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From YouTube: August 14, 2023 Audit Committee
Description
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A
A
B
A
You
let
the
record
reflect,
we
have
a
quorum.
I
do
want
to
mention
that
we
did
have
a
resignation
from
an
audit
Committee
Member,
Miss,
Sarah,
Renner
and
her
reason
for
resignation
is
because
she
has
been
hired
by
our
audit
department.
So
therefore,
it
would
not
be
appropriate
for
her
to
participate
in
these
meetings
anymore.
A
We
do
have
another
appointment
that
will
start
to
come
through
Council
and
I've,
communicated
that
to
my
Council
colleagues,
but
I
just
wanted
to
make
that
clear
for
audit
committee
members
and
for
the
public
that
we
have
another
one
in
process,
but
congratulations
to
Ms
Renner
for
and
we're
grateful
to
have
her
participation
in
another
way.
So,
colleagues,
our
agenda
is
before
us
may
I
have
a
motion
to
adopt
them.
A
C
D
A
Thank
you
all.
Those
in
favor,
please
signify
by
saying
I
I
opposed
that
carries
in
the
minutes,
are
accepted.
Next,
we'll
move
on
to
new
business.
Our
next
item
item
number
three
is
receiving
and
filing
an
update
report
from
the
HR
department
from
human
resources
on
actions
related
to
recommendations
from
the
2022
hiring
and
promotion
process,
audits,
I'll,
invite
director
Patrick
up
to
to
start
us
off
for
that
presentation,
and
it
was
a
big
one,
I'll
just
some
of
my
committee
members
weren't
here
at
the
time
it
was
a
big
one,
Mr
Patrick
thank.
E
You
chair
palmasano,
you
took
the
words
right
out
of
my
mouth,
this
audit
for
the
returning
audit
committee
members.
You
recall
our
December
presentation
and
blank
the
audit
that
we
worked
on
for
the
hiring
and
promotions
audit
for
the
new
Council
or
new
committee
members
that
reports
available
online,
if
you
haven't
seen
it
already.
But
what
we're
looking
at
here
is
our
first
report
back
on
the
audit
issues
resulting
from
that
report.
C
E
F
Good
morning,
chair
palmisano
members
of
the
audit
committee,
my
name
is
Deb
Kruger
I
am
currently
the
director
of
HR
business
operations
in
the
human
resources
department
and
was
heavily
involved
with
the
hiring
and
promotion
audit
back
in
my
former
role
was
when
I
was
responsible
for
hiring
in
processes
and
systems
at
the
city
with
me
today,
I
also
have
Rich
perocha
who's,
an
HR
Manager
in
Human
Resources
who's
taken
over
the
role
of
talent,
acquisition
and
he's
going
to
conduct
part
of
the
presentation,
as
well
as
the
chief
human
resource
officer,
Niki
Odom,
is
also
with
us
today.
F
F
I'm
going
to
start
off
with
a
little
bit
of
background,
a
very
high
level
of
the
audit
issues
that
were
identified
during
the
hiring
and
promotion
audit,
as
well
as
the
work
done
to
date
for
the
as
is
process
and
then
I'm,
going
to
turn
it
over
to
my
colleague,
Mr
perocha.
To
talk
about
the
2B
process,
we've
got
some
big
major
structural
rechanges
in
the
talent
acquisition
function
at
the
city.
That's
going
to
do
a
little
bit
of
pause
on
some
of
the
audit
issue,
remediation
efforts
as
we
restructure
the
talent
acquisition
unit.
F
Yeah
very
high
level
background
Human
Resources
requested
an
audit
of
our
hiring
and
promotion
process
here
at
the
city,
with
the
objective
of
examining
the
processing
controls
of
those
processes
to
ensure
that
they're
operating
efficiently
and
sufficiently
to
attract
and
retain
staff
at
the
city
gosh.
We
worked
for
nine
months
with
the
audit
team
very
closely
and
the
audit
report
was
completed
and
presented
to
the
audit
Committee
in
December
of
2022..
F
F
F
Issue
number
five
around
job
studies
and
classification
studies.
A
lot
of
those
issues
are
being
remediated
by
our
classifications
unit,
around
maintenance
of
maintenance
studies
of
jobs,
all
the
jobs
at
the
city.
F
Where
there's
an
annual
cycle
that
we
need
to
get
caught
up
on,
but
from
a
talent
acquisition
perspective,
it
was
around
understanding
and
having
a
policy
and
procedure
in
place
around
when
classification
needs
to
review
jobs
at
the
start
of
a
hiring
process
where
job
descriptions
are
changed
significantly
from
the
way
that
they're
written
in
the
classification
spec
issue
number
six
was
around
data
collection,
storage
and
information,
governance
that
data
practices
weren't
incorporated
into
policies
and
procedures.
F
Issue
number
seven
was
around
the
interview
process
again:
sort
of
this
lack
of
documented
policies,
procedures
and
expectations
of
Human
Resources,
as
well
as
training
to
make
sure
the
interview
experience
is
consistent
across
the
Enterprise
Issue
Number
Eight
is
an
issue
being
remediated
by
the
city
attorney's
office
and
not
by
HR
around
former
employee
back
pay.
F
So
when
collective
bargaining
agreements
that
are
have
expired
are
ratified
and
there
is
back
pay
how
that
back,
pay
is
handled
across
the
city
consistently
Issue
Number
Nine
is
communication
from
HR,
specifically
around
expectations
and
process
information,
not
clearly
understood
by
hiring
managers.
As
part
of
the
audit,
the
audit
team
did
do
a
very
significant
survey
of
400.
F
Hiring
managers
at
the
city
got
almost
200
responses,
and
so
a
lot
of
the
audit
issues
came
out
of
that
survey
of
our
hiring
managers
here
at
the
city,
Issue
Number
10,
around
candidate
communication,
around
understanding
the
roles
and
responsibilities
and
expectations
not
being
very
defined
around
who
is
responsible
for
candidate
communication.
Throughout
that
life
cycle
of
hiring
issue,
number
11
was
around
candidate
recruiting
and
making
sure
that
we
formally
integrate
the
recruitment
process
into
the
full
hiring
process.
F
Issue
number
12
is
around
training
very
having
very
clear
policies:
procedures,
expectations
around
required
training
both
for
our
HR
staff
and
our
hiring
managers
required
versus
optional
issue.
Number
13
around
Workforce
Development,
not
a
clear,
centralized
approach
to
Workforce
Development
opportunities
at
the
city,
such
as
Pathways
programs
and
apprenticeships,
and
that
is
being
again
addressed
and
mediated
through
a
different
area
in
Human
Resources,
with
our
diversity
de
eni
strategic
plan,
which
is
going
to
be
rolling
out
I'm
being
implemented
soon,
and
it's
that's
part
of
that.
F
F
I'm
going
to
I'm
going
to
take
you
through
the
work,
that's
been
done
to
date
in
terms
of
remediate
remediating.
