
great
work
and
so
I
see
a
lot
of
new
faces,
and
so
I'm
excited
to
see
you
all
here
and
hopefully
we'll
be
able
to
stay
in
contact
moving
forward.
A
So
our
first
discussion
item
is
receiving
and
filing
a
presentation
on
the
work
of
the
emergency
preparedness
division
of
the
Minneapolis
Health
Department.
We
have
excuse
me
if
I
Pam,
Blixen,
what's
blinkx
preparedness
manager,
health
department
in
the
health
department
will
be
giving
today's
presentation
the
floor
is
yours.
Thank.
H
You
very
much
mr.
chairman
members
of
the
committee,
I'm
Pam
blixt
I've,
been
with
the
city
since
2002
at
the
beginning
of
this
particular
program
and
so
I'm
happy
to
share
some
of
our
work
and
kind
of
orient
you
to
some
of
the
details
of
the
of
the
work
that
we
do
and
the
things
that
were
responsible
for
in
the
city.
H
So,
preparedness,
Public
Health
preparedness
is
really
there
in
times
of
emergencies,
but
all
little
little
incidents
throughout
the
portion
of
anything
that
could
potentially
impact
residents
of
the
city
and
their
and
their
potential
health
and
their
well-being.
So
we
can
be
ready.
We
are
ready
to
respond
to
any
particular
emergency,
large
and
small.
The
one
that's
pictured
here,
of
course,
is
the
one
of
the
larger
ones
that
impacted
a
large
portion
of
residents
of
the
city
on
the
north
side.
H
When
I
first
started
with
the
city,
I
thought
that
that
my
job
would
be
really
easy,
because
I
figured
that
there
was
a
not
much
that
happened
in
the
city
of
Minneapolis,
where
we're
not
on
the
coasts.
We
don't
have
canes.
We
don't
have
earthquakes
that
type
of
thing
and
I
found
out
that
I
was
horribly
wrong.
Things
do
happen
here
and
as
a
matter
of
course,
our
department
has
responded
to
a
number
of
events
each
year,
some
of
them
bigger
than
others.
H
During
the
course
of
my
time
here,
our
department
has,
the
full
department
has
been
deployed
three
different
times,
the
first
time
for
the
35w
bridge
collapse.
Then
for
the
h1n1,
where
we
had
to
vaccinate
thousands
of
people
and
within
the
city
and
then
for
the
north
side
tornado.
Where
we
stood
up
and
ran
a
shelter
for
the
residents
for
three
days,
then
we
ran
a
center
to
provide
services
in
the
Fairview
Park
for
a
week
and
actually
ten
days.
H
H
So
give
you
a
sense
of
our
federal
funding
flow.
Our
work
really
gets
mandated
through
the
Centers
for
Disease
in
Atlanta
Georgia,
and
we
they
they
set
up
our
guidelines
and
they
set
up
our
requirements
on
an
annual
basis
of
the
types
of
work
that
where
we
should
focus
our
efforts,
which
of
the
work
that
we
do
is
really
focus
on
disease
prevention
and
control.
But
we
have
many
other
requirements
that
we
strive
to
work
to
achieve
to
me.
H
All
of
these
capabilities
are
set
up
in
such
a
way
that
they're
measurable,
and
they
are
ones
that
we
can
strive
to
achieve.
They
have
a
goal
for
us
over
a
five-year
period
where
we
are
working
to
meet
all
the
gaps
and
make
sure
that
we
have
addressed
all
the
concerns
within
the
capabilities
so
we're
currently
in
year,
four
of
the
five
years,
and
so
we're
getting
close
to
getting
all
of
our
gaps
met.
H
We
also
are
responsible
for
supporting
any
other
large-scale
efforts
that
would
be
needed
so,
for
example,
large
scale
events.
We
also
do
environmental
health.
If
there
was
sort
of
spill
or
leak,
we
also
do
help
with
continuity
of
operations
within
the
city,
communication
and
education
and
behavioral
health.
H
Today
we
have
a
large
number
of
personnel
within
the
department
who
have
been
trained
and
have
participated
in
a
number
of
exercises
with
us.
We
also
have
available
to
us
mutual
aid.
We
have
agreements,
formal
agreements
in
place
with
over
30
other
health
departments
in
the
metro
region
that
we
could
call
upon
to
assist
us
and
in,
and
they
have
in
the
past,
come
in
to
provide
help
for
our
large
scale
emergencies.
H
H
The
strategic
national
stockpile
is
available
to
us
when
we
add
upon
the
governor's
or
our
mayor's
request,
and
it
has
a
large
number
of
supplies
of
medical
materials,
pharmaceuticals,
different
things
that
we
could
be
potentially
used
in
a
hospital
setting
or
a
mass
care
setting.
That
would
be
available
if
we
needed
to
use
it
in
any
sort
of
type
of
attack
that
we
would
be
undergone.
So
it's
available
within
12
hours
at
our
disposal.
H
We
have
formal
partners
in
place
with
all
of
our
hospitals
and
emergency
management,
our
EMS
partners
throughout
the
region.
We
have
a
coalition
that
we
have
signed
an
agreement
with
to
coordinate
in
the
metro
area
and
then
we
are
part
of
something
called
the
city's
readiness
initiative,
which
is
a
16
County,
Public
Health,
Association
that
we
planned
for
and
prepare
for
large-scale
outbreaks,
and
we
coordinate
both
in
Minnesota
and
with
our
friends
in
Wisconsin.
H
Then
we
have
all
our
other
friends
and
partners,
we
count
our
partnerships
and
as
valuable
resources,
and
they
include
many
community
groups.
Many
other
formal
organizations
such
as
the
Red
Cross
churches,
University
of
Minnesota.
It's
just
like
an
endless
amount
of
folks
who
are
there
to
assist
us
when
we
need
them.
H
One
of
the
things
that
we
have
in
place
in
our
department
is
that
we
have
a
major
partnership
with
our
friends
in
Hennepin
County.
We
coordinate
with
them
to
happen.
We
have
a
formal
contract
with
them
to
do
the
disease,
investigation
and
control,
as
well
as
planning
for
some
of
our
events
for
preparedness.
So
they
too
are
part
of
our
formal
network
that
we
can
count
on.
H
One
of
our
big
challenges
is
that
our
funding
federal
funding
has
continued
to
decrease,
although
in
the
last
few
years
is
pretty
bit
much
been
stable,
and
so
we
are
anticipating
and
that
we
will
continue
to
receive
federal
funds.
But
you
know
we
just
never
know,
and
so
we
just
have
to
put
that
out
there.
That's
that
we
are
heavily
dependent
on
the
folks
at
the
federal
level
for
support.
A
A
A
C
You
mr.
chair
I
just
appreciate
the
presentation
and
all
the
work
and
thought
that
goes
into
all
of
this
planning,
obviously
its
work
that
we
hope
we'd
never
ever
have
to
use
or
need,
but,
as
you've
shown,
there's
been
a
lot
of
instances
where
it's
really
helped
make
a
difference
in
people's
lives
and
can
be
the
difference
between
somebody
living
or
dying
in
a
lot
of
cases.
So
it's
just
greatly
appreciated
all.
Thank
you.
Thanks.
A
Seeing
no
further
questions
I'm
going
to
receive
and
file
this
item,
all
those
in
favor
z'
in
favor
of
the
motion,
please
signify
by
saying
aye
aye,
those
opposed
say
no,
the
eyes
have
it
and
that
item
is
received
and
filed.
So
now
we're
moving
on
to
our
second
discussion
item,
which
is
receiving
and
filing
a
presentation
on
the
environmental
health
division
of
the
Minneapolis
Health
Department
we're
having
a
Health
Department
party
here
today,
the
we
have
Dan
Hawkes
director
of
environmental
health,
who
will
be
giving
today's
presentation.
Mr.
K
K
K
Minneapolis
had
the
very
first
health
inspection
program
in
the
state
of
Minnesota,
one
of
the
cool
things
about
our
our
lineage
or
our
history.
Is
we
used
to
actually
go
out
into
the
suburbs,
or
rather
than
it
was
the
farms
even
into
Wisconsin,
to
inspect
dairy
herds?
