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From YouTube: June 29, 2020 Audit Committee
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B
Good
morning,
welcome
to
our
adjourned
meeting
of
the
Audit
Committee
I
am
Lenny
Palmisano
when
I
share
this
committee
with
me
today.
Are
it?
Is
our
civilian
representative
miss
Heather
Johnston
council
member
jeremyj,
Durand
councilmember
Steve
Fletcher?
We
are
a
quorum
of
this
committee
and
are
authorized
to
conduct
our
business.
The
first
item
on
our
agenda
today
is
adoption
of
this
agenda.
May
I
have
an
a
motion
to
adopt
the
agenda.
A
B
B
E
C
D
B
Thank
you
that
this
adoption
is
the
adoption
of
this
agenda
is
approved.
I
should
mention
that
our
ability
to
participate
remotely
today
is
due
to
the
local
public
health
emergency.
Our
novel
coronavirus
pandemic
declared
on
March
16th
2020
pursuant
to
provisions
of
Minnesota
statute,
section
13
D
point
0
to
1.
The
next
item
on
our
agenda
today
is
accepting
the
minutes
of
June.
15Th
may
I
have
that
motion.
B
C
D
B
You,
the
purpose
of
a
journeying
this
meeting
to
today,
as
my
colleagues
will
remember,
is
so
that
we
could
ask
our
audit
director
to
work
with
us
and
to
come
up
with
some
potential
additions
due
to
the
change
in
our
environment
in
the
past
month
and
to
consider
more
and
work
with
our
public
safety
functions
and
potentially
things
that
might
be
critical
to
the
recovery
of
our
city
after
civil
unrest
with
us
today.
Our
is
our
internal
audit
department,
led
by
interim
director,
Ryan
Patrick
director
Patrick.
G
Like
to
note
is
that
we
do
have
projects
related
to
Public
Safety,
to
add
to
the
audit
plan
or
recommend
to
be
added
to
the
audit
plan,
the
supporting
information
about
why
we
think
those
are
relevant
projects
is
contained
in
the
auditor
update
slides.
So
we
have
first
on
the
agenda
of
the
actual
plan
itself
and
then
the
supporting
information
I
can
certainly
present
that
PowerPoint
related
to
police.
Before
we
adopt
the
integrated
out
plans,
you
have
that
supplementary
information,
yeah.
B
G
Can
we
go
to
the
next
slide,
so
just
a
recap
of
the
description
of
the
request.
We
adjourned
the
June
15
20
20
audit
committee
meeting
to
this
date,
specifically
to
return
with
proposed
rolling
audit
plan,
amendments
that
address
policing
and
Public
Safety.
At
the
time
the
incident
was
obviously
still
fresh
as
it
is
now,
and
the
audit
team
needed
some
additional
additional
time
to
develop
how
we
might
add
Public
Safety
to
the
audit
plan,
and
this
presentation
satisfies
that
request
for
the
next
line.
G
G
So
we,
as
was
sent
out
and,
as
is
on
the
agenda,
sent
out
a
risk
matrix,
the
spreadsheet
that
was
attached
to
the
agenda,
as
you
can
see
on
that
there
were
a
number
of
ideas,
more
ideas
than
we
could
certainly
tackle
on
any
short
timeframe,
and
that's
why
we
score
projects
based
on
the
complexity,
the
impact
of
the
work
and
the
velocity
so
complexity.
Being
how
hard
would
it
be
for
our
team
to
complete
that
work
in
a
reasonable
time
frame
the
impact
so
not
addressing
those
given
all
the
risks
involved?
G
What
type
of
impact
would
control
gaps
have
on
the
organization
and
velocity
how
quickly
things
are
changing?
Are
things
changing
rapidly?
That
would
require
us
to
to
step
in
and
do
our
work
as
things
change
and
it's
important
to
have
a
mix
of
those
things
you
can
move
on
to
the
next
slide,
because
we
obviously
have
a
limited
capacity
as
an
audit
team
to
do
this
work.
So
the
work
that
we're
doing
that's
in
progress
is
still
relevant.
G
It's
open
audit
issues,
continuous
monitoring,
our
Co
vetted
response,
our
park
board
grants
management
and
upcoming
audit
projects
are
still
very
relevant.
Those
haven't
gone
away.
