►
From YouTube: September 26, 2023 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
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A
C
B
A
Let
the
record
reflect
that
we
have
a
quorum
today.
We
will
continue
hearing
presentations
from
City
departments
on
the
mayor's
2024
recommended
Budget
on
the
agenda.
Today
is
the
human
resources
and
information
technology
departments.
We
will
begin
the
presentation
from
the
HR
department
here
to
present
is
our
chief
human
resource
officer,
Nikki
Odum
welcome
thank.
D
D
The
human
resources
department
has
three
main
priorities:
first,
to
position
the
city
as
an
employer
of
choice
and
hire
talented,
diverse
employees,
so
that
the
city's
Workforce
reflects
the
demographics
of
the
community.
We
serve
second
to
offer
meaningful
and
satisfying
careers
for
all
employees
through
an
inclusive
and
respectful
workplace
and
competitive
compensation
and
benefits.
Third
and
third,
to
ensure
that
HR,
operational
and
compliance
functions
are
adequately
resourced.
D
In
order
to
maintain
an
efficient
operations
in
hr's
current
structure,
most
of
our
resources
reside
in
business
partner
services,
division,
which
is
basically
catchall
for
anything
that
is
not
benefits,
labor
learning
or
Communications.
By
the
end
of
November,
we
will
have
restructured
our
department
to
look
like
this.
D
Please
note:
two
new
divisions
or
centers
of
excellence,
Talent
acquisition
and
the
HR
investigative
unit,
or
what
we
are
calling
HRI
IU
Human
Resources
is
taken,
is
asking
for
an
increase
in
the
Human
Resources
budget
to
permanently
hire
eight
full-time
employees
across
key
functions,
including
operations,
investigations,
Talent
acquisition
and
classifications
and
compensation.
This
investment
is
is
crucial
to
ensure
the
efficiency,
Effectiveness
and
satisfaction
of
our
Workforce
and
Community.
This
investment
is
necessary
for
three
reasons.
First,
we
are
facing
a
fiercely
competitive
labor
market.
D
The
labor
market
is
evolving
rapidly
and
we
Face
stiff
compe
competition
for
qualified
talent
in
a
variety
of
fields
to
attract
and
retain
top
talent.
We
must
enhance
our
HR
capabilities.
Second,
employee
well-being.
Our
current
HRT
is
stretch
thin,
which
can
lead
to
delays
in
addressing
employee
concerns
and
needs.
Expanding
our
HR
department
will
allow
us
to
provide
better
support
to
our
employees,
improving
their
morale
and
overall
well-being.
Third
city
services,
an
efficient
HR
department,
is
essential
to
maintain
and
enhance
our
city
services.
D
It
ensures
that
our
employees
have
the
resources,
support
and
motivation
to
perform
at
their
best,
resulting
in
better
services
to
our
res
res
residents
and
your
constituents.
Four
of
the
positions
we
are
requesting
are
currently
arpa
funded
with
funding
ending
at
the
end
of
this
year.
Four
positions
are
new
in
order
to
meet
the
increased
Workforce
demand
necessary
to
improve
client
service
and
compliance
and
take
affirmative
steps
toward
making
the
City
of
Minneapolis
an
employer
of
choice.
Specifically,
the
eight
positions
are
identified
here
in
red.
D
There
is
a
bpsh
HR
associate:
that's
currently
arpa
funded
in
HR
operations,
there's
a
strategic
Communications
coordinator,
which
is
currently
arpa
funded.
We
are
asking
for
two
investigations:
investigators,
which
is
new
Intel
and
acquisition,
we're
asking
for
two
HR
Representatives
one
is
currently
arpa
funded
and
in
total
comp
we're
asking
for
a
Senior
Benefits
project
manager
and
a
class
and
comp
analyst
I
will
go
through
those
all
in
more
detail
later.
D
These
requests
are
the
direct
result
of
the
hiring
and
investigative
audits,
as
well
as
the
need
to
adapt
the
city's
Human
Resources
function
to
address
current
and
future
labor
market
challenges
and
compliance
concerns.
This
is
the
HR
model
that
is
employed
by
high
functioning
organizations
in
the
private
sector,
nonprofit
organizations
and
municipalities.
You
will
find
a
version
of
this
HR
model.
D
That's
because
it
works.
My
research
has
uncovered
that
post-pandemic
organizations
were
primarily
sticking
to
this
model.
Therefore,
I
am
moving
the
city's
HR
department
closer
to
this
model
by
creating
two
separate
divisions
or
centers
of
excellence,
a
talent
acquisition
organization
and
a
human
resources
investigative
unit.
Moving
to
this
model
will
do
a
number
of
things.
It
helps
address
issues
identified
in
the
hiring
and
investigations
audits.
It'll
help
us
use
resour
resources
efficiently.
It
will
help
us
deliver
results
more
quickly.
D
It
will
help
us
optimize
costs,
improve
the
quality
of
your
services
and
gain
access
to
the
right
expertise
at
the
right
time.
As
you
can
see,
despite
being
strapped
for
resources,
HR
has
had
some
great
outcomes,
especially
in
the
area
of
hiring
diverse
candidates
and
increasing
the
diversity
of
the
city,
talent,.
D
Pool
every
division
of
our
department
has
had
some
impressive
wins
and
I
did
want
to
highlight
a
win
from
every
single.
D
Department,
these
are
the
risks.
These
risks
are
the
reasons
that
we
have
asked
for
a
significant
increase
in
FTE
for
this
budget
cycle.
A
few
highlights
on
this
slide
in
2022,
our
department
saw
a
42%
turnover
rate
I
think
everyone
can
agree
that
in
an
organization
as
complex
as
ours,
an
inability
to
retain
sta
staff
is
simply
not
sustainable.
With
your
assistance,
we
were
able
to
address
part
of
the
problem
with
a
wage
adjustment
and
I.
Thank
you
all
for
your
support,
in
that
this
is
our
attempt
to
address
the
second
part
of
that
problem.
D
Workload
and
burnout
in
collaboration
with
it
and
finance
HR,
has
begun
the
process
of
replacing
our
HR
information
system.
This
is
a
huge
undertaking
for
our
department
and
will
require
ire
us
to
devote
one
full-time
employee
to
the
part
project.
In
addition,
every
Department
in
HR
will
heavily
be
involved
in
the
selection
and
implementation
of
this
system.
D
We
have
all
heard
that
the
definition
of
insanity
is
doing
the
same
things
and
expecting
different
results.
The
bottom
line
is
that
the
viability
of
the
city
and
the
services
it
provides
will
require
the
best
talent,
the
best
practices
and
Creative
Solutions
that
place
Minneapolis
among
its
peers
as
a
first
class
City.
We
simply
cannot
get
there
if
we
do
not
evolve
and
innovate
our
hiring
and
recruitment
practices,
our
HR
systems
and
the
way
we
retain
institutional.
D
Knowledge
by
permanently
adding
eight
full-time
employees
to
our
HR
department
in
critical
areas,
we
will
not
only
enhance
our
ability
to
attract,
develop
and
retain
top
talent,
but
we
will
also
ensure
that
our
employees
are
well
supported.
This,
in
turn,
will
lead
to
improved
city
services
and
increased
satisfaction
among
our.
D
Oops
hr's
budget
has
remained
flat,
despite
a
drastic
drastic
increase
in
workload,
which
is
not
sustainable.
This
chart
is
a
little
bit
misleading
because
the
jump
you
see
in
2022
was
due
to
arpa
Dollars,
which
we
used
to
attain
some
additional
help,
including
staff
and
temp
help
consultants
for
classification
and
compensation
studies,
retention,
incentives
for
employees,
coid,
testing,
expansion
of
free
Mental,
Health
Services
for
employees
and
their
families,
a
recruitment
and
marketing
campaign
to
attract
the
talent
to
attract
talent
to
the
city.
D
Once
arpa
funding
expires,
however,
HR
service
levels
will
drop
dramatically
because
we
will
have
less
people
to
service
the
Enterprise.
If
HR
cannot
provide
the
basic
level
of
service
that
our
employees
deserve,
they
in
turn
are
unable
to
serve
our
residents.
We
currently
have
four
vac
vacancies,
and
one
temporary
vacancy
tied
to
arpa
I
will
discuss
each
and
where
we
are
in
the
hiring
process.
First,
we
have
a
labor
relations
position,
associate
position
that
closes
at
midnight
tonight.
D
We
currently
have
137
applicants
for
that
position
and
first
round
interviews
are
scheduled
next
week
on
October,
4th
and
5th.
Next,
we
have
an
HR
associate
position
that
closed
Sunday.
We
currently
have
151
applicants
for
that
position.
First
round
interviews
are
also
scheduled
for
next
week
we
have
a
Workforce
data
analyst
position.
This
position
is
responsible
for
pulling
data
for
our
public
data
requests
and
to
make
work.
Work
help
us
make
workforce
planning
decisions.
We
are
currently
conducting
interviews
for
this
position.
D
The
next
position
is
an
hris
specialist
which
actually
is
no
longer
a
vacancy.
The
hiring
for
that
position
is
complete
and
we
have
somebody
starting
on
Monday
and
then
finally,
we
have
an
H
R
representative
who,
if
our
budget
proposal
is
approved,
will
round
out
the
talent
acquisition
team.
