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A
With
everything,
so
just
a
couple
of
things,
so
we
always
send
out
a
year-end
communication
to
all
of
the
departments
that
just
kind
of
outlines
reminders
for
year-end
deadlines
that
did
go
out
in
april.
It
goes
out
so
early
because
the
first
deadline
for
contracts
and
purchasing
are
actually
in
may
so.
Preparation
for
year
end
starts
early,
so
that
did
go
out
and
I've
been
in
communication
with
the
other
divisions
in
finance
and
actually
year,
end
is
going
fairly
smoothly.
A
So
far,
people
are
adhering
to
those
deadlines
which
doesn't
always
happen,
so
I
think
we're
on
a
good
track
for
june
30th.
We
will
officially
close
our
books
for
the
year
on
august
12th.
We
leave
it
open
just
to
make
sure
that
we
can
process
as
many
invoices
and
such
in
the
correct
year
as
possible
to
decrease
the
amount
of
accruals
and
such
that
we
need
to
do.
A
We
have
the
final
field
work
the
week
of
september,
19th
and
september
26th.
The
auditors
will
be
on
site
one
of
those
two
weeks.
I
believe
it's
the
second
week,
but
I
could
be
wrong
about
that.
So
and
then
it
is
our
hope
that
we
will
submit
a
final
act
for
to
the
lgc
by
october
31st.
A
They
do
give
us
that
30-day,
you
know
extension
without
any
penalty
or
without
us
really
requesting
it.
But
honestly,
my
hope
is
that
we
will
october
31st.
We
will
be
done
so.
The
two
new
items
that
we
have
this
year
or
really
one
new
item
is
the
gatsby
87.
It's
our
leases.
We
did
decide
to
go
with
an
outside
organization
to
help
us
kind
of
implement
that
we
sent
all
of
our
lease
agreements
to
them.
A
Gosh.
I
think
it's
been
about
three
or
four
weeks
ago,
so
I
should
be
hearing
back
from
them
soon,
but
we
are
on
track
to
get
all
of
that
implemented
and
on
our
books
before
we
get
a
trial
balance
to
our
auditors.
So
I'm
was
a
little
worried
about
that,
but
they
have
jumped
in
and
helped
us
a
lot.
So
I
think
we
should
be
good.
I
don't
expect
many
changes
for
our
single
audit.
A
Arpa
is
the
big
thing
right
now,
but
we
did
have
arpa
funds
last
year,
so
I
don't
think
our
testing
should
change
very
much.
I
do
think
next
year
might
be
a
little
bit
more
of
a
challenge
because
we
will
have
all
of
those
kind
of
pass-through
grants
to
all
of
these
sub-recipients
within
the
community.
So
I
definitely
think
our
testing
next
year
will
be
more
in
depth
for
arpa.
A
So
so,
as
you
guys
know,
last
year
we
did
have
this
the
same.
Finding
that
we've
had
a
couple
of
years
and
that's
just
about
our
year-end
processes.
We
have
been
trying
very
hard
to
fix
those.
We
have,
unfortunately
still
had
some
turnover
in
finance,
so
we
are
not
as
far
forward
as
I
would
have
liked,
but
I
do
feel
good.
I
am
so
happy
that
susan
has
joined
our
team.
A
I
think
gosh,
I'm
not
even
my
days
are
meddled
together
right
now,
so
I'm
not
don't
remember
exactly
when
she
started,
but
she
has
jumped
in
and
is
helping
with
just
some
of
the
day-to-day
stuff,
with
financial
reporting
reviewing
reconciliations
completing
reconciliations.
So
that
has
been
great.
A
We
also
hired
another
accountant
to
work
on
ar
accounts
receivable
stuff.
That's
a
point
in
finance
that
I
felt
like
we
really
didn't
have
a
lot
of
control
over
or
we
didn't
have
good
oversight.
So
we
have
hired
someone
to
really
just
focus
on
that
aspect,
so
I
feel
honestly,
I
feel
better
than
I
thought
we
would,
especially
with
the
turnover
I
think,
we're
ready
for
year-end.
A
I
think
we're
ready
to
dig
into
audit
reconciliations
are
up
to
date.
They
have
been
reviewed
and
I
think,
with
the
extra
staff
we
will
be
able
to
have
other
people
prepare
and
let
me
really
do
a
final
review
of
things
before
we
send
it
to
the
auditor,
so
we're
catching
things
prior
to
them,
seeing
it
and
catching
our
mistakes.
B
I
just
have
one
question:
when
do
you
anticipate
having
your
information
back
for
guys,
we
87.
A
So,
scott,
I
would
have
to
look
back
through
my
emails,
so
they
said
so
we
sent
them
all
of
our
lease
agreements.
They
said
to
give
them
four
weeks,
and
I
think
it
is
very
close
to
that.
So
we
should
be
getting
it
back
honestly
any
day
and
then
we
kind
of
go
through
the
actual
implementation
of
getting
it
on
our
books
and
everything.
So
they
basically
do
the
analysis
of
what
should
be
included
and
what
shouldn't
be
included.
A
I
definitely
still
think
there's
some
conversations
between
them
and
us
that
we'll
need
to
have,
but
I
spoke
with
the
auditors
and
honestly,
they
said
as
long
as
we
have
it
on
our
books
prior
to
the
close
and
to
a
trial
balance
that
we
should
be
good,
so
we
are
pushing
it
close.
I'm
not
gonna
say
that
we're
not,
but
I
feel
good
that
by
the
middle
of
august
we
should
be
able
to
be
making
these
journal
entries
onto
the
ledger.
C
Gwen
thanks
becky
question:
how
did
you
ensure-
because
this
is
really
probably
the
first
full
time
time
that
we've
done
this?
How
did
you
ensure
that
you
had
the
entire
population
of
leases
that
the
city
entered
in
has?
Is
a
party
too,
so
both
lease
being
a
lessee
and
a
lessor
right?
If
I
recall
it
is
both.
A
A
I
also
had
a
staff
member
really
kind
of
go
through
all
of
our
gl
accounts
and
just
see
what
we
were
making
on
a
regular
basis
and
pulling
documentation
to
see.
If
possibly
it
was
a
lease.
We
also
worked
very
closely
with
purchasing.
They
had
actually
started
gosh,
I
think,
even
almost
two
years
ago,
because
that's
how
long
we've
almost
had
to
implement
this
standard
kind
of
marking
new
contracts
as
lease
contracts
or
possible
lease
contracts.
A
So,
of
course
we
pulled
all
of
those
and
then
I
also
spoke
with
the
management
team,
a
couple
of
times
and
kind
of
explained
to
them
what
we
were
looking
for
and
I
actually
got
a
lot
of
feedback
from
them
as
things
that
could
possibly
be
a
lease.
So
I
think
that's
the
hardest
thing
with
this
lease
is
making
sure
you
have
everything,
so
we
have
done
as
a
as
in
depth
of
a
review
as
we
can
do.
A
C
So
I
mean
the
one:
the
one
that
surprised
me
a
couple
years
ago
was
the
the
property
on
orange
street
that
we
have
with
ncdot,
which
is
like
a
you
know,
65-year
lease
something
really
crazy.
So
I
think
I
think
the
concern
is
if
we
have
something
that's
you
know
been
was
agreed
to
a
long
long
time
ago,
but
I
don't
I
mean
it
sounds
like
you
had
a
pretty
good
approach
to
it.
A
I
I
I
feel
good
about
it.
I
don't.
I
won't
say
that
I
feel
like
we
have
everything
I
mean.
I
do
think
there
might
be
some
things
that
have
fell
through
the
cracks,
but
I
really
think
we
have
a
very
comprehensive
list
and
we
are
continuing,
of
course,
to
have
conversations
with
people.
You
know
in
case
things
do
come
up.
You
know
this
standard
is
a
really
weird
one.
There
are
really
weird
rules
as
to
what
you
have
to
include
and
what
you
don't
have
to
include
a
month-to-month
lease.
A
You
don't
have
to
a
dollar
lease
you
don't
have
to
so
it
was
really
kind
of
going
through
the
different
things
and
trying
trying
to
figure
out
what
did
qualify
and
what
didn't
so.
