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From YouTube: 3-22-21 City Council Work Session
Description
Des Moines City Council morning work session meeting on Monday, March 22, 2021.
View the agenda: https://DSM.city/CouncilAtHome
A
B
B
Well,
kay,
it's
7
30.
This
is
linda
westergard
if
you
could
go
ahead
and
begin
good
morning.
Everyone
welcome
to
the
march
22nd
city
council
work
session.
We
have
two
items
to
discuss
today,
would
be
the
fiscal
year
2020
audit
report
in
bravo
of
greater
des
moines.
Previously
we
had
published
that
we
would
discuss
the
human
rights
ordinance
amendment
that
has
been
temporarily
pulled
from
our
agenda
now,
while
there's
a
little
more
work
being
done
on
it.
B
C
You,
madam
mayor
protem,
and
so
yes,
we
do
that
just
the
two
items-
my
apologies
on
the
third
item.
That
was
something
that
that
we
were
had
some
miscommunication
on
the
legal
review
of
item
three
that
was
on
the
agenda,
so
we'll
take
care
of
that
and
bring
that
back
when
it's
ready,
but
we
do
have
the
two
presentations
this
morning.
C
E
Thanks
james
yeah,
nick
shaw,
finance
director,
I
wanted
to
first
start
out
with
basically
giving
james
remington
kind
of
him
and
his
team
on
all
the
hard
work
that
they
did
with
heidi
and
the
rsm
group
and
getting
this
audit
completed
again.
This
was
a
un
unmodified
opinion
that
we
received
and
they'll
kind
of
go
into
more
details
of
that,
but
wanted
to
kind
of
call
out
the
the
work
of
the
deputy
finance
director,
james
errington
and
and
his
staff
that
worked
through
this.
So
thank
you
james
for
letting
me
talk.
D
D
Thirdly,
we
have
the
single
audit
compliance
report.
This
covers
our
expenditures
of
federal
grants
and
sort
of
the
controls
around
those
and
finally,
will
be
the
presentation
that
robert
and
heidi
from
rsm
will
be
giving
this
morning
and
sort
of
covering
in
more
detail
on
those
items
that
you
have.
A
A
A
So
if
you
again,
if
you
want
to
see
more
details,
there
would
be
more
in
that
pdf
that
james
provided
the
first
is
to
let
you
know
our
responsibility
as
auditors,
and
we
come
in
and
audit
the
city
under
three
sets
of
standards
every
year.
The
first
set
is
the
auditing
standards
generally
except
in
the
united
states,
and
this
tells
you
whether
or
not
your
financial
statements
themselves
are
materially
correct.
The
city
received
an
unmodified
opinion
over
the
financial
statements
this
year.
A
That's
the
best
opinion
you
can
receive,
and
what
that
tells
you
is
council
is
that
there
are
no
material
errors
within
the
financial
statements
based
on
our
audit.
The
second
set
of
standards
is
the
government
auditing
standards.
This
is
where
we
review
your
internal
controls
and
compliance
related
to
those
financial
statements,
and
then
we
also
conduct
an
audit
under
the
single
audit
act
and
that's
where
we
perform
audit
procedures
over
your
federal
grants
and
awards
and
we'll
go
over
the
results
of
those
two
standards.
A
little
later
in
the
presentation.
A
In
the
current
year,
there
were
no
significant
new
accounting
standards
that
was
implemented.
So
the
financial
statements
compared
to
last
year,
there's
no
change
in
how
the
city
had
to
account
for
anything
the
gatsby,
which
is
the
accounting
standards
that
the
city
follows.
They
did
issue
a
new
standard
this
year
that
allowed
a
kind
of
a
covet
relief
in
that
delaying
those
standards
that
were
outstanding
and
required
to
be
originally
implemented
during
fiscal
year
2020
and
they
extended
them
by
a
year.
So
the
city
did
take
advantage
of
that.
