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From YouTube: October 19, 2017 Budget Hearing (Afternoon)
Description
October 19, 2017 Budget Hearing: Internal Audit, Finance, and, Information Technology
A
Good
afternoon
everyone
be
able
to
continue
our
budget
hearing
presentation
scheduled
for
today,
I'm
joined
by
councilmember
Palmisano
on
councilmember,
bender,
I'm
sure
others
will
be
attending
throughout
the
time,
so
don't
be
distracted
by
that
I
think
it
would
begin
first
at
with
the
internal
audit
department's
budget
presentation.
So
mr.
Tetzel
welcome
whenever
you're
ready,
Thank.
B
You,
chair
Quincey,
my
name
is:
will
Tatsu
and
the
director
of
internal
audit
here
at
the
city
of
Minneapolis
and
I
would
like
to
walk
you
through
my
budget
presentation.
Today,
our
org
chart
is
somewhat
similar
to
last
year.
You'll
see
that
we've
added
a
manager
position
there.
So
that's
one
slight
difference
that
was
an
internal
fill,
so
we've
been
working
on
backfilling
that
throughout
the
year.
B
B
Core
programs
have
stayed
the
same.
We
do
on
its
consultations
and
and
projects,
and
most
of
those
projects
are
investigations,
so
we
provide
those
services
yeah
and
we've
linked
mostly
to
the
city
goals
of
a
city
that
works.
There
might
be
some
dotted
lines
that
we
could
try
to
align
with,
but
I
don't
know
if
that
makes
a
lot
of
sense.
B
A
Questions,
thank
you
very
much.
Mr.
Tuttle.
Obviously,
the
the
only
change
in
the
budget
is
a
5%
or
6%
somewhere
in
there
increase
and
that
just
reflects
the
continuing
service
levels.
Inflationary
costs.
Are
there
any
questions
from
colleagues
on
this?
Not
seeing
any?
Thank
you
very
much.
Mr.
tezo
I
suppose
you
can
give
your
extra
time
to
mr.
ruff,
who
is
here
for
the
finance
department,
finance
property
services,
department,
budget
presentation
also
joined
by
councilmember
Goodman
Thank
You.
C
C
This
is
a
summary
of
the
current
budget
and
the
allocations
by
each
of
those
divisions
and
then
the
change
items
which
I
will
highlight
quickly
going
over
the
core
programs.
As
I
mentioned,
we've
divided
up
our
programs
related
to
the
the
staffing
and
divisions
quickly
skip
over
executive
and
admin.
Budget,
I,
you've
all
been
introduced
it,
but
mica.
Inter
Mill.
We
have
five
positions
within
our
budget
staff.
They
do
an
awful
lot
on
our
operating
budget
for
the
size
of
the
staff
they
have.
C
If
you
remember,
this
is
one
of
the
areas
where
ever
I
think
we
had
well
over
ten
people
before
the
budget
cuts
and
so
very
impressed
with
the
work
that
our
team
does,
as
well
as
as
mica
who's
just
joined
us
in
the
last
six
months
from
the
state
of
Minnesota,
and
so
certainly
quality
staff
and
trying
to
be
as
responsive
as
possible
and
I.
Think
Mike
is
doing
a
great
job
on
that
as
well.
C
We
have
no
specific
changes
in
that
area.
We
have
made
a
change
where
we've
just
like
many
other
cities
around
the
country
joined
both
investments
in
debt
and
part
of
this
is
a
strategy
of
saying
we
don't
always
have
to
be
issuing
bonds
to
supply
our
own
financing.
Sometimes
borrowing
internally
is
a
good
idea.
In
addition,
we're
making
several
changes,
programmatically
that
you
will
hear
about
over
the
next
couple
of
months
as
a
council
on
how
we
invest
money,
both
short-term
and
long-term,
and
my
kaitlin's
is
heading
that
up.
C
As
you
all
are
aware,
Mike
is
a
long-term
employee
at
the
city
development
finance
led
by
Mark,
Winkle
Hague
again.
Another
high
quality
long-term
employee
for
the
city
works
closely
with
see
peddanna
valuating
requests
for
assistance
from
the
city,
whether
it
be
loans
or
grants,
tax,
increment
financing
responsibilities,
loan
program
responsibilities,
as
well
as
overseeing
our
sales
tax.
C
C
Just
am
very
impressed
with
the
the
expertise
the
city
has
in-house
to
be
able
to
evaluate
different
sustainability
options
and
especially
as
we're
moving
to
100%
renewable
energy.
The
fact
that
we
don't
have
to
outsource
and
have
many
key
staff
and,
in
addition
to
Brian,
who
helped
us
work
through
very
difficult,
not
just
math
problems
and
policy
issues
and
choices
for
you
as
a
council
as
well
risk
management
and
claims
again,
another
long-term
employee.
