►
From YouTube: October 25, 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
from
monday
october
25th
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
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
is
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
to
verify
the
presence
of
a
quorum.
A
A
B
B
Are
10
members
present?
Thank
you
please
let
the
record
reflect
that
we
have
a
quorum
today.
We
will
continue
hearing
presentations
from
city
departments
on
the
mayor's
2022
recommended
budget
on
the
agenda.
Today
is
reg
services,
our
regulatory
services,
public
works
and
then
the
park
and
recreation
board.
B
Before
I
recognize
the
interim
director
of
regulatory
services,
I
will
ask
council
member
ellison
if
you
wanted
to
just
please
voice
your
presence
so
that
you're
noted.
B
D
D
Services
has
four
divisions:
three
field
based
and
one
administrative.
The
department
has
thrived
in
the
remote
and
hybrid
work
of
2020
and
2021,
and
we've
themed
our
work
metamorphosis
to
reflect
our
continued
progress
and
growth
in
the
in
the
areas
of
innovative
work,
practices,
equity
and
inclusion,
and
human
centered
enforcement
for
long-term
compliance.
D
D
Code,
compliance
and
traffic
control
supports
community
safety
and
traffic
flow
through
the
city-wide
parking
enforcement
and
intersection
control.
The
presence
of
the
presence
of
traffic
division
means
residents,
visitors
and
businesses,
as
well
as
city
and
state
department
departments,
can
plan
on
a
consistent
experience
when
visiting
the
city
of
minneapolis.
D
Our
services
include
on-site
traffic
control
code,
compliance
and
community
engagement.
These
employees
provide
on-site
on-street
traffic
management
during
rush
hour,
large
events
and
emergencies.
We
educate
and
enforce
it.
We
are
educating
and
enforcing
parking
regulations
and
responding
to
complaints.
D
D
D
Their
uniforms
are
very
similar
to
to
other
public
safety
uniforms
and
they
face
much
of
the
same
public
discontent
because
of
their
uniform.
In
the
last
year
code,
compliance
specialists
have
been
physically
assaulted
and
hit
by
moving
vehicles.
D
D
B
Thank
you.
Sorry,
no
problem
we're
about
to
go
into
some
pretty
great
performance
data
that
you're
putting
into
your
budget
presentation,
for
which
we're
super
grateful.
Yeah.
D
Hours
shifted
at
events
declined
by
over
60
percent,
as
many
large-scale
gatherings
were
canceled
and
spaces
closed
staff
instead
redirected
efforts
to
to
serving
the
community
in
many
cases,
staffing
events
and
moves
in
lieu
of
police
in
order
to
secure
proper
permits
and
allowing
mpd
to
focus
on
more
pressing
public
safety
matters.
This
included,
among
others,
food
distribution,
events
in
minneapolis
parks,
as
well
as
copenhagen,
masks
education
and
mandates
at
public
spaces.
D
Community
support
accounted
for
over
a
third
of
the
event
staffing
hours
in
2020
citations
and
warning
warnings,
data
reflected
specifically
the
changing
needs
of
the
pandemic,
including
economic
impact
and
work
from
home
patterns
in
order
to
minimize
economic
impacts
and
recognize
stay-at-home
orders.
Traffic
control
increased
the
number
of
warnings
issued
by
85
and
issued
few
issued
40
fewer
citations
next
slide.
D
This
slide
visually
connects
our
traffic
control
specialist
to
the
work
that
is
done
beyond
just
directing
traffic
in
the
fall
of
2020
traffic
control
was
asked
to
assist
in
few
distributions
at
powderhorn
park
and
then
corcoran
park.
We
had
three
specialists
and
one
field
supervisor
assisting
residents
in
picking
up
and
dropping
off
food
and
getting
these
items
into
their
car
and
managing
crosswalks
in
spring
2021.
D
D
D
The
animal
safety
net
program
is
a
game-changing
idea
with
impacts
at
many
levels.
It
has
expanded
from
reduced
fees
to
include
animal
rehabilitation
and
financial
assistance
with
food
and
fence,
repair
or
other
low
costs
to
keep
pets
and
families
together
and
out
of
the
shelter
as
well
as
no-cost
killing
for
pets
of
vulnerable
residents
in
crisis.
D
D
D
Although
we
never
view
our
animals
as
a
statistic,
we
want
to
share
our
accomplish
accomplishments
through
data
in
an
effort
to
save
more
lives.
This
life
shows
the
tremendous
effort
mac
staff
have
made
in
the
past
few
years
to
increase
the
live
release
rate
and
make
sure
animals
are
placed
in
the
most
appropriate.
Setting.
A
few
innovations
of
the
past
year
include
implementation,
implementing
a
foster
program,
eliminating
behavior
screening
at
intake
and
incorporating
a
health
plan
for
every
animal
at
intake,
including
how
to
improve
behavior
and
mental
health
if
necessary.
D
D
D
D
D
Staff
worked
with
monty
to
modify
his
behavior
home
a
home
in
an
appropriate
medication
routine
and
create
lots
and
lots
of
training
and
socialization
opportunities.
During
our
clear,
the
shelter
event
monty
walked
out
of
that
shelter
into
his
forever
home.
Monty
still
has
his
quirks,
but
the
training
and
socialization
that
mac
staff
were
able
to
make
it
possible
for
him
to
be
a
good
citizen
that
leads
a
normal
life.
We
also
equipped
monty's
new
family
with
ongoing
support
and
services
to
ensure
his
long-term
success
in
the
past.
D
Inspection
services
promote
safe,
supportive
and
dignifying
house
dignified
housing
for
more
than
a
hundred
thousand
rental
units,
which
accounts
for
over
50
percent
of
all
housing
units.
City-Wide
minneapolis
is
becoming
a
majority
renter
city
inspection
services
ensure
safe
and
livable
conditions
through
enforcement
of
the
housing,
maintenance,
state
and
fire
codes.
We
also
undertake
planned
review
of
life
safety
systems,
inspect
commercial
buildings,
monitor
vacant
buildings,
issue
special
event
and
other
relevant
permits.
D
In
addition,
we
ensure
the
safe
handling
of
hazardized
hazardous
materials,
our
largest
division
inspection
services
is
a
merger
of
what
was
previously
housing,
inspection
and
fire
inspections.
This
merger
provides
a
unified
voice
and
point
of
contact
for
internal
and
external
customers,
as
well
as
leverages
the
skill
set
of
our
staff.
D
Remote
work
means
we
have
fully
not
operationalized
our
merger,
but
we
are
making
significant
changes
as
we
move
towards
full
integration
policy.
Actions
like
renter's
first
have
cemented
inspection
services,
commitment
to
a
person-centered
enforcement
approach
through
the
though
the
division
does
not
collect
race-based
demographic
data.
We
do
monitor
s-rep,
zip
codes
to
understand
and
address
our
impacts
on
non-white
communities.
D
D
D
D
D
In
addition
to
the
health
impact,
the
division
also
acknowledged
the
negative
economic
impact
of
the
pandemic.
On
many
residents,
the
department
had
a
light
touch
on
nuisance
abatement
and
other
violations
and
prioritized
education
over
enforcement,
while
recognizing
job
loss
could
make
compliance
reque
requiring
repairs
difficult
next
slide.
D
This
handout
was
sent
to
property
owners
prior
to
inspection,
to
provide
background
and
useful
information
on
the
process.
We
used
it
to
communicate,
covered
guidelines
to
keep
occupants
and
inspectors
safe
during
inspections
and
expanded
it
to
provide
general
information
about
the
inspection.
The
feedback
from
inspectors
and
owners
were
positive.
D
Our
services
include
policy
creation
and
systems,
improvement,
community
engagement,
alternative
enforcement
data,
driven
solutions
and
and
equity
and
inclusion
programming
for
staff.
This
team
works
to
remove
policy
operational
and
other
barriers
so
that
our
field
divisions
can
be
effective
and
strategic
in
their
work.