Currently,
this
is
an
arpa
funded
position
that
has
not
been
backfilled
because
I
don't
want
to
hire
someone
and
then
let
them
go
at
the
end
of
the
year
when
arpa
expires.
Next
I
will
move
to
division.
D
Updates,
good
governance
requires
good
data,
which
is
why
we
must
invest
in
our
HR
System
infrastructure.
Hr
operations
has
three
major
updates,
as
I
mentioned.
Previously,
we
are
hiring
a
data
analyst.
We
have
seen
an
increase
of
200%
in
public
data
requests,
the
replacement
of
our
HR
information
system
and
hr's
ability
to
gather
and
interpret
data.
Finally,
the
HR
investigative
unit
will
be
separate
from
HR
operations
and
separate
from
HR
HR
business
partner
Solutions
and
will
become
its
own
center
of
excellence.
D
Good
governance
also
requires
reliable,
And
Timely
investigations
that
people
can
trust.
That
is
why
we
need
an
investment
into
our
investigation.
Infrastructure
2022
saw
a
n
or
39%
increase
in
investigations.
Good
investigations
are
both
a
skill
and
an
art.
The
investigation
audit
requires
that
we
rethink
how
HR
investigations
are
handled.
A
dedicated
investigations
team
will
enable
us
to
address
workplace
issues,
misconduct
and
conflicts
promptly
impartially,
thus
fostering
a
safer
and
more
Harmon,
harmonious
workplace
environment,
beginning
October
1st,
the
HRI
IU
will
become
a
separate
Center
of
Excellence
within
HR.
D
The
investigators
in
this
group
are
experienced
and
will
be
required
to
have
standardized
training.
They
will
be
devoted
to
this
work
without
distractions
and
as
a
separate
en
entity.
This
team
will
be
able
to
to
maintain
objectivity.
A
fully
staffed
team
will
allow
us
to
expedite
investigations
and
bring
them
to
completion
more
quickly.
We
are
also
implementing
a
case
management
system
for
complaint,
routing
and
triage.
This
should
lead
to
a
better
employee
experience
and
increased
confidence
in
the
complaint
process.
D
We
are
moving
to
a
team
of
four
who
will
investigate
all
kinds
of
employee
misconduct,
not
just
ad
H&R
complaints,
and
this
is
kind
of
you
know
what
our
past
situation
has
been
in
the
investigative
unit
and
what
we're
going
to
for
our
new
center
of
excellence
again
that
begins
on
October.
D
1St
the
changes
that
I
am
proposing
for
our
business
partner,
Solutions
division
is
the
first
step,
I
believe
in
tackling
our
employee
retention
and
organizational
cultural
issues.
The
major
change
in
HR
business
partner
Solutions
is
the
creation
of
two
centers
of
excellence,
Talent
acquisition
and
the
hu,
thus
removing
that
work
from
BPS
creation
of
these
teams
will
allow
BPS
to
focus
on
retention
and
culture
issues
as
well
as
strategic
HR
work
like
succession
planning,
career
Pathways
and
manager,
training
and
development.
D
Ultimately,
I
think
that
this
will
be
the
key
to
help
solve
our
retention
and
culture
issues
right
now.
We
never
get
to
culture
or
retention
issues,
because
we
are
constantly
putting
out
fires
in
other
areas.
This
should
give
BPS
the
space
to
focus
on
these
issues
and
I
think
these
issues
have
been
barriers
to
the
city
being
an
employer
of
choice
in
recent.
D
Years,
if
we
want
to
become
an
employer
of
choice,
we
have
to
rethink
how
we
recruit
an
onboard.
This
is
essential
for
any
organization
that
expects
to
compete
and
H
in
today's
labor
market,
especially
in
Minnesota,
where
unemployment
rates
were
recently
at
a
historic
low.
Do
we
have
the
right
people
in
place
to
solve
tomorrow's
problems?
What
problems
do
we
anticipate
in
5
years?
We
need
to
be
strategically
planning
so
that
we
are
acquiring
the
right
Talent.
D
Now
we
have
started
that
process
and
I
hope
that
you
invest
in
our
efforts
to
continue
it
to
remain
competitive
in
recruiting
top
talent.
We
need
a
strong
Talent
acquisition
team
capable
of
reaching
the
best
candidates
and
guiding
them
through
the
hiring
process.
We
need
to
be
directly
and
passively
sourcing
candidates
to
do
that.
D
We
have
to
build
relationships
with
schools
and
other
professional
organizations
again
something
that
HR
has
not
had
the
time
to
do,
because
we
have
been
underresourced
plus
the
turnover
in
the
Enterprise
and
the
tight
labor
market
have
significantly
increased
the
amount
of
hiring
we
do
annually.
Until
recently,
the
city
has
had
one
recruiter
in
HR.
Now
we
have
have
two,
but
that
still
isn't
enough
for
a
city
of
our
size,
this
team
will
be
developing
a
standard
onboarding
process
for
new
employees
as
well.
D
We
need
to
ensure
that
candidate
and
new
hires
are
having
a
positive
experience
for
some.
This
is
their
first
interaction
with
the
city
and
we
need
to
make
a
good
impression.
It
impacts
the
city's
reputation
and
for
many
candidates
it
will
be
a
deciding
factor
on
whether
they
choose
to
work
here
or
to
work
somewhere
else.
I'm
happy
to
report
that
this
team
is
in
its
infancy,
but
they
have
already
had
some
great.
D
Wins,
for
instance,
the
city
is
certified
as
an
agef
friendly
employer.
The
purpose
of
the
certified
age-friendly
employer
program
is
to
assist
job
Seekers
over
50
by
identifying
those
employers
committed
to
objectively
considering
them
for
appropriate
employment.
Free
of
agism
certified
age
friendly
employers
want
age,
50
plus
candidates
to
know
that
they
are
valued
for
their
knowledge,
experience,
maturity,
reliability
and.
D
Productivity,
a
skilled
and
adaptable
Workforce
is
essential
in
promoting
economic
growth
within
the
city.
In
order
to
keep
our
Workforce
competitive,
we
need
to
create
a
culture
of
continuous
Learning
and
Development.
Our
Learning
and
Development
Division
plays
a
crucial
role
in
addressing
these
challenges.
Investing
in
the
development
of
city
employees
is
essential
for
job
satisfaction
and
retention.
This
leads
to
cost
savings,
such
as
reduce
turnover
cost
increased
productivity
and
more
efficient
operations.
Moreover,
well-trained
employees
provide
higher
quality
services
to
City
constituents.
Therefore,
investment
in
training
does
not
just
benefit
employees,
but
our
entire
Community.
D
This
year,
our
L
&d
team
has
assisted
the
reib
department
with
the
city's
first
racial
Equity
survey.
Our
annual
engagement
survey,
which
is
implemented
and
managed
by
L&D,
will
launch
next
month
and
the
L
&d
team
is
working
closely
with
our
talent,
acquisition
center
of
excellence
and
creating
and
implementing
a
standard
orientation
program
for
all
new
employees.
I
have
also
asked
the
L&D
team
to
begin
working
on
a
standard,
Management
training
for
all
new
managers
here
at
the
city,
L
&d
will
continue
to
manage
metamorphosis
leadership
training.
D
The
second
cohort
will
launch
in
a
few
weeks,
I
believe
on
October
18th.
This
is
a
one-time
expense.
This
training
equips
top
level
Leaders
with
the
knowledge
and
skill
to
create
an
internal
workplace
culture
that
is
anti-racist
engaged
in
fostering
and
engaged
and
fostering
racial
repair.
This
is
the
Cornerstone
of
our
culture
work
here
at
the
city
and
prepares
our
city
leadership,
to
challenge
current
systems
and
to
adopt
inclusive
practices
to
nurture
equity
and
eliminate
racial
disparities
in
the.
D
City
again,
good
governance
requires
good
data.
We
need
accurate
classification
and
compens
compensation
data,
which
includes
accurate
Market
survey
data
right
now.
The
fate
of
the
Enterprise
rests
on
one
person.
It
is
simply
not
sustainable
and
it
is
not
fair
to
her
or
her
well-being.
Therefore,
we
need
additional
resources
and
classif
classifications
and
compensation.
Accurate
job
classifications
are
crucial
for
fair
compensation
and
efficient
resource
allocation.
Expanding
this
function
will
help
us
classify
positions
correctly,
ensure
Equitable
compensation
and
ensure
Equitable
Equitable
compensation.
D
Excuse
me
this
will
help
us
review,
adjust
and
optimize
employee
compensation
structures,
making
our
city
more
attractive
to
prospective
employees
and
fair
to
ex
existing
ones.
Again,
let
me
be
clear:
we
have
one
person
dedicated
to
classifications
and
compensation
if
we
lose
her,
the
Enterprise
is
in
trouble,
not
just
HR
the
city.
We
can't
hire
someone
off
the
street
to
just
do
her
job.
Our
our
comp
and
class
system
is
obviously
very
complicated.
Every
time
a
new
position
is
created
or
there
is
a
promotion
or
a
collective
bargaining
agreement
is
negotiated.
D
The
city
calls
on
one
person.
She
is
present
at
the
bargaining
table
for
most,
if
not
all,
of
our
22
bargaining
units
and
her
work
is
essential
for
getting
the
city
accurate
data
to
get
us
to
the
bargaining
table.