C
C
Issues
and
general
liability
issues
associated
with
that
event.
A
controller
staff,
Mary
Dunning,
has
been
appointed
she's
again
been
with
the
city
a
long
time
and
will
be
retiring
in
the
next
couple
of
years,
and
she
is
working
with
some
of
our
internal
staff
to
hopefully
be
able
to
produce
an
internal
candidate
to
take
over
that
that
work.
But
this
is
the
reai.
C
Actually,
our
accounts
payable
in
terms
of
this
area,
from
Treasury
to
procurement,
to
have
a
closer
tie
with
contract
management,
and
one
of
our
goals
is
to
reduce
the
time
that
takes
us
to
pay
vendors
and
having
that
all
tied
together
has
been
very
successful
in
again
Pam
one-day
and
Laura
Johnson
working
very
closely
together
on
all
those
issues,
revenue
and
collections.
This
is
an
area
where
we
see
a
great
deal
of
enhancement
in
services,
so
much
of
property
services
and
finances
is
what
we
would
call
an
inward
facing
department.
C
But
revenue
and
collections
is
the
one
area
where
we
interact
with
the
public
on
a
daily
basis
because
we're
the
ones
who
send
out
the
utility
bills
and
work
with
customers
and
residents
to
to
find
the
most
effective
way
to
receive
those
revenues
and
make
sure
those
are
timely
payments.
One
of
the
things
I
just
want
to
highlight-
and
this
is
led
by
Ali,
Salim
Mohammed
and
all
these
it
started
out
in
the
city
as
a
traffic
control
agent.
C
Another
example
of
somebody
who
has
worked
his
way
up
through
the
city
and
I'm
very
happy
with
the
work
that
Olli
is
doing.
One
of
the
newer
programs
that
the
council
recently
approved
was
for
people
who
don't
have
credit
cards
who
don't
use,
checking
but
want
to
pay
their
utility
bills
without
having
to
come
downtown,
can
actually
go
to
a
local
retailer
and
just
pay
their
utility
bills
at
a
local
retailer,
and
we
paid
a
little
bit
of
that
fee.
C
But
I
think
that's
just
a
great
example
of
for
not
very
much
money
of
the
city
becoming
much
more
customer
friendly
and
that
full
spirit
not
resides
within
that
group
as
a
as
a
whole
payroll,
probably
again,
one
of
the
most
important
functions
of
the
finance
department.
Here,
people
actually
get
paid
on
a
timely
basis
and
we
work
hard
on
working
with
Labor,
Relations
and
HR
on
making
sure
that
we're
completely
complying
with
all
the
labor
contracts.
And-
and
this
is
a
hard-working
group
of
people
so
onto
the
change
items.
C
That
may
occur
in
some
cases
and
looking
for
alternatives,
and
one
of
the
alternatives
might
be
link
such
as
a
credit
union
in
the
older
sense
of
the
credit
unions,
where
you
had
a
group
of
people
who
bought
in
a
workplace
or
some
other
kind
of
association
bound
together
and
created
their
own
financial
institution,
be
a
little
more
sustaining.
So
this
is
an
opportunity
for
receiving
ideas
and
then
ultimately
funding
a
feasibility
study
for
activities
in
that
area.
C
The
second
area,
as
I
mentioned
about
financial
reporting
being
a
significant
function
within
the
city.
Honestly,
one
of
the
hardest
areas
to
recruit
right
now
is
accountants,
heavy
demand
for
accountants
in
the
private
sector.
We
obviously
don't
pay
quite
at
that
level.
In
working
with
other
CFOs
around
the
metro
area,
I
talked
with
the
CFO
at
Ramsey.
County
they've
had
a
very
successful
program
or
recruiting
directly
at
a
metro
state
on
their
side
of
the
river,
and
we
would
like
to
emulate
something
close
to
that
program.
So
we
can
bring
people
directly
out
of
college.
C
Medical
self
insurance
is
you're
aware
the
council
approved
for
2018
the
first
time
the
city
will
be
funding
our
own
medical
self
insurance
staff.
This
is
a
new
position
that
would
oversee
that
implementation
that
was
built
into
the
rate
model
for
2018.
Already,
it's
not
a
general
fund
for
then
and
we
we
are
again
very
excited
for
the
fact
that
this
will
bring
costs
down,
for
hopefully
both
employees
and
taxpayers,
by
having
that
medical
self
insurance.
Mr.
