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From YouTube: April 29, 2019 Budget Committee
Description
Minneapolis Results Budget Committee Meeting
https://lims.minneapolismn.gov/
A
Good
afternoon
my
name
is
Lenny
Palmisano
and
I'm,
the
chair
of
our
Budget
Committee
with
me
here
on
the
dais
for
our
meeting
April
29
to
20
in
2019,
our
council
members,
Cunningham
Johnson,
Goodman,
Schrader,
Fletcher,
Jenkins
and
Reich.
We
are
a
quorum
of
this
committee
and
are
ready
to
hear
results,
information
from
several
different
departments
before
they
get
up
and
speak
I'd
wanted
to
just
hold
a
moment
of
silence
in
response
to
the
synagogue
shooting
last
week,
just
briefly
to
hold
a
little
bit
of
space
for
that.
So,
if
you'll
train
me.
A
A
B
Madam
chair
members
of
the
budget
committee,
given
that
we
have
approximately
20
minutes,
I'm
not
going
to
go
through
each
and
every
side,
I'm
going
to
focus
on
the
performance.
Summary
and
I've
got,
have
some
talking
points
and
hopefully
I
can
answer
any
questions
that
you
might
have
in
the
span
of
20
minutes.
B
So
before
I
talk
a
little
bit
about
the
performance
summary
I'd
like
to
provide
a
little
bit
of
context
with
regard
to
the
human
resources
department.
For
the
past
few
years,
we've
really
worked
to
relook
at
our
service
delivery
model
after
one
of
our
key
leaders
within
HR
retired,
and
we
have
really
worked
to
become
a
department
that
number
one
is
more
data-driven.
B
One
of
the
key
things
that
we
did
is
we
looked
at
our
different
divisions,
and
so,
while
some
of
our
divisions
don't
have
metrics
it's
because
of
the
fact
that
we're
just
now
beginning
to
gather
that
data
and
I'm
just
so
happy
that
many
of
my
leaders
are
here.
Every
single
leader
that
is
here
is
a
result
of
a
promotion.
B
B
B
43
percent
of
those
hires
have
been
people
of
color,
we've
had
12
promotions,
of
which
I'd
like
to
go
back
to
the
Chuck
I'd
like
to
go
back
to
I
want
to
stay
on
that
this
slide
here.
Yes,
thank
you
very
much.
Thanks
of
the
twelve
promotions
that
we've
had
within
the
human
resource
department,
33
percent
of
those
promotions
have
been
people
of
color
and
83
percent
of
them
women
and
we
are
without
with
regard
to
our
diverse
spending
in
every
area.
B
Our
spending
does
exceed
the
city
citywide
spending
percentages,
so
I
just
wanted
to
give
that
overview
as
a
department.
We
feel
that
we
want
to
also
walk
the
talk
and
do
what
we
can
to
advance
equity
in
the
city
of
Minneapolis.
Now
what
I'd
like
to
focus
on
is
more
specific
to
the
city
as
an
enterprise.
So
if
you
look
at
what
happened
with
regard
to
our
hiring
in
2018
40,
43
percent
of
the
hires
within
the
city
of
Minneapolis
were
people
of
color
and
that's
great
in
the
sense
that
we've
been
very
steady.
B
That
speaks
to
what
the
department's
have
done
to
advance
a
hiring
of
people
of
color
within
the
city
of
Minneapolis.
That
has
been
attributed
to
the
various
pathway
programs
that
we
have,
including
the
police,
fire,
Public,
Works
pathway
programs,
it's
42
percent
greater
because
we
have
these
pathway
programs.
What
we
see
is
that
we
have
40
we've
had
a
42
percent
increase
in
terms
of
hiring
because
they're
going
we're
using
a
different
hiring
process,
but
it's
still
in
alignment
with
city
standards,
I'd
also
just
like
to
give
a
shout
out
to
the
fire
department.
B
Because
of
that
work,
and
we
just
received
the
evaluation
forms
actually
today,
and
it
just
showed
that
we
are
really
exceeded
the
work
because
of
the
work
that
the
fire
department
has
done.
It's
beginning
to
get
national
recognition
because
of
the
EMS
programs
and
those
programs
similar
to
the
programs
in
the
police
department,
as
well
as
in
the
public
works
department,
have
been
very
effective.
B
So
that
does
speak
to
why
we've
been
effective
in
hiring,
but
there's
some
other
things
of
why
we
feel
really
excited
about
that.
We
have
deepened
our
training
around
the
unconscious
bias
in
the
hiring
process.
In
the
interview
process,
we
have
more
participation
by
human
resources
in
the
interview
panels
and
we
also
are
really
looking
at
the
data
in
a
different
way.
So
we
did
hire
an
HR
data
analyst
and
it's
one
thing
to
have
the
information.
B
So,
while
we've
talked
about
the
hiring
process,
we
need
to
also
talk
about
the
retention
process,
and
so
while
the
separations
have
been
steady
and
the
increase
is
a
percent
per
year
of
hiring,
we
still
are
seeing
some
concerns
regarding
who
leaving
the
city
of
Minneapolis,
and
so
what
we've
attempted
to
do
is
really
try
to
ask
ourselves.
Why
is
that
happening?
B
B
Even
a
year
ago
we
said
we
were
going
to
make
a
commitment
to
automating
the
exit
interview
process
via
ServiceNow,
which
we
did,
and
so
some
of
that
initial
data
and
again
its
initial
data,
says
that
why
people
particularly
women
and
also
people
of
color,
leaving
around
three
specific
areas,
the
top
three
I
should
say
one
is
around
supervisor
the
other.
One
is
workplace,
balance,
work,
life
balance
and
the
third
one
is
workplace
culture.
So
those
are
some
things
that
we
have
to
look
at
a
little
deeper.
B
B
Research
shows
us
that
when
employees
are
engaged
and
they
feel
valued
and
if
you're
welcome,
there's
a
tendency
for
them
to
stay
in
an
organization,
so
we
took
the
engagement
survey,
we
used
to
do
it
every
two
years
and
this
year,
for
the
first
time
we're
doing
it
every
six
months.
That
way
departments
have
actual
data
that
they
can
act
on
immediately
versus
waiting
for
two
years
to
try
to
move
the
dial
on
that.
We
also,
as
many
of
you
know,
have
started
employee
resource
groups,
but
those
were
not
started
by
human
resources.
B
They
were
started
by
the
employees
themselves,
and
so
we
have
seen
some
great
success
in
the
employee
resource
groups.
We
now
have
four
employee
resource
groups,
two
of
those
employee
resource
groups,
the
Minneapolis
black,
employee,
Network
and
form
of
the
29%
Club,
but
is
now
called
women
were
recipients
of
the
costar
Awards
and
have
been
honored
for
their
work
and
the
executive
sponsors
of
which
the
Mucca
Bell
Director
for
Bell
is
one
of
them.
So
that
is
an
another
opportunity
to
engage
our
employees
in
a
different
way.
B
We
implemented
the
Star
Wars
program
and
that
came
as
a
result
of
an
employee
survey
and
this
year
I'm
happy
to
report.
Almost
400
employees
will
be
honored
for
their
work
in
the
city
and
an
example
of
that
is.
We
all
are
very
familiar.
What
happened
with
the
homeless
encampment?
Well,
we're
also
honoring
those
employees
who
had
a
great
role
in
really
helping
to
find
homes
and
places
for
our
residents
to
stay.
So
that's
a
marked
increase
in
terms
of
how
many
of
our
employees
have
been
honored
for
their
work.
B
They
really
benefit
the
city,
the
people
who
live
work
and
play
in
the
city
of
Minneapolis.
We
also
are
seeing
a
great
deal
of
work
around
our
performance
management
program
called
perform.
Minneapolis
I'm
happy
to
report
this
year
that
92%
of
our
departments
are
now
on
board
with
perform.
Minneapolis
we've
also
added
a
component
around
development,
so
each
employee
will
have
the
opportunity
to
develop
employee
development
plans
or
learning
development
plans
and
then
we're
also
in
the
process
of
working
with
the
racial
equity
team
in
the
strategic,
racial
equity
equity
planning.
B
To
look
at
what
we
call
metrics
of
urgency
to
take
even
a
deeper
dive
in
finding
out
why
people
are
separating
from
the
city
we're
also
looking
again
around
retention
is
to
really
look
at
our
total
compensation.
Total
compensation
is
more
than
benefits.
It's
around
wellness,
it's
around
different
policies
that
we
have
that
promote
paid
leave.
It's
also
around
our
salary
and
our
market
data,
which
we
do
look
at
that
kind
of
data
to
really
look
to
see,
particularly
as
it
pertains
with
our
labor
partners
or
our
labor
units.
B
What
we're
looking
at
for
future
kinds
of
things
that
we
are
working
to
do
as
it
pertains
to
data
is
really
make
a
stronger
emphasis
on
the
analysis
of
the
data
that
we
have
in
the
workplace.
We
really
want
to
take
a
deeper
dive
and
look
at
some
of
the
kinds
of
things
that
we
need
to
do.
That
gives
us
a
bigger
picture
of
what's
going
on
in
the
workplace.
B
Let
less
time
looking
at
the
various
internship
programs
to
see
how
many
of
those
programs,
particularly
as
we
look
at
workforce
planning,
what
do
we
need
to
really
do
with
our
internship
programs
to
really
help
us
look?
How
are
they're
meeting
us
and
not
only
our
current
workforce
needs,
but
also
our
future
workforce
needs,
and
so
these
are
some
of
the
things
that
we
hope
to
engage.
You
want,
as
policymakers
I'd
also
like
to
extend
an
opportunity
for
you
to
engage
us
in
this
work
around
our
future
workforce.
B
Many
of
you
have
received
an
email
regarding
what
has
normally
been
called
and
historically
been
called
the
large
labor
management
committee
or
may
15th
we're
changing
that.
To
look
at
it
we're
going
to
call
it
a
study
session,
but
it
really
it
is
old
future
workforce
summit.
Well
we're
asking
policy
makers,
our
labor
partners
and
department
heads
to
really
look
at
some
of
the
kinds
of
things
that
we
as
an
enterprise
need
to
look
at,
but
what
we
want
you
to
do
is
to
come
as
a
learner.
B
Want
you
not
to
just
come
as
a
policymaker.
We
want
you
to
come
as
a
learn
and
help
us
jointly
work
with
our
most
esteemed
to
all
of
us.
Look
and
saying
what
do
we
need
to
do
to
prepare
the
city
for
our
future
work
for
us,
and
so
I
will
be
rescinding
that
out
today
and
I'm,
hoping
that
you
can
participate
in
that
and
then
lastly,
just
as
a
momento
I
will
give
this
to
you
later.
B
I
have
some
really
nice
bookmarks
that
I'd
like
to
give
to
each
one
of
you,
and
this
just
highlights
our
employee
resource
groups,
so
the
employees
themselves,
as
was
done
completely
in
the
city.
