Finance and Property Services
Mission statement
Provide essential financial, resource and asset management services, and engage Enterprise partners in decision-making to uphold the City's lasting vibrancy and strength.
Our people
Programs and divisions
Departmental spending in 2022 also reflects ARPA programming as approved by Council. More information about these amounts can be found in LIMS.
Purpose and context
This program plays a critical role in providing financial information to City policy-makers, City staff, and decision-makers enabling them to perform their job more effectively and provide services to City residents. Information also is made accessible for external stakeholders such as the public, City investors, bond rating agencies, the State Auditor, and grant agencies. A primary goal of this program is to ensure fiscal responsibility through monitoring and internal controls, and provision of financial information for strategic decision-making among department managers and leaders.
Services provided
Key services provided by this program include: accounts receivable, monitor and report department revenues and expenditures to managers and policy-makers including grant-related revenues and expenses, and report this information to grantors, provide information on the City’s human and financial resources using COMET (City of Minneapolis Enterprise Technology), prepare City’s quarterly financial report and Comprehensive Annual Financial Report (CAFR), respond to internal and external audits, design and administer rate models that allocate shared costs for internal services and assist managers during the annual budget process and to provide financial analyses and pertinent information necessary to support City decisions and investment.
The City is statutorily required to be audited each year by the Minnesota Office of the State Auditor. The Auditor reviews the City’s financial statements, internal controls, grants, and legal compliance requirements through the annual audit process.
Race equity impacts
The work completed by the Controller is internally focused work that serves all departments and the elected officials with transparency and fairness. The Controller provides input on policies and guidelines so that policies are fair and consistent for all affected by or using the policy.
Purpose and context
This program manages, facilitates and oversees bidding and contracting for, purchase of and payment for all goods and services for all City departments and independent boards.
Services provided
City departments and independent boards rely on this program for obtaining goods and services through open, competitive, and cost-effective processes that reflect City values, safeguarding against malfeasance, and ensuring that vendors are paid promptly. Also manages the central warehouse (Central Stores) for city needs.
Race equity impacts
Through this program, external stakeholders also are invited and encouraged to work with the City and establish procurement relationships. Further, this program supports activities related to increasing purchases from small businesses by City departments, whenever possible.
Purpose and context
Utility billing, is mandated by Minneapolis City Ordinance, in collaboration between the Finance and Property Services and Public Works Departments to invoice, collect revenue and provide specific utility customer account information related to the delivery of City water, sewer, solid waste and storm water services.
Services provided
The revenues generated sustain the operation of these departments making it imperative that revenues are billed and collected in an efficient and timely manner.
Race equity impacts
We try to mitigate racial disparities in the community by providing installments for payment arrangements, courtesy late fee reversals and community locations for utility payments.
Purpose and context
A City of Minneapolis paycheck is the primary, or only, source of income for many of our employees. The purpose of the Payroll Department is to ensure consistency and financial stability for the employee and ensure fiscal compliance for the City.
Paychecks of approximately $15M in wages are created for an average of 5,900 employees on a bi-weekly basis, twenty-six times per year. The Payroll Department is responsible for effectively administering the provisions of twenty-three labor agreements, civil service rules, and City of Minneapolis ordinance requirements. In addition to the city-negotiated terms and conditions for checks, the Payroll Department ensures compliance with federal, state, and local payroll law.
Through payroll deductions, employees can contribute pre-tax dollars into their retirement (deferred compensation and Roth) accounts, pay for health and dental benefits, comply with income withholding orders (including child support and court-ordered wage levies), and ensure appropriate tax withholding and deposits.
An average of 9,000 year-end tax statements (W-2s) are created and mailed by the end of January the following year.
Services provided
The Payroll Department collaborates with every department within the city to ensure the employees receive answers to their questions as it relates to their paycheck. Each member of the payroll team is cross-trained to handle questions, with at least one payroll technician assigned to each department to provide relevant and timely service.
Staff within the Payroll Department work closely with the Human Resources department to ensure employee benefits, pay, new hires, and separations are accurately reflected each week. The Treasury and Payroll Departments collaborate to ensure timely payment of payroll checks, vendors (unions, PERA, etc.), and taxes.
Race equity impacts
Through processing payroll for the City of Minneapolis, employees who are of the BIPOC community receive a reliable paycheck every two weeks. The policy goals, as it relates to the REIA, include public safety; housing; economic development; public services; and public health by supporting the operational goals for the workforce.
