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From YouTube: Financial Advisory Committee - June 7, 2023
Description
Items for Discussion: Dashboard Metrics, General Ledger Detail Review, Fiscal Year 2023-24/2024-25 Biennial Budget, Fiscal Year 2022 Annual Comprehensive Financial Report
Link to Agenda and Documents can be found at City's Meeting Agendas webpage when available.
https://www.albanyca.org/our-city/kalb-community-media/public-meeting-video-and-agendas
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Financial Advisory Committee Meetings are held the first Wednesday of February, March, May, June, September, October, November, and December.
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A
B
A
The
city
of
Albany
recognizes
that
we
occupy
the
land
originally
protected
by
The
confederated
Villages
of
list
John.
We
acknowledge
the
genocide
that
took
place
on
these
lands
and
must
make
strides
repay
the
moral
debt
that
is
owed
to
this
indigenous
people,
specifically
the
Ohlone
tribe.
We
thank
them
for
their
contributions,
which
have
transformed
our
community
and
will
continue
to
bring
forth
growth
and
unity.
The
city
of
Albany
commits
to
sustaining
ongoing
relationships
with
the
tribe
and
together,
build
a
better
future
for
all
that
now
make
this
their
home
okay.
C
C
So
when
you
go
to
the
agenda,
if
you
start
here
and
you
see
the
financial
and
you
click
on
the
HTML
agenda,
packet
it'll
open
this
and
whenever
anything
has
a
paper
clip
next
to
it,
which
I
remember
clippy
from
Origins
like
full
on
this
has
a
smiley
face:
okay,
the
approval
of
minutes.
If
you
click
on
it,
the
two
draft
minutes
are
okay.
A
C
A
C
C
B
A
A
Oh
Judy
motion
to
continue
the
meeting
until
10
30
that
that
meeting
went
really
long
and
then
we
also
agreed
to
move
items
four
and
five
from
that
agenda
to
the
next
meeting,
which
those
are
also
not
going
to
make
it
on
to
this.
Today's
meeting
agenda,
but
I've
written
them
down
for
a
future
meeting,
so
that
motion
was
approved
and
that
was
it.
D
F
All
the
points
everything
you've
said
in
your
meetings.
Everything
you've
said
in
your
two
reports
was
touched
on
very
well
concisely,
I
my
view
as
a
council
was
listening
intently,
which
I
found
very
heartening
I,
think
clearly
you
have
their
ear.
So
this
is
a
good
thing
going
forward.
I
was
personally
a
little
disappointed
that
the
proposed
budget
passed
shortly
thereafter,
but
to
remain
optimistic.
F
F
Think
it
was
the
2122
I'm,
not
sure,
but
from
what
I've
been
able
to
ascertain
I
think
there
are
in
the
neighborhood
of
390
to
400,
past
employees,
past
employees
that
are
retired
from
Albany,
I,
think
they're,
16
or
so
employees
or
beneficiaries
from
the
closed
police
and
fire
pension
fund
and,
of
course,
our
city
employees,
current
ones
and
I'm.
Here.
F
A
lot
of
these
other
folks
are
spread
out
all
over
the
retirees,
especially
very
high
cost
of
living
in
this
area
and
I.
Don't
think
a
lot
of
people
really
know
what
the
potentials
are
here
and
that's.
Why
I
appreciate
your
work?
It
also
puts
me
in
a
position
since
I
am
here
to
advocate
for
these
different
cohorts
here.
F
I
want
to
do
that.
I
want
the
city
to
be
in
a
position
where
they
are
financially
sufficient
to
honor
the
pension
obligations
and
I
really
appreciate
the
that
point
being
spoken
to
specifically
by
chair
trainer
in
the
May
15th
meeting.
Having
said
that,
I
think
I'm
smart
enough
to
also
know
that
there's
a
lot
more
than
just
the
US
that
I'm
representing
involved
here,
there's
weeds
the
whole
community
and
if
we
can
solve
what
I
think
will
be
some
potential
issues
Downstream.
F
A
Reach?
Okay,
oh
you
know
what
I
I
passed
over
the
announcements
section.
That
was
section
three.
That
was
part
three
announcements
for
staff
or
Committee
Member
announcements.
Are
there
any
I?
Guess
I'll
just
make
a
quick
follow-up
comment
that
Kyle
and
and
Judy
and
I
did
attend
the
Council
budget
study
session
on
May
15th,
and
we
really
appreciated
the
opportunity
to
get
to
speak
to
the
council
and
give
our
report
and
open
up
those
lines
of
communication.
So
I'm
hopeful
that
that'll
lead
to
good
things.
A
E
E
Awesome,
okay,
so
Mark
and
I
met
last
month,
and
we
had
talked
about
this
idea
of
having
a
dashboard
of
key
performance
indicators
for
the
city,
at
least
on
an
annual
basis,
if
not
potentially,
on
a
quarterly
basis.
It's
a
snapshot
for
how
this
city
is
performing
throughout
the
year
and
how
there
are
intention
is
to
meet
with
you
at
some
point
to
go
through
this.
E
To
identify
feasibility
of
each
of
these
things
get
input
from
you
as
well,
in
terms
of
what
you
think
could
be
valuable
and
also
get
input
from
the
rest
of
the
committee.
I
know.
We
only
have
one
additional
person
here
today
on
what
actually
should
belong
in
such
a
report,
Mark
anything
that
you'd
add
feedback
from
the
public
as
well
and
feedback
from
the
public.
D
G
E
But
here's
what
we
were
thinking
essentially
of
Revenue
and
expense
snapshot
and
Heather
I,
seen
you
put
similar
things
and
some
of
them
reports
to
the
city,
but
this
was
formalizing
like
the
previous
fiscal
year
fiscal
year
2022
in
this
case
the
sources
of
revenue
and
the
sources
of
our
expenses.
But
then,
if
you
scroll
down
a
little
bit
further,
basically
how
those
are
tracking
within
the
year
to
date.
So
we
just
finished
the
third
quarter
of
2023
fiscal
year.
E
E
So
there
was
a
revenue
on
an
expense
one
versus
budget
and
then
key
drivers
of.
If
you
actually
look
at
the
key
buckets
on
the
pie,
charts
that
we
just
showed
that
were
driving
those
variances
or
the
or
the
next
two
crafts
on
there.
So
I'll
pause
there
see
if
there's
any
comment
from
other
members
of
the
committee
or
or
staff.
E
A
The
screen
and
what,
if
you
made
that
caption,
be
something
like
you
know:
total
Personnel
costs,
so
it
would
be
sort
of
a
fully
burdened
number
of
salaries
benefits
and
maybe
yes
or
no
to
pension.
Because
we
know
pension
is
a
big
variable,
but
I
tend
to
think
of
this
budget,
as
70
percent
is
just
taken
up
by
the
Personnel
costs
and
the
salaries
I
think
is
51
or
something
based
on
the
pie.
E
So
I
can
tell
you
what
I
put
on
there
were
just
placeholders
of
examples,
and
what
I
was
thinking
is.
It
could
be
up
to
staff
discretion
like
essentially
what
to
show
if
you
are
seeing
a
variance
compared
to
budget
or
compared
to
last
year.
What
is
most
interesting
to
pull
forward?
That's
driving
that
variance
or
if
there's,
not
really,
a
variance.
What
is
the
biggest
item,
then?
Maybe
you
groups
and
things
together.
B
E
C
So
I
I
do
have
a
question
are
when
you
say,
variance
to
budget.
Do
you
mean
like
where
you
are
in
the
year
or
do
you
mean
where
we
anticipated
being
so,
for
example,
the
ual?
