►
From YouTube: May 11, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
Good
morning
my
name
is
lenny
palmisano
and
I
chair
committee,
the
of
the
whole
and
typically
council
president
andy
andrea
jenkins,
would
chair
the
race
equity
subcommittee,
but
in
her
absence
I'm
going
to
call
to
order
our
adjourned
committee
meeting
for
wednesday
may
11th
I'll.
Ask
the
clerk
to
call
the
roll
to
verify
the
presence
of
a
quorum.
B
A
Thank
you.
Let
the
record
reflect
that
we
have
a
quorum.
I
know
the
council
president
is
on
her
way.
We
do
have
one
item
on
the
agenda
today.
The
only
item
which
is
an
update
from
the
division
of
race
equity
on
the
group's
vision
and
goals,
as
well
as
an
update
on
the
city's
strategic
and
racial
equity
action
plan,
I'll
invite
taisha
green,
our
race
and
equity
director
to
begin
those
reports.
Welcome
director
green.
C
C
C
D
D
What
you
see
above
you
two
of
those
are
pieces
that
many
of
you
are
familiar
with
and
have
been
ongoing
for
a
long
time.
The
annual
trans
equity
summit
this
year
will
be
our
ninth
summit.
It's
a
free
event
open
to
all
community
members,
as
well
as
city
staff,
and
then
I
staff
one
of
the
city's
appointed
boards,
the
transgender
equity
council,
which
makes
annual
recommendations
to
city
council.
Those
of
you
who
were
on
council
last
year
saw
them
last
fall
and
an
internal
working
group.
The
trans
issues
work
group.
D
And
lastly,
we
are
working
based
on
extensive
community
feedback
over
the
past
few
years
on
developing
gender
equity
terms
and
conditions
which
could
and
we're
working
with
all
the
relevant
departments
to
figure
out
what
it
would
look
like
to
put
these
in
contracts
over
a
certain
minimum
dollar
threshold,
with
shelters
and
other
social
service
providers
to
ensure
that
our
trans
residents
are
receiving
the
quality
of
services.
They
need
at
organizations
that
definitely
want
to
support
them
and
would
benefit
from
our
technical
assistance
to
be
able
to
do
that
to
their
full
capacity.
D
F
F
The
strategic
equity
action
plan
sweep,
which
you'll
be
getting
an
update
on
later,
is
coming
up
at
the
end
of
its
term
and
so
looking
at
the
priorities
and
really
trying
to
figure
out.
Are
these
still
the
priorities
of
urgency
that
best
are
fitting
and
driving
our
work
as
an
enterprise
racism
of
the
public
health
crisis?
F
Some
of
the
projects
that
we
want
to
implement
will
be
a
city
of
minneapolis
equity
report,
and
this
will
be
a
comprehensive
report
using
a
lot
of
the
data
that
I
think
different
groups,
whether
they
be
inside
the
enterprise
or
out,
are
already
collecting
but
making
sure
that
they're
all
under
one
roof
and
helping
us
to
really
measure
on
a
year-to-year
basis.
How
equitable
is
the
city
and
how
equitable
our
different
domains
of
city
business,
whether
that
be
the
economy,
housing,
education,
opportunities,
health
or
our
justice
system,
organizational
cultural
analysis.
F
We
want
to
go
into
all
the
departments
and
domains
of
the
city,
enterprise
and
figure
out.
What
is
our
culture?
What
are
we
presenting
to
our
employees
every
day
when
they
come
into
work?
What
is
the
culture
that
we're
putting
out
to
the
community
when
they're
seeing
different
parts
of
the
enterprise
curriculum
designed
for
anti-racism
training?
We
want
to
provide
a
comprehensive
anti-racism
training
for
city
employees
and
so
we'll
be
undergoing
curriculum
design
for
that
training
policy
creation.
F
So
going
forward,
when
you
hear
reports
from
our
department,
a
lot
of
them
will
be
tied
either
to
racial
equity
domains
or
the
social
determinants
of
health.
You
can
see
those
above,
for
example,
the
racial
equity
domains
will
be
a
big
part
of
our
city
of
minneapolis
equity
report,
breaking
things
down,
data
wise
from
education,
housing,
health
economy
and
justice,
and
then
the
social
determinants
of
health
are
something
that
will
factor
heavily
into
racism
as
a
public
health
emergency
as
we're
looking
at
equitable
public
health
outcomes.
G
H
D
G
I'm
really
really
interested
to
see
how
this
ties
into
some
of
our
hr
work
around
recruitment
and
retention,
especially
of
our
staff
of
color,
just
knowing
the
dynamics
that
led
to
our
amazing
new
staff
in
this
department
in
the
push
out
of
the
prior
black
women-led
staffers,
who
drove
a
lot
of
the
equity
work
here
in
the
enterprise.
I
think
these
two
pieces
are
going
to
be
key
if
we're
really
talking
about
the
internal
racial
dynamics
that
makes
working
here
pretty
traumatic
in
many
ways.
C
C
A
C
F
So
once
again,
this
is
an
initiative
that
you
all
probably
know
better
than
me
at
this
point.
But
this
is
an
update
on
s
reap.
We
wanted
to
start
this
presentation
off
by
revisiting
some
of
the
operational
priorities
that
were
set
in
the
first
year
of
sreep
and
then
going
into
the
different
process
owners
and
having
them
present
on
their
progress
on
these
priorities,
but
just
to
remember
that
we
wanted
to
focus
operationally
on
workforce
spending,
data
and
community
engagement.
F
When
setting
our
priorities
for
our
policy
priorities,
we
have
public
safety,
increasing
the
number
of
bypoc
people
ages,
10
to
24
living
in
high
violence,
areas
of
minneapolis
who
are
participating
in
high
quality,
youth
development
programs,
housing,
reducing
involuntary
displacement
and
rental
housing
for
bypoc
people
and
economic
development.
Increasing
the
number
of
minneapolis-based
businesses
that
are
owned
by
members
of
the
bipock
community
and
that
they're
still
remaining
in
business
and
operational
after
five
years.
I
You
good
morning,
chair
palmisano
and
distinguished
members
of
the
council.
My
name
is
pam
fernandez,
I'm
the
director
of
procurement
and
I'm
presenting
the
first
goal
under
this
series
and
it's
about
spending
and
this
spending
is
focused.
Thank
you
focused
on
the
one
aspect
of
procurement,
that
is,
the
professional
services,
which
is
consulting
contracts
under
175
000.
I
So
let's
keep
that
in
mind
as
we
go
through
these
slides
as
well.
That
is
the
focus
of
this
goal:
professional
services
contracts
under
175
000
and
within
that
one
we
wanted
to
know
what
is
the
participation
of
african
american
hispanic,
american
and
native
american-owned
businesses
and,
as
you
can
see
here,
we're
trending
very
positive
here.
The
disparity
study
showed
us
that
there
is
a
5.3
which
is
the
combined
of
these
three
ethnicities.
I
Now
I
would
like
to
go
to
the
next
one
where,
like
I'm
just
talking
about
three
key
activities
that
I
think
or
we
are
focusing
on
today,
which
attributed
to
this
increase
and
the
first
one
to
point
to
is
the
implementation
of
improved
contracting
processes
in
the
city,
though
procurement
was
always
centralized
in
the
city,
we
didn't
have
a
tool
to
really
centralize
that
function.
So
in
2019
we
implemented
a
financial
system
that
actually
brought
all
purchases,
regardless
of
their
formal
informal.
I
Anything
over
a
5
000
now
goes
through
come
through
that
system,
which
enables
us
to
source
them
to
these
small
businesses.
You
know,
because
we
have
a
target
market
program.
I
think
you're
all
aware
of
that,
one
which
started
in
2017.,
so
we
have
2
200
small
businesses
as
part
of
this
particular
target
market
program
that
the
city
has.
So
we
can.
We
actually
source
anything
under
175
000
to
this
target
market
program.
So
that
is
a
key
key
reason
for
this
increase
in
participation
and
also
direct
sourcing.
I
Is
you
know
almost
too
none
at
this
point?
Because
everything
needs
to
come
through
that
workflow
too.
In
order
for
us
to
source
that
one,
the
second
key
reason
for
this
increase
is
like:
we
got
a
grant
from
the
living
cities
foundation
it
was
about.
It
was
fifty
thousand
dollars
which
we
used
to
do
some
additional
training
for
the
city
staff,
on
inclusive
procurement,
specific
to
that
one.
So
we
have
about
200
employees
who
attended
this
training,
and
we
will
bring
this.
I
You
know
redo
this
training
again,
once
everybody
is
back
in
remote,
training
is
not
the
best.
So
when
we
all
come
back,
we
will
do
this
training
again,
but
that
training
was
well
appreciated
by
the
department
staff
and
we
can
see
a
big
change
in
how
they
are
making
their
selections
when
and
and
how
they
are
bringing
all
those
sourcing
opportunities
into
this
target
market
program.
I
And
the
other
other
2020
2021
activity
is
also
or
let
me
just
go-
sorry
go
back
going
back
to
that
living
cities
foundation
grant.
We
also
did
a
guide
to
doing
business
with
the
city,
it's
a
few
pages,
but
it
is
a
complete
guide
to
the
businesses
small
businesses
to
see
like
you
know,
where
can
see
where
can
they
see
the
opportunities?
How
do
they
sign
in
you
know?
I
I
The
third
thing
I
want
to
notify
is
like
we
have
been
working
on
reporting,
which
is
a
huge
undertaking
and
through
2020
and
2021.
Now
we
have
a
spend
data
dashboard
that
is
available
to
the
city
staff.