A
C
C
What
are
some
of
the
gaps
that
we
see
when
we
actually
hire
this
person,
so
we
don't
feel
a
need
particularly
hire
that
person
day
one
but
really
find
out
for
a
specific
to
Minneapolis.
What
are
the
gaps
and
if,
at
the
end
of
the
day,
it's
only
a
half
FTE
as
opposed
to
a
full
FTE,
then
we'll
be
very
transparent
about
tennis
one
good.
Thank
you.
C
Enterprise
resource
planning,
in
terms
of
one
of
us
like
like
everyone
here
and
mr.
Dollaz
speaking
after
me,
we
have
a
great
deal
of
software
that
a
good
flows
through
our
department,
and
it
is
not
just
about
actually
implementing
the
software.
But
how
do
we
make
sure
we
have
our
own
internal
education
and
enhancements
that
occur?
C
This
is
both
a
need
and
a
concern,
as
I've
expressed
to
the
council
before,
just
because
we,
as
the
Finance
Department,
are
no
different
than
any
other
departments
which
we
feel
like
we're
the
most
special
Department
out
of
the
world
and
tell
the
IT
department
that
we
need
extra
time
for
them
to
be
able
to
create
a
program
that
works
perfectly
for
us.
But
honestly,
we
have
had
a
number
of
implementations
that
have
already
been
improved
that
we're
just
trying
to
catch
up
on
in
terms
of
those
those
needs.
C
The
dollars
are
one-time
funding
of
seventy
five
thousand
dollars
to
help
us
catch
up
on
what
we
see
as
those
implementation
needs.
One
of
those
key
strategies
is
revolving
around
the
target
market
program
and
supplier
diversity
and
a
new
component
of
our
ERP.
Our
enterprise
resource
software,
as
well
as
I,
mentioned
earlier.
We
are
we're
changing
the
way
we're
going
to
be
investing
money.
We're
not
gonna,
make
more
risk.
We
feel
like
we're
gonna,
be
able
to
cut
down
on
some
costs
on
how
we
invest
money.
C
One
way
to
do
that
is
to
have
more
direct
access
to
the
market,
the
industry
standard
and
one
of
the
ways
that
former
Mayor
Bloomberg
made
all
of
his
money
was
to
create
a
Bloomberg
terminal
which
is
a
dedicated
information
source
on
what
is
current
financial
transactions,
and
so
that,
as
we
move
forward
on
potentially
buying
investments
and
remember
that
we
can
only
invest
in
very
boring
kind
of
investments.
We
don't
we
don't
invest
in
individual
stocks.
C
What
we
do
is
invest
in
Treasuries
and
agencies
and
fixed
income
securities,
and
so
to
the
extent
that
we
can
either
do
that
ourselves
or
for
a
lower
fee,
oversee
another
vendor
or
a
bank.
Who
will
be
doing
that
on
our
behalf,
a
Bloomberg
terminal,
as
I
said,
the
industry
standard
for
most
investment
firms,
that's
a
subscription-based
price
of
something
around
$30,000
per
year.
Again.
This
is
something
that
we
may
not
start
January
1,
but
it
we
want
to
be
able
to
to
balance
that
with
them.
C
Some
of
the
changes
are
investment
strategies
to
cars,
items
again
very
basic
property
services
issues.
One
is
video
management
system,
so
we
have
security
cameras
on
our
facility.
Some
of
them
are
wearing
out.
We
need
to
replace
them
and
the
other
is
our
just
our
card
access.
So
those
are
those
red
or
green
strips
that
you
see
across
the
the
entrances
to
many
facilities,
do
wear
out
as
well,
and
so
we're
looking
at
a
replacement
system
for
our
cards
and
increasing
the
system's
capacity
and
again
$50,000
for
each
of
those
items.
C
A
You
very
much
mr.
ruff.
Are
there
any
questions
for
mr.
ruff
we're
not
seeing
any
I
think
that
shows
testament.
It's
really
innovative
models
that
we've
seen
in
the
last
year
or
two
as
you've
changed
and
realigned
department
functions,
I
think
it's
really
responsive
to
our
needs,
as
well
as
I,
particularly
pleased
about
the
supplier,
diversity
and
the
change
in
our
procurement
operations.
This
is
just
remarkable,
so
thank
you
very
much
for
your
doing
work.
We
talked
earlier
today,
not
you
and
I
as
a
group
we're
talking
about
all
the
staff
directions.
A
In
addition
to
all
the
staff
directions
that
went
to
the
city
coordinator,
it
seemed
like
finance
department
is
involved
in
everything.
The
city
is
doing
right
now
and
I
think
that's
really
wise
on
the
part
of
the
city
to
make
sure
that
we're
resourcing
our
our
hopes
and
dreams
and
plans
for
the
city
and.
