Strategic & Racial Equity Action Plan Final Adoption City - - PowerPoint PPT Presentation

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Strategic & Racial Equity Action Plan Final Adoption City - - PowerPoint PPT Presentation

Apr 19, 2023 267 likes •525 views

CITY OF MINNEAPOLIS Strategic & Racial Equity Action Plan Final Adoption City Coordinators Office Division of Race & Equity July 24, 2019 1 Workforce: Increase the hiring and retention of People of Color and Indigenous

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CITY OF MINNEAPOLIS

Strategic & Racial Equity Action Plan

Final Adoption

City Coordinator’s Office – Division of Race & Equity​

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July 24, 2019

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Operational Priorities

Adopted by City Council in December 2018

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 spend with, racially and ethnically diverse suppliers across all departments Process Owners: City Coordinator, Civil Rights, Procurement Data: Improve the use of racially disaggregated 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

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Policy Priorities

Drafted by City Council in February 2019 for staff to refine through SREAP process

Public Safety: Eliminate the disproportionate impact of violence in Black, Indigenous, People of Color communities.

Process Owners: Health & Police

Housing: Reduce evictions among communities of color so that disparities are eliminated between Black, Indigenous, People of Color communities and white people.

Process Owners: Regulatory Services & CPED Housing

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

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What is included in the SREAP?

  • Strategic Need – A key policy

issue

  • Problem Statement – Clearly

articulated problem refined by data

  • Key Lagging Indicator – An
  • utput 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

  • utcome.
  • Goal - How we know that we

are successful ​

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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

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Hous using ng

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Strategic Need:

Reduce involuntary displacement in rental housing for Black, Indigenous, and People of Color communities

The City of Minneapolis relies on rental property owners to provide safe, stable housing for more than half of its

  • residents. Through our rental licensing

authority, the City has a unique relationship with rental property

  • wners that can be more effectively

leveraged in upstream activities to ensure racially and ethnically diverse residents who rent their homes are equitably supported in meeting their needs for safe, affordable and accessible housing.

HOUSING

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PROBLEM OVERVIEW

  • BIPOC communities experience higher

eviction rates.

  • Evidence suggests BIPOC communities

also experience involuntary rental displacement outside of eviction process.

  • Poorly maintained units affect housing

stability for BIPOC residents which can lead to increased displacement. METRICS OF URGENCY

  • Count/percent of Tier 2 and 3 units located

in 55411, 55412 and 55404 that improve their Tier assignment

  • Number of service requests made to

Regulatory Services by residents in 55411, 55412 and 55404

  • Number of Tier 2 and 3 property owners

that attend the rental property owners management course

HOUSING

KEY LAGGING INDICATOR

  • Count and percent of eviction filings

and judgements

  • Count and percent of Notices to

Vacate or other communication directing residents to move

  • Frequency of move/relocation and

whether the move is voluntary or involuntary VITAL FEW PROJECTS

  • Develop the institutional capacity to better

leverage the relationship the City has with rental property owners to minimize involuntary displacement. GOAL Residents renting in zip codes 55411, 55412, and 55404 reside in safe, habitable, affordable, secure/stable, and respectful homes until they choose to leave.

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Policy Guidance

  • Housing Advisory

Committee

  • Inspection/Tiering

Study

  • Renter First Policy

Relationship

  • External

Partnerships

  • Internal

Partnerships

  • Tenant Navigators

Staffing

  • Career Pathways
  • Inspector

Apprenticeship Program

  • Department Equity

and Inclusion Team

  • Individualized

Cultural Agility Development Plans

Regulatory

  • Security Deposit

Ordinance

  • Limited Lookback

Ordinance

  • Renter Relocation

Assistance Ordinance

  • Occupancy Limits

Ordinance

  • Lead Disclosure

Ordinance

  • Energy Disclosure

Ordinance

  • First Right of Refusal

Ordinance

  • Short Term Rental

Ordinance Revisions

  • Conduct on Licensed

Premises

  • Advance Notice of

Sale Enforcement

Programmatic/ Operational

  • TRAs (internal and

external)

  • Tiering
  • Conditions on

Rental Licenses

  • Emergency Repair

Board

  • Rental Repair

Revolving Fund

  • Rental Property

Owners Workshop

  • Fire Prevention

Education

  • Centralized

Scheduling Pilot

  • High Quality

Landlord Recognition Program

HOUSING

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Economic D Dev evel elopmen ent

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Strategic Need:

Increase the number

  • f Minneapolis‐based

businesses owned by Black, Indigenous, and People of Color; and increase businesses with BIPOC ownership that are still in business after 5 years.

BIPOC business ownership is an important strategy for increasing community and household wealth, and contributes to overall economic

  • growth. Despite increases in new BIPOC

businesses over time, racial gaps in business ownership, revenues, and employment persist. Reducing these gaps requires targeted support for both new businesses creation and retention

  • f existing BIPOC businesses.

