Thank you Mr. Chair, Mr. Chairman, thank you Mr. Chair for calling. Thank you Mr. Chair, Brian, now are you just 25.
Thank you Mr. Chairman, thank you Mr. Chair for calling.
Thank you Mr. Chair for calling.
Mr. Chairman, thank you Mr. Chair for calling.
Thank you Mr. Chair for calling.
In the county and nine of them don't use the program at all. So it's a very top work for my constituents to step in on the choice.
That's all I appreciate. I hope the program shows, I guess, picks it up and runs with it.
What does the commission support in assistance for IDI and IPEC? What does that support in assistance of IDI and IPEC?
Well, this been a deputy mayor, a choice was highly engaged in the formation of the perspective of PIC before, an executive director.
And we contracted out last year for legal counsel to help us navigate all the water associated with the state statute.
It gave us a very small timeline once an executive director first to create a board and get moving on that and so that we support that.
And they're now supporting a way through the statute now that they have a board and place.
They have the executive director. I believe they have a deputy director or soon will have a deputy director and are already moving forward with the guidance or referendum.
IDI is some funding that goes to IDI to help them through the D&D, I believe that's the transport portal for IDI.
But they also have a fundraising arm by IDI that also will support the robbery.
So what is the vision of when does I IDI have become funding assistance?
That was the goal.
But it's just a little over a year old I believe and some day have a chain of leadership here recently.
They're learning that new leadership.
You get adjusted to that new leadership and then they're also focusing now on the foundation more.
A lot of them the chief of staff there is is responsible for trying to fund days more and help them become more self-conclusion.
Veteran service office.
I'm very happy to hear about the jobs we're finding.
I'm curious.
So why?
Because I know it's labor in the agenda and it's a question I ask every year is the Office of Equity, Lung, Inclusion.
that seems like something they should be doing, they're doing things that they claim to do,
that engaging with underrepresented groups. So, is it because they are not doing that
or why, I mean, I mean, I'm glad it's happening. I just don't understand why. To me, it seems
like we've hired somebody else to do because somebody else is doing their job. That's that's
my interpretation. So why does that happen exactly?
So, veterans, services, officers that serve our city, are working the federal government to
bring back federal dollars from the place that they're making with the VA. So, that's the majority
of their work. I think the goal of the work that you've heard about with IMDV is to people that they're
needing to work for those resources. How can we help them when they get job with IMDV? So, I think that's
the most important thing. Yeah, I mean, I like the work and the outcome, I think that's a
great goal. I just, in this one of my criticisms of the other part that it's something that I don't think
that focus on not. And so, I guess I'm glad somebody else is doing it, but it's certainly one of
the criticisms that that's on their circles. Every year, they come here and they talk about something
for its families and people with disabilities, specifically. So, that's why I asked. And then my
final question is, is there? So, having gotten through the contract negotiations and everything else,
last year we saw a production in the max spent, and now it's going back on. And I asked last year,
so last year, and we had any efforts that were trying to undertake with sex technology to try to
automate any of that, to try to reduce that, because that was in a pretty substantial increase.
So, it's relative to relative to the city coming here, but it's relative to the city coming here, but it's
one of the items that feels like it could be all made in the summer. Now, you can play it in the summer
and it'd be pretty strong in the summer soon. So, this is the first budget that those contracts that we talked
about last year are in there, so that's why you see the larger increase in being both years
show up in the budget this year. In terms of automation, we're accustomed to use usage is going out
significantly, which is helping take off the workload, some from the mayor's representatives on the phones,
but I think that the human element of the masses have been used, but we're going to continue to use technology
to improve and support our representatives. Thank you. President Oruis. Thank you, Mr. Chairman.
Thank you both for your leadership and goodness here this far in the conversations that we had prior to
tonight's meeting. A question about the education piece. So, we celebrate another successful year
at the Circle City Readers we get for reducing those dollars, and we say that our priority is
evenapolis Public Education Corporation. How those two play into each other, you're reducing your
celebrate in the end is of a priority for 2020, 7. Help me connect with that. Yes, I do talk about last night
controller before you all talked about the core government services. One of our residents expecting us to
serve and provide them that. When we did that exercise, we did look at some particular
years and say, give this something that nobody else can provide. And the answer was, school districts could,
and we've created that playbook that school districts can take on now. And I think the
arpid dollars that we've used in the past allowed us to create a really strong program. So, I think it's a
different function as you know, and you know, I mean, a lion under a fondly leader, a little bit different
then. So, I think as our path to use to work, I think that's something that should be encouraged by,
not only IPS with the charter schools. And, Matt, second, second question, I know you haven't had much
time to process this, but the vote last night, how does that impact the conversation this
moment forward? So, I think we've had conversations, the hard decisions we've made in this budget,
really aren't impacted by the vote last night due to different funding sources, right? We'll be able to
process these time on rooms. And so, you could not use that only to now fund things like several
speakers. So, over, okay, take out leaders. I'm talking about budget overwise. So, now you get to
free up some other dollars that you guys are moving around and now you have access specifically for
road funding. How does that? Those additional dollars impact your budget? Are we freeing up dollars to
down, go back and fund other priorities? Like, what does that look like? What does this shift look like?
The money that we set aside in the budget, the $10 million was for the match. The message and then also
the fiscal money that we set aside that when we were engaging in budget conversations before tonight
and before last night, we asked the representative of the council what their priority was and their priority
was infrastructure. So, in last night, what occurred from counselors, what's at their number one
complaint? It's infrastructure. And so, that's the case, just because we had a disaster money from the
wheels asked. It just means we had a woman and had to put in her roads. Okay. And so, we had adjusted the
budget, whatever infrastructure as we heard last night from multiple counselors is your number one priority.
Removing that infrastructure money, putting in something else doesn't, it also doesn't help
each or one priority. And also not knowing what that money will come in to us from the state at
in June of next year. We may need that to knowing that all are still to meet the state's match.
Thank you. Thank you. Councillor Boots.
Councillor Boots. We get a raise your hand. Highly discerning.
Yes, sir. I'm blind. Yes, sir. I'm looking on slide 16 in the priorities and outcomes.
We expect a quality of life issues, but that's a dollar figure. You tied to the item that is
issues. So, I'd like to tell you about living in the city's family. So, there's a number of issues
that's similar to what you think about the airport. So, it's not a disaster. Okay.
And, can I connect my dots? How does I beg? Help the citizens of my district,
do you have the more side? I think it's over IPS and charter schools within the United States.
Okay. And then on that one slide three, do you have any way we can get that or charted with all the names
and services that you possible? Are we going to work on that? Thank you. Thank you. Thank you.