Some
of
those
audit
issues
from
a
management
response
perspective.
The
first
audit
issue
that
we
really
dug
into
was
issue
number
one
around
policies
and
procedures.
You
know
when
the
audit
took
a
look
at
all
of
the
documents
that
HR
has.
We
have
a
lot
of
documented
process
and
procedure
guidelines.
F
Both
you
know
hard
paper
out
on
our
in
intranet.
It's
it's
sort
of
piecemeal,
though
you
know
we
sort
of
take
it
by
topics,
and
we
might
have
a
section
on
our
internet
for
how
to
conduct
an
interview
and
then
further
down
the
list.
You
might
have.
F
Oh
and
here's
sort
of
the
process
flow
and
so
they're
kind
of
chunked
out,
and
it's
it's
hard
to
get
a
full
picture
of
the
hiring
process
from
you
know:
Soup
To
Nuts,
and
so
we
began
with
addressing
this
issue
because
really
it's
it
was
the
foundation
for
remediating.
Many
of
the
other
audit
issues
in
our
objective
in
our
remediation
on
this
particular
issue,
was
creating
a
holistic
and
comprehensive
governance
document
for
supervisors
that
clearly
articulates
the
hiring
and
promotion
process.
F
So
we
hired
a
consultant
to
create
a
handbook
of
hiring
of
the
hiring
process
for
our
hiring
managers.
This
handbook
is
about
65
Pages,
very
dense,
but
takes
you
through
everything,
from
hiring
a
manager's
perspective
and
lens
and
what
they
can
expect,
what
the
rules
are,
how
to
how
to
how
to
go
through
the
process,
what
the
steps
are,
and
it
also
sets
forth.
You
know,
roles
and
responsibilities,
how
we
are
providing
oversight
and
monitoring
of
those
processes
and
then
talking
about
setting
out
the
the
rules
and
guidelines
for
records
retention
requirements.
F
We
do
have
a
final
draft
completed.
We
currently
have
it
in
stakeholder
review,
so
there
are
other
individuals
within
HR,
as
well
as
throughout
the
Enterprise
hiring
managers.
Taking
a
look
at
it
to
see
if
it's
clear,
unambiguous,
you
know
if
you
could
walk
through
that.
Basically
pick
up
the
65-page
document
and
say
I
understand
the
entire
hiring
process
in
my
role
in
it
and
what's
required
of
me,
and
then
we
hope
to
have
that
done
into
the
audit
team
for
validation
in
September.
F
F
At
the
city
background,
the
audio
Edition
number
three
around
background
check
policies
and
procedures
are
two
very
specific
management
responses
to
the
audit
issues
was
to
implement
a
secure
candidate
personally
identifiable
information
transmission
through
our
third
party
background
check
vendors
portal.
Up
until
then,
you
know
with
the
pandemic,
we
had
really
sort
of
had
to
switch
our
process
as
well.
Typically
when
candidates
before
the
pandemic,
all
of
our
interviews
were
in
person.
Candidates
came
in,
we
had
them
sign
a
consent
form
it
had
all
their
personally
identifiable
information
in
it.
F
It
stayed
with
HR
when
we
identified
a
candidate
to
move
forward
in
the
process.
We
used
that
to
create
our
profile
of
our
candidate,
and
our
third
party
background
check.
Vendors
portal
pandemic
hit
no
more
in-person
interviews.
We
were
emailing
transmission
back
and
forth.
Those
consent
forms
a
lot
of
very
personally
identifiable
information
in
there.
We
did
go
to
our
vendor
and
they
have
an
applicant
portal.
So
now
we
simply
send
an
email
to
the
candidate,
letting
them
know
that
a
profile
is
being
created.
F
It's
going
to
generate
an
email
to
them
with
a
link.
They
go
directly
into
the
vendors
portal
and
they
put
in
all
their
own
personal
information
and
that's
what
starts
off
the
background
check
process
it.
Just
that's.
The
documentation
simply
needs
to
go
through
the
audit
validation
process
to
close
that
issue,
and
then
the
second
issue
that
was
addressed
was
oh
and
with
that
is
the
update
to
the
process,
the
procedures,
all
of
the
candidate
information
that
goes
out
and
the
HR
requirements.
F
The
second
management
response
was
a
list
of
all
of
the
positions
at
the
City
of
Minneapolis
that
require
a
background
check
and
why
so
we're
creating
a
very
comprehensive
Matrix
of,
and
it's
not
by
position
it's
by
job
title.
So
we've
got
about
900
job
titles
at
the
city
and
the
Matrix
is
all
900
job
titles,
which
ones
require
a
background
check,
the
criteria
for
which
they
need,
one
which
ones
require
a
medical
exam,
physical
exam,
a
drug
and
alcohol
test
and
or
a
cannabis
test
moving
forward.
F
Probably
right
around
the
third
week
of
September
again
for
a
then
audit
validation,
Issue
Number
Four
was
around
medical
exams
in
the
pre-employment
drug
and
alcohol,
the
big
one
there
was
around,
though
we
do
do
medical
exam
sort
of
physical,
physical
exams
of
candidates
who
are
going
into
a
position
where
the
essential
function
of
that
position.
There
are
a
lot
of
physical
requirements
to
the
job.
F
We
didn't
really
have
a
policy
or
procedure
around
that,
so
we
have
created
that
it
is
incorporated
and
the
hiring
manager
handbook,
as
well
as
the
HR
procedure
guidelines
again,
that
is
part
of
the
stakeholder
review
and
then
audit
team
validation
as
part
of
the
hiring
manager
handbook
the
list
of
positions
requiring
a
medical
exam
and
why
the
criteria
for
why
it
needs
that
again,
is
part
of
that
big
Matrix,
that's
in
progress,
and
then
the
third
piece
is
updating
our
drug
and
alcohol
test
policy
and
procedures
that
is
on
hold
at
the
moment,
due
to
the
legalization
of
marijuana
effect
of
August
1st
and
the
city's
response
to
that.
F
In
the
meantime,
though,
the
drug
and
alcohol
testing
policy,
as
is,
has
been
updated
view
minor,
minor
changes
made,
which
again
can
be
validated
by
the
by
the
audit
team.
We
will
have
a
separate
policy
for
Cannabis
Testing
if
this,
if
the
city
goes
in,
that
direction,
issue
number
five
around
jobber
classification
studies
and
it
was
around.
How
do
we
ensure
that
the
job
duties,
responsibilities
and
minimum
qualifications
for
a
job
are
accurate
at
the
time
that
we
are
getting
ready
to
launch
a
hiring
process
and
open
a
vacancy
up
for
application?
F
The
criteria
for
when
there
are
significant
enough
changes
that
are
being
addressed
as
part
of
that
hiring
process
in
sort
of
the
intake
meeting
with
the
hiring
manager
that
is
included
in
the
hiring
manager's
handbook
around
at
what
point?