B
Thank
you
just
a
follow-up
question:
does
the
city
have
any
type
of
in-kind
type
leases
services
provided
in
lieu
of
you
providing
a
service,
and-
and
I
would
assume
that
if,
if,
if
you
do
have
it,
you
would
included
those
items
as
well
correct.
A
Yes,
we
did
I'm
not
thinking
of
any
that
come
off
my
that
are
in
my
mind,
right
now,
one
of
the
ones
that
we
did
make
sure
we
included
was.
You
know
we
have
a
contract
with
ritp
dev
they're,
the
people
that
do
run
our
art
station
and
while
it
doesn't
specifically
say
that
they
lease
our
building,
they
do
use
our
building.
So
that
is
one
of
the
ones
that
I
did
pull
to
send
to
them
just
to
see.
A
If
we
had
some
type
of
underlying
lease
that
we
needed
to
include,
we
had
a
couple
of
those
in
kind,
scott,
I'm
not
remembering
any
off
the
top
of
my
head,
but,
like
I
said
it's
been
a
couple
of
weeks
since
I've
looked
at
those
but
yeah
we'd,
I
think
we
did
good
outreach
to
kind
of
make
sure
that
we
had.
We
were
including
everything
so.
C
Yeah
becky,
the
the
one.
The
things
that
come
to
my
mind
is
with
parks
and
rec.
You
know
we
will.
We
will
agree
to
maintain
certain
properties
in
return
for
being
able
to
use
the
property,
so
I'm
assuming
that
parks
and
rec
was
in
the
in
the
loop
on
that
kind
of
thing,
and
so
that's
like
when
I
think
of
our
in-kind.
Those
are
the
ones
that
pop
up
for
me.
A
They
were,
and
I
know
that
the
agreement
we
have
with
ab
abyssa
was
definitely
included.
I
want
to
say
that
there
was
one
other
one,
but
honestly
since
you
brought
up
parks
and
rec,
I
will
just
double
check
with
them,
just
to
make
sure
that
there
is
nothing
else,
because
the
other
thing
is,
I
don't
always
hear
about
these.
You
know
it's
sometimes
kind
of
off
my
preview,
so
but
I'll
I'll.
Definitely.
C
C
Yeah,
because,
like
tuesday
night,
we
we
approved
an
agreement
and
I
the
baseball
fields
and
I'm
going
to.
C
A
Okay,
I
will
definitely
check
into
that
one
so
and
I'll
definitely
reach
out
to
someone
in
parks
to
see
if
there's
anything
else
that
just
comes
to
mind
for
them.
A
B
E
You
chairman
powell,
and
actually
before
I
jump
into
my
item
I
did
just
want
to
mention
so
debra
campbell
from
city
manager's
office-
would
normally
be
here,
but
she
is
out
of
the
office
this
afternoon.
So
sitting
in
for
her
is
rachel
wood,
our
new
assistant
city
manager,
and
I
think
most
of
you
all
have
met
her.
I'm
going
to
put
her
on
the
spot
here
because
she
didn't
know.
D
Like
tony
said,
my
name
is
rachel
wood.
I
started
with
the
organization
on
I
believe
january
24th,
but
I
had
a
bit
of
a
unique
start
to
the
organization.
I
worked
for
nine
weeks
and
then
had
a
baby
and
was
out
for
eight,
and
so
I
am
in
my
third
week
back
from
maternity
leave,
so
I
feel,
like
I've
just
started
all
over
again.
E
All
right,
thank
you,
rachel,
so
yeah,
so
just
to
kind
of
jump
into
the
the
update
on
where
we
are
with
our
internal
audit
program.
I
really
want
to
talk
about
two
things
today.
One
is
the
recruitment
for
the
vacant
internal
auditor
position
and
then
kind
of
highlight
for
you
all.
Some
of
the
work
that's
been
going
on,
while
that
position
has
been
vacant.
E
So,
first
of
all,
just
kind
of
talk
through
where
we
are
with
the
recruitment.
I
think,
as
you
all
know,
patricia
rosenberg
our
previous
internal
auditor
left
in
october
of
last
year
and
soon
after
that,
kathy
ball,
who
was
our
assistant
city
manager,
who
was
patricia's
supervisor,
also
left
the
organization.
E
So
ms
campbell
asked
me
to
head
up
the
recruitment
for
that
position
and
and
also
kind
of
lead,
the
internal
audit
program
until
we
got
the
position
filled,
so
we've
been
recruiting
for
that
position
since
december,
we
are
struggling
to
find
someone
to
fill
that
position.
E
It's
now
active
the
recruitment's
active
again
right
now
on
our
website
for
the
third
time.
So
if
you
all
know
anyone
who
might
be
interested
please
reach
out
and
encourage
them
to
apply,
we
did
have
a
couple
of
candidates
that
we
interviewed.
Chairman
powell
was
on
the
interview
panel
for
both
of
those
neither
of
those
ended
up,
having
really
the
experience
or
the
background
that
we
that
we
needed,
and
we
that
came
through
in
the
interviews.
E
So
again
we
put
it
back
out
on
our
website,
we've
advertised
it
on
the
association
of
local
government
auditors
website
as
well.
We
also
with
this
most
recent
posting
have
tweaked
the
requirements
for
the
position
we
were
previously
requiring
a
cpa
or
a
cia,
and
now
we
have
tweaked
that
to
allow
folks
who
don't
have
those
certifications
currently
but
could
obtain
those
certifications,
make
them
eligible
to
be
part
of
the
applicant
pool
as
well.
E
So
hopefully
we'll
have
better
luck.
This
time
it's
been
active,
I
think,
on
our
website
for
a
week
or
two
now
I
think
it
closes,
or
at
least
we're
going
to
take
an
initial
look
again
at
the
the
applicants
first
of
july
and
hopefully
we'll
find
some
folks
in
that
pool
that
we
can
interview
and
move
forward
with.
E
So
I
will
stop
and
see
if
you'll
have
any
questions
around
the
recruitment,
if
not
I'll
give
you
all
an
update
on
what's
been
going
on
since
patricia
left.
E
All
right
seeing
none
so
like
I
said
the
the
work
on
the
internal
audit
program
has
not
stopped
with
patricia's
departure,
and
so
I
think,
as
you
all
probably
remember,
before
patricia
left.
E
She
was
really
spending
a
lot
of
her
time
working
on
the
american
rescue
plan
program
and
developing
a
process
around
how
we're
going
to
allocate
those
dollars.
And
so
after
she
left.
We
hired
a
coordinator
for
the
arpa
program,
kim
marmon.
Sacks
and
kim
has
really
hit
the
ground
running
and
has
worked
since
last
fall
with
staff
and
city
council
to
work
through
the
arpa
process
and
really
just
picked
up
where
patricia
had
kind
of
left
off
and
we're
very.
F
E
E
On
that
program
meets
the
federal
guidelines
associated
with
that
program,
so
we
feel
like
we're
really
in
good
shape
with
that
program
right
now.
The
other
thing
that's
been
going
on
so
because
patricia
had
been
spending
a
lot
of
her
time
over
the
last
few
months
that
she
was
here
working
on
arpa.
E
We
really
decided
that
the
the
internal
audit
program
really
kind
of
needed
a
jump
start
if
you
will
and
becky-
and
I
have
been
working
on
that
and
we
have
been-
and
just
talking
with
our
external
auditors
and
others
in
the
field
they've
recommended
to
us
that
we
do
an
rfp,
a
request
for
proposal
to
have
a
risk
assessment
done
for
the
organization
and
I'm
sure,
probably
you
all,
are
familiar-
probably
better
than
me,
with
what
a
risk
assessment
is.
E
But
it's
essentially
a
it's
a
document
that
really
kind
of
informs
the
development
of
the
audit
work
plan
for
a
12
to
24
month
period.
So
what
becky-
and
I
did
along
with
some
other
staff
in
finance-
was
meet
with
all
the
department,
directors
or
well.
We
invited.
