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From YouTube: February 6, 2023 Audit Committee
Description
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https://lims.minneapolismn.gov
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A
A
B
A
A
Opposed
that
carries
and
the
minutes
are
accepted
next,
we'll
move
on
to
new
business.
As
you
can
see
here,
we
we've
been
through
an
audit
committee
and
a
city
auditor
search
process.
A
I,
don't
think
we
have
a
presentation
on
that
process,
but
I
did
just
want
to
make
a
couple
of
remarks.
I
was
able
to
be
part
of
the
selection
committee
and
we
did
have
applications
in
from
all
over
the
country,
including
other
places
here
in
Minnesota.
It
was
very
clear
to
us
by
the
end
of
this
process
that
Mr
Ryan
Patrick
is
the
best
suited
for
this
point
in
time
in
our
city
and
for
this
role
in
our
city.
A
D
Thank
you,
madam
chair
yeah.
It's
just
been
an
honor
working
with
you,
Mr
Patrick.
We
started
our
work
long
before
I
was
on
city
council
working
on
an
ordinance,
and
you
just
you've
demonstrated
such
a
high
level
of
integrity
and
adaptability
that
I'm
just
really
excited
to
move
forward.
Working
with
you
in
this
higher
capacity.
F
Thank
you
appreciate
this.
Yes,
I
just
want
to
Echo
those
same
sentiments
and
same
words.
I
am
grateful
to
continue
this
partnership
and
it
was
a
clear
decision
as
a
committee
and
just
want
to
say
that
we
are
grateful
for
what
you
have
done
for
the
city
and
we
look
forward
to.
We
know
the
continued
hard
work.
Your
entire
team
brings
so
appreciate
everything
that
you
do.
A
So
I
think
I'll
make
the
motion
first
and
then
invite
Mr
Patrick
up
to
make
any
remarks.
He
might
want
to
see
no
further
comments.
I'll
move
to
a
move
to
approve
the
appointment
of
Ryan
Patrick
to
the
position
of
City
auditor
and
authorized
any
agreements
for
employment
accordingly,
all
those
in
favor.
Please,
is
there
any
discussion
on
that?
A
G
Thank
you,
chair,
Paul
Masano,
sincere,
thank
you
to
you
and
the
members
of
the
audit
committee
for
your
thoughtful
questions
during
the
selection
process
and
importantly,
the
faith
that
you're
placing
in
me
during
this
absolutely
critical
juncture
in
our
city,
we've
undertaken
one
of
the
most
significant
changes
in
our
City's
government
for
the
first
time
in
a
long
time,
and
to
be
a
part
of
that
is
truly
an
honor
I
fully
intend
to
make
you
proud
in
that
role
and
continue
working
with
you
all
as
we
build
out
our
new
legislative
Department
I
would
be
remiss
if
I
also
didn't
thank
my
team
while
I'm
up
here,
it's
really
a
privilege
to
work
with
them
and
the
work
of
the
the
audit
structure
wouldn't
happen
without
their
dedication
and
extremely
hard
work.
G
A
Thank
you,
congratulations
to
you
and
to
your
family.
We're
excited
to
get
started
or
continue
our
work,
but
in
a
more
confirmed
kind
of
way.
Next
we
have
Mr
Patrick
our
city
auditor,
to.
H
A
Ahead
and
go
on
with
our
next
item
of
business,
which
is
open,
audit
report
updates
I
did
want
to
just
start
by
saying
one
of
the
things
that
prompted
this
was
very
recent
and
it
was
really
realizing
that,
with
all
of
these
different
moving
parts
of
our
legislative
department
and
City
auditor
appointment
that
our
very
next
step
here
will
be
to
reconstitute
a
new
audit
committee
under
our
new
city,
Charter
One
of
those
things
will
mean
that
members
that
have
been
here
and
been
a
steward
of
this
effort
for
quite
some
time,
including
Mr
Fisher,
won't
be
able
to
kind
of
see
where
things
landed.
A
G
Thank
you,
chair
Paul
massano
members
of
the
audit
committee,
I'm,
going
to
discuss
remaining
audit
issues
and
a
little
bit
of
background
for
the
off-duty
and
overtime
audit
that
we
conducted.
G
So
the
objective
of
this
past
audit
was
to
review
police
off-duty
work
policies,
procedures
and
processes
to
ensure
that
internal
controls
were
functioning
to
allow
the
department
to
operate
in
the
safe
and
effective
manner
manner
and
adequately
manage
risk
in
officer
Health
throughout
the
process.
So,
specifically,
looking
at
off-duty
work,
but
also
touched
on
overtime
as
part
of
the
project
dealt
with
number
of
hours
worked
it's
hard
to
think
of
purely
off
duty
without
considering
kind
of
the
whole
landscape
of
how
officers
might
work
in
the
field.
G
So
the
issues
that
arose
from
the
audit
there
were
four
one
was
a
requirement
for
technology
enhancements
that
would
improve
tracking
management
reporting
and
Analysis
of
police
off-duty
work.
