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From YouTube: June 26, 2023 Budget Committee
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A
B
D
A
E
F
E
The
human
resources
department
has
experienced
a
42
percent
turnover
rate
over
the
past
year,
which
is
significantly
higher
than
the
industry
standard
of
10
percent.
The
HR
department
is
vital
to
the
city
and
employees
alike,
from
attracting
and
retaining
top
talent
to
ensuring
compliance
with
legal
regulations.
Hr
plays
a
pivotal
role
in
creating
a
positive
work
environment,
fostering
employee
development
and
ultimately
driving
Enterprise
success.
When
HR
is
suffering,
every
Department
in
the
city
suffers.
E
The
HR
current
salary
structure
does
not
adequately
reflect
the
effort
and
dedication
required
to
handle
the
demanding
HR
responsibilities,
which
has
resulted
in
Burnout,
employee,
dissatisfaction
and
high
employee
turnover.
The
HR
team
is
experiencing
burnout
due
to
heavy
workload.
This
not
only
impacts
their
productivity,
but
also
increases
the
risk
of
Errors,
decreases
Employee
Engagement
and
leads
to
decreased
job
satisfaction.
E
Hr
is
looking
at
the
prospect
of
an
additional
23
percent
increase
in
workload
this
year,
sustained
employee
turnover
in
HR
poses
a
significant
dangers
to
both
the
Enterprise
and
its
employees.
The
cost
of
turnover
is
substantial:
loss
of
institutional
knowledge,
reduced
productivity,
negative
impact
on
morale,
Recruitment
and
training
costs,
compliance,
risks,
disrupted
initiatives
and
increased
workload
from
remaining
staff
for
all
potential
consequences.
A
conservative
estimate
of
the
cost
of
turnover
is
50
percent
of
an
employee's
base
pay
for
HR.
That
is
approximately
961
100
annually.
E
We
are
requesting
an
eight
percent
increase
in
base
salaries
for
the
human
resources
department.
The
HR
department
conducted
two
salary
surveys.
A
market
analysis
of
public
and
private
organizations
has
shown
that
overall,
the
middle
of
the
ranges
for
human
resources,
job
jobs
are
below
the
50th
percentile
of
the
market.
An
analysis
of
City
of
Minneapolis
Human
Resources
pay
compared
to
local
government
entities
found
that
Minneapolis
Human
Resources
team
has
paid
more
than
eight
percent
below
some
competitors.
E
This
increase
aligns
with
Market
benchmarks
and
acknowledges
the
growing
complexity
and
importance
of
the
HR
function.
The
estimated
annualized
cost
of
implementing
the
eight
percent
salary
increase
for
the
HR
department
is
384
500,
which
would
come
from
departmental
savings
and
potentially
contingency
funds
by
reducing
turnover
and
Associated
Recruitment
and
training
costs.
The
city
can
save
in
turnover
costs
for
a
net
Savings
of
approximately
576
600
dollars.
E
This
proposal
will
help
attract
and
retain
skilled
HR
professionals,
reducing
HR
turnover
rates
and
ensuring
continuity
in
departmental
operations,
encourage
employee
motivation,
engagement
resulting
in
increased
productivity
and
job
satisfaction,
reflect
the
increased
responsibilities
and
workload
incentivizing
employees
to
take
on
additional
tasks
and
perform
at
their
best.
Thank
you
for
your
time
and
do
you
have
any
questions.
A
C
Thank
you,
madam
chair
yeah.
I
was
curious.
What
kind
of
assessment
we've
done
in
terms
of
the
reasons
people
are
leaving
I?
We
know
that
money
is
always
a
factor
in
people's
job
satisfaction,
but
that's,
usually
not
the
primary
factor
and
I'm
wondering
if
we've
done
a
really
deep,
honest
assessment
of
what
are
the
conflicts
and
a
workload
seems
to
be
clearer,
but
we
are
also
dealing
with
a
lot
of
culture
issues
in
the
city
and
I'm
wondering
if
we've
done
that
kind
of
analysis.
E
Here,
council
members
I
will
say
this:
we
have
taken
a
good
look
at
our
exit
interview
data
for
HR
and,
as
you
mentioned,
there
are
several
themes
that
seem
to
pop
up
one
being
the
workload
lack
of
opportunities
for
advancement,
something
that
I'm
definitely
trying
to
address
and
pay
has
certainly
been
mentioned
more
than
once
in
our
interviews.
I
think
the
hard
part
is,
you
know
in
terms
of
cultural
issues.
If
that
is
true,
it's
the
HR
department
reporting
into
the
HR
department
for
our
exit
interviews.
E
So
it
might
be
possible
that
people
are
not
necessarily
saying
what's
really
on
their
hearts
because
they're
talking
to
basically
their
managers
and
their
their
leadership
team.
E
You
know
we
have
been
paying
attention
to
our
engagement
surveys
and
so
I
would
say
you
know
we
have
not
done
like
a
deep
cultural
dive,
but
you
know
this
certainly
addresses
several
of
the
issues
that
have
come
up
in
our
exit.
Surveys
and
HR
has
been
very
good
about
doing
exit
interviews
with
all
of
our
departing
employees.
C
E
Madam,
chair,
council
members,
I
think
that's
a
fair
point.
I
know
for
me
personally.
This
is
just
one
step
in
the
overall
puzzle
of
what
I
am
trying
to
do
to
bring
HR
to
the
next
level
for
the
city.
E
You
know
there
are
things
that
we
need
to
do
in
terms
of
team
building,
creating
more
opportunities
for
advancement,
I'm
trying
to
do
that.
I'm
creating
you
know,
new
divisions
which
allows
for
new
opportunities
for
people
in
my
department.
E
So
and
right
now
we
are
actually
doing
a
new
leader
integration
exercise
with
our
team,
and
so
I
am
getting
a
lot
of
great
feedback
from
my
team
about.
You
know
what
they
believe
is
working.
What
isn't,
and
so
I
agree
with
you
that
that
is
just
that.
This
is
just
one
piece
of
the
puzzle.
Obviously
we
can't
make
any
serious
gains.
If
we
can't
keep
people
right,
we
can't
innovate.
We
can't
make
things
more
efficient
if
we're
already
always
starting
from
from
square
one.
C
Then
final
question,
so
that
you're
actually
answered
something
that
was
in
my
mind
of
like
why
this
and
why
now
and
it
sounds
like
you-
do-
have
a
more
complete
roadmap
that
includes
more
than
just
the
salary
adjustment.
But
with
this
item
and
our
next
item
that
we're
going
to
be
discussing.
Why
now,
as
opposed
to
part
of
the
formal
budgeting
process,.
E
There
are
things
that
we
are
going
to
need
also
within
the
formal
budgeting
process,
but
as
I
mentioned
before,
we
can't
really
ever
make
any
Headway.
If
we
are
constantly
dealing
with
the
churn
of
people
leaving
and
coming
in
right,
we
can't
ever
get
to
the
next
step.
We
can't
ever
improve
anything
because
you
know
it's
complex
to
work
for
the
city
right.
We've
got
20,
plus
bargaining
units,
we've
got
Civil,
Service
rules,
we
have
things
here
that
don't
exist
in
other
places.
E
So
when
you
bring
somebody
new
and
they're
really
just
starting
from
square
one,
and
we
have
to
teach
them
all
of
that
stuff,
so
we
never
make
it
to
the
next
step.
And
if
you
remember
from
my
presentation,
a
lot
of
people
are
leaving
before
the
end
of
their
first
year,
so
we
never
make
it
to
the
next
level.
So
it's
it.
This
is
like
I
said
it's
a
multi-pronged
approach.
E
E
G
Thank
you,
madam
chair
director,
thank
you
so
much
for
your
concise
presentation
and
all
the
hard
work
that
you
did
to
bring
this
information
forward,
you're
a
breath
of
fresh
air.
So
thank
you
so
much
for
your
leadership
and
I'll
be
voting
yes
on
this.
Thank
you.
Thank
you.
H
H
H
When
will
you
know
and
how
much.
E
Madam,
chair
council
members,
I
am
going
to
defer
to
our
our
interim
budget
director
for
that
question.
If
that's
okay,
thank
you.
I
Thank
you.
Thank
you,
chair
Koski
members
of
the
budget
committee.
If
I
understand
the
question
it's,
when
will
we
know
what
the
budget
impact
will
be
this
year
and
if
it
needs
to
come
from
the
contingency
account,
when
will
we
know
that
and
how
much
would
it
be
that.