Her
workload
has
increased
by
60%.
She
needs
help.
Her
job
has
dramatically
expanded
in
this
labor
market.
Our
benefits
work
has
also
dra
dramatically
increased,
as
you
can
see
by
the
metrics,
due
to
more
benefits
and
wellness
offerings
and
onboarding
and
offboarding
requirements
ments
due
to
increased
turnover
turnover.
Our
benefits
work
has.
D
Services
LR
also
plays
an
important
role
in
advocating
for
fair,
rages
and
competitive
benefits
for
city
employees,
ensuring
that
Labor
practice
are
in
compliance
with
legal
regulations,
labor
standards
and
collective
bargaining
agreements,
resolving
labor
disputes
and
preventing
disruptions
that
can
negatively
impact
public
services
and
maintaining
a
positive
Public
Image
of
the
City
by
ensuring
stable
Labor
Relations
and
making
sure
that
Labor
Relations
are
productive
employees
that
are
satisfied
and
engaged
deliver
quality
services
to
the
community.
Our
LR
team
is
fully
staffed
and
has
brought
21
of
our
22
bargaining
agreements.
D
Current
LR
is
currently
publicly
bargain
bargaining
with
the
police
threat
Federation
for
the
first
time
in
history,
the
complexity
of
which
cannot
and
should
not
be
underestimated.
Our
LR
team
has
been
doing
great
work
and
I
expect
that
to
continue
now
that
our
team
is
fully
staffed,
there
is
a
nationwide
crisis
in
the
retention
and
recruitment
of
officers,
and
HR
is
trying
to
be
Pro,
proactive
and
creative
in
positioning
the
city
as
an
employer
of
choice
in
public
safety.
D
As
well
as
nonpublic
safety
positions,
it
is
no
secret
that
attracting
and
retaining
talented,
Public
Safety
professionals
is
uniquely
challenging
right
now.
Unfortunately,
that
has
not
changed
since
I
was
last
at
this
podium.
In
response,
we
have
set
aside
funding
for
Public
Safety,
focused
recruitment
and
retention
initia
initiatives.
The
purpose
is
to
support
employee
retention
efforts,
reduce
turnover
and
maintain
critical
service
levels
in
public
safety
positions,
incentivized
employees
in
public
safety
positions
to
remain
employee
employed
at
the
city.
D
At
a
time
when
there
is
a
labor
market
shortage
and
competitive
employers
are
high,
are
offering
higher
compensation
and
incentives,
and
to
directly
address
the
Staffing
and
resources
risk.
Ent
risks
identified
in
the
2023
risk
assessment.
We
have
contracted
with
a
vendor
to
create
a
multi-year
recruitment
strategy
which
will
initially
focus
on
hardto,
fill
Public
Safety
positions,
but
will
expand
to
a
recruitment
campaign
for
the
city
at
large.
The
work
is
expected
to
be
completed
in
Q2
of
2024.
D
The
contracted
cost
is
$950,000,
which
will
include
a
a
recruitment,
video
social
media
posts,
direct
mailings,
flyers
and
posters,
text
messages
and
emails
again
to
be
used
over
multiple
years.
We
anticipate
another
$300,000
for
ad
and
video
placement.
Additional
initiatives
are
being
considered
in
coordination
with
the
current
contract
discussions
between
the
city
and
the
police
officers.
Federation
of
Minneapolis
HR
routinely
works
with
finance
and
budget.
The
budget
office
to
support
changes
in
collective
bargaining.
D
In
conclusion,
I
urge
you
to
consider
and
approve
the
proposal
to
revise
our
HR
budget.
This
investment
in
our
Workforce
will
have
far-reaching
positive
effects
for
our
city,
its
employees
and
its
residents.
I
am
confident
that
this
decision
will
contribute
to
our
continued
success
and
prosperity.
Thank
you
for
your
time.
Attention
and
consideration
any
questions.
A
Thank
you.
We
do
have
several
council
members
in
Q
I'll
start
with
council
member
wansley.
E
Thank
You
Cher
kosy,
thank
you
director
and,
in
terms
of
my
first
question,
actually
builds
upon
the
information
that
you
just
shared
around
recruitments.
I
know
a
couple
weeks
ago
we
received
a
presentation
from
interim
coo
Heather
Johnson
around
Ops,
and
particularly
the
$19
million
in
which
the
state
awarded
the
city
for
Public
Safety.
It
was
articulated
that
those
funds
were
being
transer
transferred
over
to
HR
dealing
with
Recruitment
and
Retention.
Is
this
the
source
of
funding?
That's
going
to
be
supporting
these
initiatives
that
you
just
laid
out.
D
They
are
or
excuse
me
Madam,
chair,
council,
member,
yes,
they
are
and
I'll
oh
right,
go
to
the
slide.
Yes,.
E
All
$19
million
I
know
you
just
listed
out
two
particular
items
for
hiring
the
contractor
and
then
potential
ad
placements,
and
then
you
mentioned
there's
going
to
be
probably
some
retention.
E
Discussions
with
figures
during
the
I'm
assuming
Police
contract
negotiations
is
the
assumption
that
all
of
those
actions
or
activities
will
absorb
the
entire
$19
million
that
the
state
awarded
us.
D
Madam,
chair
council
member,
we
are
unsure
of
what
what
will
cost
one
I
think
all
options
are
on
the
table
in
terms
of
right
initiatives
for
Recruitment
and
potential
incentives
in
terms
of
specifics.
That's
something
we
can't
know,
and
you
know
in
terms
of
specifics
for
particular
strategy
that
information
is
private
under
the
data
Practices
Act,
so
I
would
have
to
refer
to
the
city
attorney's
office.
D
But
you
know,
obviously
we
can
have
closed
session
discussions
about
strategy
and
that's
something
that
I
can't
comment
on
in
public.
But
at
this
point
point
we
don't
know
exactly
what
will
be
needed
in
order
to
move
these
initiatives.
E
Forward
this
might
be
a
follow-up
question
for
interim
Co,
then
because
I'm
still
confused
in
terms
of
from
my
understanding,
the
Minneapolis
delegation
and
our
state
lawmakers
really
want
to
see
this
money
be
used
towards
advancing
comprehensive
Public
Safety
Solutions
not
be
absorbed
by
increased
spending
just
by
law
enforcement
or
retention
bonuses
and
recruitment,
which
we
have
invested
in
heavily
over
the
past
year.
Just
for
one
Department
and
I'm
very
surprised
to
hear
that
those
dollars
were
not
directly
transitioned
to
the
actual
Department.
E
That's
Champion
comprehensive,
Public
Safety,
which
is
the
office
of
community
safety,
so
maybe
from
coo
can
speak
to
why
there
was
a
decision
as
opposed
to
having
those
dollars
be
transferred
to
the
place
where
they
could
do
that
comprehensive
work.
It
seems
like
we're
tying
them
into
Recruitment
and
Retention
bonuses
for
one
particular
Department.
F
Madam,
chair
council,
member
wansley
I
think
we
would
look
at
the
budget
holistically.
F
Specifically,
there
are
a
lot
of
different
things
in
the
general
Fund
in
the
mayor's
budget
and
recommended
budget
that
that
speaks
to
the
Alternatives
and
those
mostly
are
ongoing
funding
sources,
and
so
this
is
a
one-time
funding,
source
and
so
I
think
what
we
try
to
do
is
align
one-time
funding
sources
with
one-time
costs,
and
so
this
would
be
so
most
of
the
Alternatives
pieces
that
you're
talking
about
and
as
you
as
you
mentioned,
the
statute
had
just
that
was
one
of
the
Alternatives.
F
It
wasn't
the
only
alternative,
but
a
lot
of
that
other
funding
is
ongoing
within
the
general
fund.
So
does
that
speak
to
your.
E
From
my
understanding
with
the
mayor's
budget,
the
ongoing
cost
is
often
associated
with
personnel,
which
I'm
understanding
there's
going
to
be
some
staff
positions
added
to
OCS.
Some
that's
also
going
to
be
repurposed,
so
it's
not
really
a
drastic
Personnel
increase
for
OCS.
What
I'm
also
missing
is,
for
instance,
we
know
we
I've
spoken
with
you
about
the
pilots
that
at
some
point
OPI
was
Champion.
Those
would
be
great,
you
know,
programs
that
would
warrant
one-time
funding
that
also
fits
under
kind
of
the
goals
of
that
state
public.
E
F
Chair
kasy,
council
member
wansley,
some
of
the
those
items
that
you
referenced
in
PMI
have
been
Mo.
The
pilots
have
now
become
permanent.
F
As
you
are
aware,
for
example,
the
Behavioral
Health
crisis
pilot
is
now
permanent
and
that's
within
the
neighborhood
safety
department,
with
ongoing
funding
in
terms
of
other
one-time
funding
right
now,
currently
in
PMI
they
do
have
some
grant
money
that
is
sufficient
to
handle
the
pilots
that
they're
currently
working
on,
but
we
can
get
you
more
information
on
that
if
you'd
like,
but
right
now,
we
feel
like
the
the
money
is
sufficient
for
that.
E
In
addition
to
Neighborhood
safety,
there's
other
items
there
I
know,
we've
had
an
ongoing
conversation
around
contract
want
to
see
increase
again.
