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From YouTube: October 15, 2020 Budget Committee
Description
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C
Before
we
proceed,
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
both
council
members
and
city
staff
as
authorized
under
the
provisions
of
minnesota,
open
meeting
law,
section
13
d
.021
due
to
the
declared
state
of
local
public
health
emergency.
At
this
time,
I'll
ask
the
clerk
to
call
the
role
please.
A
D
D
D
D
E
D
E
D
C
Present,
thank
you.
Please
let
the
record
reflect.
We
have
a
quorum
at
this
point.
We
will
continue
hearing
presentations
from
city
departments
on
the
mayor's
2021
recommended
budget
on
the
schedule
this
afternoon,
we'll
start
with
the
community
planning
and
economic
development
department
and
then
complete
this
afternoon
with
the
health
department.
C
B
Thank
you,
madam
chair
members
of
the
budget
committee.
I
am
andrea,
brennan
interim
director
of
the
community
planning
and
economic
development
department.
I'd
also
like
to
acknowledge
that
my
colleagues
fellow
directors
in
cped
are
also
part
of
this
meeting
and
will
be
available
to
answer
more
specific
questions
later
on
in
the
presentation.
B
Eric
hanson
director
of
economic
policy
and
development,
steve
poor
director
of
development
services
and
kubernetes
director
of
operations
and
cped
are
here.
I'd
also
just
like
to
extend
a
really
big
thank
you
to
director
budget
director,
micah
intermil
and
his
team
for
working
so
thoroughly
with
us
over
many
months
well,
a
couple
of
months.
B
It
feels
like
a
lot
of
work,
packed
into
a
short
period
of
time,
but
really
just
appreciate
their
partnership
and
and
the
work
that
that
they've
helped
us
with
and
and
also
the
mayor's
office
and
getting
us
to
to
this
point
in
the
budget
process.
B
The
first
pie
chart
on
the
left
shows
the
fund
distribution
of
that
113
million
the
starting
from
the
blue
and
going
size
35
of
the
proposed
fund
distribution
is
city.
General
funds
followed
by
three
percent,
the
orange
sliver
being
federal
grants.
These
are
typically
grants
that
fund
youth
development
and
adult
workforce
programs
administered
by
our
employment
and
training
division.
B
Continuing
along
excuse
me,
nine
percent
of
the
allocation
from
the
community
block
community
development
block
grant
program
or
cdbg
program.
This
is
a
federal
allocation
that
is
used
for
programs,
including
affordable
housing
vacant
and
boarded
housing
programs,
other
housing
and
economic
inclusion
and
economic
development
programs.
B
The
next
the
next
piece,
two
percent
for
of
home
funds.
This
these
are
federal
grant
funds
that
are
exclusively
used
under
the
federal
regulations
for
affordable
housing
programs.
B
B
The
right
the
pie
chart
on
the
right
just
shows
the
distribution
of
of
the
proposed
budget
based
on
program
area,
so
seven
percent
or
8.2
million
for
administration
and
support
services
again
going
clockwise,
12
or
13.6
million
for
development
services,
division,
25
percent
or
27.9
million
for
economic
policy
and
development,
28
or
31.3
million
for
housing
policy
and
development,
2
or
1.7
million
for
a
long-range
planning
division
and
then
finally,
26
or
29.5
million
for
transfers
and
debt
service
next
slide.
Please.
B
B
B
B
This
includes
the
hiring
freeze
for
the
cped
deputy
director
position,
as
well
as
the
elimination
of
one
position
and
the
elimination
of
the
position
is
was
made
possible
in
part
through
some
reorganization
of
the
department
and
alignment
of
administrative
functions
and
operations
within
the
department
to
create
efficiencies
in
part
created
through
the
move
to
the
new
minneapolis
city
center.
The
new
public
service
center
non-personnel
impacts
proposed
in
administration
and
support
include
also
a
398
000
reduction
in
the
cost
allocation.
B
This
comes
from
internal
services
charges,
including
rent
reduction
in
the
existing
public
service
center,
as
the
department
is
moving
to
the
new
office
building
and
also
other.
I
t
charges
fuel
savings
and
vehicle
maintenance
charges
due
to
staff
reductions
in
the
department
and
then
finally,
there's
a
proposed
43
000
reduction
in
discretionary
spending.
B
Each
one
of
the
divisions
will
show
a
proposed
reduction
in
discretionary
spending.
The
approach
we
took
to
this
is
the
same
for
all
divisions.
So
I'll
just
say
it
once
here
and
that
is
under
the
constrained
budget
environment
that
we're
working
in.
We
really
just
look
through
all
of
our
budgets
and
for
any
any
things
that
we
could
really
do
without
for
2021.
B
This
would
include
professional
services,
and
you
know,
of
course
you
know,
travel
and
some
degree
of
training
was
eliminated,
but
it's
a
general
approach
was
taken
for
for
each
of
the
divisions
and
you'll
see
a
number
for
for
each
one
of
them.
Next
side.
B
Please,
the
the
recommendation
for
cuts
in
development
services
really
largely
focus
on
a
proposed
elimination
of
a
specific
business
line
under
construction
code
services.
B
Specifically
cped
recommended
the
elimination
of
the
elevator
inspections
program.
This
results
in
the
elimination
of
nine
positions
that
includes
five
occupied
positions
and
four
vacant
positions.
B
Additional
savings
will
be
achieved
through
through
hiring
freeze
of
three
vacant
positions.
In
addition
to
the
four
elevator
inspector
positions,
non-personnel
impacts
include
17
000
in
savings
from
the
reduction
in
cost
allocation
models
and
proposed
reduction
in
discretionary
spending
in
the
amount
of
143
000
and
then
finally,
137
000
in
non-personnel
reduction
again
due
to
the
transfer
of
the
elevator
inspections
program
to
the
state
next
slide.
C
Please,
if
I
could
just
pause
you
there
and
because
we
have
been
getting
some
questions
about
about
this,
this
service
that
we
have
being
eliminated.
C
My
understanding
is-
and
I
think
you
just
explained
it,
but
my
understanding
was
that
these
inspectors
brought
in
you
know
more
money
to
the
cause
of
supporting
the
whole
department
between
inspections
and
permits
than
they
were.
You
know
a
cost
to
the
city.
You
really,
you
do
still
think
it's
cost
effective
because
of
kind
of
our
personnel
management.
C
Is
that
what
I
understand
to
be?
Why
we're
eliminating
this.
B
Yes,
madam
chair,
the
there
is
a
net
savings,
so
you'll
see
that
the
overall
say
the
overall
cost
reductions
total
more
than
the
2.95
million.
That
was
the
desert.
The
targeted
budget
cut
number
for
cped.
Because
of
exactly
what
you
just
said
that
the
elevator
inspections
program
there.
B
There
was
actually
a
revenue
loss
as
well
as
a
cut
in
expenditures,
but
there
is
net
savings
from
a
budget
standpoint
because
of
not
just
the
cost
of
the
personnel,
but
but
other
costs
necessary
to
support
that
service.
And
I
don't
know
whether
there's
anything
else.
In
addition
that
director
intermil
could
add
or
steve
poor
could
add
to
this.
A
Good
afternoon,
chair
palmisano
I'd
like
to
speak
to
a
couple
of
items
on
the
revenue.
