►
From YouTube: September 7, 2022 Council Study Session
Description
Additional information at:
https://lims.minneapolismn.gov
A
A
We've
spent
a
lot
of
time
discussing
the
executive
side
and
that's
where
90
plus
percent
of
the
city
enterprise
resides
in
terms
of
ftes
and
employees
and
et
cetera,
but
it's
really
important
as
we
talk
about
this
government
restructure,
that
we
have
time
and
space
to
really
go
ahead
and
and
talk
about
how
we
want
to
set
up
the
legislative
side
of
the
house.
So
we
have
with
us
casey
carl
and
ryan,
patrick
our
city
auditor,
and
our
city
clerk
and
they're
here
to
basically
dive
fully
into
a
the
presentation
that
we
gave
them.
A
The
short
shrift
for
several
committee
of
the
holes
ago
and
they're
gonna
help
us
level
set
and
walk
us
through
where
we're
at
right.
A
Now,
we
also
have
with
us
the
chair
of
the
charter
commission,
commissioner,
barry
clegg
to
also
be
here
as
a
q,
a
ask
him
anything
kind
of
thing
in
terms
of
intent
from
the
charter
commission
and
what
what
they
see
is
the
roles,
what
their
recommendations
have
been
so
that
we
hear
it
firsthand
instead
of
always
interpreted
through
somebody
else,
so
I'll
go
ahead
and
start
by
just
passing
it
off
to
casey
carl.
Can
I
just.
A
You
know,
I
think,
when
I
was
speaking
yesterday
to
casey,
he
was
thinking
after
every
part
of
his
presentation.
That
would
be
an
appropriate
time
for
questions
about
that.
I
think
that
would
probably
be
the
best
way
to
do.
It
is
more
like
an
order
of
the
agenda
and
then
plenty
of
time.
At
the
end,
again,
we
have
two
hours
for
today's
conversation
to
go
back
to
any
of
it.
Okay,
thank
you
yeah.
C
Afternoon,
madam
vice
president
and
council
members
as
noted,
today's
study
session
is
a
sequel,
a
follow-up
to
the
original
presentation
that
we
offered
to
the
committee
the
whole
government
structure
subcommittee
at
its
meeting
on
april
26th.
C
We
have
made
some
slight
updates
to
the
materials
that
we
passed
out
at
that
time,
but
you'll
see
that
largely
our
recommendations
are
unchanged
in
terms
of
how
a
new
legislative
department
might
be
developed
under
the
voter
approved
government
structure.
Hopefully
you
all
have
a
copy
of
the
slides
at
your
desks.
C
If
not,
I
know
there
are
extra
copies
available
with
the
clerk.
So
we'll
start
by
going
over
the
presentation
that
the
mayor
has
offered.
This
is
not
a
surprise
to
any
of
you
at
this
point,
the
organizational
chart
and
as
the
council
vice
president
noted
over
the
past
several
weeks,
we
have
been
briefing
council
members
on
this
proposed
operating
structure
and
those
briefings
have
primarily
addressed
the
executive
and
administrative
functions
under
the
mayor's
control.
C
As
chief
executive
officer,
it
was
pointed
out
by
some
council
members
that
we
haven't
had
the
same
level
of
attention
on
the
legislative
department.
That's
true
and,
as
you
noted
council
vice
presidents,
because
the
vast
majority
of
the
council's
operations,
ftes
and
services
are
actually
in
the
executive
branch.
You
said
about
90,
I'd,
say:
97
percent
of
the
city
is
under
the
executive
branch,
so
it
is
significantly
bigger.
C
It
is
more
complex
and
it
certainly
has
a
more
significant
impact
on
the
community
than
the
legislative
side
of
the
chart,
which
I
am
now
circling
for
us
just
to
bring
that
home.
This
is
the
legislative
department.
It
operates
under
the
general
authority
of
the
city
council.
It
includes
the
city
council,
as
well
as
the
city
clerk
and
the
city
auditor,
both
shown
as
purple
boxes
here
on
this
chart,
which
I
circled
today's
study
session,
then
we'll
focus
on
those
three
boxes.
C
It's
also
worth
noting
that
neither
mr
patrick
nor
I
have
really
had
any
substantive
conversations
with
council
members
about
the
design
or
resource
requirements
of
this
legislative
department,
since
our
presentation
in
april.
So
as
a
consequence,
as
I
said,
you'll
see
that,
for
the
most
part,
our
original
recommendations
and
proposals
stand
without
many
changes.
Of
course,
those
things
can
be
adapted
over
time.
C
And
all
of
the
resources
and
information
and
reports
are
in
that
one
file
under
the
new
government
structure
council
is
defined
as
the
legislative
body
of
the
city
in
which
the
city's
legislative
policy-making
and
oversight
powers
reside.
All
of
that
is
found
in
article
four
of
the
charter
and
as
the
city's
elected
representative
body,
the
council
and
its
members
also,
of
course,
have
representational
duties
both
for
the
city
at
large
and
for
their
respect
respective
constituents.
C
So
it's
also
shown
in
this
slide.
The
council
has
three
very
broad
official
functions
under
the
charter
and
those,
of
course,
are
first
and
foremost
policy
making.
As
the
city's
legislative
body,
the
council
takes
the
lead
role
in
the
city's
policy
making
processes.
This
can
be
broken
down
into
two
very
closely
related
responsibilities.
C
First,
the
authority
that
council
exercises
by
enacting
local
laws
that
govern
the
community,
what
we'll
call
its
legislative
function
and
then.
Secondly,
the
authority
that
council
has
to
adopt
policies
that
regulate
and
direct
the
municipal
enterprise
with
respect
to
services
and
programs,
finances
and
operations.
C
Second,
the
council
plays
a
checking
role
on
the
mayor
and
the
administration
through
its
oversight
functions
here.
The
council
is
continuously
monitoring
the
performance
of
city
departments,
evaluating
its
achievements
against
established
goals
and
outcomes
and
conducting
studies,
investigations
and
hearings.
Although
it
is
not
a
new
function,
council
has
historically
spent
very
little
time
on
oversight
in
the
past
outside
of
the
annual
budget
process.
C
However,
the
new
government
structure
does
provide
an
opportunity
for
the
council,
primarily
aided
by
the
new
and
enhanced
office
of
city
auditor,
to
take
a
much
deeper
dive
into
oversight,
functions
that
regularly
would
review
and
evaluate
performance
by
the
city
administration
through
an
objective
data-driven
format
that
emphasizes
goals,
policies
and
priorities
adopted
by
the
council
and
then.
Finally,
as
I
said,
representation
is
the
third
major
function
of
the
council
and
also
for
individual
council
members.
C
Here
the
body
and
all
members
have
a
role
to
play
in
advocating
for
the
needs
and
the
priorities
of
the
community
and
for
their
specific
constituents
in
each
ward.
Individual
members
serve
in
an
ombudsman
role
by
helping
constituents
to
access
government
services,
information
and
assistance.
This
is
a
prominent
role
for
council
members
and,
in
many
cases,
the
primary
focus
of
the
ward
office.
We
envision
that
the
roles
and
responsibilities
that
council
members
and
their
aides
have
for
providing
constituent
services
will
not
diminish
in
the
future
but
likely
expand.
C
So
as
a
consequence,
as
mr
patrick
and
I
were
considering
recommendations
on
a
legislative
department,
we
looked
at
those
functions
and
said
what
would
council
need
to
support
these
three
official
functions?
What
kinds
of
staff
what
kinds
of
resources
would
be
necessary
to
support
those?
The
rest
of
our
presentation,
then,
will
focus
on
that
core
objective.
C
We've
also
presented
this
slide
before
it
presents
the
organizational
chart
that
we've
proposed
for
the
legislative
department
again
recommended
earlier
this
year
in
april,
we've
added
various
citations
to
this
chart
to
show
you
where
it's
pulled
in
the
city
charter
to
highlight
what
is
allowed
in
terms
of
staffing.
This
also,
this
level
of
staffing
is
reflected
in
the
attorney's
september,
1st
analysis
about
council
staffing
and
the
design
of
the
legislative
department
I
mentioned
earlier.
C
C
The
council
must
provide
itself
with
a
centralized
non-partisan
administrative
staff
to
assist
the
council
and
its
committees
with
official
functions,
and
this
central
administrative
staff
operates
under
the
direction
of
the
city
clerk
who
is
designated
then,
as
the
head
of
the
central
staff
on
this
chart,
that's
shown
at
the
bottom
of
the
slide,
where
you
can
see
the
citation
to
4.2
e1
section
in
the
dotted
line.
You
see.
C
Four
boxes,
so
that
would
be
the
central
staff
that
we've
proposed,
that
includes
those
four
teams:
a
code,
reviser
team,
a
secretariat,
a
department,
operational
team
and
an
outreach
and
constituent
services
team.
The
second
part
of
that
same
section
in
the
code
is
4.2
e2.
This
is
at
the
top
left
of
the
chart.
This
is
a
permissive
provision
which
says:
council
members
may
have
aids
to
assist
them
in
their
individual
duties,
so
these
are
politically
appointed
staffers
who
are
appointed
by
and
who
serve
during
the
pleasure
of
the
respective
council
member
making
the
appointment.
C
They
do
not
operate
under
the
central
staff,
but
they
do
serve
as
part
of
the
overall
legislative
department
within
the
city,
organizational
structure
and
then.
Finally,
the
charter
provides
for
two
executive
level
positions
to
assist
the
council
one
directly
and
one
indirectly,
in
terms
of
directly.
You
have
first
under
section
4.2,
f,
the
city
clerk
city
clerk
serves
as
clerk
and
parliamentarian
of
the
council,
as
well
as
the
chief
elections,
official
of
the
city,
the
city's
designated
responsible
authority
and
custodian
of
the
city's
information
assets.
C
The
city
clerk
functions
as
the
head
of
the
legislative
department
for
administrative
and
operational
purposes
and
ensures
that
applicable
policies
are
enforced.
The
city
clerk
is
appointed
by
and
is
directly
accountable
to
the
city
council
and
serves
during
its
pleasure
in
the
unclassified
service
of
the
city
and
then,
secondly,
the
indirect
report,
as
provided
under
section
4.2
g,
we
have
the
new
position
of
city
auditor
city
auditor
is
an
independent,
non-partisan
evaluator
of
the
city's
performance,
both
in
terms
of
policy
as
well
as
operations.
C
However,
in
order
to
protect
the
independent
and
objective
status
of
that
new
position,
the
charter
requires,
first,
that
the
city
council
establish
an
independent
audit
committee,
and
the
audit
committee,
then,
is
the
appointing
authority
for
the
city
auditor.
It's
the
body,
that's
charged
with
overseeing
the
general
operation
of
the
city
auditor's
office.
That
oversight
includes
the
authority
by
the
city
audit
committee
to
adopt
the
city's
audit
charter
and
its
annual
audit
work
plan.
C
The
audit
committee
must
appoint
the
city
auditor
to
a
four-year
term
and
the
auditor
cannot
be
removed
during
that
term,
except
for
cause,
as
provided
in
the
charter.
So
the
charter
gives
to
the
city
auditor
a
significant
level
of
insulation
in
order
to
assure
the
independence
and
objectivity
of
that
position
under
the
current
city
charter.
The
council
can
draw
from
these
three
separate
sources
of
support
for
its
functions
as
we've
discussed,
and
so
that
will
draw
me
to
a
close
in
terms
of
our
high-level
presentation
of
council.
A
Thank
you,
I'm
not
sure
council
member
wansley,
if
you
wanted
to
jump
in
here
or
if
that
was
just
in
queue
from
the
very
beginning,
oh
yeah,
that
was
from
the
beginning,
okay,
and
getting
back
to
my
queue,
I'm
not
seeing
anybody
else
just
yet.
You
want.
C
To
go
into
your
I'll
keep
going,
so
we
should
note,
then,
that
there
is,
I
think,
it's
important
for
us
to
say,
there's
no
correct
way,
there's
no
one
correct
way
to
establish
a
legislative
staffing
structure.
There
also
are
no
objective
standards
as
to
what
kinds
of
staffing
structures
are
best
suited
to
meet
the
needs
of
any
specific
legislative
body.
C
Legislative
staffs
are
valuable
and
costly
assets
that
belong
to
the
public
and
as
such,
as
it's
important
to
find
the
right
balance
of
the
kinds
of
staff
required
and
to
ensure
effective
management
of
those
resources,
and
while
no
legislative
body
anywhere
has
the
amount
of
dedicated
staff
and
resources
as
broad
and
as
deep
as
the
executive.
The
council,
like
all
legislative
bodies,
must
be
organized
to
ensure
that
it
can
carry
out
its
legitimate
functions
independently
of
the
mayor.
C
A
legislature
can
organize
its
staff
in
a
variety
of
ways.
The
two
most
common
organizing
principles
form
a
kind
of
continuum
which
I've
tried
to
show
on
this
slide.
This
continuum
reflects
the
intersection
of
four
axes.