Councillor Neuson. Thank you, Chairman. As one, and thank you, Chief, as the mayor and the
director of the meeting here, I actually want to just quickly follow up similar to what I know last year
and the presentation. There was a mayor's office budget that wasn't being used to support
contract or I've had. So, the budget authority, I actually know this because we don't
work very closely together on this, but is it just being used to kind of offset
other chair of the one or character three expenses in this year's budget? I know before I was
being used, I believe it was. Former Chief Parker said was for previous deputy mayor's role
and I just was curious where that budget authority was making the whole IPAC report. Yeah,
it was used to take offset the contract. That there was a different appropriation of $45,000 right
character three. So, the mayor's office has always had character three. What's the early last year
and to the ambition? It was used for the contract to get the aligns off the ground and then I got off the ground.
So, next year we don't even have it all. But we did see a decrease in how much of it.
Yeah, $45,000. That was decreased that a character three. Yeah, I think I misspoke and that was
being used for the aligns. I guess that I have the facts. Yeah, so I'm excuse me. I just want to also point
out that I do, I really appreciate one of the structural changes to the mayor's office budget
which is going in M&A and VSO. I think that's one of the things that's like, I don't know anyone
who cares, but I just think it's structurally a good government thing to better align
what the mayor's office is doing and what BMS is doing and what OPHs are doing and that that's just structurally
a really good idea. So, I wanted to say that things were doing that small, but important for
I think government transparency. So, thank you. And then, I'll be sending something to the controller.
I just want to say once again, thank you for collaboration. I'm putting this together.
As I said on the floor last year, when we voted on the budget, we're in year two,
we'll be a dramatic change to local government finance. State of Indiana,
but one of the largest city in the state of Indiana. And so, I think fall across.
You're going to be continuing to say it, you know, if you have the privilege of continuing to serve in the future,
like we are just in the back of the beginning and we don't know what else could change. If you listen to the controller
last night, one of the things that we didn't know until we were working on, it wasn't state block change
because of the per contribution. That was $15, $15,000, just like that. And it just goes away. So,
we're in this ahead. I know we have another year and a half of this term, and I just want to say I appreciate that,
like this is not easy stuff. And I appreciate that. I don't think you're going to have a good time.
Thank you. Thank you, Chair. Thank you. Any other councillors have anything to discuss with anyone who
the public where it's speak on the mayor's budget. So, you know, thank you. Thank you.
Up next is Abby Hanson.
I think it's going to intermix, but both of 233 want to do that. How do you guys want to do this?
Yeah. Do what you think, because the proposal of 233 is part of this, right?
Yeah. So, we'll start with 236 to intermix our adjustment.
We're going to present on three proposals. We'll stop between, but I have to make her with me that we control her who will help me when we get to the end of that to group of presentations.
So, this presentation, hopefully, at this point, seems very routine and worth. We have done this, I don't know, we're going on like five or six years.
So, just as a reminder, we are, this is the first step of the two-step process for us to make an adjustment to the left, for you's great, but the goal being that we want it to be as low as it possibly can be to spin down the money that we have in a supplemental fund without taking this action, which is set there and couldn't do anything.
So, the first step, authorizes the city to reach out to the Department of Local Government.
Finance for their approval to make the rate reduction.
So, if we approve this, then we will come back for round two and actually make the rate change.
Just remind her on how income tax apparently works for a little bit longer.
We start with certified distributions, that's the big amount that the state says you're going to receive.
Then those are distributed to these different buckets.
Those buckets are set by the city County Council based on the rates that we have, the status from here.
The next and then state statute dictates, which units of government receive those received distributions from each rate type.
So, we are talking about the levy freeze rate tonight.
So, on the levy times, you can see what the rates are currently adding up to 2.02 percent.
And on the right, with this proposal, we are still at what citizens pay is still 2.02 percent.
What we are not even in adjustment to is how we allocate the revenue from that 2.02 percent.
So, again, this is a similar comparison that I'm actually looking at the rate.
On the left hand side, it we did nothing.
We would add money to our, we have a fund and extra fund balances associated with the levy freeze indexes of what we need.
If we do the rate shift that we are proposing, we will spin down the fund balances that from the spring supplemental that we received.
So, we will spin all of that and we will spend about half of the fund balances that exist right now.
With 20, 28, the final year, the levy freeze is going to even exist.
Basically, just so, how much money are we going to have?
We split it out over three years and just re-burning the rate down each year to account with that.
Do you want any questions?
Thank you. Any other questions?
Any other questions?
The levy freeze goes away and what that looks like for human profits?
What does that look like for us as we can look at future budgets?
Most importantly, are we communicating with two taxpayers in this position that we have to make in the result of that.
So, the levy freeze exists because in 2009 and 2010, the state gave local governments the opportunity to forego growth in their property taxis.
Because that was what that for the property tax cast were impacted and never looked.
Again, kind of really looking for what was the one.
So, we chose to raise our income tax, keep our property taxes flat.
That no longer exists.
Anywhere, like the ability to do this doesn't even exist.
So, we distribute this based on the levy that people did not like the extra levy.
They could have collected but did.
When this goes away in 2029, people will be able.
I shouldn't think people.
Units of government will be able to increase their property taxes back for the amount that they gave up in 2009 and 2010.
So, units of government will no longer be able to be flooded again through property taxes.
And as far as the rest of the income tax goes.
So, the legislative thought, like that's the decision that we all have to make together, is to point out to the right rate.
Is it something different?
And what those buckets are totally different than they are today.
Thank you.
I appreciate your knowledge.
Thank you.
Councillor Neillson.
Thank you Chairman.
Thank you, controller.
I will say that this is part of the best way you can explain this so far.
I really appreciate it.
Just all of the stage direction, because this is a, is not something that's easy to digest.
It really is.
And so, just well done every year.
It's a little bit.
I think at presentation, because it's very challenging to present so well done.
So, on the, on the question, kind of following up from Councillor Welles or the conversation you were having.
So, when the local units are then able to capture the Webby freeze on the property tax time.
Is your understanding of SB 11210 that that money would be affected by the circuit breaker?
Yes.
So, we would also lose that.
Yes.
So, you will be able to let me, I think, 50 million is essentially what our let me freeze.
And now is we will let you for 54.
We won't collect it.
So, so, so, so, so, so, so, okay.
So, as we're looking at the list structure, we would need to be able to structure in a way that also doesn't.
It also compensates for any circuit breaker losses on the ship.
It's definitely something we need to keep in consider.
Okay.
So, I, I, when you said that, I did not realize that's what it was doing.
So, that's very, that's really important to now.
So, thank you for that.
Thanks, control it.
Thank you, Chairman.
Any other councillors?
Questions or comments?
Yes.
Seeing any, any work in the audience would speak on proposal 276.
Seeing an entertainer motion?
Assembly.
Second it, all those affairs say aye.
Opposed?
Thank you.
Now, you should get to say that, right?
