►
From YouTube: August 16, 2021 Audit
Description
Additional information at
https://lims.minneapolismn.gov
B
The
city
will
be
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
the
minnesota
open
meeting
law.
At
this
time
I
will
ask
the
clerk
to
call
the
role,
so
we
can
verify
a
quorum
for
this
meeting
committee.
A
A
B
Members
present,
thank
you.
Let
the
record
reflect
that
we
have
a
quorum
before
we
begin.
Our
meeting
I'd
like
to
welcome
our
newest
audit
committee,
member
jennifer,
j
singleton.
Colleagues.
Many
of
you
are
well
aware
that
heather
johnston,
our
other
committee
member,
has
moved
her
is
in
our
temporary
coordinator
position
at
our
city.
So
thus
she
needed
to
resign
her
position
and
we
were
able
to
recruit
a
number
of
good
candidates
and
the
council
just
last
cycle
appointed
jennifer
j
singleton
to
this
position.
B
B
D
B
C
B
B
E
D
B
F
Thank
you,
chair
palmisano.
We
have
a
powerpoint
to
pull
up.
This
is
an
audit
plan
update
that
I
would
like
to
bring
to
the
committee
to
move
to
the
first
slide
just
describe
how
we
arrived
at
the
decision
that
we
thought
it
necessary
to
add
this
to
the
audit
plan.
During
the
october
enterprise
communications
audit
observations
were
noted.
Specifically,
we
did
not,
as
a
city
have
a
complete
picture
of
the
total
amount
of
work
or
money
spent
on
communications.
F
We
know
that
we
have
a
communications
department
and
we
also
know
that
departments
do
their
own
communication
strategies
spend
their
own
dollars
to
to
perform
communications
related
activities
that
might
be
handled
by
the
communications
department.
We
don't
have
a
total
accounting
for
that
money
or
the
amount
of
work.
That's
actually
happening,
move
to
the
next
slide.
F
We
all
know
it's
been
a
very
challenging
year
and
one
of
the
primary
needs
that
the
city
had
was
to
be
able
to
communicate
relevant
information
to
the
community
in
an
effective
way
when
each
department
is
doing
their
own
thing.
If
that's
what's
taking
place,
as
was
indicated
by
the
2019
audit,
we
can.
We
can
lack
that
central
coordination
and
strategy.
F
Obviously
it's
unclear
at
that
point.
Then
what
the
total
budget
is
on
communications
services
and
since
departments
are
given
different
levels
of
resources-
they're,
not
necessarily
equity,
equitably
distributed
across
the
city.
Smaller
departments
may
not
have
access
to
the
same
communications
resources
that
a
large
one
might
have
as
well
as
and-
and
that
may
be
very
relevant
during
times
of
great
need
for
rapid
communications.
F
We
can
move
to
the
next
slide,
so
we're
requesting
at
this
time
that
the
audit
committee
approve,
in
addition
to
the
audit
plan.
I
know
we
have
a
lot
of
concurrent
projects
going
on
right
now.
It's
something
I'll
actually
talk
about
later
in
the
presentation
but
or
later
in
the
the
meeting,
but
just
a
short
note
that
we
kind
of
backloaded
a
lot
of
our
work
with
consultants
towards
the
end
of
the
year,
not
knowing
what
the
budget
might
hold
and
given
the
instability
of
the
budget.
F
F
They
brought
this
passionately
to
our
attention
and,
I
think,
have
a
great
handle
on
the
subject
and
why
it's
relevant
and
I'm
I'm
looking
forward
to
working
with
them.
If
they
have
any
comments,
I'm
happy
to
recognize
them
as
a
part
of
this
meeting.
That
is
the
request
to
add
this
specific
financial
enterprise
communications
audit
to
the
audit
plan.
G
G
That
was
highly
recommended
that
the
city
do
an
enterprise-wide
financial
audit
at
some
point
that
financial
audit
was
beyond
the
scope
of
the
padilla
contract
at
the
time,
but
was
something
that
you
know.
Pre-Covered
pandemic
was
something
that
we
had
planned
on,
seeking
input
on
and
and
to
move
such
an
audit
forward,
and
so
at
this
time
I
just
would
really
request
that
this
move
forward.
