Finance & Personnel Committee - Regular Meeting

Alice, chair Dmitryevich is excused for the meeting today. We're joined by Alderman Scott Spiker to my left. My far left, Alderman Charlyn Moore. And at the table by President Perez, we have Alderman Mark Chambers on the board joining us as well. Alderman Malele Cogs is excused for the time being. We will start with our agenda item number one, file two five two zero five five, an ordinance relating to optional holidays sponsored by Alderman Perez.

Thank you. We have in front of us just a kind of a clean up file. This is one of several pieces of legislation just to move forward and remove kind of just the name of sister Chavez. We never want to diminish the work or the outcome of what it is but considering the news and the allegations, this is just one of several pieces just to move forward. I I believe this is part of the process for the community to heal. And in order for us to do this, we had to take out the whole section because this was the only optional holiday on the books.

Okay. Thank you very much. Any comment from the administration? I guess not. Any comment from committee members? I so move. Alderman Moore moves passage of this ordinance. Any discussion on that motion? Any objection? Hearing none, so ordered. Thank you very much. Moving on to item number two, file two five one four four four, resolution directing the comptroller's office to provide a quarterly expenditure report for all department accounts, including special funds and special purpose accounts to the common council sponsored by Alderman Mark Chambers. Good morning, Alderman Chambers.

Good morning, mister chair and committee members. Thank you for having this file be heard. This was a budget footnote that stemmed from conversations during the budget process last year. I think you kind of put a file out that was mirroring this. This is basically giving us the item report of department spending and expenditures just to give us a heads up of, you know, helping us in future budget processes. And so I I wanna thank com controller Christian for his hard work in doing this and his flexibility, and I will turn it over to him.

Before we go to the department, all the president Perez wanna No.

I wanna just thank all the members for his leadership and the work that the comptroller has done, and at the appropriate time, I wanna be added as a cosponsor.

President Perez asked unanimous consent to be added as co sponsor hearing no objection so ordered. Any other comments, questions from committee members? Comptroller Christensen, welcome.

Sure. Just a very brief comment. We're happy to take this on. I think it's worthwhile. I think it's important. And the format in which we give it to you, I view it as kind of an evolving thing if it's if what we provide initially is not necessarily what the sponsor, sponsors or other committee members are looking for, feel free to let me know what it is exactly you are looking for, and we'll be happy to try to make that happen.

Appreciate that because the Comptroller has always been our fiscal watchdog and not just with the open checkbook that's been around for quite some time. Fiscal transparency of the city of Milwaukee is second to none. Any motions on this item or any more discussion? Move. Nope. Alderman Spiker moves adoption of the resolution. Any objections to that motion? Hearing none. So ordered. Thank you Alderman Chambers.

Want to make a note. We are also joined now with Alderman Alderman Kogs who has joined us on the board. Moving on to item number three, file two five one eight one nine, communication from the Department of Administration Information Technology Management Division relating to a summary of cybersecurity training program. I had a reminder from our clerk's office team to get my compliance done earlier this week, so I hope that's reflected in the report because we a summary from different departments, correct? Welcome, Director Hanke. Mr. Chairman. Thank you. Alderman Spiker. Oh, I'm sorry. Sponsored by Alderman Spiker. Please.

No problem.

You're the sponsor.

So, yes, this is a file that came up through some work we did at the City Information Management Committee. So the cybersecurity training, very important. Mr. Henke, as the CIO, is trying to make sure the departments are complying with that training so that we're not exposed to risk. What was not clear was what power he had to bring departments to task if they are falling behind.

So we wanted to have this reporting mechanism in place. If you look in the file, there is an item called training completion by department. If you pull that up, you can kind of see how people are doing. I've already done a limited amount of follow-up based on those results with some of the department heads that were having some challenges. But with that, I'd kick it over to Mr. Henke and

team. Thanks.

Good morning. Good morning. Thank you. David Henke, Department of Administration, Information Technology Management Division. With me today is Judy Seitman, our IT Security Manager. I think she'll take the majority of the presentation.

Good morning. I just wanted to quickly go over what these the dashboard is and some of the information that's provided on here. Like Alderman Spiker said, we had decided to move from an annual training to monthly trainings, hopefully making them shorter trainings and making them more consistent so that everybody is used to getting them. The results so far from the first two months, I think, are pretty substantial. They're better than what they were.

They used to be thirty percent to 60% completion rate, usually lower than the sixty percent. And that was following up for four months. So as it sits, we're at about 80% citywide. The average time per learner is five minutes per training. That equates to six minutes annually, and that is what is recommended.

If you look at the charts, the first one underneath the NIST core strategies, we follow NIST as part of our compliance. And so that is basically just keeping track of what our training is. And then also if you go if you go to what the departments are actually doing, the majority of them are up over 80%. 80% is what I look for. There's always going to it's going to be rare for departments to hit 100 just because of attrition.

So the numbers, if somebody is moving to another department, those don't follow through. As far as the communication goes to the managers, I think that's where we're lacking. The only way they get the communication is through me. I send out reminders and reports but hopefully once we move into Workday, when it's into Workday, they're going to be able to go in themselves and see it. It's going to be a lot easier for them to manage.

I do have a lot of departments asking me routinely if they could have the numbers. Fire and police do. I mean they have a huge job trying to get those guys in on time to do their training and they follow-up all the time. As far as the election commission, you can see they are 80% for the first month and 60% for the second, which was closer to elections. So I'm sure that has something to do with it. HACM has always consistently been low and that's one that we really have to work with. HACM is not connected directly to our network. So we're somewhat protected from that. But does anybody have any questions?

I think we need to call out the budget office that has 100% compliance. But thank you for that. Any Mr. Chair? Alderman Spyker?

Yes. So again, looking at the training completion by department, I contacted the city attorney's office. They were pretty close to 80% already with malware. Both the city attorney and his deputy got back to me right away saying they'd work on that. Definitely take that seriously. Election Commission had contact with the Executive Director there. They did say there were challenges leading up to the election. Wanted to rectify that. And then but Ms. Danias can follow-up with them.

And then for Fire and Police Commission and MPD MFT, that's all in the same wheelhouse. I know Assistant Chief Sarnoff is here and not asking him to speak on this because I didn't prep him for this. But, yeah, MPD, have two thirds of folks completing their malware stuff, but that leaves one third not similar for the fire department and Fire Police Commission is near 80%. But since that's their purview, I want to make each of those agencies aware as well and sent an e mail reminding them of that. So hopefully, this is just the baseline and we'll see improvement from here.

Hakim was a whole different animal. I did contact Alderman Moore, my colleague, to my left about it since she serves on the Hakim board just to make her aware. So thank you for the work so that we could follow-up and this is how it's supposed to go. If you identify it, I would urge us to reach out and contact folks. I have no trouble, as you see, contacting folks myself and if there's a repeated pattern then we can bring somebody in and see what's going on. So thank you.

Thank you. I wanted to thank you too because I think having this consistent monthly. I think we're going see these numbers go up even higher because people are going be used to seeing the training and just doing it. I really believe that's what's going to happen. So thank you, Mr. Chair.

Before I move on, I wanted to jump in and ask, is this something that would be appropriate to bring forward in from the LRB when we have budget processes and budget hearings in October? Is this kind of compliance concern strong enough to include that in our conversations and budget? Because we are budgeting personnel, right? Has there ever been an ask to have this report included in our budget documents or our budget feedback?

That hasn't been the case to date. It has been something that, as Judy has mentioned, trying to get an hour's worth of training per person per year as part of the NIST National Institute of Standards and Technology, basically a standards board of what is recommended. So those are kind of the standards we work by that we have had routine audits through the comptroller's office for compliance on these sort of things. So that's been the mechanism in the past. If we want to do something through LRBA through the budget process, I'd be open to that. Okay.

Just dropping that nugget for later. But thank you for that. Alder Woman Moore.

Yes. Thank you, Mr. Chair. I just want to also thank my colleague for bringing this to our attention. This is I've never seen, you know, the dashboard like this, prior. And, again, I'm new working for the city, and there are some things that you all are put in place, that as a as a, city staff that I have to do. Right? Whether I like it or not. Right? I learn a lot from the trainings there they're short a lot of our know pretty simple but it's something that is our duty as a as a staff person and so I would love to and I don't know how that would work I would love to see just just this quarterly report every three months.