B
F
F
A
For
the
interruption,
that's
okay
feel
free
to
interrupt
with
any
questions.
Also,
there
were
no
audit
adjustments
in
the
current
year,
so
those
trial
balances
that
we
received
from
management.
We
did
not
propose
any
changes
to
those.
So
what
that
means
to
you
as
council
is
that
the
unaudited
numbers
are
the
same,
that
you'll
see
in
the
audited
financial
statements.
A
We
did
find
an
error
related
to
cut
off
for
an
actual
invoice
which
the
housing
authority
did
post
that
adjustment,
but
then,
as
part
of
our
sampling,
we
have
to
look
at
if
we
found
an
error
related
to
cut
off.
You
know
and
project
that
to
the
overall
fund
and
consider
that
as
an
uncorrected
misstatement
or
if
it
would
be
material.
A
A
We
either
develop
our
own
estimate,
along
with
testing
management's
underlying
information,
that's
used
to
establish
their
estimate
and
through
our
testing
this
year,
we
found
that
all
of
the
estimates
were
reasonable
and
had
no
concerns
over
any
of
those
and
then,
as
you
can
see
from
the
final
four
items,
we
had
no
disagreements
with
management.
We're
not
aware
of
any
consultations
with
other
accountants.
G
F
F
F
The
next
slide
is
the
general
fund
unrestricted
fund
balance
in
days.
This
did
decrease
about
seven
days
in
2020,
but,
as
you
can
see
here,
kind
of
with
the
trends
2019
was
kind
of
a
significant
outlier
to
where
it
has
been
over
the
the
past
five
years.
It's
important
to
note
also
that
the
the
city
is
significantly
over
the
gfo
gfoa
benchmark
of
of
60
days.
F
F
A
All
right,
thank
you
robin
thank
you.
So
the
last
piece
that
we'll
discuss
the
more
this
morning
is
the
compliance
reporting.
I
do
want
to
make
a
comment,
because
if
you
do
look
at
the
dates,
the
compliance
piece
or
the
single
audit
piece
of
the
audit
was
done
a
little
bit
later
this
year
and,
as
I
indicated
earlier,
we
ran
into
no
issues
in
regards
to
the
city
itself
and
just
want
to
let
you
know
that
that
is
something
that
was
common
for
all
entities.
A
With
the
additional
recovery
monies.
The
cares
act,
money
that
was
provided
to
various
entities.
The
federal
agencies
needed
a
little
bit
more
time
to
provide
the
guidance
for
us
auditors
to
audit
against.
So
we
were
waiting
for
that
in
order
to
complete
our
audit
this
year
that
wasn't
released
until
right
before
the
end
of
december.
So
that's
why
that
dates
a
little
bit
later
this
year.
So
I
did
want
to
point
that
out
that
it
didn't
have
anything
to
do
with
the
city
itself.
A
As
I
mentioned
earlier,
the
government
auditing
standards
is
where
we
look
at
your
internal
controls
over
the
financial
statements,
along
with
compliance
related
to
the
financial
statements
themselves.
In
the
current
year
we
reported
no
deficiencies
or
findings
related
to
the
financial
statements,
and
there
were
also
none
reported
in
the
prior
year
for
the
single
audit
itself.
That's
where
we
look
at
those
federal
dollars
that
you
receive
and
expend
in
the
current
year.
A
We
had
one
major
program,
so
that's
where
we
get
into
the
details
of
one
of
the
major
federal
programs
and
tests,
various
compliance
requirements
that
the
agency
asked
us
to
do,
and
then
we
provide
an
opinion
over
that
program
in
the
current
year.
It
was
the
continuum
of
care
program
and
that
did
receive
an
unmodified
or
clean
opinion,
and,
along
with
that
unmodified
opinion,
we
also
had
no
internal
control
deficiencies.
A
Nor
did
we
have
any
instances
of
non-compliance
related
to
the
grant,
so
very
clean
audit
for
this
side
also
related
to
the
programs
and
internal
controls.