So
first
is
an
approach
that
centralizes
or
decentralizes
the
staff
in
terms
of
reporting
relationships,
and
the
second
is
an
approach
that
gives
preference
to
a
professional
staffing
structure
or
to
a
political
staffing
structure.
C
At
the
other
end
of
the
spectrum,
a
decentralized
staff
tends
to
favor
a
more
political
environment
where
staff
are
hired
by
and
work
for,
individual
members
of
the
body
or
individual
legislators.
The
focus
in
that
case
tends
to
be
on
serving
the
needs
of
the
individual
members
in
preference
to
the
needs
of
the
body.
C
So
here
there
is
less
of
a
focus
on
professional
and
nonpartisan
characteristics
and
more
priority.
That's
placed
on
political
and
campaign
related
experiences.
Those
who
are
engaged
in
a
decentralized
environment
tend
to
be
non-career
track.
Individuals
who
thrive
in
a
real
political
realm,
the
cut
and
thrust
of
politics
and
who
align
themselves
with
the
political
policies
and
priorities
of
individual
members
that
they
serve.
C
Both
the
city
charter
and
the
plan
that
we've
recommended
retain
a
mix
of
both
kinds.
So
we
are
proposing
a
centralized
professional
staff
which
aligns
with
what
the
charter
provides.
That
would
be
focused
primarily
on
the
institution
of
council,
the
council
and
its
committees,
its
legislative
policy,
making
oversight
functions,
complemented
by
a
decentralized
political
staff
that
exists
today.
C
The
council
aides
in
each
of
the
13
ward
offices,
who
are
appointed
by
and
serve
at
the
pleasure
of
council
members
and
primarily
are
working
to
assist
them
in
serving
constituents
and
helping
to
advance
individual
policies
and
priorities
that
are
identified
and
advocated
by
individual
members
of
the
body.
So
we'll
show
that
on
the
next
slide
on
this
slide,
we've
repeated
the
three
primary
legitimate
functions
of
the
council,
so
policy
making
oversight
representation
and
then,
on
the
left
of
that
screen,
I've
attempted
to
align
the
functions
that
we
identified
in
the
legislative
department
to
those.
C
C
Additional
support
would
be
provided
by
the
outreach
and
constituent
services
team,
along
with
aids,
in
the
in
the
ward
offices
and
primarily
in
terms
of
communicating
legislative
and
policy
making
proposals
out
to
the
community
department.
Operations,
of
course,
would
be
supporting
the
general
work
of
the
council
and
its
committees
and
all
of
the
various
teams
that
are
involved
in
supporting
policy
making
functions,
and
then
the
audit
and
assurance
group
would
round
out
the
support
for
this
official
function
of
the
council
in
terms
of
oversight
functions.
C
We
think
this
would
primarily
be
supported
by
the
performance
evaluation,
the
audit
and
assurance
and
the
legislative
and
fiscal
analysts
all
under
the
city
auditor.
These
teams
of
professionals
would
help
to
identify
and
monitor
trends,
conduct,
research
and
analysis
for
the
council
and
its
committees
and
manage
the
enterprise-wide
management
and
evaluation
functions
that
would
be
critical
to
a
strengthened
oversight
function
under
the
council.
Additional
support
would
be
provided
from
the
clerk's
office,
of
course,
the
secretariat
and
code
reviser
teams
and,
of
course,
as
noted
above
the
outreach
and
constituent
services.
C
All
the
ward
offices
and
department
operations
would
support
this
effort
through
outreach,
engagement
and
education
in
the
public
about
the
oversight
activities
that
are
being
undertaken
by
council
and
its
committees,
and
then,
finally,
you
can
see
in
terms
of
the
council's
representative
functions.
We
think
the
ward
offices
will
continue
to
take
the
lead
on
this,
with
support
from
a
centralized
outreach
and
constituent
services
team
and
our
department
operations
team.
C
So
hopefully,
these
last
two
slides
demonstrate
the
recommended
mix
of
both
centralized
professional
and
decentralized
political
staffing
in
the
department
necessary
to
support
all
of
the
functions
that
are
assigned
to
the
council
under
the
charter.
Generally,
the
clerk
takes
the
lead
on
policy
making
functions.
The
auditor
takes
the
lead
on
oversight,
functions
and
the
aides
in
the
member's
ward
offices
take
the
lead
on
representational
functions.
B
Thank
you,
council.
Vice
president
palmisano,
I
just
had
more
of
a
comment,
something
I'm
really
excited
about,
like
other
models
that
we
have
here
in
the
state.
One
is
you
know
the
state
has
a
a
model.
I
think
council
member
chavez
you've
spoken
to
this-
is
someone
who's
been
in
la
in
that
space
before,
but
they
allow.
You
know,
residents
to
work
with
legislative
experts
on
turning
ideas.
You
know
into
draft
ordinances
and
policy
language.
B
I
know
our
office
hear
from
residents
all
the
time
about
some
of
the
great
ideas
that
they
have
and
how
they
would
love
to
work
with
us
and
turning
them
into
actual.
You
know
policy
language,
so
I
would
be
interested
with
working
with
colleagues
there
and
also
interested
in
this
and
creating
similar
opportunities
on
the
city
municipal
level
kind
of,
like
maybe
a
policy
clinic.
B
This
is
clearly
more
of
a
programmatic
piece,
rather
than
anything,
that's
like
specified
in
this
ordinance
or
at
the
charter
level,
but
just
wanted
to
put
that
out
there,
because
I
think
that's
such
a
amazing
in
democratic,
like
initiative
and
and
offering
that
our
state
lawmakers
have
extended
to
residents,
and
that
has
really
brought
many
ordinary
people
into
the
process
of
you
know.
Legislative
decision
making
so
would
love
to
see
this
as
an
opportunity
at
the
city
level.
So
just
want
to
put
that
out.
There.
A
Thank
you
any
other
thoughts
or
questions.
Oh
council,
president.
D
E
C
Through
the
council
vice
president
council,
president
secretariat
is
a
term
that
refers
to
an
agency
that
is
responsible
for
the
paperwork
of
a
government
agency,
and
so
a
secretariat
is
generally
the
group.
That's
responsible
for
scheduling,
meeting
management
agenda
management
records
record,
keeping
things
like
that.
It's
a
fancy
word
of
saying,
secretary.
B
You
I
just
want
to
clarify
something
council
president,
I
do
know
there's
just
a
non-partisan
legislative
office
and.
F
B
Correct
me:
if
I'm
wrong
to
council
member
chavez
at
the
state
level
where
residents
can
come,
you
can
set
up
appointments
and
work
with
staff
to
draft
up
like
bill
language.
So
this
is
just
something
that
the
state
offers
to
anyone.
So.
B
C
G
So
I
jumped
ahead
and
I
had
a
question,
but
it
actually
dovetails
on
this
conversation
and
it's
around
you
know
I'm
jumping
ahead
to
the
staff,
but
really
what
it's
about
is
the
process
by
which
we
create
policy,
and
I
think
one
I
might
just
jump
into
queue
when
we
get
to
that
stage.
But
it's
around
the
process
of
centering
the
community
around
our
policy
making
and
making
sure
that
our
approach
to
policymaking
has
that
community-centered
approach,
which
I'll
just
leave
that
as
a
foretelling
for
a
future
question.
C
C
The
code
reviser
team,
as
envisioned,
would
provide
the
council
and
its
committees
with
professional
nonpartisan,
drafting
support
legislative
research
and
reference
services
and
would
have
primary
responsibility
for
the
publication
and
maintenance
of
the
city
charter
and
code
of
ordinances
to
be
clear.
These
are
functions
that
happen
today.
C
They're
just
done
on
an
ad
hoc
basis
as
resources
and
capacity
allow
by
the
clerks,
who
actually
also
then
clerk
the
committees
as
well
as
myself,
and
the
assistant
clerk,
jackie
hansen
and
others.
So
we
have
a
very,
very
small,
limited
capacity
for
this
work.
The
biggest
piece
of
this,
of
course,
is
our
work
on
publishing
and
maintaining
the
charter
and
code
of
ordinances
responsibility
assigned
by
the
charter
to
the
city
clerk.
C
C
C
The
functions
anticipated
services
for
this
team
remain
unchanged,
but
we've
renamed
this
team
to
reflect
a
very
important
distinction
based
in
the
city
charter,
and
it's
intended
that
the
staff
in
this
unit
would
be
professionals
qualified
by
education
and
experience
that
education
experience
would
prioritize.
C
That,
however,
to
me,
does
not
restrict
our
department
from
recruiting
and
hiring
individuals
who
happen
to
have
a
legal
background
or
a
law
degree
for
these
types
of
positions.
Given
the
skill
set
and
the
knowledge
and
the
background
of
the
work
that
they
would
be
doing,
that
would
make
sense,
certainly
doesn't
mean
they
have
to
have
a
law
degree.
C
It's
just
something
I
think
would
be
helpful
and
naturally
I
think
that
the
work
of
this
unit
would
put
them
in
very
close
collaboration
and
coordination
with
the
office
of
city
attorney
as
they
work
to
prepare
and
finalize
ordinances
and
resolutions
and
other
official
formal
acts
that
would
require
the
city
attorney's
sign
off.
They
also
would
work
very
closely
with
other
departments
in
terms
of
drafting
motions
and
amendments
to
come
forward
to
counsel
and
committees.
C
These
individuals
have
extensive
experience
in
local
legislative
processes
and
a
combined
public
service
career
of
more
than
60
years,
so
between
them.
They
have
the
skills
that
are
necessary
to
perform
that
work,
but
the
assistant
clerk
is
eligible
for
retirement
and
will
be
leaving
the
city
in
the
next
few
years.
It's
essential,
in
my
opinion,
that
the
council
have
a
dedicated
team
with
that
experience
and
that
we
don't
have
to
groom
in-house
that
experience
over
the
same
long
career,
that
to
be
clear,
jackie
hansen
over
37
years
has
given
to
the
city.
C
C
The
other
unit
shown
here
with
a
slight
enhancement,
is
the
existing
secretariat
unit.
This
is
the
group
of
clerks
who
staff
and
support
the
council
and
its
committees
today
we're
not
really
seeing
changes
in
the
current
functions
of
this
unit
being
proposed.
I
have
recommended
one
new
fte
and
indexing
clerk
position
in
the
out
years.
This
job
would
assume
responsibility
for
the
behind
the
scenes.
C
Clerical
work
of
sorting,
compiling
indexing,
publishing
and
filing
all
of
the
official
acts
of
the
mayor
and
the
council
after
each
cycle
after
each
term
after
each
session
and
making
sure
that
we
have
both
an
annual
and
a
permanent
index
which
is
used
internally
and
externally
to
find
research
and
retrieve
those
official
actions
which
is
essential
for
a
well-functioning
legislative
department.
So
the
one
expansion
to
the
existing
secretariat
division
is
that
indexing
clerk
position.
C
The
other
two
teams
that
we've
proposed
with
respect
to
the
clerk's
office
include
our
existing
operations
department
and
a
brand
new
outreach
and
constituent
services
team
shown
on
this
slide.
So
the
existing
operations
team
is
the
group
that
handled
the
day-to-day
operations
of
the
entire
department,
which
now
will
include
the
council
and
its
13
ward
offices,
the
office
of
city
clerk
and
its
major
divisions
and
the
office
of
city
auditor
and
its
major
divisions
they're.
The
ones
who
provide
all
the
support
to
pay
the
bills
put
together.
C
The
budget
manage
the
accounting
handle
reception
for
council
offices,
do
all
of
our
personnel
administration,
I.t
and
technology
system
services,
and
more
for
this
group,
I
have
asked
for
one
new
fte,
a
director
of
administration
position
to
assume
the
primary
responsibility
for
all
of
that
work
and
for
the
direct
supervision
of
the
existing
team.
So
the
new
position
is
shown
in
orange.
C
The
existing
positions
are
shown
there
in
black
and
for
me,
in
total,
this
position
would
be
responsible
for
an
operating
department
that
totals
approximately
20.4
million
dollars
in
next
year's
proposed
fiscal
year
and
a
total
of
over
113
full-time
positions
based
on
our
recommended
plan.
These
management
tasks
today
fall
to
the
city
clerk
and
it's
simply
too
much
for
one
person,
the
city
clerk,
to
handle
those
responsibilities.
C
In
addition
to
all
of
the
other
official
functions
that
are
assigned
by
the
city
charter
by
various
laws
and
city
policies,
as
well
as
the
city
council,
the
director
of
administration
would
supervise
three
management
positions
in
the
department,
two
of
which
exist
today.
The
administrative
services
manager
and
our
it
services
manager,
as
well
as
the
new
manager
of
outreach
and
constituent
services,
as
proposed,
the
administrative
services
manager,
would
continue
to
supervise
the
department's
administrative
team
and
lead
on
budget
and
personnel
transactions.
C
C
This
position
also
functions
as
our
primary
interface
with
the
city's
I.t
department
and
takes
care
of
system
issues
across
the
department,
the
outreach
and
constituent
services
manager.
