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From YouTube: August 24, 2020 Audit Committee
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B
B
B
B
B
D
B
C
B
Thank
you.
Those
meeting
minutes
are
adopted
next
in
front
of
us.
We
have
a
contract
amendments,
audit,
it's
phase,
two,
it's
the
construction
contracts,
audit
report.
I
will
offer
to
director
interim
director
patrick
to
to
bring
us
through
it
and
walk
us
through
that.
Mr
patrick.
E
E
So
the
phase
one
of
this
project,
specifically
contracts,
was
presented
at
the
december
9
2019
meeting
and
covered
amendments
for
other
types
of
contracts.
So
specifically
in
phase
two,
we
were
viewing
construction
contract
amendments.
This
is
important,
as
those
can
be
pretty
large
and
considerable
in
every
project.
E
When
a
contract
amendment
is
received,
I
want
to
make
sure
that
we
have
appropriate
controls
in
place
to
monitor
those
contract
amendments,
and
this
is
also
quite
important
during
covid
times,
when
other
types
of
review
may
be
abbreviated
due
to
the
need
to
construct
and
do
projects
at
a
faster
rate
having
fewer
people
in
the
office.
We
thought
it
was
very
important
to
continue
with
this
audit
and
keep
it
on
our
plan.
E
E
We
could
move
on
to
the
next
play,
so
the
audit
objective
specifically
was
to
determine
whether
controls
internal
controls
were
adequate
to
ensure
construction
costs
were
adequately
supported
and
contractually
compliant.
Specifically,
these
contract
amendments
move
on
to
the
next
slide,
so
the
scope
specifically
included
construction
contract
policy
and
procedures,
payment,
application,
testing
and
change
order
testing.
E
It
looked
at
a
broad
sample,
so
13
projects
across
four
departments
park
and
rec
finance,
property
services,
public
works
and
the
convention
center.
There
are
areas
with
significant
construction
contracts
and
that's
why
they
were
selected
we'll
move
into
the
next
slide.
E
So
the
report
identified
seven
audit
issues,
two
moderate
and
five
low.
There
were
zero
high
risk
rated
issues
before
I
go
into
a
description
of
the
issues.
I'd
like
to
note
that
this
is
a
very
clean
bill
of
health,
because
there
are
no
high
rated
audit
issues.
E
I'm
going
to
go
through
the
specific
results
and
happy
to
answer
questions
that
I
can
and
those
that
I
can't
I
can
direct
them
back
to
our
consultants
and
get
those
questions
followed
up
in
the
next
meeting,
but
I'll
try
and
address
as
many
as
I
can
so
public
works.
The
auditors
found
no
audit
issues
in
public
works
in
the
convention
center.
E
E
E
Two
contract
terms
do
not
define
the
allowable
markup
on
change
order
work.
This
was
rated
as
low.
You
might
read
it
and
note
that
that
that
doesn't
specifically
get
stated
in
contract
terms,
but
specifically,
it
appears
that
controls
for
change
order,
review
are
currently
in
place
and
sufficient
to
prevent
price
gouging.
E
It's
recommended
that
market
be
clearly
defined
to
prevent
contractual
disagreements
in
the
future,
but
while
reviewing
these
change
order
documentation,
there
is
no
any
no
indication
of
any
predatory
pricing
on
change
orders.
So
the
reason
it's
low
is
specifically
because
there
are
other
controls
in
place
that
are
allowing
for
monitoring
of
contract
terms.
E
E
They
weren't
provided
initially
in
the
first
round
of
document
requests,
but
the
terms
payment,
application,
processing
and
whatnot
aren't
weren't,
provided
in
these
initial
base
contract
documents.
E
However,
the
oddity
was
able
to
produce
all
of
those
in
a
subsequent
round
and
all
of
the
appropriate
documentation
was
provided,
so
storing
them
in
a
central
location
might
make
it
faster
to
respond
to
those
requests
in
the
future,
but
all
that
documentation
was
there
and
they'll
be
moved
to
a
central
and
easily
accessible
location
in
the
future.
That's
why
it's
a
low
rated
risk
issue
move
on
to
the
next
slide
for
finance
and
property
services.
E
So
again,
these
are
low
risk
rated
issues,
specifically
the
lien
waivers
issue.
A
collection
of
those
on
throughout
the
project
reduces
the
risk
of
liens
being
placed
on
a
property,
but
this
is
rated
low
because,
specifically
they're
not
collected
on
a
monthly
basis,
but
final
lien
waivers
are
collected
before
the
project.
Completion
and
specifically
before
retainage,
is
released,
so
the
documents
exist
and
they
are
being
collected
prior
to
release
of
the
contract.
So
it
is
a
low
rated
risk
issue.
E
B
E
Is
a
moderate
issue?
Contractors
did
not
provide
adequate
cost
detail
and
change
orders
for
the
department
to
verify
change
order.
Costs
are
reasonable
and
comply
with
contract
terms.
So
again,
a
moderate
risk
rated
issue.
There
was
no
evidence
of
price
gouging
or
fraud
in
this
area,
but
the
management
response
indicates
that
those
contract
change
orders
will
be
broken
out
in
more
detail
in
the
future,
and
the
department
in
this
does
not
specifically
require
supporting
documentation
to
valid
date.
Payment
application
costs
again
a
low
risk
rated
issue.
E
So
all
in
all,
in
a
in
a
time
kind
of
a
challenging
time
to
have
a
very
good
audit.
Come
back
on
how
construction
contract
audits,
construction,
contract
amendments
are
occurring.
It
is
very
reassuring.
E
E
E
We
will
validate
these
again
and
report
back
to
the
audit
committee.
When
they're
when
they're
remediated,
you
may
see
we're
working
out
timelines
with
the
oddities
in
the
report.
Hopefully
we'll
have
another
report
back
on
completion
dates
at
the
next
audit
committee
meeting.
B
A
Yes,
thank
you.
Thank
you
with
respect
to
the
required
lien
waivers.
You've
indicated
that
it's
rated
low
director,
patrick
because
final
clean
waivers
are
obtained.
A
E
So
the
lien
waivers
are
used
as
evidence
that
subcontractors
are
compensated
for
their
work
in
a
timely
and
complete
fashion.
If
they're
not
being
compensated,
then
they
could
potentially
place
a
lien.
The
collection
of
these
obviously
reduces
the
risk
of
liens
being
placed
on
the
property
they
are
collected
on
a
monthly
basis
and
final
lean
waivers
are
collected
at
project
completion
before
retainage
is
released,
so
it
is
happening
throughout
the
course
of
a
contract
I
may
have
misspoken
earlier.
It
is
happening
on
a
monthly
basis.
E
It's
just
not
happening
immediately
upon
those
completion
of
those
those
contract
items.
Okay,.
A
The
thing
imagine
yes,
I
did
have
other
questions
that
I
forwarded
to
director
patrick
on
friday,
but
I
think
he's
addressing
those
as
we
go
along.
So
I
appreciate
that.
Thank
you.
D
Director,
patrick,
I
was
just
wondering
if
you
could
clarify
a
little
bit
about
when
when
you,
because
it's
in
two
different
departments,
the
allowable
markup,
on
change
order
work.
Is
that
essentially
audit
terminology?
For
being
you
know
just
not
allowing
the
proper
review
I
just
wanted.
I
wanted
a
little
bit
of
clarification
about
what
you
mean
allowable
markups.
When
I
think
of
markup.
I
automatically
think
you
know
add
a
price
to
it.
So
you
know
for
advent.
C
E
Sure
so
markup
is
what's
charged
by
contractors
and
subcontractors
on
change
order,
work
to
account
for
overhead
costs
and
profit
margin.
So
it's
typical
to
see
a
10
charge
for
overhead
and
5
for
profit
for
a
total
of
15,
so
the
contract
documents
specifically
don't
outline
what
the
allowable
markup
percentages
for
change
order
work
that
could
be
pre
agreed
upon
at
the
creation
of
the
contract
during
the
review.
There
was
no
observation
that
change
order.
Price
gouging
was
occurring
and
there
are
other
controls
in
place
to
prevent
that.
E
So
the
recommendation
that
existed
here
was
specifically
that
those
be
documented
up
front
and
also
noted
at
the
same
time,
that
the
other
controls
that
are
in
place
to
prevent
price
gouging.
You
know
going
beyond
that.
10
to
15
percent
weren't
weren't
occurring.
B
Yeah,
thank
you.
This
is
a
piece
that
comes
up
time
after
time
in
in
our
normal
setup,
in
our
ways
and
means
committee
for
increases
regular
increases
to
so
many
projects
we
have
going
around
the
city
and
specifically
council.
Vice
president
jenkins
is
always
scrutinizing
these
closely.
So
I'm
appreciative
of
of
this
audit
and
the
work
that
you've
done
on
this.
Are
there
any?
If
there
aren't
any
other
questions
or
comments
about
this,
could
I
have
a
motion
to
receive
file
and
publish
this
audit
document?
Please.
B
B
B
Six
eyes
that
carries
and
that
motion
is
approved.
The
next
item
for
mr
patrick
to
share
with
us
is
the
race
and
equity
impact
analysis
work
paper
tool.