Actually,
I
sent
out
an
email
there
during
end
of
march.
You
know
with
the
link
and
everything
to
it.
I
The
last
slide
that
you're
saying
it's
a
little
smaller,
but
it
kind
of
gives
you
an
idea
of
you
know.
Even
though
we
are
focusing
on
these
three
different
ethnicities,
I
wanted
to
bring
your
attention
to
something
that
is
the
last
two
rows
of
this
spreadsheet,
where
a
lot
of
our
vendors
in
the
past
and
even
no
it's
getting
better,
but
they
do
not
have
to
give
us
the
ethnicity,
okay,
it's
a
voluntary,
you
know
action
for
them
and
a
lot
of
people
in
the
past
did
not
feel
comfortable
giving
their
ethnicity.
I
So,
as
you
can
see,
a
huge
portion
of
our
spending
is
sitting
with
that
group
where
they
say
like
we
prefer
not
to
answer,
or
they
do
not
want
to
answer
at
all.
So
we
need
to
take
that
one
into
consideration
as
well
and
as
businesses
grow
their
trust
with
the
city.
I
think
this
is
going
to
be
different.
I
So
we'll
be
looking
at
that
one
real
soon
here
and
come
back
with
recommendations
on
what
can
we,
you
know
eliminate
some
of
these,
or
can
we
adjust
some
of
these?
So
that
is
the
future
activity
that
we
are
planning
spend
data
dash.
But
again
that
will
be
published
soon,
and
then
we
will
be
continuing
to
continue
to
work
with
the
city
departments
on
their
future
contracting
projects.
This
is
important.
I
This
is
important
for
the
business
coming
community
and
we
will
be
posting
it
out
there,
so
they
can
see
like
what
is
coming
down
the
pipeline
before
I
close
out.
I
just
wanted
to
acknowledge
and
thank
the
current
and
former
procurement
office
employees,
as
well
as
the
city
department
staff
who
actually
makes
these
awards
to
be.
You
know
like,
and
their
commitment
to
be
inclusive
without
all
of
these
people.
This
is
not
possible,
so
I
wanted
to
thank
them
as
well,
and
I
can
stand
for
any
questions.
J
Thank
you,
madam
chair
yeah,
so
it
I
think
it's
clear
that
this
is
strictly
the
goal
around
target
market
contracts,
175
000
and
under.
Can
you
speak
to
any
work
that
the
department
is
doing
around
streamlining
contracts
above
1.75,
I'm
pretty
familiar
with
the
suvp
program
and
that's
actually
pretty
onerous
to
navigate,
but
even
subp
is
still
only
narrowly
targeted
at
subcontracting
opportunities.
Are
there?
Is
there
any
work
around
getting
more
diverse
vendors
for
primary
contracts,
not
just
those
suvp
contracts.
I
Yes-
and
that
is
the
one
that
I
was
mentioning
just
now-
the
mayor's
office
staff,
as
well
as
finance
department,
is
looking
at
the
barriers
to
these
and
there
are
barriers
and
we
need
to
bring
that
down
or
take
it
out
in
order
for
these
private
small
businesses
and
or
minority
owned
businesses
to
become
primary
contractors.
Here,
yeah.
I
Yes,
and
you
know
we
need
to
do
more
to
grow
these
small
businesses
in
the
city,
so
that
and
in
the
area
where
the
city
is
spending,
you
know.
If
it
is
construction,
then
we
need
to
grow
those
small
businesses
who
are
in
the
construction
area
like
supporting
them
with.
You
know,
bonding
ability
things
like
that.
Thank
you.
G
Thank
you,
madam
chair.
I
just
had
a
quick
question.
You
you
talked
about
the
ethnicity
and
the
lack
of
disclosure
around
that
some
are
rooted
in
a
lack
of
trust
with
the
city
enterprise.
Can
you
expand
on
kind
of
where,
if
there's
quantity
or
if
there's
like
qualifiable
data
or
sources
around
like
where
that
theme
has
kind
of
come
from.
I
I
We
are
seeing
that
more
and
more
people
are
now
identifying
their
ethnicity,
so
you
can
see
that
they
know
the
trend
where
it's
coming
down
and
more
more
and
more
people
are
starting
to
trust
the
process
and
we
have
to
keep
the
ethnicity
you
know
protected
as
well,
so
we
won't
be
distributing
that
to
anybody
yeah.
Thank
you.
K
K
I
think
it
was
really
good
to
see
that
from
2019
to
2020
at
least
based
on
the
data
that
we
were
shown,
it
looked
like
it
increased
nearly
doubled,
wondering
if
you
can
speak
on
that
a
little
bit
and
how
that's
important
as
we
move
forward
to
next
year.
I
did
see
that
from
2020
to
2021
it
decreased
by
a
little
bit
and
wondering
like
what
we
can
do
the
following
year
to
make
sure
that
we
can
continue
to
increase
as
we
progress
throughout
the
years.
Yes,.
I
Chair
promising
to
council
member
chavez
overall
in
2020
and
2021,
the
overall
spending
in
the
city
is
down
big
time.
You
know
to
the
tune
of
like
almost
100
million.
I
can
see
I
I
don't
want
to
attest
to
that
number,
but
I
can
see
that
much
difference
in
spending.
So
that
is
one
of
the
reason
why
you
know
ev
everywhere,
all
over
that
spending
is
low,
so
compared
to
that
our
numbers
are
looking
good,
but
I'm
hoping
that
in
2022
because
of
all
the
arpa
funding
projects
are
also
rolling
out.
A
L
A
M
M
Thank
you
for
the
opportunity
to
provide
an
update
with
regard
to
our
workforce
and
the
work
that
we've
been
working
on
before
we
get
into
the
presentation.
I
just
wanted
to
introduce
a
couple
of
my
colleagues
here
from
the
human
resources
department,
joe
hatcher,
which
will
be
helping
me
navigate
the
powerpoint
presentation,
the
director
of
hr
business
operations
and
also
destiny,
sean
who
is
a
hr
manager.
M
M
M
Many
of
our
employees
are
what
I
call
hidden
figures.
You
don't
read
about
them
in
the
paper.
These
are
the
employees
such
as
our
housing
inspectors
and
our
restaurant
inspectors,
our
traffic
controllers,
who
each
and
every
day
put
their
lives
on
the
line
to
ensure
that
the
traffic
flows
smoothly
and
efficiently
our
public
works
staff
during
the
wintertime
who
make
sure
that
I'm
sure
that
our
roads
are
clear
and
put
their
lives
on
the
line.
M
Every
single
day
we
have
people
that
work
in
the
minneapolis
public
schools
in
school-based
health
clinics,
ensuring
that
our
students
and
their
families
have
access
to
health.
We
also
have
engineers
in
the
city
of
minneapolis
to
ensure
that
our
roads
and
our
bridges
are
safe
for
people
to
travel
on.
M
We
have
911
dispatchers,
who
every
single
day
provide
emergency
services
to
our
citizens
and
residents
in
in
minneapolis
and
our
311
operators,
and
so
I
just
wanted
to
give
an
overview,
because
these
are
the
people
that
no
one
talks
about,
but
these
are
the
people
who
are
committed
to
the
work
committed
to
what
they
do.
Many
of
these
individuals
did
not
have
the
opportunity
to
work
from
home.
M
One
of
the
things
that
we
did
this
year
is
an
hr
department,
because
we
knew
how
traumatic
this
has
been
because
of
the
pandemic,
and
also
because
of
the
civil
unrest
due
to
the
murder
of
george
floyd,
we
fed
it
was
important
as
an
hr
department
to
provide
additional
resources
to
support
our
employees
and
one
of
the
things.
Thanks
to
you.
Thanks
to
the
investment
that
you
made,
we
expanded
our
mental
health
services.
We
devoted
quite
a
bit
of
resources
to
providing
some
additional
support
for
our
employees.
M
We
didn't
just
stop
with
mental
health
services.
We
took
a
step
back
and
said
what
are
the
other
kinds
of
well-being
kinds
of
support
that
we
could
offer
for
our
employees
during
this
time?
And
so
not
only
did
we
expand
our
mental
health
services,
but
we
provided
opportunities
such
as
somatic
healing
for
our
employees.
M
We
have
been
constantly
and
deliberately
and
intentionally
looking
at
other
things
over
and
beyond
well-being,
some
of
the
things
that
we
have
done
as
an
hr
department
in
partnership
with
our
departments,
in
partnership
with
our
labor
partners,
we've
increased
things
such
as
having
different
bipark
service
providers
to
talk
about
healthy
food.
Many
of
you
know
michelle
cunningham.
She
has
done
workshops
for
us
to
teach
all
of
us
how
to
have
more
healthy
access
to
food.
M
We
have
partnerships
that
you
may
or
may
not
know
about
with
farmers
who
we
give
discounts
around
farmers
markets
for
our
employees
so
that
they
can
have
access
to
food.
We've
tried
to
model
internally
what
we
say
with
community.
We
try
to
model
that
with
how
we
work
with
our
employees.
So
those
are
just
some
of
the
examples
we,
as
as
many
of
you
know,
we
are
experiencing
what
we
call
the
great
resignation.
M
M
But
in
the
midst
of
all
that
we
championed,
and
many
of
you
who
were
here
on
the
council
on
early
retirement
incentives,
my
staff
was
very
much
intimately
involved
in
that
work,
and
so
were
you
who
were
on
the
city
council
that
time-
and
you
know
how
challenging
that
was.
