►
From YouTube: June 27, 2022 Audit Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
B
A
D
A
A
Second,
thank
you.
All.
Those
in
favor,
please
signify
by
saying
aye,
aye
opposed
that
carries
and
the
minutes
are
accepted.
Next,
we
move
on
to
new
business.
We're
going
to
have
director
patrick,
come
up
and
lead
us
through
this
new
business,
including
two
full-on
audits
that
we
will
receive
and
publish
today.
Welcome
director.
E
If
you
recall
in
2021,
we
completed
a
significant
audit
report
concerning
mobile
device
management
for
the
city,
while
we're
not
at
the
full
year
mark
after
the
audit
was
concluded.
Not
all
the
audit
items
are
due.
We
did
note
that
the
I.t
department
has
made
significant
progress
on
completing
those
audit
objectives.
E
Hence
I
invited
our
chief
information
officer
paul
cameron
to
come
and
provide
an
update
to
the
committee
as
they
complete
a
number
of
the
audit
items
for
the
project.
So
without
further
ado,
I'm
going
to
introduce
our
cio
paul
cameron,
who
will
walk
through
the
current
mobile
device
management
strategy.
F
Thank
you
for
having
me,
as
mr
patrick
said,
my
name
is
paul
cameron
and
I
am
the
city's
chief
information
officer
and
I
wanted
to
give
you
an
update
on
the
audit
that
went
over
last
year
and
just
to
start,
I
wanted
to
review
the
the
five
main
findings
that
were
there
so
I'll
just
very
quickly.
Read
these
off
policies
and
procedures
are
not
current
and
sufficient
to
ensure
proper
issuance
use
and
oversight
of
mobile
devices
and
are
not
consistent
across
the
city.
F
F
Number
four
is:
there
is
not
specific
governance,
language
and
practices
regarding
data
that
may
be
created
or
maintained
on
mobile
devices
in
policies
and
practices
across
the
city
and
number
five.
There
is
no
enterprise-wide
mobile
device
management
solution
in
place
that
covers
all
mobile
devices
devices
issued
by
the
city,
and
there
is
varying
security
coverage
in
place.
F
So
what
I'd
I'd
like
to
do
is
just
walk
you
through,
where
we
are
on
remediating
these
efforts
for
the
first
one
around
the
policy
and
procedures.
We
have
a
draft
policy
and
we
expect
that
draft
policy
to
be
released
sometime
around
the
end
of
quarter.
Three,
the
policy
will
establish
the
overall
framework
and
then
we'll
be
adding
specific
procedures
in
the
months
after
that,
until
we're
finalizing
the
rest
of
the
procedures.
For
that,
so
we've
made
a
fair
bit
of
progress
on
that
one
and
look
forward
to
getting
that
policy
out.
F
Our
goal
is
to
include
consolidated
devices
from
other
departments,
including
the
radio
shop
and
regulatory
services
in
preparation,
we've
been
doing
a
pretty
thorough
audit
and
closing
out
devices
that
are
not
in
use
to
date.
We've
removed
about
350
devices
from
the
accounting
of
within
the
city
once
this
is
done,
we'll
be
loading
those
devices
into
the
asset
management
program
and
then
we'll
be
augmenting.
F
Our
current
separation
process
for
when
employees
leave
the
city
to
make
sure
that
we
are
removing
that
device
at
the
same
time
and
then
we'll
be
looking
to
once
we
get
the
exact
once
we
have
the
data
within
the
system
we'll
be
looking
at
what
an
audit
frequency
will
be
to
make
sure
that
we're
catching
ones
that
might
have
been
missed
and
we'll
probably
be
somewhere
between
two
and
four
times
a
year.
For
that.
F
F
Beyond
when
an
employee
leaves
so
that
they
can
give
that
device
to
the
next
employee,
we're
going
to
be
looking
to
update
that
to
bring
that
device
in
to
make
sure
we
can
get
it
wiped
and
the
data
removed
from
it
before
potentially
putting
it
back
out
for
city
use.
After
that,
the
asset
management
program
will
be
a
key
piece
for
this,
as
it
will
allow
us
to
communicate
device
numbers
to
departments
more
accurately.
F
I
do
want
to
highlight.
There
was
really
just
one
challenge
and
maybe
just
a
kind
of
piece
that
has
come
up
around
around
the
mobile
device.
Managements.
That's
a
challenge
right
now
is:
there
is
no
clear
direction
from
a
policy
standpoint
around
the
use
of
city-owned
mobile
devices
versus
personal
devices,
and
so
we
do
have
personal
devices
that
are
used.
F
D
F
F
D
F
C
Thank
you,
madam
chair
yeah.
I
just
had
a
question
about
the
asset
management.
The
report
specifies
a
vendor,
but
I
was
just
curious.
Is
that
going
to
be
replacing
asset
management
enterprise
wide
or
do
we
have
asset
management?
Currently
that
just
doesn't
meet
the
needs
for
mobile
device
management
and
we
will
have
two
different
asset
management
systems.
F
So
chair,
palmisano
committee,
member
payne,
I
would
think
of
it
as
an
augmentation
of
the
existing
system.
So
for
providing
a
little
more
detail,
we
have
a
service
now
as
a
as
a
tool
set
within
it
to
manage
much
of
the
workflow
and
data
within
it.
We
have
a
very
rudimentary
asset
management
program,
that's
implemented.
F
G
Thank
you,
madam
chair.
You
know
my
question
is
I
guess
around
cloud
applications
it
would.
It
would
seem
to
me
that
that
is
kind
of
you
know
more
emerging
or
the
way
that
we
people
can
access
things
that
aren't
aren't
required
through
the
you
know,
city
enterprise
systems
directly,
but
what
risk
do
they
they
present?
If
you
have
rigorous
login
requirements,
password
protections
all
of
those
things
on
a
personal
device,
what
what
risk
exists
if
somebody's
accessing
email
through
the
cloud,
for
example,.
A
Thank
you,
I'm
not
seeing
any
other
questions
from
my
colleagues.
I
do
want
to
just
point
out
that
originally
this,
this
audit
came
up
because,
because
of
the
global
health
pandemic
right
because
suddenly
in
early
2020,
there
was
a
massive
shift
of
not
just
this
organization,
but
everybody
to
quickly
be
mobile
and
mobily
connected
and
that
caused
so
many
employees
of
the
city
to
start
trying.
A
You
know
workarounds
to
to
be
accessible,
which
we
appreciate
and
we
needed
during
that
time
in
new
ways
that
also
had
a
number
of
different
silos
of
our
city,
making
their
own
decisions
to
try
to
get
quickly
up
and
running
again
on
different
kinds
of
mobile
devices,
and
sometimes
people
use
their
own
devices.
So
the
the
first
that
the
major
audit
piece
that
we
did,
I
think,
really
addressed
that
you
know
part
of
that
was
to
how
it
was
to
okay.
So
we
we
did
this
quickly
because
we
needed
to.
A
But
how
do
we
get
some
controls
around
it?
How
do
we
stop
the
the
enormous
spend
that
went
into
such
an
effort
and
get
some
direction
on
it?
I
I
very
clearly
see
this
challenges
page
in
front
of
us
that
there
is
no
clear
direction
on
city
around
use
of
these
devices
versus
personal
devices,
and
I'm
curious
from
your
perspective.
Mr
cameron.
Is
this
something
that
you
think
can
be
solved
by
an
internal
policy?
Or
is
this
something
that
you're
basically
be
going
to
be
asking
city
council
to
weigh
in
on
that?
F
A
D
F
Committee
member
fisher,
that
is
from
the
first
bullet
that
was
covered.
That
is
one
that
we
are
delayed
on
right
now.
We
expect
that
to
be
out
in
quarter
three,
it
has
been
more
challenging
than
we
expected
to
to
get
that
rewritten
a
little
bit
of
context
as
the
current
cell
phone
policy
for
the
city
actually
dates
back
to
2002.
A
A
E
Thank
you,
chair
paul
masano
committee
members
and
new
committee
members.
We
published
a
report
that
was
a
special
project
working
with
minneapolis
police
department's
field,
training
officer
fto
program
last
year.
That
report
should
have
been
sent
to
you
and
those
of
you
who
are
familiar
with
it.
It
had
a
series
of
recommendations
in
it,
so
this
was
different
than
a
normal
audit.
H
Good
morning,
madam
chair
palmisano,
city,
council,
members
and
committee
members,
as
ryan
patrick
said,
I'm
lieutenant
molly
fisher
and
I
oversee
our
pre-service
training,
which
includes
the
police
academy
and
then
also
this
field
training
program
and
also,
as
he
said
this
time.
Last
year,
it
was
actually
june
28th
of
2021.
H
H
H
So
a
fto
pin
was
authorized
for
officers
to
wear
on
their
uniform,
showing
their
ability
to
be
a
field
training
officer
and
that
that
was
something
that
was
special
particularly
for
them,
and
then
they
also
are
now
receiving
650
quarterly,
which
is
2500
a
year
for
any
fto.
That
stays
within
good
standing
and
is
ftoing
for
our
program.
H
Professional
development,
emotional
intelligence,
resiliency
and
adult
learning
development
courses
were
added
to
our
three-day
course:
curriculum
for
all
ftos.
Moving
forward
software
solutions
that
we
made
record
keeping
software
was
researched
and
the
lefta
system
was
purchased
and
implemented
for
our
record-keeping
analysis
for
fto
performance
and
oit
performance,
which
is
officers
in
training
to
clarify
that
research
on
fto
programs
sergeant,
hedberg
and
myself,
sergeant
hedberg
is
behind
me
here
in
the
chambers.
H
She
is
the
field
program
coordinator,
so
we
went
to
two
separate
fto
schools
across
the
country
to
make
sure
that
we
were
really
falling
in
line
with
best
practices
of
what
was
being
taught
in
field
training
programs
across
the
country.
So
we
went
to
two
separate
schools
and
found
that
this
naftal
course,
which
is
the
national
fto
or
help
me
out
for
one
second,
thank
you.
I
had
a
I
had
a
national
association
of
field
training
officers
had
a
little
moment.
There
was
a
really
fantastic
course.
It
really
was.
H
H
H
H
The
background
that
sergeant
hedberg
had
is,
she
was
a
field
training
officer
when
she
was
an
officer
on
the
street.