G
I
think
there
will
be
a
lot
of
benefits,
both
financial
and
programmatic
and
probably
structural
for
the
city
enterprise
and
for
council
members
and
the
mayor
to
consider
coming
out
of
bats.
So
thank
you
very
much
for
your
consideration
of
this
of
this
audit.
We
very
much
support
it
and
look
forward
to
working
with
ryan,
patrick
and
his
staff
and
baker
tilly.
G
We
would
also
define
it
as
broadly
as
our
so
that's
the
internal
side
of
it
and
then
also
externally,
with
community
and
so
information
sharing
from
the
city
enterprise,
from
departments
externally
to
community,
which
of
course,
is
extremely
diverse,
both
in
terms
of
cultural,
economic,
racial
language,
and
so
we
would
define
it
very
broadly.
That
way,
and
I
could
define
it
more
specifically
as
well.
If
that
would
help
mr
fisher.
G
Communications
with
with
diverse
communities
in
different
ways,
as
you
know,
some
some
communities
communicate
through
oral
tradition
and
do
not
necessarily
receive
their
information,
at
least
not
well
through
written
communications.
So
we
do
employ
a
variety
of
channels
and
would
want
this
audit
to
look
comprehensively
at
at
all
of
those
okay
and
press
conferences
as
well
sure.
G
G
H
Thank
you
greta
and
mr
fisher.
I
just
wanted
to
to
add
to
your
question.
It
would
be
both
an
audit
of
the
actual
purchasing
of
things
like
print
radio
broadcast
media,
as
well
as
purchasing
the
services
to
do
the
strategic
planning,
graphic
design
and
those
kind
of
services,
because
we're
finding
that,
while
they
provide
great
value,
the
contractors
we
lose
that
knowledge
across
the
enterprise.
When
we
hire
that
vendor
and
then
they
leave-
and
we
don't
have
that
to
stay
internally,
that
knowledge
and
that
capacity.
F
One
last
point
for
me:
I
think
the
criteria
that
audit
might
use
as
well
as
looking
at
the
mission
and
stated
work
goals
of
the
communications
department,
has
some
already
established
criteria.
The
work
that
they
do.
Obviously,
as
the
communications
department,
helps
define
what
communication
services
the
city
provides.
So
we.
E
D
Thank
you,
chuck
homisano.
I
think
mr
fischer
is
asking
exactly
the
right
question
and
I
just
want
to
kind
of
pull
on
that
thread
a
little
bit
more.
If
I
can
so,
I
think
that
there's
often
particularly-
and
I
think,
we've
talked
about
this
in
a
few
different
contexts-
some
there's
not
necessarily
a
bright
line
about
what's
communications
versus,
what's
outreach,
so
the
question
of
you
know,
I
know:
we've
had
discussions
about
materials
being
created
for
neighborhoods
by
ncr
staff,
for
example.
Is
that
outreach
material?
D
Is
that
communications
material
sort
of?
How
do
we
think
about
that
work?
And
I
think,
there's
there's
kind
of
a
a
spectrum
of
those
things.
So
I
think
it's
good
to
hear
director
patrick
talk
about
the
mission
of
the
communications
department,
but
remembering
this
is
an
audit
of
all
the
communications
activity.
I
think
one
of
the
things
we
need
to
make
sure
we're
looking
for
is
activity
that
doesn't
fall
within
the
mission,
because
possibly
the
mission
needs
to
be
updated,
but
that
is
happening
around
the
enterprise.
D
B
Yeah,
thank
you,
council,
member
I'll
echo
that
I
am.
I
felt
that
that
communications
audit
back
in
gosh-
I
guess
it
was
2019-
was
incredibly
meaningful
and
could
help
us
drive
our
city
to
that
next
level
of
how
we
communicate
better
with
residents
how
we
get
residents
more
information
that
they
might
be
seeking
in
newer,
more
modern
ways.
B
B
I
also
you
know
we
have
considered
the
communications
budget
in
the
past
and
adding
different
things
in
and
out
of
it,
and
I
think
that
this
is
really
going
to
help
us
get
a
little
bit
closer
to
what
that
big
picture
is
as
to
how
we
do
communications
for
our
city.
I
put
this
first
up
in
the
agenda,
not
because
it
flowed
more.
