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From YouTube: City Council Study Session 18 Jul 2016
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A
C
D
D
One
of
the
things
it
does
include
is
a
plan
that
we
do
every
year,
which
is
the
strategic
plan
which
has
been
changed
to
the
action
plan,
kind
of
sits,
the
goal
of
where
we
want
library
programs
to
focus
for
the
following
year,
and
we
do
review
and
update
that
annually.
At
the
end
of
the
year
we
have
you'll
see
if
the
end
is
last
year's
at
the
end
of
the
year
under
each
goal
is
how
each
goal
is
met
for
that
year.
E
E
E
And
also
I,
don't
know
if
any
of
you
have
heard,
but
they,
the
library,
now
offers
a
State
Parks
pass
in
a
backpack.
You
can
check
out
with
your
library
card
of
park,
pass
to
visit
state
parks
and
it
has
cool
things
in
the
backpack
like
binoculars
and
things
to
help
you
on
your
park.
Adventure
so
just
want
to
remind.
F
The
last
goal
is
to
enhance
an
understanding
of
the
city's
history
and
which
I'm
really
glad
to
see
that
as
one
of
the
goals,
it's
very
cool
is
they're.
Very
much
I
mean
doesn't
say
anything
here
about
the
Englewood
Historic
Society,
but
I
know
that
you
all
have
been
I
know
that
Dorothy's
allowed
them
to
use
rooms
over
and
over,
and
maybe
there's
things
still
stored
to
write
in
some
of
your
offices
there.
But
right.
D
Now
it's
focusing
on
cataloging
what
we
have
making
sure
it's
in
proper
order
and
we
are
trying
to
look
into
budgeting
to
have
electronic
copies
for
forever
storage
of
it,
because
so
many
of
the
things
are
getting
to
the
point
where,
if
too
many
people
handle
them,
they
would
fall
apart.
But
we
want
to
make
sure
to
have
those
for
generations
to
come.
Stuff
is.
F
G
G
H
F
H
But
the
Marmot
team
is
working
on
that.
That's
you
know,
I
mean
it's
like:
let's
not
reinvent
the
wheel,
they've
got
the
equipment
that
will
help
to
transcribe
it,
but
we're
sharing
it
among
all
the
different
libraries.
Hence
you
know
some
of
the
delay
and
making
that
happen,
but
it's
going
to
be
a
very
economical
way
to
get
that
job
done.
The.
F
H
Now
that
I
have
the
microphone
I
I
have
to
say
that
the
library
board
meetings
are
long,
thoughtful
discussions,
they're
very,
very
engaged
and
I
can't
thank
the
citizens
enough
for
their
interest
in
support
of
the
library,
and
you
know
sometimes
they
push
backs,
and
we
shouldn't
be
doing
this.
We
should
be
doing
that
so,
if
any
of
you
would
ever
like
to
come
to
any
of
those
meetings
in
addition
to
Amy
you're,
more
than
welcome.
A
C
So
in
your
in
your
packet,
you've
got
two
versions.
This
time
we
have
the
full
version
of
the
monthly
report
and
the
abbreviated
version,
so
I'm
gonna
walk
through
the
abbreviated
version
and
see.
If
that
is
comfortable
to
you.
If
there's
more
that
you'd
like
to
have
in
there
and
then
we
can
go
from
there,
it
does
present
I.
We
would
say
the
key
items
that
let
you
know
if
we're
on
target
off
target
or
need
to
make
some
changes
so
with
that
starting
on
page
10
of
51.
C
We
start
with
the
June
year-to-date
City
fund
summary
what
this
does.
It
gives
you
our
beginning
balance
the
year-to-date
revenues
and
expenditures
that
we've
seen
other
sources
and
uses
uses
being
mostly
our
our
commitments.
We've
got
a
purchase
order
or
something
in
tow
will
show
this
as
being
reserved
for
that
and
then
any
restricted
balances
we
have
so
that
you
can
see
where
our
year-to-date
ending
balances.
C
Now,
if
you
take
a
look
I'm
going
to
point
to
the
capital
project
funds,
that's
kind
of
an
example,
you
can
see
that
our
other
sources
and
uses
put
us
a
little
bit
negative
on
the
my
CP,
which
is
our
capital
projects
fund,
and
that's
because
the
transfer
in
hasn't
occurred.
Yet.
So
we
do
have
some
timing
differences
here.
K
C
C
L
M
M
What
is
your
normal
swing
on?
That
I
mean
I
could
understand
if
there
was
a
delay
piece
in
there
and
it
had
just
been
paid,
but
you
don't
seem
to
know
the
timing
of
it
or
the
process
and
I
need
to
know
whether
the
amount
that's
coming
in
you
know
is
going
to
be
able
to
pay
what
you
owe
if
you're
paying
it
a
month
in
advance.
G
M
If
that
was
the
case,
and
you
divided
it
up
at
the
26,
then
you
would
already
okay.
Is
there
a
way
that
you
could
get
a
little
bit
more
information
for
councilmember,
Russell's
question
about
what
that
schedule
is
and
how
you
handle
it
and
when
that's
going
in,
because
it
is
a
concern
to
see
that
any
kind
of
benefits
program
like
that
being
in
a
negative.
M
So
if
you
just
give
us
the
information
so
that
we
know
a
little
bit
more
of
an
answer
than
just
that,
it's
scheduled
that
you
know
budgeted
at
the
beginning
of
the
year,
doesn't
create
the
negative
piece
of
it.
So
if
there
is
a
legitimate
timing
issue,
if
you
could
provide
that
a
little
more
information
that
makes
sense
would
be
appreciated.
Thanks.