I
will
note
just
for
anybody
in
the
public
that
might
be
watching
that
we
do
receive
these
reports
ourselves.
This
works
different
than
other
committees
where
we
do
committee
members
receive
this
information
and
then
only
after
it's
presented
and
we
scrutinize
it
with
questions
or
comments,
then
it
is
published.
B
So
the
published
document
is
made
public
shortly
after
this
meeting,
but
you
do
see
all
the
slides
and
everything
posted
online
in
our
regular
meeting
calendars
on
the
website.
Mr
patrick.
E
Thank
you,
chair
palmisano,
so
this
race
and
equity
impact
analysis
work
paper
is
a
special
project
that
we
put
on
the
audit
plan.
If
we
can
go
to
the
first
slide,
so
most
departments
as
they're
conducting
projects
for
the
city
at
this
point
are
using
race
and
equity
impact,
analyses
to
assess
those
projects
and
making
sure
that
they're
they're
meeting
the
city
goal
in
aligning
with
race
and
equity
goals.
E
So,
specifically
in
this
project,
we
wanted
to
work
with
the
division
of
race
and
equity
to
develop
an
audit
specific
race
and
equity
impact
analysis
work
paper
in
doing
so.
I'd
just
like
to
thank
that
team.
So
joy
and
nick
worked
extensively
with
us
on
developing
this
project
and
then
specifically,
I
wanted
to
thank
david
jones
from
the
city
of
seattle.
He's
the
city
of
seattle
audit
director
in
sharing
some
of
his
knowledge
and
work
on
this
they've,
been
using
something
similar
in
their
audit
planning
phases.
E
E
So
again,
it
was
developed
with
the
division
of
race
and
equity
in
this
document,
defines
specific
audit
steps
to
make
sure
that
we're
taking
race
and
equity
impacts
into
consideration
at
each
phase
of
the
audit.
So
the
first
section
that
is
in
this
and
this
the
specific
tool
is
attached
to
the
agenda.
I
believe
it
is
a
series
of
questions
that
is
designed
to
assist
our
auditors
in
making
sure
that
we're
taking
those
those
issues
into
account,
as
we
complete
that
section
of
the
work
paper.
E
Sometimes
it's
not
going
to
apply,
but
even
in
audits,
where
it
doesn't
necessarily
look
like
there's
going
to
be
a
race
and
equity
impact
based
on
what
we're
doing.
It's
good
to
go
through
the
exercise
of
thinking
outside
of
the
box
and
making
sure
we're
really
addressing
those
needs.
The
first
section
once
we
complete
it,
it
may
determine
that
we
no
longer
need
to
use
the
ray
secondary
impact.
Work
paper,
in
which
case
it'll
be
filed
and
approved.
E
So
I'm
I'm
happy
to
have
this
project
completed,
we're
going
to
start
incorporating
into
future
audit
work.
I
think
it's.
I
think
it's
really
critical
at
this
at
this
time
that
every
department,
as
their
planning
projects,
take
race
and
equity
impacts
and
in
into
account
when
they're
planning
their
projects,
and
I'm
I'm
happy
to
start
using
this
as
a
part
of
our
audit
committee
materials.
E
I
think
the
the
next
phase
in
this,
in
working
with
the
division
of
race
and
equity,
is
we'll
we'll
have
a
training
with
their
division
and
our
staff
on
how
to
use
this
work
paper,
and
then
the
auditors
in
charge
of
each
project
will
begin
using
it.
So
I'm
happy
to
answer
any
questions
on
this.
B
Thank
you
there's.
I
have
seen
departments
just
begin
to
use
this
I'd
say
over
the
last
month.
It
really
is
a
lot
more
than
a
document
that
just
gets
filed
and
accompanies
these
things.
I
I
would
share
that.
I
really
do
feel
that
it.
It
is
challenging
department
leadership
to
to
look
differently
at
everything
that
they
undertake
and-
and
I
think
that
that's
an
important
advancement
in
our
city-
I'm
not
seeing
any
speakers
that
want
to
ask
questions
or
comment
in
the
queue.
B
A
Thank
you,
chair
palmisano.
I
appreciate
it.
Yes,
the
the
questions
I
had
director
patrick
had
to
do
with
how
the
audit
function
as
such
is
going
to
be
capable
of
gathering
some
of
this
information
being
requested.
A
Specifically,
there
are
four
items
in
the
document
that
audit
is
being
asked
to
respond
to,
and
that
is:
does
the
program
have
have
a
clear
impact
on
residents,
whether
racially
disaggregated
data
might
be
available,
disproportionate
impacts
on
certain
communities
as
well
as
whether
input
has
been
received
by
the
issue?
For
those
who
may
be
impacted,
those
are
things
that
seem
to
be
particularly
focused
on
what
the
program
being
audited
could
gather,
but
I'm
not
sure
how
the
audit
function
itself
would
have
access
that
kind
of
information.
E
Absolutely
and
chair
paul
masano
committee
member
fisher,
that's
a
great
question.
I
will
be
using
this
in
the
planning
phase
and
and
during
that
phase,
we're
in
regular
contact
with
the
oddity,
so
we'll
be
working
with
them
to
answer
those
questions,
and
so
the
tool
is
designed
to
make
sure
that
we're
asking
those
questions
up
front.
E
If
we
don't,
if
we
don't
address
those
questions
with
the
oddity
and
don't
take
those
questions
into
consideration
in
the
planning
phase,
it's
unlikely
that
we're
going
to
be
able
to
analyze
that
information
at
the
end
of
it.
So,
specifically,
some
of
these
questions
is
the
audit
impact
external
facing
programs
that
that
I
think
we
can
answer
relatively
easily.
I
mean,
if
we're
talking
about
an
internal
system
using
a
past
example:
the
abc
systems,
the
procurement
system,
post
implementation
audit.
E
So
we
were
looking
at
how
a
new
system
internal
to
the
city
impacted
the
users.
These
are
all
internal
city,
employees
who
are
using
it
typically,
so
that
that's
a
little
easier
to
understand.
But
if
we're
looking
outwards,
if
we're
looking
at
items
on
our
future
audit
plan
like
affordable
housing,
that
clearly
has
an
impact
on
residents,
but
it's
not
always
that
simple
and
so
we'd
have
to
work
with
the
oddities
themselves.
E
To
answer
that
question,
the
question
on
racially
disaggregated
data
is
a
question
we
can
ask
of
the
oddities
and
also
something
we
can.
We
can
consider
ourselves
after
the
planning
phase
when
we're
starting
to
request
data
from
the
specific
department.
We
want
to
make
sure
that
we're
we're
asking
for
items
that
would
address
any
potential
race
and
equity
issues.
So
in
that,
in
that
question,
we're
envisioning
what
data
might
be
available,
not
necessarily
whether
it's
available,
we.
C
E
Up
with
the
oddity
to
get
that
information,
the
potential
disproportionate
impacts
on
communities
of
color
or
low-income
communities
that
may
take
some
work
with
the
oddity,
but
also
typically,
during
that
phase,
we're
doing
a
lot
of
benchmarking
and
background
research.
So
what
other
audits
have
departments
done
around
the
country?
What
other
information
exists
out
in
kind
of
the
audit
universe?
F
E
Could
have
a
disproportionate
impact
on
communities
of
color
or
low-income
communities
that
we
take
that
into
consideration
during
the
audit?
I
don't
think
we'll.
A
lot
of
these
questions
are
designed
to
get
us
thinking
about
the
problem,
but
not
necessarily
answer
whether
that
whether
an
issue
exists.
E
A
So,
just
to
be
clear,
director,
patrick
this
document
is
not
something
to
be
filled
out
as
a
preliminary
matter.
As
you
start
an
audit,
but
something
to
guide
your
audit
through
so
you're
asking
the
the
right
questions
and
gathering
the
correct
data.
E
It
wouldn't
occur
before
we
put
something
on
the
audit
plan
or
in
just
the
initial
stages
of
preparing
for
the
audit,
but
once
we
get
into
the
planning
phase,
where
we're
actually
setting
up
what
we're
going
to
be
testing
and
what
we're
going
to
be
doing,
the
first
section
of
the
tool
would
be
filled
out
to
the
extent
that
we
can
possibly
fill
it
out,
and
then
that
would
allow
us
to
gather
the
appropriate
data
during
the
audit
to
make
sure
we
can
answer
those
questions
later.
If
they
come
up.
F
B
Thank
you
that
motion
is
adopted.
Item
number.
Five
is
the
covid19
impact
on
local
government's
internal
audit
department
report,
I'm
very
eager
to
see
this
report
and
have
read
a
lot
about
how
different
local
governments
across
the
country
have
been
handling
ovid,
19
and
I
guess
and
abroad
mr
patrick
bring
us
through
this
one.
E
E
You
get
us
a
lot
specifically
worked
a
lot
on
this
project
and
I
think
she's
in
a
great
place
to
be
able
to
present
the
results
and
information.
There's
a
lot
of
information
contained
within,
and
I
will
turn
it
over
to
her
to
present
this.
G
You
ryan,
madam
chair
committee,
members
good
morning,
everyone
and,
as
ryan
mentioned,
I
will
not
now
like
to
present
a
summary
of
our
findings
from
the
kobe
19
impact
on
audit
department
survey
and
moving
on
to
next
slide.