Based on statistics provided by the Federal Reserve Bank in 2019, approximately 22% of the adult population are unbanked (6%) or underbanked (16%). This population is “more likely to have low income, less education, or be in a racial or ethnic minority group”. This same resource states that of those earning less than $40,000 per year, 14% of blacks and 11% of Hispanics are unbanked as compared to 4% of whites.
The City has leveraged a program that assists the unbanked and underbanked employees to maintain a reliable source for receiving payment. This solution is a reloadable pay card, where employees can have their paycheck directly loaded to the card rather than using a fee-for-cashing service provided at banks, payday loan businesses, or retail stores.
The Payroll Department will begin systematically working in collaboration with the city’s departments who have staff receiving paper paychecks. This collaboration will include informing staff of this new opportunity for direct deposit and empower employees to utilize more of their paycheck by avoiding fees-for-se
Purpose and context
The goals of this program are the preservation of City assets, prevention of the loss of financial resources and injury to City employees, administration and management of workers’ compensation claims and tort claims (liability claims under $25,000), unemployment program administration as well as loss prevention activities, which include safety, OSHA, ergonomic programs and subrogation. This program plays a pivotal role in supporting the City in its ability to provide services to residents, administration of claims, and safety to the work environment, employees, and its citizens.
Services provided
This program provides recommendations on and implements the City's risk management strategy, self administers the City's workers' compensation and tort/liability insurance programs, serves as loss control and OSHA coordinator, and reviews and recommends insurance requirements for City contracts.
Race equity impacts
This office is the point of contact for all resident, citizens, visitors and employees of the City that encounter an injury, accident, and risk mitigating circumstance for City staff and property. We are committed to providing fair and consistent application of laws, policy, and guidelines for all people and all insurance claims. We are actively working to make these processes more accessible, barrier free, and more accommodating to all.
Purpose and context
The Chief Finance Officer (CFO), a position defined by City Charter, is responsible for maintaining the City’s financial health so that it can continue to provide a wide array of services to residents, business and visitors, and maintain public health and safety. In addition, this program provides strategic oversight and coordination of the department; and, human resource and administrative support for the department.
Services provided
This program provides service to the department in the areas of policy development, financial and risk management recommendations to departments and elected officials, general office management through department led projects, Enterprise wide project rollouts, emergency management (planning and response), interagency collaboration and coordination, personnel transaction management, contract signing and guidance to financial processes within the City.
Race equity impacts
This program is deeply internal in structure, but can impact positive change through its work in policy oversight, committee work both internally and externally to City staff and residents, creating strong partnerships with small organizations and groups to allocate City finances.
Purpose and context
This program is responsible for the management, planning, and oversight of the City’s financial resources and commitments. In doing so, city departments are challenged to think of innovative and cost-effective ways to provide their services and optimize the use of their resources. Policymakers, City Department staff, residents, and businesses rely on this program for information and direction on City finances, budget development, and strategic use of resources.
Services provided
The City uses its budget website and financial transparency website as a way to provide information to the public on how the City’s resources are allocated and ultimately spent.
Race equity impacts
We strive for transparency through our open delivery of financial processes like the budget, solicit feedback and serve on citizen-run committees to help ensure public funds are allocated strategically within the City.
Purpose and context
This program manages the investments, debt issuance and capital finance functions for the City. The primary missions of this program are to safeguard assets while generating competitive returns and to provide a means to borrow and administer funds for financing the acquisition of capital assets used in the provision of City services. This program benefits residents and businesses operating within the City by performing an investment function to safeguard assets while also providing a competitive return on the City’s cash resources. This program also provides the means to finance capital infrastructure improvements and other acquired assets at the lowest cost possible to ensure the community can enjoy a safe and amenity rich environment for all people and/or to foster a productive work atmosphere for businesses. Investments yield a return that helps to minimize taxes and fees that would otherwise need to be levied on residents and business which reduces the cost of providing basic city services. Success in this program leads to a more affordable City for residents and businesses.
Services provided
Investments are solicited through a network of investment providers via a competitive process to maximize interest income and external investment managers are hired and monitored against established benchmarks to ensure strong performance is achieved. Long-term financial planning is also performed within this program to aide departments in determining how to finance improvements at the lowest possible cost and in a manner that is equitable to current and future rate payers. Specific services include purchasing investment securities either directly through brokers or through deposits placed with investment providers. Oversight of external investment managers and compliance with the City’s Investment Policy is also performed. For bond issuance or other finance mechanisms, this program works with City departments, independent Boards and Commissions and external service providers such as municipal financial advisors, rating agencies, bond counsel, underwriters and banks to plan for and conduct the most cost effective means to borrow money for capital infrastructure projects. This program also works with the budget office to determine how revenues will be generated to pay for bonds and manages the payment and information disclosure process for bonds with outside investors.