We
intend
to
continue
working
on
them,
so
we
recommended
these
additions
specifically
to
balance
how
high
of
an
impact
they
might
have
the
complexity
and
velocity
and
our
general
time
to
complete.
We
wanted
to
make
sure
that
we
picked
relevant
projects
while
respecting
the
fact
that
our
team
does
at
limited
capacity,
and
it's
worth
noting
that
all
of
these
projects
require
a
collaborative
effort.
G
Again,
noting
that
all
of
the
feedback
was
very
relevant
and
what
you
see
on
that
spreadsheet
are
projects
that
we
could
do
for
the
next
two
years
or
more
I
want
everybody's
voice
to
be
captured.
All
those
projects
are
relevant.
We
intend
to
address
many
things
in
the
future
as
we
develop
capacity
so.
G
Item
that
I'm
recommending
be
added
to
the
audit
plan
immediately.
Is
the
body
worn
camera
audit
process
that
appeared
in
the
Minnesota
State
Department
of
Human
Rights
temporary
restraining
order.
This
this
process
was
intended
to
be
added
to
the
Civil
Rights
department,
particularly
the
office
of
police
conduct,
review
their
their
work
plan.
They
were
to
review
body,
worn
camera
videos
for
patterns
of
discrimination,
misconduct,
improper
behavior,
things
that
didn't
meet
community
expectations,
and
given
that
this
was
an
audit
focused
recommendation,
we
thought
it
would
be
very
relevant
to
have
audit
participate
in
developing
that
project.
G
We
are
subject
matter
experts
when
it
comes
to
developing
audit
processes,
and
this
would
allow
us
to
work
with
all
the
relevant
departments
on
this
project
to
make
sure
that
the
program
that's
developed,
meets
the
high
expectations
that
the
Minnesota
Department
of
Human
Rights
has
for
this.
So
this
would
be
a
consultation
working
with
the
workgroup
on
this
project,
which
is
already
underway,
go
to
the
next
line.
G
The
second
is
the
consultation
work
on
the
field,
training
officer
program,
so
that
when
officers
finish
their
work
in
the
academy
and
they
go
out
into
the
field
they're
paired
with
a
field
training
officer
and
that
Officer
is
supposed
to
ride
along
with
the
with
the
new
recruit
or
cadet
and
teach
them.
The
ropes
show
them
the
ropes
when
they're
actually
out
on
the
street.
But
as
we've
seen
several
high-profile
misconduct,
cases
and
the
recent
incident
that
occurred
involved.
Officers
who
had
multiple
complaints
and
were
field
training
officers.
G
The
third
is
the
post
licensing
process,
so
as
part
of
a
officers
minimum
job
requirements,
they
must
hold
a
license
from
peace
officer
standards
and
training.
There,
they're
licensed
by
the
state
in
the
same
way
that
I'm
license
as
an
attorney
and
many
other
professional
organizations
are
licensed,
and
that
is
a
minimum
job
requirement
for
an
officer.
If
they
do
not
have
a
license,
they
cannot
work
as
a
officer,
so
per
post
licensing
is
a
cooperative
process
between
the
post
port
and
the
hiring
agency
and
the
candidate.
G
So
in
our
case,
that
would
be
the
Minneapolis
Police
Department
and
its
officers,
and
this
is
an
ongoing
process.
Officers
have
to
renew
their
licenses
over
time
and
if
they
don't
renew
that
license
or,
for
example,
if
that
license
is
taken
away,
they
no
longer
meet
the
minimum
job
requirements
and
can
no
longer
work
as
a
peace
officer.
So
our
question
in
conversations
with
the
various
partners
was
how
does
MPD
communicate
with
post
and
instance
of
officer
misconduct,
and
as
that
ongoing
renewal
for
licenses
take
place?
G
What
what
is
MPD
doing
to
ensure
that
officers
who
do
not
and
should
not
have
a
license,
no
longer
have
that
license
so
I
know
audit
doesn't
have
jurisdiction
over
post.
Obviously,
but
MPD
plays
a
big
role
in
the
process,
and
our
concern
was
that
we
want
to
make
sure
that
the
process
is
as
tight
as
possible
when
an
officer
engages
in
misconduct
or
other
actions
that
weren't
losing
that
license,
that
we
are
communicating.
