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B
Good
afternoon,
everyone
welcome
to
the
November
2022
audit
and
finance
committee
meeting
a
little
technical
difficulties.
They're
getting
started.
I
will
call
the
meeting
to
order
and
I'm
told
that
I'm
supposed
to
turn
it
immediately
a
little
bit
of
Shauna,
so
I'm
gonna
do
as
so
reluctantly.
Thank.
C
You
Miss
green
good
afternoon
everyone,
so
we
would
like
to
take
this
opportunity
to
honor
two
of
our
committee
members,
who
are
also
board
members.
Miss,
green
and
Miss
coach.
Miss
coats
is
not
with
us
at
this
meeting
today,
but
on
behalf
of
the
district
Miss
green.
We
would
like
to
present
you
with
this
lovely
gift
for
your
dedication
and
service.
Thank
you
and
thank
you
for
keeping
us
Good
Financial
stewards
over
our
children
and
resources.
B
Indeed,
been
my
honor
to
serve
in
this
capacity,
I've
really
enjoyed
working
with
all
of
you
and
I'm
a
crybaby,
so
we
we
won't
prolong
that
we'll
keep
moving.
But
thank
you
very
much.
Everyone.
B
Okay.
So
if
I
could
get
a
motion
on
the
adoption
of
the
agenda.
B
Next,
second,
all
in
favor,
aye,
okay
and
the
approval
of
the
minutes
from
October
full
October
4th
2022.
Are
there
any
corrections?
Take
a
minute.
E
B
Aye,
okay.
So
the
next
item
is
the
presentation
by
Miss
Williams
and
Elliott
Davis
on
the
2022
payroll
HR
internal
audit.
Thank.
C
You
Miss
green.
We
have
Alia
Davis
on
the
soon
they'll,
be
reviewing
our
2022
payroll.
Hr
audit
I'll
turn
it
over
to
them.
At
this
time.
F
Thank
you
so
much
on
the
call.
Today
we
have
myself
Austin,
Miller
and
Jay
breitz
as
well.
We
both
representing
the
Elliott
Davis
internal
audit
team
and
I
will
attempt
to
share
my
screen
with
the
group
that
always
goes
very
smoothly
and
technology
is
involved.
So
one
second.
F
F
The
summary
today
will
be
relatively
high
level
for
this
audience,
but
if
there
are
any
desires
to
see
the
evaluation
and
the
the
details
and
more
specifics,
we
are
happy
to
share
that
management
can
share
that
with
you
as
well.
There's
a
more
full
report
that
includes
you
know,
details
of
any
findings,
recommendations,
the
scope
of
the
review
Etc,
so
I
just
want
to
call
that
out
the
beginning
that
we'll
be
keeping
it
a
little
bit
more
high
level
for
this
audience,
but
happy
to
share
more
detail
if
desired
foreign.
F
So,
starting
with
the
scope
of
the
audit
you
can
see,
there
are
a
number
of
areas
here
primarily
focused
on
various
payroll
functions,
some
of
the
the
key
areas
that
were
looked
at
reviews
and
approvals
so
including
time
cards
and
any
salary
changes,
making
sure
that
payroll
was
reviewed
and
approved
in
timely
manner
and
by
the
appropriate
personnel
general
ledger
reconciliation
so
ensuring
that
payroll
within
the
payroll
system,
reconciles
to
that
within
the
Finance
and
Accounting
system,
employee
listing
reconciliations,
ensuring
those
that
are
getting
paid
are
still
current
employees.
F
There's
no
terminated
employees
that
continue
to
get
payment,
Personnel
record
retention,
so
ensuring
that
you
know
Personnel
details,
personal
information,
anything
any
type
of
sensitive
information
is
retained
according
to
policy
and
best
practice,
budgets
versus
actuals,
reviewing
any
budgets
that
were
output
by
the
finance
department
and
comparing
that
to
the
actuals
to
ensure
that
payroll
was
within
anticipated
thresholds.
F
Accruals
looking
at
the
the
accounting
function
to
ensure
that
those
are
made
correctly,
health
insurance
refunds.
So
this
is
a
little
bit
skewed
towards
the
the
benefit
side,
but
ensuring
that
people
refunds
issued
to
departing
employees
were
calculated
and
issued
correctly.
F
F
As
part
of
that
just
kind
of
a
quick
overview
of
our
process,
so
we
actually
completed
a
risk
assessment.
I
believe
it
was
in
2020
at
this
point
so
a
couple
years
ago
to
identify
various
departments
or
areas
within
the
district.
That
would
require
an
audit
at
some
point,
so
that
is
kind
of
how
this
internal
audit
came
about.
F
It
was
just
that
time
within
the
audit
plan
to
execute
on
the
payroll
and
into
her
payroll
in
HR
area
within
the
district,
we've
covered
a
few
different
areas
previously
and
based
on
that,
we
identified
the
key
stakeholders
to
meet
with
and
perform
some
walkthroughs
to
understand
exactly
what
is
supposed
to
happen
within
the
payroll
function
and
the
various
other
functions
that
we
looked
at
on
the
previous
slide
to
ensure
that
we
understand
what
is
supposed
to
be
happening.
F
According
to
you
know,
policy
procedure
best
practice
and
from
there
we
dive
a
little
bit
deeper
and
look
at
for
this
particular
audit.
We're
looking
at
various
payroll
runs
time
card
entries.
You
know
payroll
updates,
taking
a
sample
of
actual
kind
of
transactions
to
test
whether
they
were
compliant
with
how
things
are
supposed
to
be
done
so
based
on
the
the
walkthroughs
and
reviews
of
policies
of
in
our
understanding
of
how
things
should
be
done,
where
they
actually
performed
according
to
policy
and
best
practice.
F
And
finally,
when
we
complete
all
of
our
testing,
we
summarize
that
into
a
report
which
includes
findings,
recommendations,
best
practices
and
recommended
corrective
action
plans
that
we
work
with
management
to
resolve
any
issues
that
were
identified
during
the
audit.
F
So
for
this
particular
audit
again,
if
you
would
like
to
see
more
details,
we
have
that
within
the
full
report,
but
this
should
be
a
pretty
good
overview
of
kind
of
what
the
the
results
were
so
overall,
the
rating,
what
we
categorize
as
satisfactory
with
recommendations-
and
you
can
see
in
that
first
block
here-
what
exactly
that
means.
Basically,
overall
there
were
no
material
or
significant
deficiencies
in
the
internal
control
structure
or
significant
lack
of
compliance
within
with
internal
District
policies
or
processes.
F
You
know,
internal
controls
appear
to
be
mitigating
risk
appropriately.
However,
there
are
some
findings
or
recommendations
that
were
identified
to
potentially
you
know
improve
a
little
bit
further,
so
overall,
nothing
that
jumped
out,
as
you
know,
significant,
but
still
some
areas
that
could
be
improved
upon.
F
Some
of
those
observations
or
recommendations
that
we
identified
follow
within
the
following
areas:
terminate
employee
off-boarding
process
and
the
timeliness
of
that
employee,
listing
reconciliation,
review
and
approval
process,
pay
rate,
salary
change
and
time
card
reviews
and
approvals,
and
the
timeliness
around
that
payroll,
HR
policy
and
procedure,
reviews
and
approvals,
payroll
system,
audit,
Trail
capabilities
and
then
those
health,
insurance
refunds
or
the
Piva
refunds.
F
I
was
mentioning
before
some
improvements
to
that
calculation
process,
and
one
thing
I
do
want
to
note
here
is
that
over
the
past
few
months
we
have
worked
very
closely
with
the
payroll
and
HR
Personnel
to
provide
some
guidance
while
they
establish
and
begin
executing
on
the
corrective
action
plans.
F
F
Really,
that's
all
that
we
have
again
any
additional
details
that
you
would
like
to
see.
Management
can
provide
the
full
report,
but
other
than
that
are
there
any
questions
concerns
thoughts.
Any
other
feedback.
B
F
So,
unfortunately,
this
is
actually
the
first
audit
that
Elliot
Davis
has
completed
within
this
area.
So
we
cannot
speak
to
prior
audits
audit
findings
for
this
particular
area,
I'm,
not
sure
if
Shauna
or
Jackie
or
anyone
would
have
any
insights
into
that,
but
to
our
knowledge.
C
You're
absolutely
correct
Austin
Miss
Graham.
We
went
back
and
looked
at
our
prior
audits.
None
of
these
are
repeat
findings.
We
did
have
a
risk
assessment
a
couple
years
ago,
I
think
where
one
item
was
on
that
we've
since
put
corrective
action
plans
in
place.
Okay,.
E
So
this
is
Kent
kudos
to
the
team.
It
sounds
like
these
are.
This
was
a
positive
result,
positive
findings,
so
which
is
great
news.
Austin.
You
mentioned
that
the
team
has
been
working
on
whatever
cleanup
items
you've
identified,
that
they
should
address.
Is
there
what's
the
process
for
going
back
and
making
sure
those
items
are
addressed
and
like
your
work,
is
presumably
close
to
done
with
this
process,
but
what's
the
follow-up
mechanism
to
make
sure
that
whatever
even
small
things
hopefully
get
get
remediated.
F
Absolutely
yeah,
so
there
is
a
revalidation
process
that
we
will
take.
Typically,
we
like
to
see
the
remediation
to
have
been
implemented
for
at
least
six
months
to
ensure
that
you
know
any
issues
are
ironed
out
and
making
sure
that
they
are
carried
out
consistently.
So
I
think
at
this
point
the
scope
of
the
prior
audit
was
calendar
year,
2021,
so
I
think.
For
the
most
part,
many
of
these
corrective
action
plans
will
have
been
implemented
by
the
end
of
this
year.
So
I
anticipate
beginning.