Naturally,
it
would
probably
have
worked
better
after
the
auditor's
report,
but
because
we
wanted
to
have
director
bergstrom
and
ms
lindsey
here
and
they
wouldn't
have
been
able
to.
B
B
B
That
carries
in
that
motion
is
approved.
Thank
you
and
thank
you,
director,
bergstrom
and
rose
lindsay
for
being
here
with
us.
We
know
you
need
to
run
to
another
meeting.
Next,
we
have
new
business
item
number
four:
it's
receiving
our
2020
state
of
minnesota
office
of
state
auditor
management
and
compliance
reports
we
have
with
us
today.
I
believe
nicole
byrne
and
charles
ward,
to
speak
from
the
state
auditor's
department
so
welcome.
I
will
first
turn
it
over
to
director
patrick.
F
I
I
First,
I
want
to
thank
management
and
staff
of
the
city
of
minneapolis,
the
minneapolis
park
and
recreation
board
and
the
municipal
building
commission
for
their
cooperation
and
assistance.
During
our
audit
we
audited
the
city
of
minneapolis,
including
garf's,
the
municipal
building,
municipal
building,
commission
or
nbc
for
short,
and
the
minneapolis
park
and
recreation
board
for
the
year
ended
december.
31St
2020
we
issued
opinions
on
the
city's
garf's
and
park
boards
financial
statements
and
issued
management
compliance
reports
for
the
city
nbc
and
park
board.
I
We
performed
all
our
audits,
in
accordance
with
auditing
standards,
generally
accepted
in
the
united
states
of
america
and
government
auditing
standards
for
the
city
of
minneapolis
and
the
park
board.
We
also
perform
the
audits
under
uniform
guidance,
the
federal
requirements
related
to
federal
award
programs.
I
Our
opinions
are
included
in
the
respective
entities,
annual
financial
reports,
our
opinions
for
garf's,
the
city
and
the
park
board
were
unmodified,
which
is
a
clean
opinion,
the
best
opinion
that
can
be
issued.
This
means
the
financial
statements
are
fairly
presented
and
conform
with
applicable
accounting
standards.
I
I
This
means
that
the
city
and
park
board
have
complied
in
all
material
respects
with
the
compliance
requirements
that
were
direct
material
to
the
major
federal
programs
throughout
our
audit.
Any
findings
related
to
internal
control,
compliance,
minnesota,
legal
compliance,
federal
program,
internal
control
and
federal
program.
Compliance
were
discussed
with
the
respective
management
and
staff.
I
Our
management
and
compliance
report
for
the
city
includes
a
corrective
action
plan
and
a
summary
schedule
of
prior
audit
findings,
both
of
which
are
provided
by
management.
The
park
boards
report
only
includes
a
summary
schedule
of
prior
audit
findings
and
not
a
corrective
action
plan
because
they
had
no
current
year.
Findings.
I
The
corrective
action
plan
is
management's
plans
for
resolving
the
current
year
findings
and
is
provided
to
us
just
before
the
report
is
issued.
We
do
not
audit
this
information
included
in
the
corrective
action
plan,
but
we
are
required
to
follow
up
on
the
findings
and
the
status
of
in
the
next
year's
audit.
I
The
summary
schedule
of
prior
audit
findings
lists
the
findings
that
were
reported
in
the
prior
year's
management
and
compliance
report
and
provides
the
status
of
each
finding
either
fully
corrected,
partially
corrected
or
not
corrected
in
our
2020
management
and
compliance
report.
For
the
city,
we
reported
two
findings.
I
I
Our
schedule
of
findings
in
question
class
includes
the
following
about
each
finding:
the
criteria,
which
is
the
basis
for
which
we
are
measuring
against
the
condition.
What
the
issue
is
the
context,
any
additional
information
that
helps
to
provide
more
perspective
of
the
issue,
the
effect,
what
the
condition
has
led
to
or
could
potentially
lead
to
the
cause,
why
the
finding
exists-
and
this
is
reviewed
and
discussed
with
finance
management
and
the
recommendation-
how
we
suggest
to
improve
the
issue.
I
I
As
with
all
current
year,
findings.
