►
From YouTube: August 25, 2021 Board of Estimate and Taxation
Description
Additional information at
https://lims.minneapolismn.gov
A
Go
ahead
and
go
to
the
next
slide,
so
this
slide
shows
you
the
outlook
for
the
full
levy
broken
down
by
each
of
its
parts,
and
so
this
is
a
table.
I
think
that
you're
typically
used
to
seeing
in
our
five-year
financial
direction-
and
I
just
wanted
to
ground
our
conversation
here,
because
this
is
where
we
start
go
ahead.
A
Perfect,
so
I
will
say
that
then
the
next
part
of
the
slideshow
will
just
go
through
each
of
those
lines
individually
and
talk
a
little
bit
about
the
change.
Perfect,
so
go
ahead
and
go
to
the
next
slide,
all
right,
and
so
for
these
three
slides.
I
will
welcome
rebecca
malmquist
to
sort
of
talk
a
little
bit
about
our
property
tax
base.
D
D
I
do
want
to
definitely
add
the
disclaimer
that
the
year
there
are
very
many
moving
parts
in
the
tax
calculation
for
taxes
payable
in
22
and
all
of
what
I'm
presenting
to
you
today
is
not
finalized
and
their
estimates
with
the
best
information
that
we
had
at
the
time.
The
mayor
presented
his
proposed
budget,
and
some
of
the
figures
have
even
changed,
since
also
all
of
this
data
is
high
level
with
totals
and
doesn't
include
any
specifics.
So
if
you
do
have
questions
about
specifics,
I
can
follow
up
with
you
after
the
meeting.
C
D
So
when
we
look
at
sales,
we
did
see
that,
for
the
most
part,
the
sale
data
that
we
had
didn't
incr
indicate
as
much
of
a
decrease
in
value,
as
you
may
have
assumed,
as
well
as
the
rents
that
were
in
place
as
of
the
before
the
pandemic,
so
that
those
are
some
of
the
factors.
So,
as
we
now
march
our
way
into
the
2022
assessment,
you
know
we're
definitely
looking
at
what's
been
happening
because,
as
assessors,
we
act
as
historians.
C
C
D
C
C
D
D
If
we
look
at
the
reported
tax
capacity
here
of
just
over
756
million
again,
this
is
a
moving
number.
It
is
one
of
the
lowest
increases
in
tax
capacity
going
back
many
years.
I
think
I
went
back
and
looked
about
seven,
eight
nine
years
and
the
past
couple
years,
we've
seen
increases
of
six
to
seven
percent
and
prior
to
that,
we
were
seeing
double
digit
percent
increases
in
tax
capacity,
so
this
is
definitely
the
lowest
increase
that
we've
seen
in
some
time
next
slide.
Please!
D
So,
then
we
look
at
estimated
tax
projections
again.
These
are
estimates
without
final
tax
capacity
figures,
fiscal
disparity
contributions
and
distributions,
and
tif
tax
capacity,
as
well
as
state
assessed
values.
The
city
rate
was
that
was
applied
to
the
tax
capacity
is
a
very
rough
estimate,
and
I
really
cannot
stress
this
enough.
D
So
for
all
the
value
percentiles
that
we
saw
that
were
selected,
you
will
see
that
there
are
tax
projections
for
increases
for
almost
all
properties
used.
In
this
analysis,
I
believe,
with
the
exception
of
the
lower
valued
commercial
properties
and
as
more
of
the
behind
the
scenes,
work
happens
and
in
the
calculations,
and
we
start
to
get
more
and
more
data,
we'll
get
much
closer
to
a
more
accurate
projection,
but
we
would
like
we
just
present
something
to
you
so
that
you
have
a
rough
estimate
at
the
time
of
the
budget
proposed
budget.
D
C
When
you
calculate
this
next
time,
if
I
remember-
I
always
think
of
my
house,
which
is
about
the
median-
I
think
I'm
at
probably
about
315
330
in
market
value.
Would
it
be
possible
for
you
to
calculate
the
75
whatever
that
the
75th
percentile
house
is,
and
maybe
a
90
house
too
just
so
we
got
a
bigger
range
of
houses
in
the
past.
D
Vice
president
and
president
wheeler,
yes,
we
can
definitely
provide
those
calculations
as
we
get
to
the
properties
close
over
and
twelve
thousand
dollars.
We
also
know
that
those
don't
receive
the
homestead
value
exclusion
right
and
then
there
are
different
tiers
once
you're
over
five
hundred
thousand
dollars.
So
the
calculation
is
a
little
bit
different
for
the
that
property
value
range,
but
we
can
definitely
provide
it
to
you.
A
A
So
the
first
levee
that
we're
going
to
talk
through
is
the
general
fund
levy,
and
so
the
the
levy
is
increasing
by
6.1
percent
and
the
table
in
front
of
you
on
this
slide
shows
the
large
expenditure
items
as
well
as
the
revenues
that
get
us
to
a
balanced
budget
in
the
general
fund
this
year.
So
with
the
we
have.
A
On
the
revenue
side
of
things,
we
have
local
government
aid
which
remained
flat.
This
year
we
were
expecting
a
small
drop,
but
there
was
legislation
passed
that
held
us
harmless
and
the
lga
this
year,
the
property
tax
number
262
million,
reflects
that
6.1
increase
in
the
general
fund
overall
increase
of
5.45.
A
We
are
still
seeing
that
low
level
of
transfers
into
the
general
fund
and
then
the
the
other
line
that
we'll
talk
a
little
bit
more
about
this
year.
That's
that's
new.