It
just
seems
very
weird
and
I'm
I'm,
noting
a
concern
that
we're
taking
19
million.
That
also
could
have
been
supported
or
supporting
other
comprehensive
solutions
that
has
not
been
laid
out.
I
get.
You
know,
there's
Pilots
that
might
have
grants,
but
neighborhood
safety
there's
still
development
around
how
we
implement
the
safe
and
thriving
report.
E
F
Chair
kasy
council
member
wansley,
there
is
both
one
time
and
ongoing
funding
related
to
the
implementation
of
the
offy
report.
Excuse
me
the
safe
and
thriving
communities
report
within
the
mayor's
budget,
and
so
we
this
is
something
that's
going
to
be
have
to
have
to
be
phased
in
over
time.
I.
F
Think
that
probably
your
your
question
is
better
addressed
to
the
office
of
community
safety
when
they
give
their
budget
presentation
in
terms
of
what
those
specifics
are,
but
so
I'm
just
answering
sort
of
in
a
generic
that
there
are
additional
funds
related
to
that
both
one
time
and
ongoing.
E
So
is
there
a
memo
that
could
be
put
together
because
for
Min
again
from
the
mayor's
budget,
what
I
saw
was
we're
purposing
of
existing
FTE
and
addition,
maybe
a
few
and
not
really
programmatic,
support
around
some
of
the
non-armed
programs.
That
would
be
helpful
to
have
and
knowing
why
we're
if
there
could
have
been
a
portion
of
that
19
million.
That
could
be
used
to
support
that.
F
Council
member
KY
council
member
Cher,
kosy
council
member
wansley,
what
I
will
do
is
I
will
refer
your
question
to
the
office
of
community
safety.
I
will
chat,
chat
with
them
and
make
sure
they
cover
that
in
their
budget
presentation.
For
you.
E
A
Thank
you.
Next
I
have
council
member
chug
T.
G
Thank
you,
madam
chair
director.
Odum
I
really
appreciate
your
very
thorough
presentation.
I
learned
a
lot
from
it
and
want
to
thank
you
deeply
for
your
time.
I
want
to
go
back
to
this.
This
question
around
the
$19
million
in
one-time
Public
Safety
Aid
allocated
to
the
City
of
Minneapolis
from
the
state
this
past
session.
From
what
I
see
in
your
presentation
slide.
D
Not
specifically
Labor
Relations,
but
kind
of
we
we
always
kind
of
keep.
Oh
sorry,
madam
chair,
council
member,
you
know
we
always
keep
kind
of
a
reserve.
D
You
know
for
collective
bargaining
negotiations,
for
you
know,
revisions
to
wag
adjustments,
so
I
I,
wouldn't
say
it's
for
Labor
Relations,
specifically
because,
as
I
mentioned,
we
also
have
we're
also
using
some
of
that
for
a
marketing
and
recruitment
campaign
that
will
be
for
the
entire
city,
so
I
I
think
it's
kind
of
like
a
standal
and
I'll
have
to
point
to
Justin
for.
H
That
jowy,
council
member
sh
I,
say
it's
housed
in
labor
relations.
That's
where
those
dollars
are
placed
they're
spread
over
a
couple
years
and
the
department
and
city
will
determine
how
they're
spent.
But
that's
just
where
they're
placed
within
the
budget
is
labor
relation.
So
you
see
that
increase
for
budget
for
the
24
amount.
G
Understood
so
maybe
I
am
misunderstanding.
The
the
chart
then
on
slide
12,
which
shows
you
know
the
total
amount
of
money
that
has
been
allocated
to
to
HR,
and
so
you
know
like
the
2021,
actual
2022,
actual
2023
budget
and
2024
budget.
Where
do
I
see
$19
million
on
this.
H
Chart
Jeri
Shai,
you
won't
see
it
on
this
chart,
you'll
see
a
portion
in
2024.
The
remainder
is
in
2025
and
2026.
So
if
you
look
at
our
five-year
Financial
Direction,
the
entire
19
million
is
spread
over
those
three
years
got
it.
It
was
just
shy
of
1
million.
That's
in
2024.
That's
that
increase
in
labor
relations
program.
Specifically,
the
remainder
amount
is
in
25
and
26.
G
Got
it
understood
now
onetime
funding
right
like
that
means
we're
not
investing
in,
say,
hiring
more
staff,
because
we
have
onetime
dollars.
We
don't
want
to
hire
somebody
that
we
can't
keep
on
understood
so
logically,
I
understand
this,
as
this
Aid
is
largely
going
to
be
used
for
the
campaign
that
you
describe
$900,000
for
ad
placement,
video
creation,
$300,000
for
additional
ads
I,
believe
that
makes
sense
to
me
the
remainder
of
that
money,
presumably
will
will
be
used
for
retention
bonuses.
G
That's
that
seems
like
a
reasonable
assumption
to
make
with
onetime
retention.
Money
am
I
understanding
that
correctly.
D
I
would
say
all
options
are
on
the
table.
However
I
I
I
can't
say
specifically
that
that's
where
the
money
will
go,
I
mean
we
don't
we
don't
honestly
know.
G
Yet
it
yes
and
understood
so
if
we
I
I,
know
that
we've
done
several
retention
bonuses
throughout
my
time,
which
you
know
is,
is
I
almost
two
years
now.
Can
you
speak
to
the
efficacy
of
retention
bonuses,
so
I
know
we've
done.
For
example,
you
know
like
a
$5,000
retention
bonus
for
police
officers
that
stayed
with
the
Department
through
I
think
it
was
the
end
of
last
year.
What
is
the
impact
on
on
retention
as
a
result
of
a
one-time
bonus
like
that.
D
D
Those
are
the
tools,
one
of
many
tools
that
various
municipalities
and
cities
across
the
country
are
using
in
order
to
attract
and
maintain
Public
Safety
Talent,
and
so
in
order
to
be
competitive
for
that
Talent
I
think
it's
something
that
we
have
to
consider
seriously.
Consider.
G
Understood
understood
and
then
when
we
when,
please
let
me
know
if
this
isn't
something
you
can
actually
speak
to
in
a
in
a
public
setting,
but
as
we're
thinking
about
retention
bonuses
and
using
onetime
Aid
for
retention
bonuses.
My
interpretation
of
that
is
that
that
money
isn't
just
going
to
be
used
for
attention
bonuses
for
for
our
employees
in
the
Minneapolis
Police
Department,
but
also
for
our
employees
in
the
fire
department
and
911.
Is
that
accurate
to
your
understanding
of
how
we're
thinking
about
using
those
resources.
D
A
You
thank
you,
cons,
Wy
thank.
E
You
chair
kosy,
in
regards
to
slide
number
10,
where
you
mention
the
database
system.
What
what
is
that?
Actually
it's.
E
Yes,
is
it
says
it's
outdated
from
what
I
recall
during
the
arpa
budget
process,
I
believe
Council
approved
amendment
to
get
a
new
system?
Is
a
new
system
being
created
or
contracted
out
for
development.
D
Madame,
chair
council
member,
yes,
so
we
are
right
now
in
the
process
of
putting
a
work
group
together.
Well,
actually,
the
work
group
is
together
and
we're
working
on
an
RFP,
and
so
we
are
doing
that
in
collaboration
with
finance
and
it.
So
yes
that
that
work
is
underway-
and
you
know
we're
we're
looking
forward
to
choosing
a
vendor,
so
we
can
move
forward
to
implementation.
We're
really
excited
about
that.
E
Okay,
that's
good
to
hear
in
thinking
of
slide
number
18
where
there
was
focus
on
Talent
acquisition.
It
was
interesting
to
see
that
there
was
a
2%
increase
in
bipo
applicants
as
of
year
to
date,
I'm
interested
in
knowing
kind
of
hr's
perspective
of
why
it
seems
to
be
a
trend
that
we're
not
as
a
entreprise
super
appealing.
It
seems
to
bipac.
You
know
potential
applicants,
even
in
light
of
this
crease,
it
seems
like
that's
relatively
small
in
comparison
to
some
of
the
other
figures
here.
D
Madame,
chair,
council,
member
I
think
that's
a
fair
assessment.
However,
you
know
in
2022
the
increase
of
bipac
applicants
was
6%,
so
I
mean
I
realize
that
these
are
not
double
digigit
numbers,
but
you
know
to
me
it's
encouraging
to
kind
of
have
a
a
steady
increase,
year-over-year
and
we've
had
that
since
I
believe
2021
or
2022,
since
we
or
2020
or
2021.
Since
we
started
tracking
year-over-year
applications
2020
since
2020
we've
had
an
increase
year-over-year
in
both
applications
and
hires
I
think
you
know,
we
can't
ignore
this.
D
The
last
bullet
on
that
slide,
which
is
the
177%
increase
in
hires
year
to
dat,
and
that's
just
year
to
dat
right.
We
still
have
you
know.
Basically
a
quarter
left
so
I
I
think
we're
we're
doing
well,
despite
being
underresourced.
However,
I'm
really
excited
about.
You
know
our
new
Talent
acquisition
group.
D
We
have
plans
to
go
to
in
places
and
spaces
that
we
haven't
been
able
to
go
before
and
so
and
make
relationships
with,
for
instance,
professional
organizations
of
of
color
that
cater
to
bipac
professionals,
and
so
you
know,
like
I,
said
we're
this.
