►
Description
Committee met for the Department of Administrative Service and Office of Audit and Control budget presentation.
A
A
A
Alright
26
27
28
and
which
is
a
little
bit
more
comprehensive
than
most
of
the
department's,
have
provided
us
with
in
the
budget,
covers
what,
in
terms
of
like,
instead
of
a
handout,
we're
going
to
be
essentially
predominantly
focusing
in
on
that,
and
then
the
budget
for
this
department
continues
on
to
page
34,
so
it's
26
334
and
luckily
she
has
no
buns.
So
we
don't.
We
took
a
bit
of
time
last
night
going
over
the
budget
and
then
going
over
bonds
plate.
That
I
will
turn
over
the
good.
B
Evening
here,
thank
you
for
coming
today
and
I
look
forward
to
talking
about
the
Department
of
Administrative
Services,
which
has
only
been
created
a
few
years
ago.
I
just
first
of
all
would
like
to
introduce
some
of
my
key
members
of
my
team
and
I
also
invited
them,
because
I
think
you
may
have
additional
questions.
B
There
is
Elaine
Medina,
who
is
the
director
of
Cultural
Affairs,
which
really
you
know
it
works
directly
with
the
public
they
put
on
award-winning
shows
all
year
long
and
we,
which
provides
the
the
city
and
opportunity
to
bring
tens
of
thousands
of
people
in
the
audience.
I
think
la
has
been
doing
a
terrific
job,
and
you
can
ask
her
about
her
programming
for
next
year
and
plans
for
many
of
our
outward-facing
work.
What
we
do
with
the
public,
also
Michael
wheeler
you're,
very
familiar
with
Michael
wheeler,
who
is
our
budget
director?
B
B
She
comes
with
probably
40
years
of
experience,
working
in
equity
and
yo
work,
and
it
is
really
really
a
privilege
to
work
with
her
I
learned
so
much
from
her
every
day
and
then,
of
course,
my
assistant
Amy
Hendrickson,
who
keeps
me
going
to
places
where
I
need
to
be
and
really
has
been
a
phenomenal
asset
to
our
budget
office.
She
gets
people
paid.
She
really
does.
She
really
moves
a
lot
of
work
through
our
offices,
which
helps
so
Administrative
Services
in
general.
B
Is
there
as
centralized
does
mainly
the
centralized
functions
for
the
city
of
Albany?
We
get
people
paid,
we
get
people
hired.
We
also
out
out
board
them.
We
work
every
day
with
other
departments
like
law,
the
police
department,
the
fire
department.
We
administer
civil
service,
which
is
all
of
our
tests.
We
are
governed
by
civil
service,
we
take
it
very
very
seriously
so,
and
then
we
also
and
again,
you
know
this
from
the
headlines.
B
Budget
is
something
you
are
very
concerned
with,
but
as
well
as
our
information
technology
department
which,
as
you
know
earlier
this
year,
we
suffered
a
ransomware
attack
and
it
was
a
national
story.
People
followed
how
we
recovered,
and
it
really
made
us
take
a
deep
dive
into
our
own
internal
structure
as
well
as
when
this
happens
to
a
city.
B
C
B
D
B
So
really
one
of
the
things
we're
working
on
right
now,
but
we
can
get
into
the
different
departments,
so
I
didn't
want
to
spend
a
lot
of
time,
giving
you
a
PowerPoint
I,
really
wanted
to
direct
your
individual
questions
that
you
would
have
to
admin
services.
Some
of
the
highlights
are
as
well
as
in
our
innovation
performance.
We
have
budgeted
for
an
energy
manager
years
ago
and
you
might
have
known
it
was
a
kevin
lutheran
who
worked
with
us
for
NYSERDA.
B
We
base
them
in
it
admin
services,
because
especially
our
innovation
and
performance
department,
just
like
our
project
managers.
They
really
take
of
many
of
our
grants
like
the
Bloomberg
grants
and
they
really
follow
through
to
the
end.
So
we're
very
excited
that
we're
able
to
budget
for
an
an
Energy
Manager,
because
we
want
to
be
a
sustainable
City
and
then
the
other
highlight
is.
We
have.
B
B
So
with
that,
some
of
the
larger
other
increases
are
centralizing,
our
financial,
our
budget
office,
as
well
as
looking
at
our
IT
department
and
how
it
was
staffed-
and
you
know
really
looking
and
in
our
contracted
services,
as
well
as
our
IT
department
and
getting
one
who's
gonna,
be
really
based
on
security,
because
we
get
hundreds
of
attacks
a
day,
some
sort
of
level
of
breaches,
which
is
not
unusual
unusual
for
a
large
organization
like
this,
we
stop
them
and
they're
logged.
But
we
really
want
to
look
at
the.
B
We
want
to
be
able
to
analyze
it.