Is
american
rescue
plan
act
funds,
so
one
of
the
major
goals
of
the
federal
legislation
was
to
provide
support
to
local
governments
to
prevent
austerity
measures
so
that
local
governments
can
continue
to
provide
core
services
and
not
have
to
cut
spending,
as
we
saw
in
the
2009
recession,
the
belief
from
folks
in
the
biden,
administration
and
in
the
treasury
department.
A
Administering
these
funds
is
really
that
that
led
to
slower
growth
nationwide,
and
so
that's
why
you
see
as
a
core
objective
of
this
legislation
to
replace
lost
revenues
in
the
local
government.
Local
governments
across
the
country
and
so
you'll
see.
47
million
dollars
is
proposed
here
to
be
used
as
revenue
replacement
in
the
general
fund
to
cover
core
government
services,
all
right
we're
going
to
go
to
the
next
slide.
A
So
I
talked
a
little
bit
about
the
importance
of
a
five-year
outlook.
This
year
we
and
we
just
reviewed
that
we're
using
47
million
in
american
rescue
plan
act.
Funds
in
the
2022
budget
to
replace
lost
revenue
using
one-time
sources
to
cover
ongoing
spending
has
risks
that
need
to
be
mitigated,
and
so
before
we
landed
on
that
47
million
dollars
of
american
rescue
plan
act
funds.
A
Things
like
that,
then
you
see
the
light
blue
area
behind
the
bars
represents
our
spending.
So
the
light
blue
is
just
our
base.
Spending
our
base
level
spending
the
darker
blue
on
top
represents
the
additional
spending
that's
proposed
in
the
mayor's
recommended
budget
and
you'll,
see
that
in
22,
23
and
24.
A
A
This
is
that
three-year
outlook
so
because
arpa
funds
are
available
for
three
years,
it's
important
to
sort
of
to
take
a
look
at.
How
do
we
expect
our
revenues
to
come
back
and
what
will
be
needed
to
replace
lost
revenues
using
those
federal
dollars?
So
this
is
that
three
year
plan
we're
proposing
47
million
in
2022
37
million
in
2023
and
34
million
in
2024,
and
then
in
25.
A
We
are
no
longer
have
arpa
dollars
available
to
us,
and
so
this
shows
the
the
expected
revenues
in
2025
matching
our
general
fund
expenses
without
a
large
increase
in
the
levy.
The
bottom
line
in
this
chart
shows
sort
of
the
the
projections
that
we
used
in
increases
in
the
general
fund
levy
to
ensure
that
2025
wouldn't
see
a
big
fiscal
cliff
or
a
need
to
cut
spending
go
ahead
to
the
next
slide.
A
This
this
shows
a
little
overview
of
the
entire
arpa
allocation
that
the
city
of
minneapolis
received
from
the
federal
government,
271
million
phase,
one
which
was
approved
by
council
on
july
2nd,
was
about
102
million
dollars.
We're
proposing
using
about
119
total
to
replace
revenue
of
that
revenue
to
get
a
little
bit
more
granular.
B
C
Will
you
be
addressing
the
sales
tax
separately
in
another
slide,
or
should
I
ask
those
questions
now?
You
can
ask
those
questions
now:
okay,
because
what
I
remember-
and
I'm
not
sure,
I'm
remembering
off
the
top
of
my
head
correctly.
So
I
apologize
if
I
get
it
wrong,
but
I
I
remember
some
slide
at
one
point
that
was
showing
something
like
a
75
million
dollar
loss
in
sales
tax
revenue.
C
A
A
So
our
actuals
for
2020
were
were
still
about
50,
less
they're
about
half
of
what
we
normally
receive,
but
that
was
a
little
bit
better
than
what
we
had
initially
projected
and
so
moving
into
22
and
beyond.
We've
we've
been
revising
those
sales
taxes
and
we
are
planning
for
a
recovery
by
I
believe
2024
is
is
when
we
expect
sales
taxes
to
reach
the
2019
levels
and
then
continue
to
grow
at
a
more
normal
rate
in
our
current
assumptions.
A
C
Thank
you
because
it
seems
to
me
that
that
the
debt
service
for
because
we're
still
having
to
pay
the
the
football
stadium
debt
service,
which
is
the
first
call
and
then,
if
I
remember
my
target,
has
the
second
call
the
convention
center
debt
has
the
third
call
and
then
there's
the
fourth
call.
And
so,
if
we
don't
have
that
money,
then
all
of
that
debt's
got
to
be
paid
for
from
somewhere
correct.
A
That
does
just
as
you
stated,
pays
back
the
the
loans
that
get
first
priority,
as
well
as
as
keeps
our
our
convention
center
functioning
and
prepared
to
handle
sort
of
a
comeback.
And
then,
after
that,
we
are
transferring
over
a
sustainable
amount.
That
leaves
that
fund
in
the
black
for
the
foreseeable
outlook.
A
A
Spending
that
was
reduced,
that
they
would
like
to
see
added
back
in
2022,
and
so
as
you're.
Looking
through
the
budget
book
you'll
see
core
service
rebuilding
change
items,
and
that
is
what
is
reflected
in
those
change
items.
There
are
also
investments
in
public
safety
in
mpd,
as
well
as
in
the
office
of
violence
prevention.
A
A
That
includes
some
regular
increase
related
to
inflation,
as
well
as
a
1.3
million
dollar
investment
in
youth
programming.
This
is
an
investment
that
the
mayor
has
also
committed
to
recommending
1.3
million
dollars
in
22
of
arpa
funds,
so
that
the
full
program
as
envisioned
and
requested
by
the
parks
department
can
be
implemented
in
2022.
C
E
E
When
we
consider
that
the
the
bond
redemption
levy,
I
think
in
total,
when
we
look
at
the
whole
bond
redemption
levy
in
2021
of
47
million
dollars,
plus
an
additional
10.3
million
dollars
for
the
library
levy.