F
C
I
can
also
add
additional
context
to
what
Austin
is
saying.
So
after
the
preliminary
recommendations
came
out,
the
HR
and
finance
team
we
met
together
to
discuss
and
to
review
where
we
could
build
out
the
corrective
action
plans.
We
then
put
that
on
a
project
timeline,
so
we
have
internal
meetings
where
we
review
and
follow-up
items
and,
as
Austin
said,
the
majority
of
these
either
have
been
remediated
or
will
be
remediated
by
the
end
of
this
fiscal
year.
So
processes
are
currently
underway,
so
they
won't
be.
B
And
there
are
no
nothing
that
would
stand
in
the
way
of
Staff
being
able
to
implement
these
changes,
I
mean
like
cost
prohibitive
or
any
budget
stuff,
and
nothing
along
those
lines.
C
No
ma'am,
most
of
the
the
items
are
more
so
related
to
internal
controls.
Process
documentation
so
like
I'll
give
an
example
of
the
payroll
and
HR
policy
and
procedures
review
and
approval.
That's
just
us
making
sure
that
we
document
processes
have
an
annual
review
and
approval
process.
That's
something
we
can
Implement
fairly.
Simply
it's
not
cost
prohibitive
or
anything
of
that
nature.
Okay,.
G
A
F
Yeah
and
we'll
let
Shauna
share
that
internally
with
the
relevant
stakeholders.
Shauna.
B
B
C
Yes,
we
have
Emily
here
from
Green
Penny,
our
external
auditor
she'll
present
the
FY
22
preliminary
Financial
audits,
I'm,
going
to
steal
a
little
Thunder
because
I'm
super
excited
about
this.
There
were
no
audit
findings
yeah,
so
we
are
in
excellent
Financial
condition
but
I'm
sorry
and
we
can
foresee.
What's
your
presentation,
that's.
H
Quite
all
right,
it's
accurate
and-
and
it
is
great
news-
so
absolutely
awesome-
don't
blame
you
for
one
to
share
it
yourself,
so
I'm
Emily,
sobchak
I'm,
with
greenfini,
collie
and
I'm
here
to
present
the
preliminary
results
of
the
fiscal
2022
financial
statement
audit.
H
We
have
completed
the
majority
of
test
work,
but
we
are
still
going
through
our
review
process,
and
so
that's
why
results
aren't
quite
final.
Yet,
but
I
do
like
to
start
by
reminding
you
of
the
district's
responsibility
when
it
comes
to
your
financial
statements.
H
The
financial
information
that
is
provided
for
audit
purposes
is
the
responsibility
of
the
district,
and
so
it's
important
that
you
have
good
policies
and
procedures
in
place
to
ensure
that
the
financial
information
that
you're
providing
to
us
and
also
that's
provided
to
the
board
throughout
the
year
that
that
information
is
reliable
and
so
I
love
hearing
the
results
of
the
internal
audit
projects.
That's
an
important
piece
of
ensuring
that
your
policies
and
procedures
are
best
addressing
the
risk
that
the
district
is
facing.
H
So
our
responsibility
as
your
auditor
is
to
audit
the
financial
information
provided
and
then
issue
an
opinion
based
on
our
audit.
So
we
do
anticipate
issuing
an
unmodified
opinion
again
this
year.
That
opinion
provides
reasonable
assurance
that
the
financial
statements
are
materially
correct.
H
So
it's
important
to
keep
in
mind
that
that
we're
giving
reasonable
Assurance,
which
is
a
high
level
of
assurance,
but
not
absolute,
and
also
that
we
are
not
auditing
down
to
the
dollar,
we're
not
looking
at
every
single
transaction
that
occurred
during
the
year.
Rather,
we
are
using
some
professional
judgment
in
determining
our
audit
procedures.
H
Also,
as
part
of
our
audit,
we
are
required
to
obtain
an
understanding
of
your
internal
controls.
That's
typically
done
through
walkthroughs
and
through
inquiry,
with
the
exception
of
our
single
audit
process,
we
typically
don't
test
your
internal
controls.
H
Rather,
we
get
an
understanding
of
them
and
we
review
your
policies
and
procedures
to
ensure
that
that
we
don't
identify
any
significant
deficiencies.
There.
H
So,
let's
look
at
your
general
fund.
Financial
results.
The
total
fund
balance
in
your
general
fund
increased
by
13.7
million,
bringing
total
fund
balance
to
159
million
as
of
June
30th
included
in
that
balance
is
what's
classified
as
non-spendable
fund
balance
of
6.8
million,
that's
primarily
related
to
prepaid
insurance
premiums,
and
so
those
funds
are
not
available
for
future
spending
because
they
have
already
been
spent.
H
You
also
have
committed
fund
balance
of
72.6
million
that
is
committed
by
the
board.
You
also
have
a
signed
fund
balance
of
41.6
million.
That
includes
amounts
that
are
assigned
for
the
fiscal
23
budget,
and
you
also
have
assignments
for
your
Esser
sustainability
and
the
SR
stabilization
funds
and
again
those
amounts
are
designated
by
the
board.
H
So
if
we
take
out
those
amounts
that
are
designated
for
specific
purposes,
we're
left
with
unassigned
fund
balance
of
37.4
million.
In
order
to
gauge
how
healthy
your
fund
balance,
is
we
like
to
compare
it
to
your
operating
operating
expenditures,
and
so
your
unassigned
fund
balance
represents
about
6.3
percent
of
your
actual
2022
expenditures
or
5.7
percent
of
your
budgeted,
2023
expenditures.
Now
I
know
that
those
percentages
might
sound
a
little
bit
low,
but
it's
important
to
understand
that.
H
The
reason
why
they're
low
is
because
the
board
has
made
these
commitments
to
ensure
that
fund
balance
as
a
whole
stays
at
a
reasonable
level,
and
so
it
is
the
district's
policy
to
require
12
and
a
half
percent
of
your
operating
expenditures
in
your
committed
reserves
and
then
an
additional
minimum
of
4.2
percent
in
your
unassigned
fund
balance.
So,
as
you
can
see,
you
are
in
compliance
with.
H
H
It
also
gives
you
flexibility
in
determining
which
programs
and
services
you're
offering,
and
that's
especially
important
in
you
know
these
current
years,
where
you
are
receiving
significant
additional
funding
through
the
Esser
program,
but
that
funding
will
not
be
recurring,
and
so
once
it's
spent,
you
don't
have
another
funding
source,
that's
going
to
replace
it
at
the
same
level,
and
so
I
do
I.
H
Do
appreciate
that
the
board
has
has
seen
that
and
has
designated
some
additional
reserves
so
that
the
programs
that
you're,
providing
with
that
funding
that
are
really
working
in
that
you'd
like
to
continue
providing
that
you
will
be
able
to
find
other
funding
sources
to
meet
those
needs
foreign.
H
So,
let's
look
at
your
general
fund
revenues.
Total
revenues
were
588.5
million
for
2022,
and
that
was
a
six
percent
increase
from
the
prior
year.
The
increase
was
primarily
related
to
increases
in
property
tax
revenues,
as
well
as
your
state
revenues
and
revenues
came
in
about
two
percent
better
than
budget.
H
In
addition
to
your
revenues,
the
general
fund
also
reports
transfers
in
which
are
identified
as
an
other
financing
source
of
17.8
million.
That
includes
transfers
from
the
eia
funding
of
12.4
million
and
indirect
cost
funding
from
your
special
revenue
and
Food
Service
funds,
a
5.4
million
on
the
expenditure
side,
you
had
general
fund
expenditures
of
591.5
million.
That
was
a
four
percent
increase
from
the
prior
Year
and
that
increase
was
primarily
in
your
salaries
and
benefits.
H
H
The
revenues
in
your
special
projects
fund
were
137.6
million
and
that
is
primarily
related
to
state
and
federal
grant.
Funding
the
eia
fund
is
where
you
report
your
state
eia
funding
that
fund
does
not
carry
a
fund
balance,
as
any
funds
that
are
received,
but
unspent
during
the
year
are
required
to
be
deferred
to
the
next
year
and
that
fund
reported
revenues
of
just
under
34
million
for
fiscal
22..
H
H
Food
Service
fund
reported
revenues
of
39.1
million,
and
that,
of
course,
primarily
reflects
your
federal
reimbursements.
For
the
Child
Nutrition
program,
you
also
report
the
capital
Project's
District
fund.
That
fund
is
where
you
report
the
one
percent
sales
tax
revenues
which
were
100
or
I'm.
Sorry,
the
total
revenues
were
155.4
million,
primarily
related
to
your
sales
tax
revenues.
That
fund
had
a
fund
balance
of
96.5
million
as
of
year
end,
and
that
is
entirely
restricted
for
capital
projects.
H
Your
debt,
Service
District
fund,
reported
a
deficit
fund
balance
as
of
year
end
of
25.6
million.
That
deficit
is
primarily
driven
by
the
reporting
of
your
short-term
Bond
anticipation
notes.
So
as
you'll
recall,
at
the
fun
level,
we're
generally
not
reporting
debt.
Your
long-term
debt
is
only
reported
on
the
full
accrual.
Please,
however,
Gap
does
require
us
to
report
any
short-term
debt
issuances,
so
issuances
that
will
be
paid
within
a
year.
H
Those
are
reported
as
a
liability
at
the
fund
level,
and
so
that's
why
that
61.7
million
is
reported
in
your
debt,
Service
District
fund
on
The
Debt,
Service,
C
fund,
you
had
a
fund
balance
of
about
455
000
and
that
is
restricted
for
Debt
Service.
Your
total
debt
service
payments
in
the
C
fund
were
37.6
million,
and
those
payments
are
funded
through
transfers
from
your
debt,
Service
District
fund,
so
transfers
of
your
debt
service
millage
to
pay
make
those
payments.
