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From YouTube: July 24, 2019 Committee of the Whole
Description
Minneapolis Committee of the Whole Meeting
https://lims.minneapolismn.gov/
A
Good
afternoon,
I
am
going
to
call
this
regular
meeting
of
the
committee
of
the
whole
for
Wednesday
July
24
2019.
To
order
my
name
is
Andrea
Jenkins
and
I
am
the
chair
of
this
committee
with
me
at
the
diet,
our
council
members,
Palmisano
hitmen
trader
council
president
bender
councilmember,
fletcher,
Connell
and
Gordon.
Let
the
record
reflect
that
we
do
have
a
quorum
and.
A
B
Afternoon,
the
strategic,
strategic
and
racial
equity
action
plan
started
as
an
idea,
a
shared
value
that
the
deputy
city
coordinator,
Andrea,
Larsen
and
I
saw
in
aligning
the
city's
traditional
strategic
planning
process
and
the
new
charge
from
this
body
to
develop
a
racial
equity
action
plan.
In
response
to
the
needs
of
this
body
in
the
mayor's
office,
we
divide
the
process
by
which
we
would
have
a
single
plan
that
included
measurable
goals
with
clear
metrics,
by
which
Department
could
set
priorities
and
align
their
work.
B
The
strategic
and
racial
equity
action
plan
was
to
serve
as
a
compass
and
formed
by
racially
disaggregated
data
and
ensuring
that
our
actions
towards
the
goals
would
result
in
focused
measurable
impact
within
a
three-year
period.
It
is
a
vision
that
you
and
the
mayor
embraced
and
one
that
enabled
us
to
build
upon
significant
engagement.
The
city
has
done
over
the
years.
It
serves
as
a
vehicle
to
elevate
and
propel
bold
work
and
form
by
excuse
me,
constituents
across
our
internal
operations
and
out
into
the
community.
B
This
process
would
challenge
us
to
use
new
ways
of
thinking
and
planning
our
work
centering
racial
equity,
to
ensure
that
the
metrics
we
use
to
measure
progress
effectively
tell
us
where
we
are
reducing
disparities.
This
final
chapter
of
the
sweep,
as
its
fondly
referred
to
we'll
be
asking
that
we'll
be
asking
you
to
approve
today,
realize
this
decisions
that
you
championed
and
the
clear
commitment
to
addressing
racial
disparities.
The
residents
in
and
around
the
region
look
to
Minneapolis
to
do
before
we
dig
in
to
the
core
of
the
presentation.
B
I
also
want
to
acknowledge
in
a
Campbell
and
Melanie
placin
ski
who,
taken
on
the
lion's
share
of
this
work
this
year,
along
with
Department
process
owners,
many
of
whom
you'll
hear
from
today
to
complete
the
final
chapter
that
we
will
present
their
leadership
that
they
provided
in
community
engagement
and
department
level.
Support
for
housing,
Public,
Safety
and
economic
development
has
been
invaluable.
B
The
process
owners
for
these
policy
areas
will
share
their
work
today
and,
as
you
did
for
the
first
chapter,
we
will
ask
you
to
take
action
and
adopting
the
strategic
needs
that
they
share.
Adopting
the
strategic
needs
for
Public,
Safety,
Housing
and
Economic
Development
will
result
in
finalizing
the
strategic
and
racial
equity
action
plan.
B
So
as
a
reminder
back
in
December
2018,
this
body
adopted
for
operational
priority
area
strategic
needs
around
workforce,
spend
data
and
community
engagement.
Today,
as
I
mentioned,
we'll
have
an
update
on
two
of
these
specifically
looking
at
the
spend
diversity
area,
because
that's
an
area
where
we
have
existing
processes
and
the
work
of
this
reap
implementation
is
really
about
how
we're
enhancing
an
existing
process.
The
other
area
that
you'll
hear
from
today
is
on
the
data,
the
racially
desegregated
data
for
this
area.
B
The
primary
areas
of
focus
today
are
going
to
be
on
a
three
external
policy
priorities.
So
what
I'm,
sharing
now
are
the
initial
draft
strategic
needs
statements
that
this
body
provided
back
to
staff
in
February
of
2019,
asking
us
to
use
the
same
process
that
we
use
for
our
operational
priority
areas?
That
process
was
referred
to
as
the
metric
of
urgency
process
or
the
vital
few
process.
B
So
before
we
have
our
process
owners
come
up.
I
want
to
just
remind
everyone
about
what
exactly
is
in
this
reap
or
the
strategic
racial
equity
action
plan.
There
are
the
six
components
of
it
for
each
of
the
different
policy
areas.
Is
that
strategic
need
statement
that
key
policy
issue
that
we've
identified
set
on
those
priorities?
That
council
has
set
you'll
hear
from
our
process
owners
today
for
public
safety,
economic
development
and
housing?
How
those
strategic
needs
have
been
refined.
B
You'll
also
see
the
problem
statement,
the
key
lagging
indicator
which
helps
us
measure
at
the
end
of
a
process
whether
or
not
we've
made
progress,
the
metric
of
urgency,
which
is
a
leading
indicator
which
allows
us
to
measure
progress
throughout
the
process,
those
vital
few
projects
being.
What
are
that
core
two
or
three
possibly
activities
that
we're
looking
to
to
implement
as
departments
in
order
to
actually
meet
the
goal?
B
And
then,
lastly,
the
goal
itself,
but
just
wanting
to
remind
to
reinforce
that
it's
the
strategic
needs
statement
that
this
body
will
adopt
in
the
same
way
that
you
did
for
the
operational
priority
areas
and
the
reason
I'll
be
focused.
Strict
specifically
on
the
strategic
need
is
because
we
understand
that,
as
we
implement
this
work,
some
of
the
other
areas
might
shift
as
we
begin
to
act,
to
execute
some
of
these
vital
few
projects.
B
B
Sorry,
one
last
thing
so
for
the
final
chapter
again
this
these
three
bullet
points
in
the
top
for
housing,
we're
gonna,
hear
from
Kemp
Keller
who's,
our
director
of
regulatory
services,
we'll
hear
from
David
Frank
Forum
from
economic
development
policy,
priority
area
and
Sasha
cotton
will
represent
Public
Safety
for
those
updates
on
our
operational
priority
areas
will
hear
from
KC
Carl,
who
is
a
process
owner
around
racially
disaggregated
data
and
Danielle
Felton
ballsack?
Who
will
talk
about
the
diverse,
spend.
C
C
So
when
meeting
with
community,
there
was
an
initial
important
decision
that
was
made
to
shift
the
focus
over
from
evictions
to
involuntary
displacement.
We
did
this
because
of
mounting
evidence
that
notices
to
vacate
and
other
forms
of
soft
displacement
amount
to
a
shadow
system.
The
insight
led
to
the
clear
strategic
need
of
reduce
involuntary
displacement
in
rental
housing
for
black
indigenous
people
of
color
and
immigrant
communities.
C
This
work
has
also
prompted
us
to
think
critically
about
the
unique
relationship
the
city
has
with
rental
property
owners,
which
you
can
read
in
the
statement
on
the
right
and
how
we
might
better
utilize.
The
rental
license
process
to
reduce
involuntary
displacement
and
the
strategic
need,
and
its
rationale
are
both
supported
by
a
number
of
metrics
and
data
points.
C
The
problem
overview
for
this
issue
area
has
three
components.
The
first
is
that
black
indigenous
people
of
color
and
immigrant
communities
experience
evictions
at
a
higher
rate
than
white
communities
in
Minneapolis.