I would love to see it, you know, quarterly just so that we, you know, departments have it on their radar. It's a reminder to folks that this is something that you're required. It's not optional. You're required To take these trainings right and so- I'm not sure what needs to happen in order for us to see- just the it's just a visual for us you know where folks- you know I'm a little bit of a stickler when it comes to a little bit of a competition you know I. You know I

see bill next to me with a

100 here- you know I like to be in the 100 range as well- but it's just one of those things that- it's important. Or else you all wouldn't be here right right and so- we want to make sure that we recognize it as being important but I would love to figure out how we can see you know see this information quarterly included in somewhere and something you know so that you know we're being mindful and we're staying on top of things. Okay.

And Mr. Henke, correct me if I'm wrong, but the reason you're here is because we passed a resolution requiring quarterly reporting, right?

Correct. Regular reporting, I'd have to check if it was quarterly, but that's certainly feasible. Okay.

Thanks.

And for everyone's benefit, excuse me, gold stars go to the budget office, two 100s, one one hundred to the Comptroller's Office, one one hundred to to ITMD, two 100s to the Mayor's Office and two 100s to the Treasurer's Office. Congratulations everyone for doing But what you should be thank you very much. Alderman Spiker, we have this is a regular quarterly report. Do we need to place this on file or hold it?

I guess if we hold it, then you can revisit it in next quarter.

Excellent. Any other comments or questions on this item? Move to hold. Alderman Spiker moves to hold and call to the chair. Hearing no objection to that so ordered, Thank you very much. Don't go anywhere. Moving on, item number four, two hundred forty one thousand six hundred ninety five, communication from the Department of oh, I'm yeah, this is also you. Communication from the Department of Administration on the status of Enterprise Resource Planning System replacement. Welcome.

Good

morning. So I do have a brief presentation if we want to go through that. It is not in the file currently. I can do some handouts. Either I can go through that presentation or just use it kind of as a baseline to ask questions about where we stand on that project. The last discussion was at budget late last year and then we had an update in April. Appropriate to do that.

I think it would be appropriate. It is in the file if you are looking at Registar.

Okay.

I will just hop over here. All right. So the enterprise resource planning project is managed. All this file has Department of Administration. Thank you.

Chris, can you grab his handouts as well since he has them? Thank

you.

Good morning. Okay. Thanks for the time to prep here. So although file references update from the Department of Administration and I am certainly here to be presenting as part of this. The project is managed by an executive committee that consists of Budget Director, City Controller, Employees Relations Director, myself as Chief Information Officer and Purchasing Director.

So definitely group effort, I want to acknowledge all of their involvement and leadership in this project as well. So just to start with a general overview of the project, ERP or Enterprise Resource Planning, it's a multiyear project to modernize our financial and HR systems that we have in place currently PeopleSoft. The new system will be Workday, commonly referred to as a Workday project. So when we started, we had project guidelines to adapt certain business processes and best practices, migrate to a modern software as a service platform and retire some standalone department administration systems and interfaces that share data to minimize manual processes. So there is also several key success factors here as well associated with the project just to provide a brief overview.

The reason we are here before today is the big change in the project since last discussion during the budget hearings is that we had estimated a go live date of June. Circumstances over the last several months have conspired to delay the implementation and our recommendation from the executive committee is to extend the go live date to September 2026. So today, I just want to go over why that time is needed, how does that project extension help to ensure project success versus the June deadline and what is the cost of extending the project and risks of not extending. So why is the additional time needed? So over the last several months, we've had several integrations and with third party systems and aligning Workday with some city business processes that were more complex just took a longer time than we anticipated.

I'll go back to say that when we have an estimated go live date, that's a best effort go live date or best estimate of the shortest time that we can go live when developing the budget, when developing the timeline. We always implement what is the most aggressive but realistic timeline and lowest budget that we believe we can meet. So these are circumstances that came into place that were beyond the best case scenario of if everything worked perfect, we can go live by June. So moving on, there's been a combination of time sensitive priorities since last year, changes in federal regulations for payroll and tax reporting, creation of several new city departments, some wage and salary changes that have occurred in the New Year and couple of I mentioned the MPSO bargaining agreement. I think there's a couple of bargaining agreements that have actually been implemented that have a cumulative effect and a priority on what needs to get done to maintain business.

These are the same people working on implementing those systems in our current ERP platform, PeopleSoft, that are also implementing Workday. So the day to day stuff and some of these additional responsibilities have just grown beyond what we had anticipated in the best case. There's been some turnover of critical staff, both at the city and with Accenture, our implementation provider for Workday, some unexpected absences of staff as well. So with that, we have key project members as I've mentioned. They're fully committed and over committed with workday and other operational responsibilities, not just the additional ones mentioned before, but just the general day to day processing of payroll, of new employees, benefits and all of those things.

Those responsibilities, we've worked to try to realign them, to free up time for key team members, make sure low priority tasks are deferred to the greatest extent possible to try to avoid any delays in the project implementation. And so we continue to make progress every day on the project, but several milestones and deadlines have been missed and schedules were adjusted. We continually as those milestones are missed, we say, within the June go live, what can we do to reduce other timelines on future milestones and make up time and we've continued to do that until by this point any further reductions are not practical.

And I see that you have different slides. So there is so whatever you are showing now is not in Legistar. Yes. I will ask that you send it over to Chris so we can upload it.

We will absolutely do that. I apologize. We are still making I was still making some minor updates this morning. So the handouts in front of you should be accurate. And as soon as this file is heard, we will get that sent to Chris.

Before you maybe we can just pause for questions because you threw a lot at us. Yes. When was it known that we were slowing down on the timeline?

So I would say that we've always had an aggressive timeline and that if we didn't make all of our dates that that would be that we were at risk. We're kind of always at risk because we're always doing the trying to be as aggressive as possible. When we knew for sure, I would I would say several several weeks ago, maybe, I don't know, a month or so ago, I don't know, Bill or Nick, if you have that's about accurate.

Yeah. I think that's that's fair. Was maybe four four to six weeks ago.

So the intent is to share this as as quickly as possible but not until we know that we're trying as the executive committee and as the whole Workday team to make this date. So once we know that it's not possible, that's what we're bringing this forward. Part of this communication now is also to kind of cut to the chase at the end to fund this extension. We are not asking for any new resources but looking to take a carryover fund in the next budget cycle. There will be a request for carryover funds from from some DOA budgets in 2025 to help help fund this extension and so we want to provide this communication now so we weren't holding back for that that filing.

That's a smart opportunity.

You you also mentioned that there were some unexpected staff absences.

Yeah. Through FMLA or other you know, other long term absences.

So when the and that same thing happened with Accenture, right? But if they're if they're vacant or they have turnover, we have to pay them more to make up for it?

No. It would it would follow a standard either sick leave or FMLA process. So we don't that's on city staff when I've heard

of

temporary absences. I don't know that we've had any of that on the Accenture side beyond. And you said there

was turnover on Accenture also.

Yes. So we've had in some cases, I mean, the comptroller have a new elected comptroller from when project first started, the Director of Employee Relations. So those are some high profile leadership changes, but there have been a number of changes within just over time as well. And

any other questions for now? I'll save the rest of mine for later, but just want to clear those up. All right. Thank you. Okay. You are almost close to the yes.

Yes. So the true method extension, I want to talk through what that benefits us and how that time will be used. So there is several components. Data conversion is one that's one of our critical timeline items and so we have two weeks now left. We want to extend that to six weeks.

So converting legacy data in the HR and financial systems and third party systems. The next tenant that we build out is going to be this has to be the accurate data because it's going to be the production data at Golov. So we want to be sure that we get that right. Payroll testing, we have a number of weeks, want to extend that for another month because we run two cycles where we compare a payroll process in Workday to an actual historic payroll process in PeopleSoft and make sure that they match. We go through that twice to make sure that we have a high level of confidence that when we go live, the payroll process will work as expected and how it has previously.

Salary and department changes, I talked a little bit about some of the changes, new departments that we've had or salary changes that were implemented. Whenever we do that now for the beginning of this year, we basically have two systems. So we still have to implement those changes in Workday as well as in People Soft. End user training this time will allow us to do additional 30 unique training courses being developed and delivered in Q2 and Q3. So we have some more time for end user training and some additional items like that we were looking at doing post go live that we can maybe bring in now for departments or efforts that aren't on the critical timeline like a new health retirement account and enhancements to total rewards potentially could be implemented before go live rather than after go live.

