Regulatory Services 2018 Mayor recommended budget October 5, 2017 - - PowerPoint PPT Presentation

CITY OF MINNEAPOLIS

Regulatory Services

2018 Mayor recommended budget October 5, 2017 Budget Book Pages F214-F220

Department Organizational Chart

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Budget Summary

Program name 2017 adopted 2018 recommended funding Change item (new dollars) FTEs Select type of funding

General fund Non- general fund General fund Non- general fund General fund Non- general fund Current Additional One time Administration & Community Engagement

930,176 637,042 826,517 592,346 50,000 11 X

Fire Inspection Services

2,969,757 3,185,874 75,600 131,000 21 1

Housing Inspection Services

4,297,159 4,007,749 4,349,236 4,074,788 55

Minneapolis Animal Care & Control

3,482,613 75,000 3,275,031 75,000 26

Operations & Business Improvement

1,956,435 454,417 2,368,264 161,997 140,000 15 X

Code Compliance & Traffic Control

5,430,526 6,731,678 375,000 145,000 478,000 46 10 part- time 15 part- time X ($145k uniforms, equipment

• ne time)

Total

19,066,666 5,174,208 20,736,600 4,904,131 1,394,600 174 1

Core Programs

Administration & Community Engagement

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Purpose and Context

The Administration & Community Engagement division has a unique dual focus as it strives to ensure data quality of our systems and enforcement activities while also enhancing our internal and external engagement efforts. Alignment with city goals

• Living Well: Engagement and data quality efforts help the department implement better policies to promote healthier homes and contribute to long-

term neighborhood stability and growth

• One Minneapolis: Strong and broad focus on community engagement makes sure the department is thoughtfully and intentionally engaging all of our

stakeholders through a broad variety of lenses including racial equity, youth and the multi-faceted lens employed by our Homeowner Navigation program

• A City that Works: All aspects of enforcement activity are processed with a deliberate commitment to data accuracy and quality. This allows us to

provide an evidence-based platform for fair and equitable resource management, delivery and policy implementation. Additionally, the division is responsible for staff development and advancement that is accessible to all employees Focused results

• Balanced enforcement/proactive engagement
• The Homeowner Navigation Program assists low income, senior, disabled and veteran property owners in better addressing violations on their
• properties. More than 80 partners engage in this program to provide funding and services to program recipients
• Innovation and development
• Employee engagement and development is prioritized and evident through all-staff retreats, active employee participation in LeadershipU and
• ther training programs and health and wellness sessions
• The Equity and Inclusion team is actively building upon 2016 work, including trainings, facilitated dialogue and engaging in City-wide events
• The Enterprise Land Management System provides a major opportunity for future innovations, dependent upon the success of the system’s

development including permit, application and report design and configuration

Services Provided

This division is responsible for:

• Oversight and management of data quality
• Programmatic management of rental licensing
• Administrative enforcement
• Employee engagement and professional development
• Effective and equitable community outreach/engagement
• Homeowner navigation which maximizes field staff time, provides one-stop efficient services for residents needing help with City

resources and assists elected officials/staff in working to address time-consuming issues

Administration & Community Engagement

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 930,176 637,042 826,517 592,346 11 Yes

Administration & Community Engagement

Equity and Inclusion work

• Equity and Inclusion change item: $50,000, one-

time, includes 0 FTE

• Continues equity and inclusion work with a consultant

and artist team. Also continues non-traditional training for employees, including: racial justice facilitation, Intercultural Development Inventory, the Art of Hosting, and Breaking Ice. These efforts result in an increase in department employees who have an understanding of community needs and improved customer service.

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2016 Neighborhoods 2014 Total Violations 2015 Total Violations 2016 Total Violations Percent Change (2014 to 2016) Central 1,235 729 458

• 63%

Como 322 493 484 50% Folwell 1,583 924 1,182

• 25%

Howe 400 546 196

• 51%

Jordan 1,729 890 1,145

• 34%

Kingfield 1,208 428 182

• 85%

Lind-Bohanon 1,141 1,108 490

• 57%

McKinley 828 1,120 786

• 5%

Powderhorn Park 1,277 777 310

• 76%

Willard - Hay 1,891 861 991

• 48%

H o m e o w n e r N a v i g a t i o n P r o g r a m

Note: White boxes represent timepoints when a neighborhood was not involved in the All Together Now program.