First,
just
a
general
reminder,
even
though
the
city
has
had
very
robust
permit
activity,
we
try
not
to
bring
in
more
revenue
than
we
exceed
on
expending
to
be
consistent
with
state
law.
Secondly,
elevator
permits
are
a
lagging
indicator
in
the
sense
that
many
of
the
elevator
permits
we're
seeing
now
were
based
on
construction
from
a
year
a
year
and
a
half
ago
the
elevators
tend
to
come
in
later.
A
We
fully
expect
that
elevator,
permitting
revenue
will
be
down
this
year,
commiserate
with
the
amount
of
decline
relative
decline
in
general
construction
activity
in
the
city.
We've
still
had
a
good
year
for
permitting
it's
not
2019,
but
2020
has
been
pretty
good,
but
all
indications
are
from
our
records
that
the
elevator
revenue
will
be
down
this
year.
There
will
be
less
elevator
permits
going
out
this
year.
B
All
right,
thank
you
next
slide.
Oh,
that's!
That's
right!
Right
there!
Thank
you!
The
economic
policy
and
development
division
has
recommended
cuts
there
as
well.
B
A
couple
of
errors,
one
is
cpap.
We
recommended
the
elimination
of
of
three
positions
as
well
as
three
savings
from
three
or
I'm
sorry,
hiring
freeze
on
three
additional
positions,
so
the
personnel
savings
or
reductions
would
be
from
six
positions.
Again,
three
would
be
eliminations
and
three
would
be
from
hiring
freeze.
B
The
the
proposed
elimination
of
position
was
recommended
based
on
again
expected
efficiencies
that
could
be
achieved
through
the
department's
move
and
consolidation
in
the
public
service.
Building
the
new
public
service
building
the
reality
of
changing
technologies
has
created
different
business
needs
for
some
customer
service
related
work
that
we
do
and
again
you
know,
combined
with,
with
the
need
to
to
reduce
our
costs.
This
very
difficult
recommendation
was
made
to
have
some
reductions
in
in
personnel
costs.
B
Other
proposed
reductions
include
one
thousand
dollar
reduction
in
cost
allocation
model.
Seventy
eight
thousand
dollars
in
discretionary
spending
and
a
sixty
sixty-four
thousand
dollar
reduction
to
the
two
percent
loan
program.
This
is
a
program
that
is
typically
funded
at.
I
believe
I
believe,
and
I'm
sorry
I
don't
have
this
number
in
front
of
me
right
now,
but
eric
hansen
can
jump
in
if
I've
got
it
wrong.
I
believe
the
amount
in
the
budget
is
500
000
and
the
reduction
in
the
two
percent
loan
program
of
64
000.
B
B
Because
of
focusing
on
ensuring
that
any
impacts
from
budget
reductions
have
absolute
minimum
impact
on
populations
most
in
need
of
the
services
provided
by
cped,
including
low-income
residents
and
black
indigenous
people
of
color
residents
and
business
owners,
it
was
this-
was
the
program
identified
to
achieve
that
sort
of
final
savings
that
we
needed
to
achieve
as
a
department.
B
Non-Personnel
impacts
include
150,
000,
reduction
to
the
4d
housing,
affordable
housing
initiative
program,
that's
150,
000,
and
that
recommendation
was
made
based
on
the
the
fact
that
the
the
total
amount
in
the
budget
that
has
been
in
the
base
budget
has
been
250
000
for
the
last
couple
of
years,
and
we've
learned
that
we
really
don't
need
that
much
to
operate
the
program
and
ensure
access
to
anyone,
who's
interested
in
participating.
B
So
we've
had
two
years
now
where
the
program
has
cost
just
under
100
000
to
administer.
So
we
think
a
continued
budget
of
of
100
000
so
again
reducing
it
by
2,
150
000
is
sufficient
to
continue
the
current
level
of
service
under
this
important
program
and
then
finally
proposed
reduction
in
discretionary
spending
of
of
23
000
next
slide.
Please
proposed
reductions
in
the
long-range
planning
division
include
135
000
in
savings
from
from
hiring
freeze
or
elimination
of
the
the
director
of
the
long-range
planning
division
position.
B
So
here
I
just
like
to
talk
briefly
about
what
this
means
from
an
organizational
standpoint.
Our
philosophy
that
we
used
in
in
proposing
some
budget
cuts
really
looked
at.
You
know,
as
directed
by
the
mayor
as
directed
by
the
city
council,
was
really
to
minimize
impacts
on
on
racial
equity,
both
internally
in
our
workforce,
as
well
as
in
in
the
services
that
we
provide
as
a
department
to
our
residents
and
businesses.
B
B
We
were
doing
that
at
all
levels
of
the
organization,
which
again
is
where
we
why
we
started
with
with
subjecting
the
the
deputy
director
position
to
the
hiring
freeze,
as
well
as
eliminating
the
the
division
director
position
in
long-range
planning
so
and
this
this
is.
This-
is
partially
driven
by
by
the
need
to
reduce
the
budget,
but
also
it
very
much
aligns
with
the
work
going
forward
of
the
department.
B
Under
our
proposed
and
underdevelopment
reorganization
plan,
we
would,
we
would
likely
move
our
community
planning
group
to
work
more
closely
with
our
other
planning
groups
in
cped
code,
development,
land
use
planning
and
preservation
and
zoning,
so
that
group
would
again
would
help
us
better
prioritize
our
work
and
make
sure
that
we're
we
are
taking
advantage
of
of
synergy
and
efficiencies
that
can
be
created
by
you
know,
increased
collaboration.
B
This
also
creates
an
opportunity
to
strengthen
cped's
policy
engagement
and
research
work
by
formalizing,
a
team
with
greater
intentionality
to
identify
opportunities
to
better
coordinate
planning
policy,
research
and
data
functions
to
create
efficiencies
and
synergy
to
in
advance,
2040
and
racial
equity
goals.
So
we're
going
to
be
working
further,
developing
our
reorganization
strategy
over
the
next
couple
of
months
and
look
forward
to
continued
discussions
with
policymakers
around
that.
B
But
just
wanted
to
touch
briefly
on
it
here,
since
one
of
the
direct
impacts
of
the
2021
budget
would
be
the
elimination
of
division
director
position,
which
necessarily
means,
then
the
elimination
of
a
division
within
cped
next
slide.
Please
and
then.
B
B
B
B
The
the
commercial
property
development
fund
provides
patient
debt
capital
unfavorable
terms,
which
can
be
zero
percent
interest
to
commercial
property
development
projects
located
in
primarily
in
economically
challenged
areas
that
have
been
identified
in
part
by
the
minneapolis
forward
community
now
coalition.
B
This
recommendation
aligns
again
with
with
the
the
mayor
and
the
council's
goals
around
economic
inclusion
and
the
city
councils
adopted
economic
development
goal
to
grow
black
indigenous
people
of
color
or
bypak
owned
businesses
and
for
the
built
environment,
as
we
all
know,
economically
challenged,
neighborhoods
face
barriers
in
attracting
equity
and
debt
capital
for
commercial
property
development.
B
B
The
scale
in
terms
of
the
assistance
with
this
recommendation
under
the
commercial
property
development
fund
is
significantly
increased
and
targeted
and
and
is,
is
of
the
scale
that
can
really
support
transformative
change
in
in
some
of
the
areas
that
are
in
particular
facing
the
greatest
challenges
during
our
recovery
from
covet
19
and
the
unrest
and
damage
that
occurred
after
the
george
floyd
was
killed.