So
it's
almost
like
hiring
a
security
guard
and
looking
at
it,
but
also
looking
at
employee
users
how
they're,
using
their
smartphones,
their
laptops
and
trying
to
so
to
have
that
person
identified
as
well
as
a
deputy
IT
Director
and
which
will
also
help
our
IT
director
grow
into
our
the
organization
that
we
really
need
for
information
technology.
We
just
can't
outsource
our
IT
department,
there's
just
too
many
moving
parts,
so
so
with
that
I
think
I'm
just
going
to
open
it
up
to
questions.
B
Page
32,
so
right,
so
there
are
two
systems,
so
we're
gonna
have
a
deputy
director
IT
as
well
as
a
we
eliminated.
What
was
called
the
web
developer?
That
is
a
vacant
position
and
this
person
will
be
a
network.
This
person,
I'm
sorry,
there's
a
senior
network
system
technician
and
that
person-
and
it's
it's
not
filled
right
now,
so
that
would
be
two
vacancies
and
that
would
be
someone
who
would
be
focused
on
our
network,
specifically.
E
B
A
B
F
B
A
A
So
you
can
say
what
you
want
a
response,
but
I'm
just
gonna
say
he
said
somebody
opens
something
that
they
should
not
have
opened,
or
they
visited
a
website
that
they
should
not
have
visited
in
this
kind
of
IT
security,
101
that
all
employees
should
know
how
not
to
do
this,
and
so
he
was
asking.
How
is
it
that
we
put
ourselves
in
a
position
of
costing
taxpayers
$300,000
being
subjected
to
potential
ransom
and-
and
he
wanted
to
know
what
the
person
was
still
on
payroll
well,.
B
I
mean
that's
pretty
extreme,
just
considering
we
didn't
have
a
training
program,
for
we
did
not
have
our
employees
getting
any
sort
of
training
for
cyber.
So
one
of
the
things
that
we
implemented
after
the
ransomware
attack
was
that
was
an
internal
control.
That
is
a
position
where
we're
looking
at
and
we
have
had
most
employees
take
the
cybersecurity
class.
That's
a
webinar,
but
in
general
it's
happening
every
day,
Judy!
It's
it's
very
quick
in
this
world
that
we
look
at
something
on
our
phone
and
we
put
in
our
credentials.
B
Just
two
weeks
ago
we
had
someone
else
who
again
we
did
not
have
in
our
personnel
policies
handbook.
What
is
the
discipline
manner?
Is
it
a
level
it's
at
a
level
that
you
can
quote
unquote
fire
people.
You
know
we
live
in
a
world
where
people
have
job
protection,
were
they
spoken
to
and
discipline
absolutely.
But
we
didn't
have
a
strong
cyber
rule
about
this.
So
now
we
do,
we
have
open.
We
have
changed
our
personnel
and
policies
handbook
that
we
can
be
a
level
of
discipline
to
it.
B
B
Need
to
look
at
the
17
municipalities
that
were
hit
in
Texas,
we
need
to
hit
at
the
13
minuts
pallies
overhead
in
Florida
a
couple
months
ago
that
NPR
just
did
a
huge
profile
on
in
general.
Yes,
this
this
continues
to
happen.
The
problem
is,
is
we
buy
technology?
We
love
it
and
then
we
don't
look
at
the.
We
don't
practice,
those
back
those
practices.
One
of
the
reason
this
only
cost
$300,000
is
because
we
had
a
backup
strategy
and
a
backup
strategy.
B
Is
we
backed
up
our
network
night
so
when
they
attacked
those
who
were
in
charge
of
the
programs
at
the
IT
department
were
in
charge
of
those
pros?
Weren't
touched
they
weren't
touched,
so
we
didn't
lose
our
ERP
system.
We
were
up
within
two
hours
after
the
initial
attack,
and
that's
because
we
were
on
high
alert
that
this
was
happening.
So
we
didn't
lose
our
ERP
system,
so
we
were
able
to
purchase.
We
were
able
to
pay
people.
We
were
able
to
continue
on
now.
B
We
what
we
had
our
employees
do
is
you
know
we
had
to
clean
and
scrub
every
single
laptop
in
the
entire
city.
So
some
of
the
work
we
couldn't
do,
we
didn't
have
the
ability
to
print
cuz
that
was
remote
access
because
we
cut
what's
called
remote
access
off,
which
helped
a
lot.
So
in
defense
of
the
our
IT
director,
we
were
very
fortunate
that
he
was
alerted
by
our
software.
B
He
realized
there
was
a
problem
and
he
came
down
and
he
shut
off
most
of
our
systems
in
no
time
and
most
importantly,
911
dispatch
never
saw
blip
and
our
police
and
fire
could
respond
in
real-time.