Because
USDA
didn't
do
that,
then
we
did
it.
We
would
actually
go
in
any
milk
sold
in
Minneapolis.
We
inspected
the
herd
where
it
came
from
and
I
love.
K
This
picture
here
I
showed
this
to
Patrick
handle
and
then
he
cited
us
for
dumping
in
the
storm
sewer,
but
I
I
think
the
statute
of
limitations
had
expired,
so
we
were
safe,
just
a
quick.
How
I'm
going
to
present
today.
First
I
just
want
to
talk
about
our
Authority
and
then
what
we
do,
how
we
do
it
and
then
what
we
do
to
ensure
quality
here.
So
first
of
all,
this
is
an
old
Health
Department
badge,
as
we
celebrate
our
150
years.
K
I
think
this
is
kind
of
a
cool
old
badge
there,
but
basically
we
operate
today
under
state
authority.
Although
when
we
started
our
program
over
100
years
ago,
it
was
under
Minneapolis
Authority,
but
since
then
the
state
has
become
involved
and
really
the
state
Department
of
Health
and
State
Department
of
Agriculture
are
in
charge
of
enforcing
the
state's
health
codes,
but
they
delegate
that
authority
to
us,
and
so
we
actually
act
as
the
Commissioner
of
health,
with
the
Commissioner
of
Agriculture's
designee
for
Minneapolis.
K
Now
what
that
means
is
we
have
to
fulfill
our
contract
with
them?
We
have
to
do
a
number
of
things
in
order
to
maintain
that
delegation
and
to
have
that
authority,
and
we
are
subject
to
a
state
audit
which
happens
regularly.
So
most
of
our
program
is
state
delegated.
So
you
can
see
all
the
different
type
of
food
things
that
we
inspect,
but
also
we
inspect
swimming
pools
and
our
hotel
or
lodging
facilities.
We
do
our
our
foodborne
and
waterborne
investigation
and
then
plan
review
for
health
code
all
under
that
delegation.
K
So
this
is
pretty
significant
for
us.
We
are
the
only
city,
inspection
program
that
is
actually
audited
by
the
state
for
how
we
do
our
job.
There
may
be
state
rules
like
our
building
official
follows
the
state
building
code,
but
the
Department
of
Industry
labor
does
not
actually
audit
the
inspectors.
K
Department
of
Health
and
Department
of
Ag
will
actually
come
in
and
audit
these
folks
right
here
and
our
program
to
make
sure
that
we're
conforming
to
how
the
delegation
agreement
is
written
and
the
reason
that
is
significant
is
that
in
Minneapolis
in
2010
we
actually
failed
that
on
it
and
we're
at
loss
of
read
scuse
me
losing
the
program
which
actually
did
happen
in
st.
Paul.
So
it
is
a
real
issue
that
we
are
very
diligent
about
making
sure
that
does
not
happen,
but
we
also
have
a
number
of
city
things
that
we
do.
K
City
programs
such
as
green,
to
go
or
styrofoam
van
staple
foods,
tattoo
parlors
laundry,
tanning
food
defense
I'll
talk
more
about
that
later,
and
then
we
support
a
number
of
other
departments
so,
for
example,
civil
rights.
They
don't
have
inspectors
that
go
to
every
restaurant
in
the
city
every
year
lead.
K
So
we
checked
make
sure
ii
save
time.
Poster
has
posted.
If
we
have
issues
when
we
think
people
are
not
grating
sick
time,
we
relay
that
to
several
right
so
that
we
can
begin
or
we
can
be
part
of
their
eyes
and
ears.
It's
a
it's
a
joint
mission
because
we
don't
want
people
working
who
are
sick
because
they'll
get
other
people,
sick,
hood
cleaning
in
order
to
prevent
fires
and
restaurants,
fair
inspection
services
and
regulatory
services
runs
a
cleaning
program.
We
make
sure
that
they
actually
have
been
clean
or
the
on-site
inspection.
K
We
do
play
and
review
for
any
new,
massage
parlors
that
come
in
for
a
city
license.
Also,
if
there's
issues
with
the
vermin
infestation
will
often
go
in
and
and
deal
with
that
and
then
incident
response,
a
lot
of
the
things
that
Pam
just
talked
about
our
staff
are
involved
in
and
then
we
also
are
working
on
human
trafficking.
And
what
can
we
do
as
inspector
since
we're
out
in
the
hotels
to
spot
and
notify
police
about
human
trafficking?
If.
C
C
K
Mr.
chair
council,
member
Johnson-
yes,
that
is
something
that
we
are
always
cognizant
of
and
our
first
job
is
to
perform
our
delegation
agreement.
They
tend
to
increase
over
time,
which
takes
us
more
more
time
and
more
work.
If
we
don't
maintain
those
than
we
lose
our
ability
to
inspect.
So
that's
our
primary
goal
and
then
secondary
is
to
enforce
city
ordinances
that
we
are
charged
with,
such
as
staple
foods
green
to
go,
and
then
the
third
priority
is
in
supporting
our
other
Department
sister
departments
in
city
initiatives.
K
We
in
the
in
2019
recommend
a
budget.
We
will
have
two
fewer
FTEs
than
we
do
currently
right
now
as
far
as
inspectors,
and
so
we're
looking
at
a
number
of
things.
One
of
the
things
that
we
will
have
to
scale
back
on
is
really
stop
all
of
the
city
program
and
initiatives
that
we
currently
work
on
and
enforce
just
because
of
capacity
issues.
K
C
K
Mr.
chair
and
council
member
Johnson,
the
FDA
has
a
model
nationwide
for
enforcing
the
food
code
and
they
recommend
that
you
have
one
inspector
conduct,
no
more
than
250
to
320
inspections
per
year.
The
way
our
work
budgets
out
for
time
that
inspectors
are
inspecting
our
restaurants
and
such
they're
doing
about
400
to
500
inspections
a
year
so
much
higher
than
the
FDA
standard.
Now,
fortunately,
we
have
above
average
inspectors.
We
have
some
incredible
people.
Working
here
are
very
dedicated
and
we
work
very
efficiently.
However,
we
are
stretched
and
are
nowhere
close
meeting.
C
So
what
is
the
rationale
not
to
get
to
in
the
weeds
here
on
the
budget,
because
I
know
we're
budget
presentations
as
well?
But
what's
the
rationale
for
cutting
two
FTE?
Do
you
know.
K
C
Obviously,
extremely
concerning
I
think
in
something
that
we
should
all
be
taking
into
our
budget
discussions
and
considerations,
because
these
are
essential
services
for
the
safety
of
residents
in
Minneapolis
and
if
we
shortchange
that
more
basically
gambling
with
the
safety
of
both
our
residents
and
our
visitors
in
the
city.
So
thank
you
for
all
the
work
you
do
and
to
the
rest
of
the
team.
A
A
K
Chary,
yes,
so
any
of
the
because
the
program
is
delegated
to
the
city
of
Minneapolis.
We
inspect
any
food
at
Minneapolis
parks
or
any
swimming
pools
at
Minneapolis
parks,
all
the
waiting
pools.
You
know
that
it's
the
pools
are
open.
When
you
see
all
these
people
gathering
up
their
blue
pool
kits
and
we
hit
them
all
in
about
a
week.
There's
like
a
hundred
swimming
pools
in
the
parks
is
that
right,
Ryan.
A
K
Right
and
I'll
be
able
to
show
even
more
of
that.
So
what
we
do
we
inspect
3,600
food
establishments
know
this
is
our
numbers
of
month
ago.
These
tend
to
change
because
Minneapolis
keeps
growing
every
time
we
add
into
apartment
building.
We
had
a
couple
of
coffee
shops
in
a
restaurant
or
so,
but
you
can
see
it's
quite
a
wide
variety,
including
one
of
our
best
high
schools
in
the
city.
That's
where
my
son
goes
to
go,
go
Teddy's,
here's
our
swimming
pools,
including
the
that
hot
tub
that
juts
out
over
Lake
Street.
K
K
We
also
do
all
of
our
lodging
facilities,
so
this
is
hotels,
but
it's
also
our
fraternity
and
sorority
houses.