B
The
recent
examples
of
projects
that
received
commercial
development
property
fund
support
include
the
renovation
of
927,
west
broadway
and
baldwin
square.
The
city
staff
will
seek
to
use
the
city's
contribution
to
the
commercial
development
property
fund
to
leverage
contributions
from
other
community
development,
oriented
local
and
national
foundations.
B
This
funding
will
promote
a
development
process
that
will
bring
the
minneapolis
forward
work
community
now
coalitions,
stakeholders,
neighborhood
groups
and
other
community
stakeholders
and
community
members
to
provide
input
on
the
projects
and
encourage
commercial
revitalization
projects
to
occur
that
otherwise,
would
not,
particularly
in
the
racially
cigarette
areas
with
concentrated
poverty
in
our
city
occur.
B
The
the
next
proposed
increase
in
investment
is
one
hundred
thousand
dollars
for
to
support
art
in
cultural
districts.
B
This
is
proposed
as
an
ongoing
commitment
to
increase
the
artistic
and
cultural
expression
in
the
city's
cultural
districts
through
the
funding
of
murals
and
art
programming
activities.
B
This
recommendation
aligns
with
minneapolis
2040
plan
and
and
the
the
staff
direction
that
the
council
provided
around
the
establishment
of
cultural
districts
and
identifying
tools
to
support
the
activation
of
arts
and
creativity
within
cultural
districts.
B
The
while
the
focus
on
cultural
districts,
designation
is
new,
the
funds
will
be
administered
through
the
existing
great
streets
program
and
we
will
work
with
local
community-based
organizations
and
develop
strategies
to
elevate
the
district's
cultural
and
linguistic
identities.
It
is
expected
that
this
funding
would
seed
and
the
planning
and
implementation
of
two
to
six
projects.
B
Four
hundred
thousand
dollars
of
one-time
funding
for
activities
under
minneapolis
forward
minneapolis
forward
is
the
umbrella
term
used
to
to
broadly
refer
to
all
of
the
recovery
oriented
work
that
the
city
is
undertaking
in
the
since
the
onset
of
covid
19
and
the
impacts
that
it's
having
on
our
residents
and
and
businesses,
and
also
to
assist
with
recovery
efforts
in
the
aftermath
of
of
the
killing
of
george
george
floyd
and
the
civil
unrest
that
followed
the
the
400
000
would
be
it's
not
specifically
targeted
to
at
this
time
to
the
specific
actions,
but
the
it
isn't
intended
to
support
the
work
that
has
been
identified
as
the
priority
work
in
eight
areas
by
the
community
now
coalition
and
the
community.
B
Now
coalition
is
a
group
of
directly
impacted
businesses
and
associations,
cultural
institutions
and
and
other
economic
development
partners
who
are
deeply
rooted
in
and
accountable
to
black
indigenous
people
of
color
communities.
B
B
Some
of
the
work
where
that
directly
intersects
with
the
work
of
the
city
and
in
particular
in
cped,
includes
expanding
investments
that
the
the
city,
council
and
mayor
have
already
made
in
in
areas
where
we
know,
we've
had
a
high
degree
of
success
and
we
can
build
off
of
that,
such
as
expanding
navigation
services
for
businesses
through
the
small
business
team,
helping
to
play
a
role
in
aligning
and
and
directing
and
and
the
the
volunteer
services
that
our
business
community
have
been
volunteered
have
been
offering
and
wanting
to
make
available
in
the
last
couple
of
months
and
providing
some
additional
structure
and
support
again.
B
That
would
be
leveraged
many
times
over
by
involving
the
private
sector
in
helping
to
support
recovery
in
communities
and
other
business
business,
technical
assistance
programs.
B
So
again,
you
know
the
actual
specific
programs
that
the
400
000
would
would
serve
would
likely
come
back
to
council
in
the
form
of
more
specific
proposals,
guidelines,
etc,
and
then,
finally,
the
proposed
the
the
last
funding
proposal
under
the
economic
policy
and
development
division
would
be
250
000
of
ongoing
funding
to
support
minneapolis
tech
hire
program,
the
minneapolis
tech
hire
program.
B
It's
an
ongoing
initiative
that
started
in
2015,
with
support
of
the
obama
administration
to
address
workforce
gaps
in
information
technology
and
I.t,
specifically
for
people
of
color
and
women.
These
are
the
two
key
demographic
groups
that
are
underrepresented
in
the
in
the
it
sectors
labor
force,
250
000.
An
ongoing
general
fund
will
will
support
additional
scholarships,
tuition,
support
and
wrap-around
services
and
tech,
training
programs
within
minneapolis
tech
hire
and
attract
new
partners
and
increase
opportunities
for
minneapolis
residents
to
enter
the
tech
career
pathway.
B
This
funding
will
enable
cped
to
reach
an
enrollment
over
200
participants
and
to
diversify
the
training
offerings
to
attract
more
residents
to
the
it
sector
and
a
wider
range
of
job
types,
and
just
for
some
more
reference
on
this.
The
the
base
funding
in
minneapolis
tech
hire
is
150
000
and
a
one-time
amount
was
of
250
was
included,
or
is
it
included
in
the
2020
budget?
So
this
proposed
change
would
take
the
2020
budget
and
allow
for
the
ongoing
continued
service
level
at
that
400
000
annual
amount.
B
Another
thing
to
highlight
with
techhire
is
that
these
funds
leverage
a
lot
of
other
funds
from
the
state
and
and
federal
government.
So
right
now,
for
example,
we
were
operating
a
225
thousand
dollar
deed
grant
and
an
eight
hundred
and
thirty
thousand
dollar
federal
grant
under
the
americans
promise
program
next
slide.
Please.
F
Yes,
thank
you
manager.
I
just
wondered
if
you
could
talk
briefly
about
how
minneapolis
ford
is
being
staffed,
and
then
I
I
was
just
having
a
brief
conversation
with
councilmember
goodwin.
I
think
it
would
be
helpful
to
have
more
of
this
work
come
through
the
biz
committee
in
the
future,
because
I
think
the
council
isn't
super
involved
or
updated
about
what's
been
happening
through
this
initiative.
B
Sure,
chair,
palmisano
council,
president
bender
a
couple
of
responses
there.
One
is
a
lot
of
this
work
is
sort
of
the
the
weekly
updates
are
provided
through
the
there's,
a
weekly
meeting
that
is
held
that,
I
believe,
is
convened
by
council
vice
president
jenkins
and
their
other
accounts,
councilmember,
ellison
and
and
in
cunningham,
and
are
also
council
members
that
typically
participate.
I
think
there
are
some
other
council
members
who
are
part
of
that
working
group.
B
It
also
includes
many
department,
directors
and
division
directors
to
talk
about
the
overall
work.
That's
that's
happening
in
recovery,
and
so
that's
that's.
One
sort
of
you
know
group
that
has
been
formed
that,
where
we're
discussing
all
of
this,
this
work
that's
happening
in
terms
of
the
staffing.
B
This
is
the
community.
Now
coalition
is
not
a
as
you
know,
it's
it's
it's
a
community
coal,
it's
exactly
what
its
name
is.
It's
a
community
coalition
and
so
the
the
eight
areas
that
I
mentioned
that
I
refer
to
rather
that
that
they've
identified
as
being
priority
areas
to
work
on
in
the
recovery
they're,
not
necessarily
the
the
city's
work
plan
or
any
or
something
that
the
city
would
staff.