Is
it
a
significant
enough
change
that
the
classification
unit
needs
to
take
a
look
at
the
at
the
the
job
again
to
make
sure
that
it's
properly
classified.
F
Issue
number
seven:
around
the
interview
policy
procedures
and
training.
We
have
Incorporated,
it's
probably
10
pages
of
the
book.
It's
actually
quite
extensive,
Incorporated
policies,
procedures,
processes,
the
expectations
and
rules
that
HR
has
set
that'll
be
consistently
followed
across
the
organization.
Regarding
the
interview
process
at
the
department
level,
everything
from
you
know,
training
that
is
required
of
all
panel
members
before
they
sit
on
a
panel.
F
The
interview
process,
talking
about
the
number
of
interview
panel
members,
best
practices
in
terms
of
virtual
versus
in-person
interviews,
and
then
the
process
to
go
through
creating
the
interview
process
itself
in
terms
of
making
sure
that
they
are
interview.
Questions
are
Behavior,
based
on
competencies
that
the
city
has
adopted
with
scoring
guidelines
and
standard
rating
forms
across
the
board
and
then
also
the
requirements
of
HR
and
the
hiring
manager
for
the
storage
and
collection
of
interview,
notes
that
is
completed
and
Incorporated
in
the
hiring
manager.
F
Guideline,
our
handbook,
I'm,
sorry
and
then
HR
is
also
creating
an
interview.
Question
generator
tool.
It's
like
an
online
platform.
That's
going
to
be
implemented
by
early
September.
We
have.
We
have
an
urban
scholar
in
Human
Resources,
who
is
finishing
that
up
and
it
will
be
on
our
city.
Talk
intranet
page.
F
Audit
Number
issue
number
nine
hr's
communication
of
the
expectations
and
and
process
information
around
that,
where
HR
communicates
with
our
hiring
managers,
making
sure
that
we
have
clear
and
consistent
communication
with
our
hiring
managers.
Again,
we
do
have
the
hiring
manager
handbook,
which
is
really
that
full
comprehensive
guide
to
hiring
at
the
city
and
then
we've
also
created.
You
know,
65
pages
long,
there's
not
going
to
be
a
lot
of
appetite
for
scanning
through
a
65-page
document.
We've
also
created
sort
of
a
mini
guide.
F
So
it's
just
in
time
right
at
the
time
of
a
hiring
process.
It's
about
five
pages
long
and
it
takes
a
hiring
manager
through
each
of
the
Milestone
steps
in
the
hiring
process.
What
they
can
expect,
what
the
process
is
and
what
the
expectations
for
their
role
and
responsibility
is.
So
it's
a
it's
a
bit
more
of
a
quick
read.
F
Well,
they
will
go
into
a
a
meeting
with
the
hiring
manager
to
talk
about
planning
for
that
vacancy
and
how
we're
going
to
hire
for
it,
and
there
will
be
a
checklist
of
all
of
the
items
that
they
need
just
to
talk
through
with
the
hiring
manager
and
I
with
an
Associated
template
that
they're
they're
making
sure
that
they
are
documenting
what
has
been
agreed
upon
in
the
consensus
there
so
that
at
the
end
of
the
day,
then
they
can
email,
the
hiring
manager
and
say
Here's
the
recruiting
plan,
here's
the
length
of
an
eligibility
list,
here's
the
criteria
for
screening,
here's
the
screening
questions
we're
going
to
ask
the
supplemental
questions:
here's
how
we're
going
to
do
the
scoring
rubrics
here's
the
timeline
from
the
time
we're
going
to
open
the
application
until
then
anticipated
start
time.
F
So
it
will
have
all
of
that.
One
page
document
two-page
document
that'll
go
out
to
the
hiring
manager.
That
really
is
crystal
clear
on
on
everything
regarding
that
process,
so
that
they're
very
clear.
What's
going
to
happen
when
who's
going
to
be
responsible
rules
and
responsibilities,
oversight
and
monitoring,
issue
number
11
around
candidate,
recruiting
integrating
that
function
fully
into
the
interview
process
or
I'm
sorry
into
the
hiring
process.
F
In
the
past
you,
so
we
have
two
recruiters
at
the
city
whose
job
is
to
Source
candidates
and
it's
always
been
sort
of
a
one-off
function,
and
then
it
gets
incorporated
into
the
hiring
process
sort
of
as
needed,
and
it's
a
lot
of
it
is
going
to
have
to
do
it
change
very
significantly,
with
the
centralization
of
talent
acquisition
into
one
unit,
with
the
recruiters
and
sort
of
the
full
cycle
hiring
Specialists
together,
they
will
be
in
Mr
approach
and
we'll
discuss
this
in
a
little
bit
his
plan
to
integrate
it
fully
in,
but
currently
in
the
hiring
manager
handbook.
F
You
know
Word
of
Mouth
using
job
boards
that
they
are
members
of
that
they
get
a
discount
because
they're
members
and
and
following
up
with
their
networks
a
lot
of
times
that
one-on-one
is
one
of
the
best
sources
of
recruiting
candidates
for
your
role:
Issue
Number,
14,
around
candidate,
ranking
and
exams
the
policies
and
procedures
for
that
again
incorporated
into
the
hiring
manager
handbook
so
that
they
understand
that
every
candidate
has
to
be
assessed
and
given
a
score
based
on
whatever
assessment
method
is
best
for
that
position
and
how
that
score
relates
to
where
they
get
placed
on
the
eligible
list
of
candidates
that
get
sent
to
them,
because
then
that
really
impacts
their
their
interview.
F
Candidates
that
they're
going
to
bring
in
for
interview-
and
so
they
really
need
to
understand
that
very
closely
how
individuals
are
scored
right
and
ranked
so
that
is
completed
it's
in
the
hiring
manager
handbook.
We
walk
through
that
process.
The
expectations
it
is
not
an
option.
It
is
a
requirement
under
Civil
Service,
Commission
rules,
and
then
we
are
also.
We
have
also
trained
we've
done
about
three
training
sessions
with
our
RH
staff
to
make
sure
that
they
clearly
understand
those
requirements.
F
There
must
be
a
ranking
and
an
assessment
method,
and
then
the
assessment
methods
have
been
incorporated
into
that
hiring
manager,
planning
checklist
to
talk
about
what
that
method
is
Issue,
Number,
15,
around
layoff
and
eligible
lists,
making
sure
that
there's
a
consistent
utilization
and
clear
expectations
again
incorporated
into
the
hiring
manager
handbook.
So
that
is
completed.
We
discuss
in
depth
the
the
the
length
of
an
eligible
list.
F
Civil
Service
Commission
rules
allow
HR
to
dictate
how
long
an
eligible
list
of
candidates
is
good
for
and
the
candidates
can
continue
to
be
considered
for
other
vacancies
during
a
specific
length
of
time,
and
so
it's
a
well.