A
C
Okay
for
this
second
page,
which
is
page
11
of
51,
we've
got
the
year-to-date
revenues
and
expenditures
you've
seen
this
chart
it's
in
the
main
book
as
well.
In
fact,
all
these
charts
are,
we
just
pulled
out
what
we
thought
were
the
most
important
this
one
right
now
our
revenues
are
exceeding
expenditures
by
1.1
million
and
that
compares
to
where
we
were
last
year
of
777
thousand.
A
N
N
C
C
A
C
C
C
The
next
page
talks
about
the
sales
and
use
tax
by
business
area.
The
area
that
we've
been
most
interested
in
is
area
7
and,
although
we're
still
lower
than
we
expected
to
be
at
about
half
a
million
we've
actually
green
gained
some
ground.
We
came
up
74,000
from
where
we
were
last
May
or
last
month.
C
J
C
It's
the
amount
of
time
it
takes
to
put
the
packet
together
and
how
much
detail
you
really
need
to
be
able
to
say
we're
in
a
good
financial
spot
or
we're
not,
and
we
still
want
to
provide
that
other
detail,
but
it
doesn't
change
that
drastically
month
to
month,
so
we'd
like
to
produce
that
just
on
the
quarter,
because
it
does
take
us
a
little
bit
of
extra
time
to
do
that.
Okay,.
N
A
A
A
A
A
You
other
questions
comments
concerns
seeing
on
when
we
move
on
to
expense
reduction,
analysts
and
cost-containment
discussion
again:
finance
administrative
services,
director,
Kathleen
wrinkle,
is
here
to
present
and
discuss
expense
reduction
analyst
and
cost
containment.
We
also
have
a
guest
of
a
guest.
K
Obviously,
there
are
a
number
of
things
that
staffs
been
doing
to
work
on
cost
containment,
but
one
of
the
areas
in
which
we
feel
that
there
is
quite
a
bit
of
room
for
enhancement
is
with
how
we
do
procurement.
Here
at
the
city,
we
have
a
number
of
departments
as
you're
aware
that
have
in
many
cases,
purchased
disparately
and
not
in
any
coordinated
fashion.
We
have
one
individual
who's.
K
Our
procurement
manager,
Alesia,
Stutz
and
I-
think
she
does
a
great
job
for
managing
what
she
does
with
trying
to
purchase
things
that
we
need
from
time
to
time.
However,
there
has
not
been
a
concerted
effort
and
she
doesn't
have
to
have
the
bandwidth
of
the
help
submit
to
make
this
work
with
respect
to
looking
at
all
of
our
purchasing
and
looking
at
trying
to
get
a
giant
market
basket.
If
you
will,
that
has
things
that
we
require
all
of
our
departments
to
purchase.
So,
for
example,
this
is
a
simple
issue
with
office
supplies.
K
You
know
many
departments
purchase
from
whatever
vendor
they
feel
like
they
want
to,
and
so
some
will
go
to
Office
Depot
some
will
go
to
staples,
some
will
purchase
from
other
independent
agencies,
and
so
no
one
has
really
gone
forth
and
done
a
master
rfp.
If
you
will
to
look
at
the
acquisition
of
goods
that
you
know
could
help,
my
experience
has
been
and
actually
in
the
private
sector,
we've
worked
with.
I've
worked
with
them
in
the
PRA
in
the
past
expense
reduction.
Analysts
in
northern
Idaho
in
the
manufacturing,
business
and
I
know
mr.
K
Jordans
probably
had
better
statistics,
but
when
I
was
there
in,
you
know
implementing
this
particular
program,
we
saved
about
three
hundred
thousand
dollars
in
three
months
by
working
with
them
to
specifically
with
their
experts.
They
have
many
experts
in
many
different
areas
that
you'll
hear
about
tonight
and
they'll
go
out
to
the
market
on
the
behalf
of
the
entity.
In
this
case
a
city
and
we'll
look
at
who
we
use.
Today,
they'll
go
out
and
and
look
at
relationships
that
they
have
and
they'll
set
out
an
RFP
for
the
products
that
we're
looking
to
purchase.
K
You
know,
I
didn't
take
any
recommendations
that
they
had
if
it
wasn't
anything
greater
than
5%
and
and
we'll
work
with
them
in
that
fashion
and
I.
Think,
as
you'll
hear
from
mr.
Jordan
tonight,
he'll
talk
a
little
bit
about
his
company,
but
specifically
the
process
and
how
this
works
and
some
of
the
categories
in
which
they've
already
done
some
analysis
to
tell
us
where
they
think
they
can
see
some
savings.
For
us
as
a
city.
O
O
K
O
So
it's
you
know
it's
an
interesting
business
in
that
our
typical
clients
and
we're
throughout
the
US
and
in
29
countries
around
the
world.
Our
typical
clients
have
done
really
a
great
job
with
procurement,
which
is
a
little
bit
counterintuitive.
So.
G
O
The
job
you're
doing
here
at
city
of
Englewood
is
actually
a
good
thing.
There's
a
whole
variety
of
reasons.
Why
that
helps
us
to
do
a
better
job
for
whoever
we
engagement
and
so
it'll
as
we
go
through
the
slides
and
go
to
the
next
slide,
please
that,
hopefully,
it'll
become
more
apparent,
but
in
working
with
Eric
and
Kathy,
they
had
suggested
that
we
cover
the
following
areas:
our
URI
and
our
common
findings.
How
we
do
what
we
do
at
a
high
level
and.
G
O
G
O
Would
like
excellent?
Thank
you,
so,
in
our
experience
over
the
last
23
years,
we've
found
that
there's
about
10
to
30%
of
the
procurement
dollars
being
left
on
the
table,
which
is
really
kind
of
an
amazing
number.
