►
From YouTube: June 28, 2021 Audit Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
B
The
city
will
be
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
minnesota
open
meeting
law.
At
this
time,
I
will
ask
the
clerk
to
please
call
the
role,
so
we
can
verify
a
presence
of
a
quorum.
A
C
B
B
Second
usage.
Thank
you.
That
motion
has
been
moved
and
seconded
I'll.
Ask
the
clerk
to
call
the
role
on
committee
member
johnston's
motion
to
adopt
the
agenda.
B
B
Thank
you.
It
sounds
like
commissioner
usage
made
the
motion
and
council
member
fletcher
seconded
that
motion
I'll
ask
the
clerk
to
call
the
role
on
commissioner
music's
motion
to
accept
the
minutes.
Community.
C
B
Thank
you
that
carries
in
the
minutes
are
accepted.
Our
first
item
of
new
business
item
number
three
is
approving
an
amendment
to
the
2021
annual
risk-based
integrated
audit
plan
by
adding
the
civil
rights
body-worn
camera
audit
process
and
postponing
some
mpd
projects
due
to
ongoing
investigations.
D
So
three
three
points
to
make:
we
created
our
mpd
projects
back
due
to
a
rapid
risk
assessment
last
summer.
In
the
months
that
followed,
there
were
a
variety
of
activities
that
led
to
investigation.
So
we
know
we
have
the
department
of
justice,
the
state
department
of
human
rights
and
after
action,
review
and
others
going
on
right
now,
and
therefore
I
don't
want
to
expend
audit
resources
to
do
work
that
may
be
preempted
by
one
of
these
investigations.
D
We
should
know
more
in
the
future
what
those
will
cover
and
their
timelines,
but
I
would
recommend
that
we
amend
the
audit
plan
to
move
some
of
those
further
back
just
so
that
we're
not
duplicating
work
that
would
be
preempted
by
a
larger
investigation,
so
that
would
mean
modifying
those
dates,
pushing
them
back
to
a
later
bit
later
in
perhaps
next
year.
D
The
third
point
is
that
we
are
moving
several
items
off
of
the
plan
with
this
amendment.
Our
covid
phase
three
project
you'll,
hear
more
of
a
description
in
the
auditor
update
it's
a
significant
multi-part
project
covering
the
entire
enterprise
and
a
wide
variety
of
activities,
and
rather
than
use
those
resources
to
cover
something
that
might
be
covered
elsewhere.
I
think
it's
important
to
dedicate
most
of
our
staff
time
we
have
to
covering
this
phase
three
copic
project
move
to
move
to
the
next
line.
D
The
second
modification
was:
we
had
a
request
for
assistance
that
was
sent
to
the
to
myself
and
to
audit
chair
paul
masano
for
a
consultation
you
remember.
Last
year
I
presented
our
brief
consultation.
It
was
a
a
rapid
kind
of
consultation
with
the
office
of
police
conduct,
review
related
to
the
temporary
restraining
order
that
established
a
body-worn
camera
audit
requirement
for
that
office.
D
It's
taken
some
time
but
they've
hired
their
body-worn
camera
audit
staff,
their
background
checks
are
cleared,
they're
in
place
and
they're
they're
ready
to
start
working
on
that
project
and
therefore,
they've
requested
our
assistance
again
now
that
they're,
actually
in
the
ideation
phase
of
how
this
is
going
to
work
with
the
staffing
that
they've
got
so
they're
asking
for
our
assistance,
given
that
they're
going
to
be
doing
audit
work
to
help
them,
establish
their
program,
lender
expertise
and
just
provide
in
general
consultation.
D
Oh,
this
is
the
bwc
audit.
I
got
ahead
of
my
own
slides
so
yeah
that
high
level
outline
was
presented
back
in
2020
and
this
is
to
assist
in
developing
their
risk
assessment
and
planning
their
first
type
of
audit
work
to
help
comply
with
the
temporary
restraining
order.
One
more
slide,
so
you
can
see.
D
We
have
two
completed
audits
at
the
top.
The
highlighted
those
doesn't
represented
now
the
highlighted
one
is
the
one
we'd
be
adding
and
next
slide.
D
These
three
mpd
projects
would
move
to
the
whole
bucket
until
we
have
a
true
understanding
of
what
the
scope
of
the
mdhr
and
department
of
justice
recommendations,
if
any,
are
at
the
end
of
their
investigations.
D
So
we
have
currently
three
projects
in
place
that
we're
working
on
right
now
and
we
plan
to
begin
others.
You'll
you'll,
hear
about
that
more
in
detail
during
our
auditor
update
I'm
happy
to
answer
any
questions
related
to
this.
B
Thank
you.
I
have,
as
director
patrick
noted,
been
a
part
of
some
of
these
staff
level
conversations
about
these
changes
and
I'm
comfortable
with
it.
But
I'm
curious
what
questions
my
colleagues
might
have.
Council
member
fletcher.
E
I
I
am
of
two
lines
of
this
and
I
guess
I
just
want
to
ask
a
couple
clarifying
questions,
because
on
the
one
hand,
I
fully
recognize
the
intensity
of
the
federal
and
state
investigations
that
are
delving
into
the
same
territory
as
the
audits
that
we've
proposed
in
many
cases-
and
I'm
aware
I
mean
we
just
dedicated
additional
resources
or
in
the
process
of
dedicating
additional
resources
to
that
effort,
recognizing
that
it's
already
overwhelming
staff
in
the
city
attorney's
office,
so
there's
a
good
reason
to
sequence
these
things.
E
It
is
also
important
to
me
that
the
council
not
be
abdicating
its
responsibility
for
oversight.
You
know
in
this
regard,
and
so
I
guess
the
question
of
whether
this
work
feels
duplicative
depends
a
little
on
how
much
we're
able
to
be
in
conversation
with
those
other
investigations
or
how
much
we're
able
to
access
their
work,
product
or
or
you
know,
their
their
findings.
To
our
benefit,
are
you
in?
E
Do
you
have
an
ability
to
coordinate
with
them
or
to
share
information
and
insights
with
them
or
is?
Is
this
a
sort
of
an
entirely
separate
track
and
and
we're
just
stepping
back
to
make
room
for
these
outside
investigations?.
D
Chair
palmisano
committee
member
fletcher,
that
that's
an
excellent
question.
I
I
have
not
been
in
contact
with
them
but
hope
to
have
the
opportunity
to
do
so
and
kind
of
in
line
with
that.
I
don't.
I
I'm
not
aware
of
necessarily
the
scope
of
some
of
these
projects
and
what
their
recommendations
would
be.
Rather
than
removing
these
items
from
the
audit
plan,
I
want
to
keep
them
on
there
because
we
prioritize
those
based
on
what
we
heard
during
our
risk
assessment
and
we
what
what
we
thought
was
important
to
cover.