This
group
is
in
its
infancy.
They've
done
quite
a
good
job,
already
they're
not
fully
staffed
at
this
point,
they
won't
be
fully
staffed
until
the
end
of
November.
D
So
it's
something
that
is
on
my
mind,
always
and
you
know
just
trying
to
make
sure
that
our
process
is
fair
and
that
we
are
giving
all
candidates.
A
fair
look
is
a
priority
of
mine.
So
I
really
expect
to
see
these
numbers
increase.
D
E
And
that's
good
to
think
through
some
of
the
strategies
around
increasing
that
representation,
but,
as
interim
Co
gave
the
presentation
on
s
a
couple
weeks
ago,
what
was
also
included
in
that
presentation?
The
fact
that
while
we
might
be
working
to
increase
that
representation,
we
cannot
keep
people
here.
So
it's
also
the
retention
piece
and
specifically
there's
a
disproportionate
representation
of
that
of
the
same
demographic
of
bipac
folks
or
employees
who
are
leaving
the
entreprise
and
hiding
levels.
E
So
I
can
imagine
a
couple
reasons
why
that's
happening
and
that
someone
addressed
here
of
this
place
might
not
have
the
best,
often
sometimes
hostile,
maybe
not
close
to
an
anti-racist
workplace
culture
which
is
leading
to
my
next
question
with
the
HR
investigative
unit,
because
I've
heard
that
be
a
a
place
of
concern
where
employees,
employees
of
color
in
particular,
often
struggle
to
have
their
complaints,
be
recognized
or
taken
serious.
E
From
my
understanding
in
the
past
we've
often
outs
sourced
this
work
to
a
contract
is
the
thought
with
investing
in
this
HR
investigative
unit.
We
would
just
do
that
work
or
investigations,
inh
housee,
or
will
that
be
a
a
hybrid
model
where
we'll
still
potentially
work
with
a
consultant
and
now
have
in-house
staff
to
kind
of
support
those
complaints.
D
Madam,
chair
council
member,
we
will
primarily
do
the
work
inhouse.
However,
there
are
going
to
be
situations
where
it
is
inappropriate
for
HR
to
investigate
right.
D
So
obviously
you
know
anything
in
the
legislative
branch
we
shouldn't
be
HR
should
not
be
investigating
ourselves,
and
so
there
will
be
situations
and-
and
sometimes
you
just
need-
you
know-
maybe
for
legal
reasons-
somebody's
completely
outside
of
the
Enterprise-
to
look
into
something,
because
you
might
need
to
use
that
report
in
court
or
something
later
so
we
have
contracted
with
a
number
of
law
firms
who
will
assist
in
those
situations.
D
But
for
the
most
part
you
know
the
day-to-day
employee
complaints
we
anticipate
being
able
to
reduce
costs
and
to
do
those
in-house
I
want
to
point
out
that
I
think
it's
important
to
note
that
this
group
is
going
to
be
on
its
own
I
mean
they're
in
HR,
but
they
are
not
a
part
of,
for
instance
BPS.
So
they
don't
have
personal
relation
relationships
with
the
folks
that
they
are
investigating.
D
So
my
hope
is
that
that
will
increase
the
objectivity
but
also
like
I
said
you
know
this
group
is
going
to
go
undergo
a
lot
of
training.
You
know
Robin
Howard
who's.
Our
director
of
hu,
is
very
adamant
about
the
that
these
investigations
are
done,
timely,
that
they're
done
professionally
and
that
they're
you
know
well
investigated
and
well
written
and
that
these
folks
undergo
very
heightened
training
in
order
to
do
them.
D
Well,
so,
yes,
you
know
this
creation
of
this
team
is
in
response
to
some
of
the
concerns
or
opportunities
that
I
have
heard
as
well.
E
And
then
just
the
follow
up
on
that
piece
too,
it
seems
like
pairing,
some
of
the
recruitment
or
sorry
retention
efforts
and
really
addressing
the
very
despairing
workplace
culture.
We've
somewhat
normalized
in
this
Enterprise
there's
a
partnership
and
ongoing
partnership
with
metamorphis
so
really
excited
to
see
this
one
time
expense
to
support
that
training.
From
my
understanding,
too,
there
was
a
report
that
metamorphis
did
around
some
strategies
where
maybe
this
is
coming
from
in
terms
of
recommendations.
Is
there
a
way
to
receive
a
copy
of
that
report?.
E
D
Madame
chair
council
member
I
also
wanted
to
point
out.
You
know
by
separating
Talent
acquisition
and
the
investigations
from
our
you
know.
Our
generalists
our
BPS
unit
I
also
think
that
that
will
help
I'm,
hoping
that
that
will
help
some
of
our
retention
issues
when
they
focus
on
things
like
career
Pathways
in
development.
D
So
some
of
the
reasons
I've
heard
for
folks
leaving
is
a
belief
that
there's
really
nowhere
to
go
that
there's
no
future
here,
and
so
we
really
just
haven't,
had
a
chance
to
tackle
the
retention
issues,
because
we've
kind
of
been
like
I
said
putting
out
fires
in
other
places,
so
leev
moving.
Those
things
out
of
BPS
will
allow
BPS
to
really
start
focusing
on
those
culture
and
retention
issues.
So
My
Hope
Is
that
we
will
see
some
strides
come
next
year
when,
when
we
restructure
that
division.
I
D
A
J
Question
or
comment,
thank
you.
I
just
have
a
comment.
Miss
Odum
I
feel,
like
your
department,
has
been
working
under
a
lot
of
stress
and
it's
underresourced
and
asked
to
do
a
lot.
I
have
personally
been
involved
in
working
with
a
number
of
employees,
like
many
of
us
have
who
would
like
to
be
reclassified,
who
believe
that
they're
not
paid
fairly
or
who
see
others
who
are
getting
pay
increases
in
wonder
where
theirs
is,
and
that
puts
a
lot
of
stress
on
your
team.
J
I
just
wanted
to
thank
you
and
your
team
for
graciously
continuing
to
move
forward,
while
you're
underst
staffed
underresourced
and
your
employees
are
getting
crushed
from
everyone
who
is
unhappy
at
a
time
at
which
your
job
is
to
recruit
people
to
the
city
and
retain
them,
in
other
words,
make
them
happy,
and
so
I
I
believe,
as
you
know,
a
new
in
a
way
HR
Director.
J
C
C
Cuz
I,
don't
recall
taking
any
formal
action
on
that
$19
million
on
what
it
will
or
won't
be
used
for,
and
it's
my
understanding
that
it's
actually
our
role
to
do
that,
and
so
how
are
these
dollars
getting
alloc
allocated
under
what
Authority
and
when
we're
talking
about
all
options
on
the
table?
What
are
these
like?
Do
we
need
to
have
a
closed
briefing,
because
it's
my
understanding
that
none
of
those
dollars
can
be
spent
without
our
approval.
D
Madam
chair
council
member,
so
we
did
have
one
close
session.
I
believe
that
more
are
to
come
so
I
think
that's
all
I
can
say
in
a
public.
K
K
Thank
you,
chair,
kosy,
council
member
pay.
The
budget
process
is
the
action
by
which
the
council
will
be
accepting
those
dollars
formally.
K
Jowy,
council
member,
yes,
this
is
the
Forum
by
which
you
can
accept
those
dollars
and
they
are
left.
You
know
purposely
somewhat
open-ended,
so
that
Labor
Relations
can
do
their
due
diligence
on
how
to
best
apply.
I
Thank
you,
chair,
kosy
I,
just
quickly
wanted
to
thank
you,
director,
Odum,
for
the
presentation
you
and
I
have
been
in
conversation
since
you
started
here
at
the
city,
and
so
it's
good
to
see.
You
know
you
put
together
a
presentation
that
talks
about
all
the
things
we've
discussed,
especially
around
Recruitment
and
Retention.
I
I
also
want
to
remind
my
colleagues
that
our
actions
here
on
the
diets
really
plays
a
huge
role
in
how
we
recruit
and
retain
folks
for
the
city
Enterprise,
and
you
know,
accusations
being
thrown
out
at
people
and
lies,
and
those
things
really
have
a
detrimental
effect
on
the
staff
that
we
retain
and
we
recruit
so
I.
Thank
you
for
continuing
this
work
continuing
to
commit
to
getting
us
the
best
of
the
best
here
at
the
City
of
Minneapolis.
The
people
of
Minneapolis
deserve
the
best
of
the
best.
I
It's
been
a
tough
few
years
for
our
city,
but
your
commitment
and
your
staff's
commitment
and
the
supporting
council
members
and
support
you
know
all
of
those
who
support
and
understand
how
important
Human
Resources
is
as
a
department
and
how
important
it
is
to
shift
how
people
feel
when
they
work
here
and-
and
you
get
that
you
really
do.
I've
had
extensive
conversations
where
you
talk
me
through
exactly
what
the
problems
are
and
the
changes
you
need
to
make
and
the
people
you
need
on
your
staff
to
make
those
changes.
I
So
you
have
my
full
support.
I'm
with
you
on
turning
this
around
we
have
to
do
all
we
can
I
mean
we
need
every
tool
in
the
tool
box
at
this
point,
and
so
the
ward
for
office
is
here
to
support
you
and
to
help
you
along
the
way.
If
there
are
things
that
need
to
change
along
the
way,
let's
do
it.