We
put
a
workforce,
equity
impact
analysis
piece
around
that
and
before
we
made
any
decisions
before
we
made
decisions
with
regard
to
the
early
retirement,
we
looked
to
see
how
did
that
impact
our
bypoc
employees,
as
well
as
our
female
employees?
M
We
also
have
had
to
navigate
through
vaccinations
for
the
vaccine
and
testing
texting
program.
As
many
of
you
know,
we've
also
had
to
we
had
a
situation
because
of
the
downturn
with
our
with
the
economy
and
particularly
with
the
convention
center.
We
literally
had
to
deploy
employees
in
other
parts.
We
had
to
create
a
process
to
to
put
employees
and
deploy
employees
in
other
parts
of
the
enterprise,
and
that
was
a
we
were
able
to
how
many
people
would
do
were
we
able
to
redeploy
in
that.
K
M
They
lost
some
of
their
own
personal
belongings,
many
of
people
on
my
team,
I
I
did
personal
listening
sessions
with
our
3-1-1
employees
myself,
because
I
wanted
to
hear
how
they
felt
I
personally
did
listening
sessions
with
our
9-1-1
employees,
because
I
wanted
to
see
what
they
were
going
through.
I
personally
did
not
us
listening
sessions
with
our
public
works
employees.
M
M
As
we
begin
to
put
and
get
our
data
analytics
hub
together,
we
decided
that
we
wanted
to
expand
that
goal.
If
you
could
go
to
the
next
one
and
we
wanted
to
have,
we
felt
it
was
very
important
because
of
all
that's
gone,
that's
gone.
The
city
has
gone
through
because
of
the
challenges
of
hiring
and
retention
and
because,
quite
frankly,
we
put
a
little
bit
more
investment
because
of
our.
We
had
some
resources
due
to
some
of
the
openings
within
our
own
department.
M
We,
our
data,
analytics
staff
person.
We
decided
to
provide
her
with
some
additional
support,
and
so
now
that
we
have
that
support.
We
have
revised
this
goal
and
we're
saying
that
our
updated
goal
is
to
align
the
racial
demographics
of
the
workforce
with
those
of
the
city
minneapolis
residents
based
on
the
2020
data,
and
so
as
we
move
forward,
we
are
very
committed
to
having
a
much
more
concrete
goal.
M
We
had
started
this
work
prior
to
the
s
reap
and
we
had.
Then.
This
is
also
prior
to
us.
Having
an
hr
data
analytics
person
on
staff,
we
had
come
up
with
a
goal
and
we're
going
to
be
coming
up
with
you,
hopefully
by
the
end
of
the
year,
with
a
much
more
revised
goal
than
this.
But,
as
you
can
see,
we
are
committed
to
looking
at
trend
data.
This
does
not
show
retention.
M
M
J
Thank
you,
madam
chair
yeah.
I
think
one
that
just
kind
of
there's
like
a
broad
comment
around
this
work
of
racial
equity,
and
I
think,
and
particularly
when
we're
talking
about
some
of
these
metrics
and
what
the
metrics
can
tell
us
and
what
they
can't
tell
us,
and
I
think
one
of
the
things
that
I
want
to
see
as
we
start,
tackling
equity
in
this
institution
is
to
acknowledge
what
our
actual
problem
is,
and
I
don't
think
these
metrics
are
necessarily
getting
down
to
that
level
of
granular
detail.
J
It's
like
okay,
we're
kind
of
hovering
around
a
certain
number
of
staff,
but
it's
not
we're
losing
the
fact
that,
like
councilmember
onesie
warlow
said
we
lost
our
entire
race
and
equity
division,
except
for
one
member
right.
So
like
let's
not
be
embarrassed
about
that.
Let's,
let's
let's
say
it
loudly
and
say
this
is
a
problem
that
we
need
to
address
and
not
necessarily
try
to
kind
of
like
as
quick
as
we
possibly
can.
J
Move
to
a
conversation
of
here
goes
our
investments
that
we're
making,
because
I
think
by
doing
that,
it
can
feel
like
we're
not
actually
we're
not
giving
an
emphasis
on
what
the
problem
is.
We're
giving
an
emphasis
on
some
of
the
redress
that
we're
attempting,
whether
or
not
that
redress
is
actually
going
to
directly
resolve
the
problem,
and
so
I
want
to
make
sure
that
we're
not
losing
sight
of
there's
problems.
J
It's
okay.
This
is
like
a
very
public
and
transparent
institution,
let's
publicly
and
transparently,
really
embrace
the
fact
that
we
have
these
problems
and
make
sure
that
we
don't
lose
sight
of
that
and
have
that
get
buried
in
what
we
would
all
agree
are
pretty
unspecific
metrics
that
are
really
trying
to
get
at
what
that
core
problem
is,
and
it's
kind
of
a
comment
more
so
than
a
question.
M
I
agree
with
you
and
you
know
one
of
the
things
that
you'll
see
and
that's
one
reason
why
I
don't
want
to
spend
a
lot
of
time
on.
What's
happened
in
the
past
two
or
three
years,
and
I
think
that
it's
a
combination
of
the
numerical
analytics
and
the
other
parts
of
the
analytics-
and
that
is
it's
so
critical
for
us
to
partner
with
race
and
equity,
because
numbers
only
tell
you
one
thing
so
just
like,
for
example,
these
numbers
that
we
just
mentioned
it
doesn't
notice.
M
M
We
have
already
started
scheduling
meetings
with
the
departments
to
really
dig
into
this.
This
is
only
a
window
of
time,
but
we
have
to
look
at
other
data.
We
have
to
look
at
why
people
stay.
We
have
to
look
at
why
people
leave.
We
also
have
to
factor
in
the
consideration
generations,
and
the
the
hub
that
you
will
see
will
show
a
little
bit
more
data,
but
we
as
human
resources.
We
track
other
kinds
of
data.
M
M
We
do
not
disagree
with
you
at
all,
because
you
are
absolutely
right.
That's
why
we've
made
the
commitment
we've
got
to
to
make
sense
of
this
data,
but
it
can't
just
be
one
point
in
time
and
if
you
would
one
of
the
things
that
we're
committed
to
as
part
of
our
goals,
one
of
our
goals
is
to
transform
the
culture
of
the
city
to
create
an
inclusive
and
equitable
employee
experience.
M
M
But,
quite
frankly,
this
is
about
being
in
competitive
work
environment
and
we
do
not
as
a
city
of
minneapolis,
we
do
not
have
the
luxury
of
not
being
transparent,
not
only
because
of
it
is
it's
the
right
thing
to
do,
but
because
there's
a
business
imperative,
and
so
we
would
be
very
willing
to
have
more
conversations
with
you
on
this.
Did
you
want
to
add
anything?
Destiny.
I'm
sorry
if
I've
kind
of
gone
too
long,
but
I
just
want
you
to
know.
G
Thank
you,
director,
ferguson.
I
just
actually
had
a
follow-up
question,
would
love
to
know
kind
of
what
was
the
dynamics
that
either
prevented
or
limit
hr
from
gathering
that
retention
data
prior
to
now,
and
I
think
that's
of
course,
on
the
the
quantitative
side,
but
also
the
qualitative
like,
were
there
exit
interviews
that
can
also
be
consolidated,
interviews
with
department
heads
to
also
be
able
to
track
why
staff
are
leaving
departments
what
their
experiences
are,
especially
when
we're
getting
into
that
bypoc
demographic.
M
M
Our
goal
was
to
bring
someone
in
that
had
the
expertise
to
really
help
us
mine
that
data,
but
quite
frankly,
she
got
here
and
maybe
what
she
was
barely
here
and
then
we
have
been
having
a
pivot,
quite
frankly,
because
of
all
of
the
other
work
that
has
been
a
priority,
such
as
all
of
the
data
requests
that
we
have,
and
so
before
the
pandemic
hit.
We
had
started
even
formalizing
that
and
we've
had
to
put
that
on
pause.
M
M
It
was
myself
and
a
team
of
our
hr
folks,
including
the
hr
business
partner
and,
first
of
all,
when
we
show
the
tool,
because
it's
very
easy
to
understand-
it's
very
easy
to
help
the
departments
see
what's
going
on.
They
got
excited
because
they
saw
where
there
are
things
that
they
could
potentially
be
doing
differently.
M
M
The
other
thing
that
I
haven't
said
in
this
presentation,
but
it's
in
here
in
one
of
the
slides,
we're
integrating
this
into
our
budgeting
process.
So
we've
worked
with
director
our
director
budget
director
to
actually
get
that
type
of
information
in
there.
So
my
point
in
all
this
is:
we
are
positioned
to
have
now
that
we
have
gotten
her
some
more
resources.
M
G
G
And
if
they're
being
relegated
in
certain
departments
versus
others
kind
of,
then
what
is
hr's
role
as
an
advisory
department
to
either
the
the
department
heads
who
are
also
getting
this
information
directly
themselves
through
these
interviews
with
their
employees
when
they're
leaving
and
if
employees
of
color
are
saying
this
is
toxic,
blah
blah
blah
like?
How
are
you
all
then
supporting
that
alongside
that
data
as
well,
and
I'm
guessing
you're
saying
right
now,
we're
formalizing
that
process.
M
I
think
that's
really
important
we're
not
trying
to
do
a
gotcha
right,
but,
quite
frankly,
we
work
with
departments
now
and
and
and
what
I
have
seen
and
we've
had
what
three
two
or
three
meetings
with
departments
we
we
are.
You
know
we
have
a
schedule.
People
are
very
open
to
talk
about
this,
and
so
I
I
that
is
the
process
is
that
we
will
be
working
with
them.
