►
From YouTube: June 13, 2023 Budget Committee
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
C
B
A
Our
budget
committee
meeting
is
scheduled
for
30
minutes,
but
I
have
spoken
with
the
chair
of
the
committee
of
the
whole,
our
vice
president
and
gotten
her
approval
to
go
over
30
minutes.
If
we
need
to
so
we'll
have
up
to
an
hour
for
this
meeting,
then
we
will
adjourn
and
have
about
five
minutes
so
that
we
can
get
ready
for
cow.
A
So
we'll
spend
up
to
20
minutes
on
item
one
up
to
20
minutes
on
item
two
and
up
to
20
minutes
on
items.
Three
four
and
five.
We
will
begin
with
item
one:
a
presentation
on
the
2022
fourth
quarter:
financial
status
report
on
the
results
of
Select
City
funds.
This
report
was
originally
received
and
filed
through
the
policy
and
government
oversight
committee,
but
we
have
since
made
the
decision
to
direct
ports
of
this
nature
to
the
budget
committee,
so
we
will
be
receiving
a
presentation
on
this
report
today
and
moving
forward.
A
D
Chairkovski
members
of
the
committee,
thanks
for
having
me
as
introduced,
I'm
Lyle,
Hodges
controller
from
finance
and
Property
Services
and
we'll
be
going
over
the
fourth
quarter.
Financial
status
report,
as
of
December
31
2022
for
select
City
funds,
General
overview
of
the
city's
Financial
picture
at
the
end
of
2022
was
that
we
are
continuing
to
feel
the
impacts
of
covid-19.
But
we
have
a
strong
financial
position
in
the
summer
of
2022.
D
Bond
rating
agencies
evaluated
the
city's
Financial
strength
and
confirmed
Outlook
changes
that
they
had
given
to
us
in
2021,
which
was
a
move
from
stable
to
positive
from
Fitch
and
from
negative
to
stable
for
standard
and
Poor's.
Our
parking
revenues
are
rebounding,
but
still
less
than
budgeted
and
less
than
pre-pandemic
amounts.
D
We
are
seeing
increases
in
building
permit
and
local
tax
revenue
sources
in
2022
as
compared
to
2021
careful
spending
decisions
in
federal
aid
received
through
the
American
Rescue
plan.
Act
are
allowing
programmatic
and
targeted
spending
to
continue
and
in
June
of
2022.
We
did
receive
that
second
half
payment
of
our
arpa
funding,
so
we
have
received
our
full
271
million
dollar
allocation
through
the
end
of
2022.
D
D
We
are
meeting
fund,
balance
and
net
position
reserve
requirements
in
all,
but
two
funds,
those
being
the
self-insurance
fund
and
information
technology.
In
addition,
the
parking
fund
is
under
our
minimum
cash
Target
due
to
Lost
Revenue
continuing
from
you
know,
decreased
parking
needs
and,
finally,
the
sanitary
sewer
fund
is
under
the
minimum
cash
balance
Target
due
to
planned
spending
on
Capital
Investments
That
Used
cash
funding,
rather
than
bonds.
D
Looking
at
the
general
fund,
this
is
where
we
account
for
all
activity:
that's
except
those
required
to
be
accounted
for
in
other
funds.
As
of
this
reporting
date,
the
fund
balance
in
the
general
fund
was
197.7
Million.
That's
a
54.8
million
dollar
increase
from
where
we're
at
the
end
of
2021.
D
D
So
the
top
section
there
is
for
act
for
adjustments.
These
are
adjustments
that
we
make
during
the
compilation
of
our
annual
comprehensive
financial
report.
In
order
to
comply
with
gaap.
We
have
to
make
certain
adjustments
the
biggest
one
being
23.8
million
dollar
unrealized
loss
on
investments,
the
the
next
area
there
represents
what
we
plan
to
use
in
the
2023
budget
in
the
general
fund.
So
that's
about
4.8
million
dollars,
there's
a
thin
line
there
for
the
1.5
million
dollar
assignment
for
the
mdhr
settlement
agreement.
D
That
was
an
assigned
amount
in
the
general
fund
and
then
the
light
green
section
is
related
to
rollovers
and
commitments
from
2022
to
2023.
So
again,
these
are
things
that
are
for
contractual
obligations.
That
begin,
but
are
not
completed
in
a
single
budget
year
if
they
meet
certain
criteria
and
are
approved
by
Council,
they
are
rolled
the
budget
for
those
items
is
rolled
into
the
next
year
and
for
2022
that
represents
32.7
million
and
then
kind
of
the
remainder.
D
What
you
have
there
is
the
gray
section,
and
that
is
kind
of
what
I
would
call
unassigned
fund
balance.
It's
it's
available
for
use
at
the
end
of
the
year,
so
yeah,
that's
the
general
fund
fund
balance.
D
Major
categories
of
Revenue
in
the
general
fund,
this
chart
and
table
represent
the
largest
revenue
categories
within
the
general
fund
and
kind
of
show
where
we're
at
in
actual
collections
by
the
end
of
the
year
versus
what
the
budget
was
for
each
of
those
categories,
and
so
you
can
see
kind
of
the
the
differences
there.
Obviously
we
came
in
above
budget
for
things
like
service
charges,
franchise
fees
and
licenses
and
permits.
D
This
next
slide
just
shows
kind
of
a
historical
representation.
So
we
we
look
back
in
time
about
three
years
and
say:
okay
on
average,
how
do
we
collect
revenue
or
what
percentage
of
Revenue
do
we
collect
compared
to
budget
and
over
the
past
three
years,
that's
been
about
101.4
percent
in
2022
it
was
104.2,
so
we
were
slightly
over
average
collections
compared
to
budget.
D
D
And
again
you
can
see
the
far
right
column
of
the
chart
at
the
bottom
kind
of
shows
those
departments
that
were
over
and
under
budget
at
the
end
of
the
year
and
at
the
very
bottom
you
can
see.
Collectively
we
were
about
49.6
million
dollars
under
budget.
D
D
The
next
several
slides
group,
major
categories
of
funds
together,
so
our
special
Revenue
funds
is
where
we
account
for
the
proceeds
of
specific
Revenue
sources
that
are
restricted
or
committed
to
expenditures
for
specific
purposes.
This
group
of
funds
includes
the
the
funds
listed
there
in
the
second
bullet
point.
D
At
the
end
of
2022,
These
funds
collectively
had
a
fund
balance
of
357.7
million,
which
is
a
7.3
million
dollar
increase
from
where
we
were
at
the
end
of
2021
total
Cash
In
These
funds
collectively
was
487.1
Million,
which
is
a
47
million
dollar
increase
the
increase
in
cash,
primarily
driven
by
our
receipt
of
those
arpa
funds.
That
I
mentioned
at
the
beginning
of
the
presentation.
D
We
received
all
that
money
up
front
and
it
will
spend
it
over
time
generally.
The
fund
balance
in
these
funds
is
set
aside
for
a
specific
purpose
which
we
call
assigned,
and
in
some
cases
it
represents.
Non-Spendable
amounts
restricted
or
committed
amounts
foreign.
D
So
this
table
represents
the
cash
and
fund
balance
by
fund
for
2021
and
2022
as
of
this
reporting
date,
and
then,
of
course,
the
difference
or
the
the
increases
and
decreases
in
each
of
those
categories.
You
can
see
pretty
similar
amounts
year
over
year.
Until
you
get
about
two-thirds
of
the
way
down
there,
you
can
see
the
grants
fund
in
late
blue
there.
That's
where
we
have
the
arbor
funds,
which
represents
the
large
increase
in
cash.
D
The
next
fund
group
is
the
internal
service
fund.
These
are
funds
that
we
use
to
provide
goods
and
services
internally
to
our
own
City
funds
and
departments.
It
includes
the
group
of
funds
listed
there
in
the
second
bullet
point.
These
funds
had
a
total
net
position
at
the
end
of
2022
of
74.4
million,
which
was
a
16.7
million
dollar
increase
over
2021
total
Cash
In
These
funds
was
180.9,
Million,
again
increase
over
2021
and
generally.
D
Again,
a
detailed
listing
of
the
funds
with
cash
and
that
position
comparing
2021
to
2022
so
again,
just
kind
of
a
general
overview
of
those
funds
activities.
D
D
Total
net
position
in
these
in
these
funds
at
the
end
of
2022,
was
over
a
billion
dollars.
A
slight
increase
from
2021
and
total
cash
at
the
end
of
the
year
was
105
million
again
a
slate
increase
from
2021
and
we'll
see
on
the
next
slide
that
cash
generally
being
stable
in
most
funds
and
here's
the
detail
Again
by
fund
cash
in
that
position,
ending
balance
for
each
of
the
previous
two
years,
21
and
22.
A
C
D
Chairkowski,
council,
member
Payne,
yes
relative
to
you,
know
recent
history.
The
financial
position
of
the
city
is
strong,
yes
and.
C
Then
is
there
any
underlining
explanatory
reason,
for
that?
Is
it
like
an
unexpected
increase
in
Revenue
cap
or
revenues
generated
or
unexpected
lower
costs?
I
mean?