It's
a
number
of
different
board
and
lodging
facilities
such
as
group
homes
and
then
some
of
our
shelters,
such
as
harbor
light
and
other
other
places
as
well,
and
then
we
inspect
our
special
events,
and
this
is
what
takes
an
amazing
amount
of
coordination
and
work
on
our
part.
K
A
K
So
we
in
the
last
year,
in
fact,
with
our
current
staffing
level,
we
did
over
1500
hours
of
overtime,
so
we
assign
people,
but
then
invariably
we
get
last-minute
requests
and
just
to
make
sure
we
can
cover.
Now
what
we're
doing
right
now
we
have
a
triage
mechanism,
we're
actually
only
inspecting
about
half
of
the
vendors
out
there
at
our
at
our
food
events.
K
Give
you
an
idea
of
our
routine
inspections,
I
like
to
compare
it
to
an
annual
physical,
so
go
out
there
and
it's
really
a
top-to-bottom
inspection
of
a
restaurant.
We
we
interview
people,
we
talk
to
them.
You
know
we
look
at
how
do
you?
What
do
you
do
if
somebody
is
sick?
What
what
do
you
exclude
him
for?
How
are
your
temperatures-
and
so
here
are
some
of
the
tools
of
our
careers.
K
K
We
temperature
controls
one
of
our
really
big
things:
here's
a
pH
meter,
if
you
have
you
know,
chem,
fresh
or
anything,
a
fermented
product
or
an
acidified
product,
pickled
product.
We
check
the
pH
to
make
sure
that's
actually
killing
the
bugs.
We
we
check
our
sanitizer
equipment,
make
sure
everything
is
working
correctly.
It's
all
about
making
sure
that
the
conditions
will
prevent
the
growth
of
any
bacteria
or
viruses.
K
Let's
see
here,
there's
nothing
happening
now.
What's
interesting
here.
There
are
eight
hundred
and
ninety
different
standard
orders
within
our
land
management
system
and
the
health
inspectors
have
to
choose
the
correct
one
for
that
correct
situation,
and
in
the
last
year
these
folks
conducted
4,600,
routine
inspections.
So
that's
not
full
annual
physical
and
then
of
those
we
did
1200
reen's
affection.
So
those
are
people
didn't
pass
the
first
time
we
go
back
and
weary
inspect
and
then
they
get
things
fixed
some
people.
K
We
actually
have
to
go
back
a
third
time
and
then
we
serve
ramp
up
our
involvement
with
them
and
we
also
did
1800
other
inspections,
so
those
are
complaints
or
fire
calls
or
plan
review
inspections,
all
sorts
of
things
and
we
issued
25,000
waters.
So
that
means
these
folks
called
25,000
different
things
in
our
restaurants.
They
were
very
thorough
and
is
very
precise.
K
K
We
do
outbreak
investigation
and
the
goal
of
outbreak
investigation.
That's
when
all
of
the
things
that
we
do
didn't
work
and
we
have
the
out-of-body
experience
that
nobody
enjoys
picture
here.
We,
these
are
the
ones
that
we've
had
in
this
last
year.
Some
one
were
pretty
serious.
Oh
and
I
forgot
Cyclospora.
How
could
I
forget
thankless
boards,
the
most
exciting?
When
we
end?
We
had
a
couple
that
were
part
of
national
outbreaks,
both
eco
io
one57,
that's
a
very
dangerous
one.
K
K
We
do
national
events
we
presented
earlier
about
our
our
work
on
the
Super
Bowl,
so
that
was
quite
a
quite
a
fun
and
involved
effort,
but
we
also
do
food
defense.
Now.
Food
defense
is
a
new
area
for
us,
and
this
is
food.
Safety
is
what
these
things
are
used
for.
Food
defense
is
protecting
the
food
supply
from
intentional
tampering,
maybe
corporate
sabotage,
maybe
just
anger,
employee,
maybe
bioterrorism-
and
to
do
this.
K
We've
worked
with
a
lotta
different
partners,
and
the
Super
Bowl
was
where
we
really
rolled
out
a
robust
food
defense
program
and
are
continuing
to
work
on
this
and
just
want
to
thank
our
partners
both
at
mdh
also
FDA
I
forgot
to
put
FD
on
there,
but
FBI
in
the
Minneapolis
Police,
as
we
develop
better
protections
for
our
food
supply,
so
how
we
do
it
well.
We
have
three
guiding
principles
and
these
are
really
important
for
us.
K
Whenever
we
have
a
question
whatever
we
come
with
a
problem,
we
think
okay,
what
are
our
three
guiding
principles?
First,
is
protect
health
and
safety.
Second,
though,
we
always
support
our
businesses
in
we
support
our
community
and
then
third
were
part
of
a
city
that
works.
That
is,
we
fulfill
our
delegation
agreement
were
effective
stewards
of
city
dollars.
K
Everything
we
do
is
done
well,
so
the
base
of
our
program
is
to
fulfill
our
delegation
agreements
of
these
with
MDA.
The
city
brings
about
half
a
million
dollars
of
revenue
for
those
MDA
or
agriculture
facilities
for
mdh
facilities.
We
bring
it
about
four
and
a
half
million
dollars
revenue.
So
these
two
delegation
agreements
are
worth
five
million
dollars
to
the
city
in
revenue,
but
in
addition
to
that,
it
allows
us
to
actually
be
the
inspectors,
not
a
state
inspector.
K
So
if
you're
going
through
and
your
building
inspector
says
this
thing
as
opposed
to
having
then
go
to
the
state
and
ask
what
their
inspector
says
for
health,
they
just
talk
on
their
own
two
floors
away
from
each
other.
So
they
just
talk
and
work
it
out.
So
the
customer
never
has
to
feel
like
they're,
getting
pulled
in
different
directions.
K
K
Difference
in
Minneapolis,
about
70
to
80
percent
of
our
restaurants
are
locally
owned
in
the
suburbs
70
to
80
percent
are
corporate,
it's
really
easy
to
inspect
north
and
some
Bloomington.
They
do
a
great
job,
great
inspectors,
but
when
you
go
to
TGI
Fridays
and
then
you
go
to
Ruby
Tuesday's,
not
a
lot
of
different.
When
you
go
down
Lake
Street,
there
is
no
TGI
Fridays.
There's
no
corporate
run
places
they're
all
local
homegrown,
restaurants
that
are
all
very
different
from
each
other,
a
lot
more
interesting,
but
a
lot
more
challenging
as
well.
K
So
we
provide
free
online
training.
If
you
work
at
a
licensed
establishment
in
Minneapolis,
we
give
you
a
voucher
to
take
these
free
online
training.
You
get
a
certificate
for
each
one.
You
complete,
we
have
created
the
only
Somali
language,
certified
food
manager
course
in
the
u.s.
far
here
here,
dr.
Ferrara
is
pictured
on
the
left.
She
is
a
former
health
inspector.
Now
has
her
PhD
and
she
runs
this
program
for
us.
I
might
add.
K
We
received
from
the
US
Chamber
of
Commerce
foundation,
National
Board.
We
were
one
of
10
awardees
based
upon
this
program
and
our
work
with
the
Somali
community
were
very
proud
of
that.
We
also
have
in-house
food
worker
training.
When
someone
is
really
having
a
hard
time
and
they're
getting
a
lot
of
violations,
we
send
them
a
letter
and
say:
hey
you
got.
A
lot
of
valuation
seems
like
you
might
need
some
help,
we'll
help
you
for
free.
K
We
actually
hire
a
consultant,
not
Austin
and
not
afraid
to
the
health
inspector,
because
they
look
pretty
scary,
sometimes
we'll
go
in
and
provide
hands-on
training
for
their
entire
staff
in
their
kitchen.
Using
the
inspector
report,
as
those
are
the
things
they
need
to
work
on
really
an
amazing
program,
we
offer
we've
got
this
food
safety
photo
guide,
we've
developed,
we
got
videos
that
are
in
six
different
languages,
some
of
them
featuring
our
own
staff.