I
You
know
our
plan
would
be
to
track
spending
over
the
course
of
this
year.
This
would
essentially
be
an
amount
that
wasn't
originally
budgeted,
but
we'd
be
tracking
for
departmental
savings
that
could
be
used
to
cover
this
amount
if
departmental
savings
are
not
available.
At
the
end
of
the
year,
we
plan
to
make
a
recommendation
to
utilize
some
of
the
contingency
fund
for
the
city
in
order
to
cover
the
increase.
H
Do
you
know
how
much
departmental
savings
currently
I
don't
know
in
the
bank.
I
We
can
anticipate
departmental
savings,
you
know
Citywide,
you
know
our
typical
projection
for
planning
purposes
around
five
percent
departmental
savings,
so
we
can
expect
a
certain
amount
of
cash
to
fall
to
the
bottom
line
every
single
year.
We
would
anticipate
having
ample
resources
to
cover
an
increase
in
spending
the
magnitude
that
the
director
is
talking
about.
J
You,
madam
chair,
really
appreciate
you
coming
in
and
and
presenting
this
information
I
feel
really
clear
about
what
you're
asking
for
and
why
and
also
really
appreciate
you
shutting
some
light
into
the
other,
the
other
things
that
you're
gonna
do
your
roadmap
to
address
the
the
really
significant
turnover
and
retention
problem
that
you're
you're
describing
I
think
this
might
be
a
follow-up
question
to
the
budget
director.
So
I'll
start
there
I!
J
So
can
you
can
you
remind
us
what
the
departmental
savings
were
for
HR
last
year,
I
remember
HR,
having
one
of
the
most
one
of
the
largest
departmental
savings
as
a
result
of
not
filling
all
the
positions
that
were
allocated
to
you.
So
can
we
start
by
how
much
do
we?
How
much
did
you
understand
by
last
year.
E
Madam,
chair
council
members
I
do
not
have
that
number
off
hand.
You
happen
to
know
offhand.
Okay,
we
can
certainly
get
that
to
you.
Yeah.
J
J
What
how
much
money
are
you
projected
to
understand
by
this
year,
and
when
are
we
going
to
have
a
clearer
picture
for
where
this
this
384
thousand
dollars
is
coming
from
and
if
it's
coming
from
contingency,
you
know
that
that
concerns
me
and
I
want
us
to
just
keep
an
eye
on
that
with,
with
all
the
other
considerations
also
in
mind,
and
then
my
my
second
set
of
questions
I
think
might
be
for
our
Labor
Relations
director,
but
starting
with
do
we
know
how
many
bargaining
units
include
the
represented
employees
within
the
HR
department?
E
Veteran
chair,
council
members
I
believe
it's
two,
and
that
is
six
members
all
together.
Five
or
in
ask
me,
and
one
is
in
in
pra
mpra.
F
J
So
two
bargaining
units
that
we're
talking
about
how
long
are
these
existing
contracts?
When
are
the
existing
contracts
that
we
are
making
an
adjustment
to
right
now
with
salary
schedules?
When
are
they
set
to
expire
and
have
we
begun
contract
negotiations
for
those
existing
two
contracts?.
J
Through
24.,
okay,
and
have
we
thought,
through
the
impact
of
an
eight
percent
increase
across
the
board,
the
impact
that's
going
to
have
on
contract
negotiations
and
what
starting
asks
are
going
to
be
and
how
we
may
have
to
adjust
our
budget
again
for
represented
employees.
E
More
comment:
Madam,
chair
council
members
just
to
kind
of
follow
up
on
that
last
point.
You
know
this
is
really
focused
on
our
department
having
bad
turnover
numbers
which
isn't
true
of
other
departments
across
the
board.
E
So
you
know
there
are
other
ways
that
perhaps
we
can
address
the
issue,
certainly
through
collective
bargaining,
but
also
through.
Maybe
you
know,
other
agreements.
So
thanks.
A
Thank
you
for
the
presentation.
I
see
the
budget
director
trying
to
get
that
information,
but
we
may
have
to
do
that
after
the
presentation
or
later
with
those
numbers
from
what
was
left
over
last
year,
but
we
will
get
that
as
soon
as
we
can
so.
I
will
move
to
approve
item
number
one
may
I
have
a
second
second.
H
A
E
The
police
department
has
lost
hundreds
of
employees
since
May
of
2020
and
is
facing
a
significant
Staffing
shortage.
Police.
The
police
turnover
rate
is
15
percent
for
the
last
12
months,
appointed
appointed
politically
appointed
and
non-represented
turnover
is
12
percent
and
sworn
appointed
turnover
is
20
percent.
E
Mpd
appointed
staff
bear
the
responsibility
of
overseeing
and
guiding
officers
managing
complex
operations,
ensuring
effective
resource
allocation
and
making
critical
decisions
and
challenging
situations.
However,
the
current
base
pay
for
police
supervisors
and
managers
fails
to
reflect
their
expanded
workload
and
adverse
effects
of
pay
compression
to
maintain
a
high
level
of
professionalism,
attract
and
retain
qualified
candidates
and
promote
effective
leadership.
It
is
essential
to
increase
the
base
pay
for
these
positions.
E
The
responsibilities
of
appointed
sworn
staff
has
significantly
increased
over
the
years
due
to
evolving
societal
needs
and
ever-changing
law
enforcement
landscape.
They
now
face
more
complex
challenges
such
as
handling
community
relations,
Implement
implementing
new
technologies
and
addressing
emerging
threats
like
cyber
crime
and
terrorism.
These
added
responsibilities
necessitate
a
commiserate
increase
in
compensation
to
recognize
the
additional
workload
and
stress
placed
upon
these
positions.
E
Pay
compression
occurs
when
there
is
a
minimal
difference
in
Pay
between
lower
level
officers
and
their
supervisors
and
managers.
The
take-home
pay
gap
between
lieutenants,
who
are
overtime,
eligible
and
commanders
who
are
not
overtime
eligible
is
significant.
Commanders
are
often
promoted
from
the
ranks
of
lieutenants.
This
situation
can
have
detrimental
effects
on
morale
motivation
and
the
overall
effectiveness
of
leadership
within
MPD
when
supervisors
and
managers
earn
less
than
those
they
oversee.
It
diminishes
their
Authority
and
undermines
the
hierarchical
structure
essential
for
Effective
decision
making
in
chain
of
command.
E
By
increasing
the
base
pay
for
sworn
appointed
staff,
we
can
mitigate
pay
compression
and
reinforce
the
importance
of
their
roles.
Compression
is
a
crucial
is
compensation.
Excuse
me
is
crucial
for
attracting
and
retaining
highly
qualified
candidates
for
police
supervisor
and
manager
positions
without
appropriate
Financial
incentives.
Individuals
with
the
necessary
skills,
experience
and
Leadership
capabilities
may
be
deterred
from
pursuing
or
accepting
these
roles.
E
Currently,
employees
moving
from
lower
ranks
to
sworn
appointed
positions
would
in
essence,
see
a
real
reduction
in
their
take-home
pay.
To
address
this
issue,
we
are
proposing
an
eight
percent
increase
in
base
salaries
of
MPD
sworn
appointed
staff,
including
assistant
police,
chief
Deputy,
police,
Chiefs,
police
inspectors
and
police
commanders.
This
increase
would
amount
to
an
annualized
amount
of
two
hundred
thirty
two
thousand
seven
hundred
and
fifty
dollars
and
would
be
funded
from
the
public
safety
aid
from
the
state
of
Minnesota.
E
In
addition
to
mitigating
pay,
compression
and
acknowledging
The
increased
workload
and
complexity
of
supervisory
staff,
increasing
the
base
pay
for
appointed
sworn
staff
also
reinforces
the
principle
of
accountability.
Higher
pays
signify
as
higher
expectations
in
places
and
emphasis
on
delivering
exceptional
performance.
This
leads
to
enhanced
job
performance,
improved
decision
making
and
greater
organizational
success.
E
In
addition,
experienced
supervisors
and
managers
possess
a
wealth
of
institutional
knowledge
accumulated
over
their
users
years
of
service.
This
knowledge
is
invaluable
in
guiding
younger
officers,
ensuring
continuity
and
making
informed
decisions
without
adequate
Financial
incentives,
experienced
supervisors,
May,
opt
for
early
retirement
or
seek
opportunities
in
other
sectors,
resulting
in
a
loss
of
this
critical
knowledge
base.
