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From YouTube: Finance Meeting for October 4, 2021
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B
Okay,
I
would
like
to
call
to
order
the
finance
committee
meeting
of
october
4
2021
at
approximately
501
pm.
You
can
have
a
roll
call.
Please.
C
B
Thank
you,
okay,
so
we've
got
a
quorum.
The
next
item
is
approval
of
the
agenda.
Are
there
any
changes
from
staff?
B
B
E
Thank
you,
mr
chair.
I'd
like
to
remove
items
a
and
b,
please.
F
Thank
you,
mr
chair.
Also
a
and
b
is
in
boy
and.
F
B
D
I
Thank
you,
mr
chair,
mr
chair
counselors.
Tonight
we
will
be
having
a
presentation
of
the
fiscal
year
tonight.
2020
audit,
I'm
going
to
share
a
powerpoint
presentation.
Tonight.
We
have
joining
us,
stephanie
woodruff,
the
chair
of
the
audit
committee,
and
she
will
be
doing
the
introduction
for
us.
The
city,
finance
department
staff
is
also
joining
us,
as
well
as
raul
anaya,
the
principal
with
clifton
larson,
allen,
the
city's
external
auditor,
and
then
we
also
have
joining
us
tonight.
I
A
tom
friend
and
rochelle
akwan
from
radw
that
have
been
assisting
us
with
the
fiscal
year
end
audit.
That
being
said,
I'm
going
to
just
give
a
brief
overview
for
us
of
what
you'll
see
tonight.
So
since
2017
and
the
publication
of
the
mccarth
report,
we've
been
working
very
diligently
on
improvements
to
make
our
financial
accounting
and
operations
not
only
more
professional,
transparent,
but
also
more
modern
and
accurate.
As
we'll
be
discussing
with
you
tonight,
fy20
was
the
first
year
of
the
implementation
and
the
use
of
our
new
tyler
munis
accounting
system.
I
So
the
mccard
report
identified
different
areas
where
there
could
have
been
fraud
and
abuse
and
through
direct
action
we
have
systematically
been
cleaning
up
those
various
areas
as
identified
in
the
fy
20
audit.
The
city's
financial
house
is
strong,
safe,
secure
and
in
order
as
staff
will
review
with
you
tonight,
the
city's
net
position,
our
fund
reserves
and
debt
administration
have
improved
over
the
last
few
years.
This
has
been
accomplished,
of
course,
through
prudent
fiscal
management,
including
managing
our
way
through
the
financial
uncertainties
that
kova
did
present.
I
The
financial
statements
received
a
clean
opinion
from
our
external
auditors
enroll,
we'll
just
go
into
more
details
on
that
shortly.
With
regard
to
our
findings,
the
city
has
identified
corrective
actions
that
are
outlined
in
the
audit
document
that
was
posted
alongside
with
the
packet
of
information
as
soon
as
it
was
released
today
by
the
state
auditor's
office.
I
So
we
will
be
taking
those
corrective
actions
to
address
the
findings
and
improve
the
performance
of
the
city
in
these
areas
going
forward
in
terms
of
the
current
fiscal
year,
21
audit,
our
staff,
will
also
review
with
you
what
is
currently
happening
what's
currently
underway
and
the
steps
we
have
taken
to
expedite
the
preparation.
I
J
Sorry,
can
you
hear
me?
Okay,
you
guys?
Yes,
okay,
I
got
kicked
off
so
now.
I'm
on
my
phone
is
that
all
right,
okay,
good
to
see
everybody
chair,
council
members,
thanks
for
having
us
tonight
exciting
day,
now
that
the
fy20
audit
has
been
released
this
afternoon
by
the
osa,
we're
very
happy
and
very
excited
that
we're?
J
Finally,
at
the
finish
line
for
the
fy20
audit
before
we
jump
into
the
results,
I
want
to
give
everybody
just
for
those
folks
on
the
call
tonight
who
don't
know
a
little
bit
about
me
a
little
bit
about
my
background.
I've
got
about
35
years
of
corporate
governance.
Internal
audit
experience
I've
been
serving
in
this
role
since
the
end
of
2018.
J
My
actually
my
three
year
term
actually
expires
next
month,
but
I
will
be
happy
to
to
continue
in
that
capacity.
If
so
be,
I
played
this
role
priorly
prior
at
the
city
of
minneapolis
and
prior
to
that
I
spent
many
years
at
deloitte
touch
and
cargill
incorporated
in
the
worldwide
audit
function.
So
I've
been
all
over
the
world.
I've
seen
a
lot.
J
So
you
know
a
lot
of
the
folks
in
the
it
and
the
finance
and
accounting
staff
didn't
even
have
laptops,
so
they
had
to
you
know
we
literally
had
to
equip
everyone
from
the
beginning
to
make
sure
that
everyone
could
work
remotely
and
be
safe.
So
I'm
very
proud
of
the
team,
I'm
very
proud
and
very
appreciative
of
director
mccoy
and
the
entire
staff,
and
what
they've
been
able
to
do
over
this
past
year.
So
mary,
do
you
want
to
advance
the
slide.
J
There
you
go
so
I
want
to
talk
a
little
bit
about.
You
know
the
the
purpose
of
the
audit
committee,
because
it
is
fairly
new.
You
know
in
my
role
as
an
outside
independent
director,
you
know
we're
really
tasked
with
advising
the
city
manager.
The
finance
committee
in
the
governing
body,
regarding
you
know
all
of
the
audits,
the
external
audits
which
we
have
today
any
outside
assessments
and
any
special
investigations.
J
Then
we
funnel
those
issues
back
into
our
internal
audit
risk
assessment
so
that
we're
able
to
you
know,
stay
ahead.
A
lot
of
these
issues
and
address
you
know
the
ongoing
risk
associated
for
the
city
of
santa
fe
next
slide,
please.
J
So
I
wanted
to
talk
about
this
before
we
jump
into
the
results,
because
there's
been
a
lot
of,
I
think
misinformation
regarding
you
know
the
results
of
the
financial
audit
versus
fiscal
responsibility,
and
what
does
that
mean
when
it
comes
to
financial
health?
You
know
the
financial
audit
is
truly
the
independent
examination
of
the
financial
statements
right
and
that
process
is
done
on
behalf.
The
osa
clifton
larsen
allen
is,
is
the
outside
external
auditor.
That
is
tasked
with
that
responsibility.
J
You
know
that
process
yes,
is
due
by
december
15th
and
yes,
it
is
true.
The
last
couple
years
we
have
been
delayed
due
to
various
issues,
whether
it's
the
new
system,
implementation,
staffing
shortages,
the
pandemic.
I
mean
a
whole
host
of
items
that
we
have.
You
know
communicated
from
the
very
beginning
in
the
osa
has
been
you
know
by
our
side.
In
terms
of
you
know,
looking
to
us
and
agrees
that
the
delays
have
been
warranted
in
terms
of
some
of
the
challenges
that
we've
been
tasked
with
now.
Fiscal
responsibility.
K
J
Really,
you
know
the
decisions
that
the
council
and
the
mayor
in
this
administration
you
know
take
in
terms
of
you,
know:
positioning
the
city
for
a
very
you
know,
positive
financial
health
that
the
city
has
been
faced
with.
J
It's
been
a
a
an
enormous
challenge
over
the
last
18
months,
given
the
pandemic,
but
I'm
very
proud
of
the
fact
that
the
administration
and
all
of
you
council
members
need
to
pat
yourself
on
the
back
that
the
city
truly
is
in
a
strong
financial
position,
a
strong
financial
health
and
the
balance
sheet
moving
forward,
as
we
continue
to
address
the
challenges
through
this
pandemic.
J
Next
slides,
please
mary!
So
you
know
the
challenge
here
is
you
know
you
can
have
poor
audit
and
you
can
have
poor
financial
results.
You
can
have
a
poor
audit
yet
have
good
financial
results.
You
could
have
a
good
audit,
meaning
it's
on
time.
It's
it's
a
clean
opinion.
Yet
have
poor
financial
results,
or
in
this
case
the
city
is,
you
know,
finishing
out
the
year
with
an
unmodified
clean
opinion
of
the
financial
statements
and
we
have
good
positive
financial
results.
J
So
you
know
I'm
very
proud
of
the
fact
that
you
know,
even
though
it
took
longer,
you
know,
our
communication
has
been
with
the
osa
on
a
weekly
basis
when
we,
when
we
thought
back
in
december,
back
in
february,
the
osa
agreed
with
us
that
it
was,
it
was
prudent
and
it
was
the
right
decis.
J
J
You
know,
I
think
what
you'll
find
in
the
results
that
director
mccoy
in
cla
will
present
that
you
know
we
are
positioned
very
well,
especially
out
of
this
pandemic,
and
and-
and
you
know
not
only
that,
but
the
the
cares
money
that
we
had
to
account
for
in
less
than
three
months.
J
All
of
the
challenges
that
we've
been
faced
with
you
know
really,
if
you
go
to
the
next
slide
mary,
if
you
look
at
really
where
we
started
from
back
in
2017
when
the
mccard
fraud
risk
assessment
report
was
done,
huge
issues,
huge
issues
right
in
terms
of
failure
of
any
type
of
internal
audit
function,
failure
of
any
really
adequate
external
audit
function
and,
overall,
the
lack
of
internal
controls.
For
any.
You
know,
processes
which
opened
the
city
up
for
huge
fraud,
risk
and
challenges.
So
you
know
it's
been
painful.
J
It's
been,
you
know
a
little
bit
of
a
rocky
ride,
but
I'm
very
confident,
I'm
very
confident
in
the
team.
J
I
feel
very
comfortable
that
come
the
2021
audit
that
we
are
on
track
and
that
we
should
have
no
issues
meeting
that
december
deadline-
and
you
know
I'm
like
I've,
always
said
to
the
finance
committee
that
I've
always
been
involved.
J
My
door
is
always
open
if
you
guys
have
any
other
detailed
questions
to
further
educate,
because
you
know
this,
for
the
city
has
been
not
just
a
process
of
implementing
internal
controls,
but
it's
a
huge
change
management
process,
and
that
does
not
happen
overnight.
It
takes
years.
You
know
I've
seen
it
all.
In
my
my
global
experience
with
deloitte
touch
and
with
cargill
and
with
the
city
of
minneapolis,
you
know
all
over
the
world.