Did
the
police
department
not
have
access
to
their
calendars
on
their
smartphones
yep
and
that's
because
it
was
remote
access,
so
we
had
to
slowly
rebuild
and
then
you
know
one
of
the
reasons
it
wasn't
more
expensive
is
we
had
state
IDs,
which
is
called
like
an
incident
command
and
every
municipality
should
know
this
and
I
called
cyber
sandbags.
B
They
came
in
and
they
they
brought
IT
experts
in
who
helped
really
really
helped
us
go
from
PC
to
PC.
And
yes,
we
identified
some
bad.
That's
called
cyber
hygiene.
You
know
people
had
downloaded
apps,
they
shouldn't
of
people
were
buying
stuff
online
people
were
printing
out
coupons
for
their
personal
work.
So
how
much
can
you
monitor
right?
Do
we
take
away
social
media
which
a
lot
of
people
use?
So
it's
really
like
you
know
we're.
This
is
all
on
chartered
areas
right.
So
where
do
we
go
from
here?
B
B
How
it
was
described
to
us
is
sometimes
they.
What
they
do
is
someone
found
a
way
in
and
then
they
sell
on
the
black
market,
the
black
web
to
another
rant
of
ransom
err,
I
think
you
can
get
12
bitcoins
from
the
city
of
Albany
and
they'll
pay.
So
then
they
what
they
do
is
they're
running
like
anywhere
from
15
to
20
ransoms
all
over
the
country
all
over
the
world,
and
even
the
FBI
said.
Even
if
we
pay
they
have
less
than
a
50%
that
they
find
them
and.
F
B
Once
when
we
saw
that
our
critical
our
critical
functions
were
intact,
it
really
became
clear
that
it
wasn't
worth
negotiating.
Did
we
loosen?
We
lost
some
death
and
birth
certificates,
but
the
state
has
worked
with
us
to
restore
them
and
that's
it's
gonna
take
a
year.
I
mean
right
now,
but
there's
other
ways
to
get
those
death
and
birth
certificates.
You
can
go
to
state
government
ends,
but
we
will
get
back
there.
You
know
I'm,
confident
about
that,
and.
B
I
think
we've
paid
everything
possible,
which
would
yeah
I,
think
we've
paid,
we
paid
for
the
work
that
we
needed
and
the
infrastructure
that
we
wanted
to
rebuild
correct,
yep
and
then
in
contracted
services.
There
are
some
new
outside
software
companies
that
were
working
with
security
companies.
The
safe.
H
B
H
H
H
B
H
B
H
H
F
H
F
H
G
G
In
terms
of
the
special
events
mm-hmm,
they
just
I,
don't
know
like
they
feel
like.
The
special
events
are
very
focused
on
these
specific
things
that
happen
and
they're,
not
necessarily
for
I
mean
there
are
four
people
in
Albany,
but
therefore
like
it's
not
just
for
all
many
people
and
has
there
ever
been
discussion
about
kind
of
broader
than
that,
like
hey,
I,
guess
that's
the
thing
it
seems
like
Albany.
Does
these
events
and
that's
what
we
do
and
that's
that
and
there
I've
had
a
few
constituents.
G
B
G
B
We
have
to
also
factor
in
police
overtime,
fire
DGS.
You
know
we're
blocking
a
street
off,
so
there's
a
process
in
place
that
those
are
also
special
events,
as
well
as
the
identified
cultural
events.
We
have
to
continue
to
evaluate
so,
for
example,
a
live
at
five
has
been
diminishing.
The
interest
in
it,
and
some
of
it
really
is-
is
that
right
over
the
river,
you
also
have
a
live
music
series
and
then
Saratoga
has
a
lot
of
music
series
and
Schenectady
does
have
fun
and.
B
Does
as
well
so
one
of
the
things
that
we've
talked
about
and
I
think
maybe
it's
the
convention
center
though,
but
is
that
shared
cultural
calendar
so
we're
not
competing
like
pro
Palooza
and
lark
fests
they're,
not
City
events,
the
Department
of
the
Office
of
Cultural
Affairs
doesn't
produce
it,
but
we
certainly
support
it
on
lots
of
levels.
So,
if
you
look
at
the
operating
budget,
you
know
we
have
to
be
thoughtful
about
it.
The
lady
have
anything
bad.
J
J
J
J
G
F
G
Like
that,
it
was
actually
a
live
at
five
different
people
in
my
ward
I've
talked
about
their
liked.
It
I,
don't
know
anybody
from
the
city.
It
even
goes
to
that.
Why
are
we
spending
I
mean
it's
important
to
get
people
in,
but
why
aren't
we
reassessing
and
looking
at
different
things?
And
so
it's
just
it's
a
fair
point.
I
mean
there.
Maybe
it's
something
that
should
continue
on.
Maybe
it's
but.
G
J
F
J
A
B
J
D
Things,
and
so
you
know
some
of
these
events
like
I'll,
just
speak
about
them.
In
my
ward
on
Delaware
Avenue,
we
had
a
fare
bliss
quite
a
few
years,
and
now
it's
you
know
it's
kind
of
dying
out
now,
but
I
hope
I.