By
increasing
base
pay,
we
can
motivate
motivate,
experienced
supervisors
and
managers
to
remain
in
their
roles,
preserving
invaluable
expertise
and
contributing
to
the
overall
Effectiveness
and
efficiency
of
NPD.
E
Their
inability
to
take
vacation
has
results
in
vacation
accruals
exceeding
the
annual
cap
of
400
hours.
Therefore,
we
are
requesting
temporary
relief
from
the
vacation
accrual
cap
for
sworn
appointed
staff.
Specifically
sworn
appointed
staff
would
be
permitted
to
accrue
up
to
550
hours
until
December
2024.
E
E
In
addition
to
extended
vacation
accruals
for
MPD
sworn
appointed
staff,
we
are
also
requesting
a
vacation
credit
pay
requesting
vacation
pet
credit.
Pay.
Excuse
me
here
we
are
requesting
that
sworn
appointed
staff
receive
a
plan
that
mirrors
our
sworn
police
officers.
This
would
allow
sworn
appointed
staff
with
120
accrued
vacation
hours
to
elect
payment
instead
of
recruiting
additional
vacation
time
in
the
subsequent
year,
payouts
can
be
up
to
80
hours
and
would
be
elected
by
December
1st
of
each
year
once
an
individual
Alexa
payout.
They
cannot
later
revoke
that
election
and
accrue
vacation
hours.
C
Thank
you
jerkowsky.
My
read
on
this
is
that
once
we
increase
the
amount
of
vacation
hours,
we
that
people
can
accrue
it's
basically
giving
them
an
incentive
to
not
use.
Vacation
am
I.
Reading
that
accurately.
E
Well,
the
hope
is
that
design,
but
they
can't
take
it
just
kind
of
based
on
their
workload
and
so,
instead
of
losing
that
time,
it
incentivizes
them
to
take
vacation
the
following
year,
which
obviously
oh
excuse
me
Madam,
chair
council
members,
which
you
know
for
for
all
hosts
of
mental
purposes,
rest
time
also
all
sorts
and
like
just
wellness
and
well-being.
That's
really
what
we
want
people
to
do.
E
C
How
am
I
trying
to
ask
this
question?
Isn't
the
the
chance
of
losing
vatic
those
accrued
hours
because
you've
hit
your
max
the
reason
to
take
a
vacation
or
are
we
requiring
people
to
work
and
not
take
vacation?
That's
the
that's!
What
I'm
trying
to
wonder
have
they
not
taken
vacation?
Because
the
work
like
the
work
world
is
clearly
high
and
there's
just
that
personal
drive
to
complete
the
work
and
not
take
vacation
or
have
we
said
you
cannot
take
vacation
by
policy
because
the
workload
is
too
high.
K
Chair
council
members
good
afternoon,
so
the
problem
that
we're
in
is
because
of
everything-
that's
happened
here
over
the
past
couple
of
years.
The
majority
of
the
appointed
staff
are
already
well
over
what
they
are
allowed
to
accrue
and
are
losing
time
because
of
the
City
attorney
would
correct
me,
but
I
think
it's
like
flsa
regulations
or
something
that
they
can
only
accrue
so
much
time
and
carry
it
over
into
each
year.
K
So
we're
already
at
a
pretty
significant
disadvantage
and
with
the
the
with
just
the
drain
on
Staffing
and
the
increased
workload,
particularly
around
reform,
and
now
around
like
additional
mandatory
trainings
that
are
going
to
be
required.
We
haven't
even
gotten
into
mdhr,
for
example,
but
like
all
of
the
stuff
that
was
required
of
the
appointed
staff
I,
don't
know
how
many
hours
and
hours
and
hours
of
training
related
to
like
the
after
action
report
and
Incident
Management.
K
It's
been
a
lot
so
just
continuing
forward
people
are
going
to
lose
time,
regardless
of
whether
or
not
we
do
this.
So
that's
why
we're
just
hopeful?
It
would
be
at
least
a
temporary
fixed,
and
hopefully
you
know
build
up.
Hopefully,
we'll
finish
some
of
this
after
action,
related
training
get
a
better
handle
on
what's
coming
in
terms
of
training
with
mdhr
and
perhaps
ultimately,
a
consent
decree
and
then,
after
24,
just
being
a
better
position
with
personnel.
C
K
They
are
not
mandated
at
all,
but
thankfully
they
are.
They
are
dedicated
and
are
here
realizing
that,
if
it's
not
if
it,
if
it's
not
us,
then
who
yeah.
C
K
Thank
you
chair.
Thank
you,
council,
member,
yes
and
people
are
taking
vacation
like
today.
Several
members
of
The
Command
Staff
are
not
here
today
and
they
are
off,
but
it's
very
difficult
when
you're
in
charge
to
take
so
much
time
off
because
they're
there
just
isn't
anyone
else
behind
us.
So,
yes,
members
are
taking
time,
but
because
of
everything,
that's
built
up
over
the
last
few
years,
they're
already
well
over,
and
they
are
losing
time
regardless
time
that
they've
earned.
C
And
then
a
a
separate
concern
I
have
is
around
like
it's
very
clear
this.
What
we
call
it
the
compensation
compression
and
that
kind
of
negative
incentive
to
not
go
into
a
command
position
from
Lieutenant
I
feel
like
the
root
caused
solution
is
getting
towards
separating
out
the
bargaining
units
rather
than
this
type
of
adjustment.
Do
we
know
where
we're
at
in
terms
of
that
status?
What
are
the
barriers-
and
this
mostly
for
my
education,
because
I
know
it's
a
complex
issue.
K
Thank
you
chair.
Thank
you,
councilmember
I,
don't
know.
The
City
attorney
would
have
the
answer
to
that.
I
just
point
out
that
these
members
are
not
represented
at
all,
which
is
part
of
the
reason
why
we
have
some
of
the
concerns
that
we
do.
L
Madam
chair
members
of
the
council,
the
the
status
we
we've
made
a
petition
with
the
Bureau
of
mediation
services
to
try
to
separate
the
surgeons
and
lieutenants
into
one
unit
and
the
officers
into
another.
We
submitted
all
of
our
materials
and
we're
just
awaiting
bms's
decision.
L
I
I'm,
not
sure
that
you
know,
even
if
we
have
separate
units
that
that
necessarily
addresses
the
compression
issue,
I
think
actually
a
huge
piece
of
the
compression
issue
is
that
you
know,
as
Chief
pointed
out
number
one.
Those
folks
are
are
bargained
and
and
obviously
have
sort
of
a
different
situation
in
that
regard
than
than
the
appointeds,
but
also
those
folks
because
of
the
fair
labor
standards.
Act
are
eligible
for
overtime
compensation,
I
mean
that's
just
the
Law.
M
L
The
top
of
my
head,
but
they're
they're
eligible
for
a
considerable
amount
of
overtime
which
is
obviously
incurred
when
you
know
even
more
so
when
we
are
short
staffed
and
appointed
staff
are
exempt
and
they're
not
entitled
to
overtime.
So
you
know
that
the
compression
winds
up
being
kind
of
both
because
of
of
kind
of
bargain
Compass
compensation,
but
even
more
so
because
of
that
flsa
over
time.
K
Foreign
Sheriff
I
could
just
add
to
that
council
member
I
mean
you
are
on
to
something
with
the
thinking
there,
because
I
think
this
is
larger
than
just
than
just
the
the
highest
ranks
of
the
department.
For
example,
I
learned
this
morning
that
a
small
number
of
officers
had
applied
for
the
upcoming
sergeants
exam
less
than
what
we
had
expected
and
I
think
I
think
what
we're
dealing
with
is
a
lot
of
uncertainty
because
of
where
we
are
with
the
mdhr
agreement
because
of
the
doj
findings
report.
A
All
right,
thank
you.
We
have
several
more
council
members
in
queue
for
questions
regarding
this
presentation
and
so
I'll.
Let
them
kind
of
decide
who
they're
going
to
direct
this
to,
but
first
up
we
have
councilmember
Johnson.
Thank.
N
You,
madam
chair
and
I
I,
understand
my
colleagues
questions
on
this
as
well
with
vacation
time.
I
personally
think
it's
an
elegant
solution
that
it's
temporarily
being
raised
up
with
a
clear
understanding
that
you
don't
get
paid
out
those
extra
hours
and
that
there's
a
sunset
on
when
you
return
back
to
the
accrued
amount.