The
second
was
policy
requirements
should
be
strengthened.
Those
relating
to
off-duty
and
overtime,
work
oversight
and
monitoring
for
compliance
with
MPD
off-duty
work
policy
requirements
was
not
performed
and
controls
should
be
strengthened
for
marked
squad
car
usage
related
to
off-duty
work.
So
those
are
the
four
main
takeaways
the
report.
You
can
see
there's
a
more
detail
to
each,
but
those
are
the
the
Top
Line
issues.
G
So
the
first
thing
I'll
discuss,
there's
really
two
components
to
this:
one
is
the
scheduling
and
tracking
system
and
I
will
cover
this
piece.
Inspector
wait
who
is
here
from
the
Minneapolis
Police
Department,
will
cover
the
policy
components
so
there's
a
major
project
underway
after
a
couple
of
years
that
were
challenging
to
say
the
least
and
included
a
lot
of
changes.
The
new
next-gen
project
is
coming
to
implement
a
modernized
time
keeping
system
and
scheduling
solution.
G
The
police
department
currently
uses
Workforce
director,
it's
a
legacy,
application
and
and
no
longer
particularly
supported.
So
this
next-gen
project
is
going
to
implement
that
modernized
system
is
city
issued
an
RFP
on
November
29th
of
22.,
so
that
fairly
recent
and
vendor
proposals
were
collected,
bids
were
evaluated
and
that
process
is
starting
in
had
started
in
January,
so
we're
nearing
the
end
of
the
bid
collection
period
we're
into
the
evaluation
period
of
those
bids.
G
When
we
think
about
oversight
and
monitoring,
if
you
don't
have
a
tool
that
doesn't,
that
requires
a
lot
of
manual
processing,
it's
pretty
hard
to
perform
those
oversight
functions
to
introducing
a
mobile,
friendly,
modern
and
supported
solution.
That'll
meet
business
needs,
so
mobile
friendly,
as
as
officers
are
out
in
the
field,
particularly
as
they
work
off-duty
schedules
and
stuff.
They
might
not
be
reporting
to
an
area
where
they
could
enter
their
time
on
a
city
computer
so
having
a
mobile
supported
device
would
be
mobile.
G
That's
the
systems,
the
rest
of
the
workforce
uses
so
Workforce
director
police
comment
PeopleSoft
for
the
remainder
of
the
city,
Administration,
so
integrating
that
all
together
will
allow
a
more
bus,
robust
data
collection
and
Analysis
and
so
reducing
primary
risks
associated
with
non-supported
software
you're,
replacing
the
functionalities
of
Workforce
director
a
non-supported
piece
of
software
with
a
new
supported
software,
particularly
one
that
the
city
uses
it's
going
to
be
a
pretty
massive
project
when
you
think
about
mapping
over
all
those
old
systems,
policies
that
related
to
Workforce
director,
all
the
data
that's
contained
within
so
porting.
G
All
that
historical
data
over
training
and
implementing
a
new
system.
That's
that's
going
to
take
some
time
so
we're
in
the
evaluation
period.
The
people
who
are
working
on
the
evaluation
are
aware
of
the
audit
findings
and
the
needs
that
are
associated
with
those
audit
findings.
So
hopefully
the
next
project
or
the
next
gen
project
will
address
those
kind
of
oversight
and
monitoring
time
keeping
components
via
the
new
software.
H
Morning,
thank
you
so
much
for
having
me
today.
I
appreciate
the
opportunity
to
touch
on
just
a
couple
of
points
here
today
and
the
first
being
the
limitations
of
hours
worked
policy,
so
this
policy
has
had
a
few
iterations
in
the
past
nine
months
and
currently
it
has
been
refined.
As
you
can
see
here,
the
employers
or
employees
rather
shall
not
work
more
than
160
total
hours
in
a
pay
period,
so
that
would
include
the
regularly
scheduled
hours
their
overtime
hours,
as
well
as
any
off-duty
employment.
H
H
We
would
like
to
not
see
people
working
24
hours
straight
or
even
more
so
having
the
institute
in
that
critical
period
of
time
where
they
have
mandatory
rest
is
really
important
exception
and
any
kind
of
exceptions
to
these
Palace
to
this
policy
in
particular,
would
be
coming
at
the
direction
and
approval
of
the
chief
or
his
designee
would
who
would
have
to
be
a
deputy
chief
or
above
so
that
would
help
ensure
that
we
at
the
administrative
level
are
aware
of
folks
that
are
having
to
work
additional
hours
beyond
that,
and
we
would
have
to
give
that
authorization
or
approval
the
next
slide.
E
H
All
right
that
timeliness
of
overtime
entry-
this
is
an
additional
policy
that,
as
the
Director
had
pointed
out,
would
help
really
lend
itself
to
having
a
better
knowledge
as
to
exactly
how
many
hours
people
are
working.
So
the
overtime
entries
that
are
made
by
that
officer
would
have
to
be
submitted
into
the
MPD
timekeeping
system
at
the
end
of
their
shift
prior
to
departing
and
subject
to
the
exceptions
below
again,
this
would
allow
the
supervisory
staff
to
have
a
better
understanding
as
to
number
of
hours
that
employee
is
working.