Do
wonder
if
we
have
had
more
support
that
it
could
have
continued.
You
know
so.
I
just
I
just
say
that
to
keep
in
mind
the
importance
of
these
neighborhood
based
arguments.
I
B
G
G
J
Is
partnering?
It's
a
win-win
correctly.
This
sharing
the
light
of
pride,
which
was
its
30th
anniversary.
We
kicked
off
the
series
of
their
first
summer
right
now
and
we
partnered
with
the
capital
right
center.
You
know
inner
voices
and
the
opportunity
to
get,
and
certainly
every
every
every
hour,
each
one
ever
of
all
and.
D
G
J
G
G
I
G
A
A
G
It's
just
something
where
it's
like
that
is
so
great.
It
brings
people
in,
but
it
also
brings
people
from
around
the
city
to
a
different
spot
in
the
city
and-
and
it's
just
you
know-
maybe
it's
something
where
it's
like
wow
I
live
at
five
is
great,
but
maybe
we'll
only
do
one
alive
at
five
and
we'll
do
and
said
and
just
consider
shaking
things
up
a
little
bit.
G
A
I
think
you're
right
in
terms
of
wanting
to
bring
a
little
bit
more
focus
to
the
different
neighborhoods
and
have
encourage
a
little
bit
of
that
community
pride
right
in
the
neighborhood,
and
if
you
have
something
in
the
neighborhood,
then
I
think
people
from
that
neighborhood
are
going
to
be
a
little
bit
more
inclined
to
participate
and
enjoy,
etc.
I,
you
know
what
I
would
love
to
see
there
be
a
joint
calendar
for
the
activities.
A
B
Are
you
go
boy
and
thankfully
we
were
right
in
the
process
they're
like
two
three-hour
presentations
by
web
companies
to
rebuild
our
website,
so
we
should
choose
someone
shortly
and
then
from
there
we'll
begin
to
the
coding
process
and
what
we
want
out
of
our
new
website,
which
of
course,
Mobile
is
really
important-
that
it's
built
in
a
mobile
friendly
environment
as
well
as
the
ability
to
securely
pay
your
bills
online
and
be
much
more
open
facing
I'm
really
excited
about
it.
It's
long
overdue.
So
we'll.
B
There's
there's
a
big
will
administrative
service
as
well,
but
there's
a
lot
of
it's
a
committee,
so
every
department
is
represented
right
now.
There's
there's
a
real
back-end
piece
to
it
for
the
functionality
but
with
the
front-end.
The
design
is,
will
be
much
more
interesting
innovative
and
we
can
certainly
show
it
before
anything
would
be
launched.
I'm
very
comfortable
with
that.
So.
A
Ask
a
question
about
so:
your
department
has
an
increase
of
two
positions,
essentially
as
I
as
far
as
I
see
it
yeah
right
and
just
in
general.
We
continue
to
ask
other
departments
to
kind
of
hold
the
line
on
the
creation
of
new
positions.
Generally
there's
a
overall,
you
know
concern
about
you
know.
A
Most
of
our
rank-and-file
are
receiving
0
1
&
2
percent
raises
so
some
of
these
are
creations
of
new
positions
that
result
in
you
know
somebody
who's
on
staff,
getting
a
significant
raise
so
a
and
your
department
is
one
of
the
few
departments
that
really
significantly
grows
every
year.
So
could
you
address
that?
Well.
B
We
significantly
grow
because
we
get,
we
continue
to
get
added
responsibilities.
So,
for
example,
the
positions
that
are
grown
is
the
Energy
Manager,
which
has
not
been
filled
and
then
the
other
position
is
we
brought
in
a
chief,
our
chief
financial
manager,
that
was
on
the
fire
department's
line
and
he
will
be
coming
he's
coming
into
centralized
budget.
His
name
is
Nick
Riley.
Many
of
you
have
been
working
with
him
because
we
are,
and
then
the
we
also
eliminated
a
CFM
position
which
again
you're,
probably
very
familiar
with
Nick
blaze.
B
Nick
has
been
with
us
for
four
years.
He's
really
was
in
the
heat
of
things
when
we
were
in
a
22
million
dollar
deficit,
so
we
serviced
every
single
department.
They
please
know
he's
been
here:
oh
yeah,
no,
no,
everybody's
staying
with
me
we're
bringing
in
the
budget
office
we're
bringing
in
we're
becoming
a
centralized,
Budget
Office.
Essentially
so
that's
some
of
the
growth
and
once
again
we
service
every
single
department.
So
we're
not
pitting
the
Department
of
General
Services
against
the
police
department.
B
The
Department
of
General
Services
is
losing
a
chief
financial
manager
and
they
are
getting
more
of
a
financial
position
where
people
will
do
the
invoices
more
of
the
clerical
work.