Please,
okay,
so
just
to
provide
some
background
information
so
as
part
of
our
phase
one
as
part
of
the
phase,
one
of
our
kobe
19,
related
audit
work.
G
We
sent
out
a
survey
to
other
departments
across
the
country
just
to
see
how
they're
handling
the
pandemic
and
if
they
have
any
best
practices
that
they
could
share.
G
So
we
sent
the
survey
to
46
audit
departments
exactly
and
received
responses
from
about
half
of
them
and
why
46,
because
our
audit
department
has
also
been
on
weekly,
calls
with
other
local
government
auditors
across
across
the
country
to
discuss
the
impact
of
the
pandemic
on
their
work
and
share
best
practices
and,
as
part
of
this
work
group,
the
city
of
austin
or
the
department
conducted
a
survey
on
the
impact
of
the
pandemic
and
audit
departments.
So
for
our
survey
we
made
sure
to
exclude
those
cities
that
had
already
responded
to
austin's
survey.
G
G
So
the
purpose
of
this
survey
really
was
to
find
out
how
local
government
audit
departments
across
the
country
are
dealing
with
the
pandemic.
How
is
affecting
their
organization
as
a
whole
and
their
audit
departments
more
specifically,
and
what
best
practices
they've
been
implementing
to
kind
of
handle?
The
situation
next
slide,
please.
G
So
after
this
background
information,
I
will
now
provide
a
summary
of
the
results,
and
I
would
like
to
mention
that
we,
our
questions,
were
broken
down
in
two
categories
like
related
to
their
organization
as
a
whole,
so
the
cities
and
then
specifically
for
the
audit
departments.
So
next
slide,
please
all
right.
G
This
is
now
questions
specifically
related
to
other
departments.
So,
as
you
can
see
here,
52
of
the
respondents
indicated
that
their
audit
plan
changed
as
a
result
of
the
pandemic,
while
26
percent
are
planning
to
make
changes
to
the
audit
plans
and
about
22
percent
have
no
plan
to
make
changes.
As
of
the
days
of
this
survey.
G
Moving
on
to
next
slide,
57
of
our
respondents
are
planning
to
perform
an
organization-wide
risk
assessment
to
inform
their
audit
plan
and
26
percent
are
not
in
70
are
just
not
sure
yet
at
this
point,
if
there
will
be
doing
another
risk
assessment
based
on
the
the
current
risk
in
the
in
our
industry
next
slide,
and
as
I
mentioned
earlier,
the
iis
also
conducted
multiple
quick
polls
on
the
impact
of
the
pandemic
on
the
internal
audit.
G
For
example,
in
the
second
survey
that
they
conducted
in
april,
68
of
internal
audit
shops
in
the
public
administration
sector
expected
the
budget
to
remain
the
same
while
21
expected
it
to
decrease.
However,
by
the
fourth
survey,
which
was
in
june,
about
half
of
the
audit
shops
in
the
public
administration
sector,
now
were
expecting
their
budget
to
decrease
over
the
next
12
months.
So
it
was
good
to
see
the
progress
in
the
four
surveys.
G
Next
slide,
please,
okay
and
as
it
relates
to
audit
plans,
specifically
49
of
respondents
expect
a
slight
increase
in
the
frequency
of
their
audit
plan
update,
while
12
percent
expect
a
significant
increase,
and
this
is
to
audit
plans
to
include
or
remove
projects
or
based
on
the
current
risk
environment
next
slide.
G
So,
overall,
some
of
the
common
themes
that
we
noted
in
the
survey
responses
included
the
normalization
of
remote
work
going
forward
and
some
risk
assessment
processes
to
identify
high-risk
areas
in
the
current
environment
and
kind
of
focus,
audit
work
on
those
areas.
So
some
of
the
areas
we
noted,
where
I.t
and
cyber
security
and
with
the
implementation
of
remote
work
and
the
increased
I.t
risk,
you
know
work
from
home
environment
with
the
network
not
being
as
secure
as
in
an
office
space.
G
It's
no
surprise
that
the
respondents
identified
it
in
cyber
security
as
one
of
the
riskiest
areas
in
the
current
environment,
so
in
fact,
like
50
of
them
indicated
that
they
updated
the
cyber
security
controls
to
reflect
the
current
situation.
G
While
five
percent
indicated
that
the
organization
is
planning
to
update
the
controls
and
the
next
one
was
police
and
public
safety,
I
think
this
has
become
high
risk
for
other
cities
because
of
the
unrest
in
minneapolis
and
other
cities
resulting
from
the
death
of
george
floyd.
So
all
the
majority
of
the
cities
responded
to
the
survey
indicated
this,
even
though
the
survey
was
specifically
related
to
v19.
They
did
indicate
that
police
and
public
safety
was
now
high
risk
for
them
as
well.
G
Human
resources-
and
this
is
specifically
due
to
stuffing
issues
resulting
from
people
getting
potentially
sick
and
furloughs
layoffs,
budget
phrase,
so
definitely
human
resources.
It
has
become
highest
because
of
that
and
finance
in
payroll.
G
This
includes
increased
risk
of
fraud
due
to
lack
of
monitoring
of
employees
working
remotely,
for
example,
or
some
approval
steps
being
now
skipped
in
the
procurement
process
just
to
expedite
purchases,
for
example,
if
instead
of
normal,
like
five
approvers
for
something
we're
not
requiring
only
three,
the
risk
of
fraud
here
can
increase.
So
I
think
finance
and
payroll
made
it
to
the
top
risk
areas.
B
A
I'm
sorry
I
might
have
asked
this
earlier.
Ma'am
chair,
I'm
not
quick
on
the
draw,
so
I
thought
I'd
ask
this
question:
I'm
I'm
impressed
that
it
appears
that
our
audit
department
falls
probably
in
the
bottom
third,
maybe
in
the
lower
bottom
quarter
of
the
type
of
personnel
or
the
number
of
personnel
used
for
audit
purposes
compared
to
the
other.
What
I
counted,
21
cities
that
responded.
Some
of
those
cities
are
actually
small
smaller
than
our
population
in
the
city
of
minneapolis.
So
I
just
have
to
ask
this
question.
A
I
think
I
asked
a
related
question
almost
in
every
meeting.
Do
you
feel
that
our
audit
department
has
the
resources,
financial
and
corresponding
pre
needed
to
fulfill
the
mission
to
the
city.
G
Thanks
for
that
question,
madam
chair
committee,
member
fisher
I'd
just
like
to
mention
that,
as
we
noted,
the
average
size
of
the
audit
departments
were
eight
and
in
the
case
of
our
audit
department,
we
are
a
very,
I
would
say,
young
and
newer
department,
and
now
that
we
are
gaining
more
trust
and
credibility
from
the
city
as
well.
We're
definitely
getting
more
requests
for
work
and
what
has
been
helpful
for
us
has
been
being
able
to
have
our
consultants
with
very
specialized
skills
to
work
on
projects
that
would
normally
take
us
more
time.
G
So,
for
example,
the
construction
contract
was
completed
by
experts
in
the
industry,
so
having
consultants
have
been
has
been
very
helpful,
but
definitely
having
more
ftes
in
our
department
will
help
us
have
audits
with
broader
scope.
So
right
now,
the
reason
why
we
are
able
to
produce
so
much
is
because
we
we
have
to
narrow
our
scope
the
scope
of
our
projects,
which
we're
still
covering
a
good
amount
of
work,
but
with
more
people
we
can
definitely
cover
a
lot
more.
A
Well,
I
I
think
it
does
answer
the
answer.
The
question
we're
making
do
with
what
we
can
I'm
impressed
that
the
department
is
doing
well
enough,
that
we're
gaining
the
confidence
of
the
oddities
so
certainly
appreciate
the
work
that
you
all
have
been
doing
on
that
and
call
on
our
committee,
of
course,
to
help
in
that
regard.
If
we
can
build
those
relationships.
A
C
A
G
G
We
might
not
be
able
to
get
to
those
projects
right
now,
we'll
have
to
postpone
them
because
of
the
current
situation,
but
definitely
as
a
team
of
four,
we
will
be
able
to
continue
to
focus
our
work
on
the
some
of
the
riskiest
areas
for
now
and
do
what
we
can
do
with
the
the
current
venture
situation,
but
definitely
having
consultants
will
help
get
to
do
some
of
the
specialized
areas
work.
C
F
Thank
you,
miss
johnson.
Did
you
want
to
give
a
question
or
comment.
D
I
guess
my
comment
was
looking
at
the
size
of
the
cities.
I
think
we
are
relatively
comfortable
in
terms
of
staffing,
but
I
think
I
appreciate
that
the
speaker's
comments
on
using
consultants
to
supplement,
I
think
that
that's
really
a
prudent
approach,
because
we
would
need
to
supplement
based
on
either
either
skills
like
something
technical,
like
a
security,
audit
versus
or
just
kind
of
based
on
the
float
at.
B
Yeah,
that's
a
good
comment.
If,
for
those
that
maybe
didn't
hear,
I
think
miss
johnson,
you,
you
said
a
lot
of
these
comparable
size.
