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From YouTube: September 11, 2019 Audit Committee
Description
Minneapolis Audit Committee Meeting
https://lims.minneapolismn.gov
A
Good
morning
welcome
to
our
audit
committee
agenda.
We
have
an
adjourn
meeting
today
for
the
express
purpose
of
making
sure
that
we're
making
new
audit
information,
public
and
a
timely
manner,
and
so
that
we
can
use
it
in
our
conversations
publicly
and
in
deliberation
of
our
future
budgets.
So
thank
you
for
joining
us.
We
do
while
it's
an
adjournment
of
a
pretty
formal
run
of
business
today.
A
My
name
is
Lenny
Palmisano
I'm,
the
chair
of
this
committee,
I,
am
joined
today
by
Commissioner
Chris
Meyer
from
the
Minneapolis
Park
Board
mr.
David
Fischer,
council,
member
of
the
or
Sami
and
Jeremy
in
council
member
Jeremy
Schrader,
we
are
a
quorum
of
this
committee,
were
authorized
to
do
the
business
of
our
independent
audit
committee.
I
do
just
before.
We
start
want
to
take
just
a
few
moments
to
honor.
A
It
was
18
years
ago
on
September
11th
2001
that
we
had
a
terrorist
attack
that
affected
so
many
people
across
the
world,
but
also
in
our
country
and
especially
first
responders,
who
came
running
in
to
chaos
and
things
that
were
happening
and
buildings
falling
down.
So
I
just
wanted
to
take
a
few
minutes
to
remember
those
people
and
those
heroes
and
then
we'll
get
started.
A
Thank
you,
I'd
like
to
ask
for
our
community
to
formally
adopt
the
agenda
of
this
adjourned
session
and
also
in
front
of
you
are
the
minutes
from
our
the
last
part
of
our
meeting,
which
was
on
August
19th.
Are
there
any
questions
or
thoughts?
If
not,
could
I
have
a
motion
to
do
both
of
those
things?
A
It's
been
moved
and
seconded
all
those
in
favor,
please
signify
by
saying
aye
aye.
Thank
you.
The
new
business
before
us
today
is
to
receive
and
file
and
publish,
make
public
our
audit
work
on
the
police
off
duty
on
our
police
off
duty
work
on
it
here
to
present
that
is,
director,
Big
B
and
her
staff.
A
Did
you
want
to
go
ahead
and
start
I
also
want
to
point
out
and
thank
all
of
the
MPD
leadership
that
are
here,
including
chief
Arredondo
assistant,
chief
Joe,
step,
UT,
chief
weight
and
deputy
chief
Halverson,
and
also
MS
McPherson
and
police
finance.
So
thank
you
for
being
with
us,
also
from
our
from
our
team.
Our
super
awesome
team.
We
have
Stacey
bless
Kowski.
Thank
you
for
being
here.
Thank.
C
You
very
much
madam
chair
Palmisano.
Thank
you
distinguished
committee
members.
Thank
you
for
allowing
me
an
opportunity
to
speak
before
you
this
morning.
I
will
be
brief
in
my
comments,
but
I
really
wanted
to
give
my
appreciation,
and
thanks
for
your
leadership
in
this
very
important
topic
as
chief
of
police
I
am
engaged
in
transformational
change
of
the
MPD
culture
with
my
team.
That
is
with
me
today
and
I
know
that
over
decades
of
any
organization,
culture,
whether
good
or
bad,
can
can
intuitively
become
a
part
of
that
culture.
C
Off-Duty
work
has
certainly
been
a
part
of
the
MPD
culture
for
many
decades
and
as
chief
and
as
we
go
about
this
important
transformational
work.
It's
important
for
me
to
ensure
that
the
off-duty
culture
is
one
that
is
in
line
with
our
MPD
core
values
and
so
I
want
to
again.
This
is
important.
Work
I
know
that
this
topic
has
been
broached
before
many
years
ago.
C
Unfortunately,
for
whatever
reasons,
we
have
not
really
had
any
actionable
items
to
come
from
this
and
at
this
day
and
age,
now,
even
more
so,
where
I
understand
that
there
is
a
footprint
and
an
impact
where
off-duty
work
is
needed
by
the
city.
I
also
know
that
there's
also
an
impact
on
the
Wellness
of
our
officers,
so
I
fully
support
to
date.
The
recommendations
that
Miss
Big
B
and
her
team
have
come
up
with
that
discusses
the
importance
of
technology
and
tracking
our
off-duty
work.
C
The
talks
about
strengthening
our
policies,
as
relates
to
off-duty
work,
making
sure
that
that
policies
in
compliance
and
also
how
even
our
assets
in
terms
of
fleet
come
into
play
with
this
year.
So
I
stand
before
you
to
say
that
I
truly
valued
appreciate
your
leadership
on
this
very
important
subject,
because
it
ultimately
does
impact
our
400,000
plus
residents
here
in
the
city,
and
it
also
impacts
our
workforce
and
so
I
also
feel
very
confident
because
of
your
leadership
and
because
of
the
extreme
valuable
work
of
Miss,
Big
B
and
her
team.
C
Doing
some
real
data
analysis
and
tracking
of
this
I
believe
we
can.
Finally,
after
decades
of
having
conversations
off
and
on
I
believe,
we
can
finally
actually
have
some
actionable
steps
to
make
sure
that
operationally
we
are,
we
are
utilizing
part-time
or
off-duty
and
the
best
interests
of
all
of
our
communities
here,
but
also
make
sure
it's
effective
for
the
officers
and
taking
into
account
their
wellness
as
well.
C
A
B
I'll
start
with
an
overview
of
our
audit
objective.
The
objective
of
this
engagement
was
to
review
police
off
duty
work
policies,
procedures
and
internal
controls
over
various
off-duty
activities
to
ensure
that
they
are
adequately
managed
to
reduce
adequately
public
safety,
risk
and
officer
health
and
wellness
for.
B
B
For
the
purposes
of
this
audit,
we're
defining
off-duty
work
as
police
work
law
in
the
capacity
of
law
enforcement
that
is
provided
for
a
secondary
employer,
meaning
a
local
business
or
an
event
organiser,
who
requests
from
the
police
department
officers
to
work
their
off-duty
shifts.
We
do
not
include
buy-back
or
other
police
work
in
our
off-duty
category.
For
the
purposes
of
this
audit.
B
City,
businesses
and
event
organizers
strive
to
provide
safe
and
secure
environment
for
their
customers
by
hiring
off-duty
police
officers
for
security.
Examples
of
off-duty
work
can
be
officers
providing
work
for
the
US
Bank
Stadium
for
twins
and
Vikings
games,
providing
security
for
a
neighborhood
block
party
working
at
a
grocery
store,
a
restaurant
and
bar
5k
race.
Other
special
events:
police,
respond
to
police
calls
the
same
as
when
on
duty.
They
generally
wear
full
uniform
and
are
permitted
to
use
mocks
marked
squad
cars
if
the
employer
requests
and
the
the
squad
cars
are
available.
B
Some
benefits
of
police
off
duty
work
include
having
a
highly
trained
officer
available
to
handle
a
variety
of
situations
that
might
occur
at
the
secondary
employer
or
Levent
faster
emergency
response.
Crime
deterrence
reduced
calls
to
the
police
department
cost
to
benefit.
The
community
can
be
shared
with
local
businesses,
because
local
businesses
are
paying
the
officers
for
the
off-duty
work
can
off
duty
work
supplements
officer
income.