So
because
we've
been
doing
a
lot
of
analysis
and
we
realize
that
we
need
our
finance
people
to
be
under
the
same
roof
because
we
just
work
together,
it's
much
easier.
We
lost
our
CFM
and
each
yes.
B
C
C
B
It
we're
no
different
than
the
state
of
New
York
and
a
lot
of
organizations.
There
are
silos.
One
of
my
biggest
mission
is
just
to
try
to
break
down
those
silos,
so
we
spent
a
lot
of
time
in
departments.
We
don't
necessarily
sit
on
the
second
floor.
You
know
sit
in
on
the
first
floor
of
City
Hall
and
just
have
everybody
come
to
us.
You
know
we
are
involved
in
their
monthly
operational
meetings,
their
budget
meetings.
B
We,
you
know
work
and
solve
problems
every
day
so
and
a
lot
of
more
have
to
do
with
the
you
know.
Why
is
it
second
purchasing
why
you
know
why
can't
I
get
this
person
hired?
Why
is
civil
service
taking
so
long
to
retitle
a
position
and
that
just
didn't
exist
before
so
I
think
that
in
general,
most
of
the
departments
are
very
happy
to
have
the
support
that
they
need
to
be
able
to
run
their
operation.
You.
C
F
C
B
C
B
That
but
I
will
tell
you
the
first
year
we
here
one
of
the
reasons
we
were
working,
nights
and
weekends
was
layout
and
I
don't
have
anybody
who
their
job
is
to
lay
out
in
publisher
or
whatever
it's
produced
in
and
it
frankly
is
any
good
at
it.
So
really
it
went
once
we
engage
with
a
consultant
who
was
a
graphic
designer.
C
B
E
A
In
2008
from
2017,
what
was
the
cost
in
2017
of
printing
the
budget
versus
now
that
it's
full
color
and
glossy
paper,
or
whatever
paper
you
know,
and
and
and
we're
going
to
note,
that
there
is
a
provision
of
the
city
code
that
requires
this
to
be
published
in
a
union
shop
and
show
the
Union
bug
for
everything.
If
you
Chris
can
just
keep
that
in
mind,
because.
A
B
E
G
E
A
The
other
issue
that
I
have
had
with
as
a
mr.
Wheeler
says
it's
no
longer
gonna
be
you
know.
Problem
is
when
I'm
finding
errors
in
the
adopted
budget,
for
example,
and
I
call.
You
know
as
soon
as
it
I
was
new.
We
receive
it
as
soon
as
we
finally
received
it.
You
know
which
was
in
June,
so
we're
paying
for
it.
We
get
it
two
months
after
everybody
else,
okay,
so
the
adopted
budget
had
a
page
that
was
not
consistent
with
what
we
had
approved
in
order
to
get
that
done.
A
It
took
like
another
two
months
for
me
to
get
the
revised
page
so
that
I
could
say.
Yes,
let's
you
know,
okay
I
mean
you
know,
and
there
was
some
question
as
to
whether
or
not
you
guys
wanted
to
do
the
bookkeeping
differently
or
something
like
that,
which
would
have
required
council
approval,
no
you'd
stuck
with
what
we
approved.
So
all
it
was
a
matter
of
that
needed
to
be
printed
instead
of
something
different
that
we
didn't
approve.
Okay
and
that.
D
A
H
B
So
we
had
a
33
year,
employee
retired,
from
the
city
and
after
careful
analysis
of
the
scope
and
services
of
the
two-person
department,
we
had
lowered
the
salary
to
be
down
more
closer
to
our
directors.
Most
of
our
directors
are
in
the
mid
range
of
60
to
56
with
the
title
of
director,
so
we
felt
that
that
was
for
the
two-person
department,
more
reasonable,
so
in
in
line
with
with
our
other
directors
and
then
lastly
and
I
know
we're
just
closing
up
the
only
big
other
jump
that
I
wanted
to
point
to.
B
You
was
our
training
fund,
and
you
know
if
this
also
includes
training
conferences,
our
employees,
we
struggle
sometimes
to
keep
people
in
some
of
the
departments,
and
we
really
want
to.
First
of
all,
we
want
to
offer
them
more
opportunities
to
get
additional
training
to
be
even
more
assets
to
the
city
of
Albany,
so
that
has
been
increased
a
lot.
But
also,
if
you
look
at
our
training
fund,
you
were
really
going
from
fifteen
thousand
dollars
to
fifty
one
thousand
dollars.
G
G
B
B
F
A
B
That
so
one
of
the
big
issues
we
continue
have
to
do
updates.
This
is
the
last
year
to
do
Microsoft,
Office,
whatever
we're
in
version
now
we
have
to
go
to
the
next
one.
It's
extremely
expensive,
we've
been
putting
it
off
for
about
five
or
six
years
in
next
year
is
the
last
year
to
do
it,
so
a
lot
of
it
is
going
towards
that
as
well.