G
We
have
not
yet
had
conversations
with
posts,
we
did
have
conversations
with
MPD
and
while
this
process
wouldn't
necessarily
reach
into
post
work,
we
would
reach
out
to
them
to
discuss
the
process
and
our
focus
is
primarily
on
how
does
MPD
interface
with
them
in
instances
of
misconduct.
So
this
is
focused
not
as
much
on
post,
but
it
would
highlight
that
process,
but
more
so
on
how
MPD
communicates
with
posts
throughout
the
life
of
the
misconduct
case
and
the
resulting
actions
that
might
be
taken.
Thank.
B
You
miss
Johnston.
F
Just
a
clarification,
I
understand
that
that
wouldn't
focus
on
post,
but
thank
you,
madam
chair,
sorry
computing
a
little
informal
here
that
it
would
focus
necessarily
on
post,
but
wouldn't
it
be
important
for
us
to
understand
like
what
they
do
with
the
information
once
they
get
it
as
well?
Is
that
a
piece
of
s
this
I.
G
G
After
there's
a
critical
incident
settlement
that
might
be
large
or
small
and
a
small
claims
award,
there
is
likely
a
process
by
which
the
city
reviews
what
occurred
during
that
incident
identifies
any
gaps
that
might
have
occurred.
That
allowed
the
situation
to
happen
that
led
to
the
lawsuit
and
a
process
to
review
it,
so
that
we
don't
repeatedly
make
the
same
mistakes
if
mistakes
occurred
in
that
situation.
G
So
we
want
to
work
with
the
teams
who
look
at
those
issues
and
ensure
that
that
process
provides
insight
into
how
to
address
control
gaps
and
prevent
future
payouts,
and
we
know
that
in
the
future
we
have
significant
after-action
reviews
coming
up.
This
is
going
to
be
an
ongoing
issue
related
to
Co
vid
related
to
civil
unrest
and
how
we
move
forward
and,
as
this
is
a
really
important
process
for
the
city
as
it
works
with
Public
Safety.
It's
also
an
opportunity
for
audit
to
increase
its
capacity
and
knowledge
in
this
area.
G
Field
as
we
as
we
move
forward
with
the
next
slide,
so
the
fifth
slide.
This
is
perhaps
the
most
complex
and
the
most
complex
to
explain
but
I
think
it's
an
incredibly
important
work
and
likely
will
have
the
longest
timeline
for
project
complete
and
that's
the
directed
activity
data
analysis.
What
do
I
mean
by
that?
G
As
many
of
you
know,
there
was
a
911
dispatch
study
completed
that
contained
recommendations
where
the
city
took
a
look
at
how
MPD
was
responding
to
911
calls
whether
it
was
efficient
and
could
we
reimagine
how
that
might
occur,
to
have
better
outcomes.
There
are
all
sorts
of
other
non-discretionary
activities
that
police
do
and
what
do
I
mean
by
non-discretionary.
People
are
given
guidance,
assignments
and
orders
on
how
they're
to
carry
out
their
jobs.
G
I
see
this
as
a
companion
to
nine-one-one
response
when
they're
dispatched
to
nine
one
one
call
they're
being
given
a
direction
to
resolve
that
that
call.
This
is
another
example
of
an
instance
where
officers
are
getting
direction
to
go
out
and
do
something,
and
we
would
like
to
capture
that
data
as
a
compendium
to
the
911
dispatcher
study
as
we're
reviewing
how
our
city
directs
police
officers
to
carry
out
their
jobs.
G
It's
another
form
of
directed
activity,
and
this
is
a
lead
into
that
and
would
allow
us
to
better
understand
those
processes
so
that
we
could
evaluate
those
functions
in
the
future.
But
this
is
a
I
think
very
important
work
as
we
add
knowledge
and
focus
data
to
the
conversation
about
all
the
various
ways.
We
are
deploying
officers
to
work
in
the
city
of
Minneapolis.
B
Thank
you.
Mr.
Patrick
I
think
that
that
that
is
so
important
and
in
it's
important
to
add
into
the
conversation,
because
so
often
people
speak
about
the
work
of
our
Police
Department
in
911
call
response,
and
that
is
extremely
important
and
critical,
but
it
doesn't
even
touch
any
of
these
other
pieces
and
parts,
and
so
thank
you
for
bringing
this
into
that
work.