Cities
have
comparable-sized
audit
departments.
D
Sorry
about
that,
my
this
is
what
I
get
for
getting
a
new
computer.
I
have
to
dial
in
the
first
time,
so
my
only
comment
on
that
was
that
you
know,
because
we
we
do
seem
pretty
comparable
instead
is
in
terms
of
full-time
staff
based
on
a
quick
population
check.
D
But
I
would
I
just
appreciated
the
speaker's
comment
on
supplementing
with
consulting,
I
think,
that's
really
a
smart
way
and
a
very
efficient
way
to
go
about
conducting
the
work
of
the
audit
committee,
either
whether
it's
consultants
based
on
skill
or
expertise,
or
really
just
the
ebbs
and
flows
of
the
workload.
So
I
just
wanted
to
acknowledge
that
comment,
and
this
was
a
really
interesting
information.
So
thank
you.
G
Yeah,
thank
you.
Thank
you,
of
course,
all
right,
any
other
question
this
one,
not
seeing
any
okay,
so
our
department
will
keep
working
with
our
peers
across
the
nation
and
all
city
departments
together
any
relevant
information
that
will
inform
our
audit
plan,
and
I
I
think
it's
worthwhile
mentioning
that
in
this
phase,
the
next
phase
of
this
process
is
a
survey
of
city
departments
that
we
actually
sent
out.
We
started
getting
responses
and
that
will
also
help
us
identify
risks
specific
to
our
departments
and
also.
G
B
Back
to
ryan,
for
oh
this
is
the
end
of
the
presentation,
will
ask
my
colleagues
again
any
thoughts
or
questions
that
come
up
for
you.
One
that
comes
up
for
me
is
is
about
how
that
more
remote
work,
environment,
changes
the
risk
environment
right.
You
mentioned
I.t
security,
but
other
other.
I
don't
know
how
free-form
the
survey
was,
but
were
there
other
kinds
of?
G
About
madam
chair,
I
I
can
comment
on
that.
I
think
remote
work
in
general
for
audits
for
the
profession,
given
that
most
auditors
tend
to
travel
a
lot
for
work.
I
think
the
transition
was
easier
for
people
in
this
industry
than
other
industries.
So
I
don't.
I
don't
think
like
from
whether
it's
from
the
survey
or
all
the
webinars
we've
been
participating
in,
like
the
transition
hasn't
been
like
difficult
for
more
people.
G
I
think
the
only
issue
that
they
noted
was
the
face-to-face
time
with
the
oddities
that
we
are
missing,
because
in
our
profession
this
is
very
important,
but
for
walkthroughs
and
in
everything
that
we
do
for
our
audience
is
better
to
meet
with
people
in
person.
I
think
that's
the
side
that
is
causing
people
some
issues
other
than
that
the
transition
has
been
good
for
most
of
them.
A
Madam
chair,
if
I,
if
I
may
one
last
question,
please,
mrs
the
I
see
that
disaster
recovery
and
business
continuity
are
covered
in
the
survey,
were
there
any
specific
questions
I
didn't
see
any,
but
were
there
specific
questions
concerning
enterprise
risk
management,
work
being
done
by
these
various
cities?.
G
Madam
chair
committee,
member
fisher,
I
I
think
there
are
a
lot
other
surveys
going
on
right
now
that
we
are
participating
in
like
just
to
see
of
austin
data
survey
and
right
now
I
think
other
cities
are
doing
the
survey
and
they're
more
specifically
related
to
enterprise
response
management
as
well,
and
also
our
work
with
the
city
departments,
which
is
the
another
survey
that
we're
doing,
will
help
kind
of
get
the
answers
related
to
that
area.
C
E
Yeah,
just
just
to
follow
up
on
that,
we
are
working
again
with
the
city
of
austin
and
other
local
government
auditors.
Like
you
get
mentioned,
there
is
another
survey
out
now
using
kind
of
the
same
methodology
that
specifically
addresses
enterprise
risk
management.
So
it
is
exclusively
about
that
and
kind
of
one
of
the
nice
things
about
auditors,
and
this,
this
work
group
is
we're
all
sharing
information
continuously,
so
we'll
be
able
to
take
their
results
as
well
as
there
are.
E
There
is
one
other
large
study
going
on
right
now
out
of
washington,
we're
all
sharing
information,
and
that
way
none
of
us
has
to
do
all
of
it.
So
we
can
incorporate
those
results
as
they
come
back
and
there
are
a
significant
number
of
results.
Coming
back
on
that
survey
we'll
be
incorporating
that
into
our
our
phase.
Two
work
with
departments.
B
Thank
you.
One
thing,
ms
essolat
shirley
coved
in
a
switch
to
work
from
home
presents
its
challenges,
but
in
particular
something
that's
been
talked
about
like
on
public
radio,
and
that
has
been
the
difficulty
in
onboarding
new
people,
new
people
to
the
workforce
and
new
people
to
a
specific
workforce
like
in
this
case
our
our
own
city.
Have
you
heard
any?
E
Absolutely
thank
you,
one
of
the
things
that
that
has
come
up
in
work
groups.
It's
it's
been
kind
of
an
interesting
mix
because
most
places
are
on
a
hiring
freeze
right
now
and
are
starting
to
feel
the
budgetary
impact.
So
onboarding
has
has
gone
down.
The
solution
that
local
government
auditors
seem
to
be
implementing
right
now
is
making
sure
that
a
lot
of
that
informal
knowledge
that
training
that
would
happen
on
a
kind
of
a
peer-to-peer
basis
when
people
are
in
office
is
starting
to
get
documented,
we're
realizing
that
knowledge
transfer.
E
The
paradigm
has
shifted,
as
everyone
is
moving
to
remote
work,
and
I
think,
as
you
saw
in
the
survey,
many
if
not
most
departments
are,
are
considering
this
to
be
a
long-term.
If
not
permanent,
shift
to
a
lot
of
telework,
that's
going
to
be
impacted
and
we've
got
to
figure
out
and
work
with
departments
to
make
sure
that
all
of
that
informal
knowledge
transfer
that
would
happen
is
documented
to
the
degree
that's
possible
and
that
departments
are
now
adjusting
their
policies
and
their
process
documents
to
reflect
the
fact
that
people
are
working
remotely.
E
It's
gonna
take
a
lot
of
work
across
the
country
for
for
local
governments,
specifically
to
do
that.
I
think
we've
benefited
a
lot
from
being
all
together
in
the
same
environment
and
those
offices
being
shared.
But
now
we're
gonna
have
to
move
into
phase
two,
where
we're
working
with
departments
specifically
on
documenting
some
of
those
informal
things
that
wouldn't
have
been
documented
in
the
past.
B
Anybody
else
with
questions
or
comments,
I'm
not
seeing
any
I'll
go
ahead
and
move.
This
motion.
Ms
johnson
mentions,
in
the
conversation
tab
that
this
is
a
good
report.
Thank
you
and
I
really
appreciate
your
staying
in
touch
with
your
peers
across
the
country,
as
we
manage
our
way
through
this
and
want
to
be
on
the
leading
edge
of
this
and
also
a
resource
for
others
as
we
work
through
it
together.
I
B
Are
six
eyes
that
carries
and
that
motion
is
approved
last
but
not
least,
we'll
transition
to
our
our
report
of
our
internal
auditor
we'll
receive
an
update
from
interim
director,
patrick
about
you,
know,
work
in
progress
and
other
things
going
on
in
the
audit
department.
Mr
patrick.
E
Thank
you,
chair
palmisano,
so
the
auditor
update
will
cover
kind
of
the
broader
aspects
of
what
the
department's
doing,
but
also
drill
down
into
continuous
monitoring
and
audit
issue
follow-up.
So
this
is
a
broader
presentation
but
contains
a
lot
of
information,
and
we
have
a
couple
of
guest
speakers
who
will
be
joining
us
throughout
it.
Let's
we
go
to
the
next
slide,
so
I'll
cover
ongoing
work.
The
body
worn
camera
audit
process-
that's
in
here,
because
I
don't
have
the
final
document
to
publish
but
I'll
touch
on
that,
then
are
open.
E
Audit
issues
and
continuous
monitoring
go
to
the
next
slide.
Just
to
note
what
we
have
completed,
what
is
in
progress
and
what
special
projects
and
consultations
are
occurring.
So
first,
we've
completed
the
construction
contract
amendments
phase.
Two.
You
heard
that
today
work
on
the
park
board.
Grant
management
audit
is
in
progress,
we've
received
documentation
and
we
are
underway
on
that
work
and
hope
to
report
that
audit
back
to
you
soon
next
slide
our
special
projects,
the
criteria,
key
performance
indicators
and
best
practices,
research.
E
That
is
what
you
just
heard.
So
our
pia
local
government
auditors
work
group,
we've
received
our
feedback
on
what's
going
on
and,
as
you
can
hear,
there
is
a
ton
of
research
going
on
around
the
country,
specifically
on
how
audit
can
assist
in
pandemics.
We've
attended
hours
of
webinars
really
are,
are
trying
to
build
our
knowledge
base
before
we
go
to
departments
and
and
offer
our
help
to
make
sure
that
we're
giving
them
the
highest
quality
service.
