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From YouTube: Mayor Frey's 2022 Budget Address
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A
Minneapolis
as
a
city
we've
come
together,
worked
together
and
learned
together,
we
are
continuing
to
navigate
a
generational
global
pandemic
and,
through
the
last
18
long
months,
our
city
has
shown
an
unwavering
commitment
to
one
another
compassion
and
a
commitment
to
science
have
formed
minneapolis's
compass
throughout
this
journey
and
as
the
first
city
in
minnesota
to
issue
masking
requirements
and
apply
targeted
public
health
measures.
Minneapolis
has
been
leading
throughout
this
pandemic.
A
Our
city-wide
vaccination
rates
for
adults
is
87
percent.
If
you
are
among
the
13
percent
not
yet
vaccinated,
please
get
the
shot.
This
is
about
protecting
the
most
vulnerable
people
in
our
community,
including
children
and
immunocompromised
adults.
This
is
about
ensuring
we
continue.
Making
progress
on
our
path
to
economic
recovery.
A
Every
resident
in
every
corner
of
this
city
has
been
impacted,
but
we
know
that
those
effects
have
not
been
felt
evenly
and
the
commitment
to
help
those
who
have
struggled
most
first
has
been
an
ethos
I
have
seen
roundly
embraced
over
and
over
again
by
this
extraordinary
city.
This
is
the
minneapolis.
I
know
we
will
rebound
in
excellent
fashion
as
we
see
playing
out
across
the
country
today
with
the
resurgent
delta
variant.
This
long
grueling,
fight
against
the
virus
will
continue
to
demand
the
best
of
us.
That's
the
case
with
any
policy
fight
worth
having.
A
A
At
lucy,
laney
we've
helped
provide
safe
and
stable
housing
for
over
200
children
and
their
families.
Stable
home,
stable
schools
stands
as
a
testament
to
the
extraordinary,
affordable
housing
work.
We've
undertaken
to
what
is
achievable
when
our
work
is
grounded
in
compassion
and
what
is
possible
when
partners
come
together
with
the
courage
of
their
convictions
for
the
betterment
of
our
city.
A
Stable
homes
has
gone
from
pilot
to
permanent
and
is
now
a
staple
in
our
budget
in
an
ongoing
way.
Through
each
of
the
last
three
budgets
and
our
federal
spending
proposals,
we
have
laid
the
foundation
for
a
resilient,
more
equitable
and
inclusive
housing
future
in
minneapolis.
We
are
not
interested
in
talking
points
that
sound
good.
We
are
about
policy
that
does
good
between
2018
and
2020.
We
have
built
or
preserved
nearly
3
000
units
of
affordable
rental
housing,
including
1
350,
deeply
affordable
units.
A
A
This
last
year
we
hit
nearly
seven
times
that
figure
with
273
new
units.
We've
seized
opportunity
amid
challenge
and
historic
investments
have
produced
historic
results.
We
have
stayed
true
to
our
values
and
we
are
not
letting
up
we're
keeping
this
momentum
going
with
a
28
million
dollar
commitment
to
affordable
housing
work
from
our
first
rescue
act.
Funding
plan
thanks
to
an
unprecedented
two-year
investment
of
35
million
dollars
in
the
affordable
housing
trust
fund
in
2019
and
2020.
A
Over
400,
more
units
have
already
closed
in
2021,
with
over
75
percent
of
those
units
affordable
at
30
percent
of
area,
median
income
or
below
and
1500
more
units
have
received
funding
awards
for
projects
that
are
expected
to
close
in
this
year
or
next
we
are
leading
the
nation
in
these
housing
investments.
These
investments
won't
show
up
as
a
splashy
change
item
in
this
year's
budget
and
that's
a
good
thing.
We've
worked
hard
to
make
these
investments
boring
by
making
this
funding
an
ongoing
permanent
fixture
in
every
minneapolis
budget
going
forward.
A
In
other
words,
it's
not
news.