She
was
also
a
street
supervisor,
so
understands
that
that
communication
piece
between
the
field
training
program
coordinator
and
the
street
supervisors,
how
important
that
piece
was
and
truly
what
it
takes
to
actually
accomplish
that
and
truly
had
a
passion
for
in
developing
this
program
to
be
better
because,
ultimately,
believing
which
I
do
as
well
that
our
field
training
officers
truly
develop
are
new
officers,
and
that
creates
our
our
great
department
as
we
move
forward.
H
So,
knowing
that
all
of
those
things
were
truly
important,
she
really
took
this.
This
list
of
recommendations
seriously
and,
like
I
said,
has
worked
tired
tirelessly
to
accomplish
all
of
these
things.
Monthly
check-in
meetings.
The
field
training
program
coordinator
is
conducting
monthly
meetings
with
all
of
our
officers
that
are
in
training,
as
well
as
their
field
training
officer.
So
again,
this
is
monthly
when
they
are
going
through
the
program,
which
is
six
phases
worth
of
training
on
the
street.
H
So
it's
definitely
a
lot
of
work
to
schedule
all
of
the
meetings,
but
she
has
been
conducting
monthly
meetings
with
all
of
those
officers
every
single
month
and
then
also
she
has
implemented
conducting
meetings
with
all
the
street
supervisors
as
well.
That
is
not
being
done
monthly,
but
kind
of
periodically
to
make
sure.
If
there's
any
questions
that
street
supervisors
have
the
way
the
program
is
actually
focused
is
there
should
be
a
field
training
supervisors.
H
So
on
each
shift
we
really
have
three
street
supervisors,
and
one
of
them
is
supposed
to
be
responsible
for
specifically
field
training
program
stuff.
However,
since
those
people
are
not
always
at
work
and
on
that
shift
for
a
particular
night,
when
there
might
be
a
situation
that
occurs,
sgt
hedberg
took
it
upon
herself
to
make
sure
that
truly
all
of
this
information
isn't
just
going
to
that
field.
H
H
Just
a
few
examples
of
things
that
we
have
done
this
year
for
quarterly
training,
they've
done
some
patrol
online
learning
of
leaders
and
followers
power
and
motivation.
Human
behavior
and
motivation,
conflict,
revolution
resolution
excuse
me
and
tough
conversations
and
then
the
fourth
quarter.
This
year
we
will
be
bringing
in
that
nafta,
national
organization
of
field
training
officers
in
to
teach
an
advanced
fto
course,
and
that
will
be
for
all
of
our
field
training
officers
that
they
will
receive
that
priority
communication.
H
H
Dor,
completion
expectations,
so
the
dors
are
the
daily
observation
reports,
so
all
officers
in
training
every
single
day,
that's
one
of
the
expectations
of
the
fto-
is
to
fill
out
a
evaluation
form
on
those
officers.
So
we
can
track
the
progress,
so
the
leftist
software
that
we
purchased
again
the
standard
operator
or
the
standard
evaluation
guidelines.
So
what
is
used
for
the
field
training
officer
to
actually
evaluate
the
performance
of
that
officer
in
training?
We
have
evaluation
guidelines
previously
with
our
old
software
system.
H
They
had
those
guidelines,
but
they
were
on
a
separate
form
in
a
separate
format.
So
if
you
were
filling
out
the
evaluation
in
one
format,
you
possibly
had
a
question
of
where
their
performance
would
fall
within
those
guidelines,
you
would
have
had
to
go
to
a
whole
different
section
to
actually
look
that
up
with
this
new
lefta
system.
H
If
it's
a
specific
category
of
officer
safety,
you
can
actually
click
the
drop
down
box
within
that
and
all
of
our
standard
operating
guidelines
actually
pop
up
right
below
that,
so
that
fto
can
actually
just
read
and
say:
oh
yep,
so
they
this
and
this
were
there
or
this
wasn't
there.
So
this
is
where
this
would
fall
within
those
standard
operating
guidelines,
so
that
easy
access
helps
create
more
better
consistency
with
the
scoring
that
the
ftos
are
giving
the
officers
in
training
notification
expectations
with
the
dramatic
increase
in
communication
again
between
sgt
hedberg.
H
It
is
known
that
the
important
information
and
questions
should
be
brought
immediately
to
her
attention.
So,
as
I
mentioned
a
little
bit
previously,
phone
calls
and
emails
when
they
have
street
supervisors
or
ftos.
Have
any
questions
really
are
immediately
going
to
sergeant
hedberg
and
we're
just
really
not
finding
out
things
days
later.
H
The
next
recommendation
was
fto
selection
and
oversight
process.
The
updates
that
we
made
in
that
section
are
the
fto
job
announcement,
so
every
time
that
we
are
actually
going
to
hire
new
ftos
and
go
through
a
training
program,
there's
a
job
announcement
that
goes
out
within
the
city.
The
updates
to
that
were
that
the
each
person
applying
to
be
a
field
training
officer
needs
to
have
two
supervisor.
H
Two
supervisors
provide
a
letter
of
recommendation
for
them
to
be
a
field,
training
supervisor
the
shift
that
the
fto
is
actually
or
the
officer
is
on
at
that
point
in
time.
Their
lieutenant
also
has
to
approve
that
they
are
putting
in
for
this
position,
and
then
the
precinct
inspector
is
also
has
to
be
notified
that
this
individual
is
putting
in
and
applying
to
be
a
field
training
officer
the
fto
selection
process.
H
To
make
sure
that
they
are
in
good
standing
to
be
a
field,
training
officer,
professional
development.
Again,
some
of
these
slightly
overlap
the
quarterly
training
that
we
are
now
providing,
so
that
it's
continual
training
to
keep
developing
our
ftos.
You
know
quarterly
throughout
the
year
and
then
obviously
yearly
throughout
their
careers,
maintain
and
update
an
fto
roster.
H
So
they
have
a
updated
fto
list
which
includes
our
full-time
ftos,
as
well
as
some
people
that
are
substitute,
ftos,
meaning
those
people
don't
want
to
fto,
specifically
all
of
the
time
they're
just
saying
they
will
step
in
and
fill
in
when
it
is
needed
at
certain
periods
of
time.
So
this
list
is
almost
updated
on
a
daily
basis.
Now,
because,
if
a
complaint,
the
process
that
we
have
now
worked
out,
if
there
is
a
complaint
that
comes
into
internal
affairs,
the
commander
of
internal
affairs
immediately
looks
at
that
list.
H
That
sergeant
hedberg
provides
internal
affairs
of
ftos.
That
list
is
compared
to
the
person's
name.
That
was
in
the
complaint.
If
that
happens
to
match
up,
and
that
person's
name
is
also
on
the
fto
list,
then
that
information
gets
sent
to
the
dc
of
professional
standards
and
they
review
what
the
complaint
is
and
decide
if
that
person
can
continue
to
fto.
While
this
complaint
is
being
investigated
or
if
the
severity
of
the
complaint
is
to
a
point
that
we
don't
feel
comfortable
having
that
person
fto.
H
So
they
are
then
placed
on
what
is
called
a
pause
at
that
period
of
time.
If
that
occurs,
the
dc
of
professional
standards
lets
myself
and
sgt.
Hedberg
know
that
that
is
occurring,
and
I
then
inform
that
particular
officer
that
they
are
on
a
pause
and
then
also
their
supervisors
are
notified,
that
they
are
on
a
pause
to
again
make
sure
that
there
is
not
a
day
that
someone
else
is
supposed
to
be
ftoing,
and
they
have
somebody
else,
step
in
and
say
that
I
know
you're
an
fto,
so
you're
going
to
fto.
H
That
person
is
now
on
pause.
The
list
is,
then
the
distribution
list
is
updated
and
that
is
resent
out
to
all
the
supervisors
on
the
street.
To
let
them
know
that
that
person
at
this
current
point
is
not
allowed
to
fto
fto
performance
evaluation
with
our
new
again
leftist
system
that
record
keeping
system
that
we
purchased.
H
It
allows
our
officers
in
training
to
now
do
evaluations
on
our
field
training
officers.
So
at
the
end
of
each
phase,
which
is
roughly
a
month
a
period
of
time
when
they
were
being
trained
by
the
by
that
field,
training
officer,
they
are
sent
a
form
through
that
leftist
system
to
fill
out
an
evaluation
on
their
fto.
H
That
information
only
goes
to
the
field
training
program
coordinator
to
read.
The
ftos
do
not
have
access
to
read
what
that
officer
in
training
wrote
about
them,
and
obviously
we
use
that
to
understand
through
the
officer
and
training's
perspective,
how
those
field
training
supervisors
are
doing
and
evaluate
our
performance
through
that
sergeant.
Hedberg
also,
obviously,
reviews
all
of
the
dors
again
that
daily
observation
report
that
comes
through
on
a
daily
basis.
H
She
can
actually
send
those
back
again
through
this
new
software
system
that
we
have
so
she
can
reject
something.
If
an
fto
wrote
something
that
maybe
appears
to
be
inappropriate,
it
doesn't
explain
the
score
very
well,
so
they
get
maybe
got
marked
down
on
something.
But
then
the
explanation
is
not
very
clear
of
why
they
got
marked
down
sergeant
hedberg.
H
Send
that
back
to
the
fto
and
say
I
need
more
explanation
here,
or
this
needs
to
to
be
changed
as
well
as
review
of
body,
worn
camera
as
well
with
the
oit
and
then
the
the
fto
in
certain
instances,
fto
burnout
management
again
with
our
the
situation
that
we're
in
with
staffing.
This
was
definitely
a
concern
of
having
very
few
ftos.
H
You
can
go
in
and
look
at
a
particular
fto,
and
it
will
say
the
last
time
that
they
actually
ftod
and
for
how
many
days
so
also
a
good
way
for
the
field
training
program
coordinator
to
not
only
request
what
it
is
that
they
want.
But
back
it
up
with
well
you're
saying
you
want
to
fto,
but
I
can
actually
see
in
the
system.
You've
you've
ftold
three
months
in
a
row.
You
know:
maybe
we
should.
We
should
take
a
break
so
dual
management
on
on
that
side.
H
H
We
were
using
terminology
of
a
rope
form
and
the
standard
across
the
country
was
a
dor
form
for
daily
observation
report.
Ours
was
recruit
officer,
performance,
evaluation
technically
on
the
street.