H
So
at
the
government-wide
level
we
do
report
on
a
full
accrual
basis,
so,
like
I
said,
whereas
your
funds
primarily
focus
on
current
assets
and
current
liabilities,
your
government-wide
statements
will
report
long-term
assets
and
obligations.
H
Two
of
those
obligations
that
we
have
been
reporting
for
several
years
now
are
your
net
pension
and
net
opeb
liabilities.
So
the
net
pension
liability
relates
to
your
participation
in
the
state
retirement
system,
and
so,
while
the
liability
is
quite
significant,
595
million.
H
That
was
an
increase
of
one
percent
from
the
prior
Year
and
that
rate
has
increased
again
to
fiscal
23,
we're
now
at
17
and
a
half
percent,
and
it
is
scheduled
to
increase
again
in
fiscal
24
when
we'll
be
at
18
and
a
half
percent,
and
then
it
is
expected
to
hold
at
18
and
a
half
percent
for
the
foreseeable
future.
H
So
you
know
those
of
course
have
significant
impacts
on
your
operating
budget,
since
your
budget
does
consist
so
so
significantly
of
personnel
costs
very
similar
to
the
net
pension
liability
is
the
net
opeb
liability.
This
relates
to
your
participation
in
the
state,
retiree
Health
Care
system
and
again
these
liabilities,
don't
impact
your
fund
level
statements
and
just
like
the
net
pension
liability.
The
net
opeb
liability
is
your
allocated
piece
of
the
retiree
Healthcare
Systems
unfunded
Actuarial
liability.
H
So
again,
that
liability
is
not
a
direct
liability
of
the
district
and
it
is
an
estimate
that
the
employer
contribution
rate
for
your
retiree
health
care
plan
was
6.25.
That
was
consistent
with
the
prior
Year
and
that
rate
has
not
changed
for
fiscal
23.
H
Right
so
looking
at
your
Capital
assets,
you
reported
Capital
assets
of
2.3
billion
as
of
June
30th.
That
was
an
increase
from
the
prior
year
as
capital
editions
exceeded
your
depreciation
expense.
Some
of
your
most
significant
Capital
additions
for
the
current
year
were
the
completion
of
the
center
for
advanced
studies
at
West,
Ashley
High,
the
expansion
of
hot
Gap
middle
school
and
the
career
and
Technology
Edition
at
Baptist,
Hill,
High,
School,
outstanding
construction
commitments,
as
of
your
end,
were
41.3
million.
H
On
the
long-term
obligation
side,
we
have
total
long-term
obligations
of
524.2
million,
that
was
a
decrease
of
50,
more
I'm,
sorry
54
million
from
the
prior
year,
relating
primarily
to
the
principal
payments
made
in
2022..
H
In
addition
to
your
long-term
debt,
you
also
report
compensated
absences
that
represents
your
earned
but
unused
vacation
leave
and
that
amounted
it
to
6.7
million.
As
of
your
end,
so
no
significant
new
accounting
changes
in
fiscal
22,
but
I
do
want
to
highlight
a
new
standard
that
will
be
effective
for
fiscal
23
and
that
is
Gatsby
number
96..
It
provides
guidance
for
subscription-based
it
Arrangements
and
so
for
any
significant
software
subscriptions
that
you
have
outstanding
so
lot.
H
H
The
first
relates
to
the
financial
statement
audit
and
it
describes
our
responsibilities
in
accordance
with
government
auditing
standards
and
so
I'm
very
pleased
to
report
that
we
have
no
financial
statement,
audit
findings
to
report
for
fiscal
22,
and
so
that
really
reflects
on
the
hard
work
of
management
and
your
staff
and
everyone
working
hard
to
ensure
that
the
financial
information
is
complete,
accurate
and
reliable.
We
also
perform
a
single
audit
each
year.
That's
the
audit,
that's
required
by
the
federal
government
related
to
your
federal
expenditures.
H
This
year
we
looked
at
the
title
1
program.
We
looked
at
Esser
and
we
looked
at
Head,
Start
and,
while
again,
I
have
to
provide
the
caveat
that
all
of
our
reviews
are
not
yet
complete.
But
at
this
time
no
findings
to
report
related
to
your
single
audit,
either.
So
again,
I
applaud
all
the
hard
work
that
goes
into
that
and
ensuring
that
things
are
done
properly,
especially
given
the
recent
changes
and
increases
in
complexity
to
the
funding
that
you're
receiving
that
really
reflects
highly
on
the
district.
H
So,
in
addition
to
the
financial
statements,
we
also
issue
a
management
letter
each
year
that
provides
required
Communications
from
us
to
the
board
and
to
management,
and
that
is
an
area
where
we
do
like
to
include
matters
that
we
think
are
of
significance.
That
need
to
be
in
writing
for
the
board
to
be
aware
of,
but
things
that
don't
rise
to
the
level
of
being
a
finding
in
your
audit
report,
and
so
one
area
that
we
do
think
is
of
particular
risk
at
all.
School
districts
is
your
pupil
activity
funds.
H
B
Emily
I'd
like
for
you
to
expound
a
little
bit
on
the
pupil
activity
fund.
Can
you
just
go
in
a
little
bit
more
details.
H
Sure
so
these
funds-
these
are
the
funds
that
are
collected
at
the
school
level,
and
so
that
might
be
activity
fees.
It
might
be
field
trip,
money,
yearbook,
funding,
all
all
of
the
different
types
of
of
receipts
that
come
in
through
the
schools
and
so
at
each
school.
You
have
a
bookkeeper
or
maybe
more
than
one
that
is
responsible
for
reconciling
those
funds
and
making
the
deposits
and
but
but
remember
a
lot
of
that.
H
But
a
lot
of
those
funds
are
collected
in
the
classroom
and
and
so
for
that
reason
you
know,
there's
just
an
additional
risk
that
that
some
of
the
you
know
the
some
of
the
funds
might
might
not
make
it
to
the
bank
that
some
of
the
funding
might
be
recorded
improperly
due
to
the
disaggregated
nature
of
them.
H
E
Do
you
have
any?
Do
you
have
any
specific
con?
You
mentioned
that
this
is
a
kind
of
a
common
concern
for
school
districts,
because
they
all
have
this
disaggregated.
You
know
sources
of
of
Revenue
coming
in
that
has
to
be
navigated.
Do
you
see
anything
either
specific
to
to
CCSD?
That
is
problematic
in
terms
of
the
way
we
somehow
operate
or
oversee
that
or
any
specific
recommendations
that
CCSD
in
particular
needs
to
needs
to
consider
implementing.
H
No,
there
were
there
weren't
any
specific
concerns
that
we
had
related
TL's
process
for
handling
those
funds.
We
do
believe
you'll
provide
good
oversight,
and
the
reason
that
we
include
that
is
is
simply
to
to
make
sure
that
you're
aware
of
the
inherent
risk
of
those
funds.
B
Any
other
questions
well
Emily,
thank
you
for
that
report
and
Shauna
and
Miss
Kennedy
and
I'll
recognize
you
in
a
minute
and
everybody
who
is,
you
know,
associated
with
the
good
news.
Thank
you
guys
for
for
what
you
do
and
and
what
you
will
continue
to
do
to
make
you
know
I
mean
because
that's
kind
of
phenomenal,
that
of
the
findings.
So
we're
happy
about
that.
Thank
you.
Mr
Graham
you're
here.
A
E
B
J
J
Yeah
I've
got
a
mic,
so
I'm
just
congratulating
Sean
and
her
team
on
on
the
outstanding
work
they
have
done
in
in
finance,
and
then
the
other
point
I
wanted
to
make.
Is
that,
typically
in
the
past,
what
we've
done
because
of
these
subliminary
results
that
are
firmed
with
issues
with
the
financial
statements
to
the
state
at
the
end
of
this
month
and
assume
that
there
are
no
material
changes
in
what
was
presented
to
the
committee
today,
then
they
would.
J
The
the
the
audit
firm
would
not
come
back
to
the
RN
finance
committee
and
we
just
go
to
the
board
on
in
December
at
the
December
meeting
to
present
the
results,
I
and
I
was
just
thinking
a
few
minutes
ago.
J
Maybe
I
would
propose
to
the
committee
that
this
year
we
asked
the
firm
green
infinity
to
come
and
present
to
the
to
the
board
in
November
November
14th
I
mean,
since
you
know
this
is
the
that
would
be
the
last
meeting
for
this
current
board
and
then,
if
there's
any
any
substantial
changes
between
then
and
the
December
time
frame,
they
can
come
back
and
present
again.
B
Anybody
have
any
opposition
to
that
any
of
the
committee
members
I
think
it's
a
I
think
it's
a
good
idea.
Since
a
lot
of
the
current
board
members
will
most
of
the
current
board
business
will
be.
Rotating
off
are
are
not
running
for
reelection.
So
are
you
guys
I,
don't
mean
guys
exclusively,
but
members
of
the
committee?
Okay,
with
that
recommendation
from
Mr
Kennedy.
B
Okay.
The
next
item
is
the
disparity
study,
update,
I
I
understand
we
had
somewhat
of
maybe
a
revamp
from
the
last
time
and
Shawna
will
explain
that
and
I
think
someone
from
the
middle
firm
will
be
on
to
discuss
it.
C
Yes,
ma'am.
Thank
you
Miss
green,
so
we
have
the
the
community
hearings
that
were
the
last
step
to
the
engagement
piece
of
the
audit
or
to
the
disparity
study.
So
we
brought
Miller
feedback
to
re-engage
and
cover
their
the
results,
findings
and
recommendations,
and
so
I
believe
Mr
Miller
is
on
so
I'll
turn
it
over
to
Mr
Dave
Miller,
yes,
good.
