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From YouTube: January 9, 2023 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
A
B
A
The
record
reflect
that
we
have
a
quorum
colleagues.
The
reason
for
our
meeting
today
is
to
consider
revisions
to
the
city's
financial
management
policies.
These
policies
are
typically
reviewed
and
updated
annually
as
part
of
the
budget
adoption
process,
but
we
adopted
the
2022
policies
for
2023
without
any
revisions
due
to
time
constraints.
Last.
A
C
So,
just
to
start
off
and
talk
about
our
financial
management
policies.
These
are
really
the
the
principles
that
guide
the
daily
work
of
the
entire
Department
of
Finance
and
Property
Services.
So
there
are
sections
that
really
dictate
how
we
approach
and
put
together
the
budget,
but
there
are
also
sections
that
guide
the
work
of
procurement
of
our
accounting
team
and
a
lot
many
other
areas
of
Finance
in
the
city.
C
These
policies
are
aligned
with
the
government
Accounting
Standards
Board,
as
well
as
the
government,
Finance
Officers,
Association
and
other
rule-making,
Bodies
In
addition
to
rules
and
statutes
at
the
state
of
Minnesota
to
make
sure
that
we
are
in
line
with
important
rulemaking
bodies,
as
well
as
the
other
statutes
and
important
things
that
impact
the
work
of
the
city.
They
are
just
as
chairkovsky
said,
they're
adopted
as
a
part
of
the
budget
process.
We
did
the
same
thing
this
year
to
the
financial
policies
without
any
changes.
C
C
The
document
you'll
see
some
some
general
updates
that
are
being
made
throughout
the
the
pages.
One
is
to
remove
references
to
annual
budget
processes,
and
then
this
is
where
we
have
a
sort
of
Superfluous
reference
to
annual
processes.
We
are
now
leaning
into
more
multi-year
budgeting,
and
so
we
took
out
the
word
annual,
where
it
wasn't
needed
updates
to
related
to
government
structure.
So
we
had
a
big
change
in
how
our
ordinances
dictate
our
government
structure
so
where
that
is
in
conflict
with
our
old
Financial
policies,
we've
made
those
changes.
C
We
have
minor
clarifications
and
updates
for
clarity,
unnecessary
language
and
to
try
and
make
these
more
plain
language.
Our
long-term
direction
for
this
document
is
to
make
sure
that
we're
not
duplicating
policies
that
already
live
somewhere
else.
So
one
example
of
that
is
our
award
budget
guidelines.
The
clerk
did
a
substantive
revamp
of
those
this
year
through
a
separate
process,
so,
rather
than
have
reposting
all
of
that
language,
we're
just
linking
to
those
policies.
C
So
there's
not
redundancy
in
our
our
policy
documents,
then
the
last
thing
that
we
are
doing
this
year
and
going
to
be
doing
for
the
next
several
years
is
pulling
our
procedures
out
of
our
policy
document.
We
want
our
financial
policies
to
be
really
clear
and
concise
principles
that
apply
across
the
board.
C
As
we
are
doing,
our
work
in
the
finance
department
procedures
are
really
those
step-by-step
Department,
specific
or
issue
specific
processes,
and
so
we're
pulling
those
out
in
a
few
places
to
make
our
policy
document
more
clear,
all
right
so
now
I'm
just
going
to
get
into
the
more
substantive
changes
in
the
financial
policies.
I'll
note
the
section
and
the
change
being
made.
C
If
there
are
any
questions
as
I'm
moving
through,
please
just
let
me
know
and
I'll
pause,
so
the
first
change
is
extremely
simple:
1.1
the
balanced
budget,
the
very
beginning
of
our
financial
policies.
This
says
that
we
need
to
make
sure
that
our
budget
is
balanced
and
that
each
fund
is
in
compliance
with
our
fund
balance
policies.
We're
adding
the
word
cash
as
well,
and
this
is
really
an
accounting
principle.
C
There
are
places
where
we
really
closely
monitor
the
fund
balance
where
we
take
into
place
not
only
revenues
and
expenditures,
but
also
liability
and
assets,
and
then
there
are
funds
where
the
cash
flow
is
the
most
important
thing.