B
Some
risks
to
off-duty
work
can
include
potential
incompatibility
with
police
work.
One
example
could
be
a
request
for
police
officers
at
an
adult,
entertainment
business
and
currently
our
Police
Department
does
not
allow
off-duty
work
in
that
capacity.
Cash
payments
are
associated
with
reputational
and
fraud
risk.
The
number
of
hours
and
officer
work,
directly
impacts,
health
and
wellness.
So
working
long
hours
is
a
risk
in
the
law
enforcement.
A
mental
health
and
wellness
act
reported
to
Congress
in
March
2019.
They
showed
that
shift,
work,
overtime
or
off-duty
work
can
lead
to
inadequate
sleep.
B
Other
studies
have
noted
that
fatigue
can
heighten
pre-existing.
Biases
fatigue
can
increase
complaints
and
use
the
force.
Incidents
and
fatigue
can
impair
driving
performance
and,
in
general,
lead
to
impairment
of
performance
of
routine
skills.
These
studies,
by
the
way,
are
linked
in
the
audit
report,
so
you
can
reference
the
documents.
B
B
Very
briefly,
we'll
walk
through
the
MPD
off-duty
work
processes.
First,
a
secondary
employer
or
an
event
organiser
would
contact
an
officer
or
precinct
to
request
officers
to
work,
off-duty
ships
either
a
one-time
event
or
an
ongoing
in
an
ongoing
capacity.
Then
the
officer
will
facilitate
finding
someone
who
wants
to
manage
that
of
work
for
that
employer.
B
The
the
officer
who's
going
to
manage
the
work
for
that
employer
would
submit
a
form
through
the
policy
and
research
development
team
within
the
police
department,
just
to
review
to
make
sure
that
the
employer
and
the
type
of
work
requested
is
compatible
with
Minneapolis
Police
Department
policy.
Then
the
the
site
coordinator
will
call
this
person
who
schedules
the
coordinator
for
doing
the
work
for
the
employer.
The
site
coordinator
schedules
officers
for
any
shifts
that
the
employer
needs
to
be
filled.
This
work
is
all
performed
outside
of
police,
normal
police
work
and
off
hours.
B
We
mean
that
the
off-duty
work
that
the
secondary
employer
requests
is
scheduled
directly
with
the
officers
and
the
MPD
administration
does
not
manage
that
in
any
capacity.
Although
there
are
some
parts
of
the
process
that
we
do
touch,
a
centralized
process
would
mean
that
the
police
department
manages
all
off-duty
work.
All
employer
secondary
employers
must
go
through
the
police
department.
The
police
department
would
handle
all
scheduling
all
activities
and
would
pay
the
officers
through
the
city
payroll.
A
partially
centralized
model
would
be
a
combination.
B
The
city
might
manage
some
types
of
employers
or
event,
and
officers
would
manage
the
the
remainder
of
the
off-duty
shifts
in
our
benchmarking
exercise.
We
benchmarked
with
approximately
twelve
other
cities
in
Minnesota
and
across
the
country
and
you'll,
see
that
they
all
use
various
types
of
these
models
in
their
off-duty
management.
I.
B
Also
wanted
to
point
out
off-duty
work
data
sources
that
we
do
have
since
we
don't
manage
off-duty
work.
We
don't
capture
a
lot
of
data
at
this
time
around
off-duty
work
activities.
We
do
have
some
shift
data
Avella
available
in
the
computer,
aided
dispatch
system,
and
that
would
be
when
an
officer
radios
on
and
off
for
their
off-duty
shifts.
We
also
have
some
data
around
the
approvals
of
secondary
employers
and
the
shifts
approvals
of
officers
who
are
permitted
to
work
for
those
employers
that
is
tracked
in
the
police.
Scheduling
tool
available.
B
A
Thank
You
director
baby
I
just
want
to
pause
here
to
say
that
I
understand
and
it
shouldn't
be
understated.
How
much
just
looking
at
things
in
our
background
of
the
CAD
system
is
not
a
complete
view
of
the
amount
of
off-duty
hours
worked.
Nonetheless,
I
did
ask
the
director
I
wanted
my
colleagues
to
know
that
I
did
want
to
size
it
somehow,
and
this
is
the
one
way
that
we
know
to
size
it.
B
B
Our
audit
scope
and
approach
I'll
just
quickly
mentioned
what
we
did
for
this
audit.
We
reviewed
the
adequate
adequacy
and
completeness
of
policies
and
procedures.
We
looked
at
any
reporting
oversight
and
monitoring
that
management
was
doing
to
assess
for
adequacy.
We
reviewed
monitoring
of
complaints,
lawsuits
and
settlements
to
see
which
of
those
were
impacted
by
off-duty
work,
and
if
that's
something
that
management
should
be
tracking,
we
interviewed
MPD
administrative
staff
from
officers,
sergeants
and
lieutenants
all
the
way
up
the
chain,
and
we
reviewed.
B
We
also
interviewed
research
and
policy
development
staff
and
reviewed
internal
controls
over
the
application
and
approval
processes.
We
also
looked
at
coordinating
scheduling
and
tracking
off-duty
work,
keep
in
mind
since
we
don't
manage
that
process.
That
was
all
based
on
inquiry
and
interviews
with
staff.
B
B
B
In
the
audit
report
issue
number
one,
which
is
on
page
13,
if
you
happen
to
have
a
copy
in
front
of
you,
the
technology
issue,
we've
determined
a
couple
of
categories
within
technology
that
should
be
addressed.
The
first
is,
we
noticed
some
inefficiencies
with
CAD
sign-on,
so
an
officer
who
is
using
a
squad
car
for
off-duty
work
may
sign
on
onto
the
squad
using
the
squad
computer.
So
some
data
is
captured
in
CAD,
but
because
CAD
was
not
editable
and
the
additional
fields
that
were
needed
for
the
off-duty
shift
could
not
be
edited
or
added.
B
The
officer
still
has
to
make
the
radio
call
into
dispatch
where
current
technology
allows.
All
of
that
to
be
more
seamless
and
more
efficient
call
signs
for
off-duty
cites.
We
can't
track
all
of
the
off-duty
employers
through
the
callsign,
because
we
were
not
using
a
unique,
unique
number
for
all
off-duty
jobs.
B
Oh
the,
although
we
did
use
a
unique
number
for
the
largest
employers,
the
ones
requesting
the
most
shifts,
so
we're
recommending
that
a
unique
callsign
be
assigned
to
each
secondary
employer
for
better
tracking
and
a
better
audit
trail
scheduling
system.
We
currently
don't
manage
off-duty
work
and
therefore
we
don't
record
any
scheduling
of
off-duty
shifts
and
tools.
However,
that
could
be
a
really
strong
data
point
for
management
to
use
in
their
decision-making,
so
we're
recommending
that
administration
determine
a
way
to
efficiently
capture
off-duty
shifts
and
user
access
management.
B
In
the
current
scheduling
tool,
we
found
some
issues
with
officers
being
able
to
see
some
data
across
the
platform.
Some
of
that
data
was
personal
information
that
might
be
related
to
medical
leave
or
something
like
that.
So
before
the
scheduling
tool
would
be
used
to
build
out
off-duty
work
data,
we
recommend
a
user
access
management
plan
be
implemented.
B
Information
technology
and
the
new
chief
information
security
officer
is
working
on
why'd
user
access
management
program.
So
we
recommend
that
MPD
work
with
them
to
collaborate
on
a
user
access
management
program
for
all
of
their
tools
and
applications.