Race equity impacts
This program serves the entire community in the services it performs. Special efforts have been made to incorporate competitive inclusive hiring processes for outside service providers. Through this program, the City has provided contracts to smaller local banks and has hired minority and women owned businesses for investment management services through the Target Market Program and other means to expand the number of firms involved in investment and debt issuance programs. This program is managed with a very small staff with highly specialized knowledge. Other than salary and a small training budget, there really aren’t any resources that could be reallocated without negatively impacting the success of this critical program. This program has a vacant position that has been impacted by the hiring freeze. The eventual recruitment for this vacancy can and will include a special emphasis to reach out for qualified BIPOC candidates. In addition, toward the end of 2020, there may be an opportunity to further engage investment providers serving in these areas and/or employing BIPOC individuals.
Purpose and context
This program provides financial management, analysis, planning and administrative services to the Community Planning and Economic Development (CPED) Department, the Neighborhood and Community Relations (NCR) Department, the Chief Financial Officer, and elected officials in support of the City’s economic development and housing policies, objectives, programs, and projects.
Services provided
Financial services include financial gap analysis, local sales tax oversight, cash flow analysis, developer financial statement review, administration of the City's tax increment financing (TIF) program, housing improvement area (HIA) analysis, grants management (DEED, Met Council, and Hennepin County), administration of various outstanding CPED loans, administration of various outstanding NRP home improvemnet/homebuyer programs, NRP/CPP contract adminstration and activity reporting.
Race equity impacts
The Development Finance Division primarily works in a support role for programs within CPED and NCR. The Racial Equity Impacts are included in those departments program narratives.
Purpose and context
The primary purpose of Property Services is to comprehensively and strategically provide for the land, facility, and furnishing needs of City-owned operated and leased facilities through various activities including preventive maintenance and corrective maintenance, routine cleaning and maintenance, construction, tenant improvements, space and asset management, and security and life safety needs. Including providing in-building and vehicle Public Safety Radio and Cellular communications needs and other electronics services through our Radio Communications and Electronics services. Also to provide centralized energy management services that support energy conservation, renewable energy and alternative fuels, and emissions reductions. Additionally, to provide centralized internal security management services that reduce risk to the City’s Operating Departments.
The goals of this program are to provide safe and healthy working environments for employees, their clients, and visiting members of the public. Property Services works closely with the CAO, Procurement and Civil Rights to ensure that contracts and leases address the City’s goals of equity and disparity reduction, through our Small and Under-utilized Business and Target Market Programs, through highly sustainable building design and maintenance programs, and through neighborhood engagement on City projects that affect them.
Services provided
Property Services strives to provide safe working environments for all employees, their clients and visiting members of the public by:
- Comprehensive and strategic planning
- Preventive and corrective maintenance
- Guide standardized design practices
- Construction and modernization
- Tenant improvement
- Space and asset management
- Security and Life Safety
- Provide Public Safety wth radio communications and other electronic and cellular services used in all City departments
- Focus on emission reductions
- Incorporate energy conservation
- Support renewable energy
- Incorporate the use of alternative fuels
- Routine cleaning and maintenance
The City of Minneapolis:
- Owns and occupies 57 facilities
- Leases at 11 locations
- Landlord at 3 locations
- Property Services manages 1,800,000 square feet of office and multi-use facilities
The City’s goal is to reduce greenhouse gas emissions from City municipal operations by at least 1.5% annually. Through upgrades to lighting, insulation, and heating/cooling equipment, and Xcel Energy increasing the amount of renewable electricity on the grid, we have reduced carbon emissions by an average of 4.7% annually. In 2018, the City increased its purchase of Renewable Electricity from Xcel Energy to 60% of the City’s total usage.
Race equity impacts
The goals of this program are to provide safe and healthy working environments for employees, their clients and visiting members of the public. Property Services works closely with the CAO, Procurement and Civil Rights to ensure that contracts and leases address the City’s goals of equity and disparity reduction, through our Small and Under-utilized Business and Target Market Programs, through highly sustainable building design and maintenance programs, and through neighborhood engagement on City projects that affect them.