And then security roles as well. The additional time allow us to do some fine tuning of who has what rights within the system and make sure we get that right.

Okay. And how much is this going to cost?

That's two steps ahead. We'll hope three slides ahead. I'll get to that. So the initial estimates for the project were before we picked a vendor when we first knew that we wanted to do a new system was 25,000,000 to $30,000,000 Once we selected a vendor at Workday, we've allocated just under $24,000,000 the project since 2024, spent about $22,600,000 is estimated. Should we have gone live in June to move to September, it's $25,000,000 So you'll see that's about a $2,400,000 cost to do that.

We have some funds in the project to get to between that $23,850,000 to 22,600,000.0 that are already allocated. There is an additional $1,500,000 above what's been allocated to move to September. So that's where we're looking at the Department of Administration 2025 regular operating fund and ERP, Enterprise Resource Management or ERP special account that have sufficient funds available to carry over that we would be requesting in the committee cycle. So I guess to answer your question, that's a lot of detail there. So the original budget was

$22.6 and now we're changing that to $25,000,000 $2,400,000 more. Right. $1,400,000 is available for carryover, but that's another $1,150,000 gap. Is that correct?

No. The original budget I should say the original. The total budgeted level up 03/26 was 23.85. Had we gone live in June, we potentially would have had a savings of about $1,000,000

Got it. Okay. So we are 1.15 over budget

extension.

I have questions, but I want to kick it over to committee members first. Any questions or comments on this?

I had a briefing on it already, so I got my questions answered there. I'm sure your questions will prompt further questions.

Fair enough. Is there a threat to moving implementation right up to budget season? And that's kind of when everyone's pretty busy in City Hall. And then going live right before we start budget hearings is going to be a very busy time for for City Hall.

True. I have some comments. I don't know, Nick, since you the budget director, might have some comments on that as well. So my comments would be there is unfortunately there is really never a good time to do this. The implementation based on how the process works has to be done on a quarterly basis just for reporting purposes and for some of the technical details of implementation.

It can be done on a quarterly basis. So we can do it at the end of Q1, Q2, Q3 or Q4. We've been looking at if we do say we have to extend it further into the end of the year, well, doing it at the end of the year would not be a good time because you have end of year close out and that's employee benefits and open enrollment is just completing at that time. So that's a very difficult time. If the April type timeframe is a difficult timeframe because we're busy doing end of year closeout in January and February, we're also implementing any again new salary or wage changes or HR changes associated with the budget.

So the budget fallout is kind of more so in the beginning of the year and a Q1 date isn't is difficult. The Q2 or Q3 is probably more appropriate. Again, none of them are really ever good for some of the reasons you pointed out for Q3, but we are still using PeopleSoft for our current budget in 2026 and for the 2027 process. So it will be there for that. I guess, Nick, if you had any comments on that?

Yes. I mean, there is different cadences of work in the seasonality to the work of the various departments involved in this. The budget office is busiest in September and October. And a lot of departments are busy then too with helping the budget office present the work. But I think and there is a budget module which we are sort of rolling out in parallel, but it won't be the actual budget this year, but it likely will have to be in 'twenty eight, the budget module.

This cutover is really about the HRMS and FMIS systems cutting over to Workday and the departments most involved in that cutover are comptroller, DER and ITMD. And so I'd maybe defer to them on their seasonality and cadence of their workflow whether I mean July is probably the best, but we're not going to hit July. September is probably better than January. But I would maybe defer to those department heads about when is the best time for this. But I mean the sooner we do it, the less it costs.

So that's my main motivating. As long as it's correct and not? Well, yes. To hurry up and do it wrong would in the long term probably cost us way more money.

Is there any are there any functions or any features in Workday that we had planned to implement that we're scaling back or changing what the city is going to be delivering?

Not substantially. There are some things that timing wise we're looking at doing as follow on.

So we're delaying some implementation of some of Workday now even further?

Well, no, not Workday. I would say things like integrations like we had initially planned on say one example would be the Public Works asset inventory system and linking that into Workday. Day. They are looking at a whole new platform. So we said there's and this is separate from the schedule, but it does help reduce the cost because we're not doing that integration and it allows people more time to focus on the core features. That one they are looking at a new asset management platform. So we've there are things that we'll look at as future add ons and improvements just as part of the natural process, but there is nothing substantial implementation that we're looking at not implementing at this time.

Okay. Mr. Dewayne. Alder Woman

Moore. Thank you, Mr. Chair. I just wanted to ask about the initial planning estimates and this is probably maybe for the budget director between the '25 and the 30,000,000 was that something you all anticipated just in case you went over what the city has allocated as far as the twenty three point eight five? Was there room sort of like well if we do go over, we we know that we need to stay between this 25 to $3,030,000,000. Well,

the $2,530,000,000 was an initial planning estimate. We. Yeah. We, I mean, we generally try. There's a balance between leaving wiggle room but not budgeting for wiggle room because if you budget for wiggle room on a big project, you're crowding out a bunch of other smaller projects that you need to fund too and the capital budget is challenged. So well, tell me again you're asking.

Just because I'm thinking of I think what I'm trying to get to is, so we would be at the 25,000,000 mark in September, right?

Yeah, which was the low end of the initial plan. Correct.

And so if for whatever reason, we need to extend again, you know, where are those dollars sort of, you know, is there space to get those additional dollars if

Not we're going go in the month or in the '26. So at '26 budget, the levels that are budgeted ending in the year '26, we're over by $1,150,000 to do this, but we think there's enough money in carryover to cover it in DOA. But if there were to be beyond September and we needed to pay bills in '26 beyond this $25,000,000 I don't see any other option, either contingent fund or contingent And obviously, we could budget more in 2027. We were hoping not to. The six year capital plan assumed it was over because we got a bunch of other new projects that either are starting or in 2027 or in future years, the DPW Municipal Services Building, capital Midtown Library, there's a longer list than that.

So there's other new projects that need to start. Obviously, if we need to keep budgeting for this, it's crowding that out. Not to mention all the other line items of basic keeping up with basic capital maintenance at all our city facilities. So the capital budget is going be difficult. This doesn't help, but it's a mission critical project that needs to be done right.

Yeah, I I would I would agree with that and if everything goes accordingly, we should be able to go live in September.

That's our current best case estimate. I mean, I I hesitate to commit to that 100% at this time. I mean, we're actively in meetings about well what if this doesn't work or how does that work. We're doing everything we can to make sure that does. And there are actually in the presentation some critical factors of concern required to meet September go live date.

So we have to stay. There's like the payroll testing that I talked about previously, we that's the first one was several weeks late, the second payroll testing can't absorb additional delays. The financial data conversion we're working with Accenture to build out a final tenant that would limit once that's built, we'll limit the time for city staff to do their testing. And then punch list, which are basically everything else we need to do in both finance and HR. There is a large number of outstanding items that need to get done in the next ten weeks or so.

And so we can, but it's going to require a lot of self monitoring, making sure the leads in each of those work streams stay on top of it. All of the constraints that we have with our day to day operations make sure that it fits in there. So if we can't meet any of those three or four critical paths, there would be a risk to extend past September. We're doing everything we can not to reach that, but those are some of the risk factors that we have.

Thank you. Okay.

Any other questions or comments? Mr. Chair, Alderman Spyker.

Just one quick question. I think I asked it during my briefing too. So I understand that some staff is bearing quite the brunts here. If you had to go live with the original date, well, it wouldn't have been possible, but extending it three months is also spreading out that burden. But just wondering what we're doing to make sure we're keeping on top of how staff is able to juggle both this work and their regular work and whether consideration has been made for bringing in extra people.

And I know you've said in the past, you really can't have anybody, but some of the core people doing it. So just speaking to the issue of burnout and what attention is being given to that.

I can speak to that a little bit. Yes, I think there are issues with staff being pushed to their limits. And I think we're asking a lot of staff, and I think they have almost to a person responded extremely well. But that level of effort, I mean, you're right, it can only be sustained for so long. And I think that's why we're pushing to get this project over as soon as possible so that we can sort of get out of the woods.

We are bringing on other consultants when appropriate and when it makes sense to sort of shift some of the burden, whether it's operational, sort of their day to day jobs or workday related tasks. We are we have done that. We've explored that. As far as does the additional three months, does that allow us to really take the foot off the gas? Not really.