So
MPD
is
not
likely
to
use
this
scheduling
tool
for
off-duty
work
tracking.
However,
the
user
access
management
program
should
still
be
utilized
for
any
systems
and
applications
that
they
are
using.
A
Director
pigmy
in
the
section
about
the
scheduling
system
in
the
audit
report,
I
start
to
notice,
I
think
an
audit
term,
a
term
of
art.
It
says
a
lot
of
times.
It
says
not
all
not
all
necessary
fields
are
filled
out.
Not
all
of
this
is
captured.
Could
you
surmise
beyond
that?
How
often
off-duty
work
is
accurate
in
our
scheduling
system?
Do
you
have
any
sense
of
that?
Is
it
is
half
of
it
in
there
is
three-quarters
of
it
in
there
zero.
B
Is
in
there
for
us
duty,
ships
and
ships
that
go
unfilled,
that
is
all
information
that
the
site
coordinator
has
so
through
our
our
inquiries
and
interviews.
Some
officers
shared
that
information
with
us,
so
we
could
see
how
they
manage
off-duty
scheduling
and
some
of
them
track.
How
many
shifts
go
unfilled
and
perhaps
that's
something
that
could
be
centralized
and
managed
within
MPD,
so
that
management
can
use
the
data
for
decision-making.
I
see
you
think.
B
B
D
D
B
I'm
gonna
highlight
one
item
in
the
recommendation:
under
the
scheduling
system
overall
system
integration,
one
one
thing:
intro
internal
audit
would
like
to
stress
is
an
overall
technology
plan
so
that
MPT
MPD
can
update
various
legacy
systems
and
technology
and
better
integrate
the
tools
that
they
do
have.
So
they
are
currently
in
process
of
having
those
discussions
and
looking
at
long
term
solutions
as
well
as
solutions
right
now
that
can
help
manage
off-duty
work.
B
The
the
long
term
plan
could
help
prioritize
technology
solutions
and
resource
allocation
and
system
prize.
We
also
wanted
to
highlight
the
system
process
and
changes
should
be
properly
reviewed
and
approved.
So
a
formal
change
management
program
should
be
considered
when
we're
changing
and
updating
systems
and
applications.
A
A
A
B
Issue
number
two
police
off
to
duty
work
policy
requirements
should
be
strengthened,
so
the
the
primary
issue
is
the
notification
for
off-duty
hours
worked
in
excess
of
an
existing
threshold
of
sixty-four
hours
can
be
verbal
and
there's
no
way
to
determine
if
an
officer
did
receive
approval
to
work.
The
off-duty
shift,
because
there's
no
documentation
so
we're
suggesting
that
that
management
find
a
way
to
document
that
approval
process
to
make
it
more
formal.
B
The
risk
is
that
verbal
notifications
do
not
provide
an
adequate
audit
trail
and
it
increases
the
risk
of
non-compliance
with
policy,
because
there's
currently
not
a
control
in
place
to
review
and
monitor
off-duty
officer
total
hours
worked.
The
policy
could
establish
a
base
level
at
which
formal
electronic
notification
and
review
is
required
to
work
hours
in
excess
of
the
established
threshold,
and
then
you
could
look
at
64
hours
per
seven-day
work
period,
or
you
could
also
look
at
the
number
of
hours
worked
in
the
24
hour
period.
B
B
Oversight
and
monitoring
responsibilities
so
we'll
get
to
the
details
of
that
in
issue
number
three,
but
we
put
it
here
as
a
mention
in
issue
number
two,
because
the
policy
should
establish
roles
and
responsibilities
for
an
oversight
and
monitoring
function
and
the
oversight
and
monitoring
meaning.
Are
we
making
sure
that
the
policy
is
being
complied
with?.
B
Formal
action
plan
is
not
needed
for
these
additional
considerations,
but
we'd
like
to
point
out
our
recommendations.
We
recommend
that
management
strengthen
requirements
around
an
officer
scheduling
a
supervisor
for
off-duty
work.
We
didn't
find
evidence
that
that
happens
frequently,
but
it
probably
should
be
addressed
in
policy,
whether
that
is
permitted
or
not
scheduling.
One
supervisor
for
off-duty
work
can
increase
the
risk
of
conflict
of
interest
and
could
negatively
impact
how
an
officer
is
treated
while
on
duty
we
recommend
that
management
established
standard
operating
procedures.
B
This
experienced
officers
who
do
scheduling
with
local
businesses
know
exactly
what's
going
on,
but
if
a
new
officer
works
with
a
local
business
for
the
first
time,
they
may
not
communicate
exactly
the
expectations
of
the
employer
or
expectations
of
the
officer
working
at
that
site.
So
a
simple
one
pager
could
help
clarify
minimum
expectations
and
minima
minimum
discussion
points
to
have
with
the
the
secondary
employer
recommendation
to
eliminate
cash
payments.
B
Cash
payments
are
currently
preferred
by
some
officers
and
some
businesses,
but
consideration
should
be
given
for
a
public
perception,
so
there
could
be
public
perception
that
cash
payments
compared
to
the
benefits
of
accepting
cash
increases
the
risk
of
fraud,
there's
reputational
risk,
so
we
request
that
management
at
least
think
about
accepting
cash
payments
and
possibly
consider
eliminating
cash
payments
for
off-duty
work.
We
found
that
some
cities,
in
our
benchmarking,
but
not
all,
do
not
allow
any
cash
payments.
B
Issue
number
three:
is
the
oversight
and
monitoring
for
compliance
with
MPD
off-duty
work?
One
of
the
reasons
that
there
currently
is
not
oversight
and
monitoring
of
off-duty
work
is
because
MPD
management
does
not
manage
off-duty
work.
However,
we
think
that
we
can
capture
data
to
to
have
oversight
and
monitoring
of
those
components
that
are
currently
in
the
policy.
B
We
recommend
that
the
MPD
research
and
policy
development
team
facilitate
review
and
approval
of
off-duty
of
off
duty,
secondary
employers
and
approval
of
officers
at
those
sites.
Currently,
the
information
in
the
scheduling
tool
for
those
approvals
is
not
all
complete
and
all
of
the
data
in
the
scheduling
tool
is
not
up-to-date,
so
those
controls
will
need
to
be
strengthened.
Not
all
officers
who
work
for
a
secondary
employer
are
approved
in
the
scheduling
system
for
that
employer.
So
that's
what
we
mean
when
we
say
that
the
data
is
not
complete.
B
It
can
be
accessed
by
officers
who
might
be
in
danger
of
working
too
many
hours,
so
we're
suggesting
that
management
come
up
with
a
range
when
a
certain
range
of
hours
are
being
worked,
total
hours,
off-duty
and
on
duty
that
the
officer
health
and
wellness
program
monitor
that
and
decide
at
what
point?
Should
early
intervention
meet
with
those
officers
before
there's
a
problem
specifically
in
our
recommendations
we
want
to
identify,
we
would
like
management
to
identify
those
key
policy
requirements
for
off-duty
work
that
should
be
monitored.
B
Then
we
would
like
management
to
collaborate
with
the
information
technology
and
data
and
analytic
services
to
determine
how
best
we
can
capture
that
data
and
use
it
engage
dashboards.
So,
as
assistant
chief
Joe's
has
pointed
out
before
having
an
automated
alert
is
extremely
useful,
because
officers
and
supervisors
don't
have
a
lot
of
time
to
scroll
through
dashboards,
try
to
figure
out.