We
will
review
them
again
during
the
next
audit,
and
management
will
be
required
to
provide
a
current
summary
schedule
of
prior
audit
findings
with
the
status
of
these
findings
in
our
2020
management
and
compliance
report
for
the
park
board,
we
reported
no
findings
and
we
were
able
to
resolve
the
one
prior
year
finding
that
was
reported
in
previous
years
and,
as
I
briefly
mentioned
before,
our
management
and
compliance
report
for
mbc
did
not
include
any
current
year
findings
and
there
were
no
reported
findings
for
garf's.
E
E
E
I
B
B
F
F
I'd
like
to
give
a
big
thanks
to
her
and
her
department.
They
are
extremely
busy
right
now
with
a
lot
of
activity
going
on
in
the
city
and
she
and
her
team
were
very
responsive
to
all
our
requests
made.
This
process
run
smoothly
and
allowed
us
to
complete
this
work,
despite
their
their
significant
workload
right
now,
so
just
wanted
to
recognize
her
and
her
team
and
thank
them
for
their
efforts
throughout
the
process
can
move
to
the
next
slide.
F
So
again,
this
was
on
the
audit
plan
and
it
was
related
to
repeated
payouts
in
the
city
for
police
related
lawsuits.
This
was
initially
arose
out
of
last
summer's
rapid
risk
assessment
after
the
murder
of
george
floyd,
so
we
saw
that
potentially
repeated
payouts
by
the
city
could
indicate
that
there
were
control
issues,
things
not
being
resolved
and
controls
not
put
in
place
throughout
a
lawsuit
or
settlement
after
a
settlement.
So
we
designed
a
project
to
test
whether
departments
had
mechanisms
to
address
control
gaps
that
the
lawsuits
exposed
to
be
clear.
F
So
our
objective
was
to
determine
just
that
whether
departments
had
a
formal
mechanism
or
could
explain
their
process
for
for
uncovering
and
resolving
issues
exposed
in
these.
These
types
of
cases
and
in
scope
were
the
policies
and
procedures
that
that
might
exist
after
a
lawsuit,
city-wide
and
cross-department
communication
processes.
F
So
our
time
period
that
we
looked
at
for
this
project
was
between
january
of
2018
and
december
31st
of
2020,
so
you'll
see
under
we
have
it
broken
down
by
department
and
the
amount
of
payouts
that
occurred
and
again.
This
is
both
settled
cases
that
that
happen
before
a
judgment
includes
judgments
and
any
other
financial
settlement.
That
might
happen
as
a
result
of
a
claim.
F
So
we
did.
It
exclude
one
case
from
our
sample.
That
would
be
a
20
million
dollar
payout
related
to
the
shooting
of
justine
demand
under
police,
because
that
garnered
so
much
attention.
We
didn't
think
that
it
reflected
a
normal
outcome
from
a
lawsuit.
It
was
highly
publicized
and
there
was
a
lot
of
activity
related
to
it.
We
didn't,
we
didn't
see
that
as
necessarily
representative
of
what
might
happen
after
a
typical
lawsuit
or
cases
settled,
and
then
from
there.
What
we
did
was
take
a
relevant
sample
from
each
of
the
department's
cases.
J
F
Thank
you,
committee,
member
trader
and
chair
paul
masano.
I
think
it
made
sense
for
this.
We
reviewed
a
sample
from
each
department
kind
of
reflective
of
how
many
cases
those
departments
received.
So
we
did
review
a
fair
number
of
police
related
cases.
What
we're
trying
to
get
at
is
even
without
necessarily
a
lot
of
media
attention.
F
F
They
would
take
more
steps
necessarily
because
it
was
viewed
in
the
public
eye,
but
that
wouldn't
give
us
an
accurate
impression
of
what
a
department
would
normally
do
without
that
level
of
attention.
We
weren't
necessarily
testing
whether
the
department's
activities
resolved
the
matter
at
hand.
What
we
were
looking
at
is
do
they
have
a
formal
process
so
that,
in
the
event
of
another
lawsuit
that
had
a
similar
set
of
facts,
would
they
have
developed
some
type
of
control
to
address
that
if
a
control
could
be
developed?
E
F
F
We'll
get
into
the
results
next
come
over
to
the
first
slide,
so
we
identified
two
issues
resulting
from
our
testing
and
from
the
report.
