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From YouTube: December 5, 2022 Audit Committee
Description
Additional information at:
https://lims.minneapolismn.gov
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D
Thank
you,
chair
palomasano,
an
audit
committee
just
brief
remarks.
Before
we
get
into
the
presentation.
This
was
an
absolutely
massive
undertaking,
one
of
the
most
complex
and
perhaps
the
longest
audit
we've
ever
conducted
as
a
department.
It
would
not
have
been
successful
without
both
the
team
that
I
have
behind
me
in
internal
audit.
Did
amazing
work
on
this
over
a
series
of
months
and
I'd
also
like
to
thank
the
HR
Representatives,
who
helped
work
with
this.
They
were
great
Partners
in
this
effort
and
absolutely
could
not
have
been
successful
without
their
full
commitment.
D
They
asked
for
this
audit.
They
were
engaged
throughout
the
audit
and
the
success
that
resulted
from
it
is
is
wholly
due
to
the
two
sets
of
groups
behind
me.
I
know
this
is
going
to
be
a
long
presentation,
so
I
won't
take
up
more
time
to
begin
I'd
like
to
introduce
Nikita
Lane,
one
of
our
Auditors.
Who
will
kick
off
the
presentation.
A
E
Good
morning,
I
will
be
again
with
the
background.
It
will
be
followed
by
the
hiring
promotion
process
themes
impacting
the
hiring
process.
Other
items
of
note
results
in
observations
in
management
action
plans
as
part
of
our
risk-based
integrated
audit
plan
approved
by
the
audit
committee,
the
City
of
Minneapolis
internal
audit
Department
conducted
and
audit
of
the
city's
hiring
promotion
processes.
E
E
E
E
E
A
well-defined,
documented
and
clear
hiring
promotion
process
with
sufficient
oversight
and
monitoring
can
help
ensure
that
candidate
experiences
are
fair
and
positive
and
in
accordance
with
Enterprise
expectations
in
a
highly
competitive
labor
market,
with
especially
challenging
conditions
for
the
city,
the
Enterprise
needs
to
be
able
to
compete
and
be
attractive
for
candidates.
I
will
now
turn
it
over
to
senior
auditor
Travis
Scott.
F
Good
morning,
Joe
Thomas
on
members
of
the
committee,
so
basically
I'm
going
to
start
by
kind
of
describing
the
process
if
you've
seen
the
report.
There's
a
lot
of
information.
Thank
you
report,
someone
kind
of
due
to
a
high
level
I'm
trying
to
do
things
kind
of
get
the
key
details.
F
If
we
need,
if
there's
any
more
specific
questions
throughout
my
presentation,
you
know
cleaning
results
feel
free
to
stop
my
able
to
provide
more,
but
just
for
Prime
purposes,
I'll
kind
of
focus
on
key
parts
of
that
and
then
I'm
happy
to
find
more
details,
as
well
as
defer
to
HR
management,
as
well
as
their
argument
answer
any
questions,
but
for
kind
of
just
a
hiring
promotion
process.
F
So
as
kind
of
Nikita
was
alluding
to
it's
a
cloud
effort
among
HR
and
departments,
each
kind
of
a
responsible
for
different
aspects
of
it
and
it
kind
of
takes,
you
know
both
departments
and
HR
working
together
in
order
to
complete
the
process,
it
starts
with
a
vacant
position
generally.
F
And
then
a
requisition
request
is
submitted
and
there's
many
sub-processes
involved
with
audit
kind
of
focused
on
a
number
of
those
sub
processes,
as
we
kind
of
drill
down
a
little
bit
deeper
as
each
kind
of
area
are
right
for
an
audit
of
its
own.
But
we
kind
of
focus
on
kind
of
a
high
level
of
those
sub
processes
and
kind
of
how
things
interact
among
themselves
and
then
apply
specifics
to
something
that
kind
of
complicated
things
and
something
that
I
think
is
vital.
F
To
note
is
that
not
every
process
is
going
to
be
consistent
or
kind
of
this
similar,
but
there's
a
lot
of
variations
that
may
occur
due
to
the
type
of
position
and
kind
of
a
niche
of
how
things
operate
the
city.
So
it's
kind
of
something
that
we
kept
in
mind
and
considered
and
kind
of
also
added.
F
Another
dimension
through
this
on
this
next
slide
is
kind
of
a
high
level
diagram
on
that
HR
kind
of
put
together
of
the
hiring
promotion
process,
just
kind
of
just
showing
a
number
of
the
steps
just
kind
of
at
a
high
level,
but
generally
starts
with
that.
F
That
requisition
request
or
kind
of
that
beginning
of
the
process
when
there
is
a
need
to
hire
HR
it's
kind
of
looped
in
submitted
this
genre
communication
among
HR
and
the
Departments
and
kind
of
figuring
in
a
planning
meeting,
kind
of
figuring
out
the
needs
kind
of
figuring
out.
What
sort
of
how
to
kind
of
handle
the
position.
Discussion
position,
descriptions.
Other
information,
a
job
is
posted,
then
by
HR
it
goes
out.
F
You
know
for
a
couple
weeks,
it
gets
applicants
come
in
HR
reviews
on
and
then
departments
kind
of
can
get
involved
in
terms
of
looking
at
the
applications
and
looking
at
the
second
candidates
to
interview
each
there
might
be
additional
exams
that
HR
kind
of
administers
or
kind
of
collaborates
with
them
and
then
interviews
happen
and
then,
depending
on
the
position
as
well,
there
might
be
a
background
check
a
medical
check
if
a
conditional
job
offer
is
extended
that
is
kind
of
dependent
on
those
tests,
and
then
those
are
generally
handled
by
a
third
party
and
then
kind
of
the
process
concludes
from
there.
F
So
it's
quite
a
number
of
steps,
a
lengthy
process.
This
kind
of
next
slide.
We
did
a
hiring
manager
survey,
so
you
kind
of
receive
throughout
the
report
a
message
to
this
hiring
manager
survey.
So
we
did
a
survey
of
kind
of
the
hiring
managers
of
the
city.
We
got
a
pretty
good
response
rate
and
kind
of
got
a
lot
of
interesting
information
from
them,
but
we
just
kind
of
asked.
F
You
know
what
is
the
length
of
a
typical
having
a
promotion
process
and,
as
you
kind
of
see
it's
generally
one
or
two
months,
three
to
four
months,
HR
kind
of
informed
us
that
their
time
to
fail
right
now
kind
of
from
the
start
to
end
the
process
about
106
days.
But,
of
course,
kind
of
depends
on
the
factors
of
a
position.
Some
positions
may
go
a
lot
faster
than
others.
F
For
example,
if
you
have
like
a
firefighter
acquisition
or
some
of
those,
those
are
definitely
take
a
lot
longer
more
hand
longer
to
handle
versus
some
of
those
others.
But
it's
generally
about
three
months
is
kind
of
a
good
Baseline
plan
that
we
identified
throughout
as
this
process.
So
it's
it
definitely
takes
up
a
lot
of
time.
Resources
among
departments
and
HR
for
this
next
one
sorry
I,
was
kind
of
receiving
the
report.
F
F
You
know
the
effectiveness
of
the
city,
they
do
not
relate
to
antenna
controllers,
but
they
involve
just
you
know,
uninvolved
with
generally
not
adjustable
by
audit,
but
they're
kind
of
things
that
we
have
called
out
before
in
a
risk
assessment,
kind
of
things
that
we,
you
know
heard
frequently
throughout
our
discussions
and
throughout
our
conversations
in
terms
of
you
know
what
how
the
classes
are
operating
so
that's
kind
of
why
they
come
and
play,
and
it's
kind
of
important
to
understand.
F
You
know
in
the
context
of
these
processes
why
maybe
the
things
might
be
not
as
effective
occurring
as
as
expected
is
because
of
these
factors
and
you're
kind
of
a
CM
payout.
You
know
in
some
causes
and
you're
still
kind
of
will
see
in
the
report
for
some
of
these
specific
audit
issues,
where
we
kind
of
identified
it
as
a
risk
or
a
cause
or
kind
of
somewhere
in
the
criteria
of
what's
occurring
there,
but
this
first
one
is
just
kind
of
labor
market
conditions.
F
So
we
all
know
the
labor
market
conditions
from
an
employee's
perspective.
Right
now
are
challenging
and
they're
challenging
for
governments,
and
this
was
kind
of
the
number
one
frequently
Society
throughout.
So
that's
something
that
we
had
a
you
know.
F
It's
tough
for
everyone,
kind
of
that
way,
but
I
think
it
kind
of
highlights
the
need
to
in
terms
of
you
know,
they
need
to
be
effective,
need
to
have
effective
processes
need
to
be
efficient
in
that
way,
and
you
know
the
studio,
dropping
applications
over
the
past
couple
years
and
also
kind
of
increased
turnover
which
leads
to
more
positions.
More
high-end
processes,
which
you
know
both
decrease
applicants,
just
kind
of
creates
a
cycle.
F
In
that
way,
the
turnover
has
been
a
factor
as
well
for
HR
supportment,
just
kind
of
impacting
them
and
some
of
their
services
that
they
can
provide,
but
we're
kind
of
discussed
in
a
couple
slides
as
well,
but
again
it
just
kind
of
demonstrates
the
need
and
kind
of
you
know
when
it
came
when
we
were
doing
this
audit.
F
You
know
we
kind
of
kept
that
in
mind,
and
you
know
if
a
process
is
efficient
is
operating
effectively
if
the
city
can
be
competitive
can
be
occurring
because
you
know
if
candidates,
you
know,
aren't
having
a
good
experience
if
they're
having
frustrations.
If
things
aren't
occurring
as
expected,
you
know
they'll
drop
out,
they
will
stop
responding,
they'll
go
elsewhere
and
then
the
city
kind
of
leaves
it
that
way.
So
you
know
it's
something
we
identified
too.
You
know
we
had.
F
We
asked
hiring
managers
about
candidates,
dropping
out
of
the
hiring
process
and
most
candidates
have
have
had
almost
hiring
managers
have
that
Canada
to
drop
down
the
hiring
process,
and
it
was
you
know,
generally
the
length
of
the
process
except
other
jobs.
F
I
mean
inability
to
be
competitive
in
terms
of
compensation,
other
compensation,
wages
and
look
like
parents
was
also
cited,
but
I'm
just
kind
of
as
an
example
here
in
a
survey
we
actually
know
if
we
feel
that
the
city's
hiring
process
is
competitive
fast
enough
for
the
city
to
be
competitive,
and
you
know
the
overwhelming
consent
is
someone
highly
managers.
Is
that
you
know
it's
not
competitive
in
terms
of
speed.
You
know
it's
not
competitive.
F
F
So
as
we
kind
of
cited
in
our
risk
assessment,
the
city's
facing
staff
and
resources
challenges
that
impact
Department
operations
and
services,
Bernal
retention
issues
for
the
complicated
capabilities-
and
you
know,
as
you
know,
risk
assessment
last
year
and
kind
of
moving
forward.
We
identify
that.
You
know.
There's
a
major
concern
among
departments
was
Employee
turnover,
employee
run
out,
which
kind
of
complicates
things
you
have
employed.
F
You
have
to
employee
turnover,
you
have
positions,
are
generally
vacant
done,
for
you
know
three
or
four
months
as
the
hiring
process
didn't
start
until
the
position
is
vacant,
and
then
you
know
in
in
fee
or
other
staff
must
have
to
fill
in
kind
of
keep
up
their
work
through
the
duties
and
just
kind
of
creates
a
cycle
of
over
Staffing
burned
out
getting
tired,
not
being
pleased
with
the
city
and
then,
of
course,
just
the
city's
reputations.
F
We
all
know
just
kind
of
in
the
past
couple
years
it's
been
challenging
and
that's
something
that
college
came
up.
You
know
throughout
a
lot
of
people.
You
know
in
terms
of
like
candidates,
may
not
be
interested
in
the
city.
It's
you
know
a
number
of
fact
that
our
Security
Site
is
just
a
city's
reputation
and
kind
of
that.
Just
knowing
that
you
know
the
it's,
knowing
that
we
said,
events
and
kind
of
that
way
are
more
challenging
to
entice
people
to
work
for
the
city.
F
F
You
can
kind
of
see
that
voluntary
turnover
has,
you
know,
gone
pretty
much
kind
of
trended
upwards
and
if
it
seems
to
have
it
off,
but
you
know
just
kind
of
keeping
that
in
terms
of
vacant
positions
and
I,
think
we
cited
in
a
report
to
you
know
right
now:
we're
about
37,
100
employees,
300
or
37
500
3700
500
budgeted
we're
over
four
thousand.
F
So
there
was
about
you
know
nine
percent
vacancy,
where
it'll
kind
of
roughly
there
across
the
city
overall
and
because
some
departments
are
impacted
more
than
others
in
that
aspect
as
well,
so
that
it's
not
an
equal
effect
throughout
the
city.
F
Kind
of
the
last
thing
that
we
kind
of
cited
in
this
theme,
so
it's
kind
of
the
collective
bugging
agreements,
so
there
are
historically,
the
city
has
had
a
number
of
collective,
outdated,
Collective.
Bargain
we
mentioned.
F
We
began
this
audit
there's
a
significant
more
number
than
there
are
now
and
they
have
a
good
progress
so
the
last
couple
months,
but
I
mean
some
of
them
date
back
to
two
or
three
years,
because
the
city
2020
stopped
froze
collected
bargaining
for
a
period
of
time,
because
the
pandemic
and
uncertainty
and
since
it
kind
of
take
a
long
time
to
negotiate,
come
together,
I
used
to
began
as
audit
there's
ones
that
were
still
expired
in
December,
31st
2019
and
with
those
Collective
bargain
agreements.
F
You
know
those
wages
and
all
those
wages
and
salary
schedules
don't
get
updated
until
the
new
agreement
is
reached.
So
the
city,
when
the
you
know,
advertising
employees
looking
for
jobs,
they're
using
you
know
two
or
three
year
old
Pace.
You
know
they're
using
Pay
skills
that
might
be
out
to
date,
and
it
may
not
be
clear
of
them
that
you
know
those
may
not
be
the
ones
that
will
be
updated.
F
As
generally
you
know
there
is,
you
know,
an
increase
every
year,
kind
of
that,
and
we
all
know
as
well
in
the
past
couple
years
in
terms
of
inflation
in
terms
of
other
factors
in
the
market,
I'm
historical
city
has
used
a
2.5
percent
number
in
calculating
you
know,
annual
rate
increases,
which
you
know
make
in
the
normal
times.