K
We've
developed
these
new
posters
and
we
have
them
now
as
magnets
on
your
basic
food
safety,
and
we've
worked
with
a
private
consultant
who
is
helping
us
get
from
our
technical
language
to
an
easier
to
read
format.
So
they're
creating
these.
For
us,
we
got
checklist
and
we
did
business
forms
our
we
partnered
with
the
mayor's
office
and
councilmember
Warsaw
me
to
host
a
forum
for
the
entire
city.
All
the
city
departments
for
our
Somali
business
owners
had
over
200
attendees
non
city
staff
attendees
at
that
we're
very
proud
of
these.
K
We've
got
some
folks
who
said
you
know
what
there's
a
lot
of
things.
You
have
to
know
when
you're
a
new
business
owner
for
a
food
business,
we
want
to
be
able
to
provide
a
Welcome
Packet,
so
we
developed
a
Welcome
Packet
and
on
the
very
first
inspection
there
area
inspector
sits
down
with
them
and
shows
them
here
all
the
things
that
we
provide
for
you
and
here's
how
you
can
use
them.
If
you
use
these
tools
we've
created
for
you,
it's
going
to
go
a
lot
easier
for
you.
K
It's
also
about
developing
that
personal
relationship.
Each
inspector
is
assigned
a
district,
so,
for
example,
Kara
Cunningham
Logan
here
inspects
your
district
or
your
award,
and
it's
about
making
that
relationship
so
that
if
a
business
has
a
question,
they
can
just
call
up
their
inspector
and
say
hey
what
do
I
do
about
this,
because
we're
always
there
to
help
now
how
we
ensure
quality
is
with
Kathy
right
here.
K
We
actually
do
a
lot
of
things.
One
is,
we
have
very
highly
trained
staff
in
order
to
be
a
health
inspector,
you
have
to
have
a
college
degree
with
at
least
30
hours
of
science
are
pretty
science,
and
most
folks
are
a
science
major
of
some
description.
You
have
to
be
a
registered
environmental
health
specialist
within
2
years.
That's
a
national
test.
It's
I
took
organic
chemistry
in
college,
and
this
makes
organic
seem
like
easy,
easy
cake.
The
registered
and
brahman
health
specialists
test
is
incredibly
difficult.
K
We
have
to
do
emergency
preparedness
training
because
we
do
participate
in
a
number
of
exercises
with
our
health
department
and
we
have
a
lot
of
languages
here.
A
lot
of
languages
are
represented
language
proficiency
and
that's
important
so
that
we
can
better
serve
our
constituents.
Three
of
our
folks
have
master's
degree
will
even
have
a
doctor.
We
have
a
veterinarian
on
our
staff
all
right,
so
we
have
standard
operating
procedures
because
we
are
inspected
by
the
state
are
audited
by
the
state.
K
We
have
to
be
very
precise
in
how
we
do
our
business,
so
we
have
how
thick
is
this
Cathy
hundred
pages
or
so
yeah?
So
one
of
the
things
that
Cathy
does
is
she
trains
everyone
to
follow
our
field
guide?
We
also
have
created
marking
instructions.
So
there's
what
eight
hundred
and
fifty
different
standard
orders
got
to
make
sure
you
call
the
right
one
under
the
right
situation,
so
Cathy
and
Bob
or
a
colleague
the
other
senior
health
inspector
have
helped
these
market
instructions.
So
in
every
case
this
is.
K
K
The
other
thing
that
Bob
and
Cathy
are
is:
they
are
actually
standardized
food
safety,
inspection
officers,
the
SF
si
C's
of
our
group
I
just
made
that
acronym
up
they're
actually
the
way
standardization
works
is
an
FDA
person.
Standardized
is
a
state
standard
and
then
standardizes,
Cathy
and
Bob.
They
go
out
into
the
field
and
they
do
eight
parallel
inspections
and
Cathy
Bob
have
to
call
everything
the
exact
same
way
as
that
state
standard
does
I,
think
you're.
A
lot
of
them
is
just
a
few
right
and
Bob.
K
Even
actually
Bob
and
Cathy
together
figured
out
that
Bob
at
gun
called
one
wrong.
They
followed
it
up
and
they
were
right.
The
standard
was
wrong,
so
I
was
loving
when
we
show
up
this
state
very,
very
precise
though,
and
then
they
standardized
all
of
our
staff
and
let's
see
right
now,
bill
and
Dane
are
already
standardized.
Nic
is
standardized,
Canada
is
undergoing
standardization
as
well
as
Hugh
stow
and
we're
working
through.
So
everyone
gets
standardized,
and
if
you
don't
have
that
pass,
you
got
to
do
it
again
until
you
get
it.
K
They
also
conduct
technical
meetings.
Every
month,
all
will
have
a
an
hour
meeting
on
how
you
call
part
of
the
plumbing
code
and
make
sure
everyone's
doing
it
just
right,
and
then
we
also
do
peer
inspections.
This
is
what
I
love,
because
I
get
to
go
out
in
the
field
with
an
inspector,
but
each
of
them
get
team
together.
So
it
builds
camaraderie
and
also
hey.
How
do
you
see
this?
How
do
you
look
at
this
making
sure
we're
building
consistency?
We've
even
started
doing
it
with
Hennepin
County,
so
state
food
code.
K
We
should
be
calling
it.
The
same
as
other
jurisdictions,
and
then
we
have
a
number
of
additional
projects
that
we've
been
working
on
with
counseling
report
and
health
and
safety
issues
around
entertainers
in
our
sexual
earnest.
'as
has
been
an
ongoing
project.
Dane
has
been
one
of
the
primary
workers
on
that
providing
our
protocol
and,
as
Pam
mentioned,
were
working.
We
had
five
of
our
team,
who
have
been
very
involved
in
coordinating
issues
at
the
Hiawatha
and
I
know.
Story
would
be
complete
of
our
food
lugging
pools
without
our
most
famous
businessman.
K
Here
was
his
j-kwon
Faulkner.
This
is
a
buddy
of
mine
and
joined
him
for
lunch
when
he
was
up
at
the
fire
station.
He
get
a
Jake
one
gave
me
a
little
junior
firefighter
badge
that
I
I
put
on
my
phone
so
that
I
couldn't
always
remember
him.
While
this
was
a
great
story,
this
is
not
a
one-off.
This
is
a
representation
of
those
guiding
principles.
I
talked
about
everything,
Jake
Wan
did
he
had
his
permit.
His
permit
was
paid
for
right.
K
We
don't
waive
permit
fees,
you
set
the
permit
fees,
we
just
enact
him
now.
We
help
pay
for
it.
For
his
first
permit,
he
had
to
meet
all
the
rules,
all
the
regulations
he
had
to
had
a
hand-washing
station
as
the
monitor
we
helped
him
get
that,
but
he
had
it
and
we
trained
him.
He
met
the
rules
for
health
and
safety.
We
did
whatever
we
could
to
support
him
in
his
business.
K
We
hooked
him
up
to
neon,
which
is
one
of
our
great
partners,
one
of
the
C
peds
B
tapper
providers,
and
it's
it's
great
how
the
story
is
taken
off,
but
the
main
story
is
this
is
what
we
do
every
day,
and
it
just
so
happens
that
this
one,
the
press
picked
up
and
ran
with
it
really
ran
with
it.
I
I
was
amazed.
I
had
calls
from
South
Africa
thanking
us
for
our
work
on
this,
but
this
is
what
we
do
every
day.
So
thank
you.
Thank.
A
A
F
A
K
The
program
was
audited
by
the
state
and
we
failed
well.
Last
year
we
got
this
award
from
the
state
from
mdh
a
certificate
of
recognition
for
our
entire
program
and
all
the
work
we
do
is
specifically
focusing
on
the
work
that
we
have
done
on
outreach
to
our
entrepreneurs,
especially
our
our
new
arrival
new
American
entrepreneurs,
and
this.
I
G
K
I
might
add
to
this
is
something
I'm
also
quite
proud
of.
If
we
look
at
the
city
survey,
the
2006
employee
engagement
survey,
this
group
right
here
had
the
highest
employee
engagement
of
any
operating
department
in
the
city.