L
Well,
thank
you
for
allowing
us
to
come
back.
We
presented
the
Crux
of
disparity
study
findings
during
the
last
art
and
finance
committee
meeting
on
the
4th
of
October
and
so
to
Miss,
Williams
Point
this
this
conversation
today,
while
it
will
include
some
of
the
attendance
of
the
the
earlier
presentation,
is
really
focused
around
the
findings
and
recommendations,
and
so
with
that
I'll
introduce
to
this
body.
M
Thank
you
so
much,
and
thank
you
for
this
opportunity
to
make
this
presentation
to
you.
First
of
all,
we
would
like
to
acknowledge
the
leadership
and
commitment
of
CCSD
in
supporting
us
on
this
effort.
There
was
a
lot
of
data
and
interviews
gathered
across
the
organization,
and
we
just
wanted
to
stop
and
say
thank.
A
M
In
terms
of
the
outline
of
our
presentation,
it
is
in
three
parts
the
approach
and
methodology,
the
statistical
analysis
and
qualitative
findings
and
conclusions
and
recommendations.
This
is
a
40
slide
presentation
which
we
will
not
go
through
all
40
slides,
but
it
will
be
made
available
to
you
so
that,
if
you
would
like
to
study
it,
you
have
it
available.
We
will
focus
on
the
approach
of
methodology,
the
statistical
analysis
and
the
high
level
discussion
of
the
conclusions
and
recommendations
in
the
time
that
we
have.
M
So
if
we
look
at
the
approach
and
methodology,
we
have
a
10-part
methodology
which
is
represented
under
the
industry,
statistical
and
market
analysis.
Under
the
industry
analysis,
we
first
conduct
the
legal
analysis
to
determine
the
legal
landscape
for
race
and
gender
conscious
initiatives
within
your
jurisdiction.
M
The
anecdotal
survey
analysis
assists
us
into
understanding
the
perceptions
and
the
experiences
of
both
minority
and
women-owned
firms
and
non-minority
and
women-owned
firms.
The
race
and
gender
neutral
analysis
helps
us
to
understand
whether
management,
Technical
and
financial
assistance
programs
are
effective
alone
in
assisting
minority
and
women.
All
businesses
to
capture
contracts
with
you
or
to
increase
their
revenues.
M
And
then
the
marketplace
analysis
gives
us
insight
into
your
overall
Marketplace,
as
well
as
the
private
sector
in
particular,
to
see
if
there
are
factors
that
are
in
your
Marketplace
that
are
making
it
more
difficult
for
minority
and
women-owned
firms
to
do
business
with
you
with
those
analyzes.
It
leads
to
customized
conclusions
and
recommendations
and
those
recommendations
tend
to
be
both
race,
gender,
conscious
and
race,
gender
neutral.
So
let's
proceed
to
the
statistical
findings.
M
Here
are
the
findings
by
procurement
category
for
each
of
the
areas
that
we
looked
at
for
a
e.
It
was
the
state
of
South
Carolina
for
construction.
It
was
Nationwide
and
and
for
the
other
procurement
categories
it
was
Nationwide.
We
note
here
that
Arc,
a
e
and
construction
typically
are
refined
to
the
MSA,
but
based
on
your
data,
there
was
a
much
broader
Marketplace
from
which
you
were
procuring
these
services.
M
Now,
the
next
area.
Once
we
understand
the
relevant
Market,
we
look
at
availability
and
Mel
Miller
3,
since
1990
has
been
conducting,
we
created
what
we
call
the
ready,
willing-enable
analysis,
ready
means
firms
exist,
phone
book,
analysis,
willing
means
firms,
understand
the
requirements
of
the
work
being
requested
and
have
come
forth
in
some
way
to
show
that
they
are
interested
in
doing
the
work,
whether
it
be
on
your
bidders
list,
getting
certified,
registering
as
a
vendor
or
actually
performing
work
for
you
and
then
able
shows
those
firms
with
a
capacity
to
do
the
job.
M
When
we
look
at
rwa,
we
look
at
it
in
different
levels,
based
on
the
data
that
we
obtained
from
you,
and
what
we're
trying
to
do
is
get
to
the
level
that
we
consider
to
be
most
robust
in
representing
rwa
availability
and
for
you
that
level
was
level
two
which
consists
of
bidders
and
sub
bidders
and
awardees
from
your
accounts
payable
and
purchase
order
day.
Data
now
here
are
the
findings.
M
There
are
two
types
of
availability
that
we
look
at
rwa,
which
is
based
on
your
data
and
data
axle,
which
is
a
national
business
database
that
allows
us
to
look
at
those
firms
that
are
potentially
available
to
you,
but
don't
necessarily
meet
the
ready,
willing
and
able
standard.
So
as
you
look
at
this
table-
and
you
can
study
it
more
at
a
later
time,
what
we're
seeing
is
a
comparison
of
rwa
to
data
axle
based
on
percentage
participation
of
the
total
and
that
total
is
important
as
well
so
in
rwa.
M
If
we
look
at
the
total
number
of
firms
that
we
looked
at
across
all
procurement
categories,
then
that
represented
1893
firms
of
that
amount,
minority
and
women
on
firms
represented
nine
percent,
which
was
about
171
firms.
M
If
we
look
at
data
axle,
there
was
a
total
of
7979
firms,
and
while
there
it
mwb
is
only
represented
about
five
percent
that
five
percent
represented
394
firms
of
the
total,
so
as
you're
looking
at
this
table,
along
with
the
additional
data
that
is
captured
in
the
overall
report,
that
is
how
you
compare
these
tables.
The
difference
between
rwa
and
data
axle
may
suggest
that
additional
Outreach
is
needed
to
improve
the
participation
from
that
171
of
rwa
total
firm,
total
MBE
firms
to
get
closer
to
that
394..
M
Another
number-
that's
not
on
here,
but
that
is
equally
important-
is
the
number
of
arms
to
be
certified.
Firms.
Mwb
is
certified
by
the
state
of
South
South
Carolina.
There
were
4
780
firms
on
that
list.
So
comparing
that
to
the
171,
who
are
ready,
willing
and
able,
you
can
see
that
there
may
be
some
room
for
outreach
and
working
to
include
those
firms
in
your
opportunities.
M
M
Typically,
we
look
at
architecture
and
engineering,
construction
and
construction
related
Services,
we're
using
contract
Awards
because
we're
trying
to
capture
subcontracting
data
from
those
databases,
however,
because
of
the
low
level
of
dollar
values
that
were
available
to
us
through
contract
Awards,
we
relied
on
purchase
orders
which
was
capturing
more
data
and
more
Ward
data
across
all
procurement
categories
for
every
procurement
category.
M
Also,
when
we
look
at
utilization
analysis,
we
slice
and
dice
the
data
by
several
categories.
First
procurement
categories,
then
by
race,
gender
and
ethnicity,
relevant
Market.
We
try
to
look
at
Prime
and
subcontractor
utilization
where
available,
and
then
we
look
at
competitive
and
non-competitive
thresholds
or
said
differently,
informal
and
formal
thresholds
here.
What
we're
seeing
is
a
comparison
of
rwa
availability
and
utilization,
the
foundation
of
the
disparity
ratio.
M
However,
I
note
for
all
of
those
who
are
doing
those
calculations
right
now
in
your
head,
that
you
cannot
finalize
the
disparity
ratio
without
the
statistical
significance,
testing
and
we'll
talk
about
that
more
when
we
get
to
the
disparity
study
findings,
but
I
will
scroll
through
each
of
the
procurement
categories.
So
you
get
an
idea
of
what
these
findings
are.
The
actual
dollar
values
that
are
associated
with
these
percentages
are
represented
in
the
full
report,
so
just
for
example,
looking
at
non-mw
sbes
Blue
represents
utilization.
M
M
Next
we
have
Professional
Services
and
what
we're
showing
is
beyond
African
Americans
and
wbes,
like
in
many
of
the
other
categories.
Asian
Hispanic,
Native,
Americans
and
other
mwbes
are
not
only
being
utilized
at
very
small
rates,
but
they're
also
available
at
very
small
rates.
M
Lastly,
we
look
at
goods
and
supplies
non-mwb
easier,
taking
over
83
percent
of
the
dollars
in
this
procurement
category
because
of
the
nature
of
goods
and
supplies
and
the
level
of
of
the
purchases
that
are
made
in
this
category.
Typically,
we
expect
to
see
low
participation
and
availability
in
this
category,
but,
of
course,
there's
always
room
for
improvement.
M
So,
let's
now
move
on
to
the
disparity
study
findings.
The
ratio
is
a
very
simple
cap
calculation
of
of
utilization
over
availability.
What
we're
looking
for
is
here
is
that
the
courts
have
said
if
we
fall
into
that
lower
quadrant
a
significant
under
utilization.
We
can
draw
an
inference
of
discrimination
from
that.
If
it
falls
into
that
blue
blue
band,
the
courts
have
said,
we
can't
draw
an
inference
there,
because
that
is
basically
due
to
chance.
M
Here
we
have
the
disparity
study
ratio
findings
showing
whether
there's
over
utilization
under
utilization
and
the
s
means
statistically
significant.
The
NS
means
non-statistically
significant
here
is
another
viewing
of
that
table
in
a
chart
Farm.
Anything
above
that
black
line
is
over
utilization.
Anything
below
that
black
line
is
under
utilization.
If
it's
in
blue,
it
is
non-statistic
statistically
significant.
If
it
is
red,
it
is
statistically
significant
and
I
apologize.
It's
a
lot
of
information
that
we're
going
through
really
quickly,
but
here's
where
the
rubber
meets
the
road.
M
Here's
where
we
can
draw
inferences
of
discrimination.