I
mean
summertime
is
the
busy
time
for
MPD
and
I'm
sure
that's
a
huge
Challenge
and
a
huge
part
of
the
thought
process
for
a
lot
of
these
leaders
within
the
department
as
well
over
taking
vacation
time.
N
Of
course,
most
of
us
like
vacation
time
in
the
summer,
but
during
mpd's
busiest
time
that's,
probably
really
challenging
and
probably
something
that
holds
a
lot
back
from
moving
forward,
even
though
they
know
it's
important
personal
level
for
their
own
well-being,
and
even
though
they
know
that
with
the
cap
in
place,
there
is
that
disincentive,
if
they
don't
take
it
at
least
today,
and
so
this
I
think
is
trying
to
strike
that
balance.
I
do
have
a
question
about
the
slide,
comparing
the
rates.
N
So
maybe
if
we
go
back
to
that
for
a
second,
so
I
quick
pulled
up
my
calculator
on
this
with
the
eight
percent
increase,
these
Commander
rates
are
still
not
going
to
be
at
the
level
of
the
lieutenant
rates
with
overtime.
What's
the
long-term
plan
here
around
this
because
I
mean
obviously,
this
increase
will
help
with
the
Gap,
but
there's
still
a
remaining
disincentive
to
step
up
into
a
leadership
position
and
take
on
that
additional
stress
that
additional
scrutiny
in
that
additional
workload.
N
Ultimately,
for
the
good
of
the
department
we
saw
it,
it
was
so
important
for,
and
it
is
such
an
important
factor
when
we're
looking
at
those
doj
findings.
So
what's
the
long-term
plan
Madam.
E
Chair
council
members,
I
will
certainly
defer
to
the
chief
I
will
say
this.
You
know
once
the
numbers
of
sworn
officers
are
increased
to
the
level
that
we
are
satisfied
with.
The
amount
of
overtime
will
dramatically
decrease,
because,
right
now
my
understanding
is
there
is
required
overtime
for
sworn
officers,
which
is
increasing.
E
You
know
their
their
overall
pay.
So
once
we
increase
the
numbers,
I
mean
we're
down
by
hundreds
of
officers.
So
once
we
are
able
to
recruit
and
retain
you
know
and
get
those
levels
back
up.
This
should
level
out
quite
a
bit.
I
think.
K
Thank
you
chair.
Thank
you,
council
member.
The
director
is
correct.
The
long-term
solution
is
to
correct
the
Staffing
gaps
and
to
recognize
that
even
what
we
had
previously
in
terms
of
supervisory
structure
would
would
likely
be
largely
insufficient
to
comply
with
mdhr
and
what
we,
what
we
might
expect
could
be
requirements
under
a
federal
consent
decree.
K
We
know
accountability
requires
people
to
do
a
lot
of
these
things
that
are
likely
to
be
mandated,
and
certainly
we
need
need
to
ensure
that
we
have
adequate
Supervision
in
the
street
as
well
for
operation
operational
issues.
So
one
is.
The
long-term
issue
is
to
yeah
ensure
that
we
have
appropriate
sworn
Staffing,
but
also
to
ensure
that
we
are
able
to
promote
the
and
fill
supervisory
vacancies.
The
problem
is,
you
know,
as
soon
as
you
promote
another
Commander
or
you
make
another
Lieutenant,
it
has
a
domino
effect,
that's
another.
K
Ultimately,
that's
another
cop
off
the
street
and
that's
what
we're
that's,
what
we're
struggling
with
right
now
with
trying
to
pass.
You
know
the
limited
resources
that
we
have,
but
I
I
will
separately.
You
know
be
talking
to
the
director
and
to
the
City
attorney
to
see
if
there
are
other
options
that
we
could
look
to
go
to
to
try
and
correct
some
of
that.
So,
for
example,
there
was
you
know,
a
large
large-scale
events.
K
Obviously,
in
the
city
over
the
weekend,
several
members
of
the
department
worked,
the
lower
ranking
officers
worked
for
pay,
whether
it's
you
know
part-time
or
overtime,
and
so
on.
The
Command
Staff
that
worked
all
through
the
weekend
just
to
man,
the
command
post
and
to
ensure
you
know,
address
roll
calls
and
ensure
things
were
working
appropriately
in
the
field.
They
gave
up
their
weekends
without
compensation,
while
the
rest
of
the
department,
you
know
made
overtime
and
so
on.
K
So
there's
structural
issues
there
that
you
know
obviously
I
I'd,
be
looking
to
the
City
attorney
and
and
to
others
to
try
and
figure
out
other
other
Alternatives
that
we
could
do
for
operational
issues
to
try
and
address
some
of
that.
E
Council
members,
they
were
compensated.
It's
it's
illegal
to
not
work
without
compensation,
but
in
terms
of
salary
they
don't
receive
overtime
for
that.
For
that
work.
Yes,.
N
Yeah,
no
and
I
understand
that
as
well
and
that's
the
way
I
took
the
answer
as
well.
So
I
appreciate
that
and
I
I
appreciate
the
answer.
I
think
the
challenge
is
I'm.
Guessing
we're
expecting
years
from
now
is
the
kind
of
timeline
it's
going
to
take
to
get
adequately
staffed
up
in
these
positions.
It
I,
don't
think,
probably
in
the
next
year
or
two
we're
gonna,
have
full
Staffing
or
be
where
we
need
to
be
and
so
I'm
seeing
a
head
knot.
N
So
I
guess
my
point
being
is
I'm
glad
to
hear
there's
also
going
to
be
some
exploration
of
structural
options
available
I
think
it
would
personally
be
helpful
to
see
the
base
rate
for
lieutenants
before
that
overtime
is
added
in
as
well
to
kind
of
compare
salary
to
these
base
rates,
but
I
I
think.
Ultimately,
this
is
a
good
step.
I'm
glad
to
support
this
today.
I
think
this
makes
sense.
You
know
we
get
what
we
pay
for.
N
G
G
K
Thank
you
chair.
Thank
you,
council
member,
you
know,
members
of
the
MPD
are
incredibly
resilient
and
the
work
that's
being
done
every
day
is
unbelievable.
Frankly,
considering
the
the
Staffing
levels
that
we're
at,
we
have
not
seen
levels
this
low
in
decades
and
the
results
speak
for
themselves.
You
know
year-to-date
87
fewer
people
have
been
shot
in
Minneapolis.
K
We're
gun
violence
statistics
this
month
and
last
month
are
comparable
to
what
life
was
like
pre-pandemic,
so
that
those
are
real
results
of
of
their
dedication.
But
in
terms
of
this
specific
issue,
the
appointed
staff
have
felt
this.
This.
This
issue
has
been
something
that
they
have
tried
to
get
addressed
prior
to
me
coming
here.
Certainly
it's
one
of
the
first
things
that
I
heard
about
when
I
got
here
and
it
just
the
the
increase
in
overtime
because
of
the
decrease
in
Staffing
sort
of
made
things
worse.
G
Okay,
thank
you,
so
I
I
will
be
voting
yes
for
this
I
think
as
we
have
to
remember
that
we're
under
a
court
order
to
increase
the
ranks
of
our
police
department-
and
this
is
and
we'll
have
to
report
on
that-
and
this
will
be
a
good
faith
effort
for
that
it,
it's
a
definite
incentive
for
the
lieutenants
to
accept
the
command
post
and
it's
not
a
good
situation
where
a
supervisor
makes
less
than
the
person
they
supervise
so
again.
Thank
you,
director,
Odom,
thank
you
chief
for
coming
today.
Thank
you.
G
O
Thank
you,
madam
chair,
think
my
question.
What's
answered,
but
I
I
didn't
really
still
understand.
O
Over
time,
the
supervisors
sounds
like
they
are
working
over
the
clock.
You
know,
especially
my
experience
with
the
three
inspectors
that
I
work
with
I'm
getting
a
late
text
messages
things
that
are
happening
in
the
the
out
there
to
respond
they
within
the
community,
but
how
are
they
not
get?
How
are
they
not
qualifying
over
time?
Pay
is
that
policy
we
have,
or
can
you
more
be
more
clear
from
me.
E
Sure
Madam
chair
council
members,
so
they
are
what
we
called
exempt.
So
there's
a
law.
The
fair
labor
standards
act
requires
certain
people
to
be
exempt
from
over
time
and
those
are
typically,
you
can
fall
into
multiple
exemptions
but
they're,
typically
supervisory
staff.