Are
there
any
questions
or
comments
for
my
colleagues
about
that?
One
I'm
not
seeing
any
but
go
ahead.
G
Okay,
so
the
final
kind
of
ongoing
project
that
we
intend
it's
not
necessarily
saying
for
the
audit
plan,
but
it's
work.
We
intend
to
continue
doing
in
the
background.
It's
specifically
benchmarking
research,
so
this
is
going
to
be
important
background
information
that
we
have
to
inform
our
plan
and
ongoing
audit
work
in
the
future,
for
example,
policing,
management's
directors.
As
we
look
across
the
country,
there
have
been
a
number
of
departments
who
are
doing
things
differently.
G
A
number
of
departments
who've
been
highlighted
as
having
unique
capacity
to
do
their
were
unique
management
structures
to
do
their
work.
So
we
would
like
to
in
the
background
as
we're
doing
this
work,
be
continuing
to
find
that
information
collect
it
and
build
our
understanding
of
how
those
departments
work
so
that
we
can
use
it
as
benchmarking
information
for
understanding
how
our
department
works
so
well.
This
isn't
necessarily
tied
to
one
audit
item.
I.
Think
it's
worth
noting,
because
this
information
came
up
in
a
lot
of
the
conversations.
G
G
You
can
see
the
first
three
items
are
italicized,
because
that's
what
we're
currently
working
on
now,
those
are
the
the
projects
in
flight
as
we
speak,
the
non
italicized
items,
those
are
ones
that
we
agreed
to
add
to
the
plan
and
fully
intend
to
work
on
within
this
year,
and
then
the
items
highlighted
in
yellow
are
ones
that
I
just
discussed.
So
this
is
an
order
in
which
we
would
queue
these
up
at
the
body,
worn
camera
audit
program
that
I
discussed.
G
That
recommendation
are
that
that
order
from
the
state
is
is
currently
active
and
we
have
a
window
in
which
we
are
to
complete
that
process.
We
need
to
be
working
on
that
right
now.
If
audit
is
gonna,
be
a
relevant
partner,
so
that
that
seemed
important
to
add
as
an
item
for
2020
q3,
we
would
begin
work
on
that
immediately.
We
thought
also
that
the
field
training
officer
program-
this
is
something
because
of
the
way
that
it's
structured.
G
We
thought
that
would
be
something
that
I
would
be
comfortable
with,
starting
in
q3
and
completing
in
a
in
a
reasonable
time
frame,
and
then
then,
a
q3
also
starting
the
directed
activity
data
analysis.
We
want
to
start
that
that
is
going
to
be
a
long
term
project.
That
is
not
something
we
can
complete
in
a
quarter.
It's
gonna
take
a
lot
of
work
and
so
starting
it
now
certainly
makes
sense
q4.
G
We
would
like
to
spin
up
the
MPD
involvement
in
the
post
licensing
process,
as
we
hopefully
have
completed
earlier
projects
we'll
have
more
capacity
to
start
working
on
that,
so
that
would
be
a
q4
project
when
we
begin
it
and
then,
if
you
go
to
the
next
slide,
well
we're
not
voting
necessarily
in
the
proposed
2021
audit
plan.
These
projects
continue
into
2021
for
sure
and.
C
G
Plan
well,
it
might
have
a
date
at
the
top
of
it.
The
plan
never
stops
evolving
projects,
don't
end
on
December
31st,
and
so
it's
good
to
look
out
even
if
we're
not
necessarily
voting
on
the
2021
audit
plan,
but
to
note
the
2021
q1,
the
after
action
lawsuit
review.
We
begin
that
work,
it's
quite
complex
and
we
believe
we'd
have
the
capacity
to
start
that
in
q1
of
2021
and
then
the
last
three
items
that
you
see
highlighted
where
items
that
were
10,
we're
tentatively
on
the
2020
audit
plan.
G
I'm
sorry
2021,
there's
a
typo
on
that
slide.
We
don't.
We
don't
have
quarters
on
the
2021
projects
per
se,
except
for
the
first
two.
We
could
prioritize
and
move
those
around
to
start
those
sooner
rather
than
later,
if
we
needed
to
so
the
revenue
and
collections
audit,
the
cybersecurity
and
risk
management.
Audit,
like
I
mentioned
in
the
last
meeting,
we
will
have
coverage
related
data
governance
in
2020.