Administration & Community Engagement

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Administration & Community Engagement

Fire Inspection Services

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Purpose and Context

Fire Inspection Services (FIS) delivers quality and consistent enforcement of the fire code by conducting inspections on residential buildings with greater than three units, commercial buildings, hazardous materials sites and daycare/foster care facilities. FIS also works in conjunction with CPED’s Construction Code Services and Development Review divisions in performing plan review and issuance of pertinent permits and conducts and administers three programs: Commercial Building Registration, Commercial Vacant Building Registration and Hazardous Materials Registration. City goal alignment

• Living Well: Ensuring our residents are living in safe and healthy properties
• One Minneapolis: With a particular focus on our high occupancy rental community, providing tenants an outlet to address complaints and safety issues

in an environment targeted toward compliance

• A Hub of Economic Activity and Innovation: Helping attract and keep businesses and ensuring new residential and commercial structures meet high

quality standards through efficient plan review and inspections processes

• Great Places: Keeping a watchful eye on hazardous materials, fire code occupancy limits and safety concerns associated with special events

Focused results

• Balanced enforcement
• Engaging customers to understand specific needs and develop an appropriate course of action, prioritizing life safety issues
• Proactive engagement
• Tenant engagement assists in addressing inequities in our rental housing stock and helps communities access City services
• Innovation and development
• Proactively coordinates fire inspections with other departments to work toward an efficient and effective customer experience

Services Provided

Services provided by FIS include:

• Inspections of all multi-family residential properties (4+ units)
• Commercial Inspections and management of commercial Vacant and Boarded Registration
• Daycare/Foster Care Facility Inspections
• Management of Hazardous Materials facilities (companies that handle/store reportable amounts of chemicals)
• Management of all Minnesota State Fire Code construction and operational fire and life safety suppression and detection permits including

plan review and complex building and site inspections

• Management of special events, pyrotechnics including fireworks, special structures involving fire watch events and performances at Target

Center, Target Field and U.S. Bank Stadium; oversight of temporary structures such as tents, air supported structures and liquid petroleum gas

Fire Inspection Services

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 2,969,757 3,185,874 22 No

Fire Inspection Services

Increased capacity for High Occupancy Dwelling inspections

• High Occupancy Dwelling inspections change item,

$131,000, ongoing, includes 1 FTE

• Increased capacity for rental license inspections and

complaint response in high occupancy dwellings

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Fire Inspection Services

6,297 332 189

2 0 1 6 T i e r R e n t a l L i c e n s e s

Tier 1 Tier 2 Tier 3 7,162 7,541 7,769 8,085 8,361 8,653 8,941 55,824 58,237 61,461 66,139 66,842 67,956 70,266

1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 10,000 20,000 30,000 40,000 50,000 60,000 70,000

2010 2011 2012 2013 2014 2015 2016

H i g h O c c u p a n c y D w e l l i n g B u i l d i n g s a n d U n i t s

Fire Commercial and High-Occupancy Buildings Dwelling Units

3 1 1 C o m p l a i n t s

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Housing Inspection Services

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Purpose and Context

Housing Inspection Services (HIS) provides quality and consistent enforcement of the Minneapolis Housing Maintenance Code and other applicable codes to maintain, improve and preserve our existing housing stock and promote neighborhood stabilization. The Problem Properties Unit (PPU) is included in this

• division. PPU identifies and resolves problem properties, conducts emergency board ups and performs expedited post-fire evaluation to contain or remove

any immediate health/safety hazards, followed by pursuing repairs/rehab or demolition. PPU also manages condemned, boarded and vacant buildings in a multi-departmental, multi-agency case management approach. Alignment with city goals

• Living Well: Addressing nuisance and livability conditions in the community and ensuring housing throughout the city is safe and healthy
• One Minneapolis: Landlords are held accountable for maintaining safe and healthy homes for all renters, free of reprisal or retaliation
• Great Places: All residents live in a safe and healthy environment
• City that Works: A targeted, tiered approach to inspections, proactive neighborhood engagement and broad strategies to address vacant and abandoned

properties allows for efficient deployment of resources and results-driven compliance outcomes Focused results