The
ual
is
paid
100
in
July,
so
it
always
looks
like
it's
over
budget
until
we
hit
like
the
last
quarter
right.
So
I
always
call
that
out
in
my
narrative
and
say,
Don't
Panic
like
this
is
our
biggest
cost
and
I
know
it
looks
like
it's.
E
So
I
don't
know
how
you
have
this
set
up
in
your
systems,
but
like
the
ual,
for
instance,
if
it
all
hits
in
July.
What
I'd
anticipate
is.
This
is
a
quarterly
view
that
you
literally
only
have
one
budgeted
bar
and
it
all
hits
in
July,
and
then
you
can
show
what
the
actuals
did
for
ual
and
at
all
show
in
July,
and
then
you
would
illustrate
that
there's
essentially
nothing
else
expected
for
the
rest
of
the
year.
E
C
Often
would
put
in
charts
on
property
tax
to
explain
why
it
looks
like
we
got
no
property
tax
in
the
first
quarter,
because
it
all
mostly
comes
in
in
the
second
quarter
and
so
I
would
bring.
I'd
put
you
know
the
three
years
of
here's.
Historically,
what
we've
gotten
in
the
first
quarter.
Second
quarter.
Third
quarter.
Fourth
quarter,
so
people
could
see
that
it
it's
okay,
yeah.
D
Yeah
I
think
I
think
it's
a
good.
It's
a
really
good
question
that
you
ask,
because
it's
hard
from
my
perspective
when
we
get
the
quarterly
reports,
it's
hard
to
interpret
how
we're
doing
compared
to
budget,
because
there
are
all
these
nuances,
like
oh
property
tax
hits
at
this
time
and
the
pension
you
know,
and
so
you're
doing
all
these
adjustments
and
you're
ahead
and
trying
to
figure
out
well,
okay,
are
we
doing
better
than
budget
or
not
and
sort
of
bottom
line?
It's
hard
to
do
so.
D
Part
of
what
we
wanted
to
do
is
try
to
make
it
kind
of
visual
and
easier
and
one
of
the
things
this
isn't
necessarily
in
comparison
to
budget.
But
if
you
once
we
have
kind
of
a
history
of
years
of
you
know,
this
show
is
just
like
one
year,
the
22
actual,
but
we
could
you
know
over
time.
You
could
show
the
past
two
years,
the
past
three
years
and
that
would
all
adjust
for
that.
D
C
D
Yeah
well
again,
we
don't
I,
think
part
of,
as
Kyle
said.
Our
next
step
is
is
to
meet
with
you,
because
we're
trying
to
create
information
that
we
think
would
be
useful
for
us
in
the
city
and
the
public,
but
we
also
don't
want
to
you
know
we
want
to
do
it
in
a
way
that
is
sensitive
to
what
you
think
would
be
useful
and
also
what
is
you
know,
not
overly
burdensome.
So
you
know,
and.
A
Every
time
too,
like
I,
have
to
remember
this
this
and
this
about
how
the
budget
breaks
down.
So
maybe
there's
just
some
sort
of
a
formula
that
takes
half
of
property
tax
revenue
and
puts
it.
You
know
in
the
quarter
that
December
Falls
in
and
then
you
take
the
other
half
property
tax
revenue
and
you
put
it
in
the
quarter
that
April
Falls
in
and
just
a
couple
things
like
that,
where
those
things
don't
happen
evenly
over
the
course
of
the
year.
I
don't
know
if
that
would
be
easier
to
at
least
to
help
us.
A
C
Know
so
some
of
them
would
be
easier
than
others.
Property
tax,
ual
I
got
those
salaries
divide
fairly
evenly
until
you
get
to
overtime
fires
over
time
skyrockets
when
there
it's
Fire
season
and
they're
doing
Mutual
Aid,
so
that
I
would
have
to
go
back
through
and
you
know
kind
of
figure
out.
When
has
that
been
historically?
Do
we
see
it
shifting
at
all
other
things
like
like
business
license?
Revenue
I
can
tell
you
all
comes
in
in
January.
C
Well,
most
of
it
comes
in
in
January,
and
so
but
Recreation
revenue
is
a
little.
You
know,
depending
on
you
know
what
classes
are
popular
and
when
they're
popular
and
all
of
that
so
I
some
things
would
be
easier
than
others.
I
can
look
at
what
I
can
just
I
can
look
at
what
I
can
do
easily
and
then
potentially
see
how
it
would
how
much
effort
it
would
take
to
pull
out
some
of
those
other
things.
D
Yeah
and
I
would
add,
there's
a
materiality
aspect.
So
if
we're
talking
about
Recreation
revenue-
and
it's
not
I,
don't
know,
but
if
it's
not
a
super
material
thing
to
the
total
revenue
like
it's,
okay,
like
you
know,
so,
don't
it
it
doesn't
have
to
be
perfect
it
just
you
know,
there's
some
big
items
like
property
tax,
whatever
that
significant.
D
I
think
the
other
thing,
maybe
that
we
don't
that
we're
didn't
really
come
to
a
conclusion
on,
but
is
you
know,
there's
the
kpi
and
then
there's
what's
the
goal
within
that
kpi
right?
So
the
budget
in
some
sense
is
the
goal,
but
on
the
other
hand
we
don't
really
want
to
make
budget,
because
the
budget
is
a
deficit,
so
the
goal
is
actually
a
little
more
Revenue
than
budget
and
a
little
less
expense
than
budget.
So
maybe
for
all
these
adding
some,
you
know
we'll
talk
about,
maybe
adding
some
parameters.
A
B
A
Like
income
and
expenses
break
even
and
then
where
we
are
right
now
kind
of
thing,
so
I'm
not
sure
exactly
where
you
draw
like
the
zero
right,
but
a
break
even
budget
would
be
the
goal.
Ideally
and
then,
if
we're
running
at
a
deficit,
then
the
line
would
kind
of
run
underneath
the
zero
and,
if
you're
running
at
a
surplus,
the
line
would
run
above
the
zero
and
then
that
line
would
just
kind
of
cut
through
this
thing
horizontally.
Those
two
lines.
B
E
E
So
that's
why
that
would
be
shown
and
then
that
last
piece,
sorry,
if
you
scroll
up
that
last
piece,
is
just
a
chart
comparison
of
how
Albany
Compares,
in
terms
of
general
fund,
Reserve
percentage
of
overall
expenditures
and
transfers
out
compared
to
the
other
cities
where
higher
is
better
we're
actually
below
the
state
median
for
some
reason
and
the
the
auditor's
data.
We
only
have
data
through
fiscal
year,
2021,
so
we'd
have
to
discuss
if
there's
a
way
around
that
to
get
more
up-to-date
data,
but
it
still
felt
this
could
be
helpful.
A
B
A
C
So
I
I,
think
and
I
haven't
brought
my
review
of
the
fiscal
year.
21
State
Auditors
report
to
you
guys
yet
I
have
not
gone
to
that,
but
I
I
think
it
is
similar
to
when
we
were
talking
about
the
pensions
with
Gavin
best,
and
it's
really
specific
I
looked
at
the
top
two
ranked
there.
There
were
two
cities
that
tied
for
number
one
in
their
in
the
state.
C
Auditor's
report
thing
one
of
them
doesn't
have
pensions
and
the
other
one
had
was
like
so
small,
and
it
just
you
know
they're,
so
there's
so
many
factors
that
you
have
to
take
into
it
that
it's
very
hard
to
just
look
at
things
like
this
and
be
like.