It
was
a
collaboration
between
the
communications
department,
the
employee
resource
groups
actually
developed
the
word
market.
We
brought
someone
in
to
help
you
give
some
information
on
each
employee
resource
group
and
it
was
also
printed
in-house
through
our
document
solution
center.
At
this
point
I'm
available
to
stand
to
respond
to
questions.
Thank
you
very
much.
Mr.
A
Ferguson
I'm
curious,
thank
you
for
the
conversation
and
for
prioritizing
work.
First
book.
Workforce
diversity,
I,
am
curious.
What
other
aspects
of
workforce
diversity
are
we
looking
at
and
how
is
that
information
being
shared
with
staff
or
leaders
or
the
public
so,
for
example,
paygrade
distribution,
the
pipeline
of
hiring
and
retention
and
etc,
and
maybe
you
have
that
extra
detail
and
just
doesn't
fit
on
a
slide,
but
I
wanted
to
see
if
you
could
speak
to
that
at
all.
B
B
We
we've
now
started
looking
at
information
to
look
at
our
different
generations
within
the
workforce
and
now
what
we're
trying
to
do
is
build
the
dashboards
so
that
we
can
begin
to
communicate
that
information
departmental
wide
as
well
as
you
to
all
of
you
policy
makers.
One
of
the
challenges
that
we've
had
is
as
I've
mentioned
earlier.
We
never
really
had
anyone
that
could
really
help
us
pull
the
information
out.
Lies
it,
but
now
we
do
have
that
information.
We
plan
to
get
it
out
in
dashboard
format.
B
C
B
That's
actually
part
of
our
plan
is
to
be
communicating
dashboards.
We
had
to
do
to
some
other
kinds
of
things
that
happened.
We've
had
to
delay
that,
but
that
is
indeed
our
plan
is
to
communicate
that
with
our
human
resource,
generalists,
who
will
go
and
talk
with
and
give
that
information
directly
to
the
departments.
Yes,.
A
That's
good
to
know,
I
wanted
to
invite
my
colleagues
to
jump
in
with
any
other
questions
and
concerns.
We
do
have
speaker
management
going
and
we
also
are
trying
to
pay
attention
to
people's
flags
here.
This
is
one
of
the
functions
that
reports
into
the
Enterprise
Committee
and
I'm.
The
chair
of
that
committee.
So
I'm
just
going
to
take
jump
in
right
here
and
and
ask
this
is
something
that
from
the
budget
I
see
is
similar
to
to
see
ped,
but
I
wanted
to
ask
you
about
vacancies
in
your
department.
A
B
Share
Palmisano,
thank
you
very
much.
What
it
has
done
for
us
is
sometimes,
quite
frankly,
we
have
had
to
delay
some
of
our
projects.
So
if
we've
have
we
have
a
project,
for
example,
where
we're
looking
at
essential
functions.
It's
a
good
example
of
that,
and
because
we've
had
our
director
in
that
area,
bill
Champa
that
he's
director
of
strategic
business
partnerships
has
had
to
actually
work
in
the
department,
because
we
we
had
to
have
that
that
done.
B
What
we've
attempted
to
do,
however,
is
do
the
best
that
we
can
prioritizing
those
positions
and
within
the
next
I
would
say
month
or
so
we
will
almost
be
at
a
hundred
percent
again.
So
that's
what
we
it
has
delayed.
Some
of
the
projects
that
we
have
had
to
focus
on
and
I
would
also
invite
any
of
my
directors
that
they'd
like
to
to
speak
on
that
I.
B
Think
one
area
as
I
thought
about
it
that
it
is
has
challenged
us
with,
is
in
the
area
of
our
classifications
and
compensation.
Late
2018,
many
of
you
know
Pam
Nelms,
who
was
the
compensation
classifications,
person
who
retired,
and
so
we
had
to
spend
some
time
fill
in
that
position
and
then
we
had
our
other
compensation
person
who
left,
and
so
that
has
delayed
in
terms
of
the
speed
that
we
can
get
certain
kinds
of
things
being
done.
Thank
you.
E
E
E
So
one
of
the
challenges
of
being
a
person
of
color
or
somebody
who
worked
as
staff
and
now
is
in
this
role.
One
of
the
challenges
of
working
in
an
institution
like
City
Hall
is
that
institutionalized
racism
is
something
that
even
has
we're
trying
to
dismantle.
It
is
still
happening
around
us
that
it's
very
challenging
on
the
soul.
To
be
honest,
you
know,
I
mean
you
know
the
struggle
so
I'm
curious
about.
E
B
B
The
other
thing
that
we
are
working
on
right
now,
even
as
we
speak,
is
we
have
the
end
of
last
year.
We
brought
the
what
is
normally
no
the
anti
discrimination
and
harassment
unit.
It's
now
under
my
purview
and
one
of
the
things
that
we've
done
for
the
past
few
months
is
to
do
a
continuous
improvement
process
and
really
look
at
where
some
things
that
we
could
do
differently.
B
We
want
to
you
know
ad
and
HR
is
only
a
component
of
respect
in
the
workplace,
so
I
just
got
out
of
a
meeting
this
morning
where
we're
looking
at
some
other
things
that
we
can
do
to
begin
to
promote
that
and
that
we
can
encourage
people
have
a
good
communication
plan
to
say:
hey
we
care
about
you.
We
need
to
know
if
there
are
areas
that
you
need
some
additional
support
in.
We
want
you
to
come
to
us.
B
We
want
to
be
transparent,
but
we
can't
just
look
at
the
legal
kinds
of
things
we
want
to
minimize
risk
to
the
city,
but
the
point
I'm
making
is
we're
trying
to
come
up
with
different
avenues
that
employees
can
come
to
us
so
that
we
can
begin
to
facilitate
those
dialogues
or,
more
importantly,
may
help
them
understand
that
there
is
support
for
you
and
we're
here
to
help
support
you
and
stand
by
you
and
work
with
you.
The
other
last
thing,
I'd
also
want
to
add,
is
that's
why
data
is
important
I'm?
B
E
Thank
you
so
much
man
ask
another
question,
so
a
question
that
I
have
as
well
as
about
the
hiring
process
at
the
department
level
in
other
departments.
For
example,
what
kind
of
support
can
HR
provide
in
that
process
of
creating
interview
panels
and
then
combatting
biases
within
the
panel's
themselves?
I've
just
I've
been
peripherally
involved
with
with
panels
that
have
been
very
concerning
about
the
way
folks
have
been
responsive.
E
B
Palmisano
councilmember
Cunningham,
one
of
the
things
that
we've
done
is
we
have
implemented
the
the
unconscious
bias
in
the
hiring
process
that
was
developed
with
an
outside
consultant
and
then
we've
also
prepared
it
with
our
own
HR
department
that
we
have
offered
to
all
departments.
That's
one
piece:
we
also
are
getting
our
HR
folks
much
more
involved
in
the
home
process
and
thus
is
why
we
have
I
believe
the
hiring
numbers
have
gone
up.
D
B
We've
put
that
that's
a
that's
a
new
program
that
we've
put
in
place
to
train
interview,
parents
about
minimizing
their
biases
in
the
in
the
hiring
process.
So
those
are
some
examples
that
we're
working
on
and
it's
a
work
in
progress,
I
mean,
but
we
are
committed
to
making
sure
that
we
are
providing
additional
resources
and
support
for
the
employee
as
well
as
for
the
managers.
Thank.
C
B
Share
Palmisano
council
vice
president
Jenkins
I
will
be
sending
something
out:
I
have
the
email
out
and
as
soon
as
I
get
back
I'll
send
it
to
you.
But
what
what
we're
doing
is
we
are
inviting
the
CEO
of
great
MSP
Peter
to
give
us
an
overview
of
what's
happening
in
the
region
as
it
pertains
to
the
workforce.
So
it's
not
just
the
city
of
Minneapolis
proper,
it's
what's
happening
in
the
region
and
then
what
does
that
mean
from
a
talent
management
perspective?
So
that's
part
of
it.
B
We
have
a
council
directive
that
we
had
a
few
years
ago,
and
now
we
need
to
start
actualizing
that
so
we're
going
to
really
do
some
work
and
really
start
thinking
about
what
we
need
to
do
to
really
give
the
fact
that
we're
2.6
unemployment
rate.
You
know
we
want
to
engage
people
and
come
up
with
new
ideas,
and
so,
as
I
said
before,
I
will
be
sending
that
email
out
today.
That
I
give
you
some
more
additional
information.
Thank.
A
B
Palmisano,
thank
you
very
much
in
terms
of
our
benefits
package,
the
pure
part
of
the
benefits
package.
It
is
very
competitive
and
I'm
not
talking
about
leave
or
any
of
those
kinds
of
things.
Just
one
component
of
total
compensation.
We
do
a
great
deal
of
work
involving
our
labor
benefits,
Management
Committee
and
looking
at
what
the
benefits
part
of
our
overall
packages
and
that
part
is
very
competitive.
We
also
with
regard
to
the
other
things,
though
I
think
we
need
to
look
at
as
I
leave
policies.
We
have
various
policies.
B
One
we
are
wanting
to
look
at
is
our
paper
and
leave
to
see.
If
we
could
there's
some
things,
we
could
do
differently
with
that,
our
alternative
work
arrangement
and
telecommuting
policy.
We
have
one,
but
we
need
to
really
look
at
how
we
can
deepen
that
there
are
the
other
one
as
a
caregiver
program.
These
are
the
all
these
kinds
of
things
really
make
up
the
total
compensation
package.
Our
PTO
arm,
I,
shouldn't,
say
PTO,
because
that's
not
the
term
we
use
here,
but
our
paid
time
off
program
is
really
on
vacation
and
also
sick.
B
Leave.
Programs
is
pretty
generous,
and
so
we
need
to
look
at
that
as
well
as
salaries.
We
need
to
look
at
all
of
that
as
part
of
our
package
within
the
city
of
Minneapolis,
and
we're
doing
some
work
on
that,
but
we
we
can
do
more
and
I'd
like
to
defer
to
you
Miss
Bertha,
if
you'd
like
to
add
anything
to
that.
B
Sorry,
forgive
me
we
are.
We
do
quite
a
bit
of
work
in
terms
of
salaries
when
we
have
positions
that
are
open
in
the
city,
we
do
go
out
to
look
to
see
where
they
are
from
a
public
sector
perspective
and
in
some
cases,
particularly
with
IT
or
some
of
our
hard
to
fill
positions.
We
also
have
made
provisions
with
that.
What
some
of
you
may
not
realize
also
is
that
employees
at
any
time
if
they
would
like
to
get
a
salary,
because
that
is
part
of
what
they
can
also
do.
B
The
area
that
we
do
need
to
focus
on
is
with
our
department
heads,
and
so
we
that
is
something
that
we
would
not
do
internally,
that
HR
we
were
finding
out.
