►
From YouTube: October 4, 2021 Budget Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
Good
afternoon
my
name
is
lenny
palmisano,
I'm
the
chair
of
the
budget
committee
and
I'm
going
to
call
to
order
this
regular
committee
meeting
for
monday
october
4th
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law,
section
13
d
.021
due
to
the
declared
state
of
local
public
health
emergency.
B
I
will
also
note
that
the
city
will
be
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
the
minnesota
open
meeting
law
at
this
time.
I'll
ask
the
clerk
to
call
the
role
and
see
who's
with
us.
At
the
beginning,
mr
clerk
councilmember
reich
present
gordon
cunningham.
B
C
B
C
B
C
D
B
B
Kano,
chair
palmisano
president,
there
are
10
members
present.
Thank
you
please
let
the
record
reflect
that.
We
have
a
quorum
and
I
imagine
the
others
might
be
tuning
in
shortly
today
we
will
continue
hearing
presentations
from
city
departments
on
the
mayor's
2022
recommended
budget
on
the
agenda.
Today
is
the
convention
center
and
meet
minneapolis,
neighborhood
community
relations,
civil
rights
and
our
youth
coordinating
board.
I
will
recognize
the
convention
center
executive
director
jeff
johnson,
to
kick
us
off
today.
Welcome
mr
johnson.
E
My
name
is
jeff
johnson
and
I'm
the
executive
director
of
the
minneapolis
convention
center
with
me
virtually
is
chris
hunges,
our
director
of
business
services,
and
I
would
just
like
to
thank
her
for
all
of
the
work
that
she
put
into
this
budget
presentation
and
our
budget
next
slide.
Please,
the
downtown
assets
budget
includes
funding
for
the
minneapolis
convention
center
target
center
and
pv
plaza
funding
for
these
assets
flows
predominantly
through
event,
revenues
and
the
hospitality
sales
taxes.
E
E
E
As
we
climb
out
of
this
challenging
time,
our
focus
will
be
on
efficiently
using
our
resources
to
drive
sales
tax
generation
and
event
revenue,
while
managing
expenses
where
possible
next
slide.
Please,
the
hospitality
industry
is
an
important
job
producer
in
our
city,
over
35
percent
of
all
of
the
jobs
lost
in
minneapolis.
During
the
pandemic
are
in
hospitality,
getting
our
colleagues
back
to
employment
is
a
major
component
of
our
work,
as
we
know
that
hospitality
workers
are
predominantly
young,
female
and
bipac,
which
only
add
to
already
recognized
disparities.
E
E
The
components
of
this
increase
are
listed
on
this
slide,
with
some
of
the
larger
increases
in
the
areas
that
were
significantly
cut
in
2021,
like
capital
projects
meet
minneapolis's
contract
and
labor,
we
are
projecting
a
114
percent
increase
in
our
event,
revenue
in
order
to
help
pay
for
the
expense
increases
next
slide.
Please,
our
first
minneapolis
convention
center
program
helps
provide
the
resources
needed
to
support
our
clients
and
their
events
in
2022.
E
We
project
hosting
300
events,
which
is
down
from
our
normal
amount
of
between
350
and
400
events.
Part
of
the
reason
is
a
depressed
market,
but
we
also
have
good
news
that
we
have
several
very
large
events
this
year.
That
will
take
up
many
days
of
our
calendar,
specifically,
the
elca
youth
gathering
in
july
and
the
general
conference
of
the
methodist
church
in
the
fall
will
draw
large
amounts
of
visitors
to
our
city
next
slide.
Please.
E
All
mcc
staff
are
proud
to
work
for
the
city
and
brought
their
hospitality
skills
to
other
departments
through
these
redeployments,
and
you
can
see
some
pictures
on
this
slide
of
some
of
the
areas
that
our
staff
were
redeployed
into.
We
are
all
very
grateful
for
these
opportunities
and
for
working
for
the
city
of
minneapolis
next
slide,
please.
E
Typically,
we
support
over
8
000
jobs
through
our
activities,
and
that
fell
to
just
one
thousand
jobs
over
the
last
year
and
we
saw
directly
how
our
very
diverse
workforce
was
affected.
During
the
early
days
of
the
pandemic
in
twenty
twenty
bypoc
employees
were
affected
at
a
higher
percentage
in
the
2021
numbers.
Several
factors
allowed
this
trend
to
reverse.
Specifically,
the
retirement
incentive
was
used
by
12
people
at
mcc,
with
the
majority
of
those
being
white.
E
E
E
E
E
E
E
Our
2022
budget
remains
tied
to
those
fixed
costs,
but
also
restarts
our
capital
improvement
program
to
tackle
the
deferred
maintenance
projects
needed
next
slide.
Please,
our
last
program
is
the
pv
plaza
program
similar
to
the
target
center.
These
expenses
are
fixed
through
a
contract
with
green
minneapolis
to
operate
and
maintain
the
plaza
green
minneapolis
has
partnered,
with
the
downtown
improvement
district
on
management
of
the
site.
E
E
E
E
E
E
B
I
did
want
to
point
out
just
how
helpful
and
grateful
we
are
to
have
mcc
staff
redeployed
everywhere
around
the
city
for
critical
needs
last
year,
whether
it
was
mcc
staff
that
helped
us
to
create
entirely
online
meetings
for
the
public
or
those
that
were
deployed
to
testing
and
vaccination
sites
to
help
our
city
have
those
services
too,
or
to
help
us
with
an
election
in
election
services
through
a
very
unusual
year
and
a
lot
of
absentee
drop-offs,
I
saw
your
photo
of
them
freezing
their
tails
off
in
a
tent.
B
It
looked
like
at
one
of
those
absentee
ballot
drop-off
sites.