So
this
is
just
being
more
specific
to
how
we
actually
manage
the
the
funds
1.5
current
service
level
budget.
This
is
sort
of
a
body
of
the
policies
that
tells
us
the
starting
point
for
budgeting
this.
C
We
carry
forward
the
service
level,
so
sometimes
that
means
inflating
things
like
the
cost
of
personnel,
the
cost
of
the
internal
services
that
we
provide,
and
that
is
to
make
sure
we're
starting
at
the
same
service
level,
not
necessarily
the
same
dollar
amount,
and
so
in
this
section
we're
talking
specifically
about
charges
related
to
our
self-insurance
fund.
We
have
our
internal
service
models,
our
I.T
Fleet,
Rent,
And
self-insurance,
and
for
our
workers
comp
and
our
liability
sections
of
the
self-insurance
funds.
C
We
don't
just
use
a
generic
inflationary
number
to
to
provide
the
the
next
year's
starting
point
for
budgeting.
We
actually
use
a
third-party
Actuarial
report
that
does
an
analysis
on
prior
spending
on
the
context
for
the
city
and
tells
us
how
much
money
we
need
to
be
pulling
in
to
those
two
funds:
the
workers
comp
and
the
liability
funds
by
department,
and
that
is
how
we
set
the
current
service
level
budget.
C
This
is
just
clarifying
that
in
our
financial
policies,
we
are
also
adding
a
section
at
the
bottom,
just
making
clear
that
that
information,
the
amount
that
we
are
pulling
from
each
department
into
the
general
liability
in
the
workers
comp
fund
that
those
be
presented
specifically
as
a
part
of
the
current
service
level
budget.
Just
for
added
transparency.
C
1.5.1
budget
process
and
new
spending
proposals
you'll
see
that
a
change
has
been
made
in
the
name
of
this
section.
Change
items
is
a
word
that
we
use
at
the
city
to
talk
about
proposals
for
new
spending,
but
it
is
kind
of
a
wonky
word
and
so
just
in
the
interest
of
being
a
really
plain
spoken,
we're
talking
about
new
spending
proposals
and
the
kind
of
analysis
that
is
required.
C
So
this
is
getting
back
again
to
how
we
construct
our
current
service
level
budget,
which
is
really
the
starting
point
for
for
making
our
budget
here
at
the
city
Personnel.
This
is
a
section
where
we
have
pulled
out
a
lot
of
sort
of
Nitty,
Gritty,
step-by-step
out
of
our
policies
and
into
a
procedures
document.
C
So
we've
replaced
that,
with
the
the
underlined
red
section
that
just
simply
States
the
current
service
level
budget
for
each
department
will
include
funding
to
cover
all
known,
Personnel
increases,
and
so
year
to
year,
we
cover
you
know
across
the
board
increases
that
are
in
signed
contracts.
We
cover
HRA
and
Viva
contributions.
We
cover
medical
insurance.
All
of
those
things
are
factored
into
the
budget
rather
than
rather
than
kept
out
and
so
on.
C
The
next
slide,
I'll
sort
of
take
a
I'll,
show
you
the
stuff
that
we've
pulled
out
of
the
policies
document
to
have
a
clearer,
clear
set
of
policies
and
then
procedures
that
support
that
work.
The
next
section
similar
story
adding
a
FTE
administratively,
so
the
departments
have
the
ability
to
convert
discretionary,
non-personnel
funding,
and
so
that's
the
parts
of
their
budget
that
is
not
currently
used
to
support
an
FTE
and
not
use
just
to
pay
ourselves
essentially
pay
the
city
for
the
internal
Services
we
provide.
C
C
This
page
has
straight
the
language
that
used
to
be
in
policy
that
we
are
removing
and
putting
in
an
accompanying
procedures
document.
This
is
really
step
by
step
getting
into
the
nitty-gritty
about
the
date
that
we
pull
information
on
salaries
to
put
into
our
budgeting.
What
premium
pay
is
what
roles
the
HR
department
versus
Finance
play,
and
so
these
are.
This
is
the
kind
of
thing
that
will
be
in
financial
procedures
and
not
in
financial
policies.