F
You
know
it's
I
guess
you
know
good
decent,
stable
number
when
things
are
more
stable,
because
we've
kind
of
seen
the
last
couple
years,
you
know
with
inflation,
we're
going
to
significantly
higher
just
kind
of
and
other
Employers
in
other
cities
or
other
or
private
sector,
especially
you
know
being
able
to
raise
and
kind
of
match
the
market
rate
for
employees
in
the
cities.
Kind
of
keeping
you
know
we're
using
kind
of
these.
It
might
be
more
challenging
in
terms
of
just
kind
of
these,
the
numbers
that
the
city
is
using
on
that
way.
F
So
so
we
have
some
other
items
to
note,
so
these
are
just
kind
of
some
like
random
things
that
relevant
important
to
the
hiring
process
we
just
kind
of
wanted
to
mention,
but
as
it
kind
of
relate
to
various
aspects,
so
the
first
is
the
gender
and
race
pre
Equity
study.
So
on
the
cities
with
Hydro
conductor
and
submit
a
report
and
gender
Equity
study
to
the
state
on
another
basis,
the
next
one
is
currently
submitted
to
be
scheduled
in
early
2024..
F
As
part
of
this
year,
the
HR
informed
us
that
they're
working
with
consultant
to
conduct
a
gender
and
a
racial
pay,
Equity
study
doesn't
appear.
There's
been
a
racial
pay.
Equity
study
has
been
conducted
in
recent
times,
but
that
is
kind
of
something
that
HR
is
in
the
works
on,
and
plans
for
to
move
forward
with
that.
F
So
branding
is
another
aspect
too,
as
kind
of
going
back
to
the
city's
reputation.
There's
a
you
know
serving
Community
Building
careers
tagline
for
the
city.
You
know
we've
read
recently,
you
guys
have
hired
the
recent
need
for
the
city
to
be
proactive
and
you
know,
can
have
a
good,
assisted
and
effective,
recruiting
effort
and
kind
of
branding
campaign.
F
You'll
kind
of
see
that
in
one
of
our
observations
as
well,
but
there's
a
new
marketing
and
recruiting
campaign
in
the
early
stages,
I've
worked
with
a
consultant
I'm,
focusing
on
public
safety
and
other
artificial
conditions,
but
it's
kind
of
evaluating
a
number
of
the
city's
marketing
and
other
efforts
as
that
way
and
then
kind
of.
Lastly,
so
diversity,
Equity
inclusion
efforts,
so
the
city
kind
of
first
says:
there's
a
strategic
and
racial
Equity
action
plan
or
a
sweep
that
division
away.
F
Some
equity
and
a
number
of
other
stakeholders
are
involved
with
I'm
an
operation
By
Priority
of
that
is
to
diverse,
diversify
your
Workforce
and
from
there
there's
you
know,
number
of
initiatives,
actions
pans
out
right,
but
this
past
year
and
kind
of
end
up
kind
of
a
way.
This
audit
kind
of
came
about
too,
is
that
there
was
a
Workforce
Dei
strategic
plan
that
has
been
developed
and
kind
of
is
in
the
early
stages
of
kind
of
ramping
up.
F
But
there
are,
from
there
there's
a
number
of
goals,
initiatives,
activities
that
kind
of
relate
you
know,
cost
the
whole
award
in
terms
of
diversity,
Equity
inclusion
of
its
across
the
city
and
a
major
goal
of
that
is
hiring
the
promotion
processes
such
as
you
know.
Your
goal
is
to
code
higher,
retain
in
advance
and
high
performing
Workforce.
Every
flexible
residents
in
Minneapolis
I
mean
I,
think
you'll
see
management
responses
as
well.
F
They
kind
of
refer
to
that
because
there
is
a
significant
work
kind
of
going
on
as
well,
and
that
kind
of
ties
into
this,
but
wasn't
jokingly.
It
wasn't
directly
related
to
some
of
this,
but
I
think
you
know
in
terms
of
alliance,
in
terms
of
some
of
the
work
that
we
did
in
kind
of
the
process
that
we
looked
at
and
in
terms
of
kind
of
where
the
department
wants
to
go
in
the
future
and
kind
of
how
things
would
match
up.
F
So
now.
For
the
results,
an
overview
and
kind
of
key
details,
so
kind
of
a
few
notes
before
we
begin
results
so
just
want
to
say
thank
you
again
to
HR
management
and
staff
for
the
time
and
willingness
to
work
with
us.
We
asked
we
worked
with
them
for
a
period
of
time.
We
did
pretty
extensive
interviews
and
discussions
with
management
with
staff
with
others
involved
in
the
process.
F
You
know,
in
addition
to
the
normal
working
kind
of
the
normal
time
or
normal
duties
as
well
as
a
number
of
them
are
there's
a
number
of
intern
positions
and
kind
of
turnover
in
that
department
too,
but
we
were
able,
to
you,
know,
had
a
good
relationship
with
them
and
appreciate
their
time
and
effort
and
be
able
to.
You
know
really
want
to
better.
You
know:
look
at
the
process
hold
this
like
the
objectively
and
kind
of
figure
out
guys.
You
know
part
of
audit.
What
can
what
are
the
risk?
F
What
can
be
going
better?
That's
why
I
just
kind
of
a
note,
too,
you
know
audits,
designed
to
objectively
probe
and
ask
the
tough
questions
to
identify
and
highlight
you
know
it
through
the
audit
committee
and
see
places
like
this.
You
know
where
there
are
weaknesses
where
there
is
risk
whether
processes
could
be
operating
better.
So
it's
kind
of
you
know
a
vital
kind
of
a
full
circle
and
just
a
normal
good
good
way.
For
you
know,
artists
are
tough,
but
in
terms
of
you
know
they
benefit.
F
You
know
if
you
kind
of
complete
the
process.
You
know
just
knowing
too,
that
the
work
is
not
finished.
When
the
report
is
done,
that
there's
going
to
be
a
lot
of
work
in
terms
of
done
in
the
department
by
management
and
staff
as
well
as
kind
of
you
know,
work
through
you
know
we'll
be
following
up
in
terms
of
making
sure
that
the
risk
has
been
remediated
or
if
there
is
accepted
communicating
like
audit
committee
and
we
kind
of
anticipate
there
will
be.
F
You
know
a
full
kind
of
feedback
cycle
to
audit
committee
as
well
kind
of
in
terms
of
the
progress
and
results.
So
just
kind
of
like
knowing
like
that,
you
know
this
report's
a
good
Milestone,
but
there
is
kind
of
a
lot
of
behind
the
scenes
work.
Now
that
will
begin
and
kind
of
will
be
involved
in
this
process.
F
So
the
presentation
results
I'm
just
kind
of
going
to
cover.
You
know
the
key
information,
so
key
observations
and
as
well
as
kind
of
the
management
action
plans.
If
you
want
more
information
on
anything,
feel
free
to
you
know,
I'd
be
happy
to
provide
it
and
kind
of
jump
into
that,
but
I
mean
just
in
terms
of
time
purposes
and
some
of
them
I
always
spend
a
little
bit
more
time
than
others.
F
Just
in
terms
of
the
details
you
want
to
provide
so,
as
you
probably
saw
in
the
report,
those
19
identified
audit
issues,
17
of
them
already
moderate
or
High.
So
you
know
we
had
item
in
the
report
and
there's
kind
of
we're
jumping
to
them.
So
they
cover
a
number
of
topics.
A
number
of
items,
I
think
the
kind
of
the
first
two
policies
and
procedures
and
oversight
monitoring,
you'll
see
you
know
throughout
most
of
the
other
result.
F
F
So
you
know
this
was
the
issue
was
policing
procedure.
Documents
are
not
going
to
complete
to
sufficiently
describe
how
many
promotion
processes
so
I
think
this
was
kind
of
a
key
foundational
one
that
we
looked
at
and
you're
kind
of
a
see
throughout
throughout.
But
basically
we
identified
the
not
clear
policies
and
procedures
covering
the
entire
hiring
promotion
process
and
we'll
enrolls
responsibilities.
Requirements
and
expectations
are
not
defined
or
included.
F
They
do
not
hiring
policy
procedures.
Do
not
follow
a
common
organizational
structure,
which
kind
of
inhibited
kind
of
a
user's
ability
to
kind
of
create
a
complete
and
comprehensive
understanding
of
the
policy
procedures
kind
of
identifying.
Truly,
you
know
what
is
a
requirement.
What
is
the
recommendation?
What
is
a
vital
aspect
of
this?
So
what
that
guideline
there
and
then
as
well,
there's
not
a
formal
change,
there's
not
a
formal
change
management
process
in
place,
so
we
noted
a
number
of
documents,
we're
outdated
or
not
dated
at
all.
F
How
much
kind
of
you
know
inhibits
how
to
tell
if
a
doc
if
this
process
or
information
is
kind
of
described,
is
what
is
occurring
or
not,
or
what
should
be
occurring
right
now
and
knowing
through
that
lab
processes
have
changed.
A
lot
of
things
have
changed
in
recent
years:
kind
of
having
the
importance
to
keep.
F
You
know
Define
processes,
kind
of
Define
those
procedure
documents
and
let
those
expectations
so
kind
of
in
terms
of
management
action
plan
so
kind
of
first
kind
of
before
you
begin
as
kind
of
an
overarching
one
but
kind
of
this
as
part
of
this
management
action
fans
with
this
engagement,
Human
Resources
management
is
developing
a
detailed
roadmap
of
mediation
activities
designed
to
address
the
observations
of
this
identify
throughout
this
report.
These
plans
will
take
time
with
may
require
additional
resources
to
give
them
a
fully
as
the
pain
develop.
F
Some
activities
start
occurring
is
anticipate.
That
management
will
provide
updates
to
the
audit
committee
as
well
as
highlight
any
additional
resources
of
work
that
may
be
necessary
kind
of
felt,
the
next
six
to
12,
months
and
kind
of
beyond
that
as
well,
but
for
the
policy,
the
procedure
specifically
HR
management
and
consultation
with
the
city
attorney's
office,
we'll
determine
what
aspects
of
the
having
promotion
process
should
be
considered:
policies,
procedures
or
guidelines,
or
current
department
and
Enterprise
policy
and
procedures.
We
reviewed
for
designation
or
designation
needed
updates
additions
and
deletions.
F
They
will
use
a
2007
exam
manual
handbook
that
we
identified
as
kind
of
a
foundation
to
create
this
guide
as
a
new
holistic
promotion
process
and
procedure
handbook.
So
there
was
a
2000,
a
guy
that
was
from
2007
that
kind
of
outlined
a
number
of
processes,
so
those
kind
of
contained
some
great
detail
and
kind
of
updating
and
using
that
as
they're
moving
forward
as
it
was
identify
or
creating
a
new
detailed
process
and
procedure
manual
for
HR
staff
involved
in
the
hiring
promotions
and
then
from
another
aspect
of
that.
F
It's
how
our
policy
process
and
procedure
documents
will
be
communicated.
Hr
staff
and
hiring
managers
Incorporated
the
process
and
system
training
courses
and
published
in
City
talk
for
you
know
a
part
of
the
management
action
plan
they
identified.
You
know
potentially
need
for
more
resources
in
terms
of
staff
to
kind
of
fully
implement,
but
it's
kind
of
anticipated
that
by
June
the
kind
of
the
the
fact
that
initial
expectations
and
policies
will
be
defined
and
then
kind
of
by
the
end
of
the
year.
All
processes
will
be.
F
We
may
be
either,
including
that
one
second
issue
is
oversight.
Monitoring.
So,
oversight,
monitoring
of
human
resources,
department,
involvement
and
responsibilities
of
the
hiring
promotion
process
needs
formalizing
and
strength
strengthening.
So
we
identified
here
a
number
of
observations,
but
just
calculated
to
that,
but
basically
there's
insufficient
oversight
over
the
entire
hiring
promotion
process,
with
an
opportunity
to
find
a
formalized
controls.
F
So
policies
and
procedures
do
not
contain
specific,
overstate
monitoring
activities
that
are
expected
or
should
be
included,
they're
not
to
find
documented
controls
over
the
hunt
process,
such
as
the
preventative
or
detective
controls
in
place
during
High
promotion
process
and
then
Human
Resources
business
point
where
teams
have
different
operating
structures,
different
activities
or
hierarchies
and
oversight
of
kind
of
what
the
team
individual
teams
are
doing.
F
Kind
of
what
is
going
within
team
is
inconsistent
and
not
documented
as
well,
and
then
you
know,
management
has
identified
reports
created
reports
for
selected
parts
of
the
process
that
can
provide
analysis
such
as
after
a
process
or
kind
of
insight
to
it.
But
it's
not
kind
of
formally
incorporated
into
you,
know
lasting
procedure
and
kind
of
oversight
monitoring
plan.
F
So
the
kind
of
the
management
action
plan
for
this
one
is
to
do
standardized
team
structure
and
Define
roles
and
responsibilities
with
them
and
among
team
and
management
to
ensure
controls,
oversight
and
consistency
in
process
and
procedures.
F
I
mean
expectations,
identify
key
process
risk,
Define,
Baseline
oversight
of
rent,
approvers
or
sign-offs,
or
it
should
be
required
and
incorporate
into
policies
and
procedures
in
line
with
kind
of
the
working
issue
one
and
then
create
a
system
of
checking
balances,
including
a
tracking
mechanism
for
real-time
oversight
activities,
documentation
requirements,
approvals
are
necessary
and
where
Management's
war
and
kind
of
outline
Management's
role
in
reporting.
My
audit
trailers
and
remedial
actions
and
then
kind
of
the
last
part
of
this
is
search.
F
Various
10
acquisition
models
to
determine
the
first
centralized
model
is
a
viable
option
for
this.
For
the
human
resource
department,
which
cut,
centralized
Management,
Authority
control
roles
and
responsibilities,
kind
of
a
Target
mediation
date,
Ministry
is
kind
of
short
term
by
April,
1st
or
any
kind
of
longer
term
of
structure
evaluation
by
December
1st.
F
The
next
one
is
the
background
check
process
so
background
check.
Policy
procedures
are
not
updated.
Are
sufficient
change
to
a
consistent
and
secure
process
controls?
So
we
identified
a
number
of
observations
within
the
background
check
process,
but
basically,
you
know
first
positing
procedures
do
not
reflection
and
current
processes
do
not
reflect
data,
and
I
t
Security
best
practices.
F
There's
a
lack
of
detailed
supporting
information
to
guide
contract
processes,
as
well
as
opportunities
to
ensure
practices
are
designed
and
occurring
accordance
with
data
security,
best
practices,
so
there's
a
lack
of
oversight,
monitoring
of
the
activities
and
kind
of
this
area,
there's
not
a
documented
process
to
handle
potentially
disquality
qualifying
from
information.