I
am
not
seeing
anybody
in
queue
for
questions
or
comments,
just
yet
I'll
just
pause.
Mr
johnson,
are
you
also
prepared
to
do
the
meet
minneapolis
portion
of
this
presentation.
E
Chair
paul
masano,
we
included.
Basically
everything
into
this
portion
right,
including
minneapolis,
meet
minneapolis,
gets
a
contractual
amount
in
the
mcc
events
program
of
about
11
million
dollars.
So
they
are
a
part
of
this
presentation.
B
Thank
you,
council.
Vice
president
jenkins,.
C
You
chair
palmisano,
I
do
want
to
just
acknowledge
and
thank
director,
johnson
or
mr
johnson
and
all
the
team
at
the
convention
center
for
being
able
to
to
pivot
and
actually
become
an
entirely
different
kind
of
organization,
from
helping
out
with
testing
to
becoming
a
testing
location,
the
vaccination
location
and
and
really
helping
the
city
worked
through
this
health
pandemic.
It's
admirable
and
does
not
go
unnoticed
and
unappreciated.
Thank
you.
So
much.
E
B
Thank
you,
I'm
not
seeing
anybody
else
in
queue.
So
I'll
say
thank
you,
mr
johnson,
and
as
we
transition,
I'm
gonna
ask
councilmember
cunningham
to
just
voice
himself,
so
we
can
have
you
counted
as
president
present.
He
joined
just
a
couple
minutes
after
we
got
started.
Counseling.
B
A
A
Our
director,
david
rubidor,
is
currently
out
on
leave
the
neighborhood
and
community
relations
department
is
often
referred
to
as
the
ncr
department,
and
you
will
find
I'll
use
that
term
intermittently
today.
Throughout
this
presentation
today,
I'm
presenting
on
the
mayor's
recommended
budget
for
the
ncr
department
for
2022.
A
A
We
do
this
by
consulting
city
departments
and
staff
on
how
to
engage
underrepresented
communities
in
meaningful
ways
by
supporting
the
city's
network
of
neighborhood
organizations
by
ensuring
access
to
city
services
for
all
residents,
including
people
with
disabilities
or
limited
english
proficiency
by
ensuring
access
to
city
services
for
all
residents,
including
people
with
disabilities,
oops
or
limited
english
proficiency.
My
apologies
through
the
work
of
our
office
of
immigrant
and
refugee
affairs
and
by
connecting
residents
with
crime
data
and
other
crime
prevention
resources.
A
A
A
A
A
A
A
A
We
will
discuss
that
later
in
the
presentation,
I'm
now
going
to
explain
a
little
bit
about
each
of
the
program
areas.
I
do
want
to
note
that
in
my
presentation
I
will
touch
on
some
of
the
metrics
of
the
different
program
areas,
but
this
will
not
include
a
comprehensive
update
on
all
of
our
metrics.
A
A
Having
said
that,
given
the
multiple
pandemics
experience
in
2020
and
that
there
are
various
transitions,
our
department
is
managing
our
dashboard
will
most
likely
look
different
moving
forward.
We've
been
working
with
the
metric
selection
process,
led
by
the
office
of
performance
and
innovation,
to
review
our
internal
metrics,
and
we
plan
on
doing
a
more
in-depth
review
of
our
dashboard
metrics
moving
forward.
A
For
today,
I
will
just
be
sharing
some
of
the
highlights
from
the
different
program
areas
and
I
am
happy
to
follow
up
with
any
questions
that
I
haven't
addressed
here
next
and
thank
you
for
getting
us
back
on
track.
The
first
program
area
is
the
access
and
outreach
support.
The
goals
of
the
access
and
outreach
program
are
to
assure
all,
residents,
have
access
to
information
and
resources
to
assure
all
residents,
experience,
accessibility
in
the
built
environment
and
that
our
immigrant
and
refugee
residents
have
equal
access
to
participate
in
our
democracy
and
our
city
life.
A
The
mayor
has
proposed
a
little
bit
over
seven
hundred
thousand
for
this
program
area
for
twenty
twenty
two
next
one
example
of
the
work
under
this
program
area
is
the
immigrant
legal
support
services
in
2020,
the
city
of
minneapolis
funded
three
organizations
to
provide
immigration.
Legal
support
services
for
residents
this
chart
is
a
snapshot
of
some
of
the
services
provided
through
those
contracts.
You
can
see
a
total
of
795
minneapolis
residents
received
legal
services
through
direct
attorney-client
relationship,
more
received
legal
information
through
in-person
and
virtual
events,
as
well
as
training
events.
A
A
As
you
can
see,
the
cities
and
language
services
continue
to
expand,
continue
to
experience
an
increase
in
demand
and,
while
2020
may
have
been
an
unusual
year,
you
can
see
from
this
chart
that
the
growth
of
the
program
has
been
constant.
Over
the
last
10
years
in
2010,
the
entire
enterprise
spent
roughly
20
000
growing
to
a
little
bit
over
82
000
in
2015
and
then
over
250
000
last
year.
A
A
A
A
A
The
second
program
area
is
the
coordinated
engagement
services.
The
goals
of
this
program
are
that
city
departments
are
equipped
to
engage
with
all
residents
and
underrepresented
communities
in
meaningful
ways
that
relationships
and
trust
between
communities
and
the
city
are
fostered
and
that
the
city
has
comprehensive
engagement
policies.
A
A
So
in
2020,
while
our
goals
did
not
change
some
of
our
activities,
change
in
unexpected
ways,
ncr
in
partnership
with
the
city
coordinator's
office,
led
an
evaluation
of
enterprise
engagement
efforts
in
late
2020.
We
came
forth
the
council
with
a
series
of
recommendations
and
we
are
currently
working
on
implementing
those
recommendations.