C
C
This
is
just
really
clarifying
that
the
the
current
service
level
budget,
since
the
the
goal
of
that
budget
is
to
start
at
the
service
level.
We
ended
the
year
with
last
year
that
they
will
be
fully
budgeted
each
Department's
costs.
Essentially
the
charges
we
charge
ourselves
for
providing
services
like
I.T
and
Fleet
and
rent
will
be
fully
budgeted.
C
C
Internal
service
funds,
so
this
section
is
another
section
where
there
used
to
be
a
few
pages
of
really
specific
procedures
around
how
we
handle
different
kinds
of
transactions
within
the
internal
service
funds.
We're
going
to
replace
that
with
a
high
level
statement
of
our
policies
and
move
some
things
into
the
procedures
document.
So
for
our
internal
service
funds,
we
start
out
with
a
definition,
so
it's
clear
which
what
funds
and
services
we're
talking
about:
Fleet,
Services,
I.T
self-insurance
for
workers,
compensation
and
liability
and
then
Property
Services.
C
Those
are
the
major
services
that
we
provide
our
own
departments
within
the
city
and
then
we
charge
for
those
services.
Our
policies
at
a
high
level
when
we
are
when
we're
budgeting
and
funding
for
those
internal
service
funds,
is
that
we
are.
You
know
we.
We
use
management
to
make
sure
that
we
aren't
spending
on
these
things
outside
of
the
internal
services.
So
if
we
have
an
I.T
Department,
we
want
to
make
sure
that
they
are
consulted
and
involved
in
doing
the
major
I.T
purchasing
at
the
city
and
departments
aren't
doing
that
elsewhere.
C
That
we
are
assuming
that
increases
in
service
are
ongoing.
So
if
we
purchase
a
new
car,
that's
not
a
one-time
purchase.
We
are
planning
long
term
for
how
to
replace
and
keep
that
asset
up
to
date,
that
we
are
assuming
reasonable
inflationary
assumptions
for
these
services
to
make
sure
that
we
are
again
starting
the
year
at
a
current
service
level,
rather
than
forcing
Cuts
in
that
first
step
on
the
budgeting
process.
C
We're
available
the
or
sorry
the
the
second
to
last
bullet.
There
just
states
that,
if
departments
are
seeking
an
increase
to
the
service
level,
more
cars
tablets,
instead
of
laptops,
those
kinds
of
things
that
they
need
to
pursue,
that
increase
in
spending
through
a
change
item
or
a
request
for
new
spending
in
conjunction
with
the
internal
service
providers
and
that
last
budget
just
or
that
last
bullet
just
says
that
we're
available
funding
for
these
Services
may
include
available
cash
balance.
C
To
the
extent
that
the
balance
in
the
internal
service
fund
exceeds
the
target
cash
balance.
And
so
typically,
you
know
the
first.
The
first
bit
of
our
policy
says
that
we
want
our
revenues
and
expenditures
to
match
so
that
we
have
that
balanced
budget.
And
so
that's
where
we
start
the
year,
but
each
year,
when
we
compare
budget
to
actuals
some
years,
we
will
spend
less
due
to
vacancies
due
to
late
projects.
Things
like
that
and
when
that
happens,
for
our
I.T
or
our
Property
Services
Department.
C
That
means
that
that
unspent
money
falls
to
the
bottom
line
of
that
fund,
and
so
over
time
the
accumulated
fund
balance
builds
up
and
we
have
targeted
policy.
We
have
policies
that
set
the
target
for
what
that
unobligated
fund
balance
should
be
just
as
we
do
in
the
general
fund,
and
this
just
says
that,
when
the
cash
balance
accumulates
to
being
more
than
what
that
Target
Fund
balance
is
Cash
balances.
Rather,
we
may
use
that
cash
balance
to
cover
some
of
the
the
costs
for
that
internal
service
rather
than
pulling
in
new
Revenue
foreign.
C
So
the
next
two
slides
get
at
all
the
sort
of
nitty-gritty
information
that
previously
was
in
the
financial
policies
that
we
are
now
going
to
put
into
an
accompanying
procedures
document.
It's
really
specific
stuff
like
what
do
you
do
when
you
need
to
rent
a
car?
