►
From YouTube: September 27, 2021 Budget Committee
Description
Additional information at
https://lims.minneapolismn.gov
C
Good
afternoon
my
name
is
lenny
palmisano
and
I'm
the
chair
of
the
budget
committee,
I'm
going
to
call
to
order
this
regular
committee
meeting
for
thurs
for
monday
sorry
september
27th.
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law,
section
13d
.021
due
to
the
declared
state
of
local
public
health
emergency.
C
A
D
E
C
Thank
you.
Let
the
record
reflect
that
we
have
a
quorum
today.
We
will
continue
hearing
presentations
from
city
departments
on
the
mayor's
2022
recommended
budget
on
the
agenda
today.
Is
it
then
human
resources,
finance
and
property
services
and
the
mayor's
office?
I
will
first
recognize
our
cio
chief
information
officer,
paul
cameron,
to
kick
us
off
with
the
presentation
for
it.
Mr
cameron,
welcome.
F
F
So,
as
I'm
sure
everyone
is
aware,
the
itu
department
we're
an
internal
service
department.
I
just
wanted
to
quickly.
You
can
see
the
mission
statement
that
we
have
and
just
wanted
to
very
quickly
to
summarize
kind
of
what
what
the
I.t
department
provides
is
really.
What
we
want
to
do
is
partner,
with
departments
on
how
they
utilize
technology
to
solve
problems,
whether
that's
deliberating
delivering
innovative
solutions
or
really
just
wanting
to
be
a
partner
with
departments
on
on
providing
those
solutions.
F
Next
slide,
please
so
just
real
quickly.
At
a
high
level
summary,
we
had
a
slight
increase
in
2022..
F
This
was
driven
by
a
mix
of
personnel
costs,
as
well
as
license
and
maintenance
costs
related
to
software
contracts
overall,
and
this
has
a
trend
that
has
been
continuing
for
a
while.
We
continue
to
see
increasing
demand
for
it.
Services
from
city
departments
primarily
to
some
of
our
core
platforms,
such
as
data
visualization,
on-demand
training
are
just
a
couple
areas
where
we've
seen
that
kind
of
higher
demand
more
recently.
F
Next
slide,
please,
the
I.t
department
is
broken
up
or
we
break
ourselves
up
into
three
different
programs.
So
decision
support
services,
infrastructure
services,
workforce
enablement
services,
we
have,
we
have
93
ftes
and
then
I'll
cover
the
details
of
some
of
the
programs
just
on
the
next
few
slides.
So
you
can
go
ahead
and
move
to
the
next
slide.
Please
decision
support
services,
so
this
this
group
or
this
this
program
includes
the
data
and
collaboration
teams
within
the
department.
F
They
support,
provide
expertise
around
our
data
analytics
and
visualization
platforms
like
cognos
and
tableau.
This
really
forms
the
core
of
the
minneapolis
data
source,
which
is
the
source
on
our
website
to
view
and
search
for
interactive
visualizations
and
dashboards.
F
This
is
one
of
those
areas
that
has
really
seen
really
greatly
incu
increased
use
over
the
last
18
months
and
then
also
within
decision
support
services.
Are
our
efforts
around
digital
equity,
I'll
touch
on
the
digital
equity?
Again,
when
we
get
to
the
arpa
funding
and
just
overall,
I
would
just
say
that
the
decision
support
services
is
an
area
that
looks
to
provide
transparent
and
equitable
access
to
city
meetings
and
data,
while
also
protecting
the
privacy
of
the
residents
next
slide,
please
so
infrastructure
services.
F
So
our
data
center,
our
servers
that
we're
running
the
network
and
the
switches
that
connect
the
city
buildings
together,
but
this
this
program
also
includes
our
customer
service,
customer
service
and
relations
division,
so
think
of
calling
the
service
desk
or
having
someone
to
come
help
you
with
a
computer
problem
at
your
desk.
F
Thank
you
for
the
workforce
enablement
services.
This
is
the
last
program
and
this
is
really
where
our,
where
we
have
support
for
our
core
enterprise
applications
and
business
systems.
So
you
think
of
like
our
enterprise,
land
management
system
or
our
asset
management
systems,
our
comet
hr
finance
systems
are
included
here.
F
F
F
The
first
one
was
2
million
around
digital
equity
and
connectivity,
and
with
this
we
are
partnering
with
hennepin
county
and
minneapolis
public
schools
around
improving
internet
services
to
access
schooling,
employment,
health
care,
social
and
other
services
online,
and
then
we
also
have
150
000
for
temporary
staff
for
it,
and
this
is
really
around
just
helping
with
some
professional
services
to
help
with
increased
demand
for
some
of
the
project
work
that
is
coming
up
for
us.
F
As
part
of
the
change
items
and
the
new
investments
in
it,
there
were
three
that
are
included
in
the
mayor's
recommended
budgets.
They
are
hris
phase,
one
mobile
device
management
and
then
storage
for
public
safety
and
video
sharing,
and
so
this
first
one
the
hras
phase
one.
F
So
this
investment
is
really
looking
at
the
city's
hr
and
payroll
system,
primarily,
but
not
limited
to
time.
Entry
approval
shift
management
with
really
a
focus
on
some
of
the
field,
workers
that
this
city
has
so
this
tool
or
this
this
area
around
that
time
and
entry
approval
shift
management
really
has
a
mix
of
manual
processes,
as
well
as
some
outdated
software
tools
that
are
in
use
today
and
so
really
looking
to
make
some
some
significant
overhaul
and
improvement
around
there.
F
So
this
request
includes
300
000
in
ongoing
funds
that
increases
to
350
in
2023,
plus
2.35
million
in
one-time
funds
in
2023.
F
F
The
second
change
item
was
for
a
mobile
device
management
system,
and
this
is
we're
looking
for
200
or
we're
requesting
200
000
in
one-time
funds
for
this.
So
currently,
the
city
does
not
have
a
way
to
manage
applications
and
policies
that
are
on
mobile
devices.
F
But
we
have
lacked
the
staff
to
really
onboard
and
implement
this
system,
and
so
this
request
will
allow
us
to
really
implement
to
get
the
system
implemented
and
the
device
is
onboarded.
F
F
F
This
is
for
220
000
in
ongoing
funds
related
to
the
storage
of
video
files,
and
really
there
are
three
trends
that
have
happened
over
the
past
few
years,
there
has
been
a
increasing
deployment
and
use
of
video
for
public
safety,
we're
seeing
a
greatly
increased
resolution
of
the
cameras
that
are
being
used,
and
then
the
third
piece
that
is
coming
into
this
is
we're
really
seeing
a
increasing
demand
to
safely
share
video
with
other
agencies,
so
whether
that
is
for
court
cases
or
for
data
requests
that
the
city
has
been
a
part
of,
and
so
this
would
allow
us
to
more
easily
share
this
video
with
external
agencies
in
a
in
a
secure
fashion
and
would
also
be
much
easier
for
as
far
as
the
amount
of
work
that
would
be
involved
in
sharing
that
over
what
departments
are
currently
doing,
and
I
believe
that's
it.