The
new
position
on
the
right
side
of
this
chart
would
lead
this
brand
new
team
in
terms
of
providing
to
the
council
and
the
entire
department,
so
professional
work
and
support
for
community
outreach,
communications,
civic
literacy
initiatives
and
a
variety
of
special
projects.
C
They
would
also
function
as
our
primary
interface
into
the
city's
communications,
311
service
center
and
neighborhood
and
community
relations
departments,
since
the
functions
of
those
administrative
departments
and
this
team
would
be
very
closely
aligned,
you
can
see
that
we've
recommended
a
total
of
five
positions
for
this
new
team,
in
addition
to
the
manager
that
includes
two
constituent
services
representatives
who
would
supplement
and
support
the
work
of
all
13
ward
offices
and
receiving
responding
and
resolving
problems
through
ward
offices
that
are
initiated
by
residents
and
constituents.
C
A
A
You
well
it
going
back
to
him
and
then
council
member,
once.
B
I
just
wanted
to
write
something
that
I
know
we
have
to
provide
feedback
at
the
end
of
the
day.
So
I
just
wanted
to
put
this
on
public
record.
I
think
section
8c86c
in
the
ordinance.
I
think
it's
around
the
role
of
the
clerk
defines
the
city
clerk
as
the
city
clerk
shall
direct
and
place
in
priority
order
issues
as
the
rest
of
the
city
council.
I
thought
this
would
be
something
that
the
the
chair
or
council
leadership
might
fulfill
instead
of
the
clerk.
B
A
A
B
For
sure
I
can
also
put
it
in
the
chat
too,
when
I'm
done,
but
the
city
clerk
shall
direct
and
place
in
priority
order
issues
addressed
to
the
city
council.
C
C
C
C
The
charter
provides
the
auditor
with
very
broad
jurisdiction,
and
that
includes
jurisdiction
over
the
city
council,
the
mayor,
all
offices,
all
departments,
all
boards
and
commissions,
and
any
other
agency
or
agent
of
the
city
of
minneapolis,
and
all
of
them
must
cooperate
with
any
audit
or
inquiry
undertaken
by
the
auditor.
The
charter
further
provides
that
the
auditor
must
have
prompt
and
unrestricted
access
to
all
records,
property
and
operations
of
the
city
unless
expressly
prohibited
or
limited
by
law
or
court
order.
C
This
is
a
slide
that
shows
specifically
the
office
of
the
city
auditor
in
terms
of
its
support
for
policy
making
and
oversight,
and
what
you'll
see
here
is
then
the
audit
committee,
at
the
top,
as
the
appointing
authority
for
the
city
auditor,
we're
recommending
an
audit
committee
that
is
composed
of
seven
members,
two
of
whom
would
be
members
of
the
city
council
appointed
by
the
council
president,
as
is
done
today
under
the
auditor,
then,
is
the
existing
audit
and
assurance
division
shown
on
the
far
right
side
in
blue
under
the
existing
internal
audit
director
and
the
resources
provided
for
audits,
audit
and
assurance
work.
C
The
new
division
is
shown,
then,
on
the
left
side
of
the
screen
in
this
sort
of
yellowish
color
in
two
different
categories:
legislative
support,
being
support
for
policy
and
fiscal
analysis,
analysis,
work
and
then
performance,
measurement
and
evaluation,
work
and
we'll
discuss
each
of
these
in
more
detail
in
the
upcoming
slides,
but
at
a
high
level
perspective
just
wanted
to
show
how
we've
recommended
this
be
proposed,
which
also
that
includes
the
addition
of
positions
currently
that
are
part
of
the
city
coordinator's
office.
C
That
could
be
transferred
to
the
city
auditor's
office
to
to
flesh
out
and
become
that
performance
measurement
and
evaluation
function.
The
internal
auditor
ryan,
patrick,
is
here
and
so
at
each
of
these
stages.
I
want
to
stop
and
and
invite
him
to
comment
as
well,
while
he
is
not
the
city
auditor,
being
the
internal
auditor
and
the
acting
auditor
to
the
extent
that
he
has
filled
that
role.
C
He
has
been
very
helpful
and
informative
in
terms
of
designing
the
recommendations
that
we've
submitted
to
you
so
I'll,
just
pause
very
briefly:
nothing!
Okay!
Then,
madam
chair
I'll,
move
forward
and
look
at
each
of
those
divisions
in
detail,
we'll
start
with
the
auditor's
audit
and
insurance
office.
This
is
sort
of
the
bread
and
butter
of
the
current
audit
department.
C
The
internal
auditor
provides
comprehensive,
risk-based
oversight
to
the
entire
enterprise
via
its
conduct
of
audits
and
consultations
within
this
office.
It's
set
forth
in
various
provisions.
It's
section
4.2
g1
of
the
charter,
so
this
function,
audit
assurance
is
in
the
charter
and
it's,
as
I
mentioned,
focused
on
handling
those
core
auditing
functions
that
are
assigned
to
the
city
auditor.
These
are
essentially
then,
a
continuation
of
functions
that
had
previously
been
captured
in
the
city's
code
of
ordinances
in
sections
17.80
through
17.135,
so
for
both
new
and
returning
council
members.
C
Prior
to
2010,
there
had
been
an
internal
audit
division
created
by
the
mayor
and
council
in
code.
It
took
auditing
functions
away
from
the
separately
elected
board
of
estimate
and
taxation
and
created
those
audit
functions
within
the
enterprise,
but
in
code,
not
by
charter
and
provided
for
the
first
version
of
our
audit
committee,
which
includes
representation
from
the
council
from
the
park
board,
as
well
as
members
of
the
community,
with
professional
expertise
in
the
field
who
are
appointed
by
the
mayor
and
the
council.
C
So
the
audit
and
assurance
director
here
would
also
then
be
appointed
by
and
take
administrative
direction
from
the
city
auditor.
The
appointment
of
this
director
would
be
subject
to
confirmation
by
a
vote
of
the
audit
committee
and
that
confirmation
by
the
audit
committee
is
intended
to
then
create
a
direct
line
of
accountability
from
the
audit
committee
to
this
audit
and
assurance
director
to
this
specific
division.
So,
there's
a
direct
line
of
accountability
for
that
critical
core
function
of
the
auditor's
office.
C
We
are
recommending
that
this
division
be
expanded
to
include
two
community
safety
auditors.
These
positions,
which
would
be
qualified
by
education
experience,
would
primarily
focus
on
continuously
monitoring
and
reviewing
the
operations
and
performance
of
those
departments
that
provide
safety,
related
services
and
functions,
primarily,
those
would
be
the
ones
encompassed
in
the
new
proposed
office
of
community
safety.
The
subject
of
this
morning's
study
session.
C
These
positions
would
be
tasked
with
reviewing
and
evaluating
the
performance
of
the
new
office
of
community
safety
in
its
five
operating
departments,
specifically
emergency
management,
fire,
neighborhood
safety
and
police.
They
would
provide
periodic
reports
based
on
evaluations,
consultations
and
formal
audits.
This
work
would
amplify
the
general
access
to
awareness
of
and
transparency
of
safety
operations,
services
and
functions
both
for
policy
makers
and
through
the
council
in
the
audit
committee
for
the
public
at
large
to
be
maximally
effective.
This
unique
audit
team
must
be
fully
independent
of
the
agencies
under
their
review.
C
Thus,
by
placing
this
unit
in
the
legislative
department
under
the
general
oversight
of
the
council,
it
is
removed
from
the
executive
branch
under
the
mayor's
control.
It
adds
significant
capacity
to
the
council's
ability
to
set
policies
to
evaluate
performance
and
to
hold
those
departments
accountable,
something
it
currently
lacks,
and
by
placing
these
resources
in
the
auditor's
office
under
the
direct
oversight
of
an
independent
audit
committee.
This
work
is
shielded
from
political
interference,
even
from
the
council
or
council
members.
C
Of
course,
the
two
audit
positions
also
add
capacity
to
support
other
audits,
not
just
community
safety
audits,
but
all
audits
that
are
conducted
by
the
city
auditor's
office,
the
audit
insurance
division.
It's
just
that
because
they
would
have
that
that
expertise
and
focus
on
community
safety.
They
could
provide
a
continuous
monitoring
of
those
high-profile
issues
and
while
the
auditor's
office
expands
its
functions,
the
current
oversight,
work
of
internal
audit
remains
intact.
The
team
will
conduct
an
annual
enterprise
risk
assessment
as
it
does
today.
C
B
C
H
H
H
I
think
this
proposal
looks
at
that
that
whole
side
of
the
org
chart
that's
part
of
what
distinguishes
it
from
those
positions,
along
with
the
fact
that
it's
fully
independent,
I
think
that's
the
hallmark
of
this
beyond
just
the
kind
of
technical
distinction
that
it's
a
different
unit
of
analysis.
It's
that
it's
a
fully
independent
unit
in
internal
audit,
not
reporting
to
the
mayor.
B
C
By
way
of
further
explanation,
correct
me:
if
I'm
wrong
on
this,
my
understanding
was
the
two
positions
you
referenced
in
mtb.
Mpd
are
more
akin
to
what
we
might
think
of
as
internal
affairs.
So
while
they
are
audit
positions,
they're
geared
to
explore,
as
mr
patrick
mentioned,
just
npd
and
its
performance
and
report
within
mpd
its
performance,
but
are
not
intended
to
provide
this
sort
of
enterprise-wide,
comprehensive
and
independent
review.
That
mr
patrick's
team
would
do.
Is
that
correct?
Can.
B
You
share
kind
of
a
rationale
I
know
ver
like
during
our
orientation.
You
went
through
kind
of
the
liability
chart
of
all
the
departments
is,
from
my
understanding,
there's
no
other
department
that
has
like
internal
auditors.
Is
there
a
reason
why
we're
having
now
like
it
feels
somewhat
duplicative
in
a
way
so
like.
Why
is
there
doubling
of
auditors
on
our
side
and
also
these
two
auditors
that
only
start
supporting
one
department?
B
H
H
H
There
there's
likely
more
work
than
we
could
ever
do
in
the
public
safety
arena.
I
currently
have
a
staff
of
four
and
myself
and
we
we're
tasked
with
auditing
the
entire
city
enterprise.
We've
got
to
spread
our
coverage
across
all
operating
departments.
H
With
that
being
said,
there's
certainly
enough
work
both
in
I
think
in
the
community
safety
realm
I'd,
throw
it
into
the
mix
too,
but
it
auditing
is
a
very
specific.
You
know
very
specific
field.
That's
why
we're
not
asking
for
that
public
safety.
Auditors.
I
think
it's
a
more
general
thing
that
addresses
a
high
risk
activity
that
the
city's
engaged
in.
B
Okay,
I'm
gonna
shift
gears
towards
a
more
technical
question
since
we're
gonna
be
moving
some
of
our
legislative
supports,
also
under
the
audit
office,
and
it's
more
so
around
staff
directions.
I
believe
it's
section,
8.20
number
five
point
and
I'll
type
this
in
a
tattoo,
but
it
says
neither
the
council
nor
any
of
its
committees
or
members
shall
instruct
or
give
orders
to
any
officers
or
employees
who
are
under
the
mayor's
general
direction
and
supervision.
B
I
to
me
this
immediately
raises
like
staff
directions,
because
that's
been
a
tool
in
which
we
as
counsel
we
get
information
to
best
serve
our
residents,
so
this
seems
to
be
somewhat
prohibited
under
what's
being
proposed.
Now.
Can
someone
share
like
what
it
would
mean
in
practical
terms,
for
you
know
our
current
practices
around
staff
directions
and
how
it
will
work.
A
C
Thank
you
through
the
chair,
councilman
wansley.
So
the
charter
itself
says
that
the
council,
its
committees
and
members
will
not
interfere
with
the
mayor's
administration.
We
currently
use
a
process
called
staff
directives.
It's
morphed
over
time.
C
We
have
proposed,
as
part
of
this
holistic
implementation
of
government
structure,
to
develop
a
policy.
We've
shared
a
draft
of
that
with
policy
makers
during
our
briefings.
That
would
really
provide
a
means,
because
the
charter
also
says
that
the
mayor
must
ensure
that
information
needed
for
legislative
policy
making
oversight
information
is
given
to
the
council,
but
the
mayor
has
to
provide
that
process.
C
So
the
draft
policy
provides
both
an
informal
process
of
consultation
between
individual
council
members
and
departments,
or
even
committees
and
departments,
and
then
a
very
formal
process
whereby
much
like
today's
actions,
by
a
vote
of
the
committee
recommended
to
the
council
on
a
vote
of
the
council,
a
council
directive,
meaning
a
formal
request,
is
documented
in
the
form
of
an
action.
All
actions
under
the
charter
of
the
council
are
subject
to
the
mayor's
immediate
consideration.
C
The
mayor
could
certainly
approve
that
directive
and
then
that
becomes
a
directive
to
the
administration
or
the
mayor
could
veto
that
direction
and
send
it
back
to
the
council
and
the
council
in
the
mayor
can
work
out.
Okay.
Well,
we
need
this
for
our
official
functions
and
the
charter
says
you
need
to
provide
that.
