2026-10-07 - Budget Committee
Summary
Captions are manually created by the city; names and figures may still contain errors. Committee chaired by Cheniqua Johnson; no votes were taken.
- 2027 Supplemental Budget Proposal: the budget manager said new revenue and savings would restore some Parks and Library cuts, fund the Dayton's Bluff Library (2027 lease about $148,000) and add funding for enforcing the separation ordinance in the City Attorney's office. It assumes an additional $300,000 in franchise fee revenue from the new Xcel agreement starting January 2027, and recognizes $275,000 of about $500,000 in elections contract savings, keeping the rest for special elections. Members asked for budget-to-actual updates on franchise fees and a role in future library lease negotiations.
- Human Resources 2027 Budget: the department met the 4% reduction target through restructuring; staffing goes from 47 to 48 positions with benefits staff moved to a restricted funding source. Members asked about $81,000 spent on external workplace investigations, workers' compensation management and possible public data dashboards.
- Emergency Management 2027 Budget: a $40,000 reduction ($35,393 in siren maintenance and $4,607 in travel and training), with the increase driven mostly by county 9-1-1 dispatch costs. Members asked about federal grant uncertainty and returned grant funds.
- Related: Office of Financial Services 2027 Budget.
Sources
Video
Transcript
These are manually created captions from the city's video; names and numbers may still contain errors.
Transcript
05:27>> Roll call, please. Vice
05:29chair Councilmember
05:34Councilmember Coleman here.
05:36Councilmember can
05:38Councilmember just and
05:41councilmember maker.
05:44Councilmember care. So we
05:47have. Chair doesn't thing. So
05:53we have. So, know, I can count
06:00that's sure. 5 president. To
06:04access. The president makes.
06:11President Nayib who are both
06:11excuse.
06:16>> So we have a few different
06:17things to get through today.
06:17So I wanted to make sure that
06:20we started right at 10
06:20different one. The time that
06:21we have given we have the
06:25Office of Financial Services
06:26up first. Just to talk to us a
06:26little bit about the
06:27supplemental budget but also
06:30the proposal that came
06:31through. So I know special is
06:33here to just give us a
06:34follow-up from the
06:34supplemental budget came
06:35after. The mayor's proposed
06:37budget. So welcome Miss
06:38Mitchell.
06:41>> Thank you. Good Morning.
06:42Council members, I'm Madeline
06:44Mitchell City's budget
06:44manager. And I am here to
06:45present additional details on
06:47the mayor supplemental budget
06:48proposal that was released on
06:51September 17th. And to start,
06:52I will note that due to the
06:52timing of this proposal, tese
06:54changes are not considered
06:56part of the mayor's proposed
06:57budget that I presented here
07:00in August. Therefore, this
07:01supplemental budget proposal
07:01should be treated as and a
07:05request for inclusion in the
07:05council adopted budget.
07:09proposal recognizes additional
07:10revenue in cost savings that
07:11were not known to the mayor or
07:12the administration. At the
07:13time the proposed budget was
07:14released allowing for the
07:17restoration of cuts to the
07:17Parks and library departments
07:19and additional funding for
07:19work in the city attorney's
07:20office. So I really is here.
07:25The slide says revenues and
07:26expenditures, but it's
07:27probably best to think of this
07:28as sources and uses force or
07:30says we have additional
07:32franchise fee revenue and cost
07:33savings from our elections
07:34contract. The mayor original
07:37proposed budget included 2.7
07:38million in additional
07:39franchise fee revenue when
07:41that budget was built in July.
07:42We did not yet know the timing
07:44of negotiations with excel or
07:46when a new agreement would
07:47take effect. So we used a
07:49conservative estimate now that
07:50the city council has adopted
07:51the new franchise agreement.
07:53We are confident that the new
07:55rate framework will take
07:58effect January first 2027 and
07:58this allows us to assume an
07:59additional 300,000 in revenue.
08:04elections contract was
08:05executed on September 30th and
08:07includes approximately 500,000
08:08in savings for says the
08:10current contract. And that is
08:12due to switching to even hear
08:14elections. So instead of
08:15having to plan for an election
08:16every year, we have one only
08:17in the even years. The mayor
08:21is supplemental budget
08:23proposal recognizes less than
08:24that full amount that full
08:26500,000 in savings because the
08:28contract does not cover the
08:29cost of special elections.
08:31Special elections are hard to
08:33predict. So we always try to
08:34keep some buffer resources
08:35available in any given year.
08:39Additionally, Ramsey County
08:39has told us they are pursuing
08:41a new agreement to update
08:41this. The county's vote
08:43tabulators. That would be a
08:45one-time cost with some
08:47potential finance financing
08:47options yet to be determined
08:48by the county. At the Kent
08:52County's pursuit of this is
08:52not final yet. We don't have a
08:54number. final number for that
08:57cost. if and administration
09:00believe at T for to set aside
09:01the remaining savings from
09:03contract for a potential
09:05special election or for our
09:06share of the new tabulators
09:09offense is an active
09:10conversation with council
09:11staff on this. And we will
09:11continue to part with partner
09:12with them as we learn more. On
09:16the uses side, we have the
09:17restoration of cuts to parks
09:18and libraries and the addition
09:19of funding for the enforcement
09:20of the separation ordinance
09:23for libraries. The
09:24supplemental budget includes
09:25the necessary ongoing funding
09:26to keep Dayton's Bluff Library
09:27open, including the 2027 lease
09:31materials, technology and
09:31associated Fte costs parks.
09:34The supplemental budget
09:34includes the restoration of
09:38the following cuts closing
09:38brexiters on holidays,
09:39reducing rec center morning
09:41hours. Eliminating morning
09:43hours. That Edgecombe and the
09:452027 least cost for Hollywood
09:46Hills wreck sentence. The
09:49additional funding for the
09:50enforcement of the separation
09:51ordinance reflects the
09:52existing on budget work within
09:53city attorney's office. They
09:55can present more about the
09:56specifics during their budget
09:59presentation. But this request
10:01is for one additional fte to
10:02account for the increased
10:03training and reporting
10:04requirements related to this
10:06ordinance. We have heard from
10:07the city attorney's office
10:08that this is needed to meet
10:10the current administrative
10:10duties and coordination
10:11efforts across the city. That
10:14is what I have a questions.
10:16Councilmember jokes.
10:20>> Thanks, Chair Johnson.
10:20Thank you. Ms Mitchell for
10:21being here. I have it couple
10:24questions. The first one. So I
10:25know you said that we're not
10:27using all of the savings from
10:31the elections. The $300,000
10:32from the franchise fee. Is
10:35that equal to the amount is
10:36that all of the franchise fee
10:39revenue that we expect to get.
10:42That's above what we predicted
10:43or is there more and then I
10:44guess I I would like to
10:48request just i there's way we
10:49can get updates on the
10:54franchise fee revenue because
10:55I didn't know that we were
10:57predicting to be ahead of
10:59where we're at. I do
10:59understand the council just
11:00passed that agreement. And so
11:01that's good to know too. But
11:02with that new agreement in
11:04place, it would be good to
11:05know kind of next year where
11:08we're at with the budget to to
11:10actual Ys. The question is and
11:12I think you answer that, but I
11:14just want to make sure
11:14understand the in the
11:18supplemental budget. The
11:22franchise, the franchise fee
11:23revenue in the election year.
11:26Election calendar revenue. Are
11:27those going to be ongoing or
11:30are we going to be having
11:31similar conversation? Could we
11:32potentially similar
11:33conversations next year about
11:36the you know, these cuts to 2
11:39hours at the parks lbraries.
11:41And then I guess I really one
11:42more question I don't know if
11:46you can answer. I don't fully
11:49understand the separation
11:51ordinance enforcement. I think
11:53some of my colleagues similar
11:53questions and and I'm maybe
11:54that's already been answered.
11:55But I would like to understand
11:57that more. And maybe that's a
11:58follow-up. From the city
12:02attorney's office or somewhere
12:03else. But those my questions.