How
do
we
handle
the
purchase
of
a
single
car
for
Fleet
I.T,
similar
details
around
processes
for
acquisition
of
new
things,
I.T
licenses,
as
well
as
some
information
about
self-insurance,
Property
Services
and
how
we
handle
one-time
costs,
and
so
because
these
are
not
broad
principles
that
drive
our
work.
C
2.3
management
support
chargest
independent
boards,
so
this
deals
with
the
essentially
the
admin
overhead
charges
that
we
charge
to
places
like
the
park
board.
The
bet
for
services
that
we
provide
as
a
city,
this
used
to
say
that
we
would
give
them
the
costs
by
December
31st,
but
that
doesn't
really
work
for
anyone's
timeline.
So
we've
just
changed
it
to
timely
for
their
own
budget
setting
process,
as
that
happens
much
earlier
in
the
year,
4.1
quarterly
and
year-end
reporting
a
few
changes
happening
in
this
section.
C
The
first
is
in
this
section
as
well
as
in
a
few
other
places,
there
were
references
to
specific
committees
that
are
no
longer
being
in
existence
on
on
city
council.
So
we've
just
replaced
that
with
the
relevant
city
council
committee
and
that
way
the
policies
don't
need
to
be
changed,
as
there
are
different
organizational
changes
on
Council
committees.
The
second
one
is
that
we
are
rather
than
saying
quarterly
reporting
we're
saying
second
quarter.
Third
quarter
and
year
end
a
few
reasons
for
that.
C
One
is
that
the
first
quarter
doesn't
really
give
us
a
lot
of
good
information
about
where
we're
spending,
because
it's
only
the
first
few
months
of
the
year,
also
at
that
time
during
the
first
quarter,
is
when
our
the
controllers
group
is
working
really
hard
at
making
sure
our
audited
financial
statements
are
in
good
shape
for
the
end
of
the
previous
year.
So
we've
changed
this
to
say
second
quarter
third
quarter
and
year
end
we've
also
added
something
in
this
last
sentence.
C
The
financial
policies
used
to
say
that
departments
may
be
called
up
in
front
of
council
to
answer
questions
if
they
are
overspending,
their
budget
or
under
collecting
their
revenues.
We've
added
a
line
here
that
just
says
departments
may
also
be
requested
to
provide
updates
related
to
Council
budget
amendments
during
these
quarterly
updates.
So
we've
added
that
section
to
this
this
piece
of
financial
policies
as
well.
C
4.4
gift
acceptance,
so
there
were
updates
made
to
the
statutes
and
rules
for
the
state
of
Minnesota
that
govern
how
we
do
this
work.
This
was
included
in
the
award
budget
update
that
was
done
earlier
in
the
year
as
well,
but
these
changes
are
being
made
to
make
sure
that
we
are
in
line
with
the
governing
rules
and
statutes
of
the
state
of
Minnesota.
D
D
A
C
Fantastic,
so
4.9,
Central,
requisitions
and
receiving
policy.
This
is
not
a
an
applicable
policy
anymore.
It's
not
something!
The
city
does
so.
We've
removed
that
section
4.10
medical
self-insurance,
this
language
was
added
to
financial
policies
in
2018.
When
we
began
implementing
self-insurance,
it
hasn't
been
updated
since
then,
and
so
in
this
update,
we've
removed
the
requirement
that
no
interest
shall
be
retained
in
or
accrue
to
the
Medical
self-insurance
Reserve.
C
This
is
just
it
made
the
medical
self-insurance
fund
a
little
bit
different
than
the
rest
of
our
funds,
which
is
just
against
General
accounting
principles,
and
so
we've
taken
that
section
out
so
now.
Interest
earned
by
the
money
in
that
medical
self-insurance
fund
will
be
earned
to
that
fund
4.11
City
time
reporting.
So
this
is
a
change
that
was
made
so
that
we
can
better
align
with
the
new
the
new
city
government
structure
at
the
city.
C
So
the
policy
used
to
say
that,
with
the
exception
of
Charter
department
heads
every
employee's,
timesheet
must
be
approved
by
supervisor,
regardless
of
flsa
exemption
status.
