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From YouTube: April 24, 2023 Audit Committee
Description
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A
B
A
Those
in
favor,
please
say
I
I.
Those
opposed
that
carries
in
the
agenda
is
adopted.
Next,
we
have
acceptance
of
the
minutes
from
our
regular
meeting
of
February
6
2023
may
I
have
a
motion
to
accept
those
minutes.
Second,
all
those
in
favor,
please
signify
by
saying
aye
aye
aye.
Those
opposed
that
carries
in
the
minutes
are
accepted.
Next,
we'll
move
on
to
new
business,
we'll
start
with
the
staff
presentation
for
the
2023
Enterprise
risk
assessment,
which
we've
been
hearing
about
for
a
while
now
welcome
director
Patrick.
D
Thank
you,
chair
Paul
massano
committee
members.
Today,
you
will
have
two
presentations
in
front
of
you
on
the
risk
assessments.
One
is
the
traditional
Enterprise
risk
assessment.
We
conduct
every
year
to
help
build
our
audit
plan
and
the
second
is
the
community.
Safety
focused
risk
assessment.
These
will
be
the
primary
presentations
today.
There's
a
lot
of
material
there,
but
they
they
create
the
underlying
force.
That
is,
the
audit
plan
for
the
coming
year,
decided
to
split
those
into
two,
and
we
will
have
a
variety
of
presenters
coming
up.
D
We
are
required
to
use
independent,
objective
assessment
of
governance,
risk
management
and
control
processes
to
evaluate
how
the
city
is
functioning,
identify
those
areas
where
there
is
significant
underlying
risk
and
that
will
allow
us
to
efficiently
declare
audit
resources
to
those
areas
most
deserving.
D
We
use
the
framework
established
by
the
inter
Institute
of
internal
Auditors,
their
professional
practices
framework
to
do
our
risk
assessment.
We're
con,
considering
all
these
key
controls
in
various
important
areas.
As
we
go
about
conducting
interviews
surveys,
industry,
research,
National,
Trends,
discussions
with
you
know:
audit
staff
around
the
country,
so
we
try
and
take
in
a
very
broad
array
of
information,
apply
the
framework
to
it
to
determine
what
areas
we
we
think
are
are
in
most
need
of
audit
attention.
D
So
all
City
of
Minneapolis
programs
are
included
in
this.
That
includes
the
Park
and
Recreation
board
and
their
programs.
We
consider
the
budget.
Obviously,
if
there's
a
high
dollar
amount
associated
with
an
activity,
then
then
there's
some
significant
risk
there.
The
nature
of
the
activity,
though
I
think
in
the
government
sector,
is
really
one
of
the
most
important
factors
is
what
we're
doing
carrying
a
huge
amount
of
inherent
risk.
If
so,
even
if
it
were
a
smaller
dollar
amount,
it
does
Merit
audit
attention.
D
D
We
rate
risk
in
terms
of
likelihoods
severity
and
velocity
so
likelihood.
That's
is
how
common
would
an
event
be.
That
would
would
present
the
risk
situation
and
cause
cause
some
issues
the
severity.
If
something
goes
wrong,
how
significant
would
it
be?
How
disruptive
would
it
be
to
the
city,
Enterprise
and
velocity?
How
quickly
is
something
changing?
You
know
you
think
about
velocity
in
the
context
of
the
I.T
sector,
things
are
changing
rapidly
overnight
in
terms
of
risk.
D
It
programs
things
that
we're
doing
versus
other
activities
with
the
city
that
are
more
stable
and
don't
change
much
over
time.
Velocity
can
create
a
bigger
risk
event
when,
when
things
are
changing
that
quickly,
we
consider
mitigation
efforts,
so
thinking
about
perhaps
like
Finance,
for
example,
has
its
own
risk
and
controls
team
working
in
it.
So
that's
a
mitigation
effort
that
they
use
internally
to
address
risk.
D
We
consider
those
in
in
how
we
deploy
our
audit
resources
as
they
do
reduce
some
of
the
inherent
risk
to
their
their
function
and
just
to
be
clear,
the
goal
we
can
never
eliminate
risk
in
its
entirety,
that's
not
possible,
and
nor
would
we
necessarily
want
to,
because
they're
with
risk
comes
opportunity.
You
can't
be
necessarily
safe
in
doing
the
same
thing.
Over
and
over
again,
we
want
to
make
sure
those
opportunities
are
there.
D
D
E
Fair
palmisano
committee
members
discuss
a
little
bit
about
risk
management.
The
process
and
Enterprise
risk
management.
E
Auditors
are
uniquely
positioned
to
serve
as
risk
Specialists
on
each
engagement
to
help
management,
identify
risks
and
approaches
to
strengthening
the
control
environment.
However,
internal
audit
serves
as
a
third
line
of
defense
and
that
it
provides
independent
and
objective
assurance
and
advice
on
the
adequacy
and
effectiveness
of
governance
and
the
risk
management
framework.
E
E
We
do
want
to
note
that
some
City
of
Minneapolis
departments
and
Boards
do
have
risk
management
processes
and
a
risk
manager
position
exists
in
the
finance
department,
which
maintains
an
internal
control
system.
S
I
should
say,
however,
the
city
does
not
have
an
integrated,
Enterprise
risk
management
program.
To
date,
such
a
framework
can
help
strengthen
the
organization's
preparedness
for
crises
and
increase
resilience
to
risk
following
a
crisis
by
continually
identifying
opportunities
to
be
more
effective
in
the
future.
E
So,
to
conclude
on
this
section,
internal
audits,
annual
risk-based
assessment
process
could
be
more
impactful
should
it
have
reference
to
a
city
integrated
ERM
framework,
from
which
Enterprise
data
could
be
analyzed
as
the
risk
environment
becomes
more
complex
and
emerging
risks
continue
to
represent
potential
higher
impacts
and
likelihoods.
The
City
of
Minneapolis
May
explore
implementation
of
an
integrated
ERM
framework
championed
by
a
chief
risk
officer
position
that
helps
the
city,
understand
its
holistic
exposure
to
risks
that
impact
its
Mission
strategic
goals
and
objectives
and
operations
and
I'll
turn
it
back
over
to
City
auditor.
D
Thanks
I
neglected
to
introduce
Allison
Newman,
she
is
one
of
our
senior
Auditors
with
the
city
auditor's
office,
so
she'll
be
back
up
for
other
items.
So,
yes,
Enterprise
risk
management
very
important
as
an
audit
shop,
we
can
only
do
so
much
to
analyze
risk
every
year.
This
is
another,
perhaps
value,
add
in
the
future
years
in
the
city,
so
we're
going
to
walk
through
each
of
the
key
findings
in
some
detail.
D
D
I
don't
know
if
we'll
ever
mitigate
risk
to
the
point
of
where
this
won't
be
a
top
risk
for
the
Enterprise
just
not
possible,
given
the
velocity
and
the
nature
of
the
work
itself,
so
we've
seen
some
pretty
significant
ransomware
attacks
of
late,
both
in
the
schools
and
other
other
jurisdictions
and
municipalities
have
been
hit
with
severe
ransomware
attacks
that
can
impact
all
sorts
of
systems.
Take
down
the
city's
ability
to
do
work
and
are
quite
costly
to
remediate.
D
We
have
one
proposed
engagement
related
to
this,
and
it's
actually
us
Consulting
and
just
being
a
helpful
facilitator.
It
is
engaging
in
a
holistic
Enterprise
risk
assessment
for
their
cyber
security
systems.
That
project
is
in
the
works
and
we
will
be
there
to
serve
as
kind
of
audit
Consultants
as
they
go
about
doing
that
with
a
vendor.
So
this
is
a
really
important
first
step
in
addressing
cyber
security
is
to
find
those
specific
gaps
and
work
to
plug
them.
D
So
Staffing
and
resourcing
again
on
the
audit
plan
from
last
year.
This
looks
familiar
I.
Imagine
as
the
the
risk
hasn't
necessarily
changed
in
our
conversations
with
the
leaders
and
staff
around
the
city,
it's
still
clear
that
Staffing
is
significantly
impacting
the
city's
ability
to
achieve
its
goals.
A
lot
of
departments
are
are
running
with
significant
Staffing
deficits,
and
burnout
and
retention
issues
are
further
causing
issues.
D
So
this
is
a
concern
that
was
expressed
across
the
entire
Enterprise
and
park
board.
So
everybody's
everybody's
feeling,
the
pinch
of
Employees
leaving
the
city
and
the
challenge
in
replacing
them
in
the
current
labor
market,
recruiting,
hiring
and
reputational
damages
have
certainly
made
it
harder
for
the
city
to
to
fill
those
gaps
that
increases
the
workloads
for
existing
employees
and
employees
take
knowledge
with
them
when
they
leave.
We
don't
have
a
new
audit
proposed
for
this.
We
do
have
an
Enterprise
culture
assessment.
D
That's
currently
on
the
plan
to
be
done
in
the
future,
and
we
did
just
do
the
hiring
and
promotions
audit
and
it'll
take
time
for
that
to
be
implemented
and
really
feel
the
effects
of
it.
So
there's
no
new
new
items
for
the
plan,
just
the
remaining
carryover
item
from
last
year,
Mr.
C
D
Chair
Paul,
massano,
Committee,
Member
Fisher.
Some
departments
did
report
that
that
staffing
has
become
somewhat
easier
to
recruit
applicants-
it's
not
it's
more
anecdotal
than
than
borne
out
by
the
evidence,
but
it
does
appear
that
the
market
is
somewhat
improving
for
employees
kind
of
across
the
board,
though
it
was
clear
that
application
numbers
are
down
so
even
if
they
are
able
to
fill
positions,
posting
that
might
have
gotten
75.
Applicants
is
now
getting
25
applicants.
D
So,
yes,
seats
are
getting
filled,
but
there
are
bigger
constraints
on
our
ability
to
recruit
and
higher
than
there
were
in
the
past.
So
I,
don't
I
did
not
get
the
sense
that
across
the
board,
things
were
improving.
Some
areas
have
others
are
still
dealing
with
this
and
it's
one
of
those
compounding
problems
where,
as
fewer
people
work
in
a
specific
area,
pressure
builds
on
those
who
stay
and-
and
you
know
future
losses
happen
so
right.
It
might
take
some
time
for
us
to
get
get
out
of
this
this
current
situation.
D
D
G
The
fleet
service
is
redesigned
their
first
management
and
that
time
or
the
aod
community
approved
a
or
the
plan
that
include
the
a
consultation
with
a
fleet
service
so
that
when
they
implementing
that
we
discussed
with
them-
and
we
just
postponed
that
consultation
and
to
come
back
later
and
access
the
the
new,
the
new
model-
they
Implement
that
so
come
cover
it
and
we
put
that
to
the
side
and
got
a
different
priority,
and
we
see
that
is
by
the
time,
to
go
back
and
assess
the
the
new
model
they
Implement.
G
On
top
of
that,
we
have
some
kind
of
challenges
and
the
Street
management
Nationwide,
including
the
supply
chain
disruption,
so
the
they
were
not
having
the
when
the
other
part
to
maintain
the
equipment.
They
are
not
getting
power
on
time
and
we
think
that
we
want
to
update
those
challenges.
We
want
to
go
back
and
assess
the
the
Fleet
Management
and
the
city,
what
field
management
and
we
propose
on
that
one
or
they
see
the
White
Fleet.
G
Service
audits
to
assess
a
design
and
internal
control
and
processes
relating
to
the
management
of
the
series
fleets,
so
we've
been
seeing
some
kind
of
challenges
in
the
resident
area
calling
3-1-1
and
the
no
providing
service
on
time.
So
the
311
is
not
responsible
for
those,
but
they
pass
on
the
public
work.
So
we
can.
We
want
to
go
and
see
that
if
there's
no
Fleet
Management
affecting
those
kind
of
service
to
the
community
as
well,
foreign.
H
G
D
Next,
to
talk
about
facilities,
management
and
repair
I'm
going
to
invite
Nikita
Lane
up
Nikita
is
one
of
our
newer.
Although
she's
been
here
for
a
year
at
this
point,
one
of
our
Auditors
who's
going
to
describe
our
our
section
on
our
facilities.
I
Aging
facilities
is
a
common
condition
in
major
cities
in
Lake
other
municipalities
in
the
state
the
city
is
experiencing,
buildings
that
are
in
a
state
of
disrepair.
Repairs
may
be
needed
to
resolve
some
issues.
However,
some
buildings
are
older
and
may
become
inoperable
aging
buildings
may
impact
City
staff
and
their
ability
to
serve
our
residents.
Because
of
these
risks,
the
city
would
benefit
from
a
strategic
plan
to
help
navigate
repairs
and
help
mitigate
the
risks
associated
with
increasing
costs
needed
to
restore
critical
facilities.
I
Audit
has
identified
an
opportunity
to
review
the
city's
facilities
to
ensure
they
are
properly
maintained
and
propose
one
project.
The
Aging
facilities,
maintenance,
audit
phase
one
and
our
objective
will
be
to
review
the
Effectiveness
and
efficiency
of
controls
around
the
city's
facilities,
maintenance
and
repairs.
F
A
I'm
curious,
if
to
say
a
little
bit
more
about
this
one
thing
that
councilmember,
kosky
and
I
actually
came
into
understanding.
A
little
bit
was
simply
how
a
work
order
gets
processed
right
in
the
example
that
we
were
given.
It
was
about
fire
stations
and
an
enormous
backload
of
work
orders
and
how
they
get
lost
in
the
system.
Is
it
reasonable
to
assume
that
every
different
department
of
our
city
has
a
different
process
for
managing
those
Property
Maintenance
work
orders
or
are
they
all
the
same?
D
D
Palmisano
we
for
this
audit
you
hear
about
in
the
Enterprise
risk
assessment.
This
portion
of
it
you'll
also
see
something
similar
mirrored
in
the
community.
Safety
focused
risk
assessment,
so
there
are
a
number
of
buildings
that
the
city
maintains.
There
are
quite
a
few
facilities
that
in
the
community
safety
Branch,
they
maintain.
So
it's
going
to
cover
we're
going
to
work
together
across
those
lines.
I
don't
have
a
specific
number
in
mind.
D
This
is
more
about
the
process
for
repairs
and
and
some
about
the
the
facilities
themselves,
but
that'll
certainly
be
covered
in
the
report,
but.
A
So
this
part
goes
beyond
our
Public
Safety
specific
buildings
to
all
of
the
different
maintenance
buildings
around
the
city.
So,
for
example,
the
facility
I
think
in
council
member
Payne's
word
currently
housing
the
water
maintenance
facility
right
so
like
Public,
Works
kinds
of
facilities
that
are
dispersed.
Okay,.
D
Yes,
chair
palmisano,
that's
this
is
the
collaboration
point
between
the
two
divisions.
I
think
both
of
them
maintain
buildings
outside
of
the
kind
of
two
core
City
Hall
Public
Service
Center,
and
that's
that's
the
primary
focus
so
it'll.
The
community
safety
auditor
is
working
with
the
Enterprise
Auditors
together.
We'll
cover
the
kind
of
breadth
of
buildings,
Public
Works
police
fire.
D
A
J
Sorry,
commissioner
Benny
thank
you.
This
will
exclude,
though
Park
Board
buildings,
the
rec
centers,
and
things
like
that
right.
D
J
Though,
okay,
let's
keep
that
dialogue
open
and
I
think
that
there's
a
different
model,
Park
Board
uses
for
understanding
the
backlog
of
deferred
maintenance
and
tracking
maintenance,
and
so
on.
The
other
question
I
would
have-
and
this
is
me
not
knowing
the
answer,
but
isn't
there
some
role?
Isn't
there
some
kind
of
County
city
building
set,
and
maybe
you
mentioned
it,
chair
palmisano?