So
how
do
we
get
to
the
information
we
need
for
our
duties?
That
is
specifically
the
process
of
how
council
would
interact
with
the
administration
in
terms
of
the
clerk
and
the
auditor.
Those
processes
are
much
more
immediate
and
direct.
C
I
believe
to
the
council.
The
auditor
is
appointed
by
and
under
the
direct
supervision
of
the
audit
committee,
so
there's
an
interaction
with
the
audit
committee
when
I
said,
there's
an
indirect
connection
between
council
and
the
auditor
with
the
clerk.
That's
a
direct
connection,
and
so
there
are
sort
of
three
major
ways
to
get
information,
probably
the
easiest
most
direct
from
the
clerk,
a
little
bit
tougher
from
the
auditor
and
then
working
with
the
mayor
to
get
out
of
the
departments,
and
so
that's
a
high-level
answer.
B
A
I'm
not
seeing
other
questions
or
comments
actually,
council.
President,
do
you
have
your
okay.
C
Then,
madam
vice
president,
I'll
move
forward
to
the
next
slide.
This
is
this
slide
presents
a
new
division
within
the
auditor's
office
that
we've
recommended
it
is
distinctly
separate
from
the
audit
and
assurance
division.
This
is
a
policy
and
fiscal
analysis
division.
This
new
division
would
be
tasked
with
providing
council
and
its
committees
with
professional
nonpartisan,
objective
policy
and
fiscal
analysis,
research
services
and
support,
and,
as
already
noted,
the
new
government
structure
designates
that
the
city
council
is
the
city's
legislative
body.
C
So
we
believe,
then,
that
the
policy
and
fiscal
analysis
division-
that's
recommended
in
this
proposal
is
the
most
significant,
both
in
terms
of
the
short
term
and
over
the
course
of
many
years
into
the
future.
In
terms
of
the
effective
operation
and
success
of
the
council
and
the
legislative
department,
it
will,
of
necessity,
evolve
over
time
adequately.
Resourcing
this
decision
will
ensure
that
the
department
and
the
council,
and,
by
extension,
the
community,
have
an
integrated,
independent
means
of
obtaining
unbiased
data
and
information,
analyses
and
recommendations
for
decision
making.
C
We've
recommended
the
new
division
include
seven
new
ftes.
It
includes
a
division
director
to
achieve
the
goal
we
envisioned
for
this
division.
The
director
and
the
analysts
would
all
be
qualified
by
education
and
experiences
in
professional
fields
that
could
include,
but
not
be
limited
to
advanced
degrees
and
experience
in,
for
example,
public
policy,
public
finance,
economics
or
other
relevant
fields
and
professional
credentials.
C
The
analysts
would
provide
comprehensive
analyses
of
the
mayor's
recommended
budgets
and
would
support
the
council
in
its
budget
deliberations
and
decisions,
which
is,
of
course,
the
cornerstone
of
making.
Additionally,
the
analysts
would
conduct
research
studies
on
a
wide
range
of
issues,
emerging
trends,
developments
in
local
government
and
partner
with
the
administration
on
projects
that
support
the
strategic
goals
and
priorities
set
by
the
mayor
and
council.
C
C
I'll
move
forward
to
the
next
slide.
This
slide
shows
a
new
division.
This
was
identified
since
our
presentation
in
april
that
could
be
part
of
the
auditor's
office.
This
new
division
could
involve
the
transfer
then
of
the
existing
office
of
performance
and
innovation
opi,
which
is
currently
part
of
the
coordinator
department,
and
it
includes
a
total
of
six
ftes.
C
We
envision
that
this
team
would
be
responsible
for
developing,
implementing
and
reporting
on
an
enterprise-wide
performance
measurement
program
in
support
of
council's
oversight
functions.
This
would
include
but
not
be
limited,
for
example,
two
identifying
a
series
of
key
performance
metrics
for
the
city's
major
services
and
programs,
gathering
the
responsive
measurement
data
from
departments
and
presenting
regular
reports
about
performance
against
established
goals.
The
transfer
of
these
existing
ftes
has
been
included
in
the
mayor's
recommended
2023
budget.
C
These
positions
are
identified
on
this
slide.
The
mayor's
recommended
budget
also
includes
the
transfer
of
one
ft.
So
there's
five.
As
I
understand
it,
an
opi
and
mr
patrick
can
correct
me.
Five
from
opi
and
one
fte
manager
of
continuous
improvement.
We've
tried
to
capture
those
correctly
here.
This
position
was
detailed
to
internal
audit.
In
january,
so
the
manager
of
continuous
improvement
is
already
a
detail
to
the
internal
audit
function.
C
The
mayor's
recommend
recommended
budget
does
not,
however,
include
programming
dollars
to
support
these
new
positions.
It's
important
to
note
that
this
new
division
would
not
address
the
core
audit
and
assurance
functions
that
are
central
to
the
auditor's
office.
I've
already
reviewed,
nor
would
they
address
the
recommendations
included
in
the
policy
and
fiscal
analysis,
division
that
I
have
already
summarized.
This
would
not
be
a
substitute
for
those
divisions.
It
would
be
a
new
and
separate
function
to
help
counsel
in
terms
of
its
oversight,
functions
of
the
enterprise.
C
Also,
I
should
point
out
in
fairness
to
mr
patrick,
this
transfer
was
negotiated
between
policymakers.
He
was
not
part
of
that
decision
making.
So
we
make
no
formal
recommendations
with
respect
to
that
proposal,
but
reflect
it
here
as
part
of
the
proposal
for
a
legislative
department
and
I'll
stop
there
for
questions.
A
G
Thank
you,
madam
chair,
and
thank
you,
mr
carl.
I
think
this
is
a
really
good
point
at
this
stage
to
just
really
emphasize.
This
is
a
this
is
a
study
session.
This
is
a
work
session.
We
are
the
authors
of
this.
This
is
going
to
be
what
we
want
it
to
be,
as
policy
makers
and
mr
carl
and
mr
patrick
have
done
a
great
job
of
summarizing
a
lot
of
work
to
present
to
us,
but
we
are
the
authors
and
one
thing
that
is
really
important
about
this.
G
New
division
is-
and
this
is
almost
just
kind
of
coming
from
my
side
of
being
on
other
side
of
this
desk.
Working
and
with
this
team
to
coming
here,
is
seeing
the
gap
and
understanding
of
what
the
process
is
that
the
opi
uses,
and
so
it's
not
just
performance
management,
there's
an
entire
process
around
as
council
member
wansley
was
talking
about.
How
do
you
take
in
the
experiences
and
insights
of
our
residents
to
shape
policy?
G
And
you
know
probably,
like
you
know,
this
big
tentpole
policy
or
a
program
around
vcr
is
one
that
a
lot
of
people
point
to
that.
Opi
has
worked
on,
but
opi
uses
a
repeatable
process
on
a
number
of
different
policy
areas,
including
economic
development,
housing,
justice
and
it's
all
about
putting
residents
first,
and
I
think
one
of
the
things
that
is
not
always
clear
about
what
the
work
this
team
does.
Is
that
continuum
of
constituent
engagement
through
to
policy
development
through
the
program
deployment,
and
that's
one
of
my
questions
around
in
our
last
session
around.
G
When
do
we
make
that
transition
from
pilot
to
operational
program
because
they're,
we
need
to
actually
be
very
thoughtful
about
how
we
go
from
the
idea
or
experience
of
a
resident
or
a
group
of
residents
to
the
policy
making
around
solving
that
challenge
to
operationalizing
the
way
the
city
changes.
The
way
we
do
things
to
make
those
experiences
better
for
people
and
that's
the
work
that
opi
does,
and
I
think
we
will
have
to
have
a
broader
conversation
around,
not
just
the
ftes.
G
G
Do
we
budget
for
that
type
of
that
type
of
initiative?
That's
like
maybe
a
bad
example,
because
it's
so
large
in
scale.
You
know
a
different
example
would
be
conduct
unlicensed
premises
where
folks
in
ward
4
were
disproportionately,
and
I
presume
also
in
ward
5.
G
But
I
worked
with
the
board
4
council
member
on
this
disproportionately
impacted
by
evictions,
and
so
opi
convened
stakeholders
across
the
enterprise
and
help
you
know
bring
resident
voice
into
the
policy
making
process
amended
the
ordinance
to
try
to
rectify
some
of
those
dis,
disparate
outcomes
and,
at
some
point
it
hands
off
to
the
executive
side
and
another
insight
I've
had
since
being
elected,
is
and
especially
coming
from
working
at
the
staff
level.
Is
we
didn't
necessarily
have
a
14
bosses
problem
under
the
old
government
structure?
G
G
We
had
a
four
thousand
not
clearly
defined
as
policy
maker
staff
problem,
meaning
when
we
wanted
to.
As
policy
makers,
engage
the
enterprise
to
create
new
policy,
we
had
to
disrupt
people's
everyday
jobs
to
do
a
staff
direction,
so
we
didn't
have
dedicated
policy
making
staff
and
resources
to
explore
these
new
ideas.
G
We
have
a
go-to
group
of
people
who
are
not
disrupting
their
work
stream.
We
are
in
their
primary
work
stream
when
we
are
engaging
that
group.
So
so
I
think
that
I'm,
I'm
very
glad
to
see
the
ftes
represented
here.
I
think
for
us,
as
policy
makers
and
authors
of
what
this,
what
we
need
to
do.
Our
job
need
to
think
deeply
about.
G
Is
that
enough
people?
Is
it
enough
programmatic
dollars,
which
I
would
say,
zero
is
not
enough
programmatic
dollars
to
make
a
difference,
and
I
think
that
I've
proposed
this
as
a
separate
function
outside
of
audit,
which
would
require
a
charter
change
which
we
can
do
as
policy
makers.
But
the
ultimate
goal
here
is
for
us
to
have
a
professional
staff
dedicated
to
centering
the
voice
of
the
community
for
the
sake
of
delivering
new
policy
for
the
city.
G
A
J
Thank
you,
madam
chair.
I
had
a
few
questions.
I
had
a
question,
but
I
think
you
may
have
answered
it
already.
I
was
going
to
ask
what
was
some
of
the
thinking
around
putting
opi
within
audit,
but
then
right,
sort
of
at
the
right
before
councilmember
payne's
question.
J
You
said
this
wasn't
exactly
a
recommendation
from
you
or
mr
patrick,
and
so
that
kind
of
clarified
that
this,
and
so
I
guess
my
other
my
I
guess,
an
observation
that
I
would
I
would
I
would
give
to
my
colleagues
is
whether
it's
appropriate
for
opi
to
be
with
an
audit
if
it
makes
sense
to
be
there,
it's
not
a
recommendation
from
our
staff.
J
It
is
a
recommendation
from
the
mayor
via
the
budget
but
and
the
mayor
you
know
it's
his
prerogative
to
make
that
recommendation,
but
you
know
I
would
trust
the
staff
a
little
bit
closer
to
the
issue
than
that,
and
so
I
think
it
might
be.
It
makes
sense
for
us
to
think
about
what
it
could
take
and
then
I
don't
want
to
question
councilmember
payne's
calculus
here,
but
would
it
take
a?
I
guess?
J
Would
it
take
a
charter
change
for
us
to
extrapolate
this
out
of
audit
in
order
to
either
put
it
under
the
clerks
or
make
it
its
own
thing?
Would
that
require
a
charter
change
to
establish
opi?
That
way.
C
The
chair,
I'll
just
say,
councilmember
ellison
the
attorney's
office
on
september
1st,
put
out
a
memo
on
this
issue
was
raised
during
briefings,
and
so
the
charter
provides
those
three
sources
of
support
that
council
can
choose
from.
They
have
their
own
aids
that
serve
individually
and
then
in
terms
of
those
purple
boxes,
you're
allowed
to
have
the
clerk
and
the
auditor
you
could
put
opi
in
the
clerk
you
could
put
opi
in
the
auditor.
C
Our
thought
process
at
the
point
when
mr
patrick
and
I
became
aware
of
this,
was
it
made
more
sense
to
put
it
into
the
auditor,
given
the
sort
of
professional
stature,
the
protections,
the
political
isolation
and
objectivity
around
the
auditor's
office,
which
is
not
the
same
as
the
clerk's
office.
We
felt
it
probably
had
a
better
home
or
a
natural
alignment
there
than
it
did
in
the
clerk's
office,
but
the
council
could
certainly
choose
to
put
that
in
the
clerk's
office.
A
J
A
J
Okay,
that's
all
I
wanted
to
say,
and
I
you
know
I
I
I
won't
put
him
on
the
spot
here,
just
because
we're
we're
just
in
the
study
session,
but
I
really
would
love
to
know
what
the
director
of
opi
thinks
about
placement
and
all
that
stuff.
Given
that
the
there's
a
lot
of
movement
happening
in
government
structure-
and
I
think
it
could
be
good
to
know
maybe
offline,
what
make
what
makes
sense-
and
I
want
to
make
sure
everybody
has
been
has
been
talked
to
so.