Enterprise-Wide,
we
held
the
community
connections
conference
at
the
convention
center
in
2020
with
1065
people
attending.
This
number
is
up
from
our
2019
attendance
of
885..
A
We
also
continue
to
host
a
monthly
engagement
team
meeting
to
coordinate
across
enterprise
departments
and
activities,
as
well
as
to
co-learn
about
engagement,
strategies
and
activities,
but
in
2020
in
response
to
the
multiple
pandemics,
our
city
experience,
ncr
staff
postponed
some
of
our
work.
We
shifted
resources
to
support
enterprise
efforts
on
the
city's
response
to
covid
civil
unrest
30th
in
chicago
reimagining,
public
safety.
As
well
as
other
initiatives.
A
A
A
A
A
We've
been
planning.
We
were
planning
on
rolling
out
the
neighborhoods
2020
program
in
2020,
but,
along
with
the
delays
in
the
program
itself,
ncr
decided
to
postpone
rolling
out
a
new
program
amidst
multiple
pandemics.
When
so
many
of
these
same
organizations
were
responding
to
their
local
and
community
needs,
we
did
extend
the
community
participation
contracts.
A
A
A
The
budget
for
this
program
area
was
moved
into
the
ncr
department
in
january
2021.
Since
then,
we
have
worked
with
the
minneapolis
police
department,
I.t
human
resources,
finance
and
others
to
transition
the
positions
into
the
department
and
with
many
of
our
other
partners,
to
keep
the
work
of
this
program
area
moving
forward.
A
A
That
concludes
the
for
program
area
update.
Next,
I
will
touch
on
the
american
rescue
plan
funding
in
the
first
round
of
american
rescue
planner.
Our
funds,
250
000,
was
allocated
to
provide
direct
services
to
elders
in
minneapolis
to
assure
their
basic
needs
were
being
met
during
coven
senior
services
are
especially
critical
at
this
juncture,
when
senior
demographic
in
minneapolis
is
rising
rapidly
and
our
seniors
face
additional
burdens
due
to
the
high
risk
during
the
pandemic.
A
A
A
So
earlier
this
year
we
started
our
five-year
update
process
this
summer,
with
the
help
of
urban
scholars,
gabriella
velez,
alvarado
and
jessica
herbst
ncr
was
engaging
our
senior
residents.
The
objective
of
the
engagement
work
is
to
identify
what
their
needs
and
priorities
are
based
on
this
work.
Ncr
is
developing
a
full
set
of
recommendations
and
we
will
be
presenting
those
to
council
at
the
end
of
october.
A
A
Since
we
are
in
the
process,
we
do
not
yet
have
any
final
lessons
learned.
I
can
share
just
some
initial
concerns
that
we
have
heard
so
far.
I'm
sure
it
will
not
come
as
a
surprise
that
covet
has
exacerbated
the
issue
of
elders,
feeling
isolated
and
has
posed
some
challenges
to
them
being
engaged
topic.
Areas
that
seem
to
be
a
priority
on
a
quick
glance
are
stable
housing
and
public
safety.
A
A
Next
slide,
thank
you.
Now
I
will
there
you
go
right.
There
is
good
now
present
on
the
mayor's
recommended
change
items
for
the
ncr
budget
for
2022.
the
first
proposal.
The
mayor
is
proposing
an
additional
50
000
of
ongoing
funds
to
expand
the
current
legal
services
for
our
immigrant
and
refugee
residents.
A
Additionally,
about
14
000
of
our
residents
remain
undocumented.
Our
immigration
legal
support
services
is
designed
to
provide
direct
services
to
these
specific
residents.
These
services
advance
public
safety
and
economic
inclusion
by
preventing
family
separation,
economic
and
emotional
impacts
of
deportation
and
immigration-related
consumer
fraud.
A
A
A
A
A
A
A
A
A
A
To
illustrate
how
these
funds
could
be
used
I'll
share
some
recent
examples
of
when
they
might
have
been
helpful
when
covid
created
sudden
needs
for
our
small
business
community
or
for
our
residents,
whose
housing
was
at
risk.
Cped
did
an
incredible
job
at
rolling
out
two
gap:
funding
programs
for
small
businesses
and
housing
support
in
a
very
short
period
of
time.
A
A
A
One
last
example
in
this
slide:
you
can
see
the
city's
response
to
coven.
This
slide
reflects
costs
associated
with
providing
interpretation
and
translation
services
in
response
to
covid.
Again,
I
want
to
acknowledge
that
the
health
department
did
a
has
done
a
fabulous
job
at
leading
our
city's
response
to
what
was
an
unanticipated
pandemic.
A
These
numbers
reflect
the
costs
associated
with
the
work
done
by
our
vendors.
I
just
want
to
point
out
that
this
also
does
not
reflect
the
work
of
staff
from
the
health
department
or
ncr,
as
well
as
any
other
departments,
and
while
we
recognize
that
these
numbers
from
2020
reflect
many
unanticipated
situations,
we
also
recognize
that
the
city
continues
to
expand
our
own
understanding
of
how
to
prioritize
residents
and
respond
to
their
needs
in
meaningful
ways.
A
A
B
You,
ms
mo
I'm,
not
seeing
any
questions
in
the
queue
yet
I'll.
Just
give
my
colleagues
a
moment.
B
Thank
you
for
being
so
adaptable
this
past
year,
that's
very
evident
and
it's
nice
to
see
our
neighborhood
and
community
relations
department
really
changing
to
fit
our
our
present
day
and
our
needs
as
they
vary
so
much,
I'm
not
seeing
anybody,
I'm
sure
you'll
be
getting
questions
later,
as
we
go
through
the
budget
process.