That's correct.
All right.
Who's doing 243?
Where's it now?
We're going to do that.
We're going to do all of this budget presentation.
Okay.
And then we only have one slide on 248.
Okay.
I trust you.
Okay.
We're going to start by giving you a little overview of what
this office looks like or a structure is.
And it's a fun picture of the museum.
So, we have board decisions.
And as I walk through your chart, you will see the work they do to serve other agencies in the
Part of the Bureau largely in internal service agency.
First is the budget team.
It is shockingly small, but mighty team for the size of our budget.
There are four budget analysts, two budget managers and a budget director.
They develop that $1.9 billion.
Next, we have the financial reporting division.
They oversee grants, regulatory, which is like cash management, that management, financial reporting,
who oversees our external audits and the constitution of our financial statements.
And finally, we have revenue recovery who serves as the civil collection agent on the DLC and the desk of the city of the county.
We have a few of the resources team who oversees benefit, talent, training, employee relations and
compensation.
And then finally, we have the administrative and real estate division, which is made up of real estate,
risk, purchasing, and archives being the newest division.
But now, at this point, a couple of years old.
So, this is the purchasing team.
These are the interns that worked with the archives in the Indiology program and helped with some of the work
that was done during long memorial.
We're having a recovery team, Jordan, our archivist working on some artifacts that we have.
The talent team, a job fair, again, recruitment of our job fairs.
And then the budget team.
So, currently, at 69, people on our staff with 17 managers and one position that we're working with bill.
Our staff is a majority female, and I'm pretty proud of the diversity that we have on our team.
The other two other things I'm really proud of is that we have a 38% internal promotion rate.
We really have some pretty good upward mobility within our office.
And we also have a pretty strong employee retention, our team on average has six years of tenure, which is very helpful.
And these complex financial environments that teaching people all the time how the systems work.
So now, to go to some of the ways that we do engage with the community and do outreach, hiring is obviously one of those categories.
So, the HR team has attended 23 job fairs in 2026 and has six more scheduled for later this year.
They also have participated in employee and these modern apprenticeship program, where we have posted a high school student for multiple years.
And it's helped on the HR team.
Our archivist has launched the in theology program, internship program.
This is the second summer doing it, and it looks a little differently.
The first summer, but it's a great opportunity for kids to get experience into either say kind of a niche area that you don't always have opportunities to experience.
Financial management.
On that realm, we are excited to announce that we submitted our first popular annual financial report, which takes a 217-page really dense annual report.
And it stills it down into 21 pages of graphics to explain what our financial situation was at the end of 2025.
We have submitted that for GFOA's government finance officer association award program.
And if you receive the award, we will have received three of the four awards they offer, which would be really exciting as we do.
Participating works very closely with OMSWD to do vendor open houses and strengthen business relationships and informed local XPE vendors about contracting opportunities.
Along that same day, they've also rolled out an online being portal, which we're going to mention a couple times in this presentation, because it's a big exciting update.
But it provides a better opportunity for XPE vendors to ensure that their big documents are actively filled out.
And people are getting disqualified for like just administrative errors that were unintentional, but those things were kind of happening.
And then finally we have expanded our community outreach opportunities through our kind of division.
And while they aren't open for walking customers in 2026, they have given 40 tours to 116 people in 12 talks or programs for out the free to 842 people.
So this is a slide of some of our accomplishments over the years.
The first two at the top are obviously things I talked about last night are documents.
And how they want awards.
We have also collected 44% more interest and budgeted.
We have increased people's participation in defense of driving and ocean training.
So trying to reduce some of our safety issues.
The launch of rapid procurement management was on the portal.
I was mentioning, we've also implemented another software system in the previous area that allows driver.
Any city county where you get an accident, they submit an accident report.
We're just going to help us increase our insurance recovery rate and also just track information about like, are we having the same kind of accidents?
Or are we going to train certain, you know, staff if there's trends in our accidents?
Okay, sorry, purchasing has had a 60% increase and their vendor been workshop training.
So people getting better, getting trained on how to bid for contracts through the city.
We've had an increase in our archives tours.
HR is extremely proud that we've had a 150% increase in our 457B involvement.
So people taking advantage of their retirement opportunities.
And they also hosted the third annual talent showcases here.
Okay, so the O&T, the real 16 also oversees a lot of the ongoing capital projects that are occurring.
It's kind of fun just to have a picture that here in remind you of the things that we have recently completed or are on the way to completing.
So we saw the waste garage which is open to complete.
The housing hub is not sure that beautiful, but it's the whole of the ground which is better than not having a hole in the ground.
The next thing is getting prepared for INP to make their move from downtown districts.
I think we have two of the fours done.
I don't know, we're in the process of getting all the fours done that we need to make that full move.
And then another, which we're easing.
Priorization 20 is looking great at 32 has officially opened.
And then finally, the animal care services that open during this year.
So our 2027 priority goals are, basically put them in two groups.
So, focusing on how do we name use data to make better decisions? And so, the first two bullet points are things I've already mentioned, but, you know, tracking accidents figuring out how to make better training decisions there, and inform our programs that we do.
HR is working pretty diligently on trying to find ways to automate and digitize their processes, and so that's things like putting union increases into our payroll system ahead of time.
So, having someone like type in 3% over and over and over again, because that was what we were doing. And it was, it was a lot of manual work, and so we're making improvements there.
Doing some paper form, automation, just so that it's like rest paper was pulling throughout the city council.
We are going to continue working on the compensation package of days, things that we've talked about over the last several months, and implementing those now as things have passed.
The council process, I like the, the most recent one last night was the passage of the second chance option for, for employees.
Because of a fiscal this spring, we received, oh, if I'm receiving $100,000 to do facility assessments from more of our facilities, we are slowly stepping our way to a more comprehensive capital improvement plan for our buildings and our vehicles.
It is a huge undertaking of getting these facility assessments gives us a place to start.
And then the purchasing team is working on measuring procurement savings and just ensuring that we are kind of in line with what the industry standards are.
And our financial reporting team is.
And we are working on the application and the information reporting.
And the example of that is the paper.
Yeah, we just don't mess.
We're probably learning the financial report.
We've talked about that with every time.
Okay, so then the other thing that we're doing is, you know, focusing on how do we expand access and engagement with either with the other employees that we work with this in this building,
or how do we make it more.
Our idea and information more easily accessible to the public.
So again, beyond my procurement platform.
We still have a dream of a customer service center on the first floor of the city county building.
It's been difficult to get there requires movement of some agencies and that's been a challenge, but ideally we'd like to have one stop shop for people to be able to go to.
And I think most people in the eyes who work in this building have written in the elevator was someone who has no idea what where there's supposed to be on in.
And I really said, but that's what this would address some of those challenges.