So
if
a
candidate
back
when
Chuck
comes
back
with
information
on
it,
I'm
kind
of
documenting
kind
of
the
process,
that
should
be
that
is
evaluated
kind
of
considered
in
terms
of
if
their
information
does
come
back.
F
On
the
background
check,
you
know
if
something
should
be.
If
it's
something
the
city
can
work
around
or
kind
of
that
way
or
can
there's
a
pro
there's
discussion
and
kind
of
a
process
behind
the
scenes,
but
that
is
not
formally
documented
or
included
in
there
and
then
there's
that
comprehensive
list
of
positions
that
require
a
background
check.
So
it's
kind
of
a
manual,
it's
a
process,
kind
of
they're.
F
Looking
at
each
policy,
looking
at
kind
of
outbreak
income
determining
if
a
background
check
is
needed,
but
there's
not
a
you,
know,
detail
that's
kind
of
identifying
the
need
or
what
the
background
check
as
well:
the
sort
of
different
sort
of
background
checks
that
may
be
required
as
well
and
I
will
note
too.
There
is
a
Siege,
a
criminal
justice
information
system,
CJ's
background
check
that
we
did
not
include
as
part
of
this
process
that
is
managed
by
the
police
department
and
it's
a
little
bit
more
different
process.
F
But
there
are
a
number
of
city
employees
in
the
police
department
in
terms
of
needing
access
to
criminal
justice
information.
There
is
a
different
background
check
process
that
occurs
for
those
as
well,
so
as
part
of
the
management
action
plans
or
HR
management
would
continue
to
review
current
background
check
policies,
procedures
and
resource
documentation,
with
a
focus
on
industry
and
I.T
best
practices
then
update
and
incorporate
those
into
the
handbook
for
hiring
managers.
Management
was
a.
F
There
was
as
well
something
that
we
identified
throughout
in
terms
of
cyber
security
concerns
related
to
the
back
contract
process.
How
information
is
transmitted,
so
management
is
part
of
the
response.
Management
is
part
of
the
response
to
that.
You
know
they
completed
the
initial
step
of
that
process,
but
we'll
be
providing
documentation
to
us,
confirming
that
it's
been
remediated
in
February
and
then
HR
management
will
identify
oppositions
that
require
a
background
check,
creating
a
list
that
includes
each
component.
F
That
needs
to
be
checked
which
will
be
viewed
annually
and
then
research,
best
practices
and
the
good
defensibility,
with
the
city
attorney's
office,
I'm
in
performance,
with
Minnesota
statute,
to
create
a
standard
criteria
in
determining
potential
disqualifying
convictions,
key
process
pre-processes
requiring
panel
review
and
approval.
We
identified
documents
and
communicated
work
with
the
IT
department
in
terms
of
document
storage
retention
and
then
as
well,
management
is
exploring
the
integration
of
a
background
check,
process
or
integration
within
neo-gov
other
systems.
F
So
it's
currently
the
third
party
vendors
use
kind
of
another
system
and
kind
of
that
way,
I'm
going
to
exploring
potential,
possibly
in
the
future
kind
of
an
updated
down
the
line
so
Target
mediation
date
so
by
February
1st,
that
short-term
process
and
procedure,
documentation,
August
1st
for
policy
process
and
procedure
updates
and
then
December
31st
in
terms
of
the
back
on
report,
evaluation
and
reverse
action
criteria
and
documentation,
kind
of
that
RFP
for
potential
other
Solutions
I'm,
a
fourth
audit
issue,
also
at
the
highest
related
to
medical
tests
and
pre-employment
drug
and
alcohol
test.
F
So
this
one
is
pretty
similar
in
terms
of
the
background
check
process
in
terms
of
the
Plus
in
terms
of
what
is
included
and
I'm
kind
of
a
finding
policies
and
procedures
related
to
pre-employment,
drug
and
alcohol
tests
and
other
medical
exams
are
outdated,
aren't
unclear.
So
we
have
a
pre.
The
city
has
a
pre-employment
drug
and
alcohol
policy
and
procedure.
F
However,
there's
an
occupies
or
policy
and
procedures
covering
other
medical
tests,
so
there
may
be
tests
such
as
physicals
for
public
works
or
kind
of
other
strength,
ones
for
firefighters
have
a
National
Standard
they
go
by.
There's
not
you
know,
documented
policy
messages
for
those
kind
of
tests.
You
know
such
as
how
the
information
is,
how
the
information
is
conducted,
who
conduct
them,
how
to
go
with
the
process,
administrating
them
and
there's
a
kind
of
a
lot
of
historical
and
kind
of
Staff
knowledge
in
terms
of
how
to
operate
and
go
about
those
processes.
F
Similarly,
in
terms
of
you
know,
what
sort
of
tests
are
required
should
be
considered.
I'm
kind
of
the
background
check.
You
know,
there's
not
a
comprehensive
list
or
kind
of
that.
F
One
is
kind
of
handled
by
the
business
100
teams,
we
kind
of
Identify
two
there's
uncertainty,
confusion
in
terms
of
the
communication
to
candidates
in
terms
of
what
they
should
say
when
scheduling
tasks
you
know
if
they
allow
just
a
tether
candidate
when
the
scheduling
a
test,
you
know
if
the
test
is
for
drug
test
or
a
premium
or
alcohol
test,
or
they
allow
the
kind
of
that.
F
So
management
action
plan
so
create
a
policy
process
and
comprehensive
operating
procedures
and
documentation
regarding
medical
testing
requirements,
which
we
incorporate
into
kind
of
the
work
from
observation,
one
document
will
include
standard
required
steps
and
based
on
expectations,
goals
and
responsibilities,
Osa
monitoring
activities
and
government
data
retention
requirements
in
collaboration
with
appointments,
identifying
compile.
We
come
against
the
list
of
velocity
positions
that
require
a
drug
and
alcohol
test
and
a
medical
test,
including
a
specific
test
protocol
utilized
by
the
city's
provider.
So
the
city
uses
third-party
providers
as
well.
F
For
these,
and
you
know
some
positions
may
require,
depending
on
the
circumstances,
you
know
what
these
tests
become
considered.
F
Others
may
not
necessarily
do
not
require
those
tests
be
handled,
and
then
HR
review
and
update
can
modifications
through
clear
and
consistent
messaging
on
what
tests
are
being
performed
and
testing
expectations
and
I'm
reviewing
data
security
and
protection
practices
to
make
sure
that
they
align
with
Enterprise
expectations
and
working
with
to
the
clerk's
office
I.T
and
the
vendors
to
resolve
any
issues
and
make
sure
that
corporate
guidelines
in
the
past,
in
particular
documents
and
a
Target
mediation
date
of
this,
is
for
August
1st
2023
I'm.
A
Mr
com
before
you
go,
there
are
a
couple
questions
on
the
day.
As
for
your
section,
did
you
want
to
take
those
now
or
we
could
wait
till
the
end
of
the.
C
Yes,
thank
you,
chair
palmisano,
Mr,
Karma,
I'm,
going
to
interpret
the
last
section
being
the
first
four
just
issues
that
have
been
raised,
but
the
question
one
of
the
questions
I
have
have
do
something
with
the
other
issues
as
well
and
part.
Three
item
three
background
check
process.
C
In
the
description
that
was
in
the
written
materials.
There
was
an
indication
that
there
was
some
differences
in
procedure
under
the
collective
bargaining
agreements
and
I'm
just
have
to
ask
myself
and
so
ask
you
and
the
audit
team.
Is
there
a
recommendation
that
there
be
some
coordination
around
the
negotiation
of
collective
bargaining
ingredients
to
make
sure
differences
and
procedures
and
processes
are
at
least
somewhat.
F
F
As
we
know,
they
are
it's
a
complex
negotiation
process
complex
and
that
way
in
terms
of
our
scope
and
kind
of
expertise,
just
kind
of
identifying
the
current
processes
and
kind
of
how
they
are
defined,
but
I
think
in
terms
of
you,
know,
consistency
and
kind
of
alignment
and
kind
of
that
way.
I
think
that
is,
you
know
an
important
conversation
that
could
be
had.
You
know,
I
think
maybe
HR
management
others
might
be
provide
that
up.
F
In
terms
of
you
know,
we
need
identified
inconsistencies
in
the
process
where
you're
going
off
of
hr's
processes
and
kind
of
that,
one
and
not
kind
of
necessarily
calling
out
specific
disagreements
or
differences
among
Collective
login
agreements,
as
that
is.
We
thought
that
was
kind
of
out
of
a
scope
and
kind
of
an
area
of
expertise
to
kind
of
call
out
identify
those.
H
F
C
B
Thank
you,
chair,
palmisano
I
just
wanted
to
clarify,
also
in
the
background
check
process.
It
notes
that
there
are
Urgent
cyber
security
concerns
and
so
have
those
been
remedied
and
we're
just
waiting
on
documentation.
F
There
was
some
stuff
concerns
that
we
brought
throughout
this
engagement
management
says
they
have
we
made
it
or
kind
of
completed
it,
but
we
haven't
got
documentation
yet
I
think
if
they
want
to
kind
of
evaporate
a
little
bit
more
on
that,
but
I
think
you
know
in
terms
of
the
one
that
specific
instance
that
we
discussed
or
kind
of
identified,
but
I
think
you
know,
as
you
kind
of
saw
throughout
two,
there
is
kind
of
that
plan
to
work
with
I.T
kind
of
and
others
as
a
more
comprehensive.
F
You
know
this
was
a
kind
of
just
a
single,
a
fix
kind
of
as
a
single
occurrence
or
kind
of
a
single
part
of
the
process,
not
necessarily
holistically.
So
I
think
you
know
there
is
work
to
be
done
yet
in
terms
of
working
with
kind
of
stakeholders
in
terms
of
creating
that
holistic,
making
sure
that
all
the
process,
and
not
just
that
specific
part
that
was
identified
or
collected
a
kind
of
blocked
through
the
attention
during
this
engagement.
H
H
H
Department
does
not
currently
have
a
system
to
review
position
in
a
regular
or
written
basis
to
ensure
the
work
being
performed.
It
still
is
still
in
line
with
the
journey,
for
the
position
was
a
great,
originally
Job
review,
and
we
will
observe
that
job
review
and
position
study
are
not
occurring
on
regular
basis
to
ensure
position.
H
The
classification
website
will
be
update
to
Define.
Key
classification
terms
reflects
the
role
and
responsibility
of
HR
and
supervisor,
and
clearly
Define
the
processes
for
class
maintenance
and
classification
studied.
The
HR
will
incorporate
a
procedural
governance
Define.
The
type
of
job
description
charge
does
require
classification
review,
so
it
will
be
Target
or
remediation
date
will
be
August.
1St
2023.
H
There
is
a
lack
of
governance
regarding
operation,
operational
policy
and
procedure
for
data
collection
and
storage
guidelines
for
human
resource
department
staff
to
utilize
for
the
hiring
and
promotion
processes.
Their
reputation
schedule
are
not
incorporated
into
hiring
and
promotion
related
documents.
H
The
management
will
collaborate
with
a
city
clerk
office,
City
Attorney
office
and
the
RT
Department
to
establish
operational
information,
governance
policy
and
proper
practices
that
address
the
creation,
Coalition
management,
storage,
location,
Assets,
Protection,
use
retention,
destruction,
oversight
and
complaints,
or
return
of
hiring
and
promotion
data,
including
Coalition
of
pii,
to
allow
the
full
hiring
process
life
cycle
in
accordance
with
their
practice
and
Report
retention,
requirement,
the
policy
process
procedure
and
role
and
responsibility.
Governance
document
will
be
incorporated
into
the
handbook
for
hiring
manager
and
HR
staff
manual.
H
Training
completion
will
be
officially
documented
and
then
comparing
into
onboarding
plan
a
direct
practice.
Confidentially
agreement
is
being
created
for
each
all,
HR
staff
involved
in
hiring
processes,
review
and
updates
the
affirmation
action
acknowledgment
that
is
required
for
all
of
all
interview
panel
members
include
their
practice
and
recall
retention
requirement.
Hr
management
will
work
with
the
city
clerk
office
and
IT
department
to
explore
a
way
to
extrapolate
and
aggregate
net
neogov
and
for
historical
analysts
and
reporting
of
the
new,
obviously
system
that
HR
use.
With
the
the
comment.
H
The
target
remediation
dates
is
July,
1st
2023
for
the
establishment
of
governance
document
and
training,
December
31st
2023,
the
new
governor,
recall
retention
and
distribution
policy
and
procedure.
F
F
Specific
kind
of
items
for
this
other
issue
kind
of
first
is
ready
to
the
hot
policy
procedure.
Affinity
process,
not
clear,
current
and
complete
to
guide
human
resources,
department
staff
and
Department
hiring
managers
through
the
home
promotion
process
and
ensure
adequate
oversight
such
as
you
know,
in
terms
of
you
know
what
responsibilities
requirements
for
conducting
interviews
kind
of
expectations.
F
You
know
in
terms
of
what
is
required
or
not
might
not
be
required.
For
instance,
we
are
yeah
and
then
there
is
not
document
over
saying
controls
over
the
interview
process
to
ensure
expectations
are
being
followed,
including
an
area
such
as
questions
and
scoring
interview,
HR,
Human,
Resources
review
and
approval
interview.
F
Questions
is
not
documented
or
consistent,
and
then
the
kind
of
the
guidance
for
interview,
question
design
and
Dot
development
is
not
always
clear
and
consistent
as
well,
and
then
there
is
not
always
a
clear
to
your
expectation
how
the
rate
candidates
so
kind
of
hard,
School
interviews,
responses
and
questions
as
part
of
this
and
you're
kind
of
seeing
the
training
as
well,
but
does
not
required,
documented
and
track
training
for
how
you
manager,
there's
not
there's
just
training
for
hiring
managers
before
the
interview
process,
but
in
terms
of
this
conflicting
language
and
kind
of
How,
It's
required
and
kind
of,
as
well
as
well
as
focus,
is
only
on
unconscious
bias.
F
So
there
is
kind
of
that,
but
there's
no
kind
of
follow-up
to
ensure
that
it
is
recurring
interview.
Participants
have
completed
it,
apply
you
to
an
interview
and
then
interview
responses
and
scores,
always
not
always
constantly,
documented
or
kind
of
and
maintained
in
coordinates
in
this
specific
location.
So
we've
kind
of
identified
as
part
of
our
inquiries.
In
terms
of
how
interview
questions
are
interview,
questions
scores
and
kind
of
that,
you
know,
responses
are
held,
and
sometimes
it's
housing
department.