Is
there
like
kind
of
like
a
singular
thing?
We
can
look
at
or
some
like
big
buckets
of
things
we
can
look
at
in
terms
of
the
how?
How
is
our
budget
so
far
off
from
our
actual.
D
D
You
know,
maybe
the
budgets
for
those
were,
you
know,
pulled
back
a
little
bit
just
in
anticipation
of
some
sort
of
slowdown
that
we
didn't
that
we
didn't
recognize.
In
addition,
we
see
a
lot
of,
or
we
saw
a
lot
of
transfers
from
the
arpa
funds
into
the
general
fund
for
2022
to
replace
lost
Revenue
that
was
primarily
lost
for
local
taxes,
and
what
we
saw
then
was
that
those
projects
that
were
intended
to
be
funded
with
that
were
longer
term
in
nature.
D
That
resulted
in
kind
of
the
the
larger
amount
of
rollovers
that
we
saw
from
22
to
23.
A
lot
of
those
were
just
long-term
projects,
so
kind
of
that
combination
of
forces
we
spent
less
than
we
thought
we
were
going
to
we
brought
in
more
than
we
thought
we
were
going
to
and
that's
kind
of
how
we
ended
up
where
we
are
today.
F
Thank
you,
madam
chair.
This
might
be
more
of
a
question
perhaps
for
our
budget
director
for
you,
but
with
the
with
the
Surplus
that
we
have
right.
49.6
million
dollars
under
budget
from
what
we
allocated
last
year
or
in
2022
or
like
over
collected
revenue
of
24.8
million
dollars
are.
Are
we
going
to
reallocate
that
money
and
what
is
our
process
for
reallocating
money
that
was
not
spent
since
we,
you
know,
hold
the
power
of
the
purse.
G
Cherkowski,
council
members,
thank
you,
Robert
Harrison
budget
manager,
interim
budget
director.
It's
it's
a
terrific
question.
Council
absolutely
has
the
you
know
capability
to
to
reallocate
or
allocate
out
any
any
dollars
that
the
city
has
in
situations
where
we
have
these
Surplus
dollars
that
roll
through
to
the
bottom
line
and
become
available
for
additional
appropriation.
I.
Think
our
general
recommendation,
guidance
or
question
for
Council
is
just
how
best
to
make
that
a
good
prioritization
process.
G
G
You
know
I
think
our
question
is
just
how
to
get
all
of
those
ideas
and
new
spending
proposals
together
from
departments
in
one
place,
so
that
you,
then
you
can
say
okay.
This
is
what
we
would
like
to
do
here.
This
is
what
we
would
like
to
do
here
in
order
to
make
the
most
effective
decisions
without
you
know,
inadvertently
tying
your
hands
or
taking
decisions
off
the
table
later.
G
Our
recommendation,
of
course,
is
always
to
to
use
the
proposals
the
Departments
develop
during
the
mayor's
budget
process,
in
which
we
brought
forward
to
this
committee,
August,
15th
or
I
believe
early
September,
and
then
take
a
look
at
all
those
proposals
and
then
consider
using
those
resources
to
allocate
out,
especially
for
potential
one
time.
F
Yeah
I
appreciate
that
these
are
these
are
framed
as
recommendations,
so
I'm
going
to
take
that
to
mean
that
our
our
codified
financial
policies
don't
prohibit
us
from
then
reallocating
that
money
at
any
time
prior
to
the
the
mayor's
proposed
budget.
Accurate.
Yes,
no.
G
F
Excellent,
and
should
the
this
body
not
do
anything
with
that
Surplus
until
the
the
budget
process
formally
starts
in
August
with
the
mayor's
recommended
budget?
Is
that
unspent
money
that
Surplus
money
going
to
be
included
in
the
mayor's
proposed
budget?
So,
to
put
it
more
plainly,
is
the
mayor
going
to
allocate
that
money
in
his
recommended
budget
should
be
not
allocated
ourselves
prior
to
that.
G
Council
members,
you
know
another
great
question.
What
the
the
finance
department
does
is
brings
forward,
that
that
number
that
unspent
or
available
Cash
number
into
the
planning
process
for
the
coming
year.
So
we
we
do
bring
that
forward
with
the
mayor's
recommended
budget,
so
that
the
mayor's
office
can
make
recommendations
on
how
to
prioritize
that
money.
And
then
we
bring
that
number
forward
as
well
to
council
as
part
of
the
financial
plan.
So
you'll
be
able
to
see
that
number
see
how
that's
being
allocated
out
as
part
of
the
financial
decision
making
process
excellent.
A
H
You
terracowski
so
actually
in
following
up
with
some
of
the
questions
that
council
member
Chuck
tide
just
raised,
you
gave
us
a
presentation
a
couple
weeks
ago
that
really
gave
a
bleak
outlook
on
the
2024
projections.
Where
we
saw
you
know
the
formula
that
determines
current
service
levels
was
having
our
expenses
exceed
our
Revenue,
so
at
that
time
was
that
Surplus
that
was
just
discussed
right
now
was
that
factored
into
it
or
not?.
G
Council
members,
thank
you
for
the
question.
You
know
we
characterized
the
the
financial
situation
that
current
service
level
presentation
is
one
where
expenses
were
exceeding
our
revenues,
and
that
was
part
of
our
financial
plan.
G
G
The
the
current
service
level
doesn't
include
new
decisions
about
how
to
utilize
that
that
cash
Surplus.
So
there
was
no.
There
was
no
recommendation
as
part
of
the
current
service
level
on
how
to
use
that
additional
cash
amount
that
was
available.
There
was
a
small
amount
that
was
programmed
already
in
the
five-year
financial
plan,
and
that
was
included
as
part
of
that
presentation.
I
believe
it
was
10
million
dollars
in
2023
use
of
cash
balance
just
to
support
the
city's
finances
until
our
revenues
were
projected
to
return
to
exceeding
our
expense
levels.
H
And
just
thinking
of
this
morning
we
had
a
pretty
robust
presentation
from
our
igr
staff
that
talked
about
some
of
the
additional
Revenue
that's
going
to
be
coming
through
from
the
state
I'm
assuming
at
that
time.
Those
figures
are
not
also
being
factored
into
2024
budgets
or
or
it
will
be
in
the
coming
weeks.
Once
we
get
a
clearer
sense
of
how
much
that
actually
will
be
in
additional
Revenue.
G
A
chair,
Koski,
council
members,
we
did
talk
about
that
at
a
really
high
level,
I
believe
some
council
members
asked
direct
questions
about
the
availability
of
the
state
funding
that
might
be
coming
through
the
the
legislative
session
that
was
also
not
included
as
part
of
the
current
service
level
presentation.
We
were
aware
that
that
was
potentially
going
to
change
change,
our
financial
picture,
and
so
those
those
will
need
to
be
incorporated
into
the
the
budget
decision
making
process
as
well.
This
year
and.
H
Before
kind
of
again
going
with
councilmember
Chuck
Tysons,
we
have
the
ability
to
make
decisions
before
the
mayor
around
budgetary
decisions.
It
would
be
good
since
those
things
were
not
or
at
least
information.
It
seems
like
the
Surplus.
H
We
did
have
that
information,
but
some
of
the
additional
revenues
that's
coming
from
the
state,
we're
still
Gathering
that
if
there's
a
way
to
get
an
updated
presentation,
because
right
now
we're
only,
we
only
have
what
you
gave
you
know
two
weeks
ago
to
kind
of
go
off
on
and
to
get
an
updated
version
that
hopefully
can
reflect
the
the
changes
in
Revenue
that's
going
to
be
coming
and
then
maybe
how
decisions
around
the
Surplus
will
be
factored
into
current
service
level.
H
So
hopefully
it
does
just
give
a
more
balanced
Outlook
of
our
budget
because,
as
I
mentioned,
I
know
you're
not
making
biased
presentations
around
it.
But
just
saying
expenses
were
higher
than
revenues
and
that's
concerning
and
if
there's
updated
figures
that
helps
the
you
know
have
some
equity
in
that
we
should
definitely
get
that
information
as
we're
in
budget
season
this
summer.
G
Chairkovski,
council
members,
thank
you
for
that
request.
I
think
we
can
look
at
at
ways
to
be
responsive
to
that,
while
also
recognizing
you
know
we're
in
the
middle
of
trying
to
to
pull
together.
What
that
Financial
picture
looks
like
I
I
am
reminded.
I
should
talk
about
any
any
time,
we're
talking
about
large
cash
balances
or
cash
balances
at
all.
Those
are
those
are
truly
one-time
sources
of
funding.
So
a
lot
of
our
current
service
level
presentations.
G
You
know
focused
on
a
mix
of
those
one-time
and
ongoing
funding
sources,
that
cash
balance
wouldn't
necessarily
be
supportive
of
any
any
new
ongoing
spending.
It
can
be
built
into
our
financial
plans
but
again,
truly
a
truly
a
one-time
opportunity.
A
Okay,
thank
you.
I
just
put
myself
in
queue
for
the
last
question
before
we
move
on
to
the
next
discussion
item,
but
just
wanted
to
clarify.
Actually
if
this
was
one-time
funding,
Surplus
or
what
the
allocation
was.