J
These
things
take
time
and
I
feel
confident
that
we
are
building
the
right
team
and
I'm
you
know,
I'm
excited
for
the
rest
of
year
to
finish
out
2021
and
in
in
another
positive
note
so
we'll
hand
it
over
to
mary
here
to
talk
about
kind
of.
You
know
where
we're
where
we're
going
now
moving
forward.
I
Thank
you,
chair,
woodruff,
appreciate
you.
Taking
the
time
out
to
join
us
this
evening,
did
want
to
highlight
the
fact
that
the
mccard
report
recommendations
highlighted
that
the
city
needed
to
prioritize
what
our
steps
were
going
to
be
to
to
start
the
cleanup
process
to
implement
a
logical,
meaningful
and
cost
effective
corrective
action
process.
I
So
an
attempt
not
to
to
implement
too
many
recommendations
at
once.
We
we
did
have
to
prioritize.
So
what
have
we
done
as
a
city
organization?
In
the
time
since
the
2017
mccart
report
stephanie
spoke
earlier
about
the
times
that
she's
come
in
front
of
the
finance
committee
previously
to
present
both
the
recommendations
on
hiring
an
internal
audit
firm,
which
we've
selected
radw,
as
well
as
the
2018
risk
assessment,
and
several
internal
audits
subsequent
to
that?
I
So
those
are
areas
where
the
city
has
heeded
the
recommendations
in
the
card
reports
and
taken
swift
action
to
to
correct
the
problems
that
were
identified
by
hiring
an
independent
accounting
firm
to
assist
us
with
that.
Similarly,
with
our
external
audits,
the
mccard
report
did
identify
that
various
times.
The
city
of
santa
fe
has
changed
audit
firms,
but
some
members
of
the
audit
team
had
not
changed
and
had
stayed
on
the
city's
financial
statement.
I
Audit
engagement,
so
those
individual
members
of
the
city
audit
team,
as
identified
in
the
card
report,
had
remained
the
same
for
multiple
years,
which
they
identified,
leading
to
a
level
of
familiarity
and
complacency
that
that
could
potentially
result
in
missed
findings.
So
what
the
city
has
done
to
correct
for
that
is,
we
have
actually
issued
an
rfp
for
audit
services
and
after
that
competitive
bid
process,
the
city
did
award
the
audit
services
contract
to
clifton
larson
allen,
so
raul
anaya
with
cla
joins
us
this
evening.
I
The
irs
some
other
audits
that
we've
performed
very
rigorous
audits
in
the
last
few
years,
irs
audits
for
the
calendar
years
of
2016
and
2017.
We
did
present
that
to
the
committee
last
year,
rogers
tax
audits
that
were
performed
by
cla,
as
well
as
a
performance
audit
of
the
police
department
that
was
previously
performed.
I
Additional
areas
of
concern
that
were
identified
in
the
card
report
were
areas
around
internal
controls,
so
the
city's
corrective
action
again
to
heed
the
mccard
recommendations
was
prioritized.
I
We
prioritized
these
five
different
policy
areas,
modernizing
our
accounting
system
we'll
go
into
some
more
detail
about
this
new
accounting
system
in
future
slides,
but
the
new
system
ensured
that
the
audit
trails
were
turned
on
ensured
control
over
computer
rights
access
as
a
role-based
system,
including
our
three-way
match
process,
and
also
establish
a
centralized
repository
for
contracts,
purchase,
orders
and
other
documentation
so
being
able
to
implement
both
the
financial
system,
as
well
as
the
human
capital
management
system,
was
ex,
was
a
pivotal
center
central
role
in
modernizing
and
improving
after
the
macarthur
report,
we've
also
reorganized
the
finance
department,
so
no
one
person
was
responsible
for
all
the
revenue
coming
in
or
the
payments
going
out.
I
They
have
20
plus
experience,
and
these
key
roles
is
that
cpas
or
cfas
or
cpos,
we've
also
updated
policies
and
procedures,
including
a
cash
handling
policy
procurement
policy,
key
card
policy,
we're
in
the
process
of
updating
our
grants,
management
policy.
We've
also
established
several
desktop
manuals
to
accompany
the
new
accounting
system
that
was
implemented
in
fiscal
year.
20.
we've
also
developed
trainings
for
our
staff,
including
trainings
over
the
year
enclosed
process
that
we
have
successfully
been
able
to
conduct
via
zoom
as
well
and
transfer
to
this
virtual
environment
that
we've
been
in
trainings
over
procurement.
I
Cash
handling,
budget
grants
trainings
in
our
venus
financial
system
and
human
capital
management
system,
so
total
for
that
system
over
200
trainings-
and
this
is
you
know,
very
key
to
be
able
to
ensure
a
successful
launch
of
a
new
system.
I
L
Good
evening,
thank
you
for
having
us
so
in
the
card
report
it
identified
that
we
had
a
very
anti-antiplated
I.t
system
and
internal
controls
were
a
real
issue,
and
you
know
when
you
read
through
audit
the
history
of
the
audits
at
the
city
going
back
decades.
It's
been
an
initiative.
The
people
who
you
know
they
can
take
a
transaction
all
the
way
through
the
process
and
that
violates
all
the
standards
for
internal
control.
L
Fy
20
was
the
first
year
that
we
implemented
and
used
tyler
munis,
and
that
being
said,
it
was
it
it
had
its
challenges.
Anytime,
you
bring
on
a
new
system
you're
going
to
meet
with
you
know.
We
had
to
train
all
staff,
we
had
to
create
new
processes,
we
had
to
document
them
and
and
and
actually
just
get
employees
on
board
that
this
was.
L
L
So
when
we
implemented
the
munis
financial
system,
we
weren't
aware
how
critical
using
project
ledger
would
would
be
project
ledger
will
allow
allows
us
to
take
things
like
grants
and
break
them
apart.
So
when
the
audit
was
being
done
this
year,
that
was
a
very
manual
process.
When
we
use
project
ledger,
we
can
identify
using
these
project
ledger
codes.
We
can
identify
different
grants.
This
also
helps
as
with
capital
projects.
So
we
can
identify
specific
capital
projects
down
to
you
know
very
specific
items
within
the
project.
Ledger
codes.
L
I
would
say
so
I,
the
other,
the
third
issue,
I'm
sorry,
I'm
getting
a
little
off
track
was
the
chart
of
accounts.
So
we
took
that
there
was
a
major
change
with
the
charter
chart
of
accounts,
so
that
made
the
even
the
the
migration
from
the
old
system
into
the
new
system.
It
wasn't
apples
to
apples,
so
some
things
were
consolidated
and
some
things
were
different
and
a
part
of
that
it
was
a
child
challenge
systemically,
but
it
was
also
a
challenge
in
training,
because
we
we
would
get
talk
to
staff
and
oh
well.
L
I
Thank
you
alexis.
I
think
it's
also
really
important
to
point
out
at
this
point
that,
with
a
major
implementation
of
a
new
system,
several
of
us
worked
at
the
state
during
the
state's
share
implementation
about
a
decade
and
a
half
ago,
and
so
we've
outlined
for
you
here
some
areas
where
the
state
also
had
some
significant
challenges
in
closing
the
fiscal
year
subsequent
to
the
share
implementation-
and
you
know
similar,
you
know
multiple
findings
throughout
that
period
of
time.
L
The
other
the
other
issue
in
associated
with
that
was
that
we
had
a
40
vacancy
rate,
so
we're
not
only
expecting
our
limited
staff
to
pivot
to
a
remote
environment.
But
we
also
have
a
very
high
vacancy
rate
and
we
had
various
people
within
our
the
finance
department
and
other
departments
who
actually
suffered
from
cobit.
L
L
L
During
that
budget
approval
process,
we
received
500
000
to
assist
us
to
hire
cpas
to
help
us
in
this
effort.
So
we
can
focus
not
only
on
preparing
for
the
audit,
but
also
the
current
year,
activities
that
need
to
continue
another
during
the
budget
process
as
well.
We
funded,
or
we
received
funding
for
several
frozen
previously
frozen
finance
positions.
I
Thank
you
alexa,
so
that
really
brings
us
to
reviewing
the
city's
financial
performance
and
stephanie.
The
chair
of
the
audit
committee
did
an
excellent
job
earlier
at
identifying
the
differences
between
financial
performance
and
fiscal
responsibility
and
what
those
were
defined.
As
so,
I'm
going
to
turn
it
over
to
the
city's
controller
clayton
pelletier
to
review
the
city's
financial
performance
and
net
position.
I
M
Me
director
mccoy
councillor
lindell,
your
microphone
is
not
on
mute.
N
Good
evening,
thank
you
mary.
I
want
to
go
over
the
portion
of
the
financial
report
regarding
the
net
position
of
the
city,
I'll
jump
in
for
some
other
issues,
but
this
is
what
I'm
going
to
cover
first,
if
any
of
you
want,
I
can
tell
you
the
pages
of
the
actual
report
that
this
refers
to.
But
what
you're
looking
at
right
here
is
a
snapshot
from
the
management,
discussion
and
analysis
portion
of
that
financial
report,
but
it
has
tied
directly
into
the
financial
statements
of
net
position
prepared
for
for
this
presentation.
N
This
is
on
a
total
city
approach
to
looking
at
the
net
position
of
the
city,
which
is
the
excess
of
assets
over
liabilities
to
to
tell
you
what
strength,
the
financial
health
that
the
city
is
in.
So
that's
just
a
real
quick
overview
of
this
area.
For
you,
thank
you.
I
Thank
you.
Thank
you
clayton.
I
appreciate
that.
Next,
I'm
going
to
turn
to
bradley
flitch
the
city's
planning
and
investment
officer
to
review
the
debt
administration.
O
Good
evening,
everyone,
so
the
the
city
is
in
a
really
good
position.
As
you
know,
by
our
rating
agencies,
you
know
double
a
plus
by
s
p
and
double
a
plus
by
fitch.
The
water
system
is
triple
a
by
s
snp.
O
We
have
79
million,
almost
80
million
of
debt,
backed
by
grocery
seeds
tax,
and
then
we
have
about
97
97.6
million
of
debt
on
our
enterprises
and
then
about
36
million,
of
which
most
of
that
is
midtown
campus.
You
know
20,
22
million
of
that
is
midtown
campus
on
the
loans
general
obligation
bond,
as
you
know
that
property
values
in
santa
fe
have
been
going
up.
