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From YouTube: October 15, 2020 Budget Committee
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A
B
Great
thank
you
chair
palmisano
and
members
of
the
budget
committee.
My
name
is
jeff
johnson
and
I'm
the
executive
director
of
the
minneapolis
convention
center
with
me
virtually
is
chris
hunges,
our
director
of
business
services,
also
our
partners
from
meet
minneapolis,
melvin,
tennant
and
sandy
christensen.
B
B
B
B
B
B
B
B
B
B
The
funding
for
the
commons
has
been
eliminated
as
the
park
board
has
taken
over
operational
ownership
of
the
park
and
will
pay
for
its
expenses
through
their
portion
of
the
tax
levy.
As
with
other
parks
parks
in
the
city,
the
target
center
has
reduced
its
non-obligated
expenses
by
almost
35
percent.
B
B
So,
thank
you
for
your
time
today
and
for
your
commitment
to
the
hospitality
industry.
This
budget
predicts
that
we
will
start
to
recover
sometime
around
the
start
of
the
third
quarter
in
2021.
Throughout
the
coming
months.
We
will
have
to
be
nimble
with
the
management
of
our
resources
so
that
we
are
ready
to
serve
our
city
and
our
clients
when
it
is
safe
to
do
so.
A
Thank
you,
mr
johnson.
I
we
have
been
thinking
a
lot
about
the
visitors
to
our
city
and
how
deeply
our
hospitality
industry
is
being
impacted
due
to
the
pandemic,
and
I'm
curious,
I'm
not
seeing
that
I'm
not
seeing
that
I
have
any
questions
or
thoughts
from
my
colleagues.
A
A
Thank
you.
Next
up,
we
have
our
information
technology
department
and
I
will
invite
fadi
fadil
our
chief
information
officer
to
give
that
presentation.
Welcome
director
fadil.
A
C
You
good
morning,
madam
chair
council,
members,
thank
you
for
having
us
today
to
give
you
an
overview
of
the
it
department
budget
for
2021
next
slide.
Please.
C
So
our
infrastructure
is
your
network,
the
wireless,
the
servers,
the
devices
that
we
use,
even
at
the
endpoints
with
employees,
pretty
much
all
the
hardware
and
software
required
to
run
it
and,
of
course,
a
very
big
and
huge
component
of
that.
That
has
an
escalating
importance,
and
that
is
the
cyber
security
piece.
C
The
second
category
is
everything
that
rides
on
top
of
that
infrastructure
and
those
are
the
systems,
the
tools,
the
enablement
solutions,
the
it
projects
pretty
much
everything
that
runs
on
that
infrastructure,
the
use
of
technology
across
the
city
and
the
third
category
is
the
decision
support
services,
and
this
is
basically
the
the
intelligence
of
the
city.
What
do
we
do
with
these
tools?
What
information
do
we
get
out
of
these
tools
and
how
do
we
stitch
them
together?
C
The
integration
of
it
turning
data
into
usable,
consumable,
actionable
information
and
parts
of
how
that
comes
to
fruition
is
data,
dashboards
trend,
analysis,
visualizations
and
cross-referencing
systems
and
information
with
each
other
to
create
a
new
set
of
information
and
bring
those
to
life
that
help
with
a
data-driven
decision-making
capabilities
in
the
city,
and,
as
you
can
see,
this
is
the
smallest
category
of
our
investments
in
technology,
and
now
we
feel
that
we
are
in
a
place
that
we
could
leverage
that
category
more,
as
as
the
the
power
of
information
keeps
escalating,
and
we
need
it
more
than
ever
in
order
to
make
info
data
informed
decisions
next
slide.
C
C
So
when
we
go
to
the
various
cuts
of
it,
it
breaks
down
into
the
following
categories:
oh
back,
one
slide,
please
yep,
so
where
we
have
managed
to.
C
Meet
our
targets
for
budget
cuts,
the
first
thing
is
that
it's
will
no
longer
to
be
leveraging
consultants
and
staff
augmentation,
and
we
now
we
will
be
solely
relying
on
our
and
existing
I.t
staff,
and
this
will
be
not
just
absorbing
work
that
we
would
be.
We
were
outsourcing,
but
actually
also
absorbing
a
set
of
domains
of
I.t
work,
and
I
call
those
domains
because
they're
very
it's
a
whole
operation
that
goes
from
solutioning
to
execution
to
infrastructure,
needs
to
the
support
and
training.
C
So,
for
example,
how
we
are
meeting
today
using
teams
is
a
good
example
of
what
those
new
capabilities
that
we
have
to
provide
in
order
for
the
city
to
be
functional
in
a
remote
environment.
C
This
also
includes
the
infrastructure
around
vpns
remote
access
systems
that
now
that
we
have
to
move
into
remote
capability
and
invest
more
in
our
cloud
strategy
and,
of
course,
with
that,
the
escalating
cyber
needs-
and
we
do
very
well
in
the
city
in
our
in
terms
of
our
cyber
posture,
a
good
analogy
of
that
is
in
the
in
an
enterprise
of
our
size.
C
The
cyber
situation
is
more
like
a
duck
so
above
the
water,
we're
calm
and
smooth
sailing,
but
underneath
the
water,
our
feet
are
kicking
and
we're
going
full
speed
to
make
sure
that
the
city
is
information
and
residence
information
is
private
and
protected.
C
C
So
we
have
a
lot
of
additional
work
and
actually
we've
picked
up
the
pace
with
regards
to
providing
information
making
it
public.
We
will
be
coming
on
before
you
soon
to
talk
about
our
new
approach
to
our
website
and
public
dashboards
and
how
that's
gonna
move
us
towards
our
vision
of
a
smart
city.
So
basically
we
have
shifted
gears
tremendously
overnight
and
it's
a
good
analogy
of
that
is
going
the
whole
city
going
from
diesel
to
ga.
C
So
these
are
some
of
the
new
domains
that
we
have
to
absorb
that
I
wanted
to
highlight
for
you
in
addition
to
that
absorbing
I.t
staff
that
were
initially
for
for
a
long
time,
funded
by
I.t
projects
presented
by
other
departments,
and
we
know
now
that
these
projects
are
slowing
down,
and
yet
this
staff
is
very
important
and
essential
to
our
city,
so
we
absorbed
those
capabilities.
C
The
second
piece
where
we
have
managed
to
absorb
our
our
cuts
is
basically
looking
at
more
free
and
innovative
solutions,
and
basically
this
is
more
like
we're
taking
the
bus
more
than
then
taking
the
car
and
the
expenses
that
goes
with
that.
So
we
have
been
able
to
let
go
of
some
systems
that
do
cost
us
quite
the
amount
in
it
budget
and
we're
relying
now
on
innovative
solutions
produced
or
built
by
its
staff
or
looking
at
more
free
options
and
open
source
options.
C
We
are
able
to
meet
our
budget
cuts
targets.
Is
we're
freezing
the
refresh
of
the
a
few
technologies,
let
that
be
some
of
the
end
end
user
devices
like
the
laptops
or
the
servers
or
the
infrastructures.