We
want
them
to
understand,
because
we
want
them
to
understand
what
those
kinds
of
things
are,
and
so
that
is
our
process
moving
forward.
M
M
I
think
what
I
would
like
to
do
is
just
for
sake
of
time,
if
that's
okay
with
everyone,
I
do
want
to
move
to
slide
13
and
just
give
a
high
level
overview
of
our
goals.
We
have
developed
a
multi-year
diversity,
equity
inclusion
plan,
which
we
have
shared
with
our
esteemed
colleague
taisha,
that
we
will
be
working
with
her
and
her
team
on
and
we've.
We've
come
up
with
three
goals,
and
let
me
just
say
this:
this
wasn't.
M
These
were
not
goals
that
were
created
in
isolation
when
we
worked
to
come
up
with
these
goals
and
we
have
a
detailed
plan
that
we'd
be
willing
to
share
with
you,
we
did
quite
a
bit
of
focus
groups.
We
looked
at
a
lot
of
the
data
that
we
already
had,
whether
it
was
through
our
employee
engagement
surveys
or
other
kinds
of
things
that
human
resources
does,
and
that
is
how
we
landed
on
these
goals.
M
And
so,
if
we
could
go
to
the
next
slide,
we
go
into
a
little
bit
more
in
terms
of
we
have
some
key
outcomes
we
also
just
so
you'll
know
available
upon
request.
We
also
have
key
metrics
around
these,
and
we
also
have
quantifiable
milestones
that
will
be
used
to
gauge
performance,
track
the
status
of
activities
and
to
drive
accountability
for
all
stakeholders
and,
as
I've
said
before,
those
metrics
are
outlined
in
our
plan
and
available
upon
request.
M
So
those
that's
the
first
goal,
if
you
go
to
the
next
slide,
the
next
goal
is
around:
transforming
the
culture
of
the
city
to
create
an
inclusive
and
equitable
employee
experience.
And
what
you
have
here
are
the
three
activities
that
are
associated
with
that
and
again.
These
focus
areas
are
designed
to
set
the
direction
of
the
city's
path
forward
and
translate
the
city's
workforce
dei
vision
into
practical
and
realistic
terms.
M
So
that
is
where
we're
going
and
as
I've
mentioned
in
terms
of
what
our
next
steps
are,
is
we
are
conducting
quarterly
department
management
meetings
regarding
the
goals
of
the
enterprise
and
that
we
have
specific
activities
which
we'd
be
willing
to
share
with
you
that
have
been
developed
to
accomplish
the
initiatives
outlined
in
the
strategic
deni
plan
and
available
one
request.
There
are
some
things
that
I
do
want
to
say
that
we've
already
started
doing.
For
example,
we
have
talked
with
the
internal
auditor
to
review
all
of
our
hiring
practices.
M
That
is
a
project
that
is
going
on,
even
as
we
speak,
the
management
letter
has
been
signed
and
our
internal
auditor
is
looking
at
that.
Meanwhile,
we've
also
contracted
with
the
internal
auditor
to
review
our
practices
around
investigations,
and
we
have
had
an
initial
meeting
with
that.
So
those
are
some
of
the
things
we're
not
waiting.
I
don't
want
anybody
to
think
that
we're
waiting
to
do
not
waiting
to
do
anything.
M
We
also
at
the
request
of
departments,
are
creating
what
we
call
metamorphosis
leadership
development
program
where
we
have
been
working
with
some
of
the
colleagues,
some
of
our
department,
heads
in
the
in
the
design
of
that
and
that
design
is
going
on.
We
have
already
started
that
work
and
it's
around
creating
an
anti-racist
leadership
culture
within
the
city
of
minneapolis.
We
started
that
work
in
2021
and
the
work
is
going
on.
I
think
one
of
our
colleagues
here
saray
is
a
part
of
the
team.
That's
actually
designing
that.
N
M
So
the
50
000
that
we
have
already
allocated,
and
that
may
be
a
little
bit
of
a
mistake
here.
We
took
some
of
the
savings
from
the
positions
that
we
had
open
and
that's
what
we
use
to
design
the
to
get
some
additional
help
in
the
work
of
our
plan.
We
are
going
to
be
asking
for
in
the
future,
though
some
additional
resources
to
help
work
with
destiny
related
to
the
plan,
but
the
fifty
thousand
dollars
that
we
used
it
has
already
been
used.
If
that
makes
sense,.
M
M
G
Thank
you,
madam
president,
just
a
quick
question
on
the
quarterly
conversation,
so
is
that
I
know
we
just
also
you
you
addressed
that
in
my
previous
questions.
Is
that
something
new
then
that
you
all
are
kicking
off.
This
feels
like
it
like
2022
and
forward,
or
was
it
something
that
also
happened
prior
to
2022.
M
M
G
And
can
you
describe
if,
with
some
of
the
data
that's
going
to
be
coming
forward
when
you
meet
with
specific
departments
and
maybe
even
discuss
the
process
even
prior
to
what
we
now
have
of?
If,
if
you
notice
a
theme
where
retention
levels
were,
you
know
decreasing
in
a
department,
you
saw
demographics
of
bypass
staff,
you
know
being
part
of
that
theme.
G
What
was
the
conversation
then,
with
the
management-
and
I
will
also
note
like-
is
there
any
ongoing
kind
of
what's
the
accountability
metrics
on
that
for
management?
If
there's
retention,
levels
of
byprod
people
who
are
not
being
addressed
like
the
culture
of
that
department,
is
not
being
addressed,.
M
The
other
thing
that
we've
done
tracy
turner,
who
is
our
hr
workforce
analyst,
has
also
given
them
a
guidebook
to
help
them
understand
how
to
use
the
tool,
and
so
we're
just
in
the
introductory
stages
and
phases
of
that,
and
then
when
that
comes
when
that
does
come,
because
this
is
going
to
be
this,
that
this
data
is
dynamic,
and
so,
when
that
comes
up,
if
it
comes
up,
then
we
will
have
to
talk
with
the
departments
and
and
work
with
them
to
figure
out
what
the.
What
the?
What
the
challenge
is.
M
One
thing
that
I
neglected
to
mention-
and
I
think
is
really
critical-
is
the
work
that
we're
trying
to
do,
and
I
would
actually,
if
I
may
have
destiny,
to
talk
about
the
work
that
we
are
doing
to
integrate.
The
trans
equity
work
into
the
d
e
and
I
space,
and
so,
if
I
may
I'd
like
for
destiny
to
talk
a
little
bit
about
that.
If
I
may,
because
we
did
not
discuss
that,
but
we've
integrated
that
in.
M
M
P
Thank
you
chair,
thank
you,
distinguished
members
of
council,
and
to
talk
about
the
trans
equity
work
that
we've
been
doing.
I've
been
working
very
closely
with
track
from
race
and
equity
on
this
process
of
the
trans
equity
review
within
our
hr
policies
and
programs,
and
it
really
kicked
us
off.
I
apologize
and
it
focused
specifically
on
our
onboarding
and
recruiting
experience
of
our
trans
and
gnc.
P
We
don't
provide
a
a
look
map
of
where
all
of
our
gender
neutral
restrooms
are
so
what
ends
up
happening
is
our
employees
are
looking
for
where
the
gender
neutral
restrooms
are
that's
a
little
thing
that
we
can
do
to
improve
the
the
experience
for
our
trans
and
gnc
employees.
Another
opportunity
that
was
identified
is
we
don't
have
a
gender
transition
guideline
for
when
an
employee
is
in
the
workplace
and
they
want
to
transition.
What
support
do
they
need?
What
tools
should
a
supervisor
have
so
that
they
can
support
the
employees?
P
Those
are
just
a
few
examples
of
the
opportunities
that
were
identified
and
so
track,
and
I
have
been
working
on.
You
know
what
are
the
next
steps?
How
do
we
go
about
putting
a
work
group
together,
we've
reached
out
to
our
trans
equity
council,
we've
also
reached
out
to
the
trans
issue,
work
group
and
put
these
opportunities
out
there,
we're
just
at
the
beginning
phase
of
this,
but
we're
really
super
excited
about
the
opportunities
that
we
have
and
I
think
it
definitely
will
will
make
a
change
here
at
the
city.
N
Thank
you.
That's
that's
important
work
and
I
haven't
been
involved
in
this.
I
know
it's
been
going
on
for
a
long
time,
so
I'm
glad
to
see
that
we're
finally
starting
to
make
some
some
actual
inroads
into
implementing
some
of
these
ideas.
So
thank
you
and
director
ferguson,
my
apologies.
You
may
need
to
come
back
because
we
have
a
question
or
comment
from
council
member
beta.
Q
Thank
you,
madam
president,
just
a
comment.
Thank
you
director
ferguson,
I
mean
in
spite
of
the
last
two
years.
You
have
done
some
great
work,
it's
so
refreshing
to
hear
all
of
the
positive
things
you've
worked
on
and
that
you're
moving
ahead
on.
So
thank
you.
I
just
wanted
to
say
thank
you
so
so
very
much
for
this
presentation.
Q
H
Madam
president,
welcome
on
your
special
day.
By
the
way
my
name
is
casey
carl,
I
have
the
privilege
of
serving
a
city
clerk
and
I'm
going
to
ask
cheyenne
brodin
from
the
neighborhood
and
community
relations
department
to
join
me
at
the
podium,
we're
here
to
speak
about
the
final
two
operational
priorities.
So
in
the
bucket
of
operational
priorities
separate
from
policy
priorities,
the
final
two
are
around
data
and
community
engagement,
and
these
are
closely
related.