• Balanced enforcement
• Actively working to rehabilitate properties through collaboratively developed action plans, rental license conditions and restoration agreements
• Empowering staff to take the time to educate property owners is decreasing the number of cases requiring four or more inspections
• Proactive engagement
• Geographically matching proactive engagement with workload shifts the public’s perception of the department and positively impacts compliance
• The All Together Now program partners with neighborhood associations and businesses to redefine how the division conducts nuisance violation
• sweeps. Most impacted neighborhoods experience at least a 40% drop in the number of violations in the next year

Services Provided

Services provided by HIS include:

• Proactive inspections of the housing maintenance code and rental housing/licensing standards
• Active enforcement of State and local nuisance laws
• Responding to general complaints from tenants and other residents
• Case management approach to problem properties that includes community engagement efforts as well as collaborative work with other City

and County representatives to develop new and better strategies addressing nuisance and livability issues

• Maintenance of the Vacant Building Registration program
• Expedited post-fire evaluation of structural fires to contain or remove any immediate health/safety hazards
• Incorporating and collaborating with CPED, Hennepin County, non-profits and others when appropriate on strategies to rehabilitate or

demolish vacant, abandoned and blighted properties

Housing Inspection Services

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 4,297,159 4,007,749 4,349,236 4,074,788 55

11,255 12,486 13,841 15,159 16,759 17,296 16,689 16,541 25,297

5,000 10,000 15,000 20,000 25,000 30,000

2010 2011 2012 2013 2014 2015 2016

R e n t a l B u i l d i n g s a n d U n i t s

1-3 Unit Properties Dwelling Units

Housing Inspection Services

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N u m b e r o f I n s p e c t i o n s

15,738 1,169 273

2 0 1 6 T i e r R e n t a l L i c e n s e s

Tier 1 Tier 2 Tier 3

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1,597 1,378 962 903 889 680 449

V i o l a t i o n s

Minneapolis Animal Care & Control

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Purpose and Context

Minneapolis Animal Care & Control (MACC) helps create safe and healthy communities for people and animals through shelter care and adoption, investigation of dangerous animal and animal cruelty cases, public education, issuance of agricultural permits and pet licenses and enforcement of statutes and local ordinances. This work, in turn, contributes to a pet-friendly city which welcomes animal lovers and promotes increased public and private programs aimed specifically at animal-centered initiatives and amenities. City goal alignment

• Living Well: Contributing to safe, livable and uniquely inviting neighborhoods through promoting responsible animal ownership and humane care
• One Minneapolis: Affordable services provided to all Minneapolis residents; additional options for residents who need financial assistance
• A Hub of Economic Activity and Innovation: Unique animal-focused businesses and services promoted
• A City that Works: Streamlining our adoption process, collaborating with external and internal partners to expand educational awareness of responsible pet
• wnership and working with rescue organizations and volunteers to ensure appropriate placement of animals eligible for adoption

Focused results

• Balanced enforcement
• Expanding community outreach efforts is resulting in 284% growth in information requests over the past three years
• Collaboratively assessing and overhauling ordinances and processes is ensuring our service model matches City policy and customer needs
• Proactive engagement
• Strong relationships with internal and external partners ensures the public and City employees are educated and safe
• MACC has developed a community outreach program rooted in education and proactive engagement on animal-related issues
• Innovation and development
• Requests for service more effectively managed in the field through remote technology
• Working closely with partner groups to be considered a limited-euthanasia shelter by reaching live release rates of 90%

Services Provided

MACC’s dual focus on public safety and shelter care allows for a holistic view of animal welfare that includes:

• Last year, we managed almost 16,000 animal related calls in the field, more than 3,600 investigations and 1,800 requests for information.

No animals were euthanized due to space, breed type or time in shelter

• Promoting sound animal welfare policies such as vaccination clinics, school programs, pet licenses and spay/neuter programs
• Impounding, kenneling and providing proper veterinary care for injured, stray and surrendered animals
• Adopting out pets in search of a forever home
• Conducting rabies quarantines for animals involved in bites to humans
• Working with MPD/City Attorney/non-profit partners to address criminal conduct involving animals
• Collaborating with pertinent State and Federal agencies in relation to zoonotic diseases (rabies, avian flu and other outbreaks posing risks to

people and/or animals)

• Collaborating with Adult Protective Services to provide a safe haven for pet owners experiencing domestic violence

