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From YouTube: June 10, 2019 Audit Committee
Description
Minneapolis Audit Committee Meeting
https://lims.minneapolismn.gov/
A
A
A
The
agenda
colleagues
is
before
you:
I
will
move
first
to
adopt
the
agenda,
as
you
see
in
front
of
you
today.
Thank
you.
Second
moved
in
seconded
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
The
second
is
here
in
your
packets,
but
these
are
the
minutes
of
our
previous
meeting.
February
11th
2019
may
I
have
a
motion
to
accept
those
minutes.
From
last
time.
B
A
You
it's
been
moved
and
seconded
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
The
next
item
is
a
piece
of
unfinished
business.
From
last
time,
I've
made
them
mention,
and
we
now
have
officially
and
all
of
the
files
and
for
the
public,
a
letter
from
mayor
FRA,
reappointing,
David
Fischer
to
our
Audit
Committee
for
another
term,
so
that
Audit
Committee
appointment
is
something
that
we
will
need
to
receive
and
file.
That's
an
appointment
from
the
mayor's
office
for
mr.
Fisher.
A
So
could
I
get
a
motion
to
receive
and
file
this
letter
and
continue
forward
so
moved.
Thank
you.
Thank
you.
It's
been
moved
and
seconded
all
those
in
favor,
please
signify
by
saying
aye
aye
that
carries
now
we'll
move
to
some
of
the
reports.
We
have
a
great
robust
audit
meeting
today
and
I
think
we'll
introduce
our
guests
here
in
the
room
as
we
get
to
their
own
piece
of
business.
So
I'll
ask
director,
Big
B
to
join
us
at
the
podium
yep
and
we'll
start
with
the
grant
mat
management
audit
report.
C
Thank
you
good
morning
turn
Palmisano
and
audit
committee
members
we'll
start
with
the
grant
management
audit.
Today
grants
are
an
important
financial
assistance
tool
used
by
government
agencies
and
require
robust
grant
administration
program
to
help
provide
centralized
location
for
finding
detailed
information
about
funding
opportunities,
applications,
forms,
submission
dates,
grant
awards
and
grant
policies.
Strong
controls
help,
ensure
grants
are
used
for
intended
purposes
and
accordance
with
regulations.
C
The
graph
here
illustrates
three
different
grant
phases:
the
pre-award
phase,
which
includes
identifying
grants
and
applying
for
grants,
the
grant
award
phases,
acceptance
of
the
grants
and
the
post
award
phase
can
include
a
management
of
grant
resources
and
accounting
and
reporting.
We,
when
we
refer
to
grant
administration
we're
referring
to
the
whole
process,
all
three
phases.
C
The
city's
various
department
staff
are
ultimately
responsible
for
grant
management.
However,
we
do
have
some
centralized
grant
functions,
our
intern
internal
government,
sorry,
intergovernmental
relations,
support
staff,
identify
sources
for
grants
and
help
departments
and
applying
for
grants
and
receiving
council
approval
where
needed
and
accepting
grants.
Our
finance
and
property
services
staff
helped
a
support
department,
department,
level
and
citywide
grant
accounting
and
reporting
needs,
and
they
also
conduct
grant
risk
assessment
and
monitoring
activities
for
all
departments.
C
C
Our
audit
approach
is
reviewing
these
objectives
that
we're
going
to
go
over
in
one
moment
reporting
in
two
phases.
So
all
of
the
objectives
on
this
page
will
be
reported
in
this
audit
report.
With
the
exception
of
one
phase,
the
CPD,
a
city
grant
management
policies
and
procedures
were
reviewed
for
adequacy,
completeness
and
communication
of
centralized
grant
management
policies
and
procedures.
We
also
reviewed,
centralized
grant
monitoring
by
monitoring
the
by
reviewing
the
grant
monitoring
processes
and
ensuring
risk
of
fraud
and
an
appropriate
use
of
funds.
C
As
minimized,
we
took
a
sampling
of
department,
department
level
grant
management.
A
small
department
was
selected,
the
lead
hazard
control
and
Healthy
Homes
within
the
health
department,
and
the
C
ped
was
selected
as
the
large
department.
In
this
report
we
completed
our
small
department
review.
However,
the
large
department
review
will
be
completed,
probably
September
October.
That
initiative
will
begin
in
August
and
will
report
it
be
reported
in
the
Phase.
Two
review
in
these
department
reviews:
we
are
reviewing
the
adequacy
of
program
level,
grant
management
controls
in
this
report.
C
C
Issue
number
one:
there
is
no
single
source
grant
management
system
to
efficiently
manage
the
city's
grant
related
activity
throughout
the
grants
life
cycle
grant
application
data
is
manually,
gathered
from
grant
review
forms
and
monitoring
of
city
council
actions.
Grant
application
data
is
manually
tracked
by
intergovernmental
relations,
grant
staff
and
is
shared
with
other
departments
as
needed.
Grant
financial
monitoring
is
performed
by
finance
staff
and
requires
several
days
on
a
monthly
basis
to
manually
compile,
grant
related
sub
recipient
data.
C
Management
action
plan
for
this
issue
management
agrees
that
a
centralized
grant
administration
approach
has
advantages.
The
finance
and
property
services
department
will
lead
an
effort
to
consolidate
the
grant
website
to
provide
grant
recipients
with
one
source
for
all
grant
related
information.
This
also
remediates
a
low-risk
issue
that
we'll
discuss
in
a
moment.
Finance
will
schedule
quarterly
meetings
to
discuss
further
consolidation
and
if
consolidation
is
recommended
and
feasible,
we'll
develop
a
consolidation
plan
and
coordination
with
the
divisions
and
department
involved
in
the
consolidation.
C
C
Issue
number
two
grant
risk
assessment
and
monitoring.
Prioritization
processes
do
not
completely
cover
all
grants
and
sub
recipients
of
grants.
The
central
grant
risk
assessment
and
monitoring
prioritization
processes
do
not
cover
all
grants
and
sub
recipients.
The
risk
assessment
processes
and
sub
quinton
monitoring
of
sub-recipients
require
significant
manual
work
from
the
finance
grants,
management
staff
and
due
to
recent
turnover,
there
are
no
dedicated
staff
to
currently
perform
the
grant
management,
risk
assessment
and
monitoring
processes.
C
Management
will
review
risk
assessment
and
monitoring
process
checklists
and
make
updates,
where
necessary,
to
ensure
institutional
knowledge
and
lessons
learned
have
have
been
incorporated.
Management
will
fill
a
current
FTE
vacancy
and
plan
to
request
funding
in
the
2020
budget
to
add
one
FTE
to
the
finance
grants,
teams.
C
Issue
number
three:
the
grants,
administration
policies
and
procedures
should
be
centralized,
comprehensive
and
communicated
in
a
central
location.
So
we
found
that
there
were.
There
were
adequate
policies
and
procedures.
However,
they
they
were
not
located
in
a
central
location
to
serve
as
one
source
information
for
various
departments,
because
this
is
a
low-risk
issue.
It
does
not
require
a
formal
management
action
plan,
but
it
should
be
noted
that
management
is
addressing
this
in
the
remediation
of
issue
number
one.
At
this
time,
deputy
CFO
Lorie
Johnson
is
here
as
well
as
our
controller
Lyle
Hodges.