What's
how
does
that
work
and
aren't
there
some
buildings
under
the
county
that
city
owns
yeah.
D
A
chair,
Paul,
massano,
Committee
Member
of
Na,
that's
the
municipal
building
commission
and
that
overlap.
It
will
parse
it
out
in
the
report.
It's
somewhat
complicated,
but
we
don't
have
exclusive
control
over
every
space
as
the
as
the
city,
okay,
I,
think
we'll
parse
that
information
out,
but
typically
the
buildings
that
we're
we're
talking
about
for
this
audit
are
outside
of
the
kind
of
city
hall,
downtown
area
I
mean
some
some
may
be
included,
but
I
think
that
will
be
less
of
an
issue
in
this
report.
Okay,
thank
you.
D
F
E
Newman
chair
palmisano
committee
members,
so
the
city
does
continue
to
see
some
worker
safety
concerns
for
staff,
especially
those
that
are
in
the
field.
Internal
audit
takes
this
very
seriously
and
always
considers
the
safety
of
Staff
during
engagements
to
address
worker
safety
concerns.
More
directly,
internal
audit
will
be
developing
a
new
worker
safety
risk
assessment
component
that
will
be
included
as
part
of
each
internal
audit
engagement
moving
forward.
A
I
want
to
point
out
that
one
of
our
first
audits
that
we
did
with
this
reconstituted
audit
committee-
it
was
a
number
of
years
ago,
was
with
the
Forestry
Department
and
it
was
about
worker
safety
in
the
Forestry.
Department
I
think
we've
since
remediated
all
of
those
issues,
but
it
was
a
good
start
now.
E
Definitely,
and
as
far
as
excuse
me,
the
forestry
I
would
have
to
defer
to
the
city
auditor
as
far
as
remediation
of
those
but
yes
yep
and
then
I'm
going
to
hand
it
over
back
to
City
auditor.
D
A
C
Thank
you,
chair
palmisano,
Mr,
Ryan,
Ms,
Newman,
worker
safety
is
always
an
issue.
Do
we
have
an?
Are
we
indicating
that,
because
of
burnout
or
stress
that
some
workers
are
maybe
less
attentive
on
the
workplace
and
may
involve
some
accidents
or
injuries.
D
Yeah,
chair
Paul,
massano,
Committee,
Member
Fisher,
that
that
could
be
a
component.
That's
the
type
of
work
that
we're
going
to
do
in
assessing
you
know,
for
example,
if
we're
talking
about
building
maintenance,
the
worker
safety
assessment
component
of
that
might
be.
How
is
the
building
set
up
for
fire
prevention
in
the
event
that
there
were,
you
know,
mold
or
something
along
that
line,
so
it'll
take
on
a
different
nature.
Depending
on
that,
the
audit
that
we're
doing
you
could
see.
D
You
know
if
there's
burnout
that
exists
among
snow
plow
drivers
that
might
that
might
increase
the
risk
of
accidents
and
stuff
like
that.
So
that's
the
the
rather
than
trying
to
do
one
audit
to
address
worker
safety
across
the
city.
It
seemed
to
make
more
sense
to
just
build
that
into
each
thing.
We
did.
H
You,
madam
chair,
yes,
sorry
back
on
worker
safety.
Just
out
of
curiosity
for
your
process,
will
you
be
making
efforts
to
reach
out
to
former
employees
to
at
least
see
you
know
if
they
did
separate
from
the
city?
What
are
the
aspects
that
led
to
that?
Where
it
say
was
it
safety
concerns?
Was
it
burnout?
Was
it
you
know,
physical
threats
of
violence
or
psychological
safety?
I
think
it'd
be
interesting
to
hear
from
the
folks
who
are
no
longer
with
the
city
why
they
may
have
left
yeah.
D
Chair
of
Paul,
massano,
Committee,
Member,
Payne,
I,
think
for
the
workplace,
culture
risk
assessment-
that's
particularly
relevant,
so
I
would
put
a
pin
in
that
specifically
for
that,
and
we
do
generally
when
we're
doing
audit
work,
try
and
interview
the
most
diverse
array
of
people,
who've
experienced
the
issue,
so
that
may
include,
for
example,
in
the
hiring
promotions
out
of
people
who
applied
but
didn't
necessarily
get
if
we
get
feedback
from
them,
so
I
can
see
in
the
workplace,
culture
risk
assessment,
something
like
that
being
a
value
okay
and
that
again,
we'll
have.
D
K
Problem
I,
chair
palmisano
I
just
wanted
to
comment
on
councilmember
Payne's
comment
that
I
believe
there
is
a
standard
process
in
HR
to
do
exit
interviews.
So
a
lot
of
that
information
may
already
be
obtained.
It
just
needs
to
be
accessed.
So
when
people
leave
the
city,
HR
does
make
an
effort
to
do
exit
interviews.
D
All
right,
moving
on
to
the
next
item,
I'm
going
to
invite
common
back
up
to
discuss
the
purchasing
cards,
our
pcard
program.
G
Every
month
and
every
year
so
recently,
so
we
it's
a
convenient
for
people
to
go
purchase
up
to
five
thousand,
but
when
we
see
that
kind
of
increasing,
we
want
to
go
in
that's
a
risky
area
for
for
the
city,
the
last,
for
the
last
year,
the
average
spending
monthly
spending
is
a
two
thousand
eight
three
hundred
thousand
eight
two,
two
230
000,
and
this
year,
the
first
two
months
we
observed
that
we
spend
already
500
000
more
than
500
042,
the
first
two
years.
G
So
we
want
to
go
in
and
it's
a
risk
area
for
the
city.
We
want
to
access
the
control
because
we're
using
Pica
you
bypass
the
CD
procurement,
normal
process
to
speed
dial
the
experience,
but
also
one
is
by
passing
that,
and
we
want
to
know
what
the
control
around
that
you
suppose
the
requirement
if
people
are
experiencing
the
the
requirements
are
on
the
they're
spending
and
we
have
we've
proposed
one
engagement.
They
had
a
CDP
car
program
spending.
G
J
Thank
you,
chair
palmisano
I,
like
this
one,
a
lot
because
you
know
in
my
day
job
my
team
has
a
p
card
and
some
of
it
was
supply
chain
related
where
we
had
to
also
have
an
increase
in
the
use
of
a
p-card
because
of
going
to
suppliers
that
we
didn't
normally
weren't
set
up
to
work
with
necessarily
but
I
would
I
can't
remember.
I
saw
that
there
might
be
some
reference
to
to
the
protocols
and
the
processes
in
the
in
the
regular
purchasing.
J
J
You
know,
belts
and
suspenders
that
I
hope
that
that
will
be
evaluated
so
that
you
know
make
it
as
easy
as
possible.
So
people
aren't
diverting
to
this
other
process.
So
that's
just
what
I
wanted
to
say
thanks!
Thank
you.
C
Thank
you,
chair
palmisano
Mr
lady
I,
noticed
in
the
report
that
there
was
a
peak
for
p-card
usage
in
July
2022
as
it
resulted
in
a
bill
of
410
000,
which
is
like
twice
what
the
average
had
been
any
idea.
Why
that
occurred?.
G
We
we
don't
have
any
idea
of
that
where
we
want
to
go
in
or
observe
that
when
we
do
a
walk-
and
we
want
to
check
what
this
has
happened
in
this
area
this
time,
so
we
just
assess
that
risk.
So
we
see
that
going
that
Peak
is
a
risk
for
the
city.
Now,
with
this
project,
we
can
go
and
find
out.
What's
really
happened
to
him?
Thank
you.
G
G
D
E
Internal
audit
monitored
a
multi-year
implementation
strategy
for
improving
internal
controls
in
organizations
that
received
these
City
Awards,
and
now
that
initial
rollout
has
taken
place,
internal
audit
determined
that
this
is
an
appropriate
time
to
test
controls.
As
such,
the
internal
audit
Department
recommends
an
assessment
of
NCR
implemented
internal
controls
for
neighborhood
organizations
to
be
added
to
the
2023
audit
plan.
A
I'm
not
seeing
any
questions,
but
I
will
have
one
and
that's
just
a
little
bit
about
scope
and
framing.
At
the
end
of
last
year,
the
city
council
asked
for
a
legislative
directive.
What
does
that
mean?
It
means
that
we
asked
our
NCR
department
and
our
city
multi-jurisdictional
departments
to
take
a
to
take
a
fresh
look
at
how
money
was
being
spent
through
the
through
neighborhood
organizations
and
the
different
types
of
funds
that
are
easier
or
harder,
or
having
barriers
for
neighborhood
organizations
to
actually
program
and
get
out
the
door.
E
D
Chair
palmisano
I,
don't
think
this
is
as
much
about
how
the
money
is
spent
and
and
more
so
about
the
controls
related
to
how
many,
how
we
make
sure
that
the
money
is
spent
according
to
City
policies
and
proper
controls
are
in
place
so
that
we're
not
losing
money
via
fraud,
waste
or
abuse
or
things
of
that
nature,
so
that
that
system
of
controls
that
NCR
implemented.
It
was
a
very
comprehensive
overhaul
of
monitoring
a
neighborhood
organizations
from
this
auditing
compliance
lens.
Now
we're
here
to
validate
that
those
controls
are
functioning
as
intended.
So.
A
Thank
you.
My
other
understanding
is
that
neighborhood
organizations
are
not
allowed
to
apply
for
the
one
Minneapolis
fund.
That's
that's
not
a
neighborhood
organization
function.
That's
what
you
might
be
talking
about
is
the
the
partnership
engagement
fund
that.
D
Might
be
correct,
yeah
my
mistake
we'll
look
into
it
we'll
have
that
tuned
up
when
we're
conducting
the
audit.
Thank
you.
D
Next,
we'll
talk
about
the
public
engagement
process
to
engagement
with
the
public.
This
is
the
Cornerstone
of
government.
However,
there
are
lots
of
risks
involved
in
community
engagement
when
we're
talking
about
large-scale
projects.
Events,
things
of
that
nature,
strategic
and
reputational.
If
we
don't
conduct
strategic
risks,
we
can
harm
our
own
reputation
when
the
community
doesn't
feel
like
they
were
adequately
queried
for
for
large
public
projects,
public
health
and
safety.
We
get
good
feedback
from
residents
about
what
impacts
they're,
having
based
on
on
public
projects,
operational
and
financial.
D
When
the
engagement
process
doesn't
go
well
and
we
won't
run
into
significant
operational
problems
during
during
a
project,
could
have
pretty
big,
slow
down
effects
or
financial
effects
on
how
the
city
conducts
business
and
we
might
miss
opportunity.
So
if
there's
there's
a
good
opportunity
to
do
something
and
we're
not
we're
not
engaging
the
public,
then
we
might
miss
out
on
that
good
feedback,
so
City
officials,
policy
makers,
Department
staff,
all
Express
kind
of
emerging
challenges
when
engaging
the
community
for
input
on
projects
and
policies.
D
I
can
recall
one
conversation
in
which
someone
in
the
Departments
mentioned
that,
on
a
period
of
like
online
comment,
normally
we'd
get
75
to
100
responses
to
a
to
a
public
comment
and
now
we're
getting
something
on
the
magnitude
of
20
000
comments,
because
we
have
increased
national
attention,
there's
more
of
an
ease
in
accessing
government
officials
to
weigh
in
on
a
project
so
going
from
that
and
scaling
up
to
this
massive
amount
of
comment
creates
a
lot
of
challenges
in
in
assessing
what
what
comments
are
are
from
residents.
Where
are
we?
D
What
voices
are
we
hearing,
which
is
just
presents
a
unique
challenge
in
the
modern
era,
and
you
think
about
the
proliferation
of
chat
Bots
and
things
like
that
could
have
an
impact
on
our
ability
to
get
genuine
public
comment
and
public
engagement
with
their
residents
and
community
and
people
who
live
and
work
in
the
city.
On
top
of
that,
some
limited
communication
budgets,
whether
it
be
for
policy
makers
or
staff,
can
can
make
engagement,
challenging
word
budgets.
Things
of
that
nature.
D
To
that
end,
we
are
proposing
one
engagement
and
that
is
reviewing
the
public
engagement
process
to
ensure
that
there
are
controls
that
mitigate
these
new
emergent
risks,
not
necessarily
talking
in
this
audit
about
public
engagement
in
its
entirety.
But
more
of
these
new
and
emerging
trends
that
that
people
expressed
that
we
have
controls
in
place
to
help
mitigate
those.
A
F
H
A
little
preamble
to
this
comment
is
I
was
working
on
developing
the
alternative
response
that
led
to
BCR
before
I
run
for
Council,
and
we
launched
a
survey
before
George
Floyd
was
murdered
and
we
had
about
200
responses,
and
then
we
republished
that
survey,
maybe
a
month
after
the
uprising,
and
then
we
got
8
000
responses
and
I
had
to
personally
read
every
single
one
of
them,
but
we
happen
to
be
in
DC
for
the
national
league
of
cities
and
Senator
Smith
invited
us
to
the
chamber
and
it
just
she
was
presiding,
and
it
happened
to
be
over
the
tick
tock
discussion
around
whether
or
not
the
federal
government
should
ban
tick
tock,
not
trying
to
bring
that
into
the
scope
here,
but
I've
you're,
mentioning
you
know
the
ability
for
these
chat
Bots
to
create
a
massive
amount
of
responses
of
which
we
saw
in
2016
the
influence
of
bots
on
social
media,
but
I'm
curious.
H
If
you're
thinking
about
you
know
this
debate
about
Tick
Tock,
specifically
right
now
is
really
kind
of
two
different
debates.
At
the
same
time,
one
is
like
data
privacy
and
security,
but
the
other
one
is
influence
and
tick
tock's,
not
the
only
platform
that
has
algorithmic
influence,
essentially
like
what
you
read
in
your
news.
D
A
chair,
palmisano,
Committee,
Member,
Payne,
I,
think
I.
Think
the
discussion
of
social
media's
influence
is
is
relevant,
I
mean
that
is
part
of
what
we're
talking
about
to
be
clear.
We're
not
placing
a
judgment
on
the
amount
of
Engagement
I'm,
not
the
audit
Department's,
not
saying
more
engagement
is
bad.
It's
more.
This
is
about
controls
to
make
sure
that
we're
effectively
receiving
and
using
it,
and
certainly
the
the
influence
of
social
media,
of
which
I'm,
not
an
expert
on
to
be
clear,
is
relevant
for
something
like
this.
So.
A
I've
done
some
ever
pain
said
it
better
than
I.
Could
you
know
what
is
the
risk
in
public
engagement
shouldn't?
We
do
more
of
it
all
the
time,
but
I
think
some
of
what
my
colleague
said
speaks
to
my
concern,
which
would
be
a
body
of
feedback
leading
us
in
a
disingenuous
way
because
of
Bots
or
other
types
of
influences
council.
Member
Koski.
L
Madam
chair,
just
a
quick
question
about
the
reviewing
the
public
engagement
process,
I'm
just
looking
at
the
objective
here,
so
does
that
mean
I
hear
online
in
person?
Would
this
be
encompassing
of
all
of
that.
D
L
Then
does
this
also
include
as
a
follow-up
question,
both
our
legislative
and
executive
branch,
so
the
council,
and
also
all
departments
in
the
city,
or
is
this
predominantly
in
just
the
Departments
of
the
city,
yeah.
D
Chair
palmisano,
Committee,
Member
Koski
it
as
the
legislature
is
one
of
the
key
points
of
connection
to
the
community.
I
would
assume
definitely
that
looking
at
the
diverse
array
in
which
we
communicate
with
our
residents
that
the
legislators
and
policy
makers
would
be
included
in
that
discussion,
certainly.