B
First-Time
dashboards
and
reports,
we'd
like
to
find
out
point
out,
will
require
an
adjustment
period,
as
exceptions
are
investigated,
false
positives
are
investigated.
Data
quality
issues
are
remediated,
so
it
takes
a
little
bit
of
time
and
cooperation
to
build
out
dashboard
reporting
for
oversight
and
monitoring.
The
MPD
has
already
done
this
before
a
body
worn
camera
Quality
Assurance.
So
we
expect
that
they'll
get
up
and
running
pretty
quickly.
With
this.
B
B
So
there
is
some
capability
in
the
system
they
are
making
those
required
fields,
so
it
would
be
very
easy,
then,
to
pull
up
cases
and
settlements
and
determine
which
of
these
were
related
to
off-duty
work,
which
were
related
to
other
types
of
police
work
and
then
Oh
PC
are
the
office
of
police
contact
review?
Could
maybe
annually
provide
that
information
to
the
oversight
and
monitoring
team.
B
We
would
also
like
management
to
begin
to
track
and
review
the
numbers
and
types
of
off-duty
work
shifts
that
go
unfilled
and
I
think
that
can
help
enhance
an
overall
picture
of
the
demand
for
officers.
So
you
have
the
demand
for
on-duty
officers
the
demand
for
overtime,
the
demand
for
off-duty
officers.
It
would
give
you
a
bigger,
complete
picture.
We
realize
that
the
data
would
not
be
complete,
but
it
would
help
give
perspective
of
overall
community
and
department
demand
for
police
officers.
B
B
We
would
like
management
to
analyze
all
police
work
hours
by
category.
This
can
be
an
automated
report.
That's
periodically
reviewed
to
identify
trends
and
improve
data,
informed
decision-making.
I
think
this
is
one
of
the
benefits
that
technology
can
provide,
having
data
accessible
having
automated
reports
and
a
quick
review
of
those
can
show
trends
that
you
might
not
have
otherwise
noticed
and
then
finally,
periodically
serve
a
secondary
employers
and
local
businesses.
I
think
it
would
be
important
to
capture
local
businesses
who
currently
do
not
hire
off-duty
officers
to
get
their
feedback
and
perspective
of
off-duty
work.
E
You,
chair
Palmisano
director
big
beam
in
both
issue
number
two
in
issue
number
three.
In
our
analysis,
you
you've
mentioned
that
there
is
an
MPD
off-duty
work
policy,
I'm,
not
sure
what
the
policy
is,
there's
an
references
to
a
supervisor
being
our
requester
to
give
a
pool
for
a
secondary
employer
and
that
there's
a
64
hour
per
week
work
time
limitation.
Those
the
two
policies
that
comprise
the
off-duty
work
policy
chair.
B
Palmisano
committee,
member
Fischer,
yes,
the
off-duty
work
policy
requires
notification.
It
can
be
verbal
when
an
officer
wants
to
work
off-duty
and
will
be
working
more
than
64
hours
in
a
week.
So
it's
not
a
limit,
but
it's
a
notification
requirement
and
then
there
is
also
a
requirement
to
have
the
secondary
employer
added
to
the
scheduling
tool.
So
the
research
and
policy
team
will
review
the
secondary
employer
to
determine
that
it
is
appropriate
work
for
law
enforcement
personnel.
E
B
Chair
Palmisano
committee,
member
Fischer
I
think
we'll
have
deputy
chief
Halverson
speak
to
that
further,
but
at
this
time
anybody
can
make
the
request.
However,
it
does
have
to
fit
within
law
enforcement
jobs
that
MPD
would
like
to
support
so,
for
example,
in
adult
entertainment
business
we
would
not
provide
off-duty
officers
for
that
work.
So
there
are
some
businesses
that
MPD
has
determined
is
not
appropriate
for
law
enforcement
work.
Thank.
E
You
one
more
if
I
mean
chair
Palmisano.
Thank
you,
Miss
Piggy!
Is
there
anything
in
the
work
policy
that
op
duty
work
policy
that
requires
that
MPD
policies,
procedures
and
policies
apply
in
the
Roth
duty
work
environment,
for
instance,
with
every
requirement
that
body
cameras
be
worn
and
operated.
Tara.
B
B
If
you
know
number
four
is
an
observation
that
we
made,
while
conducting
this
audit
control
should
be
strengthened
for
marked
squad
squad
car
usage
related
to
off-duty
work.
So
our
observation
was
marked
squad.
Car
usage
for
off-duty
work
is
not
consistently
approved
or
tracked.
That
process
is
manual
at
each
precinct,
so
an
officer
is
required
to
get
verbal
approval
from
the
supervisor
on
duty
at
the
precinct
to
use
a
marked
squad
car
for
off-duty
work,
which
is
permitted
by
policy.
B
The
policy
requires
that
squad
car
usage
for
off-duty
work
be
approved
by
the
precinct
supervisor
on
duty
and
logged
manually
at
the
precinct,
so
the
log
is
typically
hanging
on
a
wall
within
the
precinct.
Audit
determined
non-compliance
occurs
periodically
at
all
five
precincts,
and
this
was
determined
through
interviews
and
observations.
The
data
that
we
have
is
only
manual
data
on
the
logs
squad.
B
Cars
located
at
the
MPD
service
garage
are
sometimes
taken
by
officers
for
on
and
off
duty
work,
which
administration
indicates
is
okay
in
certain
circumstances
and
would
have
to
be
approved
and
logged,
but
this
isn't
consistently
applied.
It
is
not
known
whether
officers
always
obtain
authorization
before
taking
a
squad
from
the
service
garage,
because
the
activity
is
not
tracked
and
not
all
squad.
Cars
have
GPS
tracking
capability.
B
The
service
garage
does
not
mark
their
parking
areas
to
identify
squads
that
are
in
a
state
of
repair,
meaning
the
areas
outside
where
you
park
the
cars
that
are
waiting
for
service,
which
increases
the
risk
that
a
squad
under
repair
might
be
driven
and
possibly
damaged.
Our
recommendation
is
that
MPD
management
add
GPS
tracking
to
all
of
their
squad
cars.
There
is
tracking
on
some
of
the
squad
cars
and
enable
dashboard
monitoring,
which
is
the
benefit
of
having
the
GPS
tracking
data.
B
Then
you
can
have
a
dashboard
at
each
precinct
that
just
show
where
your
resources
are.
Furthermore,
GPS
data
can
be
combined
with
police
scheduling,
related
information,
including
off-duty
schedules.
Total
hours
worked
to
improve
oversight
and
monitoring
activities
and
data
informed
decision-making,
such
as
planning
forecasting
and
allocation
of
resources.
B
Police
policies
should
be
updated
to
clearly
establish
and
communicate
whether
squad
cars
located
at
the
service
garage
may
be
used
for
off-duty
work
and
how
approvals
will
be
tracked.
If
youth
will
continue
to
be
permitted,
the
service
garage
should
also
clearly
communicate
which
cars
can
be
used
to
prevent
the
removal
of
squad
cars
that
are
in
a
state
of
repair.
A
B
Palmisano
committee
minute
committee
member
were
sámi:
MPD
pays
for
all
of
the
resources
for
off-duty
work.
Some
cities
do
require
that
a
secondary
employer
share
that
cost.
So
that
is
a
management
model
consideration
that
MPD
can
make
I'd
like
to
note
that,
in
some
situations
for
very
large
secondary
employers
that
require
Mark's
squad,
cars,
MPD
does
charge
them
a
rate
per
hour
for
the
use
of
those
squads
for
other
employers.