H
H
Another
piece
that
I'm
sorry,
we
don't
have
a
slide
for
that
I
just
wanted
to
bring
up
as
far
as
being
able
to
make
modifications
to
policy.
There
is
the
1997
settlement
agreement
and
that
definitely
will
come
into
play
as
we
move
forward
in
making
changes.
We're
really
looking
forward
to
the
ITV
process
and
and
getting
a
new
RFP
at
the
workforce
system.
H
There's
only
so
much
that
we
can
really
do
to
modify
it
before
I'm
afraid
the
whole
system
might
crash,
and
so
it
will
be
really
valuable
for
us
to
have
that
new
system
so
that
we
can
track,
but
keeping
this
settlement
agreement
in
mind.
I
just
will
point
out
a
few
things
that
really
governs
How
We
Do
manage
off-duty
work
at
this
time
and
it
is
a
legal
agreement
that
provides
that
framework
for
all
of
us
to
administer
the
off-duty
work.
H
Just
a
few
of
the
key
points
within
that
settlement
agreement
that
I
wanted
to
touch
on,
for
you
is
that
mpdi
officers
have
the
right
to
directly
contract
with
an
off-duty
employer.
They
cannot.
Mpd
cannot
restrict
the
right
to
directly
a
contract
unless
the
Restriction
is
narrowly
tailored
to
serve
legitimate
business
needs
of
the
MPD.
H
Mpd
cannot
impose
any
restrictions
that
would
explicitly
or
constructively
eliminate
the
right
of
officers
to
directly
contract
with
off-duty
employers.
Officers
are
not
allowed
to
act
as
Brokers,
and
each
officer
must
have
a
direct
contract
with
the
off-duty
employer.
If
a
dispute
arises,
the
parties
must
seek
mediation
prior
to
any
further
legal
action.
I
just
wanted
to
kind
of
Center
us
on
that
piece
as
well,
so
that
you
know
we're
doing
everything
we
can
to
move
forward
and
we
do
appreciate
the
work
of
the
audit
committee.
H
A
Thank
you
I
think
that
this
it
really
it
the
work
that
was
done.
I
believe
it
was
during
interim
Chief.
A
Huffman's
time
has
really
put
a
lot
of
important
controls
and
checks
and
balances
on
this
I
had
the
invitation
to
sit
in
on
some
of
the
informational
interviews
with
different
kinds
of
solutions,
as
the
MPD
tried
to
craft
an
appropriate
RFP
to
put
out
and
I've
talked
about
that
a
little
bit
before
on
other
committees,
but
it's
really
an
interesting
space,
but
there's
so
many
different
things
that
are
offered
by
vendors,
everything
from
which
just
looks
kind
of
like
a
matching
up
site
to
in
terms
of
managing
off-duty,
separate
from
a
full
scheduling
systems
that
do
all
of
the
administration
and
payment.
A
Etc.
Think
it's
interesting
that
there
is
this
need
all
over.
You
know
it's
a
commercialized
solution
or
a
tool
that
law
enforcement
agencies
can
can
plug
in
and
I'm
curious
how
how
we
will
end
up
at
the
end
of
this.
Certainly,
the
settlement
agreement
and
agreements
with
our
labor
union
will
be
important
in
having
the
kind
of
control
that
we
ideally
would
want
to
help
manage
time
equitably
and
effectively
and
all
of
those
things
council,
member
Payne.
D
Thank
you,
madam
chair.
This
might
actually
be
a
question
more
for
our
city
attorneys,
but
I'll
put
it
out
in
The
Ether,
my
read
of
the
settlement
agreement
and
many
thanks
to
vice
president
Paul
massano
for
forwarding
this
to
me
a
few
months
ago.
D
It
certainly
is
quite
prescriptive
in
terms
of
what
we
can
and
can't
do
within
the
settlement
agreement,
but
there
is
this
provision
in
here
for
a
test
program
for
about
six
months
or
so
to
test
all
of
those
prescriptive
Provisions
in
the
settlement
agreement
that
six
months
has
kind
of
come
and
gone
over
20
years
ago,
and
so
I'm
I
struggle
to
recognize
the
settlement
agreement
as
a
binding
document.
D
Given
that
there
was
supposed
to
be
a
test
program,
there
was
supposed
to
be
an
evaluation
of
these
settlement
parameters,
and
it
just
seems
that
it
maybe
has
been
lost
to
the
sands
of
time
about
what
the
outcome
of
the
settlement
agreement
was
and
we're
just
kind
of
operating
off
of
this
as
like
a
a
binding
document
in
the
absence
of
that
test
program.
Finding
is
there
any
historical
analysis
or
legal
analysis
of
that
aspect
of
it.
B
To
something
here,
chair,
palmisano,
council,
member
Payne,
this
is
a
settlement
that
I
have
never
been
involved
in.