As
you
know,
we
have
new
versions
of
software
that
we
have
to
upgrade
to
and
that
cost
money
it's
expensive.
B
We
have
existing
local
software
companies
that
we
work
with,
who
were
very
helpful
and
beneficial
during
the
ransomware
attack,
they're
technicians
and
subject
matter
experts
for
the
many
many
we
have
over
60
servers
here
and
they
store
a
lot
of
information,
and
you
know
we
have
to
be
able
to
monitor
them
and
look
at
each
and
every
single
one
of
them
and
continue
to
update
them
and
see
if
they
are
servicing
us.
Okay,
thank
you
very.
I
All
right,
thank
you
for
letting
me
take
the
time
to
present
to
you.
I
realize
the
art
department
is
small
and
I
just
wanted
to
update
you
on
a
few
items.
I
have
two
people
here:
ransom
war
is
our
deputy
chief
city,
auditor
and
Stephanie.
Slow
Minsky
is
a
certified
internal
auditor
and
she
was
recently
hired
in
July.
I
So
there
were
two
key
positions
that
I
just
wanted
to
bring
to
the
council's
just
wanted
to
present
it
to
the
council.
I
did
speak
to
budget
afterwards
about
it.
While
one
of
the
positions
is
the
deputy
chief
city
auditor,
we
did
put
in
an
$80,000
salary
from
his
76
thousand
dollar
salary.
It
would
gave
him
a
bi
percent
raise
his
position
is
in
keeping
with
the
other
deputies
within
the
city.
His
is
on
the
lower
end,
comparing
to
even
more
so
what.
I
He
said
it
was
an
oversight
that
he
thought
he
gave
grants
him
a
three
percent
raise.
He
gave
him
one
percent
I
asked
for
five.
He
said
we
can
address
it
later,
because
we
have
a
RFP
out
for
the
audit
of
post
employment
benefits
other
than
pensions,
for
example,
medical
benefits,
and
when
that
RFP
comes
in
depending
on
where
it
sits
that
might
save
somebody
that
then
we
can
consider
whether
or
not
ransom
would
get
a
raise.
I
just
thought
that
that's
unfortunate
but
I'm,
just
letting
you
know
as
an
elected
official.
I
I
I
A
I
I
Asked
for
a
five
percent
raise
in
keeping
with
his
salary
being
80,000
and
looking
at
the
assistant,
deputy
treasurer
makes
82,000,
who
used
to
be
the
city
auditor,
which
is
interesting
to
me
that
our
deputy
salary
is
not
in
line
with
other
deputies
within
the
city
and
I'm
talking
about
the
system.
Definitely
not
even
the
deputy
deputy
for
the
treasurer
makes
ninety
thousand.
I
That
was
one
position.
The
other
position
is
the
auditor
position.
Stephanie
is
a
CIA
certified
internal
auditor.
Our
budget
was
not
that
high.
She
does
have
much
more
credentials.
The
the
budget
was
forty,
nine
thousand
nine
sixty
five
and
2019.
The
administration
strongly
recommended
that
the
auditor
department
hire
people
with
credentials,
internal
auditor
credentials
and
we
did
and
realizing
that
she
just
started.
So
the
budget
Department
basically
said
that
you
know
when
she's
here
a
year,
we'll
probably
bump
up
her
salary,
then
I
just
hope
she
stays
that's
my
concern.
I
The
the
New
York
state
pays
fifty
five
thousand
there's
an
opening,
there's
openings
now
that
they
opened
up
the
job
market
and
we
risk
losing
people,
but
I
understand
that
the
budget
you
have
to
have
here.
Income
to
go
off
set,
you
know
your
expenses
as
well,
but
that
was
not
brought
to
my
attention
and
I
and
that
nothing
is
going
to
be
done.
I
guess
about
that!
I
What
is
going
to
happen
to
my
department,
because
the
analysts
are
concerned
that
they
may
lose
their
job
nobody's
protected
in
my
department,
the
analysts
had
had
a
civil
service
exam
that
was
cancelled
and
we
said
it
was
cancelled
because
I
didn't
respond
to
an
email
about
the
job
description
which
nobody
even
said.
You
know,
so
you
didn't
respond
and
they
just
cancelled
the
exam
or,
as
they
said
they
can't
cancel
it.
The
state
actually
decides
on
the
advance.
As
far
as
when
the
exams
were
given
I
tried
meeting
with
the
mayor
to
talk
about.
I
You
know
the
transition
in
my
department
and
she
said:
I
didn't
win
yet
so
I
will
wait
until
November
6th,
which
I
understand
that.
But
my
concerns
is
my
employees
that
I
don't
want
people
to
feel
like
they're
in
jeopardy.