The
number
of
formal
evictions
were
particularly
high
in
zip
codes.
Five,
five,
four:
oh
four,
five,
five,
four
one
one
and
five
five,
four
one,
two
corresponding
two
wards:
four
five
and
nine
seconds
evidence
suggests
that
black
indigenous
people
of
color
in
immigrant
communities
also
experienced
rental
displacement.
Even
before
the
situation
reaches
the
formal
eviction
process.
Analysis
of
calls
to
home
lines.
C
Tenant
hotline
show
that
they
received
nearly
as
many
calls
about
notices
to
vacate
as
they
do
around
evictions
and
that
the
year-over-year
number
of
notice
to
vacate
calls
is
on
an
upward
trend.
The
third
component
to
the
problem
overview
is
property
maintenance,
poor
maintained
units
affect
housing
stability.
The
number
one
reason
for
calls
to
home
line
is
around
repairs
and
when
we
look
at
3-1-1
data,
we
see
that
repaired
needs
are
disproportionately
affecting
the
same
zip
codes
that
experienced
these
high
rates
of
evictions.
C
The
three
indicators
of
success
teamed,
the
terms
these
lagging
indicators
have
also
been
identified
of
them.
The
count
and
percent
of
eviction
filings
and
judgments
has
reliable
data
available,
as
the
other
indicators
are
harder
to
measure,
though
we
start
to
get
insights
through
the
home
line.
Data
I
mentioned
earlier,
which
provides
insight
into
that
second
indicator:
around
notices
of
a
cait
and
other
communication
to
residents.
C
Moving
on
to
the
metrics
of
urgency,
you'll
see
that
we're
actively
recognizing
the
relationship
between
poorly
maintained
units
between
that
and
displacement
and
the
leverage
point
the
city
and
specifically
regulatory
services
has
with
rental
property
owners.
Our
draft
metrics
of
urgency
focused
on
improving
the
lived
experience
of
people
who
rent
their
homes.
They
include
positive
movement
within
the
tier
sign
months,
the
number
of
service
requests
and
attendance
at
our
rental
property
owners
workshop.
C
Ilithyia
was
just
a
quick
slide
on
rental
housing
related
initiatives
that
are
happening
in
addition
to
the
s
rape
work.
This
work
is
not
happening
in
a
vacuum.
The
projects
listed
here
range
from
those
that
are
in
development
to
those
that
are
being
newly
implemented.
I've
positioned
our
high-level
policy
guidance
to
the
left.
If
these
are
the
initiatives
that
both
set
our
approach
and
hold
us
true
to
our
values,
relationships
both
internal
and
external
and
staffing
related
work
are
also
critical
to
making
gains
there
in
the
middle
there.
C
These
are
the
spaces
where
we
either
in
gain
or
lose
capacity,
depending
on
how
strong
we
are.
And
finally,
the
right
two
columns
are
the
outputs,
they're,
the
ordinances
and
the
programs
that
the
public
sees.
Thank
you
for
your
time.
I
will
turn
the
presentation
over
to
David
Frank
to
cover
the
economic
development
area.
D
Thank
you,
madam
chair
committee,
members
David
Frank
from
C
ped
I'm
here
to
talk
about
the
council
identified
business
ownership,
priority
among
black
indigenous
people
of
color
and
immigrant
communities
as
a
priority,
witness
within
the
city's
overall
racial
equity
agenda
and
we're
here
today.
As
you
know,
for
you
to
adopt
the
strategic
need
within,
among
others,
the
economic
development
goal
area
as
Kim
described
within
the
S
reap
process.
D
In
our
words,
and
in
our
actions,
the
stakeholders
involved
wanted
us
to
focus
on
supportive
resources
and
in
those
resources
to
move
beyond
reacting
to
businesses
who
come
and
knock
on
our
door
towards
being
more
strategic
and
proactive
about
reaching
out
to
businesses
owned
by
people
of
color.
You
will
see
that
we
revised
the
strategic
need,
as
you
can
see
here,
to
increase
the
number
of
Minneapolis
based
businesses
owned
by
people
of
color
and
increase
businesses
with
by
POC,
as
it
says,
your
ownership
that
are
still
in
business
after
five
years.
D
D
This
is
a
dynamic
ecosystem
and,
although
the
disparities
data
capture
a
moment
in
time,
the
reality
is
not
static
and
it
is
not
linear,
as
new
businesses
are
starting,
others
are
closing
and
regionally
the
growth
in
businesses
owned
by
black
indigenous
people
of
color
and
immigrants,
outpaces
that
of
white
owned
businesses,
but
to
close
the
gaps
in
business
ownership.
Overall,
we
must
do
both.
We
must
enable
business
startups
to
flourish,
and
we
must
provide
the
resources
and
Hung
going
supports
to
keep
our
existing
businesses
owned
by
black
indigenous
people
of
color
and
immigrants.
D
Open
you'll,
see
in
our
goal
on
the
right.
We
have
chosen
to
focus
on
the
retention
or
survival
of
businesses
owned
by
black
indigenous
people
of
color
and
immigrants
that
that
we
interact
with
not
only
is
retention
key
for
increasing
o
numbers.
It's
also
where
many
of
the
city's
levers
may
be
most
effective,
and
it's
an
opportunity
to
demonstrate
that
we
value
the
business
owners
were
black
indigenous
people
of
color
and
immigrants
who
have
already
taken
risks
as
entrepreneurs
and
that
we
are
here
to
help
them
flourish
from
a
practical
perspective.
It's
worth
noting.
D
We
also
only
know
about
the
businesses
we
know
about
and
interact
with
directly
or
through
our
partners.
I'd
like
to
take
a
moment
on
data
to
acknowledge
that,
in
this
Airy
area,
timely
and
actionable
data
is
a
challenge
at
a
high
level.
The
content
that
we
have
been
using
is
informed
by
robust
and
long
range
data
that
exists
at
a
national
and
regional
level
and
for
long
multi-year
periods,
but
for
smaller
geographies,
like
the
city,
for
instance,
and
for
annual
or
even
more
frequent
reporting
equivalent
data.
D
We've
captured
some
of
this
sentiment
with
our
problem
statements,
improving
the
data
we
collect
and
understand
about
who
our
businesses
owned
by
black
immigrant
people
of
color
and
him
indigenous
people
of
color
and
immigrants
are
as
well
as
our
program.
Outcomes
are
as
well
as
our
program
outcomes
will
allow
us
to
better
inform
business
owners
about
what
supports
we
have
available
and
allow
us
to
do
a
better
job
tailoring
the
services
we
offer
to
fit
their
needs
and
I
don't
have
an
extra
slide
as
Kim
did,
but
I
will
tell
you.
D
There
are
some
things
we're
doing
already
in
this
direction.
Last
year
we
implemented
Salesforce
a
customer
relationship
management
tool
to
allow
improved
tracking
across
programs,
especially
between
business
development
and
our
small
business
team,
and
we're
in
the
process
of
broadening
that
implementation,
to
make
the
program
available
to
more
people
and
across
more
programs.
D
With
the
move
of
the
small
business
team
to
see
ped
earlier
this
year,
we
continue
to
align
our
work
and
improve
our
collaboration
and,
as
you
may
know,
we're
in
the
process
of
a
program
review
for
a
business
technical
assistance
program
and
we
are
evaluating
the
effectiveness
and
racial
equity
impact
across
our
financing
tools.
So
thank
you
and
I
will
turn
it
over
to
Sasha
for
Public
Safety.