How
do
you
decide
how
long
it
is?
Is
it
two
months?
Is
it
six
months?
Is
it
two
years
who
decides?
F
How
do
you
decide,
and
so
we
have
sort
of
a
a
rubric
right
around
determining
to
think,
especially
in
today's
you
know
tight
labor
market,
how
you
go
around
dictating
how
long
a
list
can
be
used
and
when
what
some
alternatives
are
to
either
abolish
a
list.
Extend
a
list
do
do
things.
You
know
a
little
bit
differently
after
the
fact
if
needed,
but
there
are
options,
and
that
is
being
also
incorporated
into
the
hiring
manager
planning
checklist
so
that
we
have
Crystal
Clear
conversations
with
a
hiring
manager
around.
F
If
we
have
an
existing
list,
does
it
suit
the
needs?
When
can
we
go
and
create
a
new
list
and
then
also
sort
of
what
makes
sense
in
terms
of
the
length
of
Eligibility,
some
hiring
managers
provided
some
very
strong
feedback
that
they
weren't
consulted
and
wanted
to
have
some
input
on
that
audit
issue.
Number
17
is
around
appointed
position,
hiring
the
policies
and
procedures
for
that.
F
F
However,
we
do
have
a
hiring
a
guide
to
filling
appointed
positions
and
it
is
more
of
a
guideline
for
how
to
best
do
those
right
sort
of
the
best
practices
in
the
industry
and
that
has
been
updated.
I
think
it
was
last
updated
six
or
seven
years
ago,
and
now
we've
got
really
in
some
respects,
a
very
different
process.
Depending
on
how
high
level
the
appointed
position
is
so
with
the
change
in
the
government
structure.
F
A
lot
of
that
has
changed,
so
we
have
made
sure
that
we
are
following
today's
process
and
that
appointed
guide
that
is
done
again.
It's
in
stakeholder
review,
followed
by
the
audit
team
validation,
hopefully
in
September,
and
the
remaining
audit
issues
really
are
very
closely
aligned
because
I
didn't
hit
on
every
one
of
them,
they're
very
closely,
aligned
with
age
the
responsibilities
for
HR
staff
who
are
involved
in
the
hiring
and
promotion
process,
oversight,
monitoring.
F
Having
a
an
updated
sort
of
manual
procedure
manual
for
our
HR
staff,
the
reporting,
tracking
and
auditing
function,
data
collection
and
storage
retention
of
and
and
government
data,
and
what
that
means,
and
then
the
training
requirements
and
those
issues
are
going
to
be
addressed
and
remediated
in
conjunction
with
the
major
restructure
that
we
have
coming
up
in
human
resources
and
I'm,
going
to
turn
it
over
to
Mr
perocha.
To
talk
a
little
bit
about
that
process.
A
G
G
So
what
is
Talent
Acquisitions
I
know:
we've
been
talking
about
it.
A
lot
and
I
think
it's
important
I
explain
this
before
I
explain
how
this
division
will
address
the
HR
audit,
so
Human
Resources
is
home
to
a
myriad
of
disciplines.
We've
got
compensation,
you've
got
investigations
and
at
its
core
Talent
Acquisitions,
in
its
simplest
form,
is
the
Strategic
approach
to
Bringing
people
to
the
organization.
G
Our
goal
within
this
division
is
essentially
twofold.
The
first
is
to
provide
customer
service
to
our
departments
and
streamlining
our
processes
and
safeguarding
our
policies.
The
second
will
be
to
provide
candidates
experience
to
anyone
interested
working
here
and
then
preventing
disparate
treatment
throughout.
G
G
As
you
heard
throughout
Deb's
presentation,
there's
plenty
of
responsibility
for
the
talent
Acquisitions
Team
within
this
audit
I
do
want
to
make
it
clear
that
the
entirety
of
the
division
isn't
determined
yet
to
tackle
these,
but
we
will
be
spending
the
next
couple
of
days
to
do
that
and
we
spent
the
last
couple
of
weeks
since
this
promotion
discussing
the
correct
structure
to
ensure
a
smooth
transition
and
that
the
division
is
well
equipped
to
successfully
complete
the
recommendations.
The
goal
of
this
division
isn't
just
to
satisfy
the
requirements
of
this
audit
requirements.
G
It's
also
to
make
sure
that
HR
moving
forward
contributes
to
the
community.
In
terms
of
programs,
we
can
launch
whether
that's
providing
reviews
on
the
community
members
interview
skills,
resume
reviews
for
the
last
couple
of
years.
You
know:
we've
asked
the
community,
you
know
to
help
us
build
our
reputation
to
apply
for
our
jobs.
This
is
hr's
opportunity
to
give
back
to
the
city.
So
it's
not
just
us
asking
enough
of
them
we're
giving
something
back
to
the
communities
that
we
serve.
G
In
looking
at
the
outstanding
items,
I've
grouped
them
into
four
core
areas
that
need
to
be
addressed:
policies
and
procedures,
recruitment,
training
and
communication,
and
so
moving
forward.
I'll
be
using
this
audit
to
form
the
guard
rails
to
the
formation
of
the
division,
and
you
can
see
some
of
the
more
immediate
actions
that
I'll
be
taking,
whether
that's
bettering
our
Communications
to
our
community
and
candidates,
fostering
collaboration
with
our
internal
Partners,
to
ensure
compliance,
providing
standardization
to
our
policies
and
modernizing
our
Outreach
programs.
G
All
in
all,
this
will
be
a
phased
approach
to
the
creation
of
this
division.
As
with
over
20
departments,
there's
probably
over
20
ways
to
do
a
hiring
process,
so
I
have
set
an
internal
deadline
to
complete
the
first
of
a
four-phase
approach
by
mid-september.
This
is
all
to
ensure
that
the
formation
of
this
Division
and
completion
of
the
priority
requests
here
in
the
audit
team
will
be
complete
by
your
end,
with
the
goal
of
a
single
line
of
authority,
consistency
and
standardization
of
our
recruiting
and
hiring
practices.
D
There
we
go
thank
you,
chair,
Paul,
Lozano,
I,
actually
think
it's
questioned,
maybe
for
the
whole
presentation
or
and
I'm
going
to
be
just
be
bold
and
feel
like
I'm
asking
questions
that
are
dumb
because
I
don't
know
anything
about
this.
This
particular
department
at
the
city,
of
course,
or
really.
This
is
not
my
area
of
expertise
by
any
measure,
but
one
question:
I
have
especially
with
the
first
part
of
the
presentation
for
the
audit
items
that
are
rolling
out.
You
know
the
handbook
and
all
that
it
all
sounds
great.
D
But
how
will
you
know
if
what
you're
doing
is
successful
and
do
you
have
a
way
to
be
nimble
like
if
you
are
you
going
to
be
looking
at
like
turnaround
times
for
fulfilling
positions?