D
If
we
don't
see
that
those
same
topics
are
being
covered
in
in
the
work
that
is
currently
ongoing,
I
would
expect
to
move
those
back
onto
the
plan,
but
as
auditors,
we
frequently
rely
on
the
work
of
other
departments
that
meet
our
criteria
to
kind
of
remediate
or
provide
input
into
the
risk
assessment
and
controls
in
place,
and
so
I
would
like
to
see
in
more
detail
what
those
investigations
will
cover,
but
certainly
not
abdicate
the
responsibility
we
have
as
an
audit
department
to
address
relevant
risks
to
the
organization.
E
Thank
you
for
that
yeah.
I
think
it's
worth
continuing
to
develop
a
clearer
understanding
of
of
the
work
in
progress
to
see,
if
there's
anything
that
that
feels
like
a
lane.
That's
not
that
nobody
else
is
in
that
we
ought
to
be
pulling
back
forward.
So
I
can
support
these
recommendations
today,
but
I
I
do
want
to
make
sure
that
we're
not
you
know.
This
is
all
pretty
important
stuff,
and
this
is
stuff
that
we're
hoping
will
inform
public
policy.
E
So
I
I
do
hope
that
we
pay
close
attention
to
making
sure
that
the
information
is
there
to
inform
policy,
whether
it's
coming
from
us
or
from
from
the
state
of
the
feds.
Thank
you.
B
Thank
you
next,
I
do
want
to
mention
that
we've
been
joined
by
committee
member
fisher.
Mr
fisher,
do
you
want
to
just
speak
up
because
we
need
to
audibly
hear
you
to
know.
You
is
here
for
the
record.
B
No
problem,
I
know
you
had
some
difficulty
accessing
the
meeting.
F
B
No,
I
apologize
for
that
and
I
am
glad
we
have
it
corrected
now.
Council,
member
schrader.
A
Oh
thank
you,
chair
promising,
director,
patrick.
I
had
a
couple
questions
I
think,
to
start
out.
This
makes
a
lot
of
sense.
I
really
appreciate
your
efforts
to
to
make
sure
we're
using
city
resources
the
smartest
way
possible
and
not
being
duplicative
in
our
efforts.
My
questions
really
lie
in
like
how
much
risk
is
the
city
at
it's?
A
My
maybe
you
could
talk
a
little
bit
about
how
the
department
of
justice
investigations,
as
well
as
the
minnesota
department
of
human
rights,
their
investigations
look
at
past
history
and
where
I'm
going
with
this
is
how
is
the
past
history
even
the
most
recent
past
history
going
to
be,
you
know,
look
kind
of
factored
into
the
recommendations.
A
My
concern
is
that
with
very
little
happening
and
change
in
npd
procedure
and
policy
in
the
recent
time
that
that's
going
to
be
held
against
us
by
the
state
and
by
the
federal
government,
and
so
my
concern
with
not
of
not
having
a
kind
of
city
audit
process
is
we're
missing
an
opportunity
to
get
ahead
of
some
of
these
investigations
and
maybe
reducing
some
of
the
risk
to
the
city
in
in
cost
and
monitoring.
D
I
would
assume
that
they
would
be
somewhat
preempted.
Are
our
recommendations
be
preempted
by
those
if
I
had
a
better
handle
on
those
timelines
and
exactly
what
they'd
cover
I'd
feel
more
more
comfortable
doing
that
work
and
putting
it
on
the
plan?
But
I'm
just
not
fully
confident
that
we
would.
Our
timelines
would
match
up
in
a
way,
that's
helpful
to
the
city
with
them
kind
of
on
top
of
that
projects
that
we
do
could
take
longer.
D
Just
based
on
the
volume
of
requests
that
city
attorney's
office
is
getting
the
police
department's
getting
they're
going
to
produce
a
lot
of
data
for
those,
and
that
data
may
also
be
beneficial
if
we're
also
getting
the
information
on
kind
of
a
later
date
might
be
beneficial
for
us
to
continue
to
do
our
ongoing
risk
assessment
that
we're
doing
constantly
like
we
are
today
and
updating
the
audit
plan.
So
hopefully,
as
a
as
kind
of
a
clear
picture
shapes
up
of.
B
Thank
you,
I'm
not
seeing
anybody
else
in
the
queue
for
questions,
income
or
comments.
I
think
this
conversation
was
helpful
to
kind
of
put
it
in
context
and
understand
a
little
bit
more
about
why
we're
making
this
suggestion.
I
will
go
ahead
and
ask
the
clerk
to
call
the
role
on
item
number
three.
B
D
Thank
you
again,
chair
paul
masano
today
I'll
be
presenting
the
results
of
our
field
trading
officer
program
special
project.
We
have
several
guests
in
the
audience
from
the
mpd,
and
one
of
them
is
our
primary
point
of
contact
on
this
project.
Someone
you
all
likely
recall
from
the
sexual
assault
kits
project
that
we
did
back
at
the
beginning
of
2020,
which
feels
so
long
ago,
but
was
just
at
the
beginning
of
last
year,
and
that
is
commander
darcy
horn
she's,
the
new
commander
of
the
training
unit.
D
G
Thank
you,
chair
palmisano,
and
thank
you
director.
I
just
wanted
to
take
a
a
few
moments
and
thank
the
audit
team
for
their
work
on
this
project.
It
is
a
very
important
project
to
mpd
and
we
appreciate
the
time
and
the
effort
that
they
took
the
interviews
with
the
ftos.
We
found
very
valuable
and
the
observations
that
the
team
made
mir
very
closely
with
ours.
So
we
look
forward
to
working
with
you
on
this.
B
D
Great,
thank
you.
So
I'm
going
to
first
start
with
the
background
on
the
project.
We
can
move
to
the
next
slide.
D
This
includes
lateral,
hires
and
basically
anyone
who's
going
to
work
in
the
field
and
why
it's
so
critical
is
it's
the
first
opportunity
for
these
new
folks
to
get
an
opportunity
to
be
out
on
the
street
and
working
in
the
actual
environment
that
they're
going
to
police
in
it's
a
phased
approach
to
responsibilities,
so
the
the
once
someone's
in
the
fto
program
they
start
out
essentially
as
an
observer
and
each
phase
along
the
way
they
gain
more
and
more
responsibility
to
the
point
of
at
the
end
of
it.
D
They
are
to
be
able
to
handle
and
work
calls
by
themselves,
so
they
are
able
to
perform
as
an
able
car
or
a
one-person
car
with
a
monitor
watching
them.
Through
this
every
shift
they
have,
they
receive
daily
grading
and,
along
with
that
mentoring
from
the
field,
training
officer.