D
Welcome,
thank
you
glad
to
be
here,
chair,
Palmisano
committee
members,
just
a
couple
of
highlights
on
the
grant
audit
and
first
of
all,
thanks
for
working
with
the
are
we
appreciated
working
with
the
internal
audit
folks,
we
had
a
lot
of
conversations
also,
including
in
governmental
relations
Bauer's.
Here
representing
that
area.
It
is
a
kind
of
a
scattered
process,
but
so
far
that
has
worked,
maybe
not
ideal,
but
it
certainly
works.
D
As
you
may
know,
our
state
auditors,
who
audit
the
city
each
year
also
look
at
grants
in
depth
and
through
that
process,
have
not
identified
any
issues
related
to
grants.
So,
although
it
is
a
little
bit
time-consuming
at
times,
we
have
been
able
to
meet
all
of
the
requirements
financially
and
the
reporting
requirements
and
again
no
issues
have
been
identified.
We
certainly
appreciate
the
support
to
look
at
a
centralized
monitoring
and
grant
system,
and
we
will
do
that
in
coordination
with
the
departments,
including
mainly
intergovernmental
relations,
because
they
also
do
part
of
that.
D
We
also
in
finance
have
requested
an
additional
FTE,
of
course,
that
is
competing
with
lots
of
other
requests
in
the
2020
budget,
but
we
do
know
that
as
the
grand
volume
increases
as
our
number
of
sub
recipients
increase
and
just
the
small
grants
as
well,
that
we
have
more
monitoring
to
do
and
we
have
not
had
any
increasing
and
staffing
to
do
that.
So
we
do
appreciate
the
support
and
the
guidance
in
exploring
those
opportunities,
and
we
will
continue
to
do
that.
D
E
I
know
Alan.
Thank
you,
I'm
sure
one
of
the
questions
is
in,
but
no
I
was
looking
at
software
to
go.
To
that
I
mean
as
you're
hiring
more
people,
I
mean.
How
is
the?
How
is
that
being
balanced?
You
know,
is
it
something
that
the
person
coming
in?
That
would
also
be
looking
at
whether
software
could
handle
that
position.
Yes,.
D
Council,
member
kulmann
senator
runner
comes
to
my
runner.
We
we
would
be
looking
at
the
system.
However,
the
cost-benefit
probably
would
not
point
us
to
that
direction,
simply
because
it
would
be
so
expensive
to
consolidate
that,
along
with
our
financial
system.
So
we'd
like
to
do
instead
is
look
how
we
at
how
we
can
make
our
financial
system
a
little
bit
more
robust
in
that
area,
including
our
procurement
system.
We
do
have
some
methods
in
there
to
track
sub
recipients.
D
A
I'm
not
sure
if
this
is
a
question
for
you
or
director,
Big
B,
miss
Johnson,
but
I'm
curious.
In
the
very
beginning
of
this
it
was
explained
how
the
grant
process
actually
even
includes
what
grants
we
choose
to
seek
right
and
what
grants
we
write
or
RFP
for
or
submit
a
proposal
for.
Could
you
help
us
understand?
A
Are
there
any
recommendations
of
that,
or
maybe
first
I'd
like
to
understand
from
the
from
the
finance
department?
Does
Finance
know
if
or
when
another
department
chooses
to
go
out
and
write
it
write
a
grant
or
apply
for
a
grant
for
something
whether
I
assume
they
know.
If
we're
going
to
to
give
out
to
a
grant
I,
guess
that's
not
what
I'm
talking
about,
because
that
would
be
a
part
of
the
budget
process.
But
when
we
seek
grants,
do
you
get
notified
of
that
or
only
if
or
when
it
is
awarded
chair.
D
Palmisano
we
do
not
get
notified
in
advance,
that
is
generally
up
to
the
departments
and
the
council.
If
there's
matching
or
requirements
related
to
council
approval,
we
pick
them
up
as
we
review
council
minutes
and
council
activity.
We
are
not
on
the
front
end
of
determining
whether
or
not
a
department
or
a
division
should
apply
for
a
grant
at
times
that
could
be
beneficial
I.
D
A
A
G
Thanks
Jo
Palmisano
members
of
the
committee
today
we're
going
to
talk
about
one
public
works,
sidewalk,
snow
and
ice
removal,
consultation,
just
kind
of
go
on
with
a
brief
overview
and
then
kind
of
summary,
of
the
observations
and
recommendations
that
we
observed.
Now
there
was
a
consultation
management
action
plans
and
responses
were
not
acquired,
but
we
did
kind
of
they
are
contained
in
the
report
itself,
I'm
suggesting
back
own
I'm.
G
G
If
you
were
more
in
handling
the
paint
intake
and
the
Public
Works
handling
the
inspections
at
building
an
assessment
and
the
cost
for
the
caustic,
the
other
sidewalks
and
sidewalks
find
a
violation,
after
a
visual
inspection
of
subject
to
clearing
a
building
by
the
city
to
how
to
cover
those
clearing
costs
so
just
kind
of
so
Minneapolis.
Do
you
want?
Can
we
see
sidewalks?
No
one
I
use
complaint
in
the
following
ways.
On
one
ways:
people
can
call
a
301
and
speak
with
an
agent
and
the
aunt
gets
logged.
G
People
can
also
submit
a
complaint
online
through
the
self-service
platform,
but
they
can
also
use
a
mobile
application.
I
mean
something
that
was
piloted
this
year,
I'm
visiting
pilot
program,
we're
seeing
speck
city
inspectors
to
the
proactive
sidewalk
construction
project,
I'm
we're
all
in
kind
of
log
those
complaints
as
well
and
just
kind
of
on
the
table,
one
just
kind
of
overview
of
the
complaints
and
the
methods
that
they're
coming
in
you
can
kind
of
see
that
inspector
pilot
has
been
probably
this
past
year,
I'm
sorry
having
the
objective.
G
This
was
really
data
collection
and
reporting
information,
a
complaint
rate,
the
sidewalks
nomination.
We
were
to
identify
potential
clusters
and
crew
mates
within
the
system
is
a
very
cognitive
scope,
with
a
review.
A
few
Warren
public
works
and
arms
data
in
take
classes
and
controls
from
data
quality
related
to
Agra
C
of
complaint
data
meter.
A
C
Palmisano
audit
committee
members:
yes,
during
our
risk
assessment
discussions,
we
heard
from
city
council
and
we
heard
from
Public,
Works
and
3-1-1
that
we
were
getting
numerous
complaints
on
snow,
sidewalk,
snow
and
ice
removal.
So
we
agreed
to
do
a
consultation
with
3-1-1
and
Public
Works
to
gather
and
analyze
the
data
and
in
our
initial
planning
discussions
we
could
see
that
the
biggest
problem
since
seemed
to
be
with
the
aggregation
of
the
data
and
the
intake
process
and
the
the
review
was
to
determine
why
there
are
still
so
many
complaints.
C
A
C
G
G
None
can
populate
inaccurate
address
information
into
the
odds
and
code
enforcement
cases,
actually,
the
two
in
systems
that
are
used
in
the
process
itself
that
are
not
aligned
for
documentation
as
property
info
and
taxpayer
information
should
be
updated
regularly
and
I'm
from
Minneapolis
that
address
data
records
to
further
increase
integrity
of
the
data,
including
efficiencies
and
just
kind
of
note.
This
requires
citywide
cost
function,
management
discussions
as
public
works
everyone
or
not
the
primary
database
managers
of
this
process,
and
the
second
wants.