When
you
think
about
it,
that's
actually
what
our
experience
is.
There's
a
there's,
a
some
pretty
good
reasons
for
that,
and
there
is
no.
O
Here,
what
we
do,
we
have
hundreds
of
analysts
that
are
specialized
as
Eric
mentioned,
and
they
are
we
work
in
44,
different
areas
and
anything
from
what
I
consider
high
on
the
food
chain,
things
like
health
and
benefits,
pension
and
401k
fees
and
through
all
types
of
IT
Telecom
and
then
to
a
whole
variety
of
things:
logistics,
etcetera,
etc.
But,
even
though
we
work
in
44
areas,
those
40
four
areas
of
fragmented
into
over
200
subcategories,
and
that's
really
why
we
exist.
B
O
We're
we're
highly
specialized
and
it
is
an
economic
for
a
standalone
company
city
of
Englewood
or
a
much
larger
organization
to
have
200
analysts
on
staff.
It
wouldn't
be,
it
wouldn't
make
financial
sense,
and
that's
that's
why
we're
here
and
next
slide
please.
So
this
is
a
high-level
view
of
how
we
do
what
we
do
and
I
will
again.
I'll
stay
I'll
fly
high
here.
B
G
O
Tell
me
if
you
want
would
like
additional
detail,
but
this
is
our
process.
We
bring
in
a
variety
of
people
on
every
project,
every
project
that
we
handle,
project
manager,
project
coordinators
and
then
either
an
analyst
or
an
analytics
team,
and
then
we're
able
to
execute
our
projects.
One
thing
that
I'll
point
out
and
when.
B
O
Roll
through
much
of
a
supply
chain,
when
we
engage
with
the
client,
we
don't
always
find
recover
cash
flows
in
all
the
areas
we
work
in.
So
it's
a
little
different
than
you're,
probably
used
to
when
I
started
doing
this
over
seven
years
ago.
It
was
very
different
than
anything
I
had
ever
done,
and
that's
also
what
makes
it
pretty
fun,
but
it
is
a
little
bit.
I
can
say
that
in
every
area
area
we
work
in
you.
O
In
our
view,
our
clients
gain
value,
because
if
we
don't
find
dollars,
we
are
probably
going
to
find
processes
that
could
be
changed
or
a
recommended
change.
That
would
be
to
your
benefit,
and
the
second
piece
of
that
is
that
you
receive
some
very
detailed
reporting,
really
explaining.
Why
you're
doing
the
very
best
that
you
can
in
that
area,
which
most
companies
are
gonna,
find
value
so
jumping
in
on
the
first
step
and
I
will
I'll
run
through
these
ten
steps
at
relatively
relatively
speedy.
Here
we
develop
a
strong,
our
starting.
O
Developing
a
strategy
with
our
client
and
really-
and
it's
a
Eric-
you
mention
that
we
do
scrap
metal,
aluminum,
all
types
types
of
things
and
you
would
think
in
those
areas.
You
wouldn't
have
some
a
strategy
for
buying.
You
know
ten
million
dollars
of
aluminum
a
year,
but
you
actually
do
and
in
every
single
one
of
these
areas
you
need
to
lay
out
a
strategy
and
define
what
that
strategy
is
typically
high
on
the
list
with
our
clients
is
bending
the
cost
curve
and.
O
O
Benefits
switch
brokers,
switch
carriers
every
year
every
two
years,
when
what
you
really
need
is
a
supplier
or
combination
of
suppliers
that
are
really
become
your
partners
and
they
can
develop
and
execute
that
long
term
strategy
with
you.
So
that's
number
one
number
two:
we
look
at
the
there
that
steps
to
and
through
your
qualitative
and
quantitative
information,
the
quantitative
is
step
two,
where
we'll
pull
down
and.
B
O
Too
much
data-
probably
we
gather
data
up
to
a
year-
sometimes
multi
years
in
maybe
in
a
complex
area
or
in
a
very
mundane
area.
But
that's
what
we
do
so
we
want
to
know
exactly
what
you're
buying
what
you're
paying
what
you've
been
paying
for
the
last
year,
broken
down
by
month
week,
whatever
and
things
that
we
uncover
in
doing
that
are
pretty
interesting
and
can
be
surprising
for
our
clients.
O
Third
is
the
qualitative
piece,
partly
which
is
probably
one
of
the
more
important
pieces
which
is
we
take
a
look
at
and
we
meet
with
all
the
stakeholders
involved
in
any
of
these
areas
and
that's
the
quality
piece.
So
if
you
don't
get
all
the
quality
and
understand
the
quality
elements
of
it,
you
simply
are
going
to
have
an
underperforming
project
or
a
failed
project.
You
have
to
understand
what
quality
is
to
your
organization.
We,
as
outsiders,
are
asking
all
kinds
of
questions
because
we're
outsiders
and
then
we're
also
asking
questions
to
find
out.
O
You
shouldn't
know
because
you're
not
in
the
markets
like
we
are
all
the
time
so
once
we
pass
three
we're
looking
at
or
I
beg
your
pardon
onto
four
we're,
then
moving
on
to
understand
the
assumptions
that
our
clients
are
in
this
case.
If
we
engage
the
city
has
been
using
in
the
past
and
we're
always
questioning
all
the
assumptions
again
easy
for
us
to
do
because
we're
outsiders
are
we
doing
this?
Why
are
we
doing
that
and
number
five?
O
Is
the
supplier
piece,
so
at
that
point
we
understand
what
quality
is
to
our
engaged
client
and
we're
then
going
to
market
with
certain
suppliers,
and
this
is
an
important
point
in
them.
This
is
not
a
despite
what
I
think
our
name
suggests.