E
If
you
want
to
acknowledge
the
hard
work
that
has
gone
into
this
from
racial
equity,
as
well
as
the
stakeholders
from
across
the
city,
Enterprise
and
other
folks
will
help
to
contribute
to
this.
The
Minneapolis
Police
Department
was
a
key
partner
in
this,
and
thanks
to
AC
Joe's
for
being
here
to
sort
of
walk
us
through
the
process.
So
our
strategic
need
was
to
increase
the
number
of
black
indigenous
and
people
of
color
ages,
10
to
24
years
in
Minneapolis
who
participate
in
high-quality
youth
development
programming.
E
We
focused
on
high
that
high
quality
youth
development
programming
because
we
really
see
it
as
a
prevention
factor
for
young
people
and
people
in
general
being
involved
with
violence.
We
recognize
that
thinking
about
youth
development
helps
us
to
protect
young
people
from
a
variety
of
negative
outcomes
were
particularly
thinking
about
the
issue
of
violence.
E
This
becomes
critically
important
in
the
process
we
had
stakeholders
from
across
the
enterprise,
as
well
as
some
community
voices
that
did
help
to
participate,
and
particularly
our
community
investors
seemed
to
be
very
focused
on
looking
at
the
issues
that
related
to
young
people
and
their
exposure
to
violence
and
really
focusing
on
ways
that
we
could
prevent
the
violence
from
happening
before
it
started.
So,
thinking
about
this
from
a
public
health
standpoint,
we
would
call
it
primary
prevention.
E
There
is
significant
overlap
in
thinking
about
communities
that
are
deeply
impacted
by
violence
and
parts
of
the
city
that
have
high
concentrations
of
communities
of
color.
This
is
information
that
we
were
able
to
affirm
through
our
research
and
evaluation
team,
so
we're
operating
with
some
limited
data
I
think
it's
also
important
to
note
that
the
health
of
did
a
preliminary
survey
on
community
interests
around
violence
prevention
and
the
number
one
piece
that
people
reported
wanting
to
be
better
addressed
was
the
youth
violence
and
the
exposure
of
young
people
to
violence.
E
So
we
feel
like
this
is
consistent
with
what
we've
heard
communities
say
about
what
they'd
like
to
see
happen.
Research
suggests
that
there's
no
single
issue
that
indicates
whether
or
not
a
person
will
become
a
victim
or
a
perpetrator
of
violence,
but
that
it's
really
a
combination
of
factors
and
being
able
to
focus
on
risk
and
protective
factors,
particularly
as
we
talk
about
youth
development
is
really
thinking
about
those
protective
factors
and
how
we
can
help
get
out
in
front
of
the
problem
before
it
starts.
E
So
with
the
problem
overview,
the
presence
of
protective
factors
can
lead
to
substantial
reductions
in
young
people
who
have
significant
risk
factors
for
involvement
with
violence,
and
there
have
been
a
significant
gap,
and
this
is
not
a
gap
specifically
from
the
city,
but
it's
a
gap
across
the
gamut
at
the
federal
state,
city
and
foundation
level.
Around
funding
for
high
quality
youth
development
programs.
Over
the
last
10
years,
we've
seen
declining
numbers
in
all
kinds
of
youth
development
programs
in
Minneapolis
within
the
city.
We
focus
on
why
Mac,
which
is
the
youth
Minneapolis
after-school
program?
E
It's
currently
funding
minneapolis
public
schools,
community
education
program,
Parks
and
Rec
youth
line,
Hennepin
County
Libraries,
the
teen
tech
center
and
minneapolis
youth
congress
when
it
was
created
in
93,
the
annual
allocation
was
a
million
dollars.
It's
now
down
to
three
hundred
and
six
thousand
dollars.
So
we
can
see
how
that
dramatic
divestment
could
lead
to
outcomes
related
to
fewer
programs,
fewer
young
people
being
able
to
access
those
programs
that
we
know
can
lead
to
improve
outcomes
on
particular
on
public
safety.
E
Also
at
the
state
level
in
2002
and
2003
in
the
biennium
biennium
excuse
me,
state
after
school
grants
were
allocated
at
around
11
million
dollars
since
that
time,
we'll
since
2009.
Actually
there
have
been
no
state
after
school
funding,
so
that
means
that
that
funding
source
has
been
completely
wiped
out
for
not
only
Minneapolis
but
across
the
state.
So
we're
seeing
the
consequence
of
that
with
young
people
having
a
lack
of
proper
after-school
programs
and
activities
to
keep
them
engaged.
E
Looking
at
private
funders
in
2009,
the
two
main
after-school
providers
at
the
state
gave
16
million
dollars
in
2008.
Those
two
same
funders
were
only
able
to
allocate
four
million
dollars
towards
after-school
funding,
so
we
can
see
again.
This
is
just
to
illustrate
how
the
decrease
in
funding
across
the
board
has
really
led
to
fewer
opportunities
for
young
people
to
stay
engaged
and
just
pivoting.
E
To
my
own
personal
note,
my
grandmother
used
to
always
say
and
I
don't
mind
is
a
devil's
workshop,
and
so
you
can
see
that
sometimes
in
young
people
having
a
lack
of
opportunity
to
engage
in
healthy
programming,
focus
on
arts
and
sports
and
learning
new
opportunities,
but
primarily
focusing
on
engaging
with
adults
who
care
about
them.
How
that's
made
a
difference
over
the
years
and
how?
When
we
don't
have
that,
we
see
young
people
sometimes
exposed
to
things
that
we
don't
want
to
see
them
involved
with
such
as
violence,
the
key
lagging
indicators.
E
We
want
to
make
sure
that
programs
are
culturally
responsive,
we're
not
saying
that
every
program
has
to
focus
on
culture
and
ethnicity,
but
we
do
want
to
make
sure
that
the
programs
available
are
going
to
reach
the
communities
that
we're
talking
to
by
looking
at
the
number
of
programs
available
and
the
number
of
people
participating
in
each
of
those
programs
we'll
be
better
able
to
ascertain
the
lagging
indicators
around
that
music
moving
forward.
The
goal
is
given
a
public
safety
policy
area
is
goal
oriented.
E
We
want
to
make
sure
that
the
interest
in
the
value
is
in
setting
federal
goals
around
increased
protective
factors,
particularly
around
the
population
we're
talking
about
so
young
people,
ages,
10
to
24
of
color,
with
a
focus
on
African,
American
and
indigenous
populations.
This
goal
allows
for
clear
measurements
from
readily
available
information
and
will
also
allow
us
to
pull
over
from
other
sources
moving
forward.
E
The
vital
few
in
this
is
to
establish
a
permanent,
stable
source
of
funding
for
supporting
establishment,
maintenance,
delivery
of
high-quality
cultural,
responsive
youth
development
programming.
Again
this
will
cut
across
a
variety
of
jurisdictions
and
would
really
have
the
city
looking
to
partner
across
the
board,
with
lots
of
different
stakeholders
to
increase
those
investments
and
also
is
to
implement
a
system
for
monitoring
and
reporting
the
existence
of,
and
participation
in
programs
in
minneapolis
by
neighborhood.
So
right
now
we're
not
able
to
capture
how
many
young
people
are
actually
participating
in
the
wide
range
of
programs.
E
We
can
capture
the
programs
that
the
city
funds,
but
we're
not
able
to
capture
that
information
across
the
board
to
get
a
better
snapshot
of
what
young
people
are
experiencing
on
a
day
to
day
basis
around
programming.