C
This
is
quite
important
not
to
to
skip.
However,
the
realities
of
that
we're
living
do
push
for
us
to
try
to
milk
another
year
or
two
out
of
some
of
the
things
that
are
due
for
refresh.
This
is
something
that
we
don't
dabble
with
too
much,
because
that's
what
we
call
the
technology
debt
we
might.
We
might
skip
changing
the
roofing
on
the
house
this
year.
C
We
might
kind
of
be
okay
with
not
dating
besides
this
year,
we'll
take
a
year
or
two
out
of
that,
but
this
will
always
come
back.
So
we
call
that
the
technology
debt,
because
you
don't
want
that
to
rise
too
much.
C
So
if,
if
we
were
to
use
a
a
football
analogy,
we're
having
a
bye
week
and
that's
where
some
of
our
cuts
are
coming
and
I
think
finally
we're
again-
I
think
I
did
highlight
that,
but
using
more
of
the
free
solutions
to
make
sustain
the
quality
of
our
mission,
critical
systems
and
preserving
our
cyber
security
posture,
which
is
actually
have
increased
significantly
as
events
kept
unfolding
this
year.
Next
slide.
C
C
This
is
where
we
have
some
a
portion
of
our
cuts,
and
that
is
where,
where
we
absorb
more
of
the
existing
duties
with
our
world
absorbing
existing
duties
that
we
use
to
augment
outside
of
I.t
staff
and
leveraging
that
internally
and
this
continuing
piece
of
tools
that
are
are
tend
to
be
sometimes
expensive
and
looked
everywhere,
where
we
could
find
free
and
innovative
solutions
to
leverage
this
work
slide.
C
Six,
please
we
highlighted
that
as
well,
but
basically
this
is
where
we
are
leveraging
another
year
where
we
skip
refreshing
some
of
the
infrastructure.
This
is
what
we
highlight
as
the
technology.
C
Debt
and
slide
seven:
this
is
some
of
our
contracted
services
that
also
are
around
the
decision
making
and
support
services.
C
These
are
your
data
connections
integrations
visualizations
that
wisdom
that
the
enterprise
can
have
from
looking
at
its
data
and
and
help
decision
making
we're
not
losing
capabilities,
we're
actually
picking
up
the
pace
and,
as
I
highlighted
we'll
be
coming
before
you
very
soon
to
show
you
the
first
set
of
tools
that
are
the
fruits
of
the
work
that
we've
been
doing
into
internally,
and
with
that,
I
do
want
to
acknowledge
the
amazing
I.t
staff
that
mobilized
overnight
were
able
to
absorb
the
new
domains
of
unexpected
work,
and,
I
think,
as
the
city
of
minneapolis
and
compared
to
some
of
our
sister
cities.
C
We
we
have
been
trailblazing
in
many
in
many
areas
and
we
have
not
slowed
down
and
actually
picked
up
the
pace
with
our
strategic
plan
around
getting
to
the
vision
of
smart
city,
and
that
is
based
on
a
strategy
of
digital
quilting
that
we
will
be
highlighting
for
you.
C
But
the
idea
here
is:
it's
a
see,
understand
and
act
so
see
the
data,
maybe
that's
making
it
visual.
Making
it
consumable
making
it
understandable,
so
that's
the
eye
and
that's
what
we
call
the
that's
where
the
internal
and
public
dashboards
are
going
to
be
able
to
highlight.
Second
thing
to
understand
is
is
understand
what
you
see:
analysis
of
the
data
making
the
connection
understand
that
that's
a
door,
not
a
fridge
door
or
a
window
and
finally
taking
action.
C
That
is
that
thing,
which
is
the
enablement
of
making
providing
consumer
consumable
and
actionable
data.
That
is
the
hand
the
action,
the
hands
and
the
legs,
and
it
is
positioning
itself
very,
very
strongly
and
being
able
to
meet
those
needs
and
with
that.
That
concludes
our
my
highlight
regarding
the
it
budget
for
2021,
and
I
stand
for
questions.
A
Thank
you,
director,
fadil.
I
don't
see
any
questions
or
comments
yet,
but
I
do
need
to
share
that
our
city
enterprise
simply
could
not
have
adjusted
to
this
pandemic
into
this
new
normal
of
a
remote
working
environment
with
the
capability
to
protect
our
workforce.
Without
you
and
your
team
you're
a
visionary
cio
director
and
you
were
on
the
job
less
than
six
months.
A
I
think
right
when
covid
hit
and
we
as
a
city
have
we've
become
ever
more
reliant
on
you
and
yours
and
your
team
to
keep
all
of
our
enterprise
service
programs
functioning
and
to
continue
to
serve
our
community.
So
thank
you.
Councilmember
fletcher.
D
Thank
you,
chuck,
palmisano
and
I'll.
Just
echo.
Those
extremely
positive
comments.
I
think,
there's
a
lot
of
appreciation
around
the
whole
enterprise
for
the
work
that
it
has
done
to
help
us
keep
connected
to
each
other.
During
this
really
challenging
moment.
D
D
It
investments
end
up
representing
themselves
in
other
parts
of
the
budget
as
savings,
and
so
I
I
guess,
I'm
I
think,
there's
always
a
challenge
to
sort
of
justify
leaning
into
new
investments
at
the
same
time
that
we're
talking
about
cuts-
and
I
guess
I'm
curious-
how
if
you
could
just
talk
a
little
bit
about
how
you've
approached
that
and
sort
of
how
you
balance
both
the
the
potential
for
producing
savings
with
new
efficiency
using
technology
against
the
you
know,
the
challenge
of
of
justifying
investments
in
a
tough
budget
cycle.
C
Absolutely
this
does
tie
to
our
strategy
and
vision
of
arriving
at
a
smart
city.
Smart
city
is,
is
a
city
that
does
leverage
the
most
valuable
commodity
on
the
planet
more
than
gold,
and
that
is
information,
taking
data
and
taking
and
turning
it
into
information.
C
So
I'm
just
going
to
move
down
the
path
here.
So
that's
the
vision.
The
strategy
to
get
there
is
digital
quilting.
Everything
needs
to
be
stitched
together,
cannot
be
working
in
isolation.
So
how
do
we
get
that?
That
is
a
discipline
that
every
that
that
best
summarized
by
intentional
I.t?
We
have
got
to
be
intentional
in
everything
we
do
for
the
big
picture
and
not
just
be
executors
and
producing
a
system
here
system
there
technology
there.
Everything
is
done
with
it
overall
eye
view.
C
So
when
we
approach
things
that
way-
and
this
is
an
internal
governance
and
discipline
that
we
have
installed
within
our
rit
department
instead
of
rolling
the
sleeves
and
get
to
work
right
away,
we're
looking
at
the
big
picture
with
that,
the
first
type
of
savings
becomes,
if
we
see
a
system
coming
in
or
an
investment
coming.
In
first
thing,
we
look
at
how
does
that
fit
in
the
big
picture
and
that
highlights
existing
systems.