O
Currently,
the
taxable
assessed
value
of
the
city
is
just
over
4.5
billion
dollars
and
the
city's
debt
capacity
on
general
obligation
bonds
is
4
of
the
assessed
tax
value
and
that's
roughly
181
million
dollars
of
general
obligation
debt.
We
could
have
outstanding
at
this
point
in
time.
Currently
we
have
19
million,
so
we
have
substantial
capacity
in
general
obligation.
O
This
gives
us
a
coverage
ratio
of
well
over
two,
which
is
you
know,
almost
two
and
a
half,
and
so
that's
one
of
the
major
reasons
why
we
have
such
a
strong
credit
rating.
I
Thank
you
brad.
Can
you
also
review
with
the
committee
members
the
significant
savings
through
the
administration's
refinancing
of
debt
over
the
last
few
years.
O
Well,
thank
you.
Yeah
we're
in
the
process
currently
of
refinancing
the
2010
b
and
the
2012
a
bond.
O
That's
going
to
save
the
city,
roughly
300
330
000
a
year
refinancing
of
the
midtown
campus
saved
the
city,
roughly
500
000
a
year
in
interest,
expense,
we've
also
refunded
the
2010
general
obligation
bond
and
that
one
was
saving
the
city
roughly
50
to
60
thousand
a
year.
We
also
defeased
and
paid
off
the
2008.
O
Go
bond
and
you'll
see
that
in
in
2018,
which
had
an
enormous
savings
to
the
city
and
you'll
see
this
here
in
a
chart
later
on
and
there
it
is.
And
so,
when
you
look
at
the
general
obligation,
debt
per
capita-
and
this
is
based
on
the
most
recent
2020
number
of
87
000
population
for
santa
fe,
you
can
see
that
there's
a
definitive
trend
lower
in
our
general
obligation
debt
per
capita.
O
You
can
see
that
that
trend
is
also
true
in
the
total
debt,
and
that
would
be
all
general
obligation,
all
grt,
senior
and
subordinate
lead,
as
well
as
enterprise
and
loans
to
from
nmfa,
but
there's
a
distinctive
track
that
the
city
is.
You
know
managing
its
debt
and
and
moving
it
lower.
I
Thank
you
brad.
I
think
we're
going
to
move
forward
now
to
a
capital
asset
administration,
and
I
think,
what's
evident
in
these
last
few
slides,
we
can
see
from
our
total
net
position
and
the
changes
positive
changes
in
our
governmental
activities,
as
well
as
our
business
type
activities
to
the
200
million
or
over
200
million,
that
we
have
in
outstanding
that
the
complexity
of
our
financial
system,
our
tommy
chav,
is
our
acting
accounting
officer
is
going
to
review
the
capital
asset
administration.
I
But
here
again
this
reviews
the
level
of
complexity
of
our
finance
of
the
city
of
santa
fe's
financial
system,
with
over
700
million
in
both
governmental
and
business
type
activities
and
capital
assets,
and
just
as
a
point
of
reference
when
we
were
doing
a
bit
of
a
research
project
to
take
a
look
at
the
city's
financial
performance
in
the
city's
audits
over
the
series
of
last
40
50
years.
I
We
have
all
those
audits
on
record
in
our
office.
It
did
become
very
quickly
apparent
that
the
city
has
really
grown
in
leaps
and
bounds
over
the
last
40
years.
The
audits
actually
in
the
late
70s
and
early
80s,
had
significant
challenges
and
significant
problems,
one
of
the
years
in
the
late
70s.
They
were
not
actually
tracking
capital
assets
in
the
financial
system
at
all,
so
that
was
a
very
significant
finding
for
the
city
of
santa
fe.
I
At
the
time
in
the
late
in
the
early
1980s
as
well,
there
were
a
series
of
years
that
the
city
had
qualified
opinions
because
of
the
lack
of
use
of
general
ledger
or
other
significant
issues
that
they
were
that
they
were
facing
at
the
time.
But
with
that
I
think
I'm
getting
sidetracked
with
that.
I'll
turn
this
over
to
tommy
chavez,
our
acting
accounting
officer
to
review
with
us.
P
So
here
we
are
talking
about
the
capital
assets
for
ending
fiscal
20.
We
have
a
total
amount
of
assets
for
734
million
452
715
total,
which
includes
both
governmental
and
business
types.
P
Looking
at
the
comparison
from
fiscal
19
to
20,
we
had
a
one
percent
increase,
which
kind
of
you
know
stayed
at
the
same
level.
We
didn't
have
a
dramatic
change
to
that.
Some
of
the
major
capital
assets
during
this
fiscal
year,
which
we
still
have
in
cross
construction
in
progress,
total
39
million
of
that
we
do
have
the
difference
between
of
that
is
the
governmental
type
and
business
type.
P
P
So
in
this
basically
concludes
everything
from
every
department
from
street
paving
to
park
improvements,
building
renovations,
you
name
it
and
so
far,
and
if
anything
is
still
pending,
you
know
we
probably
will
carry
it
forward
and
re-evaluate
it
through
for
fiscal
22.
For
the
current
year.
I
Thank
you
tommy
with
that.
We,
I
hope,
we're
able
to
demonstrate
the
complexity
of
the
city's
financial
system,
the
challenges
that
the
city
has
faced
in
the
last
few
years
and
our
our
corrective
action
that
we
have
actively
managed
in
the
last
few
years,
as
well
as
what
we
plan
to
continue
going
forward
with
that
I'll
turn
it
over
to
raul
anaya
with
clifton
larsen
allen.
The
city's
external
auditor.
Q
I
Go
ahead
and
share,
I
think
you
have
the
ability
to
share.
Q
Okay,
hello,
everybody,
my
name
is
raul,
and
I
I
was
the
external
auditor.
The
audit
principal
for
the
audit
for
the
year
ended
june,
30th
2020.,
my
name
is
raul,
and
I
this
is
my
second
year
working
in
this
role.
As
the
audit
engagement
principle,
I've
prepared
a
small
or
a
presentation
to
kind
of
go
over.
The
audit
results
as
mary
and
our
team
went
over
already.
They
went
over
their
financial
results,
so
I'm
just
going
to
go
over
the
results
of
the
audit
and
go
over
some
key
terms.
Q
First,
audit
opinions:
it's
important
to
know
that
my
responsibility
as
an
outside
external
independent
auditor,
is
to
issue
an
opinion
on
your
financial
statements.
The
actual
financial
statements
are
the
responsibility
of
management.
Our
job
is
to
go
in
and
do
conduct
test
work
to
say
those
if
those
numbers
are
fairly
presented
and
accurate,
we're
happy
to
say
that
we
got
to
an
unmodified
opinion
for
the
financial
statement.
Audit.
That's
the
cleanest
opinion
that
an
independent
auditor
can
give.
That
means
we
believe.
Q
In
addition
to
reviewing
your
financial
information,
we
also
are
engaged
to
look
at
your
compliance
with
major
federal
programs.
The
city
of
santa
fe
receives
numerous
federal
grants.
Our
job
is
to
go
in
and
look
at
those
to
make
sure
the
city's
following
proper
federal
compliance
with
those
grants.
Q
We
tested
two
major
programs
this
year,
the
cdbg
and
the
airport
improvement
program.
The
cdbg
program
had
a
a
clean,
or
this
is
actually
a
misstatement
here.
The
cdbg
actually
had
a
modified
opinion
for
all
compliance
and
the
airport
improvement
had
a
modified
approved
opinion
for
one
material
weakness
that
I
will
go
over
later
in
the
presentation.
Q
Auto
results:
this
is
a
summary.
We
have
43
audit
adjustments,
reclassified
entries.
What
this
basically
means
the
trial
balance
we
received
to
what
was
actually
presented.
It
took
us
four
to
three
audit
entries
to
get
to
where
we
felt
the
numbers
were
a
fair
and
accurate
representation
of
what
occurred.
Q
Q
Q
Q
Q
We
had
new
findings,
but
there
was
eight
fightings
that
were
cleared
by
the
city
during
our
fiscal
year.
20
audit.
Q
And
actually
counselor
abeda
I've
actually
included
the
21
findings.
Would
you
prefer
for
me
to
go
over
one
by
one
or
I'm
at
the
liberty
here
of
the
finance
committee
of
how
they
would
like
to
proceed?
Yeah.
Q
And
these
are
all
included
in
the
financial
statements
that
were
issued
today,
so
the
first
audit
was
finding
number
twenty
thousand
twenty
twenty
zero
one
errors
in
preparing
the
the
cfa
schedule,
the
schedule
of
expenditures
of
federal
awards.
Q
During
our
review
of
this
schedule,
we
were
presented
seven
different
versions
of
what
the
city's
actual
federal
expenditures
were.
The
initial
report
had
6.9
million
in
the
final
report
that
was
eventually
included
in
your
audit
included
4.1.
We
believe
this
was
attributable
to
the
transition
from
e1
to
munis.
It
was
a
mapping
issue
that
was
identified
that
wasn't
correctly
capturing
your
federal
grants.
Q
The
next
one,
just
over
general
internal
controls
over
financial
closing
reporting,
the
city
has
made
improvements
in
this,
but
there's
still
lack
of
overall
internal
controls
over
the
financial
clothing
and
reporting
process.
A
proper
financial,
close
and
reporting
process
will
probably
close
your
books
after
your
end
and
then
be
able
to
allow
for
a
proper
and
timely
audit
and
include
less
audit
entries
than
we
had
overall.
So
our
recommendation
is
to
continue
to
work
on
that
close.
Q
The
next
one
is
related
to
federal
revenue,
this
one's
an
important
one
to
me,
the
city
gets
federal
grants
and
most
of
the
grants
are
on
a
reimbursement
basis,
which
means
that
the
city
expends
the
money
and
then
submits
reimbursements
to
the
federal
government
for
reimbursement
as
of
december
31st
2020,
when
we
looked
at
some
of
these
items
a
period
of
six
months
after
your
end,
there
was
no
reimbursements
made
on
numerous
federal
grants
and
on
the
bottom,
you
can
see
some
large
ones
that
total
over
close
to
four
million
dollars
so
or
1.9
million
dollars.