C
Thank
you.
I
will
note
for
the
record
that
council
member
johnson
joined
us
shortly
after
you
began
your
presentation.
Councilmember
johnson.
Did
you
want
to
voice
your
presence.
E
Thank
you
chuck
palmisano,
and
thank
you
for
this
presentation.
I
want
to
ask
one
specific
question
about
the
video
storage
from
a
slide
ago.
I
would
just
say
that
one
of
the
things
that
has
been
a
part
of
our
data
privacy
policy
has
been
a
relatively
short
retention
period
for
video.
So
as
we're
talking
about
storage,
I
just
want
to
make
sure
that
that
doesn't
reflect
any
kind
of
a
a
change
in
retention
policy.
E
I
know
that
there
are,
in
some
cases,
videos
that
get
flagged
that
need
to
not
be
destroyed
for
if
they're
subpoenaed
or,
if
there's,
if
there's
some
sort
of
court
reference
to
them,
but
about
an
ongoing
investigation,
but
typically
we
only
store
this
footage
for
14
or
30
days,
depending
on
the
the
cameras.
So
I
just
want
to
make
sure
that
I
understand
kind
of
what
we're
building
capacity
for
and
that
it's
not
for
long-term
storage.
That
represents
any
kind
of
a
change
in
our
retention
policy.
F
So,
council,
chair
council,
member
fletcher,
thank
you
for
the
question.
No,
we
are
not
looking
to
build
out
long-term
storage
of
any
video.
This
is
really
transitory
storage
related
to
where
either
the
city
attorney's
office
or
the
police
department
need
to
share
data
with
other
agencies,
so,
for
instance,
with
hennepin
county
attorney's
office
around
cases
that
are
being
charged
and
just
how
they
would
access
those
or
also
with
the
data
requests
that
are
happening.
F
It
is
very
much
still
a
transitory
data
repository
we're
not
looking
at
a
long-term
storage
mechanism
here
and
that's
one
of
the
main
reasons
that
I
don't
view
this
as
an
increasing
cost.
It's
a
pool
that
we
will
use
as
a
kind
of
a
rotating
way
to
share
this
video
file
out
with
with
other
agencies,.
E
Great
thank
you
for
that,
and
then
I
wanted
to
ask
a
little
bit.
I
first
of
all,
I
just
want
to
compliment
the
it
team
on
incredible
work
across
all
three
teams
related
to
getting
us
all
through
covet
and
working
remotely
and
all
of
the
different
challenges
that
have
come
up
in
a
lot
of
different
respects,
and
I
wanna
particularly
think
about,
as
we've
been
shifting
a
lot
of
our
policy
work
to
sort
of
decision,
data-driven
decision-making.
E
This
decision
support
team
is
doing
some
phenomenal
work
that
that
people
are
interacting
with
a
lot
that
we're
seeing
a
lot
of
use
of,
and
you
mentioned
that
it's
been
even
more
in
demand
in
the
last
18
months,
and
I
guess
I
wanted
to
just
check
in
with
you
about
sort
of
what
what's
your
sense
of
that
level
of
demand.
Do
you
see
opportunities
where,
if
we
could
invest
a
little
more
into
that
kind
of
decision,
support
service
work?
E
Do
you
see
places
where
we
could
really
make
an
impact?
I
I
I'm
tempted
to
think
that
there
probably
are
opportunities,
and
I
don't
want
to
put
you
two
on
the
spot,
but
if
you
can
just
sort
of
speak
to
the
the
the
level
of
of
sort
of
overload
or
or
are
there
projects
you're
being
asked
to
do
that
are
that
are
getting
put
on
a
waitlist
or
or
otherwise
not
getting
done
as
we
we,
we
are
moving
to
a
data-driven
decision
process
and
hinging.
E
You
know
billion
and
a
half
dollar
budget
on
a
one
on
a
million
and
a
half
dollar
investment
in
actually
doing
that
data.
So
I
want
to
just
make
sure
that
we're
not
missing
opportunities
here.
F
Yeah,
thank
you,
council,
member,
for
the
questions
and
there's
a
lot
a
lot
in
there,
and
I
guess
so.
It's
like
how
to
how
to
best
answer
that.
So
I
guess
first
thing
I
would
say:
is
that
group
one
thank
you,
and
I
know
that
they
would
be
really
thankful
just
to
hear
your
comments
about
that.
They
have
been
working
incredibly
hard
around
around
those
platforms
with
the
data
source
and
then,
as
well
as
just
helping
with
the
volume
of
data
requests
that
the
city
has
received
over
time.
F
A
F
Had
a
request
in
and
slightly
different,
around
increasing
some
of
the
the
server
capacity
around
our
visualization
tools,
which
was
in
the
arp
funding,
requests
that
we
were
looking
at,
and
so
so
we
are
looking
for
some
of
those
areas
we're
trying
to
find
funds
for
that
to
to
see
if,
if
that
is
something
that
could
get
just
kind
of
within
our
own
I.t
budget,
to
see
what
we
can
do
to
find
that
right
now.
F
As
far
as
just
the
the
increasing
demands
yeah,
I
think
it's
it's
you're
you're
right.
We
do
see
that
increasing
demand.
The
other
piece-
I
guess
that
I
was
thinking
of
saying-
was
that
a
big
part
of
what
that
group
is
trying
to
do
is
to
build
a
a
culture
and
a
practice
within
city
departments
to
make
them
more
self-sufficient
as
well,
and
so
that
that
will
help
to
drive
some
of
those
practices
around
data
to
data
driven
decision
making
as
well.
G
Thanks,
madam
chair,
my
question
also
likely
has
an
enterprise
wide,
you
know
view,
and
so,
mr
cameron,
thanks
for
your
presentation,
and
if
you
can't
answer
all
my
questions
right
now,
I'd
love
to
follow
up.
I'm
really
interested
in
understanding
what
our
potential
increased
expenses
related
to
ongoing
covid.
G
G
So
can
you
tell
us
or
help
me
find
this
information
I'd
like
to
understand
how
much
money,
if
any,
has
proposed
in
the
mayor's
2022
budget
related
to
increased
communications
and
I.t
expenses
for
either
engaging
or
communicating
with
the
public
related
to
remote
work?