They
are
really
an
officer,
not
a
recruit
anymore,
so
we
updated
the
terminology
to
reflect
those
best
practices
and
then
the
score
rating.
H
We
also
updated
our
evaluation
form
on
a
daily
basis,
used
to
be
scoring
of
one
through
seven
one
not
being
acceptable,
four
being
the
acceptable
solo
standard
of
a
police
officer
and
then
seven,
obviously
being
above
that
we
tended
to
not
really
ever
see
six
and
sevens
marked
for
most
people
when
we
did
do
do
those
courses
across
the
country
generally,
the
standard
is
one
through
five
again,
because
six
and
seven
generally
are
not
used.
There's
not
a
whole
lot
of
feedback
that
we
obtained
through
those
particular
numbers.
H
Then
the
scoring
was
changed
that
a
three
is
now
actually
what
the
standard
is
and
not
a
four
and
with
the
question
of
some
departments,
go
with
just
an
outright.
You
know
this
was
acceptable
or
unacceptable
for
the
day.
However,
again
through
best
practices,
we
found
that
actually
providing
a
score,
so
that
officer
in
training
can,
if
they're,
not
doing
very
well
in
a
category
that
they
happen
to
be
getting
a
one
in.
Maybe
they
progress
the
next
day
and
do
slightly
better,
so
they
actually
receive
a
two.
H
It's
not
necessarily
at
solo
standard
yet
to
actually
receive
that
three,
but
they
can
actually
see
their
improvement
that
they've
made
as
opposed
to
if
you're,
specifically
going
with
you
happen
to
pass,
or
you
happen
to
fail
this
type
of
standard
that
you
made
improvement,
but
technically
it
would
still
be
in
that
fail
category.
So
it
allows
room
for
them
to
see
that
they're
making
improvement,
although
they're,
not
necessarily
at
that
standard.
H
The
daily
observation
report,
department,
value
updates,
so
within
the
categories
that
we
have
on
that
sheet,
which
I
believe
are
27
categories
that
they
get
evaluated
on
on
a
daily
basis,
we
condensed
some
of
them
so
radio
communication
things
like
that.
There
used
to
be
almost
four
sections
for
that
of
specific
areas
of
radio
communication.
H
H
Again,
as
I
said,
some
of
these
crossover
with
past
ones-
we've
already
spoken
about,
but
I
do
want
to
make
sure
I'm
I'm
covering
it.
We
did
do
numerous.
We
researched
numerous
software
programs
before
we
chose
the
lefta
system.
We
have
been
very
happy
with
that
leftist
system,
other
departments,
it
was
highly
recommended.
H
H
So
we
are
really
liking
how
it
is
tracking
our
officers
and
training,
as
well
as
our
ftos,
obtaining
feedback
monthly
check-in
meetings.
When
sergeant
hedberg
conducts
those
she
is
requesting
feedback
from
the
officers
in
training
on
what
it
is
that
the
things
that
are
going
well
for
them,
but
also
any
ideas
that
they
have
for
the
program,
something
that
they
could
do
better.
Is
there
training
in
a
certain
area
that
we
could
improve
on
so
she's,
requesting
their
feedback,
as
well
as
our
field
training
officers
feedback
when
she
has
those
monthly
check-in
meetings?
H
Our
field
program
coordinator
conducted
again
training
with
our
oits
and
ftos,
specifically
on
that
leftist
system.
So
not
only
did
sergeant
hedberg
start
doing
all
the
monthly
check-in
meetings
with
this
new
system
that
nobody
knew
how
to
work.
Sergeant
hedberg
also
had
to
conduct
a
lot
of
meetings
to
bring
everyone
in
all
of
the
oits
all
of
the
ftos
and
the
field.
Training
supervisors
to
actually
teach
them
how
to
to
use
our
new
lofta
system
and
our
manuals
that
were
updated.
H
So
we
currently
now
have
an
actual
officer
and
training
manual
before
the
training
manual
was
an
fto
manual,
but
that's
what
was
given
to
our
officers
in
training.
So
it
was
kind
of
together,
which
means
there
was
a
decent
amount
of
information
within
that
that
didn't
actually
apply
to
the
oit.
Specifically,
it
applied
more
to
the
ftos.
We
separated
those
so
that
each
officer
in
training
has
their
own
specific
manual.
H
With
again,
all
of
these
updates
that
I
am
explaining
to
all
of
you
today
making
sure
that
all
of
those
supervisors
were
aware
of
all
the
updates
that
we
made
and
that
that
was
communicated
with
all
of
them
and
what
their
responsibilities
are
within
the
field
training
program
and
then
a
field
training
program
coordinator
manual
was
also
created,
so
that
moving
forward
the
all
of
the
hard
work
that
sergeant
hedberg
has
put
into
this
program.
The
communication
that
she
is
doing
is
truly
documented,
that
this
is
the
job
responsibilities
of
that
field.
H
Training
program
coordinator
and
that
that
was
those
are
the
expectations
of
how
that
position
needs
to
move
needs
to
move
forward
in
the
future
so
in.
In
conclusion,
I'm
gonna
guess
I.
I
have
a
few
questions
from
from
all
of
you
here,
but
in
conclusion,
we
welcomed
honestly
working
with
ryan,
patrick
and
the
his
audit
team.
H
The
field
training
officers
as
well
are
truly
enjoying
this
new
computer
program
that
we
that
we
have
implemented
the
communication
back
and
forth
between
sergeant
hedberg
that
they
truly
feel
as
if
they
have
a
say
when
they're
ftoing
how
the
program
is
running.
So
the
the
accomplishments
that
we
have
made
truly
seem
to
be
benefiting,
and
everyone
seems
to
be
very
excited
with
the
direction
that
the
program's
going.
So
that
is
nice.
A
C
C
You
know
the
strategy
of
keeping
it
decentralized
and
whether
or
not
that's
the
right
path.
But
specifically,
my
question
is
around
the
precinct
supervisors,
I'm
curious
what
rank
they
have
and
then
you
know
what
other
roles
they're
playing,
I'm
assuming
they're
detailed
into
that
supervisory
role
and
that's
not
their
100
focus
or
is.
Is
that
the
case.
H
Chair
paul
masano
and
councilmember
payne
I'll
answer
the
first
part
of
your
question
for
the
it
is
decentralized
and
just
making
sure
that
everyone
is
on
the
same
page
with
this.
Obviously,
the
field
training
program
is
within
the
training
division,
but
the
officers
are
trained
out
within
the
precinct,
so
we
are
decentralized
in
that
manner.
H
We
did
learn
about
that
again
with
some
of
those
courses
that
we
went
to
with
the
strains
that
we
are
in
on
the
department
at
the
moment,
the
possibility
of
pulling
enough,
I
mean
we
have
you,
know
we're
in
the
60s
for
the
amount
of
ftos
that
we
have
to
try
to
pull
those
people
in
off
the
street
to
just
specifically
be
people
that
provide
service
to
train
our
officers.
We
aren't
at
the
numbers
that
that
would
be
a
possibility
at
the
moment.
H
There
would
be
some
great
things
about
that.
If
you
did
it
the
consistency
factor
of
that
the
ease
of
communication,
but
then
you
have
to
they're
still
needing
to
go
out
and
do
calls
so
there
would
have
to
be
an
idea
of
how
then,
what
precinct
do
those
people
go
to?
So
there
definitely
would
be
a
lot
of
work
and
different
ideas
involved.
In
that
I
wouldn't
say
it
would
be
necessarily
a
negative
thing
at
all,
but
currently,
where
our
numbers
stand.
That
would
not
be
something
that
that
we
could
accomplish.
H
Currently
your
second
question
as
far
as
the
supervisors
on
the
street.
So
when
I
was
referencing
supervisors
I
mean
the
street
sergeants
who
are
in
charge
of
the
shift.
So
there's
you
know
a
day
watch
metal
watching
dog
watch
which
pretty
much
each
precinct
has
three
supervisors
on
their
shift,
so
they
are
of
sergeant
rank
was
who
I
was
referencing
and
yes
to
your
some
degree.
Somebody
does
get
kind
of
detailed
so
to
speak
as
the
the
term
that
you
used
to
be
that
field
training
supervisor.
H
So
it's
some
people
enjoy
it.
They
were.
I
mean
somebody
again
like
sergeant
hedberg,
who
was
a
field
training
officer
really,
you
know,
enjoyed
the
program
and
wants
to
be
that
field,
training
supervisor
and
take
that
on.
So
we
have
some
people
that
you
know
raise
their
hand
and
say
I
for
sure
want
to
do
it.
There's
other
people
that
between
the
three
sergeants
somebody
is
just
designated
that
that
particularly
is
their
role
but,
as
I
previously
stated,
the
way
that
sergeant
hedberg
is
running
this.
H
Currently
she
truly
is
trying
to
say
that
really
every
supervisor
on
that
shift
needs
to
know
how
this
field
trading
program
works.
They
all
need
to
take
responsibility
for
this
because,
again
not
everyone
is
working
on
the
same
night.
So
the
responsibility
extra
that
that
field
training
supervisor
would
have
is
filling
out.
They
do
monthly
check-ins
with
any
of
the
oits
that
are
on
their
shift,
so
that
particular
field
training
supervisor
is
responsible
to
actually
conduct
that.
H
C
It
does
I
mean
I'm
gonna
be
digging
into
this
for
a
long
time,
so
I'm
sure
I'll
have
more
building
off
of
that.
But
my
next
question
for
today
is
when
you
shifted
from
the
rope
evaluation
to
the
dor.
It
sounds
like
part
of
that
was
consolidating
some
of
the
questions
changing
the
the
scoring,
but
I
was
curious
if
you
either
got
rid
of
the
comment
requirement
as
you
shifted
to
the
dor
or
if
you
still
have
that
comment
requirement
now
for
the
fours.
C
H
C
H
Council,
member
palmisano
and
I'm
sorry
chair,
paul,
masano,
councilmember
payne
to
some
degree.
I
see
what
you're
saying
with
that.
If
you
gave
a
three
that
you
wouldn't
necessarily
have
to
give
a
comment,
yes
to
some
degree
that
that
is
still
there.
However,
again
with
the
fact
that
the
request
is
that
pretty
much
on
every
call
that
you're
going
to
that
you're
actually
putting
in
an
acceptable
or
not
with
a
comment,
then
it's
not
exactly
the
same.
