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A
B
F
A
C
Yes,
I
get
good
afternoon,
chairman
Driggs
vice
chair,
Julie,
ISIL
and
committee
members.
We
have
an
exciting
agenda
for
you.
This
afternoon
we
will
begin
with
Kelly
Flannery,
our
CFO
and
she's,
going
to
talk
about
our
borrowing
plans,
and
the
audit
report
then
feel
Rieger.
A
General,
Services
Director
will
discuss
our
capital
projects
and
give
us
an
update
and
then
Ryan
Bergman.
Our
budget
director
is
going
to
talk
about
our
budget
workshop
plans
and
committee
plans
for
the
next
few
weeks.
C
G
Thank
you
good
afternoon.
Everyone
I
just
wanted
to
give
in
the
volume
of
bond
issuances
we
have
coming
in
the
next
four
or
five
months
kind
of
lay
out
a
calendar
for
the
year.
I.
Think
I
did
this
back
in
August
when
I
first
arrived,
I
think
it's
a
good
practice
to
do
so.
I
hope
you'll
indulge
me
for
about
five
minutes.
G
If
you'll
see
our
dream
you'll
see
next
week,
we
will
be
to
you,
with
the
issuance
for
refunding
of
general
obligation,
bonds
expected
pars
about
120
million,
no
new
issuance,
say
that's
all
just
refunding
for
savings,
then
in
March
we
will
be
there
for
asking
for
three
things:
one
will
be
response
refunding
for
savings,
take
out
of
some
existing
bond
anticipation,
notes
with
long-term
debt.
Those
are
projects
related
to
concourse
D
that
just
recently
opened
that's
just
the
long-term
take
out
of
those
and
then
we'll
be
asking
for
a
new
bond
anticipation.
G
Note
and
those
projects
will
be
funding
the
terminal,
remodel
and
the
projects
that
are
getting
underway
out
in
the
front
of
the
airport.
In
June
we
will
be
looking
to
refund
additional
water
and
sewer
bonds.
As
well
as
taking
out
existing
bond
anticipation,
notes
with
long-term
debt,
and
then
we
will
be
asking
for
the
establishment
of
a
new
band
program
again
for
water
and
sewer.
Also
in
June
we'll
be
looking
at
storm
water,
a
existing
band
take
out
as
well
as
another
bin
and
then
also
in
June.
G
We
will
be
doing
the
referendum
so
we'll
have
a
calendar
before
you
in
June.
That
will
ask
for
your
approval
to
put
the
referendum
on
the
November
ballot
and
then
timing
to
be
determined,
but
we'll
have
certificates
of
participation.
You'll,
remember
those
projects
fund,
typically
police,
fire
facilities,
timing
and
size
kind
of
to
be
determined
will
be
driven
by
the
2021
budget
process
that
we
do
over
the
next
several
months.
Any
questions.
G
What
is
band
bond
anticipation?
Note
sorry,
you
remember
that
same
thing,
sir.
You
remember
that
we
kind
of
implemented
this
short-term
borrowing
program
as
a
way
to
make
sure
that
we're
spending
all
of
our
dollars
before
we
borrow
for
them.
So
this
allows
us
to
go
out
draw
down
as
we
spend
funds
and
then
once
we've
completed,
projects
take
up
a
take
out
those
projects
term
with
long-term
debt.
So
we're
not
borrowing
more
than
we
need
and
we're
not
paying
interest
costs
for
things
that
we
don't
need
to
pay
for
its.
F
A
Would
just
mention
based
on
our
conversation
earlier:
these
are
all
kind
of
debt
market
activities
related
to
prior
council
capital
spending
commitments
or
existing
outstanding
indebtedness.
So
this
is
really
about
the
2020
capital
plan
at
the
22
22
capital
plan.
These
are
just
events
at
a
big
places
here,
yeah.
G
It
was
just
because
you're
gonna
be
seeing
so
much
all
of
the
same.
You
know
the
same
four
or
five
month
period.