H
So
it's
also
difficult
to
follow
director
fernandez
and
director
ferguson,
who
had
yellows
and
greens
and
ours
are
red,
so
we'll
be
as
brief
as
possible.
Get
us
back
on
schedule
and
answer
any
questions
we
can.
I
know
that
race
and
equity
also
wants
to
talk
about
sweep
and
the
next
steps
and
things
moving
forward.
H
So
in
terms
of
data,
one
of
the
operational
priorities
that
was
identified
within
the
strategic
race
equity
action
plan
was
to
improve
the
enterprise's
use
of
racially
disaggregated
data,
as
you
can
see
on
this
slide
in
terms
of
decision
making,
that's
really
used
by
the
council
in
its
legislative
process.
So
in
terms
of
trying
to
identify
metrics.
H
For
that,
you
can
see
that
we
identified
the
number
and
percent
of
those
items
that
require,
or
must
have
need
the
use
of
racially
disaggregated
data
in
rcas
and
then
also
the
number
of
times
and
percentage
that
that
data
was
included.
So
these
were
some
very,
very
I'll,
say,
low
bar
metrics.
For
us,
the
primary
focus
that
we
did
after
the
creation
of
the
sweep
was
really
focused
on
the
creation
of
the
race
equity
impact
analysis
tool.
H
What
we
affectionately
called
the
rhea
so
developing
the
rhea
took
a
lot
of
the
initial
focus
we
did
develop.
Urea
we
provided
the
training
on
the
use
of
that
race,
equity
impact
analysis
tool
provided
resources.
I
should
say
very
clearly
the
race
equity
team
in
the
race
and
equity
division
of
the
coordinator's
office
provided
tools
and
training
and
resources
across
the
enterprise.
H
We
worked
with
our
developer
to
incorporate
the
ria
into
limbs
so
that,
as
departments
are
creating
their
requests
for
committee
action,
which
ultimately
filter
up
to
the
council
that
those
rias
were
assigned
and
could
be
included.
We
also
made
a
part
of
the
workflow
in
limbs
that,
if
it
is
an
item
based
on
file,
type
and
subject
matter
that
mandates
the
use
of
area,
that
departments
are
not
able
to
submit
the
rca
until
they
go
ahead
and
complete
that
ria.
H
So
those
were
some
of
the
positive
things
that
we
had
done
to
develop
systems
and
tools
and
leverage
technology
to
advance
this
particular
goal.
The
other
piece
that
happened.
Of
course,
as
covid
came
along,
we
developed
a
shortened
form.
So
there
are
currently
two
forms
in
limbs.
There's
the
standard
form
that
we
didn't
get
a
lot
of
use
of
prior
to
covet
happening
and
then
a
shortened
form
that
we've
been
using
since
2020..
H
Those
are
the
successes
in
this
regard
unfortunately
had
a
lot
of
challenges
here,
with
use
of
data
and
racially
disaggregated
data
for
decision
making,
mostly
focused
on
lack
of
systems.
We
did
develop
some
of
those
systems,
but
not
fully
complete
that
scope
of
work
and
then
capacity
while
departments
are
required
to
create
their
rias
and
submit
those
with
rcas.
There
is
not
a
centralized
team
evaluating
the
rios
to
say
whether
they
were
effective,
whether
the
use
of
the
data
was
correct
or
not.
H
H
And
then
I
will
say
that,
in
addition
to
those
items
that
require
area
tied
to
policy
making,
we
did
encourage
departments
to
use
urea
if
they
chose
to,
even
if
it's
not
required.
So
they
do
have
the
option
to
create
area,
and
on
that
point
in
particular
our
health
department-
and
I
know
our
health
commissioners
here
sort
of
led
the
way
and
championed
the
use
of
rias,
even
when
not
required.
So
very
briefly.
The
ones
that
are
required
for
urea
include
any
charter
or
code
amendment,
any
city
policy
and
any
budget
or
appropriation
matter.
H
Those
things
that
come
before
the
committees
and
council
require
the
use
of
a
rhea
or
race
equity
impact
analysis.
Anything
else,
of
course,
can
so
there
is
a
permission
to
allow
departments
to
use
that
as
well,
and
as
I
said,
although
we
are
collecting
the
data-
and
I
think
that
director
ferguson
said
this-
we
have
data.
There's
just
not
been
that
central
analysis
and
contextualization
review
of
how
often
are
they
used?
Are
they
informative?
H
Are
they
detailed
enough,
and
so
that
I
think,
is
something
to
look
into
as
we
think
about
the
next
strategic
race
equity
analysis
plan
and
how
we
can
improve
the
use
of
the
ria
and
then
maybe
modify
the
metrics.
This
same
series
of
metrics
was
used,
I'm
just
going
to
jump
forward.
Oh
I'm
sorry,
I
didn't
follow
the
slides
were
given
to
me,
so
you
can
see
the
key
activities
that
we
did.
The
race
equity
division
led
training.
H
As
I
said,
they
provided
the
real
form,
technical
assistance
and
support,
but,
as
I
said,
because
of
capacity
loss
of
the
staff
in
that
division,
there
was
no
in-house
ability
to
do
a
lot
of
the
analysis
that
had
been
intended
or
planned.
As
part
of
that
process,
we
did
conduct
three
in-person
trainings
for
drafters,
reassessing
the
process
of
how
that's
working.
G
Thank
you,
madam
president,
in
terms
of
you
mentioned
around
capacity
being
a
big
factor
and
that's
not
receiving
data
on
this
for
the
past
three
years,
and
that
this
could
be
something
to
integrate
in
the
next
s-roof.
I
would
love
to
know,
since
we
just
concluded
our,
I
believe,
our
last
strategic
planning
sessions,
where
I
thought
we
would
go
into
redefining
some
goals
around
our
strategic.
You
know
race
and
equity
plan.
When
would
that
timeline
be,
or
is
this
more
so
a
question
of
integrating
this
into
our
next
budget
kind
of
session?
G
H
Madam
president,
I
can
start
a
process
of
responding
and
invite
others
to
add
to
it.
The
strategic
planning
process
that
we
have
recently
concluded
was
more
focused
on
those
high-level
policy
priority
areas
that
we
haven't
even
gotten
to
yet,
no
so
their
next
nq
for
other
departments
to
come
speak
to
around
public
safety
and
housing.
These
were
operational
priorities
that
we're
dealing
with
now,
but
in
terms
of
the
next
strategic
race
equity
action
plan,
those
are
adopted
in
three-year
or
has
been
adopted
in
a
three-year
period.
H
It
runs
to
the
end
of
this
entire
year,
and
so
one
of
the
things
that
I
think
race,
equity
and
opi
will
be
challenged
to
do
is
to
bring
back
mid-year
and
then
towards
the
end
of
the
year
with
this
body.
How
do
we
take
the
strategic
race,
equity
action
plan?
The
information
we're
giving
today
and
in
future
months
to
build
the
next
iteration
of
the
strategic
race
equity
action
plan
that
would
be
adopted.
G
So,
okay,
so
that's
good
to
get
clarification
and
will
also
the
the
mandate
of
reyes.
Can
that
also
be
part
of
it,
because,
from
my
understanding,
we
even
just
several
weeks
ago
had
to
ask
where
the
ray
was
for
one:
the
government
structure
proposal
on
the
executive
side
also
for
the
legislative
side
does
it
seem
like
that,
was
immediately
integrated
or
considered
for
those
big
kind
of
priorities
that
this
body
is
going
to
weigh
in
on?
H
Through
the
chair
councilmember,
I
will
correct
you
in
that
the
rheas
that
come
forward
with
government
structure
come
forward
with
the
ordinance
and
we
don't
have
an
ordinance
yet
so
that's
why
you
haven't
seen
it
so
the
rias
will
be
developed,
and
I
know
there
is
a
work
group.
The
mayor's
convened
that
is
chaired
by
ms
green
as
the
director
of
race
equity
they'll,
be
looking
at
developing
those
rias
as
those
ordinances
come
forward,
but
at
an
initial
proposal
level,
that's
not
when
area
would
be
brought
forward.
H
I
would
also
maybe
step
back
a
minute
and
say
another
conversation
that
we've
only
recently
begun
is
with
our
race
equity
team,
who
are
here
today
to
say
this
is
where
the
last
race
equity
team
left
off.
We
were
in
the
middle
of
developing
a
reporting
tool
for
the
race
equity
division
to
use
so
that
they
could
analyze
rias
that
were
coming
through
from
other
departments
and
they
could
look
at
those
rias
and
do
an
analysis
and
and
provide
further
reporting
to
the
body.
H
So
we
worked
with
our
vendor
and
limbs
to
develop
that
reporting
tool,
but
with
the
departure
of
many
of
the
race
equity
members,
lack
of
budget
resources
and
capacity
that
got
shelved,
and
so
one
of
the
things
I
reached
out
to
ms
green
early
on
and
said
is
we
should
have
a
conversation
about
your
vision
of
the
ria.
The
rear
was
developed
by
a
team,
who's
largely
gone.
So
it's
an
opportunity.
I
think
for
her
and
her
team,
and
certainly
this
body
to
say,
is
the
real
form
correct.
H
Does
it
need
to
be
changed
tweaked
in
any
way
work
to
improve
those
things,
and
then
not
only
do
another
training
across
the
enterprise?
Much
of
our
workforce
have
never
had
training
on
ria,
and
so
I
think
it's
an
opportunity
for
us
to
say
we
need
to
relaunch
that
training.
We
need
to
look
at
the
tools
and
then
we
need
to
finish
the
reporting
module
in
limbs
so
that
ms
green
and
her
team
have
access
to
a
tool
that
allows
them
to
do
that.