F
Sometimes
it's
housing,
HR,
there's
not
that
kind
of
clear
statement
that
you
know
HR
holds
is
the
owner
of
these
or
departments
to
kind
of
maintain
these
documents
and
kind
of
that
as
well
so
management
action
plan,
kind
of
rates
issue
one
again
well
that
remission
plan
of
Auto
issue,
one
which
is
our
current
Department
policy
procedures,
will
be
reviewed.
F
The
focus
on
industry-based
practices
and
updated
incorporating
for
the
handbook
for
interview,
question
design
based
the
question
design
development
I'm
using
the
Enterprise
competency
model
HR
is
creating
comprehensive
database
of
approved
committee
based
interview,
questions
accessible
to
hang
managers
and
HR
staff
for
rating
forms,
research,
best
practices
and
models
for
standard
interview,
rating
forms
that
are
objective,
job
related,
inclusive
or
commonly
based
evaluation
criteria
require
and
document
interview
panel
training
required
by
HR
staff,
which
includes
just
in
time,
unconscious
bias,
training
and
payment
member
expectations
and
then
for
Walkers
retention
require
all
interview
rating
forms
to
be
stored
electronically
in
the
New
York
of
applicant
checking
system.
F
F
It's
part
of
inquiries
and
observations
in
terms
of
Informer,
employee,
back
being
kind
of
different
unclear
expectation,
kind
of
how
this
should
be
handled
in
this
one,
as
you're
kind
of
seeing
the
management
response
is
kind
of
the
design
of
the
City
attorney
right
now
and
kind
of
figure
out
what
kind
of
amplify
those
things
but
I'm
coming
I'll
have
more
details
on
this.
One.
H
A
committee
members
issue
the
issue
it
is
for
related
to
former
employee
back
pain.
So
this
we
come
across.
These
two
discussion
is
now
really
related
to
the
hiring
process.
But
when
audits,
you
know
what
do
you
work?
We
observe
a
weakness
somewhere
so
we'll
go
there.
We
we
need
the
management
to
address
that
as
well,
so
the
city
responsibility
around
back
pay
for
former
employees
as
a
result
of
updates.
Collecting
bargaining
agreement
are
not
clear,
though
sometimes
there's
a
background.
H
So
OD
identify
inconsistency
related
relating
to
employee
who
has
left
the
city
while
working
on
the
Aspire
College
bargain
agreement
and
the
lack
of
clarity
among
CD
department
on
how
to
handle
any
resulting
back
pay
for
current
employee
when
a
new
collective
bargaining
agreement
is
rich.
The
payroll
division
receive
notification
in
these
CD
comments.
H
Audi
observe
that
the
unclear
process
includes
the
lack
of
writing
policy
for
retractive
pay
to
former
employers,
management
and
staff
rely
on
historical
knowledge
and
practice,
but
management
has
not
established
a
policy
or
writing
a
procedure
for
covering
back
payment.
In
these
circumstances,
if,
in
fact,
search
payments
are
permissible,
the
city
rely
on
informal
channel
to
notify
former
employees,
such
as
union
representative,
but
does
not
currently
send
out
information
provide
Clarity
in
this
technology.
It's
like,
if
their
former
employee,
a
former
employer,
does
not
request
that
payment.
H
H
So
we
that
was
unclear.
We
worked
with
a
CD
Attorney
office
to
find
out
any
kind
of
law
or
regression
around
this
and
the
City
Attorney
office
agree
with
their
recommendation
to
reach
to
research.
It
determine
the
city's
responsibility
and
Authority
related
to
Ritual
payment
retroactive
composition
for
former
employee
as
related
to
achieve
quality
bargaining
agreements.
H
Although
the
City
Attorney
office
does
not
have
a
responsibility
for
related
policy
and
procedure
document,
the
City
Attorney
office
will
collaborate
with
both
the
human
resource
department
and
the
payroll
Division
and
will
make
itself
available
to
review,
to
review
and
advise
on
any
resulting
procedures.
The
target
recommendation
there's
like
essay,
is
June
1st
2023.
H
C
Thank
you,
chairpersonal
Mr,
Elite
I
have
identified
this
particular
area,
a
former
employee,
back
pay
as
being
having
legal
implications
for
the
city.
Obviously,
people
with
rights
are
going
to
have
the
right
to
enforce
those
rights.
So
I
see
where
this,
where
this
office
of
the
City
attorney
would
be
involved
with
this,
but
I
also
wonder
if
there
isn't
a
tracking
issue.
How
do
we
find
these
employees
if
they
former
employees,
they've,
left
the
city,
employment.
C
H
Yes,
in
the
course
of
this
audit,
we
work
we
go
work
with
finance
and
payroll
yeah.
You
know
that
we're
going
on
employee
separated
from
the
city
they
have
they
provide
addresses.
They
provide
kind
of
documentation
with,
for
example,
CD
will
send
them.
The
W-2
form
gonna
stop,
but
if
it
takes
too
long,
this
finance
department
advisors,
let's
go
if
they
reach
out,
definitely
just
plan
to
check
and
send
out
that
will
be
issuing
the
personally
or
change
address.
H
So
we
recommend
that
they
reach
out
to
people
when,
in
the
course
of
this
we
want
we,
we
say
legal
implication
list.
We
want
to
be
careful.
That
is
also
sometimes.
If
we
have
a
legal
implication,
we
consult
with
a
City
Attorney
office
to
advise
us.
So
at
the
end,
we
conclude
that
they
will
still
work
with
the
HR
and
HR
payroll
and
finance
as
a
whole
to
determine
of
the
the
process
to
take
and
to
fix
or
to
remediate
this
issue.
C
And
just
follow
up
chair
palmisano
I.
Thank
you
for
that.
I
can't
help,
but
quote
an
NPR
story.
I
heard
this
morning
on
the
radio
that
is
on
exit
interviews
being
done
for
Employees
leaving
employment.
C
Do
we
know
of
any
interest
in
the
HR
department
to
do
exit
interviews
to
keep
track
of
people
leaving
City
employment,
I'm.
A
I
Thank
you,
chair
palmasano,
a
Committee,
Member
Fisher
to
your
question.
We
do
conduct
exit
interviews.
They
are
voluntary.
We
probably
have
about
a
10
to
15
percent
response
rate.
We
do
them
in
a
couple
of
ways.
We
have
a
online
survey
that
is
sent
to
every
departing
employee
and
we
also
offer
to
meet
with
employees.
I
can
speak
specifically
to
exit
interviews
in
the
HR
department,
as
we've
seen
a
tremendous
amount
of
turnover
in
the
last
year
or
so
about
40
percent,
and
we
have
conducted
an
exit
interview
with
every
employee
who's
left.
I
That's
an
anomaly
in
the
rest
of
the
city.
It's
much
much
lower,
for
example,
in
the
police
department,
where
we've
also
seen
a
lot
of
departures,
it's
probably
about
five
to
seven
percent
and
and
then
the
the
themes
in
terms
of
why
employees
are
leaving
very
tend
to
vary
by
Department.
F
Homicidal
members
of
the
committee,
so
that
kind
of
concludes
the
higher
audit
issues
the
next
ones
are
next
group
are
going
to
kind
of
a
way
to
moderate
kind
of
throughout,
and
you
kind
of
see
for
these
next
two
kind
of
the
theme
of
communication
in
terms
of
I
think
as
well
as
kind
of
throughout
many
of
the
observations
kind
of
things
we
noted
about,
but
just
kind
of
some
overarching
themes
again
related
to
ensuring
that
everyone
knows
what's
going
on
and
everyone's
updated
in
communication
is,
you
know,
essentially
part
of
the
process
and
making
sure
that
people
know
what
to
do.
F
You
know
in
terms
of
and
how
to
go
about
it
and
kind
of
easing
some
frustrations
in
that
way.
So
the
first
one
is
communication
and
Human
Resources,
so
this
one's
kind
of
related
to
hiring
managers
and
kind
of
internal,
but
you
know
expectations
and
process
information
and
that
always
clearly
understood
by
hiring
managers.
F
So
it's
a
lack
of
Creo
policy
procedure.
Information
as
well
as
process
guides
I
think
there's
even
fights
kind
of
on
issue
one
you
know
higher
members
may
have
a
general
understanding
of
the
hiring
promotion
process
and
the
responsibilities,
but
there's
a
lack
of
specific
understanding
of
the
process
and,
as
I,
have
to
understand
the
process
better
than
kind
of
more
clarity.
F
I
think
that
kind
of
that's
probably
hanging
manager
survey
there's
some
sense
of
frustration
and
kind
of
some
uncertainty
because
they
don't
necessarily
know
you
know
what
goes
on
among
HR
kind
of
what
goes
beyond
this.
You
know
kind
of
how
to
go
about
the
process,
because
it's
not
always
clear
and
that
just
kind
of
creates
additional
time
frames.
F
More
frustration
more,
you
know
more
more
need
to
kind
of
fix
things
after
or
communicate
after
the
fact
you
know
there
are
process
guides
and
checklists
can
be
used
to
describe
and
guide
hiring
managers
through
the
process.
However,
they
vary
and
are
not
generally
required,
and
it's
unclear.
You
know
how,
if
they're
consistently
used
so
there's
a
number
of
different
High
promotion
guides,
but
there's
not
one.
That's
consistently
implemented
or
used
I
think
kind
of
related
back
through,
as
we
identified
an
audit
issue
one
earlier
in
the
report.
F
In
terms
of
you
know,
in
terms
of
resources
for
having
managers,
there
is
steady
talk,
which
is
a
significant
source
of
information
for
hug
managers,
but
in
terms
of
as
a
source
of
information,
you
know
a
lot
of
the
process:
users
weren't
getting
identified
or
less
than
about
half
when
we
cite
it
as
an
example
of
a
source
and
then
kind
of
expressed
a
need
in
that
survey
as
well
for
more
information,
more
resources.
If
more
clarity.
That
way,
so
we
kind
of
identify
that
as
a
communication
aspect.
F
So
you
know
the
higher
management
management
action
plan
for
this
one
is
using
the
high
command
just
survey
feedback.
Hr
management
would
develop
a
standard,
hiring
packet
resource
and
process
guide
to
provide
hiring
managers,
a
high
level
visualized
process,
workflow,
guide
rules
and
responsibilities,
Matrix
job
specific
timeline
and
anime
checklist,
as
well
as
expectations
to
discuss
the
repairing
meetings
as
other
discussions
as
well.
F
New
HR
management
would
explore
the
possibly
a
modifying
existing
yoga
functionality.
I'm
all
advocating
for
new
functionality,
incorporate
check
this
forms
and
templates
into
exam
time
routing
and
then
Azure
Management
Institute
of
recurring
Communication
channel
with
HR
staff
as
part
of
the
change
management
practice,
and
this
is
Target
information
date
of
June
1st
2023.
So
the
next
one
is
wage
communication,
but
this
one
is
kind
of
candidate
communication.
So
this
is
how
the
city
or
how,
how
you
manage
an
HR,
can
meet
the
candidates,
and
this
was
communication
expectations.
Responsibilities,
field
of
acquisition.
F
Lifestyle
like
go
are
not
created
a
fine,
so
there
was
some
confusion,
uncertainty
in
terms
of
should
we
communicating
how
to
be
communicating
I
think
in
terms
of
you
identify
as
part
of
this
one
if
candidates
get
ghosted
by
the
city
or
they
don't
get
timely
notifications
of
what
occurs
next,
if
they
don't
kind
of
get
that
standardized
feedback,
you
know
you
might
move
on
in
the
process.
You
might
go
find
other
opportunities.
You
might.
F
You
know
think
that
you're,
not
the
cities,
I
interested
in
you
and
just
may
not
be
a
lack
of
communication
occurring.
So
that's
when
we
just
identified
an
opportunity
to
kind
of
show
up
and
confirm
those
roles
and
responsibilities.
So
again
kind
of
you
know,
there's
a
lack
of
policy
procedure
and
clearly
around
the
communication
expectation.
So
you
know
if
having
managers
should
be
the
ones
communicating
or
if
the
HR
should
be
the
one
communicating
as
part
of
observations.
F
It
was
kind
of
generally
a
mixture
of
both,
but
it
kind
of
varied
by
the
requisition
and
kind
of
the
involvement
is
HR
is
kind
of
more
involved
in
some
processes
than
others,
but
there's
kind
of
not
a
documented
kind
of
like
one
way
that
we
can
kind
of
confirm
or
show
up
that
way.
You
know,
communication
came.
This
may
be
referenced
in
some
of
the
guides.
F
However,
these
guys
are
not
quite
concerned
are
not
required
or
consistently
followed,
as
kind
of
ignored
in
the
last
one
and
kind
of
are
and
kind
of
throughout
this
one
in
terms
of
requirements,
expectations
and
then
as
well.
Civil
Service
bios
include
language
and
communication.
However,
in
terms
of
you
know,
creating
policy
procedures
and
their
own
policy
procedures
to
make
it
clear,
has
not
been
developed
as
well
as
there's
some
specific
language
about
notify.
F
North
notification
of
veterans
in
the
service
service
was
that
I'm
even
not
identify
corresponding
paths
in
the
city
of
language
for
management
action
plan
for
this
one
so
kind
of
related
to
Auto
issue,
one
developing
in
accordance
with
the
results
on
issue,
one,
that's
policy
procedures,
incorporating
quite
kind
of
requirement,
communication
to
the
exam
planning
checklist
and
those
other
guides,
as
well
as
a
sign
off
upon
completion
and
then
management
projects.
F
That
all
can
it's
acknowledge
that
communication
with
them
from
the
city
is
primarily
the
email,
if
any
other
communication
is
used
due
to
experience
or
due
to
other
demands.
No
making
notation
of
that
command
information
in
neogov,
because
neogov
is
the
source
of
allow
able
to
send
out
Communications
and
kind
of
track
them
through
there.
But
if
Communications
outside
occur
outside
of
Neil
governs
natural,
not
unless
not
necessarily
with
a
requisition
or
able
to
be
easily
tracked
and
Asia
management
will
all
exam
plans
to
ensure
candidate
notification
consistently?
F
Being
sent
information
date
for
this,
one
is
April
1st,
so
the
next
one
is
kind
of
another
candidate
recruiting
and
we
identified
a
number
of
kind
of
opportunities
throughout
this
one,
as
well
as
including,
as
you
know,
a
central
function
in
terms
of
making
sure
that
you
know
in
terms
of
your
gink,
qualified
or
applicants,
are
able
to
get
kind
of
the
applicant
for
that.