So
we
have
begins
the
contracting
process
with
a
consultant
that
can
help
us
look
at
our
department
head
salaries
and
see
if
they
are
competitive.
B
A
As
as
we
transition
I
want
to
welcome
others
that
have
joined
us,
we
have
council,
member
Ellison.
We
have
council
president
thunder,
and
we
have
our
mayor
here
who
we
appreciate
your
commitment
to
this
results,
work
into
having
it
be
in
the
public
realm
and
I
appreciate
your
the
import
of
of
getting
this
getting
us
back
in
their
discipline
of
doing
this
so
welcome.
There.
I
also
want
to
just
comment
to
my
colleagues
about
the
rhythm
of
this.
This
is
just
the
second
day
that
we're
doing
this.
A
A
We
have
20
minutes
allotted
for
this
presentation.
If
for
this
topic
for
the
IT
department
and
that'll
be
a
combination
of
of
the
directors
comments
on
it
and
then
any
questions
we
might
have
in
you,
you
will
first
see
the
performance
summary
and
then,
in
the
back.
The
very
last
page
is
is
a
reports
analysis,
and
this
is
something
that
the
home
committee
chair
goes
over
and
works
with
the
coordinators
office
on
and
looks
to
develop
some
things
in
this
gray
box
at
the
top
called
focus
areas.
A
Those
are
things
that
I
think
that
the
home
committee
chair
should
should
seek
to
perhaps
get
answered
in
that
conversation
and
that's,
but
and
anything
is
for
a
game.
Anything
is
something
that
any
council
member,
whether
you're
on
the
committee
or
not,
it's
an
opportunity
to
sit
and
to
ask
and
have
an
important
conversation
about
this
well
in
advance
of
our
budget
process
for
the
year.
So
with
that
I'll
just
say:
welcome:
miss
cousins
and
you're
here
for
the
IT
piece.
F
Yes,
thank
you,
chair
Palmisano,
council
members,
mayor
Frey,
I'm,
Beth,
cousins,
I'm,
the
deputy
CIO
in
the
IT
department,
I'm,
currently
filling
the
interim
CIO
role.
This
first
slide
performance
summary.
We
have
three
different
versions.
The
one
that's
being
projected
is
one
version.
The
one
in
front
of
me
is
another,
but
you
have
the
correct
version,
and
really
it's
just
the
color
coding
that
somehow
get
got
mixed
up
between
the
versions.
F
There
were
two
focus
area
as
chair
Palmisano
pointed
out
that
I
and
asked
to
speak
to
the
first
I
will
speak
to
on
this
first
summary
slide
and
the
second
I'll
speak
to
on
the
last
slide.
First
I'd
like
to
point
out
that
IT
has
eight
divisions
that
roll
up
pretty
well
into
the
three
program
areas,
not
perfectly
but
pretty.
Well,
we
actually
manage
our
budget
at
the
department
level,
not
by
program
area
or
necessarily
even
by
division.
This
allows
us
a
little
flexibility
to
be
more
nimble
during
the
year.
F
F
Another
part
of
our
budget
that
you
are
interested
in
is
the
large
rollovers
that
we
have
every
year,
and
these
are
caused
by
two
things.
One
is
large
IT
projects
take
multiple
years
to
complete
and
another
is
that
there
is
a
gap
between
resource
allocation
and
the
actual
expenditures
and
I'd
like
to
take
just
a
minute
to
explain
how
those
arise
NIT.
F
So
in
the
case
of
a
cloud
solution,
we're
not
bringing
the
software
in.
So
we
don't
have
a
data
center
costs,
but
we
do
have
an
implementation
cost
still,
and
these
can
be
pretty
hefty
because
we
have
data
conversion
and
systems
that
we
need
to
connect
together.
And
then
the
ongoing
cost
is
what's
really
large
every
year
because
we're
paying
for
our
licenses
in
a
subscription
model.
So
those
are
s2
at
this
point
and
then
they
get
through
the
budget
process.
F
And
then
we
put
out
an
RFP
and
the
RFP
process
for
IT
projects
is
lengthy,
so
we
work
with
the
departments
to
understand
what
their
requirements
are
and
it's
not
as
simple
as
just
them
listing
them,
and
we
record
them.
It's
often
a
period
of
discovery.
The
departments
are
usually
thinking
about
how
they
can
improve
things
and
change
their
processes.
F
The
ongoing
all
costs,
including
the
ongoing
how
they're
going
to
be
funded,
have
to
be
identified
and
I
know
that
you've
experienced
some
of
having
to
resolve
those.
So
as
long
as
we
have
this
gap
in
resource
allocation
and
expenditure,
and
as
long
as
we
have
large
projects,
we
will
continue
to
have
rollover
requests
every
year.
Now
you
may
have
noticed
that
in
2017
we
had
an
especially
large
rollover
request.
That
was
because,
in
2017,
the
department's
technology
project
budgets
were
put
into
the
IT
budget
instead
of
each
departments
budget,
so
you'll
notice
in
2017.
F
It
was
high,
if
decrease
in
2018
and
as
those
projects
conclude
those
large
rollovers
that
large
rollover
will
end
in
stay
in
front
of
the
microphone
when
I
speak
in
terms
of
our
enterprise
priorities,
our
workforce
diversity
goes
for
people
of
color
jumped
a
few
years
ago
and
that's
when
we
transition
suppliers-
and
we
looked
at
that
time
out
what
maybe
we
should
bring
back
to
the
city,
and
so
we
brought
the
service
desk
back
to
the
city
and
desk-side
technician:
positions
back
to
the
city.
We
partnered
with
HR
and
see
ped
on.
F
Targeting
people
of
color,
we
had
an
intern,
an
IT
who
we
sent
to
many
North
Minneapolis
to
workforce,
centers
and
community
centers
to
get
the
word
out
that
we'd
be
hiring
these
entry-level
positions
NIT
and
we
were
quite
successful.
We
had
on
the
service
desks,
71%
people
of
color,
know
women
and
on
the
death
side
team
we
had
44%
people
of
color,
44%
women
and
where
we
stand
today
is
on
the
service
desk.
We
have
75%
people
of
color
and
one
woman
on
death
side.
F
We've
dropped
so
we're
down
to
a
third
and
a
third,
but
the
word
is
out
has
been
out
about
these
positions.
That
city
has
these
job
functions.
So
now,
when
we
do
post
four
positions,
we
get
a
very
rich
candidate
pool,
and
so
that's
good
for
those
positions
for
higher
level
positions.
We
use
recruitment
firms
we
reach
out
to
professional
organizations.
F
As
director
Ferguson
mentioned,
we
have
a
hard
time
filling
some
of
our
IT
positions,
they're
very
competitive,
we're
lucky,
sometimes
to
get
a
qualified
pool,
and
so
it's
really
hard
for
us
to
meet
diversity
goals
as
well.
In
that
area,
it's
especially
hard
getting
diversity
goals
for
women.
It
turns
out
that
at
the
collegiate
level,
men
outnumber
women
four
to
one
in
computer
science,
and
we
see
this
with
the
diversity
spending
for
suppliers.
F
So,
while
we're
meeting
diversity
spending
for
minority-owned
businesses,
people
of
color
we're
not
meeting
them
for
women,
because
women
are
not
entering
into
computer
science
they're,
not
starting
businesses,
technology
businesses
at
the
same
rate
as
men,
so
for
the
department
priorities
we
messed
up
and
put
our
2019
department
priorities
in
the
presentation.
Our
department
priority
for
2018
was
to
increase
our
capacity
to
take
on
technology
projects.
What
has
been
instrumental
in
helping
us
improve
in
that
area?
F
It
was
an
IT
governance
process
that
Maria
talked
about
last
week
that
kicked
off
last
year,
and
that
is
evolving.
That
is
helping
us
to
throttle
the
volume
of
IT
projects
coming
forward
and
to
also
ensure
that
we're
working
on
the
right
projects,
so
that's
helping
with
our
project
capacity.
What's
not
helping
is
we
still
have
a
very
large
number
of
incidents.
F
I'll
talk
about
that
in
another
slide
and
then
for
2019
I'll
talk
about
this
next
year,
but
we
do
have
a
cybersecurity
project
and
so
our
initiative
that
we're
focusing
on
we're,
putting
more
technology
protective
technologies
in
place
and
we're
going
to
be
training
our
workforce
on
cyber
security
issues.
The
other
is
around
data
and
analytics.
F
So
infrastructure
services
provides
the
computers,
the
network,
the
security
and
staff
to
support
the
cities
around
500
applications.
When
city
employees
call
the
Service
Desk
for
help,
each
contact
is
tracked
as
an
incident.
So
that's
our
measure
for
this
area
is
the
number
of
incidents
that
we
have
and
what
you'll
notice
is
that
the
incidents
have
increased
pretty
significantly
by
35%
from
2016
to
2018.
Yet
we
have
pretty
good
compliance
in
terms
of
the
service
level
that
we
commit
to
responding
to
these
incidents.
F
F
I
think
the
other
thing
that
point
out
is
in
2016
was
the
first
year
of
us
having
a
Service
Desk
we've
built
that
function
from
scratch,
and
in
the
ensuing
couple
of
years
our
staff
have
become
more
Skills,
they've,
become
more
knowledgeable
and
so
they're
just
able
to
perform
better
than
they
were
in
that
first
year.
That
has
helped
us
keep
up
our
compliance
levels,
around
incidence.
F
Workforce
enablement
services
provides
supportive
assist,
Izaak
cities,
IT
systems.
These
are
also
where
we
have
experts
who
design
and
operate
technology
processes,
solutions
and
projects,
and
the
measure
that
we
have
of
IT
systems
being
within
their
useful
life
is
whether
the
technology
continues
to
be
enhanced
for
its
intended
business
purpose
and
maintained
by
the
supplier.
What
you'll
see
on
the
the
colored
slide
is
we
have
the
year
2010,
so
you
can
see
where
we
were
in
2010
and
then
we
jump
to
2016,
17
and
18.
So
you
can
see
how
we
have
improved.
F
We
collaborate
with
departments
every
year
to
understand
for
these
technology
systems.
What
the
remaining
useful
life
is.
We
work
with
suppliers
to
understand
where
they
are,
and
then
we
decide
with
departments
whether
the
system
should
be
upgraded,
replaced
or
consolidated.
Consolidated
consolidation
is
important
because
it's
a
way
for
us
to
better
control
our
costs.
F
We
can
have
fewer
people
supporting
up
technology
than
if
we
have
multiple
different
technologies,
and
it
also
is
more
cost
efficient
in
terms
of
Licensing,
sometimes
paying
for
the
data
center,
and
so
some
of
the
areas
where
we
have
consolidated
technology
or
around
the
use
of
SharePoint
and
smartsheet.