Both
we
rated
it
as
high
risk
first
was
related
to
the
post,
lawsuits
policies
and
procedures
and
the
second
to
communication
and
information
flow
amongst
city
departments
and
the
result
of
claims
and
settlements
and
lawsuits
I'll
discuss
each
in
turn.
F
We
didn't
see
a
standard
process
across
the
enterprise
in
that.
If
we
had
done
testing
and
seen
that
every
department
had
a
formal
mechanism
and
was
addressing
lawsuits
and
claims
in
a
standard
way
that
that
allowed
for
some
documented
evidence
that
these
cases
were
assessed
and
control
gaps
remediated
that
would
have
been
one
thing.
Many
departments
that
we
worked
with
had
pretty
concrete
plans
and
a
complete
mechanism
for
addressing
those
issues
that
might
arise,
but
not
every
department
did.
F
It
seemed
that
departments
who
might
experience
fewer
lawsuits
or
had
atypical
lawsuits
might
not
have
had
a
need
to
develop
a
standard
process,
but
we
did
not
see
consistency
across
the
board
and
departments
and
therefore
we
thought
there
was
an
opportunity
there
to
create
a
more
centralized
and
standard
mechanism
and
in
our
conversations
and
work
with
the
city
attorney's
office,
we
receive
the
management
response
that
we
will
work
on.
Creating
a
formal,
post-settlement
form
that
departments
can
or
divisions
can
fill
out.
When
we
say
form,
we
also
mean
in
a
process
attached
to
that
form.
F
They
could
provide
that
form
and
and
follow
up
on
its
completion
and
also
note
that
this
process,
what
you'd
see
in
the
report
is,
would
would
begin
not
immediately
at
the
end
of
a
suit.
One
of
the
things
that
we
noted
in
our
observations
throughout
the
report
was
that
obviously
lawsuits
claim
settlements.
They
can
take
a
long
time
to
resolve
years
and
years
to
resolve.
F
F
Therefore
we're
addressing
things
quickly,
rather
than
waiting
until
the
end
to
to
address
those
concerns,
and
then
part
of
that
that
process
would
be
expectations
for
a
timeline
with
status
updates
for
with
the
department
on
the
progress
of
the
case
again
recognizing
how
busy
the
city
attorney's
office
offices,
we've,
we've
agreed
to
work
out
remediation
by
march
31st
of
2022
and
we'll
be
working
with
the
city
attorney
as
they
develop
that
process
and
a
form
happy
to
answer
any
questions
on
that
audit.
Finding
before
we
move
to
the
next.
K
Thank
you,
sir
palmisano.
So
when
you
say
these
controls
could
kick
in
at
the
first
notification
of
a
lawsuit.
Does
that
mean
it's
optional
for
these
departments
to
decide
to
begin
understanding
what
remediation
needs
to
take
place,
or
will
there
be
will
that
be
defined
as
part
of
the
remediation
plan
that
you're
currently
working
with
the
various
attorneys
on
developing
at
this
time.
F
F
F
K
Fantastic
because
I
I
think
there
could
be
some
benefit
to
the
park
board,
also
implementing
this
sort
of
strategy
of
proactively
following
a
set
practice
and
trying
to
take
steps
to
to
not
have
the
same
things
costing
the
part
board
money
over
and
over
again.
So
if
we
need
to
discuss
that
further,
if
you
can
just
discuss
it
with
park
staff,
let
me
know
thank
you
absolutely.
E
B
B
L
Thank
you,
chair,
palmizano,
director,
patrick
I'm
wondering.
Were
there
any
concerns
in
terms
of
triggering
the
post-settlement
form
about
documenting
potential
issues
for
remediation
prior
to
settlement
and
how
that
might
impact
the
city's
position
in
settlement
negotiations
or
a
lawsuit?
That's
ongoing,
and
I
guess
particularly
in
how
that
might
impact,
how
the
issues
are
phrased
or
like
how
strong
of
a
position
folks
are
taking
when
they're,
creating
the
information
for
the
form
and
making
a
plan
for
for
preventing
future
settlements
or
lawsuits.
F
Yeah,
thank
you,
committee,
member
singleton
and
chair
palmisano.
We,
we
did
discuss
this
with
the
city
attorney
and
there
are
some.