I
didn't
want
me
to
think
that
we
were
gonna
be
doing
that
all
year,
long
we're
just
trying
to
knock
it
all
out
in
the
early
half
of
the
year
take
advantage
of
existing
market
conditions.
G
G
G
A
G
G
There
have
been
the
city's
CPA
for
a
long
period
of
time,
I
think
for
council
members
that
have
been
here
for
a
while
you've,
probably
seen
them
every
year.
They
come
and
present
the
findings
of
the
financial
statement,
and
that
is
what
they're
here
to
do
today.
If
you'll.
Allow
me
to
give
you
a
background
on
them.
G
Eddie
Eddie
Burke
is
a
partner
with
Cherry
Beckert
and
it's
a
CPA
with
over
35
years
of
experience
in
public
accounting.
Eddie
has
provided
a
variety
of
audit
and
accounting
services
to
all
sizes
of
governments
and
nonprofits,
including
many
types
of
financial
statement,
audits,
fraud,
investigations,
internal
control,
analysis,
accounting
policy
and
procedure,
development,
sorry,
I'm
skilled.
G
You
were
annually
Eddie
services,
engagement,
partner,
concurring
viewer
for
over
50
local
governments,
various
authorities
and
nonprofits
throughout
the
southeast
dam
is
a
senior
manager
with
Cherry
Becker
and
as
a
CPA,
with
over
13
years
of
experience
in
public
accounting.
He's
been
working
on
the
city
audit
for
the
past
three
years
and
is
responsible
for
carrying
out
the
audit
plan
and
the
direct
supervision
of
the
audit
team,
as
well
as
Theresa
Smith.
She
is
the
deputy
chief
financial
officer,
she's,
hiding
over
there
for
the
City
of
Charlotte
prior
to
her
current
position.
G
D
G
E
It's
great
to
be
with
you
this
afternoon:
I
am
actually
working
on
a
job
in
Florida
and
I
flew
in
last
night
to
be
here.
This
meeting,
so
I
was
caught
off
guard
a
little
bit
with
the
the
cold
weather
yeah
when
I
flew
in
last
night,
but
we've
got
a
presentation
that
we'd
like
to
go
through,
and
the
key
things
we'd
like
to
talk
about
is
reaffirming
what
our
role
is.
As
the
external
auditor,
what
your
hiring
is
for
and
what
work
I'm
required
to
accomplish.
E
We
really
cannot,
as
an
external
auditor,
upon
a
set
of
financial
statements
unless
you
have
a
set
of
internal
controls
that
are
in
place
and
they're
operating
effective.
So
a
lot
of
our
work
that
we
do
starts
with
that
process,
evaluating
various
things
to
see
what
kind
of
reliance
reliance
that
we
can
place
on
the
controls
around
the
various
areas
and
then
that
sort
of
drives
the
the
types
of
auditing
procedures,
or
we
call
a
substantive
testing
that
we
do
to
verify
that
the
numbers
are
good.
E
You've
complied
with
the
grant
requirements
and
those
types
of
things,
and
then
I
will
close
that
out
or
we'll
close
that
out
summarizing
again
what
the
results
were.
I
will
say
that
I'll
give
you
two
options
if
I
say
something
on
one
of
the
slides
that
you
have
a
question
on.
If
you
want
to
go
ahead
and
raise
that
and
dress
it
at
that
point,
I'm
happy
to
do
that.
E
E
E
I'd
like
to
begin
with
what
our
role
is
when
you
hire
an
external
auditor.
First,
there's
there's
three
things
that
we're
required
to
do
as
your
external
auditor.
The
first
thing
is,
we
have
an
oversight
body,
we
have
rules
and
regulations
and
we
call
them
standards
that
sort
of
dictates
what
we
do
and
how
we
report
things
in
your
particular
case.
There's
two
key
standards
that
you're
required
to
follow.
E
One
is
government
auditing
standards
and
the
the
second
is
the
standards
around
your
grant,
compliance,
there's
two
standards
or
two
oversight
bodies
that
we
comply
with
there
for
your
federal
dollars,
there's
federal
guidelines.