So
thank
you
for
your
time.
B
F
And
I
did
the
thing
where
I'm
yeah
I'm
off
to
a
good
start
good
afternoon,
chair
palmisano
members
of
the
budget
committee.
My
name
is
andrew
hawkins,
I'm
the
chief
of
staff
for
the
minneapolis
civil
rights
department
and
I
will
be
presenting
the
mayor's
proposed
budget
for
2022
on
behalf
of
the
civil
rights
department
next
slide,
and
we
next
slide.
F
The
civil
rights
department
is
tasked
with
enforcing
multiple
ordinances
in
the
city
of
minneapolis.
Our
work
is
separated
across
a
variety
of
divisions
which
I'm
going
to
be
breaking
down
following
this
slide,
but
the
ordinances
that
are
enforced
are
title
vii,
which
is
our
non-discrimination
ordinance.
That's
the
scope
of
our
complaint
investigations.
Division
title
ix
is
our
police
oversight,
ordinance,
which
is
the
scope
of
opcr.
The
office
of
police
conduct
review
title
16
chapter
423
is
our
suvp
business
programs,
which
is
overseen
by
contract
compliance
division.
F
F
Additionally,
it's
a
goal
of
the
department
to
work
to
promote
understanding
of
civil
rights
among
residents,
businesses
and
government
next
slide,
the
2022
mayor's
recommended
budget
just
a
summary.
The
expense
by
category
civil
rights
is
at
five
million
seven
hundred
forty
one
thousand
eight
hundred
and
eighty
five
dollars,
which
will
be
the
expenses
for
2022.
The
budget
actually
increases
the
department's
expenditure
by
450
thousand
dollars.
Roughly
eight
point:
five
percent
additionally
to
the
detail.
Sorry
in.
F
To
the
detailed
change
items,
spending
changes
are
driven
by
increases
in
personnel
costs,
medical
dental,
those
types
of
things
as
well
as
decreased
self-insurance
premiums.
Next
slide
going
across
the
divisions,
I'm
going
to
get
into
a
little
bit
more
detail
on
subsequent
slides,
but
this
just
lays
out
what
the
budget
allocations
were
across
the
six
divisions
of
civil
rights,
four
of
which
are
tasked
with
enforcement
of
city
ordinance.
F
In
2020
we
had
32
32
fte
in
2021.
We
went
up
to
36
and
then,
with
the
change
items
included
in
this
presentation
and
proposed
budget,
we
will
be
going
up
to
39
or
we
would
be
going
so
next
slide.
F
Our
complaint
investigations
division.
They
are
responsible
for
receiving
and
investigating
allegations
of
discrimination
occurring
within
the
city
of
minneapolis.
They
receive
and
investigate
allegations
of
employment
discrimination
as
well
under
title
vii.
Through
a
workshare
agreement,
we
have
with
the
equal
employment
opportunity,
commission
and
the
complaint
investigation
division,
also
oversees
our
alternative
dispute
resolution
program,
which
includes
mediation
and
conciliation.
F
Their
allocation
of
the
budget
for
2022
was
six
hundred
and
six
thousand
dollars
and
then
again
just
a
couple
of
accomplishments.
Just
over
the
past
year,
however
2021
we
saw
approximately
100
complaints,
and
this
is
obviously
up
until
now,
so
this
is
q1
through
q3.
F
We've
had
40
investigations
that
have
been
completed
with
three
probable
cause
determinations
and
I
think
we're
currently
at
a
approximately
25
000
dollars
in
settlements.
This
is
I'm
actually
up
from
2020,
where
we
had
24
investigations
completed
with
one
probable
cause.
We
were
at
104
thousand
dollars
in
settlements
there,
but
I
think
we'll
be
closer
to
that
number.
You
know,
as
we
get
closer
to
the
end
of
this
year,
some
of
the
things
being
done.
Complaint
investigations
as
well.
F
Our
interim
director,
kendall
mcconaughey,
has
been
fairly
deliberate
about
some
of
this
and
it's
been
pretty
impressive
to
watch.
Watch
her
get
to
work,
so
the
restorative
justice
pilot
is
something
that
we've
just
started
doing
with
the
seward
longfellow
restorative
justice
group.
F
This
kind
of
came
out
of
a
lot
of
complaints
that
we
get
we're
relating
to
items
that
might
not
be
under
our
purview
of
you
know.
The
enforcement
aspects
of
the
city
ordinance
a
lot
of
these
neighbor
to
neighbor
interactions,
and
so
we're
trying
to
find
a
way
where
we
could
still
address
these
as
opposed
to
just
getting
them.
F
You
know
looking
at
them
saying,
there's
nothing
we
can
do
and
that
kind
of
being
the
end
of
it,
and
so
one
of
the
you
know
the
plan
with
this
was
to
engage
with
some
community
groups
and
then
see.
If
the
pilot
was
successful,
we
could
all
we
would
begin
exploring
contracting
out
this
opportunity
on
a
more
ongoing
basis,
and
so
some
of
the
items
that
can
be
included
with
this
remediation,
offering
individual
community
resources
training
for
the
both
the
reporter
and
for
the
you
know
the
individual.
F
That
might
be
the
focus
of
a
complaint,
so
stay
tuned,
as
we
you
know,
continue
to
advance
that
we're
looking
forward
to
providing
updates
in
the
foreseeable
future
and
then,
additionally,
just
a
big
increase
on
just
the
use
and
scope
of
mediation
within
the
department
or
within
the
division.
All
of
our
complaint
investigators
are
mediation
certified,
which
has
been
very
helpful
for
you
know,
I
guess
what
I'll
call
you
know
we
do
have
our
formal
mediations
that
can
occur
both
at
the
beginning,
we'll
try
to
sit
down
with
parties
if
we
can.