You
know
if
we
add
and
take
away
throughout
this
time
we're
commit
I'm
committed
to
that
for
sure.
So,
thank
you
for
the
presentation
and
thank
you
for
the
commitment.
Thank
you
very.
A
Much
thank
you,
council
member
Wy,.
E
Thank
You
Cher
kosy
council
member
of
VTO
comments
actually
reminded
me
of
a
big
component
in
some
of
this
Labor
Relations
work,
especially
in
regards
to
Public
Safety,
Recruitment
and
Retention.
E
From
my
understanding,
a
key
theme
that
was
also
underscored
in
the
Minnesota
Department
of
Human
Rights
report
is
one
piece
or
key
piece
of
why
retention
of
officers
is
quite
hard
is
because
we've
allowed
a
culture
of
racism,
violence
and
misogyny
to
basically
run
rampant
in
that
department,
and
there
was
numerous
examples
that
was
articulated
in
the
investigations
report,
which
I'm
assuming
there's
going
to
be
some
implications
in
the
Cent
decree
too
around
how
we're
addressing
you
know
the
culture
of
that
department.
E
In
light
of
that,
is
the
you
know,
Labor
Relations
team,
also
taking
into
consideration
some
of
those
themes
that
were
noted
in
the
mdhr
investigations
report
as
we're
looking
around
strategies
not
only
just
for
recruitment,
but
what
I've
often
heard
is
again.
You
know
why
would
an
officer
that
is
trying
to
be
a
quote?
Unquote.
Good
good
apple
come
to
a
department
that
has
allowed
Derek
shavin
to
exist
for
years.
D
Madam
chair
council
members
I
can
not
discuss
strategy
in
a
public
forum.
However,
I
will
say
that
obviously
those
things
are
are
on
cons.
Considerations.
E
Okay,
let
me
rephrase
the
question,
because
we
have
talked
about
Cent
decree
strategy
in
a
public
setting,
so
is
HR
doing
anything
regarding
implementation
process
or
has
a
hand
in
the
consent
decree
process.
As
you
know,
it
today.
C
D
Relution
strategy
for
a
particular
negotiation
that
is
I
I,
excuse
me
private
data
and
the
data
Practices
Act
and
therefore
I
can't
speak
to
it
in
a
public
forum.
But
you
know
we
will
have
a
role.
Obviously,
in
you
know
a
lot
of
the
training
changes
that
are
recommended.
Obviously
we
are
going
to
be
key
in
supporting
all
of
the
new
Personnel.
That's
coming
on
to
implement
a
lot
of
the
changes
in
both
the
settlement
agreement
and
the
consent
decree.
D
So
so
HR
certainly
will
be
there
to
support
those
folks
and
make
sure
that
they're
onboarded
and
make
sure
that
they
have
what
they
need.
So
we
we
do
have
a
hand
and-
and
like
I
mentioned
in
the
training,
so
I
mean
I
know
it's
not
like,
maybe
as
direct
as
other
departments,
but
I,
don't
think
it
dimin
es
the
importance
of
our
support
in
that
regard.
E
And
also
just
following
up
on
that
piece
too,
is
there
any
kind
of
restructuring
of
the
vetting
process
to
make
sure
that
we
don't
repeat
the
Fiasco
that
happened
earlier
this
year,
where
the
officer
from
Virginia,
who
had
a
history
of
misconduct
somehow
had
that
not
somehow
that
got
reduced
or
minimalized
as
he
was
hired
on
and,
of
course,
caused
a
lot
of
concerns
of
if
we
are
recruiting
officers,
are
we
recruiting
those
that
are
trying
to
live
up
to
ethical
standards?
E
Has
there
been
any
restructuring
around
that
process
in
HR?
In
light
of
that
incident,.
D
Madam
chair
council
members-
yes,
there
has
been
now
I
was
not
here,
so
I
cannot
speak
to
whatever
happened
in
the
past,
but
yes,
that
is
something
that
we
are
looking
into,
and
I
also
have
some
ideas
in
terms
of
recruiting
the
the
talent
that
we
would
like
to
see
at
the
city,
long
term.
L
Thank
you,
V,
chair,
Ki
I,
just
want
to
remind
the
public
that
the
city
council
all
unanimously
funded
the
police
department.
All
13
of
us
did.
We
met
the
requirement
of
the
731
officers,
and
the
goal
poll
seems
to
be
shifting
that
the
actions
we
say
here
on
the
Das
are
the
reason
we
have
recruitment
issues.
We
funded
the
police
department,
we
did
our
job
jobs,
I.
Think
it's
up
to
the
mayor
to
to
address
the
recruitment
issues.
L
We
have
right
now
in
the
police
department,
so
I
just
wanted
to
make
that
public
statement,
so
everybody
could
know
and
the
public
could
understand.
It's,
not
a
council
issue.
The
second
thing
I
did
have
a
question
in
regards
to
the
plan
for
using
these
dollars
that
we
got
from
the
state
legislature.
It
would
be
helpful
for
us
to
understand
a
bigger
plan,
either
from
the
administration
from
you,
HR
Director,
of
like
what
is
the
money
actually
going
to
be
used
for
I,
understand
you're
talking
about
data
privacy,
but
we
are
the
purse
holders.
L
We
are
the
ones
that
approve
the
budget.
We
are
the
ones
that
give
the
money
to
do.
This
work
and
it's
important
and
that
isn't
a
sufficient
answer
for
me
and
my
constituents
to
know
that
we're
going
to
spend
millions
of
dollars
on
something
we
don't
know
we're
doing
so.
I,
don't
know
if
it's
like
briefings
that
you're
going
to
have
to
schedule
with
the
council,
but
I
need
to
see
a
plan
and
I
don't
see
that
plan
right
now.
D
Madam
chair
council
members,
as
I
mentioned,
we
we
had
one
briefing
already
more
will
be
coming
as
we
get
further
along
in
the
process.
However,
you
know
it's
there's
a
reason.
We
don't
want
to
publicly
mention
our
strategies
and
there's
a
reason
that
it's
protected
by
the
data
Practices
Act.
L
A
M
Palm,
thank
you.
Thank
you,
madam
chair
I,
want
to
agree
and
reiterate
the
comments
that
council
member
Vita
made
earlier
and
I
do
agree
with
council
member
Chavez.
We
on
this
day
us
do
play
a
big
role
on
the
culture
and
the
perception
of
the
employee
environment
here
in
in
our
city.
M
You
know,
council,
member
Osman
isn't
here
this
morning,
but
is
one
of
the
colleagues
of
mine
that
I've
personally
worked
with
in
recruiting
new
officers
into
our
department
and
I
want
to
mention
spec
as
it's
specific
to
recruitment
of
of
law
enforcement
that
the
openings
here
in
our
city,
the
opportunity
that
exists
to
come
and
join
our
Police
Department
right
now
are
are
significant
and
the
attraction
by
people
who
would
be
maybe
lateral
moves
or
people
looking
at
a
career
in
law
enforcement
is
about
all
kinds
of
specialization
and
mobility
and
growth.
M
Some
of
the
laterals
that
council,
member,
Osman
and
I
were
looking
to
have
a
conversation
with
were
interested
because
they
knew
that
in
the
smaller
departments
that
they
were
in
at
that
moment,
there's
there
is
an
opportunity
to
specialize
in
a
certain
type
of
Investigations.
There
isn't
an
opportunity
to
do
a
certain
kind
of
work
that
they
believe
they're
good
at
and
they
want
to
hone
their
talents.
Some
people
in
other
departments
see
that
there
are
people
ahead
of
them
and
that
their
promotability
is
really
dependent
on
somebody
else.
M
M
Think
it's
really
important
that
that
we
all
are
working
on
that
and
I
know
that
council,
member
Osman
isn't
the
only
one
I
know,
council,
member
Vita
and
and
Goodman
and
others
in
rainville
are-
are
strong
Advocates
of
getting
additional
people
into
our
city
in
all
kinds
of
ways,
but
I
think
it's
important
to
talk
about
this
outside
of
confidential
labor
discussions
at
the
city,
and
these
are
some
of
the
roles.
M
I
I
have
a
a
polic,
a
in
my
office
who
liked
the
idea
of
coming
out
of
the
home
and
into
a
work
environment.
You
know
one
of
the
challenges,
maybe
that
we
have
as
a
city
is
that
it
so
much
of
our
work
is
about
showing
up.
You
cannot
do
many
of
these
jobs
from
your
living
room
table.
You
can't
stay
at
home
and
do
many
of
these
jobs.
We
need
people
to
show
up
and
to
be
face.
M
Toof
face
with
members
of
the
public
face
to
face
out
there
on
the
street
in
public
works
jobs,
and
that
is
a
flexibility
that
we
can't
maybe
offer
as
much
as
other
kinds
of
job
opportunities
out
there.
But
there
is
an
interest
in
people
wanting
that
kind
of
interaction
and
wanting
that
kind
of
environment
and
Community
and
I
am
appreciative.
Miss,
Odum,
director
Odum
of
your
efforts
and
trying
to
show
that,
in
that
positive
light
and
I
encourage
us
all
to
do
so
as
well.
Thank
you
thank.