It's
called
the
uniform
guidance
that
we
are
required
to
follow
in
the
state
of
North
Carolina,
there's,
actually
a
state
law.
We
call
it
the
state's
single
audit
implementation
act
and
that
sort
of
drives
what
we
do
when
it
comes
to
state
dollars
or
state
matching
dollars
on
federal.
E
So
our
entire
audit
is
built
around
those
standards
and
ensuring
that
we
do
what
we're
required
to
do.
So.
That's
the
first
thing
we
do
our
audit
and,
at
the
very
end,
we
to
an
opinion.
There
are
five
opinions
and
I'll
go
into
those
in
just
a
few
minutes
for
the
city
that
we
issued,
which
is
the
result
of
the
audit
procedures
and
the
tests
of
controls
that
we
did
and
then
finally,
the
standards
specifically
requires
that
we
communicate
certain
things
to
the
oversight
body
in
this
case
with
the
city.
Is
this
particular
body?
E
So
there
is
a
letter
that
we
issued
I
refer
to
it
as
a
sass
114
letter,
and
that
does
go
back
a
number
of
years.
I
think
it's
changed,
but
I
still
refer
to
it
as
that.
Basically,
what
that
letter
requires
us
to
communicate
is
if
there's
been
a
policy
changes
that
would
affect
the
financial
statements.
E
As
far
as
the
results
are
concerned,
there
were
five
opinions
or
five
reports
that
we
issue
for
the
city
of
Charlotte.
The
all
of
the
reports
were
unmodified.
That
is
the
report
that
you
want.
The
first
report
is
our
opinion
on
the
numbers
and
the
notes
themselves
in
the
financial
statements.
Basically,
what
that
opinion
is
saying
is
that
we've
done
the
audit
procedures
and
we
believe
that
the
numbers
and
the
note
disclosures
them.
The
financial
statements
are
not
materially
misstated.
That's
really
quite.
It
amounts
to
the
second
report.
E
We
call
a
yellow
book
report
that
is
required
by
the
you
form,
guidance
or
the
feds.
That
is
where
we
actually
go
in.
We
look
at
the
control
environment
around
the
city
and
we
also
look
to
ensure
that
you
are
complying
with
laws
and
regulations
in
the
state
of
North
Carolina.
You
are
required.
The
finance
piece
of
it
is
required
to
operate
under
GS
159.
So
what
we
do
we
actually
go
through
the
key
parts
of
159
and
we
ensure
that
you're
doing
those
things.
E
So
we
do
specific
testing
around
that
and
then
we
look
at
the
controlled
environment
around
that.
As
far
as
the
federal
and
the
state
opinions
are
concerned,
those
are
two
different
opinions.
Basically,
what
we
do
there
is
that
there
are
guidelines
that
dictate
what
we
audit.
As
far
as
the
programs
there's
a
formula
and
there's
some
it's.
There
is
risk
base
plus
there's
some
criteria
in
there
about
having
to
audit
a
program
if
it's
a
large
program,
at
least
once
every
three
years,
but
we
go
through
and
do
a
risk
assessment.
E
We
identify
the
programs
that
were
required
to
audit
each
year,
and
then
we
do
two
things:
we've
looked
first
and
evaluate
what
we
refer
to
as
administrative
controls.
Administrative
controls
are
basically
what
are
the
controls
that
the
city
has
in
place
for
each
grant?
That
makes
sure
that
the
people
that
are
administering
the
programs-
they
know
what
they
can
and
cannot
do.
E
We,
we
actually
pull
a
sample
of
calls
that
was
charged
to
the
grant
and
makes
sure
that
it
was
cost
that
was
allowable
to
be
charged
to
the
ground.
We
do
that
for
both
federal
and
state
dollars,
and
then
the
fifth
one
is
PSC
at
the
airport
the
city
collects
and
receives.
Psc
charges
has
on
individual
tickets
for
people
that
fly
through
the
airport,
you're
required
to
spend
that
on
certain
projects,
there's
actually
an
application
that
you
file,
that
tells
the
feds
what
you
are
going
to
do
with
the
money.