It's
the
oil
and
sometimes
the
lever
that
keeps
our
divisions
turning
and
2020
operations
pivoted
to
ensure
that
our
office
and
field
staff
had
the
tools
they
needed
to
transition
to
at
home
to
an
at-home
work,
hybrid
work
environment.
D
This
went
beyond
providing
devices
to
supporting
staff
as
they
learn
new
tools
and
technologies.
We
launched
a
sharepoint
site
to
help
keep
our
department
connected
connected
and
was
another
project.
This
division
completed
in
2020
support
around
technology
continued
into
2020
21
as
well.
This
team
managed
two
major
moves
which
included
moving
out
of
public
service
center
and
our
west
river
road
facility.
All
in
all
operations
supported
the
seamless
move
and
new
setup
of
over
100
people
during
a
pandem.
D
Our
example
of
project
management
is
the
overnight
parking
program
I
mentioned
earlier.
Operations
worked
with
traffic
control
on
all
aspects
of
the
program
program,
design,
intersection
with
mpd
staff,
safety,
union
approval
hours
and
locations.
Our
program
management
team
blends
the
field
specific
knowledge
with
administrative
tools
for
strategic
program
implementation.
D
D
Regulatory
services
insists
on
data-driven
solutions
for
us
analyzing,
the
data
isn't
an
afterthought.
It
is
the
center
of
all
that
we
do
leading
data
efforts
across
the
enterprise.
The
analyst
team
has
worked
to
impact
outcomes
on
short-term
rentals
childhood
lead,
poisoning,
energy
costs
and
renters
ability
to
purchase
the
process
properties
in
which
they
live.
D
Our
analysts
also
work
to
promote
transparency.
Data
sharing
and
engagement
with
our
stakeholders
proactively,
sharing
information
through
public-facing
dashboards
is
one
way
that
we
do
this.
Our
violations
dashboard
provides
critical
information
on
what
what
it
may
feel
like
to
live
in
or
next
to
a
specific
rental
property.
D
D
Although
we
are
at
the
forefront
with
our
data,
we
also
recognize
that
we
need
to
rethink
what
information
we
collect
and
how
we
do
it.
Currently,
we
do
not
have
disaggregate
disaggregated
data,
which
means
that
we're
not
looking
at
the
whole
story
as
we
strive
to
create
a
work
environment
and
business
practices
that
are
anti-racist.
D
We
can't
accept
an
incomplete
and
underrepresented
view,
leaving
those
we're
trying
to
positively
positively
impact
voiceless.
We
will
go
beyond
the
s-rep,
zip
codes
and
use
data
to
inform
policies,
programs
and
processes
that
do
not
harm
and
put
racial
equity.
First,
special
thanks
to
the
office
of
race
and
equity
for
challenging
us
to
do
more
and
to
think
differently.
D
Also
in
operations
and
engagement,
career
pathways
is
regulatory
services
program
designed
with
the
aim
of
developing
retaining
and
advancing
indigenous
people,
women
and
people
of
color
in
their
careers
at
the
city
of
minneapolis.
This
16-month
program
includes
eight
half-day
training
sessions,
six
months
of
speaker
events
and
mentors
who
lead
learning
circles.
The
program
objectives
are
preparing
for
advancement,
development,
relation
development
relations
or
networking
and
navigating
the
hiring
process.
D
D
D
The
alternative
enforcement
team,
which
was
also
launched
during
our
reorganization,
worked
hand
in
glove
with
the
liaisons
to
support
renters
displaced
by
the
lack
of
maintenance
or
an
unresponsive
property
owner
in
2021.
This
program
has
helped
16
families
find
dignified
in
stable
housing.
After
dealing
with
substandard
conditions,
regulatory
services,
bills,
approximately
26
000
rental
license
8
000
fire
and
commercial
licenses,
and
1
000
hazmat
licenses
and
processed
the
4.6
million
some
collected
annually
during
2020.
D
My
two
admin
team
never
left
the
office.
They
came
down
when
it
was
a
ghost
town
to
process
these
these
rental
licenses
to
make
sure
that
our
city
continued
to
work.
Our
administrative
staff
sends
out
all
inspection,
related
correspondence
processes
permits
and
licenses.
2021
budget
conditions
resulted
in
laying
off
two
admin
staff
working
on
these
permits.
D
D
Our
primary
goal
is
to
create
an
anti-racist
culture
among
staff
in
our
interaction
and
in
our
interactions
with
residents
and
visitors
to
minneapolis.
Our
second
goal
is
to
elevate
this
work
and
incorporate
outcomes
into
continued
data-driven
decision-making,
regulatory
service,
intentionally
weaves
diversity,
equity
and
inclusion
into
the
fabric
of
our
culture.
It
is
now
who
we
are
support
by
senior
leadership
and
led
by
department
staff.
Our
eni
team
takes
an
active
role
in
developing
moving
forward
and
facilitating
training
activities
and
initiatives.
D
The
eni
team
oversees
robust
equity
and
inclusion
programming
that
focuses
on
how
we,
as
staff,
can
be
more
culturally
agile
and
policy
recommendations
how
we
engage
with
community
and
people-centric
enforcement
that
reflects
our
commitment
to
equity.
The
department
serves
as
a
model
for
other
departments
as
they
design
their
programs.
D
D
In
our
work,
equity
and
inclusion
events
offered
have
shifted
to
meet
our
staff's
wide
array
of
events,
interests
and
identities
and
2019
the
department
hosted
12
events
and
nearly
doubled
that
in
2020
by
hosting
20
events
during
the
business
day
at
the
end
of
2021,
our
eni
team
will
have
hosted
25
cultural
agility
events
and
shared
15
additional
opportunities
that
were
sponsored
sponsored
by
other
organizations
in
2022
performance
appraisal
process.
We
will
expand.
D
D
To
that
end,
in
2020
we
launched
a
series
of
all
staff
and
and
manager
gatherings
metamorphosis
the
evolution
of
being
into
another.
We
select
it
as
the
series
theme
and
created
by
our
employees
as
with
any
metamorphosis,
be
it
a
caterpillar
to
a
butterfly
or
tadpole
into
a
frog.
It
acknowledges
that
we
are
always
learning
and
growing.
D
D
As
I
look
at
how
regulatory
services
is
innovating
collaborating
and
evaluating
impacts
on
our
actions
holistically,
we
manage
downstream
impacts
on
the
city's
most
vulnerable.
The
experience
of
a
singer
single
mother
who
was
living
in
a
property
we
condemn
for
lack
of
basic
utilities
such
as
a
kitchen
and
a
bathroom,
comes
to
mind.
D
D
Because
of
this
support,
she
was
able
to
move
into
her
new
home
and
afford
the
security
deposit
and
rent
in
2021.
Our
alternative
enforcement
team
successfully
brought
nine
tenant
remedies.
Actions
to
court
tras
fast
track,
repairs
after
periods
of
non-compliance
with
property
owners
allowing
residents
to
see
real
change
in
their
living
conditions.
D
Regulatory
services
was
awarded
for
funding
for
four
projects,
with
federal
arpa
funding.
We
are
partnering
with
the
health
department,
cped
and
habitat
for
humanity,
on
programs
addressing
childhood,
lead,
poisoning,
providing
analytic
work
for
green
careers,
providing
grants
for
homeowner
preservation
and
communicating
ordinances,
so
renters
know
about
safe,
affordable
and
dignified
housing
in
the
city.
D
Regulatory
services
received
eight
positions
in
the
recommended
budget
to
rebuild
our
core
services.
These
positions
are
essential
to
our
focus
on
education,
over
enforcement
and
our
human
centric
code
enforcement
work
in
recent
years.
Requests
for
expanding
services,
adjusting
to
the
changing
environments
and
combative
interactions
mean
we
have
to
prioritize
when
and
how
we
show
up
next
slide.
Please.
D
D
Next
side,
please,
as
I
mentioned
the
reckon
the
recommended
budget
restores
eight
held
vacancies
to
regulatory
services
combined
with
federal
funding.
Each
division
and
regulatory
services
makes
progress
towards
meeting
increased
demand
for
services
and
supporting
the
public
safety
and
welfare
for
humans
and
animals.