This
is
the
more
technical
cybersecurity
risk
management
audit
that
would
take
more
specialty
work
to
complete
and
then
the
affordable
housing
audit.
G
Obviously
things
are
changing
pretty
rapidly
in
the
city,
and
that
will
be
a
very
complex
and
very
important
project.
We
think
it
would
be
better
suited
for
2021
with
that.
That
is,
that
is
the
structure
that
we
thought
would
best
address.
Both
impact
projects
allow
us
to
balance
the
complexity
with
our
current
capacity
to
do
these.
This
work
and
things
that
are
changing
are
going
to
be
very
relevant
in
the
conversations
that
we
have
over
the
next
six
months
to
a
year.
That's
how
we
thought
best
able
to
to
balance
all
that
work.
G
I
would
note,
though,
again
please
look
at
that
spreadsheet.
That
will
be
something
that
we
use
to
inform
the
conversation
moving
forward.
That
will
be
a
living
document
that
we
intend
to
continue
to
update
and
track
what
projects
we
think
are
relevant
to
MPD
and
public
safety.
Auditing
and
I
will
continue
to
add
to
that
as
I
have
further
conversations
with
the
Audit
Committee,
the
community
and
and
those
involved,
so
I
tried
to
capture
everyone's
feedback
in
that
because
it's
all
very
good
quality
feedback.
G
B
You
mr.
Patrick
Trevor
I'm,
going
to
need
to
ask
if
you
would
put
the
audit
plan
the
the
tables
back
up
again.
There
are
a
lot
of
questions
and
comments.
I
just
wanted
to
give
you
a
chance
to
finish
talking
through
kind
of
the
whole
schedule
and
then
what
comes
off
of
this
year's
plan
and
goes
into
next
year.
But
the
first
question
and/or
comment:
part
of
our
conversation
is
from
councilmember
Fletcher.
E
Thank
You
chair
and
thank
you
mr.
Patrick,
for
this
I,
really
appreciate
the
thoughtfulness
of
this
approach
and
I
think
this
does
get
at
some
things
that
we've
had
questions
about
so
I
think
that's
it's
going
to
be
really
helpful
to
get
this
work.
One
question
that
I
had
is
on
the
directed
activity
data
analysis
which
we
so
need.
I
think
it
really
is
valuable
to
understand
what
outside
of
9-1-1
dispatch
is
the
activity
that
is
happening
and
and
and
that
we're
talking
about
moving
forward.
E
So
there
may
be
sort
of
three
different
lanes
of
work
that
we
need
to
consider,
or
it
may
be
that
you're
already
working
with
them,
and
you
can
tell
us
that,
but
I
just
want
to
make
sure
that
we
are,
you
know,
moving
in
a
way.
That's
really
taking
advantage
of
the
resources
of
the
city
rather
than
duplicating
them
and
I
know.
Pc
OSI
I
think
is
going
to
sort
of
kick
off
that
work
in
a
meeting
later
this
week.
E
G
Certainly
so
I
I
have
continued
to
have
ongoing
conversations
with
members
of
the
PCO
sea
because
the
work
they
do
is
also
really
critical
and
does
bear
a
lot
of
similarities.
Dodd
at
work
and
I
do
see
as
all
these
various
functions
work
together.
So
the
special
project
that
was
done,
a
9-1-1,
call
response
our
look
at
directed
activity,
data
analysis
and
their
look
at
discretionary
activities.
Well,
it's
not,
it
would
be
oversimplifying
it
to
say
there
are
three
buckets
of
police
activity
in
the
city.
G
The
discretionary
activities
and
officers
driving
around
in
their
squad
car
I
see
something
they
stop.
They
get
themselves
involved,
they
put
themselves
on
a
call
versus
an
officer.
It
is
given
a
very
specific
detail
to
go
out
and
do
let's
say
specific
traffic
enforcement
in
a
corridor
in
Minneapolis
versus
an
officer
gets
a
nine
one.
One
call
to
a
domestic
assault
and
they
respond
to
that
call.
So
I
do
think
we
could
kind
of,
in
the
broadest
sense,
look
at
police
activity
in
those
three
spheres.
Our
analysis
is
focused
primarily
on
that
directed
activity.