That
already
do
the
same
thing
and
that's
how
you
eliminate
redundancy.
C
C
You
know
as
a
technology
as
technology
systems
now
being
introduced,
there's
always
a
data
element.
So
again,
this
digital
quilting
thing
allows
you
to
say
all
right.
This
data
first
is
a
secure.
Is
it
private?
How
is
it
going
to
integrate
with
other
systems?
Integration
for
us
means
automation.
That's
going
to
eliminate
a
lot
of
the
manual
work,
so
wherever
we
see
an
opportunity
for
introducing
a
system
that
also
allows
to
automate
some
of
some
of
the
manual
work
that
will
produce
some
cost
savings
in
terms
of
workforce
time
and
resources.
A
Thank
you,
council
member
bender,.
E
Thank
you,
madam
chair.
I
had
a
similar
comment
and
this
second
bullet
on
the
fifth
slide
that
says:
discontinues
use
of
certain
expensive
tools.
Just
I'm
so
grateful
for
that
approach.
In
my
time
in
office,
it's
been
a
bit
hard
to
watch
these
big
expensive
database
projects.
E
That
then
often
are
followed
by
an
enormous
amount
of
staff,
time
learning
to
use
the
expensive
new
database,
and
then
it
actually
never
really
fit
our
needs
and
as
a
policy
maker,
you
know,
there's
there's
things
that
are
easier
to
intervene
in
than
others,
and
so
it's
just
really
so
refreshing
and
a
relief
to
have
a
leader
like
yourself,
who
is
being
so
strategic
and
so
careful
with
our
public
dollars
and
really
fitting
the
right
technology
solution
to
the
right
problem,
and
I
know
how
much
you
are
supporting
all
the
department
heads
our
community,
the
kids
who
are
distance
learning.
E
I
know
we
stole
you
from
the
school
district
which
they
remind
me
during
our
frequent
check-ins.
E
I
check
in
with
the
chairs
of
the
other
legislative
bodies,
frequently
but
they're,
so
appreciative
of
your
ongoing
support
for
our
young
people,
who
are
distance
learning,
and
then
I
also
just
wanted
to
uplift
how
much
it
is
really
stepping
in
to
help
our
city
use
data
to
to
make
policy
decisions,
both
informing
staff
and
policymakers,
and
I
think
it's
an
area
of
improvement
for
our
city
to
better
track
data,
to
build
on
our
data,
transparency
and
open
data
policies
that
I
know,
councilmember
johnson
started
back
when
we
first
took
office
and
just
really
digging
into
how
we
can
make
that
data
more
readily
available.
E
Make
sure
that
we're
sharing
that
data
through
new
websites
and
web
resources.
So
I
just
can't
say
enough
good
things
and
when
I
appreciate
all
the
extra
work
that's
happening
in
the
it
department
with
all
of
your
staff.
Thank
you.
C
Thank
you,
councilmember
and-
and
I
I
didn't
realize
this
morning,
that
I
will
be
the
be
using
the
boss
analogy
as
much,
but
I
guess
I
guess
one
one
thing
here
also
for
us
in
in
another
comment
to
highlight
about
our
approach
is
that
we
we
are
using
more
of
everybody,
gets
on
the
bus
versus
everybody
has
their
own
car,
so
so
that
that
that
is
a
savings
there
and
at
the
end
of
the
day
we
should
all
get
on
the
same
bus,
because
the
city
is
our
success.
C
Is
us
in
us
all
in
all
facets
of
the
city
to
head
in
one
direction.
So
it's
it's
also
a
strategy
that
help
us
unite
our
digital
vision
for
the
city.
So
thank
you
very
much.
A
Thank
you,
director,
you're,
getting
a
lot
of
appreciation
in
the
meeting
chat
bar
here,
and
I
think
it's
also
important
to
compliment
you
and
your
team
on
your
ability
to
fend
off
the
the
number
of
intense
cyber
attacks
that
occurred
in
may
and
june
on
our
city
infrastructure.
A
C
We
are
very
mindful
of
the
fact
that
for
our
residents
to
trust
us
with
our
with
their
data
and
for
our
staff
to
to
feel
safe
with
their
data,
this
is
our
our
number
one
commitment
and
we
are
not
we're
not
being
lenient
around
that
area
and
if
it
has
a
slightest
negative
impact,
we
would
not.
C
We
would
find
our
cuts
and
savings
elsewhere,
but
I
would-
and
I
cannot
speak
too
much
publicly
about
our
cyber
posture,
but
I
can
tell
you
that
it
has
significantly
improved
rather
than
being
sustained
and
like,
like,
I
said
it
is,
we
are
like
a
duck.
C
Of
2020
have
introduced
a
lot
of
shocks
in
the
water,
but
I
guess
practice
makes
perfect
and
we
have
got
to
keep
those
standards
really
high
up.
So
rest
assured
that
we're
doing
everything
possible
and
more
even
in
terms
of
opening
new
innovative
doors
and
introducing
new
strategies
for
our
cyber
posture.
F
F
So
I
would
appreciate
any
any
work
and
effort
that
we
can
continue
to
sustain
on
that
front,
because
I
know
that
with
distance
learning
and
some
folks
with
the
privilege
to
be
able
to
work
from
home
instead
of
going
to
a
retail
center
or
a
shopping
center,
I
think
that
that
demand
certainly
presented
itself
and
you
rose
to
the
occasion,
and
it
would
be
great
to
just
have
you
keep
us
updated
on
what
the
what
the
continued
plans
for
that
will
be
how
the
city
will
be
a
player
in
that
moving
forward,
because
we
do
know
that,
even
even
though
the
city,
you
know,
I
think,
did
a
good
job
of
stepping
up.
F
F
A
A
G
I
am
I
am
here,
thank
you,
madam
chair
and
members
of
the
committee,
I'm
just
going
to
provide
a
brief
oath
of
our
department
and
thank
you
so
very
much
for
supporting
human
resources
and
supporting
the
work
of
the
incredible
employees
in
the
city
of
minneapolis.
Could
you
please
go
to
the
next
slide?
G
What
we
have
here
is
just
an
overview
of
where
the
funding
for
our
department
comes
from
in
the
various
streams,
as
well
as
the
different
areas
of
human
resources,
which
are
administration,
business,
partner
solutions,
labor
relations
learning
and
development
total
compensation.
That
also
includes
the
health
insurance
fund,
as
as
all
of
you
know,
that
is
self
self
funded
through
our
self
insurance
next
slide,
please,
and
if
you
would
go
to
the
next
slide,
we're
going
to
talk
now
a
little
bit
more
about
our
base
cuts.
G
As
we're
all
aware,
the
the
events
around
the
pandemic
has
really
impacted,
not
only
our
community
at
large,
but
it
has
also
impacted
our
workforce
and
also
impacted
our
work
as
an
employer
as
a
city
of
minneapolis
employer,
and
so
whether
it
is
managing
all
of
the
kinds
of
things
regarding
our
health
and
the
health
and
safety
of
our
employees.