The
absolute
increase
year
over
year
is
that
270
000
amount
and
that's
a
less
than
one
percent
increase
year
over
year
in
the
levees
next
slide.
Please,
okay!
So
we've
got
the
the
municipal
building
commission
levy
amount.
A
Thank
you,
robert,
and
this
slide.
I
just
wanted
to
sort
of
end
on
this
one
because
it
summarizes
really
all
the
information
we're
providing
and
if
you
look
you'll
see
that
in
2021
we
have
the
additional
line
showing
the
library
downtown
office
debt
that
is
now
being
rolled
into
the
bond
redemption
levy
in
2022.
A
So
we
can
go
ahead
and
go
to
the
next
slide,
and
that
is.
That
concludes
our
presentation.
I
would
just
put
out
a
reminder
that
our
our
budget
book
online
contains
some
more
interactive
graphs
this
year,
but
if
you're
interested
in
sort
of
narrowing
in
on
a
specific
budget
area
or
fund,
you
can
do
that.
And
so
I
would
encourage
you
to
review
the
budget
book
and
if
you
have
questions
or
want
to
figure
out
how
to
use
that
tool
more
effectively,
feel
free
to
reach
out
to
me
and
my
staff.
B
C
So
do
you
one
of
the
things
I'm
concerned
about
is
the
sales
tax
collections.
I
know
that
the
state
collected
more
last
year
than
they
thought,
because
people
bought
fewer
services
and
more
physical
goods
which
are
taxed
under
sales
tax,
is,
is
that
monthly
collections
information
available
anywhere.
A
C
I
would
appreciate
that
because
we
weren't
able
to
get
that
earlier
and,
like
I
said,
there's
there's
a
lot
of
debt
that
is
depending
on
that
revenue
source
and
if
it
collapses
or
doesn't
recover
we're
going
to
see
all
sorts
of
problems
throughout
other
parts
of
the
budget.
And
so
I
was
very
interested
in
that
and
had
not
been
able
to
find
that
in
your
links.
So
if
you
did
have
that,
that
would
be
great
yeah.
Thank
you.
Absolutely.
B
So
so
I
didn't
get
to
say
thank
you
to
mr
harrison
for
his
presentation
because
we
just
transitioned
quickly,
but
I
wanted
to
say
thank
you
to
him
and
ms
gruber.
I
want
to
thank
you
for
a
really
clear,
straightforward
presentation.
You
know
this
has
been
a
very
demanding
time.
I
think
that's
probably
putting
it
mildly,
and
I
I
just
I
continue
to
be
impressed
with
the
thoughtfulness,
professionalism
and
hard
work
that
has
gone
into
this
presentation
and
and
all
the
budget
work.
I
I
want
the
citizens
of
minneapolis
to
understand.
F
A
G
Thank
you,
mr
chair,
just
briefly
reiterating
exactly
what
you
said,
which
is
that
you
know
between
miss
krueger.
Mr
harrison
miss
this
momquest,
the
whole
budget
team
and
everybody
has
that
has
been
involved
over
this
last
year.
They
really
have
done
an
incredible
job
and
it's
been
a
whole
lot
of
work.
Many
more
budgets
have
been
produced
than
is
normal.
B
H
Thank
you,
president
wheeler,
and
vice
president
becker
and
board
investment
taxation,
members,
mayor
frye,
president
vendor
councilmember,
fletcher
and,
of
course,
commissioner,
french.
It's
good
to
see
you
all
and
thank
you
for
this
opportunity
to
present
to
you
our
budget
presentation.
So
it's
great
to
see
all
of
you
next
slide,
please.
H
H
The
board,
though,
and
this
organization
has
been
having
these
budget
discussions
and
in
particular
around
youth
for
four
years
and
we've
been
working
towards
increasing
funding
for
the
youth
of
minneapolis.
We
know
the
need
is
real.
Very
clearly.
You
know,
there's
been
many
many
reports
written.
We
understand
all
the
documents
behind
this.
We
understand
the
research
behind
youth
investment,
so
you
know
the
existing
planning
and
community
engagement
points
to
the
need
and
the
desire
to
focus
on
youth.
H
What
was
really
very
interesting
is
we
well,
we
saw
a
covid,
we
saw
through
kovid,
we've
watched
an
uptick
in
youth
violence
and
we
realized,
and
we
saw
the
shining
the
light
on
the
need
for
investment
in
youth.
The
city's
strategic
and
racial
equity
action
plan
speaks
specifically
about
improving
public
safety.
One
of
the
things
we
took
from
that
was
the
statement
that
said
the
high
quality
youth
development
programs
are
a
key
protective
factor
against
violence.
H
There
were
several
milestones
that
we
were
asked
in
the
pursuit
of
our
youth
and
a
lot
of
those
milestones.
Those
stepping
milestones
that
I've
shared
previously
are
very
clear.
We
were
asked
to
research.
We're
asked
to
demonstrate
commitment,
we're
asked
to
collaborate
to
streamline
and
to
pilot
some
of
the
things
that
we
looked
in.
Research
was
closing
the
gap
investing
in
youth,
which
clearly
stated
that
there
was
a
two
million
dollar
gap
in
youth
funding
from
2000
2019.
H
H
We
had
the
privilege
of
working
with
the
mayor
in
this
minneapolis
youth
investment
task
force,
where
the
mayor
put
together
multiple
agencies
across
our
parks,
our
par
across
our
city,
that
work
specifically
in
youth
that
include
the
youth
coordinating
cosmetic
communities,
chamber
of
commerce,
public
schools,
the
ymca
you
know,
and
the
libraries
hennepin
county.
It
was
a
very,
very
informative
and
very
important
meeting
that
the
mayor
put
together.
We
were
privileged
to
be
a
part
of
that
and
to
work
with
the
mayor
on
that
and
the
partners.