So
what
we've
done
in
cpad
is
we.
B
We
looked
at
those
eight
areas
and
we
identified
areas
where
our
the
work
that
cpet
is
doing
intersects
with
that
work
and
identified
opportunities
to
support
that.
But
the
the
intention
is
not
for
the
city
staff
to
support
or
in
a
staffing
capacity
way.
All
of
the
work
that's
happening
in
this
broader
community
recovery
response.
B
We
have
identified
some
areas,
for
example,
where
there's
a
lot
of
intersection,
as
is
just
the
the
need
for
expanded
business,
technical
assistance,
navigation
services
for
business,
and
so
we've
been
able
to
provide.
You
know
our
small
business
team
has
been
able
to
share
some
of
their
expertise
with
members
of
this
coalition
and
identify
ways
that
the
community
members
can
increase
capacity
to
support
to
support
that
need
and
meet
that
need
through
also
outside
private
community
fundraising
initiatives.
B
So
there's
really
like
a
you
know,
if
you're
thinking
of
like
a
venn
diagram,
there's
like
the
work
that
the
city
is
doing
the
work
that
the
various
community
organizations
are
doing
and
there's
we're
trying
to
better
identify
what
that
point
of
intersect
intersection
is
and-
and
we
absolutely
are-
would
be
happy
to
come
forward
to
biz
and
have
a
discussion
about
where
staff
sees
that
point
of
interception
intersection
and
and
and
share
our
recommendations
with
policy
makers
about
how
we
think.
F
That's
great
thank
you
and
I
don't
want
to
go
too
too
far
afield
in
this
budget
presentation-
and
I
know
you
and
I
have
time
to
to
follow
up
soon
about
staffing.
F
I
do
one
observation
I
have
with
just
all
the
crises
happening
is
that
we're
really
leaning
on
our
division,
directors
and
department
heads
to
lead
a
lot
of
work
in
many
different
areas,
so
I'll
just
follow
up
with
you
and-
and
my
colleagues
who
I
know
are
part
of
this
team-
that's
been
meeting
just
to
talk
through
like
what
really
makes
sense
from
a
staffing
perspective,
and
then
I
do
think
having
updates
at
biz
would
be
helpful.
So
thanks
for
that,
thank
you.
E
B
The
there
are,
the
mayor
is
proposing
or
recommending
3.65
million
of
ongoing
funding
for
multiple
housing
programs
that
had
previously
received
one-year
funding
for
multiple
years.
B
These
programs-
and
this
is
outside,
so
these
programs
will,
under
the
3.65
million,
include
the
affordable
housing
trust
fund,
minneapolis
homes,
noaa
preservation
and
the
tenant
resource
center,
tenant
stability
hotline
and
stable
home,
stable
schools.
Note
the
asterisks
under
stable
home,
stable
schools,
which
I
will
speak
to
when
I
get
to
that.
To
that
point,
the
recommended
one
point:
the
recommended:
one
million
for
the
affordable
housing
trust
fund.
B
Ongoing
recommendation
is,
you
know,
directly
addresses
the
priorities
of
expanding,
much
needed,
affordable
housing
in
the
city
throughout
the
city,
the
affordable,
housing
trust
fund
rules
require
that
housing
is
produced
or
preserved,
serving
households
that
are
below
50
of
the
area
meeting
income,
but
the
prioritization
of
the
resources
is
to
target
much
lower,
lower
cost
housing
as
well
so
priorities
in
the
affordable
housing
trust
fund
are
there,
for
example,
housing
that
serves
people
who
are
experiencing
homelessness
or
at
significant
risk
of
experiencing
homelessness.
B
So
while
the
the
the
program
can
be
used
to
support
households
with
incomes
up
to
fifty
percent
ami,
many
of
the
units
created
and
preserved
under
this
program
serve
much
much
lower
income
residents
in
our
city.
B
The
what
the
increasing
the
ongoing
budget
for
the
affordable
housing
trust
fund
will
do
is
is
establish
a
new
base
for
the
affordable
housing
trust
fund
of
approximately
8.7
million.
B
B
The
tax
increment
fund
is,
is,
has
limited,
uses,
affordable
housing
is
one
of
them,
and
so
the
ongoing
permanent
increase,
the
affordable
housing
trust
fund
of
one
million,
plus
the
one-time
6.3
million,
which
is
not
listed
on
this
slide,
would
result
in
a
2021
budget
for
the
affordable
housing.
B
Trust
fund
of
approximately
15
million
15
million
investment
in
the
affordable
housing
trust
fund
is,
will
enable
the
city
to
achieve
its
annual
goals
under
the
new
met
council
goal
framework
from
2021
to
2030,
and
these
goals
will
actually
have
not
yet
been
formally
adopted
by
the
city
council.
B
They
will
be
considered
at
the
biz
committee
next
week
and
then,
if,
if
recommended,
approval
by
biz,
then
will
be
considered
by
the
city
council
at
its
next
council
meeting,
and
these
annual
goals
will
be
to
produce
150
units
a
year
serving
households
with
incomes
that
are
below
50
of
the
area.
Median
income
and
155
units
per
year,
serving
households
at
or
below
30
percent
of
area.
B
This
new,
this
new
goal
structure,
if
it's,
if
in
fact
it's
adopted
by
the
city
council,
the
next
proposed
increase
in
the
housing
budget
includes
two
million
dollars
for
minneapolis
homes.
B
The
what
this
increase
would
do,
and
again
this
would
be
on
an
ongoing
basis.
All
of
these
are
our
ongoing
recommendations.
B
It
would
provide
ongoing
certainty
and
consistency
and
funding
to
help
the
city
eliminate
racial
disparities
in
in
home
ownership,
as
as
everyone
here
knows,
the
city
of
minneapolis
has
one
of
the
worst
homeownership
disparity
gaps
in
in
the
country,
and
and
this
that
this
is
funding
in
minneapolis
homes
is,
is
one
of
the
key
tools
in
helping
us
to
reduce
it.
B
B
B
So
the
the
changes
in
adopting
a
new
perm,
permanent
or
perpetual
affordability
program,
combined
with
a
revised
subsidy
structure,
allowing
the
program
to
serve
households
and
really
target
investment
to
serving
households
with
incomes
between
40
percent
of
the
area,
median
income
and
80
of
the
area.
Median
income
is
a
shift
that
was
recommended
and
approved
by
the
council,
based
on
data
demographic
data,
about
incomes
and
market
conditions
in
in
our
city,
and
particularly
looking
at
the
incomes
of
populations
that
have
the
highest
disparities
in
homeownership
relative
to
white
household.
B
B
B
The
next
proposed
increase
is
to
fund
noaa
preservation
work.
That's
the
naturally
occurring
affordable
housing
preservation,
more
than
half
of
low-income
residents,
renters
in
the
city
of
minneapolis,
live
in
unsubsidized,
privately
owned
housing
that
is
relatively
affordable
or
more
affordable
to
households
at
or
below
60
percent
of
area.
Median
income
and
its
affordability
is
based
on
its
age,
its
condition.
B
The
the
level
of
amenities
that
that
it
has-
and
this
is
the
part
of
our
housing
stock
that
we've
seen
a
significant
change
of
ownership
in
and
that
that
change
of
ownership
tends
to
be
associated
with
increases
in
rents.