12:07>> Chair Johnson Council Verge
12:08Ost. I do not have more
12:09details on the separation
12:12ordinance in place. So that
12:12will need to be a follow up
12:13with the city attorney's
12:16office.
12:19>> And a of now, the
12:19frustrations and the revenue
12:20uses supporting that are
12:24ongoing.
12:24>> I to the extent that
12:25anything is ongoing and we
12:28have a budget gap every year
12:28revisit these decisions every
12:30year.
12:30>> But that funding is
12:33ongoing.
12:33>> And then for franchise fee,
12:36revenue have city Treasurer,
12:37Neil Young hands here who can
12:38speak to.
12:38>> Speak to that.
12:42>> Welcome And welcome back.
12:45Thank And Good City Council
12:46fashion. You're right before
12:47Pretty much same. What has it
12:52been a week since he 2 weeks
12:52to
12:56>> thank you. Yes. So the
12:58addition of the $300,000 for
12:59franchise fees is a better
13:02reflection Matalin mentioned
13:05earlier, but more accurate
13:06representation since we've
13:08come to an agreement with as
13:11she mentioned, that $300,000
13:12would would be ongoing.
13:14>> I do want generally just
13:16stayed in my kind of caution
13:18that for franchisees. We are
13:19making a pretty dramatic
13:20change how we are doing
13:22franchise fees. So we're
13:22trying to be conservative in
13:23our budget of this. We're
13:26going from obviously a pretty
13:28complicated the most
13:30complicated fee structure in
13:31the state down to one that
13:33looks more closely to other
13:34cities around here and one
13:35that loks more like the city
13:36of Minneapolis to. So the
13:42$300,000 I think is a more as
13:44a representation of our
13:47estimates for right now. And
13:47of course, that'll change
13:48depending on you know, next
13:53year, if there's a large
13:55change in gross, you know, the
13:57consumption of electricity and
13:58gas in the city. So, you know,
14:01the new fee structure is just
14:02based on a percentage you rate
14:07payers bill. So I mean, if
14:09people are consuming more and
14:10prices continue to go up the
14:12city and will continue to se
14:13increases to fees. me, that's
14:17so. So basically it sounds
14:18like what you're saying is the
14:19$300,000.
14:21>> Is based on the new
14:22agreement with excel. And it's
14:25not like we're actually
14:26expecting $500,000, but we're
14:28only using $300,000 in the
14:30supplemental budget. The
14:32$300,000 all of the excess
14:33that we're expecting.
14:36>> That's what expecting. Its
14:36first projections, OK? Thank
14:37you. Thank you.
14:43>> Thank you so much for that
14:46clarification. and a special
14:47look into my colleagues. there
14:48are any other questions around
14:48the supplemental budget. I
14:51know that the city attorney's
14:54office year, Hannah counselor,
14:55brand of the city attorney's
14:55office is presenting in front
14:56of us here soon. I think being
14:59able to provide that feedback
15:02and preparation for their
15:03budget, budget presentation
15:03that they should include my
15:08ordinance as it is right now
15:09is that there is a staff that
15:10he attached to this. And I
15:10just want to be able to see
15:13that reflected in their
15:15presentation slides incidents.
15:16addition to the proposed
15:17project. Councilman Billy,
15:21thank you. Chair Johnson,
15:23thank you so much. for be here
15:27as question regarding the
15:27Dayton's bluff of lease. And
15:28if you could talk a little bit
15:31about.
15:32>> What does like negotiations
15:33look like? Because obviously,
15:34you know, this is one of those
15:36uncontrollable type of costs
15:40where we don't own the
15:41building releasing for Metro
15:43State. And if you can't speak
15:44to, I don't know what the
15:46terms of the lease are. If
15:47there's room for negotiation,
15:51you know, looking for like
15:51next year or 2 to 3 years out.
15:52If you could talk a little bit
15:55more about how you determine
15:56that cost of $148,000.
16:02>> Chair Johnson counselor. I
16:03know that for 2027 that lease
16:05amount is set. That is
16:06something that was already
16:07negotiated and agreed upon so
16:09that that amount will not
16:11change. I can't really speak
16:14to how negotiations going
16:16forward. I I'm sure tat
16:16there.
16:20>> metro states always open to
16:21conversations about that. But
16:23can't.
16:23>> Commit to any anything
16:25about that.
16:29>> And that's for follow-up.
16:30Would it be fair to say that
16:32that's a negotiation parties
16:33are between the library or see
16:36part of those conversations I
16:37think is really important
16:39because especially if you
16:41know, Dayton's bluff is going
16:42to be on the chopping block
16:42because of the least and not.
16:45I want, you know, at suggest
16:48that there are some input are
16:49some some by and particularly
16:51from council to be part of
16:53those negotiations. I know
16:55we've talked about that and
16:56other contract negotiations
16:57where we're privy to those
17:00conversations, but it would be
17:02great to have that feedback
17:03understanding that that
17:05doesn't change the budget,
17:06right? The supplemental
17:08budget. But for a future
17:10conversations, if the leases
17:13to increase or they don't want
17:14to move forward with Dayton's
17:18bluff are with a contract with
17:19the city of Saint Paul. I
17:20think it will be important for
17:21us to have that communication.
17:25>> Chair councilmember, I know
17:26that the library director and
17:28the mayor's office are
17:30committed to remaining in
17:32conversation with the City
17:32Council about the future of
17:33Dayton's Bluff Library either
17:35in that space or any other
17:36future Thank you.
17:44>> Do you want to add
17:45something churches just a but
17:46you add more to? I think that
17:46we you especially with with
17:54Councilmember Johnson since
17:54office in her ward. We're
17:55looking at, you know, together
17:56with community like what is
17:56the future that library look
17:57like?
17:57>> The lease is definitely a
18:00consideration because the
18:02costs has continued to
18:03increase and it is a larger
18:06these compared to some of our
18:07other Lee spaces like the U.S.
18:117th Library and Idon't know
18:12the Hollywood Hills off the
18:13top of my head, but it is on
18:14the more expensive end my
18:18understanding too, cnsular
18:20Johnson's like there have been
18:21discussions with Metro State
18:22about about the least. But we
18:25did in the few for the future.
18:26But we did approve this
18:26contract. couple months ago
18:29for the amount for 2027. No, I
18:34think that that is really a
18:36great flak for council quickly
18:38to make when it comes to jst
18:41inclusion of council and the
18:43future negotiation
18:43conversations Bluff Library
18:45overall.
18:46>> support and also know that
18:50when we are signing the
18:51agreement, I believe that
18:53while review it annually, we
18:55did sign a lease that that
18:57protected the concept for 3
18:57years. So I do think we have,
19:00you know, just the projected
19:01costs that are part of that
19:05negotiation process.
19:06>> But, I that biggest thing
19:06will be just good to have
19:08those conversations as well.
19:08Directly Metro State as their
19:11costs go up and our costs go
19:14up. ought to be a communicates
19:15with them about that. But I
19:15sure.
19:18>> Appreciate mention to be
19:19included in those
19:20conversations because when
19:22it's talking about the future
19:23of the library, I think that's
19:23really important. All right.
19:29Well, thank you so much.
19:30special for coming back. And I
19:30think as we get 4 and I think
19:36just to reiterate what I share
19:37Joe's had mentioned earlier,
19:39the budget to actuals
19:40relations to the franchise
19:41fees as wll. So has even just
19:42if there were any thing that
19:44changed the revenue that we
19:45projected to get back from the
19:46Ramsey County contract you
19:49know, I'm sure in the back and
19:50once we budgets something,
19:51just to clarify. But for
19:54something, let's say that as
19:55we get into the new year there
19:56for some reason as a special
19:57election that is needed then
20:00what happened to this? But but
20:04being one of the work look
20:04like on the back and so we
20:06budgeted for we have included
20:07rec centers and libraries in
20:09hours with that PA real-time
20:10adjustment or what exactly
20:11what happened
20:15>> Joe Johns, and if if we
20:15were to have a special
20:17election.