The
no
sir
violation
is
sent
to
the
copy
address
on
earth.
G
That
is
a
subject
of
the
snow
and
ice
complaint
prior
to
performing
a
visual
inspection
or
the
property
chairman
of
the
cleanest,
accurate
situation.
The
ladder
that
residents
receive
after
report
is
made.
It's
entered
by
public
works
through
the
process,
I'm
just
kind
of
north
north
eyeing
them
that
there
has
been
a
violation
of
recommendations
that
it
should
be
issued
after
visual
inspection,
visual
inspections
performed
evaluate
the
existence
and
accuracy
of
the
violation.
G
So
just
kind
of
came,
look,
we
kind
of
looked
at
worthy
complaints
or
the
kind
of
campaigns
and
the
invalid
complaint
intake.
So
the
most
of
allow
the
over
the
past
couple
years,
the
over
or
in
valuate,
has
increased,
and
a
lot
of
it
has
been
through
the
mobile
application
I'm
in
table
2
and
then
Table
three
here,
I'm
kind
of.
Similarly,
the
mobile
application
has
a
lot
further.
More
duplicate
contains
a
determiner
through
there
as
well,
and
the
overall
duplication
rate
has
increased
over
the
past
couple
years.
G
Also
with
the
recommendation
these
recognitions
the
moment
the
owner
application
shall
be
suspended
into
the
application
enhancements,
can
further
increase,
increase
of
location,
accuracy
of
a
snow
and
ice
campaign.
I'm
a
cost-benefit
analysis
should
be
performing
terrain
if
an
upgrade
to
the
mobile
food,
one
application
should
be
performed
or
the
mobile
form
should
be
discontinued.
We
would
like
to
know
that
smartphone
technologies,
but
to
increase
in
the
future
and
if
an
operator
is
determined
to
be
feasible,
the
application
shall
require
more
than
one
data
element
and
be
synchronized
about
Minneapolis.
A
G
The
the
recommendation
is
that
a
lot
of
the
complaints
and
arrows
are
submitted
through
the
application
and
based
on
observations
through
the
application.
Right
now
it
was
just
the
one
data
element
that
is
contributor
one
day
determined
as
required
when
determining
of
paint.
So
the
recommendation
that
kind
of
law
is
more
towards
looking
for
faster
improvements
within
the
application
and
trying
to
make
it
more
robust
and
aligned
so
that
those
two
paints
or
her
okay.
H
G
And
then
the
last
last
opportunity
for
classes
accrue
met
a
few
months
after
validate
the
address
of
a
sidewalks
in
on-base,
contain
in
accordance
with
the
NFI
statuses
system.
However,
fear
oneself
not
valuing
that
service
request
campaigns
in
fear
when
one
master
case
address
contain
an
unedited,
so
documentation
is
faulty
one
staff
that
manage
surveys.
G
Campaigns
shall
be
granted
read-only
access
to
arms
and
should
monitor
and
validate
the
service
request
address
in
theme,
1
the
same
as
the
court
enforcement
case,
undressing
arms,
providing
the
service
campaign
address
by
validating
that
the
service
campaign
address
matches
the
party
at
address
announced
few
one
can
ensure
that
the
correct
address
is
being
expected
for
possible
violations.
Mr.
A
C
I
When
we
talk
about
address
validation,
three
one
one
is
currently
using
SeeClickFix
as
the
mobile
application.
This
is
a
third-party
vendor,
SeeClickFix
uses
own
GPS
technology,
and
so
when
the
public,
when
an
end-user
is
out
reporting
an
issue
and
they
identify
their
location,
they're,
not
always
validating
that
they're
in
front
of
the
correct
location
they
might
be
walking,
they
might
be
reporting.
And
after
the
fact-
and
so
there
is
no
address.
Validation
like
there
is
with
an
agent
where
we're
asking
additional
questions
to
make
sure
the
correct
address
is
being
inputted.
J
I
Is
a
percentage,
a
smaller
percentage
of
inaccuracies
when
going
through
the
mobile
app,
because
again
we're
relying
on
the
user
to
make
sure
they're
entering
the
information
correctly
making
sure
they're
in
front
of
the
right
location
and
then
also
because
the
GPS
technology
and
SeeClickFix
does
not
consistently
match
with
our
city.
Addressing
system
I
see.
C
Chair
Palmisano
audit
committee
members
I
also
wanted
to
add
3-1-1
staff,
where
it
didn't
have
full
visibility
into
the
Elms
system,
which
is
again
a
different
system
that
Public
Works
uses.
So
during
this
audit,
Public
Works
granted
read-only
access
to
all
of
3-1-1
staff
that
work
on
this
type
of
complaint
management,
where,
before
only
a
higher
level
supervisor,
could
could
log
in
and
see
the
address
information
related
to
a
complaint
that
had
already
been
submitted.
J
A
H
Neal,
thank
you.
One
question
I
had
was
through
this
consultation.
Were
you
able
to
determine
the
effectiveness
of
the
initial
letter
of
the
initial
notification?
Was
there?
Is
there
a
data
that's
kept
from
from
after
someone
receives
the
letter
to
a
visual
inspection
that
says
yep
they
took
care
of
the
issue.
Is
there
anything
like
that?
So
we
could
know
what
whether,
how
effective
each
step
is
in
the
process.
That's.
C
H
Other
question
I
had
madam
chair,
may
be
more
for
the
city
attorney
and
that
is
we
don't
have
to
have
a
similar
sort
of
pre
notification
in
order
to
tow
a
vehicle
on
a
on
a
street
after
after
a
declaration
of
a
snow
emergency,
is
there?
Is
there
a
different
statutory
basis
for
for
sidewalks,
where
there
has
to
be
that
kind
of
notification?
Or
could
you
do
something
similar
in
that
regard?.
K
A
Yeah
like
for
us
to
have
that
answer
back,
you
know,
a
couple
of
considerations
was
about
how
our
our
ability
to
enforce
the
sidewalk
ordinance
is
so
very
dependent
on
the
US
Postal
Service
and
the
time
it
takes
to
send
out
mail
and
allow
for
mediation
and
then
to
go
and
do
the
remediation
work.
One
of
the
changes
that
we
recently
made
was
that
after
they've
been
given
that
notification
once
and
it's
needed
to
be
remediated
by
a
contractor,
then
subsequent
violations
can
just
be
remediated
by
that
contractor
without
additional
notice.
A
A
A
There
seems
to
be
no
Enterprise
approach
to
managing
our
GIS.
Could
you,
through
this
process,
director
Bigby?
While
you
didn't
look
at
them
in
depth,
what
are
other
departments
doing
to
make
or
maintain
their
GIS
to
be
more
accurate,
I
appreciate
the
public
works
probably
has
the
most
GIS
heavy
work
in
terms
of
reports
of
complaints,
whether
it's
potholes
or
sidewalks,
or
other
kinds
of
issues
in
our
right-of-way,
but
other
departments
that
are
reliant
on
GIS.
Can
you
have
you
seen
anything
positive
as
to
how
we
hope
to
get
to
the
right
place.
C
E
Your
problems
on
up
I
just
wanted
to
kind
of
follow
up
on
commissioner
Neal's
comment,
I,
think
and
appreciate
all
the
work
you've
been
doing
director,
because
this
is
not
as
simple
as
we
better
just
enforce
it,
because
in
my
area,
it's
how
we
notice
and
how
we
work
this
out.