Those
items
that
are
highlighted
in
blue
and
those
items
that
are
highlighted
in
blue
and
have
an
asterisks
are
those
areas
where
we
can
draw
an
inference
of
discrimination
because
that's
where
we
have
statistically
significant
disparity
in
terms
of
the
recommendations
and
I'm
going
to
end
it
on
this
on
this
slide,
but
please
keep
in
mind.
M
It's
also
important
that
you
focus
on
having
an
inclusive
procurement
environment
and
not
simply
goal
attainment.
The
bottom
line
is
we're
looking
to
see
if
your
system
is
open,
fair
and
transparent,
and
not
simply
whether
you
have
the
support
to
have
a
race
and
gender
conscious
goal.
Monitoring
and
tracking
at
both
at
the
bid
level
and
post
award
is
also
very
important
in
terms
of
long-term
availability.
M
What
is
very
important
is
increasing
competition,
and
it
is
important
to
build
your
pipeline
not
only
through
Outreach,
but
through
creating
joint
ventures,
Mentor,
Protege
and
other
other
mechanisms
that
allow
you
to
bring
in
outside
firms
and
partner
them
with
your
local
firms,
without
taking
away
work
from
your
local
firms
in
terms
of
mwp
position
patient
at
the
prime
level.
It
is
important
to
note
that
the
goal
is
yours
first
and
that
your
vendors
are
supporting
you
in
achieving
your
goals.
M
C
M
And
lbe
local
business
Enterprise
set
aside
and
sheltered
markets
are
considered
race
neutral.
So
you
can
be
much
more
aggressive
in
pursuing
inclusion
through
SBE
and
support
of
your
local
businesses
through
set-asizing
shelter,
Market.
You
have
to
be
much
more
careful
when
using
it
for
race
and
gender,
conscious
initiatives
and
and
in
fact
the
court
frowns
upon
set-asides
using
race
and
gender
conscious
tools.
M
So
given
that
building
your
pipeline
and
doing
business
at
the
prime
level,
looking
at
participation
through
SBE
and
and
local
business
Enterprise
support
programs
is
an
important
tool
for
you
to
use
and
so
I'll
stop
there
on
the
recommendations
and
entertain
any
questions
that
you
may
have.
B
E
I
guess
I'm
interested
I'm
interested
in
the
staff's.
You
know
perspective
in
response
to
the
recommendations.
Yeah.
B
C
Thank
you
for
the
question
so
so,
where
we
are
right
now,
we
we
just
have
finalized
the
actual
study
itself,
so
the
next
steps
are
to
take
the
recommendations
provided
by
Miller
and
re-engage
internally
to
figure
out,
what's
digestible
for
the
organization
and
realistic
for
us
to
implement
it's,
it's
not
a
commitment
to
saying
that
we're
going
to
take
every
recommendation
and
implement,
but
we
need
to
be
able
to
do
that
analysis
and
review
to
figure
out
what
the
district
can
digest
and
Implement
as
far
as
operational
procedures.
C
It's
something
that
also
needs
to
be
discussed
and
reviewed
at
the
cabinet
level
with
the
administration
and
Mr
Kennedy.
It
has
implications
grave
implications
for
Mr
burrowi
shop
as
well,
so
he'll
be
a
part
of
that
conversation
as
well.
C
B
I
want
to
ask
for
our
specifics,
but
based
on
initial,
the
your
initial
review,
both
and
I'm,
asking
both
you
and
Jeff
this
question:
do
you
see
potentially
some
recommendations
that
you
don't
feel
we
will
be?
You
will
either
will
will
be
able
to
implement.
C
D
Would
just
offer
the
screen
I'm
pleased
with
the
results
from
the
construction
perspective,
disappointing
the
results
from
the
architect
engineer,
perspective
and
I'm
really
interested
in
getting
a
list
of
firms
that
are
available.
Hispanic,
Native,
American
African-American,
a
e
firms
that
could
do
work
for
schools.
I
can't
wait
to
see
that
list
and
reach
out
and
see
if
we
can
help
them
understand
our
process
for
getting
work
in
the
district
and.
D
C
And
I
I
would
like
to
have
Miss
green
we.
So,
as
we've
gone
through
this
process,
there
were
some
things
that
Miller
identified
early
on
that
we
mitigated
Midstream,
so
the
250
000
list
was
birthed
out
of
the
study
that
goes
to
audit
and
finance
additionally
revamping
the
direct
negotiations
process
that
also
no
longer
exists.
All
that
said,
I
would
like
to
highlight
that
we
we
have
made
and
meant
the
board
required
MBE
participation,
swb
participation,
we've
actually
exceeded
it
by
13,
so
any
processes
that
we
change.
C
We
have
to
really
evaluate
how
that's
also
going
to
impact
our
ability
to
meet
the
goal,
and
these
initiatives
should
actually
help
us.
So
we
just
need
to
do
that
deep
dive
into
looking
at
this
further.
B
And
and
I
guess
I
would
just
say
that
I
think
that's
a
good
point,
even
though
the
state
has
its
requirement
on
us.
I
think
you
know
us
trying
to
exceed.
That
is
always
something
that
we
should
try
to
do
to
the
extent
that
we
can.
B
K
L
And
if
I
could
I
I
can
carry
with
you
on
that
many
times,
municipalities,
view
goals
as
the
ceiling,
and
often
we
encourage
municipalities
and
entities
to
treat
it
as
the
floor
and
so
to
the
extent
that
you
can
elevate
your
intentionality
in
this
space
and
securing
and
working
with
smaller
minority
owned
businesses.
Those
are
always
helpful
for
an
organization
like
diversity
is
always
good
to
ensure
you're,
getting
adequate
costs,
and
you
know
better
markets
and
so
part
of
the
reason
why
we
talk
about
increasing
competition.
L
One
of
the
things
we
did
see
is,
you
can
argue,
for
a
concentration
in
a
certain
number
of
businesses
continually
bidding
for
opportunities,
and
so
we
want
to
make
that
pool
as
diverse
as
possible
and
to
Jeff's
Point
earlier.
We
will
definitely
submit
to
you
who
met
the
rwa
criteria
as
well
as
those
firms
who
made
up
our
Master
mwbe
listing,
which
is
a
concatenation
of
a
bunch
of
different
District
directories,
to
support
any
Outreach
efforts
that
the
district
would
entertain.
A
G
You
in
your
process
did
you
guys
look
at
the
state
process
that
that's
used
to
register
firms
as
minority
within
the
state
so
that
they
can
be
recognized
as
state
small
business
minority
firm,
because
that
that
process
tends
to
be
tends
to
turn
some
smaller
vendors
off
because
of
the
complexity
of
it.
L
The
state's
directory
we
did
consider
the
process
itself
for
becoming
certified
is
not
a
part
of
the
study,
but
we
do
recognize
that
many
businesses
have
concerns
around
certification,
not
just
the
the
rigor
associated
with
achievement
certification,
but
also
to
the
extent
that
that
rigor
is
not
doesn't
end
or
lend
itself
or
automatically
connect
itself
to
Opportunities
is
is
a
space
that
leaves
smaller
minimum
businesses
concerned
about
the
validity
of
the
process
in
and
of
itself.
J
Yeah,
just
just
briefly,
first
of
all,
just
a
reminder
why
we
did
the
study,
so
this
has
been.
You
know
a
couple
of
years
ago,
at
least
that
we
embarked
on
this
and
we
were
as
a
district
making
decisions
without
data
enough
data
and
Def
enough
analysis,
so
I
mean
take
a
look
at
what
Miller
3
has
done.
You
know
they
talked
about
this
in
this
industry.
Analysis,
the
the
statistical
analysis,
the
market
analysis
and
this
this
idea
of
the
Rd
rwa.
Rather
it's
our
rwa.
J
J
Let
me
take
a
while
for
not
I,
don't
mean
a
lengthy
period
of
time,
but
staff
I
think
the
review
was
just
included
last
week,
and
so
it's
going
to
take
a
little
bit
of
time
for
staff
to
sit
down
and
do
the
analysis
and
come
back
to
the
audience
financing
meeting
with
the
appropriate
next
steps.
B
But
thank
you
for
that.
Mr
Kennedy,
any
any
other
questions
or
comments
from
the
committee
members.
B
Mr
Miller
thanks
again
for
your
you
and
your
team's
work
with
this,
and
we
anticipate
that
it's
going
to
be.
You
know
helpful
to
us
going
forward
and
I
would
I,
don't
know
if
this
concludes
you
being
here
or
you're,
not
finishing
until
until
you
get
your
responses
back
so
I
guess
you'll
still
be
around
a
little
bit.
But
thank
you.
Thank
you.
B
So
much
for
helping
you
know
to
get
this
information
to
us
so
that
we
can
take
a
look
at
it,
analyze
it
and
see
what
we
can
do.
L
We
have
enjoyed
working
with
the
district.
We
applaud
the
districts
for
its
courageousness
to
even
Embark
upon
doing
these
disparity
studies
at
times
they
are
met
with
contention,
but
it's
really
from
our
perspective.
L
They're
done
in
a
way
to
triage
organization,
understanding
those
things
that
impact
an
inclusive
procurement
environment
and
for
those
things
that
you
do
well
currently,
if
you
want
to
amplify
those
and
recognize
them,
and
when
there
are
opportunities
we
want
to
share
them
with
you
in
hopes
that
the
board
and
Leadership
sees
the
the
rationale
to
need
for
continuing
to
improve
its
efforts
in
this
space,
and
so
we,
we
are
overly
excited
to
be
here,
and
we
will
remain
around
and
available
to
the
district
throughout
the
continuation.
B
Thank
you
so
much.
We
really
appreciate
that
so
Shawna
you
had
audit
day
today.
Last
last
month
it
was
Japan,
but
today
it's
are
there
any
other
questions.