The
city
needs,
and
so
we
know
this
one,
that
the
human
resources
department,
recruitment
function
is
not
formally
integrated
into
the
housing
process.
F
So
we
identified
a
number
of
items
for
this
one,
but
you
know:
there's
not
defined
policies
and
procedures
for
recruiting,
including
expectations
and
guidelines
from
Human
Resources
Department
management.
So
there
were
some
uncertainty
as
well
in
terms
of
you
know,
who
should
be
the
ones
recruiting
or
kind
of
how
to
be
more
about
it?
If
departments
should
be
the
ones
covering
recruiting
expensive
HR
should
the
RSM
departments
that
have
their
own
recruiting
functions
or
capabilities
such
as
police,
Public,
Works
and
kind
of
some
of
the
others
that
have
maybe
a
designated
role.
F
That
kind
of
designated
step
people
who
can
kind
of
handle
kind
of
can
be
the
one
person,
but
in
a
lot
of
departments,
rely
on
HR
for
the
for
that
basis
and
kind
of
for
that
on
assistance.
F
The
stage
of
human
function
is
not
incorporated
into
the
hiring
process
from
the
onset
of
organization
process
with
an
activity
design
recruitment
plans.
So
we
identify
through
this
one
you
know
generally,
when
we
couldn't
make,
may
get
involved.
It
might
be
later
in
the
process
such
as
you
know,
on
their
own
course
or
kind
of
throughout
other
opportunities,
but
there's
not
kind
of
a
formal
notification
of
kind
of
formal
integration
that
HR.
F
You
know
that
there
is
a
requisition
that
they
need
to
be
kind
of
be
involved
on
and
that
maybe
that
result
in
them
coming
to
a
process.
Late,
I'm
having
to
you,
know
extended
process
to
get
candidates
kind
of
related.
That
way,
but
there's
not
that
you
know
formal
kind
of
great.
You
know
form
expectation
kind
of
that
formal
plan
where
they
kind
of
get
involved.
They
do
you
know
that
policy
procedure
firstborn
as
well
they're,
always
in
capabilities
of
the
equipment
function,
not
clearly
communicated
hanging
managers.
F
So
there's
some
uncertainty
of
kind
of
you
know
what
does
what
kind
of
equipment
do
they
post
their
job
was?
Do
they
do
you
know
job
fairs
and
that's
not
always
you
know
the
capabilities
and
what
they
can
offer.
It's
not
you
know
clearly
understood
by
hug
managers
across
the
city,
there's
some
effort
of
recruitment
efforts
and
results.
F
You
know
make
formalize
those
relationships
so
manager
and
action
plan
for
this
one
so
kind
of
starting.
First,
the
form
of
recruitment
function
of
the
city
is
relatively
new.
It
was
designed
to
provide
targeted
recruitment
emphasis
on
hard
positions.
F
Hr
management
analog
is
the
urgency
of
maturing
this
function
over
the
next
couple
years
and
kind
of
aligning
with
critical
HR
priorities.
I'm
kind
of
the
next
part
of
the
plan
is
kind
of
getting
that
policy
procedure
update
as
lead
to
audit
issue.
One
recruitables
responsibilities
for
the
second
recruiter
position
created
in
2022.
F
Hr
management
will
continue
to
define
the
primary
roles
and
responsibilities:
employment
brand,
recruiting
campaigns,
so
the
HR
received
output
funds
from
a
vendor
to
hire
a
vendor
to
review
and
modify
the
city's
current
employment
brand
and
to
create
a
full
recruiting
and
marketing
campaign
Supermarket
to
position
the
city
as
an
employee
of
choice.
F
The
project
was
expected
to
kick
off
this
month,
commit
plans
as
those
limited
capacity,
limited
capacity
for
creators
to
be
evolved
in
all
plans,
strategic
or
develop
plans
for
strategic
Enterprise
and
how
the
first
recruitment
plans
of
what
developed,
strategic
and
Enterprise
and
harder
for
equipment
plans
for
those
positions
and
can
communicate
those
out
to
on
the
parties.
Data
results
in
reporting,
so
HR
management
is
beta
testing
yoga
functionality
in
two
areas.
F
So
they
identified
some
of
the
resources
they
anticipate
might
be
needed
for
this
one.
Such
as
general
funding
for
the
Opera
recruiter
position,
additional
FTE
kind
of
some
software
updates
and
then
kind
of
some.
You
know
in
terms
of
recruiting
efforts
such
as
job
areas,
other
recruiting
needs
that
they
anticipate
might
be
needed
as
a
part
of
the
series
office
one.
F
But
this
one
there's
kind
of
a
number
of
due
dates:
I'm
kind
of
first
one
in
July
and
then
came
through
through
2024
in
terms
of
the
longer
range
plans.
F
So
the
next
one
is
training.
So
training
again
is
an
essential
part
of
you
know
for
this
one
way,
so
training
for
staff,
as
well
as
time,
managers
or
kind
of
both
parts
of
the
process
and
kind
of
re-identified
training
policies
and
procedures
for
Human,
Resource,
Department
business
partner
staff
and
hug
managers
are
not
clearly
informally
defined.
So
there
is
training
that
occurs,
but
there's
not
kind
of
formally
defined
and
kind
of
clear
for
us
as
part
of
our
ones.
F
You
know
what
training
might
what
training
is
expected
that
way,
so
we've
observed
the
lack
of
future
any
expectations,
we're
having
promotion
processes.
You
know
there's
from
both
hiring
managers
and
nhr
staff.
F
There
is,
you
know,
as
I
said,
this
training
there's
other
options
occurring,
but
there's
an
opportunity
to
kind
of
formalize
it
into
policies
and
procedures
and
create
those
clear
expectation
guides
is
there's
not
a
mechanism
in
place
as
well
to
ensure
that
training
occurs
and
in
line
with
major
expectations
such
as
before
a
process
starts
and
then
there's
unclear.
F
You
know
roles
and
responsibilities
in
terms
of
you
know
who
should
be
ensuring
that
trading
is
occurring,
so
just
we're
having
managers
is
a
responsibility
of
a
trust
business
partner
staff
kind
of
others
to
you
know,
make
sure
that
touch
is
unconscious.
Bias
training
was
completed
before
interview
process,
for
example,
management,
action
plan,
so
they're
evaluating
the
hiring
process
and
systems,
training
programs
for
both
HR
business
partner
team
staff
and
having
managers
management.
We
review
all
kind
of
training,
offerings
and
solicit
feedback.
F
Our
training
experiences
upon
trading
redesign
completion
wouldn't
train
the
expectations
and
procedures
would
be
developed
and
incorporated
into
the
handbook
and
kind
of
lead
to
issue
one.
A
training
roster
for
new
retro
business
partner
staff
will
be
included
in
onboarding
plans.
F
Communication
that
required
training
courses
will
be
made
for
multiple
channels
for
hiring
managers
such
as
exam
meeting
can
mean
exactly
meanings:
newsletters
in
the
handbook
on
City
talk
and
then
identify
and
implement
the
centralized
system
to
track,
monitor
training
requirements
and
completion,
I'm
Target
mediation
date,
training
program,
design,
complete
implementation
by
December,
31st
and
then
kind
of
April
1st
2024,
the
completion
of
on-demand
reflection,
training
tutorials.
F
So
the
next
one
is
Workforce
Development.
So
it's
not
a
clear
and
centralized
approach
to
Workforce
Development
opportunities
such
as
pathway,
programs
and
apprenticeships.
So
the
across
the
city.
There
are
a
number
of
opportunities,
there's
a
number
of
positions
that
are
kind
of
identified
as
kind
of
work
with
development
such
as
opportunities
and
police,
public
fire,
Public
Works.
These
may
be,
you
know:
training,
programs,
apprenticeship,
programs,
Cadets
programs.
F
There
are
a
number
of
you
know,
kind
of
designed
to
bring
stuff,
and
you
know
maybe
cover
training.
Maybe
cover
education,
expenses,
kind
of
lasting,
maybe
for
one
to
three
years.
Kind
of
upon
completion
has
anticipated
that
they
will
kind
of
further
further
specific
specified
role
within
the
city
kind
of
among
those.
But
we
kind
of
identified
a
lack
of
consistently
approach
to
Workforce
Development
programs
across
the
city.
So
it's
not
always
clear.
F
You
know
in
terms
of
the
responsible
you
know
or
a
lot
of
times
as
long
as
Apartments
kind
of
creating
these
kind
of
implementing
these
kind
of
themselves,
which,
and
then
we
also
you
know,
identified
a
lack
of
essential
or
focused
work,
visual
Insurance
across
the
city.
You
know
efforts
kind
of
appeared
to
be.
You
know,
inconsistent
and
kind
of
you
know
as
basement
management
time
or
need
I
mean
in
order
to
do
that.
Some
positions,
maybe
discontinuing
for
periods
of
time,
such
as
due
to
funding
and
kind
of
others.
F
It
was
not
like
consistent
kind
of
efficient
approach
or
kind
of
that
clear
expectation
that
you
know
this.
One
position:
zero,
as
well
as
kind
of
policies,
unclear
policy
procedures
governing
establishment
programs
and
positions
across
the
Enterprise,
ensuring
that
both
departments
are
where
you
know,
the
opportunities
that
can
be
developed
and
that
programs
are
adequately
documented
and
resourced
to
ensure
alignment
for
extracted
outcomes,
so
as
management
action
plan
for
this
one
so
that
you
know,
Asia
management,
acknowledges
merits
and
findings
of
this
audit
issue.
F
However,
at
this
time
they
were
unable
to
provide
extensive
management
response
on
this
issue
as
Workforce
Development,
especially
the
creation
of
employment,
Pathways
and
training
programs
is
an
ongoing
conversation
with
State
Department
to
provide
Workforce,
Development
Services
the
restructuring
and
centralization
a
major
Enterprise
internship
programs
outside
of
HR,
as
well
as
the
development
of
HD
HR
di
strategic
plan,
was
which
was
specifically
addressed.
Workforce
Development
needs
and
alignment
of
the
city
priorities
initiatives.
F
These
initiatives
were,
like
you
know,
come
together
until
with
clearly
cohesively,
with
the
line
strategic
plans
until
they
20
or
20
until
quarter
three
quarter
four
of
next
year,
and
then
management
say
that
they
provide
more
in-depth
response
at
this
time.
So
you
know
Target
mediation,
dates,
kind
of
the
initial
research
band
of
next
year
and
then
policy
development,
potentially
by
the
or
July
afterwards.
F
But
our
next
Pawn
issue
14
is
candidate,
making
an
exams,
so
policy
and
procedures
related
to
a
candidate
making
exams
are
unclear
and
complete
to
adequately
describe
the
processes.
So
in
order
for
this
one,
you
know
in
terms
of
candidate
ranking,
identified
opportunities
divide
by
liquidity,
on
these
processes,
to
HR,
to
hiring
managers
and
for
his
HR
business
point
of
staff
to
ensure
that
they're
constructed
consistently
and
in
accordance
with
expectations.
F
So
in
terms
of
Canada
anything
there's
a
lack
of
true
policy
procedure
document
specifying
the
candidate
reading
process
in
Greater
detail
on
in
order
opportunities
to
kind
of
further
Define
it
and
kind
of
expand
into
candidates,
as
well
as
time
manager,
expressive
active
Clarity
to
the
Theory
between
two
kind
of
creation
of
the
algebra
of
this
and
the
criteria
that
can
is
graded
upon
as
HR
business
as
human
resources.
F
Business
partner
staff
are
the
ones
kind
of
conducting
grading
and
kind
of
ranking
of
candidates
that
are
provided
to
two
hiring
managers,
as
well
as
specific
procedures
of
exams,
are
not
consistently
documented
and
detailed
to
capture
president
exam
administrations.
For
this
one
there's
you
know
potential
for
other
exams
such
as
it
might
be
a
written
exam.
It
might
be.
You
know,
depending
on
the
needs,
for
the
position
and
kind
of
hiring
managers,
decisions
and
HR
decisions.
F
There's
a
number
of
you
know
beyond
medical
testing,
there's
potential
for
other
exams
or
kind
of
up
or
testing
of
candidates
such
as
you
know,
questions
or
on
those
way
and
then
as
well
we're
unable
to
identify.
You
know
clear,
detailed
documentation
of
how
HR
ministers,
these
tests,
Beyond
relying
descriptions
from
staff
and
reviewing
past
exams
to
even
find
the
formats
in
questions,
so
the
management,
action
plans
or
HR
management
has
recently
redefined
procedures
and
expectations
requiring
an
exam
component.
F
It's
going
and
making
law
candidates,
HR
staff
training
with
frequent
management
compliance
monitoring
has
been
effective,
ensuring
compliance
with
relevant
governing
goods
and
procedures.
Each
of
management
will
update
or
create
policy
process
procedure
and
resource
documents
to
incorporate
into
the
handbook
in
line
with
issue
Auto
issue,
one
and
then
detailed
operational
procedures
will
be
created
through
the
defining
HR
management
expectation.
That's
going
factors,
point
value,
supplemental
planning,
questions
and
passings
was
be
agreed
upon
by
the
hiring
manager's
nhr
staff.
At
the
hunger
meeting.
F
Clear
communication
with
hiring
managers
will
highlight
the
impact
of
rent
eligible,
invest,
has
has
on
the
department,
interview,
production
process
and
running
deviation
requirements.
This
one
is
anticipated
that
by
March
1st,
this
one
will
be
remediated,
so
the
next
one
is
so
layoff
lgbts
are
inconsistently
utilized
across
the
Enterprise
with
unclear
expectations,
so
policy
and
procedures
for
algebra
events
need
strengthening
to
ensure
Clarity
of
departmental
expectations
and
alignment
with
needs.
F
There
is
you
know,
language,
you
know
service
service
rules
and
collectible
agreements
on
the
creation
of
you
know:
layoff
vests,
including
requirements
around
the
duration
of
use,
but
there's
not
a
complete,
complete
appointment,
created
policy
and
procedure
on
those
layoff
this
and
then
in
terms
of
eligibility
list.
You
know
with
there's
not
an
established,
departmental
policy.
F
Procedurally,
around
the
expectation
on
eligibility,
so
HR
staff
can
kind
of
create,
doesn't
designate
how
long
algebra
voice
should
be
activewise
or
just
30
60
90
days,
and
that
communication
does
not
may
not
always
be
communicate
to
hiring
managers
kind
of
others
who
need
to
know
it.
So
the
result
is
that
if
they
are,
if
a
layoff
is
eligible
and
they
need
to
go
through
it,
they
either
have
to
go
through
the
layout.
They
go
through
the
algebra
list
or
they
have
to
wait
for
the
process.