So
no
preservation
efforts
have
been
a
significant
priority
of
the
city
and
of
cpad
over
the
last
couple
of
years.
B
The
the
noaa
preservation
funding
in
the
budget
has
always
been
one
time,
and
so
this
proposal
would
be
to
to.
You
know
turn
that
into
ongoing
funding.
To,
for
a
couple
of
it
would
accomplish
a
couple
of
things.
One
is
it
would
it
would
really
help
in
in
our
planning
in
our
efforts
to
know
that
there'd
be
continuity
in
funding
for
this,
and
that
you
know
we
can
pursue
opportunities
that
may
be
years
in
the
making.
B
An
example
is
the
the
corcoran
five
acquisition,
those
five
properties
that
were
acquired
by
the
land
bank
torn
cities,
with
a
huge
support
from
from
renters
united
for
justice
and
the
residents
of
those
of
those
buildings
in
the
corcoran
neighborhood,
and
we,
the
city
of
minneapolis.
We
were
able
to
work
with
them
over
a
several
year
period
to
help
provide
the
support
and
the
certainty
needed
that
those
funds
would
be
available
to
assist
with
that
acquisition.
B
So
the
two
million
for
noaa
preservation.
Again,
it
would
be
ongoing.
The
proposal
for
the
the
proposal
for
stable
home,
stable
schools
would
would
be
to
to
include
ongoing
funding,
so
a
base
budget
amount
in
of
200
2.2
million
dollars
ongoing
this.
This
essentially
would
would
make
the
program
permanent.
So
this
was
a
pilot
program
that
was
started
in
2019
and
so
for
2019.
B
The
budget
amount
was
3.35
million
in
2020,
the
budget
amount
was
three
million,
and
the
proposal
in
2021
and
going
forward
every
year
would
be
for
that
amount
to
be
2.2
million
and
again,
what
that
would
do
is
it
would
allow
us
to
continue
to
serve
everyone
who
is
currently
in
the
program
and
to
continue
to
to
to
increase
the
program
size
up
to
up
up
to
approximately
180
families
per
year
to
be
served.
B
This
program
again
would
help
us
reduce
housing
and
stability
among
our
some
of
our
most
vulnerable
families,
being
families
with
children
with
children
in
minneapolis,
public
schools.
Elementary
schools
who
are
highly
mobile,
who
are
experiencing
homelessness,
are
at
significant
risk
of
experiencing
homelessness.
B
As
of
september
30th
of
this
year,
the
stable
home,
stable
schools
program
has
served
over
2
300
children
in
800
families.
They
have
either
received
housing,
stability,
assistance
to
prevent
displacement,
or
they
have
been
provided
or
achieved.
Housing
outcomes
from
experiencing
homelessness,
actually
having
a
safe
descent
and
affordable
place
to
live.
B
B
It
includes
many
of
minneapolis
public
schools,
minneapolis
public
housing
authority,
the
ymca
as
a
service
provider
and
hennepin
county
again
as
as
providing
social
services,
we
have
engaged
and
been
working
with
the
university
of
minnesota
team
on
an
evaluation
of
this
program
and
that
work
will
will
continue
and
there
will
be
a
robust
evaluation
that
will
look
at
the
program
outcomes
here,
as
it
relates
to
school
stability,
improvements
in
school
attendance
in
school,
behavior
in
academic
performance
and
and
parent
engagement.
B
B
That's
the
the
part
of
the
program
that
provides
housing,
stability,
funding
and
also
it
leverages
more
assistance
in
in
that
mpha
remains
a
strong
funding
partner,
40
of
the
rental
assistance
payments
made
to
families
are
are
covered
by
the
mpha
and
then
finally,
the
full
sorry,
the
polad
family
foundation
has
renewed
their
funding
commitment
for
a
third
year.
B
The
next
proposed
increase
in
housing.
Housing
programs
are
the
tenant
resource
center
for
twenty
five
thousand
dollars
a
year.
The
tenant
resource
center
is
a
collaborative
resource
for
hennepin
county
tenants.
It
supports
hennepin
county
residents,
who
are
at
risk
of
eviction
or
other
forms
of
involuntary
displacement
or
homelessness
through
a
collaborative
partnership
between
community
nonprofits
and
government.
B
The
goal
of
the
tenant
resource
center
is
to
help
people
maintain
their
housing
stability,
their
housing
situation
and
and
also,
and
importantly,
avoid
the
service
run
around
so
avoiding
having
to
go
to
multiple
different
agencies
to
receive
the
services
that
they
need.
The
collaborative
partners
at
the
tenant
resource
center
include
legal
services
provided
by
by
legal
aid.
Mid-Minnesota
legal
aid,
county
services,
county
emergency
housing
assistance
is
involved
there.
B
B
The
twenty
five
thousand
dollars
would
support
their
continued
physical
space,
which
is
currently
at
the
urban
league
offices
in
north
minneapolis,
and
I'd
also
like
to
know
that
there's
strong
alignment
here
with
the
city's
strategic
racial
equity
action
plan
goals
around
housing,
which
is
to
to
reduce
involuntary
displacement,
but
in
in
specifically
targeting
three
zip
codes
that
have
the
highest
rate
of
eviction
filings,
and
that
would
be
five
five,
four
one
one,
five,
five,
four
one,
two
and
five
five,
four,
oh
four
and
those
and
the
tenant
resource
center-
is
located
in
the
five
five
four
one,
one
zip
code
and
so
that
very
much
aligns
with
the
city's
goals
around
around
a
strategic
racial
equity
action
plan.
B
Again,
I'd
also
like
to
note
the
connection
here
between
the
tenant
resource
center
and
earlier
action
that
the
council
took
earlier
about.
A
month
ago,
the
council
approved
1.2
million
in
funding
from
the
community
development
block,
grant
cdbg
federal
funding
that
we
received
as
part
of
the
cares
act
in
response
to
covet
19..
B
We,
the
council,
approved
a
1.2
million
dollars
from
this
grant
to
support
mid
minnesota
legal
aid,
and
one
of
the
things
that
that
grant
will
support
is
an
is
a
full-time
attorney
to
be
dedicated
to
the
tenant
resource
center.
B
So
there's
a
connection
there
and
then
finally,
the
there's
a
proposed
change
to
increase
a
one-time
or
I'm
sorry
ongoing
basis,
125
000
to
support
tenant
stability
hotline
currently
a
home
line.
Nonprofit
is
the
organization
providing
this
service.
This
has
been
a
service
that
the
city
has
supported
for
many
years,
at
least
since
I've
been
here
in
five
and
a
half
years.
B
B
They
serve
over
8
000
residents
tenants
per
year,
and
so
the
the
number
of
residents
that
are
reached
through
this
program
is
is
one
of
the
highest
that
we
we
have
through
any
of
our
direct
investments,
and
we
think
that
this
is
a
critical
service
that
should
be
continued
not
just
next
year,
but
in
many
years
going
into
the
future.
B
C
G
Thank
you,
madam
chair.
First
of
all,
I
just
want
to
thank
andrea
and
her
team.
There
is
a
lot
on
their
shoulders
right
now.
Her
work
and
the
work
of
cped
is
really
the
interest
of
a
lot
of
people
on
the
city
council
and
especially
as
it
pertains
to
rebuilding
after
civil
unrest,
housing
and
shelter,
as
it
pertains
to
encampments
and
workforce
development,
as
it
pertains
to
the
historic
unemployment
that
we
have
her.