E
Yeah
just
last
comment:
I'm
really
really
looking
forward
to
having
either
it's
a
study,
session
or
Clos
briefings,
or
it
might
just
have
to
happen
at
the
negotiations
sessions
that
are
open
to
the
public
now
around
the
Police
contract,
because
I
know
you're
referencing
the
data
Practices
Act
in
terms
of
how
we
can
talk
about
our
strategy,
but
we
are
actually
talking
about
our
strategy
publicly
and
that's
actually
great
through
the
contract
bargaining
website
through
the
proposals
that
are
now
online
which,
in
the
city's
own
proposal
right
now
for
the
Police
contract,
it
reflects
exactly
what
you're
saying
right
now:
a
commitment
towards
having
bonuses
or
incentives,
so
we're
already
moving
in
that
direction.
E
That
has
already
been
shared
publicly.
That
does
not
seem
to
be
in
violation
of
the
data
Practices
Act,
where
we're
doing
these
in
good
faith.
So
it'll
be
really
good
to
know
if
you
know
as
we're
going
to
these
Police
contract
negotiations-
and
it
does
actually
say
here
now,
like
the
installment
of
those
incentives
over
a
three-year
period,
it'll
be
really
good
for
this
body
to
Think
Through,
as
you
mentioned
earlier,
does
it
really
warrant?
19
million,
when
we
could
be
investing
in
other
ways
of
supporting
unarmed
safety
personnel.
E
That's
doing
critical,
Public
Safety
work
in
our
communities,
and
you
know
it
seems
like
as
council
member
Payne
highlighted
and
you
airm.
This
might
be
just
action
that
has
to
happen
at
the
budget
period,
which
is
very
clarifying
but
I.
Think
having
those
follow-up
briefings-
and
you
know
either
close
sessions
or
even
you
know,
participating
in
these
Police
contract
negotiations.
E
Now
that
they're
public
will
be
great
spaces
to
continue
this
conversation,
so
we
can
take
appropriate
action
and
make
sure
we're
not
continuing
this
theme
of
giving
MPD
a
blank
check
or
rewarding
them
for
being
one
of
the
most
fiscally
draining
departments
on
the
city
entreprise
right
now,
so
I
at
least
want
to
highlight,
there's
a
couple
ways
in
which
we
can
engage
and
I
look
forward
to
your
followup
as
well.
A
Funding,
thank
you
not
seeing
any
further
discussion
from
my
colleagues
here.
I
just
want
to
also
reiterate
my
gratitude
director
odm
for
this
presentation.
A
few
things,
I'm
really
excited
and
I
just
think
your
leadership
has
shown,
but
you
see
on
slide
number
seven
evolved
HR
service
model,
I
know
that
this
is
a
huge
undertaking
and
has
taken
an
incredible
amount
of
time
and
effort
and
bringing
on
so
many
to
believe
in
the
way
that
you
see
the
future
of
HR
at
the
City
of
Minneapolis
and
I.
A
Just
want
to
say
thank
you
for
that
and
for
bringing
that
as
part
of
your
presentation,
so
that
we
here
can
understand
what
your
vision
is
and
your
plan
to
go
forward.
So
I
just
want
to
tell
you
how
much
that
was
so
helpful
to
see
I
I
love,
seeing
this
investment
in
our
HR
information
system
and
then
hearing
about
the
collaboration
with
finance
and
it.
A
As
you
know,
we've
asked
a
lot
of
questions
that
I
know
that
that
system
and
collaboration
would
be
so
much
easier
through
a
a
dedicated
information
system
that
is
in
con
conjunction
with
Finance
as
well.
So
I
am
just
very
excited
to
see
that.
So
thank
you
so
much
because
I
think
that
you
were
able
to
give
us
specifically,
like
I,
said
really
a
Clear
Vision
of
where
you're
wanting
to
take.
A
You
know
your
team
and
the
City
of
Minneapolis
when
it
comes
to
Human
Resources
so
and
just
as
a
followup,
and
we
will
continue
follow,
but
I
there
was
a
few
of
them.
One
was
about
the
metamorphosis
report.
Also
I
heard
about
you
saying
that
you
could
follow
up
on
on
a
study
on
retention
bonuses
and
the
success
that
you
have
seen
in
municipalities
and
then
also
we
can
connect
about
some
of
these
briefings
too,
so
that
we
can
talk
a
little
bit
more
about
that
funding
as
well.
A
A
N
You
good
morning,
chair
kosy
members
of
the
budget
committee,
I'm
Paul
Cameron,
the
CIO
for
the
city
I'm
here
to
present
to
you
the
mayor's
recommended
2024
supplemental
budget
for
the
IT
department.
There
are
no
new
budget
requests
included
in
this
presentation.
It
was
involved
with
the
presentation
a
couple
weeks
ago
to
this
body
on
the
mdhr
settlement
agreement
budget
request
that
request
included
one
additional
FTE,
which
you
will
see
reflected
in
this.
B
N
Department
is
comprised
of
eight
divisions
with
99
FTE
recommended
in
the
2024
budget.
We
are
currently
operating
with
eight
vacancies
and
we
are
actively
recruiting
to
fill
those
positions
on
the
org
chart.
You
can
see
the
breakdown
of
f
tees
by
the
div
by
division.
All
of
the
divisions
report
to
me,
the
divisions
are
infrastructure,
Security,
Services,
the
project
management
office,
collaboration
services,
Enterprise
data
and
solutions,
Business,
Services
portfolio,
customer
support
and
relations,
and
vendor
management
and
Contract.
N
Services,
so
moving
on
to
the
priority
of
objectives,
so
we
have
three
priority
objectives.
The
first
is
to
maintain
system
Health,
the
city
Enterprise
utilizes,
dozens
of
major
Business
Systems,
we
partner
with
City
departments
to
ensure
that
these
applications
are
current,
secure,
stable,
supportable,
resilient
and
meet
the
needs
of
the
users.
The
second
priority
objective
is
creating
a
secure
Computing
environment.
The
threats
to
city
data
and
reput
ation
are
ever
present
to
protect.
N
Against
this,
we
strive
to
implement
a
robust
framework
of
cyber
security
measures,
including
firewalls,
regular
software,
patching
employee
awareness,
training,
access
controls
and
continuous
monitoring.
The
third
priority
objective
is
Enterprise
platform
adoption.
We
strive
to
ensure
that
City
staff
can
easily
access
tools
and
data
to
promote
datadriven
decision-making
and
trustworthy,
transparent
information
sharing.
We
continue
to
invest
in
the
people's
people,
skills
and
Outreach
related
to
our
major.
N
Platforms
so
moving
on
to
the
achievements
and
risks
from
2023
I'd
like
to
summarize
them
now
and
I'll,
provide
additional
details
on
these,
as
I
discuss
the
metrics
and
outcomes
of
the
individual
budget
programs.
So
we
completed
multiple
major
system
upgrades.
We
have
streamlined
our
internal
processes
for
creating
rfps.
We
have
hit
major
Milestones
related
to
our
managed
Services
RFP.
We've
continued
the
roll
out
of
the
mobile
device
management
program.
We
are
implementing
role-based
access
controls.
We
have
multiple
initiatives
related
to
the
settlement
agreement.
N
We
created
the
31
31
dashboard
in
partnership
with
the
311
service
center.
We
continue
to
partner
with
henpen
County
and
Minneapolis
public
schools
on
digity
digital
Equity
efforts.
We
are
partnering
with
City
departments
on
transforming
public
website
content.
The
main
risk
I
want
to
highlight
is
around
attracting
and
retaining
Talent
employees
in
the
IT
department
are
not
limited
to
working
in
the
public
sector
and
our
employees
are
in
high
demand
across
multiple
Industries.
To
help
address
this,
we
have
internal
Dei
efforts
underway
with
an
equity
and
inclusion
boards.
N
Staff,
so
the
information
technology
department
has
a
recommended
2024
budget
of
a
approximately
$
49.7
million.
Each
color
on
the
chart
represents
a
program
area
in
it.
I
will
discuss
each
program
area
in
more
detail
on
the
coming
slides.
I
do
want
to
note
that
the
larger
size
of
the
workforce,
enablement
services
and
infrastructure,
Services
programs
reflect
where
we
account
for
software
hardware
and
managed
Services
contracts.
N
The
difference
in
the
2023
and
2024
budgets
is
primarily
due
to
rollover
dollars
that
are
included
in
the
2023
budget
related
to
technology
projects
and
the
arpa
funds
for
digital
Equity.
There
were
no
budget
reductions
for
2024.
Once
again,
our
recommended
FTE
level
in
2024
is
99,
and
we
currently
have
eight.
N
So
for
the
Workforce
enablement
Services
Program,
this
includes
the
project
management
office,
vendor
management
and
Contract
Services
Division,
as
well
as
the
business
services
portfolio.
The
goals
for
this
program
are
to
provide
Administration,
Administration
enhancements
and
support
for
city-wide
application,
lead
organizational
improvements
through
strategic
in
initiatives
and
project
management,
manage
Citywide
Enterprise
contracts
to
realize
savings
and
increased
productivity,
provide
process
and
operational
efficiencies
to
support
the
evolving
needs
of
the
city,
while
upholding
fiscal.
N
Responsibility
moving
on
to
the
metrics
data
and
outcomes
and
accomplishments,
the
divisions
in
this
area
are
responsible
for
maintaining
a
health
score
for
major
Business
Systems.