This
is
not
an
Internet
or
supplier
free-for-all.
It's
a
very
selective
process
because
we
worked
with
most
all
the
companies
out
there
in
the
supply
chain.
We
pre-screen
companies
and
based
on
the
information,
because
we
understand
what
your
quality
requirements
are.
O
Are
the
companies
that
compete
for
your
business,
so
all
kinds
of
things
you
need
to
be
looking
for
in
the
supplier
base,
but
at
the
end
of
the
day
you
really
have
to
understand
all
these
different
areas,
like
you
understand
your
own
business
and
it
goes
way
beyond
the
marketing
material
and
that's
our
role,
that's
what
we
do
so
number
six.
Is
we
reevaluate
supplier
relationships?
O
That's
looking
at
who
you're
working
with?
We
actually
would
prefer
that
you
continue
to
work
with
your
existing
suppliers,
but
that
doesn't
mean
that'll
be
the
case.
It's
all
about
what
recommend
recommendations.
You
accept,
and
it's
entirely
about
you,
it's
not
about
we're,
going
to
bring
you
information,
but
at
the
end
of
the
day
you
make
the
decision
and
I
think
one
of
the
benefits
of
the
model
that
we
bring
to
bear
on
our
clients
behalf.
Is
that
we're
not
paid
by
any
suppliers
ever
and
that
is
a
differentiator
in
the
marketplace.
O
There
are
groups
like
GPOs
group,
purchasing
organizations,
great
organizations,
but
there
they
receive
discounts
from
suppliers
which
is
a
covert
method
of
being
paid.
That's
absolutely
not
allowed,
and
it's
in
every
one
of
our
contracts
that
we
cannot
receive
any
remuneration
aside
from
who
are
engaged,
but
so
well.
O
Think
it
removes
all
bias
that
certainly
removes
the
financial
biased,
which
is
I.
Think
an
important
piece
from
their
going
to
market
is
is
an
important
differentiator
in
that
we're
running
specialized
systems
on
all
these
different
categories
that
we
run
so
typically
in
companies
and
this
market
we're
working
with
companies
that
are
up
to
just
over
half
a
billion
in
gross
annual
sales
in
Colorado.
Those
companies
are
running
typically
kind
of
a
generalist
approach
to
all
these
different
areas
and
being
able
to
be
specialized
in
in
all
these
200-plus
areas
is
an
important
piece.
O
O
So
we're
were
there
every
step
of
the
way
implementing.
That
is
also
a
bit
of
a
differentiator
with
some
consulting
firms,
and
that
often
you'll
receive
a
time
of
materials
bill
and
in
a
recommendation,
and
then
that's
the
end
of
the
engagement,
we're
engaged
throughout
the
process
and
then
for
the
following
two
years.
O
The
effort
here
again
is
to
bend
the
cost
curve
long
term
on
your
behalf
and
make
things
run
more
efficiently.
That
really
is
why
people
engages,
and
then
lastly-
and
you
may
have
done
much
of
this
already,
but
in
betting
in
the
culture,
the
importance
of
whatever
done
every
dollar
should
mean
to
any
organization
all
of
us
and
how
many
how
much
work
it
takes
to
bring
in
additional
revenues
for
each
one
of
those
dollars.
So
that
is
our
process.
I
hope
I
didn't
go
into
too
much
detail
next
slide,
please.
O
So
our
findings
for
in
looking
at
data
for
the
city
of
Inglewood
broke
into
two
groups.
The
first
group
are
15
different
areas
that
we
were
able
to
identify
were
large
enough
for
us
to
execute
projects
and
the,
and
our
estimate
was
based
only
on
this,
these
15
categories,
because
the
second
group,
we
were
not
able
to
determine
it,
a
number
that
we
were
comfortable
with
to
be
able
to
add
that
into
our
opinion,
of
how
many
dollars
that
we
might
be
able
to
recover.
So
does
that
make
sense
how
I
described
that
her.
F
O
F
O
One
we
could
not
could
not
attach
a
dollar
amount
with
further
research
we
certainly
could
and
with
the
organization
of
your
size.
We
believe
the
second
group
is
probably
would
probably
find
that
you
could
engage
us
for
those
those
areas,
but
they
it's
again.
It's
not
included
in
the
opinion
and
I
wanted
to
mention.
There's
a
third
group:
that's
not
on
the
slide,
which
is
typically
when
we
go
to
work
on
behalf
of
our
clients
and
as
we're
running
these
projects
with
analytic
teams
on
across
the
supply
chain.
O
There's
actually
interconnectivity,
as
you
might
imagine,
between
these
different
areas,
and
so
an
example
of
that
would
be
a
fleet
project,
which
is
one
that
we
identified
here.
If
we
found
that
you
were
paying
for
fuel
cards,
for
example,
for
employees
and
you
weren't
gaining
rebates
on
fuel
purchases,
we
would
then
be
asking
the
question
what
about
the
rest
of
your
suppliers?
How
are
you
paying
those
those
folks
and
that'll
run
upstream
into
a
potential,
a
payables
project
where
we
can
earn
pretty
significant
dollars?
O
F
K
Actually,
what
I
would
need
from
counsel
after
this
tonight's
presentation
is
whether
or
not
you
would
want
to
see
us
bring
forward
an
agreement.
We
do
have
an
agreement
sketched
out
with
er
a
that
we'd
like
to
bring
forward.
Should
the
council
decide
that
this
is
something
that
would
be
beneficial
and
as
staff
I'm
telling
you
counsel
that
this
would
be
very
beneficial
to
us
again,
even
though
it
is
contingent
fee.