It's
definitely
needed
and
at
the
same
time
it
is
complex
when
you
factor
in
seniors
as
well
as
school
breaks
and
the
unpredictability
of
the
snow
and
ice
fall.
So
I
think
it
helps
to
know
what
our
options
are.
A
C
Think
that's
true,
chair
Palmisano
and
audit
committee
members
and
probably
contributes
to
an
increased
number
of
complaints.
Meanwhile,
Public
Works
has
implemented
proactive
inspections,
which
seems
to
be
having
a
positive
impact
so
hopefully
over
time
that
will
reduce
the
number
of
complaints
received
in
the
first
place.
C
A
C
A
Would
regulatory
services
be
using
the
same
system?
A
lot
of
my
understanding
is
a
lot
of
3-1-1.
Complaints
are
also
would
get
regulatory
services
dispatched
for
different
reasons.
Would
they
have
the
same
difficulty
in
locating
things
in
the
same
area
and
seeing
I'm
seeing
Dan,
not
her
head?
Yes,
what
would.
J
A
I
I
Some
inconsistencies
or
challenges
that
we
are
having
with
the
mobile
app.
We
are
currently
planning
to
have
another
conversation
with
them.
Their
contract
is
gonna,
be
up
within
the
year,
so
our
director
is
going
to
be
exploring
other
options.
We
recognize
this
to
to
be
an
issue.
The
public
likes
to
use
the
mobile
app
they
like
to
self-report
self-service
is
really
important,
but
we
also
want
to
maintain
the
integrity
of
the
data
and
make
sure
we're
sending
you
know
reliable
information
to
the
other
city
departments.
So
it's
something
that
we
are
currently
exploring.
I
A
I
I've
been
involved
in
those
conversations
in
the
past,
we
have
had
those
conversations
off
and
on
for
the
past
five
years
with
Public
Works
I
had
worked
with
Scott
Welling
I
would
be
one
of
the
members
on
that
on
that
team.
That
has
those
discussions.
I
would,
of
course,
involve
our
director
Trish
Glover,
but
the
the
GIS
across
the
city
has
been
a
little
bit
of
a
pain
point
for
3-1-1
when
identifying.
A
F
A
C
This
audit
came
up
because
Police
Department
and
Human
Resources
noted
that
in
some
phases
of
the
recruiting
process,
it
appeared
to
be
that
either
certain
genders
or
certain
races
were
not
moving
forward
to
the
next
step,
at
the
same
rate
that
they
were
entering
the
step.
So
we
decided
to
obtain
data
analyze
data
and
see
what
the
data
is
really
showing
us.
If
we
identified
problems,
then
we
would
determine
what
to
do
next.
So
when
we
started
the
consultation,
we
obtained
data
over
related
to
the
recruiting
of
three
types
of
police
officers.
C
The
community
service
officer
is
a
civilian
position,
with
the
possibility
of
promotion
to
full-time
police
officer
position.
The
cadet
is
a
hired
position
that
is
promoted
to
police
officer
upon
successful
completion
of
the
Minneapolis
Post
Board
academic
and
skills
requirements
that
are
part
of
the
recruit,
Academy
and
then
sworn
recruits
are
assigned
to
areas
detecting
preventing
and
investigating
crimes,
maintaining
law
and
order,
and
making
arrests
and
protecting
life
and
property.
C
Our
audit
approach
was
to
look
at
police,
recruiting
data
for
all
steps
and
enter
them
electronically.
So,
to
start
with,
a
lot
of
data
was
just
unformed.
Some
of
it
was
handwritten,
so
it
was
a
huge
lift
initially
to
get
this
data
entered
electronically.
We
then
passed
the
data
to
the
IT
analytics
hub,
where
the
data
was
aggregated
and
IT
analytics
hub,
created
management
dashboards
so
that
we
could
analyze
the
data
for
each
step
in
the
recruiting
process
in
the
analytics
hub.
C
The
data
is
aggregated,
so
you
can't
see
personal
information,
it's
aggregated
by
gender
and
race,
so
you
can
drill
down
on
those
two
demographics
across
functional
management.
Stakeholder
groups
were
then
brought
together
to
prioritize
for
potential
problems
that
we
identified
in
our
initial
look
at
the
data.
The
cross-functional
workgroups
were
then
assigned
to
dive
into
each
of
their
problems
analyze.
The
problem
further
obtain
additional
information
attempt
to
identify,
root
cause
of
the
problem
and
come
up
with
some
proposed
solutions
that
would
satisfy
all
stakeholder
groups.
C
The
forward
work
groups
were
formed
for
these
four
problems
that
we
identified
in
the
initial
look
at
the
data
general
hype,
police,
hiring
processes.
So
from
beginning
to
end
of
the
process,
there
were
some
overall
process
improvements
that
could
be
made
and
it
generally
involved
voluntarily
departing
from
the
hiring
process,
and
we
wanted
to
know
why
that
was
happening.
C
Now
we'll
take
a
deeper
look
at
each
one
of
those
steps,
general
police,
hiring
processes.
The
data
analysis
showed
us
that
the
workgroup
reviewed
and
analyzed
the
data
related
to
the
hiring
process
overlay
overall,
including
analyzing,
why
applicants
are
leaving
the
hiring
process
and
voluntarily
from
looking
at
the
data
three
process,
improvements
were
suggested.
C
Consider
a
cross-functional
team
to
develop
and
administer
a
follow-up
survey
regarding
applicants
voluntarily
departing
the
hiring
process.
Use
these
results
to
inform
process
improvements,
I'd
like
to
note
that
this
was
actually
done
during
our
consultation.
We
didn't
know
why
people
weren't
showing
up
for
the
fitness
exam
and
why
they
were
not
showing
up
for
other
parts
of
the
hiring
process,
so
700
applicants
were
surveyed
and
we
were
able
to
analyze
some
of
the
answers
received.
C
Some
applicants
indicated
that
the
hiring
process
takes
too
long
by
the
time
that
we
got
back
to
them
for
the
next
step
they
had
already
taken
other
jobs.
Consider
management
is
to
consider
a
deeper
dive
into
the
hiring
process
timeline.
How
long
is
each
step
and
what
can
be
done
to
reduce
the
duration
both
overall
and
between
steps?
Consider
evaluating
the
combination
of
application,
steps
to
minimize
trips
for
out-of-town
applicants,
so
these
are
our
process,
improvements,
we're
suggesting
and
it
will
take
MPD
and
HR
to
work
together
to
implement
these
changes.
C
We
also
suggested
consider
actively
reaching
out
to
applicants
examples.
Three
phone
calls
before
steps
that
need
a
placate
interaction
such
as
the
fitness
exam
to
ensure
the
applicants
are
aware
of
their
dates
times
and
locations.
So
we
heard
from
some
applicants
that
they
couldn't
come
to
a
fitness
exam,
for
example,
at
the
time
that
was
offered
well.
In
some
cases,
there
was
a
second
opportunity
to
come
to
the
fitness
exam
and
the
applicant
wasn't
aware
that
there
was
another
choice.
C
The
second
is
the
fitness
test
assessment
process
over
the
11
exams
analyzed
during
the
four-year
period,
women
were
failing
the
fitness
test
assessment
at
higher
rates
than
men
of
the
six
most
recent
exams.