Capacity.
G
And
I
think
that
would
be
really
great
for
this
body
to
take
up
consideration
of
usage,
also
just
to
kind
of
push
back
on
something.
You
said
around
the
the
government
structure
piece
we've
received
extensive
and
thorough
presentations
about
what
this
structure
will
look
like
before.
We
even
got
to
the
ordinance
you're
correct
on
that,
but
the
fact
that
there's
been
a
plan
flushed
out
without
a
race
and
equity
analysis.
I
think
that's
why
several
of
the
council
members,
including
myself,
asked
if
there
was
a
race
and
equity
analysis
performed
on
it
prior
to
us.
G
You
know
receiving
this
influx
of
information
of
already
proposals
of
how
this
can
be
set
up.
So
I
think
that's
absolutely
something
to
consider
of
how
we're
using
this
raya
to
make
sure
you
know
it's
coming
before
any
predetermined
plans
or
proposals,
so
that
that
racing
equity
analysis
is
at
the
forefront
of
everything
we
consider
as
a
legislative
body,
so
really
looking
forward
to
that
piece
as
we
reconsidered
this
at
the
end,
it
sounds
like
of
this
year,
so
thank
you,
claire
carl.
F
N
F
H
H
No,
madam
president,
that
is
an
interesting
question
and
I
think
was
the
crux
of
the
decision-making
process.
As
we
developed
the
two
plus
years
ago,
the
race,
equity
division
and
the
coordinator's
office
at
that
time
did
not
feel
they
had
the
capacity
to
perform
that
work,
and
so
it
was
largely
decentralized
to
departments.
The
departments
would
complete
training.
H
They
would
fill
out
the
rias
as
they
submitted
those
with
their
rcas
to
the
council
or
requests
for
committee
actions
and
that
the
body
as
they
were
reviewing
materials
would
provide
feedback
if
they
found
the
reas
meaningful
or
not.
So
there
was
not
a
professional
staff
level
control
piece
put
in
place
because
of
that
lack
of
capacity
in
the
race
and
equity
division.
Certainly
it's
not
the
clerk's
responsibility
to
review
ria's.
N
C
H
And
madam
vice
president,
I
would
just
also
add
it's
been
great
to
have.
The
new
team
come
on
board
very
excited
to
take
on
that
work
and
I'm
eager
to
transition
this
metric
to
them.
I
think
that
is
an
important
note
that
this
is
not
necessarily
a
metric
that
can
or
should
be
driven
across
the
enterprise
by
the
city
clerk.
H
H
So
if
there
are
no
other
questions,
I
want
to
quickly
get
to
community
engagement.
I
know
we're
over
time,
but
I
think
this
is
hopefully
helpful
and
instructive
to
the
body.
I
will
note
especially
for
new
council
members.
We
have
not
really
had
a
detailed
conversation
in
public
about
the
strategic
race
equity
action
plan
for
over
a
year,
so
I'm
very
excited
that
this
is
a
meaty
conversation.
H
People
are
digging
into
it
and
I
hope
that
you
find
it
helpful
in
terms
of
level
setting
where
we've
been
and
where
we're
going-
and
I
know
that's
what
the
race
equity
team
wants
to
get
to
is,
where
we're
going.
So
I'd
like
to
use
this
transitional
piece
to
talk
about
that,
a
bit
you'll
notice
that
the
same
metrics
we
had
for
use
of
data
are
the
same
for
community
engagement,
community
engagement.
H
We
really
wanted
to
focus
on
the
use
of
the
city's
advisory
boards
commissions
and
task
forces
as
a
means
of
saying
how
are
we
engaging
the
community
in
decision
decision-making
processes
and
because
we
really
didn't
know
what
that
might
look
like.
We
simply
mirrored
the
same
metrics
that
we
had
put
together
for
the
enterprise
in
terms
of
working
with
council
on
legislative
work,
and
we
worked
to
train
the
different
departments
that
support
boards
and
commissions.
H
We
came
up
with
a
specific,
abc
or
appointed
board
and
commission
ria
training
and
guidance
that
needs
to
be
reassessed,
also
provided
work
on
how
to
collect
recommendations
that
come
from
advisory
bodies
to
this
body
for
decision
making.
So
if
they're
making
recommendations
on
policies,
we
wanted
to
make
sure
that
those
policy
recommendations
had
been
through
a
rhea
process
as
they
came
forward
to
the
council.
But
I
think
the
big
question
for
us
was
in
terms
of
community
engagement.
Are
these
the
appropriate
metrics?
And
this
is
why
I
asked
ms
brodin
to
stand
here.
H
Ms
brodin
is
a
long
time
partner
from
the
neighborhood
community
relations
department,
working
with
the
clerk's
office
in
support
of
our
appointed
boards
and
commissions,
and
in
our
discussions
about
this
metric.
I
think
that
we've
identified
ways
that
could
be
more
meaningful
and
impactful
about
how
we
actually
are
doing
community
engagement,
and
so
I'd
like
to
ask
her
to
speak
about
that.
Just
briefly,.
S
S
Working
with
boards
and
commissions
and
using
urea
as
a
tool
for
for
their
for
their
recommendations
and
policy
making
to
to
you
as
a
body-
and
I
think
this
is
a
great
opportunity
to
reassess
this
metric-
I
think
just
given
the
two
years,
we've
we've
been
in
and
understanding
how
important
engagement
has
been
to
our
communities
of
color.
Here
in
here
in
minneapolis
and
taking
a
holistic
look
at
how
engagement
can
play
a
key
role.
We
have
new
pieces,
I
think,
to
bring
to
the
table
to
aid
in
this
discussion.
S
We
we
completed
a
engagement
evaluation
of
the
city
enterprise
that
identified
what
are
some
really
meaningful
ways
to
engage
folks
with
that
equity
lens,
and
also,
I
think,
with
with
the
new
race
and
equity
team.
Having
a
holistic
conversation
around.
This,
I
think,
is,
is
warranted
and
needed,
but
in
terms
of
boards
and
commissions,
and
some
of
the
data
that
we
already
have
and
already
have
been
collecting.
S
We
have
been
doing
a
diversity
survey
of
our
boards
and
commissions
members
to
really
understand
who's
sitting
on
our
boards.
Are
our
boards
reflective
of
the
city
and
we've
been
doing
this
since
2011.,
so
we
have
over
10
years
worth
of
data
to
to
look
at,
and
we
have
you
know,
trends
that
we
can
identify
and
really
through
this
work
and
through
us
tracking
the
work
and
being
really
intentionable
intentional
about
this
data
collection.
S
We
we
have
seen
an
increase
in
diversity
on
our
boards
and
commissions
and
we're
getting
to
the
point
that
our
boards
are
reflective
of
the
city
overall.
So
we're
you
know
we're
excited
about
that
and
I
feel
like
that's
a
measure.
We
could
definitely
look
at
as
well
as
conversations
about
about
other
other
engagement
metrics.
So.
J
I
want
that
to
help
us
rise
to
the
challenge
of
what
we're
trying
to
tackle,
and
so
I
think
it's
really
good
to
acknowledge
when
we
see
that
there
is
actually
a
challenge
here,
rather
than
to
kind
of
work
really
hard
to
find
that
little
thing
that
might
look
like
we're
doing
really
well
as
a
way
of
cherry-picking
data.
This
is
just
a
honest
reflection
of
we
got
work
to
do,
and
I'm
really
glad
to
see
that
we
are
able
to
have
that
in
this
setting.
N
H
Any
further
comment,
thank
you.
Madam
president.
Council
members.
I
think
we're
going
to
move
from
operational
priorities
to
actually
policy
priorities,
so
those
are
three
big
areas.
I
don't
know
skylar
if
you
were
going
to
come
up
or
if
we
just
move
forward
to
the
next
group
move
forward
to
the
next
group.
So
the
next
group
is
housing.
N
T
T
So
we
are
joint
process
owners
for
housing
and,
just
as
a
reminder,
am
I
pressing
the
wrong
button
arrow.
Thank
you.
We
did
develop
these
goals
back
in
2018
with
engagement
with
community.
At
that
time
there
were
a
number
of
meetings.
The
housing
goal
originally
began
as
a
goal
specifically
about
trying
to
prevent
eviction
in
specific
parts
of
the
city
and
then,
based
on
that
community
engagement
was
expanded.
T
We
know
that
not
because
we
have
eviction
data
broken
down
by
demographic
from
hennepin
county
courts.
Unfortunately,
we
don't
have
that
data,
but
we
can
extrapolate
that,
based
on
the
zip
codes,
the
demographics
of
the
zip
codes,
where
the
highest
rates
of
eviction
occur
and
also
from
a
number
of
qualitative
studies.
One
done
by
dr
brittany
lewis
a
couple
of
years
ago
that
really
focused
on
the
high
rates
of
eviction
among
women.
P
T
Color,
the
metrics
of
urgency
were
also
developed
back
in
2019
and
obviously,
as
other
presenters
have
acknowledged,
we've
been
through
a
lot
since
then,
and
so
I
think
our
departments
would
welcome
conversation
as
we're
figuring
out
what
the
next
iteration
of
this
plan
would
look
like
as
to
whether
these
are
still
the
right
metrics.
But
these
are
the
ones
we're
measuring
and
they
are
all
green
based
on
on
the
way
they
were
established
and
we're
measuring
them.
The
first
two
are
metrics
that
are
tracked
by
cped.
T
They
are
the
number
of
affordable
and
subsidized
rental
units
preserved
and
youth
stably
housed
in
the
three
esrib
zip
codes
since
january
2019..