We are working on publishing an enterprise wide accounting and financial policy manual, which would just lay out what the expectations are for purchasing.
Like appropriate use of government funds and how account companies will just make sure they're doing things, you know, firstly, across.
Continuing with the HR team to expand knowledge and access to our benefits that people are taking and being the job what we offer.
At home, an HR trying to focus a little more on extent interviews or being able to do extent interviews.
We really struggle with, you don't always find out that someone is leading until they're already gone.
You've lost the opportunity and so trying to get that information sooner is something that's been working on.
And then, you know, trying to continue making the archives more accessible.
Now, we're finally at our budget.
So, since the end of that 13.6 million dollars.
And I will talk about each, each character individually.
Talk about revenue first.
So, we collect revenue in two ways.
Our revenue recovery division is a political election agent for all state agencies.
We are expecting to collect 530,000 dollars in fees in 2027.
And then, secondly, the purchasing division is responsible for our purchasing credit cards, which generates a rebate.
We're expecting that to be about 50,000 dollars.
We are the recipients of four grants at this point in time.
The Jag of Lords.
So, on this table is what grant we were awarded, the total amount and the project dates.
The Jag of Lords are from the Department of Justice.
And they supplement the operational budgets of our law enforcement criminal justice agencies.
So, what then has been, like, a central holding area for a long time.
But we grant that money power, then, to the criminal justice of public safety agencies.
The $20 million dollars is for the little bit of your shelter from HEPA.
And we had a Department of Transportation grant that is allowing us another way to assess our public property for redevelopment and opportunities to...
Basically, identify persons with lands that may be have a better and higher use than possible.
So, character one is going up by 1.2 million dollars.
Our 2027 budget will fund 72 positions.
We have 69 now, and we started the budget process.
We have 72, so filling the original 72 positions.
And then, allowing us to hire three positions that have been vacant for some time.
But we did have in the past.
It will also fund the 3% COLA, health insurance, increase, changes in, just assume changes in health insurance elections.
Set in great.
And frankly, we just had a higher retention in our staff than we assumed we were going to.
And so, this is right-size in our future budget essentially.
No change to character 2.
Character 3 is going down in the general funds slightly because we have ended a software contract for grant management that we enter into under ARPA.
It was helping us communicate and process claims for our many sub recipients.
But as we've closed that down, we weren't using it anymore, and so we decided to end that contract.
There is a change in state grants and drug free community.
We had a shift in additional $50,000 of the drug free awards to be paid from opioid, because the drug free revenues are continuing to perform very poorly.
The opioid funding gives us an opportunity to not impact that grant.
And then there's no change to federal grants or capital asset.
There's no decrease to character 5 to the character OCC.
Charter 5.
And how do we have to answer any other questions?
Thank you, every any counselor or a well.
Thank you, Mr. Chairman.
It's a good moment.
I think on the public safety, I'm just going to need to know that I've been really touched on.
We have to ensure that the OCC funding goes to appropriate places.
And I really have to just be that transferred.
That that needed to happen.
But people are here to be really touched on that.
You're continuing not only to listen, but to do those that are difficult work.
Thank you.
Thank you, Mr. Chair.
Question on the one-year-old points of 22% increase in defense of driver training.
I guess on the other hand, it's going to be where we have to do an ad job.
And then we're in better or like, what is it?
How would we have 22% to do an improvement?
I guess what is the metric?
Do we are we not getting 100%.
What is that number?
Mr. Wander?
Thank you.
Sorry, thank you, members.
The Council.
My name is Brett Wanderer, Deputy Controller.
I'm over the administration and the risk management real estate in several other areas.
One of which is defensive driving falls into our safety management effort.
We've done a lot of work on our workers' compensation to look at what causation we have.
We have on injuries moving vehicle accidents.
This is one of those things we feel like we can impact.
And a few years ago we rolled out defensive driving.
We're also doing that part as part of vision zero and that effort there.
We also do take home vehicle training and safety on that front as well to try to make sure that we're getting
drivers that are acting safely and not having injuries while in the car.
Saving both torque claims and work comm costs.
Yeah, that part, I love all.
But like what is the 22%.
I guess for some clarification, like in my day job, that number is always 100%.
Because when they just, it's like sexual harassment training here, right?
We hit 100% on the number.
Like in high day job, I would not complete the training.
I couldn't drive on the car.
So what?
Where do we get to?
Okay, I'm sure we can come up with numbers for you.
I don't have the tip of my mind.
My mind's.
I don't know direction.
Yeah, but directionally what we've had is we've taken several departments that do have
take home drivers and try to make sure that all of them are taking depends of driving.
New employee orientations people are coming in if they are actually a driver.
That's a core mission of their job.
We're rounding them towards depends of driving.
And we have our safety manager come up.
I got to think so.
So are there still gaps in people?
Image like core part, but like,
couldn't we get to where 100% of the people that drive a city county vehicle would go through that?
Like is that it?
We're trying to get to that point with all new drivers coming in.
Obviously CDL drivers have their own program.
And we're handled a police and fire have their own programs that they work with.
So this is really more of our civilian base.
And I will say defensive driving has also had a drastic reduction in our accidents.
Particularly at department of business and neighborhood services.
We've seen those those accidents that were just routine.
Fender benders go down quite a bit.
It's just being more defensive behind the wheel.
Okay, great.
Thank you.
Any other questions?
Councilor.
Thank you, Chairman.
I just wanted to make comment.
It's just one of the Mayor's office.
I'll be great.
Just to thank you.
Councillor.
And now I know you all work extremely hard.
And I'll point out is that we work on this.
And then you have like three days to put all this together.
So that's this point.
I really want to emphasize.
And I think something that we should consider figuring out.
I think it's all a little more relief.
So you're not working through the weekend as much as possible.
So I want to say thanks.
I feel like I have one other question.
I don't remember.
So.
All right.
Chairman.
All right.
You don't want to be the audience.
I'll like to speak on this presentation.
I'll say now.
Now because of 243.
Yes, sir.
That's enough.
Sorry.
So good evening.
My name is Janay Rale.
And I'm Sarah.
I think you can control over trying to report in this county.
For your evening, you'll talk about proposals at 243, which is requesting that we approve to renew the city's existing investment policy.
The current policy and the expires to the members of this year.
And in state wall requires that local investment policies need to be formally renewing every four years.
There have been no changes since I've been before you back in 2022.
The last time you reviewed the policy.
And just a little bit of the history of that ground.
The city first formally adopted our first and best of policy is 2014.
That is following a change in the state wall that allowed municipalities to invest public funds for periods that are greater than two years.
But less than five years.
The policy also strives in the city's financial management practices.
That's great.
And credit for the agencies to view formal investment policy.
And we have the primary objectives of the city's investment policy, which are in priority order.
So number one, the most important is safety.