I
don't
know,
or
is
there
a
way
to
audit
of
hiring
managers
are
skipping
a
step
in
the
process.
What
what
do
you
know?
Do
you
have
a
vision
for
that
yet
or
I'm
just
curious.
G
Or
in
terms
of
success
for
the
handbook
itself
and
the
procedures
we
are
going
to
look
at
time
to
fill
and
how
long
that
it
takes
us
to
streamline
our
processes.
We'll
look
at
the
number
of
vacancies
we
have
throughout
the
city
to
see
whether
or
not
our
hiring
managers
are
doing
a
good
job
of
retaining
our
employees.
We've
seen
through
research
that
a
very
good
onboarding
process
is
key
to
retention
and
we'll
include
that
in
the
hiring
manual
as
well.
D
G
D
Okay,
that's
great,
and
then
do
you
have
a
sense
of
if
some
of
the
issues
that
have
been
identified
through
this
audit,
maybe
have
have
resulted
as
a
you
know,
have
been
a
barrier
to
people
applying
for
jobs
at
the
city.
I,
wonder
I,
don't
know
that
came
to
my
mind
and
is
that
something
that
was
discovered
in
the
auditor?
Is
there
no
way
to
know
that.
F
I
can
address
that.
You
know.
Hr
has
oh
gosh,
probably
since
I
think
it
was
in
2019
there
was
a
council
directive
about
removing
barriers
and
in
the
hiring
process
right.
So
that's
not
really
a
New
Concept
but
I.
Think
in
the
the
areas
in
which
it
has
been,
it
has
been
utilized
and
will
continue
to
be
elevated
and
utilized
is
and
looking
at.
You
know
those
job
descriptions
at
the
beginning
of
a
hiring
process
and
that's
where
our
classifications
comes
in
prior.
It
was
always
this
you
must
have
xyzf.
F
You
know
when
you're
hired
and
we've
really
questioned
and
challenged
hiring
managers
around.
Why
is
this
required
day?
One?
Can
we
assist
people
in
getting
this
license
the
certification,
this
skill
right?
What's
trainable,
what
do
you
need
to
have
day
one,
and
so
many
of
our
hiring
processes
have
changed
in
terms
of
looking
at
that
and
really
questioning?
What
do
you
need
day?
F
One
versus
what
can
we
help
you
get
right:
we've
created
Pathways
programs
for
I'm
sort
of
hard
to
fill
positions,
bringing
folks
in
and
and
getting
them
skilled
up,
so
that
they
can
go
into
that
into
that
full
role.
I
think
other
ways
that
we're
looking
at
at
reducing
that
area
I
mean
there's
been
barriers,
I
think
just
from
miscommunication
around
you
know,
I
have
I,
have
a
criminal
conviction.
What
does
that
mean
right
and
that
we
follow
State
Statute?
It's
a
case-by-case
review.
F
You
know
as
a
as
a
felon
friendly
organization.
We
really
take
a
very
strong
look
at
sort
of
the
second
chance
programs
right
where
we
can
and
that
there
isn't
high
risk
to
the
city
everything
to
going
out
in
the
community
having
information
sessions,
helping
people
you
know,
Mr
Proto
spoke
a
little
bit
about
his
one.
One
expectation
to
have
he
has
of
his
recruiters
is
to
go
out
in
the
community
and
hold
information
sessions.
And
how
do
you
fill
out
a
great
application
right
so
really
elevate?
F
Your
skill
sets
doing
mock
interviews
that
can
be
very
stressful,
right
and
intimate
intimidating
for
folks
really
addressing
things
like
what
are
your
transferable
skill
sets?
It
may
not
be
perfect,
but
it's
absolutely
transferable,
so
I
think
those
are
some
of
the
efforts.
I
think
some
things
that
we
will
see
through
I
know.
You
talked
a
little
bit
about
what
or
asked
the
question
around.
F
What
can
you
expect
to
see?
I
mean
the
nice
thing
with
centralizing
Talent
acquisition
before
it
had
been
dispersed
among
eight
different
teams,
all
with
different
supervisors,
really
all
having
sort
of
you
know
they
kind
of
start
doing
things
their
own
way
right.
This
is
one
central
line
of
authority
consistency.
They
all
report
into
one
supervisor
and
and
one
director,
one
manager,
so
there's
a
consistent
line
of
sight
and
consistency
and
processes.
F
Thinking
outside
of
the
box
consistently
thinking
about
how
we,
how
we
recruit
you
know,
sort
of
a
non-traditional
candidates
into
the
city
and
a
really
strong
oversight
monitoring
in
real
time.
You
know
before
you
can
move
to
this
process
this.
This
checkbox
needs
to
be
tracked
by
someone
and
monitored
by
someone.
F
Everything
looks
good,
keep
moving
forward,
and
then
we
have
a
lot
of
metrics
for
key
success
in
HR,
which
I'm
sure
will
be
bolstered
a
little
bit
and
changed,
maybe
a
little
bit
with
the
new
Talent
acquisition
unit,
everything
from
dropping
decreasing
the
number
of
days
to
fill
a
vacant
position
over
the
pandemic.
You
know
hiring
at
the
city
has
increased
by
32
percent.
Well,
our
vacancy
rate,
you
know
turnover
is,
is
pretty
good,
pretty
great
at
the
city,
and
so
the
hiring
needs
and
demands
have
increased
significantly.
F
At
the
same
time,
our
applicant
Pro
pool
numbers
were
dropping
by
about
28
we're
starting
to
see
that
come
back
up
a
little
bit
so
really
doing
targeted,
aggressive,
proactive
sourcing
of
candidates
is
really
important,
we're
also
going
through
a
recruitment
and
marketing
campaign.
At
this
moment,
we've
got
a
vendor
a
consultant
coming
in
to
help
us
again
think
about
our
employment
brand,
who
we
are
as
an
employer.
F
We
look
at
it
every
day
making
sure
that
candidates
as
soon
as
we
have
a
diverse
group
of
candidates
that
they're
also
moving
through
the
whole
hiring
process
to
make
it
before
a
hiring
manager.
You
know
at
an
equal
rate
right,
so
we
continue
that
diverse
candidate
pool
through
potentially
an
interview
process,
all
the
way
to
higher
we've
seen
The
Hires
we've
seen
a
big
decrease,
a
big
increase
in
the
diversity
of
our
applicant
pools
over
the
last
number
of
years.
Every
year
it
continues
to
go
up
as
do
The
Hires.
F
The
diversity
of
our
hires
go
up
two
to
four
percent
every
year.
Well,.
C
Thank
you
and
I'm,
not
sure
who
will
be
best
positioned
to
answer
this
question,
but,
first
of
all
thank
you
for
all
the
work
that
you've
clearly
done.
It's
really
impressive
I
had
a
question
around
kind
of
looking
forward
with
the
hiring
manager
handbook
as
changes
are
made
so,
for
example,
with
the
talent
acquisition
restructure.