G
We
have
been
really
working
to
ensure
that
the
core
delivery
of
services
focusing
on
compliance
requirements
is
not
diminished
as
a
result
of
all
the
different
things
that
we
have
to
do,
and
so,
with
that
in
mind,
we
have
focused
on
supporting
the
health
and
safety
diversity
of
our
workforce
and
also
the
compliance
associated
with
the
different
actions
that
we've
had
to
take
in
response
to
the
severe
budget
cuts
in
the
enterprise.
G
If
you
could,
please
go
to
the
next
slide,
what
the
base
cuts
mean
for
the
human
resources
department,
we
have
eliminated
a
few
positions
and,
as
a
result
of
that,
there
will
be
very
limited
face-to-face
customer
service,
for
example,
because
we
are
no
longer
working
within
the
building.
G
We
do
not
have
as
much
need
for
face-to-face
contact
with
the
public
and
also
we
will.
We
do
anticipate
that
there
will
be
slow
response
time
to
several
of
the
customer
departments
that
we
currently
work
with.
Examples
of
some
of
the
non-personnel
impacts
are
around
professional
development,
external
investigations.
G
We
tend
to
do
external
investigations
when
it
involves
a
department
head
or
elected
officials,
and
so
we
are
anticipating
funding
for
those
types
of
activities,
training,
seminars
and
also
professional
and
organization.
Memberships
will
be
severely
cut
and
reduced
next
slide
as
it
pertains
to
the
enterprise
work.
G
Over
and
beyond
the
investigations
that
I
mentioned,
we
have
had
to
pivot
to
doing
more
work
from
a
virtual
in
learning
and
development,
looking
at
more
virtual
work,
and
so
what
we
have
done
is
eliminated
certain
aspects
of
that
work
and
actually,
quite
frankly,
have
been
very
successful
in
pivoting
to
doing
virtual
and
online
training
and
development.
G
We
are
seeing
an
increase
in
activity
in
that
area.
We've
also
seen
an
increase
as
it
pertains
to
people
really
taking
advantage
of
those
services,
and
I
want
to
particularly
commend
the
it
team
for
their
work
and
assistance
and
really
helping
us
go
from
in-person
training,
which
also
includes
our
compliance
training
to
really
being
able
to
do
that
work
from
a
virtual
perspective,
as
it
pertains
to
our
total
compensations
solutions,
division,
we
do
have
a
position
that
will
be
retiring
in
2021
that
will
not
be
refilled
and
what
that
means
is.
G
We
will
have
a
slow
response
time
for
our
classification
and
compensation
requests
and
studies
from
a
non-personnel
impact.
We
are
working
to
look
at
other
ways
that
we
can
take
some
of
the
work
that
we
were
doing
from
external
consultants
and
bringing
that
work
in-house.
G
That
does,
however,
mean
that
there
will
be
limited
tools
that
we
have
historically
used
regarding
management
assessments,
disk
assessments
and
strength
finders.
These
are
assessment
tools
that
really
help
our
leaders
and
managers
get
a
better
understanding
of
the
certain
skills
or
certain
abilities
that
they
can
look
at
to
really
embrace
and
improve
their
work
in
terms
of
how
they
lead
and
manage
people
we
also
are
looking
for.
G
We
also
will
anticipate
there
will
be
less
opportunities
for
us
to
do
the
cultural,
addre,
agility,
training
that
we
have
typically
farmed
out
and
then
we'll
also
have
less
employee
support
during
our
open
enrollment
times.
G
Also,
there
will
be
a
focus
more
on
the
compliance
related
to
health
wellness
and
benefits
due
to
the
reduction
of
staff.
Who
will
have
the
time
of
the
capacity
to
be
able
to
do
that?
Next
slide,
please,
with
all
of
the
changes
that
are
going
on
in
our
workforce
and
as
an
employer.
We
also
recognize
that
we
have
to
balance
the
compliance
kinds
of
things
that
we
definitely
have
to
do
with
really
supporting
the
work
as
we
as
an
enterprise
meet
the
workforce
challenges
in
what
we're
calling
the
new
normal.
G
If
you
could,
please
go
to
the
next
slide,
so
I
wanted
to
just
give
a
brief
overview
regarding
what
we,
as
a
city
accomplished
in
2019
38
of
our
new
hires,
were
women
and
41
were
bipolar
employees.
37
of
those
were
women
that
were
promoted
and
29
of
the
people
that
we
hired
that
were
promoted.
Excuse
me,
those
were
promoted,
will
back
out
back,
were
bipod
employees.
G
With
that
in
mind,
we
are
really
going
to
even
more
so
have
a
stronger
focus
on
looking
at
our
data,
given
the
fact
that
we
know
that
we
are
having
furloughs,
we
are
having
layoffs,
we're
having
early
retirements,
we're
doing
a
lot
of
different
things
that
we
have
to
do
quite
frankly
because
of
the
budget,
where
our
budget,
how
we
have
to
manage
our
resources,
so
we're
going
to
even
have
more
focus
on
looking
at
how
all
of
these
changes
that
the
city
have
to
make.
G
How
that's
going
to
impact
the
our
work
with
our
bipod
and
female
employees.
We
want
to
not
lose
any
ground
because
we've
made
great
strides
this
year,
but
we
have
to
continue
to
look
at
the
data.
We
have
to
also
look
at
what
policies
and
procedures
we
need
to
look
at,
and
we
will
continue
to
make
a
strong
commitment
in
that
area.
G
G
Next
slide,
I'm
also
looking
at
recognizing
that
work
has
changed
and
we're
not
likely
to
return
to
our
own
ways.
So
we
need
to
look
at
how
we
can
use
technology,
flexible
schedules,
remote
access
and
teleworking,
and
also
again,
as
I
mentioned
earlier-
utilizing
the
virtual
learning
training
experience.
A
Thank
you
director,
not
seeing
anybody
in
queue
right
now,
I
want
to
recognize
you've
had
a
a
challenging
time
around
everything.
That's
happened
in
2020
in
in
helping
to
support
all
of
the
employees
here
in
our
city.
A
Again,
not
seeing
any
questions
for
you
right
now,
I'm
sure
there
will
be
later
as
we
move
forward
with
additional
budget
discussions.
So
thank
you
for
your
time.
Thank
you.
I
will
look
to
transition
and
say
we
will
finally
hear
from
our
civil
rights
director.
Velma
corbil
is
the
last
presentation
for
this
morning
and
director
corbil.
I
heard
you
earlier.
Are
you
ready
to
go?
I.
H
A
H
You
yep
good
morning,
council
member
palmistano,
chair
of
homicino
and
committee
members,
I'm
velma
corble,
I'm
the
director
in
the
minneapolis
department
of
civil
rights,
and
I
am
pleased
to
present
the
mayor's
recommended
2021
budget
for
the
civil
rights
department
and
also
connected
to
this
call
this
morning
are
the
the
leadership
team
meet
members
from
the
civil
rights
department.