That's protecting public funds from the investment.
We want to put in for losses.
The second is located with the need.
So making sure that we have enough cash on me and to pay our bills and pay our employees on time.
And then third is the rate of return.
And now when it's off to the right of the screen here, we're going to help up the investment.
We're not really allowed to invest in it.
So under all, we are only allowed to invest in the securities that are backed by the United States Treasury.
So that's including the last treasury notes, the treasury bills, agencies, government backed by market accounts.
And then stay authorized local government investment pools, such as trust in the end.
Which is a local government investment pool.
And that's the pool.
That was three years ago.
First of all, thank you.
And it's run by the state pressure.
We are not permitted under law.
Investments, stocks, or mutual funds.
Down in the way.
Because the type of market.
Big coin or any type of cryptocurrency or any type of foreign investments.
This goes back to the number one objective, which is which is safety.
And that's who goes to my presentation.
Thank you.
Anyone want to have any questions or comments?
Of course we do 43 accounts per day.
Thank you.
I do an arrow for the record.
I'll go and ask.
The related to the primary objective of liquidity.
The orders office.
So in.
When.
When everybody puts.
Envoy system to people solved.
And there is their terms.
Essentially everything.
But they.
I'll wait for.
I'll wait for the record.
So.
The.
My question is related to the primary objective of liquidity.
The.
Auditors office.
Regardless of what when people enter.
Envoy system.
Into.
People saw.
31stsh, not 30, 31st, whatever, they don't use that, they pay everything we need.
Do you have an opinion on that practice and how that affects the equity of the housing,
the same issue of the life of the new government.
From theüküze, United States I appreciate the consequences of the time you have a purchasing
of time in process, they probably didn't make it much.
Now whatever it is, electronic language piece and then,
I'll electronic the pages much we can.
We are not doing whatever the private sector company does.
I'm actually, you, Nelson, when I think of it,
but I would say, who might be a little surprise
that we still send a lot of paper checks.
So, as that is part of it, I think they are looking
to go to more ACH's and automated payment processes.
And I think that is something that they could think about.
I don't know, yep.
You're right, this is right, those terms are important
and for, you know, cash purchases, if you have 30 days,
that 30 things you can pull on your cash longer
and, you know, for being a higher investment return on your money.
So, it's something that they should take into account.
They are moving toward a more electronic environment.
With that, they'll, right, of course,
you want to get your business a timely, you know,
we're moving into the 21st century,
getting your way from checks that can be.
So, when it's now, cybersecurity is a big thing for this.
So, they have to ensure that they have a proper procedure
to place when going to electronic to ensure that when vendors
are sending their bank information and that when they're buying
that is coming from, you know, the correct person.
And you, and the other stipulated on how much the quality that might make
available to a city for you, for you, use the software properly.
I mean, I need not having calculations
to my knowledge, I need some of it, for you.
Yes, it's really good in the time of the age of 22.
So, think about D.V.W.
That would be a really good agency to look out
when they're making large construction payments.
We're just large construction payments
to our vendors being a trash collection.
So, it's really going to vary on agency to take a seat.
Thank you.
Any other questions, Councillors?
I'm just closing.
Seeing none anyone in the audience, so I'll speak on this.
Seeing any intergeneral motion.
It's similar.
It's going to move and second it.
All those things, they're going to say aye.
Aye.
Opposed?
All right.
Thank you.
Hope to see you some other time.
I hope not.
You're not going to be back when the manager is.
I'll be back when the manager is.
Aye.
How's the answer?
It's about to be put into the school.
Office of innovation, the office of equity.
Thank you.
When is the first thing?
I'm 26.
Twenty-nine.
I'm 25.
I'm 27.
You're 25.
Thank you.
Good job.
You're so good.
That's like number one.
Oh, what?
Oh, yes.
Five.
One.
I didn't desk.
One.
Are you ready?
We're just wondering if we can make it.
You are.
You have the floor.
You're so good.
The 2014 company's money has been recognized.
It's the anniversary of equity officers.
But you also have that many employees.
I was through, at the college 25.
I said, I'm excited.
So our agency, the Office of Equity and Learning, who needed to establish in the fall of 2020,
which is my number, helps to even see the line of their systems and culture to finance
that's opportunity and belonging throughout the Indianapolis and throughout the State County
enterprise.
Who used by folks in law, on the board, in the others, being operations and innovation,
data evaluation, strategies and learning, and thinking of being culture.
We have a small team, it's myself, you first, the equity officer.
We have an equity training manager who needs our training portfolio, the training city
company staff, all right, we get an analyst who lets us look at a collect data on staff
and the graphics, something like our programs, and figure out how to use it to improve
processes.
We have an annual access program manager who oversees our main logistics program, as you can see,
we're across that, but we're ready to go ahead.
I wanted to touch three of them to see kind of demographics.
Now, this is a three drop quote from our website.
You can have a online dashboard that you can access on a e.gov.
It has real time, a lot of cases data.
So if you go on there right now, the numbers may be a little different than this, but even more
of where these are the less, the overall, this is where I started on my racial agenda
in economics, where the City County enterprise.
And I want to talk about a couple of these representatives.
And then I'll put a couple of questions for you.
So I think it's the beginning of their discussion right at the end of it.
There's a lot of people getting to the two things I really want to highlight.
When we look at our race and gender demographics, our, our,
well, appears to be a gender disparity.
You look at this chart, which is looking at over 7,000 employees across the City County enterprise.
In appears, as though we men and the reports, I don't know where we're going to do.
Now, I would feel that if you're walking throughout the City County building,
it does not appear that way.
So there's to this drop and see what's for us.
And a little experience, first of all, the data are showing.
And I think a major reason for that is because this data is collecting it,
when in the building, as well as I at P, I at P, D, D, D, D, W, D, N, S.
So some of those requirements and some of those fields just are skewed part,
I believe, more male and female.
And so that is going to shift a lot of our numbers.
I think the same thing is sure when you look at percentage of men versus women in higher paying jobs and in leadership.
So I just want to keep that in mind as you're looking at this.
When we look at our racial demographics, on the whole, the City County enterprise,
roughly where the city of Minneapolis, the American County,
when it comes to balance of black versus white employees.
We do see, we are lagging some when we're looking at Hispanic,
or Latinx employees in the Asian employees compared to what is represented in the City County enterprise.
So by that I mean, our workforce looks a little bit less like the City County,
our residents, our communities on average, when it comes to representation for Hispanic employees,
and Asian and African-American employees.
So that's something else that we can take note of.
You also see that this period of representation,
racially when it comes to salaries, other employees,
and percentage of employees are actually particularly, particularly when black versus white.
So I want to call that as well as something to know.
And then there's a couple of questions that we can be thinking about,
because again, there's a lot of directions you can go in.