E
So,
if
you
think
about
you
know
private
sector,
usually
managers
make
more
because
they're
working
all
kinds
of
hours
and
then
you
don't
have
to
account
for
every
single
hour
that
they're
working
over
40
or
whatever
or
over
eight
in
a
day
depending
on
what
the
law
states.
So
that's
how
it's
supposed
to
work
I.
You
know,
I
can't
speak
that
I'm
new
here
I
can't
speak
to
how
it
has
worked
here
in
the
past,
and
my
my
guess
is,
if
we're
fully
staffed.
E
That,
probably
is
you
know
how
it
how
it
typically
would
work
that
there
would
be
a
lot
less
overtime
for
officers,
and
so
they
wouldn't
be
making
more
this
much
more
than
the
people
who
are
supervising
them,
but
I
will
defer
to
Chief
if
I
missed
anything.
O
No
I
I
understand,
thank
you,
it's
just
maybe
federal
law
or
law
that
we're
fine
got
it
now.
My
next
question
is
vacation
credit
pay.
You
say
something
about
extending
that
500
hours
for
for
next
year
or
so,
and
the
Gap
will
be
500,
and
but
after
that
you
say
something
about,
they
have
to
take
80
credits.
O
Credit
pay
is
it
does
that
limits
them
to
take
more
than
that,
I
mean
if,
if,
if
we
need
the
officers
or
the
leaders
experienced
supervisors
here
and
where
cabin
this
number,
let's
say
400,
you
can't
do
it
more
than
that
ticket
vacation,
but
we
need.
Obviously
we
need
them
their
hard
work
and
we're
I'm
grateful
to
their
work.
But
does
is
this
a
city
policy
they
have
to
take
A.D?
Can
they
not
cash
out
their
vacation?
Credit
more.
E
For
for
Madam,
chair
council
members
for
this
for
the
vacation
credit
pay
piece
of
this,
this
we're
just
simply
mirroring
what
the
the
unionized
police
officers
have.
So
it's
this
this.
Actually,
this
whole
program
doesn't
exist
for
sworn
appointed
staff
and
MPD
right
now,
so
this
was
just
a
copy
of
something
that
they're
that
that
the
police
officers
have
so
we're
saying:
let's
extend
that
to
the
supervisors
as
well.
E
So
that's
that's
I!
Think
the
reason
for
the
80
I
think
for
the
550
I
think
you
know
you
probably
have
to
cap
it
somewhere.
I.
Think
my
understanding
is
that
the
sworn
staff
is
blowing
through
the
the
400
hours.
E
You
know
they're
all
kind
of
meeting
that
cap
and
not
being
able
to
take
that
time.
Because
of
you
know
their
workloads
because
they
are
so
dedicated,
I
mean
you
know
it.
Could
it
could
it
be
a
number
another
number
other
than
550
sure,
but
you
know
you
want
it
to
be
something
where
people
actually
do
take
the
time
right,
I
mean
you
could
make
it
so
you
don't
want
it
to
be
too
attractive
to
just
Bank
the
time
and
not
take
it.
O
Sure,
thank
you.
It
sounds
like
to
me
it's
so
much
challenging
to
go
around
and
trying
to
you
know
help
these
folks
and
and
but
then
I'm
very
supportive
and
I
also
want
to
say
I'm
grateful
to
inspectors
that
I
have
in
my
district
that
are
really
in
contact
consistently
with
me,
even
as
late
as
last
night
and
I
will
name
those
if
that's
okay,
inspector
Gomez
inspector
Billy,
Peterson
and
inspector
Blackwell
I'm
grateful
the
work.
O
They
do
sounds
like
they're,
always
out
there
later
late
at
night
or
early
in
the
morning,
or
also
they
are
our
first
Contact
and
the
one
is
that
really
come
in
the
community
events
and
the
work
they
do.
It's
amazing
so
I
know
sometimes
state
law
and
federal
law
and
things
like
that
limit.
What
we
can
do
and
also
our
law
limits,
what
we
can
do
to
do
it,
but
thank
you
for
bringing
this
forward.
Thank
you.
A
H
Thank
you,
madam
chair
and
I.
Don't
want
to
label
this
too
much
longer
I
do
want
to
just
say
thank
you
again
to
director
Oldham
and
to
Chief.
O'hara
and
I
will
be
supporting
this
action
today.
H
I
think
it
speaks
to
a
larger
issue
in
the
City
of
Minneapolis,
and
that
is
that
our
compensation
is
far
behind
our
competitors
and
other
governmental
agencies
and
and
certainly
in
the
private
sector,
I
think
councilmember,
Johnson
iterated,
that
you
know
this
is
a
step.
This
is
not
a
action
that
is
going
to
completely
resolve
our
problems
and
I
think
he
rightfully
asks
us
to
be
thinking
about
what
are
the
more
Sustainable
Solutions
that
we
can
come
up
with
and
I
I'm
thrilled
to
be
able
to
to
work
on
those
I.
H
Think
it's
a
a
challenge
across
the
Enterprise,
and
we
have
to
be
thinking
about
this.
H
Certainly
we
were
challenged
with
a
lawsuit
to
help
address
these
issues
in
the
police
department,
and
so
that
is
coming
forth.
Today,
Chief
you
mentioned
that
you
know
several
employees
are
several
year.
Command
Staff
are
on
vacation
today
and
I
think
it's
because
they
worked
probably
considerable
hours
this
past
weekend
and
I
just
want
to
acknowledge
that
we
probably
had
one
of
the
biggest
weekends
since
the
Super,
Bowl
and
or
the
Republican
National
Convention.
H
As
far
as
I
can
tell,
and
I
was
out
every
single
night
this
weekend,
including
after
parade
talk
to
many
people
who
attended
the
Taylor
Swift
concerts.
And
you
know,
every
single
hotel
in
the
city
was
built.
Our
bars
and
restaurants.
People
were
out
having
a
good
time
and
people
felt
safe
and
so
I
just
want
to
acknowledge
and
give
thanks
to
operation.
H
Swift
I
think
we
called
it
and
really,
you
know
shout
out
the
office
of
Community
safety,
MPD
9-1-1,
our
violence,
Interrupters
our
behavioral
crisis
teams,
everybody
who
helped
to
to
make
this
weekend
a
safe
I
think
we
safe
weekend
for
all
of
our
visitors
that
were
in
town
as
well
as
our
residents
and
business
owners
here
in
the
city.
So
heartfelt.
H
Thank
you
to
to
you
guys
and
all
of
the
people
who
really
hope
to
contribute
to
that,
and
really
we
are
going
to
be
needing
to
think
about
how
do
we
verily
and
equitably
compensate
our
city
staff
across
the
entire
Enterprise
I
mean
I'm,
glad
we're,
starting
today
with
human
resources
and
the
leadership
at
the
Minneapolis
Police
Department.
But
this
is
the
issue
across
across
the
board
and
I
want
to
be.
H
A
Thank
you.
Next,
we
have
consumer
tug
tie.
J
Thank
you,
madam
chair
I,
think
my
first
question
is
for
for
chief
O'hara
and
it's
around
the
the
increasing
the
the
maximum
vacation
accrual
per
year
from
for
from
400
to
550
hours,
when
we,
when
we
plan
for
I
the
the
thing
I'm
struggling
with,
is
what
happens
when
someone
takes
all
of
their
vacation
in
bulk,
and
you
know
like
we
have
a
number
of
other
benefits
that
include
taking
time
off
so
have
you
thought,
through
the
impact
of
someone
taking,
for
example,
parental
leave
and
then
stacking
that
with
their
fully
accrued
vacation
hours-
and
you
know
that
looks
like
suddenly
a
person
in
command
being
out
for
six
months?
J
K
K
So
it's
dependent
on
the
situation.
In
some
cases
you
know
a
lieutenant
can
fill
in
and
conduct
their
normal
duties.
In
other
cases
you
know,
I
have
a
commander
that
oversees
two
divisions
instead
of
one
temporarily,
so
it's
kind
of
on
a
case-by-case
basis.
I
could
temporarily
detail
a
person
into
a
higher
rank.
K
So,
yes,
it
does
happen,
but
just
I
try
to
manage
it
as
efficiently
as
possible,
depending
on
what
the
specific
circumstances
and
the
specific
command
would
be.
Obviously,
an
inspector's
position
I
would
need
an
inspector
for
someone
over
a
long
term
period,
but
some
other
commands
it's
it's
easier
to
have
someone
cover.
E
Madam
chair
council
members,
I'd
also
add
that
you
know
vacation.