G
This
division
really
has
the
weight
of
the
world
on
its
shoulders,
and
I
want
to
especially
thank
her
and
the
leadership
team
at
cped.
I
want
to
note
I
don't
have
any
questions,
but
I
want
to
note
that
the
next
biz
committee
meeting
has
a
number
of
items
on
it
that
members
of
the
council
might
be
interested
in.
One
of
the
things
that
we
talked
about
this
morning
was
the
preference
policy
that
staff
are
bringing
forward.
G
H
Thank
you,
chair
palmisano,
and
you
know
I
I
really
do
want
to
express
appreciation,
first
of
all
for
some
really
tremendous
work
that
is
happening
and,
and
some
incredible
strides
that
we're
making-
and
I
think,
council
member
goodman's
exactly
right
that
there's
a
huge
volume
of
work
coming
through
biz
around
affordable
housing
that
deserves
recognition
and
that,
I
think,
is
you
know,
pretty
exciting.
H
I
also
think
that
we're
at
a
moment
that
feels
like
a
real
crisis
moment,
and
so
I
think
it's
important
when
we
look
at
these
budget
presentations
to
kind
of
step
back.
You
know,
I
think,
just
like
we
have
with
several
departments
to
ask
is:
is
this.
H
Response
that
we've
been
developing
adequately
responsive
to
the
to
the
crisis
that
we're
in
right,
because
I
I
could
see
an
analysis
that
essentially
says
we
are
building
an
approach.
That's
been
working
and
an
approach
that
has
been
kind
of
keeping
up
with
the
loss
of
affordable
housing
and
keeping
us,
at
least
on
the
treadmill,
keeping
some
amount
of
affordable
housing
going.
But
at
some
point
don't
we
have
to
do
a
fairly
dramatic
infusion
to
get
us
ahead.
H
But
I
do
think
that
there's
a
question
about
like
how
do
we,
how
do
we
get
to
where
we
actually
need
to
be
and
what's
actually
responsive
to
the
tents
in
the
parks
and
and
the
families
that
we
know
are
really
struggling
to
find
housing?
So
I
guess
I
just
I.
H
I
wanted
to
sort
of
get
your
take
on
what
does
this
budget
represent
in
terms
of
responding
to
a
housing
crisis
that,
I
think,
has
everybody's
attention
right
now
and
are
there
even
additional
things
that
we
maybe
ought
to
be
considering
as
we
move
towards
december
and
thinking
about
a
budget
process.
B
Chair
palmisano,
may
I
respond?
Yes,
please
great.
Thank
you.
Thank
you,
madam
chair
and
councilmember
fletcher.
Thank
you
so
much
for
for
that
question.
I
think
that's
a
really
really
great
point
in
question,
and
so
first
I
I
just
like
to
respond
as
it
relates
to
the
recovery
work
around
around.
You
know
our
physical
city
and
economic
inclusion.
B
I
think
one
of
the
things
that
you
know
that
has
been
the
focus
of
the
minneapolis
forward
work
and
in
the
community
now
coalition
is,
is
recognizing
that
the
city
can't
do
this
alone,
and
not
only
can
the
city
not
do
this
alone,
but
the
city
may
not
always
be
the
best.
B
You
know
institution
to
be
to
be
leading
the
charge
in
the
sense
of
identifying,
like
all
of
the
solutions
that
are
are
needed
at
this
moment
in
time,
and
so
you
know
the
the
idea
around
this
work
is:
how
can
we
all
come
to
the
table
and
bring
the
strengths
and,
and
the
you
know,
the
the
unique
ways
that
we
can
all
contribute
and
then
leverage
those
throughout
the
community
and
really
think
about
like
not
just
continuing
to
do
the
things
that
we've
been
doing,
but
doing
things
very
differently
and
doing
those
things
very
differently
in
a
way
that
you
know
really
centers
the
voices
of
people
who
have
historically
not
been
at
the
table
or
not
been
at
the
table
in
the
way
that
really
drives
the
specific
initiatives
and
the
investment
prioritization.
B
So
you
know
black
indigenous
people
of
color,
community-led
organizations
and
institutions.
So
I
think
that
you
know
the
approach
of
of
thinking
about
this
work
really
collaboratively
and
identifying
ways.
The
city
can
can
really
use
its
investment
to
leverage
and
support.
B
On
the
homelessness
response
work,
I
think
they're,
you
know
again,
I
think
some
of
the
the
proposed
investments
where
there's
an
increase
is
is,
is
you
know,
proposing
increases,
affordable
housing,
trust
fund
and
the
noaa
preservation
fund
and
the
and
supporting
renters
and
tenants.
I
mean
that
work
is
critical
to
expanding.
B
You
know
the
amount
of
housing
that
we
have
to
you
know
to
serve
people
who
are
experiencing
homelessness
or
at
risk
of
that.
So
I
think
that
the
recommendations
in
in
this
budget
are
are
are
the
right
recommendations
for
really
you
know
for
really
prioritizing
the
needs
of
our
lowest
income
renters
and
in
preserving
housing
stability?
B
I
also
think,
though,
that
you
know
the
council
has
made
a
lot
of
decisions
about
you
know.
We've
we've
had
a
lot
of
a
lot
of
federal
funds
that
have
come
our
way
from
that.
That
could
be
used
for
homelessness,
response
from
emergency
solutions,
grant
or
esg
money,
and
the
community
development
block
grant
funds
we've
received.
You
know
over
12
million
dollars
in
just
the
esg
funding
and
then
another
like
eight
million
dollars
in
cdbg
funding,
and
I
I
you
know
the
the
council
has
been
really.
B
B
How
can
we
address
tonight's
problem
or
this
week's
problem,
but
thinking
about
how
can
we
expand
our
overall
homeless
response
system
in
a
way
that
continues
to
serve
us
next
year
and
the
year
after
after
that,
and
and
and
and
not
just
in
terms
of
capacity
and
the
number
of
people
that
we're
able
to
serve
but
the
way
in
which
we're
serving
them
so
serving
them
in
ways
that
that
meets?
B
You
know
that
that
is
much
lower
barrier
in
terms
of
like
access,
that
that
serves
people
experiencing
homelessness,
to
toward
much
better,
more
productive
outcomes
and
in
ways
that
that
you
know
that
really
center
dignity
and
responsiveness
to
the
particular
needs
of
of
people
experiencing
homelessness.
And
I
think
you
know
this
is
outside
of
the
2021
formal
budget
process.
B
But
I
think
that
we've
made
some
really
good
progress
that
again
in
in
decisions
that
the
council
has
approved
over
the
last
couple
of
months
to
really
set
us
on
a
course
of
you
know,
transforming
our
our
homeless
response
in
the
city
and
in
collaboration
with
the
county.
C
Seeing
none
I'll
direct
the
clerk
to
file
this
presentation?
Thank
you,
director,
brennan.
We
appreciate
your
explanations
and
all
of
the
commentary
here.
Next
up
is
the
health
department.
Do
we
have
director
musicant
ready
to
go
director
musicant?
Are
you
there.
E
Hello,
chair
palmisano,
this
is
noya,
I'm
the
deputy
commissioner.
I
know
that
she
had
a
meeting
that
was
running
pretty
close
to
three
o'clock
when
we
were
scheduled
to
start
so.
I
Here,
I
am
sorry,
I'm
multitasking,
okay,
there
you
go
thank.