J
J
Conversation
should
be
had
just
because
it
there
are
options
and
and
there's
a
rationale
for
audit,
and
I
you
know-
and
I
wonder
if
there's
a
rationale
for
the
clerks
and
I
and
I
mostly
just
don't
know-
and
I
don't
expect
the
director
of
opi
to
know
on
the
spot
here.
B
J
A
I
I
don't
have
a
lot
of
answers
today
and
I'm
not
sure
what
me
saying
if
me
saying
a
lot
of
what
I've
been
thinking
over
the
months
would
even
be
appropriate
for
this
time,
considering
the
political
nature
of
everything
that's
going
on,
but
it
was
a
little
difficult
to
be
spoken
about,
but
not
asked
like
where
we
would
like
to
be
in
all
of
this,
especially
considering
the
amount
of
work
that
opi
put
into
some
of
the
recommendations
that
were
read
to
all
of
you
today
about
the
legislative
function
in
and
of
itself,
and
some
conversations
with
mr
carl
and
mr
patrick
around
those
things
so
but
haven't
been
able
to
speak
to
any
of
it
in
a
significant
way.
I
A
I
I
I
think
there's
a
lot
of
things
that
need
to
be
considered
when
talking
about
moving
opi
to
either
the
clerk
or
the
auditor's
office
and,
to
be
quite
honest,
my
preference
is
for
neither
one
given
the
nature
of
our
work
and
just
trying
to
stay
as
independent
as
possible,
and
I
understand
some
of
the
reasons
why
people
would
say
the
auditor
is
independent,
but
it
would
be
and
we've
given
some
of
these
reasons
to
the
city
coordinator
as
well
as
mr
carl
and
I've
had
some
conversations
with
mr
patrick
as
well
about
some
of
the
inherent
conflicts
that
would
seem
to
be
present
with
putting
people
that
do
the
work
that
we
do
in
the
same
office
with
the
people
who
then
kind
of
oversee
it
and
audit
that
stuff.
E
I
If
this
new
arrangement
happened,
whether
it's
a
standalone
or
anything
like
that,
how
much
authority
would
it
have
to
ensure
that
it
had
the
compliance
of
departments
who
are
under
the
authority
of
the
mayor
to
actually
work
on
things?
When
that
this
body,
we
would
be
under
the
council's
authority,
and
so
I
think,
that's
something
that
needs
to
be
discussed
as
well,
because
over
the
years
we've
had
some
difficulty
just
by
the
nature
of
the
coordinators
department.
I
Only
having
coordinator
departments
that
report
to
it
and
then
having
a
different
relationship
with
everyone
else
and
that
in
and
of
itself
has
created
some
difficulty,
because
one
of
the
things
that
I've
heard
several
of
our
previous
council
city
coordinator
says
that
we
have
influence,
but
we
can't
tell
them
what
to
do.
We
can't
make
them
do
anything,
other
departments
and
I'm
just
wondering
how
much
of
that
even
given
a
new
structure
with
maybe
a
a
person
over
all
of
those
departments.
I
I
How
much
compliance
would
we
get
from
departments
if
what
you
want
is
not
necessarily
aligned
with
what
the
executive
side
wants
and
how
that
works
for
our
staff,
because
we
just
want
to
be
able
to
get
the
work
done
and
we've
had
some
difficulty
again
in
the
current
arrangement.
Getting
some
of
that
done,
how
much
more
difficult
would
that
be?
Or
would
it
be
easier
being
on
the
legislative
side
and
I'm
just
not
sure.
A
I
What
we
do
is
evaluation
work
along
with
strategic
planning,
along
with
strategic
management,
research,
analysis,
innovation
projects,
and
so
maybe
it's
a
typo
in
the
way
it's
written
up,
but
we've
never
changed
the
name
of
our
particular
function.
It's
always
well
as
of
late.
It's
always
been
office
of
performance
and
innovation,
not
evaluation.
But
evaluation
is
one
of
those
functions
that
we
do
under
of
under
the
office
of
performance
and
innovation.
A
I
think
that's
what
we're
considering
here
on
the
legislative
side
is:
what
is
the
work
to
be
done
on
the
legislative
side
as
it
pertains
to
oversight
and
governing
and
that
type
of
thing
council,
president
jenkins
or
I'm
sorry,
I
still
in
queue
here
going
back
to
the
queue
this
question
originally
came
from
council
member
ellison,
I'm
gonna
ask
him:
was
there
a
follow-up
here.
J
I
don't
have
a
follow-up
question,
but
I
did
want
to
say
that
this
is
probably
a
more
troubling
response
than
I
was
anticipating,
and
you
know.
I
think
that
that's
clarifying,
if
if
it
feels
like
mr
smith,
is
learning
this
in
real
time,
and
maybe
so
am
I
that
we
would
then
be
sort
of
jettisoning
the
the
the
innovation
part
of
what
the
office
does.
J
And
you
know
I
know
that
I
don't
know
if
any
of
us
would
have
any
interest
in
that,
but
I
certainly
don't
have
any
interest
in
sort
of
getting
rid
of
the
the
the
in
the
innovation
part
of
what
the
office
does
and
so
more
for
us
to
consider
as
a
body-
and
I
don't
really
have
a
question
in
that,
so
we
can.
We
can
go
to
the
next.
A
B
First,
can
I
move
mine
after
council
member
vita,
it
seems
like
payne
also
wanted
to
have
a
direct
response,
so
I
would
like
to
concede
that
spot
to
him
and
go
after
councilmember
vitov,
if
that's
possible,
sure.
A
Actually
we're
just
we're
not
going
to
do
the
cube
switching
here,
we're
going
to
go
to
council
member
vita.
I'm
sorry,
just
please
trying
to
hold
it
all
together.
Here,
council,
member
vita.
F
Thank
you,
madam
vice
president,
so
I
just
had
a
couple
comments.
You
know
we
had
this
presentation
originally
back
in
april
and
we've
had
what
five
months
to
offer
other
ideas,
I'm
I'm
just
of
the
now.
I
just
want
us
to
move
forward
with
our
with
what
our
professional
staff
is
recommending
and
let's
just
give
it
a
shot.
Like
you
know
this
is
this
they're
offering
20
staff
for
this
department?
It's
going
to
be
phased
in.
It's
not
like
an
overnight
thing.
It's
over
the
next
five
years.
F
We
can
always
make
changes
to
this.
I
just
want
us
to
give
it
a
shot.
Like
people
have
worked
really
hard
to
bring
this
proposal
to
us.
I
don't
see
it
as
a
bad
thing.
Of
course
there
can
be
an
opportunity
for
mistakes,
but
we
can
always
go
back
and
change
it
and,
let's
not
assume
that
it's
not
going
to
work.
We
haven't
even
tried
it
yet
so
that
that
was
just
my
comment.
D
Thank
you,
madam
president
and
mr
smith.
My
question,
I
guess
is
because
you
stated
like
you,
have
challenges
with
people
complying
different
departments
complying
and
I'm
curious
is
it?
Are
you
making
recommendations
to
departments
or
mandates,
and
people
are
just
saying?
No
we're
not
going
to
do
that.
I
mean.
How
is
how
does
your
performance
and
innovative
processes.
I
Council,
jericho,
masano
council,
president
jenkins
great
question
glad
you
asked
it
so
when
I
say
not
getting
compliance,
it
has
ranged
from
very
little
outright.
I
The
difficulty
is
in
just
like
anything
when
you
do
something
new,
when
you're
used
to
doing
something
the
same
way
or
a
certain
way
that
there's
a
challenge
in
and
of
itself
part
of
the
work
that
we
do
also
inherently
shows
what
we're
doing
well,
as
well
as
what
we're
not
doing
so
well,
which
is
something
the
part
about
not
doing
what
we're
not
doing
so.
Well,
it's
not
something
that
people
are
usually
excited
to
hear
about.
I
And
so,
when
those
things
happen
and
they've
happened
across
the
board,
but
again,
like
I
said
the
outright
refusal
to
do,
it
has
been
the
smallest
part
of
the
challenge,
but
the
challenge
usually
comes
with.
We
have
to
do
this
every
day
and
now
you're
asking
me
to
bring
people
out
of
what
we
do
every
day
to
go
through
a
process
with
you
so
that
we
can
learn
to
do
something
new
and
then
and
learning
something
new.
I
I
I
know
we
need
to
do
this
stuff,
but
if
I
force
them
then
I
lose
all
of
them
and
then
there's
chaos,
and
so
that's
just
been
the
reality
of
what
we
had
to
deal
with
and
fortunately,
through
being
able
to
find
people
that
we
can
work
with
in
the
city,
people
who
really
want
to
do
it.
The
ability
to
train
people
in
departments
who
could
be
the
liaison
around
our
process
for
certain
things
which
we
plan
to
do
more
of
that
has
alleviated
some
of
it.
I
But
I
can't
help
but
wonder
like
how
much
stuff
we
how
much
further
along
we
could
be
with
some
things
if
we
could
figure
out
some
way
to,
because
I
can't
do
it.
All
I
can
do
is
ask
people
to
trust
the
process,
but
to
just
kind
of
get
to
a
place
where
we
could
tell
people
like.
I
need
you
to
do
this,
like
it's
kind
of
like
not
optional,
if
it's
best
for
you
and
best
for
residents
at
the
end
of
the
day,.
D
D
I
All
the
above
you,
you
named
quite
a
few
of
them:
we've
had
staff
directions
in
the
previous
administration
mayor
hodges
brought
some
challenges
that
her
administration
was
seeing
and
things
that
they
wanted
to
address
that
they
brought
to
our
office
against
the
staff
directions.
I
We
have
several
council
members
and
we've
had
a
lot
of
departments
who've
reached
out
to
us
whether
it's
and
most
of
it
has
come
from
the
the
division
level
within
departments
or
program
level
in
departments,
but
one
of
the
things
that
we're
always
cognizant
of
and
make
sure
we
do
that,
regardless
of
who
it
comes
from,
we
take
that
then
to
department
leadership
to
let
them
know
that
we're
going
to
be
engaged
with
their
staff,
and
is
it
something
that
they
agree
with
or
going
to
allow
and
things
like
that,
and
we've
also
had
it
from
a
few
from
department
heads
as
well,
when
they
see
challenges
not
just
stuff,
that's
facing
service
levels
for
residents,
but
also
internal
processes,
and
things
like
that.
I
I
I
won't
well,
I
can
say
it's
failed,
because
when
we
do
that
process,
it
literally
kind
of
puts
people
in
queue
based
on
you
can
be.
You
can
raise
stuff
up
depending
on
priority
or
urgency,
but
for
the
most
part
it's
about
what
we
have
the
capacity
to
do,
what
you
get
in
cube.
But
if
council
president
or
the
mayor
or
somebody
like
that,
call
and
say
this
is
really
urgent.
I
This
is
why,
then,
of
course,
we
can
pause
on
some
things
and
move
it
up,
but
we
tried
to
do
that
and
that's
what's
happened
like
this
is
more
urgent,
like
public
safety.
Wasn't
on
our
radar,
but
council
said
reimagining.
Public
safety
is
an
important
thing
that
we
want
to
deal
with,
so
they
didn't
go
through
that
process.
I
They
just
called
my
office
and
I
wasn't
going
to
say
well,
wait
in
line
and
so
we're
still
trying
to
work
on
how
we
do
that,
because
that's
the
only
way
as
much
as
we
work
on
efficiencies
and
effectiveness
with
everybody
across
all
departments
in
all
128
program
areas.
We
need
to
also
do
that
for
ourselves
so
that
we
can
be
better
at
our
work
and
so
we're
going
to
continue
to
try
to
work
at
that.
But
we
know
that
on
any
given
day,
something
could
happen
in
our
community.
I
D
I
I
would
say
yeah
for
sure,
but
but
slightly
I
think
most
of
it
is
people's
fear
of
not
knowing
what
the
process
is
not
knowing
how
much
time
it
will
require
not
knowing
what
it's
all
about
like
it's,
not
a
real
secret.
I
What
we
do
at
all
in
the
city
anymore,
like
it
used
to
be
when
I
got
here,
but
some
people
are
still
they've
they've
heard
that
it
works,
but
they've
also
heard
that
they
have
to
work
and
so
putting
in
the
time
that
you
put
in
with
us,
while
also
trying
to
maintain
your
daily
operations
can
sometimes
be
a
challenge
for
folks,
and
we
completely
understand
it.
G
Thank
you,
madam
chair
yeah.
I
want
to
be
as
transparent
as
possible.
This
slide
exists
because
of
an
organic
conversation
I
had
with
the
mayor,
and
mr
carl
and
mr
patrick
have
dutifully
tried
to
reflect,
not
just
that
one
conversation,
but
many
conversations.
I've
had
with
colleagues
and
in
mr
kyle's
office
with
mr
patrick
they're,
trying
to
reflect
those
conversations
on
this
slide.
G
There's
some
things
lost
in
translation.
Innovation
should
not
be
dropped
off
of
this
division
as
far
as
I'm
concerned-
and
I
think
that
really
and
and
director
smith
is
at
really
getting
at
this-
is
that
it's
it's
a
at
the
beginning
stages
of
any
of
these
initiatives.