20:18>> We do have so the total.
20:21>> Cost savings from switching
20:22to even your elections was
20:24closer to 500,000 were only
20:26recognizing 275,000 here. So
20:29we do have some of we do need
20:30to have a special election.
20:31All right. Thank you. Thank
20:33you. Chair.
20:43>> So we'll be switching over
20:45now to bring after the
20:48Department of Human Resources
20:49to get 2027 budget
20:49presentation.
21:05And election
21:06just and right in between the
21:072, the pick up fine. Yeah.
21:24>> Never leave your tab is Top
21:25left. Yes. Yes. Thank
21:36>> Good morning. Good morning,
21:38Chair Johnson. Good Morning.
21:38Council members, my colleagues
21:39from the city. Good morning to
21:41all the committee members that
21:42are here today. My name is
21:45camera. You can in the HR
21:45director for the city of Saint
21:48Paul. And today I have the
21:48privilege to present the 2027
21:50budget proposal for human
21:52resources, which will include
21:52the impact of the 4%
21:55reduction. The challenges
21:56associated with an budget
21:57expenses and the investment
22:00necessary to build a more
22:02effective affable and
22:02sustainable human resources
22:03department. I will follow very
22:10closely to this agenda. We're
22:13going over the executive
22:15summary 2026 and budget. A
22:17recap updates to 2026
22:20initiatives, 2020's those
22:21changes. FT summary unfilled
22:25positions, our budget history
22:26and then spending with
22:27questions and discussions at
22:27the end. As we discuss the
22:35budget, I want to emphasize
22:36that human resources is not
22:37simply an administrative
22:41function. It sure is
22:42responsible for ensuring that
22:42our workforce systems and
22:44processes fair, equitable,
22:46compliant, efficient and
22:47aligned with our city's
22:49values. The budget decisions
22:51we make today will directly
22:52influence our ability to
22:54attract routine develop and
22:55support a workforce that
22:56reflects the services expected
22:58from our community. My goal is
23:02to demonstrate how we can meet
23:03our fiscal responsibilities
23:05while continuing to advance
23:08operational excellence,
23:09workforce equity and long-term
23:09sustainability.
23:16>> Our 2027 priorities in
23:17summary. We have One is to
23:21strengthen HR responsiveness
23:22and service delivery. This to
23:25ensure city employees and
23:26community members that will
23:29receive optimal customer
23:29service, whatever interacting
23:30with HR. 2, it is to enhance
23:33leadership, development and
23:35accountability by creating
23:37leadership development
23:38opportunities and building
23:39performance metrics to measure
23:40that at all leadership levels.
23:46It has to advance equitable
23:46and inclusive practices across
23:47teams. Using evidence-based
23:50decisions making to create
23:52consistent equitable practices
23:54across HR functions throughout
23:55the city. And priority for is
24:00to modernize HR systems. Press
24:02processees. In our workforce
24:02strategies. As we discuss the
24:13budget. I want to emphasize
24:15that human resources is not
24:16simply to administrative story
24:16with that Human resources
24:21supports more than 4,000
24:22employees across the city and
24:24overseas critical functions,
24:26including recruitment
24:28selection, pacification
24:30compensation employee and
24:32labor relations, compliance,
24:34organizational development,
24:36workforce planning risk
24:37management, HR technology just
24:38to name a few things. As we
24:41prepared our budget. 3
24:42realities emerged. we're
24:46operating in an environment of
24:47increasing workforce.
24:49Complexity in expectations. We
24:53have incurred necessary. But
24:54budgeted expenses due to
24:55challenges with HR technology
24:57inconsistent HR practices
24:58across the city and being in a
25:00constant reactive state.
25:03Thirdly, over time, HR budget
25:05has taken a reduction while
25:09expected to maintain service
25:10levels and advance the city
25:10priorities. This. Currently
25:15many HR processes remain
25:16highly manual due to
25:19challenges with HR systems.
25:21Staff spend considerable time
25:22entering data tracking
25:23transactions generating
25:25reports and managing
25:26processees that could easily
25:27be automated. This has created
25:31slower service delivery, s
25:33increased potential for human
25:34error, limited workforce
25:38analytics reduced capacity for
25:39strategic work. And
25:42inconsistent employee
25:42experiences across the city.
25:45It also limits our ability to
25:46effectively monitor equity
25:48outcomes across recruitment,
25:50compensations promotions,
25:51retention ad workforce
25:52representation. In many ways
25:55continuing to operate with
25:57outdated or lack of fully
25:58functioning HR systems and
26:01technology continues to create
26:03hidden costs. all are not
26:04always visible in the budget
26:07process. experience throughout
26:08the city. mean, not even
26:11including all the legal
26:12liability and risk that goes
26:13with it. Given our current
26:21challenges, the human
26:22resources team continues to
26:23operate and excellence their
26:27expertise, commitment to the
26:28city and willingness to
26:30continued moving work forward.
26:31Even when the challenges are
26:32complex, I truly unmatched.
26:34For example, just a few. The
26:39benefits team has connected
26:39with over 1000 employees just
26:40this year and benefits. Labor
26:43relations was able to
26:46negotiate. 26 collective
26:46bargaining agreements without
26:49interest arbitration,
26:51stoppage. And for any of you
26:53that know anything about
26:53favoring like negotiations.
26:54That's a huge, huge victory.
26:59And we've completed 68
27:01workplace investigations. We
27:02currently only have one
27:03investigator Fte that's in HR.
27:05So outsource some of that
27:06work. Learning and Development
27:11implemented dei be series an
27:12effort to increase equitable,
27:12inclusive practices across the
27:13city of 2. That's responsible
27:16for this work across the city.
27:20Talent acquisition is in the
27:21final stages. Implementing
27:23yoga onboarding that will
27:24eliminate our manual. I 9
27:27onboarding process and the
27:28recruitment process improving
27:30the experience of every single
27:31applicant. It comes to city.
27:35It starts at the heart of our
27:36in enterprise and the work
27:37that they do oten behind the
27:40scenes has an meaningful in
27:41huge impact. When you
27:44councilmembers employees and
27:45most importantly to the
27:46communities we serve. 2026.
27:54And budget recap. Several rose
27:59during the fiscal year that
27:59were not anticipated during
28:01the budget development in
28:022025. These include regular to
28:07regulatory and compliance
28:08requirements China. As I 9
28:09reviews, recruitment of on
28:11boarding costs associated with
28:12updating yoga. Workplace
28:15investigations, temporary
28:17staffing and workforce
28:17continuity needs and workers
28:20compensation, specialized
28:21consulting and professional
28:23services. An increase in
28:23postage. These expect expenses
28:27were not discretionary. They
28:30were necessary to maintain
28:32compliance, reduce our overall
28:33risks, support our staff and
28:36ensure that continuity of
28:37operations. I mean, that yes,
28:48Have a couple questions come
28:49to I think just keep things I
28:52just want to understand the
28:53the.
28:54>> The last 2 slides about You
28:56said that. So it looks like
29:02there was $81,000 for each or
29:03external investigations. Is
29:03that? It says that there are
29:0768 total workplace misconduct
29:08investigations. She said that
29:11sometimes we will contract out
29:13those investigations. And is
29:14that basically? 81,000 is for
29:19all 60 of those or just the
29:20ones that would be on.
29:22Whatever the department was
29:23unable to handle on its own.
29:25Tara Johnson, chair toast.
29:28>> So the 81,000 is for
29:28anything that we had to
29:31without external. So te 60.
29:38So the 68 includes total
29:39investigations that were
29:40closed out. And the 81,000 is
29:42a total that that costs for
29:45those investigations that we
29:46had to outsource. Because we
29:48do have one full-time fte.
29:50It's still doing
29:52investigations. saying that
29:54didn't cost $81,000 to
29:58outsource 68 investigations.