I,
don't
don't
really
know
you
know
what
the
plan
is
and
I
will
talk
right
after
you
know,
November
6
and
I'll
probably
circle
back
to
the
comet
Council
again,
just
just
to
make
you
aware
we
can
go
on
to
the
next
item
of
the
agenda.
I
And
I,
just
wanting
to
make
sure
the
county
council
knows
I
did
present
public
comment
regarding
the
bond
ordinances.
I
did
include
councilman
Fay.
He
asked
if
I
could
have
my
notes.
So
I
did
include
in
this
package.
It's
just
the
third
page
that
did
the
notes
about
the
legislation
that
was
presented
in
the
ordinances.
There
was
numerous
errors
in
the
legislation
and
I
identified
what
the
changes
should
be
identifying
the
account
numbers
that
need
to
be
correct.
This
is
like
a
Bible
for
us
for
20
years.
Those
account
numbers
are
so
critical
to
us.
I
So
to
make
sure
we
could
follow
things,
but
also
the
referred
to
a
city
comptroller.
We
know
we
haven't
had
a
comptroller
for
10
years.
It
should
be
the
treasurer
it's
in
several
spots
that
should
be
changed,
but
the
biggest
one
was
the
the
language.
Regarding
the
last
paragraph
regarding
the
board
of
estimate
and
a
portion
was
deleted
that
it
indicated.
That
indicates
that
we
don't
the
bonds
are
not
do
not
require
a
board
of
estimate.
A
portion
approval
I
believe
they
do
require
approval.
I
I,
think
the
precedent
has
been
established.
It's
been
in
these
ordinances
for
ten
years,
when
I
asked
for
legal
counsel,
they
said
you
know
to
avoid
confusion.
I
don't
think
it's
confusing
I
think
it's
very
important
I
think
once
it
leaves
the
Common
Council,
especially
with
the
streetlights,
was
the
probably
why
that
was
tightened
and
in
all
fairness,
when
the
Common
Council
asks
very
good
questions
and
I
appreciate
the
questions.
I
The
common
council
s,
but
it's
a
fluid
conversation
when
you
start
talking
about
the
economy
and
interest
rates
and
things
of
that
nature
and
it
changed
the
market
changed
after
your
meetings
and
I
think
that
you
should
have
been
aware
of
some
of
the
changes
that
were
happening
and
I.
Think
one
critical
question
I
didn't
understand
that
when
the
streetlights,
for
example,
the
deal
didn't
close
I,
didn't
understand
that
we
were
going
to
borrow
the
money
before
the
deal
closed.
I
Maybe
you
understood
that
I
didn't
understand
that,
but
we
encouraged
$300,000
of
interest
as
well
as
it
took
142
days
to
approve,
and
we
accelerated
our
borrowing
for
these
streetlights
and
they
didn't
even
go
with
the
borrowing
of
the
city
which
then
it
we
also
have
additional
cost
I.
Think
in
whether
or
not
the
ena
would
have
caught
that.
I
think
that
the
dialogue
going
back
to
the
common
council
was
what
was
important.
I
The
the
money
was
borrowed
without
ena
approval,
even
though
ena
approval
was
required
again,
I
don't
know
if
I,
if
we
would
have
been
able
to
surface
that
at
the
time
hindsight
is
20/20,
but
realizing
that
was
such
a
fluid
conversation
and
it
was
a
very
large
bond.
I
think
it
did
deserve
more
dialogue.
After
that
meeting,
you
all
had
in
October
about
interest
rates
going
up,
and
actually
they
did
in
December
and
will
be
borrowed.
The
money
interest
rates
have
now
actually
been
going
down.
So
I'd
like
to
see
that
language.
A
Raise
a
good
point
because,
as
I
looked
at
that
that
particular
line,
so
what
difference
you
know
doesn't
make
because
after
all,
it's
like
you
know
this
corporation
council,
the
mayor,
you
know
as
a
representative
on
ena
and
in
the
treasurer
you
know
which
are
usually
voting.
You
know
so
there's
your
your
kind
of
three
automatic
votes,
but
you
know
so
does
it
have
any
impact
and
and
I
think
you're
right?
The
issue
is
sometimes
issue
spotting
and
communication.
A
You
know
so
having
you
know
mr.
Ellis,
on
the
ena
and
then
also
having
you
be
there
to
potentially
raise
issues
that
you
know
could
be
brought
to
the
attention
of
the
Common
Council
with
regard
to
are
they
following
our
intent?
You
know
with
regard
to
as
they're
you
know,
issuing
the
bonds
or
etc
I
certainly
weighed
in
a
lot
on
okay,
you
got
approval
for
twenty
nine
million
dollars
in
streetlights.
A
The
New
York
Power
Authority
has
never
had
a
project
in
which
they've
come
in
over.
You
know,
and
many
of
the
projects
that
we're
done,
you
know
from
the
research
I
had
done.