So
this
is
a
cumulative
number
we're
not
comparing
by
quarter,
and
it
includes
investments.
The
city
is
making
in
preservation
of
naturally
occurring
affordable
housing
and
preserving
existing
subsidized,
affordable
housing
and
youth
that
are
stably
housed
through
the
stable
home,
stable
schools
program
where
they're
receiving
rental
assistance
to
to
remain
housed
in
those
of
codes.
T
The
city
has
a
contract
with
legal
aid
to
provide
representation
both
for
eviction
prevention,
but
then
also
for
habitability
cases.
For
when,
when
residents
have
repairs
that
are
needed
in
their
rental
units
that
aren't
being
made
and
and
it
gets
to
the
point
of
going
to
housing
court,
so
we
are
tracking
and
there's
a
typo
on
this
slide,
the
number
for
2021
should
be
87.
T
Households
served,
and
I
I
think
it's
about
was
about
190
000
recovered.
I
will
I
will
follow
up
and
make
sure
I
get
you
the
accurate
number,
but
that's
my
recollection
for
that
number,
and
so
again,
that's
legal
aid
representing
households
who
are
taking
their
landlord
to
court
for
a
habitability
case
because
repairs
weren't
made-
and
this
is
a
way
that
we
can
try
to
prevent
displacement
by
getting
those
repairs
made
and
the
money
back
to
the
renters
who
may
have
had
to
put
in
their
own
funds
for
it.
T
N
U
T
So,
moving
on,
I
will
just
oops
I'm
using
the
wrong
button.
Again
talk
a
little
bit
about
some
of
the
key
activities
things
we
have
planned
for
the
next
year
and
then
highlight
some
of
the
work
and
I
will
try
to
start
talking
a
little
bit
faster
because
I
know
I
know
we're
over
time
already,
but
just
in
in
2019,
through
2021
regulatory
services,
continued
implementation
on
their
internal
reorganization
I'll
go
into
a
little
bit
more
detail
on
that.
T
We,
the
city,
adopted
a
suite
of
renter
protection
policies
and
is
now
beginning
implementation
of
those,
and
I
will
talk
a
bit
more
about
that
as
well.
One
of
the
things
where
I'm
jumping
around
a
little
bit
on
the
list,
but
one
of
the
things
we're
very
proud
of
is
we
adopted
a
community
preference
policy
that
was
through
work
that
we
did
with
the
anti-displacement
policy
network
that
the
council
president
and
council
member
ellison
participated
in.
We
learned
about
it
from
other
communities.
T
It's
that
we
are
giving
priority
to
residents
of
certain
neighborhoods
in
the
city.
They
get
priority
for
some
for
our
housing
programs
or
for
certain
housing
programs,
and
that
we
identified
the
neighborhoods
based
on
increasing
housing
prices
and
historic
displacement,
primarily
from
the
foreclosure
crisis
and
then
because
of
the
pandemic.
G
T
Council,
chair
jenkins
and
council
member
ones,
lee
worleba,
that's
a
really
good
question
and
I'm
I'm
turning
to
my
colleague,
director
garnett
huli.
I
think
we
probably
we
could
at
least
get
the
number
of
licenses
the
number
of
units
in
those
three
zip
codes.
I
don't
know
if
you
have
it
with
you
off
the
top
of
your
head
units
or
rental
licenses
that
we
have
in
terms
of
what
those
rents.
O
O
G
O
G
L
T
Would
just
mention
really
quickly
two
other
sources
we
look
at
for
sort
of
rents.
Our
housing
link
is
a
local
non-profit
that
tracks
housing,
affordability
and
then
cped
does
have
a
contract
with
costar.
That's
just
five
plus
units,
but
we
do
have
some
data
available
through
that.
So
we're
happy
to
follow
up
with
you
offline
to
share
some
of
those
links
with
you.
T
So
and
then
I'm
just
going
to
highlight
a
few
outcomes
and
then
try
to
wrap
up
here.
So
you
can
move
on
to
the
next
presenter.
As
I
mentioned,
we
have
been
working
a
lot
on
implementation
of
first,
the
city's
gap,
funds
for
housing
program,
which
was
three
million
dollars
in
city
general
funds
right
at
the
start
of
the
pandemic
that
were
used
for
emergency
rental
assistance,
and
then
the
federal
government
passed
a
couple
of
rounds
of
emergency
rental
assistance.
T
We
have
obligated
almost
all
of
that
money
at
this
point
and
hennepin
county
also
received
a
direct
allocation
and
so
did
the
state
of
minnesota,
and
so
minneapolis
residents
were
able
to
get
assistance
through
the
city,
the
state
or
the
county.
All
of
us
used
the
rent,
help
mn
system
to
get
applications,
and
then
we
processed
ours
in
partnership
with
a
local
community
based
organizations,
and
then
we
did
the
same
thing
through
the
gap.
T
Funds
for
housing
programs
so
I'll
just
highlight
that
under
emergency
rental
assistance,
38
of
the
households
that
have
received
assistance
live
in
the
sreep
zip
codes
for
the
gap
funds
program.
That
number
was
31
and
then
I,
as
we
were
starting
to
at.
As
I
mentioned,
we're
running
out
of
funds
for
that
federal
emergency
rental
assistance.
We
have
done
some
targeted
outreach
to
the
residents
who
started
applications
within
the
srap
zip
codes
and
encouraging
them
to
complete
applications.
While
we
still
have
funds
available.
T
So
those
ordinances
were
developed.
Obviously,
in
partnership
with
the
city
council
and
then
regulatory
services,
cped,
civil
rights
and
the
city
attorney's
office.
They
are
all
connected
with
the
exception
of
right
to
counsel.
They
are
all
connected
to
the
housing
maintenance
code,
so
regulatory
services
it
handles
the
enforcement
for
those
ordinances
right
to
counsel
is,
is
housed
within
civil
rights
and
cped,
and
civil
rights
are
working
very
closely
together
on
implementation
of
that
ordinance.
T
T
And
then
the
last
activity
we
are
going
to
highlight,
for
you
again
is:
is
regulatory
services
work,
but
I'm
happy
to
be
able
to
share
it
on
their
behalf
here
briefly,
their
continuing
implementation
on
their
internal
reorganization,
which
is
supporting
their
renter
first
structure.
The
renter
first
policy
was
adopted
in
2019
early
2019.,
so
in
2020
they
worked
through
a
number
of
internal
changes
and
merged
divisions
combined
their
homeowner
navigators
and
rental
housing
licenses
on
one
team
and
hired
a
new
manager
and
some
of
the
early
impacts
they've.
N
Thank
you,
and-
and
I
just
will
add
that
and
I
see
that
we
have
councilmember
wesley
whirlpot
and
q,
but
to
be
able
to
have
green
lights
in
these
areas.
Of
of
really
importance
is
is
really
good
news.
I
was
curious
about
the
gap,
bonds
and
the
rental
assistance,
and
I
know
you
mentioned
31
32
in
an
area
the
zip
codes
that
we
had
identified,
but
are
those
programs
income
based.
T
T
Which
is
about
fifty
thousand
dollars
for
family
for
right
now
and
for
the
federal
funds?
It
was
eighty
percent
of
area
median
income
or
lower,
but
with
a
priority
for
50
of
area,
median
income
or
lower
and
75
percent
of
the
people
we've
been
serving
have
incomes
below
50
percent
of
area,
meeting
income.
T
Yes,
council
president,
so
the
the
you
know,
anybody
living
in
the
city
who
had
those
income
at
those
income
levels
were
eligible
for
the
program.
The
way
we
tried
to
target
the
zip
codes
was
through
outreach,
so
making
sure
that
we
were
getting
the
word
out
to
people
living
in
those
zip
codes,
but
anyone
living
within
the
city
in
those
at
the
income
level
was
eligible
for
the
funds.
T
G
U
Good
morning,
council,
president
council,
vice
president
members
of
the
committee,
my
name
is
eric
hanson,
I'm
the
city's
director
of
economic
policy
and
development
in
front
of
you.
It's
progress
report
on
the
s-rep
goals
around
economic
development,
mainly
the
goal
for
the
city
of
minneapolis,
is
to
make
sure
that
by
poc
residents
are
opening
and
continuing
to
maintain
businesses
past
the
national
rate
of
sustainability
and
survival
for
businesses.
U
U
The
last
few
years
have
been
very
challenging
for
the
business
community
in
minneapolis
in
general,
through
the
pandemic
and
unrest
that
have
occurred
over
the
last
two
years.
However,
that
has
not
been
shared
equally
across
businesses,
and
we
see
that
there's
been
a
significant
challenge
in
buy
pocket
entrepreneurs.
U
The
city's
business
and
economic
development
team
has
been
addressing
these
needs
and
being
very
methodical
and
mindful
about
how
we
design
programs
to
get
businesses
through
the
pandemic.
For
the
last
two
years
we've
been
in
reaction
mode,
2022
is
the
first
year
of
the
city's
economic
development
program
where
we're
actually
looking
at
recovery
in
2019,
when
the
city
council
approved
the
esrib
goals,
we
did
a
an
evaluation
of
our
programs
to
see
where
we
were
where
we
were
at,
and
we
had
some
key
learnings.
U
U
U
We
learned
in
that
program
that
about
there's
an
80
percent
increase
in
the
private
match
than
there
was
for
white
borrowers
and
then
bypass
borrowers,
which
caused
us
to
to
pause
at
that
point
in
time
to
think
about
what
what
was
causing
that
we
had
a
series
of
steps
based
on
that
report
that
was
delivered
to
the
council
in
january
of
2020
to
consider.