D
The
next
slide,
so
our
objective
for
this
project
was
to
review
this
program,
evaluate
current
practices
and
identify
potential
process
improvements,
and
so
what
we
looked
at
were
three
portions
of
it:
the
criteria
for
selecting
field
training,
officers,
ongoing
monitoring
of
those
field,
training
officers
and
the
appraisal
of
recruits
or
officers
in
training.
Those
are
the
three
main
topics
we
looked
at
and
the
criteria
that
we
use
when
we're
conducting
a
project
like
this,
so
a
special
project
consultation.
D
What
do
we?
How
do
we
use
to
measure
success
or
what
the
department's
goals
are?
Are
the
goals
that
they've
established?
So
in
the
report,
you
will
see
the
major
signposts
for
what
the
field
training
officer
program
considers
for
success,
and
that
is
the
specific
criteria
we
use
to
evaluate
these.
These
practices
to
the
next
slide.
D
So
just
clarification
of
some
terms,
because
I
as
much
as
I
would
like
to
not
slip
into
using
acronyms,
I'm
afraid
I
probably
will
throughout
the
report.
So
just
the
four
major
ones
you'll
hear
oit
is
an
officer
in
training.
So
that
is
the
new
hire
who
is
moving
into
the
role
and
is
being
trained
in
the
field.
D
D
Move
to
the
next
slide,
we'll
talk
about
results
now
at
a
high
level,
so
that
and
I'll
go
into
each
of
these
in
turn.
So
there
are
four
four
major
issues
with
a
number
of
sub
issues
within
them.
You
can
see
all
the
bullet
points
in
the
report.
I
can't
cover
all
of
them
here
there
were.
There
were
quite
a
few,
but
I
would
encourage
you
to
read
the
report
and
I'll
talk
about
these
at
the
high
level,
the
fto
program,
staffing
and
structure.
D
So
that
is
the
larger
structural
question
issues
related
to
it
about
the
fto
program,
communication
and
information
flow
within
the
fto
program.
How
how
does
training
all
that
type
of
information,
the
forms
and
everything
flow
around
fto
selection
and
oversight
process
and
enhancements
to
the
officer
and
trainings
evaluation
process?
D
Again,
at
a
high
level,
the
what
we've
looked
at,
discovered
and
and
reviewed
the
fto
program
is
very
decentralized,
with
the
main
responsibility
for
oversight
and
kind
of
daily
monitoring
on
precinct
supervisors.
D
D
That's
just
due
to
the
general
nature
of
the
decentralized
program.
The
high
turnover
rate
in
the
mpd
has
impacted
that
field
training
officer
to
officer
in
training
ratio.
So
generally,
with
more
field
training
officers,
there
are
more
more
people
who
can
volunteer
to
work
with
them
fewer
officers.
Obviously
that
ratio
is
impacted
and
perhaps
has
consequences
and
then
finally,
the
training
for
the
field.
Training
officers
is
inconsistent,
so
some
field
training
officers
have
volunteered
and
gotten
into
the
program
more
quickly
than
others
and
have
not
been
trained.
D
Some
people
have
been
there
longer
had
training
that
maybe
was
put
in
place
a
couple
years
ago,
but
not
necessarily
current,
and
not
every
officer
had
the
training
that
that
met
the
unit's
own
manual
standards.
D
The
next
slide
so
I'll
talk
about
the
management
response
to
these
issues.
These
are
these
are
kind
of
the
action
plan
moving
forward
and
again
this
is
a
digest
and
a
summary
of
what
the
unit
intends
to
do
and
just
like
other
audit
projects
consultations,
we
provide
the
issues.
Management
comes
up
with
a
plan
of
action
on
how
to
address
those
issues
assuming
they
accept
them,
and
then
they
attempt
to
implement
that
plan
moving
forward.
So
this
is
perspective
and
actions
that
you'll
see
deadlines
throughout
the
coming
year.
D
So
the
first
is
a
broader
look
at
alternative
field,
training,
program
structures,
so
the
field
training,
the
training
unit
is
going
to
examine
the
various
models
around
the
country,
whether
those
are
centralized
decentralized
or
some
combination
of
the
two
ranking
structures,
duration
of
the
actual
field,
training
program
and
look
at
other
similarly
situated
departments
to
benchmark
mpd's
program.
D
You'll
see
in
the
report
a
discussion
of
how
the
mpd's
fto
program
was
set
up
in
the
first
place,
but
this
is
a
this
is
a
broader
look
to
see
if
some
of
the
issues
can't
be
mitigated
by
implementing
recommendations
or
or
using
this
benchmarking
data
to
to
improve
our
program
and
the
next
slide.
These
are
other
components,
responding
to
the
same
same
thing,
but
we'll
have
a
management
expected
completion
date
at
the
end
of
this,
this
section,
second,
is
to
develop
an
updated
manual
for
the
fto
coordinator
and
ftos.
The
ft.
D
Second,
there
are
incentives
in
place
for
field
training
officers.
One
is
pay.
That
is
the
current
incentive
beyond
just
the
satisfaction
that
these
officers
are
helping
train
the
next,
the
next
wave
of
officers
in
the
field,
future
partners,
people
are
going
to
be
working
with,
but
incentive
pay
is
kind
of
a
double-edged
sword.
D
If
you
increase
the
pay
too
much,
perhaps
you
are
incentivizing
people
who
aren't
good
trainers
to
participate
just
because
they
are
you
know
they
want
that
extra
extra
pay
at
the
end
of
the
day,
but
at
the
same
time,
if
it's
too
low,
it
doesn't
necessarily
recognize
the
the
work
that
these
officers
are
putting
in,
on
top
of
their
normal
drive
responsibilities,
so
making
sure
that
that
incentive
pay
is
set
at
a
healthy
level,
then
there's
also
things
like
a
visible
acknowledgement,
so
something
like
a
patch
or
stripe
on
the
uniform
that
other
officers
can
see
and
recognize
that
this
person
has
been
selected
for
the
field,
training
officer
program
and
hold
them
accountable
to
those
standards,
while
at
the
same
time
giving
that
acknowledgement
to
what
they're
doing
and
then
the
I'm
sorry.
D
D
While
people
are
familiar
with
it
and
comfortable
with
it,
and
perhaps
it
is
meeting
the
needs
of
what
the
program
has,
it
does
have
its
limitations
and
it
is
older,
so
looking
at
other
systems
that
might
make
for
better
glimpses
into
what
ftos
are
doing
and
providing
that
feedback
and
and
getting
that
communication
boosted
so
that
the
the
field,
the
training
unit
really
has
a
good
handle
on
what's
going
on,
might
be
well
served
by
its
software.
D
So
in
general
the
target
remediation
date
for
these
actions
would
be
january,
1st
2022
so
within
the
next
six
months
for
actions
not
needing
a
budget
approval
budget
approval.
Obviously
it's
contingent
upon
the
city
approving
it.