You
have
to
get
approval
for
so
it's
not
as
if
you
know
there
might
be
situations
where
you
might
not
approve
somebody.
Who's
been
gone
for
six
months.
You
might
need
them
to
come
in
for
a
little
while
before
they
start
taking
more
vacation.
J
For
director
Odom
the
vacation
credit
pay,
are
there
other
departments
across
the
Enterprise
that
also
have
this
type
of
structure?
Where
you
know
at
the
end
of
the
year,
they
can
get
some
of
their.
E
E
Madam
chair
council
members,
I
am
not
aware
of
another
department
that
has
that
I
mean
it
could
be
negotiated
right
through
collective
bargaining,
which
is
how
MPD
received
theirs.
So
I
mean
it's
certainly
possible,
but
I'm
not
aware
of
another
group.
That
has
it
you
for
sure.
J
Got
it
yeah,
no
I,
so
appreciate
the
the
option
of
having
this
vacation
credit
pay
and
at
its
core.
You
know,
I,
agree
that
we
have.
We
have
a
problem
with
compensation
across
the
Enterprise.
J
My
concerns
always
come
where
we
start
by
where
we
start
addressing
the
problem
with
those
at
the
top
right
instead
of
those
who
are
who
are
at
the
bottom
of
that
that
scale,
and
if
you
know,
if
we're
talking
about
doing
vacation
credit
pay
for
non-represented
employees
through
Council
action,
are
we
also,
then
thinking
about
how
we
Implement
something
like
this
across
the
Enterprise?
J
So
all
employees
can
can
benefit
from
something
of
this
sort,
and
then
my
next
question
is
you
know
if
we
take
out
of
the
equation,
the
disparity
for
for
overtime,
that
10.9
hours
of
overtime?
What's
the
disparity
between
the
base
pay
for
lieutenants
and
base
pay
for
for
Commanders.
K
K
J
J
Understand
that
we're
we're
you
know
stuck
in
a
really
difficult
place
right
now,
but
you
know
I
see
an
average
of
about
11
hours
of
overtime
at
the
at
the
lieutenant
level
for
for
this
year,
every
week
and
I
I
think
the
the
the
thing
I
would
be
a
lot
more
interested
in
as
we're
starting
to
think
about
other
systemic
ways
to
address
these
problems.
I
understand
that
Staffing
is
something
that's
going
to
take
a
number
of
years
for
us
to
fix.
J
I
understand
that
we're
all
doing
everything
we
can
to
address
that
problem,
so
I
have
bigger
concerns
about
increasing
the
amount
of
overtime
that
that
individual
officers
are
taking
on
and
the
impact
that
has
on
Mental
Health
on
quality
of
service
on
overall
wellness
and
job
satisfaction,
then
I
would
if
we
spent
a
greater
amount
of
money,
increasing
Mutual,
Aid
contracts
when
right,
like
let's
not
put
people
in
the
position
of
taking
the
amount
of
overtime
that
we
are
seeing
happen
right
now.
That
is
a
part
of.
J
What's
contributing
to
this,
the
significant
pay
disparity
and,
let's
think
about
more
Creative
Solutions
like
increasing,
increasing
those
those
contracts.
Then
then
you
know,
then
this
is
the
end
product
we
end
up
with,
but
I
appreciate
both
of
your
comments.
Thank
you.
P
P
E
Q
E
Let's
see
15
overall
departmental
rate
is
15
for
the
last
12
months,
pointed
politically
appointed
and
non-represented
turnovers
12
sworn
appointed
20.
E
What
you're
saying
oh
wait!
I'm,
sorry,
my
dad!
What
I
just
read
to
you
is
turnover
rates.
I'd
have
to
pull
the
vacancy
rate
for
2023.
We
have
that
somewhere.
We.
P
P
P
When
did
we
receive
it?
How
can
we
use
and
how
much
do
we
have
here
for
the
city.
I
So
chairkoski
members
of
the
budget
committee,
my
my
understanding,
is
the
question
about
the
public
safety
eight.
When
have
we
received
it?
How
much
is
there
and
and
I'm
sorry
I
missed
that
last
piece
of
the
question.
I
So
it's
it's
a
good
question.
Thank
you,
chairkoski
members
of
the
budget
committee.
We
do
expect
Public
Safety
Aid
to
be
coming
forward
to
the
city
I'm
not
prepared
to
provide
a
detailed
briefing
on
that
amount,
but
we
expect
it
to
be
able
to
cover
certain
amounts
of
eligible
Public,
Safety
related
spending,
including
the
amount
that's
being
discussed
today.
I
The
the
the
larger
question
on
you
know
where
and
how
the
city
will
be
programming.
State
funding
will
largely
be
addressed
in
the
mayor's
recommended
budget.
Our
plan
would
be
to
incorporate
Department's
recommendations
around
how
best
to
utilize
State
funding
into
that
process,
including
the
that
Public
Safety
budget
amount.
It
is
a
one-time
funding
source,
so
it
doesn't
necessarily
cover
ongoing
funding.
I
P
Yeah
and
I
mean
the
council
is
the
power
of
the
purse.
We
should
be
figured
out
how
this
Council
can
also
work
to
making
sure
that
we
can
do
community
safety
efforts
for
the
city.
So
correct
me,
director,
I'm,
sorry,
I'm
not
done
yet.
Did
you
say
that
we
haven't
received
the
money
yet
and
then
we're
approving
unless
I
read
the
RCA
wrong.
I
Chair
koskey
members
of
the
budget
committee,
that's
a
great
question.
My
I
I'm
actually
not
able
to
answer
whether
or
not
we've
received
the
money.
My
understanding
from
our
igr
team
is
that
we
we
have
every
assurance
that
that
money
will
be
programmed
toward
the
city
and
therefore
we
can
begin
to
make
plans
around
ad
spending.
I
P
You
thank
you
and
then
I
guess
for
my
last
questions
would
be
for
you
Chief
wondering
if
you
made
some
cost
benefit
analysis
on
how
this
specific
increase
will
lead
to
keeping
Minneapolis
residents
more
safe.
K
Well,
thank
you
chair.
Thank
you.
Councilmember,
yes,
I
mean
it's
absolutely
essential
that
we
have
a
strong,
Command
Staff
in
place
and,
frankly,
there's
there's
just
been
a
lot
of
frustration
over
the
last
couple
of
years
again
because
of
the
salary
compression
issue
and
because
of
the
increased
demands
on
the
Command
Staff
that
it's
almost
incentivizing
people
to
not
take
these
positions,
and
so
you
know
in
order
to
have
accountability
both
around
crime
and
continuing
to
reduce.
K
You
know
just
the
unacceptable
level
of
crime
that
we
have
seen
here
over
the
last
few
years
and
also
ensure
that
we're
we're
working
to
change
the
culture
in
the
department.
It's
obviously
our
supervisors,
it's
our
commanders
and
inspectors
that
are
on
the
ground.
That
are,
you
know,
frankly,
more
important
than
I
am
in
this
process.
K
Those
are
the
ones
who
are
touching,
who
are
present
with
the
officers
in
the
field,
who
can
really
have
a
significant
impact
on
the
culture
of
the
agency
and
how
we
move
forward
so
I
I
think
this
is
the.
This
is
the
floor
of
what
we
have
to
do
in
in
order
to
incentivize
and
sort
of
you
know
kind
of
write,
the
incentives
that
the
way
they
are
now
it
it
it
needs
to
be
done
to
ensure
that
we're
able
to
attract
the
right
people
and
retain
the
right
people
in
these
positions.
R
Thank
you,
chair,
Koski,
I,
just
wanted
to
say
thank
you
Chief
and
thank
you
director,
Odom,
for
bringing
this
forward
as
the
chair
of
Public
Safety.
It's
something
that
I
heard
about
right
away
and
it's
something
that
I
talked
to
the
Chief
and
the
commissioner
about
right
away
when
they
were
hired.
I
think
it
is
a
good
thing
that
we're
you
know
boosting
them
around
in
our
leadership
within
the
police
department.
I
personally
have
relationships
with
every
inspector
in
all
five
precincts,
especially
charity
Adams
he's
the
most
awesome
inspector
in
the
entire
city.
R
I
mean
he
calls
me
at
two
in
the
morning
text
me
sorry,
Jamal
Gomez
is
cool
too
no,
but
but
inspector
Adams
is
exactly
what
you
want.
An
inspector
anything
goes
down
on
the
North
side.