J
You
I'm
I'm
excited
about
this
one
I
know
the
park
board
will
be
included
in
this
work
as
well,
and
the
park
board
does
a
tremendous
amount
of
community
engagement
around
its
its
planned,
but
one
thing
as
now:
a
person
that
sits
as
a
commissioner
that
has
to
sort
of
weigh
options
as
a
maybe
for
planning
and
things
like
that.
Primarily
it's
it's
I'm
I
have
a
lot
of
uncertainty,
sometimes
about
where
the
feedback's
coming
from
because
of
the
technology
and
I.
J
Think
part
of
this
would
be
my
interest
to
also
maybe
have
but
some
discussion
as
you
do.
Your
work
with
people
that
are
elected
and
will
be
making
decisions
on
adopting
plans
and
things
like
that
because,
from
my
point
of
view,
I
think
I
have
a
very
clear
idea
of
who
I
think
the
stakeholders
should
be,
and
that
term
is
another
term
that
I
think
could
be
maybe
looked
at
with
this
work
because
it
gets
used
all
the
time
in
every
way
to
the
point
of
which
it
has
become
I,
think
meaningless.
J
And
to
me
you
know
in
District
six,
you
know
in
the
City
of
Minneapolis.
My
my
stakeholders
are
the
citizens
and
the
residents
of
Minneapolis
and
really
not
anybody
else.
The
vast
vast
majority
of
the
time
so
I
want
to
be
sure.
That's
who
I'm
hearing
from
so
I
think
if
you
have
the
opportunity
to
talk
to
elected
people,
I
think
that
would
be
a
good
thing
as
well,
so
we
can
understand
who
it
is
the
who
are
the
people
we're
trying
to
hear
from
and
who
are
we
trying
to
reach?
A
Thank
you,
Miss
Singleton
and
then.
M
Thanks
this
is
clearly
a
really
interesting
topic,
so
I'm
wondering
and
I
know
this
is
early,
but
have
there
have
you
come
across
any
promising
practices
in
other
jurisdictions,
specifically
around
online
feedback?
And
whether
there
are
you
know
automated
ways
to
weed
out
or
at
least
flag
comments
that
are
likely
to
have
come
outside
of
the
I
guess
relevant
stakeholders?
However,
we
Define
that.
D
Chair
palmisano
Committee,
Member
Singleton,
we
in
our
kind
of
industry
research
have
come
across
concerns
and
other
audits
that
have
touched
on
similar
subject.
Material
I
haven't
gotten
to
the
to
the
point
of
of
proper
controls
related
to
it.
Yet,
but
certainly
this
is
we're
not
unique
in
experiencing
this,
and
this
is
something
that's
being
considered
across
the
across
the
country
and
Nations
all
around
the
world.
H
Thank
you,
madam
chair,
and
you
kind
of
touched
on
this.
A
little
bit
and
I
want
to
maybe
be
more
explicit
about
it
so
like
in
in
the
report.
H
You
talk
about
this
as
strategic
and
reputational
risk,
meaning
you
know
does:
does
the
public
feel
that
they
were
engaged
in
a
way
that
their
input
actually
made
a
difference
to
the
outcome
and
what
I've
witnessed
and
a
lot
of
community
engagement
processes
is
either
a
shaping
or
limiting
of
options
to
the
point
that
communities
being
engaged
almost
as
a
box
checking
exercise,
because
the
outcome
has
already
been
determined.
H
If
we
could
do
some
deeper,
deep
investigation
in
terms
of
what
expectations
are
we
setting
up
at
the
beginning
of
the
process,
you
know?
Are
we
only
providing
narrow
choices
so
that
whatever
commentary
exists?
The
outcome
will
be
the
outcome
and
then
what?
What
controls
are
there
at
the
end
of
the
process,
to
really
make
that
distinction
between
and
I
mean
I
understand
the
risk
of
a
chat
bot
in
like
a
bad
faith
set
of
comments?
H
But
I,
don't
think
we
should
be
excluding
comments
just
because
they're
in
high
volume
right,
it's
like
I'd,
be
very
interested
in
those
controls
at
the
beginning
and
those
and
what
processes
are
happening
at
the
end
to
make
sure
that
we're
both
setting
the
right
set
of
expectations
around
Community
engagement
at
the
beginning,
and
so
that
we're
not
being
overly
dismissive
at
the
end
of
that
process.
To
the
point
of
when
people
do
give
a
clear
preference,
it's
ignored.
H
C
C
So
when
we
look
for
public
comment
and
public
input
and
engagement,
we're
probably
I
assume
talking
about
not
just
City
residents
but
but
a
far
greater
audience.
The
people
that
use
our
resources
and
are
welcome
to
the
city.
Of
course,
particularly
if
they
spend
money
here,
are
we
gonna?
Are
we
going
to
be
looking
at
the
percentages
of
people
engaged
that
our
city
residents
versus
those
who
may
not
be
City
residents
and.
D
Does
that
make
a
difference,
chair,
Paul,
massano,
Committee,
Member,
Fisher,
I
think
again
not
placing
a
value
judgment
per
se
on
the
engagements
themselves?
More,
so
the
controls
in
place
to
make
sure
that
they're
actually
achieving
the
goals
of
the
peop,
the
stated
goals
of
the
Departments
who
are
working
on
the
projects?
D
Programs,
the
stated
goals
of
the
legislators
policy
makers
trying
to
tie
what
is
the
objective,
the
goal
of
a
specific
engagement
and
were
there
sufficient
controls
in
place
to
make
sure
that
we
got
the
information
that
that
mitigated
some
of
those
risks
that
we
talked
about
so
certainly
they're.
You
know
between
the
Super
Bowl,
the
events
of
2020.
All
these
things
increase
the
attention
and
national
attention
on
Minneapolis
and
it's
we
want
people
to
come
and
enjoy
the
city
and-
and
so
comments
are
valid,
not
not.
D
Judging
where
comments
come
from
per
se,
but
is
comments
from
a
national
audience
particularly
relevant
to
the
goal
of
a
specific
engagement
process.
If
it's
a
improvement
process
on
sidewalks
on
a
block
in
a
certain
part
of
Minneapolis
and
we're
getting
20
000
comments
about
it.
Is
that
really?
Is
that
helpful
for
the
people
who
are
planning
the
project
that
might
be
I?
D
This
is
anecdotal
again,
I'm,
not
I'm,
not
speaking
of
a
specific
instance,
but
is
that
are
we
achieving
the
goal
that
we
set
out
to
do
if
we're
getting
that
type
of
feedback?
How
are
we
using
it?
Thank.
J
Bene,
oh
thank
you
and
just
to
comment
on
the
on
that
a
little
bit
and
also
council
member
Payne's,
comment,
I
think
it
will
there's
not
going
to
be
one
size
fits
all
so
I
really
like
what
you've
set
up
here.
It's
not
the
public
engagement
process,
but
again
I
think
and
I'm
quite
sure
that
the
people
that
are
doing
this
work
inside
of
our
organizations,
the
city
and
the
park
board,
have
deep
discussions
about
stakeholders
and
things
like
that.
Who
are
we
trying
to
reach
in
this
project?
J
Who
should
we
be
expecting
to
hear
from
so
they
know
that
they're
Meeting
those
goals
but
again
to
maybe
give
them
some
more
tools
to
know
that
I
think
is.
There
was
the
point
and
then
to
maybe
what
council
member
Payne
was
saying.
I
think
it
really
depends
on
the
project.
I
think
that
sometimes
I
think
that
you
know
you
said
the
word
policy
I
think
that's
the
right
word.
Policy
decisions
maybe
should
be
embedded
in
the
in
the
project
itself
and
not
necessarily
up
for
discussion
with
the
community.
J
If
that's,
if
they're
really
fundamental.
Similarly,
there
might
be
technical
decisions
that
need
to
be
just
basic
and
really
aren't
part
of
the
public
engagement,
and
sometimes
that
gets
blurred.
So
I
think
you
know.
Some
of
those
things
are
maybe
outside
of
this
just
generally
with
the
public
engagement
process.
But
again
just
I
think
this
is
the
right
chunk
of
work,
looking
at
the
the
risks
of
emerging
Technologies
and
really
what
what
the
city's
been
seeing
and
the
park
board.
So
just
wanted
to
say
that
thanks.
D
Next
I'll
talk
about
the
procurement
process,
so
we're
familiar
with
the
fact
that
it
ensures
the
city
gets
the
best
value
for
goods,
the
stated
goals
of
the
procurement
process.
This
is
specifically
recent
events,
raise
concerns
about
the
procurement
process
and
Associated
controls.
Internal
audit
is
conducting
a
two-phase
project.
One
is
the
review
of
the
I
am
event
and
expanding
the
project
into
a
holistic
review
of
the
procurement
process,
particularly
as
it
pertained
to
this
type
of
event.
So
again,
objective
in
this
is
using.
H
Thank
you,
madam
chair
yeah,
I
I'm,
trying
to
understand
also
just
when
I
followed.
Along
with
how
that
unfolded,
it
seemed
to
be
not
just
the
procurement
process,
but
for
lack
of
a
better
term,
the
like
fiscal
response,
the
fiscal
sponsor
relationships
that
we
have
I
feel
like.
There
was
a
not
just
the
component
of
money
coming
out
of
the
city
towards
vendors,
but
also
money
coming
into
the
city
via
various
mechanisms
and
I'm
wondering
if
that's
in
scope
as
well.
We.
M
Member
Singleton,
thank
you
similar
to
council
member
Payne,
just
as
a
community
member
kind
of
following
along
one
of
the
issues
that
seemed
to
be
raised
was
around
Communications
and
Communications.
Support,
which
I
know
has
been
covered
in
previous
audits,
but
I
was
wondering
if
that
would
at
all
be
within
scope
of
of
the
current
audit.
Here.
D
Chair
palmisano,
Committee,
Member,
Singleton,
I
think
the
the
event
review
and
kind
of
the
spending
and
Associated
you
know
benefits
and
whatnot
that
that
came
with
that
spending
I
think
may
help
clarify
some
of
the
communications.
We're
not
specifically,
though,
looking
at
necessarily
the
planning
and
advertising
and
whatnot
for
the
event,
this
is
more.
How
did
how
did
the
the
those
Court
spending
components
play
out
behind
the
scenes.
A
To
think
that
one
of
the
recommendations
that
might
come
out
of
this
could
help
us
that,
when
we
take
on
future
events
that
we,
as
as
you
have
it
on
this
slide,
align
with
City
goals,
but
also
further
them
right
like
if
our
goal
in
an
event
is
to
lift
up
a
group
in
our
city
that
we
ensure
that
they
are
the
ones
benefiting
from
the
money
that
we
spend.
On
the
event.
A
D
Palmasano,
we
always
think
of
goals
as
kind
of
the
foundational
piece.
Then
we
look
at
objectives
and
then
are
there
sufficient
controls
in
place
that
would
make
those
objectives
achieve
the
goals
so
I
think
I,
I
I
can't
State
necessarily
What
will
What
recommendations
will
come
out
of
this,
but
if
we're,
if
we're
taking
goals
as
kind
of
the
first
starting
point
and
looking
at
outcomes,
were
there
sufficient
controls
in
place
to
get
there
that
that
may
be?
That
may
be
a
part
of
the
review.
D
Next
I'll
talk
about
rental
properties
inspection,
so
there
is
a
kind
of
things
playing
out
in
court
and
in
other
venues
that
would
potentially
create
a
substantial
increase
to
the
number
of
rental
properties
that
the
City
of
Minneapolis
would
be
inspecting
through
our
Inspection
Services,
we're
currently
staffed
to
inspect
the
the
current
service
level.
This
may
have
a
pretty
sizable
impact
on
that.
D
A
lack
of
timely
inspections
increases
I,
think
the
risks
about
it's.
It's
pretty
clear.
If
we're
not
doing
timely
inspections,
there's
public
health
and
safety
risks,
operational
risks
and
strategic
risks.
D
If
we're
not
the
city's
not
able
to
provide
good,
affordable,
safe
rental
housing,
and
this,
this
potential
increase
would
would
be
a
substantial
one
for
the
city,
so
we're
proposing
an
engagement,
a
consultation
with
the
inspection
services
to
work
with
them
on
a
risk
assessment,
as
we
think
about
what,
if
this
new
portfolio
of
properties
comes
into
their
their
domain,
but
also
in
general
risk
assessment,
what
controls
are
in
place
to
make
sure
they're
achieving
their
objectives
and
looking
at
the
process
itself
for
efficiency,
quality
of
services
and
the
economy
of
what
we're
doing?
M
Thank
you
more
of
a
comment
than
a
question,
but
just
to
note
that
putting
on
my
legal
aid
hat
like
getting
an
inspection
and
having
that
evidence
can
be
a
really
important,
First
Step
toward
being
able
to
file
a
rent,
escrow
action.
If
legal
action
needs
to
be
taken
to
get
rental,
rental
repairs
remediated,
so
I
just
wanted
to
include
that
as
something
that
can
have
pretty
dramatic
impacts.
If
that's
not
available
in
a
timely
manner.
Yeah.
D
Chair
palmisano
Committee,
Member
Singleton,
we
did
have
in
the
kind
of
parking
lot
of
the
audit
plan,
affordable
housing
as
an
audit
item.
That
is
such
a
broad
thing
for
the
audit
Department
to
review
we're
going
to
break
it
into
chunks,
and
this
is
kind
of
one
of
the
first
bites
of
the
Apple
for
looking
at
affordable
housing
across
the
city.
D
We
have
one
more
section,
so
these
are
just
kind
of
things.
We
noted
during
the
risk
assessment
that
we
wanted
to
raise
and
flag.
They
may
Merit
future
audit
projects,
but
don't
have
one
associated
with
them.
Currently
one
is
the
three
on
one
issue:
reporting
and
Remediation
process
there.
D
There
is
a
new
system
in
place
to
track
three
and
one
and
perhaps
council
member
phone
calls
and
emails
and
stuff
that
would
would
track
how
those
repairs
or
whatever
it
is
the
service,
the
resident's
looking
for
how
it's
completed,
handled
in
in
the
associated
data
attached
to
it.
So
that's
very
much
in
the
works
and
being
developed
as
such.
D
It's
not
necessarily
the
the
right
time
for
audits
to
be
involved
in
it,
but
it's
something
worth
noting,
as
as
301
is
one
of
the
primary,
if
not
the
primary,
like
first
points
of
contact
for
a
lot
of
residents
reporting
an
issue
that
they're
experiencing
the
second
is
drug
and
alcohol
testing
for
commercial
driver's
licenses.
There
are
federal
and
state
requirements
that
that
relate
to
drug
and
alcohol
testing.
D
D
It
didn't
make
the
risk
assessment
cut
right
now,
given
the
the
full
audit
workload
that
we
have,
but,
depending
on
how
things
kind
of
play
out
behind
the
scenes,
it's
possible
that
that
could
come
on
the
audit
plan
for
future
for
future
review
kind
of
the
last,
the
last
piece,
the
segregation
process
I'll,
have
our
expert
Nikita
Lane,
discuss
the
subrogation
process.
I
Again
so
another
issue
that
presented
itself
during
the
annual
risk
assessment
was
the
subrogation
process
and
how
it's
not
streamlined
and
may
require
process
review,
oftentimes
city
property,
sustains,
damages
damages,
may
stem
from
motor
vehicle
accidents
or
other
damage
to
property
incidents.
I
The
city
is
self-insured
and
is
responsible
for
making
itself
whole
when
City
properties,
damage
reporting
parties,
May,
misidentify,
City
property,
as
private
property
or
state-owned
property.
Misidentification
causes
a
delay
in
the
city's
ability
to
obtain
critical
incident
information
necessary
to
help
begin
the
subrogation
process,
the
Lays
in
a
subrogation
process
May
jeopardize
the
city's
ability
to
collect
from
the
at
full
party
and
may
result
in
the
city
absorbing
the
cost
of
repairs.