G
E
Department
directors
to
meet
with
us,
not
all
did,
but
those
meetings
produced
a
list
of
areas
that
we
would
like
to
see
a
contractor
do
a
risk
assessment
for
and
those
areas
I
won't
go
into
them,
but
they're
covered
in
the
staff
report
that
we
sent
you
all
and
so
the
rfp
for
that
risk
assessment
just
went
out.
I
think
it
was
when
it
went
live
yesterday.
I
believe
and
becky's
shaking
her
head
so
and
I
can't
remember
becky
if
you
can
recall
what
the
deadline
is
for
when
folks,
when.
A
E
A
I
believe
that
with
questions
and
an
addendum
and
everything
along
those
lines,
I
think
we
have
it
july.
13Th,
I
think,
is
when
we
had
to
do.
Okay,.
E
So
so
again,
our
hope
is,
you
know,
after
the
deadline
to
quickly
do
a
review
of
the
rfps.
Hopefully
we'll
get
some
good
responses
from
from
folks
out
in
the
field
we've
heard
from
the
folks,
we've
talked
to
already
our
current,
because
we
talked
to
our
current
external
auditors,
pb
mayors.
E
We
also
talked
to
some
local
firms
to
get
some
input
that
there
is
a
a
lot
of
turnover
in
that
field
right
now,
and
because
of
that,
there
is
a
backflip
backlog
in
in
a
lot
of
firms
in
terms
of
being
able
to
do
this
kind
of
work,
and
so
it'll
be
very
interesting
to
see
what
kind
of
responses
we
get,
but
we
hope
to
be
able
to
award
that
contract
in
early
fiscal
year
23
and
then
get
the
risk
assessment
completed.
E
Hopefully
within
six
months
after
award
of
that
contract
and
again
that
will
really
kind
of
guide.
Where
we
go
from
here
with
the
internal
audit
program
and,
like
I
said,
we
did
identify
four
potential
areas
to
focus
on
during
the
rfp.
If
you
all
have
any
questions
about
any
of
those
happy
to
kind
of
talk
through
those
as
well,
so
I
think
that's
all.
I
have
and
be
happy
to
answer
any
questions.
B
Connie
I
just
had
one
question
in
assessing
the
rfps:
do
you
I
would
think
you
would
want
someone
from
the
audit
committee
to
be
a
part
of
that
process?
However,
you
know
I
I
would.
I
would
entertain
other
members
to
weigh
in
on
this
to
see
what
they
think
as
well.
F
F
F
It
seems,
like
we've
gone
a
very
long
time
without
having
anyone
in
this
position.
So
you
know
my
concern
is
something
may
have
gone
awry.
I
know
a
lot
of
the
folks
that
are
are
dealing
with
this
on
a
daily
basis,
aren't
finance
and
accounting
people.
You
know
I've
dealt
with
a
bunch
of
project
managers
in
the
past
and
they
are
like
herding
squirrels.
F
So
you
know,
my
worry
is
that
the
institutional
knowledge
without
having
someone
in
a
day-to-day
position
there
in
the
city
is
is
diminishing
instead
of
increasing
so
to
me
that
that
implies
additional
risk.
E
So
I
guess
I'll
go
back
to
scott's
point
first
and
I
think
that's
a
great
idea.
I
mean
I
had
not
thought
about
yet
who
who
all
would
be
on
the
review
panel
for
the
rfps
but
yeah
if
there's
any
interest
from
any
of
y'all
on
the
audit
committee,
to
be
part
of
that,
I
think
that
would
be
great
to
have
you
all
be
part
of
it.
B
Well,
I
was
going
to
entertain
that,
but
if
andrew
would
like
to
be
a
part
of
that
process,
I
think
you
know
you
know
and
and
amy.
I
think
we
all
can
bring
some
perspective
in
at
least
assessing
that
aspect
andrew,
and
I
can
tell
you
that,
as
with
vacancies
here
at
the
district,
the
city
has
actively
looked
for
an
internal
auditor,
and
you
know
I
don't
know
if
it's
the
price
point
or
what
has
impacted.
You
know
filling
that
position.
It's
not
like.
They
haven't
been
trying
to
fill
that
position.
B
I
can
assure
you
some
of
the
people
that
we've
interviewed.
They
definitely
didn't.
Have
the
you
know
the
skill
sets
that
you
would
want
into
that
internal
audit
position,
but
I
have
the
same
concerns
that
you
are
the
longer
we
go
without
an
internal
auditor.
The
potential
of
things
going
arise.
Definitely
there.
F
Right,
I'm
not
implying
that
that
the
city
was
was
lackadaisical
in
their
search
or
any
of
the
rest.
You
know
I
looked
at
the
the
open
position
I
think
a
couple
of
weeks
ago.
One
thing
that
stood
out
to
me
is
the
salary
seems
rather
low
for
what
the
likely
expectations
of
that
position
is.
B
H
B
Tony,
if
you'd
like
me
to
weigh
in
on
this
one,
I
I
definitely
can
tell
you
my
my
personal
thoughts.
You
had
people
that
were
three
years
removed
from
from
college
one
one
individual
definitely
had
her
cpa,
but
she
she
didn't,
have
any
internal
audit
experience
the
people
that
we
interviewed
every
one
of
them
that
we've
interviewed.
B
If
I'm
not
mistaken,
tony
you
chime
in,
whereas
they
had
practical
accounting
experience,
they
didn't
have
in
any
internal
auditing
experience.
A
couple
didn't
even
have
public
accounting
experience,
which
you
know
you're
doing.
You
know,
audits
in
relation
to
being
in
public
accounting.
It
was
I'm
I'm
still
stunned
as
to
you
know
the
position
being
vacant,
but
then
again
this
is
kind
of
the
norm
right
now
in
in
in
our
not
just
our
profession,
but
in
all
facets
of
of
government.
B
E
Yeah
yeah,
I
mean,
I
think
you
you
hit
the
nail
on
the
head
scott,
I
mean
I
think
we
had
trouble
finding
candidates
that
even
qualified
for
interview
and
the
two
that
we
did
interview
like
scott
said
one
did
have
a
cpa
but
did
not
have
a
whole
lot
of
experience.
E
The
other
one
actually
was
had
federal
government
experience
and
I
think
we
were
all
kind
of
excited
about
the
possibility
of
that
interview
and
then
that
did
not
pan
out
the
way
we
had
hoped
that
it
would
so
yeah
it's
been
challenging
and-
and
you
know
we
we
definitely
realized
the
importance
of
getting
this
position
filled,
and
I
do
think
you
know
the
salary.
E
The
open,
the
offer
salary
that
we're
offering
for
the
position
is
is
going
to
create
a
challenge
because
again
there
is
a
lot
of
opportunity
for
folks
in
this
field.
Right
now
there
are
a
lot
of
vacancies
as
scott
said,
and
so
folks
really
have
a
choice
of
where
they
go
and
what
they
do
and-
and
you
know,
and
so
I
think
we're
going
to
continue
to
have
some
challenges.
E
I
think
our
our
plan,
I
think,
is
again
we're
going
to
evaluate
the
applications
we
get
on
this
third
try
in
july
and
if
we
still
don't
have
anyone
that
meets
qualifications
or
if
we
interview
and
still
in
the
position
still
vacant,
we'll
probably
go
back
and
reassess
potentially
look
at
the
salary,
potentially
look
at
other
options
for
moving
the
program
forward
as
well.
So.
B
C
Well
earlier,
there
was
some
discussion
about
outsourcing
the
internal
audit
function
and
I
wondered
you
know
where
we
were
on
that
thinking
I
mean
I.
I
know
that
one
of
the
issues
that
was
difficult,
I
think
for
patricia
and
probably
would
be,
for
anybody
is
you
know,
sort
of
a
one
person
department
is
lonely
and,
and
especially
in
a
function
like
audit,
which
probably
isn't
the
most
popular
function.
C
You
know
I
was
just
wondering
if
maybe
outsourcing
you
know,
especially
if
we're,
if
we're
identifying
risk
areas
and
we
could
give
people-
you
know
sort
of
a
you
know.
Okay,
here's
here's
a
task.
You
know
you
know,
spend
x
number
of
hours
on
this
versus
someone
being
in
the
position.
You
know
full-time
as
an
employee.