G
G
I
know
that
we
adjusted
very
quickly
to
covid
and
thank
you,
echoing
customer
pleasures,
thanks
to
your
team
for
just
the
incredible
rapid
work
that
happened
with
you
know,
I
think,
probably
like
paper
clips
and
glue
metaphorically
getting
everybody
set
up
for
remote
work
very
quickly,
which
was
not
budgeted
in
that
2020
budget.
So
how
are
we
doing
on
estimating
additional
costs
related
to
either
clovitt
impacts
and
or
this
return
to
work
planning
and
then
how
much
is
reflected
in
the
budget
and
would
it
be
in
I.t
or
communications
et
cetera,.
F
So,
council,
president
council
council,
chair,
thank
you
for
the
question
so
and,
and
with
some
of
this,
I
will
have
to
follow
up
with
you.
I
know
that
we
are
compiling
some
scenarios
around
this.
F
There
are
some
pieces
where
the
the
costs
are
already
part
of
our
ongoing
costs,
and
so,
when
we
think
of
our
microsoft
teams
licenses
that
are
used
for
remote
meetings
and
to
enable
the
work
where
we
have
that
across
the
enterprise
we
aren't
planning
on
giving
people
multiple
laptops
like
they,
they
would
be
able
to
move
laptops
back
and
forth.
F
So
the
the
the
main
or
there
are
a
couple
areas
where
costs
would
potentially
come
in
one
would
be
having
equipment
at
multiple
locations
like
if
you
have
a
hybrid
and
you're
working
at
home
and
in
the
office
as
of
right.
Now,
you
know
we're
looking
at
really
only
supporting
and
having
the
city
pay
for
one
location
of
that
that
work,
and
so
that
this
is
still
going
to
be
a
very
kind
of
iterative
and
dynamic
process
that
we're
going
through
we're
we're
going
to
be
experiencing
a
change.
F
That
is
in
many
ways
and,
in
my
opinion,
probably
going
to
be
more
difficult
than
the
the
change
to
go
work
from
home
in
march
of
2020
other
areas-
and
this
would
be
another
area
where
I
did
put
money
into
a
arp
request-
was
to
get
some
money
to
build
out.
F
Av
equipment
in
city
conference
rooms
so
that
they're
more
consistent
and
that
they
can
better
support
hybrid
meetings.
When
we
start
getting
a
mix
of
people
who
are
half
the
people
are
at
home
and
half
the
people
are
in
a
conference
room.
That's
not
a
situation
that
we're
set
up
for
very
well
and
so
that
that
is
an
expense
that
we
know
will
be
there.
But
it's
also
one
where
we
probably
don't
want
to
over
overspend
or
over
sort
of
invest
in
an
area.
F
Some
of
it
is
we,
we
kind
of
need
to
see
how
that
that
process
is
going
to
lay
out
the
the
third
area.
That
kind
of
comes
to
mind
off
the
top
of
my
head
is
the
support
for
public
meetings,
and
that
one
is
to
me
probably
the
hardest
one.
F
To
give
you
any
kind
of
hard
information
on
right
now,
and
I
will
try
to
get
back
to
you
on
that
as
soon
as
I
can,
and
with
this
one
it's
it's
actually
easier
to
have
everyone
at
home
when
we
start
having
a
mix
of
people
downtown
and
and
then
wanting
to
support
the
remote
meetings
that
that
becomes
a
more
complex
technical
situation.
G
And
while
there
is
some
funding
through
the
arpa
dollars
that
you
identified,
while
you
were
talking
and
maybe
some
potential
plans
for
additional
upper
dollars,
there
isn't
anything
explicit
in
the
2022
proposed
budget.
That's
for
any
of
these
particular.
G
Okay,
thank
you.
I
think
this
is
so
just
a
couple
reflections,
so
I
am
increasingly
concerned
about
our
budget's
flexibility
and
adaptability
in
the
future,
because
we
are
spending
down
our
reserves
and
we're
seeing
significant
increased
expenses
through
work,
compensation
and
legal
settlements,
some
of
which
is
accounted
for
in
this
budget.
G
But
the
general
theme
is
that
as
revenues
go
down
and
these
kinds
of
legal
expenses
go
up,
we
have
less
wiggle
room
in
our
budgets
than
probably
policy
makers
are
used
to.
So
I
think
one
thing
to
note
for
department
heads
is
we
we
need
to
know
before
we
adopt
the
2022
budget.
If
there's
anticipated
expenses
related
to
supporting
workers
through
hybrid
work
environments,
that
will
have
a
measurable
impact
on
city
operations
or
worker
satisfaction,
because
it
won't
be
possible
or
it'll,
be
more
increasingly
difficult
to
adjust
as
we
go
along.
G
You
know,
for
example,
in
the
middle
of
2022.
If
the
department
says
oh
my
gosh,
we
don't
have
money
for
something,
that's
really
important
for
our
workers
to
be
able
to
do
xyz
in
a
hybrid
fashion.
G
C
Thank
you.
I
wanted
to
point
out
that
also
at
the
beginning
of
our
director
cameron's
presentation,
we
were
joined
by
council
vice
president
jenkins
and
council
member
gordon.
Could
you
both
turn
on
your
microphones
and
voice?
Your
presence
for
the
clerk.
A
F
Mr
cameron,
thank
you
councilman
jenkins,
the
first,
the
first
one
was
hres
phase,
one
which
is
really
some
improvements
to
our
hr
and
payroll
processes.
F
A
C
Super
council
vice
president,
did
you
have
anything
further
with
hris.
C
Okay
and
then
council,
member
gordon,
we
also
heard
you
for
the
record,
so
I
am
not
seeing
any
further
questions
or
comments
from
my
colleagues
as
it
pertains
to
I.t
I'll
just
pause
in
case
I'm
wrong
and
someone
else
is
getting
in
getting
ready
to
get
into
q.
I'm
not,
and
this
does
put
us
right
on
time.
Thank
you,
mr
cameron,
for
your
time
today
I
will
ask
the
clerk
to
please
receive
and
file
the
it
budget
presentation.
C
D
C
B
Thank
you,
chair,
palmisano
and
council
members.
Can
you
hear
me
okay?
So
before
we
get
started,
I
wanted
to
just
take
an
opportunity
to
introduce
some
of
my
team
members
to
each
and
every
one
of
you
and
when
we
begin
to
talk
a
little
bit
more
about
our
program
areas,
I
thought
it
was
really
important
for
you
to
to
put
a
face
with
the
particular
program
area.
So,
if
you
would,
please
indulge
me
I'd
just
like
to
introduce
each
and
every
one
of
those
individuals.