D
Thank
you,
committee
members.
I
know
that
was
a
long
presentation
in
detail.
I
am
putting
forth
the
proposed
audit
plan.
We
know
that
it's
quite
ambitious
and
likely
we
won't
complete
every
audit,
that's
on
the
plan,
but
we
we
want
to
make
note
of
everything,
give
ourselves
the
opportunity
to
start
a
project
without
coming
back
to
the
audit
committee
when
time
and
schedules
align
with
the
Departments
that
we're
working
with.
So
knowing
this
is
a
rolling
audit
plan,
things
can
be
added
and
removed
as
time
goes
on.
A
J
Well,
it's
one
more
annoying
little
question,
so
the
at
the
end,
the
other
items
they're
not
going
in
the
plan
now,
but
they're
sort
of
on
Deck,
maybe
for
a
future
plan.
Okay,
because
I
mean
this
is
probably
totally
obvious,
but
the
3-1-1
I
think
is
a
good
one
to
do
not
just
for
the
responsiveness
to
the
citizenry,
which
you
know
I
am
that
I
am
one
of
those
people
but,
more
importantly,
I
think
it's
a
way
for
managers
of
different
parts
of
the
city
to
inform
their
own
they're
on
risk.
J
If
they're
hearing
from
a
certain
you
know
certain
type
of
you
know
inquiry
over
and
over
again
the
city
has
it's
another
tool
to
understand
risk.
So
absolutely.
A
Thank
you.
You
know.
I
was
challenged
last
week
by
a
constituent
to
say
you
know
in
order
to
really
be
able
to
say
what
is
important
here
at
the
city,
we
have
to
be
able
to
say,
what's
not
important
and
that's
a
very
difficult
exercise.
It's
really
hard
to
figure
out
what
we
are
specifically
going
to
focus
on
around
here
and
what
we're
going
to
work
on
holding
people
accountable
to
so
I
know.
A
This
is
a
challenging
exercise
and
I
know
that
the
ability
to
say
no
around
here
is
actually
a
little
bit
too
rare
right.
It
leads
people
to
not
liking
it
or
not
liking
you,
but
these
are.
Our
expectations
is
to
come
up
with
a
proposed
Auto
plan.
So
thank
you
for
this
effort.
A
F
A
F
A
D
Chair
palmisano,
we
we
decided
that,
rather
than
putting
them
in
order
of
either
importance
or
dates,
the
best
thing
for
us
to
do
is
constantly
be
communicating
with
the
Departments
across
the
city
who
do
that
work,
kind
of
their
peaks
and
troughs
in
their
work.
A
lot
of
the
time,
and
it's
giving
us
that
flexibility
that
recognizing
this
is
a
great
time
for
this
department.
They
can.
They
can
kind
of
lend
us
more
of
their
time
during
this
period,
and
then
we
can
start
that
engagement.
D
So
we
call
it
a
rolling
audit
plan
in
the
sense
that
we
will
be
tackling
these
projects,
both
based
on
the
risks
themselves.
We
put
them
on
the
plan,
but
also
when
we
have
to
work
with
our
colleagues
making
sure
that
the
time
is
right.
A
No,
no,
okay,
thank
you,
and
that
is
what
we've
been
going
through
here
in
the
presentation
was
the
method
that
well
a
little
deeper
dive
into
the
different
pieces.
But
the
document
before
you
speaks
a
little
bit
to
kind
of
what
their
process
looks
like
and
you'll
see
some
exhibits
in
there
about
what
the
risk
management
process
is
that
they
undergo
to
do
this
across
the
city.
Enterprise,
so
I
will
move
approval
of
the
2023.
Risk-Based
Enterprise
audit
plan
could
I
have
a
second
second.
A
A
D
Thank
you,
chair
palmasano.
In
the
2023
budget,
we
received
funding
for
two
Community
safety
Auditors.
These
this
group
specifically
looks
at
the
community
safety
branch
and
focuses
their
energy
in
that
area.
To
that
end,
this
year
we
asked
them
to
conduct
a
community
safety,
Focus
risk
assessment
to
build
out
their
audit
plan
and
then
the
other
Enterprise
Auditors
would
look
at
the
rest
of
the
the
remaining
organization.
D
This
presentation
represents
a
culmination
of
dozens
and
dozens
of
interviews,
detailed
subject
matter,
review
again:
industry
best
practices.
Looking
at
Trends
and
whatnot
around
the
nation,
the
two
Community
safety
audit
staff
will
be
presenting
are
going
to
cover
the
report.
We
wanted
to
make
sure
that
this
is
since
this
is
the
first
time
we've
done
this
type
of
work
that
we
covered
in
detail
and
proposed
a
plan.
That's
both
comprehensive
and
well
researched
with
that
I
will
call
up
traviscom.
He
is
our
former
senior
auditor.
Now
Community
safety
auditor
will
kick
off.
D
A
N
Thank
you,
chair,
palmasano
members
of
the
committee
nice
to
see
you
again
so
yeah
kind
of
as
director
pack
was
talking
about
a
little
bit
talking
more
about
risk.
I
know
it's
talked
a
lot
about
risk
already,
but
hopefully
kind
of
another,
a
little
more
focus
and
a
little
bit
kind
of
different
way
as
we
kind
of
go
throughout
this
community
safety
risk
assessment
and
I.
Think
kind
of
to
the
message
kind
of
this
one
is
kind
of
the
foundation.
N
As
you
know,
we
know
that
they're
kind
of
building
up
this
Division
and
function
really
wanted
to
kind
of
get
a
great,
strong
kind
of
foundation
as
we
kind
of
go
forward
and
kind
of
build
out
this
and
really
kind
of
go
from
there.
So
some
topics
I'll
be
kind
of
talking
about
background
approach,
methodology
kind
of
talking
a
little
bit
more
on
what
we
did
kind
of
skipping
past
and
stuff
that
was
you
covered.
N
Ryan
France
is
going
to
talk
about
the
risk
themes
and
then
we'll
kind
of
cover
at
the
end
kind
of
the
community
safety
audit
plan.
So
talking
about
more
about
the
projects
that
we
want
to
are
proposing
for
approval
as
you
go
throughout
so
kind
of
some
background.
So
again
you
know
we
do
these
risk
assessments.
N
We
got
these
two
Community
safety
auditor
positions
a
couple
of
months
in
now
and
kind
of
from
the
budget
process.
You
know,
there's
a
really
kind
of
defined
kind
of
what
the
public
safety
audit
or
what
these
Public
Safety
Community
safety,
Auditors
kind
of
would
focus
on
really
kind
of
focus
again.
On
kind
of
the
audit
topics,
controls
efficiencies,
risk
accountability
within
the
public
safety
wrong.
So
the
budget
kind
of
process
kind
of
talked
about
911,
emergency
management,
fire,
neighborhood
safety
police.
N
We
also
kind
of
cover
Park,
police
and
kind
of
also
in
a
broader
sense.
You
know,
there's
different
programs
and
areas
across
the
city
that
cover
Community
safety
operations
as
well.
That
would
be
kind
of
roped
in
over
time,
but
I'm
kind
of
focusing
right
now
kind
of
within
those
aligned
kind
of
departments
and
that
those
regions
and
really
to
you
know
with
this
plan,
it's
kind
of
an
opportunity
to
get
more
dig
deeper
kind
of
over
time
and
kind
of
really
narrow
down.
N
In
you
know,
some
of
these
in
high
inherent
risk
nature
items,
as
is
everyone
kind
of
knows,
Public
Safety,
Safety,
Public
Safety,
is
always
kind
of
at
the
Forefront
and
just
curious
High
inherent
riskness
operations.
So
we're
kind
of
able
to
do
a
targeted
assessment
and
kind
of
build
relationships
and
establish
communication.
N
So
I'm,
just
kind
of
another
internal
goal
of
ours,
too,
is
kind
of
making
sure
that
we
are
staying
aware
of
things
on
top
of
things
and
really
kind
of
communicating
with
are
those
across
the
state
across
the
organization
or
and
kind
of
to
making
sure
that
kind
of
foster
communication
as
well.
We
kind
of
do
later
on
talk
about
Communications
theme
as
well,
since
it
is,
you
know,
kind
of
reporting
across
aboard,
and
so
this
assessment
reports
kind
of
trying
to
allow
bring
that
foundation
for
the
future
work.
N
So
on
approaching
methodology
again
we
go
by
the
standards
for
the
red
book
standards,
so
kind
of
you
know
we
look
at
systematic
discipline
approach
to
risk
across
the
Enterprise
so
to
develop
the
plan.
You
know
we
did
kind
of
you
know
the
same
similar
message
with
on
the
enterprise
we
talked
with
stakeholders.
Good
research
talked
about
conversations
kind
of
looked
at
back
at
previous
audit
work.
Look
at
previous
things,
going
on
really
just
kind
of.
N
What's
in
the
news,
and
really
we
had
a
lot
of
fruitful
and
really
great
conversations
with
management
and
staff
across
the
organization.
Just
kind
of
you
know
talking
a
bit
more
I
can't
openly
in
Canada
about
you
know
what
is
going
on
kind
of
different
topics
and
I
think
you
know
we're.
We
had
a
pretty
warmly
and
kind
of
you
know
in
a
people
who
want.
You
know
wanting
to
engage
with
us
and
kind
of
wanting
to
as
we
kind
of
go
throughout,
so
you
know
kind
of
with
that
too.
N
This
report
and
kind
of
within
this
year
is
kind
of
the
uncertainty
and
just
kind
of
where
things
are
going
to
kind
of
fall
right
now
with
the
mdhra
report
and
the
coming
up
doj-
and
we
kind
of
do
talk
about
that
in
the
report,
as
you
kind
of
will
see
in
uncertainty
and
kind
of
some
of
the
other
themes,
but
really
to
you
know,
we
try
the
best
in
terms
of
these
plant
creation
kind
of
other
work,
to
make
sure
that
you
know
we
are
not
going
to
be
duplicating
work,
we're
kind
of
interfering
in
different
ways,
I
think,
especially
since
it
is
kind
of
that
independent
monitor
kind
of
that
independent
function.
N
That
will
be
kind
of
built
out
in
kind
of
some
of
that
stuff.
We're
going
to
be
spending
some
time.
Probably
you
know
throughout
probably
three
to
six
months.
You
know,
I
was
trying
to
figure
out
two.
You
know
where
our
role
is
kind
of
better
and
where
we
can,
you
know
best,
be
of
use
and
kind
of
be
that
way.
So
we,
you
will
kind
of
see
too.
In
the
auto
plan
we
do
kind
of
have
a
general
hold
on
knowing
that
things
may
change.
N
Things
may
come
up
and
really
just
trying
to
be
flexible.
That
way,
so
I
think
this
kind
of
you
know
it's
kind
of
the
elephant
living
room,
I.
Think
in
terms
of
some
of
that
stuff,
because
into
the
hard
time
they
go
down
to
kind
of
know
until
kind
of
structures
materialize.
You
know
what
is
specific,
you
know
what
will
audit
walk
up?
Can
what
can
I
focus
on
what?
Well
you
know
some
of
these
other
structures
that
are
being
built
up,
I'm
focused
on
so.
C
Thank
you,
chair,
Thomas
I,
most
commonly
report.
I
noticed
that
part
of
the
methodology
for
the
risk
assessments
we're
doing
is
to
review
prior
risk
assessments.
Reviewing
audit
plans,
research,
current
industry,
trans
and
meeting
with
management.
All
those
are
are
well
and
good.
I'm
just
wondering
is
that
a
narrower
scope?
C
Then
you
really
intend
I'm
wondering
about
the
review
of
General
operating
documents,
complaints,
investigations,
reports
in
general
that
might
weigh
on
your
assessment
process.
N
Or
Community
member
official
kind
of
good
good
question
there
and
I
think
you
know
as
we
this
initial
assessment,
we
kind
of
focused
on
kind
of
I,
think
you
know
what
was
available
and
kind
of
what
is
what
we
have
I
think
you
know
some
of
that
data,
some
of
that
stuff
that
you
might
be
talking
about.
I,
think
you
know
we
hope
to
in
some
of
these.
N
You
kind
of
see
some
of
these
projects
and
kind
of
throughout
the
year
to
kind
of
get
more
more
specific,
I
think
you
know
this
assessment,
we
did
it
in
a
couple
of
months
period,
And
I,
think
you
know
the
goal
kind
of
as
a
community
safety
is
you
talk
about.
N
Communication
is
to
you
know,
have
those
some
of
these
frequent
kind
of
touch
points,
making
sure
that
you
know
we
are
getting
some
of
those
things
on
a
more
team
basis,
instead
of
just
kind
of
checking
in
you
know,
once
a
year
kind
of
checking
in
every
other
year,
like
hey,
what's
you
know?
How
are
things
going
that
way
so
I
don't
think
it
was
it's
not
too
much
reflected
I!
N
Think
in
you
know
this
assessment
and
kind
of
that
one
but
I
think
in
terms
of
some
of
those
more
specific
complaints,
some
of
the
more
specific
topics,
I
think
you
know
in
future
reports
feature
kind
of
things,
so
we'll
kind
of
be
able
to
get
more
specific
and
delve
deeper
into
that
one.
So.
C
So
a
follow-up,
if
I'm
a
chair
of
homicidal,
so
the
the
list
and
the
reports
on
page
five
of
the
report
indicating
your
methodology
is
not
intended
or
I
shouldn't,
believe
it
to
be
intended
a
limiting
factor
in
what
you're
going
to
do,
but
just
a
general
review
of
the
things
you're
going
to
accomplishment.
A
I
took
reviewing
prior
risk
assessments
is
not
to
drill
down
necessarily
infinitely
further,
but
maybe
to
see
what
haven't
we
been
doing
like
we've,
we've
done
this
we've
spent
some
time
here.
What
else
is
there?
Is
that
reasonable
to
assume.
N
Chairpersonal,
correct,
yeah
I
think
you
know
I
just
kind
of
seeing
the
Enterprise.
You
know
it's
focused
kind
of
on
a
broader
sense.
I
think
you
know
on
risk
assessments
yeah,
it's
focusing
more.
You
know
as
get
one
Community
safety,
you
know
kind
of
the
specific
department,
so
specific
operating
areas.
N
You
know
over
time
and
kind
of
we
do
kind
of
talk
a
little
bit
more
later
on
about
neighborhood
safety
and
kind
of
doing
an
exercise
with
them
about
doing
an
a
departmental
risk
assessment
that
would
be
useful
for
future
audit
work
as
well
and
kind
of
for
management.
That
way.
Thank
you,
council.
H
Thank
you,
madam
chair
I,
recognize
that
we're
kind
of
in
an
emerging
phase
of
this
new
capability
with
an
audit,
but
going
back
to
member
Fisher's
a
question
around
scope,
I'm
wondering
if
you
could
speak
to
the
role
of
Community
safety
audit
is
relative
to
you
know.
We
just
had
our
mdhr
settlement
agreement,
which
has
some
explicit
functions
around
independent
evaluations
and
we
anticipated
Department
of
Justice
consent
decree,
which
will
also
have
an
independent
Monitor,
and
so
there's
going
to
be
kind
of
these
different
but
overlapping
roles.
N
Can
remember
pain,
good
question
I
think
just
the
general
sense
is
a
lot
of
is
uncertainty
and
I
think
kind
of.
Hopefully
you
know
in
the
coming
audit
committees
and
coming
reports.
We
kind
of
get
more
certainty
and
kind
of
where
how
we
can
best
interact
with
them
and
kind
of
where
we
can
go
I.
Think
there's
kind
of
there
is
now
that
you
know
the
mdhr
report.