He
calls
he
texts,
he
lets
you
know
what's
going
on
play
by
play
and
he
was
one
of
the
ones
who
told
me
early
on
about
this
difference
and
so
did
inspector
Gomez
and
so
did
inspector
Blackwell
and
so
did
inspector
Peterson,
and
we
also
have
McGinty
in
two.
R
You
know,
and
so
I
appreciate,
all
of
them
and
the
work
they
do
for
our
city,
the
leadership
they
have,
the
accountability
that
they
have
for
the
officers
underneath
them.
You
know
in
the
Departments
I
I
love
going
to
roll
call
and
seeing
them
interact
with
their
staff
at
every
leadership
level
and
I
am
very
excited
that
you've
brought
this
forward
director
and
chief
I.
Think
it's
long
overdue
for
our
department,
leadership
and
I
appreciate
I
also
want
to
say
thank
you
to
Skyler
Nash,
because
Skyler
was
someone
who
took
me
through
this
step.
R
You
know
we
it
kind
of
fell
off
for
a
little
while,
then
we
got
back
on
to
it,
so
I'm
excited
to
see
that
it's
come
through
and
then
finally
Commander
case,
he's
awesome.
He's
been
awesome
since
I
got
here
and
I
appreciate
you
all
really
looking
at
these
people
as
individuals
who
give
their
weekends
up
for
us
who,
you
know,
protect
our
city
when
we're
sleeping
I
really
do
appreciate
our
Command,
Staff
and
I.
Appreciate
you
all
the
leadership
for
bringing
this
forward.
Thank
you.
D
Thank
you,
chairkowski
I,
don't
have
a
question.
Just
I
will
be
supporting
this
today,
but
I
did
want
to
sort
of
uphold
some
of
the
concerns
that
folks
have
about
and
I
I
sort
of
wish.
Someone
from
the
administration
could
be
here.
I
know
that
you
know
the
mayor's
not
typically
here
so
I'm,
not
I,
didn't
ask
him
to
be
here,
so
I'm
not
calling
him
out
or
anything.
But
you
know
these.
D
D
I
know
we
spent
years
filling
the
hole
that
was
in
regulatory
services
and
now
we're
trying
to
solve
a
problem
here
and
and
I
want
to
make
sure
that
the
council
and
the
public
can
be
reassured
that
there's
a
broader
strategy
so
that
every
single
time
we
our
you
know
supporting
one
group
of
workers,
we're
not
accidentally
or
you
know,
alienating
another
group
of
workers
who
feel
like
they're
getting
sort
of
the
short
end
of
the
stick
and
I
know
that
we
heard
at
least
in
past
years
that
there
are
other
bargaining
units
that
feel
like
you
know,
they
make
a
lot
of
sacrifice
devices
and
they
end
up
getting
punished
for
it
right
and
so,
and
so
I
want
to
just
make
sure
that
you
know
pay
equity
and
that
and
that
across
the
entire
Enterprise
is
something
that
we're
moving
forward
on
that
we're
taking
seriously
because
we
do
send
it.
D
You
know
we
do
tend
to
see.
You
know
we,
you
know
I
do
think
at
least
in
the
last
year
two
years,
we're
addressing
I.
Think
police
pay
a
lot,
or
at
least
that's
how
it
feels
to
the
public.
D
That's
how
it
feels
like
it's
coming
up
a
lot,
and
so
I
just
want
to
make
sure
that
we
are
engaging
with
every
single
other
corner
of
the
city
as
well
to
make
sure
that
we're
sort
of
doubling,
tripling
down
on
on
retention
and
and
and
closing
the
closing
these
pay
disparities
with
with
other
competitors
as
well
competitive
markets
as
well.
So
that's
my
only
comment,
but
otherwise
I
really
appreciate
the
presentation.
D
E
Thank
you,
madam
chair
council,
members
and
I
just
wanted
to
assure
the
council
that
you
know
I've
heard
you
I
have
started
looking
into
a
larger
strategic
plan
for
pay
across
the
Enterprise.
E
J
Thank
you,
madam
chair
I.
Just
have
really
really
appreciated
the
discussion
that
way
that
it's
played
out
on
on
this
diet
and
with
those
who
are
here
presenting
today
to
follow
up
on
something
that
was
brought
up
earlier.
J
J
I
know
there
are
certain
types
of
allocations
that
that
the
state
made
that
will
at
some
point
be
received
by
the
city,
but
we
don't
anticipate
that
that
money
is
coming
for
another
two
years,
so
I
you
know
have
we
talked
to
somebody
about
when
we
might
be
receiving
this
money
and
have
we
asked
the
appropriate
agencies
whether
this
type
of
allocation
is
an
allowed
use
for
for
the
money
that
we
anticipate
is
coming.
M
Madam,
chair
councilmember,
thank
you
for
the
question
and
I
think
probably
chair,
Ellis
or
chair
Johnson
over
here
probably
knows
this
answer
as
well
from
the
igr
presentations.
It's
our
understanding
that
this
state,
this
Aid,
is
treated
as
other
state
aides,
which
tend
to
come
in
different
increments,
I'm.
M
Sorry,
I'm,
not
remembering
the
months,
but
we
typically
would
get
half
of
it
in
the
in
the
next
six
months
and
then
the
other
half
in
the
following
six
months,
and
so,
generally
speaking,
my
understanding
of
this
and
again
we'll
come
back
and
get
you
a
more
fulsome
we'll
get
you
more
fulsome
answer
is
that
this
state
aid
can
be
used
for
retention
incentives,
which
is
what
this
is
being
discussed.
M
What
you're
discussing
today,
but
it
cannot
be
used
for
police
precincts,
was
my
understanding,
is
that
was
the
only
restriction
on
those
funds
at
this
point
in
time
and
I'll
look
over
to
council
member
Johnson
if
he
remembers
this
as
if
I'm
remembering
this
properly,
but
he
gave
me
a
thumbs
up
so
there
you
go
great.
C
Thank
you,
madam
chair
I.
I.
Just
can't
get
it
out
of
my
mind
that
we're
gonna
be
an
active
negotiation
with
the
doj
consent
decree.
We
have
the
mdhr
settlement
agreement
and
we
have
separating
out
the
bargaining
units,
let
alone
getting
to
a
federation
contract.
C
Those
all
seem
like
things
that
we
should
have
one,
because
a
component
of
this
presentation
is
about
expectations
and
making
sure
that
we're
compensating
per
the
expectation
and
having
that
be
in
alignment,
there's
a
lot
of
an
expectation,
uncertainty
and
it's
in
flux
and
I'm.
Just
feeling
like
this
has
a
little
bit
of
a
cart
before
the
horse.
We're
gonna
have
to
revisit
this
as
soon
as
all
of
those
other
items
are
settled
right.
Thank.
K
You
chair,
thank
you,
councilmember
I,
I,
don't
think
so.
I
I
do
think
it's
very
clear.
K
You
know,
particularly
if
you,
if
you
look
at
the
doj
record
and
if
you
look
at
any
consent
decree
in
general,
so
much
of
implementation
falls
on
supervision
and
increasing
responsibilities
for
supervisors
and
out
in
our
findings,
report
that
refer
to
unity
of
command
and
how
important
that
is.
I
I.
We
know
we
have
some
structural
issues
with
with
hierarchy
and
sort
of
how
you
know,
having
a
span
of
control
and
so
on
these
types
of
issues,
unity
of
command.
K
But
we
know
you
know
with
with
our
Command
Staff
our
members
who
are
appointed
and
are
not
represented.
We
know
you
know,
there's
just
so
much
Financial
incentives.
You
know
disincentives
for
people
to
be
willing
to
take
these
roles.
K
Yes,
there
is,
you
know,
from
from
the
perspective
of
our
members,
is
not
my
perspective,
because
I've
been
through
this
before
I
know
what
this
stuff
looks
like,
generally
as
it
plays
out,
but
for
our
members,
everybody's
kind
of
worried
about
what
does
this
stuff
mean
for
me
and
that's
where
all
the
unknown
is?
That's
why
people
are
afraid
of
you
know
these
positions,
I
think
in
general,
more
so
than
the
past,
because
they
know
you
know
there
will
be.
K
That's
where
that
that's
where
the
incentive
is
it's
from
the
perspective
of
individual
members
of
the
department,
you
know
kind
of
thinking
about
what
does
this
mean
for
me
and
and
their
calculations
about
whether
or
not
you
know
they
would
want
to
step
forward
and
to
try
to
advance
in
a
police
department
that
has,
we
do
have
Staffing
challenges,
but
but
in
one
that's
clearly
you
know
the
whole.