Our
comments,
if
not
the
next
item
on
the
agenda
is
the
fixed
cost
of
ownership.
For
the
year
in
fisc,
for
fiscal
year
22
year
end
Mr,
burrowing.
D
All
right
we're
on
the
screen.
Everyone
can
see
the
slides.
Okay,
great,
really
appreciate
the
opportunity
to
make
this
presentation
today
it's
the
culmination
of
a
lot
of
hard
work
by
our
staff.
D
It
also
gives
the
board
the
audit
finance
committee
an
opportunity
to
see
some
of
the
fruits
of
their
efforts
and
improving
budgets
in
the
past,
and
hopefully
our
County
Board
will
see
that
and
the
public
will
see
that
as
well
with
these
slides
that
are
that
are
here
in
front
of
you.
I
want
to
thank
Stephanie
Allen
from
the
capital
projects,
accounting
team
and
put
these
slides
together
with
the
help
of
our
program
managers.
It
is
a
picture
tutorial
of
some
of
the
work.
D
That's
been
done
as
well
as
a
little
bit
of
data,
but
I'll
quickly
go
through
this,
and
you
can
spend
a
little
bit
more
time
at
your
leisure.
For
those
of
you
that
that
don't
remember
the
fixed
cost
of
ownership
is
for
repairs,
Renovations
and
Replacements.
This
covers
the
FY
22
program.
We
began
planning
this
program
in
in
detail
in
the
fall
of
2020.
You
all
approved
it
in
February
of
21..
We
began
executing
in
the
summer
of
21
and
we're
now
in
the
final
stages
of
project
closeout.
D
At
this
point,
this
is
the
scorecard
of
where
we
stand
575
projects
across
across
the
district.
You
can
see
them
distributed
across
each
of
the
constituent
districts.
This
represents
about
46
million
dollars
of
work
across
40
14
program
areas,
many
of
which
I'll
provide
some
slides
on
here.
From
this
point
forward,
the
biggest
program
by
far
is
Facilities
Management
a
little
over
13
million
dollars,
internal
and
external
to
buildings
and
grounds.
D
You
can
see
some
of
the
highlights
listed
across
the
board
here
from
Roofing
to
fencing
internal
air
conditioning
controls,
painting
tree
trimming,
Etc
big
program,
some
pictures
that
go
along
with
that
we've
got
scoreboard
Replacements,
so
some
of
the
funding
does
go
toward
toward
Athletics.
We've
got
Baptist
Hill
and
St
John's
here
before
and
after
we've
got
academic
magnets
weight
room
Renovations
before
or
during
and
after
I
guess,
you
could
call
it
weight.
D
Rooms
are
obviously
a
big,
a
big
thing
with
our
schools
these
days
and
we've
had
a
pretty
aggressive
effort
to
improve
weight
rooms
across
the
district
for
our
athletes
and
also
for
folks
just
stay
in
in
better
shape,
and
we
also
take
care
of
our
bus
Lots.
You
can
see
the
trailer
replacement
here
at
St,
John's,
High
School
for
district
nine,
big
difference
there,
quality
of
workplace
for
our
bus
drivers.
D
Canopies,
can
be
a
very
complicated,
very
complicated
project
because
they
have
to
be
hurricane
resistant,
so
it
isn't
just
putting
up
a
couple
of
columns
and
an
overhead.
This
is
mini
Hughes,
providing
very
welcome
rain
relief
for
our
car
riders
entering
the
schools.
We
try
to
take
advantage
of
of
putting
these
in
wherever
wherever
it
makes
sense
across
the
district
safety
is
also
a
consideration
in
facility
management.
You
can
see
here
the
new
vestibule
here
at
Calhoun
Street.
D
It's
now.
It's
now
enter
for
the
receptionist
from
the
HR
office,
we're
providing
a
significant
increase
in
safety
for
that
individual,
also
free
Subspace
in
the
vestibule
area,
for
a
security
screening
for
board
meetings.
D
Next
program
is
playgrounds,
1.35
million
going
to
playgrounds.
We
got
three
new
ones
in
place,
two
of
which
are
shown
here
born
before
and
after
for
Goodwin
in
Harbor
View,
and
we
also
install
artificial
turf
rubber
surfaces
as
well
as
the
maintenance
that
goes
with
the
existing
Services
as
paid
for
out
of
this
program.
D
Security
and
Emergency
Management
2.25
million
a
majority
of
that
goes
toward
camera
Replacements
they're
on
about
a
10-year
cycle,
but
we
have
over
8
000
cameras
in
the
district,
which
is
a
pretty
large
program
to
manage.
Obviously,
we
also
do
access
controls.
We
have
a
more
than
2
000
access
controls
in
the
district
as
well.
This
program
also
replaces
radios.
D
One
of
the
newer
initiatives
is
the
last
bullet
they're,
installing
lighting
to
lightning
detection
at
our
athletic
fields,
which
provides
us
real-time
information
to
detect
lightning
to
pause,
athletic
events
so
that
we
remain
safe
on
those
sites
it.
This
captures
a
lot
of
a
lot
of
programs,
all
told
it's
about
nine
million
dollars
worth
of
work.
On
the
left
hand
side,
you
can
see
some
of
the
things
that
are
purchased
with
this
funding
purchased
and
installed
internal
to
the
schools
to
the
external.
With
our
marquee
signs.
D
We
also
cover
our
backbone.
Our
system
backbone
items
on
the
far
right
that
keep
our
system
overall
systems
up
and
running,
not
showing
because
there's
no
great
pictures
of
it
as
we
fund
software
and
I
T,
consolidates
the
district
needs
and
puts
that
forward,
and
that's
about
a
10
million
dollar
investment
across
the
district,
including
the
learning,
Services
learning
Services
side
of
the
house
media
modernization.
This
is
updates
to
our
libraries,
not
only
looking
at
print
and
digital
books,
but
also
the
equipment
that
supports
the
schools.
D
You
can
see
the
magic
cutter
at
the
bottom
right,
which
replaced
some
systems
that
were
more
than
15
years,
15
years
old.
It's
about
a
1.2
million
dollar
program,
all
told
in
addition
to
books
and
the
specialty
equipment
is
furniture
for
our
libraries.
More
than
270
000
of
this
budget
went
toward
libraries.
Styles
point
was
replaced
some
New
Media
Center
equipment
at
Cario,
middle
school
and
very
good
program.
We
match
that
up
with
facilities
to
do
Carpeting
and
other
facilities
work.
D
Fine
Arts,
a
relatively
small
dollar
value
from
a
dollar,
a
small
dollar
value.
From
that
perspective,
but
a
very
loud
program,
we've
got
strings
for
nine
schools
this
past
year
and
we've
got
band
equipment
for
11
schools
this
year,
a
little
less
than
two
hundred
thousand
dollars
Athletics.
The
first
thing
we
do
is
take
a
look
at
safety.
D
Football
helmets
are
number
one,
but
then
we
take
a
look
at
our
equipment
requirements
and
spread
that
across
the
district
that
we
rack
and
stack
the
requirements
from
our
schools,
250
000
program
for
athletic
equipment,
current
technology
for
the
last
two
years,
the
board
approved
significant
increases
in
this
program
to
support
basically
gut
and
replace
at
West
Ashley
high
school
and
Military
magnet
their
culinary
arts
programs.
D
This
year's
program
a
little
over
three
and
a
half
million
dollars
allowed
us
to
complete
West
Ashley
I've
got
the
slide
here
next,
but
continue
on
with
the
design
and
planning
for
military
magnet,
which
is
being
executed
this
year
with
the
FY
23
funds.
There's
the
picture
of
West
Ashley,
culinary
arts
renovation,
nice
yeah,
very
nice
planning
real
estate.
D
They
handle
the
auditorium
and
District
Regional
Stadium
equipment,
and
you
can
see
some
of
the
items
here
that
they
used
their
250
000
for
West,
Ashley
High,
the
DeForest
Stadium
Burke,
as
well
as
audio
speakers
at
several
of
the
auditoriums
across
the
district
Transportation.
D
This
takes
care
of
our
cameras
on
our
buses,
as
well
as
the
replacement
of
our
activity
buses.
We
did
get
six
new
activity
buses
with
the
FY
22
budget,
which
was
about
965
thousand
dollars
nutrition
services.
This
program
was
added
two
years
ago
on
the
on
the
right.
You
can
see
an
example
of
the
serving
lines
that
were
replaced
11
of
those
across
the
district,
and
we
also
purchased
two
Vans.
D
We've
had
a
significant
problem
with
Staffing
our
Mount
Pleasant
schools
and
by
offering
transportation
for
staff
from
Bridgeview
in
North
Charleston
we're
able
to
keep
those
schools
staffed
up
and
manned,
and
it
saves
our
our
workers
from
having
to
make
that
huge,
Drive
every
day
and,
lastly,
our
nursing
program.
This
is
a
new
ad
first
year
program
in
FY
22,
the
board
allocated
108
000
108
000
for
nursing
Services.
D
You
could
see
some
of
the
items
they
began:
replacing
medication,
carts,
recovery,
cots
emergency
bags
for
the
schools,
AED
and
vision,
screeners
so
subject
to
your
questions
that
closes
the
FY
22
recap
and
other
highly
successful
program
and
I.
Thank
the
committee
for
supporting
it.
B
I'd
just
like
to
say
it's
very
impressive
yeah
you
know,
I
was
went
through
these
and
at
home
and
I
started
looking
at
them
and
I
mean
it's
really
really
impressive.
So
you
know
please
commend
your
staff
for.
D
The
hearts
across
the
across
the
district
learning
Services
operations,
Finance
Etc,
good
good
team
in
place.