D
E
D
E
E
You
know,
is
it
three
million
dollars
per
million
three
million
dollars,
so
every
grant
that's
up
where
you
spent
over
three
million
dollars
at
the
city
that
falls
under
a
Type
A
program,
okay
for
all
of
those
programs,
we
go
in
and
we
assess
risk
and
if
we
find
that
the
program
is
a
higher
risk
program
or
the
program
has
not
been
audited
once
in
the
last
three
years,
it's
automatically
what
we
refer
to
as
a
major
program
and
we
have
to
audit
it.
Mm-Hmm.
D
E
Right
sometimes
the
feds
will
actually
say:
I,
don't
care
if
it's
been
ordered
to
the
last
three
years
or
not.
We've
found
problems
across
the
country.
We
want
you
to
audit
this
program.
We
with
that
faith,
so
they
dictate.
This
is
a
high-risk
program,
so
we
would
audit
it
in
that
particular
case.
The
second
bucket.
D
E
Actually,
not
part
of
the
city
as
far
as
the
primary
government
they're.
What
we
were
funding
to
find
is
a
component
unit
and
there's
some
criteria
that
defines
what's
got
to
be
reported
on
in
that
particular
case
that
is
audited
by
another
firm.
We
actually
get
a
copy
of
their
audit
half
board,
and
then
we
do
procedures
around
that
to
make
sure
we
can
rely
on
it.
E
E
E
That
is
circled
around
two
areas,
one
having
to
do
with
cut
off
at
the
end
of
the
year
for
June
30th
that
had
that
was
affected
in
a
couple
of
areas.
The
first
was
CIP
construction.
That's
an
acronym
and
sort
of
construction
in
progress
with
all
the
projects.
There's
a
lot
of
ton
of
projects
going
on
at
the
city.
E
When
we
were
looking
at
the
control
environment,
there
was
some
like
some
projects
that
had
originally
been
set
up
as
construction
in
progress,
and
there
was
a
period
of
time
where
the
city
had
elected
not
to
go
forward
with
those
projects.
Once
that
decision
was
made,
that
should
have
been
taken
out
of
CIP
and
written
off
as
an
expense.
There
was
another
case
where,
in
CIP,
where
you
had
a
project
that
was
actually
placed
in
service
prior
to
June
30th,
but
it
wasn't
placed
in
service
until
after
June
30th.
E
E
It
was
not
material
that
it
was
still
circle
around
CIP
and
the
second
that
the
final
area
around
cutoff
is
that
you
have
some
grants
that
are
expensive
and
when
you
spend
the
money
you're
entitled
to
get
reimbursed-
and
you
in
theory
should
be
recording
that
as
a
receivable,
we,
when
the
city
found
all
of
this
by
the
way
they
found
it
late
in
the
process.
So
this
was
not
something
we
really
found,
but
it
was
something
that
the
city
had
identified
at
the
very
tail
end.
E
There
was
a
receivable
that
had
not
been
booked,
so
that
was
basically
when
we
looked
at
the
the
overall
arching
process
and
the
fact
that
it
did
get
caught
early
in
the
process.
We
just
felt
like
there
was
a
control
failure.
There.
I
will
tell
you
that
the
city's
process,
you
do
have
a
process
in
place.
It's
just
a
matter
of
making
sure
the
people
and
the
departments
understand
it
and
they're
following
it,
I
mean
that's
really
what
it
balance.
A
E
A
F
E
I
mean
finance,
I'm,
gonna,
defend
finance
to
some
extent,
there's
no
way
finance
department
is
going
to
know
what's
in
process
and
what
should
be
closed
out
at
the
end
of
the
year,
I
mean
there's
just
too
many
projects
going
on,
so
the
current
process
is
the
finance
department
basically
sends
out
a
report
of
all
the
projects
to
the
departments
and
the
departments
are
supposed
to
be
looking
at
them
and
saying:
okay,
this
should
be
closed
out.
This
was
closed
out.
These
are
still
in
process,
and
things
like
that
and
and
I
will
tell
you.