H
It
is
the
same
as
far
as
that
it
doesn't
make
you
have
to
do
it,
but
the
request
that
sergeant
hedberg
is
making,
as
well
as
with
the
review
that
sergeant
hedberg
is
doing
of
those
she
can
send
things
back.
So
if
we
are
seeing
that
type
of
behavior
from
an
fto
that
I'm
literally
just
saying
333
for
all
these
categories
and
not
truly
providing
this
person
feedback
that
that
can
then
be
sent
back
to
that
fto
and
say
no.
H
We
we
need
some
explanation
here
if
they
did,
if
they
did
well
and
they
were
acceptable,
then
at
least
give
us
a
few
acceptable
things
that
they
accomplished
within
that.
So
there's
more
review
and
ability
for
us
to
then
send
that
back
as
previously,
it
was
just
what
what
it
was
and
we
could
not
send
that
back
to
them.
C
Okay
and
then
last
question,
I
think,
maybe
is
for
the
leftist
system.
It
looks
like
it
actually
spans
more
than
just
field
training
functionality.
Are
we
either
currently
using
left?
For
some
of
these,
you
know
early
warning
or
early
intervention
use
of
force
capabilities,
or
are
we
exclusively
using
it
for
the
field
training
pieces.
H
Chair
raw
masano
and
councilmember
payne,
we
are
not
using
it,
we
purchased
it
so
shield
suite
is
actually
the
name
of
the
entire
program
and
it
has
numerous
different
categories
as
council
member
payne
is
pointing
out.
So
there
is
like
an
early
intervention
category
to
that.
I
think
there's
actually
driving
a
few
other
things.
What
the
police
department
purchased
was
the
a-trac
system,
which
is
for
our
police
academy
and
storing
those
files.
H
The
leftist
system,
which
is
for
field
training
and
then
the
meter
system,
which
is
for
all
of
our
other
training
records
moving
forward.
The
other
categories
were
not
purchased.
I
do
know
that
there
are
some
other
software
developments
that
are
have
either
been
purchased,
or
I
know
we're
being
looked
into
as
far
as
it
came
to
the
eas
stuff,
but
that
is
not
part
of
this
particular
shield.
Suite
system.
C
G
Thank
you,
madam
chair.
This
was
really
an
interesting
presentation
and
it's
not
in
any
way
in
my
area
of
expertise,
but
a
couple
of
questions
that
I
would
have
this
seems
like
there's
a
lot
more
administration
and
tracking
may
be
in
place
than
there
used
to
be,
and
do
you
have
would
you
say
you
have
what
you
need
in
terms
of
support
to
do
that?
Well,
and
maybe
are
there
other
things
that
you
can
see
now
that
you've
got
this
going
that
you
need
coming
up
that
will
help
this
program
be
successful.
H
H
We
are
behind
slightly
from
where
I
would
have
wanted
us
to
be,
and
again
it's
it's
strictly
the
amount
of
people
that
we
have
to
do
the
amount
of
work
that
needs
to
be
done
to
get
something
like
this
up
and
running.
So
it
is
to
answer
your
question:
we're
getting
there
it's
a
little
slower
than
what
I
would
have
wanted.
The
process
to
be
because
of
lack
of
staffing.
G
Well,
I
hope
that
you're
supported
whether
or
not
personnel
is
available
to
hire
in
our
state
right
now,
but
that
you're
resourced
to
do
this
work
effectively.
My
other
question
is:
just
generally,
you
know
it.
You
know,
I
know,
there's
a
hierarchy
in
policing,
it's
got
kind
of
a
military
structure,
but
is
this
model
more
about
peer
training,
or
is
this
more
mentorship?
I
don't
think
I
saw
the
word
mentor
in
in
this
any
of
these
write-ups
at
all.
Is
that
part
of
it?
In
other
words,
a
person?
H
Chair,
palmisano
and
community
matter
it
mentor
actually
is.
It
might
not
be
in
the
write-up
stuff
that
you
saw
it
is
part
of
our
fto
manual.
They
we
explain
explicitly
that
really
ftos
are
play
so
many
different
roles.
They
have
so
many
different
hats
for
these
officers
in
training
and
at
different
stages,
so
as
they're
going
through
those
stages
of
field
training
right.
H
So
when
you
first
end
up
leaving
the
academy-
and
you
know
you're
on
the
street
for
the
first
couple
of
weeks,
as
opposed
to
where
you
are
five
months
into
that
program-
are
are
two
different
things,
so
we
do
explain
to
our
field
training
officers
that
there's
you
know,
there's
definitely
a
teaching
stage,
there's
a
mentoring
stage
that
obviously
you
always
have
to
be
evaluating,
but
more
towards
the
end.
Your
job
is
a
little
bit
more
evaluating
than
it
really
is
the
teaching
and
the
mentoring,
the
coaching.
H
All
of
that
that
does
go
into
it
and
again
it
depends
on
what
stage
that
officer
in
training
is
and
what
it
is
that
they
are
possibly
going
to
need
from
that
field.
Training
officer,
so
your
job
doesn't
just
stay
the
same
and
depending
on
what
phase
you're
ftoing
somebody,
you
might
be
finding
yourself
doing
more
coaching
and
more
mentoring
and
in
another
stage,
working
more
similarly
as
just
a
partner
with
that
person
and
working
kind
of
seamlessly
together,
so
it
depending
on
your
your
responsibilities
as
an
fto
change.
If
that
answers
your
question.
G
That
really
does
thank
you
so
much
and
I
just
one
more
comment.
I
just
really
appreciate
the
inclusion
of
the
departmental
values
keeping
that
centered.
I
think
that
that's
just
so
important
for
the
work
that
the
people
do
in
your
department
in
the
whole
police
department
front
and
center.
So
thank
you
so
much.
Those
are
my
questions.
I
Thanks
sharon
palmisano
what
a
build
up
and
thank
you
for
being
here,
lieutenant
for
sure
yeah.
I
think
I
first
just
want
to
recognize.
It
sounds
like
this
has
been
a
huge
amount
of
work
to
stand
up
and
overhaul
this
program,
so
I
do
want
to
recognize
and
applaud
that
effort.
That's
gone
in.
I
had
a
couple
questions.
H
H
It
has
been
a
huge
piece
for
us
being
able
to
retain
some
of
these
ftos
on
some
days
when
they
have
been
frustrated
and
the
time
and
energy
that
she
spends
talking
to
them,
but
truly
from
from
both
of
us
and
and
coming
down
from
the
chief
really
as
well
as
a
as
a
message.
Our
our
main
message
to
retain
people
is
truly
that,
if
we're
moving
forward-
and
you
want
to
be
working
with
good
people
on
this
department,
then
good
people
need
to
train
our
new
officers.
H
H
And
if
you,
if
you
believe,
you're
a
good
officer
and
you
believe
you
have
a
lot
to
give
and
you
think
things
could
be
better,
then
you
need
to
do
the
work
that
stands
behind
that,
so
that
we
can,
as
a
department,
all
be
better
and
those
new
officers
deserve
somebody.
We,
we
all
had
somebody
who
taught
us
and
gave
us
time
and
energy,
so
we
could
become
the
officers
that
we
were
and
they
deserve
to
have
somebody
that
teaches
them
the
right,
the
right
things
and
sends
them
down
the
right
path.
So.
I
H
Chair
palmisano
and
committee
manor
singleton,
it
doesn't
currently
play
into
promotions.
There
has
been
discussion
of
that
in
the
past.
That
would
that
be
something
that
would
end
up
being
on
a
promotion
list.
If
you
were
an
fto
for
a
certain
period
of
time,
then
you
get
you
know
an
extra
point
or
something
that
would
go
on
your
your
promotion.
H
We,
we
sell
it
a
little
bit
kind
of
to
go
back
to
your
last
question
that,
obviously
being
an
fto
does
help
you
it's
it's
a
supervisory
position
to
some
degree,
so
it
does
help
you
within
the
process,
meaning
it
helps
develop
you
which
means
taking
the
supervisor
exam.
You
would
have
more
examples
of.
There
was
a
time
when
I
you
know
was
in
this
particular
situation,
and
this
is
what
I
did
so,
obviously
developing
us
as
a
person.
H
It
isn't
something
that
we
have
implemented.
Yet
again,
that's
one
of
those
things
that
you
slightly.
It
ends
up
having
to
be
discussed
as
opposed
to
well.
How
many
times
did
you
fto?
So,
even
if
you
were
an
fto
for
three
years,
did
you
only
fto
three
times
as
opposed
to
somebody
who
was
an
fto
for
two
years,
but
they
fto,
you
know
eight
times
so
where
that
cut
off
necessarily
would
be.
H
I
Thank
you.
I
have,
I
think,
just
two
more
questions.
One
is
I
I
think
I
recall
that
there
was
some
discussion
of
the
training
that
that
cadets
got
in
the
academy
could
sometimes
then
differ
from
what
they
got
on
the
street
in
the
fto
program,
which
could
be
for
a
number
of
reasons,
including
the
ftos,
could
have
gone
through
the
academy
30
years
ago.
H
Yes,
chair
palmisano
and
committee
member
singleton,
yes,
ultimately
with
revamping
that
field
training
manual
and
the
rewrites
that
we
have
in
there
and
the
having
those
updates
of
the
quarterly
training,
we
really
are
trying
to
be
specific
with
our
ftos,
that
what
is
being
taught
is
what
should
be
the
responsibility
again.
Everyone
should
be
following
policy.
Everyone
should
be
doing
what
they're
supposed
to
be
doing,
so
we
are
specifically
communicating
with
our
ftos
that
they
do
need
to
fall
in
line
with
what
all
of
those
responsibilities
are.
H
I
I
H
Chair
palmisano
and
committee
member
singleton,
I
know
in
general-
I
don't
know
specifically
and
part
of
that
reason
is
that
I
am
not
with
the
way
that
stuff
works,
training
unit
is
totally
separated.
So
I
am
not
privy
to
that
information.
I
don't
know
what
that
person
did.
That
is,
you
know,
has
the
complaint
against
them
and
truly
what
that
standard
is
that
the
dc
has.
That
would
be
a
better
question
for
him.