K
There's
a
lot
of
firms,
that'll
come
in
and
just
look
at
telecommunications
they'll,
look
at
utility
payments
that
you
make
like
Xcel
Energy
or
something
like
that,
but
this
particular
firm
rolls
up
everything
in
under
one
roof
and
they
have
all
the
expertise
that
they
do.
So
that's
why
we
brought
this
bring
this
forward
to
you
tonight
as
an
augmentation
to
the
staff
that
we
already
have.
K
O
Not
I
wanted
to
share
with
you
how
many
dollars,
based
on
ever
averages
across
in
in
similar
organizations
across
the
country
that
we've
been
able
to
recover
in
the
past
and
based
on
the
first
group.
Our
estimate
is
that
we
would
be
able
to
recover
in
round
numbers
a
million
to
a
million
and
a
half
dollars
per
year
and
again,
I
can't
speak
to
the
second
group
or
any
other
areas
we
might
be
able
to
uncover.
O
F
N
O
F
More
of
a
point
of
order,
just
for
the
picture
anything
to
do
with
you,
it
would
have
been
helpful
to
have
a
cover
memo
with
us
to
know
what
the
heck
I
was
looking
at
and
I
just
didn't
have
time,
because
I've
been
on
this
trip
and
I
looked
at
it
to
you.
What
is
this?
Why
am
I
looking
at
this?
This
is
really
cool.
I
think
this
is
great,
and
so
I'd
like
to
see
us
go
further.
F
We
probably
have
a
lot
more
questions
here,
but
in
the
future,
I
would
love
a
little
cover
memo
to
tell
me
why
I'm
looking
at
this,
because
I
had
no
I
thought,
maybe
you
already
contract
with
them,
you're,
just
updating
us
and
then
a
piece
for
the
two
of
you
would
be
too.
Maybe
even
on
our
outline
to
say
what
our
goal
is
with
this
presentation,
whether
you're
gonna
ask
us
for
feedback
for.
F
K
I
apologize
for
that
counsel.
You
know
in
my
absence
last
week
due
to
the
do
you
think
vacation
and
funeral
I
apologize
I
didn't
get.
That
done,
however,
is
pretty
complex.
I.
Think
mr.
Jordan
is
an
excellent
job
of
simplifying
the
process,
but
for
me
to
put
that
in
a
memo
would
have
been
rather
lengthy,
but
yeah.
It's
I
will
make
sure
that
we
do
that
in
the
future
counsel.
M
K
Didn't
work
directly
with
John
I
worked
with
this
company.
I
worked
with
them
in
northern
Idaho
as
a
private
company,
however,
I
was
reintroduced
to
ER
a
when
I
went
to
the
International
city/county
Management
Association
conference
last
year.
They
were
a
vendor
booth
and
actually
didn't
realize
and
wasn't
thinking
at
the
time.
I
thought
it
was
something
only
private
companies
did,
but
a
large
portion
of
their
of
their
client
base
is
municipal
based.
So
that's
so
where
I
came
up
came
up
with
a
company's
name,
was
ground
force
worldwide,
counselor
Barrentine.
M
M
Doing
the
process
for
their
procurement
nor
I
think
it
needs
to
be
fixed
or
I,
think
we
need
outside
help
because
I'm,
nothing
against
you,
but
I
think
when
you
call
a
consultant
in
and
they're
they're
in
the
business
of
this,
that
they're
going
to
find
something
where
I
mean
we
may
be
able
to
save
some
money,
but
there
may
be
some
other
options
on
how
we
could
have
done
that
in-house,
where
we've
never
explored.
Any
of
that,
and
that's
just
a
statement.
M
The
second
one
is
I'm
a
little
confused
that
you
said
that
you
that
some
of
the
costs
that
we
were
incurring
on
the
second
piece
there
were
undeterminable
I'm,
I'm
a
little
concerned
like
even
on
the
first
one.
How
is
it
undeterminable
on
our
bank
fees?
I
mean
some
of
these
look
like
they'd,
be
pretty
easy
things
to
look
at
so
I
was
a
little
actually
concerned,
probably
more
for
you
than
him
that
those
are
and
his
words
undeterminable
costs
right
now,.
K
I
think
I
can
describe
an
answer
very
succinctly
what
has
transpired
here
we
gave
mr.
Jordan
and
one
of
his
partners
Pat
Adams
information
to
access
the
city's
financial
portal.
They
used
the
financial
portal
and
pulled
off
a
lot
of
the
information,
so
I
think
from
what
they've
been
able
to
do
without
actually
consulting
with
city
staff,
it's
pretty
admirable
being
able
to
identify
the
cost
that
we
expend
today
and
understand
who
those
vendors
are.
K
We
haven't
engaged
them,
so
we
didn't
actually
bring
them
in
to
sit
down
with
us
and
sit
down
with
staff
to
determine
how
much
money
do
we
spend
on
the
items
that
you
see.
Therefore,
bank
fees
and
everything
else.
If
that
were
the
case,
I
mean
we
know
exactly
what
we
spend
on
these
items,
but
we
didn't
provide
that
information
to
them
to
begin
their
analysis.
M
O
We
break
it
into
our
range,
so
we
and
again
I
just
want
to
caution
you
that,
based
on
averages,
we
believe
there's
a
range
of
a
million
to
a
million
per
year,
but
that
but
city
of
Inglewood
is
every
every
organization
is
unique.
So
is
that
a
decent
predictor
of
what
could
happen?
It
should
be,
but
their
averages
so
I
just
want
to
be
clear
about
that.
G
A
M
Just
assumed
to
be
ours
right
now,
if
you
can
merely
going
off
of
our
website
information
identify
what
you
believe
is
close
to
a
million
to
a
million
and
a
half
of
potential
savings.