D
D
Next
sorry,
no,
please
go
back
traffic
control,
the
return
on
investments
for
two
full-time
code.
Compliance
specialists
is
needed.
Relief
for
staff
stretched
to
meet
current
demand,
but
will
not
solve
current
staffing
issues.
D
Two
ftes
will
help
ensure
full
coverage
at
large
events
and
reduce
incidences
of
staff
and
late-night
shifts
heading
immediately
back
to
early
morning
shifts
in
order
to
allow
adequate
recovery
time
and
provide
flexibility
for
unplanned
events
for
animal
care
and
control.
They
gain
four
new
ftes
in
the
2022
recommended
budget.
These
positions
replaced
health
vacancies
for
2021
and
add
additional
ongoing
capacity
for
our
animal
safety
net
program.
D
The
four
ft's
include
one
animal
control
officer
and
three
shelter
positions.
The
officer
will
help
reach
minimum
staffing
levels
on
the
day
shifts,
but
staffing
stress
will
remain
the
shelter
positions
include
a
shelter
supervisor,
a
customer
service
representative
and
an
animal
safety
net
coordinator.
D
For
inspection
services
coveted
hit
this
division
hard
and
we
have
signific.
We
have
significant
backlog
to
the
work
to
meet
future
needs.
The
division
continues.
Our
innovative
educational
reinforcement
approach,
our
field-based
inspections
and
digital
tools
that
improve
efficiency
are
two
methods
alongside
our
merger.
D
Arpa
funds
support
two
inspectors
to
work
on
lead
abatement
with
the
health
department
for
a
coordinated
approach
for
operations.
The
division
has
downsized
downsized
significantly
with
layoffs
held
vacancies
and
a
revolving
fund
attrition.
As
we
stabilized
funding
operations
and
engagement
pushes
the
department
towards
innovative
work
to
meet
department
and
citywide
goals.
D
We
have
recently
expanded
our
use
of
online
payments
for
improved
customer
service
and
online
rental
license
applications.
Our
analysts
predict
trends
and
guide
the
day-to-day
day-to-day
work
of
our
divisions,
as
as
as
the
implementation
of
city,
ordinances
and
policies,
two
fts
and
operations
provide
increased
data
management,
analytical
capacity
and
community
engagement
next
slide.
D
The
investment
is
one
ongoing,
fte
dedicated
to
proactive
portfolio
work.
The
office-based
fte
will
use
data
and
community
relationships
to
identify
high-risk
buildings
and
liaise
with
rent,
renters
and
renter
organizations
and
partner
with
rental,
housing,
liaisons
and
the
other
city
departments
to
further
the
renter
first
policy.
D
D
Thank
you
for
the
opportunity
to
present
the
good
work
of
my
department.
I
am
proud
to
lead
this
department
and
I'm
really
excited
our
work
has
many
challenges,
but
we
continue
to
strive
for
innovative,
innovative
ways
to
reach
our
goals
of
human-centered
code
enforcement
enforcement
through
education
and
being
visible
engaged
with
our
residents.
I'm
happy
to
answer
any
questions.
B
Thank
to
you
ask
council
vice
president
jenkins
to
voice
her
presence
for
this
committee.
A
Thank
you,
madam
chair,
and
what
a
great
presentation
thank
you
so
much
director
and
to
be
internet
julie,
appreciate
it.
E
Yes,
thank
you.
Thank
you,
dr,
and
thank
you
for
your
staff
and
your
department.
Since
I
joined
the
council,
I
had
so
many
complaints
to
my
office
that
program,
services
and
traffic
control
and
parking
services
are
over
ticket,
the
minority
and
poor
communities,
and
they
over
meter
those
areas
and
that
those
areas
are
word
six,
see
the
riverside
area
and
also
lake
street
and
carmel
mall.
E
As
you
drive
by
to
uptown
and
penny
pin,
there
is
no
meters
and
that
there's
outside
feeding
just
a
different
environment,
but,
as
you
come
down
to
see
the
riverside
and
minority
communities
there's
meter
everywhere
in
every
block
and
the
parking
traffic
control,
individual
is
always
there
and
always
speaking
in
the
community.
E
So
what
can
I
do
to
answer
my
presidents
here
that
the
city
is
not
making
money
out
of
this
poor
neighborhood
and,
as
I
am
a
new
council
member
and
I'm
not
really
sure
what
the
planning
process
on
that
is?
Can
you
give
us
a
data?
What
is
the
revenue
and
for
for
parking
and
what
is
the
meter
count
of
each
zip
code
or
each
area
in
the
district?
Are
we
is
this
accusation,
or
this?
What
I'm
hearing
from
the
president
is
that
is
that
accurate?
E
D
Thank
you
for
your
question.
Councilmember
osmond.
My
team
has
been
taking
diligent
notes
on
the
issues
that
you
have
brought
forward.
We
can
look
at
a
revenue
and
your
ward
in
the
areas
that
you
indicated
as
well
as
meter
counts,
and
we
can
set
up
a
meeting
and
get
back
to
you
with
that
information.
D
B
Thank
you
so
much
for
sharing
everything
that
you
have
and
the
personal
stories-
and
I
know
I
speak
for
all
of
us
when
I
speak
about
your
your
and
your
staff's,
very
deep
commitment
to
helping
our
city
get
through
and
live
together
and
move
forward
through
this
global
pandemic
together.
So
thank
you.
Thank
you.
Thank
you
for
your
time.
B
In
the
chat
we
see
that
president
cogill
wants
to
kick
off
the
nprb
presentation,
which
is
after
this
next
one
and
I
know
the
clerks
are
on
it.
So
I
will
direct
the
clerk
to
please
receive
and
file
the
regulatory
services
presentation
and
next
up
is
the
public
works
department.
I
will
invite
interim
director
brett
jelly
to
give
that
presentation.
Welcome
director
jelly
thanks
for
being
with
us
this
afternoon.
F
F
Our
mission
statement
is
to
be
effective
stewards
of
the
public
infrastructure
and
provide
valued
city
services
that
contribute
to
public
safety,
economic
vitality
and
neighborhood
livability
in
minneapolis
and
I'll
add
when
we've
worked
directly
with
our
1100
or
so
employees,
and
the
reason
we
have
such
a
great
group
and
they're
so
dedicated
to
the
work
is
every
day
we
take
pride
in
making
minneapolis
better
and
we've
had
approximately
a
thousand
employees
showing
up
every
day
since
the
beginning
of
the
pandemic,
to
do
the
work
and
provide
the
core
services
from
collecting
solid
waste
and
recycling
plowing
streets
fixing,
potholes,
making
drinking
water
that
everybody
counts
on,
and
I
really
the
resiliency
and
the
flexibility
everybody
has
shown
the
care
for
one
another
following
covid
protocols
as
we've
changed
them
and
adjusted
to
the
pandemic.
F
To
really
continue
to
do.
The
work
has
just
been
amazing
next
slide.
This
is
a
summary
of
our
overall
operating
expense
budget.
It
includes
all
funds
in
public
works.
Our
overall
expense
budget
is
three
million
dollars
greater
than
our
2021
budget.
It's
about.
One
percent
increase
in
is
made
up
primarily
of
personnel
costs,
increase
in
1.4
million
dollars
in
core
service,
rebuilding
that
I'll
touch
on
later
in
the
presentation
next
slide.
F
We
gave
you
an
overview
of
nine
budget
program
areas,
they're
roughly
broken
down
into
three
groups.
We
have
administration
and
fleet
services
which
are
really
about
supporting
the
department
and
the
rest
of
the
city.
We
have
three
transportation
budget
program
areas,
and
then
we
have
four
utility
budget
program
areas:
totaling
the
390
million
dollar
operating
budget.
Next
slide,
our
fte
count
or
full-time
equivalent
account
is
going
from
977
to
990..
F
The
additional
13
positions
are
included
in
our
core
service
rebuilding
eight
of
those
ftp.
We
have
one
in
water,
one
in
stormwater
and
then
we're
restoring
three
frozen
positions
in
fleet
services.