H
I
do
know
in
general
that,
obviously,
if
it
is
something
significant
that
we
again
from
my
your
previous
question-
and
my
previous
answer
is
something
that
we
do
not
want
them
teaching
a
new
person.
This
is
something
that
we,
if
if
this
is
true
right,
because
obviously
it's
a
complaint,
it
needs
to
still
be
looked
into-
is
not
something
that
we
are
looking
to
have
this
person
teach
new
officers,
so
that
would
be
a
reason
for
something
to
be
on
a
pause.
B
D
Thank
you,
chair
palmisano,
lieutenant
fischer.
I
also
have
some
questions,
but
I
think
it's
not
because
I
I
question
this
program,
it's
very
comprehensive
that
makes
it
complex.
I
think
that's
why
we
have
questions
about
it.
I'm
just
wondering
who
who
appoints
an
fto
and
who
rotates
the
oits,
who
makes
that
decision
or
those
decisions.
H
Chair
palmisano
and
committee
matter
fisher
that
ultimately
the
appointing
piece-
I
explained
a
little
bit
in
the
presentation,
so
they
have
to
go.
They
have
to
apply
for
that
position
again.
They
have
to
have
two
supervisors
that
say,
and
it's
current
supervisors.
That
say
you
know.
Yes,
we
think
this
person
should
do
it
their
lieutenant
has
to
say
yes,
so
there's
a
few
different
steps
there.
H
That
would
stop
that
from
happening
and
as
far
as
the
officers
in
training
rotation
that
is
up
to
the
field
training
program
coordinator
and
again,
the
way
that
is
now
working
is
actually
that
in
the
past
it
would
frequently
be
so
I'll
just
give
a
random
number
of
20.
You
know
people
graduate
the
academy
and
throughout
the
department,
with
the
five
precincts
and
three
shifts
on
a
precinct.
H
You
know
you'd
say
two
people
were
going
to
dog
watch
within
one
precinct
and
two
people
to
mids
and
you'd
kind
of
separate
it
that
direction
sergeant
hedberg
actually
truly
looks
at
where
the
ftos
are
to
make
sure
that
again
they
are
actually
being
trained
by
who
our
certified
ftos
are,
and
they
don't
end
up
with
somebody
who's.
Not
so
she
actually
looks
across
the
list
of
where
our
ftos
are.
So.
H
H
The
field
trading
program
coordinator
so
sergeant,
hedberg,
myself
and
then
we've
had
you
know:
we've
done
two
different
classes,
so
there
was
another
lieutenant
in
training
at
one
point
who
was
on
there.
We've
also
used
an
officer
one
of
the
cadre
officers
from
the
academy
before,
but
the
two
of
us
specifically
are
on
there.
Okay.
H
D
With
follow
up
with
that,
with
respect
to
fto
selection,
I
understand
they
go
through
an
interview
with
panel.
I
presume,
and
the
ia
file
is
reviewed
as
well
use
standard
questions
for
each
candidate,
so
they
all
get
the
same
kind
of
inquiry
and
what
criteria
is
applied
to
the
review
of
the
internal
affairs
file?
What
would
disqualify,
for
instance,
a
person
from
becoming
an
fto
based
on
their
review.
H
Chair
paul
masano
and
committee
member
fisher,
there
are
standardized
questions,
so
we
actually
have
an
interview
packet,
so
to
speak
with
particular
questions.
The
beginning
of
it
is
even
sergeant
hedberg
reading
the
exact
same
comments
to
every
person
explaining
the
whole
entire
interview
and
then
each
of
us
reading
all
the
questions
the
same
question
every
single
time,
all
the
way
all
the
way
through.
So
it's
about
a
standardized,
I
think,
as
you
could
could
get
there's
no
particular
follow-up
questions
that
are
asked
of
anyone.
H
That's
not
a
standard
question,
that's
on
the
interview
sheet
and
then
your
second
question
of
what
that
standard
is
again.
Since
I
am
not
privy
to
we
request
the
cards,
the
cards
never
come
to
me.
I
do
not
see
the
ie
cards
at
all.
That
specifically
goes
to
the
deputy
chief
of
professional
standards,
so
that
decision
that
is
being
made
is
a
better
follow-up
question
for
d.c
schoenberger.
D
H
H
That
is
not
the
number
we
would
like
to
be
at
if
the
each
officer
that
goes
through
training
ultimately
ends
up
using
five
ftos
to
get
through
their
entire
process.
So,
if
you're
actually
saying
we
graduate
a
class
of
20
people,
that's
20
times
five
of
how
many
ftos
we
actually
need
to
get
that
person
trained
on
the
street.
So
obviously
you
can
tell
with
the
numbers
I
just
gave
you.
That
does
mean
that
some
people
are
ftoing
within
that
same
class
of
graduates.
H
You
know
twice
within
there
for
us
to
actually
accomplish
that
and
again
with
us
having
pretty
much
a
class
going
on
continuously
at
the
moment
that
pretty
much
means
one
class
gets
done.
Another
one
is
pretty
much
starting
and
actually
the
fto
process
is
longer
than
the
academy
process,
so
there's
actually
an
overlap
that
occurs
in
there.
H
D
H
Chair
paul
masano
and
committee
member
fischer,
it's
it's
not
a
coveted
position
for
some.
I
guess
I
guess
it's
not
an
easy
answer
for
all.
There
are
definitely
when
I
was
excited
when
I
was
asked
by
a
supervisor
if
I
would
be
interested
in
ftoing,
because
they
thought
that
I
would
do
well
at
that.
That
was
exciting,
so
I
think
for
a
lot
of
people,
it's
a
matter
of
if
your
supervisor
believes
in
you
and
actually
asks
you
to
take
on
this
challenge
that
that
part
is
exciting.
H
I
don't
know
if
there's
competition,
particularly
between
people
at
the
moment,
I
just
unfortunately
with
the
difficulty
of
things
at
the
moment,
I
I
competition
would
probably
be
going
a
little
a
little
too
far.
However,
there
are
truly
still
a
lot
of
people
at
least
65
of
them.
That
believe,
really
in
the
importance
of
field
training
and
and
doing
that.
C
C
So,
like
one
question,
is
at
what
point
does
that
conduct
exit
out
of
the
standard
dor
process
and
into
our
formal
discipline
process,
and
then
kind
of
my
more
significant
question
is:
is
the
so
member
singleton
asked
about
fto
conduct
and
you
know
that
gets
referenced
to
the
dc
of
professional
standards,
but
for
the
conduct
of
the
officer
and
training?
Is
there
any
connection
or
linking
to
the
fto
and
are
they
do
they
share
accountability
for
that
officer
in
training,
or
is
the
officer
and
trainee's
personal
conduct
kind
of
an
isolated
thing?
H
Okay,
chair
palmisano
and
councilmember
payne
I'll,
try
to
remember
the
first
part
of
your
question
that
got
a
little
long
there.
Actually,
I
think
I'll
do
the
second,
because
I
think
I
did
forget
the
first.
I
apologize
so
yes,
the
oh,
I
remember
the
first
one
now
so,
ultimately,
if
an
officer
in
training
was
to
obviously
violate
a
policy,
something
that
would
get
myself
or
anyone
else
on
this
department
in
trouble.
That
would
then
trigger
that.
You
know
that
ia
they
can
still
get.
They
could
still
get
a
complaint.
H
H
They
have
a,
and
this
is
written
right
into
the
manual
I
mean
they
need
to
step
in
if
they
are
seeing
that
this
officer
in
training
is
going
to
do
something
that
they
are
not
supposed
to
do,
knowingly
that
the
person
is
making
that
decision,
or
maybe
just
by
mistake,
because
they
they're
not
aware
and
that
they're
making
this
type
of
mistake.
But
it
is
the
field,
training
officer's
job
to
step
in
and
say
I'm
stopping
this
from
occurring.
H
I
am
going
to
step
in
and
take
care
of
this
call
and
we're
going
to
deal
with
the
fact
that
you
know
you
were
going
down
a
path
that
policy-wise
you
weren't
supposed
to
go
down,
or
you
know
whatever
unsafe
safety
whatever.
That
particularly,
is
that
fto
does
have
the
responsibility
to
not
let
that
person
make
that
huge
mistake.
H
They
are
supposed
to
step
in
and
fix
that
from
occurring
so
that,
hopefully
we
don't
have
that
mistake,
but
they
are
just
as
responsible
that
oit
they're
they're
wearing
the
uniform
and
they
they
have
the
badge
on.
So,
as
far
as
any,
you
know
issue
that
they
could
end
up
with
a
complaint
that
that
is
all
the
same.
C
C
H
Chair
palmisano
and
councilmember
payne,
I
still
feel
like
I'm
a
little.
I
wish
we
had
an
exact
scenario
that
you
were
speaking
of,
but
if
to
what
I
said
before
I
mean
if
the
fto
was
actually
observing
this
person
conducting
something
incorrectly.
That
again
was
a
safety
thing,
obviously
they're
being
evaluated
so
to
some
degree,
the
person
has
to
make
some
sort
of
mistakes
for
us
to
be
able
to
evaluate
them.
So
we're
talking
about
levels
of
mistakes
that
they're
actually
making.
H
H
Yes,
that
would
be
something
that
we
would
definitely
step
in
to
have
a
meeting
with
that
particular
person
and
probably
their
normal
street
supervisor.
To
save
I
mean
this
is
not.
That
would
be
something
on
our
end
that
we
would
then
end
up
as
an
fto
program,
putting
somebody
on
a
pause
for
it
to
say,
if
you're
not
willing
to
step
in
as
an
fto
and
actually
fix
this
problem
and
allow
somebody
to
break
policy,
that's
not
what
we're
looking
for
in
fto.
I
hope
that
is
now
answering
your
question.
J
So
actually,
committee
member
fischer
asked
the
question
about
the
60
fd
ftos
that
you
currently
had,
and
I
was
curious
to
know
about
the
number
that
you
wanted
to
get
to.
I
I
was
wondering,
what's
the
biggest
barrier,
I
mean
it's
not
a
competitive,
pin,
I
guess
I'll
say
what
what
is.
Would
you
say
I
mean
we're
looking
at
right
now,
somewhere
between
what
five
less
than
ten
percent
for
sure
of
officers
are
ftos.
Some
are
probably
in
that
five-ish
percent
or
a
little
more.
What's
the
biggest
barrier.
Why?