We have to set it in a lot of ways to parse it.
So some questions that I'm holding now are by council to hold as well,
how we can improve on butterfly lines in RA,
Hispanic and Asian communities here in the Indianapolis and American.
What strategies could we consider to ensure a more balanced racial and gender representation at different levels,
okay?
And do those strategies need to be different for different agencies in the markets?
I don't know, but it will make sense to have one broad strategy that will cover everyone.
And so we're going to have to think about these challenges that would affect
DPW that might not affect or if he in the same way,
or might not affect or if I'm in the same way.
So what about we need to think about that, right?
And then finally, how do we balance and understand what is local versus what is societal, right?
For example, I gave here is that if you look at the percentage of people that are graduating
in the engineering degrees that are awarded, about 20 to 25% of those graduate
with engineering degrees and then if I was winning,
then only about 5% of it identifies black.
Right?
So that is a societal challenge that is going to impact us locally as well.
And so how do we keep that in mind without just giving up the same,
that's all it's going to happen.
But recognizing in many of the issues you need to in the,
but how do we still address it?
And so I don't have interest for all those,
and that there are formal questions we can ask about black or just things
that can be holding to start their discussion.
I want to talk a little bit about our community engagement outreach.
Again, being a small agency, a lot of our work is focused internally
on the city county enterprise workforce,
and what we do get into the community zone this past year,
a lot of our, just focused on the launch of our birth funds,
which as you may remember is our maternal health initiative.
And so we worked with external partners,
our brief project, the international partner,
the Indianapolis Foundation, being a local partner.
And we're going to raise over 3.2 million dollars,
that is going to 150 local moms in American County,
to help combat infant mortality and race that you can have a couple of years.
And so we do a lot of community outreach to learn about the challenges
that moms are facing in different cities,
in case by high infant mortality rates in the county,
to help craft our program,
and then to the launch of the program,
we get out of use to make the aware of it,
and encourage them to sign up when it holds out in the last fall.
We did outreach for by design, which is initiative,
that we're doing in conjunction with the mayor's office,
as a result of a grant we were seeing about two and a half years ago,
to tackle economic and equity in the community office in American County,
and so we were creating a host of programs,
that we were going to explore or enact,
helping to a little bit easier to develop communityapolis,
and as a result, to understand what the need to offer
our community members, we hired a consultant this year,
and who they're going to talk them to.
Listening sessions felt Indianapolis across the county,
they didn't want to want interviews and stand on a survey,
and so we didn't give real time feedback from residents.
They helped us understand how they're defining what,
so we know what it is and what it is and what it is into them,
and also to help hear from them what some of those barriers
were to build them in and use that
to begin to think about what policies we might be able to pull
as local government.
And the organization was launched last year
called the Black Cultural Collective.
This is from, they started,
they're not called the Cultural Collective.
This is an organization of local artists and
the story is a community member,
so they come together to support our community inapolis.
Former Deputy Mayor Judith Thomas was instrumental
and helping them come together and begin doing that work,
and what she left,
I helped to be meetings and they are now independent of us
and off the ground around him,
but we still try to resolve all of them just to where
of how they're doing.
And then finally, in the two and a half years
we were three and a half years up in here,
and in the meeting group of leaders that work with
agencies, organizations that serve LGBTQ2 plus organizations
and individuals here in very many counties.
And just gathering them roughly quarterly to understand
the needs of those communities and ways
that the city might be able to better serve those community members.
Talking about the progress we've made,
so I mentioned the launch of the birth party.
So again, being able to bring together local partners,
national partners and raise over $3 million
from the South American Foundation,
the Glick Family Foundation,
Elephants Health,
and Indian Acceleration as well as other national funders,
and small individual donors.
And all that money is going directly into the pockets of
Montserian Marine County.
They give us kind of how they want to get it.
During their second, their time is just a pregnancy,
so by then they need it.
And those payments continue monthly for three years.
So we are in the very early phases of this program.
We launched an November,
one cohort,
second cohort was enrolled in December of 2025.
So most of the babies,
of those 150 have been born now,
and the rest of this year,
we will be collecting that.
The city's contribution outside of staff time,
so that initiative,
and convening is paying for their cost of devaluation.
So we're contracting with the Regantry Institute,
which I would like to present in my character,
three-spend,
July, it's a successful program.
And we'll be evaluating metrics related to
the infant and maternal health outcomes,
and also economic outcomes to understand
if these direct cash patients allow
moms and families to gain better access
to quality nutrition, better access
to consistent or reliable transportation,
better access to quality education,
higher employment, higher salaries,
things of that nature.
So another two and a half years,
we should have all that added.
We're going to talk about the totality of the impact,
but we'll begin to get some of those reports now.
We've also been working to support the role
out of a lot of our company culture initiatives,
which include a company culture surveyed
that went out last year,
and the implementation of the recommendations related to that.
We've done training for the in-appliced
fire department, fire generation,
local community members,
participated in the onboarding sections
through human resources,
as well as done sessions in their lead fellowship.
We're here today with training
to roughly 240 unique individuals
and by the end of the year,
we anticipate having trained 300 city-counting
enterprise staff members.
Main lessons we're learning are that
we want to continue to collaborate
further with TVW's Office of Disability Affairs.
We read the event of collaboration
this past year in 2026,
and I'm going to do a show that
and then we want to continue to support our employer
research groups.
We're continuing to define two of our processes
on that front to figure out ways to make those successful.
2027 priorities.
So as I mentioned,
strengthening the ERG capacity,
maintaining our training capacity and cadence.
We want to continue to work with council
and we've all related to this year
to do a pass-alignage access ordinance,
though in that kind of thing,
which access program
more highly visible and engaged with.
And we're also continuing to figure out
how to identify how much money
we have in the budget to support things
like translation and interpretation,
and then continue to keep where that money lives
within the community agencies and departments.
There's this confusion about
if we have money,
if so, where
which agencies have contracts
for translation and interpretation,
which don't,
and so you've been working diligently with OFM.
To clear that up,
to gain a better picture,
so we can continue to get back to the part of the leadership.
So that you can then
prioritize that translation and interpretation
and interpretation surfaces.
And the final thing we want to
launch a second cohort of the work
on this year,
we're talking about you,
and you've got to play the end
to their community,
and impact investment funds.
We have our financial presentation
within Mondey.
And so,
figures across with it,
so every single funding from them
and all another cohort of Mondey's
is a met program later this year.
And then we also have an outstanding grant
desk with the Indianapolis Foundation
to launch an advocacy cohort,
which would be an unmanned program
in which we take about nine to 10 moms
that are currently involved in the work
fund,
bringing them in to get training
on advocacy,
paid to the most sci-fi
to, if I just take in advocacy efforts around return to health issues and issues.