Now
it
is
a
paradigm
shift
in
how
your
local
government
approaches,
affordable
housing
and
how
our
administration
has
fundamentally
reshaped
this
city's
approach
to
the
budget.
We
are
making
another
15
million
dollar
investment
in
our
affordable
housing
trust
fund
in
2022
over
the
past
two
years.
We
have
also
deepened
our
partnership
with
the
minneapolis
public
housing
authority,
consistently
coming
to
the
table,
with
resources
to
leverage
additional
funding
to
preserve,
improve
and
expand
public
housing.
A
We
are
not
going
to
sacrifice
the
progress
we've
made.
We've
been
intentional,
taking
a
measured
and
honest
approach
to
keep
the
city
on
solid
ground.
When
I
delivered
this
speech
last
year
we
were
staring
down
a
156
million
dollar
revenue
shortfall.
Since
then,
we've
stabilized
our
finances
and
continued
delivering
core
city
services.
Has
it
been
painful?
A
Absolutely
do
I
regret
the
decisions
made?
Absolutely
not.
We
will
emerge
from
the
pandemic
on
solid
footing
and
well
prepared
for
transformation
and
change.
But
here
is
our
reality:
more
coveted
cases
equals
fewer
small
businesses
open,
more
coveted
cases
equals
fewer
events
and
celebrations,
and
it
follows
fewer
events
and
celebrations.
Fewer
businesses
open
mean
lower
revenues
for
our
city.
A
Thank
you.
Thank
you.
As
we
continue
our
work
to
combat
the
delta
variant,
we
must
fill
the
staff
positions
that
have
been
lost
either
through
attrition
or
a
hiring
freeze.
Just
to
maintain
our
current
service
levels,
we
would
have
been
confronting
a
34
million
dollar
gap
in
2022
that
shortfall
grows
to
47
million
dollars
when
we
factor
in
the
need
to
bring
back
staff
and
make
strategic
programmatic
investments
looking
further
down
the
road,
we're
anticipating
shortfalls
of
37
million
dollars
and
34
million
in
2023
and
2024
respectively.
A
A
Communities
of
color
in
minneapolis
have
demanded
change
of
the
highest
order
to
the
structural
barriers
that
were
deliberately
designed
and
that
have
for
generations,
shut
down,
meaningful
reform,
overtly
hamstrung
accountability
and
done
lasting
harm
to
community
trust.
Locally.
We've
worked
to
keep
the
focus
where
it
belongs.
A
Chief
aradando
and
I
have
moved
forward
with
over
a
dozen
policy
reforms
in
the
last
year
alone,
going
even
further
than
we
or
any
minnesota
department
has
in
creating
a
more
just
an
accountable
system
of
community
safety.
We're
finalizing
another
series
of
reforms
slated
to
take
effect
in
the
coming
weeks.
A
Mpd
will
no
longer
be
conducting
traffic
stops
solely
for
offenses
such
as
expired
tabs,
an
item
dangling
from
a
mirror
or
not
having
a
working
license
plate
light
and
the
city
attorney's
office
will
stop
prosecuting
tickets
for
driving
after
suspension,
when
the
only
basis
for
the
suspension
was
a
failure
to
pay
fines
or
fees,
and
there
was
no
accident
or
other
egregious
driving
behavior.
That
would
impact
public
safety.
A
In
the
meantime,
we
must
continue
doing
everything
within
our
power
to
further
instill
accountability.
Earlier
this
year
we
embedded
an
assistant
city
attorney
in
the
investigative
process.
The
goal
was
straightforward:
further
enhance
the
integrity
of
disciplinary
investigations
themselves.
By
working
with
our
excellent
civil
rights
team,
we
are
throwing
our
weight
behind
good
internal
disciplinary
processes,
because
a
disciplinary
decision
should
never
be
overturned
by
an
arbitrator.
A
Due
to
an
internal
shortcoming,
we
will
be
adding
two
new
attorneys
to
ensure
that
the
work
continues
in
full
one
for
ongoing
support
within
mpd
and
the
second
to
review
mpd
trainings.