E
G
I
think
what's
been
happening,
is
we
have
a
lot
of
new
people
coming
in
on
the
different
operating
departments?
So
our
attempt
to
mitigate
this
as
we've
scheduled
a
meeting
for
I,
think
it's
next
Thursday
or
the
accountant
level
people
of
each
of
the
operating
departments
come
in
and
we
just
start
with
retraining
and
then,
as
we
do
like
I
said,
we
put
our
pencils
down
on
one
random
day
in
June,
but
we're
trying
to
think
of
what
can
we
do
throughout
the
year
that
can
alleviate
this
problem?
G
So,
like
I
said,
we
sent
out
this
report.
We're
gonna
send
that
report
out
with
more
frequency,
we're
gonna
get
more
involved
in
the
finance
department.
Like
like
I,
said
it's
challenging
to
know
what
specific
water
project
is
come
online,
but
we're
gonna
do
our
own.
Due
diligence
set
up
a
tracker
as
this
project
been
outstanding
for
so
many
days.
Is
it
one
that
we
need
to
prompt,
get
more
intel
on
we're
gonna
become
more
aggressive,
but
we're
also
going
to
mandate
that
from
the
department's.
A
A
A
E
The
second
part
it
was
around
the
grants.
You
were
asking
about
recommendations.
Basically
the
process.
There
is
the
city,
it's
going
and
I'm
not
trying
to
speak
for
you.
The
city
is
going
to
do
a
true
up
every
year,
they're
going
to
basically
look
at
what
the
total
expenses
were.
That's
allowable,
they're,
gonna,
look
to
see
what's
been
billed
and
collected
versus
what
they
can
bill
forward
and
whatever
that
difference
is
that's
what
they're
going
to
book.
It's
receival
I
mean
that's
what
the
process
is
going
to
be
all.
D
G
Just
the
one
material
weakness
but
yeah
that's
what
we're
gonna
work
on
the
process
throughout
the
year
we
have
the
first.
We
don't
want
to
present
anything
even
to
our
own
departments
until
we've
presented
to
this
group,
so
they
haven't
actually
seen
the
final
financial
report,
yet
so
we're
doing
that
I'm
saying
next
Thursday's
at
the
right
date,
next
Thursday.
Actually
in
this
room,
we've
called
all
the
department
find
the
instructors
to
come
in
we're
gonna,
give
them
the
same
presentation
and
talk
about
next
steps.
So.
E
E
E
G
D
E
We
made
we
identified
it,
we
reported
it.
We
made
recommendations
in
the
city
has
responded
what
they're
going
to
do
to
address
it.
That's
basically
the
way
the
process
works,
and
next
year,
as
part
of
our
audit
process,
we
will
actually
go
back
in
to
see
what
the
city
did
to
address
it
and
will
report
they
addressed
it
and
everything's
fine
or
if
they
didn't
address
it,
which
I
don't
think
that
would
be
the
case.
We
will
report
back
to
you
that
it
was
was
not
addressed,
I
mean
that's
the
process.
D
C
E
Speed
it
up
real,
quick
uh-huh
for
single
audit.
We
actually
haunted
in
eight
programs
this
year
sort
of
getting,
and
that
was
expense,
Riven
and
dollar-driven.
That
was
a
little
heavy,
and
that
was
more
programs
that
typically
have
to
be
ordered.
This
was
a
heavy
year.
You
got
a
lot
of
state
funding
that
fell
into
requirement,
so
we
looked
at
that
and
just
so
you
know
from
a
compliance
perspective,
the
city's
doing
a
good
job
at
administering
their
grants.
E
I
mean
they
do
a
pretty
good
job
and
all
that,
so
we
didn't
have
any
issues
associated
with
that
and
then
from
a
court
required
communication.
The
the
major
thing
I
want
to
just
say
here
is
that
there
was
a
new
reporting
standard
that
had
to
be
implemented
this
year.
It
didn't
have
that
numbers,
it
was
bait,
it
was
gastly
statement
88
and
basically,
that
standard
required
that
there'd
be
some
additional
disclosures
around
your
depth
of
the
city
that
were
revenue
revenue
driven
so
real
quickly,
we'll
go
through
the
other
areas.