You
know,
we're
behind
and
I
think
when
we
review
the
fund
balance
policy.
That's
one
of
the
things
you
know.
Like
I
said
in
my
report.
C
The
government
Finance
Officers
Association,
recommends
a
minimum
of
a
17
fund
balance,
and
then
you
have
an
analysis
that
you
can
do
about
where
your
city
should
be
and
with
their
we're
at
like
the
25
Mark.
We
might
want
to
go
a
little
bit
higher,
but
you
know
25
percent
should
in
theory
be
okay,
and
then
you
have
the
state
Auditor's
report
that
says
that
you
should
always
have
a
70
fund
balance
or
something
like
that
and
I
I.
Don't
know
why
they
decide
on
that
number.
C
But
you
have
places
like
Emeryville.
Emeryville
wants
a
50
fund
balance
because
all
of
their
revenue
is
sales
tax.
So
something
like
the
pandemic
happens.
When
people
aren't
going
to
stores,
they
don't
have
a
lot
of
residential.
So
we
were
okay
with
sales
tax
because
we
had
a
lot
of
residential,
and
so
there
was
that
you
know
point
of
sale,
online
sale,
Revenue
that
we
got
Emeryville
didn't
maintain
their
sales
tax
collections,
so
they
have
a
50
fund
balance
specifically
because
they
know.
C
C
D
Yeah,
so
those
are
great
points
and
I
guess
what
I
would
want
out
of
this
snapshot
is
like
I
said
before
what
are
the
parameters
of
the
goals?
So,
okay,
we're
at
40
percent.
Our
minimum
goal
is
25
state
auditor
says
something
else,
and
then
also
some
benchmarks
and
be
careful
about
who
we
Benchmark
against.
Maybe
Emeryville
is
not
an
appropriate
Benchmark,
so
let's
be
thoughtful
about
which
cities
we
want
to
Benchmark
against.
D
Maybe
the
whole
state
is
not
the
right
Benchmark,
but
let's
really
think
about
what
whether
they're
local
cities-
or
there
are
cities
that
look
a
lot
like
us.
Let's
include
them
as
benchmarks
and
then
just
show
those
as
a
comparison,
so
that
we
can
really
get
a
fair
idea
of
you
know
where
we
look
in
comparison
to
our
goals
and
comparison
to
other
cities
and.
B
D
B
B
E
E
I
took
a
I
took
those
out
of
a
bigger
list
that
Mark
provided
and
I
cut
out
Emeryville
for
some
of
the
reasons
I
think
you
mentioned
last
time
and
kept
in
some
of
the
similar
sized
cities
and
then
our
neighbors
essentially,
but
those
might
not
be
the
right
comparisons.
Given
there's
different
things
going
on,
and
then
we
have
the
other
issue
of.
E
D
So
the
the
state
audit,
the
state
audit
website,
where
it
has
those
rankings,
there's
a
little
button
and
you
can
download
all
the
data
and
it
actually
has
for
every
city
every
one
of
these
indicators.
That's
part
of
their
thing.
It
actually
has
the
data
behind
it.
So
if
the
indicator
is
you
know,
unfunded
live
pension
liability
as
a
percent
of
total
pension
liability,
it'll
have
the
denominator
and
the
num
and
the
numerator.
B
D
D
C
If
you
go
I
just
Googled
state
auditor,
local
government,
high-risk
dashboard,
is
really
where
all
of
this
comes.
They
have
very
pretty
charts
and
interactive
information,
but
that
you
can
download
that
information.
That's
where
I
did.
All
of
my
analysis
on
you
know
who's
ranked
first.
How
do
we
compare
and
why
to
certain
things
and
the
yes,
so
it
is
lagged
because
you
know
like
for
our
audit
our
audit.
C
C
A
A
I
think
you
make
a
really
good
point
about
what
you
know
like,
so
the
data
is
great.
What
is
it
that
we're
trying
to
tease
out
with
these
different
tables-
and
maybe
that's
just
a
separate
thing
that
we
get?
Maybe
a
presentation
from
from
you
about
you
know
this
table
shows
if
we're
above
or
below
State
Median
on
general
fund
Reserve
percentage
Etc,
and
this
is
why
this
is
is
important,
in
particular
that
kind
of
thing,
because
some
of
these
things
I
think
talk
about
your
assets.
B
A
We
might
have
different
sensitivities
or
be
more
vulnerable
due
to
certain
things
and
other
things.
Maybe
maybe
our
small
size
of
our
property
tax
base
makes
us
maybe
more
vulnerable
than
a
bigger
city.
I,
don't
even
know,
I'm
just
completely
wondering
how
these
things
relate.
How
does
a
bigger
city
like
Oakland
or
San
Francisco
come
out
versus
a
small
City
like
Albany.
C
So
it
depends,
but
a
lot
of
it
is
bigger
cities,
and
you
know
this
comes
up
a
lot
because
you
know
we're
often
compared
to
Berkeley.
Well,
Berkeley
has
a
lot
more
tax
base,
so
they
can
have.
If
you
know
they
want
to
have
a
lower
tax
rate
they
spray
because
they
spread
it
over.
You
know
a
lot
more
property.
C
So
that's
one
reason
why,
like
when
you're
looking
at
property
taxes,
they
have,
you
know
what
they
have
and
we
have.
What
we
have.
The
other
is
just
economies
of
scale.
So
they
have.
You
know
if
you're
thinking
about
the
fire
department,
we
have
one
fire
station,
and
so
we
have
you
know
a
fire
chief
which
will
cost
more
because
we
have
one
fire
chief
for
one
fire
station
and
they
have
one
fire
chief
for
multiple.
C
E
We
decide
to
move
forward
with
this
and
decide
on
specific
metrics
to
include
I.
Think
it'd
be
helpful
to
have
like
commentary
like
I.
Just
have
hires
better
right
there,
but
we
could
have
more
color
and
like
what,
if
you're
in
the
public,
what
does
this
actually
mean
about
the
city
and
how
would
you
think
about
comparing
whether
or
not
Albany
is
doing
good
or
poorly
and
what
are
some
nuances
about
how
Albany
has
run
that
make
it
the
way
it
is.
C
So
I'm
not
gonna
lie
I
panicked,
a
little
bit
when
I
saw
that
because,
on
the
one
hand,
yes,
you
can
prepare
better.
If
you
you
know,
if
something
goes
wrong,
you
have
the
money
or
whatever.
But
if
you
just
are,
you
know
trying
to
look
good
and
trying
to
at
some
point
you're
over
taxing
because
you're
just
holding
on
to
money
to
hold
on
to
money.
C
So
I'm
not
saying
we
shouldn't,
have
a
higher
fund
balance
or
higher
fund
balance
policy.
You
know
it's
really
an
analysis
that
needs
to
be
done,
but
I
would
probably
never
say
we
need
to
have
a
hundred
percent
fund
balance
because
at
that
point
we're
just
keeping
money
that
we
don't
need.
So
it
really
go
when
you're
thinking
about
Municipal
Finance.
It's
really
you
know
what
can
we
do
with
the
least
amount
of
resources
so
that
we're
you
know
being
fiscally
responsible.
D
Yeah
and
I'll
just
add,
so
can
you
go
to
the
top
of
this
page
where
it
has
the
revenue
per
capita?
You
know
I,
we
kind
of
skipped
over
this,
but
I
just
want
to
say
like
if
I
was
on.
City
council
like
this
would
be
interesting
to
me,
because
if
I
am
thinking
about
how
to
balance
the
budget,
I
might
be
thinking
about,
are
we
a
relatively
High
tax
City
or
are
we
a
relatively
low
tax
City
so
should
I
be
thinking
about
there's
opportunity
to
increase
revenue
and
still
be
within
our
bench?