Q
In
addition,
during
our
confirmation
parties
with
the
third
party,
we
know
the
city
had
a
grant
of
101
000
that
was
eligible
for
the
fiscal
year
20
and
to
our
records
into
what
we
could
see.
The
city
did
not
utilize
that
grant
so
that
just
grant
money
that
was
not
used
at
all.
So
that's
money
that
could
have
went
to
a
city
program
or
helped
a
city
initiative.
Q
This
next
one
is
really
related
to
the
e1
and
muni
system.
We
know
there
was
multiple
journal
entries
and
just
for
the
committee
journal,
entries
are
deemed
items
that
are
directly
entered
into
your
accounting
system.
It's
standard
internal
control
process
that
any
journal
entry,
that's
entered
into
your
system
is
properly
reviewed,
has
proper
support
and
is
properly
initiated.
If
one
person
is
able
to
enter
a
journal
entry,
that's
not
reviewed
by
somebody
else.
Q
It
can
lead
to
misstatements
and
an
override
of
your
general
internal
control,
and
we
noted
that
there
was
a
lot
of
during
the
beginning
of
the
year,
both
e1
system
and
the
immune
system
was
operating.
So
there
was
journal
entries
going
in
both
system
and
in
some
cases
we
saw
that
there
was
entries
taking
activity
from
the
e1
system
to
the
immune
system
that
weren't
properly
reviewed.
Q
They
also
noted
that
there
were
some
payroll
accruals
that
if
those
entries
had
were
posted
correctly
and
reviewed
appropriately,
they
would
it
would
have
led
to
a
easier
reconciliation
of
your
payroll
accounts
and
then,
lastly,
you're
pulled
cash
accounts.
There's
a
default
in
the
immune
system
to
balance
an
account
anytime,
you
post
a
journal
entry,
you
need
a
debit
and
a
credit
to
offset
each
other.
Q
The
munis
system
automatically
when
there's
not
an
offset
account
posted,
will
automatically
default
to
your
old
cash
system
and
sometimes
creates
on
unexpected
or
unwarranted
calls
for
cash
in
the
pull
the
cash
account.
So
our
recommendation
there
is
just
to
make
sure
to
monitor
those
and
make
sure
that
accounting
staff
knows
that
only
the
only
entries
to
pull
cash
should
be
actual
cash
entries.
Q
The
next
one's
over
capital
assets,
the
big
one
here
is:
we
just
had
multiple
items
with
capital
assets
and
construction
process.
We
have
multiple
versions
of
the
schedules,
provided
our
first
schedule
provided
by
the
city
contained
and
stated
that
the
city
had
zero
construction
process
during
the
fiscal
year
20.
Q
that
was
eventually
changed
to,
I
believe,
30
million
dollars.
So
it
was
just
making
sure
the
city
has
a
record
of
what
that
number
is
and
a
detailed
listing
of
all
their
construction
process.
That
list
was
eventually
put
together
and
we
felt
comfortable
with
it.
It
just
took
us
a
journey
to
get
there
so
making
sure
that's,
timely
and
kept
accurately
will
be
important
on
a
go
for
basis.
Q
The
next
one's
related
to
accrue
liabilities.
We
noted
when
we
first
started
the
audit.
There
was
a
crude
liability
balance
of
8.5
million
dollars
and
these
were
related
to
what
were
labeled
as
payroll
liabilities.
That
number
is
a
number
that's
a
lot
larger
than
in
years
past.
So
our
first
thing
is:
we
made
sure
that
there
was
no
outstanding
pay
reliability,
that
the
city
hadn't
paid
to
pera
new
mexico,
retired
healthcare
or
irs
those
all
had
been
paid.
Q
There
was
just
a
delay
in
some
of
the
para
payments
for
the
month
and
that
was
related
to
the
immune
system.
So,
overall
we
were
able
to
get
comfortable
with
it.
It
just
took
a
lot
of
reconciliation
and
adjusting
journal
entries
to
get
us
there,
but
overall
we
got
to
a
balance
that
we
felt
comfortable,
that
the
balances
were
recorded
correctly.
It's
just
the
initial
trial
balance
provided
to
us,
as
auditors
was
obviously
incorrect
and
didn't
actually
reflect
what
was
actually
payroll
liabilities
at
year.
End.
Q
The
next
one's
over
allocation
of
investment
income,
the
city
uses,
pulled
cash
for
for
different
funds.
We
just
noted
that
the
allocation
was
correct.
In
some
funds
wasn't
correct
in
all
funds.
There
were
some
funds
that,
while
they
had
a
cash
balance
and
had
an
accurate
and
valid
pool
on
drawing
cash,
weren't
being
allocated
investment
income
according
to
their
cash
balance.
Q
Q
We
also
noted
that
the
city
gave
us
a
reconciliation
that
had
a
list
of
outstanding
checks
that
were
subsequently
avoided,
which
ultimately
reduced
the
proper
cash
amount
on
your
trial
balance,
and
then
we
saw
there
was
a
recorded
cash
balance
that
hadn't
changed
from
the
previous
fiscal
year,
meaning
that
nobody
had
actually
reconciled
or
adjusted
that
for
the
fiscal
year
2020..
So
just
extra
emphasis
on
making
sure
cash
reconciliations
are
done
appropriately.
Q
Inter
fund
activity,
we
noticed
that
there
was
some
inter
fund
balances
and
receivables
that
if
you
got
all
the
funds
together
for
the
city
didn't
balance
anytime,
you
have
interfund
receivables
and
balances,
they
should
equal
each
other.
We
were
able
to
get
them
to
balance,
but
the
original
trial
amounts
they
did
not
balance.
Q
Q
Controls
over
debit
accounting
last
year,
this
was
a
material
weakness.
We
were
able
to
reduce
this
because
the
city
made
significant
progress
here,
but
we
did
note
this
year
the
city
recorded
duplicate
payments
on
one
bond
series
that
was
not
identified
during
the
bond
reconciliations
performed
by
the
city,
and
then
the
city
did
not
properly
account
for
a
new
bond
issuance
in
recording
the
refunding
for
outstanding
bonds
and
the
unrealized
gains
and
loss
on
that
bond.
Your
students.
Q
Controls
over
accounts
payable
the
big
one
here
is
we
noted
that
the
city,
while
they
had
accounts
payable
the
city,
was
not
able
to
present
a
detail
of
accounts
payable
by
each
fund.
Each
fund
should
have
a
detail,
a
balance
of
what
the
accounts
bill
was
made,
up
of,
which
includes
specific
invoices
at
year
end
to
show
what
is
actually
payable
this.
This
reconciliation
was
done
at
the
city-wide
level
and
not
the
fund
level.
Q
It's
important
the
city
reduce
that
to
the
fund
level
to
make
sure
that
we
have
an
accurate
representation
of
each
fund's
responsibilities
and
payables
at
year.
End.
Q
Controls
over
compensated
absences,
we
just
noticed
in
the
old
e1
system.
I
think
it
was
noted
in
mary's
team's
presentation
that
east
one
system
was
a
very
antiquated
system
which
did
not
allow
for
proper
you're
as
compensated
as
there's
various
rules.
You
can
only
accrue
so
much
for
different
personnel.
That
system
was
not
able
to
handle
that
the
immunosystem
is
able
to
handle
those
limitations,
but
not
all
that
was
inputted
during
or
before
year
end.
Q
So
we
just
noticed
that
the
compensated
absences
in
the
system
was
not
calculating
correctly
and
then
the
the
big
one
that
we
noticed
here
on
the
end
you'll
see
bull
here.
Three
is
that
there
was
an
employee
that
left
the
city
and
they
were
over
paid
their
annual
leave,
because
the
system
didn't
calculate
correctly.
This
employee
received
over
200
hours
that
they
were
probably
were
not
entitled
to
under
the
city's
policy,
which
amounts
to
about
eight
thousand
dollars
of
overpaid
leave.
For
this
employee.
Q
Information
technology:
this
is
something
that
we
identified
last
year.
There
has
been
some
progress
made
on
this.
We
just
noted
during
rit
review
of
your
controls
that
passwords
there's,
there's
not
a
recommendation
for
there's
rotation
for
longer
passwords,
but
it
was
noted
that
repeat,
passwords
can
be
used
after
three
tries
and
that
this
the
same
numbers
and
complexity
can
aren't
required
changing.
Q
So
we
just
request
or
recommend,
not
request
that
the
city
look
at
their
passwords
to
make
sure
that
they're
strong
and
to
make
sure
that
inappropriate
users
aren't
allowed
access
to
your
system.
Q
The
next
ones,
these
are
all
federal
findings,
compliance
findings,
the
first
one.
This
was
noted
in
the
previous
fiscal
year.
We
noticed
that
there
was
12
000
700
expense
for
an
expense
that
wasn't
appropriate.
That
shouldn't
have
been
a
federal
expense.
This
year
we
noted
that
that
amount
hadn't
had
yet
to
be
reimbursed
to
the
federal
government,
so
this
should
have
been
sent
back
to
the
federal
government
in
a
form
of
check
or
a
reduction
of
a
subsequent
draw
from
the
federal
government
that
wasn't
done
during
the
fiscal
year.
Q
That's
a
repeat:
finding
property
equipment.
This
is
new.
During
the
fiscal
year
20
the
city
purses.
I
believe
it
was
a
snow
plow
with
federal
funds
and
the
snow
plow
as
part
of
receiving
federal
funds.
You're
supposed
to
track
on
your
capital
asset
listings
that
the
capital
asset
was
purchased
for
federal
funds.
So
if
the
city
were
ever
to
want
to
get
rid
of
that
snow,
pile
they'd
have
to
identify
and
let
the
federal
government
know
before
disposing
of
that
asset.
Q
The
current
capital
asset
system
does
not
track
if
an
asset's
been
purchased
with
federal
funds.
So
that's
just
something
that
the
city
needs
to
work
on.
This
is,
to
my
knowledge,
the
one
of
the
first
federal
specific
purchase
items
that
the
city's
had
in
quite
some
time.
So
this
would
be
a
new
policy
that
city
needs
reporting.
Q
Q
The
city
submits
federal
financial
reports
to
the
federal
government
in
this.
In
this
case,
this
was
hud.
Those
reports,
strong
internal
control,
show
that
somebody
in
the
city
should
review
them
prior
to
then
be
sent
to
the
federal
government
at
the
within
the
city.
They
were
prepared
and
then
sent
directly
to
the
federal
government
without
any
review
internally.