C
You
yes,
director,
musicant,
is
now
a
good
time,
or
should
we
start
with
ms
woodridge.
I
No,
this
is
a
good
time.
I
just
need
to
figure
out
how
to
shut
off
my
other
meeting
so
that
you
don't
have
to
hear
that.
C
I
Okay,
I
am
with
you
sorry
about
that.
You
have
not
had
to
have
too
much
of
a
transition
time,
so
I'm
gretchen
musicant,
commissioner
of
health,
for
the
city
of
minneapolis,
chair
palmisano.
Thank
you
for
this
opportunity
to
talk
about
our
budget
for
2021..
I
Terrific,
so
I'm
going
to
go
through
the
mayor's
proposed
budget
for
2021..
I
just
want
to
say
a
few
things
before
we
get
into
it.
Certainly,
the
base
cuts
will
have
an
impact,
as
one
would
expect
that
cuts
would
have
an
impact
on
our
work.
I
They
also
represent
our
best
thinking,
given
the
city's
financial
situation
and
the
budget
directions
that
we
have
been
given
and
then
also
just
as
a
reminder.
It
really
is
kind
of
invisible
in
this
presentation,
but
we
expect
that
we
will
continue
to
have
to
and
lead
a
response
to
the
covet
pandemic
well
into
2021.
I
So
this
is
a
summary
chart
of
of
the
funding
for
the
health
department.
You'll
see
that
about
57
of
our
financial
support
comes
through
the
general
fund.
We
also
have
a
significant
portion
of
of
our
budget
that
comes
from
other
federal
grants
and
then
other
grants
which
include
in
that
category
third
party
reimbursement
for
things
like
our
school-based
clinics,
competitive
grants,
state
grants
and
so
on.
I
In
terms
of
our
program,
distribution
you'll
see
the
largest
slice
of
our
pie.
If
you
will
is
the
office
of
violence
prevention,
that's
an
area,
that's
been
growing,
and
we
know
that
there
is
tremendous
interest
in
continuing
to
build
on
the
work
that
really
started
in
two
2006
to
look
at
violence
as
a
public
health
issue
and
is
especially
relevant
today,
as
we
plan
our
our
route
forward
as
a
city
and
reimagine
our
approaches
to
public
safety.
I
Other
significant
areas
of
investment
are
the
school-based
clinics,
certainly
our
core
infrastructure,
our
environmental
services,
which
include
lead
and
healthy
homes.
So
those
two
need
to
be
combined
to
think
of
one
of
our
units
and
our
food
lodging
and
pools
are
some
of
our
more
significant
areas.
I
So
I'm
going
to
spend
a
fair
amount
of
time
talking
about
our
base
cuts
and
so
I'll
begin
with
the
first
one
on
the
next
slide,
which
is
in
our
area
of
core
public
health
infrastructure,
and
so
here
we
are.
The
mayor
is
proposing
that
an
office
support
specialist
position.
That's
currently
vacant
remain
vacant
through
2021,
and
so
that
will
be
that
salary
savings
as
well
as
costs
associated
with
having
a
position
that
would
be
open
next
slide.
I
The
number
of
changes
here
we
will
have
one
of
the
positions
in
environmental
services
remain
unfilled
through
2021,
and
so
this
represents
a
pretty
sizable
reduction
in
the
field
staff
about
25
percent,
which
will
affect.
As
I
said
at
the
beginning,
these
cuts
will
have
an
impact,
so
it
will
affect
our
inspections
of
a
federal
permit
erosion,
inspection
component
and
we
may
be
out
of
compliance
with
the
frequency
or
the
timeliness
of
those
inspections
and
also
our
response
to
environmental
concerns
and
enforcement
of
city
codes
will
exceed
service
level
standards.
I
Also,
some
of
the
innovative
programming
that
we've
worked
on
in
biochar,
local
air
quality
monitoring
and
city
trees
programs
will
be
significantly
reduced
as
a
result
of
this
as
well.
There's
also
a
shared
position
between
environmental
health,
which
is
our
food
lodging
and
pools
and
environmental
services,
and
so
a
portion
of
that
position
which
is
going
to
be
held
open.
I
It
shows
up
here,
see
a
portion
of
it
in
the
food
logic
and
pools.
We
are
also
making
some
changes
in
our
professional
services,
contracts
for
direct
pollution
reduction,
work
and
climate
change
activities,
and
so
there
will
consequently
be
reductions
in
technical
staff.
Training
such
as
air
quality,
lead
assessment
or
erosion
control,
and
will
have
reduced
capacity
for
air
water
and
soil
sampling
specific
to
minneapolis,
such
as
soil,
sampling
for
contamination
in
gardens
or
air
sampling
inside
impact
inside
impacting
workers
and
tenants
or
neighborhoods
surrounding
pollution
sources.
I
Included
in
this
area
is
our
contracts
with
the
minnesota
visiting
nurse
agency
and
way
to
grow
and
others.
I
There
will
be
less
training
offered
to
those
poorly
performing
businesses.
These
consultants
have
also
been
helping
us
help,
businesses
with
their
co-vet
plans
as
well.
I
So
in
healthy
living,
it's
really
a
small
portion.
Most
of
this
is
grant
funded,
and
so
a
small
percentage
of
both
an
office
support,
specialist,
three
and
the
director
of
policy
and
healthy
communities
will
be
covered
by
grant
funding
which
will
result
in
less
grant
funding
to
be
allocated
to
community
contracts.
I
Next
next
program
area
is
homegrown
minneapolis,
and
this
is
a
new
program
for
the
for
the
health
department,
certainly
not
for
the
city.
So
homegrown
minneapolis
coordinator
came
to
the
health
department,
this
july
grant
funded
positions
and
and
other
supports.
There
were
two
other
positions
before
that
transition
occurred,
but
that
funding
had
ended.
I
So
we
we
essentially
are
working
just
with
with
one
professional
already,
and
there
are
no
funds
identified
as
yet
to
rebuild
the
staff,
and
so
we'll
be
continuing
with
that
small
one-person
office
through
2021,
and
this
is
going
to
result
in
less
capacity
to
implement
the
new
food
action
plan
and
other
projects.
I
C
I
You
wanted
to
start,
I
will
start
with
lead
and
healthy
homes.
I'll
start
with
this
slide
again.
Yes,
thank
you
for
pointing
that
out.
So
this
is
an
area
that
is
both
supported
through
the
general
fund
and
through
long-standing
successful
grants
that
we
have
gotten
from
the
federal
government
in
the
in
the
hud
hud
grants,
and
we
expect
to
be
bringing
forward
yet
another
one
through
the
next
council
cycle.
I
Opioid
efforts
there
are
no
changes
to
to
our
work
in
the
in
the
on
opioids.
In
a
in
a
cut
perspective.
You'll
see
later
there
is
some
some
new
investment
in
this
work.
I
I
I
I
So
school-based
clinics
we
will
be
holding
two
medical
assistance
positions
open
through
the
summer
of
21
and
it's
the
summer
of
21,
because
we
have
to
think
in
terms
of
school
year
when
it
comes
to
the
school-based
clinics.
And
we
know
that
school
functions
and
programming
and
how
many
students
there
are
and
how
they
access.
The
school-based
clinics
has
certainly
been
impacted
by
covid.
And
so
we
feel
that
we
can
continue
to
be
flexible
through
this
time
through
the
summer
of
2021..