H
Frank
reed
is
on
the
line.
The
complaint
investigations
division
director,
emanager
farr,
is
on
the
line
from
the
office
of
police
conduct.
Review.
H
Brian
walsh
is
on
the
line
from
the
labor
sanders
enforcement
division,
cassidy
gardner
from
civil
rights,
equity
and
andrew
hawkins
from
our
administration
division,
and
I
just
wanted
to
take
a
little
bit
of
time
before
I
jump
into
this,
to
just
not
only
recognize
the
leaders
who
are
on
the
call,
but
also
to
recognize
the
entire
staff
in
the
civil
rights
department,
with
all
of
the
things
that
have
happened
with
regards
to
the
pandemic.
H
These
folk
have
pivoted
and
become
the
virtual
workforce
powerhouse
that
they
are.
They
have.
Some
of
them
have
lost
friends
and
family
members.
We've
had
some
babies
born,
but
through
it
all,
they
have
pivoted
to
this
virtual
reality
and
and
continue
to
do
tremendous
work
on
behalf
of
the
city
of
minneapolis,
and
I
just
wanted
to
take
that
opportunity
to
to
say
thank
you
to
them
and
to
just
let
them
know
how
appreciative
I
am
of
the
work
they're
doing
on
behalf
of
the
city.
H
So
if
you
could
go
to
the
next
slide,
please
this
slide
is
just
a
representation
of
the
roughly
5
million
dollar
general
fund
budget
that
is
distributed
across
these
various
funds
that
you
see
most
of
the
resources
that
the
civil
rights
department
is
expensing,
its
operation
to
come
from
the
general
fund,
and
you
will
also
see
on
the
right
of
the
chart
how
those
funds
are
distributed
across
the
divisions
relatively
is
a
relatively
even
distribution
and,
as
we
talk
next
slide,
please
about
the
base
cuts
to
the
civil
rights
department.
H
You
will
note
that
the
base
cuts
also
include
dollars
that
equivalent
to
about
a
2
fte
reduction
to
the
staff
in
the
civil
rights
department.
Next
slide,
please,
the
first
division
we'll
talk
about
is
the
administration
division
and,
as
I
mentioned,
andrew
hawkins
is
on
the
line
and
andrew
leads
the
administration
division
for
us.
H
In
the
past,
the
division
has
served
as
mostly
a
repository
for
our
general
service
dollars,
such
as
rent
and
utilities,
our
information
technology,
service
charges
etc,
but
going
forward.
We
are
centralizing
some
tasks
in
this
division,
so
it
will
be
responsible
for
management
of
our
annual
budget,
staffing
and
workforce
planning.
Our
strategic
planning
efforts.
This
division
also
is
responsible
for
our
file,
our
data
and
information
management,
and
it
really
serves
as
our
main
external
facing
entity
to
deal
with
such
things
as
our
website.
In
any
outreach
that
we
do
to
communities.
H
There
is
no
personnel
in
this
division,
as
of
yet
we'll
do
probably
do
some
transfers
in
2021
just
kind
of
collecting
and
curating
all
of
the
personnel
charges
from
the
other
divisions
where
the
the
people
are
distributed
now
to
move
those
over
into
administration,
but
the
only
cut
there
is
a
non-personnel
cut,
and
that
is
to
those
to
those
activities
that
I
mentioned,
such
as
the
rent
utilities
and
information
technology
services
that
results
to
about
a
five
percent
cut
to
that
division.
H
Next
slide,
please
and
our
complaint
investigations
division
for
those
that
might
not
be
as
familiar
with
the
work
in
this
division.
It
is
our
traditional
civil
rights
division
and
it
enforces
the
city's
anti-discrimination
laws
through
its
the
city's
own
civil
rights
ordinance,
but
it
also
managed
a
work
share
agreement
with
the
u.s
equal
employment
opportunity.
Commission,
the
main
challenge,
with
the
cuts
that
you
see
here
on
this
slide
about
a
half
of
a
person
and
a
couple
thousand
dollars
on
a
non-personnel
impact
one.
H
This
half
a
person
that
you
see
that
is
reduced
this
year
is
the
is
a
position
that
was
approved
in
the
2020
budget.
So
it
doesn't
affect
a
body
because
no
person
was
in
that
position,
but
we
are.
We
are
reducing
that
division
by
those
dollars.
H
The
challenge
to
this
is
when
this
position
was
approved
at
the
beginning
of
2020
it
was
it
provided
a
little
breathing
room
because,
as
you
know,
most
of
the
dollars
that
are
spent
in
this
division
are
for
people
in
complaint.
Investigations
is
really
reliant
on
people
to
do
the
work,
and
so
when
we
are
reducing
this
division,
this
budget
with
dollars
we're
also
directly
impacting
our
ability
to
bring
in
people
resources
to
be
able
to
to
help
to
help
us
do
this
work.
H
This
division
also
staffs
the
city's
commission
on
civil
rights
and
what
we
see
as
a
challenge
here
is
similar
to
what
the
human
resources
director
said
is
we're
going
to
see
some.
You
know
elongated
time
frames
in
terms
of
case
processing
we
are
going
to
with
our
virtual
workspace.
We
are
going
to
be
limited
in
just
how
much
outreach
we
can
do.
We
are
also
going
to
be
limited
in
just
the
efficacy
of
trying
to
do
alternative
dispute
resolution
or
conciliation
in
a
virtual
world.
H
That
has
been
a
challenge
for
us,
but
again,
our
folks
are
creative
and
they're
figuring
out
ways
to
absorb
this
cut,
but
also
to
continue
to
do
the
work,
but
I
just
wanted
to
just
put
the
city
as
an
enterprise
on
notice,
as
well
as
people
who
are
looking
for
us
for
services.
There
are
going
to
be
some
slower
processing
times.
With
regard
to
this
work,
because
it's
so
people
heavy
next
slide,
please
our
next
division
is
our
contract
compliance
division.
H
The
division
director
in
this
role
that
you
see
here
where
there's
talks
about
personnel
impact,
sean
skibbe
left
the
city
about
three
months
ago
and
took
a
job
with
another
government
agency.
H
So
the
personnel
impacts
that
you
see
include
the
contract
compliance
director
position,
but
there
is
not
a
person
in
that
position
now
and
then
the
contract
compliance
officer
position.
That's
a
vacant
position
again,
one
that
was
approved
in
2020.
So
while
we
are
reducing
the
budget
with
these
two
positions,
no
employees
were
directly
affected
by
these
reductions.
H
This
division
has
not
seen
any
decrease
in
the
work
that
it
is
doing
for
the
city
with
regard
to
the
work
that
it
does
with
ensuring
that
women
and
people
of
color
are
gaining
access
to
city
contracts
as
businesses
and
as
employees,
because
the
work
there
has
not
slowed
down.
If
you
recall,
construction
work
was
designated
as
essential
work
by
the
governor
through
all
of
the
emergency
declarations,
so
the
work
that
this
division
is
overseeing
the
city's
construction
work
also
did
not
slow
down
and
so
they've
stayed
busy.