So
our
recommendation
is
to
make
sure
that
somebody
within
the
city
reviews
it
before
submitted
to
the
federal
government.
Q
The
next
one
is
related
to
payroll
disbursements.
We
noticed
idis,
that's
the
hud,
a
hud
report.
We
noticed
in
the
hud
report
that
there
was
a
twelve
thousand
dollar
four
hundred
dollar.
Twelve
thousand
four
hundred
dollar
cost.
The
actual
support
that
was
in
the
the
file
showed
a
lower
amount.
So
that's
a
question
cost
to
us
because
we
weren't
sure
which
one
was
correct.
The
city
requested
a
higher
amount,
but
the
support
didn't
have
support
for
that
amount.
Q
Q
Q
When
we
looked
went
to
look
at
the
city
logs,
they
were
incomplete
and
you
could
not
tell
who
was
using
the
vehicle
when
it
was
checked
out
or
so.
There
was
no
way
to
determine
if
there
was
proper
use
of
that
city
vehicle,
because
the
logs
used
to
track
them
under
city
policy,
weren't
being
used
or
followed
appropriately.
Q
Q
We
noted
that
the
final
budget
and
then
actual
expenditures
exceeded
the
final
budget
and
numerous
funds
related
to
the
year,
and
you
can
see
from
this
spreadsheet
where
those
are
in
some
funds.
Those
actual
overages
were
significant.
Q
And
with
that,
that
was
a
high
level
description
of
the
2020
findings.
Councillor
aveda
is
there
any
questions
that
I
can
answer
for
the
committee.
B
Okay,
well
let
me
let
me
first
speak
with
miss
mccoy
and
kind
of
see
what
she
was
thinking
and
then
I
want
to
talk
to
the
the
committee.
I
mean
we
could
be.
B
Going
over
21
different
findings
with
questions
and
it's
at
six
o'clock.
This
was
a
lot
of
information.
There's
a
lot
to
still
be
learned
about
all
of
this,
and
so
I
don't
want
to
necessarily
get
into
back
and
forth
questions
and
answers.
Like
I
said
we
could
be
here
all
evening.
There's
still
going
to
be
a
presentation,
I
believe
to
the
governing
body.
Miss
mccoy!
B
Is
that
correct
and
then,
if
need
be,
we
could
have
an
ongoing
discussion
of
finance
committee
about
these
findings
and
the
progress
we're
making
so
like
I
said,
I
don't
know
that
we
want
to
necessarily
stay
here
all
night
getting
into
you
know
each
individual
item
but
miss
mccoy.
What
was
your
thoughts
as
far
as
the
next?
B
What
what
was
the
next
phase
of
this.
I
K
I
Is
the
process
that
has
already
been
dictated
so,
as
we
had
mentioned
earlier,
the
audit
was
released.
Today
we
had
an
indication
that
the
osa
would
release
the
audit
today.
That's
why
we
went
ahead
and
scheduled
this
presentation
to
be
to
have
a
quick
turnaround
to
get
these
results
in
front
of
this
body.
We
will
also
be
meeting
with
the
audit
committee
under
the
purview
of
chair
woodruff
as
well.
I
So
I
we
stand
for
any
questions
or
whatever
the
committee
wishes
at
this
time
on
the
best
process
to
proceed.
B
Okay,
thank
you
so,
like
I
said
it
is,
it
is
603.
We
are
just
seeing
this
information
for
the
first
time.
What
is
the
pleasure
of
the
finance
committee?
Like
I
said
I,
we
could
have
another
discussion
at
council.
We
could
have
another
discussion
on
at
our
next
meeting
on
the
18th
or
we
can
stay
here
and
have
discussion
this
evening.
It's
what
are
the
thoughts
of
the
committee?
B
Does
anyone
have
any
suggestions,
councilwoman
lindell,
thank.
H
You
chair,
I'm
not
personally
prepared
to
ask
questions
this
evening.
I
would
be
open
to
the
council
discussion
that
we'll
have
or
bringing
it
back
to
finance
on
the
18th,
but
I
really
haven't
had
a
chance
to
study
this
document
and
formulate
any
questions.
However,
I
will
say
that
I
very
much
appreciate
mr
anaya
going
through
each
one
of
those
findings,
which
is.
H
To
me,
that's
where
my
questions
would
have
been
formulated
from
so
I
I
think
that
I
think
that
that
was
extremely
helpful
and
they
were
well
explained,
and
I
for
me
I
I
I
would
be
able
to
ask
my
questions
at
council.
I,
I
won't
have
a
vast
number
of
questions,
but
I'm
not
prepared
to
ask
or
discuss
this
this
evening
chair.
Thank
you.
Thank
you.
Councilwoman
villarreal.
F
Thank
you,
mr
chair.
I
actually
have
some
like
more
high-level
questions
that
I
would
like
to
ask
tonight.
I
didn't
get.
I
reviewed
it
today.
We
did
get
it
late,
but
there
are
some
things
I'd
like
to
get
into
more
detail
later
on,
but
I
I
think
I
had
more
high-level
questions
for
mr
anaya
for
tonight.
E
Thank
you
very
much,
mr
prepare.
I
do.
I
do
also
have
some
high
level
questions
just
from
the
presentation,
I
would
be
I
you
know,
obviously,
since
it
was
just
released
today,
and
it
said
they
weren't
able
to
put
it
into
our
packet
until
they
received
it.
I
haven't
had
time
to
really
go
through
the
document
details
I
would
like
to.
I
do
have
some
questions
from
the
presentation
again
pretty
high
level
questions
that
I'd
be
happy
to
ask
tonight
or
wait
until
another
presentation.
M
Thank
you
chair.
I
do
have
a
couple
questions
tonight
and
of
course
I
think
we
can
dive
into.
B
Okay,
well,
let's,
let's
just
stick
with
some
high
level
questions
and
then,
as
time
moves
on.
If
we,
if
it
starts
getting
late,
we
can
we
can
move
on,
but
I
and
I
also
agree
with
councilwoman
cassette's
suggestion.
I
think
we
should
probably
take
the
opportunity
and
subsequent
meetings
to
get
into
details,
get
into
the
findings
and
and
get
answers
to
some
of
those.
So,
let's,
if
we
can
limit
our
questions
this
evening
to
high
level,
let's
do
that
and
we'll
start
with
councilwoman
via
rael.
F
Thank
you,
mr
chair,
just
wanted
to
first
thank
the
staff.
This
is
a
heavy
lift
for
various
reasons
that
they
outlined,
and
I
do
think
we
have
to
be
cognizant
of
what
was
happening
with
the
pandemic
and
trying
to
get
us
all
functioning
working
remotely.
I
think
that's
been
a
big
challenge
across
the
board
for
all
of
us,
the
other
one.
F
The
other
piece
I
think,
has
been
detrimental
to
every
single,
probably
department
is
there's
been
short
staff
we've
been
short
staffed
and
with
that
has
led
to
a
lot
of
work
being
added
on
to
other
staff
members
and
which
leads
to,
in
my
opinion,
balls
being
dropped.
F
So
I
guess
when
I
think
about
all
of
the
findings,
what
I'm
seeing
is
like
more
of
a
the
fact
that
we're
short
staffed
the
fact
that
we've
lost
staff
members
and
then
everybody
there's
people
that
are
having
to
pick
up
the
slack
really
has
added
to.
I
think
some
of
the
problems
that
we're
seeing
in
the
findings.
Would
you
agree
with
that?
Mr
anaya.
Q
Councilman,
yes,
I
would
agree
with
that.
I
think
there
was
numerations
as
aligned
by
city
staff
any
time
you
run
into
audit
findings.
It's
usually
a
result
of
somebody
forgetting
something
someone
not
supervising
something
or
somebody
dropping
the
ball,
and
in
this
case
I
think
that's
the
case
and
that
was
amplified
by.
I
think
the
biggest
thing
was
a
new
system
invitation
combined
with
colgate
and
staffing
shortages
right.
F
Yeah,
I
think
one
of
the
things
that
I
was
really
excited
about
when
we
were
going
through
budget
and
we
actually
had
funding
to
support
the
grant
management
and
the
grant
administration.
F
I
think
all
of
us
were
really
supportive
of
that,
and
I
guess
I
wanted
to
find
out
more
information
about
why
we
didn't
get
those
folks
hired
in
and
put
in
place,
given
that
we
had
cares,
act
running
fast
and
furious
and
we
knew
that
there
were
all
these
things
that
we
we'd
need
to
put
in
place,
and
so
just
when
I
read
through
the
findings
and
it
and
it
looked
and
you
could
read
the
staff,
you
know
kind
of
action
to
to
ameliorate
that
situation.
F
It
was
like
hire
grant
manager,
and
I
thought
I
thought
we
already
hired
that
person.
So
I
guess
I'd
like
to
hear
from
director
mccoy
did
we
hire
people
and
then
they
ended
up
leaving
or
what?
What
was
the
case
with
those
positions
that
we
never
got?
That
fully
put
in
place
for
grants,
administration
support.
I
Mr
chair
counselor,
via
real,
thank
you
for
the
question.
I
think
it's
really
important
to
understand
how
the
day-to-day
operations
do
impact
the
the
findings
that
that
raul
reviewed
with
you
today
so
council
did
approve
additional
grant
positions.
We've
had
extreme
difficulty
finding
a
qualified
applicants
for
these
positions,
as
you
can
all
probably
attest
to
in
different
experiences.
I
The
grant
management
area
is
a
very
niche
area
of
accounting
because
you
not
only
have
to
understand
the
basic
accounting
principles,
but
you
also
have
to
be
able
to
understand
all
of
the
federal
rules
that
also
apply
both
to
compliance,
as
well
as
to
the
grand
the
grant
funds.
So
this
is
an
area
which,
in
which
we
have
actually
gone
out
to
post
these
positions
several
times
over
the
last
year.
I
This
position,
the
grant
manager
position,
is
posted
again
now
as
well.
So
if
you
have
anyone
that
you
know
of,
please
encourage
them
to
apply
for
these
grant
positions.
We
are
very
excited
that
we
have
brought
on
a
grant
a
analyst
to
join
us
a
grant
accounting
analyst
to
join
us.
She
has
been
assigned
the
community
development
block,
grant
his
role
identified
in
his
review.