Now
we
have
sort
of
a
new
configuration
and
Reporting
structure
at
the
city,
where
some
Charter
departments
do
report
to
an
office,
the
head
of
an
office
either
the
community
safety
or
the
commissioner
of
community
safety
or
the
city
operations
officer.
C
So
we've
just
taken
that
that
out
and
said
that,
with
limited
exception,
as
approved
by
the
city's
Chief
Financial
Officer,
just
to
allow
us
to
better
align
with
the
ordinance
change,
5.1,
general
fund
cash
flow
and
contingency,
this
is
just
clarifying
how
we
calculate
the
target
minimum
balance
for
in
the
general
fund.
So
in
the
general
fund
we
say
that
we
want
to
have
17
of
the
current
Year's
projected
spending.
We
want
17
of
that
to
be
unobligated
as
sort
of
a
rainy
day
fund
a
reserve
sitting
in
the
general
fund.
C
This
is
a
best
practice.
This
is
something
that
the
general
or
the
government
Finance
Officers
Association
recommends.
It
has
been
our
policy
for
a
long
time.
This
is
just
clarifying
how
we
calculate
that
17
percent,
so
out
of
the
the
approximately
600
million
dollars
that
we
spend
out
of
the
general
fund
around
80
million
of
that
is
funds,
that's
flowing
into
our
internal
service
fund,
so
we're
paying
ourselves
for
services
that
we're
providing
like
Fleet
and
I.T
and
rent
and
self-insurance,
and
so
those
funds
all
have
their
own
targeted
fund
balance
policies
as
well.
C
So
spending
out
of
the
general
fund
generally
is
going
to
things
like
Personnel
contracts,
program
management,
except
for
that
80
million
dollars
is
flowing
back
into
the
city
in
other
funds.
Those
other
funds
have
their
own
policies
that
are
making
sure
that
they
have
enough
cushion.
Should
there
be
a
sharp
spike
in
spending
or
a
decline
in
revenues,
so
without
so
we're
going
to
remove
that
80
million
dollars
from
the
calculation
and
the
general
fund.
So
we're
not
double
counting
that
expenditure.
C
C
C
A
A
E
Thank
you,
madam
chair
yeah
I
actually
have
a
comment
and
a
question
for
our
current
service
level.
So
the
comment
is
we
had
a
really
robust
conversation
and
our
briefing
around
how
we
are
handling
our
self-insurance
for
workers,
compensation
and
liability
funds
and
the
thing
that
I
was
highlighting
and
it's
reflected
in
the
language,
on
the
presentation
and
for
the
clerks.
The
full
document
actually
doesn't
reflect
the
language
in
the
presentation.
E
The
presentation
languages
looks
correct,
so
just
let's
make
a
note
to
have
that
updated
clerically,
but
this
conversation
was
based
on
our
policies
around
our
self-insurance
funds.
So
if
a
department
has
a
spike
in
workers,
compensation
claims
or
other
reliability
costs,
the
actual
the
Actuarial
Table
is
annually
analyzed
to
note
that
increased
cost,
and
then
that
department
is
just
allocated
that
increase
and
it's
not
actually
reflected
any
and
then
well
we're
not
calling
it
change
item
anymore,
but
it's
not
a
requested
increase
in
spending.
E
It
is
just
an
allocated
amount
to
accommodate
that
so
for
the
public
and
more
lay
person
terms.
Essentially,
your
car
gets
stolen.
Your
insurance
premiums
go
up
in
our
case
that
insurance
premium
going
up
isn't
actually
a
decision
that
we
make
either
as
Council
to
make
that
budget
increase
or
as
a
department
to
make
that
budget
increase.
That
budget
increase
is
just
allocated
and
it
has
no
impact
on
operations
to
maintain
our
current
service
level.
E
I
believe
that
we
as
Council
should
make
a
choice
when
that
increase
happens,
so
that
we
can
close
the
feedback
loop
between
what's
happening
on
the
ground
when
it
comes
to
workers,
comp
and
liability,
and
you
know
how
we're
operating
the
department,
because
if
we
close
that
feedback
loop,
we
might
identify
opportunities
for
better
training,
better
equipment,
keeping
people
safe,
so
they're
not
getting
injured
on
the
job
or
making
sure
that
we
don't
have
conduct.