Why
were
these
irregularities
and
lending
and
all
these
other
program
improvements
that
we
could
do?
U
Unfortunately,
most
of
those
have
paused
because
of
the
pandemic,
which
started
a
few
months
later,
you'll
see
listed
on
the
slide,
a
number
of
steps
we're
going
to
take
and
I'll
go
through
those
as
our
actions
for
this
year.
First
is
overall
recovery.
Coordination,
cped
has
a
team
of
subject
matter:
experts
across
divisions
and
across
specialties
that
is
working
on
helping
businesses
and
business
community
recover.
U
U
There
are.
There
are
city
resources
and
community
resources,
private
philanthropic,
community
development,
finance
institutes
and
those
are
hard
to
navigate
for
small
entrepreneurs
where,
as
a
convener,
the
city
is
working
with
external
partners
to
align
those
processes.
So
it's
much
easier
for
prypoc
and
other
businesses
to
find
the
resources.
The
second
one
is
our
process.
Improvement.
U
Cped
is
continuously
being
improving
its
process
to
get
through
land
use
entitlements,
building
issues
all
of
the
programs
that
we
have
since
the
creation
of
of
cped,
but
we're
still
working
on
those,
and
we
have
a
number
of
properties
that
were
impacted
by
the
unrest
that
just
haven't
gotten
back
up
on
their
feet.
So
we'll
be
invoking
some
case
management
with
those
businesses
to
help
them
get
the
resources.
U
U
U
The
third
one
is
the
core
program
of
the
city.
When
it
comes
to
our
srip
goal,
which
is
our
technical
assistance
programs,
that's
divided
into
three,
we
have
one
around
general
business
technical
assistance.
We
have
another
round,
helping
emerging
developers,
get
into
the
development
industry
and
a
third
to
support
co-ops.
U
U
The
fourth
one,
and
then
this
has
been
a
very
important
financial
tool
for
bypac
business
owners
and
is
the
commercial
property
development
fund
that
the
council
approved
a
couple
years
ago.
We've
approved
about
15
loans.
This
far
around
seven
and
a
half
million
dollars
into
developments
where
predominance
of
the
recipients
are
bipoc.
Entrepreneurs
who
are
buying
businesses,
buying
their
properties
or
making
improvements
to
their
businesses,
we'll
be
bringing
additional
commercial
property
development
fund
awards
back
to
the
council,
starting
in
the
next
cycle
of
the
city
council.
U
And
finally,
it's
been
a
very
challenging
time
for
businesses,
especially
in
the
in
the
hospitality
industry.
It's
been
a
number
of
emergency
regulations
that
the
businesses
have
had
to
navigate
and
and
the
city's
team,
and
that's
not
just
cped
in
our
licensing
and
consumer
services,
but
with
our
working
with
our
health
department.
U
R
R
Oh
yep,
as
mentioned
by
casey.
We
are
also
in
the
red
area
and
mostly
that's
due
to
data
collection
and
also
capacity
issues,
but
also
really.
We
got
a
little
bit
stuck
with
the
definitions
of
high
quality,
culturally
responsive
youth
development
programs
and
higher
violence
areas.
We
really
need
to
get
those
definitions
in
place
and
have
approval
by
counsel
for
those
before
we
can
start
to
track
that
data
and
collect
the
data.
R
As
shown
on
this
slide,
the
metrics
are
experiencing
some
serious
issues
and
delays,
and
I
mentioned
that's
you
that's
due
in
part
because
of
the
definitions
and
then
also
mostly
do
the
staffing
constraints,
resource
constraints
and
capacity.
That's
been
made
even
more
challenging
over
the
past
two
years
with
the
pandemic,
so
we
would
really
like
to
focus
on
finalizing
those
definitions.
R
So
we
started
compiling
information
about
our
internal
spending
as
a
city
enterprise
and,
as
noted
in
the
third
bullet,
we've
had
some
varied
response
rates
from
departments
we've
also
communicated
with
the
schools,
the
county
and
the
parks
to
attempt
to
gather
both
programmatic
and
financial
information
on
their
youth
development
programs
and
funding.
And
while
this
is
currently
in
process,
there
have
been
concern
some
concerns
raised
by
those
entities
around
publicizing
that
data
and
around
that
data
being
sensitive.
So
we
are
working
through
those
with
our
partners
as
well
as
noted
on
the
slide.
R
We
do
need
to
develop
metrics
for
assessing
the
outcomes
of
these
investments,
the
metrics
that
we
have,
as
I
mentioned
before
in
my
presentation.
These
are
very
pointedly
outputs
and
not
outcomes,
and
so
you
know
when
we
reach
these
outputs,
we
have
to
measure
what
the
outcomes
are
to
see
if
they're
actually
successful.
R
We
will
need
also
additional
staff
time
devoted
to
compile
and
analyze
the
results
of
this
data
collection,
and
we
need
resources
to
track
and
compile
the
data.
That's
external
to
the
city,
funded
programs,
and
that's
if
we
can.
If
the
council
and
mayor
chooses
to
move
on
with
this
goal
in
the
public
safety
area
and
with
these
two
metrics
as
part
of
the
measure
of
the
goal.
R
In
2019,
the
mayor
convo
convened
a
youth
investment
task
force
that
included
the
youth
coordinating
board,
the
minneapolis
public
school,
the
minneapolis
park
and
recreation
board
and
other
youth
serving
partners
to
develop
a
youth
fund
which
would
be
a
sustainable
source
of
youth
development
programming.
As
the
pandemic
hit
and
the
task
force
was
paused.
We
recognized
how
their
work
later
laid
the
groundwork
for
our
ability
to
quickly
and
efficiently
put
together
proposals
for
arpa
funding
and
be
able
to
get
that
funding
out
of
the
door.
R
We
did
have
rachel
oberg
hauser
here
from
the
youth
coordinating
board,
but
she
had
to
go
to
the
youth
coordinating
board
meeting.
So
if
you
do
have
questions
around
that,
I
can
take
them
back
to
her.
If
I
can't
answer
them,
arpa
funding
has
allowed
us
to
invest
in
not
only
youth
development
programming
but
youth
development.
That
is
supportive
of
our
culturally
specific
community-based
organizations.
R
I
think
it's
also
important
to
note
that
we
we
often
think
of
after
school
activities
as
things
in
our
parks,
but
we
have
opportunities
that
are
diverse.
They
include
a
mix
of
park,
programming
in
school
building
after
school
activities
and
then
several
non-profits
who
notably
serve
our
bipod
communities
and
are
culturally
specific,
as
I
mentioned
before,
I
would
be
happy
to
provide
you
with
a
summary
of
ycb
quarterly
reports
and
if
you
are
interested,
these
program
sites
are
more
than
willing
to
host
a
visit.
R
As
you
might
note
from
the
addendum,
the
larger
packet
that
you
received,
the
outcome
for
these
sessions
was
to
create
an
improvement
plan.
Unfortunately,
we
do
not
have
the
capacity
to
follow
up
to
to
support
the
participants
in
either
the
creation
or
implementation
of
the
quality
improvement
plans.
R
Lastly,
the
planning
or
the
planning
for
the
partners
with
youth
conference
is
underway,
and
we
expect
that
the
date
will
be
set
for
sometime
later
fall
or
early
winter
and
again,
I
just
want
to
reiterate
that
you
know
if
we
are
to
move
forward
with
the
goal
and
the
metrics
as
they
are
now,
we
would
need
additional
tools
for
data
collection
and
for
tracking.
This
concludes
my
update
and
I'll
stand
for
questions.
N
N
O
C
N
N
N
H
President,
madam
president,
if
you'll
just
indulge
in
a
minute
I
wanted
to
also
I
wanted
to
get
in
cue
before
you,
so
you
could
have
the
last
word.
So
I
apologize
for
that
and
but
I
wanted
to
say,
as
I
think
the
last
department
head,
who
was
part
of
the
original
team
working
on
sweep
to
thank
you
for
your
leadership
on
the
development
of
the
strategic
race
equity
action
plan.
You've
been
good
about
thanking
staff.
H
You've
been
good
about
recognizing
the
hardships
of
the
last
two
years,
but
I
remember
many
many
meeting
planning
meetings
sitting
at
the
table
in
the
civil
rights
conference
room
with
you
going
through
the
forms
developing
the
forms
talking
through
the
process.
Thinking
through
how
departments
would
use
these
tools,
and
so
you
didn't
simply
provide
a
directive
to
staff.
H
You
were
at
the
table
with
us,
your
sleeves
rolled
up
working
alongside
us
doing
the
work
to
get
us
to
this
point,
and
although
I
think
there
is
much
to
be
proud
of
that,
the
enterprise
has
accomplished
in
this
difficult
two-year
period.
As
many
noted
councilmember
payne,
there
are
also
places
where
we
haven't
and
we
shouldn't
be
embarrassed
of
the
lack
of
progress,
but
set
that
as
an
opportunity
for
us
to
continue
making
progress
and
I'm
very
excited
that
director,
greene
and
her
team
are
here.
H
H
N
Thank
you,
mr
clerk,
and
you
know
it's
just
it's
a
part
of
the
work.
That's
that's
kind
of
how
I
get
down
how
I
roll
so,
but
I
appreciate
those
comments
and
with
no
further
discussion,
I
will
direct
the
clerk
to
file
this
report
and
colleagues,
we
have
concluded
all
of
our
business
to
come
before
our
committee
today,
the
race
equity
sub
committee,
chaired
by
myself
and
council
member
chavez,
and
see
no
objection.
I
will
declare
this
meeting
adjourned.