I
Next,
please
senior
services,
one
of
the
things
that
the
mayor
challenged
us
to
do
is
to
think
about.
I
Are
there
things
we
can
just
we
can
stop
doing,
and
so
we
have
had
a
contract
for
a
number
of
years
with
the
minnesota
visiting
nurse
agency,
which
is
which
is
now
a
part
of
hennepin
healthcare
to
service
seniors,
particularly
those
who
are
under
the
age
of
medicare
eligibility
and
who
reside
in
minneapolis
to
help
them
stay
in
their
homes
and
as
a
result
of
these
cuts,
we
will
be
stopping
that
contract
with
mdna
this
year.
I
believe
we
served
about
1,
500
persons
and
predominantly
bipac
community
and
those
of
of
those
folks.
I
One
thing
I
did
not
say
remember
to
say
at
the
beginning
of
of
the
presentation
was
that
we
are
not
recommending
any
any
layoffs
as
a
result
of
this
budget
that
that
any
positions
that
are
not
being
filled
are
currently
vacant
and
will
be
held
vacant
next,
please
so
that
turns
our
attention,
then,
to
several
mayoral
recommendations
for
new
investments.
I
We'll
start
with
the
first
one,
please
next
slide.
So
the
first
recommendation
relates
the
office
of
violence
prevention.
It's
an
expansion
in
a
couple
ways.
One
is
recommending
that
there
be
a
community
space,
a
community
friendly
space,
and
this
will
enhance
our
ability
to
reach
out
into
the
community
and
that
we
think
that
community
presence
will
allow
for
more
effective
and
inclusive
relationships
and
will
give
a
home
base
to
some
of
the
the
new
programming
that's
occurring
with
violence,
interruption.
I
The
city
council,
in
their
modification
of
the
2020
budget,
allocated
funding
to
begin
the
minneapolis
strategic
outreach
initiative,
which
now
has
four
teams
active
in
the
community,
and
so
this
funding
will
keep
that
going
forward
in
at
the
same
level
for
an
entire
year.
Now
the
program
really
relies
on
trusted
community
members
who
work
as
outreach
workers
on
neighborhood
specific
teams
and
as
they
detect
potentially
violent
events,
they
use
informal
mediation,
non-physical
conflict
resolution
and
interruption,
expertise
to
de-escalate
situations
before
they
come
violent.
I
When
we
started
that
program,
we
really
focused
in
north
minneapolis
predominantly
and
have
been
working
to
expand
to
more
parts
of
minneapolis,
and
so
this
was
something
that
was
supported
in
2020.
This
expansion
as
a
one-time
funding,
and
so
the
mayor's
recommendation
is
to
make
that
an
ongoing
support
so
that
we
can
flesh
out
that
expanded
program
that
that
works
with
gbi
stands
for
group
violence,
intervention,
so
working
with
group
members
involved
in
in
non-fatal
shootings
and
who
are
at
risk
of
being
shot
in
2016
prior
to
gbi.
I
There
were
93
gang
or
group
member
involved,
non-fatal
shootings
in
the
period
of
time,
the
summer
or
the
summer
from
may
4th
to
september
21st
and
in
2019,
when
we
did
have
the
group
violence
intervention
program,
there
were
27
during
the
same
period.
Now
this
program
has
really
been
impacted
by
covid.
We've
had
to
change
some
of
our
strategies,
but
but
it
is
definitely
one
that
we
believe
can
be
a
strong
component
of
our
alternative
approach
to
public
safety.
I
Where
people
can
approach,
the
fire
department
could
come
in
for
opioid
treatment,
referral
to
treatment,
referral
to
harm
reduction
services,
so
we
are
planning.
This
funding
will
allow
us
to
do
a
pilot
that
could
design
and
implement
a
model
in
one
fire
station,
and
so
we
would
start
with
either
fire
stations
four
five
or
seven.
All
three
of
them
are
close
to
communities
and
neighborhoods
that
are
experiencing
opioid
epidemic
and
disparate
rates.
I
This,
I
believe,
is
our
final
new
new
funding
recommendation
and
a
number
of
years
ago,
a
couple
years
ago,
minneapolis
joined
an
organizational
organization
called
fast
track,
which
is
looking
at
making
significant
progress
on
hiv
aids
and
really
moving
towards
getting
more
clinics
that
are
engaged
in
the
kind
of
approach
that
will
lead
to
undetectable
levels
of
of
hiv
and
being
untransmittable
for
the
virus.
I
And
so
we
are
working
with
clinics
to
make
those
changes.
We
are
also
working
with
community
advisors
to
help
us
better
understand
stigma
so
that
we
can
have
an
anti-stigma
campaign
so
that
more
people
will
feel
comfortable
coming
forward
and
getting
services
that
will
help
them
live
a
healthy
life
and
cut
down
on
transmission
of
the
disease.
I
Stop
there,
madam
chair
and
hope
to
answer
questions.
If
there
are
any.
C
Thank
you,
I'm
not
seeing
any.
Are
there
any
questions
or
comments
from
my
colleagues.
F
We
have
a
pandemic
which
has
put
incredible
pressure
on
our
health
department
staff,
I
think,
all
of
whom
are
involved
in
one
way
or
another
in
trying
to
protect
our
community
and
keep
folks
safe
from
the
coronavirus
and
with
a
real,
I
think,
demonstrated
eye
toward
race,
equity
and
really
making
testing
and
masks
and
other
things
available
in
the
communities
that
our
hardest
hit.
F
And
then,
of
course,
the
department
has
been
heavily
involved,
along
with
seaped
and
others,
with
outreach
in
our
homeless
encampments,
as
well
as
really
stepping
up
and
leading
on
so
much
of
the
work
around
violence
prevention
in
a
really
difficult
summer.
I
know
that
you'd,
commissioner,
and
our
director
of
the
office
of
violence
prevention
are
fielding
calls
from
business
groups
who
want
to
know
how
they
can
access
violence
prevention,
resources
from
community
partners
from
you
know
the
more
that
folks
learned
about
violence
prevention
as
a
resource,
the
more
desired.
F
F
This
is
another
area
where
we're
really
asking
a
lot
from
staff,
and
I
just
do
want
to
make
sure
that
it's
funded
appropriately-
and
I
know
we
have
really
tough
decisions
to
make
in
this
budget,
but
especially
in
the
violence
prevention
area,
wanting
to
keep
following
up
with
staff
and
make
sure
that
the
requests
we're
making
for
more
time,
especially
now
having
separated
out
the
truth
and
reconciliation
process
so
that
coordinator's
office
staff
are
really
focused
in
that
work,
making
sure
that
we
have
the
resources
needed
to
do
targeted
safety,
work
and
violence,
prevention
and
health.
C
Anyone
else
well
seeing
no
further
discussion
at
this
point.
Thank
you,
director
musicant.
We
appreciate
your
time
and
that
of
your
team.
I
will
direct
the
clerk
to
file
this
presentation
and
I
will
quickly
note
from
my
colleagues
and
the
public
that
our
next
budget
committee
meeting
is
scheduled
for
next
thursday
october
22nd
at
10.
Am
that
day
we're
set
to
hear
from
the
city
clerk
and
his
presentation
includes
both
elections
and
also
the
city
council,
budgets,
the
city
coordinator,
intergovernmental
relations,
the
city,
assessors
office
and
internal
audit.