H
We
had
asked
for
an
additional
position
in
the
2020
budget.
We
got
that
position.
It's
now
reduced
and
again
it
is
just
causing
people
to
have
to
do
more,
with
less
and
and
they've
done,
an
admirable
job
with
with
it.
The
one
challenge
that
I
see
in
addition
to
how
labor
intensive
this
work
is
and
now
the
challenge
that
will
need
to
that
the
employees
will
undertake
in
in
a
pivot
as
a
result
of
this
pandemic.
H
This
also
would
have
been
the
year
where
we
would
have
come
forward
with
a
request
for
resources
to
do
a
new
disparity
study,
because,
as
you
know,
the
disparity
study
is
the
evidence.
That's
used
to
determine
whether
or
not
there
is
discrimination
in
the
marketplace
with
regard
to
utilizing
businesses
owned
by
women
and
people
of
color.
The
disparity
study
that
we
are
using
right
now
is
from
data
that
is
about
seven
years
old.
This
would
have
been
the
year
that
we
would
have
come
to
the
city
to
request
resources
to
do
a
new
disparity
study.
H
We
are
not
doing
that
in
the
2021
budget.
It
is
unlikely
that
we
will
do
that
in
in
the
budget
for
2022
at
some
point.
That
is
going
to
be
a
request
that
will
come
from
this
department,
and
so
I
just
want
to
put
put
people
on
notice
of
what
is
going
on
with
the
disparity
study
for
this
year.
H
Next
slide.
Please,
there
is
no
a
personnel
cut
shown
for
the
office
of
police
contact
review
and
a
small
non-personnel
cut,
but
right
now
in
the
office
of
police
conduct
review,
we
are
holding
two
positions
vacant
because
of
the
hiring
freeze
that
we're
in,
and
I
can
tell
you
that
it
is
even
more
critical
in
this
day
and
age
that
the
office
of
police
conduct
duck
review,
have
the
resources
that
it
needs
to
do
its
job.
H
That
office
is
evaluating
reviewing
thousands
of
hours
of
body
camera
data
as
a
result
of
the
complaints
that
are
filed.
That
group
also
staffs
the
police
conduct
oversight.
Commission,
the
commission
is
doing
its
audits
and
looking
at
how
it
can
be
a
better
resource
with
helping
the
city
collect
data
with
regards
to
community
safety
that
this
division
is
also
really
just
getting
out
from
under
a
significant
workload
that
was
created
after
the
killing
of
george
floyd.
H
They
received
thousands
of
emails
that
had
to
be
sifted
through
by
the
staff
in
the
office
of
police
conduct,
review,
to
be
able
to
determine
which
of
those
emails
and
online
complaints
and
telephone
calls
were
actually
legitimate.
Complaints
that
should
be
handled
by
the
office
of
police
contact
review
and,
if
you
recall,
in
the
office
of
police
conduct,
review
parties
have
an
opportunity
to
request
whether
they
would
like
a
civilian
or
a
sworn
investigator
and
99
of
the
complaints
that
are
filed
in
the
office
of
police
contact
review
are
coming
through
the
civilian
intake.
H
So
this
is
a
significant
workload
that
the
team
has
been
handling.
I
don't
foresee
that
that
is
going
to
subside,
and
I
want
to.
I
just
put
the
notice
out
there
that
these
positions
that
are
being
held
vacant,
we
are
most
definitely
going
to
request
the
waivers
on
those
hiring
freezes
so
that
we
can
get
the
load
of
work
that
is
required
of
this
team
completed
next
slide.
Please.
H
H
H
That
program.
The
urban
scholars
program
now
is
has
been
around
for
a
while.
It
is
every
year
is
increasingly
better
and
better,
and
even
this
most
recent
summer
the
city
hosted
22
urban
scholars
and,
I
would
say,
kudos
to
cassie
and
her
team,
because
the
program
was
was
all
virtual.
H
They
pivoted
immediately
that
urban
scholars,
supervisors
and
mentors
in
the
city
were
outstanding
and
thank
you
to
the
mayor
for
making
sure
that
dollars
for
that
program
remained
in
the
2020
revised
budget.
And
thank
you
to
the
city
council
for
continuing
to
support
that
program
and
to
cassie
and
her
team
for
making
sure
that
we
were
able
to
have
a
virtual
program
in
2020.
H
Next
slide:
please,
there
is
no
personnel
cut
for
the
labor
standards
enforcement
division.
However,
we
did
get
a
position
approved
in
the
2020
budget
that
remains
unfilled,
and
that
is
a
critical
position
that
does
need
to
have
someone
doing
the
work
because,
as
you
will
recall,
not
only
is
the
labor
standards
enforcement
not
doing
sick
and
safe
time
and
minimum
wage
enforcement
is
also
doing
wage
theft
and
our
newest
ordinance
that
was
approved
that
is
effective
in
january,
is
our
freelance
worker
ordinance
and
that
resource
is
critical.
H
The
labor
standards
enforcement
division
has
been
absorbing
that
work,
but
it
is
it's
it's
critical
times
and
I'll.
H
Tell
you
just
a
quick
story
about
how
critical
this
work
is
in
the
labor
standards
enforcement
division,
just
since
we've
been
in
in
the
pandemic
and
right
after
the
the
civil
unrest
following
the
the
killing
of
george
floyd,
we
had
a
situation
on
lake
street,
where
our
contractor
say
tulle
noticed
that
there
was
a
new
employer
in
town
that
may
not
be
familiar
with
the
city's
labor
standards
ordinances
and
recognize
that
there
were
some
employees
on
that
site.
Who
may
not
be?
H
H
They
notified
the
labor
standards
enforcement
division,
labor
standards
enforcement
staff
actually
went
out
to
to
lake
street
to
the
job
site
and
interview
some
of
the
workers
and
what
they
discovered
is
in
fact
that
that
employer
was
not
aware
of
the
labor
standards
provision
that
a
requirement
of
the
city
and
they
were
able
to
identify
those
employees
who
were
not
being
paid
properly,
but
also
had
some
significant
conversations
with
the
owner
to
make
sure
that
the
owner
was
aware
of
the
city
ordinances,
so
that
the
wage
discrepancies
for
those
employees
were
corrected,
but
also
going
forward
that
there
are
no
further
violations
of
the
city's
ordinances.
H
And
this
work
is
is
important
and
we
believe
that
you
pass
these
ordinances
so
that
we
could
make
sure
that
people
who
are
working
in
the
city
of
minneapolis
are
treated
fairly
next
slide.
Please,
that
is
the
civil
rights
2020
mayor's
recommended
budget.
In
brief,
and
I
am
happy
to
entertain
any
questions.
I
Yeah,
thank
you
very
much.
I
really
appreciate
the
report.
I
wanted
to
ask
a
little
bit
about
the
complaint
investigation
division.
You
talked
about
some
vacant
positions.
How
many
currently
right
now
are
vacant.