D
You
know
our
peers,
or
is
there
an
expense
issue,
and
so
so
I
think
this
is
an
important
one
and
it's
important
to
carefully
pick.
You
know
again
the
peer
group
that
the
council
and
the
public
and
would
want
to
compare
themselves
to
and
I
think
also,
you
know,
there's
so
much
in
your
head
and
your
department
right
that
you
that
you
know
that
I,
like
Kyle's,
comment
about
just
kind
of
having
some
commentary,
so
you
don't
have
to
keep
saying
it
every
year
or
every
quarter
when
the
question
keeps
coming
up.
D
Why
are
we,
you
know
a
higher
expense
per
capita
than
Berkeley?
Well,
there
is
some,
you
know,
economies
of
scale
compared
to
Berkeley,
but
when
you
compare
us
to
El,
Cerrito
XYZ,
and
so
it
kind
of
memorializes
things
that
I
think
are
currently,
you
probably
have
to
repeat
all
the
time
and
that
are
in
your
head.
A
C
Will
point
out,
we
might
even
be
better
than
this
I
know
that
at
one
point
someone
did
an
analysis
of
the
tax
rates
and
they
just
took
property
tax
bills
between
us,
Berkeley
and
someone
else,
but
they
included
sewer
which
isn't
a
tax.
It's
a
fee,
and
so
I
was
like.
No,
no
that's
way
too
high.
We're
not
really
that
high
in
taxes.
A
A
C
E
But
to
your
point
and
Berkeley
and
Alameda
I
think
I
just
looked
up
Alameda
as
four
times
as
many
people
as
Albany
and
Berkeley's
about
six
times
as
many
people.
Maybe
they
both
probably
are
much
bigger
too
and
have
more
commercial
tax
to
pull
that
Revenue
per
capita
number
up.
So
maybe
they
aren't
the
right
comparators
for
something
like
this.
C
I
mean
it
depends
on
what
you
want
to
be
comparing
to,
and
that's
that's
also
the
difficulty
I
can
make
us
look
really
good
in
some
ways,
and
you
know
in
other
ways
we
can,
you
know,
pull
different
data,
so
I
I
think,
like
you
said,
this
would
be
a
much
more
in-depth
conversation
of
what
exactly
are
we
I
know?
This
is
going
to
be
very
factual,
so
we
need
to
be
very
careful
about
who,
like
you
said,
we
pick
as
comparators
and
what
we're
really
looking
are
we
looking
to
see.
C
E
A
Think
a
general
fund
Reserve
balance
table-
that's
right
in
the
middle
is
really
good.
That's
that
just
gives
a
quick
snapshot
of
where
we've
been
what's
happening,
right
now,
which
is
the
green
column
and
then
the
forecast
and
that's
interesting
right,
because
you
can
see
there's
a
downward
trend
on
the
general
fund.
Reserve
I
was
looking
at
this,
and
this
would
this
would
need
to
be
updated.
A
I
did
a
little
update
of
the
general
fund
Reserve
based
on
the
on
the
revised,
so
there's
a
revised
budget
and
then
also
well
I'll
talk
about
it
later,
but
there's
the
revised
budget
and
then
there's
that
really
interesting
set
of
forecasted
revenue
and
expenses.
That's
at
the
very
end
of
the
biennial
budget
package,
and
we
can
talk
about
that
when
we
get
there,
but
so
depending
on
which
budget
numbers
you're
looking
at
it's
better
or
worse.
F
E
E
E
Unfunded
pension
liability
as
a
percentage
of
of
government-wide
Revenue,
the
percentage
of
the
pension
funded
assets
divided
by
annual
benefit
payments,
which
would
mean
like
how
many,
and
how
many
years
of
benefit
payments
you
could
make
with
your
current
assets
and
then
pension
assets
divided
by
projected
annual
pension
funding
and
I,
can't
remember
the
interpretation
of
that
one
mark.
Do
you
remember.
E
A
C
C
So
if
it's,
if
you
got
it
from
the
statistical
section
at
the
end
of
the
audit,
it
is,
it
includes
the
school
bonding
data,
the
city's
Bond
data.
We
only
have
we
currently
have
the
2016
General
obligation
refunding
Bond,
and
then
this
year
we
will
pay
off
the
sewer
Bond,
but
the
sewer
bond
isn't
normally
included
in
it
because
that
is
paid
through
fees
completely
yeah.
It's
the
Enterprise
fund.
Technically
it's
its
own.
It's
not
really
its
own
entity,
but
that's
how
we
basically
treat
it.
C
So
we
do
have
a
handful
of
long-term
other
long-term
obligations.
We
have
the
Public
Works
lease
at
least
purchase,
basically,
where
we
will
own
the
building
at
the
end,
and
then
there
is
the
lease
purchase
of
the
fight
new
fire
engine.
So
but
we
we,
the
city
itself,
doesn't
have
a
huge
debt
burden.
I
do
have
plan
on
in
the
fall
in
connection
with
the
capital
Improvement
plan
to
bring
a
to
bring
forward.
I'll,
bring
it
to
you
guys.
C
C
There
are
a
lot
of
different
schools
of
thought.
So,
for
example,
if
you're
completely
redoing
a
road,
that's
going
to
last
50
years,
do
you
charge
today's
taxpayer
by
paying
cash
or
do
you
Bond
over
the
next?
You
know
20
years
and
spread
out
the
tax
burden.
So
there
are
a
lot
of
different
schools
of
thought
on
debt
burden,
but
we,
the
city
itself,
has
a
fairly
low
debt
burden.
I
have
to
go
back
and
look
at
what
the
school
has
before
I
can
give
a
more
in-depth
explanation.
A
So,
probably
thinking
off
the
top
of
my
head,
it
consideration
of
a
policy
of
that
nature
would
have
to
also
look
at
well.
What
is
the
current
debt
burden
and
how
does
that
compare
to
Statewide
norms
and
if
we're
already
way
above
then,
maybe
we
don't
bond
for
things,
but
if
we're
pretty
low,
then
maybe
there's
wiggle
room
for
that.
C
D
I'll
just
add
a
couple
things,
so
the
the
going
down
to
the
pension,
the
first
two
pension
graphs,
so
the
one
on
the
right
is
the
one
that
we
I
think
naturally
gravitate
to,
which
is:
how
much
are
we
funded?
Oh,
my
gosh
we're
underfunded,
blah
blah
blah,
but
some
of
the
the
papers
that
the
public
you
know
forwarded
on
to
us,
which
were
really
good
and
I
appreciate
having
that
information
pointed
out
that,
like
really
a
really
important
thing
is
okay.
D
So
if
it's
underfunded,
what
percent
of
that
is
of
that
of
the
of
the
total
City
budget?
Right
at
to
your
point,
Heather
early
on
when
you
said
that
some
of
the
cities
that
look
really
good
is
because
they
practically
have
no
pension
right.
So
the
question
is:
okay,
there's
an
unfunded
liability,
but
how
do
what's
the
volume
of
that
or
what's
the
materiality
of
that
in
comparison
to
the
whole
budget?
So
that's
what
that
first
graph
is
trying
to
show,
rather
than
just
focusing
on.
Are
we
70
funded
80
funded
whatever
it's
like?
D
Okay,
there's
an
unfunded
amount,
but
how
does
that
compare
to
our
capacity?