These
are
two
technologies
that
have
been
very
popular
within
the
last
couple
of
years.
They're
replacing
some
of
the
online
forms,
smart,
she
can
do
surveys
and
the
departments
are
using
them
to
improve
their
workflow
and
business
processes.
F
Patients
mentioned
ServiceNow,
so
when
we
brought
the
service
desk
a
desk
side
back,
we
got
a
new
cloud
system
called
service
now
and
we're
leveraging
that
for
in
multiple
areas
in
the
city,
so
we
provide
IT.
We
call
it
service
management
on
it.
Hr
is
providing
their
service
management
on
it.
We
are
building
a
system
on
this
platform
for
solid
waste
and
recycling
for
their
placement
of
their
core
mission,
critical
system.
They
call
it
Swiss.
F
We
developed
a
system
for
the
city
clerks
for
managing
Minnesota
data,
Practices,
Act
requests
or
Freedom
of
Information
requests
and
we're
also
consolidating
the
seep
admins
replacement.
So
we're
consolidating
a
very
infrequently
used
course
system
and
we
call
them
shadow
systems
which
spreadsheets
and
databases
and
people
have
in
their
own
way
of
doing
business
onto
a
new
single
platform
and
police.
F
F
F
So
what's
on
the
open
data
portal
and
then
also
what
data
sets
are
available
to
city
staff,
for
them
to
do
analytics
and
understand
their
own
businesses,
and
so
we've
had
some
successes
in
this
area,
as
departments
become
more
familiar
with
their
data
through
the
analytics
hub
they've
gained
to
gain
deeper
insights
and
improve
program
evaluation.
An
example
of
this
is
regulatory.
Services
was
able
to
improve
tearing
of
rental
property
for
licensing.
This
is
a
process
that
went
from
weeks
to
a
single
day.
F
Dashboards
and
visualizations
have
been
popular
with
the
public,
so,
for
example,
the
police
stop
dashboard
is
one
such
example.
When
we
put
out
just
the
raw
data
and
the
open
data
portal,
it's
really
not
looked
at
that
much
so
we've
had
a
total
of
260
views
of
just
the
raw
data,
but
when
we
put
the
dashboard
out
where
the
public
can
interact
with
it,
we
have
had
21
thousand
views.
So
it's
really
a
huge
Delta
260
versus
21,000.
F
So
we
know
that
the
public
prefers
data
that
they
can
interact
with.
Data
quality
is
improving
as
staff
evaluate
data
outside
of
the
core
business
system.
So,
if
they're
looking
just
at
a
field
in
the
business
system
and
isolation
of
all
of
the
other
records,
they
don't
gain
the
insights
they
do
when
we
take
it
out
and
put
it
in
the
analytics
hub
and
they
do
some
reporting
and
analytics
against
it.
We
still
have
challenges
in
this
area.
So
usage
of
the
open
data
portal
is
low.
F
F
But
there
may
come
a
point
where
you
know
we
don't
have
that
sort
of
flexibility
or
it's
too
large.
So
how
do
we
think
about
how
we
do
that?
So
we
don't
have
departments
pausing
on
doing
analytics
because
of
you
know,
what's
going
to
cost
her,
we
haven't
figured
that
out,
but
that's
something
that,
because
we
advance
this
program,
we
need
to
think
about.
F
G
Largely
the
choices
of
what's
being
added
to
the
analytics.
Excuse
me:
the
open
data
portal
is
with
the
departments,
so
we
try
and
really
encourage
them
to
look
at
some
of
the
most
commonly
requested
data
sets
and
try
and
get
those
out
onto
the
open
data
portal.
So
we
can
proactively
make
those
available
there
that
there's
still
some
work
to
do
on
that
in
terms
of
adding
more.
G
A
G
Palmisano
part
of
going
towards
the
analytics
hub
is
by
getting
departments
familiar
with
their
information
and,
as
they
become
more
familiar
with
your
information,
they
feel
more
comfortable,
putting
some
of
that
information
out
onto
the
open
data
portal
or
through
visualizations,
and
preferably
both,
because
we
want
to
hit
both
audiences,
some
of
the
ones
that
want
to
look
at
more
raw
information
and
also
the
ones
that
want
to
interact
with
some
of
the
dashboards
as
we
have
to
become
more
familiar
with
it
and
through
that,
as
Beth
had
mentioned.
Data
quality
is
improving.
G
They'll
feel
more
comfortable
about
putting
those
data
sets
out
onto
the
open
data
portal
and
just
by
confidence,
improving
the
data
quality
and
then
bringing
more
of
it
together.
So
they
can
work
with
it
and
be
prepared
to
respond
to
some
questions
that
might
come
with
my
dataset
who's
doing
it.
So
it's
being
released.
A
I
appreciate
that
my
feeling
is
that
data
added
by
Department
sometimes
has
been
stagnant
for
the
last
few
years
and
versus
growing.
Some
cities
have
policies
saying
that
after
data
set
have
been
requested
three
or
more
times
that
it
just
automatically
becomes
part
of
the
open
data
portal
and
I.
Think
that's
an
interesting.
Maybe
a
policy
consideration
I'm
just
curious:
do
you
have
goals
in
terms
of
open
data
or
open
portal
stuff
for
the
IT
department.
A
F
F
H
I
Thank
you,
madam
chair
I'm,
really
glad
to
hear
that
it's
both
in
this
case
I
also
appreciate
the
move
for
visualizations,
especially
for
internal
departments,
but
I.
Think
it's
really
critical
from
a
public
empowerment
and
a
public
trust
and
a
public
transparency
aspect
that
we
have
data
out
on
the
open
data
portal.
In
fact,
I'd
really
love
to
see
the
city
hosting
some
events
with
the
tech
community
and
with
coders,
and
also
doing
some
more
focused
efforts
around
how
to
make
this
data
more
usable.
I
I
know
I've
been
out
there
and,
for
instance,
we
had
police
incident
data
that
was
separated
out
by
year,
and
so
it
made
it
more
difficult
to
be
able
to
work
in
between
the
different
data
sets.
For
instance,
I
would
also
ask:
can
you
name
some
departments
that
haven't
put
any
data
out
on
the
open
data
portal?
Are
there
any
that
haven't
done
so
yet
I'm.
G
I
I
Almost
five
years
and
two
departments
have
not
put
they
is
it
fair
to
say
they
have
put
any
effort
into
this
or
that
they
just
haven't
gotten
any
data
out
there.
Yet
I
guess
it
would
be
great
to
know
from
those
departments
why
why,
after
almost
five
years,
does
the
public
not
have
any
access
to
their
data?
And,
despite
this
body
unanimously
passing
an
open
data
policy.
G
Comes
aroma,
Sun,
Times
member
Johnson
in
the
case
of
Finance
Department
I,
wouldn't
say
that
they
haven't
had
they've
made
no
effort
because
they
are
using
over
the
years.
They've
used
open,
gov
as
a
visualization
tool
and
there's
an
advancement
with
open
gov
the
tool
in
this
past
year,
so
I'm
expecting
that
there
will
be
some
raw
information
to
be
added
to
the
open
data
portal.
Attorney's
Office
is
comes
along
the
lines
of
being
careful
about
what
information
that
is
included
into
the
open
palatal
portal.
I
I'm
at
a
loss
for
words,
I
mean
it's
so
disappointing
that
after
all
this
time,
nearly
five
years,
there
wouldn't
be
some
data
out
there
that
could
be
shared.
That
would
help
the
public
in
increasing
transparency
and
allowing
the
public
to
better
participate
in
their
governance
and
in
local
government.
So
that's
very
concerned
on,
let's
just
at
least
to
be
fair.
Let's
put
out
on
a
positive
note:
who's
done
the
best
around
open
data
participation.
G
Chair
Paula
Zahn
council
member
Johnson,
if
you
look
at
strictly
from
the
number
of
records,
you
could
say
the
police
department,
just
because
of
sheer
volume
there
are
actually
kind
of
caught,
see
Pat
has
done
fairly
well
with
a
lot
of
variety
of
information.
There
are
a
lot
of
in
the
case
of
sheephead.
There
are
a
lot
of
GIS
layers
that
are
used
for
boundaries
in
the
soil.
I
F
A
Thank
You
council
member
Johnson
for
your
comments.
I
look
forward
to
chiming
in
to
ask
every
department
more
about
that
as
they
continue
their
results
discussions.
This
is
the
kind
of
discussion
we
want
to
have
about
how
we
deliver
a
current
service
level
and
it
should
help
inform
discussions
about
priorities
and
resources.
A
Then,
as
we
go
through
the
budgeting
process
and
really
we're
at
that
point
in
the
budgeting
process,
where
we
haven't
yet
had
departments
meet
with
the
mayor's
office
and
we'll
all
be
engaged
in
those
conversations
as
appropriate,
so
I
know
we
need
to
move
along
so
I'll
say.
Thank
you
very
much
to
our
IT
department.
A
H
You
chef,
besides
that
Pineda
I,
also
wanted
to
ask
about
the
number
of
incident
reports
and
I'll
say
in
general
on
on
these
reports.
One
of
the
challenging
things
is
that
we've
selected
green
to
indicate
an
increase
and
an
increase
in
something
is
not
always
good
and
we've
selected
red
to
indicate
a
decrease
and
a
decrease
in
something
is
not
always
bad.
H
So
it
feels
like
green,
yellow
red
night
I
hope
that,
maybe
in
future
years,
we
can
orient
this
in
a
way
that
it
doesn't
have
the
same
kind
of
symbolic
indication
of
what
those
things
mean.
But
I
do
want
to
note
that
that
increase
in
incidents
is
kind
of
significant
and
important
and
I
also
think
that
it
doesn't
tell
the
whole
story,
sometimes
at
the
department
right.
So
I
think
that,
like
Ana.
H
Changes
that
haven't
been
in
in
a
way
that
worked
for
departments
and
I'm,
not
sure
that
that's
even
represented
in
the
sort
of
incident
numbers
and
so
I
guess
I'm
I'm,
wondering
sort
of.
How
would
you
overall
sort
of
think
about
what?
What's
your
sense
of
where
we're
at
right
now
and
in
being
trusted
partners
with
departments
and
and
in
in
the
systems
that
we
have,
that
aren't
showing
up?
As
you
know,
red
flags
for
being
at
the
end
of
their
useful
life,
but
maybe
haven't
gotten
to
the
beginning
of
their
useful
life.
F
Palmisano
councilmember
Fletcher,
that's
a
big
question
and
you're
right.
There
likely
are
things
that
we're
not
hearing
about.
We
don't
know
about
them.
We
have
some
measures
of
satisfaction,
so
the
city
coordinator
department
does
survey
every
two
years
to
understand
satisfaction
in
different
areas
of
IT.
Certainly
the
service
desk
and
death
side
computing
were
the
highest
they
rated
in
the
90s
the
last
time.