We
have
a
problem
and
I
wish.
We
had
explored
some
internal
resolutions
and
had
it
identified
thanks
for
letting
us
know
that
we're
overspending,
I
appreciate
it.
Yeah.
K
Mayor
I
will
just
answer
to
address
councilmember
Barrentine
is
concerned.
We
did
look
internally
the
best
way
to
do.
That,
though,
would
be
to
hire
the
analyst
that
he's
talking
about
and
to
do
that
would
increase
our
overhead
and
I'm
simply
not
in
the
business
of
trying
to
increase
the
city's
overhead
when
I
know
that
we
have
a
resource
such
as
an
outside
company.
That
can
do
the
work
well.
I
happen
to
bring
on
more
mouths
to
feed
here
at
the
city
at
this
point
in
time.
So
again,
their
expertise
is
very
much
help
helpful.
K
The
problem
is,
is
that
we
do
not
have
the
time
and
the
ability
internally
with
staff
to
be
able
to
address
these
issues
and
I
appreciate
your
concern.
I
think
that
the
problem
is
one
that's
not
endemic,
or
simply
something
that
this
organization
experiences
as
you've
heard
this
evening,
even
fortune
500
companies
and
fortune
50
companies
that
do
business
with
the
RA
have
problems
with
their
purchasing
and
procurement
due
to
patterns
of
whatever
it
could
be.
N
G
J
O
So
yet
we
can
actually
come
in
and
execute
all
the
projects
all
at
once,
but
we
would--we
overburden
you
with
data
requests
and
stakeholder
meetings
and
so
on.
So
we
do
our
we
design
a
strategy
with
our
clients
and,
and
that
could
run
over
a
year
to
set
up
all
those
projects
and
execute
all
those
projects.
Typical
project
is
going
to
take
about
three
to
four
months
for
us
to
have
fully
in
place
and
implement.
It
can
go
as
long
as
six
months
as
an
example
of
that
would
be
health
and
benefits.
G
J
O
B
O
A
A
O
You
know
that's
a
great
question
for
tickling
in
Colorado,
because
so
when
we're
when
we're
baking,
our
first
report,
which
is
the
result
of
that
qualitative
and
quantitative
research,
that
we
do
we're
gathering
in
that
process,
what
your
preferences
are.
So
that
is
part
of
the
quality
statement.
Yeah
if
you
have
a
preference
or
a
requirement
for
you,
know
a
company
located
here
in
Colorado.
We
get
that
regularly
regularly
or
headquartered
here
in
Colorado
as
well
so,
and
we
just
have
I
can
mention,
because
we've
I.
G
O
G
A
K
A
K
That
one
of
the
things
I
do
agree
with
that
I
think
that
would
be
helpful
again
we're
impossible.
We
try
to
purchase
locally
again
we're
required
to
the
the
RFP
route
and
in
some
cases,
they're
not
the
best
but
yeah
I.
Think
if
we
could
force
that
issue
and
write
that
in
I
believe
that
that
could
be
done.
A
A
O
Know
you
know,
and
then
some
and
again
that
we're
actually
here
for
the
long
term
well
beyond
the
two
years
and
with
our
process,
so
it
really
is
about
changing
bending
the
cost
curve
down.
If
you
will
so
in
most
areas,
the
savings
and
the
dollars
we
create
can
continue
over
time
and
one
of
the
things
that
we
really
encourage
our
clients
to
take
advantage
of
is
knowledge
transfer
from
our
analysts
and
teams
to
you.
A
O
Right,
yeah
and
that
a
related
point
to
that
is
you're
the
client
to
that
vendor.
We're
not
a
middleman.
So,
even
though
the
reporting
is
set
up
electronically
so
that
we
can
monitor
all
the
purchasing,
which
is
part
of
our
process
over
the
two
years,
if
the
relationship
has
been
between
you
and
the
suppliers,
not
er
a
you.
M
Can
you
keep
saying
it's
a
million
five,
then
a
million
five
the
next
year
in
a
million
five
the
next
year.
So
if
my
refrigerator
breaks-
and
you
help
me-
buy
a
refrigerator
and
you've
saved
me-
we
can
quantify
it
and
you've
saved
me
a
thousand
dollars
on
that
refrigerator.
You
saved
me
a
thousand
dollars
on
that
refrigerator.
M
If
you're
saving
us
a
million
five
and
million
five
in
a
million
five,
then
that's
because
we're
still
doing
stupid
I
mean
I
would
assume
we
would
learn
from
it
and
the
next
year
there
may
be
some
economies
that
can
happen,
but
it
wouldn't
be
at
the
rate
of
a
million
five.
It
would
be
less
because
we
would
have
corrected
the
issues
from
previous.
O
O
A
O
M
Apologize
no
problem,
it's
characterized
what
I
was
saying
and
you
misunderstood.
What
you
said
was
you'll
save
a
million
five
this
year.
If
we
could
find
a
million
five.
Let's
say
you
do
and
then
there's
an
assumption,
then
that
the
second
year
you're
saving
us
a
million
five
and
then,
when
Joe
said
and
then,
if
we
don't
retain
you,
we
don't
and
we
keep
that
person.
We
did
a
contract
for
that
goes
back
to
the
refrigerator
thing.
I,
don't
owe
you
the
thousand
dollars
for
every
year.
M
O
O
G
M
If
I
save
you
a
million
five,
the
first
year,
I
get
a
million
five
the
second
year,
because
it's
all
the
same
baseline,
didn't
reset
yep,
okay,
so
just
for
that
two
years.
So
then
that
answer
answers
Joe's
question
that,
after
that
two
years
then
you're
not
obligated
to
that
and
the
baseline
would
reset
after
two
years.