What
is
the
plan
for
kind
of
incorporating
those
changes
and
then
communicating
them
out
so
that
as
procedures
and
policies
change,
everybody
is
aware
of
the
the
changed
policies
and
procedures.
G
So
now
that
we
know
that
the
hiring
manager
guide
is
underway,
I've
been
in
discussions
with
a
lot
of
the
department.
Heads
sort
of
you
know
speaking
to
them
about
what
changes
to
expect
what
their
feedback
is
on
it
again.
At
the
end
of
the
day,
we
are
a
collaborative
Department.
A
lot
of
our
responsibilities
are
derived
from
that
shared
power,
and
so
we
will
be
working
with
them
to
do
it
before
we
make
a
more
you
know.
A
E
I
want
to
thank
our
HR
partners
for
all
the
hard
work.
They've
done.
Audits
are
valuable
in
exposing
issues
that
may
create
risk,
but
they're
only
as
valuable
as
the
cooperation
we
get
on.
Closing
those
issues
and
actually
remediating
the
risk
and
I
know.
This
has
been
a
massive
amount
of
work
and
a
time
with
a
lot
of
flux.
So
to
see
all
this
great
progress
really
does
it's
very
meaningful
for
our
work
and
our
team
who
worked
hard
on
the
audit.
So
thank
you
again
to
our
HR
Partners,
it's
very
great,
to
see.
A
I
know
that
when
we
for
when
I
first
met
with
director
Odom
and
then
I
met
with
councilman
murkowski
and
director
Odom
to
really
say
well,
here's
a
road
map
to
get
into
your
new
job.
You
know
to
really
start
and
I'm
very
appreciative
of
of
some
of
the
other
senior
leadership
in
HR
digging
in
and
really
working
through
this.
A
You
know
every
Staffing
isn't
easy
these
days,
Staffing
is
particularly
challenging
and
every
Enterprise
has
gaps
and,
and
that's
not
to
excuse
the
gaps
that
we've
had
in
our
HR
department
for
a
very
long
time.
Fixing
these
things
isn't
easy.
I
hope.
The
message
that
this
sends
to
people
that
are
interested
in
seeking
a
job
in
government
is
that
we
are
evolving.
We
are
evolving
and
and
working
to
get
better.
A
I
know
that
it
has
been
particularly
frustrating
the
hiring
process
from
the
end
of
of
a
number
of
different
departments
in
the
city
Enterprise.
It
shouldn't
be
that
way.
We
really
should
have
a
careful
lens
at
at
getting
in
some
really
great
people
to
serve
our
cities.
Residents.
Do
any
of
my
colleagues
have
anything
else.
They
want
to
add
or
expound
on,
or
ask
questions
all
right,
I'm,
not
seeing
any.
Thank
you
for
that
presentation
again.
I'll
ask
the
clerk
to
receive
and
file
this
report.
E
H
H
So
this
one
they
have
completed
the
review
and
we're
working
with
the
it
management
to
work
on
those
management
action
plans
because,
based
on
the
type
of
like
potential
vulnerabilities
that
has
been
identified
in
those
reports,
I'm
not
here
to
discuss
those
issues
in
detail.
But
we'll
update
you
once
those
management
action
plans
has
been
worked
on
in
future.
H
So
the
next
one
is
revenue
and
collection.
Are
it
phase
one
and
the
objective
of
the
r?
It
is
to
review
the
design
and
effectiveness
of
controls
around
City
revenue
and
collection
process,
so
basically
we're
looking
at
centralized
and
decentralized
location
where
we
collect
cash
and
Revenue
and
looking
at
that
process,
and
we
are
at
the
field,
work
phase,
we're
still
talking
to
them-
processing,
walkthroughs
and
conducting
examining
like
a
detailed
testing
as
well.
So
so
this
should
be
ready
for
the
reporting
in
the
next
art
committee
meeting
and.
A
H
And
and
the
next
one
is
the
facilities,
maintenance,
audit
and,
in
this
audit,
we'll
be
reviewing
the
Effectiveness
and
efficiency
of
controls
around
the
city's
facilities,
maintenance
and
repairs.
So
we
are
still
in
the
planning
phase
where
this
audit
and
we're
meeting
with
all
the
facility
management,
as
well
as
Finance
team,
to
come
up
with
the
scope
and
what
exactly
we
could
look
up
all
the
various
facility
processes
as
well.
H
Be
it
like
a
deciding
how
the
maintenance
and
repairs
are
conducted,
how
the
intake
process
of
those
as
well
as
how
do
they
differentiate
between
when
it
comes
like
a
capital
project,
whether
regular
maintains
and
repair
so
we're
looking.
It
has
a
scope,
entire
those
process,
but
still
in
planning
phase
for
now,.
H
So,
in
this
consultation,
we're
reviewing
the
contracts
and
the
nature
of
the
relationship,
the
city
and
mecc
have
with
the
other
agencies
and
parties
regarding
the
mecc
system
to
ensure
third-party
access
does
not
increase
the
likelihood
of
cyber
security
incidents
so
primarily
for
the
other
non-governmental
agencies.
We're
working
with
Hennepin
County,
Healthcare,
Systems
Minneapolis
parking
Recreation
board,
as
well
as
a
University
City
of
Minneapolis.
H
So
for
that
consultation,
we're
in
a
field
work
phase
right
now,
so
basically
we're
looking
at
all
the
list
of
all
the
contracts
that
we
have
with
them
and
how
are
we
gonna,
managing
and
maintaining
those
contracts?
What
are
the
financial
aspect
of
those
impact
of
those
contracts
as
well,
and
whether
all
those
contracts
have
like
a
it's
a
specific
like
a
standard
terms
and
conditions
so
that
we
can
cover
the
risk
as
a
part
of
City
of
Minneapolis
as
well,
so
that
one
is
in
field
work,
phase
right
now
and.
A
I
just
want
to
point
out
for
my
colleagues
and
for
the
public
that
when
we
say
mecc
we
mean
our
9-1-1
Center.
We
mean
how
our
911
Center
rolls
over
when
it
needs
to
roll
over
how
we
articulate
with
other
911
centers
the
status
of
all
of
those
agreements
and
everything
else.
It's
a
really
important
audit.
So
thank
you
for
digging
into
that.
H
And
the
next
one
is
the
consultation
in
a
project
as
well,
so
it
is
with
the
neighborhood
safety
departmental
risk
assessment,
so
we
are
working
with
a
neighborhood
safety
in
establishing
and
conducting
a
departmental
risk
assessment
activity
that
identifies
evaluates
and
responds
to
their
risk.
So
in
the
past
we
worked
with
that
two
interim
directors,
but
at
that
point
it
was
decided
that
maybe
we
should
wait
for
a
permanent
director
to
come
and
join
the
city,
and
then
we
can
start
restart
the
process
again.