Other
areas
of
IT
aren't
as
high
and
in
December
ahead
Gartner,
which
is
a
large
IT,
consulting
firm.
F
In
fact,
the
world's
largest
you're
familiar
with
them
come
in
and
do
an
analysis
to
help
us
understand
where
our
gaps
may
be
and
what
they
found
was
that
there
were
two
areas
that
we
are
especially
at
risk
and
lacking
their
infrastructure
and
cybersecurity.
In
fact,
they
said
that
we're
accepting
a
shocking
level
of
risk
in
cybersecurity,
so
that
really
is
an
area
of
focus
for
us
given
the
size.
Another
thing
that
they
said
was
that
we
are
an
important
Midwest
City,
but
the
IT
department
is
funded
like
Des,
Moines
or
Laredo
Texas.
F
So
I
point
that
out
just
because
what
I
want
to
say
is
we
do
a
lot
for
our
size
and
department,
satisfaction
that
varies,
and
it
varies
hierarchically
in
departments
and
across
department.
So
there's
some
wide
variability.
We
certainly
are
not
and
everyone's
dreams
come
true.
We
simply
don't
have
the
resources
for
it.
We
do
try
to
understand
where
we
can
improve.
A
K
Afternoon,
mayor
council,
president
council,
chair
council,
vice
president
committee
members,
my
name
is
Velma
Korriban
I'm,
the
director
of
civil
rights
and
I
am
going
to
talk
to
you
today
about
our
results.
I
will
start
with
the
summary
page
and
talk
about
a
couple
of
a
couple
of
interesting
dots
and
then
I'll
move
into
into
the
the
analysis.
Part
portion
of
the
report.
First
of
all,
the
the
Civil
Rights
Department,
is
a
department
of
32
people.
The
largest
division
in
the
civil
rights
Department
is
our
contract
compliance
division
with
nine
people.
K
The
next
largest
is
the
office
of
police
conduct,
review
with
eight,
and
then
the
other
divisions
have
five
or
fewer
staff
in
them.
All
of
their
leaders
are
here
in
the
room
today.
So
I
may
be
availing
myself
of
their
expertise
because
they
have
the
deep,
deep
knowledge
and
experience
in
the
subject
matter.
But
I
will
do
my
best
to
give
you
the
highlights,
as
I
listed
in
the
report.
K
So
let's
talk
a
little
bit
about
what
is
in
the
summary
page,
because
I
don't
think
the
coordinators
office
would
have
put
together
a
summary
page
if
they
didn't
want
us
to
talk
about
it.
So
the
first,
the
first
two
things
that
I
will
just
note:
the
yellow
on
the
traffic
light
signal
there,
the
yellow
lights
on
at
the
top
of
the
page
on
contract,
compliance
for
a
2a
and
2b
I
want
to
go
right
to
that.
K
I
think
that
information
is
in
the
report
on
pages
5
&
6
of
the
report
that
you
have
in
front
of
you
and
I
would
note
that,
while
those
traffic
lights
are
yellow
and
the
and
comment
there
on,
the
trend
box
says
stable,
stable.
If
you
look
at
the
data
on
page
five
and
six
of
your
report,
you
will
also
know
that
there
has
been
some
significant
increase
in
those
numbers
and
I
am
NOT
certain
where
the,
where
the
cutoff
for
the
trend
was
greater
than
or
less
than
five
percent.
K
K
K
You
is
the
dot
there
on
the
office
of
police
conduct
review.
That
is
a
red
dot.
That
data
is
for
the
discipline
types
issued
by
the
police
chief,
that
is
outside
of
the
department's
control
and
may
appropriately
have
shown
up
in
the
police
department's
results,
but
I
don't
know
when
they're
coming
in
front
of
this
committee,
but
that
is
about
when
the
results
of
complaint
investigations
are
referred
from.
K
The
review
panel,
where
the
merits
of
an
allegation
or
are
decided,
and
that
case
is
forwarded
to
the
police
department,
for
the
police
chief
to
take
action
now,
I
will
tell
you
that
I
have
talked
to
the
police
chief
about
this.
The
performance
in
this
area,
and
what
I
do
know
is
that
there
is
not
an
intentional
attempt
by
him
to
subvert
what
is
happening
with
this.
K
It
just
like
everything
else
in
the
city
of
Minneapolis,
is
driven
by
stability
in
the
workforce,
so
whenever
there
is
turnover
with
there's
new
staff,
it
just
takes
time
for
people
to
become
familiar
with
what's
here,
and
so
this
is
a
factor
of
some
of
a
turnover.
That's
happened
at
the
leadership
level
in
the
police
department,
so
we
know
we
know
why
this
is
happening,
but
so
I
wanted
to
give
some
context
to
to
the
traffic
lights
on
those
pages.
K
I
will
also
tell
you
that,
as
we
start
to
go
through
this
report
on
page
three,
this
is
the
on
the
workforce
and
spending
diversity.
I
will
tell
you
at
the
Civil
Rights
Department
has
a
very
diverse
department.
It
is
I
would
mention
to
say,
probably
the
most
diverse
department
in
the
city
of
Minneapolis.
It's
a
value
for
us.
We
want
to
be
reflective
of
the
population
and
demographic
in
the
community.
We
don't
think
we
would
do
our
work
well
without
that.
K
So,
there's
not
a
whole
lot
of
opportunity
in
the
Civil
Rights
Department,
with
32
positions
and
and
highly
specialized,
but
but
my
division,
directors
and
I
do
like
to
give
people
the
opportunity
to
grow
and
learn
and
increase
their
professional
capacity,
and
then
we
do
like
to
provide
people
the
opportunity
to
move
up
as
much
as
we
have
the
capacity
to
do
so.
So
you
will
see
that
the
diversity
numbers
in
terms
of
workforce
and
spend
on
on
that
page
I
would
we've
talked
about
contract
compliance
a
little
bit.
K
That's
on
page
five
and
six
I
will
be
happy
to
entertain
questions
about
any
of
that
as
we
get
to
the
end
of
the
this.
Our
time
together,
the
office
of
police
contact
review.
You
probably
know
more
about
the
office
of
police
contact
review.
There
seems
to
be
the
division
that
comes
before
the
City
Council
most
often,
but
I
will
tell
you
about
the
the
results
are
always
stellar.
The
complaint
mode
keeps
growing.
K
Thank
you
for
the
resources
that
you
predict
source
that
you
provided
to
the
division
in
our
twenty
nineteen
budget,
but
I
can
tell
you
that
the
workload
in
that
division
continues
to
grow,
and
so,
in
the
last
in
the
last
year,
from
2018,
the
complaint
load
has
increased.
Seventy
five
percent
and
I
know
that
you'll
be
getting.
Some
people
will
be
getting
a
report
from
the
on
the
body.
Camera
analysis
in
the
next
couple
of
weeks,
or
so
the
body
camera
activation
number
I
think
is
around
ninety
four
percent.
K
That
has
a
direct
implication
for
the
capacity
of
the
workforce
in
the
in
the
office
of
police
conduct
review
the
more
you
activate
the
body
cameras
more
officers
are
on
the
scene
when
there's
a
complaint.
That's
a
lot
of
body,
worn
camera
footage
that
has
to
be
reviewed
by
a
body.
Camera
analyst
with
a
complaint
load
increasing.
You
can
just
see
kind
of
the
the
correlation
there,
and
we
can
talk
more
about
that
as
well
as
we
continue
to
go
through
through
the
report.
The
next
couple
pages
are
about
our
complaint
investigations.
Division.
K
As
you
know,
that's
our
traditional
Civil
Rights
Division,
where
we
take
in
and
investigate
complaints
of
discrimination
that
are
filed
by
folks
from
the
community,
as
with
all
the
other
divisions
inside
the
Civil
Rights
Department
the
workload
and
that
division
has
increased
as
well.
I
think
the
number
that
I
received
from
them
is
that
their
intake
is
up
two
hundred
and
thirty
seven
percent
and
from
that
that
intake
from
twenty
eighteen,
their
complaint
filings
are
up
50%,
and
so
they
are
doing
a
great
deal
of
work.
What
I
can
tell
you
about
the
complaint
investigations.
K
As
you
know,
that's
our
newest
division
created
as
a
result
of
the
labor
of
the
workplace
regulations,
ticket
save
time
and
minimum
wages.
That
group
has
also
been
growing
over
the
last
couple
of
years
as
up
to
four
now.
The
caseload
is
also
growing
in
that
division,
as
well
as
individuals
become
more
knowledgeable
and
aware
that
they
have
rights
under
these
new
ordinances
ordinances
and
between
the
outreach
that
the
staff
has
done
with
a
small
business
team
with
our
collaborative
enforcement
resource.
K
The
the
page
that
I
did
and
I
think
I,
probably
skipped
over
the
civil
rights
equity
division.
I
did
because
people
seem
to
only
think
that
the
thing
that
only
that
the
civil
rights,
equity
Division
does
the
urban
scholars
oversight
and
it
does
and
they're
phenomenal,
but
the
civil
rights
equity
did.
It's
also
doing
some
other
things
that
we
don't
talk
about
very
much
there.
K
There's
there
are
creative
team
inside
the
Civil
Rights
Department,
also
our
wellness
team
inside
the
Civil
Rights
Department,
so
any
of
our
civil
rights
one-on-one
classes
any
of
the
work
that
we're
doing
inside
the
Civil
Rights
Department
on
trauma
safe
space
wellness.
All
of
that
work
is
coordinated
by
the
Civil
Rights
Division.
So,
in
addition
to
the
work
that
they're
doing
with
the
urban
Scholars
Program,
they
are
also
making
sure
that
we
do
the
third
prong
of
the
Civil
Rights
department's
focus.
K
A
K
I
mentioned
earlier
in
the
summary
slide,
you
will
see
that
there
is
still
we've
got
some
discipline
that
is
pending,
that
the
police
chief
has
on
his
desk,
and
that
is
probably
the
reason
for
that
number.
But
not
every
complaint.
That's
filed
results
in
a
discipline,
because
a
lot
of
the
complaints
through
a
joint
supervisor
review
are
sent
to
other
ways
that
those
complaints
could
be
disposed
of
many
times.
K
Complaints
can
go
to
coaching,
they
don't
all
go
to
a
full
investigation,
but
for,
but
with
regards
to
discipline,
the
civil
rights
department
does
not
need
out
discipline.
We
investigate
cases
and
make
a
recommendation
on
the
merits
of
the
allegations
and
when
there
appears
to
be
an
opportunity
for
discipline
to
be
meted
out.
That
would
be
on
the
police
chief's
desk
to
do
so
and.
A
K
I'm
gonna
call
up
director
Jafar,
but
I
always
I.