J
H
H
You
know
two
years
ago
deciding
that
the
responsibility
just
from
their
for
themselves
was
more
than
enough
that
they
wanted
to
take
on
on
a
daily
basis,
making
the
decisions
that
you
make
in
this
profession,
so
that
truly
unfortunately,
right
now
is
our
toughest
barrier.
Is
people
deciding
that
they're
going
to
take
on
a
second
challenge,
along
with
just
the
daily
challenges
of
of
answering
911,
calls.
H
J
You
know
I
I
hear
that's
a
quite
a
gap.
You
know
you'd
prefer
to
have
about
150
to
180
ftos,
so
that
is
putting
a
tremendous
amount
of
strain
on
the
current
ftos
and
I
do
see
the
work
that's
being
done
for
you
know:
burnout
management
and
whatnot
what
other
work
is
being
done,
and
maybe
you
don't
have
this
answer
so
that
our
officers
are
feeling
that
they
have
that
kind
of
mentorship
evaluation.
I
mean
if
there
is
this
gap,
or
is
it
just
that
these
f
60
65
fdos
really
have
to
bear
that?
H
Chair
palmisano
and
council
member
koski,
I
mean,
obviously
our
department
is
still
building
back
from
where
we
were
so.
Our
our
mediation
and
health
and
wellness
team,
I
think
you
know,
is,
is
doing
the
best
that
they
can
to
help
a
lot
of
the
people
on
our
department,
be
in
a
better
place
that
they
would
feel
like
they
could
take
on
that
responsibility.
H
The
incentive
pay
that
we
did
actually
add
in
was
something
that
was
requested
by
ftos.
It
was
you
know,
mentioned
actually
prior
to
this
audit,
but
they
the
audit,
learned
about
it
as
well.
So
that
was
something
that
we
tried
to
do
to
incentivize
people.
We
wanted
to
make
sure
that
it
wasn't
just
about
money,
though,
that
we
didn't
want
people
just
to
become
ftos,
specifically
just
so
they
could
get
more
pay,
so
we
were
making
sure
that
we
were
balancing
that
aspect
to
it.
H
H
I
think
the
stability
and
all
honesty
of
this
program,
the
things
that
we
have
implemented
here.
We
are
gaining
buy-in
to
this
program,
really
being
a
great
program
that
things
are
stable
within
this.
That
generally
tends
to
bring
people
and
gain
that
buy-in
piece
where
more
people
are
saying.
I
want
to
do
this,
so
it's
my
feeling
that,
with
all
of
these
changes
that
we
have
made
that
this
will
improve
that
environment
of
the
ftos,
that
people
truly
believe
in
this
process.
H
They
see
that
things
have
changed,
that
they
have
changed
for
the
better
and
they
believe
in
that,
and
they
want
to
be
a
part
of
that.
So
I
do
think
in
the
future.
Since
we
have
done
a
lot
of
these
things,
we
will
be
going
down
a
better
path,
but
sometimes
things
are
slowly
but
surely
slow
and
steady
wins.
The
race
I
guess
is
is
what
I'm
hoping
is
is
what
we
have
going
on
with
creating
this
this
program
here,
but.
H
That
is
correct
the
if
we
were
truly
the
numbers
that
we're
getting.
Unfortunately,
you
know
that
were
that
we're
hiring
are
not
where
we
would
like
our
numbers
to
be,
which
in
this
case
is
helping
with
not
as
much
fto
burnout,
because
we
don't
have
the
classes
are
not
as
large
as
we
would
like
them
to
be.
On
the
other
side,.
I
H
J
What
else
is
is
next
I
mean
this
is
a
tremendous
amount
of
work
like
when
we
look
to
the
future
here
now
in
this
next
year
ahead.
Just
like
off
the
top
of
your
head,
you
don't
have
to
list
everything
but
top
one
or
two
priorities
that
we
know
that
when
we
connect
with
you
in
the
future,
how
you
know
just
to
make
sure
we
understand
what
you're,
what
you're
looking
to
to
look
to
do
here
in
the
next
few
months
and
year.
H
Chair
paul
masano
and
council
member
koski,
I
truly
believe
the
the
next
step
that
we
could
take
to
develop
our
police
department
would
be
leadership.
I
think
the
more
that
we
invest
in
building
leaders
on
this
department
is
is
truly
going
to
be
beneficial
for
everyone,
so
I
would
say
moving
forward
if
you
would
want
my
number
one
priority
factor
which,
in
all
honesty
is,
is
what
we're
doing
here
with
the
ftos
right,
we're
building
people
to
be
better
leaders
and
develop
our
new
people.
H
That
needs
to
be
done
across
the
department.
In
my
mind,
that
we
truly
invest
in
that
true
development
of
leaders.
Some
people
spend
their
own
time
and
energy
to
develop
themselves
as
leaders
and
and
other
people
don't.
But
those
people
still
work
here
at
mpd,
so
we
need
we
need
to
to
invest
that
time
and
that
energy
to
make
sure
that
we're
we're
really
getting
the
best
quality
out
of
all
the
all
the
employees
that
we
have
here.
Thank.
H
A
Thank
you.
I'm
gonna
make
myself
lasting
queue
just
because
I
know
we
have
a
long
auditor's
report
and
we
should
take
lieutenant
fisher
out
of
the
hot
seat.
Eventually
here
I
have
been
here
a
while
and
seen
a
glimpse
of
where
we've
come
from,
but
I'm
not
the
authority
on
it.
I
mean
to
me
this
is
an
evolutionary
increase
in
records
management
in
so
many
ways.
Can
you
confirm
for
me
the
lefse
software?
H
Chair
palmasano,
it
doesn't
for
the
fto
program,
the
the
documentation
that
we
were
doing
was
in
our
workforce
director
system.
So
that's
where
I
believe
since
2009,
if
I'm
remembered
correctly,
where
all
of
the
records
were
kept
for
the
fto
program
as
far
as
you're
talking
about
academy,
documentation
and
training
record
documentation,
there
was
not
a
system
that
was
particularly
in
place
for
that.
So
this
is,
I
mean,
I
being
in
the
training
unit.
H
It
really
is.
This
is
going
to
be
again,
it's
not
completely
we're
not
off
to
a
run.
Yet
we're
at
a
little
bit
of
a
crawl
with
where
we
are
with
the
program,
but
once
it
really
is
at
a
true
run,
this
is
going
to
be
so
much
more
efficient
and
effective
than
anything
that
we
were
doing
previously.
So.
A
It
has
not
been
supported
in
years,
and
this
is
what
my
colleagues
have
heard
robin
mcpherson
talk
about
when
questions
have
come
up
about
budget
in
the
past,
so
I
mean
this
is
the
way
that
we
can
do:
data
collection
and
quality
assurance
and
cross-department
standardization,
even
though
what
you
speak
about
in
terms
of
changing
the
acronyms
of
things
changing
the
rating
scale
of
things,
those
are
things
that
will
help
us.
I
think,
connect
more
into
other
departments
or
evaluate
us
against
things
in
other
departments,
because
we
won't
be
the
the
super
special
well.
A
A
H
Chair
of
homicidal,
yes,
they
are
precincts,
specific
excuse
me,
and
with
this
again
with
last
year,
there
was
the
citywide
bid,
which
of
course
occurs
every
other
year.
That
was
another
reason
that
sergeant
hedberg
really
had
to
pay
attention,
because
she
had
already
reached
out
to
people
to
say:
hey.
Are
you
willing
to
fto
in
these
coming
months?
H
Well,
then,
they
swapped
precincts
and
went
different
places,
so
she
had
to
reevaluate
and
that's
again
when
we
started
saying
well,
I
guess
that
means
four
people
are
going
to
this
shift,
because
you
know
about
10
ftos
decided
to
transfer.
You
know
over
here,
as
opposed
to
in
within
this
precinct,
so.
A
H
H
So
if
we
were
to
switch
them
to
more
than
two
precincts,
we
probably
would
end
up
having
some
struggles
with
people
being
very
frustrated
not
being
able
to
find
the
call
that
they're
supposed
to
go
to
and
thus
then
deal
with
the
call
they're
supposed
to
go
to.
So
we
want
to
make
sure
that
they
do
get
different
experiences
within
different
precincts,
but
to
make
sure
we
don't
spread,
it
spread
them
too
thin,
either.
A
H
A
Thank
you.
I
think
my
colleagues
have
covered
any
of
my
other
questions.
You
know.
Investment
in
all
of
these
kinds
of
support
functions
right
is
something
that
I
think
has
been
classically
removed
from
the
police
department
and
too
much
of
it,
and
I
and
I
do
think
that
it's
support
in
these
functions.
Investment
in
the
software
investment
in
support
positions
that
help
these
things
to
be
successful
is
something
that's
going
to
get
us
to
the
next
place,
and
it's
going
to
be
something
that
makes
us
better
in
what
we
do.
A
Yeah,
so
thank
you.
Thank
you
sergeant,
hedberg
and
lieutenant
fisher
for
for
just
really
knocking
down
some
pernicious
barriers.
Here
there
were
so
many
times
in
my
eight
years
here
that
it's
like
well,
but
that
system
doesn't
talk
to
that
system,
or
this
doesn't
have
this
or
will
you
have
to
go
eight
different
places
to
find
what
you
might
be
looking
for,
and
it
depends
what
years
you
might
be
looking
at,
so
this
is
just
in
a
whole
different
place.
So
thank
you,
and
I
appreciate
this
update
thanks
for
coming
to
audit
committee.
A
A
A
E
Update
two
long
updates,
but
the
real
value
like
I've
said
in
the
past
of
an
audit
report
is
not
just
the
report
that
we
deliver.
It's
the
results
that
stem
from
a
report.
So
it's
really
important
for
us
to
close
that
loop
by
having
the
the
people
are
actually
working
on
the
issues
come
in
and
explain
what
the
report
led
to
that's
the
value
of
audit
is
is
remediating
these
things
not
just
delivering
your
report
saying
here
are
issues
that
are
present
in
the
city,
so
I'm
thankful
for
that
update.
E
As
you
know,
a
rope.
Excuse
me,
a
robust
update,
I
think,
is
an
important
one.
So
I'll
go
through
the
auditor
update.
There
are
a
number
of
slides
but
we'll
be
able
to
move
quickly
through
a
lot
of
them.