That's
leading
too
large
liability,
Court
settlements.
E
So
my
concerns
were
directly
addressed
in
this
document
with
the
language
that's
highlighted
and
read
below
here,
but
I'd
actually
like
us
to
just
put
a
point
on
something
to
consider
as
we
deepen
our.
This
is
our
procedures
document,
but,
as
we
think
about
our
more
formal
policies,
should
we
have
a
check
as
Council
to
say,
look
at
this
increase
in
allocation
for
our
self-insurance
fund.
Let's
just
take
a
moment
to
reflect
on
that
before
we
just
kind
of
like
administratively
approve
that.
E
So
recently,
the
fire
station
and
my
ward
had
an
engine
shutdown,
because
several
folks
were
out
on
covid
and
a
lot
of
my
constituents
were
really
concerned
about
that,
and
the
concern
was
that
we
don't
it
just
happened
to
be
the
reality.
We
didn't
have
the
staff
to
staff
that
engine
and
so
from
a
you
know,
budgeting
overtime
perspective
or
maybe
even
it's
1.54.
E
C
Yeah
chairkowski
and
council
member
Payne
council
members,
that's
a
great
question
and
our
policies
are
meant
to
encourage
proper
Staffing
levels
rather
than
overtime.
So
in
general
we
have
a
preference
for
Staffing
to
the
level
needed
to
meet
the
service
level
of
the
city
rather
than
diverting
than
relying
on
overtime
and
so
I
think.
There's
overtime
gets
spent
in
a
number
of
ways.
I
think
there
are
some
situations.
Where
departments
when
they're
analyzing
their
budget,
they
can
kind
of
see
the
need
coming,
especially
departments
like
police
and
fire
that
have.
C
You
know
pretty
long
time
that
it
takes
to
get
Folks
up
to
speed.
So
if
they
are
far
enough
behind
on
their
Staffing,
they'll
know
that
they're
not
going
to
get
they're,
not
you
know,
even
if
they
have
a
full
class,
they
won't
be
where
they
need
to
for
quite
some
time.
So
that
is
I,
think
where
we
encourage
folks
to
request
additional
overtime
spending
and
then
use
that
data
to
justify
it
in
the
budget
process.
But
we
also
have
situations
like
in
the
fire
department
where
you
know
the.
C
C
So
that
is
where
we
get
into
the
situation
where
there's
you
know
we're
already
in
the
year
and
departments
are
just
needing
to
spend
more
on
overtime
and
that's
where
what
you'll
see
in
our
quarterly
Financial
reports,
where
departments
are
spending
more
than
they've
budgeted,
typically,
where
we
see
that
I
think
just
if
you
looked
over
the
last
50
years
is
fire
and
police
when
they
run
into
unforeseen
circumstances
and
have
to
spend
more
on
overtime.
So
I
think
the
our
our
budget.
C
So
it
all.
That
is
to
say
that
it's
something
that
is
a
topic
of
conversation.
Every
time
we're
setting
a
budget
and
every
time
we're
taking
a
look
sort
of
back
at
the
year
to
see
you
know
what
happened
this
year.
Where
did
we
go
wrong
in
terms
of
of
actuals
to
to
budget
go
wrong?
And
then
we
that's?
That
is
the
feedback
loop
that
will
get
put
in.
Do
we
need
to
increase
over
time,
and
that
has
happened
with
the
fire
department.
C
The
last
couple
of
years,
where
there
has
been
you
know,
unforeseen
circumstances
around
covid
or
around
their
class
getting
started
late
because
of
covet
and
all
that
stuff-
and
we
have
you
know,
said:
okay,
you've
overspent
your
budget,
the
last
couple
years,
there's
no
mystery!
It's
because
of
overtime
spending.
Let's
take
a
look
at
your
your
budgets
moving
forward,
so.
E
Just
as
a
kind
of
clarifying
follow-up,
you're
saying
you
know
what
we
ought
to
do
is
kind
of
look
at
the
reality
of
how
and
how
how
much
FTE
capacity
is
impacted
by
something
like
covid,
and
we
should
actually
be
in
our
annual
budgeting
process.