There
isn't
a
linear
step,
one
two,
three
path:
a
lot
of
these
projects
come
very
organically.
G
They
come
from
urgent
issues
that
happen
in
the
community.
They
come
from
long.
You
know
problems
that
we've
had
internally
managing
operations
in
the
city.
The
sources
are
are,
are
varied
and
the
team
has
put
together
a
process
to
really
navigate
the
complexity
of
that
and
come
out
on
the
other
side
with
a
clear
path
forward,
and
that's
something.
I
think
that
we
need,
as
legislators,
I
experienced
this
kind
of
compliance
issue
and
again
compliance.
Maybe
I
don't
know
if
I
would
find
a
different
word
for
yeah.
G
It's
there's
an
initiative
that
somebody
thinks
is
really
important,
that
we
need
to
collaborate
across
multiple
departments
and
somebody
in
one
of
the
other
departments
doesn't
feel
this
is
important,
so
maybe
they're
just
not
as
responsive
to
emails
right.
So
that's
one
version
of
it
and
I
think
it
is
an
open
question
of.
If
this
exists
on
the
legislative
side.
G
Would
that
exacerbate
the
problem?
I
think
there's
an
argument
to
say
that
could
be
the
case,
but
then
I
also
think
that,
where
do
we
find
independence
to
work
across
every
department
is
the
question,
and
so
my
proposal
originally
was
to
not
have
it
live
an
audit.
G
It
was
to
be
a
standalone
function
of
performance
management
and
then
these
policy
innovation
ideas
that
can
be
executed
and
then
handed
off
to
the
administrative
side,
once
they've
gotten
to
a
level
of
proven
of
effectiveness
and
again
we're
all
very
excited
about
bcr
right
I'll
speak
for
myself,
I'm
very
excited
about
bcr.
It
feels
like
a
very
successful
pilot
that
I'd
love
to
see
just
established
in
our
enterprise,
but
we
need
to
actually
have
checks
and
balances
or
when
that
transition
should
happen
and
live
on
the
executive
side.
G
But
there
is
a
moment
from
it's
an
idea
to
it's
a
reality
and
where
you
draw,
that
line
is
not
clear.
It's
actually
very
complicated
and
structuring
a
team
that
can
operate
independent
of
the
administration
so
that
that
team's
everyday
work
is
being
responsive
rather
than
one
of
the
compliance
problems
in
the
process
is
that
this
team
comes
in
asking
extra
of
you
on
top
of
your
already
probably
overfilled
capacity,
and
it's
very
disruptive.
G
What
we
need
for
legislators
is
to
have
some
level
of
ability
to
not
be
disruptive
to
the
everyday
operations
of
the
cities
so
that
we
can
do
our
policy
making,
because,
as
of
today,
even
with
the
new
proposed
referral
or
inquiry
getting
an
email
from
a
council
member
is
a
disruptive
experience
at
the
staff
level.
G
We
are
heavily
weighing
staff
recommendations,
but
we
are
the
ultimate
authors
of
this
entire
presentation
technically,
and
there
are
some
very
specific
methods
that
opi
uses
that
I
think,
would
serve
a
legislative
body
very
well,
and
this
this
work
session
is
to
really
navigate
and
think
through
all
those
different,
complex
scenarios
and
and
figure
out.
You
know
how
do
we
best
situate
for
success.
A
Of
course,
carl
or
yeah
I
was
gonna
say,
can
I
ask
you
yeah.
B
Thank
you
so
much
director
smith
mines
is
also
still
related
to
staffing.
So
I
know
there's
been
as
you've
discussed
about
the
executive
side
and
as
we've
all
discussed
and
seen
over
several
months,
there's
been
a
significant
amount
of
staff
and
resources
allocated
to
help
the
mayor
to
be
successful
in
this
restructure.
C
Madam
president,
perhaps
I
can
just
go
to
the
next
slide.
This
slide
then
presents
it's
a
nice
segue
into
my
final
slide,
which
presents
on
the
left,
the
clerk
and
on
the
right.
The
auditor.
The
positions
highlighted
in
red
are
those
that
are
in
the
mayor's
2023
budget.
The
auditor,
I
should
note,
is
in
the
2022
and
will
be
in
the
2023
and
future.
It's
the
only
position
required
under
the
government
structure,
change
to
the
specific
question
councilman's
arranged
about.
Why
not
all
at
once.
Why
phase
it
in?
C
I
think
this
was
as
director,
patrick
and
I
were
sort
of
phasing
this
in.
We
talked
first
and
foremost
not
just
about
where
we
would
prioritize
within
our
own
department,
so
between
the
auditor
or
the
clerk
and
gave
preference
to
the
auditor.
Obviously,
as
you
see
it,
bulks
up
faster,
but
also
recognizing
that
the
council
is
responsible
for
a
quite
significant
budget
that
we
are
under
some
pretty
tight
fiscal
constraints
as
a
city
and
that
projecting
these
additional
staff
over
a
period
of
years
would
allow
us
to
incrementally
pursue
this
growth
and
development.
C
Director,
patrick,
has
used
the
phrase,
let's
crawl
before
we
walk,
let's
walk
before
we
run,
and
so
that
that's
what
led
to
our
phased-in
approach
over
a
number
of
different
years,
prioritizing
the
functions
that
don't
exist
today
and
starting
with
really
that
legislative
and
fiscal
analyst
support
role
and
also
the
community
safety
auditor
roles.
Thinking
that
those
would
be
the
most
significant
impactful
given
what
we
have
understood
to
be
on
the
council's
plate
and
council's
priorities.
B
B
I
will
say
we
haven't,
as
a
body,
moved
any
policy
like
substantial
policy,
and
I
think
we
can
immediately
benefit
from
having
that
support
to
actually
do
a
core
piece
of
our
work
that
we
have
not
yet
to
do
or
accomplish
thus
far
so
we'll
love
to
have
more
conversations
around
elevation
of
some
of
these
roles.
I
know
with
some
of
your
insights
also.
You
know
director
smith
around
possibly
the
rearrangement
of
these
things,
because
we
are
still
very
much
in
the
infancy
phase
and
I'm
glad
council
vice
president.
B
You
know
you've
agreed
to
allow
the
space
for
us
to
have
a
broader
discussion
around
some
of
these
perspective.
Changes
where
we're
at,
but
I
did
want
to
know
that's
like
a
concern
of
will.
I
would
like
to
see
some
of
these
physicians
be
more
elevated
and
and
be
able
to
give
us
the
supports
that
we
need
to
do
core
aspects
of
our
jobs
that
you
identified
earlier.
A
May
I
ask-
and
it's
fine
not
to
have
an
answer
about
this
right
now,
what
when
you
say,
see
certain
positions,
elevated
and
just
a
reminder
to
everybody
that
people's
changes
for
kind
of
the
next
draft
that
we'll
talk
about
in
briefings
next
week
are
do
do
today
to
have
so
that
so
that
that
same
information
gets
in
front
of
all
council
members
for
more
conversation
around
how
this
government
structure
gets
set
up.
A
How
might
you
propose
to
elevate
these
positions
because,
as
council
member
ellison
noted
in
his
comments,
the
way
our
charter
now
reads
is
that
in
on
the
legislative
branch
things
need
to
report
up
and
into
our
city
clerk
or
our
city
auditor's
office?
B
B
C
So
again,
I'll
hearken
to
the
attorney's
memo
of
september
1st,
which
talked
about
really
what
the
charter
provided
in
terms
of
support
for
council.
So
it
creates
two
offices
how
those
officers
are
structured
and
what
functions
you
put
in
them
is
part
of
the
ordinance
in
front
of
you
beyond
those
two
ordinances.
That's
a
charter
change,
but.
G
C
The
ordinances
that
we
have
now
within
the
charter
provisions
that
exist
now
you
have
two
offices.
In
addition
to
your
13
offices,
those
offices
collectively
constitute
the
legislative
department.
You
can
choose
to
put
functions
where
they
are
and
I'll
use
the
microphone
for
two
purposes:
one:
to
respond
to
some
brief
conversations
with
director
smith
that
further,
I
think,
will
extrapolate
on
why
we
chose
the
auditor.
You
may
remember
when
I
described
the
auditor,
the
charter
itself,
our
constitution
gives
to
the
auditor
now
some
very
powerful,
not
only
protections
but
duty.
C
They
must
and
shall
provide
information
access
to
their
records,
their
departments,
their
books,
their
property,
even
and
so
again
our
thinking
was
that
this
function,
if
it
comes
into
the
legislative
branch,
meaning
what
what
we're
calling
performance
measurement
or
performance
evaluation
that
would
be
better
served
both
for
that
function
and
for
the
council
to
put
it
within
that
audit
function,
because
of
because
of
that
level
of
charter
granted
access
and
and
discretion,
and
also,
I
think
the
charter
uses
the
word
jurisdiction,
which
includes
over
the
mayor
over
the
council,
and
so
that
was
our
thinking
for
that.
C
For
for
what
that
matters.
The
other
thing,
madam
chair,
before
I
move
away
from
this,
I
promised
mr
patrick.
I
would
ask
him
for
his
comments
and
failed
to
do
so
on
the
slides,
and
we
got
off
into
some
deep
conversation
that
I
did
not
ask
him.
He
to
comment
on
audit
assurance
policy
and
physical
analysis
or
performance
measurement,
and
so
I
want
to
make
sure
we
give
space
to
him
to
add
his
voice
and
not
just
mine.
Oh
before.
C
These
positions
absolutely
to
council
member
wansley's
questioner
these.
These
are
our
suggestions
and
you
could
batch
and
prioritize
and
group
them
in
different
fiscal
years.
You
know
you're
coming
about
moving
them
up,
moving
them
later,
prioritizing
them
in
different
ways.
This
was
our
proposal
to
you
all.
Thank
you
just
one,
bad
clarification.
Thank
you.
A
H
I
think
mr
carl
accurately
summarized
the
work
in
the
slides
I'd
echo
council
member
payne's
comments
that
this
is
your
support.
These
are
items
designed
to
support
the
council's
work
and
therefore,
as
the
primary
customer,
you
have
a
role
in
shaping
how
this
works,
whether
it
happens
sooner
rather
than
later,
the
growth
of
these
departments
where
things
are
located.
H
As
current,
the
current
direct
internal
audit
director
the
assurance
division,
as
it's
titled
here,
audit
insurance
division,
it's
the
work
that
I
know
particularly
well.
I
think
the
concept
of
the
city
auditor's
office
builds
upon
the
current
work
that
internal
audit
does
in
terms
of
its
oversight
capacity,
while
adding,
I
think,
another
neutral
body
of
work
that
supports
council
happy
to
answer
questions
about
that
as
well.
I
like,
I
said,
though
I
think
mr
carl
summarized
it
quite
well.
H
I
I
certainly
can
so
for
the
policy
and
fiscal
analysis
team,
the
the
purpose
of
placing
some
of
these
in
the
city
auditor's
office
and
to
kind
of
touch
on
something
that
mr
smith
said.
That
I
think
was
quite
poignant
is
to
not
create
a
conflict
between
assurance
audit
who
does
not
take
any
kind
of
management
or
policy
creation
standpoint
that
that
we
are
a
check
and
balance
on
healthy
controls
in
a
department
without
delving
too
deeply
into
that.
H
This
group
again
is
not
recommending
to
the
council
what
the
council
should
do.
It's
providing
a
book
of
research
that
the
council
can
then
draw
upon,
in
future
conversations
to
support
its
work,
so
a
neutral
kind
of
starting
point
for
policy
creation
policy
discussions
along
with
that
that
kind
of
best
practices,
research
and
how
that
process
is
designed,
certainly
is
a
large
part
of
that
design.
Is
the
customer
designing
it
council?
I
know.
I
know
there
are
a
variety
of
different
proposals
and
something
you
mentioned
earlier
with
a
community-centered
approach.
H
I
think
there's
opportunities
to
design
how
that
neutral,
nonpartisan
work
takes
place
prior
to
the
development
of
a
more
concrete
policy,
the
drafting
phase,
the
kind
of
the
nuts
and
bolts
of
how
that
process
plays
out.
This
is
more
of
the
kind
of
background
research
to
hand
you
a
body
of
work
so
that
you
have
a
good
starting
point
for
a
future
policy
conversation
fiscal
analysts,
along
with
that,
can
help
you
tie
dollars
and
cents
to
it.
So
that's
that's.
H
Obviously
an
important
part
is
how
we're
going
to
fund
these
things
and,
and
are
we
funding
them
appropriately?
I
think
the
fiscal
analysts
again
providing
a
neutral,
non-recommendation
fashion
report
back
to
council
on
how
much
is
this
program
going
to
cost
if
we
scale
it,
how
do
we?
How
do
we
resource
this?
H
So
those
two
pieces
work
together,
they're
different
skill
sets
but
work
together
again
to
help
in
the
policy
formation
stage
to
provide
that
that
nonpartisan
neutral
research
back
to
you
and
they're
working,
obviously
alongside
departments
and
everything
that
four
five
seven
people
can't
do
the
entirety
of
the
work
here.