E
Yeah,
we
are
definitely
considering
that
and
I
think
that's
again
one
of
the
considerations
and-
and
we've
talked
about
you
know:
do
we
just
contract
out
the
entire
program,
or
do
we
keep
the
position
internally
and
instead
of
it
being
you
know.
Essentially
an
internal
auditor
like
it
is
now
be
more
of
an
internal
audit
program
manager
which
again
might
put
the
salary
words
out.
E
Now
you
might
be
able
to
attract
someone
into
that
position
if
it's
not
a
position
that
it's
a
cpa
or
something
that's
essentially
someone
who's
managing
that
program
and
working
closely
with
an
external
firm.
That's
doing
that
most
of
the
actual
audits
themselves,
so
yeah
we're
looking
at
all
that
and
again,
I
think
what
where
we're
going
to
land
is.
You
know,
look
at
these
candidates
again
that
we
get
hopefully
we'll
get
some
good
ones.
E
Look
at
that
in
july
and
then
reassess
in
the
new
fiscal
year
kind
of
where
we
want
to
go,
and
hopefully
you
know
again
we'll
have
the
responses
from
the
rfp
around
the
same
time,
and
so
we
can
get
an
idea
of
of
where
we're
headed
with
that
as
well.
So
so,
hopefully
we'll
have
some.
You
know
some
up
some
good
updates.
We
can
provide
you
all
the
next
meeting.
You
all
have.
B
Tony,
I
think,
personally,
I
think,
starting
out
with
a
risk
assessment.
You
know
having
that
in
place
because
it's
been
a
while,
since
you
know
patricia
was
here
that
after
you
have
that
you
know
addressed,
then
handing
a
you
know
a
an
assessment
to
a
outside
vendor.
If
that's
the
course
that
you
need
to
do,
then
by
all
means,
that's
that's
a
that's
a
good
plan.
A
Well-
and
I
think,
scott,
that's
kind
of
why
we
decided
to
start
with
this.
The
different
we
did
like
tony
said
we
did
consult
with
our
external
auditors
and
then
another
cpa
firm,
and
they
really
said
even
if
we
did
consider
outsourcing
this
if
we
went
with
an
outside
firm.
This
is
where
they
would
start
with
a
risk
assessment,
so
we
figured
we
would
do
that
ourselves
and
that
way
we
could
really
see
this
areas
that
we
needed
to
focus
on.
So
we
could
better
inform
an
outside
agency.
If
that's
who
we
go
with.
F
G
F
External
auditor,
for
20
hours
a
week,
30
hours
a
week
worth
of
work,
you're,
probably
paying
two
to
three
times
the
rate
that
you
would
pay
the
position
if
they
worked
in
house
and
again,
you
know
there
is
there's
a
real,
it's,
not
necessarily
tangible,
but
there's
a
real
value
to
institutional
knowledge
and
you're,
not
you're,
not
developing
any
of
that
at
least
in
that
position.
Maybe
maybe
the
people
that
interact
with
whatever
external
firm
would
would
gain
something,
but
I
feel
like
the
city
would
not
yeah.
B
On
mute,
thank
you
andrew.
I
I
agree
in
relation
to
that,
but
with
some
of
your
bigger
accounting
firms,
they
do
have
an
internal
audit
presence
in
the
in
the
in
the
governmental
sector.
Because
of
just
these
you
know
the
small
aspect
of
some
of
the
smaller
entities.
Now
asheville
is
not
a
small
entity
by
any
means,
but
I
think
initially
having
them
do.
Something
is,
is
far
better
than
waiting
another
six
months
to
find
someone
to
bring
in
house
to
to
do
that.
Internal
audit.
I
agree
with
you.
B
You
know
we've
every
day
we
go
by
we're
we're
losing
institutional
knowledge
and
I
think
the
first
step,
the
risk
assessment.
Second
step.
Other
round
of
you
know,
applicants
and
if,
for
some
reason
there
is
not
a
qualified
person
at
that
point
in
time,
then
you
know,
I
think
the
best
course
of
action
as
a
stop
gap
is
to
at
least
get
someone
in
here
to
you,
know,
manage
and
facilitate
that
risk
assessment
and
and
look
at
areas
as
opposed
to
leaving
it
cold.
F
I
agree
with
you
on
that.
You
know
it's.
Certainly
it
need
it's
a
it's
a
function
that
needs
to
be
done.
If
we
don't
have
the
ability
to
fill
the
opening,
then
as
a
a
temporary
measure,
it
makes
some
sort
of
sense.
My
concern
is
that
very
few
times
have
I
seen
a
government's
temporary
measure
truly
be
very
temporary,
so
I
would
hate
to
see
it
become
kind
of
an
ongoing
ongoing
thing
where,
instead
of
having
the
auditor,
we
we
push
this
work
out
out
to
external
firms.
B
Hey
tony,
have
we
considered?
I
know
this,
is
you
know
I
won't
say
this
is
taboo,
but
have
we
considered
reaching
out
to
buncombe
county
and
possibly
you
know,
use
their
resources?
B
No,
that
might
not
be
the
best
thing,
but
I
mean
that's
an
option
and
and
then
you
have
someone
that
is
least
you
know
somewhat
local.
That
would
understand.
You
know
those
aspects
sure.
E
E
Was
also
vacant
for
a
very
long
time
they
did
hire
someone
recently,
I
think,
maybe
he's
been
on
the
job
for
six
months
or
so,
and
they
do
have
a
more
robust
programming
that
they
have
more
people
in
their
internal
audit
function,
but
becky-
and
I
were
actually
just
talking
about
because
we
read
about
some
of
the
work
they
had
done
in
terms
of
analyzing,
their
departments
and
kind
of
ranking
them
from
a
risk
perspective
and
we're
going
to
try
and
reach
out
to
them
and
schedule
some
time
to
talk
to
them
in
the
next
couple
weeks
about
the
work
they
did
on
that
and
then
just
to
kind
of
pick
their
brain
in
general
about
you
know
some
of
the
things
we're
thinking
about
doing
some
of
the
challenges
we're
having
and
things
like
that
as
well-
and
you
know-
I
think
you
know
I
guess
at
some
points
and
at
points
in
time-
there's
been
thoughts.
E
I
think
I
would
say,
maybe
both
governments
about
what
would
have
consolidated.
Oh
well,
all
right,
an
internal
audit
function
that
covers
both
city
and
county.
Would
that
be
the
way
to
go?
I
don't
know
if
that
will
ever
would
ever
come
to
fruition
or
not,
but
you
know,
I
think
that
that
might
be.
You
know
something
to
maybe
consider
down
the
road
as
well,
but
in
the
short
run
we
at
least
want
to
have
some
conversations
with
them
to
see
what
they're
doing
with
their
program.
B
One
more
question,
tony,
as
andrew
mentioned
about
you,
know,
price
points
for
the
actual
position.
Have
we
looked
at
what
we're
you
know
the
salary
like
range
that
we're
potentially
gonna
bring
this
person
in
and
and
how
does
that
compare
to
say
that
you
know
buncombe
county
that
does
have
internal
auditor?
B
Are
they
comparable
or
are
they
for
some
reason,
a
little
bit
lower
than
what
the
what
the
county's
offering
I'm
not
saying
that
we're
always
competing
against
the
county?
But
if
there
is
a
you
know
if,
for
some
reason
there
is
that
disparity
there
that
that
could
be
a
you
know.
Potential
like
andrew
was
saying
that
you
know
it's
probably.
E
Yeah
and
I
do
know,
the
county
classifies
their
internal
audit
as
a
department
director
level
position
that
does
pay
a
higher
salary
than
than
that
we're
currently
offering
for
our
position.
I
will
say
we
we
did
have
a
market
study
done
yeah
for
all
city
positions.
E
I
guess
it's
been
two
years
ago
now
and
so
the
the
salary
that
we're
offering,
at
least
when
that
market
study
was
done
and
where
we
ended
up,
classifying
the
internal
audit
position
internally
here,
which
would
say
that
the
market
that
we
were
advertising
where
the
market
is
for
that
position
now
I
think
a
lot
has
changed
since
then.