The
score
helps
us
maintain
a
road
map
app
for
major
systems
that
take
into
account
the
technology,
maturity,
budget
considerations,
contract
and
procurement
dependencies,
as
well
as
the
functional
capability.
The
teams
here
completed
over
25
major
upgrades
on
software
systems,
including
ones
to
the
cad
911
system
and
the
Maximo
asset
management
system.
N
They
have
completed
work
on
over
50
contracts
and
contract
amendments
year-to
dat,
and
then
we
are
partnering
with
HR
and
finance
payroll
on
the
system
replacement.
This
group
is
leading
the
effort
on
the
it
managed
Services
RFP.
We
are
currently
in
contract
negotiations
and
expect
to
have
something
in
front
of
the
council
early
next.
N
Year
the
infrastructure,
Services
Program
includes
the
security
services,
division,
customer
support
and
Relations
Division
and
the
infrastructure
division.
The
goals
for
this
program
are
to
enable
a
stable,
secure
and
responsive
technology
environment
for
the
City.
By
providing
the
hardware
software
systems
Computing
devices
and
support,
they
also
provide
a
friendly
place
for
city
employees
to
go
for
technology,
help
moving
on
to
the
metrics
data
outcomes
and
accomplishments.
This
team
completed
a
major
upgrade
of
the
cad
9911
server
and
network
infrastructure.
N
This
was
done
in
conjunction
with
the
software
upgrade
I
mentioned
on
the
previous
slide.
The
security
division
has
developed
a
security
awareness
training
program
for
the
Enterprise.
They
have
also
implemented
mobile
device
management
for
all
new
mobile
devices
and
created
a
model
for
role-based
access
controls.
This
will
improve
security
and
simplify
new
employee
onboarding.
N
We
are
implementing
the
role-based
access
Department
by
Department.
We
have
implemented
smart
lockers
for
equipment,
delivery
and
pickup
near
the
tech
Hub.
On
the
10th
floor
of
the
public
service
building,
we've
received
a
lot
of
positive
feedback
around
the
flexibility
this
offers
employees.
We
have
also
completed
Microsoft
teams
conference
room
pilot
with
rollout
underway
in
collaboration
with
Property
Services.
N
The
decision
Support
Services
Program
includes
the
collaboration
services
division
and
the
Enterprise
data
and
solutions
division.
The
goals
for
this
program
are
to
enable
strategic
decision
making
across
the
city
through
the
use
of
timely
data,
analytics
software
platforms
and
expertise.
We
look
to
improve
transparency
and
communication
with
the
residents
of
Minneapolis,
as
well
as
protect
the
privacy
of
residents.
We
also
look
to
provide
collaboration
tools
and
support
to
the
city
Enterprise,
to
enable
innovative
solutions
for
metrics
data
outcomes
and
accomplishments.
N
One
of
the
main
areas
I
want
to
highlight
is
the
work
these
teams
have
done
to
support
the
settlement
agreement.
They
were
instrumental
in
creating
a
public
safety
data
Mart
that
was
used
to
provide
data
to
the
Minnesota
Department
of
Human
Rights
and
the
department
of
Justice.
This
is
foundational
work
that
will
be
built
on
over
the
coming
years,
for
how
the
police
department
can
do
their
analysis,
create
transparency
and
be
more
prepared
to
answer
questions.
N
N
We
collaborated
with
regulatory
services
to
create
an
online
rental,
license
payment
portal
and
we
are
working
with
all
departments
on
public
website
content
conversion
to
ensure
the
city
website
meets
Ada
standards.
We
are
partnering
with
henpen
County
and
Minneapolis
public
schools
on
digital
Equity.
We
are
having
an
impact
with
the
digital
Navigator
program.
Digital
Navigators
are
technology,
expert
experts
who
can
help
guide
residents
to
participate
in
programs,
acquire
Computing
devices
and
receive
training.
N
We
have
over
a
thousand
devices
for
distribution
with
a
match
for
Minneapolis
residents
from
henpen
County
next
year,
and
then
we
continue
to
partner
with
the
311
service
center
on
improvements
to
the
311
dashboard
that
was
rolled
out
earlier.
This.
N
Year
so
I
know,
I
highlighted
work
for
each
of
the
program.
Areas
and
I
would
like
to
acknowledge
that
very
little
in
the
IT
department
happens
without
the
work
of
all
eight
divisions
collaborating
together.
There
have
been
many
changes
and
unexpected
events
that
have
affected
all
of
us.
The
resiliency
shown
by
the
department
is
something
I
am
proud
of.
The
employees
in
the
department
are
passionate
in
their
desire
to
make
a
positive
impact
on
the
Enterprise
in
the
community.
Thank
you
for
your
time
today
and
I
will
now
stand
for
questions.
A
Thank
you,
director,
Cameron
I
have
con
wansley
first
in
Q.
E
Thank
You
Cher
kosty
on
the
decision,
Support
Services
slide
I
wanted
to
see.
If
you
could
speak
a
little
bit
more
about
what
the
public
safety
data
Mark
would
do
in
regards
to
the
settlement
agreement.
N
Chair
kosy,
council
member
wansley,
thank
you
for
the
question.
N
If
you
think
of
the
the
data
Mart
as
a
place
place
in
which
we
are
combining
data
from
all
of
the
Public
Safety
Systems
into
a
repository
and
working
to
make
that
data,
so
that
it
is
easier
for
data
analysts
to
use,
and
so
we
think
of
the
data
analysts
in
the
police
department
that
are
being
hired
as
part
of
the
settlement
agreement,
they
will
use
the
data
Mart
in
order
to
create
the
reports
and
the
dashboards
and
the
visualization
that
are
part
of
that
sort
of
feedback
cycle
within
the
settlement
agreement.
N
In
addition,
I
would
say
there
is
a
sort
of
a
public
facing
version
of
the
data
Mark,
so
you
create
the
the
internal
private
like
the
internal
city
data
one
and
then
from
that
working
with
the
clerk's
office
with
Minneapolis
Police
Department
is
what
data,
how
do
we
anonymize
and
make
that
data
available
for
public
consumption?
That
public
version
of
the
data
Mart
is
what
is
feeding
the
dashboards
that
are
on
the
Minneapolis
data
source
on
the
city
website.
Today,.
E
That's
really
exciting
to
hear
I
know
that
lots
of
council
members
would
love
to
have
you
know
more
access
points
around.
You
know
data
Trends
within
MPD,
outside
of
just
waiting
for
the
quarterly
reports
that
they
provide
to
the
public
health
and
safety
committee.
E
So
this
is
really
exciting
to
hear
that
there
will
be
more
importantly,
a
public
interfacing
tool
around
that
and
kind
of
building
on
that
too
I'm,
assuming
the
website
framework
might
be
complementing
that
will
that
just
be
also
like
a
public
interfacing
I
guess
tool
to
capture
feedback,
for
it
seems
like
feedback
on
the
police
department,
so
like
the
public
having
a
venue
to
share
their
thoughts
or
whatever
perceptions.
N
Yeah
so
Cher
ksky,
Cher,
kosy,
council
member
wansley
I
would
encourage
you
to
go
check
out
the
website.
Now
you
can
see
where
the
policies
are
published.
You
can
filter
on
different.
N
There
there's
a
lot
of
them,
and
so
it's
like
you
can
filter
on
different
sort
of
subject
groups
within
there.
There
are
links
to
the
five
languages
as
well
as
a
link
to
provide
feedback
to
the
MPD
around
it.
So
the
content
of
that
you
know
that
the
police
department
is
largely
responsible
for
the
content.
What
we've
done
is
try
to
provide
that
framework
and
a
website
publishing
tool
in
partnership
with
them
to
to
put
that
information
out
there
and
available
to
the
public.
E
I
will
know:
is
there
a
way
you
could
send
the
link
to
us
to
this
web
page
that
you're,
referring
to
I'm
on
the
City
of
Minneapolis
Linked
In
This,
giving
me
kind
of
the
runaround
of
like
police,
Public,
Safety
investigations
and
settlement
agreement,
not
sure
which
tab
has
the
information
that
you're
referring
to?
E
So
if
you
could
share
that
link
with
us,
that
would
be
great,
but
it's
good
to
hear
that
there
is
part
of
you
know
of
this
roll
out
a
space
where,
even
in
multil
languages,
where
the
community
or
the
public
can
share
feedback.
So
that's
really
good
to
know.
Okay,
thank
you.
A
Thank
you
and
I,
just
not
seeing
any
other
questions.
I
just
had
a
quick
clarifying
question
see
the
FTE.
You
spoke
to
this,
the
one
going
from
98
to
99,
and
that
is
for
this
work
that
you're
describing.
N
A
Thanks
I
appreciate
that
all
right
not
seeing
any
other
questions,
so
thank
you
so
much
for
this
presentation
appreciate
your
time
today.
Thank
you
see
no
further
discussion
at
this
point.
I'll
direct
the
clerk
to
file
these
presentations.
Our
next
budget
committee
meeting
is
scheduled
for
this
Thursday
September
28th
at
10:
a.m.
that
day
we
are
set
to
hear
from
311
Service
Center
Communications
and
our
neighborhood
and
community
relations
team
with
that
we've
concluded
all
business
to
come
before
the
committee
today
and
without
objection.
We
Stand
adjourned.
Thank.