2022 Council Adopted change items
Finance and Property Services - Core Service Rebuilding
Program: Development Finance, Banking, Investments & Debt, Executive Administration
Fund: General
FTE: 1
Proposal detail and background
Development Grants Analyst ($142,000)
The Council approves adding $142,000 ongoing to the Development Finance budget to fund a Development Grants Analyst position.
To meet the economic challenges in 2020 and 2021, Finance and Property Services froze the Development Process Analyst position in the 2021 budget to support the enterprise’s efforts to mitigate the economic impacts that COVID-19 had on City Revenues. The overall volume and increased complexity of grant work performed by the DG Coordinator have grown significantly in the last 10 years. This position has consistently required a significant amount of work in excess of 40 hours per week. Additionally, there is currently no succession plan for the DG Coordinator, who is likely to retire in the coming years. If this position becomes vacant (due to retirement, illness, etc.), filling this position will be extremely difficult (either internally or externally) since this is a highly specialized job. This became more obvious in recent years, based on the difficulty grantors have had filling similar positions in their organizations.
The goal here is to hire a DG Analyst to provide immediate support to the DG Coordinator and to be fully cross-trained to perform all of the duties of the DG Coordinator. This will allow the City to continue to process as many development grants as possible, including many grants for affordable housing projects which are a priority for both the Mayor and City Council. Demonstrating to the grantors that the City has exceptionally skilled development grant staff is extremely important in the grant-awarding process of these organizations.
Debt management software ( $17,500)
The Council approves adding $17,500 in one-time funds to the Banking, Investments & Debt division of FPS to update the Debt Management software
and $13,500 ongoing in 2023 for continued maintenance of the software.
Updating software to current user computer platforms will ensure the ability to best manage debt and bond funding for the City enterprise and work toward financial inclusion with updated resources for other departments and the community at large by managing regulations and tracking leases while supporting the bond process.
Bloomberg contract for city investment management ($60,000)
The Council approves adding $60,000 in one-time funds to the Banking, Investments, Debt division, to fund a Bloomberg contract for City investment management; with the option for third-year funding request in 2024 budget after an annual review.
Moving to a contracted investment process will provide zero or negative cost from the investment advantage working with this contracting process. Contracts typically are a two-year commitment.
Professional development discretionary spending ($50,000)
The Council approves adding $50,000 on an ongoing basis to the Finance and Property Services Administration division for discretionary spending on items such as tuition reimbursement, memberships, and training.
Finance and Property Services reduced its discretionary spending budget in 2021 to mitigate the negative economic impacts COVID-19 had on the City's revenues. This reduction helped save FTE and employee jobs, but it is time to come back as we return to a non-pandemic work environment where training and conferences, total employee rewards like a tuition reimbursement program, and general office management are required.
Description of the change
Development Grants Analyst
This change involves unfreezing the Development Process Analyst position and reclassifying it to a Development Grants Analyst. The Development Grants Analyst will assist with the processing and reporting of development grants for projects in the City that have been awarded grant funds by the Metropolitan Council, DEED, Hennepin County, and other State and local grantors (the “Grantors”). The addition of this position will significantly increase the efficiency and volume of development grants that can be processed and reported regularly, and it will greatly reduce the response time for information and reporting requests from Grantor staff, project developers, CPED management, and staff, and the City Council.
The DG Analyst will be cross-trained with the duties of the DG Coordinator, thereby implementing a backup and succession plan. No additional equipment or supplies will be needed other than basic computer equipment (laptop, two monitors, wireless keyboard/mouse, and a docking station). A workstation is already available. The effective implementation date is proposed to be January 2022.
Debt management software
The Banking, Investments & Debt division will use $17,500 to update the debt book software in 2022. After the software is updated in 2022 it will require an additional $13,500 annually for maintenance starting in 2022. The anticipated offset of the final total would come from the recovery cost in sunsetting the Mun-ease program.
The extensiveness of the City’s debt tilts us toward using debt software rather than spreadsheets to manage our debt database. Compared to 30-40 years ago, debt admin/maintenance requirements and costs have gone up considerably. Our long-time debt vendor Mun-ease is run by a couple of aging debt experts, one of whom has been discussing retirement. The software has yet to be made suitable for our Windows 10 platform. The core functionality of the system is good, but it is like an aging car with hard-to-find parts and outdated safety features. Several of the large governments here in the Twin Cities are moving to a product called DebtBook, and some communities are using it to help track leases and meet new GASB requirements. The first-year budget would be about $17,500 which includes a one-time set-up fee.