Our
annual
capacity,
so
that's
what
that's
trying
to
sort
of
get
at
and
then
the
last
two
are
trying
to
get
at
the
cash
flow
and
I.
Think
the
the
you
know.
One
of
the
issues
is
it's
easy
to
get
super
concerned
and
I
am
concerned
about.
You
know
an
unfunded
pension
liability
or
a
portion
of
the
liability.
D
A
That
one,
the
pension
assets
divided
by
the
annual
benefit
payments,
is
sort
of
interesting
out
of
these
four
pension
charts,
because
that
one
shows
Albany
deviating
from
the
trend
lines
of
the
other
cities,
where
they're
all
sort
of.
Maybe
they
took
a
dip
in
2020,
and
then
they
came
back
up
in
21
and
Albany.
Just
is
going
downhill
there,
whereas
the
other
ones
are
starting
are
kind
of
going
up.
So
that's
sort
of
interesting.
A
And
some
of
these
also
I
think
it's
it's
interesting,
because
you
start
to
get
an
idea
of
how
we
are
coming
out
lower
on
the
state
Auditors
report.
If
you
look
at
the
top
one,
the
pension
unfunded
liability
divided
by
the
annual
government
Revenue,
the
the
state
median,
is
down
there
by
like
0.5
or
something
in
Albany
is
over
one
on
that.
So
you
can
see
where
and
and
a
lot
of
our
neighbor
cities
are
as
well.
B
A
B
D
E
A
What
are
things
like
that?
So
we
do
have
that
capital
reserve
funding
rubric.
That's
that
we
have
saying
these
are
the
goals
that
we
have
for
these
different
departments,
and
where
are
we
on
that?
Maybe
there's
some
way
of
just
sort
of
giving
a
quick
overview
of
which
ones
are
funded
fully,
which
ones
are
not.
B
D
A
B
A
Else
is
there
thanks?
Let's
make
it
longer,
and
maybe
we
maybe
we
have
to
choose,
you
know
a
couple
of
these
and
not
all
of
them
or
something
I,
don't
know
what
do
you
think
about
the
idea
of
something
that
could
fit
on
a
page?
Is
that
just
ridiculous
because
we
can't
get
enough
or
what
are
you
just
floating
this
idea
of
what
if
we
could
have
a
page,
you
know
here
it
is
it's
one
page
we're
not
going
to
make
this
too
hard
on
you
guys
to
look
at.
B
D
Well,
the
the
other
way
to
do
that
that
I've
seen
is
like
a
dashboard
right
like
truly
like,
like
you're
sitting
in
a
car,
and
you
know
how's
the
gas
how's,
the
you
know:
how's
the
pension
how's,
the
budget
how's,
the
capital
funding
in
your
red,
yellow,
green.
You
know
kind
of
how
are
we
doing
kind
of
thing,
and
then
this
could
kind
of
give
more
background
to
that.
A
A
D
A
And
is
there
I
mean
of
these,
of
these
charts
I
mean?
Is
it
something
that
we
could
pull
like?
If
you
know
if
we
had
the
table
set
up
in
Excel,
and
you
provided
us
with
the
quarterly
report
and
we
could
just
drop
numbers
in
there
or
would
you
would
you
rather
produce
that
because
it's
got
to
be
right.
B
C
A
I
think
the
original
idea
behind
doing
this
was
to
just
give
a
really
high
level
very
easy
to
see
and
understand,
what's
the
status
of
the
city
and
what
are
these
key
things
and
you
guys
have
really
touched
on
a
lot
of
them
right:
the
budget
versus
actual
and
the
pension,
the
general
fund
balance
and,
if
there's
a
way
to
maybe
distill
it
down.
So
it's
even
a
little
bit
more
really
high
level
without
losing
all
this
we
can.
We
could
have
this
for
ourselves.
C
Everyone's
looking
at
me,
so
I
I
mean
I.
Think
you're
you
go
back
to
you
know
the
conversation
that
we
have
about
what
lines
am
I
showing
in
the
quarterly
report.
There's
definitely
a
balance
between
what
will
people
actually
pay
attention
to
and
what's
important
you
know
these
things
are
clearly
important,
but
how
much
do
we
provide
I
mean
this
is
just
three
pages
I
constantly
give
you
like.
B
A
E
I
really
like
the
stoplights
or
like
health
of
the
city
type
indicators
and
then
I'm
wondering
if
there's
maybe
it's
not
three
pages.
Maybe
we
shortened
this
to
like
a
page
and
a
half
and
really
pull
out.
What
is
the
most
important
thing
about
the
pension
that
go
in
here?
What
is
the
most
important
thing
about
the
general
fund
so
that
it
does
fit
on
a
page
or
a
page
and
a
half
or
maybe
there's
one
annual
one
and
one
that's
quarterly
and
I
would
think
that
that
is.
A
E
A
Online
Okay,
okay,
so
so
we'll
leave
it
at
that
and
then
we'll
move
on
to
the
next
item
on
the
agenda
5-2,
which
is
the
general
ledger
detail
review,
so
I
sat
down
with
Heather
and
discussed
the
details
of
what
flows
into
the
I'm
going
to
hold
up
a
tiny
thing.
This
you
know
this
is
the
budget
right
that
lists
out
revenues,
expenditures
and
where
do
all
these
numbers
come
from,
and
there
had
been
a
question
from
Francesco
papalea
at
the
last
meeting:
what
feeds
into
property
taxes,
for
example?
A
That's
a
really
large
line
item,
and
can
we
see
what
is
behind
that?
So
I
was
hoping
Heather
that
you
could
put
on
your
screen,
the
the
2023
0421
workbook
I.
Think
that's
the
one
that
you
had
sent
me
so
that
I
could
just
do
a
really
overview
of
of
how
these
things
feed
together.
Okay,
so
so
the
presentation
that
we
receive,
which
is
the
sort
of
overview
of
budget,
is
on
present.
A
A
So
here
are
the
revenues.
Property
tax
is
the
largest
of
these,
and
so
the
question
that
had
been
posed
last
time
was
well
what's
in
these
property
tax
numbers.
How
do
we
know?
You
know
what
these
are,
so
the
the
cell
that
is
highlighted
right
now
is
cell
f127
for
property
tax
and
it
shows
four
million
342
546..
And
then,
if
you
look
in
the
the
cell
up
in
that
sort
of
top
middle
area,
it
shows
that
this
is
referencing
pivot
data.
A
A
A
A
Then
there
are
a
couple
more
so
if
you
all
of
those
are
separate,
GL
accounts
that
are
picking
up
slightly
different
types
of
property
taxes
and
those
are
the
items
that
feed
into
that
property
tax
number.
So
I
just
wanted
to
show
that
these
were
the
building
blocks
of
what
goes
in
there
and
then
similarly,
sales
and
use
taxes
right
below
that.
That's
another
really
large
line
item
and
there
are
three
different
ones
that
feed
in
there
I
think
it's
0103
and
05..
A
So
there's
the
local
in
lieu
district
and
the
sugar
sweetened
beverage
tax.
So
that's
basically
how
how
these
numbers
being
put
together
and
I'm,
not
sure
you
know
to
me
that
I'm
satisfied
that
I
see
where
these
numbers
are
drawing
from
the
actual
current
year.
Actual
last
year,
actual
budget
numbers
they're
all
supported.
You
know
on
the
on
these
tabs
and
this
spreadsheet
is
just
pulling
this
data
out
of
the
general
ledger
and
there
are
multiple
different
sub-accounts
that
will
feed
property
tax
or
sales
tax
or
Franchise
Tax
Etc.