H
Partnerships
today
are
sustained
and
we're
grateful
for
that.
We
also
looked
at
streamlining
our
organization.
We
did
a
major
reorganization
within
our
organization
to
focus
on
youth
investment,
but
we
saw
the
moment
in
time
through
the
pandemic
and
through
covid,
we
made
some
significant
changes.
One
of
the
ones
I'm
proud
of
is
the
grant
administrative
program
that
we
put
in
place,
which,
in
the
first
two
months,
was
able
to
generate
a
grant
for
259
thousand
dollars,
in
particular,
to
support
youth.
H
So
we've
done
a
lot
of
reorganizations
very
proud
of
that
we've
also
refurbished
in
the
pilot
program.
We
rehabilitate
our
creation
space
at
potterhorn
park.
We
also
talked
about
launching
the
imagine
your
future,
which
we'll
talk
about
later,
and
we
redefine
youth
employment,
which
we
will
speak
upon
later
also,
and
so
we're
very
excited
about
and
very
proud
of,
the
work
we
have
done
when
we
were
asked
and
requested
to
show
commitment
this
organization
and
this
board
has
committed
to
that
next
slide.
Please.
H
So
one
of
the
things
I
mentioned
earlier
was
youth
investment
background.
So,
as
you
see
from
2018
the
general
fund
budget,
the
percent
was
15.9
an
investment
in
youth
today
in
2021
we're
at
17.7
percent
our
board
and
our
staff
have
been
committed
to
youth.
We've
shown
that
commitment,
I'm
very
proud
of
this
board.
As
we
made
very
difficult
and
hard
choices
through
our
departments,
we
made
a
lot
of
cuts.
H
We
looked
at
vacancies,
but
we
made
sure
the
investment
in
youth
was
was
paramount
and
at
the
front
of
what
we
were
trying
to
do
to
provide
the
services
for
our
youth
and
very
proud
of
the
fact
that
this
organization
and
our
board
showed
commitment
for
our
youth
in
the
city
of
minneapolis
next
slide.
Please.
H
H
So
what
we're
asking
in
the
need
is
sustainable,
long-term
funding
to
amplify
this
work
across
the
system
with
adequate
staffing
and
as
we
present
as
we
walk
through
forward.
This
is
really
important
to
understand
that
we're
talking
about
ftes,
full-time
employees
that
are
providing
the
services
for
the
youth
across
the
city,
but
fundamentally
we're
changing
the
way
that
we're
doing
we're
providing
recreation.
H
H
We
are
the
fabric
of
the
community,
we
are
located
in
the
communities
and
we
do
tremendous
work
to
engage
and
enrich
the
lives
of
our
youth
and
we
have
trained
and
dedicated
staff
that
are
there
every
day
and
the
commitment,
as
you
all
know,
are
the
leading
providers
of
employment
for
our
youth.
Our
commitment
to
youth
employment
next
slide.
Please.
H
So
one
of
the
really
big
areas
that
we
want
to
focus
on
we
providing
is
around
youth
programming.
We
want
to
provide
obviously
consistent,
dedicated
staff
that
engage
our
youth
in
safe
environments
and
expose
them
to
experiences
and
enrich
their
lives,
enhance
their
lives
every
day
when
they
walk
in
many
of
the
things
that
I
brought
forward
is
called
the
six
pillars
of
recreation.
H
H
One
of
the
things
that
we
know
is
that
there's
that
bubble
of
of
of
young
people
who
are
forgotten
or
who
need
opportunities.
One
of
the
things
we
focus
on
with
this
group.
This
first
cohort
is
low-level
offenses
and
their
background
records.
We
look
at
we
talk
about
expunge
expungement.
We
talk
about
financial
literacy,
literacy,
we
provide
development
workshop
series
that
covers
topics
from
job
mentoring
and
preparedness,
career
exploration,
and
this
first
group
that
went
through
our
park
system
actually
then
get
employed
by
us.
H
So
we
then
give
seasonal
job
placement
what's
critical
and
what's
important
about
that.
What
I
want
to
speak
on
that
is
that
when
we
talk
about
intervention,
we
talk
about
all
of
the
wonderful
pictures
you
see
below
the
work
that
we
do
every
day,
and
this
is
current
photos,
and
this
is
young
people
every
day,
working
in
our
park
systems
and
and
really
enjoying
camps
and
bicycling
programs
and
and
art
and
creative
spirit.
It's
really
important.
H
So
the
funding
for
that
that
we
look
at
is
the
additional
of
12
full-time
employees
that
are
going
to
provide
the
services
that
we
are
talking
about
as
youth
grow
and
also
this
group
of
people,
these
young
adults
who
are
with
us
in
our
park
system
and
then
are
now
seasonally
employed
with
us.
So
we're
really
focusing
on
our
our
young
people
and
how
we
engage
and
connect
them
to
park
and
recreation
and
job
opportunities
next
slide.
Please.
H
Creation
spaces
we're
very
excited
about
this.
One
thing
I
want
to
explain
about
christian
space
is
that
they're
youth
center
dedicated
spaces
that
provide
programming
across
the
city
right
now
we
are
currently
the
picture
you
see
here
in
front
of.
You
is
powderhorn
recreation
center.
It
was
the
old
warming
room
off
the
back
of
the
recreation
center
that
now
becomes
this
hub
of
creation
of
technology.
H
What
these
young
people
at
this
particular
studio
is
a
full
studio
around
audio
engineering,
but
it's
just
only
one
example
of
what
these
places
will
be.
We
have
three
more
spaces
that
we
are
working
to
to
launch
two
this
year
and
one
next
year.
The
two
that
were
the
three
that
we're
talking
about
going
forward
is
whittier,
luxton
and
harrison.