29:58was for amount we couldn't
29:59handle
29:59>> Okay. Thanks. You can go
30:09ahead. Thank you, director.
30:14Our 2027 proposed budget
30:16changes for 2027 proposed
30:19budget changes. I have
30:20carefully reviewed
30:21opportunities for observe up
30:234% reduction and identify
30:24deficiencies where wherever
30:25possible. However, it is
30:27important to recognize that
30:28most HR costs are tied
30:31directly to personnel in core
30:32operational functions as we
30:34continue to restructure HR for
30:35optimal service delivery in
30:37the next year, we've
30:38eliminated an HR manager, one
30:40position management assistant
30:413. We've also reduced not
30:44personnel budget by 15,000
30:47repurpose an HR consultant for
30:492, a 3 for cost savings of
30:5111,500 and make an adjustment
30:53of 23,000. With the cost
30:56savings of those adjustments.
30:57We were able to create a new
30:58position. HR consultant to
31:00handle classification
31:01compensation. Promoted a
31:05manager to manager to to help
31:07lead all of talent acquisition
31:08to streamline the work between
31:09classification compensation,
31:11hiring and selection. And we
31:15at our 4% reduction target of
31:16273. Councilmember. thank you.
31:27Chair Johnson, thank you so
31:28much. I Seth I and the
31:31reduction eliminations. I
31:34mean, you might have said
31:36this, but I just catch are any
31:37of propose reductions are
31:38limitations
31:42>> vacant positions are. Would
31:45this be like a demotion of
31:46anyone's position,
31:47particularly existing in HR
31:47department? Very question.
31:51>> Chair Johnson, Tripoli. So
31:52both the interim manager, one
31:53HR 3 had people in the
31:55position. The manager
31:56assistant 3 that the person
31:59left. But the idea was to lay
31:59off that position. And then
32:03the HR manager one was a lay
32:04off of that position,
32:05eliminating the rule
32:06altogether as part of the HR
32:07restructuring. And you might
32:10talk about this later on.
32:16>> What do you see? Any
32:17impacts? I guess it is the
32:19rationale be behind I
32:20understand like meeting that
32:234% reduction, but also to HR
32:25is probably the most essential
32:30pull role and a responsibility
32:31to ensure that only like no.
32:35Like workplace development.
32:35Also payroll. But are you is
32:40kind of the justification
32:41around some of this work being
32:43automated like I know you
32:43talked about that earlier on
32:47So just wanted to just kind of
32:48get a little preview on that.
32:52Terry Jones. Interviewee,
32:53great question. S the
32:55restriction needs are actually
32:56the conversations happened
32:57prior to the budget process,
32:58even starting.
32:59>> In HR, as I looked at the
33:01HR structure, all the
33:02different levels and how the
33:03work was being done. There's a
33:05lot of overlap or inconsistent
33:07season it and there's
33:08inefficiencies that we could
33:10easily remedy. So in the
33:11mayor's office asked for 4%
33:12reduction. It made sense to
33:14look at positions that I can
33:17absorb another another up as
33:18another rolls to, for example,
33:19for the HR manager, one
33:22position that role was over
33:24compensation classification. I
33:25don't think I needed a
33:27classification compensation
33:27manager to do the work, but
33:29creating HR consultant to do
33:30that work. Moving and another
33:35manager to manager to oversee
33:36the entire work, I think is
33:38enough to make sure that
33:38there's management over over
33:40that how the work is being
33:42done. The management
33:45assistant, 3 position that was
33:45laid off that were can be
33:47easily absorb somewhere else
33:47as we work through sme of the
33:50more I would say
33:51high-priority, critical work
33:52that's being done. Other
33:53functions of HR. it's not
33:56happening. So the
33:57restructuring in the
33:58conversations about how to
33:59move positions around was
34:00already happening prior to it.
34:02Thank you for As I look ahead,
34:11I think a lot about what would
34:13an HR department within the
34:13city look like at its optimal
34:14performance? In the next year.
34:18I want to recommend
34:19prioritizing and investing in
34:203 particular areas. One
34:25increase HR expertise and
34:26capacity within departments by
34:27adding HR liaison coordinator
34:29that would oversee HR work
34:30that is being done within
34:32departments specifically this
34:35rule would provide training
34:36ensure consistent application
34:38interpretation of policies,
34:40help address performance
34:41issues and guide the hiring a
34:43selection process alongside a
34:46Charlies ons while to
34:46reporting directly into
34:47Central H R. I would add a
34:50workers compensation analyst
34:53to support the increase i
34:55workload. Our workers,
34:56compensation claims have
34:58increased significantly in
35:00severity complexity even
35:00managing the claim day today.
35:03>> This would help decrease
35:04Department of Labor pnalties
35:06and overall improve our
35:07employee experience moving us
35:10from a reactive state for more
35:11proactive, say to of
35:12preventing injuries. 3, I
35:15would modernize HR technology
35:16and systems. Those are the 3
35:19priorities on this slide. You
35:20can see the 2 additions of the
35:21human resources liaison
35:22coordinator in the workers
35:23comp analysts that I would
35:24recommend to add.
35:28>> So it took can you share a
35:29little bit more about the
35:29service level adjustments?
35:33What is in bed with him at the
35:34line?
35:37>> So this 405 is current and
35:40Madeline. You can jump in at
35:42any point. And that is our
35:43current service level. Just
35:45number that we have for
35:45benefits.
35:50>> Is
35:50>> primarily that inflationary
35:52growth of employee salaries
35:53and benefits.
36:02>> And director cussing, can
36:03you share a little bit more?
36:05So the human resources
36:08consultant not a city employee
36:08or is that higher interest?
36:09Arnold consultants? Tear down
36:10security that again, the human
36:14resources consultant to is
36:15that that's here within the
36:16city. But that would be a city
36:16employee position.
36:18>> On this side here, yes. The
36:24HR consultant who would be a
36:25permanent for this within the
36:25city taking on classification
36:27and compensation, the work
36:29that manager one was doing
36:30would be taken by this bill.
36:32Least the day-to-day OK? Thank
36:37you.
36:51I want to quickly
36:52summarize the slide previous.
36:52I think the helpful. In
36:56summary. It is critical for us
36:57to invest additional resources
37:00in the 3 areas from I 2027
37:00proposed budget slide. Our
37:04current decentralized nature
37:04model isn't working. It
37:08creates variation how policies
37:10are interpreted. Employees are
37:11supported talent decisions are
37:13made. Investigations and
37:13disciplines are handled and HR
37:17resources allocated while
37:19departments may have
37:20legitimate differences in
37:21operational needs their core
37:23HR functions were
37:24inconsistency, creates risks
37:26with that being said
37:27centralization does not mean
37:29removing HR liaisons from
37:31departments rather. It means
37:32we centralize the
37:33accountability of the work
37:34oversight of te work and
37:36standards for the work while
37:39maintaining a strong HR
37:40business partnership with
37:41leadership sent leadership and
37:43departments investing in HR
37:46systems today with better
37:46prepare us for an ever
37:47changing the man of the
37:49workforce, improving our
37:50systems. We reduce
37:52administrative burden and
37:54create more acessible
37:55experience for our community.
38:01>> Customer believe it to have
38:01a question.
38:08>> I I did, but I will just
38:11wait to one year and with
38:12other slides. I think you're
38:12going to talk more about that.
38:13OK? Thank you.
38:19>> This site right here isn't
38:19as an addition to our proposed
38:20changes for 2027 moving
38:22benefits. Staff It highlights
38:27the ship to benefit staffed
38:28with different funding source
38:29that is meant to cover
38:30benefits. Staff and wellness
38:31initiative which has been
38:32happening. We're just shifting
38:33the funding source to better
38:35align with the county. So not
38:37much change there. Just moving
38:394 and a quarter cheese for
38:39different funding source. The
38:42temporary implementation staff
38:43and one-time funding for
38:45vendor support is our
38:47technology investment needed
38:48to implement benefits. Going
38:50back to modernizing our HR
38:51systems. This is a piece of
38:53that process is making sure
38:54that we benefits.