B
F
A
I
didn't
do
very
much
all
right,
so
that
was
the
that
was
a
brief
discussion
on
the
general
ledger
review
and
how
the
numbers
are
feeding
into
the
worksheet
that
that
we
see
the
schedule
we
see
so
I'm,
assuming
there's
no
more
public.
No
public
comment
from
the
virtual
world.
Okay,
then,
let's
move
along
to
section
six
first
item:
there
is
6-1
the
fiscal
year
2324
and
2425
biennial
budget.
A
So
that
is
it's
one
of
the
attachments
that
we
have
and
I
thought.
It
would
be
useful
to
just
check
back
in
on
this
topic,
because
there
were
a
couple
of
revisions
to
the
budget
that
reduced
the
the
planned
deficits
for
the
next
two
fiscal
years
and
I.
Don't
know
if
this
committee
had
a
chance
to
review
those
items
and
and
see
what
what
that
was,
but
the
the
budget
numbers
are.
A
A
A
So
the
fiscal
24
deficit
will
be
1.3
million
in
the
fiscal
25
deficit
will
be
2.1
million
so
slightly
less
than
what
it
was
when
we
had
seen
that
Heather
and
I
spoke
about
this
budget.
The
revisions
to
the
budget-
and
there
were
a
few
things
just
to
give
you
some
of
the
highlights.
From
our
conversation,
the
pension
transfer
pension
tax
transfer-
was
increased
based
on
an
updated
assessor
valuation,
so
the
revenue
increased
from
that
and
then
transfers
from
other
special
Revenue
funds
also
increased.
A
A
The
fire
budget
in
general
is
going
down
because
measure
K
was
passed,
and
so
there
is
a
there's,
a
decrease
in
the
fire,
the
fire
budget,
the
EMS
budget,
I
guess
in
general
of
about
five
hundred
thousand
dollars.
There
were
some
other
expenses
that
were
up
by
about
a
hundred
and
fifty
thousand.
So
there's
about
a
350
000
decrease
in
the
EMS
budget
is
that
right
am
I,
saying
that
right,
Community
Development,
there
was
a
question
there.
A
A
These
pages
are
actually
showing,
so
they
show
actuals
for
the
years
that
have
been
completed
and
they're
they're
listed
across
the
top
columns
there
and
then,
for
there
are
forecasts
for
what
we
think
will
actually
happen,
based
on
Physicians
being
open.
As
you
know,
we
have
to
budget
for
Full
Employment
from
day
one
so
that
you
don't
have
to
go
back
and
get
money
appropriated,
but
in
Practical
terms
we
know
we
won't
have
that
and
so
I
know.
That's
one
of
your
assumptions
about
expenses
right
salary
expenses
will
be
less
than
budgeted.
A
C
C
There
are
some
other
things:
expenses
I
also
assumed,
like
utilities
didn't
go
up,
you
know
very
high
Contract
Services
I'm,
trying
to
think
I
added
an
increase
in
actually
funding
reserves,
I
think
later
on,
yeah
Capital,
Improvements
and
that's
part
of
what's
adding
to
this
projection,
but
we
all
agree
I
think
we
need
to
actually
fund
Capital.
You
know
our
Reserves
and.
C
I
think
that's
really.
It
I
just
used
historical
averages
and
then
for
some
of
the
revenue
I
used
like
for
sales
taxes.
We
have
a
sales
tax
consultant
that
meets
with
the
city
quarterly
and
they
provide
fairly
extensive.
You
know
this
is
where
we
think
things
are
going
based
on
the
economy
and
all
of
that
so
I
think
I
used
those
numbers
that
they
provided,
but
most
of
it
was
just
here's
where
we've
been
here's,
where
we're
going
plus
any
changes
that
I
knew
were
coming.
I
accounted
for
the
ual
adjustment
year
over
year.
A
C
A
lot
of
people
did
improvements
and
there
were
a
lot
of
turnover
in
houses,
so
that
was
kind
of
an
outlier
of.
If,
if
a
house
is
sold,
the
new
property
tax
value
is
what
it
was
is
reassessed,
so
it
would
drastic
it
could
drastically
increase.
What
the
assessed
value
is
so
I
didn't
include
that
I
went
back
a
little
bit
further
and
said:
okay,
when
we
had
a
fairly
normal
increase
year
over
year.
What
was
that
and
I?
C
A
A
You
wouldn't
have
a
problem,
but
the
situation
is,
is
we
do
right?
And
this
goes
out
to
projects
out
to
2031-32
and
trying
to
project
10
years
in
the
future?
Is
really
who
knows.
You
know
what
these
numbers
are
really
going
to
be
like,
but
we
we
do
these
projections
so
that
we
have
something
to
talk
about
and
the
all
the
trend
lines
show
that
we
will
be
realizing
really
large
deficits
by
this
point
in
time,
because
we
do
have
that
ual
that's
looming
and
is
going
to
throw
us
into
this
deficit
position.
A
So
to
me
it
it
makes
it
just
very
clear
that
either
we
need
more
revenue
or
we
need
to
decrease
expenses
or
both
so
I
thought.
This
was
just
interesting
because
we
had
all
talked
about.
You
know
what
do
we
really
think
is
going
to
happen
in
terms
of
expenses,
so
this
is
great
I,
like
these
schedules
very
useful.
B
E
B
C
C
You
know
we
have
a
lot
of
I.T
infrastructure
that
needs
to
be
updated,
based
on
the
Strategic
plan
that
we
had
done.
I
just
pulled
up
the
Excel
spreadsheet,
which
I
would
share,
except
it's
very
large,
and
it
would
be
really
tiny
and
I
confirmed
that
I
projected
out
the
property
tax
revenues
at
an
increase
of
two
and
a
half
percent
a
year
after
this
most
recent
budget,
there
was
a
five
percent
for
the
most
recent
budget
and
then,
after
that,
it
went
back
down
to
2.5
percent
and.
C
So
a
lot
of
this,
it's
it's
a
little
difficult
to
say,
because
it's
not
laid
out
exactly
like
the
budget
is
there's
often
a
lot
of
not
a
lot
there's
an
appropriate
amount
of
savings
in
the
public
works
budget
because
you
budget,
for
you,
know
things
breaking
that,
and
you
know
I
really
liked
where
you
went.
You
know
the
other
meeting
with
you
know.
If
there
is
that
big
thing
that
breaks,
why
isn't
that
in
a
reserve?
A
C
And
the
same
thing
with
there
are
certain
lines
in
police
they're
forensic
line.
You
know.
Normally
we
don't
want.
You
know
we
don't
want
to
use
all
of
that
line,
but
in
some
cases,
if
there
is
a
you
know,
more
intense
crime,
they
have
to
you
know,
use
their
forensic
line.
So
it's
kind
of
a
middle
ground
of
what
we
normally
spend
that
we
try
to
hit.
A
D
D
C
C
So
this
is
what
the
Community
Development
Reserve.
This
is
what
Community
Development
anticipates
needing
to
spend
in
the
next
five
years
for
larger
projects,
and
it's
the
the
in
25
ish,
the
city
General
plan
is
up
and
that
costs
about
six
hundred
thousand
dollars.
So
with
between
the
active
transportation
and
the
city
General
plan,
it
will
be
fairly
significant
over
the
next
few
years.
B
F
So
I
also
note
that
what
I've
kind
of
advocated
for
by
way
of
Correspondence
to
you
is
particularly
on
the
10-year
cash
flow,
you're
you're,
making
assumptions
which
I
think
are
rightful
that
we're
not
reaching
full
capacity
on
Staffing,
but
yet
we're
trying
to
achieve
full
Staffing,
and
it
looks
like
we're.