Be And do some spirits as far as knowing that to we've got more that. Time and then the folks are concerned at the June go live date that we the system wouldn't be ready. But I think with the September go live date, that should give a little bit more confidence from kind of our key project staff that we will be have a successful go live. So I'm hoping that there's maybe some morale boost that comes out of it, I don't know if there's going to be a meaningful let up in the pace of the project.

Okay. Thanks. Okay. And we are welcomed by DER.

Good morning. Jackie Q. Carter, employee relations. Just to add to what controller Christianson said, I think the sentiment is while it may release some pressure, we still can't take our feet off the gas, right? We still gotta keep moving.

I think there's balance to be had because the same folks are still doing their their regular daily work and specifically with my team, there have been a lot of changes, a lot of things that they've had to implement in the meantime, which kind of slowed some of that down. I think we also have to remember that even if we bring on, you know, we talked about some additional consultants. One of the reasons that the consultant impacted the timeline is they still have to ramp up and learn our system. So that takes time as well. So I think it will add some time, but adding additional people, there's a setback to that.

And so we really want to have a balance of pushing forward with the work but also keeping that balance so people take care of themselves because that that's one of my primary concerns is that people are not burned out. We've seen some of that. People have had to take off unexpectedly and so it's better if we can manage this in a way where we can plan for some of that. So we're doing what we can and really trying to push forward. The staff is committed and we'll just keep pressing.

And if I could just add one thing, I'd really like to publicly acknowledge and thank everybody that's worked on this project, particular our project leads. A lot has been asked of them. They've stepped up and we're really proud of what they've been able to accomplish. And I think we're in good hands. We just need a little bit more time to bring this successfully across the finish line.

And we will hear more about that in our fund transfers in our at our next meeting in three weeks. All right. Alder Woman Moore moves to place this item on file. Hearing no objections, so ordered. Thank you all very much. Moving on our agenda item five, file 251,834, resolution authorizing the transfer of funds from the MPD Federal Forfeiture Revenue Contribution Account to the Police Department's budget. We have a substitute and Alderman Spiker moves to have sub A before us.

Did you want to sit next door? No, I'm fine.

Welcome, Chief Sarno and Director Egan. Good morning.

Good morning, committee. Laura Ingen, Milwaukee Police Department. First, I'd like to thank you so much for providing us the opportunity to run through our 2026 asset forfeiture plan. We presented a brief presentation to describe what this program is all about and to talk a little bit about our plan for 2026. The Equitable Sharing Program or Asset Forfeiture Program is a program that's run through The U.

S. Department Of Justice and it allows for the distribution of the value of assets seized where proof of that property has been linked to criminal activity and has been certified through a criminal conviction. Resources are only available to us after all legal due process has been exhausted and a final forfeiture is entered into the system. It can be a very lengthy process between when an asset is seized and when Milwaukee will receive a share of that particular asset. The program has four main goals.

The first and foremost is to deter criminal activity and also to encourage the cooperation and interaction of agencies to fight crime in the area. The third goal of that program is to compensate victims and finally just to administer that program in a manner that's of sound public policy and following program guidelines. As a local law enforcement agency, we are eligible to participate in the program. The amount of resources that are made available to us really starts from the money that is gathered through that actual forfeiture. There are various reductions to that amount.

So you start with the gross proceeds and various adjustments are made for, for example, third party interest, for example, if it's a property, if there's a mortgage on the property. Payment to victims, federal case management costs, various awards to informants, payments to experts involved in the whole criminal prosecution process that essentially results in a net assets available. Those net assets then are distributed based upon a variety of things that could be time spent on each of the participating agencies in the process or through an actual memorandum of understanding that those parties agreed to at the start of the case. Revenue from this program varies significantly over time and it's literally a matter of what is distributed to us through that process and it can be lengthy. So as you can see in this chart, you've seen revenue annually of about $200,000 in 2021 up to $2,000,000 in 2022.

And in 2025, we added about $1,300,000 to the fund. Our expenditures are similar and reflect essentially a year lag in what's available for distribution. So when we look at our 2026 plan, our starting point really is what the value is in the trust fund at the end of the year. So as of twelvethirty one, the trust fund had about $1,800,000 There's been about 40 some thousand dollars deposited thus far in 2026 and our plan is to use about $1,100,000 of that, which will leave an ending balance of about $785,000 That will remain in our trust fund and is available to us later in the year if an emergency arise or priority changes. If we would want to access that, we would come back before you with an additional resolution to transfer funds to our department's account.

Like past plans, you've seen how we've distributed our money, essentially various categories including community engagement, technology, general equipment and supplies, community driven equipment and supplies, contracts for services and our training and travel fund. So I'll just kind of go through briefly each of those categories. First starting with our community engagement. About 20% of our plan will involve the distribution of that revenue to support community engagement and projects that were initiated by various interactions with community groups and businesses. 180,000 of that is equipment and supplies and again through various community meetings, presentations, interactions with business improvement districts and neighborhood groups, Our captains have basically put together what they feel is added value to our pleasing operations.

Each

captain had the opportunity to have a wish list?

Correct. Every member basically can solicit input from the community and bring that forward to their captain who will then submit a request for the plan and we evaluate needs across the department and try to prioritize basically how we can best enhance the services that we provide to Milwaukee and Milwaukee communities and businesses. So within this category, we heard from various individuals including aldermen about the need for crossing guard signs, speed boards. There was a real common theme of traffic mitigation concerns that we heard, home security cameras, some firearm cable locks, cameras to help prevent illegal dumping and community security lights. The next category is really the largest.

It's general equipment and supplies that we as a department initiated. There's about 19 major projects within that category, including recruit Chromebooks for our Police Academy, various replacement of assembly chairs and office furnitures. We're going to focus on Districts 1 And 5 this year to kind of bring some of their office equipment and furniture up to speed. We have some additional equipment in our forensics lab, some fuming chambers and then also in response to some audit issues, we're replacing the cell toilet and sink fixtures in our gel in the Police Administration Building. We also have two main projects within technology, which is about $245,000 in total.

One is a redacting system that will help us be more efficient in responding to open records requests and also a cloud based management integration system that will basically help us interact with partners and be able to more effectively search data and data capture and perform analysis. Like past plans, we have a training and travel amount, including a department wide training and travel of about $90,000 and specific training for things such as our aerial assessment program, canine scent training, crash reconstruction, crime analyst training and training related to human trafficking as well. And then finally, we have our annual contract for facility lease with Milwaukee Urban Stables. That's about $108,000 and that basically provides the office location and housing of our Mountain Patrol program. So that is our plan.

I think you should have received and it's also in the file some of the detail of the actual equipment items. So happy to answer any questions that may come up during the course of the year as to progress or any questions that you might have today.

All right. Mr. Shank, thank you very much. Elder Woman Moore.

Thank you so much. Thank you all so much for outlining how these dollars are spent. I just want to personally thank captain Snarno for so one of our residents talked about the stop signs you know for crossing guards and he was very concerned that our crossing guards did not have an additional sort of source to help with pedestrian crossing. And so I reached out to I think I originally reached out to Lee and FPC and then got connected with you. And, you know, it wasn't a fight.

It was just like, okay, we will look into it. They got the figures together, stated that, you know, yes, we will got get some stop signs. I think he has I saw one in

his I was wondering if this was

showing up. I was excited about it.

Just so you could feel the weight

of it.

Yes. Because I think sometimes what

I mean That looks like a two handed stop sign.

It it is. So It is. So there

tell you to stop or not.

Right? The sign actually has to be in accordance with certain standards that are provided by the state and national transportation safety board. So what the citizen had relayed and he submitted to you which got to me some pricing for signs, it wasn't exactly I appreciate the work that was done but we also have to make sure that what they have is compliant with again the state and it's something that this is a piece of equipment that they're going to have to have that's going to have to withstand the elements and things like that. So.

Yeah and I just wanted to again this is where community gets involved when they're passionate about something it's just like hey can this happen. And I just wanted to just provide some gratitude to say okay yeah we'll look into it- and we'll see what we can do and so pulling those figures together and- supporting. You know our crossing guards many of them that are retired that are you know providing a service- I know that we- talked about one that was I think he was in his nineties.