N
It
kind
of
mentions
that
independent
monitor
kind
of
that
way,
and
there
is
city,
attorney's
office,
kind
of
building
out
a
function
to
respond,
and
then
so
is
the
police
department
kind
of
that
consent
Bureau
and
we
haven't
once
that
kind
of
gets
up
and
running
kind
of
operational
and
then
it'd
be
kind
of
a
good
time.
You
kind
of
do
want
to
engage
you're
going
to
kind
of
see.
N
You
know
what
is
those
topics
and
some
of
those
areas
I
think
you
know
it
is
important
to
note
that
you
know
we
report
to
the
audit
committee.
We
were
risk
based.
You
know
the
all
the
audit
plans
all
the
products
that
we
do.
You
know
revolve
from
this
report
both
from
this
body
where
you
know
the
concept
monitor
some
of
that
stuff
is
kind
of
that
similar
work
kind
of
you
know,
reporting
to
that
Court,
some
of
that
structure
within
the
city.
N
So
we
kind
of
had
a
lot
of
conversations,
a
lot
of
discussion.
You
know
with
people
involved
in
management,
I
think
just
the
general
sense
is
just
yeah
there's
you
know
they
have
some
general
plans,
some
general
awareness
of
how
things
will
operate,
but
you
know,
as
you
kind
of
talk
when
there's
certainty
like
really
no
one
has
a
definitive
picture,
so
I'm
gonna,
still
kind
of
feel
that
out
and
I
think
you
know
we
kind
of
reporting
back
and
kind
of
you
know
with
those
projects.
You
know
we
kind
of
will
see.
N
N
Just
because
we
don't
you
know,
we
don't
want
to
be
coming
with
an
audit
report
and
then
there's
you
know
that
reporting
structure
that
some
of
that
you
know
conflicting
your
kind
of
duplication
of
work,
but
I
think
you
know
there
might
be
opportunities
in
you
know,
looking
at
training
structures
or
looking
at
you
know
things
along
those
lines.
As
report
talks,
a
lot
about
you
know,
accountability
and
kind
of
that
management.
You
know
that
management
function
of
assessing
or
kind
of
you
know
making
sure
where
things
operate.
N
N
All
right
so
again
kind
of
the
usk
universe.
You
know,
as
we
talked
about
earlier,
just
kind
of
that
Community
safety
structure
on
Park,
Place
and
then
just
kind
of
you
know.
Can
you
safety,
programs
and
operations,
as
we
kind
of
will
see
and
has
been
talked
about?
You
know
those
opportunities
for
collaboration,
kind
of
cross,
working
kind
of
across
the
organization,
but
you
know
Community
safety
at
least
is
kind
of
defined
within
those
kind
of
main
departments
and
then
other
operations.
N
So
you
know,
however,
you
risk,
you
know,
there's
again,
there's
kind
of
probably
an
likelihood
inherently
residual
risk.
So
you
know
there
is
just
in
community
safe
operations
or
it's
kind
of
that
high
inherent
risk.
You
know
of
the
critical
incidence
so,
for
example,
or
other
events.
So
when
we
kind
of
do
look
at
this
assessment
and
look
at
these
things,
we
kind
of
looked
at
topics
that
kind
of
Beyond.
This
inherent
risk.
You
know
like
what
are
some
of
the
underlying
themes
or
what
are
the
underlying?
N
N
You
know
just
because
there
is
risk
where
something
is
going,
you
know,
does
it
mean
it's
not
a
measure
of
a
performance
of
a
function?
It's
kind
of
that
how
that
risk
is
addressed
and
some
of
that
management
activities,
and
that's
where
kind
of
audit
comes
in.
You
know
how
management
is
addressing
or
monitoring
that
risk.
N
So
kind
of
I
think
this
kind
of
talked
about
this
already,
but
you
know
things
that
we
considered
is
kind
of.
You
know
those
previous
work
future
work,
some
of
that
stuff
and
just
kind
of
a
note
too,
as
you
kind
of
talked
when
they
report,
but
you
know
there
is
that
that
is
kind
of
that
third
line
of
defense
is
kind
of
considered
where
you
know
are
dependent
and
objective
Assurance
of
how
management
is
responding
and
I'm
not
managing
risk.
N
So
you
know,
at
the
end
of
the
day,
management
is
responsible
for
managing
the
rest
of
kind
of.
You
know
those
basic
functions
and
I
think
two
just
kind
of
went
back
to
maybe
to
the
mdhra
report
and
the
doj.
You
know
it
focus
a
lot
about
on
you
know:
management,
functions,
management,
responsibilities
and
that's
clear.
You
know
audit
can
come
in
at
the
end
and
kind
of
see
you
know,
is
management
adequately.
You
know
responding
to
those
risks
that
have
been
identified
so
so
now
kind
of
a
key
findings.
Communicating.
C
Thank
you
to
your
promise.
Honor
must
come
in
the
report.
You
cited
the
IIA
standard,
2010
A2.
It
says
that
you
must
identify
and
consider
the
expectations
of
Senior,
Management
and
other
stakeholders
in
your
for
internal
audit
opinions.
It
struck
me
a
little
bit
unusual.
The
way
that
was
worded
I
know
you
didn't
write
that
as
a
standard,
but
it
indicates
some
kind
of
lack
of
Independence
in
the
audit
function.
If
you
have
to
pay
attention
to
the
expectations
of
people,
how
do
you
work
through
that
standard.
N
Yep
homicidal
Committee,
Member,
Fisher
I,
think
you
know
there
is
kind
of
a
lot
of
ones.
There
is
kind
of
thing
which
us
we're
kind
of
building
up
that
Independence
and
assurance
and
I
think
this
one
is
kind
of
talking
a
lot
about
kind
of
that
communication
aspect
and
making
sure
that
you
know
there
is
that
expectation
that
you
know
audit
is
communicating
across
the
organization.
Is
getting
feedback
is
kind
of
listening
to
the
organization.
N
You
know
at
the
end
of
the
day,
everything
that
audit
does
it
kind
of
goes
up
through
independent
body,
which
you
know
for
final
approval,
so
you
know,
for
example,
is
audit
plan
these
projects
and
some
of
that
stuff
you
know,
goes
through
the
automated
goes
through
those
things
with
that
kind
of
Independence
lies,
so
it
doesn't,
you
know
mean
you
have
to
you
know
we're
Bound
by
you
know
what
is
kind
of
you
know.
Management
wants
this,
you
have
to
do
it.
It's
kind
of
that.
Take
that
into
consideration.
N
You
know
assess
it
overall,
it's
kind
of
overall
work
and
then
kind
of
you
know
bring
it
up
to
the
audit
committee,
and
you
know
get
that
independent
approval
to
kind
of
make
sure
that
we
are
doing
that
communication
aspect.
Thank
you.
N
Perfect,
all
right
so
now
I'm
kind
of
getting
to
a
key
finding
so
just
kind
of
an
overview
again
these
you
know
we
have
nine
overall
risk
themes
with
kind
of
more
specific
aspects
that
support
them
as
we'll
kind
of
get
into,
but
you
know
just
kind
of
some
note
things
that
you
know
these
are
the
broad
themes
unidentified
we
did
kind
of
in
the
report.
Kind
of
talked
about.
N
You
know,
try
to
talk
a
little
bit
more
about
how
things
have
changed
or
what
things
have
been
occurring
to
kind
of
reflect
that
with
changing
this
risk
landscape
at
the
city,
and
of
course
you
know,
these
aren't
the
only
lists.
N
These
aren't
the
you
know,
there's
plenty
of
this
out
there,
but
these
are
kind
of
the
ones
that
we,
you
know
as
other
audit
kind
of
identified
in
the
risk
assessments,
kind
of
the
ones
top
of
my
mind
for
management,
okay,
I'm
top
of
mind,
for
you
know
us
as
Auditors
in
that
way,
and
then
two
you
know
a
lot
of
these
themes
are
interconnected,
so
they
kind
of
play
off
each
other
kind
of
play
into
each
other.
They
cause
each
other,
they
kind
of
we
kind
of
did
kind
of
try
to.
N
You
know
kind
of
paint
that
picture
too,
that
you
know
there
is
another
nothing
as
of
a
kind
of
in
a
vacuum,
or
you
know
it's
kind
of
own
way.
You
know
as
we.
If
we
talked
about
one
realistic,
for
example,
a
staff
and
resourcing
I
kind
of
you
know,
can
create
extra
skating
effects
of
other
impacts.
I
mean
if
it's
not
properly
addressed
across
I'm
the
organization.
So
next
Cloud
line
France
I'm
going
to
talk
more
about
those
things.
O
Oh
good
morning,
chair
palmisano
community
members,
my
name
is
Ryan
France
and
I'm.
The
other
half
of
the
community
safety
branch
in
the
city
auditor's
office,
I'm,
going
to
walk
through
our
key
I,
am
starting
out
with
Staffing
and
resources
departments
are
facing
ongoing,
Staffing
and
resourcing
challenges
that
impact
operations
and
services
which
may
lead
to
employee
burnouts
and
further
Staffing
shortages.
This
is
a
risk
that
was
identified
in
the
previous
2023
risk
assessment.
O
It
was
also
identified
in
last
year's
risk
assessment
and
is
again
a
top
risk
this
year
as
well,
because
we
see
that
the
workforce
challenges
that
the
city
has
been
facing
remain.
There
have
been
some
changes.
There
were
some
departments
that
indicated
that
things
were
sort
of
evening
out
or
improving,
but
many
of
those
issues
persist
and
departments
are
also
seeing
the
impacts
of
continued
shortages,
particularly
in
employee
burnout,
employee
separation,
work
being
done
inefficiently
or
incompletely
and
other
issues.
O
Next,
we
move
on
to
uncertainty,
uncertainty
focuses
on
community
safety
operations
which
are
experiencing
uncertainty,
resulting
from
ongoing
investigations
and
litigation.
O
Various
sources
of
uncertainty
have
had
impacts
since
2020,
including
the
covid-19
pandemic,
the
murderer
George
Floyd,
and
the
uprising
of
2020
government
structure
changes
the
Minnesota
Department
of
Human
Rights
investigation
and
Court
enforceable
agreement,
Department
of
Justice
investigation
and
potential
consent,
decree
and
staff
turnover
and
a
new
police
Administration.
O
Some
of
the
risks
that
are
associated
with
uncertainty
are
that,
obviously
it's
hard
to
plan
for
you
don't
know.
What's
coming
it's
difficult
to
plan
around
that
and
and
mitigate
some
of
the
things
that
can
come
along
with
that,
it
requires
adjustments
to
work,
to
Staffing,
to
planning,
to
every
aspect
of
the
work
and
can
lead
to
stress
and
unsatisfactory
work
environments,
operational
failures
as
well
as
can
it
can
be
exacerbated
by
a
communication
breakdowns
which
we'll
talk
about
a
bit
later.
A
O
O
Some
of
these
risks
are
related
to
uncertainty,
they're
related
to,
as
previously
mentioned,
they're
related
to
government
restructuring.
There
are
new
programs
programs
and
activities
that
create
new
opportunities
for
risk,
as
well
as
new
work
and
new
benefits
to
the
city
and
its
citizens,
as
well
as
Court
agreements
previously
mentioned.
The
mdhr
agreement,
for
example,
will
introduce
significant
changes
over
the
coming
years
of
the
anticipated
consent.
Decree
from
the
Department
of
Justice
will
do.
Similarly,
as
a
result,
risks
arise
related
to
operations
and
compliance.
O
Outdated
policies
may
become
outdated
as
the
work
changes,
and
there
also
may
not
be
policies
and
procedures
in
place
to
cover
some
of
that
new
work.
There's
a
need
to
create
and
formalize
new
processes,
and
during
this
time
there
may
be
unclear
guidance
and
expectations
for
staff
in
the
public.
Additionally,
controls
may
be
insufficient
or
non-existent
to
fully
cover
all
of
the
changes
to
the
operations.
C
O
They're
very
sorry,
chair,
palmasano,
Committee,
Member,
Fisher,
they're,
very
interconnected.
They
are
very
similar
in
nature.
We
wanted
to
call
out
uncertainty
specifically,
as
we
know,
and
we'll
talk
about
it
a
bit
when
we
get
into
the
audit
plan.
We
do
have
a
hold
for
changes
relating
specifically
to
the
mdhr
agreement,
as
well
as
the
potential
the
Department
of
Justice
consent
degree.
So
we
wanted
to
call
out
that
uncertainty
specifically,
although
you're
very
correct,
they
are
very
similar
and
there's
a
lot
of
overlap
between
those
two
all
right.
Thank
you.
O
Cyber
security
was
also
identified
in
last
year's
assessment,
as
well
as
this
year's
assessment,
as
discussed
by
City
auditor
Patrick,
and
continues
to
be
a
risk
for
the
city
specifically
to
community
safety
operations,
involve
critical
and
very
sensitive
systems,
including
9-1-1
police
data,
other
other
emergency
response,
which
may
be
outdated
and
or
not
easily
compatible
and
functional.
With
today's
needs
specifically
relating
to
data,
there
is
an
increased
focus
on
and
demand
for
data
that
data
with
current
systems
can
be
very
difficult
to
obtain.
A
Foreign
I
just
want
to
point
out
that
you
know
as
we
work
to
better
coordinate
these
functions
and,
for
example,
the
office
of
community
safety.
You
know
we're
building
some
of
these
violence
prevention
techniques
and
these
groups
of
people
that
we
contract
with
for
them
and
I
wonder:
if
will
this
also
be
inclusive
of
how
that
department
communicates
around
all
the
different
elements
of
the
public
safety
organization
like
some
of
these
are
new
some.
A
Some
of
these
are
outdated
and
it
goes
Way
Beyond
police,
but
in
addition
to
that,
will
the
ways
that
we're
trying
to
build
more
connective
tissue
here
be
seen
by
your
look
on
this
work
plan.
O
Chair
palmasano,
yes,
I,
believe
so
it's
one
of
the
things
that
we
set
out
to
do
very
early
on
was
to
kind
of
establish
or
re-establish
communication
between
our
office,
as
well
as
the
various
Public
Safety
departments
or
Community
safety
departments.
Excuse
me,
and
one
goal
of
ours
is
to
help
the
kind
of
the
city
tends
to
be
a
little
bit
siled
sometimes,
and
we
kind
of
want
to
get
that
connectivity
through
and
I.
Think
looking
at
new
technology
is
an
excellent.
You
know
way
to
help
establish
that
both
passively
and
actively.
O
Thanks
next,
we
have
key
person
risk.
This
is
related
to
Staffing
departments
are
frequently
confronting
Keepers
and
risk
we're
in
an
employee
with
institutional
knowledge
and
key
tasks
and
responsibilities
that
others
cannot
easily
take
over
separates
from
the
city.
This
was
something
that
came
up
quite
a
bit
in
the
discussions
we
had
with
various
various
departments.
O
O
This
was
discussed
in
last
year's
audit
report
and
it
continues
to
be
a
key
theme
in
audit
reports
and
issues.
The
mdhr
report
also
focused
on
policies
and
procedures.
When
we
have
a
lack
of
policies,
procedures
and
documentation
or
inadequate
or
outdated,
we
see
risks
of
non-compliance
which
can
bring
legal
and
reputational
risk
to
the
city.
There
are
variances
inconsistencies
and
deviations
in
the
work
that
is
done
in
proper
practices
can
be
put
into
place.
O
There's
a
lack
of
sufficient
controls
and
oversight
potential
for
reputational
and
operational
risks,
increased
impacts
of
Staff
turnover
and
key
person
risk
identified
earlier,
as
well
as
increased
onboarding
times
for
new
employees
as
we're
talking
about
Staffing
as
we're
talking
about
getting
back
to
being
whole
we're
talking
about
getting
work
to
be
more
efficient.