E
Our
city
of
minneapolis,
specific
surveys
in
progress,
we've
sent
it
out
to
departments
and
we're
working
with
those
departments
on
the
ongoing
risk
assessment
that
we're
doing
because
of
the
changing
environment,
we
received
nine
to
put
responses
so
about
half
of
the
city.
I'd
like
to
specifically
thank
trish
glover.
She
was
responded
almost
immediately
to
the
survey
and
we're
working
with
the
remaining
departments
on
their
responses.
E
So
this
is
the
phase
two
portion
of
our
our
covid
three-phase
project.
Once
we
have
those
responses
and
we
kind
of
see
what
departments
need
then
we'll
be
kind
of
targeting
and
drilling
in
on
those
those
specific
issues
that
we
can
help
with
our
consultations,
our
body-worn
camera
audit
process.
This
is
completed
and
I'm
gonna,
I'm
gonna
go
into
a
little
bit
more
detail
on
that.
E
In
the
next
section,
our
race
and
equity
work
paper
design
is
completed,
we'll
have
training
again
you
you
heard
me
discuss
that
in
the
first
portion
of
the
presentation
and
we
do
have
new
work,
so
we
were
asked
specifically.
Audit
was
asked
to
lead
the
rfp
process
and
monitoring
to
be
the
contract
manager
for
the
after
action
review
of
the
city's
response
to
the
civil
unrest
in
the
summer
of
2020..
E
So
this
is
a
this
is
a
big
project,
we're
not
going
to
be
conducting
the
work,
but
we
will
be
leading
the
our.
So
the
request
for
proposals
and
selection
of
the
contractor
I'll
be
chairing
the
work
group
and
monitoring
the
contract.
Progress
on
this.
This
is
a
very
critical
thing
for
the
city.
To
do
right
now
is
to
look
back
at
what
happened
during
the
civil
unrest
in
our
response,
so
we
formed
our
initial
small
work
group.
E
The
rfp
is
nearly
complete,
we'll
go
through
all
the
steps
to
get
that
underway
and
then
because
we
are
not
a
subject
of
that
specific
project.
We're
in
a
neutral
position
we'll
be
there
to
chair
chair
the
project
as
it
goes
along
and
make
make
sure
that
the
the
contractors
are
receiving,
what
they
need
and
doing
that
work.
So
it's
a
it's
a
new
new
project
in
place,
but
a
very
critical
one.
B
E
It
is
absolutely
necessary,
it'll
be
challenging.
Thankfully,
the
participants
are
eager
to
have
that
project
underway
and
it's
a
very
collaborative
effort
to
design
the
rfp
to
evaluate
contractors
we'll
be
pulling
in
a
pretty
diverse
group
of
people
to
make
sure
we're
getting
the
highest
quality
analysts
to
work
on
that
project
and
that
that
project
is
completed
in
a
timely
manner.
E
B
Would
say,
there's
a
huge
amount
of
interest
in
this
from
the
community
and
I'm
glad
that
it's
getting
underway.
E
So
next
I'll
talk
about
the
body,
worn
camera
audit
program.
Consultation
like
I
said
our
work
is
complete
on
this,
but
I
don't
have
the
final
draft
to
show
the
committee
that
will
come
at
the
next
meeting,
so
this
was
specifically
to
assisting
the
civil
rights
department
city
attorney
in
developing
an
audit
process
to
comply
with
the
minnesota
department
of
human
rights
tro.
E
It's
detailing
how
civilian
analysts
within
the
office
of
police
conduct
review
are
proactively
and
strategically
auditing,
bwc
footage
body,
worn
camera
footage
to
file
or
amend
complaints
on
behalf
of
the
department
of
civil
rights.
This
is
beyond
just
their
normal
investigation
process.
This
process
is
intended
to
address
systemic
issues
related
to
racism
and
discrimination.
Just
broader
issues
within
the
police
department.
E
E
Could
we
go
to
the
next
slide,
so
audit
participation
on
in
this
consultation
completed
in
the
in
august
so
this
month,
and
I
it
was
really
critical
that
audit
be
a
participant
in
this
project,
because
they're
talking
about
designing
an
audit
like
program,
we
used
our
knowledge
and
our
skill
set
to
help
them
establish
an
appropriate
mechanism
for
an
annual
discrimination,
focused
police
risk
assessment,
a
rolling
plan,
development
cycle,
how
to
scope
projects
and
report
back
on
those
projects
and
referring
cases
to
appropriate
agencies.
E
So
we
we
have
built
a
mini
audit
process
very
focused
on
this
specific
issue.
As
the
minnesota
department
of
human
rights
demanded
in
the
temporary
restraining
order
to
be
housed
in
civil
rights.
This
is
going
to
be
an
interesting
one.
It's
pretty
novel
around
the
country
and
not
a
whole
lot
to
draw
on
to
develop
it.
So
again,
good
that
audit
was
able
to
participate
and,
along
with
city
attorney,
civil
rights
and
other
staff,
really
designed
something
concrete
that
could
have
have
a
large
impact.
E
So
the
final
document
needs
to
be
approved
by
the
minnesota
department
of
human
rights
and
the
other
various
bodies
to
comply
with
the
temporary
restraining
order.
Once
those
approvals
are
done,
I
will
come
back
with
the
actual
policy
document,
the
procedures
and
share
that
full
documentation
with
the
audit
committee.
E
But
for
the
purposes
of
our
work,
we
we
are
done
with
that
and
we
can
move
on
to
our
next
projects
slated
to
be
completed
related
to
police,
and
that
would
be
the
field
training
officer
program,
we're
already
meeting
with
staff
in
charge
of
that
professional
standards
and
training.
That
project
is
now
underway,
with
more
information
to
come
at
the
next
audit
committee
meeting.
B
Mr
patrick,
I
guess
it's
interesting
to
hear
that
the
the
process
to
do
this
ongoing
assessment
of
body,
worn
cameras
for
patterns
and
behaviors
will
reside
within
the
department
of
civil
rights,
something
that
just
off
the
bat
seemed
challenging
about.
It
was
that
it
seemed
like
a
very
resource,
intensive
endeavor.
Can
you
comment
at
all
about
how
a
function
like
this
would
be
resourced?.
E
I
don't
know
the
specific
plan
to
resource
it.
I
can
I
can
talk.
I
mean
as
just
someone
who
has
past
experience
with
this.
I
did
work
reviewing
body
worn
camera
footage.
I
assisted
in
all
the
body
camera
audits
that
internal
audit
did,
along
with
projects
in
the
civil
rights
department
that
were
heavy
in
body.
Camera
footage
review
it's.
It
is
very
time
consuming
there's
no
way
to
view
a
body
camera
recording,
except
for
at
real
time.
E
E
I
think
the
thing
that
audit
was
helpful
with
and
the
department
was
creative
with
with
both
city
attorney
and
the
civil
rights
department
is
understanding
how
to
develop
a
project
with
a
reasonable
scope
and
timeline
that
was
pretty
critical
in
this
project
was
not
to
just
take
a
scatter
shot
approach
of
randomly
picking
body,
worn
cameras
and
seeing
what
you
can
find.
E
So
using
that
audit
methodology,
the
way
that
we
do
work
in
the
way
that,
in
general,
kind
of
social
science
research
occurs
being
able
to
really
narrow
it
down,
and
do
it
scientifically
will
alleviate
some
of
the
resource
constraints
related
to
that
it
doesn't
take
them
away.
Obviously,
those
those
projects
are
very
time
consuming
and
and
challenging.
So
I
don't
know
specifically
how
it's
going
to
be
resourced,
but
the
staff
in
the
office
of
police
contract
view
are
professionals
when
it
comes
to
watching
and
reviewing
body
worn
camera
videos
for
issues.
So.
E
E
J
Right
perfect,
thank
you,
members
of
the
committee,
madam
chair,
and
this
is
kind
of
a
regular
update
on
open
audit
issues
kind
of
where
we've
been
at
the
past
couple
months
and
where
we
will
go
if
you
go
to
the
next
slide.
You
will
see
here
are
audit
issue
statistics
a
kind
of
regular
slide,
so
we
have
open
and
extended
audit
issues.
You
will
see
that
there's
a
lot
of
increase
now
and
overdue
art
issues.
J
J
But
right
now
I'm
kind
of
been
categorizing
them
working
department
function
by
department
and
issue
by
issue
where
we
can
there
is
an
update
in
progress
and
that
relates
to
the
aeg
are
the
issue
with
finance
that
we
are
working
on
trying
to
remediate
as
well
as
you
will
see
that
there's
been
five
other
issues
closed
since
the
last.
J
Those
relate
to
the
construction
contract.
Audit
issues
and
then
I
will
say
that
these
do
not
include
two
of
the
counter
post
procurement
abc
audit.
That
was
presented
last
time.
They
will
be
updated
next
time
on
here
and
if
you
go
to
the
next
slide,
you
will
see
again
just
kind
of
where
we
are
at
with
kovid
working
with
particularly
finance,
I.t
and
police
on
some
of
these
ones.