So
it's
it's
not
guaranteed
that
those
would
be
accepted,
but
the
other
actions
we
anticipate
in
the
training
unit
anticipates
those
being
done
by
january,
1st,
2022
and
audit.
Much
like
I
mentioned
in
other
projects.
Usually
this
is
the
starting
point.
D
So,
first
again,
coming
back
to
the
decentralized
program.
Communication
can
be
missed
at
both
ends.
Since
the
the
field
training
officers
are
diffused
around
the
entire
city
and
they're
working
normal
jobs,
along
with
working
as
ftos
or
working
with
officers
in
training
communication
can
be
missed
at
both
ends.
So
fto
kind
of
the
centralized
unit
that
exists
in
the
training
unit
can
send
communication
out.
It
might
not
necessarily
reach
the
fdos
and
information
might
not
flow
back
up
to
the
training
unit.
D
Things
happening
at
the
precinct
being
communicated
to
a
precinct
sergeant
might
not
actually
reach
the
fto
unit,
so
an
fto
could
express
concerns
at
a
precinct
and
those
might
be
raised
to
fto
management,
but
that
isn't
necessarily
always
the
case.
They
might
just
be
resolved
at
the
precinct,
and
the
training
unit
isn't
necessarily
aware
of
the
issue
that
occurred
and
then
coming
from
the
opposite
directions.
D
Management
might
make
decisions,
the
training
unit
might
make
decisions
and
that
information
might
not
be
communicated
to
ftos
they
don't
they
don't
have
the
insight
into
how
the
training
unit
is
operating,
the
decisions
they're
making
and
therefore
don't
necessarily
know
that
their
feedback
is
being
taken
into
consideration
and
can't
adjust
their
performance
to
meet
those
management
decisions.
D
The
next
line,
so
the
management
action
plan
for
these
these
issues
first
is
obviously
developing
communication
channels
and
one
of
the
easiest
ways
to
accomplish
that
would
be
creating
a
schedule
for
regular
meetings,
meeting
at
least
monthly
or
on
a
regular
basis,
with
both
the
field,
training
officers
and
the
officers
in
training
in
one-on-one
or
small
group
settings,
so
that
that
information
flow
is
always
there
and
being
communicated.
There's
no
significant
lag
between
when
things
are
happening
in
the
training
unit
and
when
it's
actually
hitting
the
street
again
updating
all
the
documentation
outlining
expectations.
D
There
is
a
manual
that
can
always
be
referenced
that
contains
all
those
expectations,
and
that
would
be
provided
to
the
field
training
officers
and
they
would
be
expected
to
know
that
second
or
third
is
communication
on
changes
to
the
training
plan.
D
So
the
rope
forms
which
I'll
talk
about
more
in
section
four,
have
a
set
of
of
grading
and
metrics
that
these
field
training
officers
use
to
evaluate
trainees
and
making
sure
that
the
any
changes
or
issues
that
are
brought
up
in
the
the
training
unit
make
it
to
the
rope
form
so
that
their
officers
are
actually
being
evaluated
based
on
the
expectations
of
the
training
unit.
D
The
next
slide
next
is
scheduling:
quarterly
training
and
development
meetings
for
all
field
training
officers,
so,
like
I
mentioned
training,
has
been
missed.
You
know
some
officers
have
varying
levels
of
training
based
on
where
they
are
in
the
field:
training
officer
program,
so
making
sure
that
there
are
meetings
and
check-ins
to
make
sure
that
everyone's
receiving
appropriate
training
and
getting
kind
of
current
and
always
up-to-date
training
information,
at
least
on
a
quarterly
basis,
is
important
to
address
that
and
then
the
final
bullet
here.
D
This
has
already
been
remediated,
but
it's
worth
noting
fto
management.
So
the
the
training
unit
created
a
means
for
communicating
priority
feedback
to
the
fto
coordinator
so
to
the
training
unit.
They
they've
now
developed
a
tool
so
that
information
from
the
fto
oit
can
can
go
immediately
to
the
training
unit.
D
It
can
be
prioritized
based
on
immediate
need,
moderate
need,
lower
risk
need
and
that
way
everybody's
got
a
tool
beyond
just
simply
sending
an
email
or
talking
to
the
precinct
supervisor
that
goes
directly
to
fto
management,
make
sure
that
they're
constantly
in
the
loop
and
and
always
up
to
date,
so
the
target
remediation
date
for
these
action
items
is
october.
1St
2021.
I
think
this
is
the
first
date
in
our
management
action
plan.
So
that's
coming
up
before
the
end
of
the
year,
the
next
one.
D
D
So,
first,
recognizing
that
current
needs
needing
ftos
in
the
training
unit
needing
fdos
to
volunteer
makes
it
somewhat
difficult
to
standardize
the
process.
They're
they're,
trying
to
get
volunteers
and
trying
to
get
people
into
the
program
quickly.
So
creating
a
standard
process
at
the
current
moment
is
is
challenging
for
them.
D
But
we
did
note
it
as
an
issue,
because
a
standardized
process
creates
a
standard
set
of
expectations
and
enhanced
oversight
over
who
is
actually
joining
the
program
and
how
this
has
played
out
is
ftos
have
been
formally
selected,
so
follow
the
application
or
announcement
that
goes
out
the
normal
channels,
but
also
informally
selected,
so
they're
being
tasked
at
the
precinct
of
either
filling
in
or
volunteering
for
the
program,
and
they
don't
necessarily
go
through
the
same
same
process
as
someone
who
responded
to
the
notice
and
therefore
they
received
different
levels
of
training.
D
You
could
have
someone
volunteering
to
fill
in
for
a
shift,
because
the
normal
field,
training
officer,
is
out
sick,
so
they're
riding
around
with
the
officer
in
training.
They
might
have
had
really
any
training
in
being
a
field
training
officer.
D
They
may
not
necessarily
meet
the
same
criteria
as
another
officer
but
they're
they're,
filling
in
because
there's
literally
nobody
else
who
can
take
the
officer
out
for
the
the
shift
and
then
finally,
we
did
not
find
a
performance
review
process
for
field
training
officers.
To
be
clear,
there
is
some
review
of
field
training,
officer,
performance
occurring
via
body
cameras
and
some
of
that,
but
it's
somewhat
more
piecemeal
and
less
less
of
a
formal
process.
D
D
So
the
management
action
plan
to
respond
to
these
items
first
and
foremost,
they
developed
a
process
to
alert
the
fto
coordinator
when
a
temporary
substitution
is
made
so
again
that
that
addresses
the
issue
of
people
in
the
precinct
kind
of
these.
First
two
bullet
points
can
be
taken
together,
working
with
precinct
commands
to
identify
the
reserve
officers.
So,
like
I
mentioned,
that
officer
is
out
sick
who
can
fill
in
for
that
person.
Maybe
it's
someone
who's
gone
through.