E
F
So
I'll
try
to
keep
this
five
minutes
or
less
here
for
you,
but
the
the
next
two
slides
really
talk
about.
What
we
do
is
it's
two
to
deport
the
finance
statements,
and
so,
first
of
all,
as
Eddie
hadn't
mentioned
internal
controls
being
the
most
important
thing
that
we
are
looking
at
it
apart.
Our
audit
is
identifying
significant
transaction
cycles.
Those
significant
transaction
cycles
are
normally
and
they
are
for
the
city,
your
cash
receipts,
receivables
process,
your
disbursements,
payables
processing
your
payroll
process,
including
also
financial
reporting
and
clothes
of
your
folks.
F
At
the
end
of
the
year,
we
obtain
an
understanding
from
management
about
those
controls
we
meet
with
departments.
We
meet
with
the
individuals
processing
these
transactions
to
understand
what
controls
are
in
place
to
make
sure
that
the
information
being
presented
in
the
financial
statements
is
accurate
and
complete.
We
do
a
walk-through
of
those
key
areas,
but
we
also
look
at
other
process
controls
that
are
not
necessarily
key
areas
just
to
make
sure
that
there
is
still
processes
in
place
in
terms
of
our
test
of
internal
controls.
F
We
do
a
testament
of
those
internal
controls
this
year.
The
test
was
surrounded
around
payroll
in
a
conjunction
with
the
payroll.
We
also
look
at
the
census
data
you're,
sending
to
your
actuaries
for
your
pensions
and
OPEC
benefits
to
make
sure
that
information
is
correct
and
then
we're
also
looking
at
internal
controls
from
a
compliance
standpoint.
When
we
look
at
your
laws
and
regulations,
whether
that's
budget
testing,
in
accordance
with
the
general
statute
159
and
then
also
for
our
single
audit.
E
The
reason
that
was
done,
we
like
I,
say
I,
do
a
lot
of
governments
and
we
have
seen
some
other
governments
where
the
units
did
not
have
their
hands
around
the
cash
collection
points.
So
we
basically
just
arbitrarily
just
got
a
feel
for
the
city
know
where
the
money's
coming
from
do
they
know
how
much
and
how
long?
How
long
has
it
been
since
workday
and
the
city's
doing
fine
and
regards
to
that
yeah
yeah
in.
F
Terms
of
the
journal
entries
we're
just
looking
at
any
manuals
or
on
our
entries
to
see
if
there's
anything,
that's
suspicious
or
could
have
indications
of
fraud
and
I
happen.
To
note
that
we
had
no
indications
of
that
and
also
journal
entries
were
properly
approved
and
had
supporting
documentation
and
then
from
an
information
technology
standpoint
we
send
out
questionnaires
to
your
IT
department.
Looking
at
your
general
computer
controls,
that's
looking
at
the
firewalls
looking
at
password
length,
lockout
procedures,
you
may
have
change
management
policies
and
procedures
you
may
have
in
place.
F
If
there
are
any
change
that
would
occur
in
the
I-team
function.
I
just
want
to
do.
Men
do
mention
on
cyber
security
that
can
use
be
a
hot
topic
and
the
government
world,
as
more
and
more
governments
are
getting
hit
with
cyber
attacks
we
just
have.
The
city
is
actually
quite
mature
in
your
cybersecurity
assessment,
and
we
just
want
to
say
that
you
continue
to
to
look
at
ways
to
do
that.
F
There's
there's
three
ways
in
which
you
do
which
you
look
in
cybersecurity
and
that
is
first,
the
training
of
your
employees,
because
that's
what
your
number
one
area
where
you're
gonna
be
attacked
is
through
the
phishing
emails
that
are
out
there.
It's
been
through
testing
your
employees
to
make
sure
that
they
are
not
clicking
on
those
emails.
Whether
it's
sent
a
fake
email
out
to
see
how
many
people
click
and
then
last
is
the
last
after
you've
done
all
that.