So
we'd
like
to
be
able
to
measure
that
and
know
whether
or
not
those
programs
are
high
quality
and
what
the
outcomes
are
that
young
people
are
experiencing
and
with
that
I
would
close
and
I
will
turn
it
back
over
to
it's.
F
G
So
the
three
things
that
you've
already
adopted,
which
include
the
use
of
data
and
enterprise
spin,
are
touching
upon
not
just
these
three
strategic
areas,
these
focus
areas,
but
everything
that
the
city
is
doing
so,
bringing
that
lens
of
strategic
focus
and
racial
equity
into
the
day-to-day
operations,
and
one
of
those
issues
that
I'm
speaking
to
is
the
use
of
racially
disaggregated
data
in
how
the
city's
policy
work
is
done.
So
this
need
speaks
to
using
racially
disseminated
data
for
decision-making
in
the
council's
legislative
process.
It's
already
been
adopted.
G
What
I,
really
wanted
to
focus
on
in
the
respect
of
your
time
is
where
we
are
right
now
on
this.
So,
as
you
can
see
on
this
slide,
the
clerk's
office
is
looking
very
closely
with
our
racial
equity
partners
have
put
together
a
timeline
on
how
to
operationalize
goal.
One
of
our
priorities
is
to
make
sure
that
all
of
the
rca's
that
are
coming
forward
through
the
committee
process
have
a
filtering
system
in
place
that
require
departments
to
spend
time
looking
at
the
recommendations,
they're
bringing
forward
and
to
think
strategically
about
the
racial
equity
lens.
G
So,
as
you
can
see
here,
we've
got
a
timeline
that
says
by
the
end
of
2020.
We
hope
to
have
not
only
a
tool
in
place
in
a
partnership
with
the
RCA
that
comes
forward
to
all
of
the
committee's.
That
would
allow
us
to
stop
and
check
what
was
the
recommendation
and
has
there
been
a
consideration
of
the
racial
equity
lens?
G
It
would
also
allow
us,
through
race,
equity
and
clerk,
working
together
to
report
to
you
how
successful
that
process
has
been
on
a
regular
basis
in
terms
of
our
are
the
items
that
we,
the
staff
bringing
forward
going
through,
that
filter
process.
Are
we
considering
that
and
to
that
end,
race
equity
has
done
some
comparative
research.
Looking
at
how
similar
assessments
are
done
in
partner
jurisdictions
are
comparative
comparable
jurisdictions.
We
received
some
technical
assistance
from
the
government
Alliance
on
race
and
equity,
of
which
we
are
a
proud
member.
G
We've
looked
at
other
communities
mentioned,
such
as
the
cities
of
Madison
Seattle,
also
Noma
County.
We've
talked
about
using
the
legislative
information
management
system
so
that
we
can
automate
that
tool
available
to
all
departments
as
they
submit
their
requests
for
committee
actions
and
then
we're
trying
to
determine
thresholds
working
in
partnership
not
only
with
race
equity
division
that
all
departments.
G
What
is
that
impact
level
where
a
race
equity
impact
analysis
needs
to
be
done
every
time
and
where
are
their
discretionary
periods,
where
there
might
be
actions
that
don't
need
that
item
to
come
forward
so
similar
to
a
fiscal
impact?
Analysis?
That's
done
on
budgetary
requests.
This
would
put
that
racial
equity
impact
analysis
in
place.
G
We
are
going
to
consider
a
variety
of
implementation
approaches
which
would
include
piloting
the
assessment
with
a
department
on
a
project
utilizing
this
with
specific
RCA
file
types
and
then
partnering
with
departments
on
utilizing
that
assessment
and
rolling
out
training
on
how
to
make
sure
is
consistently
utilized.
That
finishes
my
presentation
and
I
will
turn
it
to
Danielle.
Thank
you.
Thank.
I
H
H
The
first
is
goal-setting
and
the
second
is
supporting
goals
through
the
creation
of
tools.
So
earlier
this
year
we
work
with
our
partner
greater
MSP,
through
the
support
of
the
mayor's
office,
to
establish
to
establish
standardized
industry
classifications
for
our
active
vendor
list.
Why
to
establish
historical
spend
at
the
department
level
in
order
to
create
a
baseline
for
establishing
achievable
future
departmental
goals
when
that's
juxtaposed
with
the
known,
diverse
spend,
as
indicated
in
the
recent
disparity
study,
greater
MSP.
H
If
you
look
at
the
pie
chart
on
the
screen,
greater
MSP
was
able
to
establish
industry
classifications
for
41%
of
our
active
vendors
for
the
remaining
59%.
The
workgroup
is
working
closely
with
civil
rights
and
their
continued
work,
with
keen
consulting
to
attach
standardizations
to
the
remaining
active
vendors.
Our
ability
to
do
this
will
not
only
help
to
create
a
baseline,
but
it
will
provide
a
reliable
future
system
of
measurement
at
the
departmental
and
enterprise
levels.
Later
in
this
meeting,
Val
McCarville
of
civil
rights
we'll
be
discussing
in
greater
detail.
H
The
workgroups
proposed
30%
enterprise
wide
goal
resolution
now.
Secondly,
the
workgroup
is
focused
on
tool
generation,
a
goal
without
the
creation
and
dissemination
of
supports
in
which
to
achieve
a
goal
will
result
in
one
frustration
and,
more
importantly,
the
inability
to
achieve
the
goal.
So
with
that
said,
the
workgroup
is
currently
working
on
a
systemized
way,
a
forecasting
spend
by
piggybacking
and
analyzing
the
forecasting
mechanism
and
response
in
support
of
black
Business
Week.
H
B
Talked
a
little
bit
about
what
happens
after
the
strategic
needs
for
for
housing.
Public,
Safety
and
economic
development
are
adopted
through
a
council,
and
it's
really
just
on
monitoring
apart
and
reporting.
Essentially,
the
work
that's
coming
out
of
this
reap
is
largely
elevating
existing
work
that
sits
inside
of
Department
and
helping
us
isolate
and
focus,
and
as
a
result
of
that,
we're
not
intending
to
create
new
reporting
or
monitoring
mechanisms,
but
instead
leveraging
mechanisms
that
are
already
in
place.
B
Specifically.
The
racial
equity
Community
Advisory
Committee
that
was
established
by
this
body
has
a
charge
through
a
Council
resolution,
to
provide
regular
updates
to
the
community
on
the
city's
progress
for
advancing
racial
equity,
our
office
staffs
that
committee
and
we're
working
with
them
now
on
figuring
out
exactly
what
that
looks
like
the
racial
equity
steering
committee,
also
established
by
this
body
through
a
council
resolution,
has
a
role
to
come
back
and
to
provide
regular
updates
on
the
city's
racial
equity
work.
B
Both
of
these
two
bodies
are
again
existing
bodies
inside
of
the
city,
who
have
a
charged
through
council
legislative
action
to
provide
updates,
and
they
will
continue
to
do
so
with
the
elements
of
the
street,
as
well
as
a
broad
racial
equity
work
that
the
city
is
doing.
In
addition
to
that,
we're
aware
that
there
are
already
fisting
reporting
mechanisms,
we
have
our
results,
Minneapolis
process,
which
is
going
to
likely
be
informed
by
this
work.
That's
happening
in
the
street
as
well
as
existing
reporting
relationships.
That
departments
have
within
council
committee.
A
F
You,
madam
chair
and
I,
know
an
enormous
amount
of
work,
and
many
many
people's
time
went
into
all
of
this
that
we're
hearing
relatively
quickly
compared
to
all
of
that
effort.