So
I
think
one
of
the
things
you
know
I've
been
talking
to
hr
about
is
is
the
flexibility
too.
B
Okay,
tony.
Thank
you.
I
appreciate
the
update.
Thank
you
all.
Our
final
item
is
the
office
and
the
office
of
data
and
performance
and
they're
to
give
us
an
update.
I
Hi
everybody,
I'm
not
sure
eric.
Are
you
on
yep,
okay,
all
right
man,
I'm
going
to
share
my
screen.
We
appreciate
you
all
giving
us
a
little
bit
of
time
today.
I
Let's
see
all
right,
we
are
the
office
of
data
and
performance
and
we're
here
to
introduce
you
to
who
we
are
and
what
we
do
and
also
give
you
an
overview
of
some
of
the
projects
that
we
are
working
on.
So
I'm
gonna
allow
eric
to
introduce
himself
and
we'll
just
keep
right
on
going
hey.
G
I
Hi
everybody,
my
name
is
natalie
bailey.
I
am
the
data
communication
specialist
for
the
office
of
data
and
performance,
my
pronouns
are
she
her
and
hers,
and
our
teammate
cameron
henshaw
here
is
here:
okay,
cameron.
I'm
sorry!
I
didn't
see
you
on
the
screen.
I'll
excuse
me
I'll.
Let
you
introduce
yourself
all.
I
Okay,
so
this
is
just
an
overview
of
our
agenda
today,
we're
going
to
go
over
our
mission,
the
work
that
odap
does
some
of
our
current
projects
and
how
you
all
can
use
some
of
the
tools
that
we
utilize
every
day
to
do
our
work
and
hopefully
have
time
for
a
little
bit
of
discussion.
So
I'm
gonna
turn
it
over
to
eric.
G
Okay,
so
this
is
our
mission
statement
which
you
can
read
for
yourselves,
but
I
want
to
kind
of
emphasize
two
things
and-
and
the
first
is
that
word
empower
we
don't
see
ourselves
as
kind
of
an
internal
service
function
in
the
sense
that
you
come
and
we
give
you
data.
We
do
your
analysis.
Our
role
is
really
to
enable
others
to
change
the
way
that
they're,
working
and
and
the
purpose
in
that
change
is
really
those
three
things:
equity,
accountability
and
communication.
G
So
accountability
is,
is
ensuring
that
the
results
that
we're
committing
to
are
the
results
that
we
deliver
and
that
we're
doing
that
in
an
equitable
way.
And
one
of
the
themes
that
that
I
kind
of
harp
on
is
that,
if,
if
we're,
able
to
name
and
and
collectively
agree
on
what
the
results
are
that
we're
trying
to
achieve,
we've
established
how
we're
going
to
tell
if
we're
achieving
them,
then
that
is
really
the
foundation
of
good
communication,
whether
that's
communication,
internally,
between
departments
and
stakeholders
inside
the
organization
or
whether
that's
between.
G
A
G
Audit
10,
I
I
think,
probably
has
a
little
bit
more
focus
on
in
the
integrity
of
process.
We
have
more
focus
kind
of
on
on
the
results
that
are
coming
out,
but
I
think
there's
a
lot
of
intersection
in
the
way
we
look
at
the
world
and
think
about
it
and
assess
risks
and
so
on
and-
and
I
think,
there's
some
as.
G
You
know
kind
of
gets
rebuilt
within
the
organization,
I'm
I
would.
I
would
love
for
there
to
be
collaboration
between
those
teams.
Go
ahead
to
the
next
slide,
so
you
saw
in
the
previous
slide
that
what
we're
talking
about
isn't
just
internal.
We
mentioned
in
that
mission
statement,
both
the
community
and
internal
staff,
and
so
I
want
to
dig
into
that
a
little
bit
and
I'm
going
to
work
backwards.
F
H
G
Sure
that
we're
we're
creating
and
maintaining
systems
that
keep
the
data
accessible,
accurate,
high
quality,
and
we
also
want
to
have
good
governance
processes
that
make
sure
that
we're
protected
well
protected
against
kind
of
intentional
attempts
to
misuse
data,
but
also
that
we're
paying
attention
and
we're
not
inadvertently
causing
causing
harm
so
moving
the
circle
out
a
little
bit
biggest
part
of
our
role,
then,
is
making
sure
that
we're
empowering
staff
to
use
data
and
think
in
terms
of
focus
on
on
outcomes
and
impact
and
how
we're
going
to
use
data
and
by
data
by
the
way,
I
should
point
out-
sometimes
that's
numbers-
often
it's
numbers,
but
very
often
there
are
other
kinds
of
data.
G
F
G
I
Okay,
so
how
does
all
that
work?
Well,
we
focus
on
public
engagement
and
the
reporting,
and
there
are
two
components
to
that
and
the
first
one
is
developing
a
standard
way
to
report
to
the
public
that
is
grounded
in
data
and
the
reason
why
we
want
to
do.
That
is
because
we
want
to
establish
a
common
standardized
language
that
we
use
amongst
each
other,
but,
more
importantly,
that
we
use
with
the
public
and.
F
I
I
We
don't
want
folks
to
think
that
one
area
of
town
or
one
group
or
one
neighborhood
got
information
delivered
to
them
in
one
way
that
that
might
perpetuate
any
type
of
inequity
than
another
group,
and
so
we
focus
on
those
standardized
ways
of
reporting
and
engaging
with
community
members
and
then
the
second
bullet
point
creating
ways
that
the
community
can
participate
in
defining
the
success
of
programs
and
services.
I
We
truly
believe
that
an
ounce
of
prevention
is
worth
a
pound
of
cure,
and
so
there's
nothing
like
really
having
a
great
idea
that
works
in
theory,
but
in
practice
it
just
doesn't
happen
because
we
didn't
in
the
comm
include
the
community.
Excuse
me
on
the
front
end,
so
we
make
sure
that
we
participate
with
the
community
and
getting
them
to
provide
their
input
on
what
success
of
a
program
or
initiative
or
a
service
would
look
like
now.
I
That
doesn't
mean
that
it
will
be
exactly
what
the
community
envisions,
because
we
we're
the
standard.
We
are
the
subject
matter.
Experts
in
whatever
project
or
initiative
is
going
on,
but
certainly
we
don't
want
to
miss
the
mark
and
you're
more
apt
to
miss
the
mark
on
by
by
delaying
community
involvement
than
not.
And
the
second
bullet
point
is
data
informed
decision
making
and
integrating
data
informed
decision
making
into
all
of
our
key
processes
within
the
city.
I
We
again
that
speaks
to
the
framework
and
using
the
common
language
and
integrating
that
language
into
our
processes
that
we
are
developing
internally
for
reporting
measures,
and
so
most
notably,
and
most
recently
we
did
this
with
the
budget
process.
I'm
gonna
turn
it
over
to
eric.
So
he
can
explain
a
little
bit
more
about
that
and
round
out
going
over.
This
slide.
G
G
Change
how
they
do
what
they
do
and
that
kind
of
culture
change
is
difficult,
but
also
I've
been
I've
been
with
the
city
now
for
just
about
six
years,
I
did.
I
was
not
government
before
that.
One
of
the
things
I
learned
extremely
quickly
was
that
if
you,
if
you
want
a
sustainable
change
in
an
organization
like
this,
it
needs
to
it
needs
to
come
through
integration
with
with
core
city
processes
and
from
the
beginning,
it
has
been
part
of
our
strategy
to
work
with
budget
on
that.
G
One
of
the
things
that
is
going
on
right
now
in
the
city
is
really
exciting,
led
by
rachel
wood.
Our
our
new
assistant
city
manager
is
integrating
also
a
strong
work
planning
kind
of
process,
and
so
that
just
gives
us
one
more
standard
city
process
that
we
can
tie
into
making
sure
that
we
are
able
to
ask
the
right
questions
at
the
right
time.
What
results
are
you
trying
to
achieve?
How
are
you
going
to
measure?
G
G
Would
I
would
point
out:
we
are
not
a
stand-alone
function
really
in
anything
that
we
do
there's
nothing.