F
F
The
middle
is
winter
and
then
on
the
far
right
is
back
to
summer,
and
these
are
our
service
worker,
one
positions
so
that
our
kind
of
maintenance,
core
maintenance
positions
in
the
city
and
it
it
just
shows
how
the
workers
flow
throughout
the
course
of
the
year,
they
may
be
working
on
a
construction
crew
in
the
summer
and
moving
to
snow
and
ice
control
in
the
winter,
and
I
we
we've
looked
into
doing
this
as
a
kind
of
a
communication
tool
just
to
show
that
we
do
have
people
moving
around
over
the
course
of
the
year
and
the
advantages
of
having
a
skilled
and
flexible
workforce
next
slide.
F
So
our
first
budget
program
is
administration.
This
program
supports
another
number
of
areas,
including
department-wide
support
around
finance
personnel,
safety,
training,
outreach
and
communications
in
interagency
collaboration,
I've
included
on
this
slide.
One
of
our
key
metrics
is
around
our
public
works
workforce
diversity.
F
The
administration
group
really
supports
our
work
in
this
area.
It's
a
very
high
priority,
for
I
know
the
city
and
the
department
and
we've
been
able
to
see
an
upward
trend.
That's
if
this
graph
went
further
back,
you
would
have
seen
again
the
numbers
continuing
to
increase
over
time.
It
really
reflects
some
really
good
work
and
just
maybe
a
shout
out
for
monique
fish,
who
is
one
of
the
driving
forces
behind
this
work,
and
it's
our
efforts
in
outreach
and
in
recruiting
our
pathway.
F
F
F
Just
two
items
of
note
in
this
chart:
the
jump
in
hybrid
vehicles
reflects
the
conversion
to
hybrid
squad
cars
and
that's
been
a
very
effective
tool
for
us
and
then
you'll
note.
We
made
a
very
large
jump
in
21
in
all
electric
vehicles
and
that's
in
our
sedan
fleet.
F
F
This
program
supports
all
the
planning,
design
and
engineering
of
our
transportation
system.
It
includes
both
long-range
planning,
so
things
like
the
transportation
action
plan
and
also
the
design
and
engineering
of
individual
projects
as
we've
been
working
through
the
process
of
updating
our
metrics.
F
F
This
includes,
of
course,
things
like
snow
plowing
bridge
maintenance,
patching
crack
ceiling.
It
also
includes
areas
like
special
service
districts.
I'll
note,
this
is
the
first
slide
where
I
don't
I'm
not
including
a
metric
as
we
are
working
through
the
metric
setting
process
and
actually
in
the
final
phases
of
that
I
was
including
metrics,
where
I
had
good
examples
and
going
to
our
old,
reliable
photos
when
I
didn't
have
something
ready.
F
F
Our
final
transportation
related
budget
program
is
transportation
operations
and
mobility
for
2022.
This
is
a
60.7
million
dollar
budget.
This
is
comprised
of
both
general
fund
and
enterprise
funds.
It
supports
our
work
in
traffic
control
devices,
so
things
like
the
signal
system
signs,
striping
street
lights
on
and
off
street
parking,
as
well
as
right-of-way
management.
F
The
metric
included
in
this
slide
is
a
good
example
of
how
we,
when
how
we
keep
track
of
the
performance
around
new
ideas.
F
So
in
this
case
we
have
2020
and
we
had
a
hub
pilot
locations
and
we
were
tracking
how
they
were
being
used
from,
starts
and
ends
of
trips,
and
this
is
really
critical
when
we
work
in
new
concepts
on
and
launch
pilots
which
are
kind
of
a
great
way
to
step
into
new
ideas,
but
then
tracking
closely
how
we
can,
how
they're
performing
and
how
we
can
improve
them
over
time.
F
F
This
program
provides
the
safe
and
high
quality
drinking
water
people
of
minneapolis
and
our
wholesale
customers
count
on
it's
a
62.2
million
dollar
budget.
I've
included
a
metric
on
this
slide.
That
is
one
that
will
be
moving
forward
under
the
new
system.
It's
around
our
safety,
which
is
fire
flow
in
our
distribution
network,
and
one
of
the
ways
that
we
address
underperforming
areas
is
cleaning
and
lining.
F
This
is
a
distribution.
Generally
is
a
area
that
we're
investing
more
money
in
well,
it's
a
technically
a
capital
budget
item
utility
rates
are
support
all
of
the
work
and
the
utility
so
in
2022
we're
planning,
9
million
for
this
work
in
renewing
water
mains
and
other
distribution
infrastructure
that
will
grow
over
time
to
12
million
and
2025
and
beyond.
F
One
item-
and
I
realized-
should
highlight
a
few
more
of
these
on
our
race
equity
impact
with
the
water
shutoff
policy
ordinance
update.
We
for
our
past
practice
was
to
when
individuals
were
behind
on
water
utility
bills,
that
the
way
that
the
city
would
get
payment
was
to
turn
off
drinking
water
during
covid.
We
paused
that
practice
and
we
also
used
that
time
to
evaluate
that
policy
and
we
have
since
implemented
a
process
where
we're
not
turning
off
waters.
F
There's
water
there's
a
lot
of
consequences
to
the
people
living
in
homes
and
and
potential
damaged
infrastructure
in
that
process.
That
just
even
makes
it
worse.
So
we
we've
moved
to
a
process
where
we
will
assess
the
any
unpaid,
water
or
utility
bills,
and
that
keeps
important
facilities
running
and
but
also
make
sure
that
the
city
is
getting
paid
for
the
services
that
we're
providing
next
slide.
F
Is
the
sanitary
sewer
budget
program
area,
75.4
million
dollar
expense
budget?
This
program
supports
the
design,
construction
and
maintenance
of
our
portion
of
the
sanitary
sewer
system.
One
note
here
of
that
75.5.
F
This
work
is
funded
by
the
city's
stormwater
utility
fee,
and
it
includes
the
design,
construction
and
maintenance
of
our
storm
water
system.
It
also
includes
work
to
meet
our
regulatory
requirements.
We
have
permits
related
to
our
storm
water
discharges
into
the
city's
lakes,
streams
and
rivers.
F
One
one
significant
project
of
note
in
this
area
is
the
new
central
city
storm
tunnel.
It's
approximately
a
58
million
dollar
project,
but
I
just
kicked
off
and
we're
in
the
second
month
of
construction.
F
This
program
is
funded
through
utility
fees
to
all
one
to
four
residential
unit.
Buildings
in
the
city
has
a
budget
of
45.7
million
dollars,
services
included
our
solid
waste
recycling,
collection
yard,
waste
problem
material
and
the
city's
clean
city
program.
F
It's
the
graphic
on
the
right
indicates
a
big
initiative
for
this
group
and
it's
zero
waste.
We
will
be
digging
into
the
different
metrics
needed
as
we
track.
You
know
our
overall
diversion
rate,
which
was
38
in
20
or
2019,
and
we
know
there's
just
any
number
of
components
to
successfully
moving
toward
that
goal
on
the
one
highlight
and
the
race
equity
work
out
of
this
division.
F
As
we
continue
to
build
our
organics
program,
we've
done
a
lot
of
work,
analyzing
who's
participating
in
the
program
and
then
putting
extra
resources
into
outreach
and
including
language
specific
outreach
into
areas
to
make
sure
that
our
residents
and
customers
understand
the
service
and
and
sign
up
for
it
as
it's
one
of
the
key
components
towards
our
pathway
to
zero
waste.
F
F
We
are
complying
with
the
city's
enterprise,
fun
balance
policies
as
well
as
generally
accepted
accounting
principles,
and
we,
we
are
always
looking
at
a
kind
of
a
10-year
outlook
and
balancing
long-term
operating
and
capital
planning
to
make
sure
that
rates
are
consistent
and
predictable
over
time
in
our
current
projection.
We
are
generally
in
this
three
point:
nine
percent
a
year
increase,
which
I
really
want
to
thank
each
one
of
these
division
directors,
spends
a
lot
of
time,
reviewing
their
finances
and
planning
over
the
long
term.