D
All
the
training
is
not
currently
functioning
as
a
field
training
officer,
but
can
step
up
for
that
evening
or
those
couple
of
days
because
they're
they're
in
the
reserve
list
and
have
been
screened
for
the
fto
program
that
way
they.
If
the
fto
unit
or
field
training
officer
management
is
notified,
that
they
need
a
temporary
substitution.
They
can
draw
from
that
well
because
that
type
of
issue
will
continue
to
crop
up,
just
based
on
the
nature
that
people
aren't
always
available
to
work.
D
And
then
the
third
point,
third
bullet
point
arising
from
our
recommendations,
was
an
enhanced
check
of
disciplinary
history
beyond
necessarily
what
we
were
seeing
right
now,
but
a
check
of
the
disciplinary
history,
both
by
fto
management
and
then
a
review
by
the
deputy
chief
professional
standards
of
everyone,
who's
volunteering
for
the
program,
so
that
that
each
of
them
have
been
screened
by
by
two
layers
of
management
and
each
applicant
has
the
stamp
of
approval
by
the
deputy
chief
of
professional
standards,
who
is
also
responsible
for
reviewing
misconduct
cases
and
is
generally
in
the
loop
on
those
types
of
issues.
D
The
next
point
that
we
noted
was
potential
burnout
or
challenges
that
ftos
might
face.
If
you
are
working
as
a
field
training
officer,
you
are
supervising
someone,
who's,
untrained
and
perhaps
enthusiastic,
but
they
don't
necessarily
have
the
same
skill
set
as
a
partner
that
they
would
be
working
with
that
they
might
have
been
working
with
for
a
long
period
of
time.
And
it's
a
it's
a
lot
of
work.
D
It
places
a
lot
of
extra
responsibilities
on
the
field
training
officers
themselves,
so
you
would
expect
them
to
not
be
working
as
a
field
training
officer
back
to
back
to
back,
because
that
can
lead
to
burnout.
D
Some
people
find
it
easier
than
others.
But
clearly
you
know
six.
Eight
months
of
being
an
fto
can
be
challenging
based
on
current
staffing.
D
Some
of
this
is
challenging
in
the
number
of
volunteers
in
the
program,
but
fto
management
should
identify
strategies
to
make
sure
that
we're
not
burning
out
those
officers
leading
to
inconsistent
training
and
just
a
poor
experience
for
the
officers
in
training
and
then
obviously
creating
a
performance
review
process
for
field
training
officers
with
relevant
metrics,
and
you
know
a
higher
level
of
standardized
review
so
that
we
can
ensure
that
each
of
these
field,
training
officers
are
continually
evaluated,
not
just
necessarily
when
they
first
join
the
program
and
then
finally
is
more
of
a
technical
point,
but
just
maintaining
the
fto
roster
so
that
at
a
moment's
notice,
there's
always
an
accurate
count
of
who
is
actually
part
of
the
program.
D
Who's
able
to
fill
in
at
a
moment's
notice
so
again,
target
remediation
date,
for
this
is
similar
to
the
first
section
that
would
be
january
1st
2022,
so
a
lot
coming
up
for
that
date
moving
to
the
next
line.
D
Finally,
this
is
the
evaluation
process,
so
this
is
this
is
evaluation
of
candidates,
the
the
officers
in
training,
not
necessarily
the
ftos,
so
first
is
the
rope
form
categories
and
ratings.
Aren't
necessarily
current:
they
don't
necessarily
reflect
the
standards
that
we
would
expect
of
officers
in
training
and
and
therefore
don't
lead
to
quality
evaluations
of
those
officers.
Potential
officers
as
they're
they're
learning
the
job.
D
D
The
second
point
is
just
kind
of
a
perfect
technical
one
recruits
or
officers
in
training
are
scored
from
one
to
seven.
If
a
recruit
is
given
a
four
or
an
average
score,
there's
no
need
for
comments
to
be
put
into
the
document.
Therefore,
it's
less
work.
So
if
people
are
busy,
if,
if
things
are
going
on
or
if
someone
doesn't
feel
like
expending
energy,
writing
comments,
it's
easy
to
score
average.
No,
I
don't
necessarily
have
evidence
that
that's
occurring,
but
it's
also
an
opportunity.
D
If
someone
wants
to
put
in
comments
for
an
average
day,
they
they
can't
do
so
on
the
current
form.
So
there's
there's
some
issues
with
locking
people
out
of
issuing
comments
for
the
entirety
of
the
one
to
seven
spectrum.
D
Let's
move
to
the
next
slide,
so
the
management
action
plan
on
this
one
first
and
foremost,
is
using
the
new
chief
aerodondo's
vision
for
the
mpd
department,
values,
procedural
justice
work,
adding
those
components
to
the
rope
form,
making
sure
that
officers
are
being
evaluated
on
those
points
and
that
field
training
officers
understand
them
to
the
point
that
they're
able
to
issue
quality
feedback
to
recruits
and
officers
in
training
based
on
those
metrics.
Those
newer
metrics,
an
important
component
of
that
is
to
obtain
internal
and
external
stakeholder
feedback.
D
So,
as
we
and
the
field
training
officer
program
revises
the
rope
form,
the
evaluation
form
important
that
they
listen
to
both
the
internal
partners,
so
chief
aerodando
management,
city
staff,
but
also
external.
What
does
the
community
expect
from
new
officers?
What
do
they
want
to
see
new
officers
learning
in
their
program
and
making
sure
those
those
categories
are
included
and
officers
are
being
evaluated
on
that
and
that
management's
able
to
review
how
those
evaluations
are
going
so
that
quality
candidates
are
selected
and
therefore
the
rope
form.
D
D
The
unit
the
management
should
also
get
feedback
from
the
ftos
and
in
particular,
also
officers.
The
officers
in
training
during
the
entirety
of
the
fto
program,
making
sure
that
their
is
that
communication
flowing
in
both
directions
and
and
the
tweaks
to
the
programs
are
made
based
on
feedback
from
the
people
actually
taking
part
in
it
and
then
also
again
kind
of
tied
to
the
first
one
evaluating
software
options.
So
this
this
form
can
be
standardized
and
and
how
is
that
record,
keeping
going
that?
D
That
would
need
to
be
a
budget
item
if
they
were
to
implement
new
technology,
and
so
the
target
remediation
date
for
this
is
june,
1st
2022..
D
So
again,
I
think
that's
the
last
slide.
This
is
the
you
know.
The
report
is
the
conclusion
of
our
initial
phase
of
work
on
this
project
and
just
like
every
other
audit
project,
we
do
every
other
consultation
or
special
project.
We
do.
We
continue
to
follow
up
with
management
and
really
where
the
the
benefit
comes.
D
When
there
are
findings
is,
is
the
management
response
and
how
they
actually
implement
it?