There
are
some
legal
mechanisms
that
kick
in
to
allow
a
party
to
remediate
issues
so
that
they're
not
constantly
ongoing
to
not
penalize
the
city
per
se
for
remediating,
something
that
needs
remediating
and
not
having
that
be
held
against
us,
and
we
certainly,
as
this
form
and
process,
has
developed
we'll
take
that
into
consideration
with
the
city
attorney.
F
E
F
That
is
correct.
The
park
board
was
outside
of
the
scope
for
a
review
on
this,
but
as
we
develop
a
process,
I
think
a
standard
process
we'll
certainly
be
sharing
that
information
for
other.
Specifically,
if
the
park
board
finds
it
relatively
useful
for
their
matters,
it
should.
It
should
be
a
uniform
issue
process
that
could
be
applied.
B
Perhaps
something
that
comes
to
mind
that
I've
I've
spent
a
lot
of
time
on
in
the
past
is
is
ptsd
and
how
to
do
preventive
work
to
hedge,
our
employees,
against
the
negative
impacts
of
ptsd
and
how
that
applies
throughout
the
enterprise.
It's
not
just
our
police
department,
that
has
those
kinds
of
needs,
and
it
seems
valuable,
at
least
in
these
discussions
that
we've
been
part
of
to
to
really
include
a
lot
of
other
departments
in
this
case
departments
with
other
front
line
workers
who
experience
people
in
crisis
on
a
regular
basis.
F
F
We
didn't
see
that
necessarily
happening,
and
therefore
we
saw
opportunities
to
have
that
more
consistent
information
sharing
and
lessons
learned
across
city
departments
that
would
allow
them
to
work
together
and
departments
to
perhaps
also
address
any
controls
that
they
might
see
that
they
may
not
have
been
exposed
to
liability
yet,
but
they
may
need
to
implement
those
controls
and
see
what's
happened.
Obviously,
in
these
instances
we
need
to
respect
confidential
and
attorney-client
privileged
information.
F
The
attorneys
again
are
the
experts
on
this,
but
we
wouldn't
be
sharing
neces,
wouldn't
be
necessarily
sharing
of
specific
details
of
cases,
but,
as
perhaps
information
that
might
apply
broadly
across
the
enterprise
or
might
be
relevant
to
various
work
units.
So
I
I
think
this
relates
to
what
you're
talking
about
this.
This
ability
to
talk
generally
about
things
that
lead
to
litigation
and
how
they
might
impact
other
departments
and
how
departments
can
work
together,
there's
a
broader
understanding
of
the
exposure.
F
B
F
Those
were
the
two
specific
findings
we
had
to
this
report
again.
I
would
really
like
to
thank
both
tracy
fussy
and
sarah
lathrop
were
outstanding
partners
to
work
with.
I
know
they
have
a
lot
of
work
that
they
they
are
doing,
but
were
very
responsive
and
allowed
us
to
do
this
work
and,
of
course,
my
team
put
in
a
lot
of
effort
in
learning
about
this
process
and
applying
their
skill
set
to
something
like
legal
settlements.
They
work
very
hard
on
this
and
and
did
the
bulk
of
the
work.
B
B
F
Thank
you,
chair
palmisano,
I'll
work
walk
through
what
work
we
have
currently
going
on
and
and
where
we're
headed
for
the
next
couple
of
meetings.
So
we
can
go
to
the
first
slide,
we'll
just
primarily
be
talking
about
in
progress
and
audit
work,
we're
still
working
to
close
audit
issues
and
current
continuous
monitoring
efforts
aren't
necessarily
coming
to
fruition.
I
think
you'd
see
that
more
in
the
next
several
meetings,
as
we
work
with
the
field
training
officer
program,
you'll
see
more
updates.
F
If
you
recall,
we
closed
the
bulk
of
audit
issues
earlier
in
the
year
and
as
now,
we
have
new
audit
issues
arising
we'll
be
following
up
on
those.
But
that's
that's.
Why
they're
not
on
this
current
current
work
plan
and
move
to
the
next
slide,
essentially
by
all
means,
keep
going
forward
to
our
our
in-progress
audit
work.
That's
what
I'm
gonna
be
talking
about
today,
so
we
can
go
to
the
next
slide.