A
F
F
F
D
F
From
IT,
so
in
essence,
there
was
a
reduction
ultimately
in
our
funding
requirements
because
of
that
dynamic,
but
there's
also
another
situation
that
occurs
with
IT,
because
we
are
a
fully
reimbursable
entity.
We
turn
around
and
have
what's
known
as
an
allocation
model
of
taking
all
of
our
expenses
and
ultimately
divvying
those
out
the
department's
based
on
various
factors,
primarily
the
number
of
staff
that
they
have.
But
there
are
a
few
exceptions
to
that,
but
we
basically
divvy
out
those
expenses
across
the
city.
There
are
a
couple
of
dynamics
that
drive.
F
F
For
instance,
maintenance
is
one
of
the
areas
that
our
suppliers
at
times
raise
their
rates
that
we
have
to
absorb
if
we
replace
existing
information
systems
that
the
city
may
have
written
themselves
back
in
the
day,
for
instance,
the
public
in
the
police
information
management
system
is
a
good
example
of
that
the
Enterprise
Land
Management
System
is
another
those
systems
when
they're
refreshed
we
go
out
on
the
street.
If
we
go
and
purchase
a
product
like
we
did
for
both
of
those
areas,
then,
ultimately
we're
gonna
have
a
maintenance
charge
in
all
succeeding
years.
F
That
IT
ultimately
absorbs
there's,
also
just
in
day-to-day
use
of
technology
in
the
departments
that
a
number
of
their
staff
will
seek
additional.
If
you
will
software
to
do
their
work,
a
lot
of
times
its
existing
software,
it's
just
another
license,
but
the
industry
has
a
tendency
to
charge
by
the
license,
and
so
we
see
those
increases
as
well
and
then.
Finally,
another
major
impact
to
pressure
on
our
expenses
is
the
fact
that
we
make
use
of
managed
service
provider.
F
I
happens
to
be
one
neck
when
we
need
to
have
computers
to
run
an
information
system,
whether
it's
a
refresh
of
an
existing
one
or
a
brand-new
one.
We
need
to
fire
up
computers
to
handle
that
storage
needs
to
hold
the
city's
data
with
continually
increases
every
year.
Those
types
of
expenses
drive
our
costs
up
now.
F
The
net
effect
of
that
you
see
there
on
the
page
of
thirty-six
point
nine
million.
We
are
in
the
process
of
trying
to
do
some
if
you
will
future
mitigation
to
these
challenges,
and
that
is,
we
are
working
towards
an
enterprise,
IT
governance
philosophy
for
the
city,
whereby
we
will
determine
how
much
resources
we
want
to
put
towards
IT
initiatives
going
forward,
and
that
will
help
us
to
manage
these
costs
more
effectively
in
the
future.
F
General
fund
use
by
seven
hundred
and
fifty
thousand
dollars
now
because,
as
I
mentioned
before,
IT
is
a
fully
reimbursable
entity.
Not
all
departments
pay
totally
with
general
funds.
Some
of
them
have
grant
money
and
other
funding
sources
that
they
actually
used
it
to.
If
you
will
pay
the
IT
bill,
and
so
what
that
boils
down
to
and
and
finance
gave
us.
F
Seventy
three
and
a
half
percentage,
that
of
the
dollars
that
we
take
in
are
actually
general
fund
dollars,
and
so,
therefore,
we
are
looking
to
reduce
our
expenses
by
just
over
a
million
dollars
and
then
that
will
ultimately
give
us
the
seven
hundred
and
fifty
thousand
in
general
funds
to
meet
the
mayor's
request,
and
so
there
are
four
areas
that
we're
going
to
be
reducing
our
expenses
and
the
first
is
in
our
disaster.
Recovery
services.
F
It
has
a
disaster
recovery
plan
for
the
city's
information
technology.
Should
we
lose
our
data
center?
There's
really
two
orientations
we
take.
There
are
set
of
what
we
consider
to
be
critical
information
systems
that
our
managed
service
provider
needs
to
get
up
and
no
longer
than
two
hours
at
a
data
center.
That
is
out
of
state,
and
so
those
systems
are
the
highest
priority
for
us
to
get
the
rest
of
our
IT
world
will
come
up
in
ensuing
days
to
get
the
entire
system
up.
F
F
We
have
a
fair
amount
of
money
set
aside
every
year
to
refresh
technology
technology,
whether
it's
within
your
office
or
your
office
space
things
like
desktop
computers,
laptops
printers,
those
sorts
of
things,
networking
equipment,
etc,
and
so
we
are
looking
to
reduce
approximately
one
hundred
and
thirteen
thousand
dollars
in
that
account.