So
thank
you
for
clarifying
that
and
I'm
just
wondering
if
you
could
clarify
then
too
I'm
not
sure.
If
I
have
my
math
right
about
what
that
exact
amount
would
be
I
have
it
in
my
head,
as
around
37
million
dollars
of
of
one-time
funding
that
could
be
used
in
the
upcoming
budget.
A
D
Yes,
chair
Koski,
so
again,
I
should
have
added
a
caveat
at
the
beginning
of
all
this
to
to
cover
my
bases
to
say
everything
presented
here
was
as
of
a
point
in
time,
and
so
we
are
actually
wrapping
up
our
audit
for
all
these
numbers,
so
the
final
audited
balances
will
come
through
in
a
few
weeks,
we'll
see
them
in
the
annual
comprehensive
financial
report,
but
yeah
I
believe
the
the
remainder
or
kind
of
the
the
available
funding.
D
A
Thank
you
so
much
appreciate
it
and
thank
you
so
much
for
the
presentation
not
seeing
any
further
questions.
A
I
will
direct
the
clerk
to
file
this
report
and
thank
you
so
much
all
right,
so
items
two
three
four
and
five
on
our
agenda
are
all
Personnel
related
matters
at
the
city
council,
media
on
May
25th,
a
legislative
directive
was
passed
that
requested
information
for
the
mayor
regarding
Personnel,
related
actions
taken
since
voter
approval
of
the
new
government
structure,
as
well
as
those
that
are
anticipated
and
directed
that
all
Personnel
related
actions
submitted
by
the
administration
and
for
the
remainder
of
the
current
year
be
referred
to
the
budget
committee
item
number
two
on
our
agenda
is
receiving
and
filing
a
report
on
this
legislative
directive
and
then
items
three.
A
I
Thank
you,
madam
chair
council
members.
We
have
several
presenters
and
so
I'm
just
going
to
introduce
and
talk
quickly,
so
we
can
move
through
this
presentation
very
quickly.
This
is
in
response
to
legislative
directive
regarding
Personnel
information
2023-00582.
What
I
have
on
the
slide
here
is
really
just
a
very
high
summary
level
for
the
public
who's
watching
so
that
they
know
kind
of
the
the
information
the
full
detailed
personal
directive
is
included
in
the
materials
for
that's
before
the
committee
on
the
website.
One
thing
I
wanted
to
tell
you
is
that
we
really.
I
This
is
one
a
point
in
time.
In
fact,
the
information
from
we
ran
a
report
and
then
had
to
go
through
and
check
through,
and
that
has
already
changed,
and
so
I
just
want
to
make
sure
that
you
all
know
that,
in
fact,
we
are
going
to
have
to
provide
an
updated
chart
because
we
did
find
a
a
technical
change
in
there,
and
so
we
have
to
update
that
and
we've
given
that
to
the
clerk,
so
that
will
be
updated
on
the
website
as
soon
as
possible.
I
We
thought
it
would
be
helpful
for
you
all
to
hear
some
context
generally
on
the
labor
market
from
our
Chief
Human
Resources
officer,
Nikki
Odom.
She
just
wants
to
give
you
a
general
overview
that
impacts
Personnel
in
our
decisions,
therefore,
and
then
I'm
going
to
turn
it
and
then
we'll
turn
it
over
to
our
interim
budget
director
Robert
Harrison.
So
with
that
I'm
going
to
turn
it
over
to
foreign.
J
Chair
council
members
is
set
forth
in
the
background
section
of
the
memo
the
city
is
facing
the
toughest
labor
market
in
a
generation.
I
would
like
to
provide
some
additional
data
in
support
of
that
assertion.
The
current
job
market
is
extremely
competitive
nationally
and
it
is
even
more
competitive
in
Minnesota,
Minnesota
has
a
lower
unemployment
rate
and
job
growth
rate
than
the
national
average.
Our
state
has
yet
to
recover
from
all
of
the
jobs
lost
during
the
pandemic,
and
we
have
fewer
workers
to
fill
the
positions
that
we
do
have.
J
These
next
two
slides
come
from
Susan
Brower.
Our
state
demographer,
adding
to
the
difficult
labor
market,
is
stagnant
growth
in
the
working
population
in
Minnesota
over
the
next
10
years.
According
to
a
recent
Department
of
Employment
and
economic
development
report,
the
recovery
of
government
jobs
in
Minnesota
has
lagged
behind
the
private
sector
due
in
part
to
early
retirements,
static
wages
and
less
Nimble
hiring
processes
in
a
tight
labor
market.
Traditional
value
propositions
of
government
work
like
job
security,
are
less
persuasive
to
employees.
J
Okay,
Minnesota
ranks
number
nine
in
the
United
States
for
employees,
working
from
home,
with
23.5
percent
of
workers
working
from
home,
and
at
least
at
least
three
days
a
week.
The
US
average
for
working
from
home
is
approximately
20
percent.
Minnesota's
tight
labor
market
has
led
to
more
companies
being
open
to
remote
work
according
to
deed.
The
ability
to
work
from
home
several
days
a
week
or
even
every
day
is
a
big
attraction
for
candidates
that
are
job
hunting
and
in
fact
many
people
are
willing
to
change
careers
for
the
chance
to
work
from
home.
J
The
city
is
the
efforts
in
recruiting
and
hiring
continue
to
be
successful,
despite
a
greater
demand
for
hiring
due
to
significant
turnover.
Since
2021,
there
has
been
a
31
percent
increase
in
the
talent
acquisition
workload.
If
hiring
demand
continues
at
the
same
Pace
as
q1
of
this
year,
workloads
could
increase
an
additional
23
percent.
J
This
increased
workload
has
led
to
longer
time
to
fill
for
vacancies
on
average
seven
days
longer
in
2022
than
in
2021..
Despite
these
challenges,
the
city
has
maintained,
year-over-year
increases
in
bypoc
and
female
applicants.
New
hires
and
representation
in
the
workforce.
I
am
now
going
to
hand
it
over
to
interim
budget
director
Harrison.
Thank
you.
G
You
thank
you,
chair
Koski,
council
members,
Robert
Harrison
budget
manager,
interim
budget
director
I'm,
going
to
cover
some
of
the
information,
that's
included
in
the
table
that
was
submitted
to
council
as
part
of
this
action,
primarily
budget
related
information
and
just
to
take
a
large
step
back
and
and
just
level
set
our
personal
budget.
It's
what
we
use
to
help
the
city
plan.
How
much
revenue
is
going
to
need
is
going
to
be
needed
to
pay
for
Staffing.
That
budget
update
typically
occurs
march
to
June
of
each
year.
So
just
for
context,
you
know
we're.
G
In
June
of
this
year,
last
year's
Personnel
budget
update
was
largely
concluding
in
June
of
last
year.
Our
Personnel
budget
information
property
depart
sorry
operating
Department,
it's
from
schedule,
five
of
the
2023
through
2024
budget.
The
table
shows
positions
that
are
specifically
related
to
the
table
that
was
submitted
as
part
of
this
action
was
shows
positions
that
are
specifically
related
to
the
new
government
structure.
It
also
shows
transfers
that
occurred
between
departments.
A
lot
of
these
transfers
were
perhaps
predictable
in
nature.
G
You
know
we're
showing
the
transfers
of
of
ovp
from
the
health
department
to
Department
of
neighborhood
safety,
we're
showing
the
transfer
of
sustainability
from
the
the
then
city
coordinator's
office
to
the
health
department,
and
that
information
is
contained
in
that
table
as
well.
We
do
want
to
note
that
the
majority
of
new
positions
added
in
2023
through
2024,
were
for
Service
delivery.
G
There
were
a
few
exceptions
that
we'll
note
on
the
next
slide,
but
again
the
majority
of
these
were,
for
you
know:
Public
Works
service
workers,
positions
and
Regulatory
Services
MPD,
fire,
I.T,
Finance
and
then
finally,
transfers
and
administrative
changes
will
be
reported
in
the
2024
budget.
From
time
to
time,
we
update
our
reporting
format
to
ensure
that
it's
relevant.
We
don't
expect
the
same
number
of
transfers
as
the
new
government
structure.
G
A
lot
of
the
changes
have
largely
been
enacted,
but
we're
planning
on
showing
that,
as
well
as
any
administrative
changes
where
departments
opt
to
utilize
their
available
budget
to
to
to
make
adjustments
to
their
own
FTE
counts.
G
So
a
quick
summary
of
some
of
the
information
that
you'll
see
in
the
table.
The
total
ftes
accounted
for.
3905.4
of
those
currently
filled,
3643.7
departments
noted
that
251.7
are
in
the
process
of
being
filled,
and
then
we
had
a
couple
other
additional.
You
know
annotations
by
Departments
of
other
other
vacancies.
Where
positions
are,
you
know
not
quite
being
filled,
but
departments
are
working
through
issues
in
order
to
fill
positions.
One
good
note
and
and
kind
of
on
the
heels
of
the
financial
presentation
that
our
controller
Lyle
Hodges
just
presented.