The
car
can
be
used
only
if
it's
available.
F
Madame
chair
just
to
clarify
SMG,
is
basically
the
employer.
We
initially
had
a
perimeter
contract
with
SMG
for
the
stadium
and
when
that
perimeter
contract
went
away
because
that
perimeter
contract
included
costs
a
small
overhead
charge
for
the
vehicles.
We
continued
with
an
additional
contract
for
the
vehicles
themselves,
so
they
do
pay
because
there's
using
a
substantial
number
and
because
they're
using
them
for
over
two
shifts
and
there's
quite
a
bit
of
idling.
So
we
did
start
charging
them
for
those
and.
A
F
Chair,
yes,
it
really
depends
on
what
the
activity
is
for
going
on,
but
if
you
first
instance
had
people
who
are
coming
in
for
four
hours
and
then
maybe
because
of
the
activity-
let's
just
say,
X
games
where
it's
over
more
than
a
four
hour
time.
You
might
have
second
people
coming
in,
but
you
would
still
have
that
squad
there
for
the
entire
time
I
see
so
I'm.
Looking
for
squad
time
really.
Thank
you.
G
Okay,
madam
chair
Palmisano
committee
manner,
committee
members,
I
appreciate
the
time
to
come
and
speak
to
you
and
give
you
some
of
the
management
action
plans
to
director
Big,
B
and,
first
of
all,
I'd
just
like
to
reiterate
what
the
chief
said.
This
is
an
issue
that
we
have
talked
about
and
in
fact,
almost
several
months.
G
So,
first
of
all,
I'll
kind
of
go
over
the
four
different
issues
separately
and
kind
of
discuss
some
of
our
responses
to
the
issues.
So,
first
of
all,
with
the
technology
enhancements,
the
MPD
will
research
and
study.
I'm
third,
as
opposed
to
technology.
Enhancements,
are
needed
to
improve
tracking
management,
reporting
and
analysis
of
police
off
duty
work.
G
A
G
It's
neither
is
actually
the
9-1-1
so
MVCC,
who
would
be
director
Hughes
got
in
her
department.
Thank
you.
So
moving
into
that
segue
that
second
part
we're
utilizing
a
numbering
system
to
assign
unique
CAD
call
Simon,
not
assign
numbers
were
opting
worksites.
So
again,
this
is
a
discussion
with
MACC
to
come
up
with
a
plan
that
all
of
our
opportunity,
jobs
that
we
currently
have
and
any
future
ones
can
have
a
specific
number.
G
Thirdly,
the
MPD
has
begun
working
with
CDI
identify
the
efficient
systems
and
tools
to
assist
with
processing
the
off-duty
data.
We
will
continue,
especially
with
CIT
personnel
development
prior
to
as
a
collaborative
plan
that
includes
user
access,
management
for
systems
and
tools
uses
used
in
this
department.
So
again
we
have
had
we've
had
one
initial
meeting,
we'll
continue
to
have
meetings
with
city,
IT
and
and
I
know.
G
A
Don't
see
any
questions
or
comments
from
my
colleagues
but
btg.
Thank
you.
I
want
to
point
out
that
I
think
that
this
is
important
from
the
public
use
perspective
of
knowing
where
our
officers
are
I,
think
they're.
Well
it
there
will
always
be
a
place
for
some
need
of
off-duty
work
in
our
city,
I.
Think,
because
we
can't
put
on
the
general
public
needs
of
specific
parts
of
our
city.
A
It
seems
especially
important
that
they're
there
for
the
public
use
and
the
public
good
and
part
of
that
would
be
for
911
dispatchers
or
for
police
staffing
models
to
know
where
our
officers
are
working,
because
they
might
need
to
be
deployed
to
something
nearby
and
it
seems
like
one
of
the
big
challenges
that
have
come
out
of
this
odd
is.
Is
we
don't?
We
don't
have
that
information,
and
we
don't
know
that
so
this
this
will
be
helpful.
So
thank
you.
A
G
Tearfulness
on
terminology,
this
is
only
off-duty,
those
jobs,
the
reference
referencing
such
as
the
Public
Works,
our
buyback,
usually
most
so
so.
No,
that
would
not
be
in
here
reflected
in
there.
It's
simply
the
op
duty
jobs
that
are
that
are
that
employee
officers
and
secondary
employers,
private.
G
All
right,
moving
on
to
HT
to
police
off
duty
work
policy
requirement
should
be
strengthened.
So
our
responses
to
issue
one
the
MPD
will
review
and
update
the
current
off-duty
policy.
Regarding
the
sixty
four
hour
work
week,
rule
using
standardized
model
policies,
MPD
will
consider
current
trends
regarding
off-duty
work
and
consider
other
agency
policies.
So
again,
this
is
a.
This
is
a
point
that
would
directly
fall
within
commander
cases.
New
role,
the
research
and
development
team
is
fall
is
now
under
his
command
and
I
know.
G
He's
already
had
beginning
to
have
discussions
with
them
regarding
the
review
of
the
off-duty
policy
and
it's
positively
reviewing
the
sixty
four
hour
work
week.
I
think
director
baik
talked
about
it,
possibly
what's
the
best
way
to
go
forward,
whether
to
look
at
it
weekly
for
the
officer
daily,
weekly
or
monthly,
as
far
as
best
practices
or
best
ways
to
go
forward
with
the
officer
I'm.
F
G
Thirdly,
MPD
will
review
and
update
the
current
off-duty
policy
regarding
scheduling
the
supervisors
for
off-duty
work
and
create
an
SOP
for
establishing
communication
between
officer
and
secondary
employer
MPD.
Well
that
weekend,
MPD
will
consider
using
standardized
model
model
policies,
review
current
trends
regarding
up
duty
work
and
consider
early
agency
policies.
So
I've
worked
in
the
past
with
our
research
and
development
on
different
policies.
I've
worked
in
the
body,
one
camera
policy
a
couple
times,
and
it
really.
G
It
really
helps
to
take
a
look
at
our
model.
Their
model
policies,
other
department
policies,
best
practices
to
kind
of
take
all
that
information
in
and
kind
of
see
where
the
trends
are
going
and
I
think
we're
starting
to
have
those
discussions
to
kind
of
decide.
What
actually
is
our
best
route
to
go
forth
and
address
the
issues
within
our
pal
see
so
commander
case
will
be
addressing
that
with
his
team
with
research
and
development.
A
Issue
number
three:
are
there
any
questions
or
comments
from
my
colleagues?
I
have
one
and
that's
in
the
additional
considerations
from
the
audit
report.
It
talks
about
reviewing
all
the
secondary
employers
for
off-duty
work
on
some.
It
suggests
on
an
annual
basis,
but
on
some
basis
and
in
my
own
conversations
and
understandings
of
off-duty
work
in
our
city,
I
think
that's
really
an
area
that
we'll
want
to
dig
into
I
do
think
that
the
amounts
of
asks
of
off-duty
work.
A
It
only
has
grown
over
time.
It
doesn't
seem
to
have
decreased
and
taking
a
look
at
because
we
can't
fill
all
these
positions.
Even
we
know
that
we
know
that
we
don't
have
officers
that
are
interested
in
signing
up
for
even
all
of
these
off-duty
positions
that
exist
to
try
to
see.
Where
are
the
ones
that
we
as
a
city,
see
the
most
public
good
and
find
the
most
important
I
think
would
be
a
real,
a
real
good
and
quick
way
to
start
to
put
resources
where
it's
most
important
for
the
city.
Yes,.