That's
all
we
have
for
our
formal
presentation
today.
We
would
open
it
up
for
any
questions
that
you
would
have
related
to
anything
that
we
covered
in
the
presentation
or
anything
that
we
didn't
cover
in
the
presentation
that
you
have
questions
over.
B
C
C
E
C
Also
send
out
an
appreciation
to
rsm
for
for
the
guidance
that
they
provide
as
well.
It's
not
all
after
the
fact,
a
lot
of
times,
it's
actually
planning
to
understand
how
we
should
best
account
for
the
literally
hundreds
of
millions
of
dollars
of
funds
that
need
to
flow
through
this
city's
accounting
system.
So
the
the
work
that
rsm
does
with
our
accounting
staff
is
is
so
crucial
in
that,
and
it
does
even
go
broader
than
that,
as
we
have
the
departments
that
are
responsible
for
their
individual
accounting
at
the
department
level.
C
C
So
it's
just
how
everything
links
together
and
the
amount
of
work
and
paying
attention
to
detail
is
so
crucial
that
allows
us
to
get
everything
else
done
that
we
need
to
at
the
city
so
again
kudos
to
the
entire
financing
team
to
give
us
that
capacity
and
give
us
the
ability
to
move
forward
with
additional
services
throughout
the
community
I'll.
Send
it
back
at
this
point
to
our
second
second
item,
which
is
bravo's,
presentation
and
sally
again,
thanks
for
joining
us.
H
All
right:
well,
I'm
gonna
try
to
share
my
screen.
I
feel
like
after
all
this
time.
I
should
be
better
at
that.
So
if
I
get
it
wrong
or
you're,
not
seeing
my
presentation,
please
let
me
know:
can
you
all
see
that
just
one
big
old
slide?
Yes,
ma'am
great?
Well,
that's
we're
off
to
a
good
start
already,
just
a
quick
thank
you
for
the
opportunity
to
present
here
this
morning.
H
I
know
you
all
are
busy
and
have
big
things
to
address
and
discuss,
but
I'm
really
proud
of
what
bravo's
been
able
to
do
over
the
last
year
and
want
to
take
a
few
minutes
to
share
some
of
our
wins
and
some
of
the
challenges.
Frankly
that
remain
for
our
arts
and
culture
sector
in
des
moines.
A
special
thank
you,
of
course,
to
connie
bozen,
who
represents
the
city
of
des
moines
on
the
bravo
board.
She
is
attentive
and
helps
ask
great
questions
and
and
is
consistently
making
sure
we're
doing
our
best
work.
H
So
we
appreciate
her
participation,
just
a
quick,
a
quick
reminder,
because
I
know
all
of
you
don't
sit
in
this
work.
Every
day.
Bravo
was
formed
in
2004
and
our
role
primarily
was
to
serve
as
a
centralized
grant
funder
to
the
arts,
culture
and
heritage
community.
We
are
able
to
leverage
the
resources
of
the
region
to
make
stronger
and
higher
impact
investments
than
if
each
city
were
doing
their
own
thing.
H
We
remained
99
funded
with
hotel,
motel
taxes
from
17
local
government
partners,
and
we
are
proud
to
act
as
a
steward
for
those
public
funds.
We
do
believe
that
our
our
vision
is
broader
than
just
as
an
investor.
Our
our
most
effective
tool
by
far
is
our
competitive
grant,
making
programs,
that's
what
we're
best
known
for,
and
I'm
proud
to
say
that
we've
invested
more
than
40
million
dollars
over
the
last
15
years,
but
the
role
that
we're
also
leaning
into
is
providing
leadership
on
arts
and
culture
issues
and
opportunities
beyond
grant
making.
H
Excuse
me,
one
of
the
key
ways
that
we're
leading
beyond
grant
making
right
now
is
by
being
a
voice
for
arts
and
culture
in
the
region,
as
the
sector
weathers.
The
pandemic.