Ninety nine

ninety yes that was still- coming out every single day- so we're honored to have those individuals but just wanted to provide some gratitude- to say thank you so much for not only listening but also also doing. The other quick question that I had is if you can dig into really quick, just wanted to know about the engagement piece. So I know that based on the pie chart, the community engagement piece had about 35,000. Can you share a little bit about what are some of those elements of what that looks like again for me? Sure. That is

an allocation of resources that will allow our community engagement manager to essentially help support some of the various activities we have in the city, it be National Night Out, the Haunted Academy, the MPAL program. Let me see what else we have within that category. Various pop up events and then just additional miscellaneous funding and recruitment related costs.

And that is usually enough because I know you all do national night out. I think every district has that and it's a huge affair. I've been to several of them.

Also do provide resources in the city's operating budget to support community events. We added a total of $10,000 in each of the police districts budget for community events in part because the asset forfeiture program will not allow for the use of those funds for entertainment and food. So we ended up moving that into the department's police districts as well as an additional funding of $20,000 available to again our community engagement manager for use throughout the year.

Excellent. Thank you.

I promise I will as much as the Chair of the Finance Committee should have one of these signed receipts, I will get it back.

Appreciate it.

So the

of the things in technology, data search, data capture, data analysis, these are all one time costs? Or is this something that's ongoing with the department? Or is this adding something new?

So we have moved away from creating kind of ongoing costs within asset forfeiture in part because there's such variation in the level of funding that we do receive. We typically will use asset forfeiture sometimes to start or to try a new initiative knowing that the ongoing costs will bear within our operating budget. So the Chorus Redaction project is excuse me, the Redaction project for our open records program is new and it will have an ongoing maintenance expense, but it will very much offset the additional time that it takes to actually perform that work. So we're hoping that it really does provide an efficiency for our operation to turn those requests around more expeditiously.

Mr. Chair?

Yes.

Really quick, just in regards to that, how much time savings could that happen? It

would really depend upon if it's a video issue or if it's a redaction of paper. So it does vary pretty significantly and we can provide some additional follow-up information for you on that in more Yeah.

The large burden for time, Alderman Moore, is with the video request. We get a lot of requests for body worn camera from media outlets, any number of other sources. So to redact the video that's requested and I believe the law requires you have to provide these as soon as practicable kind of puts us in a position, a difficult position given the large volume of video requests we have. This, like the budget director said, will make it more efficient for our people who are assigned to the open records division as we try to again identify efficiencies through technology that, you know, will allow more officers to be on the street doing what we want them to do versus behind desks focused on this.

Yeah. It's good. And then anything else? No.

Thank you.

Sorry to cut you off.

No, no, no. Sorry to trip you.

One thing that we have seen come back again was the contract for the Milwaukee Urban Stables lease. Is that an annual lease? So that lease is actually a thirty year lease that was developed maybe about

five years ago and it does require an ongoing lease payment to the stable. So we provide about $8,400 a month for leasing that facility. They obviously will pay their portion of any sort of utility expense and costs, but it's kind of a shared partnership with operating that program.

But that's a fixed lease for 30 for twenty five ish more years? Yes. There's no we're not going have to amend it at any time.

No. I can't project the future, but I would I know that a lot of time and attention was spent on developing that lease. So I don't envision any sort of major change that would provide a cost increase to us per se.

Going to be a fixed At the end of that thirty years, we, the department, will have the opportunity though to buy MKE Urban Stables at a very reduced amount. I don't know. I think I heard the chief of staff going to come on. I'm sorry.

I can't see the board. Is that

Mister Chair.

Alderwoman Cox.

Yeah. Although it's a thirty year lease, is there opportunity to amend? Part of the reason that I'm asking that is because this council under the leadership of alderwoman just recently, passed legislation, to restrict the ability of, ICE and other federal agencies from using city owned, property for the purposes of has deals with as well, trying to make that a component of the lease agreement. I recognize that the lease for the stables was done prior to this legislation passing, but the stables in particular, due to recent news stories that have come out has had, staging by federal agencies done on its parking lot. So, again, I know the lease started, you know, a few years back, but is it possible negotiate to be consistent with what we have passed into legislation?

Yep. And this is chief of staff, Heather Hoff for the Milwaukee Police Department. I can speak to that older woman cards. After the staging incident that occurred at the stables it was requested even of us MPD not to stage at that facility- there- is therapy that occurs there. And the sentiment of the nonprofit organization was that any type of staging of police would be inappropriate for that facility and the parking lot.

The same request had been made- to- federal agencies as well by the Milwaukee urban stables organization- so I am aware that that work had occurred and I can get some documentation to this council from the urban stables. I'm so while that particular property is leased and it's different than a city facility I do know the steps were taken. To forbid that type of staging on that private property in the future after that incident had occurred. And the second thing I just wanted to clarify is that yes indeed the lease agreement affords the city the opportunity to purchase the entire facility at the end of the lease for a very reduced price And so therefore I think when it was first contemplated That was the big sell So I'm not sure how easy it would be to revisit, I do know steps were taken by the nonprofit Milwaukee Urban Stables to forbid any type of law enforcement agency from staging on their property.

Thank you. Thank you for that. And if you could provide us with any of the documentation that solidifies that, that would be great. Mister chair, I do have a a question about a different issue about the community engagement piece.

The floor is yours.

For the 35,000 as allotted to the community engagement, I know years ago at the committee, we make sure that this money, went back to the very communities that it, kinda had to be taken from so that we find ways to integrate what residents might have wanted some of this money to be used for, all within whatever the guidelines are for what it could be spent for. The solution at that time was to allot a certain amount per, police district for them to survey in their own way, residents, to figure out the things that they needed in their particular areas. I heard you mention the now budget allocation and the things that the community engagement stuff would probably be used for. I guess my question is, it do you all see both the budget allocation and its 35, thousand out here as your way of still honoring that, or is is there no connection to, you know, what the citizens, from these different police districts may have wanted?

Well, if I might respond, in addition to that $35,000 $180,000 so again, a total of 20% of the 26 plan is our resources that really came from input directly from the community various community neighborhood associations and businesses. So when you look at community engagement, it's not just the $35,000 from asset forfeiture, it's the $35,000 plus that $180,000 for a total of $215,000 in 2026. And all of that again is on the equipment and supply costs are initiatives that came from a concerted effort to reach out to community members to ascertain what they felt would be best to enhance the operations of the department in their neighborhoods.

Is that something that you all are going to try to sustain year after year or is that just for this year?

No, that is something, older woman cogs, that we are committed to sustaining and growing based on the feedback we get not only from you and the rest of the alders but also the community as well.

Thank you. That's all I have at this time, Mr. Chair.

All right. Thank you, Alderman Cogs. Any other questions, comments on this item? Alderman Spiker moves to place this on file. Any discussion on that motion?

Actually, we

are Oh, we are. I am sorry. I jumped ahead. Alderman Spiker moves to place the substitute or moves adoption for the substitute for file 02/1834. Hearing no objection on that motion of adoption of the sub A so ordered. Thank you all very much. Moving on to our next agenda item, item six, two hundred fifty two thousand one hundred forty two, communication from the Office of Comptroller relating to the report on the Police Department Fleet Procurement Disposal Audit for the City Of Milwaukee. Welcome from the Controller's office.

Good morning. And

as you may remember last time, we wished Adriana goodbye and good luck on her future endeavors and she has since made the decision to stay with us as the city's audit manager. So we're happy that she we're thrilled actually that she's excited to stay

on. Back. That was a brief departure, but every I don't have anything. Welcome back.

Thank you. Thank you. So we will be I'm Adriana Molina, Audit Manager. We are going to go over the results of the Milwaukee Police Department fleet to procurement audit. The review was performed by Clifton Larson Allen with the city of Milwaukee oversight. So I'm going to introduce Brian Boguski. He will be going over the results. And Brian, I believe you are on. I don't know if I need to mute him or let him He's he's on mute.

Able to hear me, I

think? Yes.

We can.

Oh, there you go. And then you I think you could share your screen as well.

I mean, will at least first point out that

Yes.

You did not you did not text me about this sudden change.

Oh, sorry. So

the next time that we're I'm there, I'll make sure to treat you to dinner to say congratulations and welcome back.

Thanks.

With that out of the way, good morning, everyone. Hope everybody is having a good Wednesday afternoon. Let's see here. Entire screen. Just window.

Okay. So everybody should hopefully be able to see my screen now.