B
It's
so,
let's
ask
you
this
question:
I
know
that
you
decide
projects
based
on
where
the
highest
need
is
you
try
to
go
through
and
analyze
what
needs
to
be
done
and
then
look
at
it
from
a
safety
perspective,
etc,
etc.
All
things
being
equal?
How
do
you
ensure
that
you
are
Distributing?
B
Well,
not
necessarily
the
funds,
but
that
projects
that
you
are
looking
at
the
projects
across
the
district
and
maybe
trying
to
equalize
what
goes
on
in
each
district?
Is
there
any
you
understand
what
I'm
saying
any
thought
about?
You
know
making
sure
that
the
the
North
Charleston
schools
aren't
overlooked
or
making
sure
that
the
Mount
Pleasant
schools
aren't
overlooked.
You
know
when
I
say
overlooked,
I
mean
just
aren't
getting
things
because
we
don't
have
the
money.
How
do
you
equalize
that
so.
D
So
as
much
as
possible,
we
we
base
our
replacement
on
life
cycle.
So
it's
really
based
on
the
number
of
years
of
service.
Many
of
our
programs
are,
our
systems
are
like
that
and
then
we
do
take.
We
do
take
a
step
back
and
take
a
look
at,
as
you
saw
in
the
scorecard
where
the
projects
are
and
look
for
any
anomalies
that
might
lead
us
to
believe
that
we
something
slipped
through
the
cracks
so
I,
I
think.
D
From
that
perspective,
we
have
a
pretty
even
balance,
although
not
fixed
costs
of
ownership.
We've
taken
a
hard
look
at
that
from
the
sales
tax
bill
program,
where
we
look
at
how
much
has
been
funded
over
the
last
20
years
across
the
entire
District
to
make
sure
that
it's
been
done
fairly
and
then.
Lastly,
I
will
point
out
that
our
biggest
program
is
facility.
D
Management
and
FM
has
a
very,
very
detailed
facilities,
Assessment
program
where
every
year
they
update
their
Chiclet
chart
red,
yellow
greens
for
each
of
their
Building
Systems,
and
we
take
a
hard
look
at
making
sure
that,
across
the
entire
District
across
all
the
schools
that
we
have
a
fair
representation
of
green,
yellow
and
red,
hopefully
no
red.
But
we
really.
We
really
do
pay
attention
to
where
the
the
money's
going
after
we
do
that
initial
assessment.
B
B
Okay-
and
please
make
sure
you
do
that
report
in
its
fullest
at
the
board
meeting.
You
know
how
we
kind
of
sometimes
run
through
things.
I'll
talk
to
you
about
it:
monthly
capital
projects,
report
Miss
Costello.
How
are
you
doing
out
there
today
I'm.
K
Great
miss
green
and
thank
you
all
good
afternoon,
I'd
like
to
present
the
September
capital
projects
report.
Our
Revenue
collections
were
2.6
million
dollars
above
our
two
percent
projection
for
expenditures.
This
month
are
2010
through
2016
program
had
17
000
in
expenditures.
The
2017,
through
2022
program,
had
7.2
million
dollars
in
expenditures.
K
The
2023,
through
2028
program,
had
1.1
million
dollars
in
expenditures
and
the
2023
2028
long-term
debt
projects.
We
didn't
have
any
expenditures
this
month
fixed
cost
of
ownership.
This
full
year,
22
year
in
crap
year,
end
recap
was
just
presented
by
Jeff,
and
I
too
would
also
like
to
publicly
thank
Ms
Stephanie
Allen
on
my
team
for
her
hard
work
on
this
item
presented.
C
B
N
Well:
I'm,
sorry,
hello,
Miss,
green
and
modern
and
finance
committee.
The
list
for
no
for
the
weekend
in
October,
the
21st
2022,
consists
of
seven
contracts
with
the
total
value
of
six
6.1
million
dollars.
B
Any
questions
on
any
of
the
items
listed
for
approval
of
250,
000
or
more
is
that
any
the
committee
have
any
questions
about
them.
B
The
next
item-
I'm,
not
sure
if
I
need
to
I,
think
you
need
to
maybe
preside
over
the
the
I'm
gonna
turn
this
over
to
Shawna
for
her
to
handle
and
I
am
going
to
abstain
on
this
particular
issue.
So.
C
Thank
you,
Miss,
green.
The
next
item
is
for
the
appointment
of
Ms
Joyce
green
to
the
audit
and
finance
committee.
So
just
for
some
background,
Miss
green
was
appointed
to
the
audit
finance
committee
in
January
2020.
C
As
one
of
the
board
representatives
in
November
2020.
She
was
appointed
as
a
committee
chair
as
her
tenure
On
The
Board
of
Trustees
ends
in
November
2022.
She
has
graciously
agreed
to
extend
her
membership
on
the
audit
and
finance
committee
and
she's
expressed
that
interest.
So
today
the
motion
is
for
the
board
to
approve
appointing
Mr,
Joyce
green
to
the
audit
and
finance
committee
for
two
years
as
a
community
member.
F
A
E
No
wholeheartedly
sorry,
there
was
already
emotion,
I
guess:
I
can't
say
my
comments
since
the
start.
Even
a
motion
in
a
second
so
I'll
just
vote
in
favor
aye.
B
C
Thank
you,
Miss,
green,
so
so
just
to
differentiate.
This
is
a
financial
update
for
revenue
and
expenditure
reporting.
This
does
not
include
the
projection
process,
yet
so
This
Is
Us,
comparing
our
revenues
and
expenses
this
time
this
year
to
this
time
last
year,
so
just
going
through
the
revenues
as
of
9
31
this
year,
we've
not
41.5
million
dollars
in
revenues
received
this
time.
Last
year
we
were
at
34.3
million.
C
That's
a
6.9
million
dollar
difference
to
the
better
as
far
as
expenditures
this
time
this
year
we're
currently
at
96.2
Million.
Last
year
we
were
at
92.7
million.
There
is
a
difference
of
about
3.5
million,
and
the
major
differences
in
revenues
were
just
that:
the
local
tax
revenues,
the
state
revenues
were
higher
this
year
compared
to
less.
This
is
due
to
primarily
the
new
state
aid
classroom,
funding
allocation
formula
and
receiving
6.6
million
dollars
earlier
in
the
year
compared
to
when
EFA
revenues
were
received
last
year,
expenditures
are
escalated.
C
This
time,
largely
related
to
the
increase
in
salary
and
employee
benefit
cost,
and
this
is
due
to
our
teacher
salary
increase
of
two
thousand
dollars,
plus
the
step
and
step
plus
increase
to
maintain
97
of
market
for
classified
staff
and
administrators.
C
Those
are
the
two
material
changes.
Are
there
any
questions.
I
Thank
you
Shauna.
As
you
can
tell,
this
is
an
address
format,
but
it's
her.
First
look
at
setting
up
some
preliminary
important
dates
for
not
only
cabinet,
but
for
audit
and
finance
committee,
as
well
as
the
board
engagement.
I
The
first
thing
that
we
excuse
me,
as
of
November
1st
cabinet,
was
going
to
start
doing
some
strategic
planning,
which
kind
of
sets
the
agenda
or
sets
our.
Yes,
that's
our
agenda
for
what's
to
come
ahead
in
the
next
few
weeks,
and
today
we
have
submitted
to
the
audit
finance
committee
this
this.
What
we
call
our
our
Milestone
budget
calendar
so
as
you
can
tell
we're
getting
ready
to
gear
up
for
the
FY
24
budget
in
the
next
coming
weeks
and
we'll
have
more
information
for
everyone
in
the
near
future.
I
C
Questions,
thank
you,
and
do
you
just
want
to
add
that
this
calendar
is
not
all
inclusive
for
every
single
step
in
the
budget
developments
process?
That's
a
much
more
extensive
and
involved
logistical
calendar,
but
this
does
highlight
overall
cabinet
board
and
cabinet
and
board
engagement
as
well
as
other
important
dates
that
Ms
Carlin
just
covered.
B
And
so
the
plan
would
be
to
to
get
feedback
from
audit
and
finance
and
then
will
you
take
it
to
the
full
board
as
well?
Yes,
ma'am!
Okay!
Are
there
any
comments,
suggestions,
Thoughts
From,
Any,
member
of
dotted
and
finance
committee.
B
B
Okay.
That
concludes
the
the
open
Agenda.
B
We
have
one
item
to
consider
in
executive
session,
so
I
will
close
the
meeting
and
ask
those
those
persons
that
are
not
involved
with
the
the
executive
session
item.
If
you
would
excuse
yourself
and
if
I
don't
see
you
back
on
the
screen,
thank
you
again
for
all
of
your
work.
B
Okay,
so
we
are
now
back
in
Open
Session.
We
were
given
information
on
a
contractual
matter
in
executive
session.
As
a
result
of
that
discussion,
I
will
entertain
a
motion
on
the
action
item
in
executive
session.
B
E
E
B
Okay,
so.
B
Yeah
yeah
yeah,
yeah
I
was
getting
ready
to
I,
wasn't
getting
ready
to
adjourn.
I
was
getting
ready
to
bring
that
up
next
and
so
yeah
and
I
I
concur
with
with
both
of
you
and
I
think
when
this
happened.
B
So
maybe,
if
there
were
more
documentation
foreign,
we
would
I
mean
members
might
feel
like
they
had
more
to
look
at
and
see
what
was
going
on
or
or
if
you
have
recommendations
or
thoughts
about
what
would
make
it
more
agreeable
to
you
than
let's
just
throw
those
things
out
and
talk
to
staff
about
that.
E
I
would
offer
that
my
so
I
wasn't
a
part
of
it.
Obviously
this
was
this
was
a
board
this.
This
is
a
board
decision
as
far
as
what
the
board
wants,
but
my
impression
has
been
that
the
idea
is
to
create
visibility
into
the
types
of
contracts
and
then
that
visibility
in
turn
allows
people
to
ask
questions
about
things
that
they
choose.