H
These
creation
spaces
are
multi-discipline.
What's
very
important
about
this
is
that
technology
is
only
the
base
of
it,
but
what
it
does.
It
allows
our
youth
to
come
in
there
and
talk
about
music
science,
steam
architecture,
design,
animation,
music,
art
innovation
in
places
where
they
can
walk
into
a
recreation
center
walk
into
this
space
as
soon
as
the
building
opens
and
they're
able
to
develop
and
work
through
their
creative
spirit
of
who
they
are
and
what
they
want
to
explore.
H
So
these
spaces
are
creation
areas
that
we
have
the
foundation
for
them,
that
we
can
give
them
the
opportunity,
through
technology
and
through
mentorship
and
through
the
leaders
who
will
be
in
these
centers
working
with
our
youth.
And
so
you
see
the
estimated
budget
below
which
is
for
each
location
having
a
full-time
staff.
H
That's
going
to
engage
our
youth
in
this
wonderful
space
that
they
can
grow
and
learn
and
develop,
and
we
even
talked
about
micro
entrepreneur,
businesses
where
they
can
create
their
own
design
or
their
own
hats
or
shirts,
or
actually
create
a
product.
And
then
we
can
create
a
kiosk
within
the
space.
H
They
learn
how
to
run
a
business,
and
it's
really
exciting
to
talk
about
what
these
youth
can
do
and
the
possibility
of
a
pass-through
program
for
them
where
they
can
develop
and
grow
and
get
mastery
of
who
they
are
and
what
they
do
and
and
we
certify
them
and
work
them
through
their
skill
level
in
these
areas.
So
we're
very
excited
about
these
particular
spaces.
H
We
want
to
increase
and
do
two
more
so
we'd
have
six
of
these
spaces
across
our
park
system,
and
what
we're
also
excited
about
is
that
this
now
becomes
a
part
of
reimagining.
The
civic
commons,
which
is
10
cities
across
the
united
states
and
minneapolis,
has
now
been
recognized
in
this
idea
of
creation
spaces
of
how
recreation
is
changing,
the
way
that
we
deliver
services
and
we're
very
proud
to
be
part
of
that
process.
H
Youth
employment
is
critical,
so
it's
focused
employment
on
training
and
youth.
That's
focused
on
underserved
and
underrepresented
communities,
and
the
shift
that
we
have
done
here
is
really
taking
the
teamworks
out
of
recreation
and
moving
into
environmental
stewardship
and
operations
area.
The
reason
we
do
that
is
because
we're
park
and
recreation
and
we
look
at
park
infrastructure,
green
jobs,
the
future
of
where
we
are
want
to
start
to
engage
our
youth.
H
And
if
you
look
at
this
triangle
that
we
had
here
in
front
of
you,
it
begins
really
with
teen
teen
works,
so
their
first
job
experience
might
be.
You
know,
working
with
crews
and
neighborhood
parks
as
they
move
up
through
their
experience.
Their
second
jobs
can
be
around
crews
and
individual
placements
and
regional
park
systems.
Their
third
job
experience
could
be
specifically
around
crews
and
internships
and
still
in
in
of
course,
working
on
their
knowledge
and
their
knowledge
skills.
H
The
next
tier
up
is
apprenticeships,
that's
specialized
training
park,
keeper,
trainings,
being
a
gardener,
storm
water,
best
management
practices
and
then,
finally,
if
you
get
to
the
top
of
our
pyramid,
seasonal
jobs
and
then
eventually
full-time
jobs,
so
you
go
from
team
teamworks
into
what
we
call
the
minneapolis
parks
core
into
career
jobs.
The
other
side
about
it
is
really
what
we
call
green
job
exposures
into
choices
that
young
people
can
make
in
their
careers.
H
But
again
as
we
look
at
recreation
programs
as
we
look
at
jobs,
what
we're
talking
about
is
a
stair-step
approach
to
youth
to
where
they
come
in.
It's
like
a
child,
putting
their
face
in
the
water
learning
how
to
first
swim
before
they
become
an
olympic
swimmer.
They
have
to
go
through
a
process
where
they
start
to
understand
that
I
first
have
to
learn
how
to
breathe
properly
and
and
then
how
to
stroke
right
same
thing.
We
talk
about
in
career
development,
same
thing.
H
H
They
start
to
build
up
certification
and
mastery,
and
then
they
just
explore
and
grow
and
develop
in
the
young
people
that
we
know
they're
out
there,
the
next
brilliant
architect
or
the
next
musician
or
the
next
you
know
could
be
anything
in
design.
So
this
is
kind
of
the
process
we're
doing
within
recreation,
but
we're
being
very
deliberate,
offering
these
to
the
to
entice
youth,
to
return
to
work
and
we're
piloting
a
youth
crews
focused
on
indigenous
agriculture
or
architecture,
I'm
sorry
design
and
planning
and
construction
skills.
H
H
And,
of
course,
when
we
talk
about
nature,
all
kids
deserve
access
to
nature
and
discovery
of
nature.
We
want
to
make
sure
that
we
address
and
we
put
place
nature
in
every
single
one
of
our
rec
centers,
that
it
doesn't
become
just
a
one-off
that
it
becomes
ingrained
in
our
rec
centers.
We
want
to
provide
consistent,
dedicated
staff
to
build
relationships
and
increase
programs.
We
want
to
expand
the
reach
into
our
neighborhood
naturalist
programs
with
our
staff,
and
we
want
to
meet
and
engage
youth
where
they
are.
H
So
we
have
a
lot
of
opportunities
here
to
really
build
our
nature-based
programs
through
agriculture
through
hydroponics,
through
bike
camps
that
take
youth
and
they
explore
the
park
system,
floor
and
fauna
and
they're
riding
their
bikes
and
they're
learning
about
our
trails
and
our
parkways.