F
F
Covers
arp
funding
phase
one
for
public
works
and
then
course
service,
rebuilding,
so
next
slide.
Public
works
received
two
of
funding
for
two
items
in
erp
phase
one
the
first
is
neighborhood
traffic
calming
these
were.
This
is
focused
on
issues
in
our
traffic
calming
needs
in
cultural
districts
and
acp
50
areas.
F
This
includes
treatments
like
in
the
picture,
which
is
a
pinch
point
and
any
number
of
other
temporary
installations
we've
based
on
kind
of
learning
about
the
rollout
arp
funding
and
the
restrictions
around
that
we
we
are
able.
We
have
been
able
to
get
some
interventions
out
targeting
likely
spending
about
150
000
of
this
500
1021
and
the
remaining
in
22.
F
and
then.
The
second
item
was
50
000
to
support
2021,
open
streets
events.
Those
actually
sunday
was
the
mark.
The
final
event
of
the
year.
We
had
events
on
broadway
on
lindale
and
then
yesterday
on
minnehaha
avenue
next
slide.
F
Our
final
item
course
service:
rebuilding
a
1.4
million
dollars,
eight
full-time
equivalent
positions
in
21.
Our
core
service
reductions
were
taken
in
excluding
allocation
models
that
was
about
6
million
dollars.
F
We
took
those
reductions
across
the
general
fund,
generally
speaking,
effective
maintenance
activities,
slower
or
delayed
service,
and
and
some
stopping
of
preventive
maintenance.
We've
taken
the
approach
of
applying
that
money
back
across
our
general
fund
activities,
including
restoring
some
of
our
preventative
maintenance
strategies
for
both
bridges
and
streets.
F
We
are
including
are
upping
our
budget
on
in
the
snow
and
ice
area,
one
of
the
items
in
2021
related
to
alley
plowing
and
reducing
our
only
plowing
alleys
during
snow
emergencies
and
kind
of
doing
cleanup
duty
as
we
could
with
our
staff.
This
would
increase
our
ability
to
to
get
to
allies
if
needed,
we're
restoring
an
electrician
position
in
materials
to
address
street
light,
wrecks
in
underground
repairs
and
also
money
to
add
a
crew
of
three
four
durable
marking
sign
replacement
activities.
F
The
final
two
items
are
related
to
staffing.
One
is
restoring
a
frozen
transportation,
planner
position.
F
This
is
focused
on
delivering
our
our
capital
program
and
some
of
the
elements
that
come
out
of
our
our
plans
in
ada
and
vision,
zero,
delivering
those
projects
requires,
in
every
case,
planning
work
and
outreach.
Work
in
this
position
will
support
that
and,
finally,
an
area
that
we
a
focus,
continues
to
be
advancing
our
ada
compliance
and
inspection
of
right-of-way
as
we
get
complaints
about
both
ada
issues
in
the
right
of
way
and
as
well
as
monitoring
what's
happening.
This
this
position
will
allow
us
to
respond
more
quickly.
B
Thank
you.
Do
we
have
questions
or
comments
for
the
public
works
budget
at
this
time?
I
know
that
this
was
a
lot
of
information
to
take
in
so
I'm
sure
you'll
be
fielding
questions
in
the
coming
weeks
and
time.
Council,
member
johnson.
G
Thank
you,
madam
chair,
and
I
appreciate
it
director.
You
know
I'm
always
impressed
by
all
the
work
that
public
works
is
doing.
It's
so
vital
for
our
residents
all
this
infrastructure,
and
I
really
had
a
question
on
you
know.
This
is
something
you
and
I
have
chatted
about
with
residents,
but
it
was
back
on
slide
12
around
water
treatment
distribution.
G
G
You
know
the
speed
at
which
this
is
happening,
because
I
know
that
it's
critical
that
we
get
the
fire
flows
taken
care
of
across
our
cities,
so
that
for
that
critical
life
safety
issue,
there
is
the
flow
available
on
every
single
block
in
case
there's
a
fire,
and
I
also
know
that
there,
in
addition
to
that,
are
what
would
be
a
lower
priority,
but
still
important,
which
is
the
quality
of
drinking
water,
and
I
know
that
you
know
to
be
fair.
G
I
think
it's
safe
to
say:
there's
some
cases
where
the
quality
of
the
water
coming
out
of
the
tap,
even
though
well
safe
to
drink
is
not
meeting
what
most
people
would
consider
the
expectations
for
that
high
quality
water,
that
most
of
us
do
get,
and
so
I'm
kind
of
curious.
G
Your
thoughts
in
terms
of
where
we
need
to
go
from
here
in
terms
of
how
much
additional
funding
is
needed
and
how
we
might
be
able
to
leverage
looking
forward
into
the
future,
our
utility
fees
as
well,
to
help
support
some
of
that
really
important
work.
That's
critical
to
providing
these
core
services.
F
Thank
you,
councilmember
johnson,
you
are
yes,
so
the
the
reference
to
the
investments
in
our
in
our
water
distribution
infrastructure
we've
stepping
back
a
little
bit
the
work
that
a
lot
of
investment
in
our.
F
A
lot
of
work
has
gone
into
our
treatment
infrastructure
and
some
very
significant
investments
that
are
needed
at
a
very
old
facility.
I
think
I
think
director
bankston
would
agree
that
when
I
characterize
turning,
some
focus
to
the
distribution
system
is
needed
and
I
think
reflected
in
the
capital
program
and
of
course,
as
I
mentioned,
the
capital
program
is
supported
by
rates
and
rates
are
really.
B
Director,
you
were
just
speaking
up,
you
just
said
you're
just
talking
about
rates,
but
we
didn't
hear
what
you
said
about
the
rates.
F
Okay,
the
rate
support
our
operations
and
our
capital,
and
this
being
able
to
focus
some
more
on
our
water
distribution
capital.
Will
you
know,
most
importantly,
as
you
know,
council
member
johnson,
the
data
we've
been
been
getting
about
fire
flows
and
and
the
fun
how
the
system
functions
as
well
as,
and
I
am
aware
of
situations
where
we
have
dead
ends
and
lines
that
could
benefit
from
lining
to
help
other
issues.
I
think
you
know
the
nice
thing
about
the
utility.
F
As
I
mentioned,
when
we
look
at
rates,
is
we
are
looking
long-term?
We
are
able
to
adjust,
we
are
able
to
layer
more
information
in
and
I
think,
as
we
start
to
as
we
start
to
spool
up
in
this
particular
area,
we
are
going
to
be
able
to
learn
more
about
how
efficiently
we're
delivering
the
program
and
then
evaluate
whether
or
not
our
funding
is
adequate
or
not,
and
that's
something
that
we
can
have.
We
can
look
at
that
each
year.
F
G
Appreciate
that-
and
you
know
it's-
I
understand
the
importance
around
our
utility
fees
and
keeping
those
rates
in
a
certain
range,
but
I
also
do
really
wanna
throw
out
there
and
really
say.
I
think
that
their
this
infrastructure
is
so
critical.
G
It
is
so
important
to
continue
making
these
investments,
and
so
I
I
personally
have
more
of
an
interest
in
seeing
us
addressing
some
of
these
things
with
a
little
greater
investments
at
this
point.
This
is
really
by
the
way,
a
comment
to
colleagues,
because
you
know
we
ask
our
public
works
department
to
present
on
the
mayor's
proposed
budget.
G
But
you
know,
as
policy
makers,
I
think
it's
it's
important
for
us
to
look
at
these
utility
rates
as
well
and
see
if
we
are
keeping
up
with
our
investments
over
time
in
this
really
important
infrastructure
or
if
we're
falling
behind,
especially
as
we
have
aging
infrastructure
in
our
city
and-
and
I
think
some
serious
equity
issues
at
play
too
around
some
of
these
questions
with
this
infrastructure,
and
so
you
know,
I
think,
there's
an
opportunity
here
to
be
investing
more
in
in
our
infrastructure
in
our
city
and
appreciate
the
work
that
public
works
is
doing
to
get
the
data
to
help
support
those
investments
and
and
scale
up,
because
I
think
it's
really
needed.