This
is
the
area
that
we
are
very
concerned
about
that
needs
immediate
attention,
so
we
are
very
pleased
that
this
individual
has
joined
us.
F
That's
great
to
hear
it's
extremely
important,
cdbg
just
from
the
limited
knowledge
I
know,
they're
very
complicated
hud
is
hard
to
report
to
and
then
to
have
like
another
layer
to
check.
That
would
be
great
and
I
guess
just
to
follow
up
on
that.
Are
you
saying
director
mccoy?
We
did
post
those
positions
and
we
didn't
get
folks
or
did
we
get
folks
and
they
just
didn't
meet
the
mark.
I
Mr
chair
councillor
verrell,
it
varied
throughout
the
different
rounds
because
we
have
posted
these
positions
several
times.
So
in
some
rounds
we
didn't
get
any
applicants
in
other
rounds.
We
got
applicants
that,
unfortunately,
were
not
qualified
to
assume
the
responsibilities.
F
I
guess
I
I
I'd
like
to
understand
more
from
mr
anaya,
so
when
you
do
when
you
found
that
finding
about
compensated
absences
and
that's
just
a
quick
test,
right
you're
taking
a
an
example
and
then
deciding
you
know
if
it
was,
I'm
not
going
to
get
the
right
terms
for
audits,
but
you
did
a
sample
and
then
you
realized
there
was
a
deficiency,
but
I
guess
what
I'm
wanting
to
know
after
you
did
that
test,
and
then
we
get
these
findings
for
that.
Particular
it
just
worried
me.
So
how
do
we
know?
Q
Sure,
and
that's
a
great
question,
I
think
what
you're
referring
to
is
we
we
test
on
a
sample
basis,
and
sometimes
we
extrapolate
those
errors
to
the
population,
but
not
test
entire
population,
fortunately
for
compensated
absences.
Since
that
is
really
data-driven.
We
are
able
to
test
that
population
100
based
on
what's
entered
to
the
system
and
that
one
item
that
was
noted
was
the
only
item
that
we
did
note.
F
Great
good
to
hear
thank
you
for
that
and
then
the
bond
issuances
finding
it
can
you
explain
to
me
staff.
I
guess,
isn't
that
the
responsibility
responsibility
of
our
bond
council
as
well
and
we
pay
them
a
nice
little
fee
there.
So
I'm
just
curious.
Q
Before
you
step
in,
let
me
clarify
that
that
statement
our
finding
was
related
to
the
accounting
treatment
of
the
premiums
would
be
outside
the
bond
council.
Q
What
say
that
again,
a
bond
issuance,
so
when
you
issue
a
bond,
there's
a
proper
way
to
record
it
on
your
general
ledger.
That
would
be
the
responsibility
of
city's
finance
department.
Okay,.
F
O
Mr
chair
councillor,
villarreal
bond
council
really
advises
the
city
on
the
taxability.
O
I
mean
their
primary
job
is
to
certify
that
what
we're
going
to
do
with
this
bond
proceeds
really
meets
the
irs
qualifications
for
tax-exempt
bond
issue.
Of
all
of
the
things
that
the
bond
council
does.
O
That's
the
number
one
priority
is
the
certification
that
the
bonds
we
issue
are
being
used
for
tax-exempt
purposes
or
were
issuing
taxable
bonds.
Other
things
are
is
to
make
sure
that
they're,
in
compliance
with
our
bond
covenants
and
previous
got
bond
covenants
that
were
in
compliance
with
state
laws
and
those
types
of
things.
But
the
accounting
for
the
actual
bond
on
the
city's
books
is
my
responsibility.
F
Okay,
thanks
for
that
clarification
and
taking
responsibility
for
that
and
it's
a
big
piece,
it's
complicated
and
so
yeah,
I'm
just
interested
in
next
steps
for
that
one.
F
O
We've
done
a
good
job,
we
have
emphasis
software,
we've
bought
software
to
help
do
a
better
job
accounting
for
it.
You
know,
and-
and
this
is
a
widespread
theme
throughout
the
city-
is
that
we
use
you
know
I
use
excel
to
do
most
of
my.
O
O
You
should
have
a
system
that
does
these
things,
for
you,
that's
got
all
the
internal
controls
and
proper
documentation
that
whoever
goes
in
and
does
something
it's
documented.
Who
did
what?
When
and
how
and
none
of
that's
available
in
excel.
I
To
highlight
the
work
that
brad
has
done,
as
he
mentioned,
he
has
acquired
the
emphasis
debt
management
software
in
approximately
90
percent
of
the
city's
entire
outstanding
debt
portfolio,
which
we
reviewed
with
you
earlier,
has
been
already
uploaded
to
that,
so
that
particular
corrective
action
we're
about
90
of
our
way
there
and
brad,
and
his
team
will
continue
to
manage
that,
like
you
said,
moving
it
into
an
actual
system
where
we
can
track
and
make
sure
everything
is
accounted
for.
Great.
Thank
you
and.
F
It's
called
emphasis
step
management.
The
system
that
we're
using
is
that
what
you
said
correct.
Okay,
thank
you
and
the
one
other
question.
I
was
trying
to
figure
out
the
I.t
finding
about
passwords
and
I
was
looking
at
the
date
when
it
was
supposed
to
be
completed
and
the
explanation
of
how
long
it
takes,
and
I
couldn't
understand
why
password
changes
take
that
long.
Can
someone
explain
that
to
me.
I
Mr
chair
counselor
via
rail,
if
our
I.t
director
emanuel
gonzalez,
is
on
the
call
he
can
go
ahead
and
shed
more
light
on
that
they
do
have
a
pretty
robust
debt
disaster
recovery
plan
underway.
It's
one
of
their
top
five
priorities
in
the
I.t
department.
I
F
Sorry
I
can
find
the
unmute
that's
fine.
I
think
I
just
want
to
understand
why
it
took
so
why
it
would
take
so
long,
and
I
guess
from
I
have
other
like
little
minor
stuff
that
I
can
talk
about
later,
because
I
need
to
dig
in
a
little
bit
more.
But
I
wanted
to
ask
mr
anaya
about
his
experience,
auditing
other
entities
and
I
was
just
curious.
Had
you
been
auditing
or
had
you
audited
other
municipalities
in
the
last
couple
years
or
last
year.
Q
Yes,
I've
been
auditing
municipalities
for
the
past
18
years
and
including
locally
this
past
year.
Q
But
this
is
the
largest
delay
that
I've
ran
into,
but
this
was
also
compounded
by
the
implementation
of
a
new
software
system.
J
J
Even
though
the
erp
package,
the
implementation,
started
parts
of
it
in
2017.
M
J
J
So
a
lot
of
that's
why
the
overall
opinion
was
an
unmodified
clean
opinion,
because
it
wasn't
significant
in
terms
of
any
material
misstatements
to
the
financial
statements
but
yeah.
There
were
a
lot
of
issues,
a
lot
of
clean
up
issues
and
that's
they
were.
You
know
it's
good
that
we
find
all
these
issues
right
away
so
that
we
can
clean
them
up
and
be
ready
for
2021.
L
Part
of
the
presentation-
and
I
I
kind
of
glazed
over
it-
I
was
actually
at
dfa
when
they
converted
did
a
major
software
conversion
and
we
used
the
example
of
two
big
state
agencies
that
their
audits
were
delayed
and
they
had
right
around
20
audit
findings
and
they
were
only
two
of
multiple
state
state
agencies.
L
F
Thank
you.
I
appreciate
that
and
mr
nye
do
you
have
any
other
input
about,
like
your
experience
and
the
similar
deficiencies,
not
not
just
covet,
not
just
a
implementation
of
new
system,
anything
else
that
you
see
that
were
similar
in
other
municipalities.
One
thing
someone
to.
Q
Well,
so
I
I
think
you're
there's
two
kind
of
responses
to
that
question.
So
first
there's
mutual
policies
that
have
had
little
to
no
turnover
and
have
a
strong
accounting
function
and
then
there's
what
we're
running
to
we've
had
past
troubles
we've
had
key
turnover
and
those
wolf.
I
think
results
in
the
auto
results
that
you
kind
of
run
into.
I
think
they're,
they're
fixable
in
all
things,
and
I
think
the
city
is
on
path
to
fix
them
and
have
identified
key
team
members.
Q
But
it's
very
important
when
you
implement
a
new
accounting
system
that
you
you
have
a
strong
team,
collaborating
amongst
each
other.
F
Thank
you,
mr
and
I
yeah
turnover
to
me
was
the
kind
of
what
I'm
seeing
is
glaring
issue,
because
then
it
creates
this
discontinuity
and
then
new
people
come
in
or
or
we're
still,
you
know
filling
those
those
vacancies.
F
So
to
me,
that's
like
the
biggest
glaring
piece
and
then
compounded
by
not
just
in
finance
but
other
departments
where
we're
having
department
heads,
do
double
duty,
and
I've
consistently
said
this
and
it's
showing
now
in
ways
that
we
see
folks
that
are
having
to
take
on
more
tests
as
directors
of
like
two
different
programs.
So
I'm
just
saying
that
out
loud
because
it's
frustrating
to
me
to
see
it
and
then
kind
of
see
it
how
it's
playing
out
into
our
audit
findings.
F
So
I
think
I'll
pause
there,
because
there's
more
there's
more
that
I'd
like
to
get
into
that,
I
need
to
you
know,
read
a
little
bit
more
closely
with
the
audit,
but
I
appreciate
the
team
presenting.
F
I
think
it's
good
when,
because
we
have
this
fiduciary
responsibility
that
having
the
audit
in
the
timely
matter
helps
us
to
understand
what
our
deficiencies
are
and
so
that
we
can
and
the
findings
so
that
we
can
actually
like
start
digging
into
to
solving
them
and
have
a
plenty
of
time
to
solve
them,
so
that
we're
not
back
into
like
another
audit
cycle
and
then
we're
not
we're
not
able
to
catch
up.
So
I
think
that's
really
hard.
M
Thank
you,
counselor
counselor
abeyta
has
lost
internet
he's,
trying
to
reconnect,
and
I
will
take
over
for
him
until
he
can
counselor
cassette.
I
believe
you
have
your
hand
up
next.