Yep. Go ahead. Please proceed. Hey. Hi.

We wanna keep we wanna

keep the presentations brief to highlight. Yep. This is already in the file. Correct?

Absolutely. No. That's perfectly fine. Just to kinda reiterate the team, Jim Kreiser is the overall engagement client services leader and principal. I'm the engagement client services manager and been performing a lot of these internal audits since inception. We also have Cheyenne and Erica who are part of the team members. So quick down and dirty, what we did was we focused on the Milwaukee Police Department's fleet procurement to disposal lifecycle. We looked at their collective procedures, organization, governance, and also some of the tools that they use in a day to day business. Part of our procedures were also to do a sample based selection. We looked through any new assets that were procured through the audit period.

We also did look at any disposals that occurred during the audit period. In addition to that, some of these assets such as motorcycles, vehicles, etc. Do we have to go through maintenance? So we did look at the maintenance procedures, how often it goes through maintenance, is the maintenance tracked, is it logged? So we did go through the policy, like I said, the policies and procedures.

We did verify that any new asset procurements are invoiced. They're leased or they're acquired in accordance with the established guidelines and processes. We also did look at the assignment of those assets across various departments within the police department itself. For example, if it's a motorcycle, it went to a specific department. It didn't go anywhere else within the city or to another department that it didn't belong to.

This scope, of course, was limited only to MPD assets as well as the fleets as we did not perform any procedures for other departments. All in all, we noted one medium level finding slash observation through our procedures. That finding was we reviewed the budget and finance SOP. We did determine that there was some lack of detail specifically around fleet and equipment purchases and also a formal process outlining all steps and approvals for acquisitions. We also did note that the policy did not mention anything for updates of inventory.

We did make the recommendations to the MPD to have that SOP updated. MPD did agree and they do have a timeline of getting that completed right around September. So if people do think back to some of the earlier FNPs with the some of the other departments that we looked at, that September timeframe is really going be right around that time that our team is going to go back in and do sort of that aftercare and say, okay, this is what the timeline was given. Just wanted to follow-up and see how things are going, see what's been remediated and also follow-up in the next month or two to say, hey, how are things coming along? What can we help with? What can we support? Where can we offer that guidance? With that, any questions?

Any questions from committee members? Thank you very much for the brief summary and I will ask the department to give our reaction and confirm the timeline.

Thank you, Laura Angen, Milwaukee Police Department. We appreciate the efforts of the Controller's Office and their consultants in helping us to continue to improve our operations and we've agreed to make some more detailed adjustments to our standard operating procedures as it pertains to the procurement process for our various fleet operations. And we intend to have that completed by September.

Can you talk to a little bit about the process now, why we weren't tracking inventory like that before?

No, we are tracking all the inventory. The finding was really more just to immobilize that in our SOPs to provide that detail.

So we're doing

the work but we didn't have the policy established on how we're going do it?

We have the policy. It's more just layering that into actually our formal SOPs for the department.

Understood. All right. Well, thank you very much. Thank you, Alder Woman Moore. We will move to place this on file hearing no objections so ordered. Thank you all very much. Thank you. Thank you. Moving on to Item seven, file 252,006, substitute resolution reserving and appropriating $1,600,000 from the 2026 Common Council Contingent Fund to the 2026 damages and claims Special Purpose Account and reserving and appropriating $250,000 from the 2026 Common Council Contingent Fund to the 2026 Outside Council Expert Witness Fund Special Purpose Account. Welcome,

City Attorney Goyke. Good morning, Mr. Chair. Evan Goyke, City Attorney. I am joined by Tawana Swanigan, our Business Office Specialist Administrator, lots of titles and responsibilities.

Should we start with the Budget Office first?

Sure, if you would like. This would be the first proposed withdrawal from the 2026 contingent fund budgeted as it is every year at $5,000,000 So take it down to a little over $3,000,000 Angelique Pettigrew has been working closely with city attorney Koike in Tawana and the city attorney staff on their likely estimates. I think it's safe to say, what are we, it's April 15. I doubt this will be the city attorney's last request. But these numbers both for outside counsel and for settlements are the are likely disbursements that imminent. And for more details, I would refer you

to various closed session discussions at Judd Lake likely. Yes. And if I can, Mr. Chair, for context, did resolve a large case at the 2025. We used some we kind of bifurcated payment of that settlement.

Doing that was, I think, smart fiscal management. It avoided borrowing and then the long term cost of that settlement, but it immediately punched a hole in the $20.26 damages and claims account. For the outside counsel expert witness, SPA, we have, I think, five open contracts with outside counsel. We have really tried and I think have succeeded on reducing our reliance on outside counsel because of capacity issues. We have conflicts that arise where legally we have to have outside counsel.

And then that SPA also includes expert witness expenses and it is in my opinion good money if we face a multimillion dollar lawsuit to have our expert. So we've got to have we got to fight fire over fire and if plaintiff is bringing an expert, we should have one too. That also includes costs incurred in proactive litigation. And so we are actively as a plaintiff engaged in a number of different cases and some of those cases have expenses that get pulled from that SPA. That expert witness outside counsel SPA I think has an annual budget line of $120,000 And so that can get spent down fairly quickly, especially if the litigation expenses

are high. Okay. Any questions from committee members? Chair, one question. For

the budget offices, our twenty twenty six damages and claims fund SPA, what was that funded for?

I believe $2,500,000 which is a slight increase from historical levels, but still obviously not nearly enough.

Yes. Okay. All right. Thanks. All right. Any other questions or comments on this item? I do appreciate the e mail earlier with more clarification. Okay. Alderwoman Cogs will move adoption of file 252,006. Hearing no objection, so ordered. Thank you so much.

Thank you. Thank you.

Moving on to our 10:15 agenda. We are only six minutes minutes behind. This cadence will also continue in licensing in a couple of weeks just for anyone watching. But file item number eight on our agenda, file 252,061, communication from the Department of Administration, Budget Management and Analysis Division regarding vacancy requests, fund transfers and equipment requests. Interrupt me.

Property tax levy supporter positions under Schedule A, Department of Administration Purchasing, Office Assistant, three. City Treasurer, Teller. Fire Department, Battalion Chief, Fire Captain. Captain, Fire and Police Commission, Research and Policy Analyst. Mr. Chair. Alderman Spiker.

On the Research and Policy Analyst, this is a vacancy. Somebody is leaving us. Retirement. Of? Of Barbara Cooley or? Yes. Alright. Thanks.

Best wishes to Ms. Cooley. Moving on, health department, public nurse, three microbiologist, public health social worker, three Department of Neighborhood Services, building construction inspector, two positions. Police department, custodial worker, one captain of police assistant chief of police, inspector of police, police services police services special investigator, office assistant two, custodial worker one. I did have a question for MPD.

We've had a number of custodial workers on this agenda. There are still a lot of vacancies. Is this a chronic position or is there just a lot of turnover? We've had vacancies still unfilled since November 2023.

Hi. Good morning. This is April Wandu, human resources supervisor with the Milwaukee Police Department. And yes, these vacancies are due to the high turnover for the custodial worker position.

So is the I mean, there are a lot of vacancies in the police department. It's a big department. We that. But are there any special circumstances, any special recruiting, any changes that need to be made to fill these positions? Or do we just not want to sweep?

Well, when we do recruit, we are getting eligibility list for the custodian worker positions. A lot of them are just resigning and transferring to other city departments. But we are getting a robust recruitment.

Okay. But retention isn't robust?

Correct.

So does the department have a plan to address that?

I can get back to

you on that. I'm unable to speak to that at the moment.

Sir, sure, certainly. Okay. Thank you very much. Then continuing the police department maintenance assistance to positions, police facilities laborer, crime analyst, forensic identification processor. Mr. Chair? Alderman Spiker.

And the Assistant Chief of Police, is that Chief Weldner, AC Weldner?

Yes.

Okay. Got it. Okay. Thank you.

All right. Moving on to DPW Infrastructure, CADD and GIS Technician three DPW Operations Division Vehicle Service Technician four, Special Equipment Operator two, Vehicle Services Technician four, Operations Division Director, Urban Forestry Manager, Inventory Control Assistant two. Moving on to nontax levy supportive positions, Department of Compliance and Engagement, Contract Compliance Officer. I believe we have a file on that later on. Health Department, Public Health Educator two, Public Health Nurse three, Public Health Nurse three Police Department Police Services Special Investigator DPW Water Works Program Assistant three Communications Assistant five.