First
go
through
our
completed
in
progress.
Audit
work,
then
we'll
talk
about
some
prior
audit
issue
follow-up,
but
there's
not
much
in
that
regard.
E
No
new
major
updates
and
then
I'll
give
a
brief
government
structure
update.
There
was
a
presentation
to
the
committee
of
the
whole
on
this,
but
wanted
to
bring
it
back
for
the
audit
committee.
Just
a
slice
of
what
we
talked
about
there
and
then
to
just
kind
of
flag
that
meeting.
If
you
want
a
more
detailed
explanation
of
both
the
clerk's
office
and
our
activities.
E
E
We
are
currently
in
the
field
work
stage
going
through
that's
the
second
step
of
the
audit
process,
after
planning
going
through
walk
throughs
having
our
discussions
with
the
process,
owners
management,
reviewing
documentation,
I'll
put
up
the
scope
just
so
you
can
see
how
detailed
the
scope
is
for
this
and
not
read
through
each
piece
feel
free
to
reference.
The
powerpoint
I
will
say
this
is
one
of
the
most
massive
audit
projects
we've
undertaken.
E
If
you
look
at
our
process
and
planning
documents,
we're
not
talking
dozens
of
pages
of
it,
we're
talking
hundreds
of
pages
of
documentation
related
to
the
hiring
process.
It's
extremely
complex,
it's
going
to
take
a
while
to
complete,
but
I
also
think
this
is
one
of
the
most
important
pieces
of
work
we
can
get
engage
in
and
my
team
I
want
to
thank
them.
They
are
really
in
the
trenches
on
this
one
and
I'm
fully
confident
in
their
capabilities
in
looking
at
such
a
complex
process
and
starting
to
break
it
down.
E
Obviously,
as
we
move
through
it,
we
don't
generally
provide
updates
about
the
contents
of
what
we're
seeing.
We
wait
till
reporting
for
that
stage.
So
I'm
not
going
to
talk
about
the
substantive
stuff,
that's
going
on
in
the
audit,
but
just
so
that
you're
aware
of
the
scope
and
where
we're
at
with
that,
it's
going
to
be
it's
going
to
be
a
long
project,
but
I
think
one
that
will
yield
a
lot
of
useful
information
and
a
lot
of
changes.
E
Specifically,
what
here
we're
looking
at
is
determining
whether
internal
controls
are
adequate
to
ensure
grant
compliance
and
efficient
city-wide
grant
management
processes,
specifically
those
managed
by
departments.
So
this
has
been
a
long
kind
of
process
of
auditing
all
of
these
broken
into
chunks.
You
want
to
try
and
audit
the
entire
city
enterprise,
all
the
operating
departments
simultaneously,
that
wouldn't
be
efficient
for
us.
E
So
if
you
look
back,
you'd
see
our
cped
audit,
they
being
the
the
group
that
has
the
largest
dollar
value
of
grants
that
they
manage,
and
so
we're
moving
down
that
line
in
terms
of
dollar
amounts
of
grants
who,
who
will
go
through
this
kind
of
standard
audit
process
that
we're
doing
so?
The
departments
that
are
selected
that
we're
working
with
right
now,
health,
police
and
city
coordinator
represent
kind
of
the
next
three
departments
on
that
chunk
of
dollar
amounts
of
grants.
They
manage
so
we're
working
with
them.
E
D
E
Part
chair
paul
committee,
member
fisher,
part
of
what
we're
looking
at
in
general,
are,
are
the
various
job
classification
processes
and
job
studies
and
stuff
like
that
that
go
into
the
hiring
process.
So
there
will
be
some
some
look
at.
I
think
what
you're
referring
to
in
pay
equity
as
positions
are
hired,
there's
a
there's,
a
job
created
for
it
kind
of
a
standardization
of
job
creation
across
the
city
for
similar
positions,
so
that,
as
part
of
the
hiring
process,
we
might
be
looking
at
that
type
of
information.
E
The
third
audit
we
have
in
progress
is
the
internal
investigations
process.
So
this
is
a
kind
of
a
companion
piece,
as
in
the
risk
assessment,
we
considered
one
of
the
highest
risks
that
the
city
is
facing.
Right
now
is
retention
of
employees,
employee
engagement,
employee
satisfaction,
so
looking
at
the
internal
investigations
process
and
that's
reviewing
the
city's
process
for
receiving
and
investigating
internal
complaints
to
ensure
consistency
and
adequacy
of
investigations,
so
we're
primarily
working
with
three
units
on
this
audit,
one
being
the
hr
business
partners.
E
E
Making
me
spell
out
an
acronym:
it's
a
anti-harassment
discrimination,
retaliation
that
that
group
specifically
investigates
that
subset
of
complaints
and
that
it
differs
from
from
the
general
complaints
that
the
hr
business
partners
investigate
in
the
field.
So
that's
a
different
type
of
investigation.
E
The
third
group
that
we're
working
with
is
that
the
ethics
process,
so
working
with
them
to
understand
how
ethics
complaints,
which
are
kind
of
a
third
set
of
complaints,
are
managed
and
investigated
at
the
city.
So
those
three
tracks
are
the
units
under
under
audit
for
this
project.
We
are
in
the
planning
stage
our
scope.
Memo
should
be
drafted
shortly
and
then
we'll
be
moving
into
field
work.
After
that.
E
We
have
this
kind
of
lingering
office
of
police
conduct,
review
body,
worn
camera
audit
process
project.
We
have
made
ourselves
available
when
requested
by
the
opcr
team
if
they
are
to
build
out
a
body-worn
camera
audit
process,
given
the
myriad
things
that
are
going
on
right
now
in
the
realm
of
police
misconduct,
investigations
consent-
decrees
things
like
that.
I
think
there
is
some
ambiguity
in
how
that
will
all
play
out,
but
audit
will
always
lend
our
expertise
as
they
need
it
as
they
choose
to
design
whatever
process
that
might
be
in
the
future.
E
E
These
look
will
look
very
similar
to
the
audit
issues
from
the
last
audit
committee
meeting,
so
I
won't
rehash
them
in
detail.
We're
still
working
to
close
those
I'll
note
that,
on
the
police
off
duty
and
overtime
project,
the
the
police
department
has
made
a
number
of
recent
policy
changes
that
have
come
out.
A
E
E
Finally,
I'll
move
on
to
a
brief
update
on
the
government
structure
question.
Obviously
this
is
in
the
response
of
the
passage
of
question
one,
knowing
that
there
are
going
to
be
a
number
of
system
changes
in
the
city
and
how
departments
are
structured.
Specifically,
our
component
is
on
the
legislative
side
to
an
extent.
Audit
is
independent,
we're
pretty
unique
entity
within
the
city.
E
So
how
do
we
fit
in
and
how
do
we
provide
the
most
value
back
to
the
enterprise,
knowing
that
we're
independent
of
the
kind
of
larger
chain
of
command
of
departments
under
the
mayor's
office,
supporting
more
of
the
legislative
side,
and
that
we
have
council
members
on
our
committee
and
we
do
a
lot
of
evaluation
work?
That's
independent
outside
of
the
mayor's
process.
So
how
do
we
provide
value
back
under
the
new
government
structure,
so
the
process
to
to
kind
of
flesh
out
what
audit
could
do
and
what
needed
to
happen?
E
In
response
to
the
question,
we
looked
at
a
number
of
jurisdictions
who
specifically
have
the
mayor
council
structure
with
the
chief
executive
council
being
a
legislative
body
council
members
in
a
full-time
capacity
standing
committee
systems.
You
see
we
selected
jurisdictions
that
have
a
lot
of
similarities
to
the
new
government
structure
that
we
have
in
minneapolis
and
then
look
specifically
at
how
they
structured
their
legislative
departments
and
what
support
was
provided
to
the
legislature.
E
Now
there
is
a
whole
another
update
that
the
clerk's
office
has
so
the
clerk's
office
supporting
the
council.
They
have
a
myriad
of
of
things
that
they
are
providing
back
to
council
and
updates.
They
have
I'm
not
going
to
speak
to
those
that
that
is
really
our
city
clerk,
casey
carl,
who
would
be
the
appropriate
party
to
speak
to
those,
but
it's
also
probably
less
relevant
to
the
audit
committee.
E
I'm
going
to
speak
specifically
about
what
type
of
independent
legislative
support
we've
noticed
in
some
of
these
jurisdictions,
so
kind
of
the
hallmarks
and
main
takeaways
from
from
cities
that
had
this
structure
when
they
provided
legislative
support
and,
however,
they
did
it
not
generally
through
audit
or
not
sometimes
as
its
own
independent
department.
There
are
a
variety
of
ways.
This
was
structured
but
kind
of
the
big
takeaway
bullet
points,
independent
nonpartisan.
E
If
you're
going
to
provide
research
and
legislative
support
back
to
council,
it
can't
be
necessarily
seen
as
partisan,
because
then
you
lose
the
buy-in
of
both
the
operating
departments
on
the
mayor's
side
and
you're,
not
really
supporting
the
entirety
of
the
council
body.
If
it's
specifically
tied
to
individual
members
agendas,
it's
generally
staffed
in
a
department
with
an
independent
leader,
so
it's
it's.
It
again
falls
kind
of
outside
of
the
the
normal
chain
of
command.
E
The
bodies
generally
provide
back
neutral
reviews
and
some
recommendations
on
those
reviews,
so
they're
not
telling
the
legislature.
This
is
what
you
should
do.
This
is
how
you
should
vote
this
is
they
are
saying
here:
are
some
anticipated
associated
costs
that
might
come
with
this
new
policy
here?
Are
some
risks
and
pitfalls
that
you
might
want
to
address
as
you're
providing
legislation
back.
So
it's
not.
It's
not
dictating
the
pros
and
cons
per
se
of
something,
but
more
so
if
you're
going
to
proceed
with
this
course
of
action,
create
this
department
this
program,
this
policy.
E
These
are
here's
support
and
research
using
best
practices
in
the
industry.
That
will
allow
you
to
make
a
more
informed
decision
as
you
choose
to
flesh
out
or
or
not
proceed
with
a
specific
policy,
so
neutral
reviews
and
recommendations,
and
it
supports
the
body,
not
individuals.
So
there
are
there's
that
possibility
of
you
know,
research
being
done
by
individual
council
members
and
their
policy
aides.