F
F
You
know
rating
30
69
days
on
a
list
you
know,
may
they
may
not
be
interested,
they
may
not
be.
You
know
interested
in
that
specific
position
that
department,
but
the
other
studies
kind
of.
So
let's
go
through
that
process,
as
these
lists
are
kind
of
still
being
set,
but,
as
you
can
know,
in
the
algebra
list,
you
know
this
language
there's
a
requirement
in
the
Civil
Service.
F
Are
we
reviewed
and
kind
of
aligned
with
that
response
to
Auto
issue,
one
a
guideline
created
for
HR
on
eligible
list
guides
and
then
oversight,
monitoring,
auditing
Incorporated
written
expectations
that
they
offer?
There's
an
algebra
lists
are
checked
and
utilized
with
over
oversight,
review
and
management
reporting
auditing
components.
This
one
is
anticipated
by
June
1st
2023,
so
this
next
one
kind
of
appears
agreement
says
and
other
concerns.
F
So
this
one,
you
kind
of
see
some
similarity
in
terms
of
the
investigations
order.
That's
coming
up,
but
we've
kind
of
looked
at
some
processes
specific
to
the
promotion
process
such
as
you
know,
avenues
for
you
know
the
the
appears
even
says.
Other
complaints
have
kind
of
outlined
in
the
report,
but
the
procedures
and
expectations
on
the
Po's,
Grievances
and
other
channels
and
other
channels
are
concerned
about
the
time
promotion
process
are
not
creating
documented
communicated
for
this
one.
F
We
know
that
they're,
you
know
the
process
of
relatively
is
jointed
with
the
ability
to
cause
reference
or
kind
of
cross
ability
to
kind
of
look
across
each
process
for
Trends
or
kind
of
that,
because
each
process
is
generally
discrete
among
itself
in
Canada,
within
different
divisions
or
different
components
of
the
city
for
petos.
We
identify
the
lack
of
few
expectations
of
how
complaining
to
the
Y
will
arrive
as
well.
F
F
F
So
the
management
action
plan
for
this
one
so
management
would
consult
the
city's
attorney's
office,
HR
investigative
Liberation
unit,
and
let's
have
a
service
commission
chair
to
evaluate
the
current
roles,
processes,
procedures
and
communication
of
available
reporting
platforms
related
to
complaints,
Grievances
and
appears
for
the
purposing.
For
the
purpose
of
determining,
to
the
extent
that
changes
are
needed.
F
F
So
we
noted
a
lack
of
expectations
and
guidelines
that
are
clear
for
both
hand,
manager
and
HR
staff,
and
how
to
go
about
these
positions
kind
of
how
they're
handled
we
observe
that
they
don't
clear
policies,
procedures
and
guidelines.
F
You
know,
as
they're
all
excluded
from
the
server
service,
real
language
and
kind
of
other
Baseline
criteria.
Opportunities
to
make
sure
that
there
is
language
specifically
includes
these
and
kind
of
covers
these
unique
positions
in
terms
of
how
they
all
handles
HHR,
you
know,
can
set
the
HR
in
terms
of
the
hiring
process.
F
You
know
in
terms
of
what
expectations
HR
starts
to
kind
of
how
they
should
be
required
to
go
about
as
kind
of
depart
as
management
and
departments
can
kind
of
exercise
more
discussion
for
these
positions
as
well,
because
they
are
not
owned
by
that
civil
service
or
may
replace
process,
so
HR
management
action
plan.
F
What
appointments
will
continue
after
this
question
of
reporting,
Authority
HR
management
review
and
update
current
documentation
regarding
appointment
processes,
inclusive
of
operational
procedures,
options,
guidelines
and
determining
your
variances
to
utilizing
a
standard
hiring
process,
we'll
need
approval
by
HR
management,
complete
documentation
and
recruit
in
the
handbook
and
on
City
talk
and
then
paid
student
internal
hiring
processes
would
be
evaluated
to
determine
the
viability
of
requiring
a
standardized
process
similar
to
that
is
used
for
having
those
the
hiring
process
in
the
classified
service.
This
one
is
anticipated
by
September
1st
2023.
F
It
will
be
completed
now
for
these
last
two
audit
issues.
We're
always
going
to
go
turn
them
over
to
commonality.gov.
H
Madam,
chair
committee
members
I'm
going
to
cover
the
last
two
or
the
issue.
Those
two
are
low
rate
or
the
issue,
the
feedback,
channels,
hiring
and
promotion
process.
User
feedback
is
not
centrally
and
unfortunately,
solicited
solicitated
from
all
process
participants
and
track
to
identify
process
improvements.
H
Audio
observe
that
the
human
human
resource
department
sends
a
satisfaction
survey
to
a
hiring
managers
at
the
end
of
hiring
process.
However,
the
survey
is
limited
and
considered
a
new
hire
are
not
solved
the
human
resource
survey
as
hiring
manager.
Several
questions
about
the
process.
However,
this
process
is
not
identified
in
the
policy
and
procedural
document.
H
Some
women
reduce
business
partner
team
may
send
our
survey
for
specific
hiring
process
processes
to
understand
specific
part
of
the
process
and
results
such
as
why
a
large
number
of
candidates
may
may
not
have
participated
in
selection
process
there's
if,
for,
however,
there's
a
four
appear
to
be
generally
as
determined
and
not
consistent,.
H
In
this
one
we
recommend
we,
we
have
our
recommendation
since
it's
this
low
rate
issue,
we
don't
receive
management
response,
but
we
will
follow
up
on
those.
So
internal
audit
recommend
that
women
resource
department
management
ensure
the
survey
the
ensure
the
survey
process
include
role
and
responsibility
included
in
policy
and
procedural
language
for
the
Department.
H
H
H
H
H
F
Yeah
so
I
just
want
to
say
one
final
Chophouse
Elementary
committee,
one
kind
of
fan
thank
you
to
HR
management
kind
of
Staff
across
the
city
for
working
with
us
on
this
one.
This
was,
as
you
can
kind
of
see
whether
by
the
presentation,
you
know
a
lengthy
kind
of
thorough
process
and
I
think
it
yielded.
You
know
hopefully
kind
of
some
good
benefits
and
results
for
the
city
as
well
and
as
well.
Thank
you
guys
for
listening
and
kind
of
answering
the
questions.
F
A
Thank
you,
I
think
we
do
have
a
few
people
that
we
just
kind
of
want
to
talk
more
broadly
about
this.
First
of
all,
I
have
to
say
this
is
the
largest
audit
that
we've
ever
had
before
this
body.
So
thank
you
for
sticking
in
there
with
us
through
it.
Thank
you
to
our
HR
department
for
being
very
willing
participants
in
this
process.
A
That
I
think
shows
a
lot
in
terms
of
acknowledgment
of
where
that
we
need
to
change
here
and
how
we
change
I,
see
and
appreciate
Bill
Champa
in
the
audience
who
spoke
a
little
bit
earlier.
Deb
Kruger,
the
director
of
the
business
operations
and
Destiny
was
here
also.
It
looks
like
she
stepped
out,
but
Destiny
zong
as
the
business
partner
Solutions
leader
in
that
department.
Right
now,
I'll
start
with
council
member
Payne.
G
What
impact
the
new
government
structure
had
on
this
audit
and
I'm,
assuming
that
this
audit
started
long
before
a
lot
of
this
work
and
the
end
result
of
government
structure
work?
Is
that
a
number
of
jobs
either
don't
exist
anymore
or
have
been
reclassified
and
seeing
these
gaps
in
our
procedures
around
classification
and
that
kind
of
oversight?
G
F
Palmisano
yeah,
thank
you
for
that
question.
Yeah
I
think
so
began
this
audit
early
in
the
spring
I
think,
probably
back
in
February
March,
again
initial
conversations
as
we
know,
you
know,
knowing
that
there
were
equipment,
structure,
changes
and
change
that
ordinance.
As
a
result
of
that
we
kind
of
focused
on
you
know
in
the
scope
of
that
we
excluded
kind
of
perkier,
politically
appointed.
So
the
one
is
that
pointed
by
the
council,
one's
appointed
by
the
Mayors.
F
We
don't
know
those
are,
you
know,
probably
more,
maybe
about
a
change
account
that
way,
but
we
kind
of
you
know,
as
you
saw
it
kind
of
at
the
end,
the
focus
on
the
appointment
pointed
positions
and
others,
but
we
did
not.
You
know,
consider
those
changes
because
I
guess
you
know
in
terms
of
the
specific
language
you
know
in
terms
of
you
know
four
purposes
of
the
process
from
audit.
F
You
know
focused
on
kind
of
what
has
occurred
kind
of
what
is
in
place
right
now,
knowing
that
you
know
there
might
be
changes
but
I
guess
two
on
you
know:
I
guess:
I
can't
speak
in
terms
of
the
specific
of
changes
that
might
occur
as
we've
got
lots
of
government
structure,
but
I
think
the
vast
majority
you
know
of
the
city's
process
is
a
way
to
classify
positions
and
kind
of
things
that
you
know
may
not
necessarily
be
impacted
by
those
but
I.
Think,
as
you
kind
of
saw
management
responses
too.
F
You
know
there
was
kind
of
some
conversation
kind
of
a
economy,
references
to
potential
impact
of
the
government
structure
and
kind
of
their
work,
but
I
think
you
know
in
terms
of
going
forward
that
way,
but
you
know
the
conditions,
the
things
that
we
can
order,
kind
of
are
occurring
as
now
and
I
guess
you
know
without
knowing
you
know
specifically,
you
know
what
the
specific
position
kind
of
that
way:
I
don't
anticipate
too
much
of
those
kind
of
results,
change
or
being
impacted
by
you
know
those
changes
that
might
be
occurring
within
those
within
those
other
positions.
C
Thank
you,
chair,
palmasano
Mr
comment
appears
to
me
that
the
Superstar
of
this
report
is
Deb
Kruger
she's,
taking
on
seven
of
eight
of
high-risk
areas
as
well,
six
of
nine
moderate
areas,
and
it
leads
me
and
apparently
his
career-
has
changed
positions
from
human.
C
C
Some
of
these
deadlines
coming
much
sooner
than
2024
all
in
2023,
and
there
are
a
number
of
areas
here,
items
one
and
two
I've
picked
out
as
well
as
item
11.,
where
there
are
specific
notes
by
management
that
there
is
lack
of
Ft
of
full-time
employee
resources.
C
F
Fisher
I
think
kind
of
before
I
turn
over
to
HR
I.
Think
in
terms
of
talking
with
the
staff
and
those
plans,
I
will
say
that
you
know
in
terms
of
you
kind
of
see
some
position.
Title
changes
out
there,
but
I
think
as
my
understanding
that
management
was
kind
of
designating
since
there's
a
number
of
intern
positions.
F
I
Thank
you,
chair
Paul,
massano,
Committee,
Member,
Fisher,
Amir,
Wright,
Deb
Krueger
is
a
rock
star
she's,
a
superstar
she's
listed
all
over
on
this
project.
Deb
and
I
go
way
back
in
terms
of
actually
asking
for
process.
Improvement
we've
been
looking
at
this
for
three
or
four
years,
and
then
things
like
a
hiring
freeze,
hit
and
a
job
bank,
and
then
all
things
related
to
covet,
and
so
we've
been
a
little
distracted
resource
wise.
But
to
answer
your
specific
question
is
Deb
and,
and
others,
but
led
by
Deb,
is
the
subject.
I
I
We
have
about
five
other
projects
that
we
have
going
in
addition
to
this,
one
that
are
large,
maybe
not
quite
as
large,
but
it's
our
intent
to
to
find
a
project
manager
to
help
lead
these
efforts.
C
Well,
when
I
see
and
Mr
Champa,
thank
you
for
answering
the
questions
when
I
see
a
note
here
that
there
may
be
insufficient
if
full-time
employees
I
want
to
call
them
ftes,
but
full-time
employees.
C
Where
does
this
all
stand?
Vis-A-Vis
the
budget
currently
I
think
is
still
currently
under
consideration.
I
C
If
I
may,
if
you're
a
homicidal
I
think
as
a
as
a
Committee,
Member
I
I
understand
the
stretch
of
Financial
Resources
in
the
city
and
the
competing
requests
for
full-time
hires
to
meet
needs
of
the
city
across
its
Enterprise
I
am
hoping
and
recommending
to
our
audit
group,
as
well
as
the
HR
Group.
C
A
J
Thank
you,
chair,
palmisano
I,
just
everyone's
mentioning
this,
but
when
I
was
taking
notes
when
I
was
reading
through
the
packet
of
materials,
I
wrote
magnum
opus.
J
So
this
is
a
big
big
report,
but
I
have
to
comment
that
I
also
think
it's
well
written
and
well
presented,
so
that
makes
it
useful
to
the
HD
HR
department,
but
also
very
transparent
to
the
citizens
of
Minneapolis,
which
I
think
is
just
so
critical.
J
The
other
thing
is
that
you
know
on
the
Park
Board,
commissioner,
member
of
this
committee,
and
the
park
board
is,
has
its
own
separate,
HR
function
and
department,
but
that
said,
I
I'll
be
making
sure
that
a
copy
of
this
is
shared
because
I
think
there
are
lessons
learned
throughout
this
that
are
probably
broadly
applicable
to
public
sector
HR
departments.
So
thank
you
for
that
as
well.
J
I
did
have
one
specific
question
to
item
13
and
we're
getting
short
on
time.
Maybe,
but
that
was
the
Workforce
Development.
Maybe
briefly
was
was,
does
that
include
professional
development
and
or
is
that
more
at
the
department
level,
so
I'm
thinking
of
certifications,
trains
outside
trainings,
licensure
I'm,
seeing
a
nod
there,
so
that
may
be
more
at
the
departmental
level,
not
centralized
yeah.
F
Commissioner
yeah
it's
focused
more
on
departmental
kind
of
development,
of
two
good
stuff
and
kind
of
for
that.
I.
Think
there's
that
you
know,
as
you
point
out,
there's
that
training
you
know
of
Staff
kind
of
in
the
workforce,
and
that
was
not
a
focus
of
this
engagement.
But
you
know
I
think
there's
an
important
consideration
as
well,
but.
J
Okay,
thank
you
and
then
just
briefly
just
comment
sort
of
putting
on
my
citizen
hat,
maybe
too
that
I'm
hoping
that,
because
I
see
a
theme,
you
know
this
has
been
one
year
for
me
sitting
on
this
on
this
committee
and
that
this
is
that
I'm,
hoping
that
with
the
new
executive
structure
that
that
maybe
we
can
up
you,
know
sort
of
pivot
and
have
develop
more
of
a
a
cultural
of
continuous
Improvement
at
the
departmental
level
here
at
the
City
of
Minneapolis
I
think
it
would
be
a
great
time
for
that.