J
That
are
more
of
the
overdue
or
overnight
issues
and
at
the
end
of
the
slides,
we'll
have
kind
of
the
regular
open
and
overdue
as
or
the
listing
of
the
audit
issues
as
well
in
a
couple
slides
here
and
then
on
the
next
slide,
you
will
see
so
we
have
the
five
audit
issues
closed
and
we
have
been
able
to
close
parts
of
your
audit
issues.
Specific
thanks
to.
In
the
contract
amendments
review.
J
We
worked
with
the
ncr
team
and
development
finance
teams
to
close
a
policy
and
procedure
issue,
I'm
right
around
the
nrp
contracts,
so
just
like
to
recognize
bob
cooper
and
his
team
for
getting
it
effectively
or
immediately
pretty
much
six
months
in
advance
of
our
timeline
and
taking
making
sure
that
we're
working
with
us
and
making
sure
that
they
are
able
to
get
it
effectively
controlled
and
then
the
next
slide.
You
will
see
our
regular
non-public
audit
issues.
J
We
still
up
two
non-public
audit
reports
that
have
issues,
people,
software
border
security
and
then
police
information
security.
J
It
audit
and
those
are
system
security
issues
related
to
I.t
that
we've
been
communicating
with
it
and
hopefully,
by
october,
we'll
be
able
to
present
a
more
updated
timing
for
a
lot
of
these
odd
issues
related
to
these
functions,
as
we
agreed
a
new
timeline
in
a
new
way
or
the
best
way
to
remove
the
audit
issues
over
time
and
then
on
the
next
slide,
you
will
have
the
next
two
slides
are
just
kind
of
a
general
open
audit
and
overdue
audit
issues.
J
So
you
can
see
the
issue
rating
and
the
issue
due
date
related
to
most
of
the
generally
odd
issues
are
moderate.
The
water
issues
are
much
as
close
and
then
the
overdue
ones
we
will
populate
with
either
close
them
out
or
be
able
to
have
a
new
timeline
with
a
new,
better
idea
of
how
they're
going
to
be
effectively
mediated.
J
B
A
J
Yes,
certainly
so
er
community
member
fisher,
madam
chair,
so
issue
validation
are
ones
where
we
do
have.
Support
for
the
audit
or
we've
been
working.
Management
has
submitted
support
for
the
audit
issue
and
we're
working
on
trying
to
remediate
it.
Some
of
them
are
currently
in
that
state
as
the
original
state
or
the
original
issue
kind
of
recognizing
the
audit
make
a
change
so,
for
example,
there's
ones
related
to
cpad
and
the
loan
program.
J
They
would
be
getting
a
new
loan
program,
sister
software
program
and
then
or
in
the
near
future
here,
so
we
haven't
been
quite
able
to
close
them
out
in
terms
of
the
origin,
we're
still
working
with
we're
kind
of
we're
really
working
with
some
in
new
projects
to
adjust
them
or
finding
a
way
that
the
original
art
issue
has
been
remediated.
J
Some
of
them
were
quite
old
in
terms
of
three
to
four
years
back
related
to
before
the
current
team
was
here
or
kind
of
related
to
the
way
systems
have
changed
so
they're,
currently
ones
that
we
are
not
quite
comfortable
yet
with
closing
out,
but
we're
still
in
contact
with
them
and
we'll
be
addressing
in
either
future
work
or,
as
you
finish,
commuting
them.
A
I
see
thank
you
very
much
chair
upon
was
not
a
one
more
question
if
I
made
I
do
see
on
this
on
the
plan
that
you've
developed
here,
that
the
police
off
duty
work
is
is
overdue.
A
For
obvious
reasons,
it
isn't
lost
on
me,
though,
that
now
we
have
a
star
tribune
article
as
of
last
thursday,
noting
that
we
have
kind
of
put
this
on
the
back
burner
so
to
speak
well
pointing
out
at
the
same
time,
and
that
this
is
a
time
when
police
are
really
not
doing
much
off
duty
work
and
that
maybe
it's
a
more
opportune
time
to
look
at
that
more
closely.
J
Yep,
certainly
madam
chair
can
remember
fisher,
so
you
have
off
duty.
The
original
audit
issues
have
timelines
yeah
pretty
much
due
from
march
to
currently,
and
then
we
have
been
in
contact
with,
as
is
kind
of
with
the
recent
changes
to
covert
as
well.
J
We
are
aware
and
having
updates
from
the
off-duty
work
group
that
has
been
meeting,
and
I
think
some
of
the
policy
changes
as
well
are
kind
of
going
to
stem
from
that
off-duty
work
group,
which
is
kind
of
is
yeah
the
off-duty
worker
and
as
well
as
kind
of
the
circumstances
of
changes,
so
the
first
three
audit
issues
specifically
to
policy
and
procedure
kind
of
more
of
the
system,
and
then
the
fourth
audit
issue
was
gps
capability
as
well,
and
some
on
squad
cars,
and
that
was
a
covet.
J
Impacted
budget
item
related
that
we
received
from
the
police.
But
in
terms
of
that,
I
think,
as
the
off-duty
work
group
meets,
which
we're
not
a
part
of
we
just
kind
of
get
updates
from
them
and
making
sure
that
we're
tracking
as
the
audit
or
the
issues
that
or
issue
status
and
trying
to
as
like
real
group
meeting
kind
of
works
through
covet,
we
anticipate
being
able
to
and
either
close
them
out
or
kind
of
develop
new
timelines.
B
Yeah,
I'm
sorry,
I
was
distracted
with
another
fairly
urgent
email
that
had
just
come
in
mr
fisher.
B
I'm
not
sure
I
heard
the
extent
of
your
question,
but
I'm
happy
to
comment
on
any
questions
about
the
current
off-duty
work
group
with
the
mayor's
office
council
member
fletcher,
and
I
both
serve
on
that
work
group
and,
as
you
might
imagine,
this
audit
report
coming
out
shortly
before
covet
hit
and
then
the
pandemic
situation,
where
so
many
places
that
off
duty
was
regularly
used
immediately
shut
down
and
the
people
that
were
involved
in
those
in
that
off-duty
work
and
in
those
relationships
were
scrambling.
B
Owners
of
businesses
and
other
places
were
scrambling
to
try
and
survive
and
immediately
you
know
all
of
the
off-duty
work,
but
nearly
all
the
off-duty
work
just
went
away
or
or
transformed
into
more
about
like
security
of
empty
buildings,
kinds
of
work.
So
we're
trying
to
navigate
through
that
and
just
know
that
we
don't
want.
We
want
to
go
back
to
something
different.
We
want
to
have
recommendations
and
implement
something
as
the
pandemic
decreases
and
we
start
to
open
up
more.
But
I'm
happy
to
also
answer
any
questions
about
that.
A
I'm
sure
I
think
that
really
answered
my
question
I
was,
I
was
wondering.
The
question
I
actually
asked
was:
is
this
an
appro
good
time
since
off-duty
work?
It
really
has
kind
of
dried
up
is
with?
Would
this
be
a
good
time
and
really
start
looking
at
that
more
vigorously,
and
I
understand
now
the
workforce
is
working
on
policy
direction
in
that
regard,
given
the
coverage
restrictions
we're
under.
So
I
do
appreciate
your
response.
A
B
Right
and
while
we
couldn't
well,
it
didn't
make
sense
to
pull
the
police
leadership
to
meet
about
this
more
longer
term
topic
during
the
immediate
and
urgent
needs
around
civil
unrest
in
our
city,
and
we
have
gotten
back
together
since
that
time
a
couple
of
times
as
recently
as
early
last
week.
I
think-
or
maybe
it
was
two
weeks
ago
at
this
point.
J
Yep
yeah,
if
there's
no
further
questions
man,
I'm
sure,
then
common
holiday
would
be
introducing
continuous
monitoring.
B
Thank
you,
I'm
not
seeing
any
other
questions
or
comments
on
the
previous
report
so
go
ahead.
Mr
elliott.
I
Madam
chair
committee,
members,
I
would
like
to
provide
updates
on
five
department
and
division
on
continuous
monitoring,
so
internal
control,
data
governance,
a
neighborhood
and
community
relationship,
media
police
park
and
recreation
board
and
minneapolis
police
department,
police,
police
department,
I'll
start
with
the
internal
control,
the
department.
The
division
has
made
some
change
to
their
control
testing
plan
for
2020.
I
They
add
new
session
to
evaluate
2019
deficiency
and
they
also
revise
the
testing
formula
for
accounts
payable
account,
receivable
and
payroll.
The
madam
chair
or
the
committee
member.
I
would
like
to
introduce
chris
filippardi
internal
control
and
financial
risk
assessment
manager
for
more
detail
on
their
work.
So
I'll
turn
to
chris.
K
Sure,
good
morning,
madam
chair
and
everyone
on
the
call-
and
thank
you
tomlin,
my
name
is
chris
vitapaldi.
I
am
implementing
and
installed
the
internal
controls
program
for
the
fps
area
specifically,
and
we
have
been
enjoying
our
our
third
year
of
doing
those
controls
and
I'm
the
highlights
of
what's
going
on
in
the
internal
control
area
was,
if
you
looked
at
the
audit
findings
from
2017
in
2018,
there
was
a
internal
control
finding
at
that
weakness
and
as
a
result
of
the
2019
audit,
that
has
been
remedied.