M
O
Let
me
let
me
clarify
one
thing:
maybe
this
will
be
helpful,
because
I
may
not
be
as
clear
as
I'd
like
to
be,
but
the
we're
actually
changing
how
you
do
business,
because
we're
figuring
out
exactly
what
are
you
doing
in
all
these
different
areas,
and
then
we
introduce
suppliers
in
many
cases
that
are
going
to
be
a
better
fit
for
the
city
and-
and
it
is
not
based
on
applying
competitive
tension
on
the
supply
chain.
We
really
want
to
find
the
very
best
fit
for
the
city
and
that's
why
the
costs
don't
go
up.
O
O
G
M
O
O
G
O
Probably
buying
40
refrigerators
a
year,
we've
gone
back
and
tracked
your
your
your
your
your
spending
patterns
for
those
forty
refrigerators.
We
go
to
market
with
that
number
of
refrigerators
per
year
and
then,
if
we
saved
a
thousand
for
each
refrigerator
per
year,
then
we
would
split
that
savings
and
then,
in
the
third
year
you'd
still
have
the
same
suppliers
involved
and
then
you
would
gain
the
thousand
I
make.
O
F
F
O
F
O
F
F
O
O
And
that's
it's
based,
it's
incremental
and
it's
based
on
quantity,
so
we
count
every
single
product
or
service
that
you
buy
during
that
engage
in
period
and
if
there
is
a
successful
project
for
that
area,
we
would
have
your
past
spending
for
that
refrigerator.
We
would
have
negotiated
a
better
price
on
that
refrigerator.
So
we
have
that
Delta
and
then
in
the
future.
If
you
bought
that
refrigerator,
that
would
calculate
the
savings,
so
your
spending
could
go
up
and
down
and
we
adjust
for
that.
O
F
I
I
want
to
applaud
you
for
kind
of
bringing
this
forward.
I.
Think
it's
a
really
next
step
in
saving
for
us.
I
also
I've
been
involved
in
two
organizations
that
did
this.
It's
painful
to
I
mean
there's.
No,
there
is
a
cost
to
people
of
doing
things
differently
and
like
Big
Brother's
telling
me
what
kind
of
pencils
I
can
buy.
No
good
thing,
but
I
think
it's
a
smart
way
to
start
to
analyze
and
I.
Don't
know
if
this
is
the
right
company
or
others,
but
I
really
am
thankful
that
you're
willing
to
thank.
I
The
way
I
understand
it's
the
first
two
years
is
where
you're
going
to
really
help
us
get
our
spending
under
control
or
I
should
say,
find
better
deals
and
the
strategies
on
how
to
get
the
better
deals
after
the
second
year
is
complete.
Then
your
particular
position
becomes
more
of
a
and
you
started
talking
about
it
and
then
got
interrupted.
I
It
becomes
more
of
a
coaching
type
of
position
where
you're
helping
us
keep
on
track,
continue
to
use
the
strategies
that
you've
taught
and
if
we're
having,
let's
say
a
new
XYZ
type
of
product
that
we
have
to
use.
You
can
help
us
with
finding
appropriate
vendors
to
get
the
best
deals.
Is
that
correct?
Let.
O
G
G
O
If
you
chose
to
have
a
still
oversee
certain
areas
or
all
of
those
areas,
we
can
negotiate
that,
but
it's
a
very
different
arrangement
and
everything
that
we
have
discussed
with
Eric
and
Kathy
has
been
the
two-year
engagement
only
and
by
the
way.
That
is
the
typical.
Is
that
there's
no
need
for
ongoing
monitoring
on
our
part?
A
A
K
Sure,
and
typically
when
we
do
professional
service
agreements
such
as
this
for
kind
of
a
specialized
engagement,
we
do
look
for
other
firms
and
again,
like
I
mentioned,
there
are
companies
that
do
similar
work,
but
there
are
no
companies
under
one
roof
able
to
look
at
all
these
aspects.
We've
been
speaking.
I
said
we
myself
great
prior
to
this
I
talked
to
Clifton
Larsen
Allen,
which
is
a
local
accounting
firm,
which
Exeter
national,
but
their
local
office
does
telecommunication
audits
and
they
have
another
side
of
their
house.
K
A
A
A
F
O
F
F
O
And
most
of
the
areas
we
work
in,
they
are
what
we
call
non
core
spending,
so
fleets
and
merchants
card
fees
and
all
this
and
they're
common
across
all
their
many
different
industries.
So,
while
there
are
some
areas
that
are
industry
specific,
there
aren't
many.
So
it
is
an
example.
We
do
medical
supplies,
so
all
the
pharmaceuticals
and
so
on.
We
do
foodservice
and
those
are
absolutely
specialized.
But
beyond
that
out
of
the
44
categories,
I
think
about
40
are
common
to
many
different
industries.
You
know
the.
A
C
We've
brought
the
topics
forward,
the
questions
themselves.
We
say
professionals
asked
us
not
to
release
because
then
it
could
invalidate
the
results
that
we
see.
We
want
to
make
sure
that
you've
got
results,
that
you
can
actually
work
from
and
they're
honest
results
of
the
community.
So
with
that
we
have
some
topics.
We've
got
screening.
C
C
Look
at
the
informed
final
test
on
the
police
headquarters
kind
of
a
three-way
choice,
and
this
gives
us
an
idea
of
what
type
of
funding
they
might
like
to
support
for
the
for
the
police
station
and
then
we'll
ask
a
question
about
marijuana
sales
and
again,
a
three
choice:
keep
it
at
the
way.
It
is
ad
recreational,
eliminate
all
sales.