Women
dropped
at
a
higher
rate
than
men,
for
example,
if
you
look
in
the
table
below
you'll
see
in
the
third
line
for
recruit
exam
20
1800
137,
you
had
12
percent
female
entering
the
fitness
exam
and
4
percent
female
passing
the
fitness
of
the
people
who
passed
the
exam.
A
C
Wanted
to
analyze
why
they
were
not
passing
at
a
higher
rate.
There
were
a
number
of
contributing
factors.
One
key
factor
was
that
women,
at
a
very
high
rate,
did
not
even
show
up
for
the
fitness
exam
so
that
significantly
impacted
the
pass
race.
We
also
noticed
that
that
some
types
of
tests
and
the
fitness
test
seemed
to
cause
some
problems
based
on
gender.
So
we
didn't
spend
too
much
time
on
that,
because
MPD
and
HR
have
a
project
underway
to
revise
their
fitness.
C
Some
other
suggestions
that
came
out
of
this
analysis
of
the
fitness
test
exam
were
to
select
and
implement
improved
fitness
test,
which
is
underway
survey,
applicants
to
continue
identifying
potential
problems,
automate
data
collect
to
facilitate
reporting
and
monitoring
that
supports
ongoing
process
improvement,
shorten
the
length
of
the
selection
process.
As
we
mentioned,
many
candidates
are
taking
other
jobs
before
they
can
reap
complete
the
recruiting
process
for
more
effects
that
flexibility
in
scheduling
the
fitness
test
to
be
as
inclusive
as
possible
communication,
and
about
communication
and
community
outreach.
H
E
H
C
C
Also,
there
was
a
change
in
how
the
fitness
test
was
administered
in
2018,
because
anecdotally
management
was
noticing
these
problems.
They
changed
the
fitness
test
to
Ana
fitness
assessment,
where
everyone
who
tried
and
completed
the
test
would
pass.
So
that
was
a
temporary
workaround
and
it
will
continue
until
the
new
fitness
test
is
implemented,
so
it
had
already
been
taken
care
of
so.
H
C
If
they
completed
the
test
so
that
it
wasn't
really
serving
as
a
fitness
test,
so
it
required
getting
the
data
and
analyzing
data
to
determine
why
these
problems
were
occurring
so
that
you
actually
make
decisions
to
correct
the
right
things.
So
I
think
that
the
new
fitness
test
will
serve
that
purpose.
Thank
you.
Thank
you.
A
A
C
Chair
Palmisano
audit
committee
members:
we
think
that
there
are
efficiencies
that
can
be
gained
over
the
entire
process
from
the
time
of
the
application.
Through
this
phase,
one
review,
which
goes
through
the
background
check.
We
think
there
are
opportunities
to
speed
up
the
hiring
process,
but
the
background
check
most
significantly
contributes
to
the
length
of
the
hiring
process
mm-hmm.
C
C
A
third
potential
problem,
the
data
was
showing
us,
was
subject
matter.
Expert
review
requirements
for
selection
are
not
defined
in
the
subject
matter,
review,
expert
review
phase
and
are
not
consistently
applied.
Women
and
people
of
color
appear
to
pass
and
a
higher
rate
in
this
phase
than
other
stages
in
the
hiring
process,
so
it
was
still
unexpected.
When
we
reviewed
the
data
we
we
saw
that
women
and
people
of
color
were
passing
at
a
higher
rate.
C
We
wanted
to
know
why
so
the
workgroup
dove
into
the
data
and
came
up
with
some
proposed
process
improvements
to
identify
best
practices
and
document
goals
for
the
subject
matter:
expert
review
evaluation,
because
at
this
time
nothing
was
documented,
established,
written
standards
for
those
serving
as
subject
matter
experts
sometimes
subject
matter.
Experts
were
simply
selecting
a
specified
number
of
candidates.
Do
how
many
can
be
hired.
The
recommendation
is
to
establish
written
criteria
for
evaluating
the
candidates
so
that
it
can
be
consistently
applied
in
every
subject.
Matter.
C
Expert
review
establish
an
equitable
set
of
criteria
that
allows
a
subject
matter,
expert
to
objectively
rank
at
the
candidates.
So
once
you
select
the
candidates,
if
you
only
have
a
few
positions,
how
do
you
rank
those
candidates
and
document
your
process
establish
formal
change
management
processes
to
avoid
midstream
changes?
C
We
found
that
this
was
a
theme
across
several
recruiting
processes,
a
lack
of
formal
change
management.
So
what
can
be
changed
which
stakeholder
groups
should
weigh
in
on
that
change?
Who
has
the
authority
to
approve
the
change
and
then
how
is
the
change
implemented?
So
it's
consistently
applied
every
time.
A
C
None
of
it
was
documented,
so
we
don't
know
what
criteria
was
used.
It
was
all
informal
I
see
so
if
between
one
group
and
another,
if
there
were
fewer
people
available
to
do
the
subject
matter,
expert
review
that
could
change
the
process.
What
was
discussed,
how
many
were
selected,
how
they
were
ranked
that
could
change
with
each
class,
because
there
was
no
documented
process.
C
C
You
the
last
step
in
this
phase.
One
report
is
the
background
review.
The
workgroup
identified
multiple
steps
within
this
background
phase
of
the
recruiting
process,
which
includes
a
preliminary
screening
for
minimum
requirements,
a
secondary
screening
after
a
background
check,
is
initially
run
for
criminal,
offenses
or
other
concerns
that
automatically
bar
a
candidate
candidates,
eligibility
and
then
screening
candidates,
excluding
demographic
data
and
their
Anonymous
summary
background
background
reports
at
a
roundtable
review.
The
candidate
is
not
present
for
the
background
review
process
over
the
11
exams.
C
C
By
analyzing,
the
data
the
workgroup
came
up
with
these
three
proposed
solutions:
number
one
delineate
the
data
for
each
step
of
the
background
investigations
phase,
including
preliminary
review
for
minimum
qualifications
post
requirement
review
for
background
elements
that
may
violate
post
requirements,
roundtable
one
for
elimination
based
on
concerning
elements
and
background
that
do
not
cause
automatic
elimination,
then
round
Table,
two
for
assessing
and
eliminating
because
of
the
number
of
available
positions.
So
this
is
a
proposed.
A
more
formal
structure
around
the
background
processes.
C
E
C
Of
that
data
is
available
for
specific
reasons,
but
it's
shared
in
the
dashboard
of
an
aggregated
level
to
protect
people's
personal
information.
So,
like
the
reason
why
someone
might
fail
a
background
check
was
not
included
here
at
the
exact
reasons,
but
if
the
data
is
available,
if
police
and
HR
need
to
dive
into
that
I.
E
Guess
more,
what
I'm
asking
is
the
data
might
be
there,
but
it's
not
where
I'm
asking.
If
there's
specific
things
that's
pointing
to,
or
is
it
I
mean
with
11
I'm
sure
it's
very
hard
to
get
a
here's.
The
reason
why?
But
if
the
data
is
there
and
it
seems
that
you're
trying
to
separate
it
out
a
little
bit
more
I,
it
seems
that
you're
there's
not
a
specific
reason
that
it
almost
is
a
seems
like
almost
a
case-by-case
or
I'm
trying
to
draw.
C
Conclusions:
I
got
you
a
chair,
Palmisano
audit
committee
members
we're
looking
at
controls
over
the
overall
process,
so
if
we
can't
determine
why
certain
people
are
dropping
out,
specifically,
we
may
or
may
not
have
the
data
on
that.