They
were
ninety
two
point:
eight
percent
employee
engagement,
so
they
loved
their
work,
they're,
incredibly
hard-working
and
the
things
they
do
to
keep
all
of
us,
safe,
I
sure
do
appreciate.
Thank
you
guys.
A
A
You
may
have
met
sooner
than
thank
you
all
right.
Well,
thank
you
so
much
and
on
that
I
see
no
further
or
see
no
questions
or
comments.
I,
move
to
receive
and
file
this
item.
All
those
in
favor
of
the
motion
please
signify
by
saying
aye,
those
opposed
say
no,
the
eyes
have
it
and
that
item
is
received
in
file
filed.
M
Afternoon,
chair
Cunningham
by
vice
president
Jenkins
and
committee
members,
thanks
for
having
us
today,
my
name
is
Cassidy
gardener
and
I
oversee
the
civil
rights,
equity
division
and
I'm.
He
also
the
director
of
the
urban
Scholars
Program,
so
I'm
here,
to
tell
you
a
little
bit
about
our
program
and
about
the
amazing
results
that
we're
seeing.
M
Sometimes
these
programs-
it's
just
about
feel-good,
which
we'll
get
to
those
stories,
but
we've
undertaken
an
evaluation
in
a
longer-term
strategic
planning
process
and
getting
back
some
of
the
results
that
I
think
you
all
will
be
excited
to
hear
about.
I
would
like
to
start
by
introducing
our
team
moved
here.
I
have
Maria
Lee.
She
is
the
city
of
Minneapolis
site
coordinators,
so
she
is
the
one
who's
responsible
for
all
the
scholars
who
are
heat
placed
here.
She
manages
those
folks
plus
their
supervisors.
M
We
have
Brittany
Rice,
who
is
the
urban
Scholars
Program
Manager,
and
she
manages
all
of
our
partnerships
with
our
organizations
that
also
host
scholars,
as
well
as
managing
our
leadership
and
professional
development
training
which
I'll
get
into
in
a
minute.
We
also
have
Jasmine
Logan,
who
is
temporarily
in
our
office
but
she's,
supporting
our
work
as
a
program
assistant
for
the
next
couple
of
months
and
then
I
am
also
joined
by
a
number
of
city
employees
who
have
gone
through
our
program.
M
We
have
Jamil,
we
have
Haley,
we
have
Abdullahi,
we
have
led
here,
Gene,
Kelly,
Ratana
and
Nick,
and
so
these
are
the
faces
of
the
folks
who
have
gone
through
the
urban
Scholars
Program
and
are
just
employed
here
at
the
city
we
have
IT
represented
the
mayor's
office.
We
have
C
ped
in
a
couple
of
different
divisions.
We
have
civil
rights,
of
course,
and
NCR
and
I
would
like
to
just
note
that
we
had
our
first
hire
in
the
council
offices.
I
M
So,
just
to
show
you
where
we're
gonna
go
in
this
conversation,
just
an
overview.
I'm
gonna
do
a
little
bit
of
background.
I
know
that
you
all
are
probably
already
familiar
with
the
program,
but
I
have
some
answers
to
some
of
the
questions.
I
most
often
hear
from
our
elected
officials
and
our
departments
so
to
begin
urban
scholars
is
a
the
city's
leadership
and
professional
development
internship
program
that
provides
students
from
diverse
racial
and
ethnic
backgrounds.
A
distinctive
professional
experience
focused
on
gaining
essential
leadership
skills
and
creating
resume
building
career
pathways.
M
Our
mission
is
to
provide
students
from
diverse
racial
and
ethnic
backgrounds.
The
distinctive
professional
experience
that
I
had
just
mentioned
some
background
on
where
that
comes
from
I
know
that
none
of
you
are
strangers
to
the
2010
economic
policy.
Institute's
report
uneven
pain,
but
that
report
showed
that
Minneapolis
is
leading
the
nation
with
the
worst
unemployment
disparities.
What
some
folks
don't
know
is
that
Austin
algernon
came
back
actually
through
Wells
Fargo
and
did
a
deeper
dive
into.
Why
does
Minneapolis
have
the
disparities
that
they
see?
M
M
In
response
the
city
of
Minneapolis,
along
with
the
advocates
for
human
rights,
the
University
of
Minnesota,
Human,
Rights
Center,
and
a
couple
other
partners
held
a
conference
in
December
of
2011
called
one
Minneapolis,
a
call
to
action
to
discuss
the
racial
disparities,
and
one
of
the
things
that
bubbled
to
the
top
was
the
need
to
undertake
the
racial
equity
work
here
at
the
city
and
so
in
2012.
The
Council
passed
resolution
2012
our
456
supporting
equity
and
employment
in
Minneapolis
in
the
region
and
wanted
to
lead
by
example.
M
So
was
born
urban
scholars
in
2012,
the
city
welcomed
its
first
inaugural
cohort,
selecting
and
placing
eight
scholars
so
2010
that
was
almost
a
decade
ago.
Where
are
we
now?
The
city
still
doesn't
reflect
the
community
that
we
serve.
This
is
pulled
from
our
HR
dashboard.
We
have
72
percent
of
our
employees
are
white,
28
percent
are
people
of
color.
M
Urban
scholars
is
able
to
operate
outside
of
our
normal
hiring
practices,
and
so
we've
been
able
to
develop
some
really
unique
tools
related
to
recruitment
related
to
addressing
hiring
bias,
our
selection
process,
and
what
that's
resulted
in
is
that
our
program
participants
are
88,
percents
people
of
color
and
12
percent
white
students,
so
urban
scholars
has
three
goals
and
my
staff
will
tell
you
that
everything
we
do
are
tied
to
this.
You
can
question
them
at
any
given
point,
but
our
goals
are
up
there.
M
I
won't
read
them,
but
each
of
these
goals
ties
back
directly
to
the
root
causes
that
were
outlined
in
the
uneven
pain
report.
Our
evaluation
that
I
had
just
spoken
of
has
also
gone
back
to
confirm
that
those
are
still
the
same
reasons
and
while
it's
been
a
decade,
we
still
haven't
seen
much
movement.
So
this
is
where
oftentimes
I
hear
okay,
but
why,
as
urban
scholars
different,
what
makes
urban
scholars
different?
M
How
is
it
anything
other
than
just
an
internship
program,
our
hiring
practices,
the
way
we
recruit
and
engage
with
students
and
our
programming
sets
us
apart.
So
everything
our
team
does
ties
back
to
those
root
causes
of
the
employment
disparities
and
we
have
uniquely
woven
through
a
racial
and
social
justice
lens
in
each
of
those
in
each
of
those
touch
points.
So,
let's
get
into
the
nuts
and
bolts
I.
Don't
want
to
bore
you
too
much,
but
in
case
you
don't
know
the
urban
scholars
into
internships
structure.
M
We
run
from
the
end
of
May
until
August
students
spend
32
hours
a
week
in
meaningful
work
placements
in
their
departments
and
then
8
hours
a
week.
They
participate
in
the
Leadership
Institute
commonly
known
as
us
Li.
So
our
first
goal,
like
I
said,
was
to
provide
leadership
and
professional
development
training.
M
They
also
receive
leadership
development
we
partnered
early
on
with
wilder
and
Shannon
Institute,
which
is
a
mid-career
leadership
development
program
which
really
focuses
on
values-based
leadership
and
how
to
apply
those
in
a
workplace
setting,
and
then
we
use
Toastmasters
for
public
speaking.
The
one
thing
that
isn't
captured
here
and
can't
be
captured
in
a
binder
or
a
tutorial
or
a
teaching
guide
is
what
we
provide
in
this
space
is
oftentimes
where
students
can
come
together.
M
Young
young
professionals
can
come
together
to
talk
about
what
it's
like
to
be
in
their
placements,
whether
it's
intergenerational
differences
between
leadership
and
themselves,
whether
it's
facing
microaggressions
in
the
workplace.
We
provide
a
safe
space
for
students
to
really
unpack
what
it
means
to
be
your
authentic
self
in
public
sector,
what
it
means
to
be
working
within
the
institutions
that
so
many
of
these
students
are
hoping
to
change,
and
we
spend
a
lot
of
time
unpacking.
All
of
that.