But
I
do
have
a
few
specific
questions
and
maybe
I'll
just
ask
them
all
and
see
if
it
makes
more
sense
for
asmar
Stevens
to
answer
or
one
of
the
particular
individuals
we've
heard
some
from
so
far.
The
first
question
was:
are
we?
F
The
third
question
is
related
to
the
third
strategic
need.
This
is
the
last
question,
which
is
that
it
seems
to
me
a
little
bit
different
from
the
other
two
in
terms
of
its
level
of
specificity
and
particularly
its
focus
on
youth
development.
So
I
just
wondered
again
either
to
you
or
to
miss
cotton
with
that
one
will
we
also
be
looking
at
bigger
picture
outcomes
related
more
specifically
to
public
safety
using
this
as
kind
of
a
more
specific
example,
or
is
the
intention
really
just
to
focus
deeply
on
youth
development
through
this
process?
F
B
The
committee
of
the
whole
to
take
today
is
really
around
saying
that
the
strategic
needs
that
have
been
identified
are
these
strategic
needs
that
we're
putting
that
we're
adopting
for
this
final
chapter,
the
other
elements
that
were
presented
today
around
goals
or
problem
statements
or
lagging
indicators,
leading
indicators
vital
few
projects?
All
of
those
are
provided
to
provide
context,
but
not
necessarily
being
adopted
today,
because
we
do
expect
that
that
work
will
be
refined
as
we
move
it
to
the
implementation
phase.
B
We've
already
seen
that
happening
in
some
of
the
other
operational
areas
as
they've
been
implemented,
while
we're
still
staying
focused
on
that
strategic
need.
We're
allowing
the
flexibility
for
the
work
of
staff
in
relationship
with
other
community
partners
and
council
as
relevant
to
adjust
as
needed.
C
Good
afternoon
through
the
chair,
thank
you
for
the
question.
Council
president.
We
do
see
a
real
link
between
the
units,
condition
and
stability
and
so
having
whether
the
tiers
are
a
perfect
metric
right
now
are
not
having
that
be
part
of
the
metrics
of
urgency.
We
thought
was
an
important
link
to
establish
in
terms
of
changing
the
tiers
structure
itself.
We
are
actively
exploring
that
through
our
renter
first
work
for
the
inspection
study
that
we
are
doing
a
partnership
with
family
housing
fund.
These
are
important
initiatives
that
were
on
that
last
slide.
C
E
This
is
not
to
negate
all
the
other
work,
that's
happening
in
our
department
and
across
the
city
that
deals
in
more
deep
in
issues
with
young
people
who
are
already
experiencing
the
violence.
This
is
just
one
way
to
think
about
how
we
can
engage
young
people
before
it
even
happens,
given
that
the
groups
seem
to
want
to
focus
on
prevention.
J
Thank
you
very
much.
I,
don't
necessarily
have
a
question
for
staff
and
really
appreciate
all
the
work
that
went
into
and
I'm
very
comfortable,
approving
the
higher
level
goals
that
are
outlined
here,
but
my
question
had
to
do
with
how
we
want
to
manage
the
work
going
forward,
because,
certainly
when
I
look
at
these
buckets,
one
of
them
is
called
housing.
We
have
a
housing
committee,
one
of
them's
called
public
safety.
There's
a
public
safety
committee.
J
The
economic
development
one
could
easily
fit
into
a
committee,
so
that
might
be
a
way
we
could
structure
it
so
that
some
of
the
work
and
then
the
metrics
and
the
measuring
and
the
updates-
could
we
could
work
on
it
more
through
our
committee
structure
and
I.
Don't
have
necessarily
a
suggestion
right
here,
but
I
think
that
that
would
be
a
great
way
that
we
could
embed
some
of
these
schools
deeper
into
our
institution
and
get
some
of
that
work
done,
and
then
it
could
even
come
back
up
to
committee.
J
The
whole
do
this
committee
later,
as
that
happens,
so
let's
think
about
how
we
can
fit
that
in
better.
In
fact,
I'm
thinking
of
the
one
slide
on
the
housing
and
all
the
policy
and
related
work,
and
it
kind
of
looked
a
little
bit
like
my
committee
work
plan.
So
it
seemed
to
make
sense
that
it
might
come
in.
We
might
get
involved
in
some
of
that
work.
A
Thank
you
come
on
Courtney
there
other
comments
or
questions
I
do
want
to
be
sure
that
the
clerk
recognizes
councilman,
Ellison
joined
us
in
this
meeting
and
there's
no
other
comments
from
my
colleagues.
I
just
want
to
make
a
few
comments
and
offers
some
words
of
gratitude
and
encouragement
regarding
this
historic,
strategic,
racial
equity
action
plan
or
reap
as
it
has
become
known
and
and
just
acknowledge.
A
A
It
makes
you
wonder
where
the
love
groups
right
and
when
are
they
going
to
start
growing?
This
work
is
the
resistance
to
it
is
a
continuation
of
the
struggle
of
protests
and
of
collaboration
and
I
want
to
thank
everyone
who
has
stepped
up
to
be
a
part
of
our
ratio.
Action,
Advisory,
Committee
racial
equity,
Advisory
Committee,
whom
I
know,
will
agree
with
me
that
this
work
is
not
easy,
but
they
recognize
this
importance.
I
want
to
thank
my
colleagues
were
all
of
their
contributions
and
thoughtful
support
of
this
work.
A
I
am
really
proud
to
be
a
part
of
this
body.
Thank
you
to
the
city
coordinator,
Maria,
Rivera,
van
der
Meyde,
Andrea,
Larson,
Brian,
Smith
and
all
of
the
department
leaders.
I
really
want
to
thank
my
own
staff,
diva
cigar
and
Zooey
Boozer
Rae
and
of
course,
none
of
this
work
would
be
possible
if
not
for
miss
joy,
Mr,
Stevens,
director
of
the
division
of
race
and
equity
and
her
team
kudos
to
all,
and
this
one
acknowledge
that
while
we
congratulate
ourselves
today,
we
absolutely
know
that
this
is
only
one
step.
A
It's
a
really
big
important
step,
but
we
must
continue
to
be
diligent.
We
must
continue
to
hold
ourselves
accountable
and
each
department
of
the
city
to
make
sure
that
everyone
is
doing
their
part
to
make
Minneapolis
the
most
equitable
city
in
America,
and
so
with
that
I
moved
to
recede
and
by
this
update
and
to
approve
the
three
policy
priorities.
Is
there
any
further
discussion,
seeing
none
all
those
in
favor
say
aye,
all
those
opposed,
say,
nay,
and
that
item
carries
and
so
presentation
number
three.
A
Considering
that
president
gable
is
with
us.
I'm
gonna
skip
over
items
number
two
for
now,
and
then
we
will
return
to
that
item
after
we
complete
items
number
three
and
four,
and
so
we
have
a
very
special
guest
with
us
today.
Joan
gable
is
the
new
president
of
the
University
of
Minnesota.
Having
taken
that
position
earlier
this
month,
she
has
been
invited
to
our
community
to
introduce
herself
and
we
are
thrilled
to
welcome
her.
Please.
K
Gable,
Thank
You
vice
president
Jenkins.
Thank
you
everybody
for
having
me
today
what
a
wonderful
moment
to
follow
by
the
way
good
afternoon
and
thank
you
for
the
warm
welcome.