Increasing
the
total
fde
count
for
that
department
to
avoid
overtime
or
like
how
should
we
best
consider
absorbing
those
uncertain
things,
but
ensuring
that
yeah,
we
don't
lose
services.
C
Chair
Koski
and
councilmember
Payne,
it's
a
good
question
and
it's
very
hard
to
answer
in
the
context
that
we're
in
right
now,
because
I
think
historically
and
the
way
our
policies
are
drafting.
Our
budget
process
plays
out
we've
encouraged
departments
to
say
you
know.
Instead
of
asking
for
overtime,
ask
for
the
ftes
like
we'd
much
rather
spend
ongoing
funding
on
training
people
in
making
sure
we're
not
exhausting
folks
with
overtime.
The
labor
market
is
really
unlike
what
we've
anything
we've
seen
before.
So
I
think
that
we
are
just
in
kind
of
unprecedented
times.
C
For
that
reason,
and
then
there
oh,
there
was
another
point:
I
was
going
to
make
about
overtime
and
Staffing.
That
has
escaped
me,
but
I
I.
Think,
ideally
that
that's
where
we
look
and
we
you
know
we're
the
we
were
lucky
enough
to
receive
a
Federal
grant
to
be
able
to
increase
Staffing
in
the
fire
departments
starting
next
year
by
I,
think
13..
C
So
hopefully
that
will
help
on
that
specific
front,
but
I
think
we're
we're
having
to
learn
really
fast
about
how
to
balance.
You
know
additional
Staffing
if
we
don't
think
that
Staffing
is
going
to
materialize.
Should
we
add
over
time
like
that,
that's
kind
of
the
question
that
we're
in
right
now,
because
of
the
unprecedented
times
it's
a
cliche,
but.
D
Thank
you,
so,
just
going
back
to
section
4.1,
quarterly
and
gearing
reporting
I'm
have
a
question
of
just
relating
this
into
practice,
so
think
of
an
example.
For
instance,
you
know
when
Council
would
like
to
request
one
of
these
presentations
amber
responds
to
budget
amendments
and
I'm
thinking
when
you
say
budget
amendments
then
markup
session.
So
it
would
be
good
for
us
to
have
some
some
understanding
of
when
those
presentations
will
come.
D
I
will
name
my
preferences
before
markup
I
actually
saw
that
play
out
when
we
had,
for
instance,
my
Amendment
for
snow
and
ice
removal.
The
Public
Works
gave
a
presentation
on
that
the
day
after
markup
and
I
know.
Some
of
my
colleagues
cited
concerns
around
that
Amendment
because
it
came
after
markup,
so
thinking
of
best
timeline
for
these
presentations.
That
actually
happen
again.
D
C
Yep
chairkowski,
council,
member
wensley
and
council
members
I
think
the
in
my
mind,
I
think
that
second
quarter
report
is
a
good
time
to
do
it.
For
exactly
that
reason,
the
third
quarter
report
tends
to
be
right
when
we're
doing
markup,
and
so
the
and
the
first
quarter
report
doesn't
give
us
very.
You
know
people
will
still
be
hiring
folks
from
their
change
items,
so
we
won't
get
a
lot
of
good
data
from
that.
C
So
I
think
the
second
quarter
report
sounds
like
a
good
time
and
I
think,
given
your
feedback,
I
will
take
that
sort
of
back
to
my
colleagues
in
the
controllers
group
because
they're
the
ones
that
put
together
the
the
budget
to
actuals
report
and
we
can
move
forward
with
that
unless
there's
any
other
feedback.
But
that
sounds
good
to
me.
A
D
F
C
Chairkovsky
councilman
revita,
so
procedures
are
typically
a
less
formal
document
that
don't
come
before.
Council
they
are
made
available.
I
would
liken
these
to
the
budget
instructions.
So
each
year
we
release
budget
instructions
in
around
March
and
April,
and
those
are
shared
with
council
at
the
time
that
we
share
them
with
departments
and
with
the
mayor
and
so
I
I
think
that
kind
of
annual
sharing
sharing
we
have
updates,
but
not
in
in
a
formal
way,
we'll
post
them
to
our
the
finances
website.