Individual
organizations
have
clearly
been
impacted,
but
the
view
of
the
sector
overall
is
really
stunning
and
we
worked
with
flynn
wright
to
put
together
this
campaign.
Let's
hear
it
for
the
arts
to
share
the
impact
and
advocate
with
a
consistent
voice.
H
H
These
data
are
a
little
bit
old.
We
were
supposed
to
run
another
economic
impact
study
in
2020,
which,
for
obvious
reasons,
didn't
happen,
but
even
from
these
data
that
you're
seeing
here
annually,
the
organization's
bravo
supports
are
driving
185
million
dollars
in
economic
impact,
employing
more
than
5
500
full-time,
equivalent
jobs,
and
we
love
that
bottom
statistic
when
we
speak
with
our
2080
partners,
generating
almost
17
million
dollars
annually
in
government
revenue.
H
Unfortunately,
no
sector
has
been
hit
harder
by
the
pandemic
than
leisure
and
hospitality,
which
includes
arts
and
cultural
venues
and
experiences
you're.
Seeing
here
these
were
initial
numbers
february
through
april
of
2020,
but
some
of
these
remain
for
our
cultural
sector
as
they
struggle
to
come
back
online.
Many
of
these
numbers
have
not
bounced
back
yet.
H
H
63
percent
had
to
modify
their
operating
status,
meaning
either
had
to
go
virtual
had
to
go
dark
had
to
come
up
with
some
hybrid
and
unfortunately,
three
and
a
half
million
people
didn't
get
to
participate
in
these
things.
The
chart
on
the
right
shows
you
what
the
individual
organizations
how
they
ranked
the
impact
on
their
organization
financially
and
57
responded
extremely
severe.
H
The
data
point
you're
not
seeing
there
is
that
eight
percent
also
said
they
did
not
think
they
were
going
to
make
it
through
the
pandemic
and
when
you
think
about
that
in
terms
of
central
iowa
numbers
those
70
organizations,
I
talked
about
that
six.
Seven,
eight
organizations
that
are
potentially
not
going
to
make
it
through-
and
I
don't
know
which
ones
we
can
afford
to
live
without.
So
these
are
really
dire
statistics.
Unfortunately,
it's
also
interesting
to
note
that
not
every
organization
may
come
back
in
the
same
way.
H
The
organizations
that
have
outdoor
spaces
might
come
back
sooner
as
people
feel
comfortable
being
outside,
but
enclosed
spaces
with
limited
visitor
movement
or
high
touch.
Experiences
may
struggle
to
retain
to
regain
their
typical
visitor
volume,
as
as
people
are
adjusting
to
new
normals
and
then
experiences
that
host
primarily
older
audiences
may
have
a
different,
a
different
experience.
H
I
want
to
be
clear
that,
despite
the
challenges
which
have
been
substantial,
the
organizations
serving
our
community
have
been
incredible.
They've
been
creative
and
resilient
and
have
provided
new
opportunities
for
our
community
to
engage
these
organizations
did
not
just
shut
down
for
the
pandemic.
They
found
new
ways.
H
What
you're
seeing
here
is
a
photo
of
the
community
playhouse,
the
des
moines
community
playhouse
doing
drive-in
live
theater.
If
you
didn't
have
a
chance
to
see
it,
it
was
outstanding.
It
was
a
tremendous
opportunity.
They
broadcast
everything
through
fm
radios,
going
back
old
school
and
it
was
just
terrific.
H
H
So
while
they
did
some
virtual
art
meetups,
they
also
created
those
kits
and
took
individual
kits
out
to
the
young
people
that
were
serving
their
that
participate
in
their
programs,
so
that
those
young
people
would
have
the
opportunity
to
still
engage
and
create
through
the
pandemic
city.
Voices
is
a
terrific
organization
that
provides
voice
lessons
to
young
people
that
might
not
be
able
to
afford
high
school
students
that
might
not
be
able
to
afford
voice
lessons,
but
that
do
want
to
pursue
voice
in
college
and
private.