J
So
thank
you.
A
Thank
you,
member
Singleton.
B
Thank
you,
chair,
palmisano,
I'll,
just
start
by
echoing
what
a
giant
undertaking
this
is
and
how
well
written
it
is,
and
you
know
similarly
I
plan
to
take
a
lot
of
this
back
to
my
work
in
the
nonprofit
sector.
So
I
appreciate
that
work.
B
I
had
a
question
specifically
about
the
enhanced
analytics
dashboards
that
you
mentioned,
I
think
as
a
part
of
neogov
that
are
being
beta,
tested
right
now
and
I'm
wondering
if
you
could
talk
a
bit
more
about
those
dashboards
and
then
whether
they
might
be
applicable
to
other
issues
identified
in
the
audit.
F
K
You're
welcome
I'm
good
morning,
chair
palmasano
committee
members,
I'm,
actually
a
little
sad
about
my
new
role
but
I
couldn't
take
my
teeth
into
my
passion
and
commitment
to
hiring
and
and
promotion
here
at
the
city
is,
is
is
as
high
as
ever
and
and
council
member
single
Singleton.
So
we
are
beta
testing
two
new
pieces
of
functionality
in
neogov,
just
as
an
FYI
I'm
on
The
Advisory
Board
of
nealgov.
So
we
beta
test
a
lot
of
their
new
functionality
and
one
of
the
areas
that
I
give
them.
K
Advance
sort
of
feedback
and
advice
around
is
around
analytics
and
dashboard
and
metrics
and
and
Reporting,
so
their
their
new
dashboard
is
a
compilation
of
charts
visualizations
on
some
of
the
major
sort
of
nine
box
functions.
If
you
will
of
hiring
candidate
health
application
Health
time
to
fill
how
many
days
to
open
candidate
flow
candidate
diversity.
So
there
are
sort
of
nine
sort
of
canned
areas.
K
But
then
we
have
also
have
the
ability
to
create
customized
reports
and
it
also
benchmarks
against
other
neogov
users
who
opt
in
to
share
their
data.
And
then
we
can
Benchmark
against
15
organizations
who
are
closely
aligned
with
the
City
of
Minneapolis
to
see
how
we're
doing
in
comparison,
and
that
will
we're
beta
testing
that,
through
January
of
2023,
they
will
do
some
tweaks
based
on
feedback
and
then
I
would
expect
by
the
end
of
q1,
to
have
that
rolled
out.
A
Thank
you.
One
thing
I
wish
that
there
was
more
in
the
management
responses
in
the
because
you
know
this
document
isn't
big
enough,
but
still
I
appreciate
commissioner
Bennett's
question
about
training
right
and
are
there
any
more
details
that
could
be
shared
about
training,
redesign.
I
Chair
palmisano,
what
I
will
tell
you
is
that
one
of
our
I
guess
I
wouldn't
call
it
an
aha
moment,
but
one
of
our.
What
really
shed
some
light
in
this
report
really
was
a
couple
of
areas
and
one
is
around
training,
communicating
and
training
not
only
to
our
HR
employees
but
to
hiring
managers
and
we're
going
to
put
a
significant
emphasis
in
that
area
and
then
also
follow
up
in
terms
of
kind
of
watching
the
process
monitoring
the
process.
I
So
in
terms
of
training,
we
we
do
quite
a
bit
of
training
right
now
around
the
hiring
and
promotion
process.
Most
of
it
is
voluntary
and
that's
been
really
where
the
problem
is.
We've
seen
a
significant
drop
off
in
attendance
at
our
training
in
the
last
couple
of
years,
and
so
we
are
going
to
go
down
a
path
of
more
required
training
to
be
a
part
of
our
our
hiring
and
promotional
processes.
A
The
other
question
I
had
and
it
may
be
articulates.
Maybe
commissioner
signal
Singleton
mentioned
it.
You
know
how
do
you
see
some
of
these
newer
systems
integrating
into
this
work?
I
know
that
we
are
woefully
behind
on
investment
into
HR
systems,
as
we
are
in
other
places
across
the
Enterprise,
but
definitely
HR
is
a
particular
pain.
Point
of
that.
A
My
hope
is
that,
as
we
do
these
kinds
of
audits
and
identify
high
high
risk
issues
that
one
of
the
follow-ups
with
that
is
that
it
is
given
higher
priority
in
being
able
to
fix
the
problems
that
come
out
of
audits.
Otherwise,
what
is
the
point
of
this
exercise?
So?
Could
you
help
us
to
appreciate
how
you
how
new
systems
could
help
make
this
work
better,
just
broadly
speaking,
not
necessarily
about
neogov
sure.
I
Chair
palmasano,
thank
you
for
that
question.
One
of
the
advantages
from
where
I
sit
is
looking
at
all
of
the
projects
and
systems
that
we
have
in
the
pipeline.
Right
now
and
I
mentioned
five
projects
and
we've
been
pretty
deliberate
and
intentional
about
alignment
and
where
those
projects
align
I'll
talk
about
one
specifically
from
a
system
standpoint.
I
Performance
Management
System,
all
of
those
will
be
reviewed
in
in
that
process,
with
a
lens
on
other
projects
like
this
audit,
like
the
investigative
audit,
our
contract
with
our
software
for
our
performance
management
system
is
expiring.
We've
extended
that,
but
we
will
be
looking
at
that
and
how
that
all
fits
into
not
only
the
system
but
the
process
that
we
want
as
an
outcome.
G
I
Chair
palmasano,
council
member
Payne
I'll
talk
first
about
HR.
We
are
as
as
we
mentioned
earlier,
I
mean
we're
we're
filling
every
FTE.
We
hired
two
new
people
today
as
part
of
our
onboarding
process,
with
our
all
of
our
employees,
including
our
new
leaders
as
an
expectation
around
this
audit
and
our
other
priority
projects
and
so
conversation
around
what
that
looks
like
and
what
the
expectation
is
to
complete
this
work.
It
gets
a
little
more
difficult
outside
of
HR,
but
I
think
there
is
a
momentum
and
interest.
I
think
you
can
see
it
in
this.
I
People
want
to
succeed.
They
want
us
to
succeed.
We
want
to
hire
the
right
people
the
right
time
right,
place
and
I
think
that
that's
kind
of
a
Paramount
to
this
everyone's
stretched
then,
but
I
think
we
we
have
that
support,
and
so
it
will
be
working
through
those
managers
in
the
Departments
and
those
department
heads
to
make
sure
they're
on
board.
With
with
the
outcomes
of
of
this
report,.
A
Seeing
no
further
questions,
thank
you.
I'll
move
to
direct
the
clerk
to
receive
and
file
the
report
and
direct
staff
to
publish
the
report.
That's
my
motion.
All
those
in
favor,
please
signify
by
saying
I
I.
G
A
D
Thank
you,
chair
palmisano
committee
members
again
we'll
be
presenting
the
results
of
an
internal
investigation
process
audit
today.
So
just
some
background.
This
arose
during
our
risk
assessment
process
and
kind
of
related
overall
to
that
General
employee
retention
portion
of
the
the
risk
assessment.
Hence
the
objective
was
to
review
the
city's
process
for
receiving
and
investigating
internal
complaints,
to
ensure
the
consistency
and
adequacy
of
Investigations.
D
In
scope
for
this
project,
we
had
the
human
resources,
investigative
unit,
the
city,
attorney's
ethics
officer
and
ethics
process
and
the
human
resources
business
partners,
investigation
processes.
Those
are
three
separate
processes
which
I'll
discuss
in
the
subsequent
slides
policies
and
procedures
are
where
we
were
looking
for
this.
This
was
not
necessarily
A
compliance
audit,
whether
or
not
people
were
complying
with
policies
and
procedures,
but
more
so
a
performance
audit
in
that.
How
are
policies
and
procedures
in
place
and
looking
at
those
for
a
scope
period
of
five
years
from
2017
through
2022.?
D
Just
to
be
clear,
it
excludes
the
police
and
civil
rights
departments,
they
do
investigate
complaints
clearly,
but
they
have
their
own
very
distinct
processes,
different
bargaining
agreements
and
and
entirely
different
set
used
to
investigate
those
and
then
also
at
that
time
those
were
subject
to
state
and
federal
investigations.
There's
a
lot
of
change
in
that
Arena
and
we
wanted
to
focus
specifically
on
internal
Workforce
complaints
outside
of
that.
D
So
we
have
at
the
city
a
decentralized
internal
investigations
process.
Complaints
are
collected
by
the
ethics
officer,
the
human
resources,
investigative
unit
or
hriu
various
additional
human
resource
department
staff,
not
part
of
the
hru
Department
supervisors
managers,
department,
heads
and
we
collect
complaints
for
the
Minneapolis
employee
report
line.
That's
a
confidential
reporting
service.
Someone
can
call
and
initiate
a
complaint
through
that.
So
there
are.
There
are
a
lot
of
different
channels
that
flow
into
investigating
an
internal
complaint
so
who
ultimately
investigates
the
complaints
determined
by
several
factors.
D
So
the
type
of
complaint,
May
dictate
and
you'll
see
what
I'm
talking
about
on
a
subsequent
slide
where
it
comes
in,
might
dictate
how
it's
resolved,
and
that
might
also
the
parties
involved
might
also
if
we
have
an
employee
or
an
appointed
or
an
elected
official
that
may
dictate
how
a
complaint
is
ultimately
investigated
and
resolved.
D
So
the
human
resources
investigative
unit,
one
of
the
parties-
they
receive
complaints
from
just
about
any
source,
so
they
come
into
the
human
resources
investigative
unit
and
they
specifically
investigate
one
subset
of
internal
complaints,
and
that
is
alleged
violations
of
the
anti-discrimination
harassment,
retaliation
policy,
so
that
is
their
jurisdiction
and
their
Arena
to
investigate
the
ethics
officer
receives
complaints
via
the
employer
report
line
or
via
written
form.
The
ethics
officer
doesn't
investigate
ethics.
D
So
these
complaints
can
travel
around
those
three
different
groups.
Someone
may
file
a
complaint
with
a
human
resources
business
partner.
Who
then
determines
it,
has
some
Associated
anti-discrimination
harassment,
retaliation
component
than
it
is
presented
then
to
the
HR
investigative
unit?
Who
may
investigate
the
case?
So
it's
not
that
a
complaint
has
only
needs
to
stick
in
one
bucket.
It
may
travel
around
and
that's
true
for
complaints
that
come
in
in
any
source.
D
Next
I'll
talk
about
the
results.
We
identified.
Seven
issues
we'll
go
through
each
of
those
in
turn,.
D
So
there's
no
enterprise-wide
integrated
complaint
investigations
process
each
of
these
three
different
units,
even
though
they
may
be
addressing
similar
subject
matters
similar
complaints,
there's
not
one
source
of
guidelines
for
how
complaints
should
be
resolved,
and
hence
that
makes
it
so
that
there
are
inconsistent
guidelines
for
how
to
resolve
complaints
across
the
city.
There
doesn't
appear
to
be
a
regular
policy
and
procedure
review,
as
each
group
has
their
own
independent
policies
and
procedures,
a
consistent
and
routine
review
of
those
processes,
policies,
procedures
used
to
investigate
complaints.
D
So
management
has
agreed
to
analyze
the
investigation
procedures
in
conjunction
with
the
January
2022
creation
of
that
position,
which
is
the
director
of
internal
Workforce
investigations
again
that
oversees
those
anti-discrimination
harassment,
complaints
and
there
are
ongoing
discussions
on
how
to
expand
that
process.
The
director
of
Workforce
investigations
to
cover
more
complaints,
Beyond
just
that
ADH
in
our
scope.
D
D
Director
internal
workplace
investigations,
unit
HR,
is-
can
intends
to
leverage
these
results
in
recent
efforts
to
continue
to
expand
those
process
materials
so
using
one
set
of
foundational
process,
materials
from
the
HR
investigators
unit
broaden
those
out
to
make
sure
that
there
are
consistent
practices
across
the
Enterprise
for
all
investigations,
regardless
of
the
nature
of
the
complaint.
D
L
Good
morning,
chair
palmisano
committee
members,
audit
issue,
two
is
related
to
centralized
case
management
and
a
mechanism
for
data
analytics.
L
Audit
recommends
the
city
create
guidelines
for
consistent,
consistently
tracking
case
data
across
the
Enterprise.
The
city,
ethics
officer
and
HR
have
agreed
to
create
a
documented
process
for
this.
Additionally,
they
agreed
to
explore
the
increased
use
of
a
case
management
system
which
is
already
in
place
to
include
controlled
and
logged
access.
L
L
L
Audit
recommends
the
city,
establish
a
complaint,
routing
policy
and
procedures,
ensure
notification
to
all
relevant
stakeholders
and
establish
a
policy
and
procedures
for
investigators,
selection
and
screening
for
bias
management
stated
and
their
response.
They
would
address
this
as
part
of
their
response
to
audit
issue
number
one.
L
Audit
recommends
the
City
established
documented
procedures
to
include
a
system
that
helps
optimize
investigative
resources,
while
also
balancing
caseload
levels
and
evaluating
skill
sets
of
investigators
and
investigator
bandwidth
in
Management's
response.
They
stated
they
would
address
this
as
part
of
their
response
to
audit
issues
number
one
and
number
two
and
HR
stated
it
intends
to
develop
processes
to
remediate
those
findings.
L
L
Management
stated
they
would
address
this
as
part
of
their
response
to
audit
issue
number
one
further.
The
hriu,
the
human
resources
investigative
unit
has
already
developed
processes
that
will
assist
with
this
work.
Asia
has
agreed
to
work
with
City
attorney's
office
to
remediate
this
issue
as
well.
L
Audit
recommends
the
City
established
formal
training
requirements
and
competencies
for
City
staff
who
handle
internal
complaints
and
conduct
internal
investigations
to
occur
at
least
annually
HR
agreed
to
require
annual
training
for
all
HR
employees
who
conduct
investigations
at
a
minimum.
However,
should
investigators
be
centralized
possibly
within
the
hriu
HR
would
possibly
require
investigators
to
meet
certain
industry
standard
training
requirements.
L
L
Audit
recommends
the
city,
incorporate
data,
collection,
retention
and
destruction,
guidelines
for
complaint
data
and
internal
investigations
into
an
enterprise-wide,
integrated
complaint
handling
and
internal
investigation
policy
and
procedures,
and
centralized
case
management
system
with
easy
to
understand
criteria
and
examples
of
situations
when
each
retention
schedule
should
be
utilized
to
conform
with
the
City
of
Minneapolis
state
approved
retention
schedule
regarding
complaint
data
management
stated
they
will
address
this
as
part
of
issue
number
one.