Projecting
deficits,
no
matter
what
it
seems
to
me.
F
It
might
be
wise
to
put
some
sort
of
a
governor
or
a
break
on
this
quest
for
full
Staffing,
set
it
at
some
acceptable,
perhaps
historical
level,
and
just
try
and
maintain
that
any
restriction,
though
I
would
say
this
absolutely
certainly
should
have
an
override
capacity
by
the
city
manager.
No
doubt
she
knows
what
will
work
here
and
what
will
not
so
I
I,
don't
but
I
I
would
trust
that
I
really
appreciate
the
inclusion
of
the
two
fac
reports
in
your
budget
packet.
I.
F
F
Because
that's
something
we
absolutely
have
to
know
as
much
as
we
can
know,
because
if
we
don't
no
I
I,
don't
know
at
what
point
and
got
some
very
smart
people
in
the
room
with
numbers
Finance,
director
staff.
Here,
committee,
at
what
point
does
this
thing
get
to
a
point
where
it
can't
reverse
itself,
I,
don't
know
and
I
I,
don't
know.
If
anyone
knows
here
but
whatever
it
is,
we
can't
let
it
get
to
that
point
and
that's
why
I
really
appreciate
the
metrics
idea.
F
Constant
information
updates
find
out
what
the
city's
working
on
it.
Will
it
really
produce
something
here
or
will
it
not
because
if
it
will
not
you've
got
to
change
your
your
message
and
and
I'm
very
I
appreciate
your
message,
but
maybe
change
the
the
language,
the
text
from
a
a
serious
problem
to
a
really
serious
problem.
Thank
you.
Thank
you.
A
The
comments-
okay,
so
that
is
6-1
6-2
on
the
agenda,
is
the
fiscal
year
22
annual
comprehensive
financial
report.
So
this
is
the
audit
report
that
we
had
received
a
draft
of
back
in
April,
and
so
this
has
been
approved
by
the
council
and
I
thought.
It
would
be
useful
for
us
to
just
spend
a
little
bit
of
time
with
that
report,
since
we
we
never
actually
got
to
see
the
final.
B
D
E
A
A
A
And
that
one
is
a
chart
of
a
bunch
of
and
I
might
be,
looking
at
a
different
number
than
your
weird
when
I
was
looking
at
this
earlier,
I
was
able
to
see
page
numbers
and
I
can't
see
it
on
my
smaller
screen.
Okay,
let's
see
here
we
go.
Let
me
try
this
again
27
okay,
so
it's
table
four
city
of
Albany
changes
and
fund
balances
of
governmental
funds.
Last
10
fiscal
years.
A
A
A
If
we
go
back
to
pages
to
page
125,
this
is
another
really
interesting
schedule.
It's
table
two
changes
in
net
position,
last
10
fiscal
years
and
I.
Think
I've
had
this
question
before,
but
maybe
just
didn't
have
a
chance
to
really
ask
it
in
in
27
and
2018
I
think
this
predates
you
Heather.
There
were
large
deficits
in
those
years
the
general
government
expenses
were
way
up
beyond
what
they
were.
A
So
if
you
look
at
expenses,
governmental
activities,
General
government
you've
got
over
14
million
in
17
over
14
million
and
18
and
prior
to
that
they
were
running
like
three
and
four
million,
and
then
they
dropped
down
to
about
8
million
after
that
and
those
years
had
some
pretty
big
deficits.
Also
and
I
think
this
was
also
the
disclaimer
of
opinion
years.
C
So
2017
and
2018
were
the
disclaimer
of
opinion
years.
There
were.
It
was
also
one
we
had
switched
software
systems
and
there
were
several
adjustments
made
and
I
would
have
to
go
back
through
and
figure
out
exactly
what
happened.
I
know
that
when,
when
I
was
going
through
it
because
I
was
hired
in
August
of
2018,
which
was
right
right
in
the
beginning
of
2019's
fiscal
year,
then
we
were
going
through
the
audits
for
2017
and
2018..
C
C
There
were
some
issues
in
2017.
They
were
doing
the
first
half
of
the
Year
payroll
in
the
prior
system
because
since
we're
on
a
fiscal
year,
but
taxes
are
on
a
calendar
year,
they
didn't
want
to
break
up
in
for
W-2
reporting,
and
so
there
was
some
issue
with
recording
the
payroll
in
the
new
system
and
then
also
recording
it
in
the
old
system
and
kind
of
reconciling
those
few
things
so
I
I
would
have
to
go
back
through
and
looking
at
it.
It
might
also
be
that
some
items
were
moved
around.
A
Is
it
possible
that
that
maybe
expenses
were
understated
in
16,
because
when
you
look
at
the
general
government,
it
was
4.7
and
then
in
19,
when
it
sort
of
normalizes
again
it's
7.7,
so
that's
three
million
dollars
difference
I
mean,
but
I
would
imagine
if
they
needed
to
make
prior
period
adjustments
on
those
audits.
They
would
have
gone
back
into
retained,
earnings
and
and
open
a
prior
year
right.
So.
C
A
I
didn't
I,
don't
mean
to
have
you
like
go
back
and
research
five
years
in
the
past.
I
was
just
looking
at
that
and
you
can
kind
of
see
wow
these
years
really
stand
out.
There
was
a
seven
million
dollar
deficit
in
17
and
a
almost
a
six
million
dollar
deficit
in
18,
which,
if
we
were
realizing
deficits
like
that
now
there'd
be
a
lot
of
ringing
of
hands
and
I.
Imagine
there
was
at
that
time
too.
C
C
A
A
And
so
on
page
144,
this
this
report
is
not
the
audit
opinion,
but
it's
where
the
Auditors
talk
about
the
control
systems
of
the
city
and
their
testing
of
those
things
and
findings
that
they
had
with
respect
to
controls
in
the
city
and
my
general
read
on
This
was
I
I.
Think
I
I
mean
I
always
ask
do
you
feel,
like
you
have
enough
Staffing
to
get
the
job
done
and
the
general
comments
that
they
keep
coming
back
around
to?
Are
you
really
should
have
your
accounting
policies
and
procedures?
A
So,
just
as
a
preface
to
this
on
on
page
144,
they
talk
about
the
different
types
of
control,
issues
that
you
might
have
in
an
organization,
so
there
are
kind
of
three
levels:
there's
a
deficiency
in
internal
control,
a
material
weakness
and
a
significant
deficiency,
and
so
the
the
order
of
severity
is
a
deficiency
in
internal
control.
Is
the
worst
thing
and
they
talk
about
it
there.
A
It
says
that
a
deficiency
in
internal
control
exists
when
the
design
or
operation
of
a
control
does
not
allow
management
or
employees
in
the
normal
course
of
performing
their
assigned
functions
to
prevent
or
detect
and
correct
misstatements
on
a
timely
basis.
So
if
you
have
a
deficiency
in
internal
control,
it
means
you're
just
not
going
to
catch
problems
and
that's
not
what
they
said
is
happening
here.
A
The
next
thing
is
a
material
weakness,
so
that's
a
deficiency
or
a
combination
of
deficiencies
in
internal
control
such
that
there's
a
reasonable
possibility
that
a
material
misstatement
of
the
city's
financial
statements
will
not
be
prevented
or
detected
and
corrected
on
a
timely
basis.
They
also
didn't
say
you
had
a
material
weakness,
but
then
they
described
significant
deficiency
and
they
say
significant
deficiency
is
a
deficiency
or
combination
of
deficiencies
in
internal
control.