We
are
also
proposing
an
additional
full-time
body-
camera
analyst,
for
our
office
of
police
conduct,
review
to
help
ensure
they
have
the
tools
they
need
to
continue
serving
community
accountability
from
the
mpd
is
a
non-negotiable,
and
these
investments
reflect
another
significant
commitment
to
exactly
that.
A
Last
year,
our
proposal
for
an
early
intervention
system,
an
investment
deeply
supported
by
the
family
of
george
floyd,
was
cut
by
the
city
council
to
build
a
better
department.
We
need
to
better
understand
the
state
of
the
department
and
the
people
serving
it
with
a
state
of
the
art
early
intervention
system.
We
can
ensure
supervisors
and
department
leadership,
have
access
to
real-time
data
that
help
inform
when
an
officer
may
need
additional
support
or
when
they're
no
longer
fit
to
serve.
A
A
Our
budget
includes
major
investments
in
youth,
recreation
and
programming
and
another
five
hundred
thousand
dollar
proposal
for
proactive
youth.
Specific
violence
prevention
work
in
this
year's
budget,
we
are
continuing
to
work
closely
with
director
sasha
cotton
to
thoughtfully
scale.
Her
work
and
support
her
team,
while
ensuring
that
our
new
ecosystem
of
public
safety
solutions
is
working
in
harmony
as
it
grows.
A
This
budget
also
builds
on
the
work
we've
done
to
address
the
opioid
epidemic
and
support
neighbors
experiencing
addiction.
We
are
proposing
funding
for
a
physical
space
where
we
can
help
break
cycles
of
addiction
somewhere
that
isn't
an
emergency
room
or
a
police
station
where
people
are
simply
welcomed
and
supported
by
those
with
experience
and
relationships
that
matter.
A
It
would
be
disingenuous
to
expect
these
new,
complementary
programs
to
succeed
simply
by
breaking
down
the
work
of
others.
Sadly,
we've
seen
a
willingness
to
do
exactly
that
over
the
last
several
years
when
it
comes
to
the
work
chief
aradando
is
leading.
If
we're
serious
about
enacting
systemic
change.
We
need
to
have
this
conversation
in
honest
terms.
My
2022
budget
proposal
features
new
funding
for
the
recruit
classes.
A
We
will
need
for
both
core
public
safety
work
and
culture
change
by
bringing
in
the
type
of
community
oriented
officers
who
the
vast
majority
of
the
minneapolis
residents
want
to
see
serve
since
taking
office.
I
have
offered
an
honest
approach
for
what
a
better
more
just
police
department
looks
like,
and
now
more
than
ever,
we
need
to
focus
on
what
is
right.
A
Crime
in
minneapolis
is
not
felt
evenly.
I've
met
extensively
with
black
and
brown
residents,
small
business
owners
and
staff
on
the
north
side
along
lay
street
and
all
across
our
city,
while
no
community
is
a
monolith.
The
message
we
are
hearing
is
clear:
they
want
cops
to
be
more
present,
more
accountable
and
more
community-minded,
and
they
support
our
chief's
work.
A
Roughly
85
percent
of
gun
violence
victims
in
minneapolis
are
black.
As
we've
seen,
crime
is
both
caused
by
deep-seated
inequities
and
an
accelerator
of
them.
There
are
minneapolis
neighborhoods
where
lives
and
livelihoods
are
routinely
threatened.
Where
you
don't
have
the
privilege
of
philosophizing
over
some
ideal,
they
need
justice,
accountability
and
yes,
safety
in
their
neighborhoods
right
now.
A
A
A
These
are
not
matters
of
opinion.
These
are
conclusions
supported
by
data
and
thought
leaders
across
the
country.
Presently
we
have
roughly
600
active
sworn
officers,
creating
an
unacceptably
low
officer
per
capita
ratio
in
minneapolis,
putting
us
dramatically
behind
our
counterparts
in
st
paul
milwaukee
and
kansas
city.
A
A
A
Over
the
last
two
years,
my
team
has
steered
18
million
dollars
to
this
fund
that
prioritizes
investment
in
communities
that
that
have
historically
been
denied
it.