We
do
that
doesn't
have
us
in
a
close
partnership
with
our
communications
and
public
engagement
department,
with
our
finance
department,
through
budget
with
our
equity
department
sustainability
department,
because
we
really
are
trying
to
integrate
in
all
of
our
thinking.
Just
like
those
other
functions,
and
so.
E
G
G
A
lot
of
our
time
is
spent
on
capacity
building.
We
keep
talking
about
trying
to
change
how
people
what
they
do
do,
what
they
do
and
empowering
so
in
order
to
kind
of
power
that
change
we
do
trainings,
we
have
roughly
a
training
every
other
month.
We've
got
an
intro
to
data
driven
decision,
making
a
more
advanced
course.
G
We
just
recently
had
a
really
great
session,
facilitated
by
aisha
adams
on
data
equity.
We
have
a
data
communications
class
that
natalie
and
cameron
do
so.
We
have
regular
training.
We
also
have
an
internal
newsletter
that
goes
out
twice
a
month,
kind
of
covering
sometimes
it's
what
odap
is
doing.
Sometimes
it's
what
a
department
is
doing
very
often
it's
it's
talking
about.
What
are
you
know?
G
Get
get
support
and
feedback
from
their
colleagues
and,
I
think,
has
is
sort
of
growing
into
a
a
little
bit
more
general
collaboration
group,
because
it's
it
is
a
completely
cross-departmental
function
where
people
bring
things
that
they're
wrestling
with
and
are
able
to
get
perspectives
from
people
who
are
able
to
look
at
that
from
it
from
a
different
point
of
view.
G
And
then
the
last
function
that
that
we
really
focus
on
and
I'm
not
going
to
talk
a
lot
about
it.
But
it
is
sort
of
foundational
is
that
governance
function,
making
sure
that
we've
got
solid
data
systems
that
deliver
data.
Make
sure
that
we've
got
governance
processes
to
ensure
quality.
E
G
Accuracy
and
and
making
sure
we're
doing
protection
against
both
malicious
actors
and
getting
the
right
questions
in
at
the
right
time
to
capture
and
assess
potential
harm
that
we
didn't
intend
to
do,
go
ahead
and
go
to
the
next
slide.
G
We
work
to
support
particular
city
initiatives.
The
the
two
that
are
going
on
have
been
going
on
for
the
last
little
while
are
working
with
the
homeless,
sweeping
homelessness
initiative.
Folks,
we've
got,
I
think,
a
couple
months
ago
and
then
again
recently
updated
the
point
in
time.
Excuse
me
point
in
time
homeless,
count
dashboard
to
try
and
convey
in
a
more
intuitive
way
how
many
people
we
have
on
on
a
given
night
in
the
year
that
are
homeless
and
and
later
this
month.
G
We
also
did
an
initial
collection
of
baseline
data
to
provide
to
the
reparations
commission
when
they
got
started
and,
at
this
point,
we're
sort
of
on
standby
to
provide
any
additional
support
that
that
process
will
need
working
with
the
project
manager,
project
management
team.
We
also
do
ongoing
support
for
for
key
city
operations.
G
A
big
part
of
this
year
has
been
working
first
with
patricia
and
then
now,
with
kim
martin
sax
on
the
american
rescue
plan
act.
Funding.
G
First,
half
of
that
was
all
about
teeing
up
good
processes
for
selecting
first
categories
or
or
supporting
the
selection
of
categories
and
then
assessing
and
supporting
city
council
and
making
the
final
selection
on
the
actual
awardees
for
our
grant
arpa
money
grants
and
now
we're
switching
over
and
we're
working
we're
going
to
be
working
very
closely
with
cam
marmon
sachs
on
how
we're
going
to
partner
with
those
organizations
and
and
track
performance
so
that
we're
catching
problems
as
early
as
possible.
G
G
G
We've
been
working
with
a
team
led
by
rachel
wood
on
our
work
planning
initiative
for
fiscal
year
23,
as
well
as
kind
of
building
out
some
infrastructure
for
reporting
on
progress
on
council.
G
Long-Term
things
like
the
comprehensive
plan
and
of
course
I
already
talked
about
some
of
the
capacity
capacity
building
efforts
that
were
involved
with
the
governance,
efforts
and
I'll
turn
it
back
to
natalie.
To
talk
a
little
bit
about
the
engagement.
I
Yeah,
so
we
have
been
involved
in
engagement
activities
since
the
office
became
operational
in
march
of
2021,
and
so
our
initial
process
was
somewhat
some
of
some
informal
benchmarking
that
took
place
and
we
reached
out
to
community
need
community
leaders.
I
Excuse
me
neighborhood
leaders,
resource
providers
and
other
stakeholders
and
just
asked
a
brief
set
of
questions
regarding
whether
it's
their
clients
or
their
experience,
their
own
personal
experiences
about
accessing
city
services
and
what
barriers
they
might
have
encountered
or
what
received
barriers,
some
of
their
clients
encounter
in
trying
to
access
services
and
information
from
the
city,
and
we
also
asked
them
about
any
type
of
metrics
that
they
would
like
to
see
tracked
as
far
as
programs
and
initiatives
go.
And
so
we
took
that
information.
I
It
was
really
great
narrative
information
and
we're
keeping
track
of
that,
and
actually
our
own.
This
this
road
show
is
somewhat
evolved
from
those
conversations
that
that
we've
had
another
project
that
came
out
of
that
was
having
a
listening
session
with
the
35
kayla
students,
who
are
our
youth
interns
that
work
in
various
city
and
county
departments
over
the
summer.
And
and
so
we
tweaked
those
questions
a
little
bit.
I
It
just
wasn't
focused
on
how
they
receive
services,
but
maybe
how
their
parents
receive
services
and
information
from
the
city,
and
we
got
a
lot
of
good
feedback
and
we
learned
a
lot
of
information
about
what
it
means
to
just
be
a
young
person
and
navigating
local
government
and
how
you're
affected
by
local
government
directly
and
indirectly,
as
your
parents
try
to
access
city
services
as
well,
and
then
we've
had
this
road
show
and
we
really
use
the
road
show
to
focus
on
getting
the
information
out
about
who
we
are
and
what
we
do
and
how
we
do
it
to
boards
and
commissions
with
the
city.
I
Because
folks,
who
tend
to
sit
on
boards
and
commissions,
are
a
bit
more
engaged
and
involved
with
local
government
and
have
a
bit
more
of
an
in-depth
background
about
the
structure
of
things
and
what
municipalities
and
governments
are
actually
responsible
for,
and
so
we've
taken
this
information
again,
we've
synthesized
it
we
refer
to
it
and
it
informs
a
lot
of
the
work
that
we
are
currently
doing,
that
we
plan
to
do,
and
so
we
we're
continuing
to
have
conversations
with
folks,
because
we
never
stop
doing
that,
because
narrative
information
can
again
can
really
lead
you
to
effective
initiatives
and
effective
ways
to
solve
problems
in
a
way
that
you
might
not
have
father
of
your
on
your
own,
because
you
live
and
breathe
government
every
day,
and
so
out
of
that
we
will
be
focusing
on
actual
community
trainings
for
the
next
few
months.
I
I
We
want
to
make
sure
that
folks
know
where
to
find
information
as
basic
as
it
sounds
that
they
need
on
the
city's
website
and
to
go
through
a
brief
tutorial
on
on
the
portal
and
using
the
ash
black,
and
we
will
be
focusing
on
neighborhood
groups,
because
again,
these
are
folks
that
maybe
aren't
as
involved
and
as
engaged
with
the
city
as
folks
on
with
boards
are
vested
on
boards
and
commissions,
but
they're
still
engaged
they're
engaged
in
their
communities,
their
neighborhoods
and
their
actives
and
they're
also
community
leaders.
I
And
so
what
we
hope
is
that
in
doing
that,
it's
another
step
in
in
reestablishing
any
type
of
relationship.
But
it
also
gets
folks
acclimated
to
speaking
the
language
of
data
and
sharing
the
framework
in
which
we
do
our
work.
And
so
we're
really
excited
about
about
that
and
you'll
be
hearing
more
about
that
on
a
larger
scale.