The
feeling
is
mutual
on
behalf
of
the
entire
university
I'm,
incredibly
pleased
to
be
with
you
in
this
beautiful
building,
first
time
in
the
building,
what
a
wonderful
architectural
spot.
K
This
is,
and
I'm
really
delighted
to
have
the
chance
to
see
it
from
the
inside
I
read
as
I
was
getting
ready
that
the
groundbreaking
here
commenced
130
years
ago
this
year
and
that
when
the
clock
chimed
tower
was
added
in
1916,
it
was
heralded
as
the
largest
public
timepiece
in
the
world,
even
wider
than
Big
Ben
I
understand.
So
there
you
go
a
learning
moment
brought
to
you
by
the
University
I
hope.
It's
true.
I've
also
heard,
according
to
legend,
that
rubbing
the
big
toe
the
father
of
water
sculpture
brings
good
luck.
K
We
also
want
to
thank
all
of
the
department,
heads
and
city
staff
for
their
work
and
partnership
with
the
you
staff
that
keep
our
infrastructure
so
strong
and
running
so
smoothly.
It's
been
one
of
the
best
parts
of
my
transition
to
see
how
well
that
partnership
works.
After
all,
our
footprint
is
pretty
tremendous
and
some
might
call
it
a
city
within
a
city.
K
So
this
kind
of
communication
and
collaboration
is
critical
to
our
shared
success
and
we're
very,
very
grateful
so
as
I
begin
as
president
I
want
to
say
that
I'm
really
looking
forward
to
advancing
the
you
within
our
community
as
a
partnership
and
making
the
you
more
affordable
and
accessible,
meaning
with
openness
and
transparency
and
advancing
the
world-class
discovery
and
outreach
from
which
we
all
benefit
in
a
way
that
is
both
welcoming
and
inclusive.
So
as
we
work
forward
and
look
forward
to
making
that
happen,
I
want
to
express
my
appreciation
for
everything.
K
A
J
We
consider
it
an
amazing
resource
to
have
in
so
many
different
ways,
there's
the
jobs
of
learning
opportunities,
the
research
and
the
city
reaps
the
benefits
of
those
time
and
time
again,
and
we
hope
the
University
also
values
the
role
that
we
play
in
supporting
the
infrastructure
and
the
housing
needs
and
and
other
opportunities
for
the
university
and
and
speaking
for
all
of
us.
We
really
look
forward
to
a
deeper
partnership,
I
think
with
you
moving
forward
in
the
future
and
look
forward
to
working
with
you
three
years
to
come.
I
Thank
You
vice
president
Jenkins,
and
let
me
just
extend
my
welcome
and
congratulations.
I'm
a
University
of
Minnesota
alum
from
the
University
of
Minnesota's
top
five
American
Studies,
Program
I'm,
always
very
proud
of
that
and
I
think
you
are
taking
over
an
institution
that
is
so
important
to
our
city
and
that
I
think
has
never
fully
realized
the
potential
for
partnership
with
the
city
and
I
hope
that
we
can
get
there.
So
I
really
want
to
work
with
you
together.
I
I
think
one
of
the
ways
to
make
college
more
accessible
to
everybody
is
to
really
solve
the
affordability
problem
for
housing
for
students.
We
can
work
together
on
that
and
I
think
the
only
way
we're
going
to
get
there
is
if
we
work
together
and
I
think
that
the
university
really
could
be
a
big,
important
piece
of
the
economic
engine
of
our
city
beyond
the
ways
that
it's
been
so
far
and
I
hope
that
we
can
figure
that
out
together.
So.
F
You,
madam
chair
I,
want
to
take
the
chance
here
publicly,
just
as
well
echo
the
thanks
of
my
colleagues
for
you
taking
the
time
to
come
here
and
I
think
we
are
all
so
excited
about
the
potential
for
our
future
relationship.
There
are
incredible
opportunities
for
Co
development
and
co-creation
of
land-use
in
our
city.
That's
on
the
University
campus
economic
opportunities.
F
Of
course,
the
resources
that
you
provide
for
education
and
our
community
I
will
admit
to
in
the
past
tub
occasionally
referred
to
the
University
as
a
bossy,
big
sister,
which
I
feel
comfortable
using
that
analogy,
because
I
both
em1
and
mother
to
one
but
the
thing
about
sisters
is
that
they're
family
right
we're
in
this
together
and
I,
think
that's
the
spirit
that
we
want
to
feel
with
University.
Is
this
some
true
partnership
and
true
Co
ownership
over
the
future
of
this
amazing
community?
So
thank
you
for
everything
you're
about
to.
A
Brain
certificate
welcoming
Joan
T
a
gable
to
the
city
of
Minneapolis
as
president
of
the
University
of
Minnesota
and
I'm,
an
alum
as
well.
So
this
is
a
really
proud
moment
where,
as
Joan
ta
gable
assumed
the
office
of
president
and
for
the
University
of
Minnesota
on
July
1st
2019
becoming
the
17th
person
and
first
woman
to
hold
the
high
office
of
distinction
in
the
hundred
and
sixty-eight
year.
A
History
of
the
University
and
whereas
president
gable
presides
over
a
system
that
includes
five
campuses,
serves
more
than
67,000
students
and
encompasses
more
than
27,000
faculty
and
staff
across
the
state
of
Minnesota.
And
whereas,
during
the
three-month
interview
process,
Ms
traveled
extensively
in
Minnesota
to
visit
each
of
the
university
campuses,
Morris
Crookston,
Duluth
Rochester
and
the
Twin
Cities
meeting
with
students,
staff
and
faculty,
as
well
as
elected
officials
and
business
owners,
to
learn
about
the
state
and
its
multiple
constituencies
and
communities.
A
And
whereas
president
gable
has
expressed
several
initial
priorities
for
her
tenure
at
the
University
of
Minnesota,
which
includes
but
not
limited
to
increasing
the
diversity
of
the
student
body
and
faculty.
Developing
new
partnerships.
Pursuing
an
array
of
revenue
sources.
Highlighting
the
importance
of
the
university
research
and
expertise,
as
well
as
exploring
emerging
innovations
and
best
practices
now.
F
Therefore,
the
mayor
and
the
members
of
the
City
Council
of
the
city
of
Minneapolis
extend
to
Joan
ta
gable,
a
warm
welcome
in
recognition
of
her
appointment
to
this
distinguished
position
of
the
president
of
the
University
of
Minnesota,
one
of
the
premier
public
research
institute
in
universities
in
the
United
States
and
so
cuz
token
of
this
esteem.
The
mayor
and
the
council
do
hereby
present
the
certificate
of
welcome
together
with
our
best
wishes
and
sincere
support.
Thank
you.
K
G
A
So
Johnny
hello,
miss
Korbel
and
our
next
item.
We
have
rates
equity
subcommittee
agenda,
which
is
consideration
of
a
resolution
approving
an
annual
goal
of
30
percent
of
the
inclusion
of
businesses
owned
by
persons
of
color
and
women
in
the
cities,
purchasing
and
contracting
programs,
and
we
will
be
provided
a
stat
presentation
by
the
city's
director.
Civil
rights
comic,
repeal.
L
I
I
actually
surprised
myself,
I
didn't
think
I'd
be
able
to
do
that
good
afternoon.
Madam
chair
council,
president
and
committee
members,
my
name
is
Velma
Korbel
I
am
the
director
in
the
Minneapolis
Department
of
Civil,
Rights
and
I'm
here
today
to
ask
for
your
approval
of
resolution
to
adopt
a
30%
enterprise,
spend
diversity
goal
I.