G
You
know
this
is
a
picture
of
all
the
vacancies
that
we're
here
seeing
here
at
the
city
by
and
large
spending
has
increased
in
2023,
and
so
we
are
seeing
departments
more
on
track
this
year
to
fully
expend
their
Council
adopted
budget
and
so
again
just
want
to
make
that
distinguishment
between
you
know
the
vacancy
information,
then
the
overall
Financial
picture
that
we're
seeing
here
at
the
city,
a
quick
note
on
FTE
editions
under
the
new
government
restructure
in
the
2023
through
2024
budget.
G
You
know
a
large
focus
on
the
table
is
on
vacancies
and
appointed
positions.
We
do
note
that
there
were
five
additional
ftes
that
were
added
as
part
of
the
new
government
structure
work
under
the
executive
side.
There
were
five
positions
that
were
added
under
the
legislative
side,
funded
by
deletions
of
positions,
essentially
MPD
HR
and
City
coordinators
office
on
the
on
the
executive
side,
plus
one
true
new
position:
the
city
city
auditor
position
added
on
the
in
the
legislative
Department
as
well.
G
We
have
a
quick
note
from
our
our
human
resources
department
positions
created
and
reclassified
since
December,
until
December
of
2021
232
actions
overall
contained
within
our
system
on
on
just
position,
creations
and
reclassifications.
Not
all
of
these
certainly
appointed
positions,
but
just
to
give
a
sense
for
the
scale
of
the
activity
that
we
see
it.
G
When
we're.
When
we're
looking
at
this
information
and
then
finally,
the
table
contains
details
by
departments,
especially
around
appointed
positions
and
additional
notes
again
broken
help
by
Department.
C
You,
madam
chair,
in
the
previous
slide,
it
said
there's
about
250
in
process
positions
being
filled.
Could
you
just
specify
that
is
that
250
jobs
posted
250
people-
and
you
know
interviewing
250,
you
know
offers
extended
to
people
I'd
like
to
just
know.
What's
included
in
that
scope
of
in
process.
G
J
Chair
Koski,
council
members,
so
a
wreck
has
been
created
for
those
positions
and
they
are
most
of
them
are
in
process,
so
whether
they're
in
hiring
some
have
offers
out.
At
this
moment.
Some
people
have
accepted
offers
and
are
just
waiting
for
a
start
date,
so
kind
of
all
across
the
board,
but
they
do
have
wrecks
that
have
been
approved
and.
C
J
J
A
H
You
councilmember
Monte
thank
you,
chair,
Koski,
actually,
councilmember
Payne.
You
asked
kind
of
one
of
the
key
questions,
because
I
saw
that
was
a
component
from
the
Personnel
table
that
was
missing
in
terms
of
how
long
a
position
or
positions
have
been
taken.
H
H
Are
we
actively
receiving
applications
versus
you
know,
positions
that
have
been
posted
for
months
and
months
and
aren't
receiving
applications,
so
that
would
be
information
that
would
be
great
for
this
body
to
have
so
that
we
can
really
get
a
clearer
Sense
on
how
to
best
support
recruitment
efforts
and
take
an
accurate
stock
of
what
positions
have
been
of
vacant
for
so
long
that
they're,
essentially
not
being
active
part
of
our
current
service
levels.
H
So
that's
something
to
definitely
get
more
information
on.
Also
a
quick
question
around
the
Staffing
table,
so
I
know
a
chunk
that
was
listed
was
900
staff
for
MPD
for
2024.
Do
we
know
if
we're
on
track
to
make
that.
G
Chairkosky,
council
members,
I
I,
don't
have
a
a
response
at
this
time
or
good
information.
That's
something
we
can
certainly
follow
up
on
if
needed.
Oh.
I
Madam,
chair
councilman
wansley,
those
are
the
budgeted
positions,
and
so
that's
what
we've
been
using
and
I
don't
know
for
sure.
We
can
check
with
PD
to
find
out
where
they're
at
I
don't
know
that
they
will
get
to
that
level
of
Staffing.
But
I
know
that,
because
they
are
staffed
at
a
lower
level
that
they
have
been
using
overtime
in
order
to
meet
the
city's
needs.
With
respect
to
service
Provisions
right.
H
K
I
think
I
can
pretty
comfortably
tell
you.
The
PD
is
not
going
to
make
that
Mark.
Okay
within
the
next
year,
I
mean
a
lot
of
effort
and
around
recruitment
is
being
made
they're
doing
a
tremendous
job
at
that,
but
that
is
a
pretty
huge
lift.
So
it's
going
to
be
some
time.
Okay,.
H
Thank
you,
commissioner,
and
then
this
is
probably
related
to
the
office
of
public
service
but
I'm
thinking
of
MPI,
because
that's
one
of
the
positions
that's
coming
forward
and
actually
a
couple
of
positions
now
I
see
that
right
now,
there's
allocated.
Of
course,
we
approved
for
nine
right
now.
What's
listed,
is
six
on
the
table
from
my
understanding
we
have
three
employees,
that's
kind
of
running
that
work.
H
So
just
wanted
to
get
an
update
on.
If
that's
the
case,
are
we
actually
at
six
because
I
know
we've
had
some
recent
departures
of
staff
from
that
division?
So
I
wasn't
sure
if
that
was
reflective
in
the
these
figures
too,.
I
Great
Madam,
chair
council
member
wansley
I
will
get
a
more
updated
response
to
you
from
Fatima
Moore,
who
has
been
helping
with
the
hiring
in
that
I
believe
we
do
have
a
couple
offers
out
in
that
area
as
well,
and
so
currently
we
have
four
staff
people
in
that
office,
and-
and
so
we
have
to
get
you
an
update
on
that
in
terms
of
the
current
Staffing
level,
because
I'm
not
sure,
frankly,
if
it's
been,
if
that
position
has
been
offered
hired,
I'm,
not
sure
exactly
where
that
is,
but
I
can
get
you
that
information.
L
Thank
you,
madam
chair
I
was
hoping
to
to
see
us
get
maybe
a
little
bit
more
detail
on
positions
created
and
reclassified.
L
I
know
that
in
the
Pogo
committee,
up
till
this
point
now
that
we've
started
our
series
of
budget
committees
have
seen
a
lot
of
reclassifications
come
through
seen
a
lot
of
positions
created
or
maybe
not
a
lot
of
positions
created,
but
that's
the
committee
that
they've
come
through
and
I
know
that
you
know
I've
had
at
least
a
number
of
questions
you
know
around
what
this
is
ultimately
costing
us.
The
positions
will
come
through
as
reclassifications.
L
You
know
we'll
hear
in
presentations,
hey
these
are
budget
neutral,
but
I
guess
my
first
question
would
be.
Can
you
speak
to
you
know,
we've
seen
a
lot
of
wage
increases,
a
lot
of
increases
in
in
pay
with
these
positions.
L
Can
anybody
answer
any
questions
about
the
budget
neutrality
of
these
positions?
You
know
I
know
I,
understand
that
they're
budget
neutral
for
this
year.
Are
they
budget
neutral
for
next
year?
Are
they
budget
neutral
into
the
future?
How
are
we,
how
we're
seeing
so
many
positions
receive
an
increase
in
Pay
and,
ultimately,
you
know
kind
of
being
told
or
suggested
that
that's
not
costing
us
anything
and
I'm
just
trying
to
reconcile
that.
G
Chairkoski,
council
members,
thank
you
for
the
question.
You
know
if
I,
if
I
understand
it
correctly,
the
question
is
just
on
how
how
the
cost
of
these
positions
are
are
covered
as
they
come
through
and
I
I
just
wanted
to
make
two
quick
notes.
You
know
when,
when
changes
to
position
class,
any
change
to
a
position
classification
occurs
during
the
year
budget
is
not
added
mid-year.
G
If
a
department
converts
a
position
now
they're
required
to
cover
it
out
of
their
budget
unless
there's
an
additional
resolution,
adding
more
funding
budget
is
not
necessarily
added
for
positions
in
the
coming
year
as
well.
You
know,
as
positions
are
added
to
the
roster,
if
the
department
doesn't
have
other
Personnel
savings
to
cover
the
cost,
whether
from
changes
to
other
positions
or
steps
or
or
Health
Care
elections,
what
have
you
they're
liable
to
to
cover
that
cost
as
well.
L
And
so
when
just
just
so
I
can
understand
so
when,
when
it's
changed
within
the
calendar
year,
they're
finding,
you
know
they're
finding
things
within
their
sources
within
their
own
budget,
but
you're
saying
that
that
continues
year
to
year
and
that
there's
no
chance
that
we're
going
to
be
looking
at,
especially
with
232
positions.
You
know
that
this
is
going
to
start
impacting
the
levy,
or
you
know
things
like
that:
you're
saying
that
it
will
be
sort
of
neutral
into
perpetuity.
G
Chairkoski,
council
members
I
think
you
know
talking
in
Broad
Strokes,
that's
how
we
that's,
how
we
Implement
and
maintain
our
personal
budget
in
accordance
with
our
financial
policies.
We
go
through
that
analysis
and
we
say:
okay,
where,
where
are
positions
being
converted
outside
and
Beyond
what
they
were
originally
budgeted
for?