M
Our
second
goal
is
meaningful
work.
Urban
scholars
has
set
out
to
reclaim
the
term
intern.
You
shouldn't
need
professional
experience
to
get
an
internship,
and
that's
one
of
the
things
that
we
find
here
in
the
city.
Is
that
often
times
departments
are
able
to
just
simply
select
someone
whether
it's
someone
they
know
they
can
put
up
a
an
advertisement.
M
They
can
fill
these
temp
positions
without
having
to
move
beyond
the
boundaries
of
the
groups
that
they
know
are
continuously
involved
with,
and
then
there's
no
one
really
monitoring
that
work,
and
so
we
work
really
closely
with
our
departments
and
with
our
supervisors.
We
work
across
all
agencies
to
help
create
and
craft
meaningful
work,
so
these
students
and
young
people
aren't
just
getting
coffee
they're,
not
just
doing
data
entry
they're,
creating
products
that
are
being
used
across
the
city.
This
includes
voter
engagement
plans.
Community
engagement
work
this.
M
This
includes
just
a
plethora
of
opportunities
and
pieces
that
have
left
a
lasting
in
mark
on
the
city.
Finally,
our
third
goal
is
related
to
building
those
networks.
When
the
program
started,
we
were
really
focused
on
making
sure
that
department,
heads
and
students
got
the
opportunity
to
sit
down
and
meet,
but
what
we
found
was
is
that
if
you
have
a
sophomore
in
college,
they
do
their
internship,
they
don't
come
back
for
two
years.
They
apply
for
a
job
that
relationship
while
department
heads
are
extremely
gracious
and
will
say
yeah.
M
You
can
put
me
down
as
a
reference
most
of
the
time
folks
want
to
hear
what
work
ethic
they
have.
What
was
their
work
product
light
and
department
heads
are
just
too
far
removed,
timewise
and
in
overseeing
their
work,
and
so
we've
that
is
still
an
essential
part
of
our
program.
But
the
meaningful
network
has
really
come
from
our
cohort
model
of
learning.
M
What
we
found
in
year,
seven
is
that
a
number
of
our
former
scholars
are
now
in
hiring
manager,
positions
and
so
they're
able
to
look
down
on
resumes
and
see
urban
scholar
and
know
that
that
brand
means
something
it's
part
of
a
larger
network,
a
larger
community
and
the
cohort
has
allowed
to
build
lasting
relationships
and
I.
Think
that
all
of
these
folks
would
agree
with
that.
M
We
also
do
one-on-one
with
department
leadership.
We
do
networking
training
and
we
do
mentoring,
so
urban
scholars
by
the
numbers-
here's
the
fun
stuff,
so
the
city
of
Minneapolis
started
in
2012
with
eight
placements
and
in
2018
we
had
46
placements.
That
is
one
per
department
plus
council
I'm
sure
that
you
were
all
in
very
crowded
quarters,
because
we
had
11
scholars
up
in
council
offices
this
past
year.
M
My
budget
currently
funds
approximately
23
scholars,
but
we've
been
able
to
increase
that
number
in
two
ways.
One
departments
have
continued
to
commit
to
this
program.
Our
brand
means
something
around
City,
Hall
and
departments
are
willing
to
put
dollars
towards
that,
and
so,
when
c
ped
decides
that
they
want
three
scholars.
M
The
second
reason
we're
able
to
expand.
Our
number
is
because
of
our
partners,
so
the
number
of
scholars-
the
growth
of
the
program-
has
really
been
in
those
other
placements
that
we
had.
So
we
had
46
here
in
the
city,
but
we
had
72
placements
at
our
partner
organizations.
That's
the
state
minneapolis
public
schools.
They
were
all
listed
in
that
opening
slide.
M
But
what
we've
been
able
to
do
is
we've
been
able
to
take
our
fixed
costs,
such
as
recruitment,
our
selection
process
materials
and
we're
basically
able
to
by
having
these
partner
come
partners
come
on
board
have
been
able
to
divide
those
fixed
costs
and
the
cost
savings
for
us
have
then
been
able
to
fund
additional
partners.
So
when
we
talk
about
urban
scholars,
there's
the
city's
program,
which
we
have
the
46
amazing
folks
who
are
here,
the
72
other
folks.
M
So
some
of
our
results
in
2018
15%
of
our
urban
scholars,
continued
working
at
their
placements
after
the
summer
ended.
The
federal
number
is
about
7%,
so
just
right,
there
2018.
These
are
students.
Some
of
them
have
graduated
some
of
them
haven't
we
just
conducted
a
huge
evaluation
of
including
a
long,
long
jeopardy
study
in
which
we
found
that
60%
of
our
scholar,
alumni
are
currently
employed
in
the
public
sector,
with
41%
of
them.
M
Having
had
a
position
at
one
of
our
partner
organizations,
that's
unheard
of
in
public
sector
internships
retention
is
extremely
hard,
and
so
that
is
a
is
a
number
we're
extremely
proud
of
over
95%
of
our
alumni
credit
urban
scholars
with
helping
them
to
get
where
they
are.
Today
we
have
96
percent
who
say
that
they
were
more
satisfied
about
their
career
path
after
completing
urban
scholars
and
that
they've
used
what
they've
learned
96%
of
our
supervisors
said
that
they
would
hire
their
scholar
if
that
was
possible,
so
numbers
only
told
part
of
the
story.
M
L
Good
afternoon,
chair
Cunningham
vice
president
Jenkins
and
the
rest
of
committee
members,
so
my
name
is
Jasmine
Logan
I
work
within
the
equity
division
of
Civil
Rights
Department.
The
work
I
do
is
directly
focused
on
the
urban
Scholars
Program
I.
Do
content,
review
and
assessment
to
help
inform
curriculum
changes
and
enhancements
for
the
next
cohort.
So,
however,
my
passion
for
the
program
goes
well
beyond
my
work.
Test.
I
participate
in
the
program
for
four
summers.
L
Since
I
started
as
a
scholar
in
2015
I've
been
able
to
work
within
two
city
departments,
where
I
was
able
to
do
everything
from
data
analysis
and
summer
reporting
to
actually
leading
the
design
and
development
of
a
departmental
career
pathways
program,
which
was
geared
towards
enhancing
the
promotion
and
retention
of
people
in
color
and
women
within
that
department.
I've
also
been
able
to
serve
as
a
leadership
in
the
professional
development
facilitator
for
the
urban
Scholars
program,
which
is
a
role
that
has
greatly
shaped
my
current
professional
goals.
L
This
program
has
not
only
afforded
me
with
the
opportunity
to
enhance
my
professional
skills,
but
it's
also
instilled
within
me
a
greater
sense
of
confidence
to
bring
my
own
values
and
passion
into
my
work
and
also
empowered
me
to
find
my
own
sense
of
leadership
when
I
first
began
as
an
urban
scholar
in
2015
I.
Remember
telling
a
lot
of
my
friends
that
I
would
love
to
work
someday
for
a
program
just
like
this.
L
A
M
You
jasmine,
so
just
to
give
you
a
little
bit
of
a
preview
of
what
we
have
in
store
for
2019
we're
not
going
to
close
the
employment
disparities
with
72
interns
or
118
interns.
But
what
we
do
know
is
that
that
is
an
opportunity
to
each
year,
not
only
work
with
the
scholar
but
work
within
organizations.
So
that's
118
supervisors,
that's
118,
work
teams
and
we
have
had
the
opportunity
to
go
in
and
do
training
across
organizations
and
agencies
that
host
these
scholars,
and
so
that's
where
the
systemic
change
is
coming
in.
M
We
believe
that
it's
going
to
do
a
disservice
to
these
students
who
we
so
so
invest
in
if
they
get
into
these
organizations
and
it's
not
a
place
where
they
want
to
stay.
We
know
through
the
greater
MSP
work
that
were
not
retaining
young
people
of
color
at
the
same
rates
as
their
white
counterparts,
and
so
our
work
can't
just
be
with
the
scholars
and
the
work
extends
beyond
that
to
our
partners
and
their
organizations
and
we'll
continue
to
do
that
work
and
into
2019.