A
Thank
you,
madam
chair
and
mr
jelly
for
that
presentation.
I
just
wanted
to
take
a
moment
to
just
really
thank
you
and
the
entire
public
works
staff.
I
mean
these
past
19
months.
I
think
you
know
particularly
public
works.
A
Employees
have
been
asked
to
do
a
lot
of
things
that
are
just
kind
of
outside,
of
their
normal
way
of
being
in
the
city
and
asked
to
play
roles
in
encampments
and
protests
and
various,
I
think,
really
sensitive
and
inflammatory
events,
and
just
the
way
that
people
have
been
showing
up
and
and
helping
to
continue
to
try
to
make
our
city
safe
and
passable
under
extremely
enormous
circumstances,
is
beyond
commendable.
So
thank
you
for
that.
I
was
hoping.
A
Maybe
you
can
I've
been
getting
a
lot
of
questions
about
scheduling
of
projects
and
just
wondering
if
you
can
just
speak
a
little
bit
broadly
of
how
you
guys
are
looking
at
the
timing
of
various
projects
and
how
that
process
plays
out
a
major
example
would
be
this
whittier
bikeway
project
that
has
been
delayed
for
cycle
or
construction
cycle.
F
I
completely
agree
that
it's
been
an
unusual
year
and
a
half
and
as
we've
as
staff,
as
our
team
has
responded
when,
when
we
needed
to
respond,
I
am
always
so
blown
away
with
the
care
and
compassion
and
understanding
our
employees
are
using
in
those
those
difficult
circumstances.
So
so
thank
you
for
those
comments
on
just
generally
kind
of
projects
and
project
scheduling
and
and
the
whittier
lindale
bikeway
is
a
good
example.
F
We
are
always
doing
everything
we
can
to
be
well
coordinated
with
internally
in
our
staff,
but
also
with
utilities
and
partner
agencies,
and
so
you
know,
the
whittier
lindale
bikeway
project
is
is
one
example
where
we
are
want
to
be
coordinated
with
partner
agencies
like
mndot
and
hennepin
county
there's,
some
work
scheduled
at
lake
and
blaisdell
and
how
that
ties
into
hennepin
county
and
mndot's
work
as
well.
So
we,
you
know,
our
goal
is
always
to
minimize
disruption
and
and
deliver
the
best
project
possible.
F
Sometimes
that
means
needing
to
adjust
the
schedule,
and
you
know
I'm
getting
the
same
emails
you
are.
I
know
I
know
that's
a
concern,
but
also
I'll
say
when
I've
been
responding
to
to
people
with
the
background.
I
think
they
also
understand
the
the
reasons
and
the
coordination
behind
a
decision
like
that.
A
B
All
right,
thank
you,
I'm
not
seeing
other
questions
or
comments
in
the
queue
at
this
time.
I'm
sure
there
will
be
more
as
we
continue
on
our
budget
process.
So
so
I'm
going
to
ask
the
clerk
to
please
receive
and
file
that
presentation
for
now
and
finally,
we
will
be
hearing
from
the
minneapolis
park
and
recreation
board.
I
see
superintendent
al
bangora
up
on
the
video
now
and
that's
who
will
be
giving
this
presentation
welcome
superintendent,
it's
nice
to
have
you
with
us
this
afternoon.
H
Thank
you
very
much
chair
palmisano,
and
I
really
and
also,
of
course,
vice
chair
fletcher.
It's
really
a
pleasure
to
be
here
today
to
walk
through
the
budget
22
budget,
I'd
like
to
say
beforehand
to
the
amazing
work
that
park
and
recreation
our
staff
and
have
provided
over
this
very
difficult
time.
I
think
it's
been
shared.
H
It's
been
a
challenging
20
months
very
proud
to
bring
forward
to
you
today
the
budget
and
to
also
thank
president
cogill
and
our
board
for
their
support,
in
particular
around
the
youth
investment
and
the
work
that
we're
that
we're
providing
and
what
we're
going
to
be
presenting
to
you
today.
So
thank
you
for
that
and
again
appreciate
being
here
today.
Next
slide.
Please.
H
So
really
this
we
as
a
as
the
organization
started
talking
about
budget
discussions
in
april
and
may
with
the
board
and
board
retreat.
H
What
we
were
clear
about
is
that
the
needs
of
our
youth
in
our
city
are
paramount
and
a
priority
for
this
board.
We
recognize
the
disinvestment
in
the
disenfranchisement
that
has
led
to
really
unprecedented
uptick
in
youth
violence
and
concerns
for
our
youth
in
our
city.
H
H
H
Since
arriving
in
2019,
there
was
many
things
that
were
asked
of
me
and
our
our
board
and
our
staff
as
the
superintendent
to
the
priority
for
me
and
to
respond
to
every
request.
That's
been
asked
of
us
and
there's
been
many
of
this
and
I
think
the
way
the
slide
reflects
is
a
stair-step
kind
of
approach
that
we
have
done
and
we've
responded
to.
We
were
asked
to
show
research
data
around
youth
investment.
H
H
H
H
We
streamline
our
organization,
I
did
a
major
reorganization
within
our
within
our
department,
within
recreation
or
within
the
park
board,
and
we
wanted
to
make
sure
that
we
increased
accountability
and
reduced
overhead
within
our
organization,
and
we
show
it
was
possible.
We
showed
a
pilot
programs
and
we
rehabilitated
one
of
our
creation
spaces,
which
is
at
potterhorn.
H
We,
we
launched
the
imagine
your
future
with
a
lot
of
the
young
people
or
young
adults
around
the
bubble,
looking
for
ways
that
they
can
even
just
reapply
for
social
security
card
or
expungement
within
their
if
they
have
any
kind
of
low-level
criminal
activity
or
or
offenses,
and
to
give
them
an
opportunity
for
jobs
within
the
park
board.
It
was
an
incredible
success
and
we
redefined
a
youth
development
within
our
recreation
department,
moved
over
to
our
environmental
stewardship
department,
which
talked
about
green
jobs,
green
infrastructure
and
so
we're
very
proud.
H
H
So
with
that,
you
know
I
I
worked
diligently
in
and
and
took
the
message
and
request
that
this
board
has
been
very
clear
about
and
that
I
understood
around
our
youth
to
the
mayor,
the
city
council,
members,
the
board
of
estimated
taxation,
the
bet
members
and
the
city
of
minneapolis
staff
and
also,
of
course,
the
community
and
through
long
collaborations,
and
really
good
conversations.
Some
challenges,
of
course,
and
collaborations
and
negotiations.
H
H
These
are
our
direct
strategic
directions,
performance
goals
adopted
by
the
board
in
2018
and
2019,
respectfully,
the
first
strategies
there's
four
of
them.
The
first
one
was
strategic
direction,
a
was
invest
in
youth
and
in
2019
we
did
closing
the
gap
investing
in
youth
and
we
understood
the
need
for
quality,
innovative
programs
to
serve
youth,
and
we
understood
that
that
would
be
regardless
of
their
ability
to
pay.
H
I
am
proud
to
say
that
this
commitment
in
the
years
we
worked,
we
increased
our
programming
by
20
and
also
we
met
the
challenges,
both
not
only
increasing
our
progress
by
20,
but
also
increasing
our
youth
employment
program
by
25
and
we're
extremely
proud
of
that.
We
met
those
goals
by
this
board
and
we
achieved
that
and,
as
you
can
see
there,
of
course,
the
1.3
million
dollars
increase.
H
An
important
increase
in
our
full-time
employ
employees
to
provide
those
services
to
the
youth
of
minneapolis
and
our
recreation,
centers
and
our
recreation
programs
and,
as
I
said
before,
the
mayor's
ongoing
commitment
of
gradual
annual
increase
of
260
000
to
the
nprb
property
tax,
from
2023
to
2027,
and
and
also
ongoing
commitment
of
our
funding
in
2023
and
2024.