This
was
handled
by
our
HR
attorneys,
neither
of
whom
are
in
the
office
any
longer
I'm
sure
that
legal
can
answer
your
question,
but
they'll
need
to
take
that
offline
with
you.
D
And
then
a
follow-up
question
on
a
slide
10
we
have
our
limitation
on
ours
worked
in
the
absence
of
these
updated
time
tracking
tools,
we
don't
know
how
many
hours
individual
officers
are
working
off
duty.
Is
that
an
accurate
understanding
not.
H
Entirely
so
we
do
have
a
tableau
dashboard
that
allows
us
to
look
and
see
at
times
have
I
think
that
there's
probably
some
bit
bits
of
time
that
are
not
included
there.
But,
generally
speaking,
it
comes
through
our
CAD
data
system
along
with
Workforce,
so
it
kind
of
Blends
both
both
areas.
To
add
that
information
into
one
one
view
for
everybody,
and
so
that
would
be
the
opportunity,
then,
to
see
the
number
of
hours
that
people
are
working
so.
H
C
Thank
you,
chair
palmisano,
a
deputy
chief
I
I,
was
one
that
raised
some
questions
about
the
initial
audit
that
was
done
now.
I
think
it's
September
of
2019
and
I
want
to
say
that,
looking
at
what
you're
reported
today,
my
questions
have
been
answered,
so
I
appreciate
the
work
that
you're
doing
and
continue
to
do.
H
D
Thank
you.
Madam
chair
I've
had
a
constituent
reaching
out
to
my
office
with
a
somewhat
Innovative
idea
around
mandating
certain
trainings
to
be
eligible
for
off-duty
work,
particularly
some
of
the
more
I
don't
know
highly
sought
after
shifts
such
as
pro
games
is
this.
Is
it?
Is
there
anything
within
the
settlement
agreement
that
would
prohibit
us
from
requiring
some
elevated
level
of
training
to
be
qualified
for
off-duty
work?.
A
And
I
am
witnessing
our
City
attorney.
Writing
that
question
down
so
I.
Don't
think
that
we
should
be
asking
her
for
to
opine
on
it
right
now,
but
I
see
she's
capturing
it.
A
G
The
request
for
this
presentation
also
included
a
request
to
discuss
the
after
action
review
of
the
civil
unrest.
To
note,
that
was
not
an
audit
project
per
se.
We
were
the
Shepherds
of
that
project,
but
the
project
was
designed
for
the
city
council
and
one
of
the
past
auditor
updates
I
noted
that
a
presentation
had
been
given
to
council
that
was
online
and
available
to
view
that
had
an
update
of
work
in
progress.
G
There
will
be
another
update
to
council
and
to
not
preempt
that,
since
that
is
their
report
I'm
not
going
to
cover
that
today,
but
as
soon
as
that
presentation
occurs,
we'll
have
a
full
report
back
to
the
audit
committee.
So
you
can
track
implementation
and
progress.
A
Thank
you
and
I'll
just
note
for
committee
members
and
for
the
public
that
we
do
have
a
record
of
that
and
in
a
letter
sent
to
me,
that's
been
posted
on
Limbs
and
sent
to
you
all
about
those
steps
taken.
I
do
appreciate
that
our
audit
department
at
the
time
was
tasked
with
being
the
the
independent
yeah
shepherds.
If
you
would
I
think
he
did
more
than
that.
But
you
know
really
assisted
this
effort
of
having
this
outside
lens.
A
Look
at
how
the
events
of
the
summer
of
2020
played
out
in
our
city
and
how
we
can
do
better.
I
do
see
that
work
happening
every
day.
I
do
see
us
building
new
muscle,
so
to
speak
in
terms
of
communication
and
how
communication
flows
through
our
city
I
see
improvements
as
to
how
we're
set
up
from
a
government
structure
side
assisting
that
effort
and
I
think
that
the
after
action
review
was
part
of
the
Genesis
of
that.
So
that
is
in
everybody's
email
and
available
online
council
member
Payne.
D
Thank
you,
madam
chair
yeah,
I'm
just
curious
from
a
process
perspective.
You
know
the
end
result
of
a
audit
report
is
some
management
actions
that
are
supposed
to
be
followed
up
on,
and
you
know
when
things
work
out
great,
we
are
staying
abreast
of
those
management
interventions
from
a
process
perspective.
G
Chair
palmisano
council
member
Payne,
this
was
kind
of
an
odd
duck
in
that
it
was
more
of
a
special
project
for
the
audit
committee.
At
the
request
of
council.
With
the
permission
of
the
audit
committee,
we
we
participated
in
that
kind
of
neutral
Contracting
fashion,
so
I
wouldn't
use
that
as
the
example
of
the
process
as
it
generally
plays
out
as
audit
issues
arise
in
reports.
It
is
part
of
our
responsibility
to
provide
those
updates
to
you
and
for
you
to
track
those
updates
as
audits
findings
and
management
action
plans
are
being
implemented.
G
There
are
audit
issues
periodically
that
touch
on
matters
of
interest
to
the
council,
be
it
Enterprise
policy
or
things
of
that
nature.