ECONOMIC DEVELOPMENT

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PROBLEM OVERVIEW

  • The City of Minneapolis has a range of

supportive programs available to BIPOC businesses, and while the City collects information about program participation, including demographics, current data collection, tracking, and evaluation practices limit our knowledge of how well these programs work for BIPOC businesses. METRICS OF URGENCY

  • Count/percent and reason for all business-related

contacts with City or our intermediaries, by business owner race/ethnicity

  • Count/percent of issues solved, and how solved, by

business owner race/ethnicity

  • Relationship management indicators, by business
  • wner race/ethnicity Database entries of

BIPOC-owned businesses

ECONOMIC DEVELOPMENT

KEY LAGGING INDICATOR

  • Annual Number/percent of

Minneapolis-based businesses that interact with the City started, by

  • wner race/ethnicity
  • Number/percent of

Minneapolis-based businesses that interact with the City still in business, by owner race/ethnicity VITAL FEW PROJECTS

  • Strengthen the role and reputation of the Small

Business Team as a trusted first step for emerging, new, and existing BIPOC businesses.

  • Improve City’s ability to track and solve

issues/pain points for BIPOC businesses.

  • Improve the City’s ability to track outcomes of
  • ur BIPOC business engagement.
  • Increase proactive, intentional outreach to

BIPOC businesses.

GOAL

BIPOC businesses that directly and indirectly interact with the City meet or exceed national average survival rate benchmarks.

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Public S Safety

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Strategic Need:

Increase the number

  • f Black, Indigenous,

and People of Color ages 10 to 24 years living in higher violence areas of Minneapolis who participate in high quality youth development programs.

High quality youth development programs

  • ffer protective social opportunities for

young people at risk of involvement with

  • violence. Since 2003, funding for youth

programs has been diminishing across

  • Minnesota. The City is responsible for public

safety of all residents, including social and community protections. An absence of quality, sustainable, and culturally responsive programming may contribute to an overreliance on enforcement as the primary method of ensuring public safety. Youth development programs that provide key protective factors that buffer against violence must be a part of the City’s public safety approach.

PUBLIC SAFETY

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PROBLEM OVERVIEW

  • The presence of protective factors can

lead to substantial reductions in involvement with violence, even for young people who have significant risk factors for involvement with violence present.

  • There has been a $24 million gap in

youth program investment over the last 20+ years.

METRICS OF URGENCY

  • Number/percent of high-quality, culturally

responsive youth development programs serving Black, Indigenous, and People of Color ages 10 to 24 in higher violence areas in Minneapolis

  • Number/percent of participants in each high-

quality, culturally responsive youth development programs

PUBLIC SAFETY

KEY LAGGING INDICATOR

  • Number of Black, Indigenous, and People
  • f Color ages 10 to 24 living in higher

violence areas who are participating in high-quality, culturally responsive youth development programs

  • Amount of funding allocated to high-

quality youth development programs in high violence areas of Minneapolis compared to the need

VITAL FEW PROJECTS

  • Establish a permanent, stable source of funds

for supporting establishment, maintenance, and delivery of high-quality, culturally responsive youth development programs.

  • Implement a system for monitoring and

reporting the existence of, and participation in, programs in Minneapolis, by neighborhood.

GOAL

A decrease in the number/percent of Black, Indigenous, and People of Color ages 10 to 24 living in higher violence areas who are reported as victims

  • r perpetrators of violence.
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Ra Racially D y Disaggregated D Data

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Strategic Need:

Improve the use of racially disaggregated data for decision‐ making in the legislative process

In the legislative process, standing committees play a critical role in exercising primary oversight of specific areas of municipal policy. Committees deliberate and recommend ordinances which regulate persons or property and usually relates to matters of a general and permanent

  • nature. Racially disaggregated in the

legislative process increases the effectiveness of this decision-making in advancing the City’s racial equity priority.

RACIALLY DISAGGREGATED DATA

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RACIALLY DISAGGREGATED DATA

Task Owner

2019

Q3

2019

Q4

2020

Q1

2020

Q2

2020

Q3

2020

Q4

Identify when Racial Equity Impact Analysis is required in the legislative process RE, Clerk Develop prototype for Racial Equity Impact Analysis tool RE Test prototype and gather feedback from departments and users RE Develop training and resources for departments/staff to effectively utilize the tool RE, Clerk Embed Racial Equity Impact Analysis into LIMS Clerk Roll out of Racial Equity Impact Analysis to all departments RE, Clerk Monitor and report utilization to Racial Equity Steering Committee and RECAC RE

Solution: Install and implement a new process that ensures all RCA’s include racially disaggregated data when it is appropriate.

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Diver erse S e Spen end

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Strategic Need:

Increase the percent count of, and spend with, racially and ethnically diverse for profit suppliers across all departments

Racially and ethnically diverse businesses help drive the city’s economic growth. Diversifying our government’s vendor base increases

  • ur access to high-quality products

and services, supports competitive pricing, and ensures we are doing our fair share in supporting important sources of income and jobs in racially and ethnically diverse communities.

DIVERSE SPEND

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Work to Support the Strategic Need

  • Goal Setting: Creating

standards for outcomes

  • Determine each

department’s historical spend (Partnership w/City of

Minneapolis & Greater MSP)

  • Resolution to create 30%

Enterprise wide goal

  • Support Goals: Creating

tools

  • Forecasting
  • Utilization of learnings

from Living Cities

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59% 41 %

Percent of active vendors coded

Not coded Coded

DIVERSE SPEND

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Next St Steps

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Monitoring & Reporting

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Racial Equity Community Advisory Committee

  • Provide an annual evaluation report to the

community on City's progress in closing racial disparities.

Racial Equity Steering Committee

  • Recommend goals, measures and monitor

progress internally.

  • Make implementation plan and progress

available to the public.

  • Provide regular reports to Council.

Other established reporting mechanisms

  • Results Minneapolis.
  • Existing department committee updates.
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Questions?

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