F
We
also
will
try
to
do
this
at
the
end,
but
we
now,
I
guess,
for
lack
of
a
better
term
I'll
describe
it
as
a
fluid
mediation
which,
as
the
investigators
interacting
with
all
the
parties
involved,
it's
the
continued
discussion
over.
You
know
what
people
want
to
see
in
terms
of
a
remedy
to
you
know
the
issue
that
they
brought
to
the
department
so
on
to
the
next
division.
So
next
slide
our
contract
compliance
division
is
responsible
for
setting
goals
for
workforce
and
business
inclusion
on
city
contracts.
F
F
F
I
believe
that
our
workforce
diversity
numbers
are
at
22
percent,
which
accounts
for
444
000
hours,
and
it
is
six
percent
for
women,
which
is
12
000
hours
and
then
for
suvp,
we're
currently
at
seven
percent
for
buy
pocket,
owned
businesses,
totaling
2.1
million
dollars
in
contracts
and
15
percent
for
women
owned
businesses.
Totaling
5.6
million
next
slide.
F
The
office
of
police
conduct
review
is
responsible
for
receipt
and
review
of
allegations
of
misconduct
against
members
of
the
minneapolis
police
department.
They
conduct
investigations
and
prepare
cases
for
a
civilian
police
review
panel
to
render
merit
decisions
on
cases.
They
also
have
the
authority
to
conduct
research
review.
You
know,
audits,
of
identified
policing
issues
and
provide
recommendations
for
changes
to
policy
for
2021.
I
believe
we're
currently
just
below
just
shy
of
300
cases,
which
is
definitely
lower
than
I
think
we
were
averaging.
F
Five
to
600
cases
are
complaints
being
filed
a
year
in
2020.
I
believe
we
had
just
under
1200
like
total
complaints
that
were
filed,
which
was
out
you
know.
Obviously
that
was
far
above.
I
think
it
was
almost
double
anything
that
we
had
received
in
the
past,
and
I
mean
a
majority
of
that
being
due
to
the
murder
of
george
floyd
and
the
civil
unrest
that
followed,
and
that
was
you
know,
certainly
like
something
that
I
mean.
F
I
do
want
to
kind
of
go
out
of
my
way
to
make
sure
that
I
I
call
out
the
amazing
work
by
staff
some,
since
that
required
us
to
pretty
much
pull
people
from
not
only
just
from
that
division
to
kind
of
redeploy
them
for.
Just
you
know,
complaint
intake
and
making
sure
that
all
these
things
are
getting
processed,
but
I
mean
other
staff
from
around
the
department
had
to
pitch
in
as
well.
So
next
slide.
F
Our
civil
rights
equity
division,
they're
responsible
for
evaluating
civil
rights
programs
and
procedures
for
a
racial
equity
lens.
They
deliver
implicit
bias,
training
for
civil
rights
staff
they
serve
as
a
bridge
to
enterprise
and
regional
equity
incentives,
and
then
I
think
the
thing
that
most
people,
I
definitely
know
them
for
is
they
administered
the
city's
wonderful
urban
scholars.
I
used
youth
internship
program
and
leadership
development.
F
Obviously
you
know
with
covent
and
everything
being
off
site.
It
was
like
certainly
a
challenge
for
this
group,
but
they
were
very
quick
to
adapt
and
you
know
the
utilization
of
the
remote
and
hybrid,
where
you
know
applicable
strategy.
I
believe
for
this
previous
cycle.
In
2021,
we
had
86
urban
scholars
that
were
hired
across
eight
agencies,
93
percent
of
which
were
bypack
interns,
which
again
just
goes
towards
that
program's.
F
You
know
the
core
goals
of
you,
know
mitigating
and
trying
to
reverse
some
of
these
workforce
disparities
that
we
have.
You
know
across
the
city
and
other
enterprises.
They
also
administered
the
future
history
makers
program
on
behalf
of
the
department
this
year
for
the
first
time
next
slide.
F
The
labor
standards
enforcement
division
is
tasked
with
monitoring
compliance
with
the
city's
sick
and
safe
time
ordinance.
They
also
oversee
the
implementation
of
the
city's
municipal
minimum
wage
policies
and
provide
outreach
and
technical
assistance
to
community
members
regarding
questions
about
the
city's
labor
standards
policies.
F
I
also
just
realized
it's
not
in
the
slide,
but
they
also
have
the
right
to
recall
ordinance
as
well
as
the
freelance
ordinance
which
they
are
responsible
for
enforcement
of
for
2021.
Just
a
couple,
quick
numbers.
They
have,
I
believe,
it's
48
thousand
dollars
in
remedies
that
have
been
received
for
people
who
fought
complaints,
that's
impacted,
417
employees
across
the
city
of
minneapolis.
F
They
received
a
believe
we're
just
under
50
complaints
this
year,
but
in
terms
of
technical
assistance,
it's
kind
of
been
one
of
the
primary
things
that's
been
needed
which,
and
that
relates
mostly
to
the
right
to
recall,
ordinance
and
the
freelance
ordinance.
So
whenever
we
have
those,
you
know
whenever
these
items
are
newer,
we
see
that
that's
generally,
like
the
bigger
demand,
is
for
people
just
trying
to
understand
what
these
regulations
are,
and
you
know
what
enforcement
of
them
will
look
like.
F
Next
slide,
lastly,
we
have
the
office
of
administration.
That's
my
division
for
lack
of
a
better
explanation.
Is
it's
the
director
myself
and
then
another
staff
person,
and
it's
responsible
for
development
management
of
an
annual
budget,
workforce
planning
and
development
facilities,
management,
continuity
of
operations,
planning
process,
improvement,
strategic
planning
and
then
management
of
public
data
and
information
requests.