M
We
hope
we
will
continue
to
do
this
work,
we're
hoping
that
we
will
place
more
scholars
working
with
the
organizations
to
make
sure
that
when
we
recruit
that
there
are
the
opportunities
afterwards
for
them
to
stick
around
and
we're
gonna
continue
to
make
process
improvements
based
on
the
employee,
based
on
the
evaluation
that
we
just
underwent
to
make
this
a
program
that
is
really
something
supervisors
can
use
and
the
scholars
some
challenges,
staffing
capacity.
Our
program
has
grown
from
eight
to
a
hundred
and
eighteen
and
our
staff
has
our
staff.
Size
has
stayed
the
same.
M
She
donated
so
much
time
through
her
facilitation
training,
she's
served
on
our
ambassador
as
an
ambassador
for
our
program,
and
we
invested
in
her
for
four
years,
and
we
don't
have
a
position
for
her,
and
so
we
will
continue
to
work
alongside
HR
and
departments
to
make
sure
that
the
positions
that
were
placing
scholars
in
are
not
just
kind
of
second
hand.
Work
are
not
just
these
positions
of
like
nice
to
have
work,
but
are
really
training
up
these
young
people
to
fill
the
positions
that
we
know
will
be
open.
M
The
final
piece
is
just
maintaining
our
brand.
The
students
we've
heard
overwhelmingly
from
them
that
it
matters
that
they
have
open
scholar
on
their
resume
and
so
as
we
expand
both
internally
as
we
expand
to
other
partner
organizations
and
as
they
try
to
make
the
program
fit
their
organization,
we
believe
that
it's
essential
to
make
sure
that
that
racial
equity
and
that
social
justice
line
lens
is
woven
throughout
no
matter
who's,
hosting
no
matter
who
is
leading
this
work
within
those
organizations.
We
want
people
to
see
urban
scholars
on
a
resume
and
know.
A
I
For
me
and
and
my
and
the
work
that
we're
trying
to
do
in
the
ward
8
office-
and
you
know,
I
just
I-
think
it's
really
just
critical-
that
we
continue
to
do
this
work
and
then
Jasmine
spoke
of
creating
pathway,
programs
within
other
depart.
And
so,
while
these
72
or
108
18
positions
alone
won't
close
the
gap.
But
the
ripple
effect
will
certainly
play
a
large
role
in
in
closing
some
of
those
gaps.
I
So
I
commend
you
all
on
your
hard
work
and
and
commitment
to
yourselves
and
in
looking
yourselves
up
and
taking
advantage
of
these
types
of
opportunities
and
thanks
to
the
civil
rights
department
and
your
staff,
and
you
miss
Kanye
for
your
work
and
helping
to
bring
these
young
people
along
is
really
commendable.
So
thank
you.
Mr.
M
F
Thank
you
and
I
appreciate
the
report.
I
am
I,
think
back
in
2011
or
whenever
we
first
passed
that
racial
equity
resolution
we
definitely
called
out,
and
it
was
actually
inspired
very
much
by
employment
disparities
and
led
us
to
that
point,
and
we
said
we
were
going
to
lead
by
example
and
I.
Think
we've
been
doing
that
with
this
program
in
particular,
and
I
really
appreciate
that
I'm
delighted
to
see
such
success
with
it.
F
I
was
curious
about
the
72
and
and
first
of
all,
that
kind
of
shows
that
maybe
we're
leading
by
example,
because
we
started
this
program
in-house
and
then
it
took
a
few
years
and
then
others
were
interested
enough,
that
we
could
help
them
do
that
who
are
the
partners
and
as
it
looked
like
anybody's
gonna,
take
it
up
on
their
own,
maybe
I
just
missed.
Oh
there
they
are
at
the
mr.
M
Chair
council,
member
Gordon,
our
partner
organizations
over
the
past
few
years
have
been
the
minneapolis
public
public
schools.
The
minneapolis
are
the
Metropolitan
airports,
Commission
United
Way,
the
state,
SOTA
and
19
of
their
agencies,
the
force
forth
judicial
courts,
the
Park
Board
Hennepin
County
and
the
Metropolitan
Council
and
those
are
our
partners.
They
all
have
varying
numbers
of
participants
in
their
program
right
now.
F
M
Mr.
chair
comes
member
Goodman.
Yes,
that
owns
member
Gordon.
That
is
that's
correct.
Metropolitan
Council
has
a
very
robust
internship
program
and
we've
actually
seen
results
that,
since
they've
taken
on
urban
scholars,
their
other
internship
program
has
increased
in
diversity.
Their
pool
of
candidates
has
become
extremely
diverse
in
comparison
to
where
they
were
prior
to
the
program
and
they
have
taken
our
program
and
our
materials
and
they
are
administering
their
cohort
in-house.
That's
correct,
yeah.
F
Have
we
given
any
thought
to
replicating
this
program
for
other
levels
of
work?
If
that
makes
any
sense
to
you,
so
we
definitely
want
to
diversify
all
sorts
of
divisions.
You
don't
necessarily
think
about
urban
scholars.
This
may
be
fitting
with
the
beginning
level
of
Public
Works
or
maybe
even
the
police
department,
please
being
a
police
officer
a
firefighter
and
they
know
have
their
pathways
and
all
of
that,
but
I'm
not
sure
if
they
have
cohorts
I'm,
not
sure
if
they
have
the
same
kind
of
training
and
support
system.
F
M
A
Thank
you.
I
just
want
to
also
throw
out
there
because
I
was
thinking,
for
example,
about
the
City
Assessor,
having
a
pathway
program
for
City
Assessors
and
would
love
to
be
able
to
figure
out
ways
to
be
able
that
the
council
can
be
of
support
with
making
the
connections
between
those
various
pathway,
programs
and
the
different
departments.
I
did
have
a
question.
The
original
budget
request
for
urban
scholars
was
150,000,
30,000
was
included.
Can
you
explain
what
the
ask
for
150,000
was
yeah.
M
Absolutely
mr.
chair
council
members,
my
initial
budget
was
based
on
wage
increases.
Currently,
the
state
of
Minnesota,
who
is
one
of
our
I,
would
say
our
biggest
competitor
in
terms
of
placements
for
scholars
pays
their
scholars,
18
dollars
and
62
cents
an
hour.
We
start
our
scholars
at
16,
so
that
$30,000
is
to
just
bring
those
23
positions
up
to
be
competitive
with
our
largest
competitor,
which
is
the
state
of
Minnesota.
M
That's
still
under
many
of
our
public
or
private
corporation
internships
target
starts
there
folks
at
19
3m
is
that
I
believe
21
Cargill
is
at
22
dollars
an
hour.
It
was
also
in
response
to,
as
the
minimum
wage
goes
up.
We
want
to
make
sure
that
we're
valuing
the
work
that
these
young
people
are
doing,
because
this
isn't
just
pushing
papers.
This
is
high-level
professional
work
that
they're
contributing
to
and
leading
the
other
asks
were
related
to
the
50
requests
that
I
received
this
year
for
placement.
M
We
weren't
able
to
place
scholars
in
all
of
them
and
a
substantial
amount
of
time
for
my
staff
and
I
were
working
with
departments
on
scraping
together
funds
to
place
those
46.
There
is
a
want
and
a
need
to
place
scholars,
but
my
budget
only
allows
23.
So
a
chunk
of
that
150
was
to
be
able
to
provide
at
least
one
scholar
to
every
department
plus
to
every
council
office
if
they
so
so
wish,
and
then
the
remainder
of
those
dollars.
M
We
have
a
number
of
nonprofit
partners
across
the
Metro
who
are
interested
in
supporting
this
work
and
in
hosting
urban
scholars.
We've
had
requests
from
arts
organizations
like
the
MIAA,
the
Walker,
the
Minnesota
Opera,
all
the
way
to
some
of
our
our
other
partners
in
our
work,
so
neon
emerge
project
for
pride
in
living.
These
are
all
organizations
that
would
love
to
partner
with
us,
but
don't
have
the
funds,
and
so
the
additional
dollars
were
to
replicate
the
step-up
model,
which
is
for
those
nonprofits
to
help
subsidize
wages.