K
So
so
that's
that's
the
good
news.
Continuing
forward
for
the
2020
20
internal
controls
program.
It's
going
to
follow
the
2019
program
with
two
additional
modifications.
K
K
next
and
and
importantly,
all
the
business
units
will
be
working
on
the
documentation
for
their
covid
response
efforts
and
how
it's
impacting
the
fps
business
units
individually.
So
that
will
be
in
addition
to
the
the
the
internal
control
report
that
we
provide
on
sharepoint
similar
to
last
year.
They'll
just
be
more
categories
for
those
that
additional
to
efforts.
K
F
I
I
Initially,
the
guideline
should
be
submitted
to
city
council
approval
in
august
by
remove
that
to
october
october,
due
to
the
extension
period
for
public
imports
next
slide,
please
a
media
police
park
and
recreation
board,
the
minneapolis,
parkway
and
nutrition
goal.
Release
assessment
team
has
modified
their
process
in
response
to
queen
19..
I
A
I
K
I
Beginning
of
february
this
year,
so
for
taking
the
first
observation
observation,
one
policy
and
procedure
are
on
the
handset
of
sexual
assault.
Examination
kid
in
need
enhancements,
so
the
mpd
has
drafted
the
writing
policy
process
and
procedure
to
ensure
proper
and
consistent
handling
of
sexual
assault.
Examination
kit.
I
I
Okay,
there
is
the
observation
tool.
There
is
no
centralized
number
to
contact
mpd
regarding
new
newly
called
sexual
assault,
examination
kit
or
formal
tracking
of
the
10
days
notification
requirement
by
minnesota
studios.
So
the
mpd
has
provided
a
single
phone
number
or
email
to
hospital
and
one
full-time
police
support.
Technician
is
assigned
to
coordinate
the
coalition
and
submission
of
sexual
assault.
Examination
kid.
I
B
Back
to
observation
too,
though,
come
on,
this
is
a
significant
departure.
This
is
a
significant
improvement
from
where.
D
B
Were
before
to
have
one
specific
person
always
assigned
a
and
tracking
everything
instead
of
having
people
reaching
out
to
specific
precincts
or
any
other
phone
number,
they
might
have
about
having
an
sae
kit.
B
I
Yeah,
I
agree
with
that
that
was
easy
to
implement
this
and
to
coordinate
everything,
and
that
would
be
to
make
that
easy
for
hospital
and
assigning
a
person
to
go
and
collect
those
kids
and
managing
that
that
make
their
way
more
easier
to
collect
the
kids
instead
of
the
kids,
see
them
at
the
hospital.
They
don't
know
who
is
going
to
get
it?
What
time
to
get
so
that
fixer
those
kind
of
problem.
B
Okay,
are
there
any
other,
I'm
not
seeing
anybody
else
in
in
queue?
Go
ahead,
I
think
you
were
going
to
turn
it
over
to
somebody
else
for
the.
J
Can
we
or
madam
chair
or
committee
members,
I'm
just
kind
of
pat
on
that
as
well?
Lieutenant
horn
and
mpd
has
kind
of
done
a
lot
of
work
over
the
past
couple
of
months,
especially
during
the
pandemic
and
covet,
especially
facilitating
that
centralization
and
working
with
hospitals
and
making
sure
that
everyone
is
kind
of
on
board.
With
this
new
system
a
new
approach,
I
mean
that
they're
able
to
more
effectively
manage
and
track
while
they
kind
of
await
that
statewide
or
kind
of
centralization.
J
For
observation,
three
and
four
observation,
three
kind
of
related
to
the
backlog
inventory,
spreadsheet
and
kind
of
the
way
that
they're
methodically
going
about
working
through
the
kits
kind
of
researching
prioritizing.
J
They
continue
to
use
a
tiered
approach
on
prioritization
and
they
also
have
a
primary
investigator.
Now
I'm
assigned
to
it
who's
responsible,
reviewing
investing
in
the
cases
and
if
you
go
to
the
next
slide
as
well
as
there,
it's
really
done
on
a
victim-centered
approach.
I'm
considered
as
a
variety
of
factors,
and
they
do
have
management
and
kind
of
upper-level
review
by
the
team
to
make
sure
that
they're
going
through
and
properly
prioritizing
and
tracking,
as
well
as
adding
fields
and
information
to
their
spreadsheet.
J
B
Mr
come
and
I'm
gonna
pause
you
there
just
for
a
question
from
mr
fisher.
A
Thank
you.
Thank
you,
chair
palmisano,
mr
com,
on
observation.
A
J
Yep
madam
chair
commandment
was
fisher,
I
believe,
based
on
the
original
conversations,
it
was
kind
of
done
on
ready
to
run
the
kits
related
to
kind
of
whether
or
not
they're
restricted
or
not
are
some
of
the
kits.
First
in
the
initial
stages,
weren't
weren't
should
be
set
up
for
testing,
but
then,
after
that,
it
kind
of
sent
it
down
to.
I
think,
based
on
the
research
as
a
research
for
the
individual.
J
Like
the
cases
we
can
get
back
to
the
committee,
I
can
reach
out
to
mpd
and
kind
of
their
initial
processes
to
go
about
it,
as
I'm
not
aware
of
the
exact
metrics
of
specifics,
but
I
do
know
it
kind
of
based
on
as
it
took,
based
on
throughout
the
process
and
filled
their
initial
things,
but
that
is
something
we
can
follow
up
on
and
if,
if
you're
looking
for
more
specifics
on
that
to
it
approach.
A
Thank
you,
mr
common
character.
I
would
think
that
there
would
be
significant
data
points
that
audit
might
be
interested
in
or
the
committee
might
be
interested
to
determine
how
prioritization
of
sae
kits
for
submission
are
made.
That
seems
to
be
the
very
issue
that
has
led
to
the
concern
over
sc
kits
is
how
those
determinations
are
made
and
by
whom.
B
I
I
agree,
but
mr
comm,
is
that
a
question
more
for
mpd
or
is
that
a
question
you
feel
prepared
to
answer?
Actually,
I'm
gonna
ask
mr
patrick
to
chime
in
here.
First,
if
that's
all
right,
mr
patrick.
E
And
I
I
just
want
to
note
that
this
is
specifically
for
testing
the
backlog.
I
think
the
goal
in
the
future
is
to
not
develop
a
backlog
and
a
tiered
approach
wouldn't
necessarily
be
necessary
in
the
future,
because
they
will
be
testing
all
the
kits
so
as
the
as
they
go
about
testing
the
backlog,
using
the
tiered
approach
that
addresses
evidence
and
solvability,
as
well
as
a
variety
of
other
things
in
the
future.
Ideally,
we
won't
need
a
tiered
approach,
because
all
kits
are
going
to
be
tested
that
meet
the
qualifications
for
testing.
F
A
E
We
can
certainly
request
one
of
the
members
of
the
team-
the
team-
that's
that's
working
on
this,
because
it
is
a
group
involving
a
variety
of
backgrounds.
It's
a
diverse,
diverse
group
of
people
working
through
this
list,
but
for
the
next
audit
committee
meeting
we
can.
We
can
absolutely
have
requests
out
for
one
of
them
to
come
and
present
information
related
to
that.
J
Thank
you
and
then
on
observation
for
related
to
communication
execution
of
their
backyard
testing
plan
in
the
creation
of
their
passing
procedures.
They
did
further
define
rules
and
responsibilities
and
kind
of
further
make
sure
that
they're
designating
positions,
not
necessarily
a
person
to
lead
it
and
then
there's
also
a
multi,
multi-disciplinary
team,
that's
mpd
hannah
county
attorney's
office
and
the
sexual
violence
center.
They
do
have
regular
meetings
with
bca
to
discuss
kit
collection
and
testing
and
to
communicate
on
ongoing
development
and
future
needs.
J
So
in
the
previous
audit
finding
there
was
kind
of
a
some
confusion,
as
well
as
making
sure
that
now
there's
regular
communication
and
a
regular
outlet
for
this
group
and
team
to
make
sure
that
they're
testing
within
the
backlog
as
they
go
about,
and
I
think
the
last
update
we
got
from
them-
was
about
150
kits
of
the
backlog.
They
have
been
able
to
get
back
and
working
through
and
I
think
in
the
fee.
J
They
do
related
to
this
as
well
as
regular
updates
like
this
to
audit
committee
and
to
as
we
continue
to
follow
up
with
the
team
to
make
sure
that
they're
have
what
they
need
and
they're
on
track
to
get
this
backlogged
in
further
ensure
that
the
backlog
is
tested
down
and
that
doesn't
exist
anymore,
and
that
is
all
we
have
on
this.
If
there's
any
further
questions.
J
Okay
to
these
kits,
if
not
I'll,
turn
it
back
over
to
ryan,
patrick,
to
close
out
the
presentation.
F
B
You
on
that
last
point:
mr.com.
Thank
you
for
explaining
what
the
interdisciplinary
team
meant
is
audit
part
of
that
team,
with
the
bi-weekly
meetings
or
you're
just
monitoring
this
regularity
in
progress.
J
Yeah,
a
man
of
chair,
good
question:
we
are
not
a
part
of
this
regular
meetings.