Lessons
is
a
critical
part
of
that.
H
H
And
then
this
is
a
picture
of
the
des
moines
symphony,
which
has
been
wildly
successful
and
incredibly
thoughtful
with
their
approach
to
presenting
live
streaming.
Concerts
can't
get
a
whole
symphony
in
one
room
right
now,
but
they've
been
incredibly
creative
and
the
caliber
of
the
broadcasts
that
they're
putting
out
are
outstanding.
H
So
those
are
just
some
of
the
examples
of
some
of
the
organizations
and
how
they
have
pivoted.
Bravo
also
responded
in
the
best
ways
we
could.
You
can
see
from
this
slide
that
our
hotel
motel
revenue
for
fy20
was
down
20
from
budget,
but
despite
that,
we
still
paid
a
hundred
percent
of
our
grant
cycle
20
grand
commitments.
We
did
not
have
to
pull
any
money
back.
We
were
able
to
pay
every
every
grant
we
had
committed
to.
We
also
advanced
some
of
our
quarterly
payments.
H
H
We
were
also
able
to
still
run
our
capital
campaign
and
project
grant
cycle
and
our
public
art
grant
cycle
in
2020,
which
demonstrated
our
broad
commitment
to
not
just
the
organizations
that
we
support,
but
also
the
other
programs
and
the
broad
needs
of
the
sector.
Our
fy
21
revenue
budget
is
about
two
and
a
half
million
dollars.
That's
almost
exactly
50
percent
of
our
fy20
budget.
Obviously
it's
more
than
that
of
what
we
actually
received,
but
we
are
clearly
being
conservative.
H
As
I
said,
we
rely
99
on
hotel,
motel
taxes
and
nobody
has
a
crystal
ball
for
when
that's
going
to
return.
So,
unfortunately,
with
that
budget
we
will
not
be
able
to
run
our
public
art
grant
cycle
this
year,
but
we
are
going
to
run
our
capital
project
grant.
We
are
mandated
with
our
2080
to
run
that
program,
so
we
will
execute
that
program
as
required.
There
just
won't
be
additional
funding
for
that
over
the
last
couple
of
years,
we've
put
additional
funding
in
that
pool
and
we
won't
be
able
to
do
that.
H
We
did
secure
a
first
round
ppp
loan
for
bravo
and
have
already
applied
for
our
second
round.
We
haven't
heard,
haven't
heard
back,
but
in
addition
to
that,
we
did
put
our
staff
on
partial
furlough
over
the
summer
and
unfortunately
had
to
execute
a
reduction
in
force.
So
bravo
is
now
a
staff
of
two
doing
the
work
for
our
community.
H
We
also
have
updated
our
community
investment
programs
in
order
to
respond
to
the
changing
way
our
revenue
is
coming
in
we're
shifting
from
in
the
past,
we
have
made
award
decisions
based
on
projections,
and
we
have
shifted
that
to
make
award
decisions
based
on
actual
revenue
received,
which
has
changed.
Our
process
is
probably
a
little
more
internal
than
anything,
but
has
changed
our
process,
and
we
also
are
really
concentrating
on
investing
as
much
as
we
can,
while
maintaining
bravo's
stability
and
the
stability
of
our
investments
in
the
cultural
partners.
H
We
support
it's
a
lot
of
balancing,
which
is
what
everyone's
doing,
and
I
think
that
we've
executed
it.
Hopefully
we've
executed
it
well.
Hopefully,
you
all
saw.
Last
week
we
announced
our
largest
grant
cycle
ever,
which
I
think
was
unexpected
in
the
pandemic,
but
our
board
made
a
strong
commitment
to
pushing
out
as
much
as
we
possibly
could,
given
that
many
of
our
organizations
are
still
in
crisis.