Mr. Chair? Alderman Spiker.

Sorry. On DPW ops, the urban forestry manager, do we know who we're losing there?

Good morning, Alderman. This is Chuck Schumacher, administration manager for Department of Public Works. That was a position that became vacant upon the appointment of Frank's Alzheimer to the urban forestry district manager position. So we're back filling a vacancy due to a promotion.

Okay. Thanks. Any other comments, questions on this item? Alderman Spiker moves approval of file 252,061. Hearing no objections, so ordered. Moving on, item nine, file 252,062, communication from the Department of Administration relating to of changes to certain single or sole source contracts or contract amendments. Welcome Ms. Kelsey. Come on down.

Good morning, Committee Niemburgs. I am Delisha Moore, the procurement manager for the City of Milwaukee purchasing division filling in for Rhonda Kelsey. There are five contracts in this file today. The first contract is with the Milwaukee Police Department and Abaccent LLC doing business as Abaccent Leasing. The contract number is E21405.

This is a vendor service contract for Rubric Foundation Software. The contract total is $983,721.06. The term of the contract is 01/31/2027 through 09/30/2030. We currently have a contract on B17553 with the vaccine for rubric rubric services which will expire in 01/30/2027. Although the contract term for this contract does not begin begin until 01/31/2027.

The first payment was negotiated for 05/01/2026 to avoid the additional cost of a lease agreement under the original proposed sixty month lease, the cost for the same rubric services would have been $23,788 and 42 excuse me, cents per month under the negotiate agreement, the total cost is $22,357.29 per month resulting in savings of $62,969 and 72 month dollars over forty four months. Upon expiration of this contract, service continue continuity, I'm sorry, will be maintained through a new contract established through a request for proposal, the RFP process. MPD will utilize rubric software to protect critical data and maintain operational continuity, the platform, automates secure backups of key information including body camera footage, dispatch records, and internal databases. In the event of a cyber attack, hardware failure, or other disruptions, Rubrik enables the MPD to quickly restore clean and uncompromised data. Rubrik was deployed and to support both on premise and cloud based operations within the MPD's data center.

Because the system was not originally built on an annual basis, an amendment was later executed to finance it through the Heartland Business System and a lease arrangement is no longer necessary as annual payments are now permitted.

And we'll we have the detail on the file but we're just we just want to go over the recaps Not the recaps, just the listing. So if we have questions, will jump in.

Okay. Thank you. The second contract is with Milwaukee Police Department and Case Guard Inc. The contract number is E21743. It this is a vendor service contract for safeguard redaction software.

The contract total is 1,030 I'm sorry, $137.04 $0.09 and 60¢ and the contract term is 04/15/2026 through 04/14/2029. The third contract on the list is with the office of the comptroller and Baker Tilly US LLP. The contract number is E21840. This is a vendor service contract for workday pre implementation review for go live which is scheduled for September 2026. The contract total is $92,280 and the term is 04/15/2026 through 07/31/2026.

The fourth contract on the list is with the Fire and Police Commission and Saint Norbert's College Incorporated. The contract number is E21796. This is a vendor service contract for citizen satisfaction survey of police services. The contract total is $87,131.84 and the date of award is 04/15/2026 through 12/31/2026. The fifth contract on the list is Yeah.

Alderman Spiker.

Good to see that the citizen satisfaction survey is going to run again. I think we're doing it every other year now. Didn't we didn't St. Norbert, the Strategic Research Institute, didn't aren't they the ones that have been doing it? I saw this was a new contract.

Yes. They were. They did it in the past, but this that contract expires in 2024, I believe, but yes, they did the work and they're going to continue to do the work.

Okay. Just wanted to see if there was any change there. Okay. Thank you.

Okay. The fifth contract is with the Milwaukee Health Department and Bruker Scientific LLC. The contract number is E21702 and this is a vendor service contract for Maldi, Biotyper, Cyrus, CA system, and annual maintenance. The contract total is $78,957 and the term is 11/30/2025 to 11/29/2028. And that concludes the contracts.

That last one is no longer on the list for the LGBT community center.

Yes.

I know the answer but would you provide us why that's off the list?

So, per the advice of the city attorney Andrea Fowler, the decided that they were going to contract I'm sorry, they're going to issue a grant agreement. And so this file will come before you all next month.

Got it. All right. Thank you very much. Any questions on the item before us? Hearing none, Alder Woman Moore moves approval. Any objection to that motion? Hearing none, so ordered. Thank you for that. Ms. Moore, I think you're staying with us for the next one, item number 10, file 252,063, communication from the Department of Administration informing the Finance and Personal Committee of waivers granted for certain single sole source contracts or contract amendments?

Okay. Yes. This on file has four contracts. The first contract is with the Milwaukee Police Department and Minnesota Elevator Incorporated doing business as MEI Total contract number is E18557. The and this is a vendor service contract for elevator maintenance repairs and testing services.

The contra this is the third amendment to this contract. This amendment will increase the contract total by $500,000 from $1,224,852.09 to $1,724,852.09 and will also extend the contract term for one year from 02/23/2026 through 02/22/2027. The second contract is with the Milwaukee Police Department and Haas Incorporated doing business as Haas Alert. The contract told, I'm sorry, the contract number is E21672. The this is a vendor service contract for 80 digital alert service software and hardware systems.

The contract total is $167,520 and the contract term is from 04/15/2026 through 04/14/2029. The third contract is for the police, I mean, I'm sorry, the fire department and is with Locustion Systems Incorporated. Contract number E18845. This is a vendor service contract for maintenance services, prime alerts slash cad voice system. The this is amendment one to this contract.

This amendment will increase the contract total by $60,000 from $129,624 to $189,604.

Alright.

And the last contract on in the file is with the fire department and Wisconsin Statewide Health Information Network Incorporated. The contract number is E1, I'm so I'm sorry, E21600. This is a vendor service contract for Wisconsin Statewide Health Information Network wishing data sharing. The contract total is $158,480.60. And the term is from 12/01/2025 through 11/30/2026.

That's all.

Alright. Thank you for that. Any questions, comments? Hearing none, elder woman Cogs moves to place this item on file. Hearing no objections, so ordered. Thank you so much. Welcome. Item 11, file two five two zero six four, communication from the Department of Employee Relations relating to the classification studies scheduled for City Service Commission action.

Good morning. Andrea Knickerbocker from the Department of Employee Relations. I will summarize the recommendations from the April 8 City Service Commission meeting. In the Department of Administration, an epidemiologist senior, this is a position of authority that moved over from the health department. In the Department of Public Works Administrative Services Division, this is a new position from this year's budget and our recommendation is a DPW Financial Administration Director in pay range 1QX.

In the Health Department, there are two positions of a community outreach specialist and those are being repurposed. The recommendation is FIMR coordinator and an FIMR case abstractor, both in pay range to I'm also in the health department there are community health administrative specialist three positions, there's four of them. And changing the title to be a more generic title with a number of underfills and there is no pay change recommended here. In the also a new position of public health youth practice in the health department. At the Port Of Milwaukee, Milwaukee, repurposing a position of Administrative Assistant three-two and Administrative Services Coordinator and that is a vacant position.

Chair. Alderman Okay. Spyker.

I guess for the DPW position, I know that was in the budget. I guess the question maybe for the department is how we survived all these years without because that pay range 1QX is a pretty high paying position, 132,000,000 through 191,000,000 So what's changed that we have a need for this given that we survived all these years without it?

Morning. Joe Crutchey, Commissioner of Public Works. So that's the problem as we survived. So as I've had the role now for nearly four years and we run nearly a $500,000,000 budget including capital and grants, etcetera, The goal is to make it more efficient. I have accounting personnel all over in different areas.

And so for sense of efficiency and also reporting to the budget office and also this council, I am doing the work right now and I am not the financial guru that I should be in this role. So this is actually going to help create efficiencies long term for the department. We're so large that I'm trying to consolidate and as we're going go through the future budgets, you should see some reductions in other areas because of efficiency. So yes, it's a high paying position, but we should also have someone with the experience and possible CPA to basically deal with a $500,000,000 budget every year.

Okay. And budget office concurs, you don't?

Yes. We see a lot of value this position could provide in terms of the ability for DPW to organize their own and communicate their financial information.