B
B
Don
baker
is
director
of
learning
and
development
solutions
and
ricka
stennerson
is
director
of
total
compensation,
and
she
also
collaborates
with
our
finance
department
with
regard
to
the
hr
self
insurance
fund,
and
so
when
we
go
through
this,
we'll
go
through
the
process
again
today
and
we'll
be
hearing
a
little
bit
more
about
this,
I
thought
it
would
be
really
important
for
you
to
put
a
face
again
to
those
particular
program
areas
and
I'd
also
like
to
take
this
opportunity
to
thank
each
and
every
one
of
these
fine
folks
and
the
teams
that
they
lead
in
the
work
that
they've
done
over
the
past
18
months.
B
B
As
all
of
you
know,
this
past,
18
or
so
months
has
been
a
tremendous
challenge
for
the
city
as
an
employer,
as
well
as
the
entire
community,
local
state
and
national.
Nationally.
B
If
you
will,
due
to,
as
all
of
you
know
the
pandemic
as
as
well
as
the
civil
unrest
that
happened
as
a
result
of
the
unfortunate
murder,
george
foreign
and
what
we
did
is
as
a
team
decide
to
just
take
a
new,
a
renewed
step
and
approach
regarding
our
mission
and
our
vision
as
a
department
and
then
also
to
think
about
what
our
guiding
principles
were.
B
It
is
no
great
secret
that
locally
and
nationally
what
has
happened
in
both
of
these
two
areas
has
impacted
the
workforce
within
our
all
of
our
organizations,
whether
it
was
the
public
sector,
the
private
sector
or
the
nonprofit
sector,
and
what
we
have
seen
is
that,
throughout
the
entire
country,
these
these
events,
which
were
not
planned,
really
disrupted
the
employee
experience
within
all
of
our
organizations.
B
B
We
also
believed
that
as
a
city
of
minneapolis
as
an
employer,
our
employees
experience
this
more
in
a
greater
way
and
it
has
impacted
our
brand.
We
have
some
statistics
that,
if
you
would
allow
me
to
share
with
you,
but
I
want
to
say
that
the
statistics
I
share
with
you
are
really
following
the
national
and
the
local
trends.
So,
for
example,
we
have
seen,
as
you
know,
through
early
retirements
and
then
a
decrease
in
our
work.
Employees
we've
had
a
nine,
a
9.3
percentage
decrease
of
our
employees.
B
B
So,
while
our
enterprise
city
employees
has
increased
by
2.7
in
terms
of
our
voluntary
turnover,
we've
seen
a
3.7
increase
in
the
voluntary
return
of
over
from
our
bipod
employees
and
an
increase
in
2.5
of
women,
and
so
we
believe
that
we
it's
important
for
us
to
think
about
that,
as
well
as
the
other
data
that
we've
gathered,
whether
it
was
through
our
employee
engagement
surveys,
the
different
kinds
of
ways
that
we've
been
engaging,
employees
that
we
are
at
a
critical
juncture
within
our
organization
and
even
more
so
because
we
as
a
city,
have
experienced
some
additional
challenges.
B
I'm
hoping
that
you'll
see
that
in
our
budget
today
and
if
you
would
permit
me
I'd
like
to
just
share
those
very
briefly
with
you,
the
guiding
principles
that
we
have
had
conversations
with
around
what
our
guiding
principles
were
as
we
do
our
work
and
leading
and
working
with
our
different
departments
and
as
we
work
with
each
other
and
the
four
guiding
principles
that
we
have
come
up
with
are
around
champion
equity
and
our
definition
is
that
equity
means
all
employees
receive
fair
treatment.
An
equitable
workplace
exists
when
all
employees
have
access
to
opportunities.
B
We
believe
that
advancing
racial
equity
in
the
workplace
is
a
systems
level
approach,
ranging
from
identifying
structural
inequities
using
data
to
identify
up
under
representation,
then
creating
additional
opportunities
when
deficiencies
exist.
We
also
champion
these
changes
in
behavior
at
every
single
level
of
our
organization.
B
Employee,
health
and
well-being
is
another
guiding
principle.
We
collaborate
to
provide
an
environment
and
resources
where
all
employees
feel
supported,
safe
and
healthy,
while
contributing
to
the
city's
goals.
We
as
a
city
provide
opportunities
for
connection
engagement,
well-being
and
success
in
the
workplace
and,
as
my
colleague
paul
cameron
mentioned,
we
also
believe
very
strongly
in
leveraging
technology
and
data.
B
And,
lastly-
and
I
think,
is
really
critical
as
we
move
our
work
ahead
in
the
next
few
months-
and
I
would
say
in
the
next
few
years-
is
really
being
an
employer
of
choice.
We
strive
to
create
an
engaging
and
equitable
work
environment,
a
place
where
people
choose
to
serve
community
and
build
their
careers.
B
We
recognize
that
people
make
a
conscious
choice
when
joining
and
remaining
with
our
organization,
because
of
interesting
and
challenging
work.
Competitive
benefits,
respectful
work,
environments
and
commitment
to
work-life
balance,
and
so
it's
our
hope,
as
I
said
before,
as
you
as
we
share
as
I
share.
B
What
our
budget
is
is
that
you
will
see
those
values
and
those
guiding
principles
in
the
work
that
we
are
doing
on
behalf
of
the
wonderful
4
000
employees
in
the
city
of
minneapolis
next
slide,
please
what
you
see
here
is
the
mayor's
recommended
budget.
We
do
have
a
slight
increase,
and
that
is
indicated
by
personnel
and
personnel
cost
increases
and
also
by
the
detailed
change
items
that
we
will
that
I
will
address
later
on
in
the
presentation
next
slide,
please!
B
That
includes
our
anti-discrimination
harassment,
work
our
support
to
the
civil
service
commission
policy,
work
that
is
enterprise
wide
that
hr
overseas,
and
we
also
manage
our
wonderful
star
recognition
program
that
is
an
employee-driven
recognition
program.
Acknowledging
and
celebrating
the
work
of
our
employees.
B
We
are
working
to
increase
the
diversity
of
our
starboard
nominees
and
board
recipients,
and
our
goal
with
additional
investment
in
this
area
is
to
resolve
our
anti-discrimination
complaints
within
90
days
and
that
our
my
minneapolis
mini
survey
will
show
a
year-over-year
improvement
in
employee
engagement.
Scores
next
slide,
please,
this
next
area,
which
is
business,
partner,
solutions
and
bill
champa,
is
the
division
director
for
that.
B
A
key
data
point
that
we
are
working
on-
and
we
have
been
successful
in
so
far-
is
to
increase
women
and
by
employees
high
by
one
percent
from
previous
year.