F
Onto
the
mayor's
recommended
change
items
so
for
core
service
rebuilding-
and
this
is
you
know,
obviously,
where
we
were
asked-
you
know
kind
of
what
we
could
do
with
a
percentage
of
the
you
know
like
some
of
the
budget-
that's
still
frozen,
you
know
if
it
was
returned
to
the
department
and
one
of
the
things
that
had
actually
happened
whenever
this
planning
began,
I
suppose
in
2020,
our
director
of
contract
compliance
had
actually
departed
for
another
position,
so
the
decision
was
made
to
like
place
that
position
on
hold
in
order
to
meet
the
budget
reduction
goals
and
not
impact
any
of
our
staff.
F
Kind
of
our
core
effort
was
to
avoid
layoffs
or
reduction
in
hours.
You
know
wherever
possible,
and
this
was
one
of
the
ways
that
we
could
do
that.
Fortunately,
brian
walsh,
our
labor
standards,
director
graciously
kind
of
stepped
in
to
fill
the
void
and
has
been
pulling
double
duty
here
for
quite
some
time
now,
and
so
the
goal
with
this
is
on
the
return
of
these
funds
will
allow
us
to
return
that
position.
F
You
know
into
an
active
status
at
the
beginning
of
next
year,
we'll
be
able
to
bring
somebody
in
to
relieve
brian
of
you
know
that
responsibility,
but
also
just
to
provide
you
know
more
capacity
for
that
day-to-day
direction
of
that
division.
F
Next
slide
for
new
investments.
The
first
one
we
have
is
an
office
administrators,
it's
109,
000
ongoing
for
one
full-time
employee.
Currently,
administrative
support
is
leveraged
from
division,
administrative
staff.
We
don't
have
any
single
staff
member
that's
available
to
support
everything,
so
we
kind
of
have
to
go
division
by
division
and
identify
who
has
capacity.
F
I
mean
obviously,
there's
inherently
a
lot
of
problems
with
this,
one
of
them
being
that
you
never
really
get
anybody
that
can
become
a
subject
matter
expert
in
like
some
of
these
administrative
tasks
that
are
just
always
going
to
be
occurring,
and
then
you
know
this
also
pulls
people
away
from
work,
and
so,
as
I
previously
stated,
there's
four
of
our
divisions
that
are
responsible
for
for
enforcement
activity
and
so
taking
these
people
away
from
that.
You
know
like
minimizes
our
ability
to
do
that
type
of
work.
F
Whether
it's
you
know,
scheduling,
interviews,
scheduling
panels,
you
know
receiving
you
know,
phone
calls
emails
from
residents,
and
so
the
goal
of
doing
this
was
to
centralize
this
position.
Just
in
you
know,
in
one
single
location,
which
should
be
under
the
office
of
administration,
which
makes
sense
and
and
basically
return
that
capacity
back
to
like
to
our
divisions,
administrative
support
staff
so
that
they
can
focus
specifically
to
their
own,
their
own
division
scope
will
work
next
slide.
F
The
second
item
is
a
body
worn
camera
analyst
that
has
a
hundred
and
six
thousand
dollars
ongoing
for
one
fte
in
the
office
of
police
conduct
review
the
continued
increase
in
body,
one
camera
availability
is
like
well.
Wonderful
also
has
a
corresponding
impact
on
the
workload
for
analysts,
anytime,
they're,
doing
review
of
a
complaint.
It
just
means
that
it's
that
much
more
likely
that
we're
going
to
have
bwc
available
and
it's
you
know
it's
not
just
bwc
or
the
officer.
F
It
might
be
the
subject
complaint,
but
there's
also
the
you
know
the
video
that's
available
for
any
other
officers
that
were
on
the
scene
that
might
provide
a
different
angle
of
everything.
So
again,
an
increasing
capacity
for
bwc
or
video
review
supports
our
investigation,
timelines,
conducting
research
and
review
work
and
providing
dedicated
support
to
large-scale
events
without
impacting
ongoing
investigative
capacity.
F
This
is
certainly
something
that
we
learned.
You
know
from
2020.
You
know
where,
if
we
have
any
of
these,
you
know
like
large-scale
events
that
require
a
lot.
You
know
like
we
receive
an
increase
in
complaint
volume.
We
don't
want
to.
F
We
don't
want
to
be
pulling
people
off
of
investigations,
since
obviously
that's
going
to
impact
that
work
in
case
timeline,
so
you
know
having
staff
that
have
the
you
know
the
scope
where
we
can
dedicate
them
to
some
of
these
events,
as
well
as
the
proactive
work,
I
think,
is
incredibly
beneficial
for
just
moving
the
work
forward
and
just
making
sure
that
we
have
the
resources
and
don't
have
to
continue
to
do
this
pivot.
Based
on
you
know
the
current
landscape.
F
So
next
slide
again,
I
I
know
I
talk
fast
and
I'm
so
I'm
sure
there's
some
questions.
But
that
concludes
my
portion
of
the
presentation
and
at
this
point
I'm
happy
to
stand
for
any
questions
from.
B
Thank
you.
We
have
a
question
or
comment
from
councilmember
schroeder.
G
Thank
you,
chair
promised
mr
organs.
I
did
want
to
you
such
an
important
department,
especially
as
we're
you
know.
We
focus
so
much
on
equity
at
the
city
and
we
really
need,
like
all
all
the
help
your
department
gives.
I'd,
have
some
questions
about
just
kind
of
the
hiring
of
a
director
like,
as
you
mentioned,
you're
the
the
chief
of
staff.
So
I
know
we've
been
without
a
director
for
a
while.