You
know.
One
thing
we
have
to
increase
is
we
have
to
think
about?
Is
that
when
we
hire
a
person,
there
could
still
be
weeks,
months
or
years
of
training
to
get
them
up
to
speed.
O
O
O
Some
of
the
other
risks
are
that
people
and
information
are
kept
siled
that
can
lead
to
lack
of
efficiencies
in
collaboration
which
can
lead
to
conflicting
work
or
redundant
work.
It
can
also
lead
to
frustration
among
public
and
staff
if
it
feels
as
though
the
city
isn't
being
transparent,
or
perhaps
that
things
are
not
being
communicated
wholly
or
effectively,
and
it
can
lead
to
reputational
risk
as
well.
O
So,
with
new
work
with
new
opportunities
with
new
departments,
there
are
new
grants
and
additional
and
increased
funding
sources
coming
into
the
city
and
changes
to
operations,
including
new
programs.
Activities
and
departments,
can
be
bringing
again
both
new
sources,
as
well
as
new
eyes
and
responsibilities
to
City
staff
relating
to
those
new
Financial
opportunities
and
there's
an
increased
need
to
ensure
compliance
and
proper
management.
O
As
mentioned
before
in
the
overall
Enterprise
risk
report,
Supply
chains
and
changing
working
conditions
have
shown
the
importance
of
proper
asset
management
and
there
are
increased
times
and
costs
to
get
key
equipment
and
supplies,
including
squad
cars,
fire
trucks
and
other
vital
vehicles
to
the
city.
There's
a
need
to
ensure
tracking
and
management
of
City
assets
and
when
we're
speaking
of
asset
management,
we're
also
looking
at
buildings
and
Facilities.
So
again,
as
previously
mentioned
in
the
enterprise-wide
report,
fire
stations,
police,
training
facilities,
police
precincts
do
fall
into
the
asset
management
category
as
well.
H
Thank
you,
madam
chair.
One
of
the
areas
that
I'm
constantly
a
little
bit
confused
by
in
in
the
financial
management
area
is
our
use
of
grant
funding
in
our
Public
Safety
ecosystem
and
I
know,
for
instance,
our
homeless
response
team
is
Grant
funded
on
the
one
hand,
and
on
the
other
hand
you
know
some
of
the
other
issues
you
highlighted
around.
H
Our
staffing
shortages
have
left
surpluses
in
departments
like
the
police
department
and
then
I
know
that
we're
also
all
continuously
applying
for
federal
grants
and
I
I'm
trying
to
wrap
my
head
around
where
the
the
short
coming
is
for
our
financial
management
and
programming
and
then
where
the
surpluses
are
and
how
we
balance
those
out
and
specifically
I'm
trying
to
understand.
What's
the
opportunity
opportunity
cost
for
pursuing
some
of
these
grants,
because
there
is
quite
a
bit
of
administrative
burden
in
seeking
out
some
of
those
grant
funding
too.
O
Polisano
Committee,
Member,
Payne
I,
think
that's
a
fantastic
question.
I
think
that
it
is
very
important
to
take
a
look
into
that.
Particularly
the
you
know,
short
sort
of
shortage
and
surplus
and
balancing
that
out,
I
think
is,
is
vital
to
the
city
and
very
important
in
the
course
of
our
preliminary
discussions
to
kind
of
establish
the
basis
of
this
report.
We
didn't
get
that
deep
into
some
of
those
details,
though
I
anticipate
that
we
that
we
will
in
the
future.
O
We
primarily
what
we
received
back
from
those
departments
was
that
there
was
a
lot
of
confusion
about
how
those
processes
work,
who
should
be
in
charge
of
those
it
felt
like
there
were
times
where
sometimes
there
was.
There
was
probably
supposed
to
be
some
interdepartmental
communication
about
that
that
maybe
either
wasn't
happening
or
was
unclear
partially
due
to
key
person
risk
you
know
and
and
other
people
leaving
the
city
and
other
things
like
that.
C
Thank
you,
chair,
palmisano,
Mr,
Franson,
I
I
certainly
recognize
in
this
section
of
asset
management,
the
lack
of
resources,
the
costs,
Rising
costs.
These
are
all
creating
complications,
but
you've
also
indicated
that
there
that
or
identify
the
inadequate
management
and
oversight
may
lead
to
fraud,
waste
and
abuse.
C
O
Is
that
I
think
it's
it's
a
it's
a
broad
acknowledgment
of
the
importance
of
oversight
to
ensure
that
City
resources
and
are
being
used
properly,
that
policies
are
being
followed
appropriately,
that
the
work
is
being
done
correctly.
There
wasn't,
you
know
anything
I,
think
specific.
We
were
pointing
at
as
much
as
an
acknowledgment
that
that
oversight
is
necessary
to
make
sure
that
City
resources
are
used
appropriately.
O
All
right
moving
on,
so
what
are
we
going
to
do
about
it?
This
is
the
proposed
2023-2024
audit
plan.
This
audit
proposes
the
following
consultations
and
audits,
be
added
added
to
the
2023-2024
work
plan.
This
plan
is
a
flexible
roadmap.
It
may,
and
most
likely
will
change
again,
particularly
in
light
of
the
mdhr
agreement.
N
You
know
we
intend
kind
of
ambitious
plan
for
kind
of
a
small
staff
where
we
kind
of
intend
you
know
throughout
the
rest
of
this
year
and
kind
of
next
year.
You
know
to
kind
of
be
able
to.
You
know,
touch
upon
a
lot
of
different
topics.
Some
of
these
projects
are
attended
to
be
a
little
bit
smaller
in
scope
or
nature.
Others
might
be
another
more
lengthier
and
really
try
to
address.
N
You
know
some
of
those
risk
themes
kind
of
throughout
and
then
again
to
you
know
we
do
anticipate
you
know
throughout
the
coming
year.
You
know
coming
months
coming
years.
You
know
coming
back
to
the
audit
committee
with
you
know,
new
topics
are
kind
of
more
defined
areas
that
way,
so
these
are
kind
of
the
ones
that
you
know.
We
have
been
talking
with
kind
of
identified
that
we
think
we
can
provide
the
most
value
and
kind
of
that
is
a
consideration
too,
of
you
know
where
we
can
provide
our
input.
N
We
can
contribute
to
value
and
kind
of.
Knowing
that
there
is,
you
know
a
lot
of
stuff
going
on
a
lot
of
these
structures
going
up
other
spread
across
the
city
that
you
know
will
kind
of
play
into
it.
So
kind
of
two.
N
You
know
kind
of
you
have
an
ongoing
project
right
now:
consultation
with
mecc
that
we've
kind
of
talked
about
I'm,
going
to
be
future
updates
at
the
audit
committee,
but
I
was
looking
at
you
know
the
contracts
and
relationships
with
the
city
mecc
has
with
other
intercom
relationships,
so
that
was
approved
as
part
of
last
year's
audit
plan.
I'm
kind
of
in
progress
right
now,
I
feel
like
this
work,
and
then
these
are
kind
of
the
ones
that
we're
proposing.
N
So
again,
we
kind
of
do
have
this
acknowledgment
about
I
mean
the
ongoing
Court
enforcement
agreement.
Consent
decree
I,
think
you
know
right
now,
as
we
talked
about
earlier,
you
know
it's
a
little
kind
of
murky
or
kind
of
unsure,
but
I
think
a
key
aspect
of
those.
At
least
the
court
enforcement
agreement
is
kind
of
building
up
a
lot
of
those
auditable
functions.
You
know
with
that
audit
can
one
day
come
in.
N
You
know
with
once
they're
operating
once
they're
established
and
look
at
you
know
see
you
know,
making
sure
you
know
even
with
the
independent
monitors
gone
or
you
know,
if
they're
here,
but
looking
at
different
things,
you
can
go,
and
you
know
verify
that
you
know
he
has
to
structure
that
you
know
later.
Training,
for
example,
is
still
operating
as
it
was
intended
so
kind
of
put
a
pin
in
this
one
now,
but
you
know
just
acknowledgment
that
we
do
anticipate,
probably
especially
in
future
years.
N
You
know
beyond,
maybe
not
2023,
but
you
know
2024,
as
they
have
established,
have
their
operating,
that
we
can
kind
of
provide
those
values.
So
there's
that
acknowledgment
these
next
couple
ones
again
we
kind
of
talked
about
with
management
kind
of
talked
about
a
lot
about
what
kind
of
is
going
on
for
this
one.
We
do
kind
of
you
know
if
it
is
approved,
we
do
kind
of
have
management,
I'm
willing
wanting
to
us
to
come
in.
N
N
You
know,
and
it
is
a
high
risk,
high
value
or
high
risk
kind
of
high
profile
function
of
the
city.
You
know
going
back
into
review
the
processes
and
control
it's
kind
of
a
similar
fashion,
as
audit
did
six
years
ago,
but
you
know
with
mindset
that
you
know
a
lot
has
changed
since
then,
and
some
of
that
stuff.
N
So
this
one
you
know
we
do
anticipate
this
one
kind
of
be
one
that
we
would
start
kind
of
sooner
in
the
next
couple
weeks
if
it
is
kind
of
approved
as
management
is
really
opening
and
willing
to
engage
with
southernness
one
next
to
a
kind
of
related
to
Neighborhood
safety,
so
that
is
kind
of
that
new
new
Department
kind
of
formed
out
of
the
office
of
ions
prevention.
In
this
last
year's
budget
cycle,
and
as
we
talked
about
in
the
risk,
you
know
the
new
programs,
new
activities
changes
to
operations.
N
You
know
this
kind
of
Department,
as
it
is
kind
of
getting
established,
is
kind
of
transitioning
from
being
a
part
of
the
house,
employment
to
its
own
kind
of
independent
style
and
body.
We
kind
of
you
know,
identified
a
cup
two
activities
for
this
one,
so
this
first
one
kind
of
a
more
of
a
risk
assessment,
so
kind
of
more
of
an
activity
with
me
us
working
with
management.
N
To
look
at
you
know
to
kind
of
assess
to
have
management,
assess
themselves
kind
of
operations,
especially
now
that
the
independent
kind
of
having
to
build
a
lot
of
these
structures,
for
example,
procurement
processes
or
kind
of
some
of
these
own
processes
that
they
relied
on
for
the
health
department
for
now
they're
on
their
own,
and
they
do
have
a
lot
of
Grants
contracts
and
all
that
stuff
and
really
trying
to
help
them
kind
of
you
know,
identify
you
know
the
broader
sense.
N
You
know,
policies,
procedures,
rules
and
responsibilities,
oversight,
monitoring,
you
know,
do
you
have
these
in
place
or
can
he
work
and
those
kind
of
similar
to
an
exercise?
I
read
it
with
the
pork
board
kind
of
launched
a
couple
years
ago
with
them
kind
of
you
know
a
bigger
sense
of
kind
of
this
risk
management
team
across
the
whole
organization.
Kind
of
you
know
going
in
and
kind
of
evaluating
on
a
reoccurring
basis
and
a
software
done
to
find
you
know
a
lot
of
these
common
things
that
audit
would
expect
in
the
future.
N
So
on
this
one
too,
we
do
kind
of
anticipate
to
be
a
short
engagement
and
kind
of
do.
You
know
if
it
is
approved
kind
of
looking
to
begin.
This
sooner
have
a
lot
of
willingness
and
kind
of
openness
to
kind
of
do
this,
not
an
audit
but
kind
of
this
special
project.
Consultation,
risk
assessment,
I'm,
one
I'm
next,
one
again:
kind
of
safe,
neighborhood
safety,
kind
of
attending
to
kind
of
feed
off
upon
the
first
kind
of
one
I'm.
N
Looking
more
specifically
at
the
grants
and
contracts
of
this
neighborhood
safety,
they
do
have
a
lot
of
Grants
contracts,
a
lot
of
kind
of
operations,
kind
of
really
that
way
and
kind
of
doing
a
consultation.
So
looking
at
kind
of
as
we
have
done
a
lot
of
grand
audits
in
the
past,
okay,
we
did
a
contract
environment's
Auto
a
couple
years
ago,
we're
really
kind
of
doing
a
targeted
consultation
with
them
and
making
sure
that
they
do
have
controls
in
place
and
operating
efficiently
with
contracts
and
grants.
N
Then
these
next
couple,
so
this
you
know,
feed
the
feed
management
audit
as
it's
kind
of
covered
within
the
Enterprise
one.
But
just
you
know
calling
out
looking
at
specifically
this
one
kind
of
a
Minneapolis
space,
Department
Fleet,
Management
audit.
So
looking
at
on
the
management
and
the
efficiency
management,
the
controllers
and
the
management
of
this
clock
cause
essentially
I
think
this
is
kind
of
a
topic.
That's
come
up
every
now
and
then
and
kind
of
you
know.
N
Looking
at
this
one
I
think
in
the
community
safety
events,
especially
with
the
squad
cars.
That
way
is
I,
think
we
identifying
their
2019
off-duty
audit
report.
For
example,
you
know
some
controls
related
to
the
squad
car
uses
and
really
making
trying
to
close
the
loop
and
cut
some
of
those
gaps
up
eh,
so
impound,
not
audit.
N
So,
looking
at
the
process,
the
controls
around
the
impound
lots
or
audit
lasted,
or
input
and
Out
review,
I
believe
in
2011
or
some
certificate
period
time
back
so
kind
of
revisiting
that
one
and
I'm,
looking
at
the
controls
and
operator
of
controls
and
processes
around
the
impound
lot,
MPE
special
units
and
programs,
audit,
so
kind
of
as
you're
kind
of
seeing
some
of
these
kind
of
the
scoping
we
kind
of
come
as
we
kind
of
begin,
the
products
and
planning,
and
so
it's
kind
of
taking
these
objectives.
N
But,
looking
at
you
know
these
ones,
you
know
looking
at
the
specific
special
events
and
programs
that
they,
you
know
having
some
of
these
relationships
with.
You
know,
for
example,
these
task
forces
or
what
they
have
with
you
know:
Hennepin
County
or
you
know
the
state
and
looking
at
you
know
how
they
are
on
how
they're
operating
making
sure
that
there
is
sufficient
proper
oversight
and
management
of
these
programs.
So
and
again
you
know
it's
kind
of
see.
N
You
know
a
lot
of
these
were
kind
of
keeping
them
more
Broad
and
vague,
but
we
do
anticipate
as
we
kind
of
come
back
and
begin
the
planning
to
kind
of
say
more
details
about.
You
know
what
you
know
special
program
or
unit
kind
of
entails
in
this
one,
and
similarly,
you
know
with
these
ancillary
police
programs
audits.
Looking
at
you
know
this
one
we're
looking
at
you
know
some
of
these
ones
that
are
connected
to
the
police
department,
such
as
the
police
reserves,
Young
Explorers.
N
Some
of
these
programs
are,
you
know,
are
have
connections
with
the
police
department.
Have
you
know
public,
safe
public
facing
Opera
operation
and
really
trying
to
you
know
looking
at
how
they
are
running
those
controls
in
place
this
next
one
is
kind
of
a
you
know,
something
a
benefit
that
we're
able
to
do.
N
You
know
with
the
community
safety
focused
team
is
kind
of
you
know
doing
some
of
these
follow-up
Audits
and
projects,
as
we
kind
of
looking
at
you
know
the
impound
looking
at
the
input
on
that
the
property
of
evidence,
6-1
is
kind
of
related
to
sexual
assault,
examination
kit.
N
So
more
recent
project,
a
recent
kind
of
one
that
we
did
back
a
little
over
three
years
ago
now,
but
looking
at
you
know
making
sure
that
the
processes
kind
of
Identify
some
of
those
risks
that
identified
or
operating
you
know
still
kind
of
remediate
and
kind
of
operating
as
intended.