L
L
The
resolution,
of
course,
is
longer
than
the
slide
presentation,
but
I'm
happy
to
answer
questions
for
as
long
as
I
need
to
I
have
met
with
some
of
you
talked
with
racial
equity
steering
committee,
the
racial
equity
community
advisory
group
and
also
the
supplier
diversity
group,
and
have
the
approval
of
all
of
those
groups
to
move
forward.
But
I
will
start
by
giving
you
just
a
little
bit
of
history
of
the
defend
diversity
goal
in
the
city
of
Minneapolis.
L
For
those
of
you
who
can
remember
the
last.
The
last
time
we
had
a
spend
diversity
goal
in
the
city
was
when
the
council
adopted
an
aspirational
25%
goal
in
2011
and
began
to
implement
that
goal
in
2012.
That
25%
goal
was
based
on
the
2010
disparity
study
and
it
was
for
the
inclusion
of
women
in
businesses
owned
by
black
indigenous
and
people
of
color.
L
The
way
we
do
our
goal
setting
in
the
city
of
Minneapolis,
we
actually
bifurcate
that
into
two
goals:
one
for
women
and
one
for
businesses
owned
by
people
of
color
in
2012.
Those
two
that
bifurcated
goal
was
for
13%
women,
business
inclusion
and
12%
for
businesses
owned
by
people
of
color
and-
and
we
were
very
clear
at
the
time
to
articulate
that
was
an
aspirational
goal.
L
In
this
present
request
for
2019
diversity
spend
goal.
This
is
based
on
the
2017
disparity
study,
which
were
already
about
two
years
into
the
goal.
Again
would
be
bifurcated
when
we
set
goals
on
our
city
contracts
for
20%
women,
business
inclusion
and
10%
for
businesses
owned
by
people
of
color,
as
miss
Shelton
volchok
mentioned
earlier.
We
expect
this
goal
is
to
be
meaningful
it
to
be
measurable,
and
certainly
with
the
proper
tools,
motivation
that
it
would
be
achievable.
L
L
With
our
equity
and
inclusion
agenda.
We
have
an
enterprise,
race,
equity
steering
committee.
We
also
have
a
committed
elected
leadership
in
the
mayor
and
city
council
who,
to
a
person,
have
been
very
vocal
about
our
need
for
equity
inclusion
in
the
city
and
and
for
the
department's
doing
this
work.
The
work
didn't
just
start
when
we
began
talking
about
the
strategic
and
racial
equity
action
plan.
Many
departments
been
working
on
this
for
for
several
years
and
so
I
wanted
to
make
sure
that
this
is
a
new
ask.
This
is
work
that
has
been
ongoing.
L
You
can't
really
achieve
a
goal,
no
matter
what
the
number
is
without
the
resources
and
tools
to
accomplish
it.
So
we've
just
heard
earlier
in
this
meeting
about
the
strategic
and
racial
equity
action
plan.
We've
talked
about
the
the
need
for
economic
inclusion,
the
need
to
increase
the
longevity
and
the
number
of
businesses
owned
by
black
indigenous
and
people
of
color.
So,
of
course,
there's
a
direct
tie
to
the
strategic
and
racial
equity
action
plan.
L
With
this
goal
request,
we
are
working
as
Michelle
mal'chik
mentioned,
with
keen
consulting
to
provide
some
underpinning
data
to
develop
some
departments,
specific,
spend
diversity
goals.
We've
also
made
some
technology
investments
over
the
last
several
years.
That
will
help
us
do
this
in
the
procurement
department.
We
are
talking
about
automated
bidding
and
new
ways
to
get
vendors
registered
and
to
identify
the
vendors
based
on
their
ethnic
or
racial
identification.
L
We've
also,
as
you've
heard
earlier,
set
as
a
priority
to
develop
spin
forecast
by
departments.
We
saw
a
little
bit
of
this
in
action
with
the
most
recent
black
Business
Week
event
that
we
had
on
Monday
night,
where
we
actually
have
gone
out
and
asked
departments
to
identify
procurement
opportunities
in
their
respective
departments
for
the
next
six
months,
the
next
year,
the
next
18
months,
and
they
all
did
that
which
foods
it
can
be
done.
We
just
need
to
create
a
way
so
that
can
be
replicated
and
sustained
over
time.
L
We
have
also
said
as
a
priority.
One
of
our
tools
is
a
vendor
feedback
loop.
We
often
hear
from
small
businesses
owned
by
women
and
people
of
color,
that
the
procurement
process
in
the
city
of
Minneapolis
is
a
mystery,
and
so
we
have
to
get
better
at
not
just
engaging
in
increasing
the
numbers
of
these
businesses,
but
also-
and
if
we're
going
to
provide
the
assistance
that
to
them
that
will
grow
and
sustain,
and
then
we
have
to
be
better
at
communicating
with
them
as
well.
L
We've
got
some
other
groups
and
teams
in
the
city
that
I
didn't
mention
earlier.
We've
got
our
business
technical
assistance
providers,
we've
got
our
small
business
team
and
there
are
probably
a
host
of
other
groups
and
programs
in
the
city
that
I
am
failing
to
mention
by
name,
but
this
is
this
matters
to
people
in
the
city.
So
I
have
no
doubt
that
this
this
can
be
done.
So
I
will
end
there
and
stand
for
questions.
J
J
It
would
be
great
if
we
made
sure
we
had
a
good,
clear,
baseline
measure
where
we're
at
right
now
and
understand
clearly
just
how
far
we
have
to
go
to
reach
these
goals
to
and
maybe
make
sure
we're
then
quarterly
or
somehow
measuring
that
trend
to
see
how
we
go.
Do
we
know
what
the
what
we're
starting
at.
L
Right
here,
community
members,
we
know
in
some
small
and
underutilized
business
program
that
we're
achieving
about
20%
of
the
goal
on
the
contracts
that
we're
setting
a
goal
for
and
in
our
general
spend
we're
achieving
about
a
six
percent
participation
based
on
some
spend
analysis
that
was
done
by
the
innovation
team
last
year
this
time,
so
we
it
can
be
done
so
the
diversity
spend
that
has
occurred
with
our
general
spend.
Our
su
BP
has
been
done
in
a
pretty
organic
matter
manner.
L
A
F
So
what
can
you
tell
us
so
far
about
discussions
around
accountability
or
things
that
we
might
be
thinking
about
in
the
future,
as
policymakers,
I
think
it's
difficult
for
departments
or
particular
staff
to
hold?
You
know
all
of
the
departments
of
the
city
accountable
and
that's
really
our
job.
So
that's
why
I
asked
madam.
L
Chair
comes
president
bender.
Thank
you
for
the
question.
We
have
had
those
discussions
at
the
supplier-
diversity
workgroup,
as
well
as
at
the
racial
equity
steering
committee,
and
the
conversation
has
really
stemmed
around
setting
accountability
using
sort
of
three
prongs.
If,
if
you
will
first
of
all
clarity,
we
have
to
make
the
expectations
clear
to
people
on
what
it
is,
we
are
asking
them
to
do.
We've
talked
about
capability
of
departments
to
be
able
to
deliver.
L
We
need
training
information,
we
need,
they
need
the
skills
to
be
able
to
do
that
and
the
resources
within
their
department.
That
we've
also
talked
about
consequence.
It's
not
as
a
matter
of
something
negative
or
as
a
form
of
punishment,
but
consequences
can
also
be
coaching.