We
just
part
of
the
as
a
role
of
independence,
we're
just
kind
of
following
updates
from
them
and
receiving
updates
from
the
stakeholders
as
we
go
about
it.
But
we
are
not
a
part
of
the
disciplinary
team
that
is
actively
involved
in
more
of
the
the
cases
and
more
of
the
individual
testing
of
each
individual
kit,
where
we're
autist
role
is
kind
of
more
following
up
on
the
process
and
the
results
at
the
end.
B
I
especially
appreciate
the
collaboration
in
this
case
with
the
hennepin
county
attorney's
office
and
also
with
our
community
partners.
You
know
they're
the
ones
that
are
translating
this
effort
to
the
victims
themselves
and
working
with
the
victims
and
what
their
wishes
are
in
moving
forward
with
these,
with
these
kids
or
not.
So
thank
you
for
that
update.
D
Madam
chair,
thank
you.
I
was
just
wondering
if
I
I'm
not
remembering
what
the
goal
was
in
terms
of
timeline
for
completing
the
testing
backlog
when,
when
that
is
going
to
occur,
or
when
we
hope
it's
going
to
occur.
B
Yeah,
that's
a
good
question,
mr
com
or
mr
patrick.
Do
you
have
a
sense
of
that.
J
Madam
chair
community
johnson,
I'm
good
question.
We
I
think
we
do
not
have
a
current
timeline
with
them
on
that.
I
think
it
was
dependent
on
a
number
of
staffing
and
other
factors
when
we
first
kind
of
began
discussions
with
them
when
we
first
did
the
audit
report
earlier
this
year,
some
of
that,
depending
on
the
funding
with
the
ns
at
the
bca
on
that
timeline,
to
get
them
up
to
speed.
J
But
in
our
last
update
we
do
know
that
they
have
been
able
to
get
staffing
and
they
do
applying
for
grants.
But
we
will
continue
to
follow
up
and
kind
of
probably
narrow
down
a
more
specific
timing,
depending
on
a
number
of
factors.
As
I
go
about
a
more
normal
process,
but
at
least
when
we
first
did
the
initial
report
any
in
our
current
conversations.
I
think
it's
too
earlier
or
as
I
go
about
it-
we're
not
not
different
in
the
timeline
yet,
but
as
soon
as
possible.
J
Is
the
goal
such
as
applying
for
the
grants
and
expediting
the
funding
on
the
analysts
at
the
vc
to
get
that
down.
So.
B
Thank
you.
Is
it
reasonable
to
think
that
at
the
next
audit
meeting
we
might
end
up
with
a
timeline
on
on
such
an
endeavor,
or
is
that
unrealistic.
J
Committee,
member
jerry
palmisano,
that's
something
we
can
certainly
follow
up
on
and
provide
with
our
stakeholders
and
see
if
we
can
get
more
of
the
update.
My
next
audit
committee,
certainly
so.
J
E
Thank
you,
chair
palmisano.
Last
but
not
least,
there
was
a
natural
segue
for
this
earlier,
as
we
discussed
enterprise
risk
management
to
introduce
one
more
person
to
provide
an
introduction
to
the
audit
committee.
Someone
who's
definitely
gonna,
be
a
relevant
partner
as
audit
moves
forward
and
we've
been
meeting
regularly
to
discuss
new
work
and
that's
emily
colby.
E
The
new
enterprise
risk
management
personnel
for
the
city,
emily
is
on
the
call,
and
I
was
hoping
that
she
could
provide
just
an
introduction
to
the
audit
committee,
so
you're
familiar
with
her
her
background
in
the
work
that
she's
going
to
be
doing.
B
That
introduction
emily
welcome
did
you
want
to
say
a
few
words.
H
Madam
chair
committee,
members,
thank
you
for
having
me
attend
this
morning.
I
look
forward
to
meet
working
with
everyone.
H
As
ryan
has
stated,
we've
had
some
preliminary
meetings
together
to
sort
of
talk
about
how
risk
and
audit
can
work
together
and
and
partner,
and
I
really
look
forward
to
that
relationship.
H
I
will
give
you
just
a
little
bit
of
my
background,
because
maybe
that
can
be
helpful.
I
most
recently
was
the
enterprise
risk
manager
for
ramsey
county.
I
was
hired
there
in
2017
to
design
and
implement
an
enterprise
risk
management
program.
H
Prior
to
that
I
was
the
global
director
of
risk
management
at
a
not-for-profit
trade
association
that
did
business
in
about
70
countries
worldwide
and
there
I
oversaw
their
enterprise
risk
program,
the
insurance
program
and
compliance
for
their
core
business
areas.
Prior
to
that,
I
was
doing
you
know,
test
security
work
for
a
ct.
I've
done
some
political
work,
so
I've
worked
both
in
the
public
and
private
sector
and
I
think
I
have
a
pretty
good
view
of
both.
B
Thank
you,
miss
colby.
We
are
certainly
lucky
to
have
you
here
at
the
city
and
we
appreciate
your
expertise
and
and
what
you
are
bringing
to
this
to
this
role.
I'm
not
seeing
any
questions
from
committee
members,
mr
patrick,
did
you
want
to
add
anything.
E
E
You
can
see
in
front
of
you
the
remaining
2020
audit
plan,
as
we've
completed
projects
still
an
ambitious
2020
audit
plan,
and
certainly
some
of
the
projects
will
stretch
into
next
year,
but
we'll
be
moving
on
to
phase
two
of
the
covid
project.
We've
already
started
up
the
field
training
officer
program
like
comlin,
mentioned
our
data
governance
audit
is
going
to
circle
back
and
cover
some
of
those
audit
findings
that
weren't
closed
out
in
2015,
but
need
to
be
addressed
and
we'll
continue
to
do
our
work.
B
Thank
you,
mr
fisher.
A
Thank
you,
chair
palmisano,
mr
patrick,
could
you
report
a
little
bit
on
the
phase
one
and
phase
two
covid
response
that
we're
implementing
I'm
particularly
interested
in
our
response
to
the
mayor's
request
for
work
on
finding
some
cost
savings
measures
for
response
to
the
covet
situation.
E
There
are,
as
we
look
at
the
budget
shortfalls
for
2020
and
potentially
2021
budget
impacts
where
the
city
is
currently
in
the
2021
budgeting
phase.
Specifically,
the
mayor's
proposed
budget
will
be
coming
out
later
this
year.
E
What
we
were
seeing
across
the
country
and
what
best
practices
showed
us,
what
information
we
could
use
to
support
future
budget
impacts
and
now
that
we
have
that
good
background.
We're
starting
to
see
where
the
high
risk
areas
are
can
make
sure
that
budget
cuts,
don't
impact
areas
and
create
new
significant
risks
to
the
city.
So
I
think
phase
one
for
us,
because
the
situation
was
so
novel
for
audit
departments
around
the
country.
E
Audit
is
contributing
in
a
thoughtful
way,
obviously
we're
not
the
ones
making
budget
decisions,
but
we
can
certainly
help
departments
as
they
deal
with
future
budget
impacts.
You'll
see
more
of
that
in
phase
two,
as
we've
reached
out
to
departments
and
we're
working
with
them
on
their
specific
needs
related
to
ongoing
budget
impacts.
E
So
again,
that
was
the
information
we
have
to
present
to
you
today
our
work
is
is
moving
along
at
a
good
clip.
Like
travis
mentioned,
we
have
had
to
extend
out
some
open
audit
issues
due
to
covet
impacts,
but
we
are.
We
have
received
responses
from
departments,
so
it's
not
that
nothing
has
happened
on
those
during
this
time
period.
We
have
received
a
lot
of
input
and
and
work
we're
in
the
process
of
validating
those,
so
we
can
close
them
out
developing
new
timelines
that
are
reasonable
and
work
with
departments
needs.
E
So
I
suspect,
we'll
have
a
larger,
open
audit
issue
update
at
the
next
audit
committee
meeting.
I've
been
tracking
the
comments
throughout
this
meeting
and
I'll
make
sure
that
we
have
the
relevant
presenters
to
cover
any
remaining
questions
on
those
at
the
next
meeting.
But
again,
thank
you
to
my
staff.
They
worked
very
hard
on
this
audit
update
they've,
been
working
very
hard
on
on
these
various
projects
and
thank
you
to
the
committee
for
your
attention
and
thoughtful
questions.
E
B
Thank
you
I'll
echo
what
ms
johnson
just
put
in
our
chat
for
people
watching
online
thanks
for
your
work,
director,
patrick
and
to
the
entire
audit
team
it
it's.
It's
certainly
thorough
work,
and
I
don't
want
you
to
mistake.
Our
lack
of
questions
for
interest
in
it.
You've
done
a
very
thorough
job
in
many
ways.
Here
I
will
go
ahead
and
move
that
we
receive
and
file
the
report
of
internal
auditor.
D
C
D
B
That
carries
in
that
motion
is
approved.
Last
we
have
announcements.
Are
there
any
announcements
for
today,
I'm
not
seeing
any
seeing
no
further
business
before
us
with
no
objection.
I
will
declare
this
meeting
adjourned.
Thank
you
for
your
time
today.