Minneapolis Animal Care & Control

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 3,482,613 75,000 3,275,031 75,000 26

Animal Care & Control

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D e c l a r a t i o n s 2014 2015 2016 Destruct Orders 6 5 13 Dangerous 33 43 28 Potentially Dangerous 140 144 122 Restricted / Prohibited Ownership 16 2 7 Total Declarations Issued 192 193 170 No Declaration / Warning Letters 116 73 98 Total Animals with Declaration Investigations 116 73 215

K e n n e l O u t c o m e s

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C a l l s f o r S e r v i c e s Type of Activity 2014 2015 2016 % Change Investigations 685 2,447 3,622 429% Assist 256 212 184

• 28%

At Large/Stray 6,157 3,646 3,668

• 40%

Barking 885 937 723

• 18%

Bite/Incident 2,233 1,920 2,030

• 9%

Community Outreach NA 13 116 NA Declared/ Investigation 1,018 1,101 1,162 14% DOA Pick Up 1,324 1,407 1,493 13% Information Request 469 1,162 1,801 284% Inspections 610 107 174 75% Wildlife 191 615 988 417%

Operations & Business Improvement

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Purpose and Context

The Operations division provides analysis and professional administrative support for departmental and enterprise programs. The division is responsible for management of data related to field operations, management of administrative hearings and departmental budget, technology, fleet, human resource and public policy coordination. Alignment with city goals

• Living Well: Delivers critical data analysis to shape and inform department policies and regulations – pivotal in our efforts to promote public safety
• One Minneapolis: Provides services critical to identification of equity opportunities and/or disparate effects of existing policy measures as we strive to

ensure equitable opportunities for all our residents and staff members

• A City that Works: With a focus on the department and process improvement, the division facilitates identification of more efficient and effective

service delivery models, promotes interdepartmental collaboration, assists policy makers in responding to policy and constituent needs, provides a public-facing intake opportunity for citation and assessment appeals and allows us to expedite public access to vital information impacting neighborhoods, residents and businesses Focused results

• Balanced enforcement/Proactive engagement
• Providing field divisions and other departments with data and maps, allowing them to design effective initiatives and resources for use at

community engagement events

• Innovation and development
• Connects strategic planning, analytics/Results Minneapolis and continuous improvement through data analysis and visualization to elevate the level
• f department analysis and decision-making
• Leading a more holistic approach to project management and continuous improvement by intentionally tying together process improvement; IT,

finance and HR needs; analytics and planning

• Efficiently and effectively support other Regulatory Services divisions in their work , including financial analysis, business process improvements and

technology roll-outs

Services Provided

Operations provides the following services:

• Department-wide support for business planning, process improvement, performance measurement and organizational development
• Oversight of data analysis program
• Oversight of administrative hearing program
• Oversight of budget, technology – including ELMS implementation in the department, space and fleet
• Coordination of legislative efforts
• Responsibility for coordination of department and enterprise projects, public policy process and implementation, committee actions

and Council process

Operations & Business Improvement

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 1,956,435 454,417 2,368,264 161,997 15 Yes

Operations & Business Improvement

Enterprise Land Management Resources

• Enterprise Land Management change item,

$140,000, one-time, includes 0 FTE

• Configuration and analysis resources for the Enterprise

Land Management System including: system upgrade to new version, continued analysis of converted data and desired enhancements to gain efficiencies envisioned by new system

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Operations & Business Improvement

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• The department has made and continues to make a number of

ELMS investments

ELMS support site Dollars for configuration Enterprise Coordinator detail Department training team

More streamlined configuration Comprehensive break/fix support Better reports More useful dashboards Liaison and department rep Coordinate support services Strategic prioritization Point of contact Lead core team Manage contractor work Coordinate ELMS efforts More than 90 eLearning lessons In-person training sessions User guides One spot for department ELMS users to access information Training Testing of fixes

Announcements

SOPs Discussion board

Additional ELMS documents

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D e p a r t m e n t T r a i n i n g A t t e n d a n c e

* I n c l u d e s E L M S t r a i n i n g 387 175 968* 306 2016 2015 2014 2013

Operations & Business Improvement

Highlights

Responded to over 550 data requests Greater focus on equity and inclusion initiatives and hiring practices, leading a 15% growth in employees of color Fully supported employee resource groups and development activities Actively managed