In
their
response
and
further
stated,
they
will
wait
for
updated
retention
schedules
which
are
currently
being
prepared
by
the
city
clerk's
office.
L
D
I
D
I
know
we
Blaze
through
another.
What
would
be
considered
a
long
report
where
we
do
not
have
presented
the
hiring
and
promotions
audit?
We
moved
through
this
one
relatively
quickly,
I
think
the
issues
in
the
report
kind
of
speaks
for
itself
again,
the
central
theme
of
which
being
consistency
across
the
various
places
that
take
in
complaints
and
process
them
and
appropriate
layers
of
oversight
throughout
the
process
that
we're
tracking
each
complaint
and
ensuring
that
the
appropriate
kind
of
oversight
and
management
actions
are
taken
before
a
complaint
is
resolved.
A
G
Sorry
I
stepped
away
thanks,
chair
palmisano
I
was
curious
if
there
was
any
consistency
as
to
whether
investigations
would
be
conducted
by
internal
staff
versus
hiring
of
external
partners.
D
Chair
Paul
massano,
Committee,
Member
Payne.
There
are
some
guidelines
as
to
when
an
external
party
would
be
used
to
investigate
a
complaint,
so
in
instances,
certainly
where
there
may
be
an
elected
official
or
something
of
that
nature
may
use
an
outside
source
to
investigate
that
complaint
or
where
the
issue
is
deemed
high
high
enough
risk
that
we
would
prefer
to
have
an
outside
party.
Part
of
the
audit
and
part
of
developing
consistency
is
making
sure
those
there
are
clear
guidelines
for
when
that
would
occur.
D
We
do
maintain
contracts
with
several
outside
investigative
firms
so
that
they
are
on
standby
in
those
instances
that
in
which
they're
needed,
but
making
sure
that's
clearly
communicated
across
all
the
parties
who
conduct
investigations
to
know
when
to
refer
that
back
up
so
that
it
might
be
handled
by
an
outside
investigator
that'll,
be
I.
Imagine
addressed
in
updated
policies.
G
And
as
a
follow-up
I'm,
one
yeah
I
think
you
kind
of
spoke
to
this,
but
maybe
I'll
just
ask
it
explicitly
around
the
discretion
that
we
have
in
terms
of
deviating
from
those
guidelines.
And
then
second
question
is
for
those
third-party
investigators.
Is
there
any
kind
of
oversight
process
to
ensure
they
don't
have
any
biases
or
conflicts
in
terms
of
the
investigation.
D
Chair
Paul
massano,
Committee,
Member
Payne
as
far
as
bias
checks
for
the
independent
investigators,
one
would
assume
that
the
bias
checks
that
will
be
integrated
into
all
investigations
would
apply
to
anyone
who's
investigating
a
case
so
that
that
is
something
that
is
was
stated
in
the
report
to
be
developed.
D
Could
could
you
repeat
your
first
question
I?
It
was
at
overrides
of.
D
Chair
Paul,
massano,
Committee,
Member
Payne,
with
clear
documentation
on
when,
when
that
would
be
used,
I
think
it'll
be
clear
that
when
an
override
could
happen
so
with
consistent
management
oversight
of
the
process,
so
that
it's
occurring
per
policy
in
a
consistent
Enterprise
complaint
management
policy,
those
instances
in
which
there
may
appear
to
be
an
override,
hopefully
that
will
contribute
to
the
evolution
of
an
a
more
coherent
policy
over
time.
A
A
All
those
in
favor,
please
say
please
signal
by
saying
aye
aye
opposed
that
carries
and
the
report
has
been
received
and
filed
and
will
be
published
today
before
we
get
to
what's
typically
next
a
report
from
internal
auditor,
we
felt
it
important
to
bring
everyone
up
to
speed
on
you
know
the
the
state,
the
timeline
of
our
audit
Committee
of
the
office
itself,
and
we've
asked
from
the
city
clerk's
office,
Kate
Redden,
to
help
us
just
kind
of
level
set
for
everybody,
so
that
everyone
has
the
same
information
council
members
that
are
colleagues
have
gotten
presentations
on
this
already,
but
I
just
wanted
everybody
to
Clarity
is
important.
M
Now
to
start
I
do
want
to
go
over
some
brief
historical
information
just
to
make
sure
we're
all.
On
the
same
page
here
in
November,
2021
City,
question
1
related
to
a
new
government
structure
was
voted
upon
and
passed
by
Minneapolis
voters
which
essentially
created
a
new
executive
mayor
legislative
Council
system
of
government.
M
One
of
the
impacts
of
this
work
was
the
creation
of
a
new
city
auditor
position,
which
was
designed
to
be
appointed
by
an
independent
audit
committee,
and
this
position
would
be
responsible
for
providing
independent,
objective
assurance
and
consulting
services
and
to
evaluate
and
improve
the
effectiveness
of
the
city's
operations.
In
addition
to
the
duties
prescribed
in
the
charter.
This
position
will
also
oversee
the
work
of
the
two
primary
divisions
of
the
office.
The
current
one
is
the
audit
division,
which
provides
risk-based
and
objective
auditing
advice
and
insight
through
comprehensive
Enterprise,
Audits
and
consultative
services.
M
As
a
result
of
this
position
being
created
earlier
this
year,
the
city
clerk
and
the
human
resources
department
were
directed
to
bring
forward
recommendations
for
establishing
classifying
and
compensating
this
position.
This
work
was
done
in
consultation
with
an
outside
vendor
who
conducted
an
independent
study
of
comparable
positions
and
comparable
jurisdiction,
so
essentially
other
cities
that
have
strong
or
executive
systems
of
government.
Those
recommendations
were
looked
at
in
coordination
with
the
recommendations
in
the
city
Charter
and
at
the
August
meeting
earlier
this
year,
the
audit
committee
approved
the
general
draft
job
description,
duties
and
pay.
M
That
came
from
that
study.
With
the
recent
announcement
that
the
governor's
office
will
be
increasing
the
salary
cap
limit
for
government
employees
starting
January
1st
of
next
year,
they
will
be
increasing
that
to
206
thousand
dollars.
This
means
the
city
can
now
begin
its
work
to
actually
recruit
and
hire
a
city
auditor
which
will
then
also
let
us
begin
the
work
on
the
new
audit
committee.
M
Earlier
today,
the
human
resources
department
did
post
the
city
auditor
job
posting
on
our
website.
It
will
be
available
for
applicants
for
up
to
three
weeks,
which
would
have
a
posting
closing
on
Friday
December
23rd.
Should
everything
go
well,
hrlp
reviewing
applications
for
minimum
qualification
checks
during
the
last
week
of
the
year,
and
then
members
of
the
interview
panel
could
actually
interview
candidates
during
the
first
week
of
January,
and
we
should
be
able
to
make
an
offer
to
the
selected
candidate
during
the
middle
of
January
around
January
16th.
M
This
would
then
allow
us
to
come
back
to
the
audit
committee
meeting
on
February
6,
which
I
believe
is
a
Monday
to
give
final
recommendations
and
receive
final
approval
for
this
individual.
Over
the
next
three
weeks,
applicants
will
be
able
to
find
the
job
posting
in
a
number
of
locations
like
the
city's
job
board.
The
city's
social
media
channels
and
LinkedIn
account
we'll
also
have
some
targeted
local
efforts
with
organizations
like
the
league
of
Minnesota
cities,
job
board
and
we'll
use
some
online
job
platforms
like
Minnesota,
minnesotajobs.com,
governmentjobs.com
and
some
appropriate
professional
association.
M
Job
websites
like
The
Institute
of
internal
Auditors,
Association
of
local
government,
otters
and
related.
What
is
important
to
note
about
the
timeline
that
you
see
on
the
screen
is
we've
left
a
bigger
chunk
of
time
in
January?
So
should
there
be
any
delays
which
can
happen?
Background
checks
end
up
taking
a
little
longer
than
we
expect.
Maybe
there
are
problem
scheduling,
interviews,
we're
still
confident
that
we'll
be
coming
to
that
February
6th
meeting
with
a
finalized
candidate.
M
Finally,
in
your
pack
of
materials,
I'd
like
to
point
out
two
things:
first,
you
have
a
copy
of
that
timeline
in
front
of
you
and
then
second,
the
finalized
job
description.
The
General
job
description
was
voted
on
by
the
audit
Committee
in
August
HR
finished
their
work
and
with
the
governor
seller
kept
increasing
in
January.
This
was
effectively
uploaded
into
the
city's
database
last
week.
A
D
And
just
some
additional
comments
on
non-city
auditor
hiring
process
components
specifically,
the
reconstitution
of
the
new
audit
committee
is
intended
by
Q2
of
2023,
we'll
need
to
go
through
a
posting
recruitment
interview,
an
appointment
process
for
new
audit
committee
members
and
again
recognizing
the
fact
that,
under
the
new
Charter,
the
composition
of
the
audit
committee
has
changed
to
include
more
community
members
throughout
this
process
will
be,
as,
as
you
all
know,
we
reevaluate
and
reaffirm
the
audit
Charter
on
an
annual
basis
as
such,
we'll
be
drafting
some
extensions
to
the
audit
Charter
to
incorporate
the
new
process
for
delegating
work
Council
via
the
policy
and
evaluation
division.
D
That
document
is
affirmed
by
by
the
audit
committee
should
not
change
the
current
audit
function
that
that
continues
to
happen,
as
as
it
always
has,
but
would
incorporate
again.
This
New
Palestine
evaluation
division
needs
to
be
considered
in
the
audit
charger
and
then
again
we'll.
Throughout
this
process,
we
will
be
working
on
the
hiring
process
for
the
policy
and
evaluation
division
staff,
as
I
will
take
people
to
do.
A
It
is
certainly
Our
intention
to
delegate
work
back
to
the
council
from
the
policy
and
evaluation
Division,
and
that
is
one
of
those
things
that
we
need
that
new
audit
committee
seated
in
order
to
do
is
that
your
understanding
it.
D
Would
be
my
chair,
Paul
massano
would
be
my
understanding
and
my
recommendation
that
the
the
new
audit
committee
adopt
the
charter
so
that
everyone
is
clearly
operating
under
a
charter.
An
audit
Charter,
as
is
required
by
the
international
standards
set
by
the
IAA
and
in
that
Charter,
to
establish
a
clear
expectation
of
how
that
work
flows
to
council
would
be
would
be
necessary
so
that
it's
not
happening
on
an
ad
hoc
or
haphazard
basis.
A
All
right
seeing
no
further
questions
or
comments
from
committee
members
I'll
ask
the
clerk
to
please
just
receive
and
file
that
report
and
next
we'll
have
the
regular
report
from
the
internal
audit
or
the
auditor
update.
Thank.
D
You
chair,
Paul
massano.
This
should
be
a
brief
update.
We
will
primarily
discuss
the
minor
budget
update
well
major
budget
budget,
update.
D
Internal
audit,
the.
D
We've
completed
our
hiring
and
promotions
process
audit,
although
work
will
be
ongoing
on
that
for
the
next
several
years.
Similarly,
the
internal
investigations
process
audit.
We
have
ongoing,
currently
the
it
outage
after
action
review.
It's
assessing
the
remaining
risks
and
issues
that
were
involved
in
the
August
27
2022
major
systems
outage,
and
that
is
in
progress.
D
We
are
currently
starting
off
our
2023
Enterprise
risk
assessment
that
will
be
deeply
instrumental
in
how
we
structure
next
year's
audit
plan.
I
would
anticipate
you'll
hear
from
us
during
the
risk
assessment
process,
as
we
reach
out
to
other
members
of
the
city
to
discuss
the
the
current
existing
risks,
as
we
do
also
our
our
Nationwide
Trend
analysis,
so
that
will
be
going
on
and
presented
back
to
the
audit
committee
at
the
beginning
of
the
next
year.
D
The
one
other
update
that
I
wanted
to
provide
was
the
budget
update.
So
the
mayor's
budget
markup
occurred
on
December
1st
2022
in
that
the
city
Auditor's
budget,
without
going
through
the
history
of
kind
of
the
changes
of
the
charter
and
and
who
would
be
involved
and
what
what
the
city
otters
office
would
be.
D
We've
discussed
the
law
enforcement
auditor
position
in
Prior
audit
committee
meetings.
I
can
answer
any
additional
questions
about
that
that
you
have,
but
that
is
that
is
directly
tied
to
Prior
meetings
that
we've
had
in
which
we've
discussed
that
Committee
Member
Koski,
requested
research
and
report
back
to
the
committee
on
that
and
then
the
Palestine
evaluation
division
staff
will
need
to
go
through
a
job
analysis
to
build
those
positions
that
can
take
some
time
to
do
and
having
some
clarity
on
what
this.
D
C
Thank
you,
chair
palmasano,
I
I
had
asked
an
innocent
question
of
director
Patrick
earlier
this
week
about
two
new
Public
Safety
Auditors.
Being
added
to
the
new
office
of
City.
Otter
are
those
transfers
from
another
division?
Are
they
actually
new
ftes.
D
Committee
Member
chair,
Paul,
massano,
Committee,
Member
Fisher.
Those
are
transfers
from
the
police
departments.
The
police
department
had
allocated
two
positions
as
specifically
police
Auditors
under
their
Department.
Those
positions
were
then
transferred
to
audit
as
Community
safety
Auditors,
so
addressing
not
just
police
but
the
entirety
of
the
community's
safety
branch
on
the
new
org
chart.
C
Just
to
clarify,
if
I
may
cheer
up
homisano,
so
the
law
enforcement
or
Public
Safety
auditors,
now
in
the
Minneapolis
Police
Department,
are
transfer
or
under
the
authority
of
the
office
of
City
otter.
But
there's
no
overall
enterprise-wide
addition
of
ftes
for
public
safety
audit
is
that
correct.
D
C
D
A
A
Just
I
think
that
kind
of
a
position
is
difficult
to
come
by
other
questions
or
comments
from
my
colleagues
not
seeing
any
so.
Thank
you,
I'll
direct
the
clerk
to
please
receive
and
file
that
report.
Last
but
not
least,
are
there
any
announcements
all
right.
Thank
you
for
this
staying
here
for
this
very
long
meeting.
Thank
you
to
our
to
our
partners
across
the
city.
Seeing
no
further
business
before
us
and
without
objection.
I
will
declare
this
meeting
adjourned.
Thank
you.
Everyone.