Look
at
this
as
a
funnel,
because
there's
a
10
volume
police
policy
manual
that,
when
complaints
when
a
complaint
come
in,
makes
an
allegation,
the
intake
person
is
looking
at
that
police
policy
manual
to
determine
if
there
are
policies
that
that
that
those
allegations
can
be
attached
to
and
once
that
goes
through
to
the
joint
supervisors.
When
those
policies
are
attached,
the
joint
supervisors
then
have
to
make
a
decision
on
the
disposition
of
a
set
of
allegations.
K
A
K
K
Rental
traffic
light
was
mean
to
whatever
there
could
be
a
whole
list
of
allegations
in
a
complaint,
but
not
every
one
of
those
allegations
is
listed
specifically
in
the
ordinance,
but
they're,
probably
they
may
be
directly
attached
to
something
in
the
police
policy
manual,
but
they
may
not
be,
but
there's
a
line
in
the
in
the
ordinance
that
talks
about
anything
that
may
violate
a
police
policy.
So
it's
kind
of
a
catch-all
and
what
you're
probably
saying
is
when
you
see
all
those
policy
violations
is.
K
D
C
K
E
E
K
The
certification
process
that
the
city
uses
is
part
of
where
members
of
a
collaboration-
that's
called
the
Minnesota
unified
certification
program,
and
it
is
the
City
Minneapolis
Metropolitan
Council
Metropolitan
airports,
Commission
and
the
Minnesota
Department
of
Transportation.
The
reason
we've
adopted
that
certification-
it
is
the
one
that
seems
to
be
the
most
likely
to
be
able
to
withstand
challenges
in
terms
of
the
constitutional
challenges
of
narrowly
tailoring
when
we
use
it
for
our
race
and
gender
based
program.
So
that
is
the
certification
that
we
use.
E
K
But
the
word
on
the
street
from
people
is
that
we
don't
do
a
good
enough
job
buying
from
the
ones
we
already
have.
So
that's
the
first
point
I
would
make
the
second
point
I
will
make
in
terms
of
certification.
Certification
is
a
very
labor
intensive
people
driven
thing.
So
when
we're
talking
about
the
recent
staff
direction
and
the
value
for
increasing
the
number
of
certified
minority
firms
in
the
city,
it
would
take
people
who
want
to
put
in
their
applications
to
be
certified.
K
C
A
J
J
J
So
again,
happy
to
be
here
to
present
an
overview
of
key
data
points
from
our
department
as
an
update
to
the
original
data
that
was
presented
in
2018,
different
format:
I'm
Greta,
Bergstrom,
the
director
of
communications
and
we'll
kind
of
walk
you
through
our
enterprise
priorities.
Here
in
terms
of
workforce
diversity,
we
have
a
department
comprised
of
12
FTEs,
11
of
which
are
currently
filled,
and
we
will
be
working
on
filling
that
that
12
FTE
well.
We
currently
meet
the
enterprise
goal
of
45
percent
women.
In
our
department
we
have
55
percent
female
identifying.
J
We
do
not
meet
the
hiring
goal
of
41
percent
staff
of
color.
We
only
have
18
percent
staff
of
color
and
we
take
that
seriously
and
will
use
that
opportunity
with
the
open
FTE
to
make
sure
that
we
are
aggressively
promoting
the
position
and
hiring
appropriately
our
department.
I
can
tell
you
is
a
little
bit
smaller
than
some.
Historically
we've
had
fairly
little
turnover
or,
although
a
little
bit
more
in
the
last
three
years
or
so,
we
have
filled
three
open
positions
in
the
past
two
years
to
women
and
one
male
position.
J
I
can
tell
you
that
this
remains
a
top
priority
of
our
department,
as
we
move
forward
in
working
with
HR
department
as
well
in
filling
that,
in
terms
of
our
spending
with
diverse
suppliers,
city
communications
does
not
meet
citywide
goals
in
terms
of
percent
of
spending
with
diverse
suppliers,
specifically
spending
with
minority
owned
suppliers,
four
thousand
or
nine
percent
of
the
43,000
we
have
in
total
supplier
spending
figure.
We
do
meet
the
citywide
goals
for
non
minority,
women-owned
supplier
spending.
J
Much
of
that
kind
of
in
the
graphic
design
category
we
have
a
little
bit
less
discretionary
spending
via
V.
Our
overall
staffing
of
staff
supports
that
said.
What
what
we
do
spend
a
lot
on
percentage-wise,
at
least,
is
in
companies
that
provide
AV
equipment
and
support,
especially
for
council
chamber
in
our
audio-visual
department.
There
isn't
really
a
truly
broad
set
of
suppliers
for
these
services.
We
are
constantly
looking
at
those
and
as
we
go
out
for
RFP
for
those
services
and
that
equipment.
That
is
definitely
top
of
mind.
J
J
What
is
reflected
here
really
isn't
captured
as
last
year
in
2018
the
four
contracts
that
we
had
with
kly
small
American
radio
with
La
Raza,
Spanish,
Spanish
language,
radio,
Hmong
radio
were
carried
under
the
coordinator
budget,
so
it
wasn't
reflected
in
our
budget
in
2019,
a
council
and
the
mayor
did
place
that
budget
under
City
Communications,
so
I
expect
going
forward.
That
will
be
there.
We
are
also
looking
at
ways
to
expand
those
very
vital
channels
to
our
non-english
speaking
audiences
as
well.
J
We
did
at
a
program
in
2019
this
year
on
kmo
Jaso,
360,
minneapolis
360,
which
is
twice
a
month
and
so
we're
continuing
to
expand
contracts
and
our
channels
to
communicate
with
in
that
capacity
in
terms
of
department
priorities
starting
last
year
and
actually
about
a
year
before
that,
we've
been
focused
on
becoming
more
proactive.
We've
been
focused
on
becoming
more
strategic
so
that
we're
marrying
our
tactics,
which
I
think
in
the
past
has
been
very
tactically
led.
J
We
are
working
much
more
with
Department
clients
in
identifying
their
upfront
goals
and
objectives
and
I
think,
especially
in
a
data-driven
environment,
making
sure
that
we
are
very
clear
at
the
very
beginning
on
what
are
you
trying
to
achieve?
How
do
we
think
communications
can
move
the
needle?
You
know
over
the
next
six
months
over
the
next
year,
and
so
we
have
a
few
tools
in
place
for
doing
some
of
that
work
and
are
doing
more
of
that.
J
We
do
have
three
key
buckets
of
work
that
the
communications
department
focuses
on
Media,
Relations
kind
of
the
traditional
back-and-forth,
with
news
outlets
with
reporters
press
conferences,
messaging
that
work
digital
communications,
which
of
course,
has
risen
up
in
importance
and
volume
of
work
and
I
think
also
effect.
I.
Think
we've
had
some
good
success
in
that
area.
Everything
from
visual
content
to
video
content
to
social
media,
so
that
is
definitely
one
of
the
Tet
is
our
top
priority
in
the
department
and
then
our
second
topper
arity
is
with
strategic
communications.
J
That
I
just
started
to
mention
as
well.
In
2016
I
can
tell
you
in
terms
of
digital
communications,
we
repurposed
a
traditional
Media
Relations
position
to
be
a
digital
media,
strategist
position
to
really
guide
the
department
to
develop
strategy
and
to
grow
our
footprint
in
especially
with
digital
engagement,
social
media
in
particular.
I
think
we've
been
pretty
successful.
That's
definitely
something
we
want
to
keep
our
our
pedal
on
the
accelerator
in
that
terms
and
keep
working
in
that
way
in
close
collaboration
with
IT.
J
J
We'll
have
a
new
search
feature
so
that
people
can
actually
go
and
do
self-service,
because
we
know
people
want
to
get
their
information
when
they
want
it,
whether
it's
at
midnight,
whether
it's
at
5:00
in
the
morning,
they
want
to
be
able
to
come,
find
the
information
that
they
want
on
their
own
terms,
and
so
that
will
be
launched
at
the
end
of
this
year.
In
terms
of
video
services,
which
also
falls
under
digital
communications,
we
are
on
track
to
broadcast
about
310
live
city
government
meetings.
J
This
year
we
had
about
25
to
30
more
meetings
that
we
had
in
2017,
and
we
see
that
actually
growing.
This
meeting,
in
particular,
would
be
an
extra
meeting
that
is
providing
additional
transparency
to
the
public
and
which
is
live
broadcast
and
I.
Think
that's
important
so
that
work
is
obviously
very
important
and
continues
to
grow
just
for
a
little
perspective
and
up
and
count
ela
airs,
48,
live
meetings
annually
and
the
city
of
st.
Paul
hundred
and
75
live
meetings.
J
So
you
can
kind
of
get
a
little
bit
of
a
sense
of
the
volume
of
live
broadcasting
work
that
we
do
to
make
sure
that
the
public
is
informed
about
our
decisions
using
video
on
social
channels.
So
we're
really
moving
from
just
video
on
TV
and
on
public
access
TV
and
on
government
broadcast
to
shorter
form,
content,
30-second,
video
45.
J
Our
digital
communications,
which
does
include
social
media,
visual
imagery,
video
content,
live
broadcasts,
including
an
expanded
array
of
kind
of
Facebook
live
topics.
So
when
we're
trying
to
do
more
community
engagement,
we
know
that
people
are
time
pressed.
They
are
not
always
able
to
attend
a
meeting
in
person.
J
Our
second
big
priority
in
terms
of
strategic
communications
is
again
strengthening
our
departments,
ability
to
be
a
strategic
partner
again
up
front
with
data
with
goals,
with
objectives
to
be
very
clear
about
what
departments
subject
matter
experts
are
trying
to
actually
achieve
and
see
how
we
can
again
provide
communications
support,
provide
strategic
messaging,
be
very
refined
on
our
target
audiences.
So,
who
are
we
trying
to
reach
with
the
information
that
they
need
at
that
particular
time
so
being
more
strategic?
On
that
front?
J
J
J
We
want
to
make
sure
that
in
many
cases,
that
might
be
the
case
after
some
analysis,
but
we
do
want
to
come
in
and
be
very
clear
upfront
about
what
we're
actually
trying
to
achieve,
because
there
is
a
lot
of
ways
we
can
communicate
with
the
public,
but
if
we
don't
fundamentally
understand
what
strategically
we
are
trying
to
achieve
and
who
the
audiences
that
that
really
need
to
know
that
information
and
in
what
format
they
need
to
know
that
information.
Maybe
they
don't
speak
English.
Maybe
they
have
a
visual
impairment.
J
J
This
involves
a
range
of
communications
specialties
in
our
department
from
social
media
strategy,
media
relations,
work
with
news
outlets
and
reporters
our
video
content
that
is
broadcast
and
produced
as
well
as
visual
content.
We
do
also
manage
our
government
access,
TV
channels
as
well
the
two
metrics
that
were
created
last
year
and
that
we
are
updating
this
year.
The
first
is
on
social
media
tracking,
so
you'll
see
with
the
blue
dotted
line
and
the
green
lines
as
well.