Bloomberg contract for city investment management
If we assume internal management of $300 million, then this cost amounts to 1 basis point (1/100th of 1%: $30,000/$300,000,000=.0001, or .01%). Most investment professionals would opine that it is not too difficult to pick up 1 basis point when moving away from reliance on one’s brokers. Met. Council acquired a terminal around the turn of the century (late ‘90s). Hennepin and Ramsey counties also used Bloomberg for managing their internal money. We expect to pick up more than one basis point in additional revenue. The Bloomberg contract typically runs for two years; after the first year, we can assess whether to keep the Bloomberg in the third-year budget or to discontinue the service. Because of its multiple capabilities and large database, there isn’t a good comparable service to Bloomberg, although there can be avenues of lesser cost/capability. Interestingly, the sophistication, data, and breadth of technology incorporated in the Bloomberg service are beyond what we could obtain and utilize through debt software or private brokers.
Professional development discretionary spending
The $50,000 will be used to support spending on items such as memberships, tuition reimbursement, travel expenses, office supplies.
Equity impacts and results
Development Grants Analyst
No groups will be negatively impacted by this change. Some development grants will be awarded to projects in distressed areas of the City, thereby providing a positive impact to certain groups of people by providing affordable housing and employment opportunities.
The result of this change will be measured by several annual and quarterly metrics that already exist. This includes the number and type of grants awarded, amount of grant fees generated, number of grant agreements processed, number of draws on grants funds, number of reports submitted to the Grantors and CPED management, number of audits completed by the Grantors, number of meetings and training session held with/for developers, etc. The Grantors, developers, and CPED staff provide regular feedback on the responsiveness to their requests, and the quality of the work currently performed by the DC Coordinator. This feedback will be provided for the DC Analyst as well.
Debt management software
City-level debt and bond management affects all communities, from department programs to a first-time business owner or resident seeking to purchase property or other financial resources from the City.
Without this funding, this program change could be kicked down the road until that retirement from the group we currently use. This down-the-road approach could create an emergency funding process vs a proactive process being sought here. The result would be new software that has a documented history of success in local government and a usable solution for several years.
By updating our aging software and utilizing a program that can manage tracking, reporting, and work efforts through manual transaction (via Excel or another source), we could not only place a positive impact on the resident through personnel time savings but will contribute to the enterprise security through network and infrastructure by using a program that is designed and up to date for our technology needs, securing our systems and preventing a break-fix scenario that could create further costs and damage at the cost of the taxpayer.
Bloomberg contract for city investment management
City-level debt and bond management affects all communities, from department programs to a first-time business owner or resident seeking to purchase property or other financial resources from the City.
By updating our investment strategy, we could not only place a positive impact on the resident through more secure research and data for investments, and will contribute to the overall City enterprise with sound investing, resulting in profit that can be passed to the residents in a project, program, or savings.
A Bloomberg contract will provide us with a profit to the City and will help us manage our investments more effectively because of greater marketplace awareness. With our limited staffing levels for debt and investment management, this contract will allow for our staff to have more accurate and relevant sourcing for investments through this program.
Professional development discretionary spending
This return of funding benefits the public and internally, the employees. The citizens of this City need our staff to have up-to-date training and networking opportunities to continue current trends within government financing and strategy management for future improvement. When we plan in advance, we guarantee thorough documentation and process improvement versus when we need to run to catch up through last-minute considerations and stay ahead of increasing costs and considerations that would ultimately fall to the taxpayer to urgently fund. This request in funding is in advance of the “return to normal” in post-pandemic- where our staff will be in the office again and traveling or training beyond a computer screen. Our employees would benefit in knowing an opportunity to have tuition reimbursement could send them through school or obtaining a degree that will raise their level of motivation or economic impact on society and open them to more promotional opportunities within the City. This employee retention opportunity solutions some costs for onboarding and offboarding new staff/employee turnover. When you are supported in advancing your career within, you retain more knowledge and staff to complete the work- which benefits the City overall.
Without this funding, we will limit our abilities to pay for memberships to networking groups that provide valuable and trend training, we would be limited in our abilities to provide needed supplies to office work, which could result in future reductions of staffing or other budgetary cuts to offset the costs we will incur as we previously did. Adding back tuition reimbursement opportunities and promoting through policy change and reward strategy will allow us to be competitive and supportive to our staff seeking higher knowledge and promotion opportunities. This keeps our workforce here and motivated to stay.