I
will
reflect
that
later
on,
of
course,
in
a
slide
that
direct
weissman
will
share
next
slide.
Please,
our
next
strategic
goal
from
2018
to
2022
was
being
financially
sustainable.
H
H
Other
recommended
fees,
initiatives,
of
course,
as
you
can
see
there,
you
know,
is
really
improving
our
financial
condition
and
increasing,
of
course,
established
fees
and
charges
that
that
don't
impact
youth
and
really
again
in
what
what
states.
There
is
looking
at
a
lot
of
our
fees
initiatives
to
be
able
to
continue
to
the
great
work
that
we
do
within
our
park
system.
H
B
I
Thanks,
madam
chair,
I
just
as
council
president
I'm
a
member
of
the
board
of
estimate
in
taxation
and
I
just
wanted
to
add
just
a
little
bit
more
detail
and
context
to
this.
So
as
part
of
the
discussion
there
at
bet,
there
was
a
lot
of
supported
interest
for
this
approach
of
splitting
the
funding
for
the
youth
investment
from
property.
You
know
between
property
taxes
and
arpa
funding.
We
still
don't
have
a
proposal
from
the
mayor
for
the
phase
to
arpa
funding.
I
I
So
I
guess
I
just
wanted
to
note
that
bet
and
park
board
be
team.
Member
prep
board,
commissioner
french,
had
had
moved
to
increase
the
levy
to
fully
fund
this
youth
programming,
which
council
members
fletcher,
and
I
both
supported
but
ultimately
did
not
have
the
support
it
needed
to
pass
the
board
of
estimate
taxation.
I
I
H
Thank
you,
chair
of
homicidal
and
president
bender.
I
appreciate
that
context.
H
We
understand
clearly
that
the
city
council,
the
council,
will
make
the
determination
we're
only
presenting
to
what
was
obviously
presented
to
us
and
the
alternative
that
we
that
the
board
had
voted
upon
with
the
five
zero
vote
in
committee
and
nine
vote
in
full
board
to
the
2.6
million
dollars
in
tax
levy.
But
again,
what's
before
the
city
council
will
be
that
phase
two
that
arpa
funding
and
we
yes,
we
again
thank
you
for
that
clarification.
I
Yeah
superintendent-
I
just
wanted
to
be
a
bit
more
blunt,
maybe
then
about
just
the
yeah
just
the
background
about
the
sort
of
the
promises.
Frankly,
that
I
think
have
been
made
to
the
park
board,
and
just
so
my
colleagues
know
that
it
was
stated
pretty
strongly
that
that
arpa
funding
would
be
used
for
this
purpose.
Of
course,
I
said
there
that
the
council
still
needed
to
approve
it,
but
I
just
wanted
my
colleagues
to
know
that
dynamic.
Thank
you.
H
Thank
you,
president
bender
appreciate
that,
so
I
think
next
slide.
Please.
Thank
you.
The
next
one
is
strategic
direction.
C,
I
think
we're
at
c
weren't.
We,
I
think,
we're
at
d
now.
I
think
we
would
see
if
I
go
back
one
please
there
we
go.
Thank
you
protect
the
environment,
which
was
one
of
the
three
out
of
the
four.
H
H
I'm
proud
to
say
that
the
2022
budget
continues
those
efforts,
it's
further
reduction
in
greenhouse
gas
emissions
emissions,
using
priorities
and
recommendations
from
the
first
completed
carbon
footprint
analysis
and
give
all
credit
to
the
operations
environmental
team
and
their
incredible
work
around
that
to
really
document
and
show
that
work
through
that
analysis.
H
H
Thank
you,
the
last
one
under
the
strategic
goals-
and
I
didn't
state
this
earlier,
but
this
is
how,
for
me
and
my
performance
as
the
superintendent,
along
with
the
staff
organization,
this
is
how
we
are
measured.
So
my
goals
are
tied
into
my
performance
is
tied
into
the
strategic
direction
that
this
board
adopted,
and
so
I
want
to
make
sure
again
that
I'm
clear
of
that
the
last
one
is
engaging
communities
of
power,
our
commitment
to
recognize
and
engage
all
community
members
to
create
a
sense
of
belonging
ownership
and
power.
H
The
2022
budget
also
supports
and
reflects
the
rollout
of
our
next
comprehensive
plan
that
was
adopted
by
this
board,
the
next
15
years,
extremely
proud
of
that
and
the
work
that
went
into
the
time
that
went
into
that
to
give
direction
for
the
next
15
years
on
this
organization.
What
we
are
going
to
do
around
the
comprehensive
plan,
an
involving
community,
extremely
proud
of
that
also,
the
development
of
the
next
board
adopted
strategic
directions
going
forward
for
the
next
four
years
and
the
completion
of
the
community
engagement
and
concept
approval
of
the
north
commons
park.
H
Revitalization
plan
very
proud
of
that,
so
we
have
a
lot
of
work
to
do
there,
but
again
we
want
to
make
sure
that
we
are
engaging
our
community
and
all
that
we
do
and
and
the
equity
lens
that
we
look
at
for
everything
through
our
ordinances
through
our
cip,
through
our
the
metrics
that
we
have
developed
for
all
the
work
that
we
do
within
our
organization,
from
programming
to
rehabilitation,
so
very
proud
of
the
work
that
this
organization
has
done
to
this
point
next
slide.
Please.
H
With
this,
I'm
going
to
turn
this
over
to
direct
director
weissman,
who
will
walk
through
the
next
several
slides,
and
thank
you
for
your
time,
and
I
will
turn
this
over
to
director
weissman.
J
Thank
you,
chair
palmisano,
vice
chair
fletcher
and
city
council
members.
My
name
is
julie,
wiseman,
I'm
the
finance
director
for
the
minneapolis
park
and
recreation
board.
I
will
finish
this
slide
quickly
and
then
I
will
briefly
walk
you
through
the
superintendent's
recommended
budget
book.
J
J
We
have
three
that
are
under
construction
and
will
be
opening
the
first
quarter
of
2022
and
then,
with
this
funding,
we
would
have
an
additional
two
creation
spaces
for
a
total
of
six
throughout
our
system,
and
we
would
be
staffing
those
creation
spaces
with
a
creation,
space
manager
and
six
full-time
program
specialists
that
would
oversee
the
programs
and
services
of
those
areas
in
our
environment,
environmental
management
department.
J
We
are
expanding
our
nature
based
programming
that
will
be
provided
in
our
recreation,
centers
and
our
nature
areas
with
two
full-time
senior
naturalists
and
a
part-time
certified
naturalist
in
the
summer
time,
as
well
as
there's
a
another
investment
into
our
youth,
employment
and
training
program,
which
will
provide
additional
youth
worker
hours
as
well
as
hours
for
adult
supervision
and
mentoring.
Next
slide,
please,
the
superintendent's
recommended
2022
budget
can
be
found
on
the
park
board's
public
website
at
www
mini
backslash
budget.
J
All
of
the
materials
that
were
provided
to
our
board
last
wednesday
evening
when
the
superintendent
presented
his
recommended
budget
are
located
on
the
public
website,
also
included,
which
sometimes
I
know,
city
council
members
are
interested
in
and
like
to
see.
That's
where
you
would
find
our
2022.
J
Capital
improvement
program
as
well
that
would
have
all
of
the
individual
detail
of
all
the
capital
projects
that
are
planned
throughout
our
park
system.
Next
slide,
please,
I'm
going
to
just
briefly
walk
through
the
budget
book.
The
beginning
of
the
budget
book
includes
the
budget
message
with
the
which
the
superintendent
just
presented
to
you
next
slide.
J
Please,
and
then
it
also
includes
the
budget
highlight.
So
this
is
the
extensive
narrative
area
where,
if
you
are
interested
in
all
of
the
changes
by
departments
and
within
our
various
funds,
you
would
find
that
information
in
this
budget
highlight
section
next
slide.
J
So
this
houses
the
strategic
directions,
the
performance
goals
next
slide
and
also
shows
the
milestones
and
the
accomplishments
for
each
of
the
four
strategic
directions.