H
The
position
in
the
complaint
investigation
that
is
vacant
is
that
that's
funded
in
the
general
fund
is
forty
thousand
dollars
on
the
from
the
base
cut
and
that
position
there's
not
an
fte
that
has
been
created
to
go
with
those
dollars,
so
those
dollars
are
being
cut,
but
we
are
down
that
would
make
us
down
one
position
in
the
complaint:
investigations,
division
and
councilmember
gordon.
H
You
will
remember
you've
been
here
a
long
time
and
you'll
remember
when
I
first
got
to
the
city,
we
had
those
deep,
intractable,
really
backlogs
of
cases,
and
we
worked
really
hard
to
create
processes
and
bring
the
right
people
in
the
right
number
of
people
to
make
sure
that
that
does
not
happen
again,
and
you
know
right
now.
You
know.
Complaints
are
generated
by
people
who
are
working
primarily
because
most
of
our
complaints
are
employment,
related
complaints.
H
So
if
there
is
a
a
silver
lining,
because
we
don't
have
the
workforce
back
to
100
in
the
city-
that
there
is
some
lag
there,
but
as
soon
as
as
people
start
to
return
to
work
again,
that's
when
we
see
our
employment
complaints
increase.
H
We've
also
been
paying
particular
attention
starting
last
year
and
now
this
year
to
our
fair
housing
work,
and
so,
where
that
employment
complaints
have
tapered
off
our
fair
housing,
work
has
actually
increased,
and
so
it
is
it's
critical
that
we
continue
to
be
able
to
investigate
those
complaints
to
get
things
handled
within
the
year's
time
frame,
because
councilmember
gordon,
you
will
remember
that
we
actually
decreased
our
time
frame
for
investigations
down
to
270
days
and
most
of
the
enforcement
agencies
in
the
state
that
are
doing
these
types
of
investigations
have
as
their
their
deadline
the
360
day
cut
off,
because
that
is
what
the
us
equal
employment
opportunity
requires.
H
But
in
the
city
of
minneapolis,
we
wanted
to
do
a
little
bit
better
than
that,
recognizing
that
there
are
people
on
the
ends
of
the
complaint,
the
respondent
and
a
charging
party.
So
we
wanted
to
get
these
done
a
bit
more
quickly
and
with
the
down
downsizing
in
this
division
and
the
increase
in
the
workload,
those
timelines
are
going
to
be
challenged.
I
H
Right
now
we
have
a
person
who
is
not
in
the
division
because
he's
out
working
elsewhere
in
the
city
on
a
detail,
and
we
also
have
a
vacant
position
that
was
created
by
resignation.
Voluntary
resignation
and
we've
not
filled
those
positions,
and
so
they
are
in
this
hiring
freeze
bucket
and
we
have
not
yet
done
the
hiring
freeze,
weight,
hiring,
freeze
waiver,
but
I
do
expect
that
we
will
be
doing
those.
I
I
think
this
work
is
going
to
be
critically
important
going
forward
and,
as
my
colleagues
will
know,
I'm
working
on
amendments
to
the
police
oversight
ordinance
as
well.
I
know
that
we're
trying
to
work
on
things
like
an
early
warning
system
I
and
lots
of
work
that
I
think
that
civil
rights
investigators
could
really
help
with.
I
think
this
is
important.
I
was
also
really
struck
when
you
said
99
of
the
complainants
are
requesting
a
civilian
investigator,
and
maybe
this
is
a
question
more
for
our
budget
director.
I
I'm
curious
about
what
the
proposed
budget
is
to
the
internal
affairs.
I
know
historically,
they've
had
quite
a
few
more
complaint.
Investigators
and
civil
rights
has
so
I'm
not
sure
if
micah
is
available
or
somebody
else
is
from
the
budget
office.
Who
could
just
remind
us?
What's
the
proposed
budget
going
to
internal
affairs
and
maybe
compare
that
with?
What's
going
to
the
civil
rights
police,
complaint
investigators.
J
Madam
chair
and
council
member
gordon
I
am
here.
Unfortunately,
I
don't
have
that
information
right
at
my
fingertips,
but
I
could
gather
that
and
send
it
send
it
around
to
council
to
make
sure
that
you
have
it
at
your
fingertips
soon.
K
Thank
you,
madam
chair,
and
thank
you
director,
corbil
for
all
that
you
do
and
all
of
your
amazing
staff
I'm
very
grateful
for
having
such
strong
leadership
when
it
comes
to
civil
rights.
So
thank
you.
I'm
curious
about
circling
back
to
the
disparity
study,
I'm
curious
about
what
the
consequence
is
for
delaying
completing
the
disparity
study.
H
Madam
chair
councilmember
cunningham,
the
delay
is
well.
First
of
all,
the
disparity
study
is
calculated
based
on
the
number
of
ready,
willing
and
able
businesses
that
are
out
there.
That
can
respond
to
the
types
of
scopes
of
work
that
are
done
in
the
city
of
minneapolis
and
a
best
practice
is
that
that
disparity
study
would
be
completed
about
every
five
years
and
we
have
surpassed
or
bypassed
that
five-year
mark.
H
So
what
is
happening
is
the
the
business
situation
in
our
market
area
is
dynamic,
so
there
are
businesses
that
are
being
created.
There
are
businesses
that
are,
you
know
going
away.
There
are
businesses
that
have
changed
the
scope
of
services
that
they
can
offer.
H
H
Our
calculation
on
availability,
on
which
we
are
basing
our
equity
performance,
our
equity
and
inclusion
performance,
is,
could
be
a
little
bit
off
track,
and
so
a
fresh
data
is
important
when
we
use
that
as
the
basis
for
our
program,
because
that
is,
we
have
to
be
able
to
withstand
legal
challenges
around
the
specific
race.
K
Thank
you
for
that
director.
I
I
think
that
the
the
important
highlight
of
that
is
that
it
helps
with
the
legal
defensibility
of
you
know
when,
when
we
step
into
the
space
of
trying
to
directly
address
racial
inequities,
and
so
that
I
you
know,
I
just
I
want
my
colleagues
for
for
us
to
just
be
very
aware
of
that.
As
we
are
talking
about
eliminating
racial
disparities,
we
will
not
have
updated
data
to
be
able
to
aggressively
pursue
that.
So.
K
K
Challenges,
they're,
they're,
very
expensive
and
as
we're
you
know
looking
forward
and
as
legislators
you
know.
I
just
think
it's
it's
important
for
us
to
make
sure
that
our
our
investments
are
aligning
with
the
goals
that
we
set
as
a
city,
and
we
have
set
a
goal
of
eliminating
racial
disparities
and
it's
very
hard
for
us
to
do
that
without
updated
disparity
studies
and
that
data
that
comes
from
it.
K
So
I
just
wanted
to
to
make
sure
we
didn't
glide
too
quickly
over
that,
because
because
there
are
consequences,
so
thank
you
so
much
director
and
thank
you
to
my
colleagues.