I'm
hopeful
that
as
we're
building
out
our
new
legislative
process,
our
work
with
a
policy
and
research
Division
and
members
of
the
Council
on
the
audit
committee
that
we
can
further
bolster
that
information
Loop.
So
that
council
is
getting
that
timely
information
when
they
need
it.
Yeah.
D
Like,
for
instance,
I
feel
like
this
is
maybe
the
second
or
third
update
from
the
off
duty,
audit
and
I'm
wondering
should
it
live
in
PHS
or
Pogo
for
this
kind
of,
because
this
is
not
going
to
be
one
and
done,
there's
going
to
be
a
lot
more
work
in
implementing
these
new
systems.
I'm
just
curious
from
a
process
perspective
I'm,
just
not
just
new
guy
question.
A
I
think
we're
all
new
in
this
environment,
so
I
think
that's
a
a
good
question
to
think
about
and
think
through
and
I
know
our
city
clerk
is
here
listening
intently
to
it
and
probably
has
some
thoughts
and
ideas
on
it
as
well,
but
it's
something
to
figure
out.
As
you
know,
in
this
after
action
review
letter
director
Lane
reminds
us
that
he
will
be
presenting
to
the
committee
of
the
whole
at
the
end
of
March.
A
We
have
done
those
regular
updates
at
Committee
of
the
whole.
So
far,
it
seems
like
the
most
appropriate
place
to
continue
that
work,
but
as
the
as
director
Patrick
said,
this
is
this
is
kind
of
a
an
odd,
an
odd
thing
in
our
usual
line
of
of
efforts
and
work.
So
the
off-duty
topic,
I
think,
is
maybe
more
how
other
things
should
should
go,
and
we
should
talk
about
that
more
yeah.
A
Any
other
questions
or
comments
from
my
colleagues
on
the
timeline
that
director
Lane
mentions
in
his
letter
or
anything
else,
I'm
not
seeing
any
I
will
ask
the
clerk
to
receive
and
file
both
of
these
reports
and
we
can
move
on
to
the
report.
For
internal
auditor.
Sorry,
it's
no
longer
the
report
from
the
internal
auditor.
It's
the
report
of
our
city
auditor,
correct
yeah,.
G
Chair
palmisano
members
of
the
committee
I'm
going
to
provide
an
overview
of
our
current
actions
as
the
audit
Department
first
I'll
talk
about
some
completed
and
in
progress
audit
work
and
provide
some
updates
from
our
new
policy
and
research
Division,
and
then
we'll
talk
some
about
the
prior
audit
issues
so
from
a
staff
update
in
the
audit
division.
One
of
the
items
that
came
out
of
the
2023
budget
was
two
new
community
safety.
G
With
years
of
experience,
working
in
police
oversight,
extremely
knowledgeable
has
performed
a
lot
of
critical
work
in
the
realm
of
that
specifically
police
oversight
and
Travis
come
is
our
our
other
new
community
safety
auditor
he's
worked
on
pretty
critical
projects
like
the
sexual
assault,
kids
project,
the
field,
training
officer
program,
off-duty
project,
so
he
he
brings
a
wealth
of
experience
to
this
and
I'm
very
happy
that
he's
chosen
to
focus
his
his
efforts
on
community
safety.
G
We
are
going
to
be
back
filling
one
position,
anticipate
that
to
be
because
Travis
has
moved
over
I
anticipate
that
to
happen
in
the
next
couple
of
months
and
we'll
be
fully
staffed
up
on
the
audit
side.
Pretty
rapid
growth
for
us
I
think
that
is
an
indication
of
the
confidence
that
both
the
mayor
and
the
council
have
placed
in
audit
to
perform
pretty
critical
work
for
the
city.
G
We
are
underway
in
our
2023
risk
assessment,
so
our
we're
in
our
planning
phase
soon
to
move
on
to
our
kind
of
more
interview
and
focused
phase.
So
it's
a
lot
of
discussions
with
management
across
the
city
and
Park
Board
and
external
research
on
Trends,
impacting
the
city.
The
results
will
be
presented
to
the
audit
committee
in
the
April
meeting
likely
and
that
will
help
build
out
our
2023
2024
rolling
audit
plan.
G
We
also
are,
at
this
point,
undertaking
a
specific
Community
safety,
Focus
risk
assessment
using
our
new
positions,
so
that
will
have
a
more
robust
and
deeper
dive
into
the
community
safety
topic
and
they
will
be
building
out
their
portion
of
the
audit
plan
to
make
sure
that,
with
those
new
positions,
we're
strategically
addressing
needs
in
that
Arena,
as
they
just
started
that
that
risk
assessment
may
take
longer
than
the
Enterprise
risk
assessment
we're
working
currently
on
the
it
outage.
After
action
review,
this
stem
from
the
August
27th
of
systems
outage.
G
It
was
a
pretty
critical
incident
in
the
city
director
Cameron
reached
out
to
the
internal
audit
division,
asking
for
an
independent
review.