We
look
at
controls
that
would
help
manage
the
process
so
that
you
would
know
going
forward
and
that's
how
we
came
up
with
our
proposed
solutions
and
we
also
have
another
set
of
overall
recommendations.
C
Does
that
answer
your
question?
Okay,
thank
you.
So
our
last
slide
is
our
overall
process
recommendations.
We
noticed
that
there
were
some
control
weaknesses
or
control
gaps
for
all
one
or
more
phases
in
the
police
recruiting
process.
So
we
summarized
those
into
these
five
takeaways
communication
and
consensus.
We
need
cross-functional
participation
and
process
improvement
initiatives,
so
sometimes
that
was
happening.
Sometimes
it
wasn't.
C
We
would
like
IT
police
HR
to
work
together,
form
workgroups,
pull
in
other
stakeholders
as
needed
to
get
consensus
on
changes
in
the
recruiting
process,
ensure
that
criteria
for
each
phase
in
the
recruiting
process
are
clearly
established,
are
documented
and
consistently
applied,
ensure
that
these
phases
are
documented.
The
criteria
is
documented
and
results
are
documented,
implement
for
all
change
management,
which
means
that
cross-functional
teams
agree
on
the
changes
to
be
made.
C
It's
determined
who
approves
those
changes
and
then
changes
are
implemented
and
consistently
applied
and
then,
finally,
monitoring
to
support
continuous
process
improvement,
automate
the
data
collection
process,
so
that
the
dashboard
can
continue
to
be
consumed
by
management
which
would
leverage
and
drive
data
decision
decision-making,
data-driven
decision-making
and
then
identify
and
monitor
performance
metrics
through
the
dashboard
and
I'd
like
to
take
a
moment
to
call
up
our
IT
analytics
hub
data
scientist,
Stacey
Blass
Kowski,
who
actually
built
the
dashboard
for
management
in
this
project.
Stacey.
B
Char
Palmisano
out
of
committee
members,
thanks
for
letting
me
be
here,
I'm
gonna,
take
a
few
minutes
and
explain
what
we
did
for
this
audit
study,
the
workgroups
that
we
created
how
we
use
the
data
to
get
what
we
needed
and
then
the
steps
moving
forward
to
make
this
be
more
automated.
So
what
we
had
is
we
created
a
dashboard
that
showed
the
process
steps
so
each
step
that
we
had
data
for
how
it
went
through
for
each
gender
and
the
race
breakdowns
also
the
reasons
for
why
they
exited
the
hiring
process.
B
It
showed
the
fallout
types
based
by
class
based
by
the
three
different
groups
this
year,
so
they're
cadet
recruits.
We
also
showed
demographic
comparisons,
the
exam
step,
differences
and
then
a
fitness
test
summary
in
doing
this,
when
we
got
the
data
from
the
system
that
we
use
it
give
us
us
an
output
of
basically
the
last
step
that
each
candidate
was
in
in
doing
that,
we
then
have
to
connect
it
to
the
demography
data
and
work
backwards
and
say
if
this
was
their
last
step,
then
they
were
also
in
all
the
preceding
steps.
B
By
doing
that,
we
could
say
these
were
people
that
were
in
each
step
or
they
fell
out
and
some
of
the
reason
codes
for
why
they
fell
in
the
process
for
the
fitness
exam.
All
that
data
is
recorded
on
paper.
We
had
a
lot
of
help
from
HR
and
transcribing
that
into
electronic
formats,
so
that
we
could
analyze,
basically,
who
fell
out
of
the
nest
tests
and
where
and
then
going
forward
as
tricker
base,
B
has
pointed
out,
it's
documentation
of
the
process
and
adding
more
steps
to
be
able
to
say
what
happens.
B
A
A
Director
Big
B
I
appreciate
that
automate
automation
and
process
improvement
here
is
going
to
play
a
role.
Another
part
of
a
hiring
process,
especially
with
our
MPD,
is
about
a
psychological
screening.
Can
you
tell
me
a
little
bit
about
how
that
plays
into
your
work
here
in
equity
and
recruiting
I?
Believe
it's
probably
as
you
embark
on
phase
2
yeah.
C
Chair
Palmisano
audit
committee
members,
we
haven't
analyzed
any
data
and
that
review
we're,
calling
it
the
Medical
Review,
which
will
be
the
phase
where
we
start
for
phase
2
to
start
later.
This
fall
so
we'll
gather
the
data
of
applicants
entering
that
phase
of
the
recruiting
process,
analyzed
who's
coming
out
of
that
process
as
pass
or
fail
and
understand
the
controls
that
are
in
place.
The
criteria
that
are
used,
ensuring
cranks
criteria,
is
not
biased
and
is
consistently
applied.
A
C
C
Hr
is
going
to
prioritize
automation
with
many
other
initiatives
that
they
have
underway,
but
the
police,
department
and
HR
management
can
continue
working
on
at
a
minimum,
converting
data
intake
into
electronic
form,
whether
it's
an
Excel
spreadsheet
or
some
other
application,
and
then
automating
after
that,
where
possible
I
think
the
the
worst
case
scenario
is
having
a
manual
form
with
handwritten
notes
on
it.
That
has
to
be
manually
re-entered
again
that
introduces
error
and
is
very
time-consuming.
A
Thank
you
other
other
questions
or
comments
from
the
audit
committee.
I,
don't
see
any.
Does
this
complete
that
yes
piece
of
it?
Alright,
then
I
will
move
to
receive
and
file
the
equity
and
police.
Recruiting
data
consult
phase
one
report.
We
are
eager
for
Phase
two
and
direct
staff
to
publish
this
report.
A
A
If
you
wanted
to
director
Bigley
spend
a
couple
of
minutes
talking
about
some
of
the
work
that
has
been
are
some
of
the
scoping
that
has
been
done
of
police
off
duty
work.
I.
Would
then,
after
that,
seek
my
colleagues
approval
on
an
amendment
to
add
police
off
duty
work
audits
to
our
plan
for
this
year,
director
Bigby.
Did
you
want
to
share
a
little
bit
about
that?
There's
chair.
C
Palmisano
audit
committee
members,
we
considered
police
overtime
and
police
off
duty
work
to
analyze,
based
on
requests
from
management,
City
Council
and
the
Audit
Committee.
We
decided
to
focus
this
review
on
off-duty
work.
Specifically,
we
will
analyze
off-duty
work
policies
and
procedures
and
gather
and
analyze
data
to
and
then
compare
and
benchmark
to
what
other
City
Police
Department's
are
doing
and
then
get
a
better
idea.
If
we
think
adequate
controls
are
in
place
or
if
we
suggest
some
control
improvements
to
minimize
the
risk
to
public
safety.
F
F
C
L
C
Chair
Palmisano
committee
member
warsaw,
me
that's
exactly
right:
they're
not
getting
paid
by
the
city
but
getting
paid
by
another
company
to
perform
the
off-duty
work.
If
the
city
is
paying
the
officer
for
work
addition
to
their,
in
addition
to
the
regular
schedule
that
would
be
considered
overtime.
J
F
A
Other
questions
or
comments
all
right
with
that
I'd,
like
your
I,
seek
your
approval
on
amending
the
2019
force
based
integrated
audit
plan
by
adding
this
police
off
duty
work.
Audit
I
will
move.
That
is
there
a
second
all,
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
Thank
you
for
your
for
beginning
your
work
in
that.