H
Madam
chair,
I
just
wanted
to
make
one
other
quick
comment
about
the
disparity
study
too,
and
this
goes
back
to
a
staff
direction
that
was
authored
by
councilmember,
gordon
right
after
we
presented
the
disparity
study
about
four
years
ago
and
that
staff
direction
was
related
to
taking
a
look
every
year
at
our
disparities,
especially
around
latinx
and
american
indian
owned
businesses.
H
Because
if
you
will
remember
for
those
who
were
in
that
presentation,
the
disparity
ratio
was
shown
to
be
very
low
in
those
areas,
and
there
was
a
concern
that
we
might
not.
The
city
might
not
have
captured
everything,
because
even
then,
the
data
that
was
used
to
do
that
analysis
was
about
two
years
old,
and
so
we
made
a
commitment
to
come
back
and
look
at
that
data
on
a
regular
basis.
And
so,
in
addition
to
that
larger
disparity
study
there,
there
are
also
these
annual
check-ins
that
were
that
were
required.
H
As
a
result
of
that
study-
and
the
last
point,
madam
chair,
that
I
would
just
just
raise
is
that
you
know
we've
got
lots
of
heroes
in
the
city
of
minneapolis
the
first
responders
notwithstanding,
but
I
also
want
to
just
point
out
that
I
mentioned
that
in
our
contract
compliance
division,
that
we
are
without
a
division
director
in
that
group,
but
brian
walsh,
has
graciously
stepped
in
to
lead
that
division
as
well.
H
So,
in
addition
to
the
work
that
he's
doing
with
leading
our
labor
standards
enforcement
division,
brian
has
also
stepped
in
to
lead
contract
compliance.
There
was
some
efficiencies
there
that
we
saw.
There
are
some
related
work,
especially
around
the
wage
enforcement
that
we
saw
where
that
made
sense,
but
I
wanted
to
just
make
sure
that
everyone
knew
that
we
were
not
leaderless
in
that
in
that
group.
Right
now,.
A
Thank
you,
I
think
we're
all
familiar
with
brian
walsh.
A
I
did
want,
I
see
others
in
queue.
I
did
want
to
briefly
step
backwards
to
council
member
gordon's
question
to
the
budget
director.
A
J
Right,
thank
you,
madam
chair.
So
yes,
looking
in
the
in
the
budget
data,
there
is
a
a
reduction
to
the
internal
affairs
budget
when
comparing
the
2020
mayor's
2021
mayor's
recommendation
to
the
2020
council
adopted
budget.
That
includes
two
vacancies
that
are
being
held
open
and
unfunded
in
internal
affairs
totaling
about
two
hundred
thousand
dollars.
J
So
it
there
to
answer
the
council
members
question:
there
is
a
reduction
and
I'll
just
note.
Not
only
was
it
the
good
work
of
the
new
budget
system,
but
also
our
budget
staff
who
are
helping
remotely
to
pull
answer
to
these
questions.
So
thank
you.
I
J
So,
madam
chair
and
councilmember
gordon,
the
the
budget
in
total
for
internal
affairs
in
the
mayor's
recommendation,
is
just
shy
of
two
million
dollars.
The
budget
in
total
for
complaint
investigations
is
about
seven
hundred
and
twenty
seven
thousand
dollars
and
director
corbin
would
be
much
better
position
to
speak
to
the
breakdown
in
terms
of
complaint
investigations
in
terms
of
how
the
time
is
spent
within
that
total.
H
A
madam
chair
and
council
member
gordon
in
within
the
office
of
police
conduct
review.
There
are
three
three
investigators
and
one
body
camera
analyst
right
now,
and
I
can't
tell
you
what
the
number
is
in
the
internal
affairs
division.
I
would
have
to
go
back
and
look
at
the
police
department's
budget.
Just
like
the
budget
director
would
have
to
do
to
figure
that
out.
E
Thank
you,
madam
chair.
I
remember
the
debate
from
seven
years
ago
about
the
last
civil
rights
study
and
council.
Vice
president
glidden,
I
think,
got
it
got
it
through.
My
questions
were
about
the
impacts
of
the
human
rights
department,
lawsuit
on
your
staff's
capacity.
I
know
that
civil
rights
is
one
of
the
departments
that
is
heavily
involved,
which
staff
from
civil
rights
are
doing.
The
work
of
that
response
to
the
lawsuit
from
the
human
rights
department
yeah,
and
I
just
kind
of
wondered
how
it's
affecting
staff
capacity
for
other
things.
H
H
We
are
not
defending
the
lawsuit,
of
course,
I'm
sure.
During
the
course
of
this
investigation,
the
staff
will
be
responding
to
questions
that
might
be
raised
by
the
investigator
in
the
human
rights
department,
but
we
don't
know
what
that
time
is
going
to
be
what
time
is
going
to
be
required
as
a
result
of
that?
The?
What
will
happen,
though,
is
as
a
result
of
the
body
camera
audit.
H
The
staff
has
identified
the
necessity
of
likely
adding
two
positions
to
be
able
to
deliver
the
work
that
is
identified
in
the
body
camera
audit
provision
that
was
submitted
to
the
human
rights
department.
We
don't
have
those
positions
identified
in
this
budget,
but
that
is
what
was
identified
when
the
report
was
submitted
to
the
human
rights
department.
E
That's
helpful
and
I
do
want
to
follow
up
because
I
think
overall,
civil
rights
is
a
department
where
we've
asked
for
or
are
experiencing
additional
workloads
the
the
police
conduct,
complaints
that
you
mentioned
director,
the
lawsuit
from
the
human
rights
department
and
then
all
of
the
other
needs,
from
the
other
divisions
around
enforcing
our
labor
standards,
that
fair
housing,
complaints
that
we,
you
know
wage
that
we
want
to
make
sure
that
we
have
the
capacity
to
enforce
those
policies
so
that
they're,
effective
and
supporting
the
community
in
a
way
that
we
want
to.
E
I
also
wondered
you
know
I'm.
I
am
not
part
of
the
police
reform
working
group.
I
that
the
mayor
has
convened.
I
know
councilmember
polizzano
is,
I
don't
see
any
additional
investment
in
civil
rights
for
anything
related
to
additional
police
oversight
or
reform.
So
I
do
want
to
follow
up
with
that.
E
You
know
either
now,
if
anyone
has
anything
to
share
about
the
status
of
those
efforts
or
between
now
and
december,
because
again,
if,
if
there
are
recommendations
coming
from
those
groups
related
to
reform
and
oversight,
it
feels
important
to
make
sure
they
are
are
staffed.
And
I
haven't
heard
anything
about
that.
A
This
is
lenny
palmisano.
I
can
jump
in
here
and
just
mention
that
actually
at
monday's
audit
committee,
we
are
going
to
go
through
some
of
this
effort
on
on
what
it
takes
for
the
civil
rights
department
to
review
body
cameras.
They've
been
working
together
on
this
initiative,
so
I
think
we'll
hear
more
specific
recommendations
on
monday
at
the
audit
committee
meeting,
for
that
particular
part
of
it.