G
Madam
chair
Thomas
Arnold,
you
know
currently
off-duty
when
the
applications
come
in.
They
come
through
the
research
and
development
team,
usually
if
they
fit
within
the
parameters
that
we're
looking
for
whether
it's
uniform
within
the
city
or
possibly
that
that
it
is
a
current
job,
that's
been
approved.
They
approve
the
job.
If
there's
questions
that
on
a
position
is
a
good
job
that
comes
in
that
seem
to
be
sent
up
to
me
to
review.
I.
G
G
Okay,
moving
on
to
issue
three
oversight
and
monitoring
for
compliance
with
MPD
off-duty
work
policy
requirements
is
not
performed,
so
the
management
action
plan
for
this
issue
is
that
we
will
determine
the
key
opportunity
policy
requirements
will
be
monitored
in
frequency,
identified
roles,
responsibilities
for
the
monitoring
process,
defined
process
to
follow
up
and
tracking
shoes
as
they
arise.
The
dashboards
and
other
tools
are
developed
to
monitor
compliance
with
key
off-duty
policy
requirements.
G
So
I
see
this
I
think
director
baby
touched
on
a
couple
points
on
this
that
are
important,
so
first
of
all
is
again
deciding
who
would
what
our
best
route
is
is
when
we
received
when
we
start
collecting
the
data
for
off-duty.
What
are
abouts
about
is
is
to
monitor
that,
whether
it
be
again
dashboard
for
supervisors
or
whether
it
be
run
through
our
quality
assurance
unit
to
write
into
EIS
you
early
information
system,
early
intervention
system,
I'm,
sorry
and
then
along
with
that,
what
do
we
do
with
it?
G
What
do
we
do
with
it
data
then,
when
we
have
an
officer
that
we
believe
well,
first
of
all,
setting
thresholds
on
what
we
believe
officers
should
be
working,
what
we
would
expect
them
to
work,
and
then,
after
that,
what
do
we
do
with
the
officers
that
we
show
thresholds?
What
would
we
do?
Would
we
I
think
our
best
bet
or
best
serve
use
performance
management?
We
try
to
speak
to
officers,
educate
them
about
how
about
the
policy,
but
we're
looking
at
why
we
want
to
go
forth
with
policy
again.
G
G
We
just
started
discussions
with
them
on
what
we
can
do
to
try
to
address
this
issue
with
our
current
scheduling
system,
but
we're
not
sure
how
much
I
believe
we
can
come
up
with
a
plan
of
action.
Even
though
we
have
our
scheduling
system
which
is
Sun
setting
within
possibly
the
next
year,
Joe
any
other
questions
we
need
as
483.
G
I'm
not
sure,
but
you
know
I,
think
a
I
just
want
to
make
sure
you
guys
understand
so
squads
that
have
the
computers,
the
MDT's,
the
NB
C's,
when
they
are
turned
on
when
they're
turned
on
and
they're
activated.
So
when
officer
logs
into
the
MDM
BT
MDC,
the
GPS
function
will
then
work
for
those
you'll
say
where
the
squad
is
where
they're
going
where
they're
driving.
G
However,
when
that
computer
is
not
turned
on,
then
the
GPS
is
not
active.
We
don't
know
where
the
car
is.
We
don't
know
what's
going
on
with
it,
so
a
lot
of
times
these
officers
that
work,
the
off-duty
jobs
their
portion
time,
they
don't
log
into
the
computer,
and
they
don't
that
quired
by
policy
to
do
so.
So
a
lot
of
times
that
computers
on
you,
so
we
don't
know
where
the
squads
are
or
where
they're
being
used
off-duty.
G
G
G
Along
with
that
is
you
know,
we
could
look
at
tightening
up
the
policy
a
little
bit
regarding
the
this
closet
or
the
service
that
the
terms
of
the
garage
dr.
bigby
spoke
about
some
of
the
officers
taking
squads
to
garage,
and
there
may
be
also
discussion
with
the
garage
trying
to
keep
a
better
location
or
idea
where
the
squads
are
there
and
services
that
are
done
and
ones
that
need
to
be
worked
on
or
than
our
bidding
war
table.
H
Wtv
I've
also
just
want
to
thank
director
baby
I
believe
this
is
what
it
is
fantastic
and
well
done.
I
would
also
want
to
thank
the
Department
for
its
willingness
to
go
through
and
work
on
that.
You
have
a
lot
of
concerns.
You
know,
first
and
foremost,
there's
been
a
lot
of
time
that
the
department
could
have
worked
on
these
issues
and
I
really
really
appreciate
you
all
on
the
Chiefs
commitment
to
working
through
this
plan,
but
just
know
that
it
is
very
troubling
to
see
some
of
these
very
serious
issues.
H
The
biggest
thing
I
hear
about
in
my
area
is
that
people
demand
that
their
tax
dollars
use
wisely,
and
this
brings
up
some
serious
questions,
number
number
four,
especially
where
you're
not
able
to
say
with
certainty
where
every
squad
car
is,
and
at
the
same
time,
for
the
last
two
budgets
that
I've
been
here
more
squad.
Cars
have
been
requested
so
to
have
be
able
to
say
where
all
the
squad
cars
are
and
yet
I
want
more
in
my
budget
raises
some
pretty
serious
questions
and
I'll
be
talking
about
that
more
in
the
budget
season.
G
Chair
chairperson,
Palmisano
and
need
administrator
I
understand
your
concerns.
I
understand
what
you're
saying
a
couple
things
one
you
know
I
think
I
think
when
we
have
been
the
issues
about
part-time
here
have
been
coming
to
Moorhead,
I.
Think
for
the
city
for
us.
So
it's
something
that
again.
Like
I
said
we
talked
about
this
issue
and
we
started
addressing
it.
They're,
looking
at
it
probably
near
Midway
in
several
months
before
the
the
audit
was
slated
to
begin.
So
it's
something
we
have
a
dresser,
we
realized
now.
G
Maybe
we
could
have
realized
a
little
bit
sooner.
Yes,
I
grew
that
too.
As
for
the
squad
cars
its,
this
is
going
to
be
important
that
we
understand
where
our
equipment
is
in
its
again,
it's
being
accountable
to
the
citizens
to
be
accountable
to
the
citizen.
Yeah
saying
yes,
we
understand
we
need
to
do
know
where
our
equipment
is.
This
is
taxpayer
money
that
is
funding
us,
and
this
gives
us
equipment
and
it's
something
that
you
know
I
think.
Quite
frankly,
we
didn't
realize
the
seriousness
of
it
until
this
came
out.
H
You
for
that
I
also
just
one
other
concerns.
The
sounds
like
the
previous
policy
was
just
a
pen
and
paper
and
a
clipboard,
and
while
we're
looking
at
GPS-
and
that's
something
you
know,
I'd
be
open
to
talking
about
more
I-
do
have
concerns
that
a
much
cheaper
technology
like
pen
and
paper.
We
did
not
work
and
now
we're
moving
to
GPS
I
would
just
make
sure
we're
asking
the
questions
of
what's
needed
if
it
is
something
that
if
we
could
just
have
a
stricter
policy
and
enforcement
of
that
policy,
do
we
need
to
have.
G
Well,
it's
at
the
precincts.
You
know
it
could
be
difficult,
sometimes
to
always
to
remember
to
do
the
review
of
the
squad
reviewing
the
paper
for
the
signup
sheet
for
squads,
along
with
all
the
other
responsibilities
that
a
precinct
inspector
or
supervisor
may
have
so
by
us.