38:57>> System that works and
38:58eliminating a lot of the
38:58manual process that goes into
39:00benefits processing redness,
39:00ration.
39:06>> Can you check you out a
39:07little bit more context
39:08surrounding the difference
39:10between our existing benefits
39:12staff and the structure But
39:12for the changes coming, I
39:13think. From restructuring
39:16change, like those positions
39:17are. New positions doing. But
39:24for the taking observing work
39:24from some from another
39:25physician that was in place,
39:27does seem like a change from
39:30previous years.
39:32>> Chair Johnson, the 4 and a
39:33quarter. 24.5 fte is our cause
39:35is our current FT for
39:37benefits. report 3 HR, nothing
39:38changes about with the work
39:38that they're doing where where
39:42their house as far nature. So
39:42that stays the same or the fte
39:44count. Nothing has changed
39:45there. It's just a matter on
39:47the accounting side, changing
39:48the funding source to a
39:50different one. And I can let
39:51Madeline add to that
39:52insurance.
39:55>> Okay. Miss Mitchell from
39:57the change in the funding
39:58sources. funding source that
40:00is one time funding. one-time
40:02funding sources as something
40:03that will be available in 2020
40:03years to come. Chair Johnson,
40:07it is ongoing, but it is
40:07restricted to benefits.
40:11>> thank you. you see this is
40:19our fte summary. 2026 adopted
40:21was 47 2027.
40:24>> Propose would give us
40:25additional one Ft and moving
40:29and moving up. 4.2 5 benefits,
40:30folks into just a different
40:31funding. But they say with an
40:32intern.
40:34>> Thank you, Director
40:34Christine Council thank you.
40:38Chair Johnson, thank you.
40:42Director seem I have a
40:42question just kind of around
40:43if you could just give some
40:43some contacts around benefits.
40:44I know when we
40:45>> have these budget meetings
40:49the first time and of this is
40:52something specialized for HR
40:53department. I imagine like
40:54what I hear benefits I'm
40:54thinking of, you know, like
40:55>> your health benefits and
40:58all that and friends she and
41:02learning about that,
41:02particularly like the police
41:04department. But can you
41:06explain why the benefits are
41:07sourced the way like like
41:12changing the source of how
41:13it's funded. Is that something
41:16only for HR or is that
41:16something that we're seeing
41:17across the board for all the
41:18other departments? Chair
41:21Johnson cair? I mean,
41:23Councilmember Bowie. Good
41:25questions. So the way benefits
41:26the structure we have 4 and a
41:27quarter fte.
41:27>> That.
41:31>> minister all benefits
41:32throughout the city. So when
41:33you think about open
41:36enrollment medical dental,
41:37long-term, short-term
41:38disability, all those benefits
41:39are offered to every single
41:41employee during open
41:41enrollment. We have 4 fte that
41:42administer that work
41:44internally.
41:44>> Leave of absence is family.
41:48Minnesota paid family leave.
41:48They manage Oliver Leaf
41:50Processees. So anything that
41:52impacts an employee benefit,
41:54they oversee and they report
41:55HR the fringe benefits. The
41:56specific to contract language
41:59that is separate to the just
42:01the contract. So, for example,
42:03throw something like we
42:04brought up. He PD. They may
42:06have a uniform allowances, a
42:08fringe benefit that gets
42:08administered through PD. But
42:12when we talk about your poor
42:13benefits like medical and
42:14dental HR overseas, that for
42:14all city employees. Okay.
42:17Thank you so much for
42:25This slide again, our total
42:26Fte count is 47 Ft for 2026
42:28and for 2027 and they sid
42:31we're adding an additional
42:31given track getting.
42:34>> The subtraction of HR
42:36manager that management
42:37assistant 3 at and passing
42:38comp analysts. And then the
42:40addition of the 2 new
42:41positions of the human
42:43resource or the HR liaison
42:45coordinator and workers comp
42:46bring us to a total 48. And
42:47just for Council members, I
42:51would like to share how we
42:52compare to other jurisdiction.
42:53Data is very important. And we
42:55talk about dta all the time
42:56and how that compares in
42:59Minneapolis there. 4300
43:02employees. There are 62 HR Fte
43:03said okay to to that number.
43:05That does not include peril.
43:08Staff currently at the city of
43:11Saint Paul. We have 13 peril
43:11employees that is included in
43:12my 47. Ramsey County has 43
43:1984,380 employees. They THR
43:21he's dedicated to human
43:22resources and that does not
43:23include risk management. We
43:25have 4 people. Jst a
43:36>> Unfilled psitions
43:37currently HR. They are 3 that
43:39have closed that we're in the
43:40process of interviewing and
43:40hoping they can offer.
43:42>> These 3 positions I put in
43:46the vacant the day, Sarah
43:47posts the days that the dates
43:48that they with the help.
43:50>> Interesting. This is her
43:51until possession. Yes, okay.
43:59>> History of budget to actual
44:00for HR. As you see here for
44:02year, we've been very, very
44:02close to meeting or budget
44:05number. Honestly, 26 hope to
44:06be no defect and we'll be
44:08pretty close. But summer's
44:18summary sending and the one
44:19here that I want to highlight
44:22he's asking questions. But the
44:22one part I want to highlight
44:23is an essential service fund.
44:24You'll see that there's a 3%
44:25change and that's just in
44:27property insurance. They were
44:27expecting for 2027. And with
44:37that tear down, some council
44:39members, my presentation for
44:42the propose a budget has
44:43concluded any. Questions
44:46before I close. Council
44:50Rivoli. Thank you, Chair
44:53Johnson. Thank you, director.
44:54I questions particularly
44:58>> Well, before that, when
45:00just say I deeply appreciate
45:00I'm sure the neighbors
45:06property tax payers.
45:11>> we appreciate your approach
45:12around a centralized
45:14accountability and
45:16>> consistency around how we
45:17can do HR matters and how we
45:18handle just hiring. Does all
45:22the different things that come
45:24the complexities that come
45:24with any work environment. So
45:28I typically since.
45:30>> You know, post COVID, we
45:33have been looking at a change
45:35right around.
45:38>> How people?
45:39>> workplace Kocher and just
45:40like the demands of the job.
45:43>> As well as the the kind you
45:46know, the states around like
45:47are we paying or we'd be
45:49competitive in terms of our
45:50wages and things like that? So
45:53very complex. I really
45:54appreciate your approach. I
45:55know you're stepping in.
45:57>> To some big shoes in
45:58leading the way there.
46:01>> I just have a question,
46:06your how you're thinking how
46:10>> Seem lke a decrease are
46:11like a.
46:13>> How does a scribe finding a
46:17resolution around, you know,
46:18particularly what they were
46:20cops. And I know we've been
46:24hearing about that in many
46:24departments, right where they
46:27don't really have the luxury
46:28to wine. I got off a shot
46:33like, for example, that our
46:33firefighters are as APD.
46:35>> You know, that's a very
46:37specialized skill. So the
46:38lines off for work comp.
46:42>> It burdens us because we
46:43have to pinned on overtime.
46:46Can you speak to with the
46:50proposed budget changes and
46:51adding, you know, more staff,
46:53too, you know, deal with the
46:56volume of work comp like can
46:57you speak to like how much is
46:58that actually costing us? So
46:59how much can we actually with
47:01this position in this
47:05restructuring was kind of like
47:06project in terms of bank the
47:10decrease that we can expect
47:10scene. Tears on Louis. But you
47:16are. Can I start with workers?
47:18Comp?
47:19>> So a couple o different
47:20ways to approach that. And I
47:23know that there was a request
47:25for more data in a deeper dive
47:27in our workers. Comp costs in
47:28claims cost over a year for
47:29your for the last few years.