Thank
you.
Next
we
have
a
report
of
the
internal
auditor.
Go
ahead.
C
We'll
start
with
audit
work
in
progress.
We
currently
have
three
projects
and
progress:
the
park
board,
Enterprise
Risk,
Management
consultation,
the
contract
amendments,
audit
in
the
IT
analytics
hub
general
controls,
consultation
for
the
park
board,
enterprise
risk
assessment
consultation.
We
will
be
performing
a
training
and
review
with
eight
management
members
who
will
then
be
performing
the
enterprise
risk
assessments
throughout
the
park
board.
Internal
audit
will
partner
with
them
at
least
through
the
first
two
pilots.
C
C
The
IT
analytics
have
general
consultation,
I,
see
I'm,
sorry,
IT,
general
controls.
Consultation
is
to
review
governance,
design
and
effectiveness
of
IT
data
analytics
hub
security
and
IT
general
controls
for
adequate
safeguards
around
their
data.
Aggregation
and
reporting
processes
we'd
like
to
note
that
the
IT
analytics
hub
is
up
and
running,
but
they're
still
building
out
and
developing.
So
we
thought
this
would
be
a
great
time
to
come
in
and
consult
with
them
on
the
review
of
their
security
controls.
C
We
are
also
performing
continuous
monitoring,
which
is
assessing
risk
on
a
more
frequent
basis
and
typically
includes
meetings
with
management
to
determine
where
they're
at
and
certain
processes
that
they
were
designing
or
implementing
so
NCR
we're
still
following
up
with
them
on
their
finance
policies
and
oversight
of
neighborhood
spending
of
city
reimbursed
funds,
data
management,
governance
and
privacy
encompasses
a
lot
of
areas
and
governance
committees.
They
often
invite
internal
audit
to
participate
and
discuss
risks
as
they
are
analyzing
processes
or
building
out
their
committees
most
recently
privacy.
C
We
monitor
and
provide
risk
management
feedback
on
risk
management
activities.
Internal
controls
specifically,
is
a
finance
function.
That's
building
out
to
monitor
and
test
controls
over
financial
reporting
and
audit
interacts
with
them
quarterly,
at
least,
and
we
are
often
invited
to
provide
feedback
on
assessing
risk
for
controls
that
they
are
monitoring.
C
We
also
have
the
ongoing
special
project
enterprise
complaint
management.
There
was
a
2015
consultation
with
some
recommendations.
Some
of
those
recommendations
are
still
in
the
process.
In
addition,
internal
audit
is
a
key
stakeholder.
Now
in
the
enterprise
complaint
management
process,
we
sit
on
the
triage
team.
Sometimes
we
participate
or
lead
investigations
and,
most
importantly,
when
there
is
an
a
fraud
event,
we
follow
up
to
ensure
that
internal
controls
are
either
implemented
or
are
strengthened,
so
that
that
same
fraud
would
not
happen
again
or
to
minimize
the
risk
that
it
would
not
happen
again.
C
It
and
cybersecurity
audit
planning
we
will
be.
We
have
scheduled
in
June
a
detailed
discussion
with
IT
and
cybersecurity
teams
to
assess
risk
and
determine
what
would
be
a
best
way
for
internal
audit
to
work
in
that
space
in
the
coming
12
to
18
months,
and
with
that,
I
would
like
to
introduce
our
deputy
chief
information
officer,
Beth
Cousins,
who
is
going
to
introduce
the
new
chief
information
security
officer
for
the
city.
C
M
The
chair,
Palmisano
audit
committee
members,
thank
you
for
the
opportunity
at
reduce
myself.
It's
definitely
a
pleasure
and
honor
being
here
and
leading
information
security
for
the
city.
I
come
to
you
in
the
city
from
20-plus
year
and
IT
and
security
dedicated
it's
not
just
what
I
do
to
my
passion:
I'm,
a
technologist
at
heart,
I
studied
here
in
the
United
States
three
college
degrees
working
on
my
fourth
PhD.
M
Hopefully,
next
year,
I
have
a
dozen
over
a
dozen
industry
certifications,
including
one
in
ethical
hacking
and
penetration
testing,
which
opened
up
my
eyes
wide
open
about
what
the
adversaries
can
do
and
unfortunately,
the
kind
of
damage
they
can
inflict
on
our
systems.
As
I
hear
all
the
audit
issues,
there's
always
a
technology
piece,
a
data
piece
involved
and
the
threat
landscape
is
changing
constantly,
and
with
that
we
have
to
be
vigilant.
We
have
to
ensure
that
our
controls
are
adequate
to
detect,
prevent
and
hopefully
deter
our
adversaries
from
inflicting
harm
on
us.
M
My
role
is
going
to
be
to
help
the
city
avoid
that
as
much
as
possible
and
I'm
going
to
lean
and
ask
for
all
your
help
and
support
to
do
that.
Building
on
all
the
work
that's
been
done
and
working
with
all
of
our
partners
across
the
city
to
help
establish
a
program
and
a
framework
that
not
only
addresses
the
current
needs,
but
also
sets
us
up
to
handle
the
future
cyber
security
needs.
J
A
You
any
comments
from
my
colleagues.
I
will
share
that.
You
have
big
shoes
to
fill
mr.
blue
chakra
over
the
past
couple
of
years.
Our
audit
committee
has
helped
our
city
embark
on
a
business
impact
analysis
and
we
all
are
aware
that
the
threat
landscape
for
local
municipalities
is
great
in
a
changing
environment.
So
we
welcome
your
oversight
to
it.
Trinculo.
C
G
Cho
Palmisano
members
of
committee.
We
continue
make
progress
and,
following
up
on
fire
and
open
on
issues
with
two
new
grant
management
issues,
there
currently
24
open
on
issues
from
the
past
couple
years
that
we
are
tracking
there's
no
overdue
out
issues
your
peace
report
I'm.
In
addition,
those
currently
18
of
them
were
management,
have
some
relief
support
and
we
were,
in
contrary
communication
and
working
to
validate
that
on
the
audit
issue
in
risk
identified.
G
The
our
report
has
been
successfully
mediated
and
we
expect
to
close
out
those
in
the
coming
weeks
and
months
as
well.
We
have
managed
to
Kosar
20
audit
issues
since
the
last
committee
and
that's
for
management's.
I
was
20
with
support
and
be
able
to
validate
and
affirm
success
there
and
there's
eight
more
open
on
issues
they're
due
by
August
31st
2018,
just
for
kind
of
comparison
and
we're
going
to
fail.
Can
we
like
to
give
a
little
bit
more
of
a
specific
update
on
an
audit
that's
presented
last
year?
G
I'm
do
another
2018
other
meat,
minneapolis
audit,
I'm
in
a
moment
of
light
up
and
I,
see
any
Christensen
the
vice
president
finance
administration.
For
me,
yeah
those
kind
speak
a
bit
more,
but
with
their
I,
just
kind
of
your
mind.
Let's
come
back
on
their
for
dinner,
identified
issues
from
this
audit
report.
G
The
performance
indicator,
review
results
were
servants
of
sudden
sub
findings
and
we
able
to
close
out
the
last
memory
19
and
there's
three
other
issues
and
they
were
closed
on
October
2018,
I'm,
conflict
of
interest
policy
contractor
high
reporting
on
it
in
a
city,
man
say
many
of
his
contract
oversight
and
now
internal
auditors
may
would
successfully
we
made
all
the
issues
from
this
odd
report
and
I
could
turn
a
word
of
Sandy
Christianson.