F
You
kind
of
look
at
your
penetration
testing
and
see
if
someone
can
get
into
your
system
and
in
all
three
areas.
The
city
has
done
that
in
the
past
year,
so
you
guys
are
well
on
track
in
terms
of
the
cyber
security,
but
you
always
have
to
keep
vigilant
and
make
sure
you're
continually
updating
your
policies.
Procedures
with
that.
We.
F
No
single
lot
of
findings,
I'm
here,
federal
or
state
single
audit
or
under
the
passenger
facility
charge
of
the
PFC
charges
and
full
cooperation
from
management
I
do
want
to
thank
Teresa,
Betty
and
Kelly's
for
all
their
help.
In
terms
getting
this
done,
I
know
it's
an
arduous
process
and
we
we
spend
a
lot
of
time
up
in
finance
and
we're
in
their
hair
a
lot
a
lot
of
the
year,
and
so
we
appreciate
the
level
effort
in
providing
a
clean
thing.
Questions.
A
G
D
G
So
we've
done
an
RFQ
I
think
three
years
ago
or
actually
what
it
just
two
years
ago,
two
years
and
they
were
with
the
winning
bidder,
I
think
the
GFO
a
recommendation,
it's
a
little
different
than
when
it's
like
a
financial
adviser.
They
actually
recommend
you
keep
your
order
a
little
bit
longer
than
you
would
think,
because
it
takes
a
while
to
get
comfortable
the
data
every
city
does
do
it
different
I
think
their
best
practice
recommendation
is
10
years
before
you
solicit
for
another.
A
From
your
comments
that
your
working
relationship
with
the
staff
was
good,
that
you
got
you
needed
and
that
that
went
well,
sometimes
there
is
a
closed
session.
If
the
auditors
feel
that
they
need
to
communicate
something
to
us,
so
I
would
just
ask
you
in
the
presence
of
everybody
here.
Do
you
think
there's
a
need
for
a
session
like
that.
A
B
B
B
Most
recently
she
was
the
deputy
city
engineer,
but
in
her
past
she's
been
the
stormwater
division
manager,
she's
worked
in
land
development
and
she
started
her
career
with
the
city
and
contracts,
and
so
she
has
worked
in
many
of
the
phases
of
managing
capital
projects,
including
working
with
the
development
community.
She's,
a
registered
professional
engineer
in
North,
Carolina
and
I'm,
proud,
I,
know
she's
proud
as
well.
Jennifer
is
the
first
female
city
engineer
in
the
city's
history.
B
So
today's
presentation
is
a
preview
of
what
what
we'll
bring
back
to
you
in
in
a
more
robust
way
and
at
your
February
workshop.
So
any
any
feedback
that
you
might
have
would
would
be
helpful.
I'm
gonna
kick
the
presentation
off
with
just
some
brief
comments
about
some
work
that
has
already
begun.
It
had
begun
under
Mike
Davis's
leadership.
B
I
just
wanted
to
remind
the
committee
of
some
of
the
work
that
we're
doing
around
improving
our
project
management
practice
and
then
I'm
going
to
turn
it
over
to
Jennifer
to
walk
you
through
some
of
our
projects
that
are
listed
as
some
budget
risk
and
they
were
listed
on
our
project
update,
which
was
included
at
first
in
your
retreat
packet
materials.
But
we've
passed
them
out
again
for
you
today.
Just
for
your
reference.
B
But
the
2040
comprehensive
plan,
as
it
relates
to
linking
city
priorities,
really
is
the
foundation
for
future
CIP
planning
and
in
fiscal
year.
2020
council,
through
its
adoption
of
a
20
million
dollar
advance
planning
fund,
really
helped
us
think
through
what
our
really
to
recreate
a
project
pipeline.
And
so,
when
we're
thinking
about
planning
for
projects
again
going
back
to
the
comprehensive
plan
as
a
foundation,
when
the
comprehensive
plan
is
adopted
and
approved,
you
will
start
to
see
functional
plans
like
the
transportation
action
plan,
housing
plans
and
other
plans.