The
commercial
property
development
fund
offered
a
new
approach
for
a
city
that
has
for
far
too
long
been
comfortable,
relying
on
surface
level
policy.
Making
this
source
of
patient
capital
is
making
true
ownership
possible.
A
Since
its
inception
and
funding,
we
have
approved
eight
loans
for
a
total
of
four
million
dollars.
These
eight
loans
leverage
approximately
20
million
dollars
in
private
financing.
Three
of
the
loans
have
closed
with
construction,
having
begun
on
these
projects,
and
there
is
a
full
pipeline
of
exciting
projects
that
will
come
to
fruition
over
the
next
year.
These
are
real,
concrete
results
when
it
comes
to
equity
in
economic
development,
entrepreneurs
like
kenya,
mcknightahod
and
houston,
white
and
many
others
will
have
the
space
and
opportunity
to
grow
and
serve
more
minneapolis
residents.
A
A
The
impact
of
recreation
on
youth
throughout
our
city,
especially
especially
lower
income
students,
is
more
than
a
smart
budget
allocation.
It
is
critical
to
a
well-functioning
society
when
our
youth
have
no
access
to
safe,
healthy
outlets.
They
are
often
left
with
dangerous
ones.
The
basic
seeds
of
opportunity,
cooperation
and
community
are
sowed
not
through
an
absence
of
activity,
but
a
surplus
of
it.
For
years
now
we
have
been
working
towards
a
comprehensive
strategy
for
funding
a
park
and
recreation
board
that
lives
up
to
the
second
half
of
its
name.
A
So
this
year
we
partnered
to
create
a
long-standing
impact
for
our
future,
by
adding
new
funding
for
youth
recreation,
to
the
tune
of
2.6
million
dollars,
supporting
programming
supervision
and,
quite
simply,
a
lot
of
great
things
to
do
in
our
parks.
That
funding
will
go
toward
12
full-time
staff
to
develop
programs
and
engage
young
minneapolis
residents.
It
will
go
toward
seven
staff
to
manage
the
creation
spaces
program
and
it
will
support
additional
green
workforce
development.
A
Some
will
question
the
wisdom
in
stepping
up
this
funding
as
we
climb
out
of
a
budget
crisis,
but
I
would
question
the
wisdom
of
failing
to
invest
in
our
future
when
our
future
is
upon
us.
Now.
The
recent
report
on
climate
change
from
the
united
nations
made
as
much
clear,
deferred
maintenance,
isn't
an
option.
We've
got
to
act
locally
and
advocate
globally.
A
We
have
implemented
a
social
cost
of
carbon
for
minneapolis
dedicated
the
city
to
a
goal
of
a
hundred
percent
renewable
by
2023
in
all
municipal
buildings,
and
we're
going
to
put
more
backing
behind
our
rebuild
resilient
program.
Rebuild
resilient
has
already
helped
small
businesses
throughout
the
city
make
energy
upgrades.
A
Finally,
I
wanna
extend
my
deep
appreciation
for
our
city
staff,
led
by
an
exceptional
crew
of
department
and
division
heads.
The
entire
city
should
know
how
important
your
leadership
has
been
over
this
last
year
and
a
half
through
great
difficulty
you've
helped
hold
our
city
together.
We
are
grateful
for
your
leadership.
Your
talent
and
abiding
commitment
to
our
residents
to
the
community
who
depends
on
you.
A
Minneapolis
has
demonstrated
with
unflinching
clarity
that
we
are
ready
to
not
just
think
but
to
act.
Bigger
than
we
ever
have.
Minneapolis
has
shown
the
world
that
transformation
and
change
are
attainable,
no
matter
the
challenge.
We've
stayed
committed
to
our
core
values
and
to
our
community
as
a
local
government
and
as
a
city
we've
done
the
hard
work
and
we've
looked
out
for
one
another
amid
a
sea
of
change
that
will
remain
a
constant
in
the
city
of
minneapolis.