• ver a dozen

business process improvement projects Presented the department’s innovative use of data and mapping at the Eri national users conference

Code Compliance & Traffic Control

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Purpose and Context

Code Compliance & Traffic Control maintains traffic flow management for events, emergencies, street cleaning, construction and other traffic situations. It also provides city-wide parking enforcement, promoting safety and access in downtown and commercial corridors as well as removing residential hazards and nuisances. Recent improvements with the City’s metered parking systems have reduced the number of expired meter citations while at the same time increasing the complexity and time of enforcement. Alignment with city goals

• Living Well: Enhancing public safety throughout our neighborhoods through consistent enforcement of parking violations and quick response to 311

complaints

• One Minneapolis: Serves all residents in the city and the high level of diversity in the division (62% of all staff) more accurately reflects the community,

assisting us in building public trust

• A Hub of Economic Activity and Innovation: By providing efficient traffic control – including in response to construction projects and collaborative

efforts with MPD assisting with after-hour bar closing – the division makes traffic flow, attractions and events run smoother and safer, which in turn incentivizes businesses to increase activity Focused results

• Balanced enforcement
• The division implemented issuance of warning notices in order to educate residents and visitors on parking ordinance violations rather than

immediately issuing a citation. This effort should increase compliance long term

• Innovation and development
• Requests for service more effectively managed in the field through hand-held technology

Services Provided

Services provided by Code Compliance & Traffic Control include:

• On-site traffic control allowing for safer, more efficient traffic flow during rush hour, special events, around construction sites and during

emergencies or natural disasters

• Parking regulation enforcement including: parking meters, limited time parking zones, critical parking zone regulations, rush hour

restrictions, fire lane regulations, no parking/stopping and other non-moving regulations. Multi-space meters create complexity

• Enforcement of street use (i.e. dumpster) and obstruction permits, especially important given the increased number of construction

projects

• Multi-departmental response coordination (e.g. Public Works for street cleaning, construction and snow emergencies; MPD and MFD for

emergencies; MPD for bar closing; Business Licensing for taxis, valets, food vendors and pedicabs)

• Response to 311 parking violation and abandoned vehicle service requests, both of which are always in the City’s top ten 311 requests in

terms of volume and showing continued significant increases

Code Compliance & Traffic Control

Goals

Living Well One Minneapolis A Hub of Innovation and Activity Great Places A City that Works X X X

Values

Equity Safety Health Vitality Connectedness Growth X X X X X X

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2017 adopted budget 2018 recommended funding FTEs Funding

General Fund Non-General Fund General Fund Non-General Fund Current One-Time (Yes/No) 5,430,526 6,731,678 46 520k one time 478k ongoing

Code Compliance & Traffic Control

Continuation of part-time staffing

• Part-time staffing change item: $375,000, one-

time (3rd year in a row), includes 10 part time employees

• Part-time staff allow Traffic Control to cover the many

demands for their services including service hours and requests, multiple day events, Nicollet Mall bus reroute, events at US Bank Stadium and presence at construction sites

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Code Compliance & Traffic Control

Nighttime Mobility

• Nighttime mobility change item: $478,000 ongoing and

$145K one-time, includes 15 part-time employees

• Increased Traffic Control presence downtown intended for

improvements to late night traffic flow in the entertainment district and frees MPD to focus on bar and club patron safety

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Code Compliance & Traffic Control

3 1 1 C o m p l a i n t s

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R e v e n u e H o u r s W o r k e d

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Operating Capital Recommendations - CARS

Operating capital recommendations - CARS

• $30,000 for replacement iPads in Code Compliance &

Traffic Control

• Traffic Control relies on iPads to access LAGAN to respond to

311 calls about illegal parking, dumpster violations, etc. and as a direct interface between private towers and the impound lot

• 1st year of a 2 year plan to refresh all iPads at Traffic Control

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Future year requests

Future year requests

• No capital items requested for budget year 2018
• Regulatory Services is likely to make a capital request for

budget year 2019 for improved shelter space for Minneapolis Animal Care & Control

• Regulatory Services requested $375,000 for surgery

space in 2017. Surgery space is only a small part of necessary improvements at MACC, and the department will request rollover of those funds toward a larger future capital request

CITY OF MINNEAPOLIS

Questions?