Our
youth
become
the
advocates
for
nature.
They
become
advocates
for
our
park
system,
so
we
want
to
start
them
young
and
this
opportunity.
We
can
do
this
as
we
expand
our
program
into
our
rec
centers
and
we
have
things
called
nature.
H
H
H
We
need
to
really
engage
older
adults,
but
we
understand
too,
is
that
we
don't
want
to
call
it
just
senior
centers,
I'm
55
years
old,
just
turn
55,
and
I
would
like
to
be
called
an
older
adult
at
this
point,
but
we
know
that
seniors
sometimes
can
have
a
name
that
folks
become
think
it's
just
one
space.
What
we
wanna
call
this
is
intergenerational
programs,
and
we
talk
about
the
senior
participants,
share
life,
lessons
they
share
wisdom,
history
and
they
provide
guidance.
H
So
we
talk
about
preschool
young
people
coming
with
their
mothers
and
fathers
into
these
intergenerational
centers
and
then
as
seniors
or
older
adults
or
older
people
that
are,
there
are
working
with
them
and
engaging
with
the
community
in
a
way.
That's
very
natural
and
connected
the
young
people
can
learn
from
our
older
adults.
Older
adults
can
learn
and
connect
to
younger
people.
H
So
imagine
a
place
where
many
different
ages
are
in
there,
but
it's
primarily
focused
on
our
older
adults
and
they
kept
doing
things
from
tai
chi
classes
and
cultural
classes,
and
they
could
do
music
and
hiking
and
pickleball
and
gardening
sewing
and
games
really
fun
things
working
with
youth.
And
then
you
can
imagine
towards
two
three
o'clock.
When
our
teams
come
by
at
the
end,
they
can
be
working
again
with
them
and
they
can
do
gaming.
They
can
learn
how
to
work
with.
They
can
do
the
creation,
spaces
and
work
with
seniors
or
older
adults.
H
So
we
have
a
great
opportunity
to
create
these
intergenerational
centers
across
our
park
system,
and
this
will
just
be
the
one
of
many
that
we
build
and
engage
our
older
adults
across
our
parks
and
so
we're
looking
for
his
additional
one
full-time
employee
to
fill
that
need
and
to
be
an
extra
expert
to
help
grow.
This
program
next
slide,
please.
H
I
I
Good
evening
president
wheeler
and
vice
chair
becker
and
board
investment
and
taxation
members,
I'm
going
to
quickly
briefly
walk
us
through
the
financial
projections
and
the
maximum
property
tax
levy.
Request
next
slide,
please
so
the
minneapolis
park
and
recreation
board
has
adopted
resolution
2021-252,
requesting
the
board
of
estimate
and
taxation
to
set
a
maximum
property
tax
levy,
request
for
the
minneapolis
park
board
at
just
over
75.7
million
or
7.75
percent
from
2021
and
on
this
chart.
I
I
I
So
the
mayor's
recommended
budget,
as
was
provided
to
you
from
director,
amelia
culver
kerber,
sorry,
shows
the
an
alternative
of
that.
The
mayor
has
provided
for
the
2.6
million
dollars
being
provided
to
the
pop
park
board
through
the
property
tax
levy
increases,
as
outlined
in
this
chart,
so
it's
1.3
million
in
2022
and
then
260
thousand
dollars
additional
for
the
next
five
years.
I
For
the
first
three
years.
The
park
board
would
intend
to
submit
for
phase
two
american
rescue
plan
at
dollars
to
offset
the
gap
that
we
have
between
what
our
board
has
requested
for
2.6
million
dollars
and
what
the
mayor
is
currently
recommending
in
in
the
mayor's
recommended
budget
next
slide.
Please.
I
So
how
that
looks-
and
so
this
now
is
a
six-year
financial
projection
rather
than
a
five-year
financial
projection.
In
order
to
get
that
2027
year
out
there
so
you'll
see
that
in
2022
it's
an
eight,
an
eight
percent
increase
and
again
that
is
shown
the
eight
percent.
I'm
sorry
is
the
property
tax
levy
increase
portion,
and
then
you
see
the
1.3
million
being
reflected
in
the
american
rescue
plan
act,
so
that
is
one-time
funds
again,
as
amelia
also
referred.
You
know
referred
to
her
charts
on
the
city
side.
I
What
you
will
see
here
is
that
in
2025
and
2026
staff
have
identified
this
estimated
gap
that
we
we
have
and
city
staff
are
aware
of
this
gap.
We
have
discussed
that
and
we
are
aware
of
this
gap
at
this
point.
We
don't
have
you
know
a
solution
for
that
gap,
but
that
would
be
continued
in
the
conversations
as
we
move
forward.
I
Potentially
in
2025,
we
may
come
forward
with
with
a
larger
property
tax
levy,
increase
request,
or
maybe
we
would
have
some
one-time
funds
that
we
could
close
that
gap
with,
but
I
just
wanted
to
reflect
that.
That's
there
and
acknowledge
acknowledge
that
the
other,
the
other
thing
that's
not
reflected
in
the
mayor's
recommended
budget
is
again
that
system
expansion
with
upper
harbor
terminal
and
graco
park
again.
That
would
be
something
that
would
be
continued
conversations
and
discussions
with
city
staff
and
park
board
staff
going
into
2023
and
2024
next
slide.
Please.
I
I
I
I
I
We
have
come
to
a
mutually
agreed
upon
amount
for
staff
and
so
staff
now
on
the
city
side,
as
well
as
the
park
board
side,
are
going
to
be
moving
these
forward
for
concurrent
resolutions,
as
outlined
in
the
ordinance
in
order
to
get
this
enacted
and
that
we
would
hope
to
have
by
the
adoption
of
our
annual
budgets.