E
Thank
you
very
much,
madam
substitute,
chair,
yeah,
just
to
to
build
off
of
what
a
councilwoman
battery
all
just
mentioned
about
staffing
and
and
a
lot
of
directors
doing
double
duty,
and
one
thing
that
I
often
think
about
is
those
are
the
people
that
we
see
at
the
governing
body
level
and
I'm
I'm
curious
also
throughout
the
departments
and
something
that
I
think
is
probably
occurring
for
other
staff
members,
and
I
want
us
to
be
very
cognizant
of,
especially
as
we
move
into
the
next
budget
cycle
and
as
we
are
recovering
out
of
kovid.
E
This
has
been
it's
been
a
weird
year.
I
mean
it's
been
a
abnormal
year
with
a
lot
of
uncertainty,
and
so
as
we're
moving
out
of
covet,
I
think
really
taking
a
look
at
our
staffing
capacity,
and
our
internal
capacity
at
the
city
is
what
I
hear
a
lot
about.
E
So
you
know,
especially
us
as
a
finance
committee
having
that
first
stab
at
the
budget
that'll
be
something
that
I
will
be
very
much
aware
of
and
really
looking
at
as
we
move
into
the
next
year's
budget
I
did
want
to,
though
thank
the
first
of
all.
It's
really
wonderful
to
see
a
lot
of
members
of
the
finance
department
who
we
don't
regularly
see.
So
thank
you
all
for
being
here
and
a
lot
of
new
faces
that
maybe
I
see
names
and
not
the
faces
as
much.
E
So
I
really
do
want
to
appreciate
you
all
for
being
here,
and
I
know
that
it's
high,
I
know
that
it
has
been.
It
has
been
a
really
heavy
lift
and
you
guys
did
a
great
job
really
laying
out
the
challenges,
and
then
I
appreciate
all
the
work
that
has
gone
into
overcoming
them.
I
I
don't
think
that
they
can
be
understated
enough.
E
That
you
have
been
working
under
saying
less
than
ideal
conditions
is
a
huge
understatement,
so
really
really
tough
conditions,
and
so
you
know
thank
you
to
director
mccoy
for
your
leadership
and
thank
you
so
much
to
the
staff
for
for
all
the
hard
work
that
you've
put
in
there.
A
couple
quick
questions
I
have
going
off
of
councilwoman
vader
rail's
previous
discussion
around.
E
Is
this
normal,
so
21
findings
for
somebody
who
does
not
work
in
the
audit
world
or
deal
with
audits?
Very
much
can
sound
like
a
lot,
and
I
am
curious
how?
E
How
typical
is
it
to
have
an
audit
with
21
findings?
Is
this
something
to
be
concerned
about?
Is
this
about
on
pace?
I'm
sure
that
it
also
varies
based
on
the
severity
of
the
findings.
So,
mr
and
I
believe
that
this
might
be
a
question
for
you
to
first
respond
to,
and
then
I'd
also
be
curious
to
hear
what
stephanie
has
to
say,
as
well
as
somebody
who's
seen
this
in
a
lot
of
different
areas.
Q
Yes,
counselor,
that's
a
good
question
and
to
say
that
total
findings
is
normal,
wouldn't
be
appropriate.
It
has
happened
before
and
also.
I
think
it's
important
for
me
to
I'm
basing
this
on
my
experience
as
an
external
auditor
there
could
be
stephanie.
I
know
has
experience
as
well
can
also
add
to
that.
21
items
is
significant.
It's
something
that
I
think's
important.
Q
So,
in
my
observations
with
working
with
mary
and
her
team,
they
are
aware
and
dedicated
to
making
those
reduced
in
subsequent
years,
and
I
think
it's
been
well
documented-
the
different
hiccups
and
challenges
that
they
have
faced.
So
I
think
they're
headed
that
direction.
But
yes,
it's
something
that
needs
improvement.
Absolutely.
J
Thank
you,
ro
councilmember
cassette,
that's
a
great
question
and
you
know
I
think
you
have
to
step
back
and
look
at
a
perspective
that
it's
it's
not
necessarily
the
number
of
findings,
but
it's
the
significance
of
findings
and
once
again
you
know
because
it
was
a
clean
and
modified
opinion
of
the
financial
statements.
You
could
have
one
finding
right,
only
one
finding
and
have
a
modified
opinion
if
that
finding
is
significant.
J
Now
looking
back
over
the
history
last
year,
if
I
recall,
I
think
we
had
20
or
21
findings.
Is
that
correct
raul
was
it
and
we
also
had
a
clean
and
unmodified
opinion
on
the
financial
statements
correct.
J
Now
we
have
a
full
audit
for
one,
so
we
have
a
starting
point
by
looking
at
all
of
the
areas
that
that
the
that
munis
has
affected
the
financial
statements
right
now.
You
know,
I'm
I'm
glad
all
these
issues,
these
mapping
issues
the
issues
with
some
of
the
you
know
the
chart
of
accounts
with
some
of
the
journal
entries.
A
lot
of
them
were
errors
that
you
know
that
we're
glad
that
we
found
those
we're
going
to
pick
those
up.
J
If
you
look
at
the
report,
I
think
the
management's
corrective
action
is
is
adequate.
In
terms
of
you
know,
raul.
You
stated
that
a
lot
of
the
errors
that
that
you
found
were
corrected
right
away,
and
I
think
a
lot
of
that
was
you
know
the
accounting
officer
leaving
midstream
also
in
the
audit,
so
yeah
I
mean,
I
anticipate
that
the
2021
audit
will
be
a
lot
better.
J
I
anticipate
you
know
less
findings,
but
you
know
it's
hard
to
predict,
but
I
think
with
this
as
a
starting
ground,
coupled
with
internal
audit,
a
lot
of
the
issues
came
up
in
payroll.
We
have
now
kicked
off
an
hr
and
payroll
internal
audit,
so
you
know
we're
finally
working
in
unison,
where
external
audit
looks
at
the
the
financial
statements
and
the
say:
okay
is
everything
appropriate?
Is
it
complete?
J
K
J
Time
so
I
mean
I,
I
feel
really
good
with
the
results.
I
feel
good
with
the
the
staff
and
in
raoul.
I
can't
thank
you
enough
for
your
team
and
your
commitment,
especially
during
the
pandemic,
as
I've
stated
before
I
I've
been
in
this
business
35
years.
J
The
the
very
nature
of
audit
is
a
collaborative
process
right,
it's
hard
to
do
this
over
zoom.
You
know,
there's
there's
it
it.
It's
so
difficult,
because
audit
is
really
you
know,
sitting
down
across
the
table
and
really
discussing
these
issues
going
through
the
processes
and
the
controls
going
through
the
financial
statements,
and
that
has
been
a
challenge
in
the
remote
conditions
that
we've
been
in.
So
I
applaud
your
team.
I
applaud
the
commitment.
J
I
know
that
we've
been
working,
you
know
closer
and
closer
together
and,
like
I
said,
I
feel
very
confident
for
2021
that
we're
going
to
meet
those
deadlines,
and
I
you
know,
I
hope
that
there
are
less
findings,
I'm
more
concerned
about
the
rating,
the
overall
rating
to
make
sure
that
there
are
no
significant
issues
that
the
financial
statements
are
accurately
stated
that
you
know
we
are
being
fiscally
responsible
to
the
outsides.
So
I
I
really
don't
get
hung
up
on
the
number
of
findings.
E
Thank
you
so
much.
I
really
appreciate
hearing
hearing
those
different
perspectives
and
you
know
hearing
that
we
are
on
the
right
track
and
finding
some
issues
and
and
being
able
to
fix
them
and
again
I
really
look
forward
to
how
we
break
down
the
findings
and
start
exploring
them
and
what
actions
we're
taking.
So
I
really
look
forward.
I
To
that
we
have
gone
back
and
documented
again
the
audits
that
we
have
available
date
back
to
the
early,
the
late
1970s.
I
So
you
know,
starting
in
the
early
1980s,
there
was
a
series
of
years,
as
I
mentioned
previously,
where
the
city
had
qualified
opinions
over
their
audits,
so
we
can
go
ahead
and
provide
that
listing
to
the
council.
So
you
get
a
you
know
couple
a
few
decades
worth
of
a
historical
perspective.
E
I
really
appreciate
that
too,
a
couple
things
that
came
up
there
was
a
191
thousand
dollar
grant
not
used.
Can
we
get
some
more
information
about?
Is
that
money
that
we
just
left
on
the
table?
What
was
that
supposed
to
be
utilized
for.
I
Mr
chair
counselor,
yes,
that
was
money
that
was
a
grant
that
was
awarded
to
the
city,
but
the
had
not
been
utilized
as
of
the
the
period
of
review,
so
we
can
go
ahead
and
get
you
more
details
on
that
info
on
that
particular
grant
and
what
has
been
used
to
date.
E
Okay,
so
yeah
that
I
think
that
was
my
big
question
is
that
since
we
did
not
use,
it
was
a
use
it
or
lose
its
situation,
or
are
we
still
able
to
take
advantage
of
those
dollars
and,
and
where
are
they
going
so
more
information
would
be
wonderful?
E
I
agree
about
what
councilwoman
vitoria
mentioned
about
the
the
grants
manager
position,
and
that
sounds
like
that's
key.
Are
we
we're
not?
We
have
a
few
positions
where
we
haven't
gotten.
E
We
have
a
hard
time
getting
qualified
individuals
and
and
frequently
what
it
comes
down
to
is
how
much
money
we're
offering
based
on
what
is
being
offered
elsewhere
is.
Is
that
potentially
part
of
the
situation?
Will
this
be
covered
in
the
class
and
comp
study
that
we
funded
that's?
I
know
that
frequently
has
come
up
with
some
of
these
positions
that
we
post
for
a
lot
that
are
really
niche
positions
or
require
a
lot
of
education
that
we
are
are
not
offering
as
much
as
other
people
in
the
area.
I
Or
other
organizations
or
the
state
mr
chair
counselor?
Yes,
I
think,
there's
a
salary
is
definitely
a
contributing
factor,
as
well
as
just
the
fact
that
there
aren't
that
many
people
in
this
particular
niche
area
of
grant
accounting
that
are
trained.
I
think
both
the
private
sector
with
firms
like
cla,
nra
dw,
as
well
as
in
the
public
sector,
we're
kind
of
competing
for
that
same
pool
of
really
talented,
cpas
and
accountants
to
assist
us
in
the
in
this
area.
I
I
think
also
we
you
hit
the
nail
on
the
head
right.