I
think
the
impact
that
people
will
see
is
instead
of
seeing
a
desktop
or
a
laptop
refreshed,
it'll
be
a
year
longer
before
we
get
back
around
to
you,
and
so
that
is
one
of
the
areas
where
we
can
save
money.
F
A
third
area
is
in
our
contractual
services
arena.
Obviously,
we
contract
with
a
lot
of
things.
There
are
a
couple
of
major
areas
that
we
are
going
to
cut
out.
One
is
we
had
money
set
aside
for
user
training
not
of
IT
stuff,
but
rather
of
Department
staff,
when
new
systems
would
come
up
most
recently,
money
like
that
was
used
for
the
enterprise
land
management
system
when
it
came
up
and
so
we're
removing
that
capability,
we
also
have
some
opportunities
with
some
of
our
insurance
that
was
placed
on
some
of
the
MDC
units.
F
Those
are
mobile,
computers,
you've,
probably
seen
them
like
in
police,
cars
and
others
that
have
the
ability
that
withstand
a
lot
of
shocks
and
so
forth,
and
so
we're
saving
some
money.
By
not
having
an
insurance
policy,
we
still
have
the
maintenance
contracts
on
them
for
their
standard
life,
etc.
So
there
was
a
collection
of
these
and
that
totaled
up
to
three
hundred
and
four
thousand
dollars
that
we
could
save
and
then
finally,
in
the
fourth
area,
was
one
of
taking
a
different
approach
with
our
IT
Service
Desk.
F
Today
we
have
people
on
site
working
around
the
clock
seven
days
a
week,
24
hours
a
day,
and
so
what
we're
gonna
be
doing
is
we're
gonna,
be
moving
to
an
on-call
situation.
Now
IT
has
technical
staff
that
are
on-call
all
the
time
and
so
we're
gonna
move
to
an
on-call
situation
for
our
service
desk
for
third
shift
all
week
long
and
then
also
for
weekends.
F
It
is
broken
into
as
we
see
it
into
three
major
programs.
The
first
is
those
sorts
of
systems
that
enable
the
workforce
to
get
their
job
done,
and
so
there
are
a
number
of
opportunities
within
IT
to
help
people,
whether
it's
with
managing
an
IT
project.
This
is
where
our
project
management
office
is.
We
do
portfolio
management
of
managing
our
over
400
application
systems.
We
do
solutioning,
here,
etc.
F
The
second
area
second
program
for
us
is
working
in
the
decision
support
services
arena.
This
is
where
we're
helping
people
with
their
data,
their
information,
whether
it's
in
providing
enterprise
data
management,
whether
it's
data
visualizations
through
reporting
or
business
intelligence
or
data
analytics.
We
do
modeling
and
simulation
efforts
for
departments
as
well
as
collaboration
services,
ie,
creating
environments
where
people
can
collaborate
electronically
versus
face-to-face,
and
so
those
services
are
done.
Through
this
area
we
have
twelve
and
a
quarter.
F
The
final
area
is
infrastructure
services.
These
are
the
folks
that
manage
our
managed
services
provider
they're.
Also,
the
folks
that
have
the
service
desk,
the
death
sight,
support
technicians
that
some
of
you
may
have
experienced
coming
around
to
install
things
or
help
you
with
issues.
We
also
have
our
telecommunications
arena
supported
here,
and
we
do
anything
from
architectural
design
on
down
to
literally
just
administrating.
All
these
systems,
and
again
those
42
and
3/4
positions
manage
that
and
there's
no
changes
to
that
world.
F
D
F
To
put
up
access
security
access
to
various
systems
for
folks,
there's
a
whole
slew
of
things
that
take
place,
and
we
do
thousands
of
those.
What
you're
looking
at
is
the
last
twelve
four
months
of
of
what
we've
accomplished.
Incidents
range
widely
from
what
we
call
low
incidents
which
have
no
ultimate
consequence
to
the
user.
They
can
still
accomplish
their
work,
but
there's
something
that
needs
to
be
addressed
for
them
and
that's
the
the
bulk
of
the
incidences
that
we
end
up.
F
Seeing
moderate
incidences
are
those
where
one
person
is
affected
high
or
where
we
have
multiple
people
are
affected,
but
not
widespread
and
then
finally,
critical
is
where
we're
really
affecting
a
large
swath
or
everyone.
Obviously
that
critical
we
like
that
most
definitely.
We
would
like
all
of
these
to
be
zero,
but
we're
getting
there
in
the
world.