47:31By my approach for workers
47:33comp and Michael, who is or
47:35risk management director here
47:36would concur. One is we have
47:39to get in a place where we're
47:40actually being proactive about
47:42preventing injuries right now.
47:44Currently our state is that we
47:46are reacting as soon as
47:46somebody gets hurt because to
47:48our desk and the claims
47:49adjusters are just managing
47:50through it. They are trying to
47:52get the doctor's appointment
47:53set up there, trying to figure
47:53out what happened to the
47:55employee and then trying to
47:57mitigate as much of the cost
47:58is passable. But by the time
47:59gets my desk and employees
48:01been injured, it's almost out
48:03of our hands because now we
48:04have doctors that are
48:05involved. We have recovery
48:06that's necessary. And we're
48:07talking about fire and PD.
48:10These injuries of a trip and
48:13fall. The Xerces sometimes
48:14very severe injuries that take
48:14somebody out for a very long
48:15time. So the way Isee workers
48:18comp and how we bring down
48:20costs is in the claims
48:21management, please, how can we
48:23be proactive in first
48:23preventing injury number one.
48:25But number 2, once that
48:28injury, that claim comes to
48:28desk, how do we manage that
48:29clean? How do we communicate
48:31with the employee are reassess
48:34a bill to the employee. Had we
48:37investigated what happened to
48:38the employee and actually took
48:39action steps to ensure nobody
48:39else gets hurt. So what does
48:43that investigation process
48:43looks like? Look like for
48:45claims processing. So there's
48:45different ways of doing it.
48:48And then once it goes into,
48:52let's say litigation or
48:52employee has now got an
48:55attorney. How do we then
48:56managed that within the city
48:57and primarily within the
48:58department responsible for it?
49:02my experience so far, what
49:02I've observed is very minimal
49:03conversation is hppening
49:05because I think it's important
49:07for directors to see the cost
49:10of doing something about an
49:11injury u front before it
49:14actually happens. It's
49:16important that all own that
49:19Accountability is lacking. I
49:19would say in that space, too.
49:23But I think that's just more
49:25education. More conversations
49:26trying to determine who's at
49:27the table when something, but
49:29an injury happens and taking
49:31each injury as a each claim as
49:33it comes as a very serious
49:34thing that needs to mitigated
49:36extremely quickly. So there's
49:37different approaches. I think
49:39Councilmember Bowie that
49:41involves definitely
49:42partnership within within
49:44departments and not just risk
49:46management problem.
49:47>> I do have a follow-up to If
49:50go ahead, think is Chad
49:52Johnson particularly around
49:54that. I know the fire
49:55department. They have like a
49:58monthly like dashboard of like
49:58how many of their staff are
50:00actually on leave. Our work
50:02comes is that like an approach
50:04that you can see maybe like a
50:07chart ons? I'm not sure
50:09that's something that is
50:10orchestrated by HR. That's
50:11just like an internal
50:12department choice in terms of
50:14like making public are having
50:16a dashboard, a monitoring just
50:19like what is the value of, you
50:23know, a fire workers who are
50:23kind of, you know?
50:26>> actively on were cop. I'm
50:29just curious to know, just
50:30like with the centralized
50:32approach.
50:34>> If there could be somewhat
50:35of like a public dashboard. So
50:37we're able to know in terms of
50:39this, how were no mitigating
50:41that risk to Johnson Council
50:44under Billy? Absolutely. So
50:44we've started well because
50:47round tble.
50:47>> And nothing meetings fire
50:50in particular. So that
50:51includes the fire lead party
50:53leadership, HR leadership. And
50:56then mayor's office is at the
50:57table and we go through each
50:58claim where the status of the
51:00claim, how it happened and
51:01where we think the claim is
51:03heading. And then if they're
51:05anything, any action steps we
51:06can take to mitigate some of
51:07the cost is going to come with
51:08that claim. We try to discuss
51:08it in that. Another thing that
51:12we put i place that change is
51:14our process is just even
51:15approaching the supervisor.
51:17The employee, the doctor up
51:19front. So it kind of put some
51:20things in place to make sure
51:21there were immediately
51:21responding everybody. But I
51:24think that monthly roundtable
51:25meetings with each department
51:26is going to be important going
51:27over those injuries. So that
51:29is we've started that process
51:31last month with fire. And then
51:33depending on how that goes,
51:33we're going to move that to
51:35every single dpartment that
51:36has claims with as far as
51:38sharing data. I'm all for
51:39transparency in Newark.
51:41>> I always say HR. We are.
51:44Yes, we are. The the gate
51:46keeper is yes, we are here to
51:46make sure that mitigate risk
51:49to the city and we are
51:50compliant with all of our
51:52obligations under law. But we
51:53are also not the only ones
51:53doing this work. And so having
51:57departments heading city
51:58Council to table, even the
51:59community understand how many
52:01injuries with the costs
52:02associated with these
52:02injuries. What happens this
52:05happens we don't react? This
52:06is the cost behind it. I think
52:08there's definitely room for a
52:09lot of transparency and
52:10sharing data and not just with
52:11workers comp.
52:16>> Thank you for just kind of
52:17being able to talk about that.
52:18And I think shine a light on
52:20something that's really
52:20important to just when w talk
52:21about the cost of doing
52:22business. That includes some
52:23of these things that are
52:24always I would say is the big
52:26ticket items making major
52:26headlines. But that often have
52:29a direct budgetary impact, but
52:30also something that we can to
52:32your point really be thinking
52:34about. And each department
52:35taking ownership of accounting
52:37for hopefully. But the
52:38timeframe before you get to
52:39workers comp claim a little
52:43hard pivot a little bit early
52:45to to just the up and next
52:46slide. So looking at slide 20
52:48and around the services
52:51budget. I was just wondering
52:52if you could talk a little bit
52:53about the increase proposed
52:53for contracted services and
52:57internal service expenses.
53:00Just redoing our contract for
53:01cost of the contracts that we
53:01have, that a contract services
53:03going up or what is kind of
53:03driving up that? $547,000
53:10change from 2026. To 2027 and
53:11the contract at service
53:12Budget. Chair Johnson and
53:17Madeline Whenever you want to
53:19the contract service, they
53:20believe for the 5.37. Is
53:22budget asks for the
53:23implementation of the
53:24benefits.
53:27>> Modular system. So in order
53:29implement that module fully,
53:31we need contracted services
53:32external to HR OTC to help
53:33support that implementation.
53:36The 47 457 increase. That is
53:40just the internal service
53:41expense to the movement of the
53:42from one funding to the next
53:44defections. It's te next to a
53:46different funding source.
53:49>> As the module system set up
53:51a one time expense or do
53:52anticipate that continuing. It
53:53is a one time expense. OK?
53:56Thank you.
54:01That's thank you so much for
54:07being here and being able to
54:08present if there is any other
54:09questions it relates the human
54:12resources budget will be sure
54:13to reach out often after We'll
54:15do a call to the council to
54:17see what kind of questions
54:18anyone has, including
54:19colleagues that may or may not
54:20have been here today and then
54:22you'll get email back from did
54:23just that there's department
54:24of questions that come up.
54:27Thank you so much for your
54:27time today. Thank you for.
54:35Times our emergency management
54:39team has a little extra time
54:40we need it. But if we don't,
54:42we're happy to end a little
54:43bit early. So come on up.
54:48We'll be hearing from their
54:492027 budget proposal as well
54:50to city council. And did feel
54:55like it was important for the
54:56emergency management team to
54:57be able to come to the council
54:58to talk about their budget as
54:58well. As not something we
55:03often hear about. Sometimes
55:05it's when there's not a crisis
55:07is not an emergency happening.
55:09Currently. And so being able
55:11to bring the version budget
55:13together to hear about the
55:14work that you all are doing, I
55:15think important and wanted to
55:16get that time. Wheelchair
55:17Johnson, thank you for that
55:20introduction.