H
So
now
they
have
the
permanent
director
and
we're
just
giving
her
a
chance
to
come
up.
You
know
the
speed
regarding
the
process
and
the
department
and
we're
planning
to
meet
with
her
in
early
September
to
start
the
process
as
well.
So
it's
in
planning
phase
as
well.
H
Moving
on
to
the
next
R8
we're
working
on
the
property
and
evidence,
are
it
to
review
and
review
the
processes
and
controls
around
property
and
evidence
to
ensure
their
operating
effectively
and
right
now
we're
just
started
meeting
with
all
the
key
leaders
in
that
department,
and
so
it's
still
in
a
planning
phase.
Right
now,.
D
H
H
And
the
next
one
is
the
Minneapolis
Police
Department
biennial
body,
worn
camera
and
automated
License
Plate
Reader
audit.
So
for
this
audit
we
engaged
again
our
outside
consultant
called
wild
car
Corporation.
So
basically
they
will
test
the
mpd's
compliance
with
the
state
law
regarding
the
body,
worn
cameras
and
automated
license
plate
readers
and
the
plan
is
to
complete
that
audit
and
come
up
with
the
report
by
next
order.
H
H
All
right,
thank
you.
So
there
are
like
four
open
investigations
going
on
right
now
and
due
to
the
nature
of
the
investigation,
I
can't
talk
in
detail
about
those
cases,
but
so
I
just
wanted
to
talk
regarding
that,
like
a
regular
process,
so
anytime
we
identify,
there
is
a
potential
loss
to
the
city.
We
work
with
the
finance
team
to
invoice
and
the
people
and
try
to
recoup
those
the
loss
as
well,
so
we're
in
that
process
for
these
for
open
investigations
as
well.
So
it's
ongoing
right
now.
H
And
moving
on
to
the
prior
audit
issue,
so
we
have
right
now
total
like
open
our
25
audit
issues
and
also
11
audit
issues
that
are
overdue
and
for
like
two
of
the
audit
issues,
we
have
already
received
the
report
from
the
management,
but
we
still
haven't
have
able
to
validate
those
documents.
So
in
total
we
have
38
issues
that
needs
to
be
addressed
and
half
of
which
is
related
to
one
audit
report.
Basically,.
H
And
these
are
the
audit
reports
with
like
non-closed
audit
issues
like
I
said,
so
we
have
like
right
now.
Seven
reports
here
in
detail.
I,
don't
know
if
you
have
any
questions
related
to
those
audits,
I'll
be
happy
to
answer.
I
H
Normally,
from
my
experience
so
far,
we
are
pretty
good
at
resolving
those
like
open
items
but,
like
I
said,
like
19
of
those
are
any
stamming
out
of
like
one
project
and
so
last,
starting
when
we
compared
from
the
last
audit
committee
meeting,
we
just
were
able
to
close
out
one
audit
issue,
but
from
my
experience
and
knowledge
like
we're
pretty
good
in
resolving
those
audit
open
issues
on
timely
basis,
but
it
just
depends
on
like
what
kind
of
issues
there
are.
So
there
might
be
some.
H
You
know
barriers
to
to
close
those
audit
issues,
but
in
general
the
City
of
Minneapolis
management
is
pretty
good
at
working
on
it.
Those
and
resolving
those
issues.
A
Director
Patrick:
did
you
want
to
open
anymore,
I
will
say
for
my
Committee
Member.
We
didn't
used
to
track
these
publicly
the
open
audit
issues.
It
was
just
audit
issues
and
then
you
know
it
was
kind
of
unknown
what
would
go
on
with
them
afterwards,
I
really
like
that,
we
started
a
practice
based
on
Committee
Member
Fisher
to
to
keep
these
in
front
of
us
and
to
make
sure
they're
getting
ticked
off
at
the
end
of
the
day.
Director
Patrick
did
you
want
to
yeah.
E
I
can
just
holistically
I'd
agree
with
director
Podium,
then
that
we
are
good
at
closing
audit
issues.
We've
had
up
to
I,
think
45
and
then
closed
a
bunch.
Then
we
complete
a
bunch
of
reports
and
it
grows
again.
Some
of
the
stuff,
like
the
older
audits,
require
either
it
assistance
so
working
with
a
contractor
to
close
them
because
it
deals
with
you
know:
cyber
security
issues
that
were
not
necessarily
competent
in-house
to
analyze.
E
Others
require
a
pretty
large
policy
changes
that
impact
the
Enterprise.
If
there's
an
Enterprise
policy
change
required,
that's
an
action
of
counsel
to
address
so
that
can
take
a
lot
longer
than
than
other
things
to
close
and
then
other
things
were
impacted
by
covid
and
restructuring
like
our
police.
Off-Duty
audit
might
be
more
appropriate
to
re-perform
some
of
the
testing
because
of
a
lot
of
the
changes
that
happen
between
covid
and
mass
resignations
and
PTSD
their
Workforce
structuring
change.
E
So
there
are
some
unique
issues
in
here,
but
I
think,
based
on
a
presentation
from
HR
and
and
some
other
stuff,
we
have
coming
up.
You'd
see
a
bunch
of
those
drop
off,
but
I
I'd
say
this
is
fairly
typical.
Just
ebb
and
flow
of
audit
reports
that
are
coming
out
of
our
department
can
shoot
those
through
the
roof
and
then
all
of
a
sudden,
a
bunch
strap
off.
C
You
wondering
if
you
can
speak
to
just
generally
the
the
pems
I.T
security
audit
from
2019
and
like
kind
of
where
that
is,
since
it
has
been
quite
some
time
now,
yeah.
E
That
I
thank
you,
Committee,
Member,
Singleton
or
vice
chair,
Singleton,
I.
Suppose
the
pims
audit
was
conducted
by
a
vendor.
It
had
two
audit
issues
open
those
are
non-public
issues.
That's
why
you
don't
hear
much
information
about.
What's
in
them,
I
can
say
that
the
the
department
has
stated
that
they've
resolved
the
issues,
but
that
gets
into
a
level
of
I.T
specialization.
That
kind
of
requires
us
to
use
our
vendor
and
that's
something
we
have
going
on.
E
Currently,
the
vendor
is
validating
what
they
provided
for
those,
but
it's
part
of
been
the
sticking
point
both
that
they're,
not
in
public,
so
we
can't
describe
anything
about
them,
but
also
the
yeah.
The
need
for
someone
who
understands
I.T
jargon.
E
That's
a
good
deal
so
next
because
we
have
a
new
division
in
the
city,
otters
office.
The
policy
and
research
Division
I
wanted
to
provide
a
brief
update
on
the
activities
of
that
and
to
do
that.
I
have
our
senior
manager
from
the
policy
and
research
division,
Andrew
Hawkins,
who
will
give
a
brief
update
on
work
and
flight?
There.