F
F
We
have
over
300
people
that
have
something
to
do
with
their
department
section
of
the
web
presence
for
the
city,
and
we
are
seeking
one
point:
eight,
seven,
five
million
dollars
towards
that
project,
which
will
allow
us
to
get
a
new,
modern
ECMs
and
allow
us
to
redo
the
city's
web
presence
so
that,
among
other
things,
that
it
has
a
better
look
and
feel
to
it
that
it's
easier
to
navigate
that
we
have
the
ability
to
restructure
the
content
in
different
ways.
That
departments
see
are
more
useful
to
their
constituencies.
F
F
This
is
really
needed
because
we
are
running
on
an
old
ECMs
world
and
we've
unfortunately
taken
some
outages
because
of
it
I'll
be
it
short,
but
nonetheless
outages,
and
so
we
really
do
need
to
get
into
technology.
That
number
one
not
only
gives
us
more
capabilities,
but
takes
the
risk
out
of
really
a
very
important
channel
of
communication
that
we
have
with
the
public
here
in
the
city
on
this.
A
F
Chairman
Quincy,
this
is
the
final
piece
of
funding.
This
isn't
the
only
funding
that's
been
put
together
for
this
project
and
so
we're
in
the
process
of
getting
ready
to
go
out
with
an
RFP
for
these
ECMs
as
the
next
step.
Once
we
get
that
acquired,
then
we
can
start
building
and
on
a
parallel
track.
We've
been
working
towards
the
architecture
of
of
what
that
new
website
look
and
feel
and
navigation
qualities
are
going
to
be.
E
F
Sure
Quincy,
council
member
Johnson
we're
hopeful
that
our
IT
governance
process
will
give
us
a
platform
to
ultimately
balance
needs
versus
what
the
city
is
willing
to
spend
on
I.t
initiatives
in
support
of
city
operations
and
desires.
I
think
there's
an
overall
challenge
in
the
city.
It
is
in
some
respects
an
expensive
set
of
things
to
accomplish,
and
so
part
of
our
challenge
is,
there's
always
going
to
be
a
limit
versus
the
capacity
or
the
needs
that
people
project
this
year.
F
In
the
budget
process,
we
asked
for
forecasts
from
the
departments
and
Nena
was
to
say
they
came
back
over
three
years.
In
2018
alone,
they
identified
84
IT
projects
that
they'd
like
to
collectively
accomplish
in
their
in
the
coming
year,
along
with
the
cars
projects
that
were
submitted
as
well,
that
were
IT
related
on
top
of
that,
and
so
there
was
there's.
Obviously
a
lot
of
pent-up
demand
of
technology
and
I
think
the
city
has
to
weigh
just
how
useful
and
beneficial
it
can
be
for
us
to
deploy
technologies,
to
make
us
more
efficient.
F
To
allow
us
to
accomplish
things
that
maybe
we
can't
without
a
technology,
assist
I.
Think
the
challenge
will
always
be
there's,
there's
a
seemingly
always
right
now
more
needs
than
there
will
be
resources
to
me
and
somehow
we've
got
to
come
to
grips
with
just
exactly
not
only
how
much,
but
what
we
may
do.
First
versus
consider
later,
every
department
feels
their
stuff
and
in
the
way
we
operate
today,
every
department
has
a
number
one.
That
means
I
immediately
have
22
number
ones
to
deal
with.
F
And
so
that's
I,
think
the
biggest
part
of
the
city
challenge
is
just
how
much
resource
do
you
want
to
put
where
technology
is
a
piece
of
that
and
because,
like
as
I
mentioned,
some
of
this
technology
gets
very
expensive
very
quickly
and
I,
for
instance,
was
catching
that
I
believe
police
this
year,
adding
more
body
cams
into
the
mix.
Well,
that's
gonna
have
a
maintenanced
tale
to
it,
forevermore
and
obviously,
if
that
ultimately
happens,
then
that's
that's
something
that
the
city
accepts
as
an
expense.
And
so
we
need
to
to
reconcile
that
I.
F
Think
more
from
an
enterprise
viewpoint,
I'm
not
saying
that
particular
programs,
but
better
and
different
I'm,
just
saying
that
we
kind
of
they're,
not
the
only
ones,
and
they
have
other
things
that
are
interested
in
doing
as
do
all
the
other
departments,
and
so
somehow
we're
gonna
have
to
figure
out
just
number
one.
What
is
our?
F
What
is
our
expense?
How
much
infrastructure
are
we
willing
to
put
into
the
city
we're
not?
Unlike
somebody
like
well
take
Public
Works,
you
know
every
Road
we
have
every
every
foot.
A
sidewalk
ultimately
has
to
be
maintained
in
some
fashion
and
there's
an
expense
to
that.
If
we
allow
our
infrastructure
to
get
beyond
the
monies,
we
have
to
maintain
it
that
we
will
do
things
like
in
the
Refresh
capability.