G
What's
that
cost
difference,
and
what's
that,
what's
that
impact
going
to
be,
we
do
tend
to
hold
departments
harmless
where
positions
are
are
required
to
be
changed
due
to
you
know,
changing
circumstances,
changing
contracts,
and
so
these
are
circumstances,
Beyond
departments
control,
but
where
departments
are
electing
to
make
these
reclassifications,
that's
where
we
we
follow
up
and
make
those
adjustments.
Thank.
L
You
that's
helpful
and
then
I
have
one
other
question
on
a
slightly
different
topic
again
with
some
of
these
reclassifications,
with
with
plenty
of
these
reclassifications
and
I
think
we
have
some
of
these
positions
here
today
on
here
today.
L
The
the
changes
are
not
that
great
right,
it's
basically
taking
maybe
what
used
to
be
a
division
head,
but
is
now
a
department
head
and
reclassifying
it
in
that
way,
the
basic
role
the
and
the
the
position
is
is
unchanged,
but
sometimes
we
get
reclassifications
they're
discussed
in
a
similar
way,
but
they
are
greatly
changed.
The
position
has
greatly
changed
the
scope
of
that
position
and
how
it's
described
has
greatly
changed,
but
it's
not
really
described
as
technically
a
new
position.
L
How
can
Council
kind
of
you
know
I
think
the
one
of
the
examples
I
think
is
here
when
we've
changed
a
a
crime
prevention
specialist
into
kind
of
an
entirely
new
position
right,
but
it
wasn't
exactly
discussed
that
way.
How
can
councils
sort
of
keep
track
of
you
know
or
distinguish
between
those
two
types
of
changes.
I
Madam,
chair
or
council
member
Ellison,
it's
a
great
question
and
the
short
answer
is
that
the
ones
that
come
to
council
are
the
appointed
reclassifications
that
are
over
that
go
above
a
grade,
and
so
you
get
those
the
ones
that
you're
talking
about
that
are
significantly
different.
So.
A
Thank
you
and
just
I
think,
to
clarify
and
to
add
on
to
council
member
LSN
there.
So
in
order
for
a
reclassified
position
to
be
continued
into
the
next
budget,
it
needs
to
be
brought
forward
as
a
change
item
in
the
next
budget.
Is
that
correct.
G
Council
members,
in
order
for
our
position
to
be
brought
forward
into
the
next
budget,
if
it
was
a
a
brand
new
position
that
was
added
in
the
middle
of
the
year
and
it's
a
position
that
a
department
intends
to
maintain
and
carry
forward.
That's
where
we've
typically
brought
forward
those
positions
and
change
items
so
that
we
can
really
document
and
show
where
we're
adding
positions.
Reclassifications
don't
necessarily
require
change
items,
especially
in
cases
where
departments
have
had
to
make
their
own
underlying
changes
in
order
to
bring
those
positions
forward.
A
Okay,
all
right
and
then
do
you
know
how
many
have
been
or
will
be
needing
to
be
reclassified
to
different
grades
and
and
salary
schedules.
Yeah.
G
Chair
Koski,
council
members,
we
have
some
summary
information
on
departments
plans
as
populated
by
departments
in
the
table
that
was
submitted.
I
don't
have
a
summary
number
at
this
stage
in
terms
of
the
the
the
final
number
of
positions
that
we'll
be
talking
about.
A
G
A
Then
one
last
question
that
I
have
so
in
the
memo
there
were
85
positions
that
were
internally
transferred
and
I'm
just
wondering
you
know
of
these
position.
You
know
the
council
has
the
authority
to
internally
transfer
existing
budget,
budgeted
positions
between
departments
so
I'm,
just
wondering
of
these
85.1
budgeted
positions.
How
many
were
internally
transferred
with
the
city
council's
explicit
knowledge
of
what
the
existing
budgeted
position
was
where
it
was
being
transferred
to
and
what
it
was
being
transfer
for
prior
to
approval
to
the
budget.
G
Council
members,
it's
a
it's
a
good
question.
The
the
largest
part
of
the
documentation
that
was
provided
along
with
this
was
related
to
the
development
of
the
budget
book
that
was
published
during
the
budget
process
last
year,
as
well
as
in
presentations.
The
Department's
brought
forward
to
the
the
budget
committee
at
the
time
for
discussion.
A
F
Thank
you,
chairkovsky
director
I,
want
to
make
sure
I
understood
your
response
to
council
member
koski's
questions
chair
koski's
question
correctly:
are
you
saying
that
the
the
requirement
of
council
approval
of
of
moving
positions
around
within
between
departments
that
that
requirement
was
fulfilled
by
the
budget
book,
though
I
don't
remember
during
departmental
presentations
and
when
we
were
going
over
the
budget
that
transfers
between
departments
were
made
clear
to
to
this
body.
G
G
One
of
the
one
of
the
caveats
that
we
have
is
that
you
know
a
lot
of
the
a
lot
of
the
transfers
that
we
did
see
were
probably
pretty
straightforward.
I
would
argue
that
the
majority
probably
were,
for
example,
and
just
to
use
an
example.
You
know
Performance,
Management
and
Innovation
was
moved
out
of
the
city
coordinator's
office
and
into
its
own
separate
Department.
G
That
would
have
been
that
would
have
been
categorized
under
this
rubric
that
we've
used
here
as
a
as
a
transfer
and
would
have
contributed
to
that
large
number
of
transfers
that
we
technically
saw
between
departments.
So
you,
you
saw
a
lot
of
discrete
moves
of
individual
business
units
or
departments
in
the
city,
divisions
in
the
city
that
would
have
fallen
under
that
category,
and
hopefully
that
was
made
clear
during
the
the
budget
process
and
the
decision-making
process
as
part
of
last
year.
F
I
I,
don't
think
my
intent
here
isn't
to
say
that
something
terrible
happened
with
all
85
of
those
positions
and
changes
were
made
that
didn't
make
sense.
The
point
I'm
making
is
85
transfers
were
made
that
required
this
body's
approval
and
we
just
didn't
do
it
and
or
if
we
did,
it
was
not
made
clear
to
us
that
that's
what
we
were
authorizing
and
the
so
the
problem
isn't
whether
it
makes
sense
or
not.
The
problem
is
this
body's
authority
to
approve
those
85
transfers.
F
A
Councilor
took
Tai
and
you
know
I
kind
of
started
this,
but
I
would
say
that
you
know,
after
this
meeting
and
as
soon
as
possible,
if
you
could
send
updated
information
to
us
and
I
think
that
we
can
also
ensure
that
going
forward
that
in
our
budget
book
that
everything
is
explicit
as
well,
and
that
when
we
know
that
there's
these
internal
transfers
between
departments
that
they're
being
brought
forward
for
our
approval,
so
we
will
follow
up
after
this
meeting
with
that
so
and
I
was
also
about
to
also
to
thank
you.
A
Everybody
for
I
know
putting
all
this
together
so
quickly.
I
appreciate
that
I
know
there
were
many
departments
that
were
part
of
that,
so
I'm
grateful
for
that
work
and
so
not
seeing
any
further
questions.
I
will
direct
the
clerk
to
file
this
report
and
I'll
note.
Before
we
move
on
to
the
next
items.
A
The
legislative
directive
did
request
that
the
administration
under
the
mayor's
Direction
continuously
maintain
and
update
this
data
set
for
the
remainder
of
the
fiscal
year
of
2023
and
throughout
the
consideration
of
the
mayor's
recommendations,
and
so
at
the
Nets
budget
committee
agenda
setting
we
can
discuss
when
the
budget
committee
will
receive
updates
on
this
data
set
moving
forward
as
well
so
okay.
Finally,
we
have
items
number
three
four
and
five
on
our
agenda.
They
are
the
pointed
positions.
A
Council
members
will
note
that
items
three
and
four
were
already
presented
at
the
Pogo
committee
and
have
since
been
redirected
to
this
committee
for
items
three
four
and
five.
We
are
being
asked
to
determine
whether
or
not
we
agree
with
the
findings
that
the
proposed
positions
meet
the
criteria
for
unclassified
service
and
based
on
that
determination,
approve
or
not
approve
the
establishment
of
the
positions
in
the
unclassified
service
and
the
salary
schedules
for
the
positions
in
accordance
with
adopted.
A
N
M
This
is
a
new
position
and
has
been
established
at
470
points
grade
10
through
our
class,
our
cress-up
system,
which
is
our
job
evaluation
tool.
The
position
will
report
to
the
community
safety
Chief
of
Staff
in
the
office
of
community
safety.
The
job
duties
of
the
director
partnership
and
Outreach
will
be
responsible
for
all
aspects
of
developing,
promoting
and
maintaining
key
relationships
with
Community
agencies
and
organizations,
government
entities,
schools,
institutions,
Community,
Partners
and
other
external
stakeholders.
It
will
provide
a
clear
line
of
communication
among
other
duties.
M
The
position
will
lead
relationship
management,
Community
relationship
management
communication
and
serve
as
a
liaison
for
the
inner
jurisdictional
safety
Partners.
It
will
lead
an
assist
in
communicating
and
coordinating
with
the
office
of
community
safety
departments
and
inner
jurisdictional
Partners
during
crisis
or
emergency
through
Nims
their
ICS.