And I know we had this at budget, but obviously there's a ton of stuff with DPW at budget. So I just wanted to have a chance to ask about it now that we're getting more focused. So thank you.

All right. Any other questions on Item 11 or comments? Alderman Spiker moves to place this item on file. Hearing no objections, so ordered. Moving on to Item number 12, file 252,143, communication from the Department of Employee Relations, amending the salary and positions ordinance relating to the Department of Compliance and Engagement. What's that? And classification of the director of the Department of Compliance and Engagement. Saw Interim Director Read in the hallway. I don't know if she's on her way in or she's on the Board. Okay. Well, Ms. Knickerbocker?

Yes. The recommendation for this new director of this new department is pay range one and x. There are a number of reasons for this recommendation. The changing from a division to a department is significant in that the position no longer has the administrative oversight of a larger department and is now responsible for all of those duties and responsibilities. Also, it would place it comparable to the election commission executive director and to the community wellness and safety director.

I should note that in the leadership report in 2024, what is now the community wellness and safety director and what will be the compliance and engagement director were classified at the same level. And then based on difficulties with recruitment and retention, last year we took a look at the Community Wellness and Safety Director and changed the pay range. And so just some background information. And the significance of what these positions do for the city of Milwaukee. They have similar impact and accountability.

Okay. Thank you for that. Questions from committee members? Chairman.

So I know the council passed a resolution to basically direct DOA to help out with some of the back office stuff for this new department. What would be the recruitment? So recruitment rate was 97% before, would it be 110% now at the bottom of the range?

Yes.

Okay. All right. Thank you.

Any other questions on this item? Hearing none, Alderman Spiker moves to place this item on file. Hearing no objections, so ordered. Thank you very much. One more from DER. Two more. Two more. Item 13, file two five two one four four communication from the Department of Employee Relations amending the salary ordinance to provide incentive pay for the positions supervisor and property manager in the Department of City Development.

Yes. The recommendation here is to add an incentive pay for the property management supervisor and property manager to have a real estate broker's license. And that really assists with the department with the duties and responsibilities.

Mr. Chair. My question for that is does the city then help pay for the cost of that broker's license?

If the employee uses tuition reimbursement for any of that, it would come out of the tuition reimbursement fund.

Okay. And then is the employee prohibited from using the broker's license outside the scope of their city employment?

That would be a question I'd defer to the department. The recommendation is because on an ongoing basis, these positions are working with selling real estate. So I don't know if some of them are from the department wants to weigh in on that.

There anyone? I don't see anyone from DCD, but maybe they'll be able to jump on here while Alderman Spiker asks his question.

Yes. No, that's a fair question, Mr. Chair. If somebody gets the license and then uses it outside, if we provided incentive pay for them to get that. I guess my question was why we went this at this and this is just a clarificatory question, why we went at this with incentive pay instead of requiring the job to have this requirement that you have a license?

Just to give some background, when we did market studies for these positions, we did add the incentive for a couple of other positions to have this incentive to increase the knowledge of the employee and assist the department? It seemed like at the time, it seemed like the best approach. Do you have a specific concern?

Yes. Just wondering why you go at it as incentive pay to get it rather than making it a requirement of the position if it's so important that you have it to exercise your expertise in that position. If it's that important, we're required rather than incentivize it.

And I think the answer would be it's not exactly it isn't a minimum requirement, but it's definitely helpful. So in recruiting for the positions, they have found people that can do the work that don't have that license. But again, it increases the person's knowledge and abilities.

All right. I'm not sure that answers it, but that's close enough. Thanks.

Mister chair. Alderman Alderman Cox.

I think that's a legit question for the department to answer but in my limited knowledge of real estate, I would guess that it will severely limit the pool of applicants if you made it a requirement instead of an incentive.

Okay. And we're still waiting for someone from the department and.

I'm why Steven S. Armstrong is on the board.

Bless you. Miss Armstrong, did you hear the question? Ms. Armstrong, we can't hear you.

Saw she unmuted a minute ago, but.

Miss Armstrong, we can't hear you. Okay. Anything else, miss Nick and Brocker?

The only other thing I'd add is that in terms of these kinds of licenses, we do deny them for other city titles. And these would be, I think, the only ones that can be and use tuition reimbursement for it. So it is an issue that we manage.

Okay.

About mister?

Alder Wilming Cox.

I do think the chair's question about the utilization of it outside of the position if we do do tuition reimbursement is a important one for DER to be aware of in the event that we do get some money with the with the license. What I what I don't wanna see is the whim of the manager or whoever deciding whether or not or there not being some written policy for them to be able to follow as it relates to that issue. So my hope would be that there is some kind of policy. And if there isn't, it may need to be one created just so that folks are clear when they take on a position whether or not it could be utilized outside the office. I'm not advocating either way.

I just think it should be clear, though, for the staff person.

Alright. Then I see Vanessa's turned her video on, but I do see that Sam has joined us. Okay. We'll

Alright. I apologize. I was having some technical issues with Okay. The audio. I know that there was a are you able to hear me? Yes. Okay. All right. Thank you. I know that there was a question on if someone with the real estate brokers or salesperson license can use that license outside of the work of BCD.

And we have found we got an opinion years ago from the ethics board that we cannot outright prohibit it, but the work of being a real estate salesperson or broker outside of the work of BCD is a conflict just because of the hours of work for our department and the amount of work that it takes to complete those activities outside. So, for those that are working in real estate in the real estate office, they do not practice real estate outside of DCD in the city of Milwaukee.

Sorry, but we're specifically talking about the property management supervisor and the property manager in DC.

Okay. So is it the question that does that apply to

So Are

you asking specifically for those positions?

So if we're so this file asks for incentive pay, should those positions hold a broker's license.

Oh, got it. Okay.

And the question is, there be a conflict or a prohibition if the city is incentivizing an employee to have a license? Is there any restriction for them to use it outside of their employment in the city?

So that applies to all of the real estate office that we cannot prohibit it, but the real estate staff do not practice real estate outside of the city. The reason that we're requesting this incentive be added is because currently in the salary ordinance, those holding a license for the salesperson's license currently receives an incentive and the broker license is the license above salesperson. So we wanted to to be consistent with the other positions in DCD Real Estate. So we wanted to add that option for both of these positions too if someone holds the higher level license.

And clearly, estate law changes. That's why those occupations are licensed. Regulations and rules and practices in the industry change year to year. It makes good sense that our people are also up to speed on that. Any other questions on this item? Mr. Chair, Alderman Smiker?

The question I had was just why it was felt that we should incentivize the pay here instead of requiring it to be part of the position? Alder Cogs gave a reasonable answer to that, but just wondering what the department's position is.

Sure. So some of our positions require certification. So for example, the real estate sales specialists, those that are actively selling city real estate, they require a real estate salesperson license. Other positions, it's not required to complete the duties, but having that license does benefit the position and it provides skills and knowledge helps and aids us in the department. So that's why we're requesting it to be to incentivize it but not be required because it is beneficial for the positions in real estate.

Okay. Thank you.

Yes. Thank All

right. Any other questions or comments on this item? Alderman Cogs moves to place Item 13 on file. Hearing no objections, so ordered. Item 14, file two hundred fifty one thousand seven sixty, communication from the Department of Employee Relations amending the salary and positions ordinance relating to clerical or administrative corrections.

And that is what this is, is corrections or, you know, things that just weren't in there before and should have been.

Okay. Any questions on this item? Alder Roman Moore moves to place it on file. Hearing no objections, so ordered. Thank you very much. Item 15, file two five one thousand eight hundred ninety three, substitute resolution authorizing attendance at convention seminars and other travel. We've taken a look at what's in the file in Legistar. Any questions on that? Alderman Spiker moves adoption of file two five one eight nine three. Hearing no objections, so ordered.

Moving on, file six item 16, file two five two zero six five, an ordinance to further amend the twenty twenty six rates of pay of offices and positions in the city service. This reflects earlier files. Alder Woman Moore moves passage of item number 16. Any discussion on that motion? Any objection? Hearing none. So ordered. Item 17, file two five two zero six six, an ordinance to further amend the twenty twenty six offices and positions in the city service. Also reflects earlier files. Alderman Cogs moves passage of item number 17. Discussion on that motion? Any objection? So ordered. Or any objection here? None. So ordered. That concludes our business for today. Thank you all very much. Stay dry.