As
I
mentioned
earlier,
though,
while
we
have
seen
an
increase
in
that
area,
particularly
with
our
backpack
employees,
the
key
piece
for
us
is
really
looking
at
how
we
retain
those
employees,
given
the
changes
in
our
environment
and
the
continued
competition
for
top
talent.
B
Some
performance
data
in
that
area
is
to
to
have
equity
language
in
all
of
our
contracts,
on
90
percent
of
our
contracts
will
be
negotiated
to
reach
mutual
agreement
and
that
70
percent
of
our
supervisors
complete
managing
in
the
union
environment
training
next
slide.
This
is
our
learning
and
development
solutions
area,
and
that
is
led
by
don
baker,
and
our
goal
in
that
area
is
to
transform
the
city
into
an
enterprise.
B
The
values
and
priorities,
prioritizes
continuing
development
for
all
employees,
and
what
we
have
listed
here
are
the
various
things
that
we're
currently
doing,
which
include
change
management,
performance
management,
designing
program,
custom
program,
design,
succession
and
workforce
planning
and
employee
engagement.
B
What
you
also
see
is
current
offerings,
which
include,
but
are
not
limited
to
the
agile
manager
which
is
for
for
which
is
for
frontline
leaders,
our
gender
inclusivity
training
that
we
will
be
rolling
out
here
very
soon,
and
our
metamorphosis
senior
leadership
development,
which
we've
been
working
with
a
cohort,
a
cohort
group
of
leaders
to
design
and
you'll
hear
more
about
that
later.
B
Our
respectful
workplace
training,
which
will
be
implemented
in
2022
and
a
program
that
we're
really
looking
at
to
roll
out,
is
the
city
and
its
history
of
institutional
racism,
and
I
want
to
spend
a
little
time
talking
about
this
particular
program.
B
As
I
begin
to
think
about
what
I
was
seeing,
not
only
in
the
city,
but
in
other
conferences
that
I
attended,
it
really
struck
me
that,
while
we
have
done
a
great
job
of
promoting
the
city
as
an
organization
committed
to
racial
equity,
that
many
of
the
employees
who
are
new
to
the
city
of
minneapolis
may
not
even
understand
why.
B
What
you
see
as
performance
data
is
that
our
course
attendance
increases
compared
to
2021
and
that
the
agile
manager
and
the
metamorphosis
participants
will
report
behavior
change
and
there
are
my
minneapolis.
Many
surveys
will
show
a
year
over
year.
Improvement
in
employee
engagement,
sports
next
slide
points.
B
What
we're
planning
to
do
in
this
next
upcoming
year?
If
you,
if
you
recall
we
mentioned
this
earlier
last
year,
is
we
are
going
to
conduct
a
racial
equity
compensation
review,
which
would
be
an
overall
project
to
look
at
all
of
our
workforce
practices
with
the
focus
on
equity
performance
data
in
this
area
is
to
keep
our
medical
plan
increase
under
five
percent
to
keep
our
reserve
target
for
self-insurance
at
30
percent
and
that
our
wellness
program
participation
rate
is
80
or
higher,
which
is
well
above
the
industry
standard
next
slide,
please.
B
B
As
you
know,
we
did
use
a
portion
of
the
dollars
allocated
to
provide
a
relief
to
the
employees
impacted
by
the
furloughs,
and
we
also
have
utilized
some
funding
to
begin
to
get
some
temporary
assistance
in
helping
us
to
recruit,
to
provide
recruitment,
more
recruitment
services
and
also,
as
you
know,
we
received
a
half
of
a
million
dollars
investment
to
implement
the
mental
health
pilot,
starting
with
public.
B
B
So
in
this
area
there
are
no
ftes
allocated,
but
this
is
to
really
help
build
our
capacity
for
our
classification
area
and
our
labor
relations
area.
We
are
working
to
get
a
consultant
to
help
with
our
classification,
classification
studies
and
job
analysis
questionnaires.
B
We
are
also
budgeting
to
get
a
to
continue
to
have
a
labor
relations
consultant
who
can
help
work
with
labor
relations,
who
has
expertise
in
police
related,
labor
negotiations,
allocation
for
an
additional
minneapolis,
my
minneapolis
mini
survey,
and
to
roll
out
our
work
with
our
trans
equity
training,
which
we
have
been
working.
Don
destiny
and
members
of
the
trans
equity
work
group
have
been
working
to
design
the
training
we
have
an
rfp.
B
We
have
selected
a
consultant
and
we'll
be
rolling
that
training
out
in
very
shortly
beginning
in
2022,
and
some
additional
support
for
our
workforce
data
analysts
because
of
the
increased
data
requests
and
analysis
needed.
We
have
needed
to
get
some
additional
support
for
tracy
who's
been
doing
most
of
that
work
and
our
goal
around
that
is
to
deepen
the
city's
commitment
to
an
equitable
inclusive
workforce
and
to
provide
the
best
negotiated
outcome
for
the
police
negotiations
next
slide.
B
As
I
mentioned
earlier,
we
are
working
to
really
expand
and
deepen
the
work
around
anti-discrimination
and
retaliation,
and
that's
the
one
fte
will
really
help
us
become
a
little
bit
more
efficient
in
terms
of
how
we're
doing
our
investigations
and
also
to
support
the
work
that
is
already
going
on
with
our
internal
auditors
and
with
our
ethics
office,
really
providing
some
additional
support
in
that
area
to
both
of
those
functions
and
our
goal
is
to
build
much
more
of
a
stronger
capacity
to
proactively
respond
to
sensitive
anti-discrimination
harassment
claims
and
also
to
provide
additional
support
regarding
workforce
related
ethics
and
fraud.
B
Investigations
on
behalf
of
the
citizens
and
enterprise,
and
then
last,
but
certainly,
not
least,
is
a
meta
forces.
Metamorphosis
leadership,
development
program
and
we
have
been
working
on
this
particular
project
in
collaboration
with
many
leaders
within
the
enterprise,
and
we
this
is
a
second
step
in
leadership
development.
When
I
first
came
here
in
the
organization
in
the
city
of
minneapolis,
there
was
no
leadership
development
and
we
worked
to
get
our
first
phase
of
leadership,
development
going,
which
was
called
leadership
view.
C
G
Thanks,
madam
chair,
this,
this
question
might
be
more
again
like
a
bigger
picture,
overview
question,
but
I'm
wondering
you
listed
the
self-insurance
fund
as
one
of
the
funds
that
fall
under
hr.
C
H
Yes,
thank
you.