F
The
big
one
of
the
big
projects
we
have
going
on.
Currently,
if
you
recall
from
the
audit
plan,
is
the
personal
and
work
issued
mobile
device
audit.
This
is
an
enterprise-wide
audit
which
is
quite
complex.
Reviewing
the
city's
policies
and
controls
related
to
the
use
of
personal
work-issued
mobile
devices,
and
so
currently
we're
gathering
a
lot
of
information
related
to
devices
inventory
policy
and
finalizing
our
risk
and
control,
matrix
and
testing
plan.
A
lot
is
going
into
the
planning
of
this
project.
F
It's
six,
it's
very
complex
and
there
are
a
lot
of
moving
parts
with
mobile
devices
and
planning
is
going
to
be
really
critical
for
this,
and
once
we
move
into
field
work,
I
think
the
work
will
go
quickly,
but
obviously
there's
a
lot
going
on
there.
So
that
is
where
we
are
with
the
mobile
device
audit.
F
A
M
The
kobe
19
phase,
3
project
we've
been
helping
the
assisting
the
health
department
with
their
after-action
report,
related
to
copied
19.
and
the
past
two
other
committee
meetings.
We've
brought
up
some
points
that
we'll
be
covering
during
this
project,
and
I
just
wanted
to
provide
a
quick
update
as
to
where
we
stand
with
this
project.
So
the
goal
here
is
for
audi
to
assist
them
with
conducting
interviews
and
surveys
gathering
data
and
then
using
that
data
and
organize
it
by
theme
to
provide
some
recommendations
to
the
health
department
on
how
they
handled
kobe
19..
M
So
so
far
they
we've
received
some
documentation
from
them,
including
the
list
of
people.
They
would
like
to
see
included
in
the
interviews
and
it's
over
100
people.
So
we've
drafted
the
survey
and
we'll
share
that
with
them
this
week,
once
they
approved
it
and
give
notice
to
people
that
they
will
be
receiving.
This
survey
will
go
ahead
and
send
it
this
week.
So
I
believe
that
by
the
next
audit
committee
meeting
we
should
have
a
lot
more
to
share
related
to
this
project.
M
F
F
So
again,
like
I
mentioned
earlier
in
the
meeting,
reserving
contractor
and
vendor
money
towards
until
the
end
of
the
year,
you're
going
to
see
a
lot
of
information
coming
back
to
audit
committee
in
the
next
couple
of
months.
That's
specifically
because
we
wanted
to
make
sure
that
our
budget
worked
with
potential
budget
constraints
that
might
have
occurred
due
to
cobit
19
shortfalls.
So
now
those
projects
are
happening
and
you'll
you'll
be
hearing
more
about
both
the
mecc
consultation,
the
work
with
communications
and
other
other
various
projects
over
the
next
couple
of
months.
F
The
next
slide,
one
of
those
projects
being
the
biennial
body,
worn
camera
and
automated
license
plate
reader
audit
again
we're
in
planning
working
with
our
vendor.
On
this.
This
is
a
state
law
compliance
audit.
This
is
required
by
the
state
of
law
enforcement
agencies
that
use
license
plate
readers
and
body,
worn
cameras,
there's
a
standard
set
of
criteria
and
we'll
be
testing
against
that
criteria,
along
with
reviewing
prior
audit
issues
to
make
sure
that
our
city
is
complying
with
state
law.
F
The
the
final
project
I'll
discuss
is
the
opcr
body
warn
office
of
police
conduct,
review.
Sorry
for
all
the
acronyms
body,
worn
camera
audit
process.
If
you
recall
from
the
last
meeting,
the
office
of
police
conduct
review
asks
for
internal
audits
assistance
as
they
develop
their
body,
worn
camera
audit
process.
So
this
is
a
special
project
to
assist
them
and
it's
gonna
cover
their
first.
What
we
would
potentially
call
a
risk
assessment
or
project
selection
all
the
way
through
their
first
completed
audit.
F
F
Now
then,
ideally
they'll
be
able
to
use
that
same
template
to
go
about
their
regular
work
of
body,
camera
auditing
that
they're
expected
to
do
moving
forward,
they've
received
potentially
another
body
camera
analyst,
and
this
is
going
to
be
a
significant
amount
of
work
for
their
team,
but
we'll
be
providing
that
assistance
and
making
sure
that
they're
following
best
practices
throughout.