G
So
speaking
of
frameworks
in
doing
all
this,
it's
important
that
we
have
that
common
language
and
a
common
approach
to
how
we
do
it
we
want,
and
so
what
we've
done
in
the
city
is
adopt
a
particular
performance
management
framework.
It's
called
results-based
accountability
or
rba.
It's
pretty
widely
adopted
just
regionally
as
well
as
across
the
state
nationally.
G
G
About
it
is
that
it
is
really
just
a
very
simple
common
sense
process,
where
you
can
tie
into
the
ways
that
people
already
know
how
to
do
this
and
just
kind
of
get
them
bring
them
along
in
terms
of
a
common
language
and
a
common,
simple
framework.
So
there's
a
the
standard
is
seven
questions.
I
I
like
to
boil
it
down
in
the
beginning
to
to
just
four
in
a
loop,
and
it
starts
with
a
focus
on
results
or
a
focus
on
the
end
that
you're
trying
to
achieve.
G
G
Or
program
next
thing
is
to
think
about
how
we're
going
to
tell
if
we're
being
successful,
because
if
we're
not
we're
going
to
want
to
change
up
so
that,
how
do
we
tell
if
we're
succeeding,
those
might
be
metrics
or
they
might
be
conditions
that
you
observe
and
maybe
capture
through
narrative
data
or
the
achievement
of
milestones?
There
are
lots
of
ways
to
kind
of
track,
whether
you're
succeeding
or
not,
but
it's
important
that
you
identify
them
in
advance.
G
G
Rba
goes
a
little
bit
beyond
that
and
says
the
question
we
really
need
to
ask
is:
where
are
we
now
and
what
will
happen
if
we
don't
change
anything
and
so
we're
gonna?
We
want
to
pay
attention
to
the
trend
that
we
expect
and
then
you
know
we
may
set
some
targets
we
may
not,
but
our
goal
really
is
to
understand
where
we're
going
and
that
how
we
want
to
do
what
an
rda
is
called
turn
the
curve.
G
Maybe
you
just
keep
doing
what
you're
doing
or
you
need
to
ask
yourself:
okay,
it's
not
working.
What
are
we
going
to
do
next
and
so
you
cycle
on
through-
and
this
is
you
know
as
far
as
the
application
to
you
you
in
this
work
and
more
generally.
Obviously
this
is
just
a
common
sense
thing.
You
can
use
it
at
every
every
label.
Excuse
me
at
any
level
from
just
a
meeting.
G
What
are
we
trying
to
achieve
and
how
we
know
if
we're
done,
probably
not
going
to
get
too
many
performance
measures
at
the
level
of
a
meeting
all
the
way
out
to
a
major
program?
What
do
we
want
to
see
as
a
result
of
this,
this
initiative
we're
starting
or
or
a
strategy
that
we're
starting
to
employ
six
months
a
year,
two
years,
five
years
down
the
road?
G
It's
also
a
framework
for
asking
staff
questions.
How
is
anybody
going
to
be
better
off?
What
problem
are
we
solving
and
what's
the
result
supposed
to
be,
and
how
are
we
going
to
tell?
G
I
often
go
in
and
change
language
from
metrics
and
numbers
to
just?
How
are
we
going
to
know
if
we're
succeeding,
because
there
can
be
a
variety
of
ways
of
doing
that?
But
it's
really
important
to
have
an
agreed
on
way
that
you're
going
to
know
if
something
is
working
or
not
working
and
hopefully
take
this
out
in
in
your
work
outside
in
the
community,
because
the
more
we
start
to
build
a
shared
way
of
thinking
and
approaching
these
things
in
a
shared
language.
The
better
and.
E
G
Think
it's
also
interesting
going
forward
just
knowing
that
this
function
exists.
Thinking
about
the
relationship
between
audit
and
performance
in
general
and
how
those
two
might
might
interplay.
I
think
this
is
an
interesting
question
going
forward.
G
So
we
will
send
to
alicia
this
presentation
and
these
links.
We
have
an
external
quarterly
newsletter
that
goes
out,
that
you
can
sign
up
for
feel
free
to
reach
out
to
us
of
course,
and
we
also
try
and
keep
things
updated
on
our
webpage.
But
with
that
I
think
we'll
just
turn
it
over
into
discussion.
I
So
the
big
way,
the
the
main
question
for
me
is,
is
always
I'm
interested
to
hear
from
folks.
What
are
the
ways
that
you
think
that
you
could
use
this
approach
to
your
work.
A
G
Yes
looks
like
a
question
from
amy
kemp.
H
Hi
there,
yes,
thank
you
eric.
That
was
a
good
presentation
and
it's
interesting
to
hear
what
you're
doing
I
was
curious.
You
know
when
I
first
read
through
the
presentation
and
started
watching.
I
wanted
to
ask
what
the
universe
of
data
looks
like,
because
my
assumption
was
that
what
you're
doing
is
collectivizing
data,
that's
available
throughout
the
city
and
figuring
out
how
to
make
that
available
to
the
community
to
satisfy
a
particular
need.
H
But
then,
toward
the
end
of
your
presentation,
I
got
the
impact
or
the
impression
that
maybe
you're
more
about
listening
to
the
question
and
then
finding
the
data
that
helps
to
answer
the
question.
So
could
you
enlighten
me
as
to
kind
of
what
your
approach
is?
Is
it?
Is
it
more
we're
starting
with
the
data
or
are
we
starting
with
a
question
and
then
finding
the
data
that
answers
the
question.
G
All
of
the
above
okay,
so
there
are
enough.
I
think
it's.
Let
me
try
and
get
my
thoughts
organized.
So,
on
the
one
hand,
the
city
does
have
internally
a
lot
of
interesting
data,
and
we've
long
had
an
open
data
program
where
we
share
that
externally
with
the
community.
G
You
know
certain
kinds
of
information
and
we
want
to
continue.
G
Just
an
odep
function:
this
is
it
and
other
departments,
things
like
simplicity,
where
you
can
use
your
address
to
look
up,
city
data
and
so
on.
So
we
do
think
a
lot
about.
How
do
we
leverage
the
data
that
the
city
has
one
of
the
projects
we're
working
on
right
now
is
with
hr
building
some
standards
for
employee
related
data
that
helps
us
do
internal
reporting.
G
It
also
helps
us
build
stronger
governance
systems
when
that
data
is
being
fed
out,
for
example,
to
our
salaries
data.
On
the
open
data
portal,
we
had
to
kind
of
pull
the
names
off
of
that
feed
for
a
while,
because
there
was
a
danger
of
just
for
internal
reasons
of
because
we
were
using
legal
names
of
putting
out
names
that
that
might
out
somebody
in
in
a
way
that
was
inappropriate.
So
that's
part
of
our
prevent
harm,
so
we've
been
building
systems.
G
That
hr
is
doing
the
work
to
make
sure
that
we've
got
the
preferred
names
and
we've
been
doing
the
work
to
make
sure
that
we've
got
automated
feeds
that
make
it
really
easy
to
open
up
a
feed
internally
or
externally,
and
know
that
we're
using
the
right
names
that
we're
taking
care
of
any
critical,
sensitive
information,
whether
that
be
date
of
birth
or
social
security
number,
but
also
things
like
undercover
officers
and
so
on.
You
don't
want
to
have
to
think
about
those
things
over
and
over.
G
G
Just
to
make
sure
that
you
know
one
department
may
be
collecting
data
that
another
department
could
actually
make
some
some
good
use.
E
G
If
only
they
knew
it
existed
and
so
starting
to
share
that
information
at
the
same
time,
when
you're
starting
a
an
initiative,
you
don't
want
to,
you
don't
want
to
start
deciding
what
to
do
just
based
on
the
data
you
happen
to
have,
because
that
data
often
reflects
historical
situations
and
decisions
that
may
well
have
may
not
serve
the
purpose
you're
trying
to
achieve
may
have
built
in
some
inequities.
So
you
want
to
be
really
careful
about
that,
and
so
for
any
initiative.
G
We
want
to
start
by
saying
what
data
do
we
need
and
then
we'll
go
to?
How
do
we
get?
You
know
we
may
need
something
that
we
is
going
to
take
us
several
years
to
get
to.
So
what
do
we
do
in
the
meantime?