Thank
you,
chair,
palmisano
and
council
president
bender,
so
transfers
are
all
handled
in
their
own
low-level
department
outside
of
department
budgets.
That's
how
they're
they're
always
handled
year
to
year,
so
the
transfer
into
the
self-insurance
fund
is
not
in
any
one
department's
budget,
but
just
as
a
fund
transfer
from
the
general
fund
to
the
self-insurance
fund.
G
C
E
Thank
you,
joe
palmisano,
and
thank
you
to
director
ferguson
for
this
presentation
and,
as
I
said
for
it
I'll
say
the
same
for
hr.
Thank
you
to
your
staff
for
a
lot
of
extra
work
and
flexibility
that
I
know
had
to
go
into
supporting
everyone
in
alternative
arrangements
and
all
of
the
various
challenges
that
covert
has
presented.
I
know
that
this
has
been
a
challenging
year,
so
I
appreciate
this
presentation.
E
I
wanted
to
ask
a
little
bit
about
the
labor
relations
line
and
and
and
just
note
that
I
I
was
happy
to
see
the
goal
of
getting
90
of
our
contracts
negotiated
mutual
agreement.
I
had
a
significant
place
that
we
need
improvement.
Right
now
is
in
in
the
number
of
unsettled
contracts,
the
number
of
expired
contracts
that
are
open
and-
and
that
need
to
get
settled,
and
so
I
I
I
guess,
I'm
curious
if
you
can
say
a
little
more
about
what
kind
of
investment
this
represents.
E
That's
going
to
help
us
get
to
that
kind
of
a
conclusion,
because
that's
a
pretty
significant
shift
from
the
the
outcome
we've
been
achieving
to
the
outcome
that
we
aspire
to
achieve,
and
I
certainly
share
the
goal
with
you.
So
I
want
to
make
sure
that
we
actually
are
investing
into
something
that's
going
to
get
that
done.
B
Thank
you,
council,
council,
chair,
palmisano
and
council
member
fletcher,
so
we
are
moving
ahead.
Our
first
step
is
to
we
have
some
additional
resources,
and
so
we
will
be
within
the
next
probably
three
weeks
or
so
we
will
be
posting
from
for
some
additional
positions
in
that
area.
We
have
already
hired
one
person
who
came
from
hennepin
county
medical
center.
That
is
in
that
role
is
doing
a
phenomenal
job,
and
then
we
also
will
be
posting
for
an
additional
position
to
help
with
that,
and
so
we
are
working.
B
We
will
be
working
on
that
very
shortly.
So
that's
what's
going
to
help
us
reach
that
that
contract
that
90
metric.
Thank
you
so
much
for
asking.
G
Thanks,
madam
chair,
I
also
had
some
questions
about
about
this
general
topic
and
I
guess
particularly
just
want
to
make
sure
we
understand
the
degree
to
which
the
staff
who
are
negotiating
our
contracts
have
sort
of
the
flexibility
and
the
I
guess,
the
budgetary
flexibility
they
need
to
keep.
You
know
to
finalize
these
contracts.
G
Is
there
a
way
you
can
talk
us
through
what
kinds?
Maybe
this
is
really
better?
Maybe
I'll
just
put
a
pin
in
this,
for
you
know
kind
of
something
for
us
all
to
be
thinking
about,
and
perhaps
following
up
with
you
offline.
G
Obviously,
it's
not
possible
for
us
to
talk
about
labor
negotiations
in
a
public
forum,
and
I
would
never
want
to
put
you
on
the
spot
like
that,
but
I
guess
I
just
did
also
want
to
echo.
You
know
that
I
think
it's
important
that
we
make
sure
that
the
hr
department
itself
has
the
resources,
the
you
know
the
fte
resources
and
expertise
that
it
needs
to
get
these
contracts
negotiated,
but
also
that
we
understand
the
overall
potential
cost
increases
to
the
city
and
making
sure
that
we're
budgeting
for
them.
G
We
hear
a
lot
about
some
city
services
and
very
little
about
others,
and
I
think
that's
because
the
ones
that
we
hear
very
little
about
are
working
well
for
people,
but
if
they
stop
working
well,
we
will
hear
about
them
more
so,
and
that
could
happen
if
you
know,
if
we're
losing
staff,
if
folks
are
in
an
open
contract
and
it's
creating
uncertainty
or
all
kinds
of
other
reasons.
So
you
can
leave
that
as
a
comment
if
you'd
like
for
follow-up
or
obviously,
ms
ferguson,
if
you
want
to
say
anything
about
that,
I.
B
Would
say
a
few
things
publicly
and
then
I'd
be
happy
to
have
a
an
additional
conversation
with
with
with
you
privately
one
of
the
things
that
has
been
quite
frankly
in
transparency.
We've
had
turnover
for
the
first
time
in
my
my
time
here
in
the
city,
unprecedented
turnover
in
the
human
resources
department,
we've
had
a
25
turnover,
which
is
unprecedented.
B
My
colleagues
from
my
department
would
share
that,
and
the
challenge
for
us
I
mean
is
that
because
of
the
work
that
we
do,
enterprise-wide
and
many
of
the
things
we
do
are
compliance
related
it.
It
does
create
a
challenge,
and
so
what
we
have
done
and
and
all
of
you
know
that
we've
had
quite
a
bit
of
turnover
in
labor
relations.
B
But
what
you
may
not
know
is
that
we've
had
unprecedented
turnover
in
hr
business,
partner
solutions
and
also
in
total
compensation,
and
so
one
of
the
things
that
we
are
doing
we.
We
are
proud
that
our
employees
leave
to
take
on
greater
responsibilities.
B
The
majority
of
the
people,
for
example,
and
bill
chample's
area,
two
of
those
people
now
had
hr
departments,
and
so
we
are
very
excited
for
them.
But
one
of
our
challenges-
and
I
would
say
my
colleagues
in
the
finance
department-
probably
share
the
same
thing
and
it's
around
binge
strength.
B
So
that
is
a
challenge
for
us.
We
are
continuing
to
identify
things
that
we
can
do,
but
we
are
committed
to
doing
what
we
can
to
to
do
what
we
can
to
really
not
only
get
those
positions
filled,
but
also
to
create
additional
opportunities
to
show
up
the
the
work
that
we
need
to
do.
B
I'm
one
of
the
things
I'm
most
proud
of-
and
I
would
say
this
to
my
I've
said
this
to
my
team
and
and
I'll
say
this
publicly:
we've
done
a
really
good
job
of
developing
people,
and
so
what
I'm
seeing
is
literally
people
going
and
and
literally
calling
people
on
the
phone
and
our
staff
are
telling
us.
You
know
this
is
an
opportunity
that
I
just
couldn't
pass
up.