Many
of
the
projects
are
ten
to
twenty
percent
less,
so
it
was
a
hard-fought
battle
to
get
them
to
reduce
that
by
even
10%,
but
as
it
turns
out
from
what
I'm
hearing
that
it's
possible,
even
you
know
with
that
reduction
of
10%
that
we
might
actually
have
over
borrowed.
For
you
know
we
haven't
just
borrowed
26
million
dollars.
A
A
A
A
I
F
A
A
F
I
G
I
I
Right
I,
don't
think
you
want
them
to
borrow
the
money
this
year
anyway
and
I
think
sometimes
it
does
more
to
circle
back
to
Common
Council
when
there
are
such
things
with,
especially
with
interest
rates
and
when
decisions
have
to
be
made,
because
my
last
thing
is
that
I
just
wanted
to
bring
to
your
attention
is
I.
Do
look
at
the
last
page
of
this
is
the
unspent
capital
and
my
concern
about
unspent
capital
is.
I
We
should
use
our
ERP
system
to
calculate
this.
Id
should
always
know
at
any
time
what
our
unspent
capital
is
so
right
now,
there's
a
glitch
in
the
system
since
April
for
the
soft
close
and
it
hasn't
been
corrected.
I
think
that's
unacceptable.
That
there's
explain
this
to
be
soft.
Ok,
so
soft
close
is
for
capital
accounts.
F
I
What
happens
is
the
soft
clothes
takes
the
ending
balance
and
moves
it
to
the
beginning
balance
of
the
next
year?
So
then
you
know
how
much
money
you
have
that's.
Why
you're
having
such
difficulty
to
find
out
how
much
money
do
we
have
on
each
one
of
these
accounts?
We
should
be
able
to
press
a
button
and
you
should
get
that
information
you're,
not
getting
that
information,
because
we
manually
take
care
of
it
on
Excel
spreadsheets.
That
person
is
now
working
part
time,
instead
of
full
time
in
the
Treasury
Department.
I
Does
the
Treasury
Department
Excel
spreadsheet
balance
with
the
ERP
system
and
it
doesn't
so
two
two
answers
to
your
questions
is:
is
one
how
much
capital
is
unspent
from
last
year
or
if
not
last
year,
for
all
the
years?
So
currently
the
Treasury
Department
says
we
have
41
million
dollars
of
unspent
capital.
I
A
I
So
the
the
encumbrances
that
are
not
correct
in
the
system
add
up
to
1.9
million,
so
I'm
waiting
for
Ken
and
Treasury
to
correct
this
glitch
he's
doing
it
manually,
because
even
if
I
took
out
that
the
difference
between
the
Treasury
numbers
and
ERP
the
ARP
has
the
encumbrances
isn't
it
ERP
has
the
purchase
order.
The
ERP
has
38
million
unspent
capital.
H
I
That's
what
we
have
a
list
of
encumbrances
or
our
so
I
ran
a
report.
So
here's
your
budget
performance
report.
This
is
your
Bible
that
you
should
be
working
off
of
to
know.
Instead
of
all
the
multitude
of
Lists
that
you
get
for
in
Excel,
because
when
I
asked
to
kind
of
compare
the
two
I
found
that
we
have
an
incumbent
or
we
have
a
unspent
capital
from
2006
now,
I,
don't
know
if
you.
I
I
I
And
my
concern
is:
is
we
have
to
have
it
on
the
system
and
not
if
they
want
to
do
the
cash
basis
in
the
accrual
basis,
and
Ryan
wants
to
do
this?
You
know
calculation.
So
if
you
look
at
that
report,
they
gave
me
gave
you.
This
report
has
gh
gh
if
that
report
at
the
end,
at
the
very
end,
totals
170
some
million
dollars
yeah.
D
I
I
Every
well,
your
capital
account
box.
Yes,
so
in
this
G
H
capital
fund,
this
is
the
borrowed.
This
is
the
capital
projects
that
we
borrow
money
for
this
has
65
million
dollars
is
an
amended
budget
which
I'd
have
to
look
back
because
I
know
you
check
on
that.
To
be
the
budget.
I
I
didn't
check
that
number
I
was
looking
at
the
balance
remaining
of
unspent
capital.
Sixty-Five
million
is
your
budget.
We
have
38
million
that
is
not
encumbered
or
spent,
and
you're
gonna
get
a
copy
of
it.
Gonna
have
this
one.
If
you
want.
C
I
Good
reason
why
I
didn't
want
to
give
it
to
you
is
I
can't
give
it
to
you.
Ken
is
updating
the
encumbrances.
This
report
is
not
accurate.
It's
now,
when
I
added
up
see
here's
encumbrances
here
that
have
a
negative
year
to
date,
income
versus
it
has
a
negative
amount.
You
would
never
have
a
negative
amount
for
a
conference.
It's
a
purchase
order.
You
didn't
take
away
a
purchase
order
by
three
hundred
twenty
thousand.