M
M
It
will
work
with
and
support
the
city
Enterprise
to
infuse
a
data-driven
approach
to
decision
making
and
planning
towards
external
engagement.
Finally,
it
will
utilize
data
interviews
and
research
advised
leaders
on
needed
infrastructure
and
are
improvements
to
the
organizational
climate
to
ensure
the
progress
of
the
City's
community
outreach
goals.
M
M
M
And
substantial
development
involvement
in
the
development,
interpretation
and
implementation
of
city
or
Department
policy,
this
position
has
substantial
involvement
in,
and
responsibility
for
the
office
of
community
safety's
relationship
management
strategy
regarding
relations
with
other
other
government
entities,
businesses
and
Community
organizations.
M
Fourthly,
the
duties
of
the
position
must
not
primarily
require
technical
expertise
or
continuity
in
the
position
would
be
significant.
In
this
case,
the
department,
our
director
of
partnership
and
Outreach,
will
be
responsible
for
representing
the
office
of
community
safety,
with
leaders
from
private
and
public
sector
to
build
and
maintain
executive
connections
with
relative
relevant
entities,
and
finally,
there
is
need
for
the
person
occupying
the
position
to
be
accountable
to
loyal
to
and
compatible
with
the
mayor
city,
council
and
the
department
head.
M
This
position
is
responsible
for
establishing
goals
and
strategies
that
must
be
consistent
with
the
goals
and
established
established
by
the
mayor
city,
council
and
Community
safety.
Commissioner,
the
position
will
work
closely
with
the
community
safety.
Commissioner,
the
community
safety
chief
of
staff
department,
heads
in
the
city
and
elected
leadership.
M
M
M
People
too,
loyal
to
and
compatible
with
the
mayor
city,
council
and
Office
of
Public
Service
head.
This
position
is
responsible
for
establishing
goals
and
strategies
that
must
be
approved
by
the
approved
by
and
consistent
with
the
goals
and
priorities
by
the
mayor
city,
council,
City
operations,
officer
and
Deputy
City
operations
officer
for
internal
services.
M
Again,
we
are
requesting
that
the
committee
find
that
the
director
Performance,
Management
and
Innovation
meets
the
appointed
criteria
as
previously
defined
and
that
it
will
forward
the
position
to
city
council
for
approval
foreign
regard
to
financial
impact.
This
position,
their
salary
range
for
it
is
between
141
and
167
thousand
dollars
at
step.
Two,
the
estimated
2023
annual
cost
for
the
director
Performance,
Management
and
Innovation,
including
base
pay
benefits
and
Fringe,
is
about
two
hundred
and
one
thousand
dollars
and
they're
reallocating
dollars
from
the
general
fund.
For
this
position.
A
Miss
Miller
before
you
go
on
to
the
next
one,
just
because
we're
trying
to
be
mindful
of
our
time
and
I
know
this
last
one
we
have.
Some
of
us
have
seen
this
before.
If
you're
able
to
just
give
us
some
highlights.
O
M
M
M
Basically,
the
policy
reform
and
implementation
supervisor
will
be
the
preeminent
subject:
expert
on
policy
or
police
reform
within
the
city
attorney's
office.
Next,
on
to
section
2010-10
again,
this
position
meets
the
criteria
they
occupy.
The
person
occupies
the
position
must
report
to
the
head
of
the
designated
City
Department
or
the
designated
City
department,
heads
deputy,
and
in
this
case
the
policy
reform
and
implementation
senior
advisor
reports
to
the
City
attorney.
The
person
occupying
the
position
must
be
part
of
the
designated
department
heads
management
team.
M
This
position
is
on
the
city,
attorney's,
executive
management
team.
The
duties
of
the
position
must
involve
significant
discretion
and
substantial
involvement
in
the
development
interpretation
or
implementation
of
city
or
Department
policy.
This
position
leads
the
development
and
implementation
of
City
policy
goals
and
strategic
planning
as
it
relates
to
police
reform.
M
The
duties
of
this
position
must
not
primarily
require
technical
expertise
or
continuity
in
the
position
would
be
significant
again.
The
duties
of
the
policy
reform
implementation,
senior
advisor
require
leadership,
Vision
team
building
strategy,
implementation
and
progress.
Evaluation
and
lastly,
there
is
a
need
for
the
person
occupying
the
position
to
be
accountable
to
and
compatible
with
the
mayor
city,
council
and
the
department
head.
M
The
policy
reform
and
implementation
senior
advisor
is
responsible
for
establishing
policies
and
strategies
that
must
be
approved
and
consistent
with
the
goals
and
priorities
established
by
the
mayor
city,
council
and
City
attorney
again.
We
are
requesting
that
this
position
that
you
approve
that
this
position
meets
the
criteria,
is
defined
in
section
20,
10
and
forward
it
on
to
council
for
final
approval.
A
All
right,
thank
you.
So
much
I
appreciate
that
Miss,
Miller
and
I.
We
will
go
into
our
questions
portion
here
and
I.
Just
want
to
remind
my
colleagues
that
our
role
here
is
to
determine
whether
or
not
we
agree
with
the
findings
and
based
on
that
determination,
approve
or
not
approve
the
establishment
and
of
unclassified
service
and
the
salary
schedule.
So
I'll
ask
that
council
members,
please
use
our
limited
time
to
ask
questions
regarding
the
findings.
There
are
two
council
members
in
queue
and
I'm
gonna.
C
M
C
Then,
as
it
relates
to
the
specific
questions
that
we
have
here
around
their
criteria,
are
there
people
detailed
into
these
responsibilities
right
now
that
are
meeting
these
criteria
or
because,
like
I,
have
some
knowledge
of
individuals
but
I'm
trying
to
separate
the
people
from
the
position
right
now
in
this
question?
But
do
we
have
people
detailed
to
these
three
roles
right.
C
Okay
and
then,
as
it
relates
specifically
to
this
third
position
around
the
senior
advisory
policy,
reform
and
implementation
role,
I
see
something
that's
a
really
big
red
flag
for
me
in
terms
of
the
intention
behind
this
and
the
actual
role,
so
one
of
the
I
know
pull
the
presentation
up
really
quick.
So
I
can
read
that
section,
20
10
10.
It
is
required
that
the
position
not
primarily
require
technical
expertise,
and
we
explicitly
say
that
this
is
the
preeminent
subject
matter:
expert
on
police
reform
within
the
city
attorney's
office.
C
P
Chair
Koski,
council
members,
my
interpretation
of
that
technical
expertise
and
and
Miss
Miller
can
obviously
jump
in.
Is
that
that
technical
expertise
is
usually
in
the
nature
of
HR
expertise
or
I.T
expertise
or
financial
expertise.
This
kind
of
policy
reform
expertise
is
a
much
more.
It's
a
it's
a
high-level
policy
type
of
expertise
not
like
in
the
weeds
technical
expertise.
C
P
So
chair
and
council
members,
so
I
am
drawing
from
actually
there's
a
very
similar
Statute
in
Minnesota
statutes
that
that
applies
to
the
executive
branch
of
of
the
state
and
actually
the
criteria
are
exactly
the
the
same
other
than
you
know.
With
respect
to
this
technical
expertise,
the
the
state
statute
kind
of
gives
a
little
bit
more
meat
to
the
bones
and
and
talks
about
you
know
this
kind
of
HR
type
of
hrit
type
of
expertise
and
I
can
pull
up
the
statute.
P
If
you
give
me
a
second
but
I,
I
know
that
the
intention
is
for
the
these
criteria
to
really
be
the
same
type
of
criteria
that
is
applied
at
the
state
level.
M
Council
member
Payne
I'd
give
the
example
of
an
I.T
person
say,
has
Network
specialty
that
would
not
qualify
under
under
this.
This
criteria,
something
that's
more
broad,
like
the
policy
development,
would
qualify.
C
Okay
and
then
I
just
wanted
to
put
a
emphasis
on
this.
There
is
no
person
right
now
working
in
the
city
in
the
role
of
either
of
these
three
positions
right
now,
in
any
capacity
whatsoever.
M
My
understanding
is
that
the
office
of
Performance,
Management
and
Innovation
there
is
a
gentleman
Who
currently
has
a
role
that
is
similar,
but
he's
not
been
detailed
into
this
assignment.
As
far
as
I
understand,
I
know,
missed
Anderson
I,
don't
know
if
you
can
speak
to
the
the
other
one.
P
Yeah
cherkowski
council
members
I
have
a
person
in
the
position
it's
Amelia
Huffman
and
she
is
not
in
this
position.
She
is
an
assistant
chief
of
MPD
and
she's,
been
embedded
in
my
office,
helping
with
the
mdhr
implementation.
P
This
she's
not
detailed
to
this
position.
This
position
is
new.
A
lot
of
the
work
that
she's
doing
with
mdhr
implementation
right
now
is
the
type
of
work
that
this
position
would
do.