I
love
working
here,
but
this
is
an
opportunity
that
I
couldn't
pass.
B
So
there
are
things
that
I'd
be
happy
to
have
conversations
with
any
of
you
offline
about,
but
I
wanted
to
at
least
I
would
be
a
disservice.
If
I
didn't
didn't
say
to
you,
it
is
is
a
concern
and
we
have
expressed
that
as
a
team.
So
I'm
I'm.
I
will
say
that
much.
G
Madam
chair,
maybe
just
one
final
comment
here
again
more
for
the
policymakers
last
year.
As
you
all
know,
in
our
budget
we
had
something
which
was
open
vacant
positions
so,
for
example,
200
2021.
There
are
something
like
300,
open
staff
positions
that
we
held
vacant
for
budgetary
reasons
through
hiring,
freeze
and
other
things,
and
those
have
now
become
we're
not
really
talking
about
vacant
positions
anymore.
We
sort
of
reset
our
minor
sessions
that
we
should
say
in
the
mayor's
proposed
budget.
G
The
budget
sort
of
resets
the
staffing
levels
and
no
longer
refers
to
those
positions
as
open
positions.
So
I
think
hr
can
help
us
understand,
but
also
department
by
department
can
help
us
understand
how
much
capacity
in
each
department
may
be
reduced
since
we're
no
longer
tracking
or
considering
those
positions
open
to
be
filled
in
the
future.
G
C
Thank
you
director
ferguson.
Did
you
want
to
add
anything
to
that
or
it
sounds
like
no
okay.
I
thought
that
was
why
you
were
popping
back
into
frame
here.
Are
there
any
other
questions
or
comments
from
my
colleagues
at
this
time,
seeing
none
I'll
direct
the
clerk
to
please
receive
and
file
that
presentation?
Thank
you,
director,
ferguson,
for
your
time
with
us
today,
and
next
up
is
finance
and
property
services
and
I'll
invite
our
cfo
dushani
dai
to
begin
that
presentation,
welcome,
direct
or
die.
C
I
Chair
members
of
the
budget
committee,
again,
my
name
is
dushani
dai
chief
finance
officer.
I
will
be
presenting
the
details
of
the
mayor's
recommended
2022
budget
for
finance
and
property
services
department.
This
department
budget
was
prepared
in
collaboration
with
the
mayor's
office
and
I'm
pleased
to
present
the
outcome
of
these
efforts.
I
I
I
I
This
reduction
is
related
to
the
11.4
million
dollars
in
the
public
safety
reserve.
As
you
may
recall,
this
was
a
one-time
2021
allocation,
and
this
reserve
is
no
longer
reflected
in
the
22
budget
pie.
Chart
on
sorry,
can
you
go
back
one
more.
Thank
you.
The
pie
chart
on
the
right
shows
the
distribution
of
funds
broken
out
by
spending
categories.
I
It's
important
to
note
that
approximately
half
of
the
fps
budget
is
salaries
and
benefits.
You
may
go
to
the
next
slide.
Thank
you.
Finance
and
property
services.
Budget
includes
a
staff
of
277
and
half
spread
across
10
divisions.
With
a
total
budget
of
63.4
million,
approximately
half
of
the
total
budget
is
or
32.2
million
is
allocated
to
property
services.
I
The
remaining
31.2
million
of
the
budget
is
allocated
across
the
nine
divisions
within
the
department
I'll
go
into
details
of
each
divisions
in
the
next
few
slides
next
slide.
Please,
the
executive
and
administrative
division
is
the
smallest
of
all
divisions.
It
has
a
budget
of
887
000
for
four
employees.
I
I
We
strive
to
establish
trusting
relationships
and
ensure
sustainable
fiscally
responsible
financial
decisions
are
made
within
the
city
next
slide.
Please,
budget
division
is
led
by
director,
emilia
kruger,
and
this
division
is
responsible
for
management
planning
and
oversight
of
the
city's
financial
resources
and
commitments
by
coordinating
the
city's
budget
process,
policy
makers,
city
department,
staff
and
residents
rely
on
transparent
budget
development
process
for
both
the
operating
and
capital
budgets.
I
I
Development
finance
division
supports
to
advance
the
city's
economic
development
and
housing
policies
by
providing
financial
management,
analysis,
planning
and
admin
administrative
services
for
projects.
This
division
is
led
by
angie,
skildum
prima
and
she
primarily
works
with
community
planning
and
economic
development
department,
neighborhood
and
community
relations
department,
chief
financial
officer
and
other
elected
officials.
I
This
division
is
led
by
mr
lyle
hodges,
who
ensures
fiscal
responsibility
through
monitoring
and
internal
control,
while
providing
accounting
services
in
order
to
be
transparent
about
the
city's
financial
position.
This
division
prepares
city's
quarterly
financial
report,
as
well
as
the
annual
comprehensive
financial
report.
This
report
is
also
available
on
the
city's
website.
I
As
you
know,
the
city
is
required
by
statute
to
be
audited
each
year
by
the
state
auditor
and
the
controller's
division
coordinates
the
entire
audit
process
on
behalf
of
the
city
and
monitors,
grant
activities
and
reporting
for
the
city.
This
division
has
a
budget
of
11.2
million
dollars
and
a
staff
of
64
employees
next
slide.
Please.
I
I
As
you're
aware,
a
utility
billing
function
is
mandated
by
minneapolis
city
ordinance.
Utility
billing
division
is
led
by
mr
ali
saleh.
Muhammad
who
works
in
collaboration
with
public
works
department
to
ensure
that
billing
and
collection
of
revenues
are
carried
out
efficiently
for
city
water,
sewer,
solid
waste
and
storm
water
services.
I
I
I
I
This
division
also
includes
the
radio
communication
services
next
slide.
Please,
the
city
currently
owns
and
occupies
57
facilities
and
leases
leases
at
11
locations
and
is
the
landlord
at
three
locations.
I
I
Community
safety,
specialist
pilot
program
includes
a
one
million
dollar
allocation
and
the
second
is
the
implementation
at
the
city
for
temporary
staff
in
the
finance
department.
I
will
note
that
the
first
item-
the
community
safety
specialist
pilot
program,
is
just
a
placeholder
in
the
finance
department.
We
will
not
be
administering
the
program,
it's
a
collaboration
of
multiple
departments.
I
I
I
I
I
Next
slide,
please
so
to
meet
the
to
meet
the
economic
challenges
in
2020
and
2021.
Just
as
other
departments,
finance
and
property
services
department
froze
several
positions
to
meet
the
budget
targets
mayor's
2022
core
services.