M
A
A
Well,
when
we
see
that
88
percent
of
program
participants
are
young
people
of
color,
we
have
to
be
intentional
about
paying
them
well
and
and
reflecting
back
that
work
is
appreciated
and
and
seen
so
I
just
want
to
throw
that
out
there
for
us
to
really
take
into
consideration.
I
have
a
question
or
comment
from
councilmember
Conover
yeah.
E
I
think
you,
mr.
chairman,
so
we've
had
the
pleasure
of
hosting
urban
scholars
and
our
office
before,
and
we've
had
to
learn
sort
of
how
to
integrate
that
energy
and
talent
into
our
office,
because
everything's
so
fast-moving
and
the
projects
are
so
different
day
to
day.
And
you
know
on
the
city
council
end
of
it,
you
might
wake
up
thinking.
This
is
my
work
plan
for
the
day
and
you
get
into
the
office
and
it
completely
changes
based
on
an
emergency.
E
That's
happening
or
a
motion,
that's
being
brought
forward,
so
I
have
a
lot
of
respect
for
the
urban
scholars
that
have
worked
with
the
council
before,
because
I
think
it
is
kind
of
a
different
type
of
organizational
culture
that
that
is
not
the
easiest
to
navigate.
But
I
just
wanted
to
kind
of
put
a
couple
of
things
on
the
table
and
see
if
we
can
kind
of
work
on
these
things,
obviously
not
here,
but
as
the
program
develops.
E
One
thing
that
I've
noticed
is
I
think
the
importance
to
smore
more
specifically
solidify
the
notion
of
networking
with
within
the
cohorts,
because
I've
seen
that
it
takes
a
while
for
for
me
to
sort
of
get
through
to
to
the
interns
this.
This
notion
that
you're
in
a
very
well
connected,
well
resourced
environment
and
that
notion
of
networking
is
really
important
and
so
would
love
to
see
that
fortified
in
the
curriculum.
E
Somehow
just
as
a
reminder,
you
know
if
you
guys
have
sessions
every
week
or
every
month,
just
to
check
in
and
say
you
know.
How
are
things
going
because
I've
had
to
personally
sit
down
with
my
urban
scholars
and
say
like
have
you
sat
out
a
one-on-one
with
so-and-so
this
week,
and
can
you
make
sure
you
have
a
one-on-one
with
somebody
else
every
week
so
that
component
of
it
is
it's
interesting
to
me
that
how
the
working
piece
happens
and
is
valued
and
supported?
E
The
other
component
was
the
notion
of
community
involvement,
and
so
talking
about
how
and
eight-to-five
is
not
going
to
necessarily
lead
to
an
8
to
5,
especially
in
this
kind
of
work
and
maybe
I'm
talking
very
specifically
specifically
about
the
City
Council
kind
of
political
end
of
things
where
many
of
us
didn't.
You
know,
necessarily
get
this
job
by
just
showing
up
to
an
8
to
5.
E
Like
a
engineer,
you
know
traffic
engineer
where
you
just
you
know
you
go
to
school
and
then
the
the
line
to
that
type
of
work
is
very
clear
and
direct,
whereas
with
some
of
these
other
things,
especially
as
you
look
at
jobs
at
the
neighborhood
and
community
relations
office.
If
you
look
at
the
ways
that
we're
trying
to
rethink
policing
if
you're,
looking
at
things
that
the
Health
Department
is
doing,
there's
just
so
many
connections
to
things
that
happen
outside
of
that
5
p.m.
E
deadline
and
even
in
the
community
over
the
weekends
when
it
comes
to
community
festivals
and
business
development
and
growth
for
communities
of
color.
All
of
those
things
really
connect,
and
so
I'd
love
to
also
explore
what
that
looks
like
in
the
curriculum
moving
forward
and
then
lastly,
I
just
curious
about
this
component
of
I
know
you
all
have
trainings
that
kind
of
maybe
professional
trainings
that
happen
regularly
or
are
sessions
where
you
all
get
together
to
study
or
analyze.
A
topic
I'd
be
curious
to
know
your
thinking
around.
E
What
would
it
take
to
actually
use
those
sessions
to
produce
some
kind
of
a
formal
certificate
in
either
conflict
management
or
project
management,
something
that
the
individual
can
walk
away
with
and
show
to
any
future
employer,
whether
it's
government
or
private
sector
or
nonprofit
or
schools,
where
you
know,
let's
see
instead
of
being
four
sessions
by
four
different
guest
speakers
on
like
what
is
your
job?
Like
or
how
did
you
learn
how
to
do
it?
E
It's
more
like
here,
four
sessions
and
conflict
management
and
at
the
end
of
this
you're
gonna,
be
like
a
conflict
management
like
trained
person
or
something
like
that.
So
I'm,
just
kind
of
brainstorming
on
that,
because
I
don't
know
enough
about
how
many
sessions
you
would
have
per
year
to
accomplish
that.
E
But,
for
example,
one
thing
I
see
in
our
team
is
the
ability
to
you
know
just
have
like
the
social
media
communication
skills
Pat,
you
know
having
them
have
that
be
really
down
on
your
resume
or
list
of
expertise
as
well
as
project
management,
because
we
just
manage
so
many
different
things
within
the
city
that
any
organization
would
love
to
have
I.
Think
somebody
who
can
say
I've
had
12
sessions
on
project
management,
and
this
is
and
I
know
how
to
do
it
in
here.
M
Mister
chair
councilman
Burke
on
oh
thank
you
for
that
feedback
and
I
would
be
happy
to
follow
up
with
you
on
how
some
of
the
work
we're
already
doing
aligns
with
your
thoughts
there.
I
will
say
that
one
of
the
things
that
I've
worked
really
intentionally
on
at
the
behest
of
director
horrible
is
returning
scholars
and
when
I
took
the
program
over,
there
was
about
a
two
percent
return
rate.
M
In
the
past
three
years,
we've
seen
almost
50%
of
scholars
want
to
return,
and
what
that
has
resulted
in
is
tiered
programming,
and
so
the
training
that
students
get
their
first
year
is
really
foundational,
and
we
don't
again,
you
don't
need
to
have
had
a
job
or
you
don't
need
to
have
had
professional
experience
to
get
an
internship,
and
so
at
a
certain
point
we
we
kind
of
have
to
do
a
baseline.
So
we
do
things
like
Dress
for
Success
and
time
management.
Training
I
mean,
while
most
of
our
students
don't
need
it.
M
We
set
a
really
good
foundation,
but
when
students
come
back
their
second
year,
they
do
get
project
management
training
and
we
are
within
our
evaluation.
Our
strategic
planning
process
looking
into
ways
to
have
a
more
formal
certificate
where
it's
recognized
and
approved
by
whether
it's
the
Institute
for
professional
development
or
if
it's
sponsored
by
one
of
our
schools,
but
some
sort
of
certificate
that
captures
those
leadership
and
professional
development
skills
and
I
will
I
would
be
happy
to
follow
up
with
you
to
kind
of
capture.
A
A
presentation
on
how
robust
that
was
so
shout
out
and
also
I,
just
have
to
say
that
one
of
the
the
great
parts
that
I
got
to
experience
as
a
supervisor
who
worked
with
an
urban
scholar
is
the
level
of
pride
that
I
have
that
she
was
hired
by
the
council.
Vice
president,
like
that's
pretty
fancy
and
so
I
feel
like
all
right.
You
know,
so
it's
really
nice
to
also
be
able
to
help
support
leadership
and
help
young
folks
be
able
to
step
in
to
really
cool
positions.
A
Working
for
really
cool
people,
doing
really
cool
things.
So
so
just
wanted
to
say
that
and
say
thank
you
for
all
of
your
leadership,
because
you
stepped
into
this
program
and
and
have
turned
it
into
what
it
looks
like
and
what
it
looks
like
is
very
Brown,
which
is
exciting,
because
we
don't
necessarily
see
that
reflected
as
the
number
showed,
and
so
you
what
you
are
doing,
we
need
to
replicate
not
only
with
internships
but
as
we
hire
here
at
the
city
and
so
I
think,
there's
lots
of
good
lessons
to
be
learned.