There
has
been
some
changes
just
related
to
state
law
and
kind
of
the
handling
of
kits
and
some
of
the
expectations
that
we
can.
You
know
also
measure
against,
but
you
know
knowing
that
it
has
been
some
time
managed
people.
N
Staff
management
has
changed.
I'm
kind
of
you
know
going
back
in
as
an
as
an
auto
team
and
kind
of
doing
doing
kind
of
targeted
making
sure
that
this
program
is
kind
of
you
know,
operating
as
kind
of
has
hoped
as
intended.
That
way.
So
looking
at
the
next
one
is
kind
of
the
MPD
background
check
process
audit.
So
this
one
was
kind
of
carved
out
of
the
hiring
promotion
process
audit,
but
the
MPD
does
kind
of
have
their
own
patent
background
check,
process
and
kind
of
their
own
area
of
the
department.
N
That
is
kind
of
quite
more.
Thank
you
and
a
more
intensive
than
kind
of
the
HR
standard
one.
So
we
didn't
look
at
that
one
in
the
HR
audit,
but
we
kind
of
you
know
made
a
note
of
it
and
we
like
to
kind
of,
took
it
back
into
this
kind
of
just
kind
of
do
a
targeted
assessment
of
this
empty
background
check
process
and
then
next
kind
of
a
little
activity,
kind
of
a
special
project
or
consultation
I'm.
N
Looking
at
some
data
analysis
for
adult
officer,
injured,
on
duty
to
review
data
per
change
office
in
your
duty
and
analyze
for
Trends,
again
kind
of
more
of
a
paid
abducted
by
thinking
of
this
one.
M
Thank
you,
I
was
wondering
in
regard
to
the
sexual
assault,
examine
examination
kit
project
I'm,
wondering
if
that
audit
will
in
any
way
interact
with
the
property
and
evidence
audit
that
might
start
in
a
couple
of
weeks.
N
Can
we
remember
our
chair,
palmasano,
Commando,
Singleton,
good
question
and
kind
of
a
good
point,
I
think
I,
something
I've
been
thinking
about
considering
and
I.
Think
it's
still
kind
of
unclear
is.
There
is
kind
of
that
MPD.
There
is
kind
of
that
process
related
to
you
know
the
handling
of
the
kids
within
the
proper
evidence,
I
think
kind
of,
as
we
get
kind
of
scoping
and
kind
of
some
of
that
stuff
down
we'll
kind
of
determine
you
know
and
without
planning
you
know.
N
Maybe
we
can
do
this
one
simultaneously
or
kind
of
you
know
within
close
proximity,
I
think
kind
of
we
have
to
kind
of
see
it
in
terms
of
you
know
those
that
are
resources,
kind
of
planning.
For
that
one
of
you
do
have
there's
kind
of
that
connection,
and
you
know
we
will
kind
of
I
think
you
know
either
way.
We'll
kind
of
address.
It'll
kind
of
you
know
make
a
mention
of
it
and
prepping
evidence.
N
You
know
if
we
kind
of
do
this
one,
you
know
shortly
after
kind
of
at
the
same
time
or
kind
of
a
little
bit
after
I.
Think
this
one
too.
You
know
a
little
bit
this
one
has
more
interactions
across
the
police
department,
kind
of
some
of
those
different
management
teams,
as
well
as
kind
of
responsible
and
I.
Think
two
just
kind
of
with
that.
You
know
with
popping
evidence
too.
We
kind
of
do
anticipate.
N
You
know
there
is
that
police
officer
the
investigation
investigator
connection,
for
example,
investigators
are
the
ones
you
know,
sign
off
items
that
can
be
disposed
or
that
you
know
items
that
can
be
released
are
released
to
leads
to
kind
of
whoever
they
belong
to.
So
I
think
you
know
we've
as
we
kind
of
get
a
scoping.
You
know
we
do
anticipate.
You
know
there
would
be
kind
of
spin-offs
or
areas
that
we
may
come
back
to
and
kind
of
you
know
request.
N
A
A
L
You,
madam
chair
I,
just
had
a
question
about
the
officer
injured
on
duty
and
more
when
it
says,
including
how
injuries
to
officers
occur.
I
think
we
know
when
we
I
think
we
alluded
to
this
earlier,
that
mental
health
being
overworked.
That
can
also
cause
to
you
know
or
be
a
cause
of
an
injury
or
be
part
of
why
someone
gets
injured
on
job,
so
I'm
just
wondering
if
some
of
those
underlining
issues
will
also
be
part
of
this
assessment.
I
mean
versus
just
like.
Oh
someone
tripped
over
a
piece
of
carpet.
L
Is
there
other
underlining
issues
that
are
occurring
and
how
do
we
actually
assess
that
too,
and
and
and
address
those
issues.
N
Good
question
and
kind
of
good
I
think
to
you
know
that
is
kind
of
the
attempt
of
this
kind
of
to
see
they
could
be
able
to
kind
of
dig
a
Little
Deeper
at
least
kind
of
see
at
the
first
lens
you
know
see
if
the
there
is
the
data
out
there,
that
can
kind
of
tell
us
or
kind
of
point
us.
You
know,
for
example,
that
these
are
the
reasons
or
these
are
the
stuff
and
then
kind
of
go.
You
know
beyond
that.
N
N
N
You
know
what
we
can
see
from
that
from
the
trends
and
then
you
know
over
you
know
as
part
of
this
assessment,
you're
looking
a
little
deeper
into
those
causes,
you
know
and
having
some
of
those
you
know
things
like
kind
of
you
know,
I,
guess,
kind
of
raising
awareness
or
kind
of
trying
to
find
you
know
how
things
interact
that
way.
So.
A
Mr
come
we
have
a
lot
of
people
in
this
space
right
as
you
keep
mentioning
the
Department
of
Human
Rights,
the
doj
prospectively.
A
N
Ion
I
think
just
kind
of
some
key
things
that
we
look
at
you
know
in
terms
of
you
know
the
impact
and
kind
of
the
then
the
what
kind
of
we're
hearing
I
think
you
know.
Just
in
general,
there
is
a
lot
of
officers.
You
know
that'll
out,
there's
a
you
know
off
the
shoulders
kind
of
that
way.
N
There's
kind
of
a
lot
of
officers
that
are
injured
have
been
injured,
I
think
you
know
looking
at
some
of
these
future
other
areas,
we
did
kind
of,
for
example,
talk
a
little
bit
with
the
fire
department,
for
example,
both
their
mental
health
program.
They
do
they
do
mention.
You
know
there
is
kind
of
some
plans,
there's
kind
of
some
work
kind
of
being
that
way,
but
it
is
kind
of
it's
in
early
stages.
N
Similarly,
I
think
you
know
some
of
these
other
efforts
and
programs.
You
know
for
these
evaluations
and
we
do
kind
of
look
at.
You
know
the
maturity
of
what
we
can.
Audit
or
kind
of
you
know,
mature
these
programs
or
Audits
and
I.
Think
a
lot
of
these
ones
are
in
kind
of
their
initial
infancy.
Stages
are
kind
of
in
their
stages,
yet
that
we
kind
of
can't
quite
get
to
it.
I
think
you
know
this.
N
One
is
looking
at
the
data
and
then
I
think
you
know
in
terms
of
there
is
those
connections.
Of
course
you
know
to
these
programs
that
you
know
we
do
you
know
if
we
do,
as
we
kind
of
do
begin
more
discussions,
kind
of
look
at
you
know
some
of
these
causes
and
kind
of
look
at
how
these
are
operating.
You
know
we'll
come
back
or
you
know,
do
can
come
back
and
kind
of
you
know
do
a
more
targeted
kind
of
review,
for
example,
of
the
BCR
kind
of
some
of
these
other.
N
You
know
fire
department,
but
I
think
you
know
some
of
these
ones.
You
know
we
do
even
like
the
police
department,
for
example
the
early
intervention
system.
Some
of
these
other
ones
are
very
young
and
kind
of
in
the
efficient
stages
that
are
just
kind
of
hard
for
audit
to
come
in
and
be
able
to.
You
know,
look
at
that
way,
so.
H
Thank
you,
madam
chair
yeah,
I,
actually
I
think
you
actually
started.
Speaking
to
my
question
was
going
to
be
it's
going
to
be
a
category
question
of
you
know:
we've
seen
just
on
city
council,
a
tremendous
number
of
PTSD
claims
come
through
and
I
would
probably
categorize
that
as
an
injury
as
well,
and
then
how
do
we
suss
out
that
distinction
between
you
know
somebody
who
twisted
their
ankle
on
a
foot
chase
versus
somebody
who's,
claiming
PTSD
from
the
uprising
of
2020
and
I?
H
Think
if
we
categorize
them
all
as
kind
of
injury,
we
might
not
be
learning
the
lessons
that
we
need
to
learn
and
having
the
right
interventions
that
we
would
need
to
take
to
make
sure
that
people
are
safe,
but
that
was
just
a
thought
that
came
to
mind
as
we're
kept
speaking
broadly
about
injury.
L
Councilman
murkowski
thank
you,
chair,
Madam,
chair
and
just
to
kind
of
I,
said
I
just
layer
on
to
this
I
guess
I
would
ask
our
committee
to
maybe
challenge
ourselves
and
I'm,
not
sure,
actually
the
formal
process
of
this,
but
to
think
about
this
one
a
little
bit
more
broadly,
because
I
do
feel
that
you
know.
I
was
part
of
the
work
and
I'm
very
grateful.
L
I
was
part
of
the
work
to
make
sure
that
we
do
have
these
roles
here
and
I
think
it
was
to
make
sure
that
we
are
really
looking
specifically,
but
also
really
thinking
about
Beyond
policing
as
well
and
I
understand
that
we
have
a
high
risk,
and
that
might
be
what
the
data
shows
us,
but
to
the
point
of
really
kind
of
piecemealing
out
what
how
do
we
really
Define
what
injury
means
and
then
really
looking
I
I've
done,
a
Sit,
along
with
our
911
dispatchers
I,
have
done
a
ride
along
with
our
behavioral
response.
L
I've
been
with
mpbd
I've,
been
with
fire.
So
I
think
that
this
you
know
this
really
is
I.
Guess
I'm
challenging
us
to
maybe
think
about
this.
A
little
bit
more
broadly
yeah
I
understand
that
we
also
want
to
have
specific
information,
but
I
think
that
this
really
affects
all
of
community
safety
and
so
and
what
our
constituents
see
and
feel
is
what
really,
at
the
end
of
the
day,
what
they're
coming
to
us
to
talk
about
and
I
think
there's
more
than
just
MPD
here.
A
N
Thank
you
committee,
yet
you
know
great
feedback.
You
think
you
know,
as
we
talk
about
communication
kind
of
you
know,
willing
to
you,
know,
see
what
kind
of
you
know
the
culture
label.
You
know
the
kind
of
the
coming
of
the
risk
assessment
and
I
think
you
know
this.
One
is
intended,
or
was
kind
of
intended
to
be
kind
of
more
the
broad
and
kind
of
that
deep
and
down
leaping
kind
of
the
jumping
Stone
into
kind
of
more
of
these.
N
You
know
some
of
these
topics
and
I
think
you
know,
you
know
be
something
that
you
can
consider.
I,
think
you
know
expandable,
you
know
come
back
as
you
come
in
future
assessments.
You
know
talking
more
about
just
beyond
officers
and
Engineering
duty,
but
I
think
you
know
that
was
just
kind
of
the
one
that
you
know.
We
had
some.
We
through
our
discussions
through
our
areas
we
kind
of
focused
on,
but
you
know
we
definitely
aware
and
we'll
take
you
know
consideration.
N
You
know
yeah
a
lot
of
these
other
injuries
and
other
things
as
well
across
the
organization.
I.
Think
too,
this
kind
of
came
out
of
a
question
too,
of
like
how
does
the
city
Define
injuries
on
duty
as
we're
talking
about
you
know,
PTSD,
you
know
versus
a
foot
chase
or
some
of
that
stuff
and
that
was
kind
of
two
they're
looking
at
the
data,
initially
just
kind
of
How,
It's
organized
and
fractured
and
kind
of
seeing
that
we
can
what
we
can
kind
of
distort
from
that.
N
You
know
if
there
is
a
distinction
that
way
or
if
there's
not
so
but
yeah.
Thank
you
for
the
feedback
that
input
and
yeah.
We
will
I
think
you
know
we
can.
You
know
and
not
preach
updates.
You
know,
and
through
other
conversations,
I'm
open
to
you
know
kind
of
expanding.
This
or
kind
of
you
know
seeing
where
this
kind
of
at
least
it's
kind
of
area,
I.
Think
the
very
least
you
know
it's
just
kind
of
this
area
of
this
data.
Injuries
on
duty
across
your
Enterprise
take
us
so.
N
So
next
kind
of
a
couple
of
projects
or
ones
that
are
connected
by
audit,
we
kind
of
intend
to
conducted
by
a
partner
so
there's
a
kind
of
our
I.T
Consultants
that
we've
worked
with
the
time
that
we
do
and
this
first
one
is
kind
of
this.
This
is
the
year
for
MPD,
due
to
the
biannual
License
Plate,
Reader
and
body
One
camera
audit.
N
This
is
the
one
that
is
through
the
state
or
the
audit
objective
is
kind
of
set
by
the
state.
It's
crowded
every
two
years
and
we
have
had
a
wildcard,
our
Consulting
kind
of
do
this
the
last
couple
or
build
these
relationships
kind
of
work
with
thumb,
this
one
is
kind
of
in
the
works
we
have.
You
know
started
talking
with
the
consultant
and
kind
of
talking
with
management.
We
do
I
think
have
a
tentative
report
date
of
sometime.
N
You
know
in
August
or
September
at
least,
if
kind
of
things
go
along
the
planet
that
way
so
there's
kind
of
that
routine
one.
This
one
I
was
just
looking
at
2024,
it's
the
pork
board
next
year,
so
we
just
kind
of
added
this
on
as
a
recognition
and
awareness
that
you
know
we
will
be
going
back.
You
know
you're
talking
about
the
Park
police
and
the
biennial
project.
N
This
next
one
is
a
rage
to
a
pims.
It
audit
follow-up,
so
that
is
that
pims.
N
It
auto
report
from
the
2018
and
engaging
with
the
consultant
to
look
more
specifically
at
the
comments
and
information
Com
or
looking
at
more
specifically
at
the
recommendations
and
the
observations
from
that
reporting
being
able
to
close
those
out
and
how
that
fits
into
the
how
things
are
currently
operating,
and
then
this
kind
of
next
one
is
kind
of
a
jumping
on
off
of
our
current
work
and
kind
of
a
previous
work
in
nine
and
one
ice
I
mean
cyber
security
audit,
so
back
in
2021
I
believe
we
did
a
consultation
of
kind
of
control,
cyber
security
program
or
systems
related
to
mecc,
911
kind
of
came
up
with
a
number
of
recommendations.
N
One
of
them,
you
know
number
of
recommendations
and
kind
of
you
know
in
that
consultation
format.
N
We're
kind
of
all
doing
this
911
mbcc,
looking
at
the
contracts
and
into
government
relationships,
one
that's
kind
of
part
of
this
one,
and
then
we
do
want
to
kind
of
close
the
loop
with
kind
of
doing
an
actual
audit
conducted
by
our
cyber
security
partners
of
kind
of
this
mecc
annual
environment.
Just
because
it
is,
you
know,
as
we
talked
earlier,
high
risk,
High
controls,
critical
function
of
the
city,
so
that
is
one
that
we
do.
We
hope
to
work
with
our
Consultants
from
that
one
as
well.