How
the
rubber
actually
meets
the
road?
So
we
have
several
key
dates
in
there
october
january
and
june,
so
we
will
continue
to
follow
up
with
the
fto
program.
B
B
B
First,
we
are
looking
at
systems
that
provide
enhanced
oversight
and
accountability
while
helping
build
and
recognize
leadership
skills.
Secondly,
we
are
setting
new
criteria
and
expectations
for
field
training
officers
and
recruits
and
trainees
that
fall
more
in
line
with
my
expectations
as
chief
of
police.
B
E
Thank
you,
sir
palmisano,
and
thank
you
director,
patrick
for
this
report.
I
think
it's
really
valuable
to
have
this,
and
I
agree
with
the
chief's
words
that
this
is
a
critical
issue.
E
I
think
that
this
is,
you
know,
literally
a
place
where
our
theory
of
you
know
the
the
chief's
theory
of
change
which
has
been
about
recruiting
and
culture
change
either
gets
undermined
or
gets
reinforced,
and
you
know
I
think,
we've
seen
heard
anecdotally
some
some
ways
that
it's,
that
this
is
a
place,
that
the
process
is
not
working
and
I
think
it's.
E
It
is
helpful
for
the
public
to
know
that
there
are
currently
no
performance
review
process
for
ftos
that
there's
currently
not
an
established
criteria
for
the
types
of
complaints
and
discipline
decisions.
E
That
might
disqualify
from
being
an
fto.
I
think,
like
the
you
know,
these
are
changes
that
absolutely
need
to
happen,
and
I
think,
if
we're
serious
about
moving
away
from
what
I
think
the
star
tribune
described
this
week
as
a
as
a
warrior
culture,
you
know
into
something
new.
E
I
think
it's
very
important
that
we
that
we
look
very
seriously
at
this
and
that
we
understand
that
this
is
a
place
that
has
not
been
working,
the
way
that
it
ought
to
be
for
for
a
while,
and
so
you
know,
I
think
that
that
feels
very
important.
E
One
of
the
things
that
I'm
wondering
about
is
as
we
try
to
standardize
this
as
we
as
we
think
about
standardizing
this
one
of
the
challenges
is
that
there's
I
would
say
I
would
say
that
the
the
function
of
patrol
is
fairly
non-standard.
There's
a
massive
amount
of.
E
Decision
making
and
discretion
by
individual
officers-
and
I
think
the
experience
of
patrol
varies
quite
a
lot
squad
car
to
squad
car
in
in
terms
of
how
the
job
is
approached
and
what
it
looks
like
just
you
know
from
from
ride-alongs
and
observation
it.
It
feels
like
many
people
with
the
same
job.
Title
are
working
jobs
that
feel
quite
different
depending
on
how
they
approach
it.
And
so
I
guess
I'm
wondering
how
do
you
standardize
a
training
for
something
with
that
much
discretion?
E
I
could
imagine
that
that
many
people
are
going
to
have
wildly
different
experiences,
and
so
I
guess
I'm
I'm
wondering
director
patrick
from
your
study
of
this.
How
much
of
this
feels
like
it
is?
It
is
standardizable
given
the
current
level
of
discretion
or
how
much
standardization
might
be
needed
on
the
on
the
patrol
end,
in
order
to
be
able
to
train
consistently
in
best
practices
for
patrol.
D
Chair
palmisano
committee
member
fletcher,
that's
an
astute
point
and
something
that
we
saw,
certainly
in
our
interviews
and
our
our
work
in
this.
If
you
know
an
officer
in
training
is
assigned
to
work
in
the
north
second
precinct
or
is
decided
to
work
downtown
or
in
third
precinct.
Obviously
their
experience
is
going
to
be
quite
different.
D
How
much
time
you
have
to
get
insight
by
watching
body
camera,
for
example,
is
a
great
way
for
fto
management
to
see
what's
actually
going
on
everybody's
wearing
a
body
camera
looking
at
calls
looking
at
forms
and
whatnot
there
there's
a
lot
of
data
that
exists
as
to
the
experience
of
each
officers
are
going
about
their
day,
can't
necessarily
standardize
that,
but
making
sure
that
officers
in
training
are
being
offered
the
breadth
and
not
just
kind
of
one
take
on
what
it
is
to
be
a
police
officer
and
then
being
moved
when
they
actually
start
work
into
a
completely
different
environment
and
and
not
being
equipped
to
do
that.
D
So,
while
every
officer
in
training
is
not
necessarily
gonna
have
the
same
daily
experience,
the
breadth
of
experience
they
get
might
might
help
balance
out.
Some
of
that.
Second,
I
it's
hard
to
estimate
at
this
point.
D
I
think
what
needs
to
occur
is
the
management
action
plan
in
that
that
broader
review
of
fto
structures,
the
decentralized
structure,
certainly
places
a
lot
of
authority
in
the
precincts
and
in
the
officer
the
ftos
themselves,
into
what
experience
those
those
officers
in
training
get,
and
it's
things
like
looking
more
broadly
at
what
types
of
programs
might
be
available
to
mpd.
D
How
do
you
evaluate
opposite
field
training
officers
to
make
sure
that
they're,
even
if
they
can't
respond
to
the
same
types
of
calls,
they're
providing
consistent
feedback
to
recruits
officers
in
training
that
is
in
line
with
those
standards?
Those
types
of
things
that,
even
though
you
might
not
necessarily
be
able
to
have
similar
days,
you
can
at
least
be
offering
a
similar
experience
across
the
entirety
of
the
program.
D
E
E
You
know,
I
think
people
really
do
have
a
suspicion
that
this
is
where
training
gets
undermined,
that
this
is
where,
whatever
de-escalation,
training
and
anti-bias
training,
we
can
structure
into
a
curriculum
that
this
is
where
and
and
oit
gets
sat
down
to
say
well,
this
is
how
it
really
works,
and
you
know
I
I
think
getting
to
a
place
where
we
believe
that
a
positive
culture
is
being
transmitted
would
be
a
significant
step
forward
for
the
department.
It's
it's.
It's
not
some
place
that
we
are
now.
E
I
think
that
this
report
documents
some
real
process
gaps
and
and
shortcomings
in
the
current
system,
and
I
appreciate
having
this
report
and
and
hope
that
hope
that
we
look
at
this.
It
sounds
like
there's
some
positive
intentions
in
that
direction
and
we'll
be
watching
it
closely.
Thank
you.
A
Thank
you,
chair
promise
on
director,
patrick
just
looking
through
the
report.
It
didn't
look
like
there
had
been
any
changes
to
the
field.
Training
officer
since
you
know
the
world
saw
the
field
training
program
in
action
with
former
officer,
derek
chovin,
murdering
george
floyd,
like
that
was
a
field
training
office.