That
work
is
in
progress
working
with
our
vendor
one
neck
and
our
cyber
security
consultant
wild
card
to
take
a
deeper
dive
into
that
and
make
sure
that
there
aren't
remaining
significant
risks
that
would
lead
to
another
outage,
we're
working
on
a
revenue
and
collections
audit,
we're
in
the
planning
phase
reviewing
the
design
and
effectiveness
of
controls
around
City
revenue
and
collections
for
SCS.
G
This
has
been
on
our
plan
for
a
number
of
years,
after,
after
a
couple
of
incidents
that
that
arose.
However,
during
covid
times
there
was
a
lot
of
Rapid
change
in
how
the
city
accepted
Revenue,
if
you're
paying
your
water
bill
or
something
like
that,
and
we
have
to
change
for
covid
there's
a
lot
of
shifts
along
with
some
centralization
in
the
new
building
that
was
occurring.
So
now
we
figured
the
time
was
right
to
actually
address
the
topic,
we're
in
the
planning
phase
and
figuring
out.
G
What
are
the
the
areas
that
should
be
focused
on
first,
since
this
is
a
broad
subject,
but
we've
had
a
number
of
successful
meetings
with
those
in
finance
and
others
to
address
it
and
we'll
be
having
a
more
tailored
presentation
in
the
near
future
discussing
what
those
areas
are:
the
Minneapolis
emergency
communications,
third
party
and
intergovernmental
relationship
consultation.
Quite
quite
a
mouthful,
I'll,
try
and
distill
that
into
something
more
tangible,
the
emergency
communication
system
and
that
that
division
or
Department
in
our
city
doesn't
just
support
emergency
communications
for
the
city
Enterprise.
G
It
also
works
with
Hennepin
County,
Medical
Center
and
the
county
and
other
third
parties
like
the
University
of
Minnesota
and
some
surrounding
areas
to
provide
emergency
communication
support.
We
have
contracts
in
place
to
address
those
that
are
right
for
review,
given
the
workload
and
and
the
prior
audit
that
you
received
back
last
year
regarding
the
systems
architecture,
it
seemed
like
a
particularly
relevant
subject
now,
addressing
both
that
third
party
access
risk
and
some
of
the
burdens
that
are
placed
in
supporting
those
third-party
entities.
G
So
we're
in
the
planning
phase
on
this
and
conducting
discussions
with
management.
We're
really
in
the
scoping
period
now
so
we've
moved
kind
of
beyond
the
initial
planning
and
we're
we're
taking
a
deeper
Dive
In.
G
Something
that
we
don't
talk
a
lot
about
is
the
fact
that
internal
audit
City
auditor's
office.
Now
we
do
conduct
fraud,
waste
and
abuse
investigations,
so
the
nature
of
those
investigations
is
non-public
and
therefore
you
don't
generally
get
an
auditor
update
that
discusses
the
contents
of
Investigations,
but
it
is
work
that
it
that
the
department
conducts
we
figured
now
would
be
a
good
time
to
start
noting
that
just
so,
the
audit
committee
is
aware
of
those
those
actions
in
place.
G
We
have
three
open
investigations
and
they're
in
progress
right
now,
I'll
say
that
the
number
of
Investigations
dipped
during
covet
I
think
there
were
fewer
in-person
interactions,
perhaps
I
don't
know
necessarily
the
reason
for
it,
but
three
investigations
in
progress
now
and
we'll
continue
to
report
out
on.
Basically
the
number.
G
Next
I'll
talk
about
the
policy
and
research
division.
This
is
a
very
exciting
component
of
the
city
auditor's
office.
This
is
obviously
the
new
division
in
the
code
revision
added
to
internal
audit
and
City
Auditors.
It's
going
to
take
me
a
minute
to
remember
to
change
that
in
my
dialogue,
but
new
policy
and
research
division
I'm
going
to
go
through
kind
of
the
steps,
the
various
components
that
we're
trying
to
tackle
at
this
point
to
get
that
office
stood
up.
One
is
obviously
the
reconstituted
audit.
G
G
Audit
Charter
another
major
component
of
this
under
the
international
professional
practices
framework
that
the
rules
that
we
follow
as
Auditors
to
make
sure
that
our
work
is
independent
and
neutral.
We're
required
to
have
an
audit
Charter
excuse
me:
that's
updated
every
year
and
outlines
what
we
do,
how
we
do
it.
We
follow
the
standards.
G
It's
required,
that
the
audit
committee
approved
that
Charter.
So,
given
that
we
have
a
new
division
in
the
city
auditor's
office,
it's
critical
that
the
charter
addresses
that,
as
that
will
help
delegate
the
authority
of
the
policy
and
research
group
to
support
the
council.
We've
never
done
anything
like
that
before,
so
making
sure
that
we
have
a
framework
within
the
charter
that
allows
that
delegation
of
work
to
happen,
but
doesn't
over
prescribe
how
it
happens
so
that
function
can
be
built
out.
G
Subsequently
is
important
and
we're
underway
in
designing
that
new
component
of
the
audit
Charter
likely
the
charter
as
it
pertains
to
audit.