F
F
D
You
mister
sure,
I
could
not
agree
with
council
member
Johnson.
More
I
am
like
the
old
school
person
that
is
afraid
of
computers,
but
I
recognize
that
it
is
the
way
everyone
communicates.
I
would
say
90%
of
my
time,
not
in
meetings
is
using
electronic
communications
and
technology
to
communicate
with
constituents
and
to
take
in
constituent
concerns
and
address
them
and
I
think
there
has
been
questionable
items
chosen
for
spending
over
time.
It
is
not
one
of
them.
In
fact,
I
wish
I
was
younger
and
more
technologically
savvy
to
be
able
to
understand
the
situation.
D
But
what
I
do
understand
is
that
when
something
goes
wrong
with
my
computer,
it
becomes
a
crisis
of
not
being
able
to
communicate
with
constituents
and
I
know
the
good
folks
working
in
your
department
will
come
up
and
fix
the
problem.
So
I
know
how
paralyzed
I
feel
if
I
can't
use
technology
to
communicate
with
constituents.
I
sit
around
thinking.
D
What
am
I
going
to
do,
I,
guess,
I'll
call
them
back
or
I
could
write
a
letter,
but
in
the
end,
technology
is
about
communication
in
the
city,
between
departments,
between
constituents
and
the
public,
and
even
though
I
wasn't
on
the
cutting
edge
of
it.
I
completely
concur
with
council
member
Johnson
is
the
future
of
how
we're
going
to
communicate
with
the
public
and
investing
in
this
area.
I
think
actually
is
a
basic
service
of
the
city,
and
we
should
prioritize
it.
D
A
I
agree
with
that
as
well.
Mr.
Donnell,
because
I
think
when
we're
talking
about
the
IT
governance
model
that
you're
talking
about
the
new
structure
is
really
giving
us
that
opportunity
to
look
at
an
enterprise-wide
and
how
we
could
what
choices
we
are
able
to
make
going
forward,
but
particularly
pleased
in
challenged
with
the
economics.
A
Your
cut,
you
weren't
looking
for
a
reduction
in
staff,
because
but
what
councilmember
Goodman
was
just
talking
about,
I
think
the
decision
this
council
made
and
started
the
previous
term
was
really
to
bring
that
in-house
service
desk
work
in-house
and
making
it
our
employees
and
that
I
think
is
really
evidenced.
A
highly
responsive
and
much
appreciated
service
on
the
part
of
the
department.
So
well
done
so
we
weren't
able
so
that
to
absorb
this
cut.
A
We're
really
deferring
some
of
our
refresh
capital
needs
down
the
road,
but
we
haven't
cut
staff
members
recognizing
their
importance
to
that
and
we've
just
looked
at
doing
some
contractual
obligations
that
was
able
to
save
us.
What
$700,000
or
something
that's
really
great,
I
wanted
on
this
topic,
though,
just
as
we're
funding
IT
department
in
general
I
know,
a
lot
of
pressures
are
coming
from
departments
for
wanting
the
newest
latest
greatest.
A
You
started
talking
about
the
tales
that
those
some
of
those
decisions
that
your
department
has
to
absorb
for
decisions,
so
that's
part
of
I
think
the
IT
governance
model
that
we're
looking
at
to
make
sure
we're
not
making
those
choices.
We're
also
absorbing
the
cost
of
legacy
systems
where
you
don't
have
control
of
the
cost.
A
You
have
to
pay
for
the
new
maintenance,
but
they
were
designed
on
this
cool
486
machine
by
20
years
ago
by
some
guy
who
doesn't
work
here
anymore,
and
now
we
have
to
replace
that
with
them
a
system
that
actually
functions
going
forward.
So
that's
a
big
challenge:
I
wondered
if
mr.
Roffe,
if
you
might,
I
know
because
we're
talking
about
long-term
funding
and
funding
models,
if
you
might
look
at
the
budget
kind
of
question
from
that
finance
perspective,
rather
than
an
IT
service
function,.
C
A
C
Part
of
this
is
a
function
of
the
fact
that,
for
example,
when
we
have
productivity
gains
that
occur
because
of
a
software
enhancement,
there's
no
mechanism
internally
right
now
to
actually
then
reduce
expenditures
for
a
department
that
are
associated
with
those
productivity
gains.
So
we
are
incurring
the
cost,
without
necessarily
always
having
I'll
use
this
term.
Even
though
I
may
not
some
pleasant
consequence
of
that
expenditure,
and
when
you
compare
that
to
what
we
do
for
capital
expenditures,
you
think
about
what
we
make.