We
will
have
this
new
dollar
amount,
as
well
as
the
capital
program
adjusted
to
reflect
these
new
dollar
amounts
next
slide,
please,
and
we
can
just
skip.
C
C
The
park
board
is
the
place
that
we
have
as
a
city,
I
mean
we,
we
provide
water
and
we
provide
sewer
and
we
build
roads,
and
we
do
all
sorts
of
things
that
don't
reach
youth
and
don't
reach
kids,
especially
when
they're,
just
at
the
inflection
point
in
their
life
and
and
that
2.6
million
dollars
is
so
critical
and
can
have
such
an
impact
on
our
community,
and
I
just
want
to
thank
everybody
who
worked
on
it.
I
want
to
thank
the
mayor
mayor.
C
G
Yes,
thank
you,
mr
chair.
I
think
this
is
really
a
momentous
occasion.
This
is
the
most
that
we've
invested
in
youth
recreation
at
any
time
that
I'm
aware
of
certainly
it's
the
largest
increase
for
youth
recreation
in
an
entity
that
we
know
in
the
park
board
cares
deeply
about
these
subject
matters.
I
know
that
the
superintendent
has
been
pushing
for
this
for
quite
some
time,
as
well
as
the
park
board
members,
and
you
know,
I
think
this
is
an
excellent
opportunity
to
do
this
right.
G
We
were
pushing
hard
for
a
comprehensive
vision
for
for
youth,
engagement
and
recreation
back
in
2020
pre-covered,
and
we
had,
I
don't
know,
a
matter
of
three
or
four
meetings
where
we
were
getting
to
a
consensus
on
the
direction
and
then
covet
hit,
and
we
took
a
bit
of
a
hiatus
there
and
now
we're
sort
of
recycling
the
conversation
again
now
and
then
actually
executing
and
getting
it
done.
I
really
appreciate
the
park
board's
collaboration
and
and
their
agreement
on
this
particular
matter.
G
I
think
it's
of
really
critical
importance
for
our
youth
in
the
city
and
you're
right.
We
should
be
talking
about
it
more.
It
is
a
2.6
million
dollar
annual
commitment,
which
is
which
is
very
substantial.
There
are
some
that
would
say
that
in
in
times
where
we're
seeing
massive
city
budget
crisis
and
and
a
little
bit
of
uncertainty
as
to
the
the
future
of
our
revenue
sources
that
we
shouldn't
be
investing
an
additional
2.6
million
dollars
annually
in
something
like
youth
rec,
and
I
would
argue,
the
exact
opposite.
G
B
J
Thank
you.
Thank
you,
president
wheeler.
I
just
want
to
say
this
has
been
something
that's
good.
I
want
to
thank
the
mayor
for
working
with
folks
from
the
park
board.
This
is
a
great
start,
and
I'm
hoping
this
commitment
to
improve
our
youth
funding
capacity
in
the
future
will
will
remain
the
same.
I
think
the
parks
are
uniquely
situated
to
address
some
of
the
youth
violence
going
on
in
our
city.
I
think
carol.
You're
right,
you
you
hit
it
spot
on.
J
We
do
have
a
a
a
place
in
our
neighborhoods
that
other
folks,
other
other
entities
and
other
institutions
just
don't
have,
and
we
have
that
we
have
the
workforce
to
do
it
and
we
we
just
need
the
resources
to
make
sure
we
can
continue
to
do
that
work
and
make
sure
it's
meaningful,
so
yeah,
let's
we
can
do
better,
but
yeah.
This
is
a
great
start.
B
K
Thank
you,
president
wheeler.
Thank
you,
director,
wiseman
for
the
overview
and
the
superintendent
for
his
report.
I
just
wanted
to
say
a
few
things
here.
First
of
all,
I
I
do
thank
the
mayor
for
for
coming
to
the
table,
because
really
it's
been
more
than
a
generation,
since
we've
had
collectively
folks
come
to
the
table
to
begin
fully,
funding
our
youth
and
providing
the
positive
adult
role
models
that
are
needed
in
the
city
in
2002.
K
The
last
time
we
had
the
number
of
positive
adults
hired
full-time
in
the
park
system
that
we're
trying
to
get
back
to
now.
With
this
7.75
request,
I
was
14
years
old.
I
was
just
starting
at
south
high
school
and
I
had
gone
to
fat
summers,
which
is
now
known
as
night
owls,
and
it
was
a
great
program
in
in
the
times
after
that.
K
The
year
after
I
I
left
minneapolis
in
2008,
when
we
had
really
the
most
historic
lows
in
investment
in
positive
adult
role
models
in
our
park
system.
So
I
say
that
because
these
investments
are
not
just
monetary
they're
people
they're
the
positive
adults
that
make
the
the
tangible
difference
in
certain
young
people's
lives,
the
folks
that
are
in
crisis
right
now
in
our
city.
We
know
that
youth
are
in
crisis.
So
again,
I
I
want
to
thank
everybody
for
the
1.3
million
in
ongoing
dollars
that
we're
getting
just
to
get.
K
This
started
the
the
1.3
in
arpa
that
helps
us
bridge
the
gap,
and
I
want
to
underline
that
this
isn't
done
right.
Let's
get
back
to
the
2002
levels
of
funding,
our
positive
adults
that
are
working
with
young
people,
our
youth,
employment
programs
etc.
But
let's
also
remember
that
in
2002
we
had
50
000,
less
fewer
people
in
the
city
of
minneapolis
still
about
20
percent
of
the
city
were
folks
under
the
age
of
18..
K
So
there's
more
to
be
done,
as
commissioner
french
said,
but
it's
it
truly
is
historic
to
see.