Sir,
doing
that
I
was
I'm
kind
of
surprised,
nothing
and
just
correct
me
if
I'm
wrong
that
nothing
has
been
implemented
since
that
time
until
the
this
audit
has
come
out.
D
There
there
have
been
some
changes
in
structure
again,
chair
palmisano
committee
member
trader.
There
have
been
some
changes
to
the
program,
changes
to
staffing
reviews
of
the
rosters
and
changes
to
some
of
how
it's
it's
occurring,
I
think
documenting
those,
but
in
the
broader
context
of
the
management
action
plan,
that's
where
you're
going
to
see
the
real
bulk
of
the
change,
but
the
what
is
in
the
report
was
the
information
that
we
saw
that
existed
at
the
time.
D
A
Thank
you
director.
My
my
concern
is
that
this
is,
you
know,
greatly
serious.
You
know
we
had
a
field
training
officer
now
convicted
of
murder.
As
a
citizen
of
you
know,
minneapolis,
and
so
I
think
my
question
would
be.
Are
there?
Was
the
field
training
sergeant
the
person
in
charge
of
you
know
supervising
derek
jobin?
Was
they
a
part
of
this
report?
You
know
what's
been
kind
of
done
since
then
you
know,
I
think,
where
I'm
going
with
these
questions
is
this
is
enough.
You
know
we
are
you've
talked.
D
Yes
and
committee
member
trader,
I
think
the
that's
why
the
first
recommendation
you
see
in
the
report
and
the
first
management
response
that
we
accept,
we
noted,
is
a
wholesale
look
at
the
structure
of
the
fto
program.
We
expect
mpd
and
they've
committed
to
doing
a
a
real
look
into
it
again
that
decentralized
structure.
D
B
Thank
you.
I
also
wanted
to
mention.
I
believe
there
was
a
class
in
field
training
at
the
time
you
know
during
the
end
of
last
may
in
june,
but
then
there
were
no
classes
or
that
kind
of
thing
until
now,
basically
for
training,
so
it
was
and
has
been
a
real
opportunity
to
go
and
really
dig
through
and
take
a
look
at
how
we
want
to
revamp
that
program.
B
I
wanted
to
mention
a
couple
of
things
followed
by
a
question,
because
I
have
had
conversations
informal
conversations
with
police
leadership
about
this
audit
as
it's
been
ongoing.
I
am
very
excited
about
the
results
of
today's
audit
report
and
I'm
grateful
for
the
wreck
for
the
effort
of
of
both
our
audit
team
and
also
mpd.
B
B
D
D
When
looking
across
the
spectrum
of
cities,
we
did
some
research
in
benchmarking,
how
other
other
field,
training
officer
programs
work?
There's
a
lot
of
mpd's
model
is
not
unique
in
the
their
current
one.
That
exists.
It's
a
pretty
pretty
common
setup,
I
believe,
started
in
san
jose
and
has
been
in
existence
for
a
while.
So
there
are
other
types
of
programs.
H
Thank
you,
chair
palmisano,
and
thank
you
so
much
for
this
report.
I
really
this
is
such
a
critical,
critically
important
item,
the
field,
training
officer
piece,
and
I
appreciate
director
patrick's
work
on
this
as
well
as
commander
horn.
So
thank
you.
My
question.
I
think
pierre
palmisano
mentioned
wellness
and
my
question
is
really
related
to
that.
H
Do
we
is
there
a
standard
or
a
best
practice
related
to
that
ratio
that
you
mentioned
in
the
report
for
field
training
officer
to
new
officers
and
or
excuse
me,
and
so
I'm
just
wondering
if,
if
that
is
something
that
we
know
of
in
terms
of
best
practice
and
just
I'll,
let
you
answer
that
question.
H
The
only
other
thing
I
wanted
to
mention
is
on
the
is
making
sure
that,
as
we
update
the
manual
that
is
very
accessible
to
all,
I
know
that
sometimes
the
manuals
sit
on
a
shelf,
and
I
know
that
that's
hopefully
not
the
case
here,
but
I
just
want
to
make
sure
that
that's
addressed
as
well.
So
thank
you.
D
Chair
palmisano
committee
member
johnston-
that's
just
to
mention
the
second
point
that
you
made,
that
was
the
communication
flow
enhancements
that
we
recommended
should
address
that
quarterly
trainings
and
making
sure
those
changes
are
communicated.
Everybody
as
people
come
in
and
out
of
the
program,
they're
trained
up
front
and
have
that
expectation
set
up
front.
The
manual
doesn't
sit.
Certainly
that's
that's
really
important
to
your
first
point,
the
officer
in
training
to
field
training
officer
ratio.
D
We
did
hear
pretty
different
estimates
of
how
long
someone
could
work
before
they
experience
burnout
as
an
fto,
so
surveying
the
ftos
monitoring
performance
and
and
carefully
considering
that
ratio
should
happen
in
that
initial
look
at
department
models,
but
I
I
we
don't
have
a
exact
number
of
the
ratio
currently,
but
you
could
think
each
if
each
phase
is
a
month
and
you
have
30
odd
people
in
in
a
training
class.
D
That's
roughly
30
field
training
officers
you
need
to
have
throughout
the
throughout
the
program,
but
one
for
each
phase,
since
it's
a
four
to
five
month
process.
So
the
ideally
you'd
have
a
large
number
on
the
bench
and
you
could
kind
of
select
based
on
both
skill
and
expertise,
as
well
as
how
when's
the
last
time
they
trained
somebody.
D
But
you
need
to
have
the
volunteers
into
the
program
with
proper
incentives
to
get
to
those
numbers
before
you
have
that,
so
I
would
expect
more
discussion
on
both
burnout
and
that
that
ratio
to
happen
in
the
report
back
in
january.
D
B
Seeing
none
I'll
move
to
receive
and
file
the
report
in
direct
staff
to
publish
this
report.
Could
I
have
a
second
on
that.
E
E
B
D
Hello
again,
everyone
so
now
we'll
go
through
our
auditor
update.
I
just
move
into
the
next
slide,
so
this
is
what
I'm
going
to
talk
about
today.
Our
in
progress
work,
I'm
going
to
note.
We
don't
have
any
prior
audit
issue,
follow-up
or
continuous
monitoring
updates,
but
we
did
have
a
meeting
not
that
long
ago,
where
we
had
a
significant
number
of
updates
on
those
we'll
we'll
continue
those
in
the
future.
D
But
our
bulk
of
our
work
was
in
the
past
month
on
our
field,
work,
finishing
the
fdo
special
project
and
and
getting
the
next
projects
up
and
off
the
ground.
So
we'll
continue
with
those
updates
at
the
next
meeting,
but
there
aren't
any
today
and
that
we
can
go
right
in
two
more
so
we
are
in
the
planning
and
moving
into
that.
