CITY OF MINNEAPOLIS Strategic & Racial Equity Action Plan Final Adoption City Coordinator’s Office – Division of Race & Equity July 24, 2019 1
Workforce: Increase the hiring and retention of People of Color and Indigenous People in the City’s workforce Process Owner: Human Resources Spending: Increase the percent count of, and Operational spend with, racially and ethnically diverse suppliers across all departments Process Owners: City Coordinator, Civil Rights, Priorities Procurement Adopted by City Council in Data : Improve the use of racially disaggregated December 2018 data for decision making in the legislative process Process Owners: City Clerk, Race & Equity Community Engagement : Improve the capacity of appointed boards and commissions (ABCs) to advance the City’s racial equity work Process Owners: City Clerk & NCR 2
Public Safety: Eliminate the disproportionate impact of violence in Black, Indigenous, People of Color communities. Process Owners: Health & Police Policy Housing: Reduce evictions among communities of color so that Priorities disparities are eliminated between Black, Indigenous, People of Color communities and white people. Drafted by City Council in February 2019 for staff to Process Owners: Regulatory Services & CPED Housing refine through SREAP process Economic Development : Increase the number of businesses owned by people of color so that the disparity between Black, Indigenous, People of Color communities and white people is eliminated. Process Owner: CPED 3
Strategic Need – A key policy • issue Problem Statement – Clearly • articulated problem refined by data Key Lagging Indicator – An • output measurement used to describe the performance of the Strategic Need Metric of Urgency – Key • leading process metric that is most strongly correlated to the lagging indicators Vital Few Projects – Key • activities that, once implemented, will have meaningful impact on meeting the desired outcome. What is included in Goal - How we know that we • are successful the SREAP? 4
The Final Chapter • Housing: Kim Keller, Director of Regulatory Services • Economic Development : David Frank, Executive Director of Community Planning & Economic Development • Public Safety : Sasha Cotton, Director, Office of Violence Prevention – Health Department • Racially Disaggregated Data : Casey Carl, City Clerk • Diverse Spend : Danielle Shelton-Walczak, Director of Strategic Initiatives, City Coordinator’s Office 5
Hous using ng 6
HOUSING Strategic Need: The City of Minneapolis relies on rental property owners to provide safe, stable housing for more than half of its Reduce involuntary residents. Through our rental licensing displacement in authority, the City has a unique relationship with rental property rental housing for owners that can be more effectively Black, Indigenous, leveraged in upstream activities to ensure racially and ethnically diverse and People of Color residents who rent their homes are equitably supported in meeting their communities needs for safe, affordable and accessible housing. 7
HOUSING METRICS OF URGENCY Count/percent of Tier 2 and 3 units located • PROBLEM OVERVIEW in 55411, 55412 and 55404 that improve BIPOC communities experience higher their Tier assignment • eviction rates. Number of service requests made to • Evidence suggests BIPOC communities • Regulatory Services by residents in 55411, also experience involuntary rental 55412 and 55404 displacement outside of eviction Number of Tier 2 and 3 property owners • process. that attend the rental property owners Poorly maintained units affect housing • management course stability for BIPOC residents which can lead to increased displacement. GOAL Residents renting in zip codes 55411, KEY LAGGING INDICATOR 55412, and 55404 reside in safe, habitable, affordable, secure/stable, and respectful homes Count and percent of eviction filings • until they choose to leave. and judgements Count and percent of Notices to • VITAL FEW PROJECTS Vacate or other communication directing residents to move Develop the institutional capacity to better • leverage the relationship the City has with Frequency of move/relocation and • rental property owners to minimize whether the move is voluntary or involuntary displacement. involuntary 8
HOUSING Programmatic/ Policy Guidance Regulatory Relationship Operational • Housing Advisory • TRAs (internal and • External • Security Deposit Committee external) Partnerships Ordinance • Inspection/Tiering • Tiering • Internal • Limited Lookback Study Partnerships Ordinance • Conditions on • Renter First Policy Rental Licenses • Tenant Navigators • Renter Relocation Assistance Ordinance • Emergency Repair Board • Occupancy Limits Ordinance • Rental Repair Revolving Fund • Lead Disclosure Staffing Ordinance • Rental Property Owners Workshop • Energy Disclosure • Career Pathways Ordinance • Fire Prevention • Inspector Education • First Right of Refusal Apprenticeship Ordinance • Centralized Program Scheduling Pilot • Short Term Rental • Department Equity Ordinance Revisions • High Quality and Inclusion Team Landlord • Conduct on Licensed • Individualized Recognition Premises Cultural Agility Program Development Plans • Advance Notice of Sale Enforcement
Economic D Dev evel elopmen ent 10
ECONOMIC DEVELOPMENT Strategic Need: BIPOC business ownership is an Increase the number important strategy for increasing of Minneapolis‐based community and household wealth, and contributes to overall economic businesses owned by growth. Despite increases in new BIPOC businesses over time, racial gaps in Black, Indigenous, and business ownership, revenues, and People of Color; and employment persist. Reducing these gaps requires targeted support for both increase businesses new businesses creation and retention with BIPOC ownership of existing BIPOC businesses. that are still in business after 5 years. 11
ECONOMIC DEVELOPMENT METRICS OF URGENCY Count/percent and reason for all business-related • PROBLEM OVERVIEW contacts with City or our intermediaries, by business owner race/ethnicity The City of Minneapolis has a range of • Count/percent of issues solved, and how solved, by • supportive programs available to business owner race/ethnicity BIPOC businesses, and while the City Relationship management indicators, by business • collects information about program owner race/ethnicity Database entries of participation, including demographics, BIPOC-owned businesses current data collection, tracking, and evaluation practices limit our GOAL knowledge of how well these BIPOC businesses that directly and indirectly programs work for BIPOC businesses. interact with the City meet or exceed national average survival rate benchmarks. VITAL FEW PROJECTS KEY LAGGING INDICATOR Strengthen the role and reputation of the Small Annual Number/percent of • • Business Team as a trusted first step for Minneapolis-based businesses that emerging, new, and existing BIPOC businesses. interact with the City started, by Improve City’s ability to track and solve • owner race/ethnicity issues/pain points for BIPOC businesses. Number/percent of Improve the City’s ability to track outcomes of • • Minneapolis-based businesses that our BIPOC business engagement. interact with the City still in Increase proactive, intentional outreach to • BIPOC businesses. business, by owner race/ethnicity 12
Public S Safety 13
PUBLIC SAFETY Strategic Need: High quality youth development programs Increase the number offer protective social opportunities for of Black, Indigenous, young people at risk of involvement with violence. Since 2003, funding for youth and People of Color programs has been diminishing across ages 10 to 24 years Minnesota. The City is responsible for public safety of all residents, including social and living in higher community protections. An absence of quality, sustainable, and culturally violence areas of responsive programming may contribute to Minneapolis who an overreliance on enforcement as the primary method of ensuring public safety. participate in high Youth development programs that provide quality youth key protective factors that buffer against violence must be a part of the City’s public development safety approach. programs. 14
Recommend
More recommend