So
it's
both
kind
of
a
special
project
and
a
bit
of
continuous
monitoring
with
feedback
back
to
the
audit
committee
throughout
the
duration
of
the
project.
F
That
is
what
I
have
for
committee
members
today.
Thank
you
again
to
my
team,
the
state
auditor,
the
city,
attorney's
office,
communications
and
all
those
people
working
with
us.
It's
a
busy
time
for
everyone,
and
I
appreciate
all
the
cooperation
that
we're
getting
in
the
general
level
of
enthusiasm
that
people
have
for
working
with
internal
audit.
These
days
and
again,
my
team
they're
doing
excellent
work
and
and
helping
us
prepare
this
stuff
for
the
committee
I'll
happy
to
answer
any
other
final
questions
and
otherwise
turn
it
over
to
chair
paul
masano
for
announcements.
B
B
B
F
Certainly
sure
paul
masano
internal
audit
is
the
contract
manager
generally
on
this
project,
but
it
is
a
city,
an
independent
look
into
city
activities.
So
this
is
not
an
audit
project
in
the
same
way
that
mecc
consultation
or
one
of
the
other
projects
might
be,
that
is,
is
using
and
a
vendor
to
perform
audit
services.
This
is
a
completely
distinct
project
and
therefore
audit
is
not
participating
in
any
of
the
work.
F
The
vendor
does
provide
regular
updates
to
a
committee
of
the
city
council,
who's
receiving
those
and
that
the
vendor
has
conducted
listening
sessions,
dozens,
if
not
hundreds
of
interviews
with
staff,
they
will
be
reviewing
large
amount
of
body-worn
camera
footage
and
other
footage
from
the
time
of
the
civil
unrest
and
we'll
be
proceeding
with
drafting
and
creating
the
report.
As
the
year
goes
on.
We
see
the
generally
the
draft
of
the
report
coming
in
november
with
other
actions
to
follow.
F
B
Director,
patrick,
could
you
tell
us
a
little
bit
more
about
jensen,
hughes,
the
company?
I
know
that
they,
for
example,
that
they're
spread
out
across
the
country.
They
have
different
areas
of
expertise,
in
particular
in
civil
rights
law,
and
we've
been
hearing
and
meeting
some
of
the
people
that
are
on
this
project
team
through
those
updates.
B
F
Certainly,
jensen
hughes
is
the
actual
company
who's
conducting
the
after
action
review.
You
may
see
hillard
heinz
pop
up
from
time
to
time
on
paperwork
that
company
was
absorbed
into
jensen
hughes.
It's
the
original
parties
who
started
hillard
hines
are
not
working
on
this
project,
nor
nor
have
they
been
a
part
of
the
organization
for
some
time.
Jensen
hughes
is
the
vendor.
The
team.
F
So
this
team
has
worked
with
directly
with
the
justice
department
in
doing
aft
and
doing
reviews
of
police
departments
across
the
country.
The
most
I
think,
recent
project
that
that
they
conducted
that
received
attention
was
resulting
from
the
civil
unrest
related
to
the
brianna
taylor
shooting
in
last
year,
so
that
that
report
has
information
available
in.
I
believe
you
can
find
that
information
online,
but
this
is
a
a
team,
a
pretty
diverse
team,
with
a
lot
of
different
expertise
in
the
specific
areas
that
the
city
was.
B
Thank
you.
I've
been
pleased
that
in
in
our
updates
with
them
myself,
council
president
bender
council
vice
president
jenkins,
have
really
helped
to
point
them
to
other
other
organizations
that
they
might
want
to
seek
information
from,
for
example,
small
business
associations
across
the
city
and
that
and
they
have
pursued
those
conversations.
So
thank
you.
I
think
that
helps
to
clarify
any
misunderstandings
that
there
might
have
been.
B
Are
there
any
other
announcements
or
questions,
I'm
not
seeing
any
and
so
seeing
no
further
business
before
us
and
with
no
objection?
I
want
to
thank
you
for
this
morning.
I
want
to
again
welcome
committee
member
singleton
to
our
group
to
our
committee,
and
I
will
declare
this
meeting
adjourned
thanks.