We are hoping you achieve this year. So having over 200 pregnant persons and families supported to the birth funds, being able to really begin a push for vital document translation of the county documents, in the Spanish station pre-all, for me, is here to go down.
Having 50 new attendees to language access, women hours, and up or four new staffs trained on inclusive leadership skills throughout the enterprise.
And briefly, I do want to mention, I'll give that a second.
I'd like to. Our budget by March is not much different from last year, so you can see a slight increase in care for one spend.
We have the same number of staff, the same positions, the same people that $25,000 increase is made to a cost of living adjustment, the seven-grade adjustment in a slight change in health care homes.
Care to two has not changed. Care to three, it looks like it has changed substantially, so I wanted to call this out because if you're preparing my budget last year to this year, it might look drastic.
We noticed an error in great funding that allocated to our agency last year.
There's about a hundred and ten thousand other grant that we had quoted to our agency that we had never applied for that wasn't really the ours, and so that was represented in what was presented to you last year.
So, in reality, our care to three spend it went from two hundred and thirty-two thousand last year, and increase some two hundred and eighty-two thousand this year.
And most of that increase is due to the contract we have to re-instrict this year, and then in twenty-two-seven, which will give about a hundred and thirty thousand dollar payment for their evaluation efforts.
Care to four of them is the same care to five years off of slight decrease, so overall our budget has seen a slight increase of sixty-five thousand dollars this year.
Before I get to the questions, I just want to respond briefly.
How's the pain of the US about why we don't do more run veterans affairs?
So, I appreciate the question. I appreciate your commitment to serving veterans.
I think that's something that we care about on the top with Dr. R. I saw a lot about.
I do want to remind the council, the best as I can tell, the Veterans Service Officers existed long before our agency did.
I believe at least as far back as 2018, and so they were already here doing the work.
So, when council established the Office of Equity Blongian Inclusion, I believe there's an desire not to duplicate efforts that were already happening.
It's that's why the veterans are not in our scope. They were already here doing the work.
Other thanks.
Thank you, Mr. Trevor.
Thank you.
One of the next.
I'm looking at this whole part of the story.
How have you been?
Yes.
I came on about six and a number before the day two was created.
Okay.
I feel like a lot of this started.
Each and every single level of government.
Each department already.
So, we hear about the diversity efforts in each department.
The two, but here before this.
So, help me understand what it is that creates a need for your office.
I guess I should understand this.
It's in everything you hear from your office with your mother department.
So, it's duplicate.
Okay.
So, this will be an example of something you purchased.
Just duplicate it.
Oh, yeah.
You started off your budget presence.
They were seen here with the county city kind of demographics.
Each department gives us that already.
So, why is it needed for your office to tell us again?
I'm presenting.
We've got this for the entire enterprise.
They're not an individual department.
So, they're coming to give you what is true for their agencies.
I've been asked to come give what is true for the enterprise.
And that dashboard is also to work that our agency didn't need to be just before we were created.
So, in that specific example.
We are able to help either coordinate efforts that are happening piecemeal throughout the enterprise.
And ensure that they're happening wholesale rather than just a department here in the company there.
And then communicate what is happening and communicate share best practices.
Which is what we've done.
I guess we've seen that we've got the groundwork down.
We've got the website.
We have a snippet here which is great.
We're well done, but it doesn't seem like there's much else.
I mean, you mentioned the community engagement outreach.
And then they worked with me.
How does that work?
How does your work that you're going to give out your statement?
So, as I mentioned a lot about you, they did not do it as well.
A lot of our community outreach worked last year.
So, I should ground the logic of our fund.
Which was an issue of that we helped fund the partners for, helped cast a vision for,
and helped for names to do the program design for, and then helped raise the money for.
And so, I don't think it's a stretch to say that ever when I happen at this time at our agency,
and not, and it exists in here, hopefully.
The M&As are focused, as far as I can tell, I'm sharing broad information with residents,
or assigned directly to resident concerns, whereas our reach is focused on specific programs that we are helping
to uplift or support or create.
And then, you mentioned to the training you're conducting.
It's the importance that this is training.
What, maybe I missed it.
But what were you saying the training was, what kind of training are you doing?
Inclusive leadership training is largely been the focus.
So, that can vary.
Some of the issues had us come in and offer the basics of equity and inclusion,
and some of the talk to us and want us to train on better and more healthy communication styles.
It was in bias, coordination between leadership teams.
There are varying training.
Some of the agencies have come to us.
It's a big issue.
We want us to train in each training.
So, we do that, but then we're also trying to create stand-alone training.
But if you, I can't appreciate you having a job to do.
I just don't know that I can really understand why we need it.
But I appreciate that.
Well, as always, if I may have it's always fun.
So, I'm happy to start with you, one-on-one, and the training person.
Thank you so much, Mr. Chairman.
Thank you very much, Director.
I want to tell you in a little bit on those 20, 20, seven goals and priorities and offer my support.
To be unique, I really appreciate, especially the language access,
ordinance and funding where we are working on and thinking about not just our website,
not just channels, it's to me, but our job application.
The translation piece I think is a big.
In equity, that's happening across the enterprise, so that's a big, big piece.
I think for even employee attraction and retention, but also thinking similar to what
Council are capable of living to earlier considering that we're not just multiple languages,
blind and low vision.
And then even taking it as best for there.
I know you work really well with Director Frederick's with WPD.
But how we even support some of our vendors and city contractors as well,
because I think that would be a really beautiful way to detail a lot of the work that you do,
so for me to already do those knowledge about things.
I didn't have.
And then the other thing I was thinking about is kind of how these agencies,
apart from their own communications, the vision or communication chief,
and really supporting them.
I know there aren't a ton of budgets to put a lot out to communities,
so they're doing a lot of themselves and doing really great jobs,
making flyers and all kinds of things.
But how can we support getting those out in multiple languages and getting them out
in really targeted ways to communities?
I think that could be really, really huge.
Moving forward, and I just wanted to admit to you what make medical,
and offer my support.
I know on the far left side, in my internship,
we have dozens of languages on the list that was like five.
And so there's another doubt that even I,
I would consider, could you support in reaching those individuals
and neighbors that they feel well your work?
And then if I kind of have a comment,
and it's not a slide, but I'm just thinking earlier
in the presentation, we talked about, and now,
President, you alluded to the Circle City Readers program going away,
which is something that I believe in, and I've advocated for.
But then I know at the start of the budget yesterday,
we directed it and shared, you know, what I really want to say on mission,
literacy and education, our state fund is initiatives,
and the same with health and maternal health,
but I really believe in both of those programs.
I believe in the work that's done.
But to stay here and think as a mom,
maybe I can put myself into a shoe of a mother that's in that program,
and I can hear through the funding ends,
and she has to return to work or what have you.