Rebuilding
allocations
resulted
in
one
of
these
positions
being
unfrozen
for
development
finance
division
division.
I
I
I
I
New
investments
again
this
is
a
placeholder
item.
That's
in
finance.
This
edition
is
a
green
purchasing.
Analyst
function,
a
staff
direction
was
approved
in
20
or
2019,
public
health,
environment,
civil
rights
and
engagement
committee,
meeting
directing
sustainability
finance
health
department
and
the
attorney's
office
to
bring
forward
a
recommendation
or
a
set
of
options
for
social
cost
of
carbon
to
be
considered
for
adoption
by
city
council,
low-income
communities,
indigenous
communities
and
communities
of
color
in
minneapolis
experience,
unequal
health
wealth,
employment
and
education
outcomes
and
are
overburdened
by
environmental
conditions.
I
I
I
Before
I
close,
I
want
to
make
take
a
moment
to
recognize
that
finance
and
property
services
department
staff
continue
to
provide
exceptional
service
while
adapting
to
new
ways
of
doing
business
work
through
arpa
budgeting
process,
2022
budget
process
and
monitoring
revenue
projections
closer
than
ever
before.
Accounting
and
budget
step
also
administered
new
funding
streams
and
navigated
ever-changing
guidance
related
to
cares,
act
and
american
rescue
plan
act
reporting.
I
I
C
Thank
you
director,
just
pausing
to
see
if
there's
any
questions
or
comments
from
my
colleagues,
it
might
be
that
this
is
such
an
overlay
to
everything
that
we
do
in
all
departments
and
through
all
departments
that
there
will
be
questions
they'll
just
come
later
after
we've
all
had
a
chance
to
digest
what
you've
shared
I'm
not
seeing
anyway.
So
I
will
thank
you,
director,
dai
and
direct
the
clerk
to
please
receive
and
file
her
presentation
on
the
mayor's
2022
budget.
C
J
Good
afternoon
my
name
is
gia
vitale
and
I'm
the
chief
of
staff
to
mayor
jacob
frye,
pierre
palmisano,
council
members.
Thank
you
for
the
opportunity
to
speak
with
you
all
today,
I'll
launch,
right
into
a
brief
presentation
and
then
stand
for
any
questions
related
to
the
mayor's
office
budget
for
2022
next
slide.
Please.
J
So,
as
you're
all
aware,
the
mayor's
office
is
the
executive
arm
of
the
city
of
minneapolis
and
our
shared
power
structure
in
our
office.
We
have
14
ftes
that
work
to
support
our
residents
via
policy
work,
constituent
responses
and
other
budget
processes,
all
in
concert
with
departments
and
many
times
your
offices
and
that
fte
count
of
14
does
include
the
mayor.
J
J
By
is,
for
forty,
nine
thousand
eight
hundred
eighty
four
dollars
for
twenty
twenty
two,
that's
roughly
a
two
percent
increase
from
our
2021
budget
and
this
increase
can
be
attributed
to
an
increase
in
fringes
and
salaries
and
wages
that
are
all
due
to
inflation
increase
in
rent
to
the
npc,
but
there's
also
been
a
decrease
in
operating
costs,
which
I
believe
can
primarily
be
attributed
to
the
self-insurance
premium
next
slide.
J
J
That
was
noted
in
the
previous
slide
you'll
note:
the
change
in
ftes
from
2020
to
2021
to
2022.
J
So
in
order
to
meet
the
required
five
percent
reduction
asked
of
departments
in
2021,
we
had
to
pull
that
from
salaries.
So
we
held
a
position
vacant
throughout
2021
to
meet
that
enterprise
need,
so
the
position
wasn't
eliminated,
as
this
slide
might
suggest
next
slide.
J
So
our
office,
much
like
all
of
your
works,
collaborating
with
departments
and
community
and
a
key
asset
in
the
mayor's
office
to
accomplishing
that
work
was
the
position
that
was
held
vacant
in
2021
to
meet
that
five
percent
reduction.
So
the
change
item
for
2022
is
to
restore
funding
to
support
the
reinstatement
of
that
fte.
J
J
So
the
amount
noted
on
this
slide,
the
125
850
000-
is
the
full
amount
needed
for
the
position.
So,
as
noted
on
the
earlier
slide,
because
of
decreases
in
operating
costs,
the
full
fte
cost
of
125
850
is
not
the
request,
and
the
budget
request
for
2022
is
just
that:
49
884
and
so
reinstituting.
This
position-
that's
been
vacant
for
nearly
two
years
now
in
our
office,
will
really
help
build
a
key
role
that
is
has
served
as
a
key
liaison
to
council.
Members
has
traditionally
supported
the
budget
through
community
outreach.
J
Some
of
you
may
recall
that
we
hosted
two
budget
simulations
in
2018
to
learn
what
the
community
was
interested
in
seeing
in
the
city
budget,
and
this
person
has
served
as
a
key
engagement
contact,
community
organizations,
labor
lgbt
qai
groups
and,
much
more
so
again.
This
budget
request
for
the
mayor's
office
is
only
the
2
increase
of
49
000,
to
reinstate
or
to
fill
that
gap
to
reinstate
the
fta
position
that
was
held
vacant
in
2021
next
slide.
J
Thank
you
all
and
I'll
stand
for
any
questions
you
all
might
have.
Thank
you.
G
Thanks
man,
I'm
sure
I
put
myself
in
queue,
but
I
anyway
one
of
the
councilmembers
asked
questions.
Thanks,
miss
vitaly,
I
know
you
described
the
intended
functions
of
the
position
is.
Would
this
be
essentially
like
a
policy
aid
classification
or
do
you
know
the
job
classification.
J
Chair
palmisano
council,
president
bender.
Yes,
that's
correct.
C
Any
other
questions
or
comments
from
my
colleagues,
I'm
not
seeing
any
at
this
time.
Well,
thank
you,
ms
batali,
for
your
time
and
I
will
direct
the
clerk
to
receive
and
file
this
presentation
from
the
mayor's
office
for
the
2022
budget.
C
Seeing
nothing
further
from
my
colleagues
I'll
also
note
for
them,
and
also
for
the
public
that
our
next
budget
meeting
is
scheduled
for
this
coming
thursday
september
30th
at
10
a.m.
That
day,
we
will
hear
from
cped
and
also
the
health
department,
that's
the
community
planning
and
economic
development
department
and
our
health
department.
That
also
includes
our
office
of
violence
prevention.
So
thank
you
for
your
time
today
and
I
look
forward
to
seeing
you
all
on
thursday
with
that
we've
concluded
all
business
for
today
and
without
objection
we
will
stand
adjourned.
Thank
you.
Everyone.