55:20>> And how you can be stated,
55:24we'd like to stay quiet warmer
55:25that's not to hide. But that's
55:25to support the team all in the
55:29and always that we can. As you
55:33stated, your mercies and
55:33that's why we like it. But
55:38thank you, Chair Johnson and
55:41council members for allowing
55:41me present my 2027 budget
55:43here. I'm Rick shoot director
55:46emergency management. And with
55:46me is Deputy Director Mike
55:50Jolla CA. she's the that this
55:51year accounting for fire. But
55:54they also support. She
55:57supports emergency management
55:58with the county activities and
55:59many other activities. So
56:00thank you, Joel. We'll keep
56:04this short. And we've kind of
56:05questions. We will follow
56:13concert employed here. I do
56:15have one edition based on some
56:19previous conversation all
56:19point out when we get to it,
56:20it's in your slide deck.
56:21Councilmembers. But moving on
56:22slide 3 here. Johnson also did
56:26ask me remind the council, you
56:29know what, what does emergency
56:30management do? And your sweet
56:33spot. It's pouring out of a
56:35city code as all things for
56:37central forces. But after 9, a
56:38created the Department and
56:41Chapter 13 sets the director,
56:42my powers and duties and off
56:44rain. The sun and sways means
56:47description of the department.
56:47What do we do? Chapter 13
56:51states. The purpose to protect
56:53the public peace, health and
56:55safety and to preserve the
56:55lives and property of the
56:56people of the city. this is
57:00particularly when disaster
57:00exceeds normal operation. If
57:04there's an chart, if
57:04department in the you know,
57:05they're gonna handle it. But
57:07fixe that that's will where
57:08our central functions come
57:09into play waste. Chapter 9 is
57:11signs are central functions.
57:14coordinate the emergency
57:16plants. We're on the emergency
57:19Operation center and support
57:20the mayor. In Corning, the
57:21response Wheeler and won the
57:22public. As well as we manage
57:26disaster grants cost recovery.
57:29The city's emergency
57:30operations plan is dsigned
57:30such that every department has
57:31a duty to form its role, its
57:34essential function inside of
57:34it. By design. It's a small
57:40chapter 13 actually directs us
57:42to use the people and
57:43resources of existing
57:44departments to the maximum
57:45extent practicable. My
57:49colleagues know me some time.
57:50It's not the emergency
57:50manager, but enterprise
57:51maximize or or means our it
57:57staff on the general the
57:57emergency Operation Center are
58:00warning system and that has
58:01many, many tools in the system
58:02and then mutual aid with our
58:03partners. Before functions.
58:08Are the 4 priorities or are
58:09better than the 4 parties?
58:10You're on the slide. The
58:12budget in 2027 keeps the means
58:14in place. general fund of
58:177 million dollars. 75,007,
58:187 million 75 thousand $7.
58:20>> Up 289 $1819 or 4.3%.
58:26Staffing holds at 8 Ft
58:30members, 85% of the increase
58:32in 2027 is Ramsey County
58:349-1-1. Dispatch which the
58:35county sets. The part we
58:39control girls. 43,000 in our
58:41in our department budget.
58:42$43,610 or 3.5%. And in this
58:46budget, we took a a 40,000
58:48budget reduction from 26 to
58:4927.
58:56>> Moving on to slide for the
58:5726. But to recap here, 2026
58:59was the year we stabilized and
59:02that stabilization was all a
59:05positions from my my small
59:06team are now on the general
59:06fund.
59:11>> thanks you to the council
59:13partnering with the
59:13administration in making that
59:14happen. Or one vacancy filled
59:17and no new positions or
59:17programs.
59:26>> Moving on to slide 5 Recent
59:27mention a few here fr
59:31updates. The UAW's in your
59:33urban area security
59:34initiative, Entre General Fund
59:35move for full-time staff is
59:35complete. All 36 sirens. We're
59:39inspected and serviced in
59:432025. Leading into 2026. And
59:45the city's financial resource
59:47hub partnership with the
59:48office of Financial Apartment
59:49was launched. We completed,
59:51you'll se upgrades to ensure
59:54that that you see remains
59:55ready to solve problems for
59:56the city. And that was done
59:57with grant funds. 2027
1:00:05proposed changes to purchase
1:00:07certain lot. Well, in the
1:00:10mayor's proposal, you can see
1:00:11a change of $40,000 in
1:00:13reductions and this is
1:00:15comprised $35,393 from certain
1:00:16maintenance. And $4,607 and
1:00:21travel training and services
1:00:23that we were able to move to
1:00:24an existing grant. Moving on
1:00:27to the right side, current
1:00:28service level just months, 329
1:00:32$1890. Dispatch and 9-1-1,
1:00:37services comprising $246,280.
1:00:41And utility increases of
1:00:43$10,000 along with the salary
1:00:47and benefits service level
1:00:47adjustment. Those mention in
1:00:49the HR and smelling pointed
1:00:52out of $73,000 and 6, $73,610.
1:00:57So the net change in the 27.
1:01:01It is $289,890.90, dollars S
1:01:03and again, no changes in
1:01:03positions. Dispatch and I want
1:01:07services is the biggest piece
1:01:10and not Johnson. You asked me
1:01:10to help on that. But the
1:01:14council understand, that is
1:01:14calculated. And that's a slide
1:01:17that added here to slide. 7 is
1:01:17a move on to it next.
1:01:26dispatcher caught trash or
1:01:26said tree boxes to pace. Well,
1:01:29you know, first we don't
1:01:30control. costs are in the
1:01:31county runs. One consolidated
1:01:359-1-1, dispatch center or
1:01:36emergency Communications
1:01:37Center for the city and also
1:01:39sister cities in the county.
1:01:41We're unique in the metro
1:01:43area. And that's that's a true
1:01:44benefit because of the economy
1:01:48of scale become your practice
1:01:48in the service that can
1:01:50deliver. But it does cost
1:01:51were, as we're discussing here
1:01:52today. But this is establish
1:01:54an or joint powers agreement
1:01:57and then move on to who pays
1:01:57your the first box? Well, the
1:02:00county pay 60% for the Levy
1:02:02and the city's pay 40%. All
1:02:07the cities, but their 40% by
1:02:08each city's share of 9-1-1.
1:02:11Calls over a three-year
1:02:12rolling period. Saint Paul's
1:02:15sure is about 69%. Of those
1:02:19calls and actually went down
1:02:20slightly this year.
1:02:22>> Also are 2027 increase
1:02:27$246,280 for dispassionate
1:02:28want services or 4.4% is
1:02:29driven by county csts.
1:02:33>> operates that discussion
1:02:33not more calls in the city.
1:02:38And just a reminder that 3
1:02:39council members in the mayor's
1:02:40office it on the Dispatch
1:02:42Policy committee that helps
1:02:42year that joint powers
1:02:44agreement. I said on as well
1:02:45as as a proxy for the mayor's
1:02:46office. site 8. 7 minutes
1:02:57reduction. What changes this
1:02:58is? This is one of our service
1:02:59changes. We move from a
1:03:02scheduled maintenance that is
1:03:04full-service meeting scheduled
1:03:04budgeted to repair as needed.
1:03:07And I still have 9,403 $32
1:03:08remaining in my budget to
1:03:10repair needed. We still test
1:03:13every servants or monthly?
1:03:17>> today is actually a At 1
1:03:17o'clock. You'll hear the
1:03:18outdoor warning certain zone.
1:03:21All 36, as I stated earlier,
1:03:22we're service fully in 2025.
1:03:24>> And we checked with the
1:03:26city attorney's office to to
1:03:27establish a liability risk.
1:03:29This is our discretion
1:03:30question to to go to Exxon and
1:03:33repair is needed. And just
1:03:36reminder serves are one of
1:03:38several tools, all that we to
1:03:41alert the public that also
1:03:42includes wireless emergency
1:03:43alerts on cell phones. NOAA
1:03:46weather radios, and then our
1:03:47which Saint Paul Bridge. We'll
1:03:53be on the slide. 9.