Putting
someone
in
place
doing
the
oversight
will
hopefully
take
that
responsibility
out
of
their
hands
and
give
us
more
ability
to
review
it
and
hold
people
more
accountable.
I
think
that's
the
biggest
ideas
that
yeah.
G
A
Thank
You,
councilmember,
Schrader
I
think
I
take
a
little
bit
of
a
different
position
on
that
and
that
to
me,
the
difficulty
in
wrapping
my
head
around
part-time
work
is,
is
when
you're
wearing
a
uniform
and
you're
out
on
our
street.
Who
do
you
really
work
for
and
part
of
what
I
think
you're
getting
at
is
even
an
asset
like
a
squad
car
which
we
all
can
agree
is
much
less
valuable
than
the
officer
in
it
us
having
a
better
MPD
or
dispatch.
A
H
A
G
Chairperson
Paulo
summer,
I
do
not
again
I
appreciate
the
time
to
come
up
here
and
speak
to
these
issues
and
again
can
really
reiterate
here
what
the
chief
had
had
said
to
you
that
we
appreciate
being
involved
in
this
and
being
able
to
be
a
solution
to
these
issues.
These
problems-
and
we
will
you
know,
definitely
be
held
accountable
for
addressing
these
issues.
A
A
With
this
much
data
and
with
the
Wellness
of
our
officers
perspective
in
mind,
you
know
this
seems
similar
to
the
way
other
professions
are
going
like
mandatory
maximums
for
people
in
in
public
service
and
emergency
kinds
of
professions
or
medical
professions,
mandatory
write-ups
for
for
workers
who
are
dealing
with
really
really
risky
equipment,
something
like
MnDOT
and
there's
no
plow
drivers.
Reports
need
to
be
made
when
one
of
those
drivers
hasn't
had
an
opportunity
to
have
what,
for
them
would
be
an
adequate
rest
period
and
in
our
already
strapped
staffing
and
service
delivery
model.
A
Even
just
looking
at
the
CAD
data,
which
we
know
is
tremendously
incomplete.
It
looks
like
with
my
own
math.
It
seems
like
private
entities
are
funding
what
seems
to
equate
to
63
full-time
positions
worth
of
off-duty
hours
right
if
to
put
those
into
ten
hour
shifts
if
to
put
an
officer
on
it,
who
would
have
things
in
a
year
like
training
time
in
vacation
time?
A
So
if
we're,
if
we
as
a
city,
are
serious
about
the
wellness
and
the
mental
health
of
our
officers,
this
is
a
lot
to
take
in
and
I'm
glad
that
for
the
first
time
it
seems
we're
really
approaching
it
from
that
perspective.
So,
thank
you.
Thank
you
for
being
here,
Thank
You,
director,
Big
B.
Is
there
anything
more?
You
want
to
add.
Thank.
B
You
very
much
deputy
chief
Halverson.
We
have
an
example
of
our
data
analysis
that
I'd
like
to
show
you,
so
this
tab
shows
data
analysis
and
please
keep
in
mind.
This
is
very
limited.
Data
for
off-duty
work,
the
data
and
analytics
Services
team
led
by
Stacie
Blass
Kowski
who's.
Here
today
in
case
you
have
questions
that
I
can't
answer.
She
has
built
a
management
dashboard
that
NPD
management
can
utilize
and
they
can
use
the
model
to
create
new
dashboards.
This
is
the
type
of
data
that
we
can
collect.
B
Off-Duty
hours
worked
right
now,
we're
capturing
limited
data
through
the
CAD
system.
As
compliance
is
enforced,
we
should
be
able
to
capture
more
data,
in
addition
with
new
technology
that
might
be
used
for
the
entire
off-duty
shift
and
sign
on
and
sign-off
process.
That
data
can
also
feed
the
analytics
hub,
and
these
kinds
of
reports
can
be
shown.
So
we
showed
January
through
August
2019
Danu
Airy
through
August
2018
and
in
the
whole
year
of
2018.
The
off-duty
hours
are
a
very
low
estimate,
so
it's
going
to
be
much
higher
than
that.
B
B
What
we
also
captured
down
below
is
the
top
50
officers
sergeants
and
lieutenants
with
the
highest
off-duty
hours.
So
it's
filtering
that
same
report,
but
just
for
50
officers
instead
of
for
890
officers,
and
it
shows
that
for
those
top
off-duty
workers,
very
low
estimate
again
of
the
off-duty
hours
portion
of
it
about
27%
of
their
total
hours
worked,
is
for
off-duty
jobs.
B
Are
there
any
questions
on
this
grant?
This
is
another
chart
that
is
blessed
Kowski
created.
It
shows
the
number
of
officers
in
a
week
if
you
start
from
the
left,
January
1st
2018
going
all
the
way
to
the
right,
July
31st
2019
for
each
reporting
period,
the
number
of
officers
who
worked
more
than
64
hours
in
a
week
and
again
this
is
a
very
low
estimate
because
we
don't
have
all
of
the
off-duty
hours
captured.
So
for
the
you
see
the
gray
bar
there,
that's
approximately
30
officers
working
more
than
64
hours
in
a
week.
B
Right
now,
that's
approximately
58
officers
and
that
week
worked
more
than
64
hours,
total
total
work,
hours
and
low
estimates
because
we
don't
have
all
the
off-duty
hours
and
then.
Finally,
this
is
just
a
count
to
show
the
number
of
officers
sergeants
and
lieutenants
that
we
used
in
those
two
charts.
The
number
of
sworn
officers
as
of
August
31st
was
600
or
let's
see
849
as
of
August
31st
2019.
B
And
then
the
number
of
officers
who
worked
one
or
more
off-duty
shifts
only
looking
at
officer,
sergeants
and
lieutenants,
which
is
almost
all
of
the
sworn
staff
about
77
percent
in
2018
and
71
percent
in
2019
worked
at
least
one
off-duty
shift
and
then
to
the
right
the
number
of
officers
who
worked
more
than
64
hours
in
a
week
at
least
five
times
during
the
year
we
have
98
officers
in
2018
and
65
officers
and
2019
out
of
849
officers.
Again.
B
This
is
an
extremely
low
estimate
because
we
don't
even
know
some
of
the
off-duty
shifts
that
were
worked,
but
this
is
what
management
could
monitor
and
finally,
in
the
audit
report,
are
the
benchmarking
surveys
and
Appendix
A
and
at
lists
first,
we
do
a
benchmarking
chart
with
other
Minnesota
cities,
and
then
we
do
benchmarking
with
other
approximately
eight
other
cities
across
the
nation,
and
it's
interesting.
It
shows
a
few
questions
about
how
they
manage
off-duty,
whether
they
cover
liability
insurance
for
their
officers
or
they
ask
secondary
employers
to
share
in
the
costs
of
liability
insurance.
A
B
A
A
Other
things
that
I
found
interesting
and
looking
through
this
appendix
is
that
in
some
cities
it
says
the
city
assumes
liability
for
officers
working
off-duty,
but
that's
not
always
the
case.
In
some,
some
cities
have
found
ways
to
shift
the
liability
for
off-duty
work
to
those
that
are
hiring
them.
Is
that
what
you've
noticed
too
and
then
there's
one
that
says
not
applicable
I
think
that
Kansas
City
says
that
the
city,
the
city's
assumption
of
liability
for
officers
working
off
duty,
it
says
not
applicable,
can
you
expand
on
them?.