G
F
Yo,
no,
I
like
absolutely
it's
so
we're
in
the
current
process
in
terms
of
whether
it's
an
interim
or
another
director
like
that's
with
the
mayor's
office
like
they
have
reached
out,
you
know
to
us
just
to
get
some
input
on
kind
of
like
what
we've
learned
from
you
know,
either
just
from
our
positions
or
from
you
know,
having
a
you
know,
a
fair
number
of
both
directors
and
interim
directors
over
the
past.
You
know
ten
months,
but
I
believe
I
believe,
they're.
F
You
know
like
the
later
stages
of
that
process,
but
I
can't
speak.
You
know
to
it
with
any
more
specifics
than
that.
I
mean.
Obviously
just
you
know.
I
think,
as
evidenced
by
you
know
the
fact
that
we've
had
one
one
director.
That's
you
know
that's
left
to
two
interim
directors.
I
mean
this
is
a
very
challenging
position,
so
I
would
guess,
that's
you
know
probably
factoring
in,
and
you
know
adding
into
that
that
there's
you
know
if
there's
any
political
instability,
I
believe
we
have
an
election,
I'm
not
sure.
F
F
We
have
an
ongoing
contract
for
co-enforcement
with
labor
standards,
which
we
need
to
be
adding
back
into
the
budget.
It's
never
some
confusion
and
it
ended
up
dropping
out
and
wasn't
caught
until
after
we'd
already
signed
a
contract.
So
we
wanted
to
make
sure
we
honored
that
so
again,
if
there's
you
know
there
is
a
silver
lining.
I
suppose
that's
one
is
that
you
know
having
some
of
these
positions
that
are
vacant
has
freed
up
enough
money
to
make
sure
that
we
could
cover
that
contract
effectively.
G
Sure
just
just
follow
up,
and
thank
you
thank
you,
for
that
has
there
has
there
been
a
process
as
far
as
you
know,
to
to
hire
a
new
director.
I
know
that
you
mentioned
just
having
two
interims,
but
it
just
makes
me
question
if
there
has
been
a
search
started,
and
I
I
understand
there
might
not
be
reasons
to
have
gotten
a
director,
but
just
I
don't
know,
I
think
it
would
be
helpful
to
know
whether
that
is
a
position.
F
F
Departures
and
interim
situation
and
that's
going
to
unfortunately
become
fairly
common
across
the
city
here
this
past
year,
so
I'm
not
sure
what
was
in
process
and
what
wasn't
and
what
you
know
the
priorities
that
things
were
given,
but
I
do
believe
that
there
is
a
like
some
work
being
done.
I
mean
that's
been
ongoing
to
identify
candidates
for
that
in
a
full-time
capacity
and
obviously
myself
and
the
staff
would
welcome
you
know
some
much-needed
stability
during
this
period.
Okay,
thank.
H
Thanks,
madam
chair,
I
think
this
is
more
of
a
comment
and,
first
of
all
thank
you
so
much,
mr
hawkins
for
jumping
in
and
giving
this
presentation.
I
know
that
you've
been
really
involved,
I'm
sure
in
developing
the
budget
proposals,
but
you
know
with
the
latest
departure
just
on
friday.
I
just
want
to
just
acknowledge
and
lift
up
you've
been
really
stepping
up
and
appreciate
your
being
here
and
speaking
to
the
budget.
H
Then
I
think
you
know,
as
you
said,
and
I
think
councilmember
schrader
did
as
well.
You
know
the
questions
about
the
the
director
position
really
go
to
the
mayor's
office
who's
since
the
responsibility
for
nominating
department
heads
lies
with
the
mayor.
My
comment
is
that
I
think
this
department,
civil
rights,
is
one
that
pulls
a
huge
amount
of
weight
for
its
size.
H
The
entire
budget
of
the
whole
civil
rights
department
is
5.7
million
dollars,
and
I
think
you
know
in
recent
years
we've
added
a
lot
of
new
regulations
that
you
highlighted
new
local
laws
that
need
enforcement
and
we've
been
able
to
add
some
resources,
but
certainly
I
don't
think
really
enough
to
cover
the
amount
of
work
you
know.
H
I
think
it's
noteworthy
that
the
the
entire
office
of
police
conduct
review
is
whole
budget
is
1.3
million
dollars,
and
I
just
I
guess,
I'm
I'm
reflecting
and
I'm
always
a
bit
surprised
that
we
don't
have
more
recommendations
or
more
proposals
coming
from
the
mayor's
office
related
to
police
oversight,
given
all
that's
happening
in
our
police
department,
given
that
enormous
number
of
complaints
that
the
department
is
processing
so
again,
this
isn't
so
much
to
the
department
is
just
to
all
of
us.
H
H
I
know
from
talking
with
colleagues
in
other
cities
that,
if,
if
those
investigations
do
result
in
finding
patterns
and
practices
of
regional
discrimination
and
policing
or
constitutional
violations
and
policing
that
we
are
likely
to
be
required
to
make
significant
investments
in
police
oversight,
so
that's
probably
something
that
would
be
coming
in
2022
or
beyond
not
this
year,
but
it
just
makes
me
increasingly
concerned
for
our
city's
budget
as
well
as
for
the
promises
that
so
many
folks
are
making
about
oversight
and
reform.
I
just
don't
think
we're
seeing
it
in
our
budget.
H
So
I
know
there
are
events
out.
There
are
some
small
increases,
but
you
know
I'm
just
not
sure
it's
enough.
So
it's
a
question
to
all
of
us
as
policy
makers
and
again
I
don't
want
to
put
you
on
the
spot,
especially
having
jumped
in
here.
You
know
with
so
much
change
in
leadership,
but
just
want
to
note
that,
with
all
the
conversations
happening
about
policing,
police
reform
and
police
oversight,
that
this
is
the
place
where
it's
housed
in
our
city
and
it's
a
tiny,
tiny
fraction
of
our
overall
budget.