So
I'm
just
showing
an
example
of
one,
but
that's
where
you
would
find
all
of
the
information
for
the
accomplishments
over
over
the
last
four
years.
Next
slide,
please.
J
The
next
section
of
the
budget
book
contains
the
background
information
next
slide
and
includes
our
service
areas.
The
org
chart
a
description
of
the
funds
and
some
definitions
and
acronyms
that
are
found
throughout
the
budget
book
next
slide.
Please,
then
we
get
into
the
financial
documents
in
our
annual
in
our
recommended
budget,
so
the
first
section
is
property
taxes
and
local
government
aid.
Next
slide,
please
so
we,
the
recommended
budget,
includes
the
2022
property
tax
at
74.4
million
dollars
for
the
park
board.
J
That
is
a
5.8
percent
increase
over
2021
and
it
does
include
an
8
percent
increase
for
our
general
fund,
as
well
as
the
successful
college.
Completion
and
phase
out
of
the
tree
preservation
and
reforestation
fund
next
slide.
Please
for
local
government
aid.
We
expect
to
receive
the
same
amount
in
2022
that
we
received
in
2021,
which
is
9.2
million
dollars
next
slide.
J
So
the
next
section
of
our
budget
book
is
the
general
fund
and
the
general
fund
departments
next
slide
in
our
general
fund.
We
are
showing
the
eight
percent
increase
in
property
taxes
and
then
the
local
government
aid
is
also
reflected
in
in
this
area
and
we
are
showing
the
1.3
million
dollars
of
arpa
funds.
This
is
the
superintendent's
recommended
budget.
We
are
hopeful
that
the
phase
two
funding
will
come
forward
and
be
in
place
in
time
for
the
adopted
budget
in
on
december
8th.
J
If
it
is
not,
we
have
the
ability
to
pull
out
the
pieces
and
hold
those
until
it
would
be
approved
in
2022
next
slide.
Please-
and
this
shows
our
expenditures
increase
again
and
the
largest
increase
is
happening
within
wages,
infringe
as
we
increase
the
ftes
for
the
closing
the
gap
in
youth
investment
with
the
22
full-time
employees
as
well
as
well
as
some
increases
in
staffing
due
to
system
expansion.
J
This
year
next
slide,
please,
so
I
wanted
to
show
our
youth
programs
expenditures
by
division
budget
by
division.
So
you
will
see
that
again
the
commitment
that
the
superintendent
has
talked
about
between
2018
and
2021,
where
we
used
budget
reductions
and
shifting
of
services
in
order
to
increase
the
investment
that
we
were
making
in
our
youth
and
then
with
the
2.6
million
dollar
infusion
in
2022,
we
have
a
bright
star
around
the
19.7,
so
almost
20
percent
of
our
general
fund
budget
is
directly
allocated
to
youth
programs
and
services.
J
J
So
president
bender
talked
a
lot
about
the
board
of
estimate
and
taxation
presentation,
so
I
wanted
to
re
re-present
a
slide
that
was
presented
by
both
myself
and
and
the
city's
budget
director
during
the
city's
presentation
of
the
2022
mayor's
recommended
budget,
and
this
shows
the
youth
investment
where
it
is
built
in
in
2022,
1.3
million
in
property
taxes
and
1.3
million
with
arpa
dollars,
and
then
the
260
thousand
dollars
between
2023
and
2027..
J
This
is
the
general
fund,
six-year
financial
projection,
and
I
wanted
to
show
this
just
because
we
do
have
a
gap
that
we
are
recognizing
in
2025
and
2026,
as
the
arpa
dollars
can
only
are
only
available
and
can
only
be
spent
through
december
31st
of
2024,
so
the
superintendent,
the
park
board,
the
mayor's
office
city
staff
are
all
aware
of
this
gap.
J
So
the
special
revenue
fund
includes
the
tree
preservation
and
reforestation
fund,
so
you'll
see
the
property
tax
levy
going
away
and
then
in
2022
we
are
funding
the
final
year
of
tree
planting
with
fund
balance
to
successfully
complete
and
close
out
that
program.
The
other
items
that
are
included
in
this
fund
are
non-capital
donations
and
grants,
and
it
is
also
the
holding
area
for
our
park.
Dedication
fees
and
operation
and
maintenance
lottery
proceeds
until
they
are
programmed
and
programmed
out
and
transferred
to
the
capital
projects
fund.
Next
slide.
J
Please,
the
enterprise
fund
is
the
next
section.
Next
slide,
please
in
the
enterprise
fund,
that
includes
our
golf
operations,
our
parking
operations,
youth
use
and
event
permitting
the
sculpture
garden
and
the
new
waterworks
location.
So
we
are
projecting
to
use
a
significant
amount
of
our
reserves
in
2022.
J
J
So
in
2022
we
have
two
significant
construction
projects
that
are
going
on
in
the
enterprise
fund
and
that
is
the
meadowbrook
meadowbrook
golf
building
that
is
going
to
be
completed
in
the
spring
of
2022,
as
well
as
the
construction
of
the
bede
mccaskes
concession
building
that
was
lost
due
to
fire
a
couple
of
years
ago.
J
So
we
have
reserves
built
up
of
over
over
6
million
dollars
and
with
this
budget
we
are
intending
to
use
about
half
of
it
next
slide,
please
our
internal
service
funds
next
slide.
Please
includes
our
mobile
equipment
operations,
our
information
technology
services
and
then
our
self-insurance
fund
and
again
we
are
planning
to
use
a
significant
amount
of
reserves
in
these
funds,
as
supply
chain
issues
have
significantly
hindered
both
technology
purchases
as
well
as
equipment,
mobile
equipment
purchases
in
2021.
J
J
The
capital
project
funds
is
the
next
slide
next
slide,
please.
So
this
is
just
a
very
high
level
overview
again.
The
individual
capital
program
with
the
individual
projects
are
shown
on
shown
on
our
public
website,
and
then
I
would
like
you
know.
I
would
like
to
thank
the
city
council,
as
well
as
our
board,
for
for
passing
the
ordinance
change
and
approving
the
npp
20
guaranteed
annual
minimum
amount.
That
is
being
shown
here
for
2022-2026.
J
In
2025,
we
will
be
back
before
you
to
set
the
next
five
years
that
would
begin
in
2027.
J
J
It
will
equate
to
inflated
dollar
amounts
associated
with
the
capital
projects
that
are
already
programmed
all
parks
on
our
on
our
equity
ranking
for
our
neighborhood
park.
Capital
we'll
have
at
least
one
round
of
funding
by
2034,
and
we
will
be
able
to
start
round
two
on
a
few
parks
before
this
program
ends
in
2036..
J
I
will
also
tell
you
that
adam
arvinson,
the
director
of
strategic
planning,
will
be
presenting
before
this
body
on
october
28th
with
the
capital
in
debt
presentation,
and
he
will
pervade
be
able
to
provide
you
a
more
detailed
information
on
that
and
respond
to
your
questions
at
that
time.
Next
slide,
please.
J
So
our
final
section
of
the
budget
book
is
our
personnel
summary
next
slide.
Please
and
the
superintendent's
recommended
budget
includes
an
increase
in
our
full-time
workforce
to
617
full-time
employees,
and
that
again
is
due
to
the
22
additional
employees
for
the
youth
investment,
as
well
as
some
system,
expansion
and
other
position.
Add-Backs
funding
of
of
unfunded
projects
due
or
unfunded
positions
due
to
covid
and
those
sorts
of
things
next
slide.
Please!
B
Thank
you,
superintendent
bangor.
Does
that
then
complete
your
presentation?
It
looks
like
thank
you.
H
B
B
Thank
you
for
being
here
today,
seeing
no
further
discussion
at
this
point
I'll
direct
I
already
have
received
and
filed
the
presentations
I'll
mention
that
our
next
budget
committee
meeting
is
scheduled
for
thursday
at
10
a.m.
That
day,
we
hear
our
final
presentations
relating
to
the
mbc,
the
municipal
building
commission
and
also
our
capital
and
debt
services
department.