P
But
continuing
to
have
her
embedded
as
assistant
chief
is,
is
really
not
a
sustainable
sort
of
situation
and
then
just
to
to
back
up
to
my
prior
comment
in
Minnesota
statutes,
43a
0.08
subdivision
one,
a
sorry,
four
talks
about
the
duties
of
the
position
would
not
require
primarily
Personnel
accounting
or
other
technical
expertise,
or
the
continuity
in
the
position
would
be
important.
So
that's
that's
why
I'm
construing
this
our
same
criteria
to
be
basically
the
same?
It's
technical
expertise
in
the
state
law.
P
A
Okay,
thank
you
so
much
next
we
have
councilman
ronsley
and
just
a
quick
reminder
to
with
regards
to
time
is
just
to
keep
our
questions
and
comments
regarding
to
the
findings
here
today,
yeah.
H
So,
in
regards
to
the
appointed
position
of
the
community
safety
I'm,
actually
making
a
motion
to
table
this
I
shared
a
memo
earlier
yesterday
that
there's
definitely
still
some
confusion
about
the
role
in
which
OCS
envisions
itself
in
leading
our
comprehensive
safety
work
and
I
think
it
would
be
incumbent
upon
us
to
really
take
the
time
to
actually
have
a
plan
develop
around
comprehensive
Public
Safety,
which,
from
my
understanding,
council
member
Vita,
is
working
in
her
capacity
as
chair
of
the
public
health
and
safety,
with
Dr
off
Tully
to
lead
that
work
in
partnership
with
our
office
of
community
safety
leadership.
H
So
in
that
case,
from
my
understanding,
they're
going
to
be
bringing
a
report
back
they're
going
to
be
bringing
findings
and
recommendations
for
how
we
can
do
this
comprehensive
work.
At
that
time,
it
would
make
sense.
Does
this
position
help
to
support
that
so
I'm
motioning
to
table
that
until
we
get
those
findings
from
Dr
altelli
and
do
that
work
in
PHS,
which
will
be
helpful?
So
I
want
to
note
that
and
then
the
second
piece
of
the
appointed
position
in
the
city
attorney's
office
I,
did
want
to
say
just
for
the
public
record.
H
That
I
will
be
abstaining
from
this.
If
we
truly
want
to
be
taken
serious
in
leading
a
credible
consent,
decree
process
with
the
state
I
think
it's
very
clear
and
I've
shared
this
multiple
times
that
you
know
since
we're
considering
former
interim
Chief
Amelia
Huffman
I
do
think
that
puts
us
in
a
precarious
role
in
earning
that
public
trust
I'm,
especially
considering-
and
these
are
all
things
that
you
can
go
Google
on.
H
You
know
the
the
web
of
literally
interim
Chief
Huffman
engaging
in
the
powers
and
practices
that's
listed
in
the
very
settlement
that
they're
going
to
be
charged
with
implementing,
and
that
is
from
everything
from
appointing
officers
who
were
fired
from
for
misconduct
into
leadership.
Your
positions
that
also
leads
itself
to
sharing
very
alarming
information
about
our
mayor,
lock
come
tomorrow.
A
And
say:
I:
just
wanna
are
you
you
cutting
me
off
right
now,
I
I.
H
H
Am
sticking
to
the
conversation
I
would
encourage
you
to
not
censor
my
conversation,
especially
since
it's
related
to
public
findings.
I
can
finish
and
wrap
up.
It's
not
my
fault
that
these
presentations
were
scheduled
back
to
back
and
I
get
we
want
to
get
the
cow,
but
please
let
me
finish
my
comments
and
then
we
can
proceed
to
finish.
Come.
H
P
What
churkovsky,
council
members
I
just
want
to
be
clear
that
the
scope
of
what
the
council
is
being
asked
to
do
in
this
circumstances
is
determine
whether
the
positions
meet
the
criteria
to
be
placed
in
the
unclassified
service.
These
are
not.
None
of
them
are
positions
I,
certainly
not
the
the
senior
advisor
position.
I,
think
none
of
the
positions
are
positions
that
are
actually
subject
to
council
approval
under
Charter
8.4.
These
are
all
appointments
made
by
by
department
heads.
P
So
it
is
not
actually
within
the
scope
of
the
the
council's
authority
to
to
to
decide
who
the
incumbents
should
or
should
not
be
so
I
just
want
to
make
that
clear.
You
know
I
I,
I
yeah,
it's
it's
just
not
within
the
scope.
H
City
attorney
you
shared
that
in
public
repeatedly
and
again
just
affirming
in
case
you
forget,
council,
member
Koski,
we
can
also
share
that
is
very
alarming
that
we
are
trying
to
overlook
a
crucial
detail
about
a
candidate.
That's
going
to
be
considered
for
this
position,
that's
when
the
lead
implementations.
H
That
is
great,
that
you
are
grounding
the
conversations
in
the
findings,
but
we're
ignoring
and
intentionally
trying
to
overlook
the
candidate
that
you
absolutely
have
the
authority
to
appoint
that
you
are
agreeing
should
be
Chief,
a
million
Amelia
Huffman,
and
that
is
very
sad.
That's
alarming,
I'm,
hoping
whenever
we
get
the
independent
evaluator
that
they
correct
this
mess,
because
it's
not
going
to
show
that
we're
entering
into
this
process
in
good
faith.
Q
Q
Typically,
we
use
the
motion
to
postpone
and
we
would
postpone
to
a
date
certain,
and
so,
if
there's
no
date
provided
to
that
motion,
it
will
come
to
the
next
meeting
and
the
next
meeting
and
the
next
meeting
or
better
yet
is
to
pick
a
date
at
some
point
in
the
future,
so
that
there's
definitive
awareness
amongst
the
body,
the
staff,
the
administration
as
to
when
this
matter
might
come
back.
H
To
that
the
person
who
made
the
motion
I
would
like
to
add
the
date
of
July.
Let's
see
here
when
would
be
our
cow
meeting
actually
August.
H
Q
So
the
motion
is
to
postpone
consideration
of
the
request
for
the
appointed
position
on
director
of
Partnerships
and
Outreach
for
the
office
of
community
safety
and
limbs
file.
Q
Q
L
I'll
try
to
keep
my
comments
short
on
an
item
number
three.
L
You
know
I
I,
think
that
I
I
have
continued
to
be
unconvinced
that
this
is
the
exact
next
move
that
we
need
right
now
out
of
the
out
of
OCS.
You
know
we
got
a
presentation.
I
feel
like
I've,
been
able
to
understand
the
position
to
the
best
of
my
ability.
I
also
feel
like
we
have
a
lot
of
Public
Safety
need
and
I'm,
not
sure
that
Partnerships
and
Outreach,
at
least
in
the
way
that
it's
described
here,
is
the
top
need
that
we
coming
out
of
that
department.
L
A
lot
of
the
roles
described
in
this
position,
I
feel
like
at
least
in
the
interim,
can
be
can
be
done
by
by
the
director
of
Public
Safety.
You
know,
building
Partnerships
doing
that.
Outreach
can
be
done
there
when
we
saw
the
org
chart.
You
know
we
saw
a
lot
of
communications
positions
in
that
org.
Chart
and
I
didn't
see.
The
department
heads
underneath
the
department
listed
in
that
work
chart
and
it
felt,
like
you
know,
I-
would
love
to
see
the
priority
be
about.
You
know.
L
How
are
we
reforming
our
services?
How
are
we
getting
and
work
better
together
and
I
feel
like
just
this
role?
I'm,
not
saying
it's
going
to
never
be
needed,
but
I
do
feel
like
it's
not
the
right
time
for
us
to
be
prioritizing
Outreach
in
this
way,
and
so
I'll
I
won't
be
supporting
this
position
today.
L
If
it
doesn't
pass
I'm
happy
to
revisit
it
and
support
it
in
the
future,
but
it
doesn't
feel
like
the
right
priority
for
the
Department
right
now.
So
that's
it.
O
Thank
you,
madam
chair
I'd,
like
to
suggest
in
the
interest
of
time
that
we
take
all
three
of
these
positions
and
move
them
forward
without
recommendation
to
Thursday.
That
will
give
some
people
additional
time
to
get
any
last
minute
questions
answered
you
know
personally,
I
am
in
support
of
all
three
of
these
positions.
I
think
it's
important
to
realize
that
we
currently
have
three
people
in
this
department
of
the
office
of
community
safety.
We
expect
them,
they
have
a
large
charge
in
front
of
them
and
we
have
three
bodies
doing
the
work
right
now.
O
I
am
a
little
bit
concerned
that
we're
going
into
areas
of
unnecessary
risk
to
the
city,
to
comment
on
specific
people
in
these
positions
and
that's
way
beyond
our
scope.
So
I'd
like
to
suggest
that
we
can
continue
some
of
these
other
conversations
offline,
but
that
we
will
make
a
motion
to
move
all
three
of
these
positions
forward
to
Thursday's
meeting
without
recommendation
at
this
time
and
I
need
a
second
second.
B
Q
Madam
chair
there's
some
confusion
about
the
vote
taken
on
the
last
motion
offered
by
councilmember
wansley
seconded
by
councilmember
Payne
and
in
terms
of
the
accuracy
of
the
clerk
recording
the
votes
that
were
taken
by
roll
call
and
so
I
think
it
would
be
in
the
best
interest.