N
Works,
yep,
yeah,
nine
and
one
Emergency
Operations
Minneapolis
emergency
or
yeah
that
one
yeah
one
in
the
same
essentially
just
kind
of
that
emergency
command
center,
I'm,
just
kind
of
referred
to
as
nine
and
one
as
they
kind
of
are
yeah
that
one
so
I
think
you
know
before
we
kind
of
talk
about.
You
know,
ask
asking
for
approval
of
the
panel
kind
of
comments
on
that
one
I
just
kind
of
want
to
talk
about.
N
You
know
Community
safety,
auditing
kind
of
what
we
kind
of
as
we
build
this
out
kind
of
what
is
to
come.
You
know
kind
of
in
the
future
and
kind
of
where
we're
going
that
way.
So
you
know
we
do
you
know
as
part
of
the
audit
and
kind
of
this
one.
You
know
regular
updates
to
audit
committee
I'm
hoping
to
start
working
on
the
products
described.
N
You
know,
keeping
those
communication
channels
open,
staying
aware
of
changes,
I'm
assessing
how
things
kind
of
progress
with
mdhr,
doj
and
other
environments
and
I
think
to
you
know
talking
more
about
you
know
talking
about
examples.
We're
talking
earlier
about.
There's
talk
a
question
about
kind
of
complaints.
Some
of
the
other
data-
you
know
over
time.
You
know,
through
the
coming
months
of
the
years
we
throughout
the
coming
months,
carrying
the
next
few
as
we
look.
N
If
you
do
these
projects,
have
these
conversations
and
kind
of
us
we're
kind
of
you
know
being
able
to
drill
down
deeper,
and
you
know
look
at
where
you
know
I,
couldn't
remember
officials
kind
of
talking
more
earlier
complaints,
some
of
that
other
information
and
being
able
to
use
that
in
future
work
that
way,
so
that's
kind
of
where
we
do
intend
to
go
as
we
kind
of
build
out
this
function
and
keep
going
from
there.
So.
L
Thank
you,
madam
chair
I,
just
want
to
say
thank
you
to
all
of
you,
as
we
alluded
to
this
is
very
new,
so
I'm
very
impressed
with
how
quickly
you've
been
able
to
work
for
those
that
don't
know
you
know.
This
is
something
that
I've
worked
with
and
palmisano
has
had
has
worked
on
since
2015
in
order
to
get
the
roles
that
we
are
seeing
here
today.
L
You
know
it
wasn't
in
the
mayor's
budget
last
year
and
all
of
us
on
the
city
council
obviously
approved
and
made
sure
that
that
shift
and
change
and
I
think
it
shows
the
necessity
of
this.
When
we
see
this
long
list
and
breaking
this
out,
the
way
that
we
are
and
being
able
to
have
two
Community
safety
Auditors
here
today,
so
I
just
want
to
say
it's
really
amazing,
to
see
how
quickly
I
mean
this
was
you
know
we
established
this
in
December,
you
have
been
hired.
You
have
this.
L
You
know
an
assessment,
a
plan
and
it
like
I,
said
it
shows
the
necessity
of
this
and
I
really
look
forward
to
being
able
to
continue
to
work
and
hear
the
updates.
And
when
residents
come
to
me
and
ask
me
they
said
you
know,
we
know
that
you
know
the
office
of
community
safety.
Mpd
fire
do
not
directly
report
to
you
so,
but
what
are
you
gonna
do
this?
L
Is
this
is
a
tool
that
we
have
understanding
this
information
working
together
supporting
this
is
our
oversight
on
the
legislative
side
and
I'm
just
really
glad
to
see
that
this
quick
work
and
I
just
really
want
to
commend
what
you
guys
have
already
been
able
to
accomplish
in
in
such
a
short
period
of
time.
We
talk
about
the
infancy
age
of
a
lot
of
different
other
programs,
but
really
we
we
are
in
April,
and
this
was
just
you
know,
set
in
budget
in
December.
A
L
Move
to
approve
do
I,
have
the
technical
do
I
need
to
say
the
technical
term
here,
nope.
A
That's
okay,
perfect
second
council
member
Payne
wishes
to
second
I
I.
Think
our
feedback
on
this
Deus
is
heard
and
heard
strongly,
and
for
that
reason,
I
will
reluctantly
support
getting
started
this
way,
but
I
do
think
we
need
to
take
a
more
holistic
view
of
not
just
the
connective
issue
tissue
between
these
departments,
but
some
of
these
other
departments,
given
the
amount
of
focus
that
police
have
in
this
space
right
now,.
F
A
D
Palmisano
committee
members
I
know
this
has
been
a
long
meeting.
I
thought
it
important
to
have
those
two
reports
run
together.
It's
a
lot
of
information,
but
it's
extremely
foundational
of
the
work
that
we're
going
to
do
as
such
I'll
move
through
this
pretty
quickly.
There's
not
a
lot
of
new
information,
so
our
completed
and
ongoing
audit
work
first
is
the
it
outage
after
action
review.
That
project
is
coming
into
to
fruition.
That
should
be
done,
at
least
for
the
June
audit
committee
meeting.
Certainly.
C
D
Of
having
new
audit
committee
members
and
the
potential
items
for
discussion
at
a
new
Fresh
audit
committee,
perhaps
that
report
might
not
be
best
presented
as
like
a
first
introduction
to
the
work
about
it.
It's
pretty
technical
likely
could
result
in
the
closed
session
just
because
it
concerns
security
matters,
so
that
might
be
better
held
for
the
June
audit
committee
meeting.
All.
D
D
Mr
com
talked
about
the
third
party
and
intergovernmental
relationships.
Consultation
for
the
Minneapolis
emergency
communications
center,
slash,
9-1-1
work
is
going
well
our
fraud
waste
and
abuse
investigations.
We
have
three
in
progress.
I
just
want
to
put
one
comment
out
there
and
it's
a
congratulations
to
Allison
Newman,
who
is
our
newest.
Certified
fraud
examiner
it's
a
challenging
designation
to
get
requires
testing
a
lot
of
research
and
study,
and
she
is
now
our
certified
fraud
examiner
for
the
department.
So
congratulations
to
her.
Congratulations.
F
D
Her
future
fraud
way
is
an
abuse
investigation,
so
our
audit
committee
appointment
process
it's
happening
right
now.
As
you
mentioned,
chair
Paul
massano,
we
will
be
having
a
May
meeting.
You
can
see
the
timeline
that
we've
walked
through
on
the
slide
to
a
point
now
for
community
members
to
the
audit
committee.
Each
application
was
reviewed
by
multiple
staff
to
put
forth
for
interviews.
D
D
Our
other
work
in
progress,
updating
the
audit
Charter
it's
on
track
for
adoption
in
Q2.
That's
something
we
want
the
new
audit
committee
to
adapt
because
that's
that's
the
marching
orders
moving
forward,
so
that's
relevant
for
them.
So
that
is
on
track
and
we
plan
to
present
that
in
the
next
audit
committee
meeting
I
want
to
talk
a
bit
about
our
policy
and
research
division.
There
is
a
whole
other
branch
of
our
office
that
is
new
in
2023
and
had
variety
of
objectives:
we're
onboarding,
three
ftes
hiring
and
onboarding.
D
We
have
two
ftes
hired
a
third
ftes
looking
for
Q3
when
we
kind
of
determined
the
scope
of
work
that
we're
going
to
be
doing
we're
going
to
be
presenting
a
policy
and
research
division
opportunities
assessment
plan
to
the
audit
committee-
and
this
is
all
wrapped
up
in
the
legislative
process
reform
project.
That's
a
joint
project
between
the
city
clerk's
office
and
the
city
auditor's
office
to
figure
out
how
this
new
policy
and
research
work
kind
of
slots
into
the
legislative
process
as
a
whole.
It's
a
big
big
process.
D
This
big
huge
project
to
reshape
how
the
city
passes
legislation
to
bring
up
one
of
the
two
new
staff
working
on
this
project:
Jody
mullinar,
Hanson,
a
long
long
term,
City,
employee
and
someone
who's
been
deeply
focused
on
this.
For
some
time
now,
just
kind
of
talk
through
some
Basics
briefly
about
what
this
legislative
process
reform
project
looks
like.
K
P
Hanson
Council
chair
palmisano
committee
members,
I'm
just
going
to
quickly
walk
you
through
and
give
you
some
highlights
on
the
legislative
process.
Reform
project
noted
on
the
slide
is
the
Highlight
there's
five
directives
within
the
legislative
directive.
I
just
noted
number
four
here
on
the
slide,
because
it
pertains
directly
to
the
office
of
City
auditor
and
the
new
division
of
policy
and
research.
P
As
the
city
auditor
mentioned,
we're
working
collaboratively
with
the
office
of
city
clerk
on
this
project
to
bring
the
legislative
process
in
alignment
with
the
new
government
structure
and
to
identify
what
and
how
the
new
policy
and
research
division
can
support
that
process.
We
are
using
the
legislative
directive
update
that
was
I'm.
Sorry,
the
legislative
Department
update
directive
that
was
passed
on
February
23rd
by
Council,
as
I
noted,
there's
five
aspects
of
that
directive
that
encompassed
the
whole
visual
that
you
see
in
front
of
you.
P
So
what
we're
doing
is
we
are
mapping
and
visualizing
the
process
and
the
system
around
the
process
that
supports
it.
We're
conducting
interviews
with
the
council
members
in
key
stakeholders
we're
about
halfway
through
that
process,
we're
identifying
and
Gathering
existing
resources.
P
D
One
more
item
for
the
policy
and
research
division:
I'm
going
to
ask
Andrew
Hawkins
to
come
up
and
describe
some
of
the
operational
framework
analysis.
That's
going
on
and
some
of
the
other
items
in
development
from
this
new
division.
F
Q
Committee
members,
my
name
is
Andrew
Hawkins
I'm,
here
to
kind
of
walk
you
through
quickly,
some
of
the
operational
framework,
analysis
and
development
efforts
that
have
been
undertaken
by
our
group
as
we've
kind
of
seen
a
theme
with
a
lot
of
this.
You
know
there's
a
lot
of
very
undue
work,
but
very
important
work
getting
started,
and
so
the
idea
with
this
is
to
sort
of
balance
that
kind
of
building
the
bike
while
we're
riding
it,
because
there's
obviously
that
need
to
start
getting
some.
You
know
like
some
of
this
impactful.
Q
You
know
pieces
in
place
so
that
the
work
can
get
carried
out.
The
first
piece
is
the
completion
of
a
framework
for
policy
case
studies.
The
idea
behind,
like
these
case
studies,
is
essentially
to
do
an
analysis
of
items
that
have
either
gone
all
the
way
through
the
legislative
process,
some
items
that
may
not
have
completed.
Q
Q
Q
The
second
piece
is
a
framework
for
the
legislative
priorities,
analysis
and
assessment.
This
kind
of
this
is
some
of
this
is
sort
of
guided
from
the
same
sort
of
assessment.
That's
done
by
audit
it's
different
because
it's
you
know
through
the
lens
of
policy,
but
this
would
be
working
with
council
members
to
essentially,
you
know,
walk
through
everybody's
legislative
priorities,
issues
that
they'd
like
to
see
addressed
and
then
be
able
to
take
those
items
back
identify
any
Trends
patterns.
Q
You
know,
background
information
that
would
be
available
and
then
to
bring
something
forward.
That
would
hopefully
be
useful
to
council
members
in
any
work
planning
that
takes
place
going
forward
and
to
see
kind
of
where
there
might
be
some
alignment
on
policy
goals
just
kind
of
across
the
council
itself,
and
then
the
last
piece
is
the
comparative
analysis
of
policy
and
research
structures.
So
again,
the
idea
behind
this
is
essentially
looking
at
the
landscape
that
currently
exists,
while
policy
and
research
is
new
to
the
City
of
Minneapolis.
Q
This
function
is
something
that
certainly
exists
across
a
broad
range
of
counties
and
municipalities.
So
I
think,
looking
at
this
I
mean
I,
think
there's
currently
I've
looked
at
at
least
10
to
12
cities
and
what
the
structures
look
like
kind
of
what
were
some
of
the
pain
points
with
them
being
stood
up.
What
is
their
operation?
You
know
currently
look
like
and
sort
of,
borrowing
what
we
can
if
we
can
avoid
having
to
reinvent
the
wheel.
Q
That's
obviously
a
you
know
a
much
easier
path
for
us
as
we're
standing
this
up
quickly,
so
just
kind
of
taking
those
Lessons
Learned
and
best
practices
from
that
research
and
applying
them
as
we
continue
to
develop
and
build
out
the
policy
and
research
division
itself.
So
that
was
my
again
a
quick
recap.
If
there's
any
questions,
I'm
happy
to
answer
them.
Otherwise,
I'll
turn
it
back
to
City
auditor
Frederick.
Q
D
D
D
A
last
item
prior
audit
issue
follow-up.
We
have
31
open
audit
issues.
Obviously
the
bulk
of
that
relates
to
the
HR
audit
and
two
Audits
and
the
mobile
device
audit.
Those
mobile
device
audit
issues
are
coming
due
requiring
some
more
work
on
the
back
end
to
implement
Enterprise
policies,
but
but
big
updates
to
come
on
that
in
the
very
near
future.
I
think
in
very
near
me,
meetings
soon
to
come
in
the
near
future.
D
D
Perhaps
now
the
fact
that
we
have
so
many
staff
doing
so
many
different
things
we'll
have
to
take
a
different
tactic
to
some
of
these
approaching
some
of
these
conversations,
but
I
thought
it
very
very
relevant
to
hear
from
all
the
new
staff
and
people
are
working
on
these
critical
projects.
D
A
F
A
You
I
am
not
seeing
any
remaining
questions
or
comments
at
this
time,
so
I
will
direct
the
clerk
to
receive
and
file
this
report
next
I
will
ask
if
there
are
any
announcements.
I
do
have
an
announcement.
I
did
want
to
level
set
with
everybody.
What
you
and
I
were
talking
about
briefly
about
a
May
meeting.
I
want
to
acknowledge
that
we're
in
flux
is,
as
an
audit
committee
is
as
a
body.
A
Our
government
structure
changes
the
composition
of
our
audit
committee
a
bit
and
as
Mr
Patrick
mentioned,
we're
in
the
midst
of
interviewing
the
applications
for
additional
community
members,
and
those
will
go
through
the
council
process
for
this
independent
oversight
body.
A
So
we
are
working
toward
a
May
22nd
organizational
meeting
for
the
new
constitution
of
audit
committee,
but
mostly
I
wanted
to
just
express
my
appreciation
and
give
a
huge
thank
you
to
my
colleagues
here
for
serving
so
well,
and
some
of
this
information
is
dense
and
some
of
this
information
is
in
audit
language
and
thank
you
for
sifting
through
it
and
seeing
it
as
being
so
important.
Thank
you
especially
to
Mr
Fisher,
for
your
many
years
of
service
on
this
body.
We
keep
telling
you
you're
not
done
yet
we'll
see,
come
May
22nd.
C
You
know,
I
love
this
city,
as
all
of
us
here
do
and
I've
been
here
for
40
years,
they've
served
on
the
Minneapolis
Civil
Rights
Commission,
the
police,
civilian
review,
board,
click,
Charter,
commission
and
now
seven
years
on
the
audit
committee-
and
it
just
makes
me
more
endeared
to
the
city
and
the
hard
work
that
you
all
guys
are
all
doing.
Minneapolis
has
been
under
some
pressure
over
the
recent
years.
C
In
fact,
and
all
the
time
I've
been
here,
it's
been
under
pressure,
just
different
types
of
pressure,
and
you
always
have
the
staff
that
stand
tall
and
a
council
that
does
the
job
that
the
Citizens
need
to
have
to
make
this
the
greatest
City
I
think
in
the
world.
So
thank
you
for
the
opportunity
to
serve.