B
G
If,
if
it's
going
to
be
like
this,
yes,
because
I
do
I
understand
that,
if
it's
in
the
solicitation
phase
that
the
they
will
be
limited
as
to
the
information
that
they
can
provide.
However,
I
just
think
that,
as
opposed
to
a
vote,
because
we're
not
really
having
discussions
on
any
of
these
I
I
just
think
that
it
should
be
for
information
purposes
not
not
to
vote
on
Mr.
J
You
ma'am
so
so.
The
purpose
of
the
of
this
process
is
for
the
government
and
body
to
be
able
to
approve
certain
all
procurements
over
250
000.
So
that's
the
purpose,
and
so
given
that
purpose,
then
they
have
delegated
that
responsibility
to
the
iron
finance
committee
to
ensure
that
what's
coming
to
the
full
board
is
appropriate.
J
And
so
yes,
if
we
were
to
expand,
what's
being
presented
to
our
finance
committee,
that
would
entail
additional
work
with
staff
but
and
at
the
same
time,
I
think
it's
important
for
some
part
of
the
government
body
to
have
some
authority
to
say
these
procurements
are
appropriate,
and
so
maybe
we
we
staff,
can
go
back
and
take
a
look
at
what
type
of
data
that
additional
data
would
could
bring
to
the
audience
finance
committee
to
give
the
committee
more
assurance
that
there's
some
processes
in
place
that
that
doesn't
processing
in
place
to
ensure
that
the
procurements
are
done
appropriately.
J
G
So
so
just
understanding
the
purpose
that
it's
coming
to
us
is
just
to
say
that
we
have
seen
the
items.
That's
that's
over
250
000
I
mean
what
just
trying
to
understand
what
I'm
voting
on
is.
J
Yeah
so
before
before
some
some
point
in
time,
I
came
in
with
that
sometime
back
in
I
think
the
spring.
There
were
no
procurements
that
went
to
the
board
for
approval
and
so
because
of
a
result
of
finding
in
the
disparity
study.
J
Actually,
the
school
board
decided
voted
to
have
all
procurements
over
250
000
come
before
them
to
for
approval,
and
so
since
is
a
the
process
associated
with
art
and
finance
committee,
then
they
the
board,
delegate,
that
responsibility
to
you
all
for
that
for
that
review,
so
that
when
it
comes
to
the
Garden,
excuse
me
we'll
go
to
go
to
the
full
board.
They
have
insurance,
there's
some
some
place
within
the
government
and
body,
not
just
the
staff,
but
within
the
government
body.
J
That's
been
some
review
and
some
assurance
that
we're
making
the
right
decisions
on
these.
Procedurally
with
these
procurements,
because
if
it
doesn't
happen
in
our
finance
committee,
then
it
would
happen
in
in
the
full
board,
which
is
you
know
a
bit
of
a
bit
of
you
know
a
bit
of
a
a
process,
Challenger
challenge
of
it
in
and
of
itself.
B
Who
is
a
proven
that
donation
I
mean
you
know,
board,
doesn't
get
anything
that
audit
and
finance
does
doesn't
get
I
mean.
So
it's
basically
just
the
information
that
is
provided
to
audit
and
finance
and
I
I
guess
you
know,
one
question
could
be
asked
if
the
audited
and
finance
committee
could
just
be
exempt
from
the
process.
I
mean
I.
B
Doubt
that's
going
to
happen,
but
you
know
if
the
board
is,
is
comfortable
approving
what
they
get
I
guess
what
I'm
hearing
from
audit
and
finance
members
at
least
two
of
them
is
that
they
don't
feel
they
are
getting
enough
information
to
say
that
they
are
proving
these.
You
know,
certainly
you
so
I
guess
that
would
be
the
the
other
option.
Well,.
J
So
what
I,
what
I'm,
what
I'm
suggesting
that
that
perhaps
staff
take,
takes
a
look
and
then
we
we
look
at
a
process
to
provide
more
information.
So
it's
for
me!
J
It's
like
it's
like,
like
the
item
was
just
covered
with
the
with
the
land
purchase
up
at
for
Latson,
so
the
RN
finance
committee
has
gone
through
a
review
process
as
understood
what
the
parameters
are:
ask
questions
of
staff
and
so
then
you're
making
a
recommendation
before
and
finance
committee
to
the
full
board
on
that,
and
so
it's
going
through
a
review
process
before
it
got
to
the
board
right.
That
was
the
intent,
I
believe
on
the
full
board.
Adopting
this
250
000
threshold.
B
Yeah
and
and
and
none
of
the
I
mean
since
we
started
this-
there-
hadn't
been
like
five
pages
of
them.
You
know,
so
it
could
be
that
we
could
come
up
with
a
process
and
Velma
knows
procurement
really
well,
and
you
may
have
some
suggestions,
Velma
of
things
that
you
think
would
be
appropriate
for
the
committee
to
see
as
they
think
about
maybe
adding
some
documents
to
what
we
are
asked
to
review.
G
Yeah
I
mean
if,
if
we're
going
to
review
it,
at
least
maybe
we
they
can
provide
information
around,
you
know
where
they
are
in
in
the
process,
with
the
solicitations
that
you
know
at
what
fades
up.
Is
it
just
out
there
posted
you
know?
G
Has
it
closed
just
certain
information
that
they
are
allowed
to
to
provide,
and
then
I
do
I
did
notice
in
this
list
that
when
I
first
started
on
the
board
to
now
and
I
think
that
was
around
the
maybe
because
of
the
audit
findings,
but
I
see
that
more
is
going
out
for
solicitation
as
opposed
to
being
sole
sourced
or
using
some
type
of
exemption.
I
I
do
notice
that
we
have
a
lot
more
going
out
for
solicitation.
So
I
guess
that's
that's
a
good
thing,
but
just.
G
Understanding,
I
guess
for
me
it
was
just
understanding
what
what
I
was
expected
to
be
voting
on
when
when
we're
putting
on
these
procurements,
but
it
would
be
nice
to
know
where
they
are
in
in
the
solicitation
phase,
like
board
exemption
number
71017,
everybody
doesn't
have
the
exemption,
so
it
would
be
nice
to
just
have
a
summary
of
what
that
exemption
allows
for,
because
sometimes
the
exemptions
used
are
not
are
not
the
appropriate
exemption.
G
G
B
Thank
you
for
raising
the
issue
and
thank
you
for
your
thoughts
on
that
and
we'll
ask
staff,
as
Mrs
Kennedy
say,
to
look
into
this
and
try
to
make
some
determination
of
how
you
can
help
us
be
more
responsible
for
the
decisions
that
we're
making
with
those
particular
contracts.
Okay,.
A
G
They
can
also
tell
us,
because
it's
probably
part
of
the
solicitation
with
what's
going
to
be
the
factors
for
avoiding
what
what
are
those
factors
they're
looking
at
toward
under
the
contract.
C
We
can
I
thank
you.
We
we
will
provide
that.
One
thing
that
I
do
want
to
kind
of
fall
back
on
is
that
we
currently
have
the
policy
DJ,
which
is
for
purchasing,
and
it
it's
our
policy
around
the
procurement
code
and
how
we
have
to
align
with
state
code
and
the
designated
state
agencies,
and
that
any
changes
to
the
procurement
process
would
have
to
go
through
the
board
for
approval.
G
About
the
line
item
I'm,
taking
it
that
you're
following
the
the
procurement
code,
it's
just
that
there
are
things
about
each
of
the
purchases
that
that
can
be
disclosed
in
in
public,
because
once
especially
once
you
put
out
a
solicitation,
it
becomes
public
knowledge.
So
either
we
are
going
to
go
out
and
read
each
of
these
solicitations
or
we
just
get
a
quick
summary
of
some
of
the
highlights
of
of
the
solicitation.
G
And
I
know
it
says
scope
of
project,
but
there's
there's
a
summary
within
that
solicitation
of
actually
what
that
solicitation
is
for
in
that
solicitation
is
probably
what
those
criterias
are,
that
that's
going
to
determine,
but
that's
going
to
determine
the
award
of
the
solicitation,
so
is
it
cost
is
a
technical,
and
so
it's
if,
if
you're
following
the
code,
those
things
are
probably
within
the
solicitation.
G
So
if
we
had,
we
had
information
about
that,
because
if
there
were
going
to
be
issues
that
we
might
bring
up
it,
may
it's
probably
around
those
things
how
many
people
are
on
the
panel.
You
don't
have
to
give
names.
You're,
not
I,
don't
they're
not
going
to
be
able
to
release
the
individual's
names,
but
how
many
people
are
going
to
be
on
the
panel?
That's
reviewing
these
solicitations.
G
Where
are
those
individuals
coming
from?
Where
are
you
pulling
them
from
so
that
it's
it's?
It's
a
representation
on
the
panel
of
of
who's
going
to
be
looking
at,
and
voting
on
and
selecting
these
vendors.
B
Okay,
thank
you
and
I
I
would,
as
I
would
assume
that
as
Shawna
as
you
start
to
work
through
this,
if
you
have
any
specific,
more
specific
questions,
you
may
you
might
want
to
contact
Miss
stamp
and
and
y'all
can
talk
through
it
further.
B
Okay.
The
next
agenda
item
is
the
terminating
board
agenda
items.
C
You
Mr
Kennedy,
thank
you.
Mr
Kennedy
I
had
items
one
through
12.
B
You
got
that
training,
okay
yeah,
you
already
know
Insurance,
so
the
next
meeting
is
December,
6
2022
and
you
have
someone
else
sitting
in
the
seat
and
again,
thank
you
guys
for
thank
you
guys
for
your
support
and
have
you
really
enjoyed
working
with
you
and.