Well,
that's
tied
to
a
specific
individual
and
that's
beneficial
for
that
person,
and
that
can
continue
to
happen,
but
also
providing
legislative
support.
Back.
D
It
either
is
going
to
be
fairly
subjective
that
it
depends
on
the
leader
in
the
audit
function,
but
also
the
support
the
leader
gets
from
the
legislative
body
one
way
or
another.
The
auditor
is
going
to
be
part
of
city
structure
the
way
we
have
city
structures.
We
have
a
mayor,
we
have
as
the
executive,
we
have
a
council
as
the
legislative
branch.
D
Eventually
the
auditor
is
going
to
have
to
report
into,
I
think
the
legislative
function
and,
to
the
extent
that
the
leader
does
not
have
the
support
of
legislative
function,
that
independence
can
easily
disappear.
That's
an
observation,
but
also
I'm
giving
the
opportunity
to
give
us
your
impression
of
how
this
will
work.
E
E
So,
resulting
from
the
research
that
we've
conducted,
one
of
the
proposals
is
piloting
this
new
system
of
legislative
support,
so
knowing
that
the
city
auditor's
office
had,
if
you
recall
back
to
the
previous
slide,
this
independent
structure,
we
already
have
this
independence
built
in
via
the
city
charter
that
we're
outside.
We
meet
a
lot
of
the
the
kind
of
the
hallmarks.
However,
legislative
support,
not
necessarily
a
traditional
audit,
function,
this
type
of
legislative
research.
There
are
legislative
auditor
functions
there.
E
E
While
we
build
this
system
out
the
the
customer
for
what
this,
what
this
data
and
what
this
research
would
look
like
customer
is
ultimately
going
to
be
the
council
in
the
community
and
any
future
work
to
design
this.
We're
going
to
need
to
take
that
customer's
input
and
ideas
in
mind
while
building
this
out,
and
that's
why
it
makes
sense
to
have
this
as
a
pilot.
E
You
gain
the
independence
of
audit
that
that
important
hallmark,
while
at
the
same
time
being
able
to
to
build
that
structure
after
a
number
of
you
know
years
and
attempts
and
figuring
out
really
where
how
this
this
program
adds
value
back,
you
can
continuously
make
decisions
on
where
it
should
sit
and
how
it
should
function
in
the
future.
So,
thinking
about
this
as
a
pilot
project,
knowing
that
it
needs
to
exist,
I
think,
makes
sense.
E
The
city
auditor's
office
can
provide
that
housing
for
it
as
that
program
grows
and
gets
its
legs
underneath
it.
So
here's
a
proposed
structure
for
this
having
a
city
auditor
on
the
internal
audit
assurance
side.
This
is
this
is
what
we
currently
do.
You
have
the
internal
audit
director
and
then
you
have
the
current
internal
audit
staff
we've
requested
over
a
period
of
years,
but
in
this
this
coming
budget
cycle,
a
public
safety
or
community
safety
auditor
we've
talked
about
this
in
the
past.
E
You've
heard
me
present
on
it,
that's
an
ad
to
our
existing
audit
function
and
I
think,
as
you
see,
the
fto
program
come
back
and
report
on
their
results.
Clearly,
there's
a
value
that
can
be
added
through
auditing
in
the
public
safety
arena.
The
new
side
would
be
legislative
and
budget
analysis,
so
two
very
important
things.
E
So
they
can
lead
a
truly
independent
review
of
the
mayor's
budget
and
then
the
legislative
analysts
who
are
looking
at
policy
and
kind
of
we're
having
those
two
work
together
to
really
provide
a
robust
data
package.
That's
independent
nonpartisan
back
to
council
to
help
inform
their
decision
making.
A
C
Thank
you,
madam
chair.
Actually,
building
on
that
comment.
I'm
curious
if
you've
done
any
research
on
like
we
know
from
a
pilot
perspective,
it's
going
to
live
an
audit,
but
if
this
legislative
budget
and
analysis
function
were
to
exist,
whether
you
know
as
somewhere
else
structurally
is
there
charter
implications
for
where
it
would
be
housed,
like
obviously
we're
piloting
it
underneath
audit,
because
we
have
that
clarity
within
the
charter
today
around
the
function
of
the
city
auditor.
E
The
charter
is
a
great
way,
obviously,
internal
audit
values.
The
way
the
charter
gives
us
that
independence
and
and
kind
of
protects
us
from
that
that
undue
influence
so
perhaps
depending
on
how
the
program
grows
and
where
it
ultimately
lies.
It
would
implicate
charter
changes
or
figuring
out
some
way
to
build
in
that
independence
that
that
we
currently
enjoy.
If
you're
going
to
expand,
you
might
want
to
look
at
that
as
a
potential
option
for
the
future.
It's
it's
a
challenge,
because
you
need
people
to
perform
a
task.
E
You
know
we
can
build
some
of
it,
but
you
kind
of
have
to
put
some
people
in
place
to
do
the
work.
You
also
have
to
figure
out
what
they're
going
to
do
simultaneously.
That's
part
of
the
challenge
of
this
and
that's
why
I
think,
keeping
in
mind
that
this
is
a
pilot
with
a
customer
who's
going
to
need
to
provide
input
on
what
they
want
back,
but
we
need
we
need
people
to
receive
that
input
and
to
help
build
that
program.
G
E
Chair
palmisano,
a
committee
member
of
n8,
part
of
it,
is
relying
on
if
a
program
or
something
policy
is
going
to
affect
a
department.
Perhaps
people
in
the
department
via
staff
direction
might
be
doing
some
research
and
report
back
to
council.
I'm
not.
I
wouldn't
call
them
to
question
their
the
hard
work
and
effort
that
they
put
back
into
it,
but
that's
kind
of
beyond
their
normal
capacity
and
stuff
that
they
do,
and
obviously
it
leaves
them
open
to
the
the
criticism
of
well
you're.
Just
you
know
this
is
the
tail
wagging
the
dog.
E
G
E
F
E
Potential
kind
of
descriptions
about
what
those
people
might
do
and
and
numbers
eventually
of
where
what
you
might
need
to
fully
staff
a
program
like
this
again
we're
piloting.
We
don't
know
exactly
the
end
result
of
where
we
get
in
the
future,
but
we
know
that
there
are
going
to
be
kind
of
minimum
requirements
where
we
go
so
on
a
on
an
implementation
timeline.
E
What
we're
looking
at
and
and
part
of
this
depends
on
how
the
government
structure
changes,
things
that
are
happening,
but
we're
currently
in
the
2023
budget
cycle
and
what
the
audit
team
is
requested
is
a
city
auditor.
That
position
is
in
the
charter.
It's
not
a
position
that
exists
currently.
So
that's
that's
a
position.
That's
a
requested
one
fiscal
analyst,
one
policy
analyst
and
a
public
safety
auditor.
E
So
this
will
get
the
get
the
program
running
people
to
help
build
this
program,
at
least
having
one
fiscal
analyst
to
help
lead
the
review
of
the
budget
in
the
coming
year
and
and
start
attaching
that
independent
fiscal
analysis
to
pieces
of
legislation
and
the
policy
analyst.
We
can
start
getting
that
work
rolling
and
seeing
what
it
might
look
like
and
then,
as
you
see
over
the
coming
years,
adding
more
capacity
to
that.
E
This
is
a
proposed
timeline.
Obviously,
if
things
are
working
well
and
the
city
sees
it
as
a
as
a
value-add
program,
budgets
can
change.
Timelines
can
change,
but
this
is
currently
kind
of
the
slow
rollout
of
the
pilot
program
that
we
had
in
mind
and
again
in
2026
building
in
some
way
to
make
sure
that
we're
revisiting
this
and
we
don't
just
kind
of
keep
doing
the
same
thing
over
and
over
again,
but
throughout
the
whole
thing
evaluating.
E
D
Director,
patrick,
going
back
to
your
slide
on
open
overdue
validation
in
progress,
public
audit
issues.
Detail
I
just
want
to
observe
it
again.
I
had
I
did
so
in
the
last
meeting.
I
repeat
it
now.
I
I'm
a
bit
concerned
about
the
overdue
items,
and
I
understand
that
a
number
of
these
are
impacted
by
outside
investigations
or
investigations
by
third
parties,
but
they
are
things
that
have
a
high
issue
ratings
and
the
fact
that
they
are
overdue,
and
some
of
these
are
overdue
by
some
period
of
time.
E
I
thank
you,
chair
palmisano
committee
member
fisher,
we're
working
to
to
close
these
issues.
I
would
note
that
we're
we're
exploring
the
concept
of
employing
on
a
contract
basis,
someone
who's
specifically
experienced
in
I.t
audit
issue
follow-up.
It's
a
challenge
for
us.
Not
being
you
know,
cyber
security
or
it
experts
to
to
validate
and
close
some
of
those
open
audit
issues,
so
using
people
you've
met
via
past
audits
and
stuff
to
help
us
close.
E
Those
out
would
certainly
make
our
lives
easier
without
the
need
to
employ
a
full-time,
I.t
auditor
who
is
likely
outside
of
the
city's
price
range
frankly
to
employ
someone
full-time
in-house.
So
that
would
certainly
make
our
lives
easier.
That's
something
we
can
do
to
address
some
of
these
older
audit
recommendations,
but
also
future
it
audit
recommendations
say
the
second
component.
E
You
know
we're
working
working
to
close
these
government
structure
changes
impact
some
of
those
I
don't.
I
don't
want
to
make
excuses
for
these
still
being
open,
but
perhaps
we
can
do
a
more
robust
explanation
of
the
open
audit
issues
and
kind
of
the
progress
that's
being
made.
I
know
the
police
off-duty
ones
are
important.
Certainly
and
those
are
overdue,
with
high
risk,
but
I
do
anticipate
a
report
back
on
that
in
the
very
near
future.
A
A
Are
there
any
announcements
from
my
colleagues,
I
would
like
to
acknowledge
that
the
next
audit
committee
meeting
will
be
rescheduled
on
the
yearly
calendar.
It's
listed
as
monday
august
15th,
based
on
staff
availability,
we're
going
to
move
it
to
wednesday
august
17th
at
10
a.m.
So
new
outlook
invites
to
committee
members
have
been
sent
already,
but
I
just
wanted
to
acknowledge
that
for
the
public
record.