Won't
the
audit
division
won't
change
substantially,
but
we
do
need
to
add
that
really
critical
piece
and
that's
why
it's
in
the
policy
and
research
division.
G
One
of
the
major
things
we
need
to
do
is
hire
an
onboard
ftes
for
this
division.
It's
very
hard
to
do
the
work
without
staff
I've
been
lucky
to
have
the
help
of
Dodie
mullinar
Hansen
As
a
detail,
but
getting
permanent
staff
that
are
qualified
to
help
with
his
work
is
the
only
way
that
we're
going
to
actually
be
able
to
achieve
that
kind
of
monumental
objectives
that
we
have
set
in
front
of
us.
So
we
are
in
the
process
of
hiring
staff.
G
We
had
position
posting
closed
on
Friday
for
two
staff
members,
so
that
hiring
process
is
in
the
works.
I
hope
to
have
it
concluded
as
quickly
as
possible,
and
it
should
hiring
four
new
critical
staff.
Members
in
a
two-month
period
is
is
a
lot
when,
when
we're
talking
about
these
significant
positions,
but
it's
absolutely
necessary
because
you
know
we
have
a
lot
of
work
to
do
so.
That
is
on
track.
G
Based
on
the
timeline
that
we
presented
earlier,
the
office
of
the
city,
auditor,
2023
report
and
plan
so
presenting
the
policy
and
research
divisions,
opportunities
assessment
plan
to
the
audit
committee
by
Q2.
So
we
have
the
Enterprise
risk
assessment,
that's
something
tangible
that
the
committee
knows
and
it
builds
out
how
we
conduct
Audits
and
creates
a
framework
for
the
year
so
that
we've
balanced
work
based
on
needs.
We
intend
to
map
kind
of
that
process
over
the
policy
and
research
division.
G
That's
the
updates
for
the
policy
and
research
division.
Obviously
a
lot
of
work
underway.
Given
that
this
division
is
new,
it's
going
to
take
a
lot
more.
It's
going
to
be
a
very
exciting,
we'll
call
it
a
few
months
building
out
the
audit
Charter
meeting
with
the
individual
council
members
for
input
designing
a
system,
that's
flexible.
F
I
Thank
you,
madam
chair
I
was
going
back
to
where
my
questions
are.
So
thank
you
for
the
report.
I
think
I
have
three
questions.
The
first
one
is.
Are
you
aware
that
the
it's
to
your
your
in
progress
kind
of
Enterprise
risk
assessment,
piece
that
the
park
board
did
just
recently
complete
a
statistically
valid
Community
survey
and
have
you
received
the
results
of
that
from
the
park
board.
G
Chair
Paul,
massano,
Committee,
Member
of
Na.
We
have
not
received
those
specifically,
but
we
do
have
an
engagement
plan
with
parkboard.
So.
F
G
During
our
risk
assessment
process,
we
always
reach
out
to
Park
Board
they've
been
a
great
partner
in
the
past,
conducting
their
own
risk
assessment
projects.
I
didn't
it's
been
a
few
years
since
we
reviewed
with
the
audit
committee,
the
park
board's
risk
assessment
process,
but
they've
been
a
great
partner
and
I.
Imagine
during
our
our
engagement
with
them
in
this
period
that
we
will
get
all
that
relevant
data.
Okay,.
I
Great
because
it's
I
think
it's
outstanding
I
keep
a
copy
in
my
in
my
paperwork
for
my
Park
board
meetings
and
it's
already
getting
dog-eared.
So
the
other
question
I
have
now:
let's
see
here,
I'm!
Sorry!
I
Oh,
do
you
have
a
sense
of
on
the
there's
on
slide,
seven
you're,
looking
at
revenue
and
collections
audit?
Are
there
any
areas
that
you
you
sort
of
hinted
at?
You
said
water
bill?
Will
you
be
starting
with
utilities
I'm
just
curious
that.
G
That
was
I
just
put
an
example
out
of
The
Ether
I.
Don't
we're
looking
at
sources
of
revenue
and
trying
to
match
it
with
risk.
J
G
Obviously,
there's
some
Revenue
sources
that
are
more
routine
and
perhaps
present
less
than
others.
So,
in
this
initial
phase,
what
we're
really
trying
to
do
is
understand
the
process
and
that's
part
of
the
audit
engagements
planning
is
usually
kind
of
the
largest
most
complex
portion
of
it.
That's
where
we
really
try
and
gain
as
much
of
an
understanding
of
the
process
as
we
can
so
that
when
we
design
our
tests,
we're
actually
addressing
those
key
areas
and
I
think
through
this
planning
phase
based
on
dollar
amounts
how
revenue
is
collected
and
whatnot.
I
Okay
and
I
I
would
say
that
Park
Board
won't
be
part
of
this
I
mean
obviously
I.
Think
there's,
this
is
a
would
be
a
big
undertaking
just
for
all
of
the
revenue
sources
the
city
has
and
the
park
board
does
have
a
lot
of
Revenue
sources
and
Collections
and
so
on,
but
I
I
think
it
doesn't
need
to
be
part
of
that.