J
In
2016,
we
repurposed
a
media
relations
position
as
I
mentioned,
to
drive
social
media
strategy.
I
believe
the
results
here
are
in
a
positive
upward
trend.
We
are
continually
trying
to
refine
the
types
of
content
that
we
are
pulling
from
across
the
enterprise
again,
making
it
as
relevant
as
possible.
J
The
blue
lines
obviously
represents
Twitter
followers
and
impressions.
The
green
lines
are
representing
Facebook
and
I.
Think,
what's
important
to
remember
is
we're
moving
from
a
time
where
success
was
tracked,
largely
on
number
of
followers
number
of
likes,
and
really
it's
utilizing
that,
of
course,
because
that's
your
networks
to
make
sure
people
are
actually
interacting
with
the
data
and
data
and
and
actually
acting
upon
the
data
as
well.
The
second
metric
is
really
unresponsive.
Media
inquiries,
kind
of
reactive
media
increase,
the
metrics,
are
largely
a
workload
metric.
J
In
some
cases.
We
all
know
it
could
take
months
to
source
that
information
through
emails
across
the
enterprise,
but
to
some
degree
you
know
our
media
relations
specialists
are
are
working
at
all
times
with
with
the
news
media
to
make
sure
that
we
are
in
taking.
We
are
tracking
that
data.
We
are
tracking
our
responsiveness.
We
work
closely
with
the
City
Clerk's
office
as
well,
and
their
records
division
to
make
sure
that
we
are
being
as
quick
and
responsive
but
accurate
as
possible
and
getting
that
information
back
out.
A
J
I,
you
know,
I,
don't
I,
don't
find
that
there
typically
is
a
lot
of
her
see.
So
there
are
communications
staffers
in
in
various
departments
across
the
enterprise,
obviously,
notably
in
the
in
the
mayor's
office.
There
are
two
in
MPD
there
are
pios
and
MPD
I
know
see.
Ped
has
two
that
we
work
with
very
closely
and
then
Public
Works
has
a
communications
to
F
er
as
well.
J
I
will
say
that
there's
a
lot
of
back-and-forth
in
first
of
all,
there's
a
number
of
tables
in
which
we
meet
so
there's
a
Pio
meeting,
where
we
do
coordinate
plans
and
messaging
and
enquiries
and
try
to
troubleshoot
events,
for
instance
that
might
be
coming
up
so
that
we
are
all
informed
so
I,
it's
not
as
much
a
matter
of
redundancy
as
it
is
a
matter
of
keeping
each
other
informed.
It
can
be
a
little
more
challenging
when
we're
not
physically
sitting
together.
H
Thank
You,
chair,
Palmisano
I,
saw
in
the
digital
component
of
this.
You
talked
about
how
some
of
the
way
that
people
will
experience.
Meetings
like
this
is,
you
know
not
a
super
well
attended
in
the
room,
but
hopefully
some
people
will
see.
You
know
as
we
do
this
and
part
of
why
we
do
these
meetings
is
for
transparency.
J
The
short
answer
is
yes:
I
do
have
plans,
we
would
need
to
add
ft
capacity
in
order
to
get
the
staff
work
done,
especially
for
those
later
afternoon
and
evening
meetings,
but
right
now
the
plan
would
be
to
because
we
have
heard
a
lot
about
that.
We've
heard
about
that
from
council
members.
We
have
heard
that
from
the
public.
We've
heard
that
from
members
of
the
media,
that
they
would
like
greater
transparency
and
more
options
for
seeing
that
both
live
as
well
as
in
playback
form.
J
It's
just
a
matter
of
staffing
capacity,
so
I
think
our
first
stage
would
be
in
live
broadcasting.
Those
additional
meetings
that
are
actually
held
here
in
council
chamber,
because
it
would
not
require
additional
equipment
purchases.
For
instance,
we're
set
up
we're
ready
to
go.
It's
just
a
matter
of
additional
FTE
capacity
on
that.
Thank
you.
A
Thank
you
without
any
further
questions
that
I
see
I'm
going
to
ask
I
know
we
want
to
have
a
greater
conversation
about
the
public
access
TV
and
our
our
work
and
continued
relations
with
MTN
I'm
gonna.
Ask
that
we
maybe
do
that
at
the
next
Enterprise
meeting
in
standard
just
so
we
have
time
to
give
a
full
consideration
to
the
3-1-1
Department
and
not
have
to
move
them
to
a
future
results
meeting.
So
thank
you
very
much
appreciate
that.
Thank
you
very
much.
Oh
I'm.
Sorry,
we're
done
so.
President.
Thank.
D
You
I'll
be
brief
a
night,
but
I
do
just
want
to
underscore
I
think
there
were
several
themes
in
your
presentation
that
will
be
part
of
the
work
that's
going
on
with.
What's
the
audit
of
our
communications
capacity
and
some
of
the
planning
work
that
you're
doing
based
on
this
abstraction
from
char
Palmisano.
D
But
you
know
I
just
wanted
to
note
that
we
are
experiencing
I,
think
the
culmination
of
you
years
of
changing
dynamics
around
how
the
city
communicates
and
changing
needs
for
city
communications,
so
I
think
even
the
fact
that
newsrooms
have
less
research
capacity
in
them
means
that
we
get
texts
from
reporters
at
3
p.m.
asking
complex
questions.
D
As
long
you
know,
in
addition
to
our
two
aides,
who
are
also
answering
the
phones
and
during
our
schedule
and
doing
all
of
the
other
things
and
particularly
I,
think
as
council
members
are
taking
on
these
and
departments
department,
heads
Department
staff,
taking
on
these
bigger
complex
issues
like
minimum
wage
and
safe
and
sick
time
and
policing
issues
and
housing
issues.
Our
communications
needs
are
evolving
and
changing
as
well.
D
J
I
do
appreciate
that
council
president
chair
Palmisano,
also
I
think
the
not
to
underscore
the
opportunity
that
the
communications
audit
presents.
It
is
the
first
time
that
we
will
be
doing
that
and
I
think
it
comes
at
an
important
time
in
really
this
changing
every
evolution
of
communications
work,
so
we'll
be
happy
to
be
back
late
summer.
I
believe,
if
not
first
beginning
of
fall
with
that
report
to
Council
as
well.
That's.
A
Wonderful
Thank
You
council
president
for
bringing
that
up.
It's
not
just
interest
to
share
I,
also
hope
that,
before
different
departments
consider
hiring
on
their
own
new
communication
staff
that
we
get
those
results
of
the
report,
because
this
evolution
is
a
really
important
conversation.
So
thank
you
for
highlighting
that
council.
Vice
president
Jenkins
Thank.
C
J
L
As
you
stated,
my
name
is
Trish
clever
I'm,
the
director
of
Minneapolis
3-1-1
today
we're
gonna
I'm,
going
to
talk
about
our
performance
summary,
starting
with
the
enterprise
priorities,
which
is
workforce
diversity,
spending
with
diverse
suppliers
and
department,
priority
reduced,
abandoned
calls
and
replace
existing
call,
recording
system,
28
performance
and
talks
a
little
bit
about
our
service
level
and
a
service
our
service
level
is.
We
want
to
answer
65
we're
gonna
answer
65%
of
the
calls
within
20
seconds,
and
we
haven't
been
able
to
meet
that
service
level.
L
This
year
the
industry
standard
is
80
to
80
answers.
26
sorry
80
calls
within
20
seconds.
That's
not
that
wrong.
80
percent
of
the
time
you're
answering
the
calls
in
20
seconds
sorry
I'm
I,
had
earlier
told
the
mayor
that
it
was
90.
So
I'm
gonna
want
to
correct
that.
That
is
80
percent
for
the
industry
standard.
However
level
this
year
was
54%,
which
is
a
decrease.
Even
from
last
year
there
was
70
I
think
it
was
76.
L
We
were
a
little
bit
better
last
year,
but
every
year
as
the
city
grows,
our
call
volume
grows
and
we
actually
have
any
been
able
to
market
300
since
it
started.
So
it's
a
you
know,
kind
of
a
50/50,
you
market
and
you
get
more
calls
or
you
don't
market
and
people
don't
know
about
you.
You
know
so
there's
still
a
high
number
of
people
that
don't
know
about
us.
There
even
know
that
we're
open
on
the
weekends
and
right
now
you
know
we
just
don't
have
the
FTE
capacity
to
take
more
calls.
L
That
is
something
I've
asked
for
in
our
budget
Enterprise
priorities,
workforce
diversity,
our
department
is
30
and
our
workforce
diversity
is
38
percent,
which
is
pretty
close.
Typically
call
centers
are
having
handed
in
women.
Women
are
the
typical
people
that
work
in
the
call
centers.
However,
I
am
seeing
an
increase
in
men
that
are
coming
to
our
interviews
and
we
have
hired
a
few
this
year,
but
it's
a
it's
a
pretty
good
increase
from
what
it
was
before.
L
We
do
work
with
HR
to
extend
our
recruiting.
We
attend
events
with
them,
but
that's
kind
of
hard
for
us
as
well
because
of
the
hiring
process.
So
when
somebody
comes
to
when
we
put
a
job
listing
out,
it's
there
for
two
weeks
and
then
they
have
to
come
in
and
test,
but
we
stopped
that
so
they
can
actually
test
at
home
now
through
a
link,
and
so
that
I
think
is
going
to
help
with
some
of
the
diversity
and
some
of
the
problems
with
people
getting
in
downtown.
L
We've
heard
that
they
couldn't
find
a
place
to
park
and
some
other
things.
So
we
do
work
with
them.
It's
just
really
hard
for
us
because
it's
you
know
we
don't
have
a
job
opening.
It's
like
a
three-month
process
to
get
somebody
in
because
of
the
testing
and
the
background
having
to
have
an
extra
police
background
to
be
able
to
work
in
our
art
department
right
now,
when
we
move
that
will
change.
Hopefully
we
won't
have
to
have
that,
and
that
would
be
a
little
bit
quicker
because
they
do
let
them
come
in.
L
But
it's
on
contingent
of
passing
that
background
and
we've
had
some
problems
with
the
drug
testing
and
I
think
that
they
have
a
char's
work
really
diligently
to
work
on
that
and
get
those
processes
changed,
so
that
some
of
the
issues
we're
having
are
taken
care
of.
Like
I,
said
our
workforce.
Diversity
is
38%.
L
75%
of
our
employees
are
women
and
spending
with
diverse
suppliers.
Again,
that's
that's
a
tricky
one.
We
do
go
to
TMP
and
I.
Have
a
program
assistant
is
very
diligent
and
goes
to
TMP.
When
we
need
products
they
either
don't
have
them
they're
a
lot
more
expensive
than
other
places
that
we
can
get
him
or
we
just
recently
found
out
that
they
send
out
out
of
the
country
to
get
the
product
and
then
bring
it
to
us.