Finance and Property Services - Social Cost of Carbon/Green Purchasing Analyst
Program: Executive Administration
Fund: General
FTE: 0
Proposal detail and background
The Council approves adding $75,000 in one-time funding to the Finance and Property Services Department for contracting to support the City’s Social Cost of Carbon/Green Purchasing efforts.
A staff direction was approved at the August 26, 2019 Public Health, Environment, Civil Rights & Engagement Committee meeting directing Sustainability, Finance, Health Department, and Attorney’s Office staff to bring forward a recommendation or set of options for a social cost of carbon to be considered for adoption by the City Council.
The social cost of carbon (SCC) is a commonly employed metric calculated by the scientific community of the expected long-term damage (in United States dollars) done by a ton of carbon dioxide emissions in a given year. This dollar figure also represents the value of damages avoided for an emission reduction (i.e. the societal benefit of a carbon dioxide reduction). The SCC is a comprehensive monetary estimate of climate change damages to society, based upon the best available scientific knowledge, and includes changes in net agricultural productivity, human health, property damages from increased flood risk and changes in energy system costs, such as reduced costs for heating and increased costs for air conditioning.
Increasingly, public and private organizations are using carbon pricing in their internal decision-making practices to account for their societal climate impact, and to factor in current and future climate change risks and policies. Federal, state, and local units of government and regulatory agencies currently employ a SCC to value climate impacts for both individual projects and broader policymaking. The Minnesota Public Utilities Commission adopted a range of SCC values in January 2018 based upon the federal SCC and with certain economic assumption adjustments.
Description of the change
In 2019, the City of Minneapolis adopted a Social Cost of Carbon equivalent to the values adopted by the Minnesota Public Utilities Commission, which is about $41.56/ton CO2 in 2019 and increases annually. In order to operationalize the internal use of a SCC and carbon pricing, the Finance Department will need additional expertise and capacity to advise departments across the enterprise.
Equity impacts and results
Low-income communities, Indigenous communities and communities of color in Minneapolis experience unequal health, wealth, employment, and education outcomes, and also are overburdened by environmental conditions such as traffic and stationary pollution sources, brownfield sites, blight and substandard housing.
Purchasing decisions should begin to implement a SCC value to begin to internalize these impacts as a part of the decision making process.
This contract position will be responsible for working with a wide array of internal stakeholders to determine opportunities to implement a SCC process into procurement decision making and identify a long term solution for embedding the process into City decision making.
Finance and Property Services - Park Board: Procurement Position
Program: Procurement
Fund: General
FTE: 1
Proposal detail and background
The Council approves $130,000 ongoing for an FTE in the Finance and Property Services – Procurement division. This Buyer position will create purchasing capacity for the Minneapolis Parks and Recreation Board.
As the Minneapolis Parks and Recreation Board has been growing to meet the needs of the community in the face of the COVID pandemic and civil unrest due to the murder of George Floyd, they are facing internal capacity constraints for delivering products and services to residents. The Council approves an additional FTE, an ongoing $130,000 commitment, to support the work of the City’s Finance and Property Services – Procurement division.
Description of the change
The City of Minneapolis supports the Parks and Recreation Board (MPRB) administratively through the City’s own internal procurement process. This is a service offered through Finance and Property Services – Procurement division and is allocated as a cost to each department that it serves through the General Fund Overhead Model. The charge is designed to reimburse the city for services provided. The Council's approval is to increase capacity in FPS to better serve the Parks and Recreation Board commitments to residents and visitors of the city.
Equity impacts and results
MPRB is committed to racial equity in the park system and in their workforce. Racial equity for MPRB is when race is no longer a predictor of access to parks and recreation, health, well-being, and quality of life. MPRB serves as a local and national model for racial equity in parks and recreation using racial equity tools and criteria for budgeting park investments and recreation funding. The addition of an FTE for procurement will help to serve the racial equity goals of the MPRB by increasing their capacity to act swiftly and efficiently.
The additional position in FPS – Procurement division will manage, facilitate, and oversee bidding and contracting for, purchase of and payment for all goods and services. City departments and independent boards rely on this program for obtaining goods and services through open, competitive, and cost-effective processes that reflect City values, safeguarding against malfeasance and for ensuring that vendors are paid in a prompt manner.