Finally,
I
think
a
collaborative
effort
to
make
a
big
dent
in
that
and
and
move
us
forward,
because
we've
really
lost
a
generation
of
this.
This
additional
sort
of
community
safety
net
and
community
support
network
for
some
of
our
more
vulnerable
young
people.
K
I
encourage
all
of
our
commissioners.
I
have
encouraged
them
all
to
support
this.
They
all
did
support
the
full
funding
request
and
I
encourage
the
board
of
estimate
and
taxation
to
move
this
forward
and
really
collaborate
in
in
realizing
this
future
vision.
Thank
you
for
the
time.
I
appreciate
you
giving
me
some
time
to
speak
at
this
meeting.
B
H
No
vice
president
becker
and
president,
I
just
wanted
to
say
how
grateful
I
am.
This
has
been
something
that,
when
I
came
back
here
and
again,
this
honor
of
being
in
this
position
and
leading
this
organization,
recreation
was
critical.
For
me,
it's
it's
a
passion.
I've
had
my
whole
life,
I've
committed
my
life
to
it
and-
and
you
know
you
look
at
the
when
we
talk
about
safety.
H
When
we
talk
about
infrastructure,
you
know
we
talk
about
the
things
that
we
build
and
we
trees
and
parkways
and
potholes,
and
you
know,
and
our
lakes
and
everything
we
talk
about
and
sometimes
it
gets
lost
in
the
reality
of
where
our
youth
are,
and
you
know
I
always
say
a
youth
gets.
You
know
off
of
a
bus
or
walks
from
her
home
and
where
they're
going
to
go
and
they
come
to
the
park
system.
We
are
a
public
agency,
we
represent
the
people
of
minneapolis,
we
serve
you,
we
serve
the
young
kids.
H
I
remember
one
time
when
commissioner
kale
was
in
the
north
commons
teen
center
and
I
walked
in
there,
and
these
kids
were
sitting
there,
and
he
said
you
see
this
guy.
He
goes
I'm
his
boss
and
I
go
okay
caleb,
commissioner
receiverson
was-
and
I
said,
let
me
tell
you
something
I
said
I
said
you
know
who
his
boss
is
and
then
I
said
you
guys
are
and
they
all
started
laughing
and
they
ran
out
of
the
room
laughing
because
they
were
so
excited
about
the
fact
that
we
serve
them.
H
We
we
serve
the
youth,
we
serve
our
community
and
these
children
are
critical
to
the
well-being
and
the
health
of
this
city,
and
we
want
to
open
up
the
doors
of
opportunities
for
them
to
grow
and
to
enrich
their
lives
and
to
move
forward.
This
is
not
just
about
what
I
think
is
critical.
What's
important
is
we
have
gyms
and
we
have
places
and
spaces,
and
they
do
they
do
all
sorts
of
really
wonderful
things,
but
we
want
to
do
also
within
recreations.
H
We
want
to
kind
of
build
upon
these
young
people,
these
stair
steps
of
improvement
in
their
lives,
so
if
they
come
in
and
they
want
to
grow
we're
giving
those
opportunities
for
them,
there
are
kids
are
just
going
to
come
in
and
just
want
to
just
be
present
and
be
with
somebody
and
and
then
there's
young
people
who
want
to
advance
and
keep
moving
forward.
And
that's
why
we
look
at
the
team
team
workshop.
H
We
look
at
the
creation
spaces
because
we
want
to
build
sort
of
like
certificates
and
information
and
mastering
of
their
of
their
skills.
They
want
to
develop
them
as
a
person,
because
if
you
want
to
lift
a
child
out
of
places
of
poverty,
it's
through
knowledge.
It's
through
experiences
is
through
enrichment.
H
It's
through
recreation,
we
can
change,
lives,
save
lives,
and
so
this
is
so
important
to
us
and
what
I
wanted
to
make
sure
I
shared
with
you
was
the
fundamental
shift
in
recreation:
how
we
meet
kids,
where
they
are,
how
we
meet
neighbors
and
communities
where
they
are
going
forward.
That's
the
goal
and
the
change
that
we're
putting
forward
through
our
rec
centers
is
fundamentally
different.
H
We're
going
to
hold
ourselves
accountable,
we're
going
to
do
data,
we're
going
to
do
insights,
we're
going
to
report
in
on
how
we're
spending
those
money,
how
we're
hiring
these
folks
to
provide
those
services-
and
I
thank
you
for
your
time.
I
just
want
to
express
my
gratitude
to
the
bt
and
my
gratitude
to
mayor
frye
and
the
work
that
we've
done
together.
I'm
incredibly
grateful
for
that,
and
so
this
is
historic
and
I'm
excited
with
what
we
can
do
going
forward.
So
thank
you.
B
Thank
you,
superintendent.
Bangora.
We've
received
two
reports,
one
from
the
city,
one
from
the
park
board
and
we
need
to
have
those
filed
by
the
clerk.
We
do
have
one
action:
business,
that's
not
quite
as
exciting
as
as
the
presentation
we
just
had,
but
it's
part
of
what
we
do.
We
have
a
a
resolution
before
us
proving
the
addition
of
accessible
projects
relating
to
street
improvements.
B
E
B
B
A
F
B
L
B
She
has
a
stable
and
calming
presence
in
the
clerk's
office,
who
is
always
willing
to
lend
a
listening
ear
and
whereas
ion
has
been
a
responsive
partner
to
the
board,
to
its
staff
and
to
the
public.
She
has
been
proactive
in
seeking
ways
to
further
support
the
board's
work,
even
though
most
of
her
time,
working
in
the
clerk's
office
has
been
in
a
remote
environment
and
whereas
ions
public
service
to
this
board
is
sincerely
appreciated
and
she
will
be
greatly
missed
now.