L
L
So
we'll
go
to
Department
priorities
right
now.
Last
year,
2018,
sadly,
we
had
thirty
one
thousand
two
hundred
abandoned
calls.
That
means
thirty.
One
thousand
two
hundred
people
call
this
and
hung
up
in
queue.
For
some
reason
it
could
that
could
explain,
increasing
our
email
volume
they
were
seeing,
but
we're
trying
to
work
on
that.
Actually,
today
we
instituted
a
callback
feature.
So
if
you're
on
hold
for
a
minute,
then
we
give
me
the
option
to
have
us
call
you
back.
L
You
actually
get
the
option
three
times
so
after
a
minute
and
then
three
and
a
half
minutes,
you
get
another
option
if
you've
decided
that
you
want
to
hold
and
then
when
there's
ten
calls
in
queue,
you
automatically
get
that
option
so
we're
hoping
that
that
will
help
with
some
of
the
abandoned
calls
and
have
an
agent
to
be
able
to
call
them
back.
But
it's
a
pilot
program
that
we're
gonna,
try
it
for
90
days
and
see
how
it
works.
It
may
not
work
out,
but
we're
hoping
that
it
does.
A
So
in
this
clever
just
in
the
interest
of
time,
and
can
you
help
us
understand
what
is
it
you
see?
That's
driving
this
bike
in
those
abandoned
cost?
Is
it
so
many
more
calls
with
the
same
amount
of
FTEs
I
see
that
you're
trying
to
address
it
in
certain
ways
and
that's
really
helpful.
But
what
do
you
think
is
driving
us
by
can
abandoned
calls
chair.
L
Promised
on
council
members,
it's
exactly
that
it's
the
the
abandoned
calls
are
people
are
getting
tired
of
holding
I,
don't
have
enough
agents
that
are
answering
phone
calls
due
to
stick
calls
vacation,
just
a
amount
of
FTEs
that
were
afforded
to
begin
with.
We
have
supervisors
taking
calls.
We
have
Program
Assistant,
take
a
call.
We
have
an
analyst
taking
calls
so
we're
putting
everybody
on
there
that
we
can
possibly
put
on
to
take
phone
calls
and
we
still
just
cannot
meet
the
needs.
L
The
city
is
growing,
I
think
when
the
census
is
done,
you'll
see
that
it's
grown
quite
a
bit,
and
that's
that's
just
worth
that
I
mean
some
people
will
hold
and
some
people
won't
but
I
mean
I.
Don't
we
have
no
way
of
knowing
how
many
times
a
person
called
and
hung
up?
You
know
it
could
be
one
person
called
ten
times
and
as
soon
as
they
heard
that
recording
they
hung
up
and
it
takes
a
minute
to
get
to
the
through
all
the
recordings
to
get
that
option.
I
see.
H
L
Take
those
at
the
end
of
every
month,
and
so
we
do
everything
agent
gets
to
calls
q8.
That's
all
that
we
don't
have
the
staff
to
do
more,
and
so,
at
the
end
of
the
month,
they
combined
all
the
scores,
and
then
we
have
a
monthly
and
then
the
yearly.
So
the
total
is
for
monthly
go
into
the
calculation
for
a
yearly
score.
88
is
not
super
bad.
It's
not
really
really
good
we'd
like
to
be
in
the
high
90s,
but
this
is
a
fairly
new
program
in
the
way
that
we're
doing
it.
L
My
QA
analyst
has
changed
the
program
a
lot,
and
so
it's
it's
a
lot
beefier
and
hard
here.
So
I
think
that
the
agents
are
they're
able
to
see
the
calls
at
their
desks
and
they
can
even
listen
to
him
at
their
desk
now,
and
that
was
not
something
that
was
afforded
to
them
before
and
so
they're
taking
more
ownership
of
their
calls.
You
know
when
they're,
seeing
things
in
writing
and
what's
going
on
and
so
they're
trying
not
to
do
things
over
that
they've
been
against.
Oh
okay,.
H
You
know
not
still
there
on
arrival,
which
was
sort
of
obvious
right,
like
with
a
specific
truck,
we
called
it
out,
wouldn't
have
still
been
there
when
somebody
would
not
to
look
at
it,
but
also
the
other
resolution
that
we
got
was
that's
not
actually
a
bike
lane,
which
is
totally
not
true.
We
were
there,
we
saw
it
and
and
I
think
that's.
We
get
a
lot
of
reports
that
that's
sort
of
illustrative
of
that
feels
like
a
thing
that
that
happens.
L
Arizona
and
councilmember
Fletcher,
it's
you.
It
is
on
the
calls
that
come
in
so
we
don't
have
a.
We
can't
do
quality
assurance
on
the
resolving.
We
can
do
first
call
resolution
and
but
once
the
call
is
entered
once
our
agents
and
our
service
requests
it's
gone.
We
have
nothing
else
to
do
with
it,
so
when
they
go
out
and
they
mark
it's
not
a
it's,
not
a
bike
lane
or
it's
not
there
anymore.
That's
you
know
the
other
departments
that
are
doing
them.
L
L
I
when
we,
when
we
get
those
complaints
we
reach
out
to
their
resolve
in
the
apartment.
I
know
I
reached
out
to
Clara.
You
know
with
some
of
the
issues
and
she'll.
You
know
it
just
trickles
down.
They
go
down
to
theirs,
but
there's
not
a
whole
lot
that
we
can
do
other
than
go
to
the
department
heads
and
we
do
do
that.
All.
A
Right,
thank
you.
I
do
think
that
one's
more
discussion
with
some
of
those
resolving
departments,
in
particular
Public
Works
and
their
estimated
time
for
easel
right
some
issues,
I
noticed
something.
We've
talked
about
at
length.
We
have
two
more
people
in
queue.
We
have
councilmember
Cunningham
and
then
Goodman.
Thank.
E
E
L
You
have
to
be
there.
You
have
to
be
present
for
training.
Our
training
is
four
to
five
months
long
and
if
you
miss
a
lot
of
time,
you're
just
not
going
to
catch
up
other
departments
within
the
city
love
our
employees
because
they
know
a
little
bit
about
everything
in
the
city.
So
we
have
had
some
that
have
done
to
other
departments,
because
they're
Monday
through
Friday,
you
know
they
say
they'll
work,
weekends
and
nobody
wants
to
do
it
when
it's
there
and
that's
really.
L
One
of
the
biggest
things
is
having
to
work
weekends
and
some
people,
just
you
know
if
they
haven't
worked
in
a
call
center.
That's
not
one
of
our
our.
You
must
work
in
a
call
center
because
we
found
people
that
just
have
customer
experience
have
been
better.
You
know
than
call
centers,
you
don't
have
to
get
some
of
the
habits
away
from
them.
But
if
you
have
never
worked
in
one,
you
don't
understand
what
it's
like,
and
you
know
we
have
metrics
for
everything.
They
do.
L
E
There,
what
kind
of
employee
recruitment
strategies
do
you
all
have
in
order
to
you
have
that
pathway
into
the
department,
because
it
sounds
like
it's
a
great
opportunity
in
a
pathway
into
other
departments
and
the
city
and
expanding
opportunities.
But
how
are
we
introducing
folks
into
the
city
that
way.
L
Into
the
city
to
go
into
another
department,
okay,
I'm,
sorry,
chair,
Palmisano,
councilmember
cutting-in!
Thank
you.
We
do
go
out
with
the
HR
department,
we
go
out
with
HR
and
do
some
of
their
some
of
their
functions,
that
they
do
they're
hiring
functions.
But
when
we
put
a
job
announcement
out,
we
rarely
get
under
300
applicants,
the
last
ones,
the
last
set
that
I
just
hired.
We
had
at
481
applicants
and
so
and
we
can
break
that
down
to
how
many
made
it
through.
L
You
know
just
the
first
part
of
it
and
then
how
many
went
through
training
and
stuff
so
I
know
that's.
Basically
what
we
do
is
we
put
the
the
job
thing
up
and
then
we
go
to
the
go
with
HR
when
they're
doing
so,
people
of
color
is
one
that
we've
attended
regularly,
and
so
it's
it
takes
such
a
long
time
to
get
hired.
L
You
know
with
my
department
and
because
of
everything
that
we
have
to
go
through
it's
you
know
it's
we're
government,
it's
not
the
same
as
going
to
you
know
private
business
and
you
have
an
interview
hard.
You
start.
You
know
two
weeks
later,
it's
a
long
process
before
you
get
to
that
point
of
giving
your
two-week
notice
and
then
getting
it
to
us
and
we're
longer
than
a
lot
of
the
other
departments
are.
L
E
E
E
L
Is
just
calls
this
doesn't
include
the
mobile
app
at
all
one
of
the
things
with
them
up
with
the
mobile
app
that
councilmember
Goodman
is
experienced.
Is
that
once
people
enter
something
into
the
mobile
app,
we
don't
have
anything
to
do
with.
It
goes
directly
to
the
resolving
department,
and
so
we
don't
touch
it.
We
don't
even
know
that
it's
there
other
than
running
reports
and
getting
those
kind
of
reports
and
I
can
get
that
information
for
you
later.
If
you'd
like
thank.
E
A
L
M
The
interest
of
time
I'm
just
willing
to
defer
my
comments
to
some
sort
of
report
that
hopefully
we
can
have
an
enterprise
committee
about
how
3-1-1
works,
I've,
obviously
been
in
touch
with
them
a
lot.
My
issue
has
to
do
with
anonymous
calls
to
3-1-1
and
the
ongoing
harassment
of
3-1-1
operators
via
anonymous
calls.
Often
people
not
from
the
city
who
exist,
for
example,
might
drive
into
town
and
not
find
a
parking
space,
so
they'll
call
over
and
over
and
over
complaining
about,
there's,
not
any
parking,
and
our
operator
has
to
answer
all
those
calls.
M
I
really
think
it's
important
for
us
to
have
every
three
one
one
call
be
documented
by
a
phone
number
or
an
email
address,
so
that
we
know
when
people
are
calling
that
they're,
actually
residents
of
the
city
or,
if
they're
frequent
fliers
if
they've
called
multiple.
This
person
actually
left
their
name
and
contacts
3-1-1
I'm
not
kidding
like
in
the
same
day,
15
or
20
times
in
this
case
over
parking
not
having
parking
a
parking
spot
now.
M
A
A
Thank
you
so
much
for
your
time.
Thank
you
to
my
colleagues
for
staying
here,
I'd
like
to
make
a
motion
to
receive
and
file
all
of
the
results
documents
that
we've
seen
and
heard
and
spoken
through
today.
So
that's
the
HR
IT
civil
rights
communications
and
3-1-1
Department
results
all
those
in
favor,
please
indicate
by
saying
aye
aye
opposed
that
carries.
Thank
you
very
much.
This
meeting
is
adjourned.