If
we
go
back
and
make
sure
that
we've
recorded
that
vote
correctly,
we
had
recorded
and
reported.
It
was
a
5-6
on
Roll
Call.
B
E
Q
Think
we
should
call
it
again:
I
can
read
the
motion
again,
call
it
again
and
and
make
sure
that
we
captured
the
vote
correctly.
Okay,.
Q
I
think
that,
just
to
clarify
the
motion
made
by
wansley
seconded
by
pain
was
to
postpone
further
consideration
of
the
director
of
Partnerships
and
Outreach
for
the
office
of
community
safety.
This
is
agenda.
Item
number
three.
It
is
lens
file
2023-00480,
and
that
matter
was
to
be
postponed
to
the
next
regular
meeting.
The
budget
committee
on
August
1
2023..
R
Yes,
do
we
get
opportunity
to
ask
questions
before
we
take
boats.
Q
A
F
Q
So
here's
what
we're
going
to
do.
Yes,
the
clerk
is
going
to
call
the
role
on
the
motion
that
we
took
and
I
think
inaccurately
recorded
before
we're
just
going
to
call
the
roll
again,
people
will
restate
their
vote
the
way
they
wish
to
be
recorded.
We
will
report
that
if
there
are
questions
further,
we
can
take
those
up.
After
we've
reported
the
Roll
Call.
B
A
H
I
Q
That
motion
was
made
based
on
the
fact
that
the
clerk
incorrectly
reported
the
first
correct.
So.
O
A
S
Goodman
I
was
going
to
move
to
call
the
question:
what
have
we
been
doing
for
the
past
hour
and
28
minutes
if
we're
not
here
to
vote
to
move
things
forward.
This
is
like
a
complete
insult
to
our
staff
that
we're
all
sitting
here
wasting
time
kicking
the
can
down
the
road
over
and
over
again,
you
didn't
need
me
or
anyone
else
here
you
want
to
kick
the
can
down
the
road.
We
don't
need
to
be
here
to
vote
on
any
of
these
things.
E
Second
off,
if
you
want
I,
guess
it's
my
turn.
Thank
you,
a
budget
chairkovski.
So
the
point
of
committee
is
to
discuss
committee
work
if
we're
going
to
move
these
forwards
to
full
Council
without
recommendation
to
full
Council.
E
That's
when
we're
voting,
yes
or
no
right
now
we're
having
discussion
the
point
of
doing
working
committees
to
do
working
committee,
so
I
would
recommend
that
we
stick
to
the
work
of
this
committee,
which
is
discussing
the
work
that
is
ahead
of
us
and
talk
about
these
positions,
get
questions
answered
and
then
take
about
moving
without
recommendation
to
stop
discussion.
It's
not
the
way
to
do
this
today.
C
Thank
you,
madam
chair
yeah,
I
was
just
going
to
say.
These
are
the
kind
of
conversations
we
should
have
on
the
Deus,
not
behind
the
scenes
and
so
buying
additional
time
through
a
you
know,
movement
without
recommendation
I
think
is
against
transparency
and
good
governance.
Frankly,
so
I
can't
support
that
motion
and
I
think
we
should.
These
are
some
of
the
most
important
conversations
we
should
be
having
it's
about
Public
Safety,
it's
about
what
is
our
plan
moving
forward
in
the
wake
of
the
murder
of
George
Floyd?
C
How
do
we
actually
repair
our
relationship
and
and
sense
of
trust
between
the
city
and
the
community
between
the
police,
specifically
in
the
community,
and
two
of
these
positions
are
very
Central
to
those
questions,
and
this
is
the.
If
there's
any
conversation
we
should
be
having
in
public.
It
is
this
very
conversation
we
should
be
having
in
public
and
who
is
best
fit
to
do
these
roles.
What
should
those
responsibilities
look
like
and
what
is
our
path?
Moving
forward?
I
think
the
public
has
a.
They
have
a
right
to
know
these.
R
Oh,
thank
you,
madam
chair
I'm,
kind
of
really
disappointed
not
not
able
to
ask
question
before
we
took
the
vote
on
council
member
wansley
motion.
What
I
wanted
to
ask
was
ask
the
chairs,
Public,
Safety
and
or
commissioner
Dr
Alexander,
Cedric
Alexander,
to
say
what
is
the
consequences
or
what?
What
is
the
problem?
You
know
delaying
this
item
and
learning
more
about
it.
I
didn't
get
that
opportunity
to
ask
those
questions.
I
think
those
questions
are
important.
R
I
just
learned
that
this
item
was
delayed
before
oh
now,
it's
it's
a
second
delay,
but
what
I
learned
from
what
councilmember
wansley
say
and
from
the
presentation
that
that's
how
I
made
my
decision
to
vote
and
delay
this,
but
I
think
it
would
have
been
a
lot
easier
for
individuals
like
me
who
are
not
part
of
the
Public
Safety
Committee
who's.
R
Not
you
know
following
this
item
to
to
have
that
question
and
ask
those
questions
to
the
appropriate
individuals
that
this
might
have
a
consequences
on,
but
like
I'll,
keep
you
know,
I
think
delaying
is
is
an
option
that
we
vote
on
and
for
the
public
right
now.
I
am
I.
Am
very
supportive
for
the
two
other
items.
R
I
think
this
is
something
that
we
have
discussed
in
the
past
and
yeah
wanted
to
mention
that
I
think
it
will
be
easier.
I,
don't
know
what
the
process
is
for
the
city
clerk,
but
it's
a
lot.
It
will
be
easier
instead
of
taking
the
vote
to
qualify
and
ask
those
questions,
especially
if
the
item
is
let's
delay,
it
I
want
to
ask.
Q
Adam
Madam
chair,
councilmember
Osman
voted
in
the
affirmative
with
the
majority
of
the
group.
If
he
wishes
to
move
to
reconsider
that
vote,
certainly
that's
an
option
before
him
and
if
the
body
approves
a
motion
to
reconsider
the
vote,
then
the
body
can
take
that
matter
up
again
and
consider
a
different
outcome
on
item
number
three.
So
councilman
Ross
and
it
is
within
your
power
as
a
member
of
the
body
who
voted
with
the
majority,
to
propose
reconsideration
of
that
outcome.
I'm.
R
R
O
Alexander
I
understand
no
I
want
to
explain
why
I
was
in
the
priority
queue
before,
but
also
to
respond
to
some
of
my
colleagues
that
think
that
this
is
cutting
off
discussion.
It's
not
cutting
off
discussion,
but
it
is
moving
it
along
to
a
decision
point
this
cycle
saying
that
we
need
to
make
a
decision
and
move
on
with
these
things
and
here's
my
concern
by
continuing
with
these
types
of
comments
about
specific
people,
we're
putting
this
whole
body
at
risk.
It
is
our
fiduciary
responsibility
to
ensure
good
practices.
O
The
council
cannot
interfere
or
use
our
authority
to
influence
hiring
decisions
on
Personnel
matters,
not
on
this
day.
It's
not
off
the
Deus
and
continued
comments
could
open
individual
council
members
to
defamation
liability.
That
is
my
concern.
That
is
why
I
felt
we
should
be
continuing
to
move
forward
with
these
decisions
actually
make
a
decision
come
Thursday,
but
continue
Motion
in
a
forward
direction.
Thank
you.
H
I
I
just
want
to
correct
something
that
Council
vice
president
just
mentioned.
We
can
absolutely
make
commentary
based
off
of
what's
available
in
the
public
and
that
does
not
lend
ourselves
to
a
defamation
case
if
you're
referencing
public
data,
which
is
what
I
said
in
my
comments,
which
anyone
can
Google
since
these
are
materials
in
lawsuit
settlements.
These
are
articles,
so
these
are
all
things
that
are
not
framing
someone
based
off
of
you
know
personal
intent.
H
These
are
all
public
materials,
so
I
at
least
wanted
to
provide
some
legal
Clarity,
because
I've
met
with
our
city
attorneys
about
this
in
terms
of
another
case.
So
I
just
want
to
make
that
clear.
Unless
you
would
like
me
to
bring
a
citation
list
which
I
can
do
in
the
future,
but
just
wanted
to
provide
that
clarity.
A
E
L
O
S
O
F
S
B
S
C
Thank
you,
madam
chair
yeah.
I
just
voted
against
the
call
to
question
just
on
principle:
I'm,
pretty
tired
of
us
rushing
through
our
important
meetings.
This
is
a
deliberative
body.
Let's
spend
the
time
to
deliberate,
we
can
order
pizza
for
dinner
if
we
need
to
when
our
days
go
too
long,
but
this
job's
not
so
hard
that
we
can't
sit
here
and
pay
attention
for
some
extra
time
and
that's
my
only
comment.
L
I'd
like
for
us
to
vote
on
four
and
five,
no
sorry
yeah,
four
and
five
separately,
which
I
don't
think
is
out
of
order,
but
yeah
yeah.
That's
all
thank
you.
A
All
right
we
are
going
to
start
to
vote
on
and
the
first
one
will
be
for
item
number
four,
because
we're
going
to
be
doing
these
separately
and
so
I
will
ask
the
clerk
to
call
the
roll.