The
whole
world
is
looking
at,
you
know.
Are
we
going
to
be
able
to
get
this
reform
stuff
right,
yeah.
C
And
then
my
final
comment
is
the
mayor
often
says
we
need
to
pay
officers
more
and
we
need
to
fire
them
more
and
that's
for
me,
a
shorthand
of
setting
that
expectation
at
a
very
high
bar
and
holding
people
to
that
expectation.
C
My
I
don't
want
us
to
have
a
one-sided
version
of
this,
because
what
we've
seen
is
a
lot
of
attempts
at
raising
the
bar
and
compensating
accordingly,
but
I
have
not
seen
a
huge
pattern
of
us
holding
people
to
that
R
and
that
standard,
and
so
that's
the
thing
that
gives
me
a
little
bit
of
pause
about
this
of
I
want
to
see
a
demonstration
of
that
accountability.
Piece
around
that
expectation
that
we
are
we
are
holding
the
force
to.
K
Thank
you
chair.
Thank
you,
council.
Member
again,
I
would
just
say
that
we're
talking
about
the
Command
Staff,
we're
not
talking
about
the
rank
and
file
and
I,
know
my
expectations
and
how
urgently
I
expect
things
to
be
dealt
with
and
to
be
reported
to
me
are
different
from
what
people
here
have
expected
in
the
past,
so
I
know
I've
already
been
pushing
them
more
than
they
have
been
in
the
past
and
that's
without
even
implementing
the
requirements
of
any
of
these
agreements.
A
All
right,
thank
you
and
thank
you
to
miss
Odom
for
the
presentation
and
for
the
thorough
conversation
I
appreciate
it.
I
also,
too
want
to
thank
the
inspectors
who
are
in
Ward
11.
That's
inspector
Gomez's
inspector
Blackwell
and
I
I
really
couldn't
do
my
job
without
them.
So
I
appreciate
them
and
I
appreciate
all
the
kind
words
that
we
have
been
given,
but
also
the
balance
of
holding
everyone
accountable,
as
well
as
well
for
the
work
that
they
will
be
doing.
A
So
with
that
I
will
move
approval
for
item
number
two
may
I
have
a
second.
Is
there
any
further
discussion?
R
You,
madam
chair
I,
would
like
to
move
to
amend
item
two
with
approving
a
retention
incentive
of
sixty
five
hundred
dollars.
Minus
withholdings
for
sworn
appointed
employees
in
the
police
department,
excluding
the
chief
of
police,
sorry
Chief,
to
be
paid
in
the
first
pay
period
after
September,
30th
2023.
So
long
as
the
employee
remains
actively
employed,
full-time
and
available
for
scheduled
work
in
a
sworn
appointed
position
with
the
police
department
from
June
26
2023
through
September
30th
2023.
A
C
Thank
you,
madam
chair
director.
Odom.
Maybe
could
you
speak
to?
Did
you
work
with
council
member
viton?
This
was
just
part
of
the
compensation,
analysis
and
left
out,
or
what
is
the
source
of
this,
and
how
do
we
get
to
this
number.
A
K
Thank
you
chair.
This
is
something
that's
been
going
on
that
precedes
my
tenure
Year
many
conversations
and
literally
from
my
first
meetings
with
council
members.
This
is
an
extreme
concern.
Our
our
Command
Staff
has,
you
know,
has
hung
in
there
and-
and
you
know
stayed
through
with
this,
so
this
is
this
is
an
incentive
to
acknowledge
the
the
entirety
of
the
time
that
they
have
worked
through
this,
as
this
process
has
played
out.
C
E
Q
R
C
E
E
You
know
you
usually
want
like
a
turnover
about
10
percent,
so
all
of
the
turnover
numbers
are
certainly
are
higher
than
that
not
not
grossly
higher,
except
for
appointed
it's
appointeds
or
20,
but
10
12
15
or
you
know
a
little
bit
over
what
what
the
standard
is
expected
to
be,
which
is
10
so
yeah.
Do
you
feel
like
it's
working.
P
Thank
you,
chairkovsky
I,
guess,
I
have
a
question
for
the
interim
budget
director
and
our
director
of
HR
I,
don't
think
councilors
pain.
Question
was
answered,
did
counselor
Vita
work
with
our
staff
or
not
work
with
our?
There
was
a
question
asked
if
counselor
retail
worked
on
with
staff
on
this
budget.
Amendment
I
think
it's
practice
that
we
usually
work
with
the
staff
before
we
bring
things
forward
and
the
question
is
probably
yes
or
no
I'm
asking
our
HR
director
and
budget
director
Madam.
I
Y
members
of
the
budget
committee,
I
I,
wasn't
directly
involved
in
conversations
around
the
the
retention
incentive,
as
has
come
forward.
Thank.
P
You
my
question
is
I
want
to
know
like
the
impact,
how
much
money
this
is
going
to
cost.
The
budget
office
was
clearly
not
involved
in
Consulting
with
this.
So
just
if
the
budget
director
can
walk
us
through
how
much
is
going
to
cost
I
think
it's
important
for
us
to
understand
that.
P
I
So
chairkovski
members
of
the
budget
committee,
my
understanding
is
that
the
number
would
be
eleven
times.
Six
thousand
yes
yeah,
so
whatever
the
math
would
be,
I
wouldn't
be
able
to
do
it
in
my
head.
My
my
response
would
be
that
for
2023
again,
this
amount
would
we
would
have
planned,
for
this
amount
to
come
from
the
city's
cash
balance
for
any
amounts
that
would
be
payable
in
2024.
It
sounds
like
this
is
a
one-time
thing,
and
so
this
amount
also
you
plan
to
come
from
cash
balance
in
2024.
I
P
I
think
it's
questions
that
I'm
asked
when
I'm
trying
to
do
work
like
this.
If
I've
talked
to
budget
directors,
if
I
talk
to
our
departments
and
I
just
want
to
make
sure
that
when
we're
doing
this
work,
it's
being
enforced
equitably,
I
know
I've
reached
out
to
you
multiple
times,
multiple
times
budget
directed
when
I'm
working
on
similar
things.
Just
like
this
and
as
our
budget
director
staff
I
assume
that
you
were
involved
but
I
guess.
The
answer
to
that
was
a
no.
A
All
right,
thank
you
not
seeing
any
further
discussion.
The
crook
will
call
the
role
on
consumer
Vita's
motion
to
amend
number
two.
H
A
Motion
carries
and
we
will
return
to
the
original
motion
which
includes
now
the
change
to
Consumer,
Vita's,
emotion
and
I,
see
of
council
member
promisano
in
q.
S
Thank
you,
madam
chair
I'd,
like
to
propose
an
amendment
to
this
item
in
part,
three:
parallel
with
council
member
Vitas
exclusion
of
the
police
chief
in
this
new
item,
four
I'd
like
to
also
exclude
the
police
chief
from
item
number
three,
so
it
would
instead
read
approving
an
eight
percent
increase
to
the
salary
schedules
for
sworn
appointed
Police
Department
employees,
excluding
the
chief
of
police
in
accordance
with
the
adopted
Compensation
Plan
for
appointed
officials,
effective
July,
2nd
2023,
and
if
I
may
just
explain
that
briefly,
I
have
been
in
conversation
with
the
police
chief
on
this.
S
This
was
the
intention
was
to
it
was
to
increase
these
appointed
salaries,
but
the
police
chief
is
on
their
own
schedule.
So
this
is
just
making
things
consistent
with
the
intentions
as
per
the
leadership
staff
that
were
involved
and
again
I've
spoken
with
the
chief
on
this,
and
this
was
always
his
intention
as
well
so
I'd
like
to
make
that
Amendment
and
I
need
a
second.
B
A
A
A
Great
thank
you
for
that
heads
up.
Okay,
so
we
will
move
now
to
the
original
motion.
We
have
a
second
for
that.
Is
there
any
further
discussion,
except
for
we
would
like
to
separate
the
vote
so
maybe
or
I'll
get
some
guidance.
Q
C
B
C
C
H
H
C
O
A
Carries
and
seen,
and
no
further
business
before
us
and
without
objection
I
will
declare
this
meeting
adjourned.
We
do
have
the
committee
of
the
whole,
which
is
scheduled
directly
after
this
and
I,
will
give
us
five
minutes
in
between
here.
So
I
expect
that
everyone's
back
by
2
36..
Thank
you,
foreign.