1:03:54>> Our budget to actuals 2022.
1:03:572023 came within one percent
1:03:59on a budget. 2024. Was 12.4%
1:04:04under mostly in dispatch and
1:04:059-1-1, service us. 2025, we
1:04:09saw 4.5% over budget that
1:04:13wasn't in part to the cyber
1:04:14incident and the additional
1:04:15staffing costs incurred to to
1:04:16respond to that. And at the
1:04:18council's request the 2026
1:04:21line. Don't at the bottom.
1:04:25Year-to-date, actual dispatch
1:04:26is currently build through
1:04:28August. And you're Socials 8
1:04:29of 12 months, feeling. Moving
1:04:36on to slide 10. Budget summary
1:04:41spending. Again, the highlight
1:04:43of the slides. 82% of of
1:04:44emergency management from its
1:04:45budget. And the General Fund
1:04:48budget. This dispatch hassle.
1:04:50The operating budget we manage
1:04:51at the department level is
1:04:551 million, 291,000, $441.
1:04:57nearly all staff. We'll be on
1:05:06slide. 11 Ft summary, as I
1:05:09stated earlier, my staff and
1:05:11hold positions, additional
1:05:12actions, unknown field
1:05:12positions. On slide 11. Again,
1:05:21no into positions. Sly 13
1:05:28update on arpa funding
1:05:29projects and activities. to
1:05:32state the rate of project
1:05:33wished Emergency Management
1:05:34Department champion for the
1:05:36city almost fully spent an
1:05:37executed. We'll be on to slide
1:05:4514 revenue changes look. The
1:05:50UAW's he or urban area
1:05:51Security initiative. Grants no
1:05:54longer pay staff. And that's a
1:05:55good thing. That turns this
1:05:56grant in 2 capability building
1:05:58for the whole city where we
1:06:02can invest in the national
1:06:02Party, areas that have a local
1:06:03benefit. Such as Coldplay says
1:06:07and special events, service
1:06:08Security First Responder
1:06:08Readiness. The emergency
1:06:11management performance, grand
1:06:14jury MPG generally returns
1:06:15about $30,000 a year. And this
1:06:19is for pure E staff,
1:06:21materials equipment to to
1:06:21perform emergency management
1:06:22functions. And then double the
1:06:25city's for financial Parma.
1:06:28Grant that the financial
1:06:30resources mention in
1:06:31partnership with or fee. That
1:06:33grant ends this year. Federal
1:06:37grants remain uncertain. So as
1:06:38a department, we take a
1:06:39conservative approach to
1:06:41budgeting them do our best in
1:06:43partnership with UN the
1:06:43administration to ensure no
1:06:45positions rely on grants.
1:06:54Moving on to slide 15
1:06:55emergency management is the
1:06:56city, the city's connective
1:06:57tissue in an incident is too
1:06:58big for want anyone
1:07:01department. 2027 budget keeps
1:07:02to Cassidy in place. Thank
1:07:04you. And I'm happy to to
1:07:05answer any questions.
1:07:10>> Thank you. Director should
1:07:11be. I know we really
1:07:13appreciate just the work. I
1:07:13think over the last last
1:07:18budget cycle in this budget
1:07:19cycle, obviously are in
1:07:20different points. Thankfully
1:07:20ham from where the city is at.
1:07:21But I do want to share that.
1:07:25It was really truly. On the
1:07:28receiving end. I was glad that
1:07:29the team religious spring into
1:07:30action as he did in 225. as a
1:07:33response, a cyber attack. And
1:07:34as you all have continued to
1:07:37strengthen our emergency
1:07:38management response. I think
1:07:38it's a city and just provide
1:07:40the information over the time.
1:07:41And of course, from last year
1:07:42to this year and I'm sure part
1:07:46about even as well because
1:07:46sometimes we have plan for the
1:07:50worst case scenarios so that
1:07:50way when they do unfortunately
1:07:53sometimes happen, we can
1:07:53respond. And I think the work
1:07:54your team, you know, all its.
1:07:59fte as we recognize that.
1:08:00There's a lot of important to
1:08:00note that you do as well.
1:08:02Looking through and across the
1:08:04the area don't feel see one
1:08:08question counsel Thank you. I
1:08:09know one of the and for your
1:08:15department was the council
1:08:16moving positions into the
1:08:17general fund? That was because
1:08:18the U.S. he grants was in
1:08:21continuing. Can you tell us a
1:08:21little bit more about this?
1:08:25>> How long that grant had
1:08:26been in place? So how long
1:08:26have we been funding those
1:08:27positions using that that
1:08:31grand?
1:08:32>> Well, grant has been placed
1:08:33shortly after 9.11. That's
1:08:34when when that grant was
1:08:35established and it saw, you
1:08:36know.
1:08:42>> our department capacity
1:08:43with full time positions added
1:08:43for that grants and, you know,
1:08:49over time, his trend line has
1:08:49been a reduction available
1:08:51funding and certainly most
1:08:53recently read reduction in
1:08:54uncertainty of of that grant.
1:08:58After we you know, federal law
1:09:00suits with with Chicago versus
1:09:06and others were successful.
1:09:07You know, it's secure. The
1:09:11return skews me of the of the
1:09:12U.S. a grant 2025.
1:09:14>> And 2026. So we are making
1:09:19adjustments and investment
1:09:19with with their granddaughter
1:09:22from about 1.5 million dollars
1:09:22in 2025. and down to just over
1:09:251 million dollars of
1:09:28expectation to fully invested
1:09:28in 2026.
1:09:31>> you know what, when I when
1:09:348?
1:09:36>> Engage FEMA in engage idea.
1:09:38Just accessing those grant. We
1:09:39are some recipient of the
1:09:42state, you know, country minor
1:09:43that the uncertainty is there
1:09:45and there's a does or by the
1:09:49federal government to adjust.
1:09:49All those grants are are
1:09:51delivered and I'm not sure
1:09:52when that's going to happen.
1:09:54My point being conservative
1:09:56and investing it wisely when
1:09:59we can across, you know, gaps
1:10:00that we have in a risk profile
1:10:02of the city. That's what we
1:10:06do. I hope I've answered your
1:10:07question comes from the Kim
1:10:08and thank you as much on Yeah,
1:10:11you did. I really appreciate
1:10:12kind of hearing the.
1:10:15>> Sort of the legacy of usage
1:10:17of grant to fund positions
1:10:17here at city.
1:10:21>> one thing that we talk
1:10:21about a lot at this table is
1:10:22sort of like what's the cost
1:10:23of doing business? so hearing
1:10:26hearing that helps
1:10:28contextualize how important it
1:10:29was for us to pull those
1:10:29positions under the general
1:10:31fund not only that, but the
1:10:33continuation of the work your
1:10:35apartment relied on that. So I
1:10:36just really appreciate her in
1:10:36that context. Would you mind
1:10:41and not in this moment
1:10:41necessarily. But as a
1:10:42follow-up do. And I can send
1:10:44it to Matalin, income moves.
1:10:48But interested those return
1:10:49funds. What investments for
1:10:50going to be using with those
1:10:53return funds from 25 26 can
1:10:54call it a cult. can think you
1:10:56and just as myself and vice
1:11:00President Yang and public
1:11:01safety chair. But we we sat on
1:11:02the dispatch committee so.
1:11:06been lovely serve with you ask
1:11:08if you're going come. Thank
1:11:13you so much for being here.
1:11:13And for the presentation
1:11:17colleagues. We have or next
1:11:19budget, I believe city
1:11:20attorney's office in us.
1:11:23>> Next budget committees Yes,
1:11:30the whole day of office of
1:11:31Financial Services. Yes, we
1:11:31have several things to my
1:11:32apologies but we'll get
1:11:36through that. The next Budget
1:11:37Committee meeting. We have
1:11:38some time back. And with that,
1:11:39we are adjourned.