So,
with
those
topics
we
wanted
to
see,
if
there
was
anything
else,
you
would
like
to
add
or
ask
questions.
A
F
Like
these
categories,
I
think
they're
they're
helpful
in
the
area
that
especially
one
through
six.
If
we
could
take
a
look
at
the
National
cities
survey
that
we
did
before
to
see,
if
there's
some
way,
we
we
should
maybe
ask
exactly
but
to
find
something
that
could
tie
in.
So
we
can
see
some
comparison
and.
C
E
C
Right
there,
they're
figuring
they're
gonna,
have
to
do
about
a
thousand
to
get
300
people
to
participate.
The
plan
is
to
have
the
questions,
so
it
only
takes
about
no
more
than
10
minutes
of
their
time
and
that's
why
some
of
the
questions
up
in
front
are
abbreviated
and
then
we
get
into
the
meat
of
the
police
department.
Please
building.
J
I
actually
agree
with
Amy
and
and
I
do
I
do
object
to
the
one
on
marijuana.
We
have
two
initiatives
on
both
sides
and
I
think
we
need
to
stay
out
of
that
and
and
I
personally
feel.
This
is
way
too
long.
I
guarantee
you
even
if
I
start
I
mean
I'm
to
the
point
where
I
don't
even
answer
the
phone
anymore,
especially
for
research,
but
if
I,
if
they
take
longer
than
three
minutes,
I'm
done
and
I,
think
this
is
way
too
long.
A
It's
me:
if
you
don't
mind
me,
interjecting
I
think
it's
a
little
more
core
towards
what
the
environment
or
the
ultimate
question
is
of
whether
or
not
we
should
go
to
a
geo
bond.
You
know.
Support
for
the
school
district
can
also
give
us
some
level
of
give
us
a
my
information
about
how
supportive
they
might
be.
G
M
I,
don't
think
the
school
bond
question
should
be
on
there,
they're
already
going
to
put
it
on
there,
and
we
we
shouldn't
be
messing
with
that.
I,
don't
think
we
should
be
messing
with
issues
that
are
potentially
going
to
be
on
the
ballot
from
citizen
initiatives,
you're
correct,
Amy.
This
intention
was
to
go
ahead
and
find
out
whether
there
was
any
support
for
doing
the
27
million.
M
We
don't
even
have
any
information
except
for
the
amount
of
money
so
whether
if
somebody's
going
to
support
a
school
bond
issue
or
not,
it's
going
to
give
us
little
information.
Considering
past
selections
on
whether
they're
going
to
pass
that
once
I,
don't
think
that
that's
that's
valid
and,
as
a
matter
of
fact,
I
think
you're
just
reminding
them
that
there's
more
money
going
to
be
coming
out
of
their
pockets
as
it
is,
and
I
and
I
think
that
it's
way
too
long,
it's
a
presidential
year.
G
M
I
G
I
They
they
relate
to
my
community
and
and
relates
to
my
pocket
directly
and
the
other
part
of
it
is
if,
if
a
person
chooses
not
to
finish
all
10
questions,
so
be
it.
We're
looking
for
folks
that
are
engaged
in
our
community
and
the
contract
is
that
they
will
deliver
us
a
certain
number,
300,
300
or
so
completed
surveys,
and
that's
the
information
that
we
need
so
I'm,
actually
quite
in
favor
of
how
this
looks
as
a
general
type
of
setup.
So
thank
you.
Thank
you.
N
It's
just
I
spoke
with
somebody
and
Tony's
gonna
put
this
out
on
next
door
that
these
calls
baby
coming.
Please
if
you
get
one
of
these
calls
it's
about
our
city.
If
you
could
give
us
the
time,
that'd
be
great
mr.
mr.
Robinson,
so
if
that
could
stand,
we
do
some
pre
emptying
in
our
community
ready
for
these
those
that
are
privileged
to
get
these
calls
and.
F
F
A
Again,
you
know
I'm
supportive
as
written
a
generally
trust
that
these
professionals
generally
know
how
to
put
these
type
of
surveys.
Questions
together,
I
heard
some
concern
about
the
marijuana
question
and
some
others
Jeff
something
there
I'll
come
to
you
next
and
so
I
guess
I
just
want
to
gauge.
If
we
have
consensus
on
this
as
written
or
others
support
removal
of
the
school
question
or
the
marijuana
question
threat.
M
I'm
a
little
concerned
about
Tony
Allen
Rd.
If
we're
not,
if
we're
not
putting
the
questions
out
specifically
I'm
concerned
about
this
being
put
out
on
next-door
like
like
that,
because
it
makes
it
look
as
if
the
city's
taking
a
position
on
it
and
I,
don't
want
people
speculating
on
it
or
asking
heaviness
back
and
forth
while
the
survey
might
be
going
on
that
might
happen
on
its
own.
But
I
don't
want
the
city
to
participate
in
doing
that
is.
M
A
Others
want
to
weigh
in
on
that
too.
I
think
I
generally
agree.
Certainly
don't
want
to
put
it
out
there
that
it's
a
necessarily
a
PD
issue:
I,
don't
wanna,
prime
the
the
folks
before
they
receive
the
questionnaire
either.
But
you
know
if
it's
simply
hey,
please
participate
I
feel
like
that
might
be
appropriate
Rita,
and
we
may
have
to
pick
this
conversation
up
in
the
next
room.
J
Disagree
that
she
should
put
it
out
at
all.
If
we're
looking
for
a
non
skewed
deal,
then
we
need
to
not
put
it
out
there.
Then
whoever
gets
called
answers
and
answers
the
questions,
because
if
you
put
it
out
on
next
door,
you
pick
up
certain
people.
There
are
not
everybody
in
the
cities
on
next
door.