That's
less
severe
than
a
maternal
material
weakness
yet
important
enough
to
Merit
attention
by
those
charged
with
governance.
G
A
Yeah
I
know
it's
just
it's
really
weird:
you
have
to
kind
of
go
through
and
go
okay,
which
one
of
these
is
the
worst
one.
So
this
is
the
least
Sirius
of
the
three,
and
so
on
page
147.
They
talk
about
their
finding
and
they
basically
I,
think
kind
of
they
have
six
different
things
and
they
sort
of
lumped
them
all
into
this
same
thing.
It
says
context
not
following
written
routine
and
standardized.
C
C
So,
for
example,
the
long-term
liabilities
we
record
them
in
their
individual
funds
appropriately,
there's
just
a
like
lump
fund
at
the
end,
that
kind
of
puts
them
all
in
one
place
that
we
don't
touch,
and
so
at
the
end
of
the
year
the
auditor
goes
through
all
of
the
individual
funds
and
then
just
puts
them
all
in
one
place
and
I'm
like
yep,
fine,
whatever
I'm
gonna,
do
it
this
year
and
they're.
So
it's
just
it's
little.
C
Tweaks
I
have
I,
have
finally
had
the
time
to
sit
down
and
go
through
some
just
outstanding
balances
from
the
software
conversion
that
have
just
been
rolling
over
and
they're
just
they're
small,
like
there
was
one
that
I
was
dealing
with
today.
That
was
like
twenty
five
hundred
dollars,
and
you
know
when
we're
looking
at.
You
know:
30
million
dollars.
Twenty
five
hundred
dollars
has
not
been
my
biggest
thing.
C
C
They
were
just
are:
they
were
recorded
properly.
We
presented
the
fixed
asset
schedule
to
the
auditor
properly.
It's
just.
We
have
decentralized
purchasing
and
some
people
code,
an
asset
which
is
anything
over
five,
a
piece
of
thing
over
500
or
500
over
five
thousand
dollars
to
like
an
equipment
account
instead
of
a
capital
asset
account
because
they
don't
know,
but
we
make
sure
we
comb
through
all
of
those
at
the
end
of
the
year
and
make
sure
our
asset
listing
is
correct,
so
we're
working
on
fixing
some
of
those.
C
We
did
go
when
I
got
here
in
from
nine
findings
in
2019
down
to
this
one.
So
I
will
take
that
one,
but
this
one
has
just
been
a
little
bit
more
difficult
for
us
to
get
to.
But
again
we
are
now
fully
staffed
and
I
do
not
anticipate
that
this
finding
will
continue
in
the
next
audit.
The
Auditors
are
actually
here
this
week
and
they
even
told
me
today
they
might
leave
a
day
early,
so
Pat
ourselves
on
the
back.
B
C
Like
to
visit
us
twice
a
year,
and
so
this
is
testing,
you
know
to
make
sure
that
we
have
the
correct
controls
in
place
for
cash
handoffs,
to
make
sure
that
we
have
all
of
our
documentation
in
place
for
different
for
larger
purchases.
Did
we
bid
correctly?
Did
we,
you
know,
put
the
right
notice?
Did
Council
approve
when
needed?
C
Do
we
have
the
correct
Insurance
certificates,
all
of
that
kind
of
stuff,
making
sure
that
the
you
know
we
have
checks
and
balances
and
the
correct
approvals,
and
so
that's
what
they're
doing
this
week
and
then
they'll
come
back
the
end
of
September
to
basically
look
at
all
of
our
final
items
and
make
sure
that
my
long-term
debt
and
liabilities
are
reported
in
that
fund
correctly.
You.
C
C
I
said
it
before,
and
I
will
say
it
to
my
last
breath:
Cassie
has
done
an
amazing
job
in
putting
together
detailed
procedures
for
everyone
with
screenshots
and
all
of
that,
and
so
we
are
in
a
much
better
place
than
we
were.
You
know
in
2019,
but
also
from
you
know,
even
just
everything
that
we
do,
that
we
now
say.
Oh
do
we
have
a
procedure
for
that
and
we
say
no
well
we'll
create
one.
So
we've
been
doing
much
better
with
that.
A
Is
great
and
that's
from
from
a
perspective
of
if
you're,
if
you
haven't
worked
in
accounting,
the
the
sort
of
Mantra
is
everything
has
to
be
written
down
in
a
procedures
manual,
it
should
be
approved
by
the
appropriate.
You
know
board
or
Council
or
whatever,
and
then
you
have
to
make
sure
that
you're,
following
those
things
and
having
those
detailed
lists
of
how
to
do
something
with
screenshots,
is
so
important
because
we
are
we're
still
in
a
really
low
unemployment
situation
for
accounting
and
finance
people
at
a
minimum.
A
D
C
C
C
So
to
give
context.
Yes,
the
fiscal
year
ends
June
30th.
We
still
allow
for
prior
year
items
that
come
in
for
an
accrual
basis
through
August
15th,
so
our
year
doesn't
really
end
until
you
know,
sometime
after
that,
when
we're
able
to
say
okay,
we've
done
our
final
check
run
we're
doing
our
final
review
and
the
Auditors
came
like
maybe
the
first
full
week
in
September.
D
C
C
A
A
That
probably
should
be
something
that's
on
the
future
agenda,
so
we
know
for
sure
I
had
a
fiscal
2223
proposed
calendar
from
a
long
time
ago
from
November
and
that
calendar
had
said
July
date
to
be
determined,
for
we
were
going
to
do
the
Q4
update,
but
we
actually
need
to
do
the
Q3
update
I.
Could
we
couldn't
do
a
Q4
update
in
July
that'd
be
too
fast?
A
C
B
A
C
A
B
D
C
Think
if
so,
when
does
a
quarter
end
July,
so
they
would
have
if
we
start
investing
now,
June
would
be
a
quarter
end
and
then
they'd,
probably
August,
so
they
could
probably
present
I.
Think
if
you
want
like
four
months
worth
of
data,
they
could
probably
present
in
November
and
you'd,
have
probably
more
meat
to
actually
talk
about.
That's.
A
Fine
so
I'll
say
investment
results,
update
in
November
and
then
we'll
get
four
months
worth
of
data,
the
other
things
that
I
had
on
my
list.
Some
of
these
are
just
carry
forwards,
so
we
had
thought
we
would
do
the
Q3
finance
budget
update
this
meeting,
but
we
postponed
that
so
we'll
have
that
in
September.
A
So
it'll
be
Q3
and
Q4
okay
and
then
we
also
wanted
to
talk
about
just
the
the
banking
discussion.
You
know
maintaining
the
we
had
the
whole
banking
meltdown
right,
we're
still
coming:
Silicon
Valley,
Bank
and
First
Republic,
Bank
and
balances
that
are
over
the
FDIC
limits
and
I
think
there
are
certain
special
things
that
apply
us
as
a
city,
but
I
don't
really
understand
those.
So
I
was
kind
of
looking
for
just
some
discussion
of
our
credit
concentration
risk
with
respect
to
our
banking
balances.
A
Dashboard
discussion,
investment
results,
update
Francesco
had
wanted
to
talk
about
how
property
taxes
are
paid.
So
we
could
ask
him
if
he
would
be
ready
to
do
that
at
the
next
meeting.
Also,
we
need
to
have
a
revenue
subcommittee,
update,
I,
think
that
was
going
to
be
last
meeting,
but
that
meeting
ran
until
10
45
and
we
just
ran
out
of
time
so
I
think
we
should
give
them
an
opportunity
to
present
what
their
current
results
are.