This
is
going
to
be
done
in
conjunction
with
people
in
the
executive
branch
who
are
doing
the
work
day
in
day
out
and
understand
it.
Well
so.
H
The
this
additional
team-
I
think
mr
carl
summarized
it
well
in
that
this
was
this-
is
a
reaction
to
a
budget
proposal
from
the
mayor,
so
this
was
not
part
of
the
original
draft.
This
wasn't
something
that
we
proposed
back
in
april
as
something
new
and
to
kind
of
fit
the
proposal
into
some
language
that
you
could
see.
This
is
one
option.
This
is
one
idea.
I
know
there's
more
robust
discussion
to
be
had
about
how
this
plays
out,
and
I
think
that's
that's.
A
Great,
we
have
a
couple
people
still
in
queue
as
well
as
we
have
commissioner
barry
clegg
here
in
case
people
wanted
to
ask
him
questions.
This
is
that
opportunity
today,
and
we
have
about
20
minutes
left
so
I'll,
go
ahead
and
pass
the
opportunity
to
council
member
chuck
day.
K
Thank
you,
madam
chair.
I
would
actually
like
to
start.
Let's
take
a
step
back,
I'm
so
sorry,
director
smith.
I
hate
to
do
this
to
you,
but
can
you
start
by
just
a
quick
telling
us
about
the
disparity
between
the
budget
for
for
opi,
and
maybe
you
can
just
speak
to
program
dollars
between
the
budget
you
had
in
2022
and
well.
I
guess
the
zero
dollars
that
are
allocated
right
now
for
2023.
I
Chip
palmisano
councilmember
chuck,
the
opi
has
been
fortunate
enough
to
be
operating
off,
of
grant
dollars
outside
for
programming
outside
of
salary
and
benefits,
and
things
like
that,
when
I
came
to
the
office,
we
had
a
2.7
million
dollar
grant
from
bloomberg
philanthropies
because
I
was.
I
Some
people
use
the
word
course
I
wouldn't.
I
was
a
little
pushy
around
urging
the
city
to
commit
to
the
work
of
opi
by
putting
us
on
general
fund
and
doing
so
so
quickly.
Those
funds
weren't
spent
down
as
fast
as
they
ordinarily
would
have
been,
and
so
we've
had
we've
been
fortunate
enough
to
have
those
dollars
remain,
which
will
be
spent.
I
Now
by
the
end
of
this
year,
we've
had
a
2.7
million
dollar
budget
that
lasted
literally
seven
years,
instead
of
the
three
that
it
was
supposed
to
because
of
me
pushing
to
put
us
on
a
general
fund,
and
so
that
would
have
eaten
that
money
up
right
away
within
a
couple
of
years,
if
we
hadn't
put
all
the
salary
and
benefits
on
the
general
fund
and
so
the
those
other
operating
dollars
that
we've
had
for
programming
for
trainings,
that
we've
done
with
people
around
the
city
for
taking
people
from
various
departments,
including
some
of
the
council
members
to
conferences
and
trainings,
and
things
like
that
to
to
make
them
more
aware
of
the
work
that
we're
doing
the
direction.
I
We're
trying
to
take
the
city
with
our
work.
That
will
no
longer
exist
after
december
of
this
year,
and
so,
if,
if
we
would
do
trainings
get
training
have
money
to
spend
with
community
members
when
we
bring
them
into
our
process,
because
sometimes
the
process
could
be
as
short
as
two
or
three
months
and
sometimes
like
with
bcr,
could
be
as
long
as
a
year
as
well
as
with
the
other
work
that
we're
planning
to
do.
Looking
at
looking
at
other
problem
nature
codes
and
develop
other
alternatives.
I
We
actually
paid
community
members
to
those
grant
funds
to
be
there
to
be
a
part
of
the
process,
and
so
there's
a
lot
of
things
that
we
do
with
engagement.
With
learning
with
training
that
we,
I
would
say,
we
spend
on
average
about
three
to
four
hundred
thousand
dollars
a
year.
We
won't
have
the
ability
to
do
that
anymore,
because
the
grant
funds
will
be
expanded,
and
so
I
know
that's
likely
not
been
a
part
of
the
conversation.
K
I
I
It
was
programmatically.
It
was
nothing
that
the
enterprise
ever
gave
us
in
the
first
place,
and
so
you
could
look
at
it
that
way,
but
it
was
never
something
that
we
had.
That
would
now
be
taken
away
based
on
the
city's
general
fund
or
anything
like
that,
and
so,
but
we
would
not
have
the
resources
to
do
what
we've
been
able
to
do.
If.
E
K
K
I
appreciate
that,
thank
you.
That's
all
I've
got
for
you,
so
you
know,
I
think.
K
My
my
big
takeaway
from
this
conversation
today
and
I'm
I'm
really
thrilled
that
we
that
we
did
this
in
this
far
more
formalized
way,
and
you
know
in
with
with
the
specific
attention
to
the
legislative
department
we
haven't
had
this
type
of
conversation
before
and
what
I'm
walking
away
with
is
even
among
all
of
us,
we
have,
you
know
different
interpretations
and
different
perspectives
on
exactly
what
it
is
that
we
need
and
of
even
what's
being
proposed
like
what
it
actually
means
on
a
on
a
day-to-day
basis
and
then
the
the
perhaps
different
perspectives
or
different
interpretations
that
that
you
might
have
versus
mr
patrick
might
have
versus
what
you
know.
K
A
few
of
the
council
members
here
might
have,
or
all
of
us
might
have
honestly
on
on
where
we're
going.
But
you
know
I
I
just
I
understood,
mr
carl,
what
you
were
saying
around
the
phased-in
approach
of
wanting
to
you
know,
make
sure
that
we
bring
a
couple
people
in
make
sure
it's
working
iron
out
the
problems
and
and
fix
it
so
that
we're
you
know,
building
an
infrastructure.
That's
that's
built
to
last,
and
I
you
know.
K
I
appreciate
that
and
what
I'm
also
grappling
with
at
the
same
time
is
over
the
last
eight
months
now
I
see
in
my
job
a
a
pretty
broken
system
of
being
able
to
do
the
policy
making
role
of
being
able
to
do
the
oversight
role
of
being
able
to
do
that.
Direct
representation
work,
the
three
things
that
make
up
my
job
and-
and
you
know
by
no
means
like
when,
when
we
talk
about
policy
making
right
now,
we
talk
about
it.
K
As
you
know,
hey
casey,
like
help
me,
write
the
staff
direction
and
and
that
that
you're,
that
that
work
is
in
very
capable
and
excellent
hands
and
the
way
that
our
committees
function
and
we're
able
to
do
our
day-to-day
jobs.
And
nothing
has
you
know,
seriously
set
itself
on
fire
yet
so
clearly,
something's
going
right,
but
you
know
take,
for
example,
like
encampment
policy
right,
that's
that's
that
fits
within
a
third
of
my
job,
informed
by
direct
representation.
K
So
a
second
third
of
my
job
and
the
way
to
write
policy-
that's
going
to
be
effective,
is
to
you
know,
make
sure
it's
going
to
be
implemented
and
doesn't
repeat
work
that
already
exists,
and
so
there's
a
little
bit
of
an
oversight
component
to
to
it,
and
you
know
just
like
playing
through
this
example.
K
You
know
we
ask
this
is
a
piece
of
policy
that
councilmember
chavez
and
I
are
working
on
with
the
with
the
mayor's
office,
and
so
we,
you
know,
we
ask
our
our
two
of
our
directors
like.
K
What's
our
approach
to
this
right
now,
their
answer,
like
you
know,
I
I
can't
tell
you
that
quite
yet-
and
I
I
couldn't
tell
you
specifically
I'd
have
to
you
know,
turn
it
into
a
memo
and
and
share
it
with
all
of
council,
because
you
can't
you,
you
can't
ask
me
for
that
information,
okay,
cool,
but
you
know
in
order
to
write
policy,
I
can't
get
the
pieces
of
information
that
I
need
much
less.
K
You
know
go
and
say
like
hey:
how
do
they
approach
it
in
la
and
how
do
they
approach
it
in
new
york
and
in
houston
and
other
cities
of
of
large
sizes,
and
so
as
we
look
towards?
K
K
How
do
we
do
it
right
now
and
where
is
the
compliance
when
we,
you
know
when
we
decide
to
make
exchange
that
that's
actually
happening
on
a
day-to-day
level,
when
we
can't
get
a
simple
answer
to
well,
how
do
we
do
it
right
now
and,
like
you
know,
to
the
to
the
piece
around
compliance
I
know
earlier,
the
council
president
asked
some
questions
about
it,
and
director
smith
spoke
about
it,
but
this
is
something
I've
actually
like
most
consistently
heard
from
mr
patrick.
This
piece
on
this
piece
on.
K
You
know
it
makes
me
like
it
makes
me
wonder:
where
is
the
actual
meat
of
the
policy
making
work
prioritized
in
in
like
this,
this
implementation
timeline
and
and
like?
How
do
we
weigh
a
phased-in
approach
with
well,
things
aren't
really
working
for
for
us
right
now,
and
so
what
are
we
going
to
do
to
change
that?
K
C
I
no
I
I'm
standing
here
and
making
eye
contact
with
you.
I
would
suggest
very
very,
very
respectfully.
This
council
is
not
alone
in
feeling
that
and
that
every
legislative
body
is
going
to
feel
some
disconnect
from
the
work
of
actually
doing
that's
one
of
the
things
that
makes,
I
believe,
policymaking
and
legislative
work
different.
You
aren't
doing
you,
you
sort
of
exist
in
a
theoretical
world.
C
You
say
this
is
the
policy
and
then
the
mayor
and
the
administration
go:
do
they
have
the
benefit
of
building
a
bridge
or
or
paving
a
road
or
plowing
the
streets
or
doing
things
you
talk
theoretically
about
what
that?
Is
you
decide
what
outcomes
you
want
to
achieve?
You
fund
dollars
for
it,
but
you
don't
do
that
work.
So
it's
a
different
set.
We
have
not
heretofore
invested
in
legislative
support.
C
The
change
in
government
structure
gives
us
that
opportunity.
We've
proposed
these
resources
and
specific
types
of
support
and
prioritize
those,
because
I
think
using
your
example
around
encampment.
We
are
never
going
to
divorce
the
administration
from
policy
making,
nor
should
we
that
would
be
a
very
bad
decision
by
the
council.
The
primary
professionalism,
the
expertise,
the
subject
matter,
knowledge,
the
know-how
exists
in
the
executive
branch.
We
want
to
partner
with
them.
We
also,
however,
need
our
resources
to
help
the
council
members
sort
of
launch
that
work.
I've
heard
you
know
we
want
to
initiate
things.
C
We
need
help
drafting
ordinances,
our
code
revisers.
We
want
to
draft
some
ordinances,
but
the
attorneys
are
ultimately
going
to
make
sure
that
complies
with
the
law.
We
want
to
work
with
the
administrative
departments
that
have
the
expertise
and
the
resources
to
do
that,
work
to
make
sure
that
they
are
resourced
appropriately.
They
are
working
within
the
policy
intent
expressed
by
this
body
and
the
mayor,
knowing
that
policies
have
to
have
both
the
council
and
the
mayor's
approval,
and
so
there
is
incentive
for
the
mayor
and
the
administration
to
work
with
the
council.
C
These
resources
would
simply
supplement
to
the
council
and
give
you
the
ability
to
have
at
your
discretion
and
your
beck
and
call
the
ability
to
initiate
ordinances
and
policies
to
conduct
research
on
the
back
end
through
oversight
to
say,
gosh.
We
set
that
as
a
goal
was
it
achieved.
Was
it
was
it
not
why?
What
were
the
resources
lacking?
Does
it
need
more
funding?
Was
it
discretionary?
How
are
we
comparing
to
other
jurisdictions?
We've
picked?
That's
all
oversight.
C
Budget
is
a
big
part
of
oversight,
but
so
are
regular
reviews
and
performance
evaluations
by
departments,
and
I
don't
mean
that
in
terms
of
you
know,
how
well
did
you
do,
but
did
you
achieve
these
objectives
and
so
having
auditors
and
analysts
and
other
resources
that
can
help
the
council
do
that
work?
I
think
certainly
will
help
it's
not
going
to
solve
everything
and
we're
always
going
to
be
probably
operating.
F
Thank
you
vice
president
paul
masano,
you
know
I
spoke
earlier
and
I
want
to
say
it
again
before
I
leave
this
room.
The
same
thing
I
did,
but
I
don't
want
to
sound
like
a
broken
record,
so
I'm
going
to
say
a
little
bit
different
than
I
did
earlier,
but
first
I
should
ask
you
clerk
carl:
are
we
able
to
change
as
we
go?
You
know
I
said
earlier
that
I
thought
we
should
take
the
plan
before
us
and
maybe
make
changes
as
needed.
You
know
as
we
go
along,
is
that
a
possibility.