H
So
last
year
we
or
last
week,
rather,
we
announced
award
cycle
of
2.25
million
dollars,
which
is
about
450
000,
more
than
we've
ever
put
out
in
a
six
month
period.
We're
very
proud
of
the
ability
to
be
able
to
do
that
and
to
be
able
to
say
that,
since
january
of
2020,
on
behalf
of
the
city
partners
that
we
serve,
bravo
has
invested
more
than
6.3
million
dollars
in
arts
and
culture,
which
I
know
has
been
a
lifesaver
for
the
organizations
that
we
all
treasure.
H
Excuse
me
that
we
all
treasure
and
value.
So
as
far
as
next
steps,
part
of
the
reason
we
produced
this
this
campaign
was
because
we
wanted
a
consistent
set
of
messages
and
a
consistent
call
to
action
that
everyone
can
speak
because
arts
and
culture
are
essential
to
every
priority
in
our
community.
It's
not
just
a
nice
to
have
amenity
everything.
We
want
to
advance
from
jobs
to
education
from
talent,
attraction,
tourism.
G
B
Honey
thanks,
I'm
sorry
go
ahead.
Sally
nope,
you're,
fine,
linda!
Thank
you.
Thank
you
sally.
That
was
a
really
a
very
nice
presentation.
I
I
like
the
the
promotion
that
you're
doing.
I
love
the
colors
and
it
just
works
out
really
well.
So
thank
you.
Thank
you
for
all
that
you
do
in
our
community
and
thanks
to
connie
bozen
for
sitting
on
that
board.
So
we
appreciate
the
work
that
everyone's
doing,
and
I
don't
know
if
there
are
any
other
questions.
I
Yeah
thanks
so
much
for
the
the
presentation
and
and
particularly
the
emphasis
on
on
continuity
and
helping
our
arts
and
culture
organizations
make
it
through
the
pandemic.
I
guess
the
question
I
have
because
bravo
is
dependent
on
the
hotel
motel
and
we
don't
have
a
sense
of
exactly
how
the
recovery
of
of
the
hospitality
industry
looks.
H
Yeah,
that's
a
great
question
josh
and,
of
course,
that
crystal
ball
is.
I
wish
that
we
had
all
gotten
one
of
those
over
the
holidays.
We,
we
don't
have
solid
projections
on
hotel,
motel
revenues
and
when
those
are
gonna
bounce
back
and
at
what
level
they're
gonna
bounce
back.
We
as
a
board
made
a
decision
to
invest
as
much
as
we
had
and
that's
a
significant
shift.
H
Like
I
said
it's
a
little
bit
internal,
we
used
to
make
investments
based
on
projections
and
focused
on
stability
so
that
over
a
four-quarter
period,
organizations
could
expect
a
similar
investment
from
bravo.
We've
been
very
clear
with
our
with
our
cultural
partners
and
hopefully
with
the
communities
that
we
support
that
that's
not
feasible.
At
this
point,
we've
made
a
strategic
decision
to
put
out
the
dollars
we
have,
but
that
means
we
can't
invest
until
we
have
that
money.
H
So
this
cycle
was
substantial,
as
I
said,
intending
to
put
the
money
to
work
at
this
time.
When
these
organizations
are
many
still
in
crisis,
our
next
cycle
will
not
be
even
with
our
best
case
projections.
Our
next
cycle
will
be
nothing
close
to
this
and
we
are
doing
our
best
to
navigate
that
with
our
partners
and
be
clear
about
our
communication.
H
But
we,
I
think,
like
like
the
cities,
we
wait
to
hear
what
the
hotel
motel
tax
revenue
is
going
to
be.
So
as
far
as
gaming
out
scenarios
we're
working
with
the
convention
and
visitors
bureau
we're
tracking
the
reports,
but
it's
difficult
to
anticipate.
So
we've
got
a
couple
of
scenarios
that
we're
running
and
our
budget
will
be,
will
continue
to
be
trim
for
the
next
year
year
and
a
half
is
my
bet.