J
Good
morning,
chair,
palmisano
members
of
the
committee
I'm
here
to
present
an
update
on
the
policy
and
research
division.
Although
a
majority
of
the
work
of
this
division
is
going
to
be
facing
towards
Council,
we
felt
it
was
important
to
maintain
the
relationship
with
this
group
to
have
the
opportunity
to
come,
come
forward
and
kind
of,
let
you
know
what
we're
up
to
what
we're
doing
you
know
and
make
sure
that
you
know
you
can
kind
of
see.
J
As
you
know,
the
build
out
of
this
division
continues
to
evolve
so
with
that
I'll
jump
into
it
as
it
currently
stands.
I
actually
just
recently
presented
our
second
completed
report,
which
was
on
law
enforcement
consent
decree
impact
analysis.
This
this
report
looked
at
three
different
cities
in
Baltimore,
Seattle
and
New
Orleans.
The
idea
behind
this,
as
well
as
the
second
one
I'm
going
to
talk
about,
was
to
essentially
provide
council
members
an
opportunity
to
see
how
other
cities
have
handled
the
consent.
J
Decrees,
how
they
have
allocated
spending,
how
they've
allocated
law
enforcement
resources.
What
potential
issues
may
have
been
encountered,
as
they
kind
of
navigated
through
the
process,
in
order
for
council
members
to
be
in
a
good,
a
better
place,
I
think
to
be
able
to
evaluate
what
might
come
forward
budget
wise
or
request
Wise
from
the
administration
as
the
City
of
Minneapolis
kind
of
enters
into
it's,
both
a
settlement
agreement
with
the
state
and
the
impending
consent
decree
with
the
Department
of
Justice,
the
other
one
that
we
did.
J
We
actually
have
that
has
not
been
presented
yet,
but
it
was
entered
into
the
I
mean
it's
available
on
Limbs
and
everybody
can
see
it
through
the
link.
It
was
just
a
national
landscape
of
legislative
oversight
and
operations.
Functions
for
this
one
I
believe
we
looked
at
I
want
to
say
12
or
like
10
or
12
cities.
J
It
was
that
would
a
larger,
a
larger
pool,
and
with
this
one,
what
we
did
was
we
broke
it
down
into
legislative
oversight
and
legislative
operations
with
the
idea
of
sort
of
again
kind
of
you
know
bringing
forward
some
of
these
examples
that
already
exist
for
municipalities
around
the
country.
J
In
order
for
us
to
determine
as
we're
kind
of
building
out
our
own
functions,
not
only
within
you
know
our
our
side,
I
think
you
know
with
audit,
but
I
know
they
know
the
city
clerk,
you
know,
has
functions
that
were
part
of
this.
J
The
city
council
has
functions
that
were
part
of
this
just
to
see
if
there
were
any
Trends
or
best
practices
that
could
be
pulled
out
of
the
data
had
been
jumping
forward
here
into
our
current
projects,
one
of
the
ones
that's
ongoing
right
now
we
have
a
workforce
management,
a
tracking
reconciliation
we've
actually
been
able
to
engage
with
our
some
of
our
HR
colleagues,
who
were
just
here
previously.
The
idea
behind
this.
J
It's
stem
from
a
council
directive
which
now
there's
a
and
it's
kind
of
been
modified
and
there's
a
some
reporting
back
to
the
budget,
Committee
of
Council
on
kind
of
ft,
ft's
and
changes.
There
were
some
issues
it
was
sort
of
in
some,
like
other
work,
that
we
were
doing
with
them.
J
You
know
that
there's
a
better
way
to
do
this,
to
ensure
that
when
you're
pulling
something
from
one
group
versus
another
group,
you're
getting
consistent
data
and
you're
not
going
to
you
know
like
talk
to
finance
and
get
one
number
talk
to
HR
get
another
number
talk
to
the
department
and
get
a
third
number,
because
that
was
actually
what
we
noticed
that
led
to
this
work
and
then
the
other
ongoing
piece
is
just
the
policy
and
research
on
process
development,
and
so
with
this
again
there's
the
operations
manual,
which
is
kind
of
contains
the
other
two
that
are
listed.
J
One
of
these
is
kind
of
mapping
out
the
process
so
that
people
understand
when
they
engage
with
our
group.
What
does
that
process?
Look
like
what
are
the
points
at
which
council
members
can
engage
policy
and
research
and
then
I
think
the
you
know.
The
second
piece
is
kind
of
what
are
the
available
services
and
tools.
So
when
people
engage
with
us,
you
know
they
kind
of
to
help
them
figure
out.
You
know
what
can
you
you
know?
What
can
I
ask
for?
What
can
you
do?
J
I
think
the
bigger
one
is
you
know?
What
can
you
do
at
certain
points?
You
know
absence
something
going
before
the
whole
like
Council,
to
be
approved.
As
you
know,
as
is
what
happened
with
our
larger
reports,
I
mean
that
could
be
something
as
simple
as
just
a
you
know,
consultation
of
all
policy
briefing,
but
we
want
to
make
sure
that
that
is
mapped
out
available
through
the
website
to
everybody
just
so
that
we
can
operate
in
a
transparent,
Manner
and
ensure
that,
regardless
of
who's,
engaging
with
us,
what
the
topic
is.
J
You
know
that
we're
doing
everything
in
a
very
consistent
and
transparent
process.
So
yeah
with
that
I
mean
again
I.
You
know
I
try
to
keep
it
short,
but
it's
it's
been
incredibly
rewarding
to
kind
of
see
this
work
build
out
and
have
the
opportunity
to
you
know
get
to.
You
know
I
think
get
our
hands
on
such
a
wide
range
of
topics,
and
you
know
ensure
that
we're
providing
information
as
able
to
the
council
and
I'm
excited
to
see
this
continue
to
develop,
but
I'm
happy
to
answer
any
questions.
E
That
concludes
our
presentation
for
today,
I'd
like
to
thank
the
team
for
all
their
hard
work.
We,
if
you
notice
during
the
slides,
we
have
a
lot
of
projects
going,
and
that
is
largely
due
to
the
fact
that
our
team
has
grown
so
much.
A
Thank
you.
Seeing
no
further
questions
from
committee
members
I'll
ask
the
clerk
to
please
receive
and
file
this
report.
The
next
item
on
our
agenda
is
announcements.
Are
there
any
announcements?
A
I
will
mention
that
our
next
meeting
needed
to
be
rescheduled
so
from
October
30th
to
October
11th
this
year,
so
starting
at
10
A.M
as
usual,
but
we're
moving
that
future
meeting
around
to
accommodate
some
of
our
audit
team
members
needs
so
that
we
have
everybody
here
to
do
the
presentations
that
have
been
doing
the
work.
So
thank
you
for
being
accommodating
to
that.
Seeing
no
further
business
before
us,
then,
and
without
objection
I,
will
declare
this
meeting
adjourned.
Thank
you.
Everybody.
Thank
you
for
coming.