F
Well,
thank
you,
council.
President
bender,
I
mean
I
definitely
like
appreciate
the
recognition
of
like
the
work
that
our
staff
do.
I
mean
it's,
you
know
it
goes
without
saying
that
they've
been
pulled
on.
You
know
many.
You
know
multitude
of
directions
over
the
past
18
months
you
know,
and
but
I
actually
was
just.
I
was
just
looking
at
the
numbers
today
because
it
was
one
of
the
things
I
wanted
to
make.
Sure
I
pointed
out
is
that
well,
we've
had
some.
You
know.
F
Instability
in
terms
of
you
know
who's
at
the
helm
of
civil
rights.
Like
one
of
the
areas,
that's
actually
doing
that
kind
of
reinforces
how
wonderful
I'm,
plus
we
are
to
have
the
staff
we
do
is
that
we
had
three
people
depart
just
before
the
freeze
happened,
and
I
think
we
had
a
couple
positions
that
were
posted,
but
so
with
the
staff
they
were
basically
with
us
once
that
happened
going
through
this
period,
which
again
I
don't
think
I'm
speculating
when
I
like.
F
I
think
it's
probably
going
to
be
one
of
the
most
challenging.
You
know
18
months
period
periods
at
this
department
or
you
know,
city's
ever
gone
through.
Our
retention
rate
is
93
percent
for
staff,
so
we
actually
had
the
departure
of
two
individuals
and
you
know
that's
a
lot
of
people
that
are
doing
multiple
jobs
and
you
know
continuously
going
above
and
beyond.
So
I
wanted
to
yeah
anytime
that
I
can
sing
their
praises.
I
feel
like
it's
worth
me
taking
a
second,
so
yeah.
B
Thank
you.
Finally,
we
will
hear
a
presentation
on
the
budget
for
the
youth
coordinating
board.
Do
we
have
executive
director
andy
groot
on
with
us?
Yet
I'm
here,
oh
terrific,
thank
you.
Welcome
director
director
degroot
is
here
to
give
that
presentation
go
ahead.
B
D
You,
council,
member
and
chair
of
the
community.
I
appreciate
the
time
and
all
of
your
interest
in
the
youth
coordinating
board.
We
will
I'm
going
to
talk
first,
a
little
bit
about
who
we
are
and
that's
in
the
next
slide
and,
as
you
all
know,
we're
a
joint
powers
board
that
brings
together
four
partners:
the
city
of
minneapolis,
the
minneapolis
public
schools,
hennepin
county
and
the
minneapolis
park
and
recreation
board.
Our
job
is
to
develop
cross-jurisdictional
goals,
strategies,
policies
and
action
for
the
well-being
of
minneapolis's
children
and
young
people.
D
Okay,
the
next
slide.
Thank
you
this
year,
the
budget,
the
mayor
is
recommending
no
changes
in
the
youth
coordinating
board's
budget
from
last
year.
D
We
have
ongoing
funding
that
comes
to
us
through
the
minnesota
health
department
of
361
000
and
then
there's,
of
course,
the
joint
powers
fee,
which
is
made
to
us
through
a
a
joint
powers
agreement
every
five
years.
We
make
that
agreement
for
the
amount
of
money
next
slide.
Please.
D
So
what
we
do
for
the
361
thousand
dollars
is
essentially
three
things.
First
of
all,
we
help
provide
funding
to
some
of
our
jurisdictional
partners
to
do
after
school
activities
with
children
and
young
people
in
minneapolis.
So,
for
example,
we
support
the
teen
tech
center,
which
is
part
of
the
library
downtown.
D
We
support
programming
at
the
minneapolis
park
and
recreation
board
and
we
support
programming
as
well
in
at
minneapolis
public
schools,
community
education.
D
The
second
big
thing
that
we
do
is
the
minneapolis
youth
congress
and
I
think,
a
lot
of
you
know
the
minneapolis
youth
congress,
you've
heard
from
them
before
and
we're
very
proud
of
those
young
people
who
work
with
us
to
help
us
understand
the
perspectives
and
viewpoints
of
young
people
and
to
incorporate
them
into
our
work
and
hopefully
into
the
work
of
our
jurisdictional
partners
as
well.
D
And
the
third
thing
that
we
support
with
this
money
is
the
minneapolis
youth
outreach
team,
which
works
downtown
minneapolis
in
the
summertime
to
be
a
presence
for
young
people
of
adults
and
who
they
can
turn
to
and
who
they
can
ask
questions
of
and
who
they
can
work
with.
To
help
redirect
and
help
engage
them
in
the
downtown
community.
D
D
We,
we
are
using
that
money
to
fund
after-school
programs
in
the
non-profit
world
of
minneapolis
to
help
support
our
young
people,
who
have
been
most
affected
by
kobit
and
and
actually
also
by
the
the
civil
unrest
in
the
city
in
the
last
year
and
a
half.
D
D
Sixty
thousand
dollars
is
cut
out
of
that
million
dollars
to
provide
youth
outreach
services
to
cedar
riverside
which
have
already
begun,
and
we
are
working
with
the
west
bank
business
association
on
that,
because
they
have
an
ambassador
program
and
the
two
match
well
together.
So
we're
already
doing
some
youth
outreach
on
cedar
riverside
next
slide.
D
B
I'm
not
seeing
any
I'll
just
pause,
I'm
not
seeing
any
today,
I'm
sure
there
will
be.
I
appreciate
your
work
director
seeing
no
further
discussion
at
this
point.
I'm
going
to
direct
the
clerk
to
please
file
all
of
these
presentations
for
today.