The most pressing topic was the establishment of a community safety center aimed at providing human trafficking services. The committee debated a contract initially intended for a different provider, which was now being redirected to The Link. This shift came after concerns were raised about the original provider’s suitability, prompting a call for a formal Request for Proposals (RFP) process to ensure proper vetting of service providers. The committee member who raised the issue expressed the importance of using legitimate channels to engage capable vendors for these crucial services.

The center will house various services in a shared space to encourage collaboration among service providers and ease accessibility for those in need. The intention is to foster interaction without the need for referrals to external locations. Draft layouts of the center were mentioned, with more specific details promised in follow-ups. The center’s opening is scheduled for 2026, although an exact date remains unconfirmed. Concerns were also raised about using pilot funding for building security, typically covered by the general fund. This highlighted a desire for transparency and a better understanding of the decision-making process behind funding allocations.

Currently, the city relies on county and state resources for human trafficking services, and the new contract represents a direct approach by the city. The committee member inquired about the availability of these services city-wide, with assurances given that they would be accessible to all residents despite the center’s south-side location. The committee member emphasized the need for better access to resources for constituents involved in human trafficking cases, hoping that the contract would enhance these services.

Another agenda item was the presentation on a new Customer Relationship Management (CRM) system aimed at improving the city’s 3-1-1 service. The current system was described as heavily reliant on manual processes, hindering efficient service delivery and trend analysis. The new CRM will provide real-time information across departments, streamline workflows, and include built-in analytics to monitor service issues.

Enhancements include an updated Interactive Voice Response (IVR) system and an AI chatbot available in multiple languages, which will handle inquiries even when 3-1-1 is closed. This system is expected to simplify interdepartmental collaboration, reduce errors, and improve response times. A customer portal will also be introduced, allowing residents to create, track, and update service requests.

The timeline for the CRM’s implementation targets project commencement in January 2026, with Phase A, including the CRM, mobile app, and self-service portal, expected to launch by October 2026. Phase B will focus on enhancements and integrations beginning in early 2027. Gratitude was expressed for the long-awaited system, which aims to resolve service delays experienced by residents.

An issue arose concerning the delegation of authority for signing Non-Disclosure Agreements (NDAs) related to large special events. A proposal to delegate this power to the Mayor’s executive officers met with resistance, as some committee members felt it undermined the council’s oversight role. Concerns were raised about the language in the resolution that would shift authority away from the council, with members emphasizing the need for checks and balances.

The resolution was ultimately referred back to staff for further discussion and amendments to ensure council authority remains intact. The committee also discussed master contracts for the Minneapolis Health Department, with members expressing concerns about transparency and clarity of financial details. A member requested a breakdown of contractors by health program and more specificity regarding the total amount available under the master contract.

The lack of transparency in funding allocations prompted a call for a response memo to provide clarity before the item is brought to the full council for a vote. The committee expressed a need for more detailed information on how funds are utilized within the community, particularly in relation to partnerships with potential vendors.