D
Actually,
the
field
work
phase
right
now
on
our
personal
and
work
issued
mobile
device
management
audit,
so
primarily
what
we're
looking
at
this
came
out
of
our
risk
assessment,
based
on
the
fact
that
more
people
are
working
remotely
and
therefore
they
need
to
use
their
their
mobile
phones
to
to
work.
Both
personal
and
city
issued
might
increase
the
risk
if
there
are
weak
controls
over
the
city's
use
of
mobile
devices.
D
So
we
are
looking
at
mobile
devices
issued
by
the
city
generally
at
the
use
of
mobile
devices
by
city
employees
to
conduct
city
business,
although
that
is
a
much
more
challenging
thing
to
address
and
any
related
costs
and
contracts
the
next
one.
D
So
this
is,
I'm
not
going
to
read
all
the
items
in
the
scope,
but
I
just
wanted
you
to
have
it
in
front
of
you.
But
really.
This
is
a
look
at
the
overall
governance
structures
related
to
mobile
devices,
how
how
we
obtain
them
and
how
they're
actually
monitored
when
they're
being
used.
D
I
will
look
forward
to
presenting
this
at
a
future
date,
but
we're
we're
moving
into
reporting
and
beginning
to
work
with
management
on
action
plans
related
to
this
project,
and
that
is
looking
at
when
there
are
settlements.
Court
awards,
small
claims
things
of
those
nature.
D
Obviously
we
don't
want
same
or
similar
types
of
lawsuits
popping
up
over
and
over
and
again
so
making
sure
the
city
has
a
looking
at
the
way
the
city
addresses
lawsuits
to
to
plug
those
gaps
where
they
exist,
so
we'll
be
soon
moving
into
our
reporting
phase
on
this
project.
D
Now
I'm
going
to
turn
this
part
over
to
you
get
us
a
lot
on
our
cove
phase.
Three
project:
she
is
the
project
lead
and
our
primary
point
person
on
covet
related
auditing.
So
I'm
going
to
turn
this
over
to
her
for
a
brief
explanation
of
what
we're
doing
working
on
that
project.
I
Thanks
ryan,
madam
chair
committee,
members,
like
ryan,
mentioned
earlier
in
his
presentation,
the
kovit
19
phase
3
project
is
going
to
be
bigger
than
we
initially
anticipated.
So
there
will
be
many
aspects
to
this
project
and
we
will
we're
planning
to
complete
it
in
four
parts.
In
part,
one
we'll
be
assisting
the
health
department
with
their
after
action
report,
so
they've
recently
reached
out
to
us
to
request
assistance
with
work
related
to
their
response
to
could
be
19.,
and
essentially
there
are
some
aspects
of
the
report
that
they
would
like.
I
An
independent
party
to
work
on.
So
audit
will
help
with
things
like
conducting
surveys
and
interviews
to
gather
information
and
then
we'll
summarize,
the
responses
by
theme
and
determine
what
went
well
what
could
be
improved
and
come
up
with
a
plan
for
them
to
to
implement.
So
this
will
be
a
great
opportunity
for
audit
to
collaborate
with
the
health
department
in
such
an
important
project
and
we're
waiting
to
receive
some
initial
information
from
them
to
put
this
to
put
together
a
consultation
agreement.
I
So
once
we
hear
from
them,
we'll
have
a
formal
consultation
agreement
and
we
should
get
started
on
this
part
of
the
project
and
for
part
two.
Three
and
four,
I'm
just
gonna
briefly
talk
about
what
we
intend
to
do,
but
circumstances
could
change.
So
I
will
not
go
into
too
much
detail
on
those
for
now.
I
We'll
just
be
providing
updates
at
audit
committee
meetings
as
we
make
progress
so
for
parts
you
will
will
just
enter
a
review
of
city
and
department,
business
continuity
and
disaster
recovery
plans,
essentially
making
sure
that
each
department
has
developed
one
and
that
it
has
all
the
necessary
components
of
a
business
continuity
and
disaster
recovery
plan
and
part
three,
I
think,
will
involve
some
work
that
was
done
in
the
city
coordinators
office
at
the
last
audit
committee.
I
We
briefly
went
through
this
because
there
was
some
ongoing
work
going
there
and
parts
of
it.
What
was
going
to
be
passed
down
to
audit,
so
we're
still
waiting
to
hear
more
on
that,
and
that
will
be
part
three
of
this
project
and
part.
Four,
I
also
discussed
at
the
last
meeting
is
where
we
will
look
at
the
impact
of
the
remote
work
on
city
activities
and
services.
I
So
far,
we've
obtained
revenue
data
from
finance
and
will
use
that
to
determine
departments.
We
want
to
focus
on
when
we
get
to
this
part,
because
we'll
be
looking
at
things
like
the
availability
of
city
services
like
we
mentioned,
and
our
focus
will
be
on
those
bigger
departments
with
that
provide
more
services
to
the
constituents.
I
So
that's
what
I
wanted
to
share
regarding
this
project
for
now.
Are
there
any
questions
or
comments?
Are.
D
Next
are
projects
that
are
in
the
planning
phase.
This
is
in
the
early
planning
phase,
but
just
wanted
to
follow
up
on.
This
was
another
bullet
on
our
three
top
priorities
from
the
annual
risk
assessment
is
working
with
the
minneapolis
emergency
communications,
center
consultation,
creating
a
systems,
architecture,
conducting
risk
assessments
related
to
system
security
and
assessing
feasibility
and
costs
associated
with
their
current
intergovernmental
agreements.
D
D
This
type
of
audit
we
have
in
the
past
done
this
work
for
mpd
as
we're
external
to
them,
and
we
will
do
that
work
again
this
year,
looking
at
the
the
programs
to
ensure
state
law
compliance,
I
think
this
dovetails
nicely
with
the
project
with
the
civil
rights
department
related
to
their
body-worn
audit
program
kind
of
two
sides
of
the
same
coin:
state
law,
compliance
using
body
cameras
as
a
tool
to
assess
mpg's
performance,
the
next
slide.
D
That
is
what
I
have
for
you
today.
Thank
you.
So
much
to
my
team,
they've
done
outstanding
work
over
the
last
month
to
get
the
fto
report
completed,
updates
on
the
audit
plan
and
generally
work
moving
forward.
We've
got
a
lot
going
on
right
now
between
covid
phase,
three
assessments
and
the
other
audits
we
have
in
flight,
and
I
look
forward
to
sharing
a
lot
more
information
about
those
in
the
near
future.
Happy
to
answer
any
remaining
questions,
and
thank
you
all
for
your
attention.
B
B
Announcements
not
seeing
any
seeing
no
further
business
before
us.
I
will
go
ahead
then,
and
declare
this
meeting
adjourned.
Thank
you
everybody
for
your
time
this
this
morning,
soon
to
be
this
afternoon.
Thank
you.