It
could
be
mentoring,
it
can
also
be
acknowledging
the
departments
that
are
doing
things
well
and
asking
them
to
mentor
departments
who
may
be
having
some
difficulty.
L
It's
also
we've
talked
about
a
process
of
coming
to
the
steering
committee
when
there
does
seem
to
be
a
department
that
might
be
struggling
a
bit
more
than
other
departments.
Have
we
set
the
metrics
just
right,
so
there
is
this
need
for
ongoing
review
to
make
sure
that
we
set
the
expectation
in
the
right
place
as
I
as
I
said.
A
All
those
in
favor
say
aye
any
opposed,
say,
nay,
and
that
item
carries
and
we
will
now
move,
will
return
item
number
two
on
our
discussion,
which
is
related
to
the
confidentiality
and
non-disclosure
agreement
with
Joseph
Klein
and
the
University
of
Minnesota
says
you
have
been
but
I'm
assuming
University
of
Minnesota.
Yes,
welcome.
Mr.
Karl
welcome.
G
G
You,
madam
chair
and
committee
members,
as
noted
with
the
approval
of
vice
president
Jenkins,
we've
added
this
item
to
the
agenda.
The
request
is
for
the
authorization
of
a
confidentiality
and
non-disclosure
agreement
on
behalf
of
the
city.
Joseph
Klein
is
an
elections.
Judge
for
us
he's
also
completing
his
graduate
studies
at
the
University
of
Minnesota,
specifically
through
the
U
events,
technological
Leadership,
Institute
and
as
part
of
his
graduate
capstone
project.
He
inquired
if
we
would
be
interested
in
an
assessment
of
our
risk
exposure
through
the
elections
and
voter
Services
Division.
G
We
assumed
that
be
a
good
process
for
us,
but
because
of
the
exposure
to
internal
data
and
the
security
surrounding
elections,
we
all
have
agreed
that
the
process
should
be
subject
to
a
nondisclosure
agreement.
The
City
Attorney's
Office
has
been
involved
in
helping
us
to
prepare
that
non-disclosure
agreement,
and
it
is
ready
for
your
approval.
We
would
ask
for
your
blessing
to
have
that
confidentiality
and
non-disclosure
agreement
with
mr.
Klein
and
the
U
of
M
approved,
so
that
we
can
finish
that
scope
of
work.
A
C
M
A
Next,
we
have
our
reports
of
committees
and
given
the
length
of
our
meeting
and
the
fact
that
we
have
IDR
committee
meeting
next
I'm,
going
to
ask
my
colleagues
to
please
be
as
succinct
as
possible
in
committee
reports,
and
we
don't
have
customers,
Goodman
or
Ellison,
and
so
I
will
move
to
the
elections
and
Rules
Committee,
and
that
report
will
be
given
by
the
Vice
Chair
council.
President
bender.
F
M
You,
madam
vice
president,
we
have
two
items
coming
before
council
and
our
next
council
meeting.
The
first
is
a
social
media
policy
to
repeal
a
prior
resolution
place
it
with
a
new
city,
social
media
policy,
to
be
effective,
January
1st
of
next
year.
The
second
is
a
word
group
staff
direction,
authored
by
councilmembers,
Connell
and
Goodman
happy
to
answer
any
questions.
Any.
A
J
Two
items
will
be
coming
forward
from
that.
One
is
the
confirming
the
designation
of
Tracy
Scott
as
the
interim
executive
director
of
the
public
housing
authority
and
the
other
is
a
resolution
transferring
180
thousand
dollars
for
the
4d,
affordable
housing
incentive
program
from
seabed
open
to
the
Health
Department
for
green
cost-sharing
program
expenses.
A
B
D
N
Will
be
eight
items
for
approval
on
I?
Guess,
that's
actually,
tomorrow,
item
one
is
liquor,
license
approvals
and
to
our
liquor
license
renewals
item
three.
Our
gambling
license
approvals
and
for
gambling
license
renewals
item
five
is
a
rental
license,
reinstatement
with
conditions
item
six
are
grant
applications
to
deed
for
IT
career
pathway
strategies,
item
seven
is
a
grant
application
to
deed
for
a
real
redevelopment
program
and
item
number.
Eight?
Is
the
upper
harbour
terminal
collective
Planning
Committee,
and
this
is
an
appointment
to
that
committee.
I.
N
Do
want
to
take
a
moment
to
note
that
in
committee
next
Tuesday
there'll
be
an
honorary
resolution.
Honoring
Chuck
Watts,
followed
by
a
couple
of
comments
and
then
a
reception
roller
mill
at
3
o'clock
give
or
take
mr.
Lutz
did
not
want
the
full
hoopla
of
the
council
meeting.
So
we
recreated
the
council
meeting
and
the
committee
meeting
to
get
around
his
Rick
resistance.
N
A
J
You
very
much
the
public
health
environment,
civil
rights
and
engagement
committee
is
bringing
forward
three
items
for
consideration.
One
is
authorizing
a
contract
with
Sumaya
Hasan
and
the
amount
of
$3,000
for
youth
violence
prevention.
The
other
is
accepting
an
increase
of
700
dollars
in
reimbursement
funds
from
Washburn
Center
for
Children
to
cover
professional
services,
and
the
third
is
approving
some
appointments
to
the
workplace.
Advisory
Committee
I'll
stand
for
any
questions
are.
A
O
You,
madam
vice
president,
the
public
safety
and
emergency
management
committee
brings
two
items
forward.
One
is
a
contract
with
the
excuse
me
authorizing
a
contract
with
the
John
Guare,
theatrical
group
Inc
for
bomb
detection
at
the
Orpheum
state
and
Pantages
theatres
and
item
number
two
is
authorizing
a
contract
with
the
University
of
Minnesota
Veterinary
Medical
Center
for
police
canine
health
services.
I'll
stand
for
any
questions.
I
You
vice
president
Jenkins,
the
transportation
Public
Works
Committee
is
bringing
forward
15
items
this
week.
The
first
is
the
snow
and
ice
removal
of
public
sidewalks
assessments
that
will
include
three
amendments
based
on
negotiations.
Staff
did
with
property
owners
around
the
time
of
the
public.
Hearing.
Item
number
two
is
the
Minneapolis
stormwater
management
program.
An
annual
report
authorizing
the
submittal
of
that
to
the
MPCA
item.
Number
three
is
a
land
sale
at
6:20,
Olson,
Memorial,
Highway,
I.
Remember
four:
there's
a
request
for
proposals
for
the
parking
mobile
device
payment
system.
I
Item
number:
five
is
a
request
for
proposals
for
the
municipal,
solid
waste
transfer
station
I.
Don't
remember,
six
is
authorizing
an
increase
to
the
contract
for
the
Fridley
softening
plant
item
number.
Seven
is
a
grant
from
MPC
a
for
electric
vehicle
charging
stations.
Item
number
eight
is
receiving
and
spending
some
money
from
dot4
the
tenth
Avenue
South
East
bridge
rehab
project.
Item
number.
Nine
is
a
cooperative
construction
agreement
with
MnDOT
for
our
stormwater
storage
facility
item
number.
I
A
I
Again,
vice
president
Jenkins,
the
first
two
items
a
ways
and
means
are
legal
settlements.
Item
number
three
is
a
contract
amendment
for
mph.
Second,
Precinct
air
handler
unit
replacement
project
item
number:
four
is
a
third
contract
amendment
for
the
Eastside
storage
and
maintenance
facility
project
number
five
is
our
quarterly
donation
report
item
number
six?