C
People
go
through
with
people
being
departments
for
requesting
an
enhancement
to
their
space
or
a
new
building.
We
have
a
very
long
and
thoughtful
and
and
multi-disciplined
review
of
that,
and
if
there
are
operational
savings
that
gets
put
into
something
else,
an
other
property
across
the
city
we
haven't
yet
developed
and
I,
don't
think
we're
alone
in
this
I
think
we've
talked
to
the
state
and
other
places
and
they
struggle
with
the
same
issue
about
creating
that
same
feedback
loop
from
IT
and
improvement.
C
C
I
would
say
that
if,
if
we
don't
make
some
changes
in
our
IT
expenditures,
we
are
talking
about
internal
service
on
charges
that
could
be
between
seven
and
nine
percent
annual
increases,
so
that
directly
drives
property
tax
increases,
and
so,
if
we
don't
have
corresponding
offsetting
operational
costs,
cuts
or
cost
the
decrease
is
associated
with
all
those
enhancements.
Then
we're
going
to
see,
then
we're
just
increasing
dramatically
our
property
taxes
and
our
other
fees.
C
In
order
to
support
those-
and
so
part
of
this
is
just
getting
the
feedback
loops
aligned
I
think
is
what
we're
talking
about
when
we
talk
about
governance,
because
none
of
us
disagree
with
the
statement
that
technology
is
one
of
the
most
important
expenditures
we
make
in
in
our
budget,
so
I
think
from
a
finance
perspective.
We're
gonna
make
sure
we're
not
throwing
cold
water
on
this
I
think
we're
just
trying
to
introduce
a
discipline
of
a
process
that
everybody
can
agree
is
fair,
equitable
and
measure.
That's
really
the
process
that
we're
talking
about
council.
E
Mr.
chair
I
just
wanted
a
question
that
a
raised
issue
with
that.
This
notion
that
we're
not
cutting
back
on
services.
How
is
reducing
help
desk
hours,
prolonging
the
life
cycle
of
refresh
rates
so
that
people
are
on
older
equipment,
is
more
likely
to
fail
reducing
our
data
recovery
service
levels.
How
is
that
not
considered
a
cutter
reduction
in
service.
C
So
mr.
chair
council,
member
Johnson,
fair
question,
I
I'm
speaking
more
globally
about
the
approach,
okay
and
I
would
say
that
I
think
we
need
to
find
in
our
budgeting
process
a
way
to
make
sure
that
for
every
enhancement,
that's
done
it's
not
just
absorbed
by
IT
in
their
service
levels.
So
this
is
not
a
one-year
we're.
Gonna
just
take
care
of
it.
This
is
gonna,
be
a
multi-year
effort
in
the
in
the
process
of
the
city.
C
So
do
we
keep
as
very
important
the
service
levels
that
you're
outlining
and
make
those
appropriate
to
what
our
funding
is?
Absolutely
so
should
this
was
a
choice
that
that
was
made
consciously,
and
that
was
done
in
partnership
with
the
IT
department
as
the
best
way
this
year
to
absorb
those
costs.
I.
Certainly
my
plan.
C
If
and
I'm,
not
the
only
one
that
have
input
on
this
would
be
that
that's
not
the
way
we
handle
some
of
those
virtual
reductions,
but
I
do
think
that
we
have
to
be
clear
with
you
as
a
council
about
the
fact
that
internal
service
fund
budgets
are
not
always
the
easiest
things
to
figure
out
and
they
are
usually
just
add
on
top
of
department
budgets.
And
so,
if
there's
not
a
competition
for
resources
or
a
vetting
of
those
resources,
and
it's
just
added
on
top
of
budgets,
then
I
don't
think
that's
a
fair
way.
C
A
budget
priority
system
so
do
I
feel
like
it's
unfair.
That
IT
takes
the
burden
of
this
in
the
short
term.
Potentially,
is
it
also
just
intentionally
to
you
and
to
the
departments
that
this
is
a
increasing
at
a
rate
of
percentage
rate
of
increase?
That's
not
sustainable
I
think.
That's
also
a
message
that
we're
introducing
here
as
well
and-
and
this
is
primarily
driven
I
would
say
by
you
know.
A
I'm
good
well,
thank
you
if,
if
that
concludes
that
I
appreciate
your
work
very
much,
and
especially
through
this
changing
environment
that
we're
all
dealing
with
and
appreciate
your
presentation
today,
so
thank
you,
mr.
DOM,
and
to
the
entire
IT
team
and
I.
Think
that
concludes
our
hearings
for
this
afternoon
and
so
we'll
revisit
with
the
next
schedule
next
week
and
thank
you
very
much
for
your
participation
and
engagement
on
these
topics
were
adjourned.