How
do
we
build
on
what
we
can
actually
get
relatively
easily
and
for
a
lot
of
things
that
the
city
does
the
most
important
data
isn't
actually
owned
by
the
city?
G
It
comes
out
of
the
census,
or
it
comes
out
of
you-
know
the
housing
authority
and
so
finding
ways
to
for
the
school
system,
finding
ways
to
work
with
them
and
get
that
data
and
make
that
available
is
a
big
part
of
it.
That
was
one
of
the
things
we
did
in
providing
baseline
data
to
the
reparations
commission.
G
Internal
city
data
wasn't
the
most
relevant
thing.
It
was
mostly
going
out
and
finding
data
from
other
agencies
from
the
census,
bureau
and
so
on
and
collecting
that
in
a
way
that
was
actually
usable
and
then,
of
course,
at
the
highest
level.
One
of
the
things
that's
interesting
about
results-based
accountability.
G
E
G
Operate
at
two
levels:
one
level
is
the
specific
program
or
project
or
initiative.
How
do
you
make
sure
that
it's
achieving
the
result
that
you
wanted
it
to
achieve?
But
for
a
lot
of
things
that
the
city
is
doing,
those
programs
or
initiatives
are
intended
to
impact
a
bigger
result.
We're
trying
to
achieve
you
know
a
livable
city
and
we
get
into
questions
of
what
does
that
mean?
How
are
we
going
to
measure
it?
G
But
a
specific
program
is
only
going
to
be
one
contribution,
and
so
we
want
to
think
about
that
higher
level
of
how
what
community
indicators
do
we
use
to
assess
safety,
livability,
etc,
and
that's
one
of
the
things
we're
going
to
be
working
on
we're
trying
to
kind
of
build
this
up
over
time
and
and
make
sure
that
we're
doing
this
in
a
sustainable
way.
G
But
we're
going
to
want
to
have
those
community
level
indicators
where,
over
the
longer
term-
and
this
is
off
this
is
where
it
comes
in-
brings
in
things
like
the
comprehensive
plan
where
over
1
5
10
20
30
years
you're,
going
through
a
series
of
efforts
and
programs
and
initiatives
in
order
to
move
the
needle
on
a
big
on
a
bigger
goal.
And
you
want
to
make
sure
that
you're
measuring
at
that
bigger
goal
level
too
and
rba
kind
of
looks
at.
G
H
Part
of
that
is
the
data
that
you
have
and
you're
collecting
and
then
the
other
part
of
it
is
the
the
data
that
somebody
needs
and
then
the
other
kind
of
part
of
the
conversation
that
I
hear
you
touching
on
is
how
are
we
using
the
data,
that's
available
to
us,
to
make
decisions,
and
are
we
proactive
in
looking
at
the
data
and
before
we
we
jump
in
too
far
into
making
a
decision?
H
Sorry
go
ahead,
oh
I
was
just
going
to
throw
out
there
then.
The
other
part
that
natalie
had
mentioned
is
community
engagement
and
there's
a
whole
new
level
of
data
that
can
be
acquired
by
engaging
or
through
engaging
with
the
community.
And
then
I
look
there's
just
three
of
you
guys.
So
I'm
wondering
are
there
just
three
of
you.
G
Well,
it
kind
of
goes
back
to
what
I
said
before
is
if
this
all
rights
on
the
office
of
data
and
performance,
all
three
of
us,
you
know
we're
host.
This
is
something
that
we
do
together,
there's
nothing
we
do
by
ourselves
and
part
of
what
is
really
fun
about
this
office.
We
think
have
thought
of
ourselves
as
a
cross-functional
endeavor
from
the
beginning,
and
so
we
have
great
partnerships
with
finance,
with
equity,
with
community
communications
and
public
engagement,
more
recently,
with
planning
and
with
sustainability.
G
But
there's
really
nothing.
We
do
that's
only
ours.
Everything
we
do
is
in
combination
with
these
other
departments,
so
we're
really
both
trying
to
be
concerned,
sometimes
we're
consultants,
sometimes
we're
partners,
sometimes
we're
teachers
and
just
trying
to
be
very
strategic
about
how
we
interchange
those
roles.
G
So,
for
example,
if
we're
going
in
kind
of
a
consulting
role,
we
had
a
or
we're
in
the
middle
of
an
engagement
right
now
with
fire
department
to
help
them
plan
their
public
engagement
as
an
input
to
their
strategic
planning
process,
and
we
are
both
working
with
them
to
make
sure
that
you
know
they're
figuring
out
what
outcome
they
want
and
so
on,
but
we're
also
teaching
them
along
the
way
and
and
trying
to
leave
behind
tools
that
they
can
use
so
the
next
time
around.
G
Sounds
like
that,
we
will
share
the
presentation
through
alicia
to
get
out
to
you
all
and,
of
course,
follow-up
questions
are
welcome.
B
Okay,
so
public
comment:
we
have
no
public
comments.
Is
that
correct
alicia.
H
Yes,
I
can't
help
but
asking
it's
my
understanding
that
we
won't
have
an
audit
committee
for
long
given
the
proposals
that
are
out
there.
So
I'm
just
curious.
You
know
where
we
stand
with
that
and
to
you
know,
get
get
an
understanding
of
of
what
the
future
looks
like
for
the
audit
committee.
B
B
I
think
in
the
next
month
and
a
half
to
two
months,
we
will
definitely
have
our
risk
assessment,
rfq
field
and
and
get
that
and
then,
of
course,
you
know
working
myself
working
with
the
city
to
get
the
internal
audit
position
field,
hopefully
with
with
an
employee,
if
not
look
at
alternatives
to
doing
that
and
bringing
it
back
to
the
audit
committee
itself
to
get
input.
So
we
can,
you
know,
help
staff
with
the
right
recommendations.
H
C
The
boards
and
commission's
restructuring
has
has
been
a
proposal.
The
specifics
as
to
what
would
happen
with
the
audit
committee
hasn't
been
discussed.
C
I
think
the
audit
committee
is
a
little
unique
in
the
sense
that
the
members
are
that
have
been
asked
to
join,
have
very
specific
expertise.
That
being
said,
it
hasn't
been
determined
one.
Whether
a
board
and
commission
restructure
will
happen,
as
ms
kemp
is
fully
aware
or
how
how
that
will
actually
play
out
and
affect
each
board
commission,
I
invite
all
of
you
to
get
involved
with
the
restructuring
with
that
work
in
the
in
the
working
group,
and
I
believe
we
have
a
meeting
next.
C
I
think
it's
next
thursday,
although
I'd
have
to
check
on
that.
So
it's
it's
all
to
be
determined.
H
Okay,
my
apologies.
I
thought
that
the
proposal
had
been
rolled
out
and
and
the
the
basic
structure
of
the
of
the
restructuring
was
pretty
much
set.
The
meetings
that
I've
attended
and
indicated
to
me
that
you
know
there
was
not
a
lot
of
support
for
it
throughout
the
community,
but
it
it
certainly.
You
know
it
was
a
surprise
to
me
being
on
the
audit
committee.
So
I
had
to
ask
the
question.
B
H
Could
I
ask
one
more
question?
Oh
absolutely,
absolutely
okay,
could
we
get
a
little
clarity
when
we're
meeting
again
what
our
meeting
schedule
looks
like
in
the
future?
B
H
B
Yeah,
I
think
the
the
next
meeting
we
typically
have
they
have
been
in.
You
know
almost
on
a
quarterly
basis,
so
I
would
anticipate
coming
back
and
with
with
tony
and
what
he
finds
with
his
rfp
coming
back
in
late
august
first
of
september.
E
Yeah,
I
think
the
the
schedule
is
quarterly.
E
The
third
thursday
of
the
month,
I
think,
but
yeah
that
had
been
our
plan
would
be-
was
to
come
back
to
you
all
in
september,
with
an
update
on
the
internal
audit
of
recruitment,
the
rfp
and
also
I
can
give
another
update
on
where
we
are
with
the
the
year-end
financial
report
as
well.
H
B
Okay,
well,
I
will
now
adjourn
the
meeting
unless
we
have
any
other
objections.