B
B
I'd
also
like
to
thank
the
primary
contacts
on
during
this
audit
because
we
had
to
coordinate
and
collaborate
with
so
many
different
people
so
from
the
police
department.
We
have
assistants
eve,
michael
jos,
who
was
very
instrumental
in
our
technology
discussions.
Thank
you,
deputy
chief
Halverson,
who
you've
just
met
deputy
chief
way.
B
It
was
very
helpful
in
scheduling
with
the
precincts
that
we
appreciate
that
commander
travis
clampy
helped
with
our
technology
discussions
commander,
Chris
Granger
with
the
Quality
Assurance
function,
commander
Jason
case
with
the
new
strat
strategy
team
that
they're
building
up
and
I'm,
pretty
sure
he'll
be
involved
in
the
oversight
and
monitoring
and,
of
course,
Robin
McPherson,
who
was
our
tireless
audit,
lady's
own
and
unfortunately
gets
pulled
into
every
single
audit
that
we
do
so.
We
really
appreciate
your
coordination
and
cooperation
Robin
and
then
from
the
primary
office
of
police
conduct
review.
B
Look
to
see
how
many
cases
are
impacted
by
off-duty
work
and
then
the
primary
data
and
analytic
services
contact
was
Miss,
Blas,
Kowski,
who's
sitting
right
here
and
then
we'd
also
like
to
thank
the
local
businesses
who
responded
to
our
survey
and
then
our
benchmark
respondents
were
Bloomington,
Duluth,
Rochester
and
st.
Paul
in
Minnesota,
and
then
nationwide
the
police
departments
in
Atlanta,
Colorado,
Springs,
Kansas,
City,
Missouri,
Madison,
Wisconsin,
Mesa,
Arizona,
Omaha,
Nebraska,
Raleigh,
North,
Carolina,
Seattle,
Washington
and
Virginia
Beach
Virginia,
and
are
there
any
other
questions?
While
we
have
our
subject
matter,
experts
here.
G
B
B
Did
answer
the
survey,
so
they
did
provide
questions
to
the
survey
and
they
provided
a
copy
of
their
policy,
but
the
issues
that
we
have
that
our
management
has
to
respond
to
may
not
be
issues
in
the
Park
Police,
because
we
didn't
test
the
park
police
policy,
but
I
certainly
think
that
they
could
leverage
what
our
management
is
doing
and
use
it
as
a
benchmark
to
compare
to
their
practices
and
to
determine
if
they
have
some
of
the
same
gaps.
Okay,.
C
B
D
I
I
F
Stationary
engines
running,
and
so
that
is
certainly
if
an
officers
working
someplace
where
they're
inside
and
they
have
the
squat
on
the
outside
the
cars
going
to
be
off
the
squad
is
going
to
be
off.
But
a
lot
of
the
a
lot
of
the
squads
that
are
being
used
at
the
stadium
are
used
around
the
perimeter,
and
so
they
are,
the
engine
is
constantly
on
or
more
often
than
not.
So
that's
what
I
was
talking
about.
That's
why
we're
charging
yeah.
I
The
major
concern
you
know,
I,
don't
think,
creates
a
lot
of
pollution
more
than
moving
vehicles,
a
lot
of
collisions.
It's
something
that
I've
been
working
on
on
the
park
board
side.
I
understand
that
one
of
the
big
reasons
for
it
is
because
of
the
electronics
in
the
vehicle
have
to
be
a
temperature
controlled.
I
So
when
you
have
extreme
cold
or
hot
temperatures,
they
need
to
have
it,
but
we
found
that
a
lot
of
our
officers
we're
in
the
habit
of
just
idling
all
the
time,
even
when
the
temperatures
were
not
extreme
and
we've
been
able
to
significantly
reduce
the
amount
of
idling
and
the
costs
of
taxpayers
in
the
pollution.
So
maybe
that's
something
that
MPD
could.
Okay,
yeah.
F
Very
valid
comment:
we
do,
it
seems
like
we
cycle
around.
We
have
an
initiative
to
get
the
idling
to
be
reduced
and
then,
of
course,
people
forget.
They
pick
up
bad
habits
again,
and
so
we
go
through
that
cycle
all
over
again
about
trying
to
reduce
it.
I
know
that
we're
going
to
hybrids
I
believe
that's
next
year,
which
will
reduce
the
the
idling
significantly.
So
that's
a
huge
positive.
Thank
you.
A
Mcpherson,
while
you're
here
I
do
want
to
point
out,
commissioner
Mayer
and
I
were
speaking
before
the
audit
committee
started.
The
a
significant
amount
of
off-duty
work
by
MPD
happens
in
our
city
parks
for
different
kinds
of
events,
and
that
is
that
considered
buy
back
because
it
is
a
city
department
or
rather
because
of
the
independent
nature
of
the
park
board
and
the
independent
nature
of
these
events
is
that
considered
off-duty
work.
Madam.
F
B
Chair
Palmisano
audit
committee
members,
I'd
lost
like
to
also
point
out
that
the
GPS
technology
is
already
being
used
in
the
city
and
Public
Works.
So
when
MPD
management
adds
the
GPS
tracking
on
their
squad
cars,
they
will
also
get
data
related
to
fuel
efficiency
and
idling,
and
having
that
automated
in
the
dashboard
will
just
make
it
much
easier
to
monitor
and
make
adjustments
so
I
think
that
will
be
a
value
added
improvement.
B
Thank
You,
chair,
Palmisano
I.
Lastly,
would
like
to
thank
our
audit
team
for
all
the
work
on
this,
so
common
alidade,
Travis
comm,
and
you
get
us
a
lot
who's
not
here.
Today
they
had
to
come
out
nights
and
weekends.
I
shouldn't
say
had
to.
We
offer
to
visit
the
precincts
to
visit
the
officers
during
all
types
of
ships.
We
didn't
do
any
dog
watch
shifts,
but
we
really
appreciated
the
officers
being
available
and
the
audit
team
being
available.
So
thank
you
very
much.
Thank.
A
You
and
thank
you
to
our
MPD.
You
know
a
good
for
a
good
audit
access
is
key,
and
that
is
something
that
I
really
credit
MPD
with
never
putting
up
barriers
for
our
audit
staff.
You
have
been
more
than
forthcoming
with
all
of
our
audits.
So
thank
you
so
very
much.
Thank
you
with
that
I.
We
have
two
issues
to
do
as
Audit
Committee
members
and
that's
to
receive
and
file
this
audit
report
and
then
direct
staff
to
publish
and
make
it
available
for
public
review.
I
will
move
that
forward.
A
Is
there
a
second
councilmember
Schrader
sure
I?
Could
second
that
motion
all
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
Are
there
any
announcements
from
audit
committee
members,
but
one
that
I
wanted
to
make?
Is
I
wanted
to
point
out
that
one
of
our
appointments,
it's
mr.
Scott
Neil's
appointment?
His
term
does
expire
at
the
end
of
2019
and
because
he
has
served
before
he
cannot
he's
at
the
end
of
his
limit
of
service.
A
So
we
do
have
an
October
18th
deadline
for
new
audit
committee
members
and
new
people
who
work
professionally
in
audit
or
in
ways
that
could
help
us
to
review
and
direct
the
work
of
our
audit
team.
That
appointment
would
go
from
January
1st
of
2020
through
the
end
of
the
year
of
2022,
so
just
wanted
to
make
that
announcement
and
make
it
public.
So
that's
all
I
have
seeing
our
adjourned
meeting
business
completed.
I
will
adjourn
this
session.
Thank
you
very
much.