The tribe's brain isn't fully, you know, developed in their language,
has that really critical fourth year,
and so into, we're helping 150 babies born,
and their moms, and when it's time to read it, we're like,
good luck.
That's just really a comment in here,
but I just want to give it a give,
insight into the library and then what I was thinking,
and why, maybe I don't necessarily agree with learning
about the Circle City Readers program,
even though it's great and other dishes can replicate it.
I know, sort of, the city readers with any of us
in your point, township, not just IPS,
and so I think that's really big to you,
east side to the website.
I think that's really important to note,
and I would be an advocate for continuing that program
into, not just for 27, 28, full year,
but even in the summer.
And I think it would be great.
You do such good work.
We have these municipal corporations that we don't necessarily
oversee and we recruit their budgets,
but how beautiful is it to leave some of this work
into our libraries.
We need some of this work into our transportation
systems and things like that.
I really do see the value of,
not because you're often put the work that you've done,
and I commend you,
and I offer myself really your ship to the initiatives
that you've set out for this journey on.
Thank you, Mr. Karen.
So, that's the most.
Thank you, Mr. Chairman,
and I apologize, I apologize for piggybacking
off someone else's comment,
to Councillor Wells's point.
The program was expanded and served a lot
of young folks.
And so you don't necessarily have to respond
this, maybe it's more for us to think about
as members of the council.
How do you decide which programs
are really worth elevating
and continue to fund and which ones are worth
as decreasing those funds?
And again, not for you to answer.
She just shared that those programs are pretty much intertwined,
but how do you really decide who gets the funds
and who doesn't?
But thank you for all of your efforts.
Councillor Boots.
Thank you, Mr. Chairman.
Thank you, Mr. Councillor.
I don't want to talk about the language access
in the translation things.
One thing we have learned out of our A.I. Commission work
is some of the voting fruit
that A.I. could present for any municipality
is language tools.
Either through telephone bots,
intangue, service, D.S.
What they were struggling with though is
where does that best fit?
Who would be in charge of
shepherding the championing an A.I. effort to address
some of these language issues
that are, you know,
it's great to translate the documents.
But we're talking, someone walks out of the bushes
about it and said, I need to do a job.
And they have a conversation.
Or I call it.
I mean, we have several languages in the back
with A.I. we can cover every language.
Almost all languages globally.
Is that something that's even on your radar?
Yes, and, you know, so to answer,
think I heard you ask, if we were to do that,
who would be responsible for leading that work?
The answer would be, if your collaboration
is with my agency, and I say at least.
My know is that if my language access program
manager read your, they would remind me that
while there's comments with A.I.
we have to be very careful about using it.
For language access explicitly,
there's some equity issues there,
and it does not perform evenly across various languages.
And that's not to mention the different dynamics
that occur within a language.
That's also not to mention the uniqueness of the information
that we have to communicate,
because communicating information
about the Treasury's Office or the Court is office.
You're going to use words and phrases that have meanings
that are not found in just general conversation
without a certain language, right?
So I think there is potential,
according to the analysis,
we've done a landscape of A.I.
if it is not advanced enough yet
that we would have a large push
to incorporate it for language access.
But it's something we're still monitoring
and watching.
It's a thing how that should.
Now, I'm encouraged to just keep it under
very nicely, because I know there's a quality control issue
that you've got to speak in more language.
How do you, as you're sitting there,
have any idea that that's actually accurate?
However, on that same page,
that's the same thing with the human speaking English.
Sure.
We don't know that that person's bill sitting at that desk
knows what that he's talking about.
The exact same question from the public.
So I just keep that in mind,
that in the quality control,
and you do that like when you produce images,
there's a statistic,
how often do we check these conversations
for quality control purposes.
So I just encourage you to keep it under mind in that.
Of course, if I made one other comment on that,
I think the other equity piece,
we also have to keep in mind is
and this is true for every sector.
It's shifting to A.I.
These potential loss of jobs for people, right?
So especially when we're talking about the languages
we're talking about.
These are native speakers, these people
giving us refugees that are getting paid
to offer their expertise in store.
And so I think as an enterprise,
we have to ask.
Council, or at least be very intentional with investing in a way that might take funds away from residents that do have their excuse and in an offer service.
At least it's good today, if not better than any AS offer.
So these are the difficulties that we have to continue.
Thank you.
There's always a huge size of the capital.
Thank you.
Councillor Kagan, come question.
It's true.
The ones that are what the person that they understand is not at all, and it's not relevant.
How to help the hospital.
The idea of a region of public support, the committee clear, this spending is coming from the local and national grant party.
Okay.
The on-the-dash force that we were doing, this is my comment earlier.
have the rates we have, we have gender, but we don't have some other stuff that we've talked
about better in the size of the facility's size. And when we have a dashboard and we have
a sense or those under represented over represented, I don't know, that's something that
we can at least the veteran's size. I think we can add to the dashboard that's something
that's something that we can't agree with, we'll be chair to the issue of top positions.
So I can explore some bad later.
Okay, the reason I asked is that because we have this discussion over here that you might
identify that the question is happening to improve on employment pipelines in our understanding
And I add to that that disability and better are likely, I don't have any of it, but I suspect that that's the case.
But yet, the community trying to outreach that you list.
You mentioned that the Black community is represented at least roughly in a very good group.
And I don't like the LGBTQ numbers.
I don't like their underrepresented, but if we know that we have groups, age and Hispanic, better and disability
that are, in fact, underrepresented groups, why do we continue to not list them at all?
And I'm not saying to do to the exclusion of them, but we keep doing these and not the other target groups.
Even as you've acknowledged that there are underrepresented, why do you want to see better in, better in status listed?
Hosted in this list, status that we can legally, what other categories would you think?
I think that if you are focusing your efforts on the community engagement outreach,
to me, logically, that should be on the basis of those are underrepresented groups.
And so, if we have a data, it's on a parent that I suspect.
Like I said, then we are underrepresented for what I'm saying is the community outreach.
You mentioned that, you know, one of your questions, how do you improve aren't 25 lines in, right?
Hispanic and Asian communities?
But then your outreach doesn't correspond.
There's not a program that you're saying, okay, we understand this is a problem.
So, what are you going to do?
Because my APT outreach is focused on the programs that we are responsible for overseeing a function.
I think outreach to address the employment pipelines would be an enterprise, why question that we could ask and rest away.
But my APT, of four people, my group, our outreach is focused on the programs that are launching, which we need to be very funded and by design.
Now, those are my questions.
And we're talking about the scope of workers in agency versus Western Enterprise, why question?
Thank you.
Any other questions or councillors?
Seeing none anyone from the public, we would like to speak on this.
Mr. Chaper, thank you for your presentation.
Thank you.
We'll see you in your unit analysis.
There are no other businesses we are adjourned.
Thank you.