Miss.
A
O
Well,
just
chair
Palmisano
members
of
the
audit
committee.
Thank
you
for
allowing
us
to
be
here
today.
Sandy
will
cover
the
slides
and
in
detail.
I
just
wanted
to
say
thank
you
for
allowing
us
to
come
in
and
demonstrate
that
we,
as
you
pointed
out,
did
take
these
these
issues
very
seriously,
but
I
certainly
don't
want
it
to
detract
from
the
work
that
we
do
on
behalf
of
a
community
supporting
the
many
jobs
that
we
do
and
continue
to
help
fill
our
Convention
Center
and
supporting
all
of
the
the
mission
of
the
city.
K
N
Palmisano
members
of
the
committee,
we
are
thankful
for
the
opportunity
to
bring
the
final
resolution
of
the
audit
of
last
year
to
you
today.
As
you
may
recall,
it
was
alluded
to
by
mr.
cam
that
the
audit
was
the
result
of
a
year-long
process.
We
had
nearly
200
data
items
that
were
shared
back
and
forth
between
MIT
Minneapolis
and
the
earned
internal
audit
department,
and
those
findings
were
directed
to
four
particular
areas.
As
a
indicated
on
this
slide,
three
of
those
findings
were
closed
in
October
of
2018
and
were
presented
to
this
body.
N
N
The
remaining
four
sub
items
that
are
submitted
today
were
largely
the
result
of
unclear
verbiage
in
our
contract
with
the
city
as
to
how
various
items
were
to
be
reported.
There
was
some
confusion
as
to
the
data
sources
and
what
that
data
actually
meant
and
as
we
continue
to
work
with
the
Minneapolis
Convention
Center
on
our
contract
that
we'll
be
entering
into
a
beginning.
In
2020,
we
endeavor
to
ensure
that
all
the
required
member
measures
that
are
reflected
in
that
contract
are
meaningful
and
measurable.
To
ensure
that
that
which
we
provide
to.
N
A
There
were
a
number
of
them
last
time.
These
do
highlight
the
ones
that
were
of
concern,
particularly
the
part
three
third
party
audit
of
the
future
of
leisure
room
nights
calculations.
So
thank
you
very
much.
I
appreciate
internal
audits,
work
and
closing
out
all
of
these
issues
and
I
appreciate
your
attention.
Thank
you,
Thank
You.
Mr.
come.
G
We
just
like
to
think
I'm
an
from
I
decided,
MeetMe
app
is
for
being
able,
communicating
and
being
able
to
cross
out
these
issues
as
well.
Was
there
there's
kind
of
some
continuing
of
issue
follow
up
the
following
on
public
reports?
Have
one
or
more
fairly
open
issues,
and
he
was
software
portal,
security,
IT
audit,
water
treatment
and
distribution,
IT
audit,
the
traffic's
and
rocky
audit
and
the
police
information
management
security
audit.
G
So
there
are
a
number
of
the
payroll
and
people
are
that
are
coming
through
in
June
that
we
continue
to
work
on,
and
then
this
is
just
a
list
of
the
current
one
sattva,
currently
I'm,
valuing
in
progress
or
iñaki
right
now
we
met.
We
have
the
support
and
working
to
successfully
close
out
the
audit
and
then
just
kind
of
these
in
exercise.
Just
state
auditor
findings
updates
I'm,
really
no
update
on
this
until
the
new
report
are
issued
and
as
a
current
progress
for
those
and
our
container
would
back
over
to
dr.
Pinkney.
A
C
You,
okay,
Thank
You
mr.
camp,
our
administrative
updates.
We
have
a
couple
of
updates
here:
I
wanted
to
I
think
we
said
this
back
in
February,
but
I'd
like
to
say
again.
We
have
promoted
our
internal
audit
senior
auditor,
you
get
a
so
a
lot
to
audit
manager.
She
can't
be
with
us
today
and
I
would
like
to
introduce
Conlon
Aled,
a
our
new
internal
auditor,
komlin.
A
J
C
Allen
a
has
come
to
us
from
the
finance
department,
so
we're
happy
to
have
his
expertise
on
our
team.
Great
I
would
like
to
announce
that
internal
auditor,
Travis,
calm
and
internal
audit
intern
Danny
hunt
have
both
graduated
from
University
Travis
graduated
from
the
University
of
Minnesota
and
Danny
has
graduated
from
the
University
of
st.
Thomas.
Congratulations.
C
We
have
one
other
project
in
progress.
We
have
begun
our
internal
audit
professional
peer
review,
self-assessment,
the
city
of
Minneapolis.
Internal
audit
has
never
had
a
peer
review
and
we
would
like
to
hopefully
pass
our
first
peer
review
next
year,
so
the
self-assessment
will
identify
areas
where
we
need
to
improve
on
policies,
and/or
procedures
and
get
them
in
place
so
that
we
can
pass
our
peer
review
next
year.
C
Our
odd
intern,
Danny
hanta,
has
been
instrumental
in
this
heavy-lift,
so
she
is
helping
us
start,
the
the
self-assessment
and
then
finally,
I
have
an
appreciation
award
with
miss
hunt
come
up.
Please
I
would
Danny
hunter
odd.
Intern
is
leaving
our
internal
audit
department
to
take
her
full-time
job
upon
graduation.
So
our
audit
department
would
like
to
thank
her
for
her
year
of
service
with
the
city
of
Minneapolis,
internal
audit.
A
Q
Oh
yes,
I
am
beyond
words
and
I
can't
express
my
gratitude
enough,
but
I
did
just
want
to
prepare
a
short
statement.
Madam
chair
out
of
committee
members,
I'd
like
to
say
thank
you.
In
all
sincerity,
my
experience
with
the
internal
audit
team
has
been
invaluable
in
shaping
my
ethical
and
functional
practices.
As
an
auditor,
as
a
young
woman
entering
the
world
of
business,
I,
consider
it
a
great
privilege
to
have
had
the
opportunity
to
work
with
and
learn
from
director
big
feet
and
our
audit
manager.
Q
C
F
C
What
is
that
Thank
You
chair,
Palmisano
audit
committee
members,
I'm
just
gonna
scroll
down
right
here
so
committee,
member
David
Fisher,
is
referring
to
our
body-worn
camera,
a
biennial
compliance
audit.
Well,
we
also
performed
a
license
plate
reader
compliance
audit
in
conjunction
with
the
biennial
body-worn
camera
on
it.
So
I
have
added
that
to
the
planned
audit,
because
we
issued
two
separate
reports
for
those
reviews.
We
are
engaging
with
our
IT
auditor
to
perform
those
reviews
with
us
this
year
and
we
plan
to
kick
them
off
in
quarter,
3
2019.
So
it's
a
separate
regulation.
C
P
A
I
think
that
was
a
great
update
this
year
this
month,
I'd
like
to
move
to
receive
and
file
the
update
report
and
the
report
on
her
work
in
progress
and
all
of
the
things
that
we
just
saw
in
this
presentation.
So
thank
you
all
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries
next.
Are
announcements?
Does
anyone
have
any
announcements,
I
didn't
think
so,
but
it's
on
our
agenda
just
as
part
of
the
Lim's
process,
so
seeing
no
further
business
on
our
agenda
today
we
are
adjourned.
Thank
you
for
sure.
Oh
wait.