G
Depending
on
the
depth
of
this
data
analysis,
we
could
have
a
much
more
robust
picture
of
how
MPD
operates
in
the
city,
so
I
fully
intend
to
continue
to
discuss
projects
with
both
current
and
former
PC
OC
members,
as
strong
representatives
of
the
community
and
I
hope
that
our
work
can
supplement
their
work.
The
911
call,
study
and
and
just
add
a
lot
of
information
to
this
conversation.
F
Thank
you
cheerful
Palmisano,
director
Patrick.
My
question
was:
you
had
talked
a
little
bit
about
best
practices
in
benchmarking,
and
it
seems
like
on
these
projects
that
were
we're
talking
about
adding
the
FTO
of
the
field.
Training
officer
program
piece
as
well
as
the
post
discussion
would
be
really
good
opportunities
for
benchmarking
and
best
practices
being
integrated.
In
that
analysis,
will
that
be
a
piece
of
that
work?.
G
A
G
We're
working
on
a
project
like
this
trying
to
find
benchmarking
information
that
specifically
relates
to
the
issue
at
hand.
I
just
also
wanted
to
note
that
we
will
be
looking
at
benchmarking
data
broadly,
so
we're
going
to
be
doing
best
brac.
This
is
research
not
just
on
the
field
training
officer
program,
as
we
do
that
audit,
but
as
we
continue
to
work
on
these
subjects
throughout
the
foreseeable
future,
we'll
be
doing
a
broader
and
lookout
to
best
practices
across
the
country.
D
Thank
You
chirp
son
I
just
wanted
to
comment
briefly
on
the
the
audit
of
the
affordable
housing.
I
think
this
is
the
right
move
to
move
it
to
next
year.
I
think
we
I
think
it's.
The
directors
pointed
out.
We've
got
much
more
pressing
issues
right
now
and
I
think
they've
lend
themselves
to
audit
I
did
want
to
make
kind
of
the
point
of
when
kind
of
we
started
pursuing
the
audit
of
kind
of
the.
How
see
ped
does
affordable
housing.
G
B
G
Use
the
term
incredible
and
almost
unbelievable,
we
didn't
foresee
ourselves
being
in
this
position,
come
January,
yet
here
we
are
and
as
we
deal
with
kovat
as
we
deal
with
all
the
conversations
in
public
safety,
so
many
of
these
things
are
related
and
affordable.
Housing
is
incredibly
important
and
I
think
taking
a
look
next
year
when
we
have
more
information
and
can
develop
a
more
robust
project
and
makes
a
lot
of
sense.
Thank
you.
Yeah.
B
A
B
Then,
colleagues,
if
you
will
entertain
this
new
business
item
number
three
first,
which
is
about
our
2020
audit
plan.
First,
something
we
realized
an
agenda
setting
and
had
a
lot
of
discussion
about
was
that
we
had
actually
never
formally
retitled
the
2019
plan
2020.
As
you
know,
this
is
a
rolling
plan.
These
are
multi-year
plans.
B
We've
built
out
what
we
feel
comfortable
about
an
audit
committee
and
saying
here's
our
trajectory
over
time,
but
so
the
motion
here
is
to
first
formally
retitle
the
2019
annual
risk
based
audit
plan
as
the
2020
annual
risk
based
audit
plan
or
otherwise
known
as
the
2020
audit
plan.
Second
would
be
to
approve
that
and
third
would
be
to
approve
our
MPD
related
consults
and
special
projects
as
part
of
our
2020
plan,
as
outlined
by
director
Patrick
here
may
I
have
a
motion
for
that.
B
You,
council
member,
is
there
any
additional
discussion
about
about
this
plan
or
this
motion
at
this
time?
Seeing
none
clerk,
would
you
please
call
the
roll.
C
D
B
B
D
B
B
This
is
an
ambitious
plan,
but
it's
one
that
I
know
you're
all
very
capable
of
taking
on
I
do
love
how
our
department,
while
small,
is
able
to
really
make
a
lot
of
impact
around
our
city
and
to
really
always
be
relevant,
very
relevant
to
the
things
that
are
of
concern
in
our
community.
So
thank
you
very
much.
We
look
forward
to
forwarding
looking
forward
to
hearing
about
your
work
at
our
next
Audit
Committee
meeting.
So
until
then
we
will
stand
adjourned.
Thank
you
for
your
time.