I.
G
I
And
frankly,
after
the
HR
audit
that
was
done
reported
in
the
fall,
you
know,
I
I
definitely
read
through
that
closely
and
shared
it
with
staff
back
at
the
park
board,
because
there
are
always
things
to
learn
as
this
work
goes
forward
and
my
my
third
and
final
question
is
very
basic.
What
is
that
acronym
m-e-m-e-c-c
Minneapolis.
I
It's
also
the
intergovernmental
partnership
across
different
entities
that
might
have
31911
and
also
emergency
response.
G
Yeah,
that's
yeah
specifically
focused
on
those
intergovernmental
relationships.
That's
what
this
project
we
had
the
systems
architecture
project
which
looked
at
the
the
systems
themselves,
now
we're
looking
at
the
relationships
and
how
those
systems
are
intertwined
and
I
anticipate
further
projects
in
the
future.
Okay,.
G
Oh
open
audit
issues
obviously
has
balloon
since
the
last
audit
committee
meeting-
and
that
is
largely
due
to
the
well
exclusively
due
to
the
HR
audits
that
we
conducted
so
moving
up
from
where
we
were
to
now.
We
added
a
number
of
audit
issues.
None
of
those
are
due,
obviously
for
some
time,
so
we'll
continue
to
report
back
on
that
we
have
six
overdue.
G
Two
audit
issue
validations
in
progress
just
like
to
note
that
over
the
past
several
years
we've
closed
nearly
I
think
50
audit
issues,
Mr
Fisher
I,
want
to
thank
you
throughout
your
tenure
for
being
a
person
who
continuously
follows
up
and
makes
sure
that
we're
not
losing
track
of
them.
Much
appreciated.
We've
we've
closed
a
number
and
I
I
anticipate
that
we'll
continue
to
do
so.
J
G
I
believe
issues
became
due.
We
have
been
communicating
with
it
as
they're
working
on
an
Enterprise
policy
that
would
address
mobile
device
usage.
We
do
anticipate
that
passing
through
and
and
building
out
those
controls
to
meet
the
timeline,
the
hiring
and
promotions
process.
Audit,
that's
going
to
take
those
those
dates
are-
are
extended
over
a
year.
So
we'll
report
back
as
those
close
along
with
the
internal
investigations
audit,
the
pims
it
security
audit
we're
working
with
an
I.T
consultant
that
was
performed
by
a
consultant
who
then
was
working
with
the
police
department.
G
A
E
A
A
Well,
as
we
close
I
would
like
to
give
a
special
thanks
to
Committee
Member
Fisher
Committee,
Member
Fisher,
you've
been
serving
in
this
role
and
and
and
now
is
the
as
the
vice
chair
of
this
committee.
You
first
stepped
into
this
role
in
May
of
2016.
A
and
that's
a
long
time
to
serve
on
a
board.
I
know
that
you've
served
the
city
on
many
boards
and
commissions
over
the
years,
including
the
civil
rights
committee,
and
you
were
enthusiastically
reappointed
by
the
mayor
in
2019
with
the
reconstitution
of
our
audit
committee.
I,
don't
believe
the
mayor
has
appointments
anymore
on
this
body,
not
to
say
we
wouldn't
consider
you
but
I
believe
that
the
the
number
of
terms
we
can
reappoint
you
has
been
exhausted.
Unfortunately,
if
you
have
any
partying
words,
we
would
love
that
and
I
it.
There
is
a
chance.
A
We
might
need
you
back
next
time
if
we
don't
have
all
of
our
work
done
that
right
now
we're
on
track
for
in
in
getting
new
community
members
on
board
and
all
of
the
work
that
has
to
transact
through
Council
to
make
all
of
these
appointments
real.
But
if
you
had
anything,
you
wanted
to
say.
C
Okay,
thank
you,
madam
chair.
It
has
been
my
sincere
pleasure
to
have
worked
with
all
these
great
colleagues
on
this
group
and
work
with
the
audit
committee
and
the
audits
on
an
office.
I
didn't
come
here
with
prepared
remarks.
Obviously,
but
I've
Loved,
this
city
I've,
been
on
committees.
As
council
member
palmisano
has
indicated
from
the
Civil
Rights
Commission
to
click
to
wherever
other
committees
come
to
mind.
The
citizens
serve
on
and
I
love
the
city.
C
It's
been
a
pleasure
to
be
a
part
of
it,
I
hope
to
stay
a
part
of
it
in
some
way
and
fashion
going
forward,
but
certainly
wish
you
the
best,
particularly
City
auditor
and
your
reconstituting
of
the
office
and
reinvigorating
the
responsibility
our
city
has
to
its
citizens.
So
thank
you,
chair
palmisano,
for
being
a
part
of
this.
A
Thank
you
and
that's
all
we
got
seeing
no
other
further
business
before
us
and
without
any
objection,
I
will
declare
this
meeting
adjourned.
Thank
you.
Everybody.