C
Through
the
chair,
yes,
council
member,
you
always
have
the
ability,
not
only
in
terms
of
this
original
plan
and
what
gets
put
in
you
know
in
terms
of
both
the
ordinance
and
the
initial
budget
for
2023,
but
in
2023
planning
for
2024
in
2024
planning
for
2025
in
2025
planning
for
2026..
So
these
these
things
are
not
static
or
permanent.
They
they
are
flexible
and
can
be
changed
just
like
they
are.
When
you
do
the
budgets
for
the
administrative
departments
and.
F
So
I
supported
the
government
structure
because
I
saw
it
as
an
opportunity
for
me
to
spend
more
time
in
my
board
and
directly
with
my
constituents
and
really
focus
on
policy
and
to
get
to
what
council,
member
wansley
and
chuck
thai
both
said.
It's
like,
let's
get
to
policy
making.
I
really
feel
like
this
is
the
opportunity
for
us
to
get
there.
Let's
try
this
if
something
goes
wrong,
let's
go
back
and
change
it,
but
like
this
is
the
opportunity
for
us
to
get
to
policy
making
this.
F
G
C
Through
the
chair,
councilmember
payne,
the
charter
would
need
to
change
in
article
7,
which
sets
forth
the
administration,
because
in
section
7.2
there
are
currently
a
number
of
departments
specifically
named
to
be
created
by
the
council
while
most,
if
not
all,
of
those
departments
may
be
retained
into
the
future,
they
would
be
removed
from
the
charter
and
the
office
of
public
safety,
the
office
of
community
or
the
office
of
public
service,
the
office
of
community
safety.
Those
things
would
be
put
into
place
of
that
somewhat
longer
list
of
departments.
C
G
C
This
might
be
a
good
segue
to
charter
commission,
chair
barry
clegg
and
I'll
I'll
frame
that
by
saying
that,
as
they
were
working
on
the
plain
language
charter-
and
I
think
I
mentioned
this
during
the
briefings-
there
was
an
initial
push
to
remove
all
departments
and
to
just
have
the
mayor
of
the
council
and
much
like
a
state
constitution,
provide
for
the
executive
branch,
the
legislative
branch
and
let
them
define
departments
and
code,
because
that's
much
more
flexible
at
the
time.
Most
of
the
departments
who
are
in
the
charter
then
said
no.
C
What
would
happen
to
me
and
there
was
a
real
uncomfort
with
or
discomfort
with,
the
idea
of
removing
departments
from
the
charter
itself,
and
so
as
they
worked
on
plain
language
charter,
one
of
their
principles
had
been
not
to
make
substantive
changes
to
the
charter
through
plain
language,
so
they
left
that
entire
list
in
as
it
was,
and
so
that
then
becomes
the.
I
think
the
sticking
point
for
us
is
that
some
departments
are
created
in
the
charter.
C
Some
are
not
most
are
not,
and
then
those
that
are
created
in
the
charter
are
not
necessarily
what
we
have
heretofore
called
charter
departments,
meaning
appointed
by
the
mayor
and
the
council,
although
they're
in
the
charter
they're
not
appointed
by
the
mayor
and
the
council.
A
good
example
of
that
is
the
finance
officer,
and
I
don't
know,
madam
chair,
if
you
want
to
take
advantage
of
commissioner
clegg's
input.
G
G
Maybe
a
different
way
of
phrasing
that
mr
carl
had
suggested.
There
was
some
intent
to
remove
charter
departments
as
a
concept
from
from
our
charter.
That.
G
E
Our
goal
in
that
process
was
not
to
make
changes
to
the
charter;
it
was
to
modernize
it
and
make
sense
of
it
in
order
to
understand,
for
example,
how
to
appoint
the
chief
of
police
under
the
old
charter.
You
had
to
look
in
three
different
places
and
the
language
was
inconsistent.
You
had
to
read
them
in
the
order
that
they
were
adopted
in
order
to
understand
how
the
process
worked.
E
We
put
it
all
in
one
place.
We
simplified
the
language.
That
was
our
goal
in
the
plain
language
charter
process.
G
Okay
and
then
maybe
a
follow-up
to
that
would
be.
This
new
proposed
structure
consolidates
a
lot
of
the
charter
departments
under
the
office
of
public
service
office
of
community
safety.
It
would
maybe
be
presumed
that
we
would
streamline
the
charter
strictly
to
define
those
offices,
and
maybe
not
the
reporting
departments,
underneath
that
one
of
the
transitions
that
we
are
that's
been
suggested
to
us,
although
again
we
are.
G
The
authors
is
that
those
executive
level
offices
would
be
able
to
directly
appoint
the
reporting
departments,
whereas
currently
they
have
to
go
through
a
nomination
and
approval
by
committee
or
by
council.
Do
you
have
an
opinion
or
preference
around
this
process
around
the
mayor?
Nominates,
the
council
approves
these
various
operating
departments
and
whether
or
not
losing.
That
would
be
good,
bad
or
indifferent.
E
E
And
then
considering
whether
or
not
to
approve
those
positions,
the
council
would
of
course,
look
at
the
people
who
the
nominee
had
appointed
underneath
them
to
various
positions.
Just
like
you
do
now.
E
And
I
think
you
could
design
it
any
way
you
wanted
to
right
now.
I
think
there
are
some
departments
listed
down
here
that
are
not
charter
departments.
So
right
now
you
don't
have
that
approval
authority.
So
whatever
you
do,
I
think
it
should
be
consistent,
but
I
think
it
would
make
more
sense
just
to
vote
on
those
three
positions.
A
Thank
you
because
we're
kind
of
in
overtime
here
we'll
wait.
I'm
going
to
call
on
council
member
chavez
who
might
have
an
opportunity
to
have
this
kind
of
communication
with
the
chair.
L
Thank
you
vice
president.
I
just
this
may
be
for
our
clerk,
a
question
not
for
you
chair,
but
it's
mostly
related
to
I've
been
walking
through
the
ordinance
and
just
want
to
get
more
explanation.
I
guess
for
the
public
record,
can
you
explain
which
of
the
five
departments
under
the
office
of
community
safety,
the
city
council
with
this
new
government
structure
will
be
approving,
so
it's
mpd,
I'm
assuming
emergency
management,
the
chief.
C
You're,
asking
me
is
which
of
the
departments
currently
yeah
are
appointed
jointly
by
the
mayor
and
the
council?
Yes
on
this
slide
yep,
so
that
would
include
the
orange
box
labeled
city
operations
officer.
Consider
that
the
city
coordinator
right,
so
that
would
be
one
of
the
positions
the
city
attorney-
would
be
a
position
then
going
down
beneath
the
level
of
the
blue.
The
city
assessor,
is
currently
subject
to
what
I'll
call
the
charter
appointment
process
in
the
next
column.
C
There
are
none
in
the
third
column,
under
the
development,
health
and
livability
the
health
commissioner,
the
director
of
cped,
the
director
of
regulatory
services,
so
those
three
boxes
and
then
in
the
three
boxes
off
to
the
side
that
are
rimmed
in
blue,
the
public
works
and
civil
rights
departments
are
all
subject
and
then
under
the
community
safety.
Commissioner,
the
fire
and
police
departments
are
subject
to
that
appointment
process
by
charter.
The
emergency
management
director
is
subject
to
that
through
an
interpretation
of
our
charter
under
state
law.
C
L
Cool,
so
the
city
council,
based
on
that,
will
be
approving
the
emergency
management
director.
C
Yes,
because
until
there
are
charter
changes,
even
if
the-
and
this
is
perhaps
an
point
of
confusion-
this
organizational
chart
is
what's
being
proposed
by
ordinance,
but
ordinances
cannot
conflict
with
charter.
So
even
if
we
do
proceed
and
get
the
ordinance
structure
in
place,
the
charter
lays
on
top
of
that,
and
so
we
would
continue
those
appointment
processes
until
the
charter
was
changed.
K
Thank
you,
madam
chair.
I
think
this
is
actually
a
question
that
both
of
you
can
answer.
Perhaps
in
separate
ways.
You
know
I
I
think
that
we've
had
a
a
few
conversations.
I
think,
at
least
in
one
of
my
government
structure
briefings
where
we
talked
a
little
bit
about
which
of
these
departments
under
the
new
government
structure
would
be
approved
by
council
and
and
the
disparity
between
what
we're
thinking
the
council
is
going
to
approve
versus.
K
You
know
what
the
council
gives
consent
to
today,
and
you
know
I
I
guess
I
I
want
to
understand
the
the
thinking
behind
reducing
that
number
down
so
significantly
as
as
one
piece
of
it
and
then
my
the
second
piece
of
that
question,
or
I
think
the
thing
I'm
really
hoping
to
get
to
is
the
entire
purpose
of
a
government.
K
This
government,
restructure
based
on
you,
know,
videos
that
I've
watched
of
you
speaking
at
the
the
charter
commission
in
the
past
and
and
and
based
on
kind
of
what
you
reiterated
here
today,
mr
claude,
that
the
purpose
is
to
more
clearly
delineate
the
responsibility
of
the
legislative
department
and
of
the
executive
and
a
part
of
you
know.
I
think
it
was
during
orientation.
Mr
carl,
where
you
once
said
you
know,
the
power
of
oversight
has
always
been
the
councils.
K
It's
just
that
you
guys
have
never
chosen
to
exercise
it
or
there
was
you
were
so
busy
doing
these
other
things.
You
never
did
the
actual
oversight
function,
and
so
you
know
it
feels
a
little
bit
contradictory
to
me
to
want
to
do
that.
Oversight
work
a
lot
more,
that
that's
you
know
supposed
to
be
prioritized
a
little
bit
more.
K
The
legislative,
you
know,
checks
the
power
of
the
executive
and
and
for
that
to
be
true,
which
I
actually
do
believe
we're
trying
to
get
to
and
then
for
us
to
have
fewer
departments
that
we
are
giving
consent
to,
especially
when
we
do
not
direct
day-to-day
operations
any
longer.
E
Thank
you,
council,
member
first,
I
would
just
say
that,
until
or
unless
the
charter
is
changed,
the
council
will
still
have
the
ability
to
approve
everybody.
It
approves
right
now,
so
public
works
director
will
continue
to
come
before
council
and
be
subject
to
your
approval
or
not,
and
if
the
charter
changes
well,
it
all
boils
down
to
how
the
charter
changes.
If
the
charter
provides
that
those
three
in
the
blue
boxes
will
be
subject
to
council
approval,
then
that's
the
way
it'll
run.
E
C
I
I
would
suggest
that
the
process
of
being
confirmed
is
a
difficult
one,
and
it's
not
one
that
every
city
follows
and
that
it
has
an
impact
on
our
ability
to
recruit
and
retain
really
high
quality
people
and
that
limiting
that
to
the
highest
most
significant
positions,
those
that
are
in
you
know,
responsive
to
the
mayor
and
the
council
for
running
the
day
to
day
it's
probably
appropriate,
but
having
a
hearing
to
hire
the
311
director
might
not
raise
to
that
level
and
hasn't
to
this
point.
C
As
mr
clegg
said,
it'll
depend
on
what
the
mayor
and
the
council
agree
or.
However,
the
charter
is
amended,
whether
that
be
by
the
mayor
and
the
council,
by
ordinance
by
voters
to
decide
at
what
touch
point.
The
council
has
to
confirm
department
heads.
I
think
that
the
council's
oversight
function
is
not
necessarily,
most
importantly
done
by
who
heads
the
department,
but
by
the
results
that
they
achieve
against
established
goals
within
the
budget
to
achieve
meaningful
results
for
constituents,
and
I
think
those
things
are
handled
outside
that
process.
C
So
just
a
different
way
of
looking
at
how
do
you
hold
departments
accountable
through
your
oversight,
functions
to
achieve
results
for
your
constituents,
so
the
goals
that
you
set,
the
things
you
want
them
to
do,
how
you
fund
them
and
what
resources
they
have
and
then
monitoring
their
performance
against
those
goals
in
a
regular
way
in
a
public
forum,
so
that
both
you
and
your
constituents
can
say.
Did
you
achieve
the
goals
we
set
great?
If
you
did,
if
not,
why
not?
And
what
can
we
do
to
make
you
more
successful,
going
forward.
E
I
would
just
like
to
make
a
plug
for
amending
the
charter
by
ordinance
when
possible,
take
that
13-0
vote
out
and
see
what
it
can
do
on
the
road.
The
public
cares
about
whether
or
not
there's
an
executive
mayor
or
legislative
council.
The
public
probably
doesn't
care
who
the
3-1-1
director
works
for
so
to
the
extent
you
can
do
it
by
a
13-0
vote.
I
would
encourage
you
to
do
so.
K
I'm
so
sorry
to
do
this.
I
would
just
I
just
very
very
gently
push
back
on
whether
or
not
the
public
cares
about
who
the
311
director
is.
That's,
like
the
department
that
almost
everybody
who
comes
to
the
city
interacts
with
first,
I
would
say
that
I'm
shocked
that
there
hasn't
been
a
move
in
the
past
for
council
to
confirm
the
311
director.