Several
conversations
that
we've
had
in
front
of
the
governing
body
in
front
of
the
committees
have
with
issues
that
we've
had
about
operations.
I
Day-To-Day
operations
have
revolved
around
being
able
to
have
the
right,
the
right
classification,
the
right
grade
for
the
talent
that
we're
trying
to
attract,
often
from
los
alamos
or
from
other
organizations,
and
so
we
really
do
look
forward
to
working
with
director
salazar's
team,
on
the
classification
and
compensation
study
that
the
council
did
fund
in
the
current
fiscal
year
to
ensure
that
we
have
the
right
classifications
for
these
positions.
I
E
Wonderful,
thank
you.
Can
somebody
provide
more
information
on
what
the
governmental
type
versus
business
type
is
for?
Our,
I
believe,
is
in
the
capital
assets
slide.
I
I
would.
I
Love
some
more
education
on
this
area,
mr
chair
counselors,
clayton
pelletier
is
our
controller
I'll.
Let
him
I'll
defer
to
him
for
the
explanation.
N
Yes,
the
the
business
type
is
one
that's
run
on
a
full
accrual
business
type
basis.
Raul,
correct
me.
If
I'm
wrong
in
this,
but
the
the
governmentals
are
the
fund-based
accounting
of
governmental
activities
and
combined.
They
make
up
the
city
as
a
whole,
but
it's
a
different
type
of
fund.
That's
used
for
business
type
activities,
for
instance,
utilities
billing
customers
for
a
service
versus
providing
a
service
without
turning
around
and
and
requiring
payment
for
it
pro
is.
Am
I
close
here.
Q
Yeah,
I
know
clayton,
I
think,
you're
correct
and
that's
a
great
question.
Business
type
funds
are
funds
that
are
supposed
to
stand
up
on
their
their
cell
phone.
They
don't
need
appropriations
from
the
the
government
body,
such
as
solid
waste
utilities.
They
have
ps4
services
versus
governmental
funds.
Are
your
items
where
the
city
council,
the
city,
is
devoting
specific
money
such
as
federal
money,
tax
money,
the
money
to
support
those
those
programs.
N
Thanks
for
adding
to
that
to
clarify
the
question.
E
You
did
a
great
job,
clayton
yeah
as
well.
I
had
it,
I
had
it
there,
but
thank
you
raul
as
well
for
wayne,
and
I
appreciate
that
I
believe
those
are
all
of
my.
E
Kind
of
more
high
level
questions
again.
I
really
look
forward
to
diving
into
this
more
and
then
I'll
I'll
be
diving
into
the
document
more
over
the
next
few
days.
So
I
may
have
some
additional
questions
there,
but
again,
thank
you
so
much
everyone.
This
was
this
was
a
lot.
This
was
a
lot
in
regular
years
and
this
has
been
anything.
E
But
so
I
really
can't
thank
you
enough
for
the
incredible
amount
of
work
and
dedication
that
you
have
put
towards
this,
and
I
know
that
the
the
finance
team-
actually
you
guys,
are,
are
often
kind
of
in
the
background
and
but
so
crucial
to
everything
that
we
do
but
you're
not
frequently
front
and
center.
E
So
I
just
really
do
want
to
take
the
opportunity,
while
so
many
of
you
are
here
to
recognize
the
the
work
that
you
do
on
so
many
of
the
important
initiatives
that
we
have
in
the
city
and
we
really
can't
go
anywhere
without
you
also
thank
you
so
much
for
your
work
here
and
that
you
do
across
the
board.
M
Thank
you,
mr
chair.
I
would
just
well
a
couple
things
one.
I
want
to
just
make
a
quick
comment
about
directors
or
people
who
are
doing
multiple
jobs.
I
don't
think
that's
anything
that
they
are
happy
about,
or
that
is
what
we
want.
I
don't
think
on
the
executive
side
or
on
the
legislative
side,
which
is
something
I
seem
to
be
talking
about
a
lot
that
this
is
something
that
we
want
long
term.
M
I
think
it's
just
kind
of
the
nature
of
where
we
find
ourselves
trying
to
find
the
talent
pool
that
we
need
to
do
the
increasingly
professional
and
needed
work
of
the
city,
and
so
I
know
that
these
are
things
that
we
will
begin
to
correct
and
I
I
think
that
we
will
see
that
going
forward.
So
it's
it's
not
ideal,
it's
not
something.
M
I
don't
think
any
of
us
want
to
see,
and
I
I
think
these
are
things
that,
as
we
emerge
from
this
crisis
in
our
in
our
community
in
our
world,
we
will
begin
to
see
corrections.
I
I
also
wanted
to
just
take
a
a
little
bit
of
time
to
kind
of
echo.
Some
of
the
questions
that
have
been
asked
by
my
colleagues-
I
think
you
know
I
think
it's
important
to
look
back
about
where,
where
we
started.
M
When
I
was
elected
three
and
a
half
years
ago,
I
ran
on
the
mccard
report
and
getting
our
financial
house
in
order,
and
I
think,
since
I
have
been
here,
the
team
that
is
here
tonight
has
been
working
under
incredible
circumstances,
as
we
have
heard
to
to
get
our
financial
house
in
order,
and
I
don't
think
that's
anything
that
happens
quickly.
These
are
things
that
take
time,
as
I
think
stephanie
woodward
said
under
the
best
of
circumstances,
and
we
clearly
are
not
operating
under
the
best
of
circumstances.
M
A
global
pandemic
is
not
an
ideal
time
to
be
facing
some
of
some
of
these
challenges,
and
certainly
you
know
I.
I
would
almost
call
this
a
perfect
storm
right
of
everything
that
has
been
described
tonight
about
really
the
circumstances
that
our
staff
has
been
operating
under
and
to
come,
come
through
with
an
unqual
unmodified.
This
is
the
right
way
to
say
it
right.
M
Unmodified
audit
is,
is
a
pretty
big
deal
and
I
think
maybe
looking
back
at
the
history
of
the
city-
and
you
know
how
things
have
played
out
over
time
will
be
interesting
context.
I
guess
I
want
to.
M
I
I
I
guess
I
would
like
to
hear,
and
maybe
it's
both
from
stephanie
and
from
director
mccoy
about
you
know,
sort
of
where
we
started
versus
where
we
are
versus
the
trajectory
of
of
of
really
being
in
a
place
where
I
think,
as
stephanie
put,
our
external
and
internal
audits
come
together,
so
that
we
are
really
functioning
at
the
highest
level
we
possibly
can,
and
if
you
could
just
maybe
take
a
minute
to
to
offer
a
few
more
thoughts.
M
J
Yeah,
thank
you.
Thank
you,
councilmember
you're,
so
you're
so
spot
on
that
that
this
has
been
a
perfect
storm.
You
know
not
only
the
perfect
storm
you
know
during
the
pandemic
and
with
the
staffing
shortages,
new
system
and
director
mccoy
having
her
first
baby
and
and
going
out
on
maternity
leave
on
top
of
it.
So
everything
that
has
been
thrown
at
us.
J
This
staff
has
stepped
up
and
has
done
an
incredible
job
under
mccoy
leaders
under
director,
mccoy's
leadership
and
you're
right
three,
three
and
a
half
years
ago.
The
macarthur
report
in
august
september
to
2017
you
know,
was
pretty
bad.
I
mean
when
you
talk
about
the
number
of
findings.
I
don't
have
the
number,
but
I
do
know
it
was
34
pages
long.
So
not
only
was
it
34
pages
long,
but
it
was.
J
Every
item
in
that
report
was
significant
and
I
think
it
would
have
been
a
much
longer
report
if
more
money
or
more
time
would
have
been
focused
on
it.
But
you
know
they
had
to
stop
because
they
were
limited
in
terms
of
the
budget,
but
what
it
did
it
gave
us
a
starting
ground
right
it.
J
It
it
exposed
a
lot
of
these
issues
that
honestly
were
decades
old
decades
old,
and
it
really
gave
us
a
chance
to
say
okay
from
this
point
forward,
everything
that
we
do
is
going
to
be
an
improvement
improvement
in
the
qualification
of
the
staff,
the
improvement
of
the
systems,
the
improvement
of
all
the
processes
and
the
controls,
even
the
improvement
in
the
external
audit
right.
They
even
they
even
pointed
out
that
the
external
audits
were
inadequate
right,
because
the
external
audit
didn't
highlight
any
areas.
J
There
had
not
been
a
change
in
the
external
auditor,
there
was
a
propensity
for
potential
fraud
in
that
area.
Just
because
when
you
don't
change,
auditors,
very
often
everybody
gets
kind
of
comfortable.
So
really
the.
J
When
I
came
on
board
right,
I
had
no
idea,
I
remember,
and
actually
council
romero
worth
you
actually
are
you
used
to
attend
our
meetings
religiously
when
we
would
meet
in
person-
and
I
don't
know
if
you
probably
saw
my
face
a
few
times
when
I
you
know-
was
first
on
board
and
I
was
like
whoa
okay.
You
know
this
is
exciting,
though,
because
there's
a
lot
that
we
can
do
to
rebuild
and
really
match.
J
You
know
the
ratings
that
santa
fe
has
is
a
top
10
city
in
the
world
right,
I'm
proud
of
that.
I
don't.
As
you
know,
this
is
a
volunteer
unpaid
position
for
me,
as
an
appointed
official,
you
know
I
have
spent
numerous
hours-
I
I
don't
know
over
the
last
three
years,
because
it's
an
honor
to
serve
and
as
an
auditor
you
know
solving
these
problems.
I
mean
this
is
what
we.
This
is
what
we
look
for
right
and,
like
I
said,
I
feel
very
confident
that
the
past
is
behind
us
right.
J
We
recognize
it.
We
know
what
the
issues
have
been
director
mccoy
is
is
exactly
the
right
person
that
you
need
and
the
right
leader,
and
I
know
that
there
have
been
some
hiccups
in
staff,
but
she
is
building.
You
know
an
a-plus
team
and
they
are
all
committed,
and
you
know
I
I
think,
especially
during
this
pandemic.
It's
been,
it's
been
a
challenge,
but
you
know
we
have
put.
The
city
has
put
their
safety
first
right
so
that
they
felt
comfortable
to
continue
to
operate.
Q
M
Maybe
why
she
comes
back
director
mccoy.
I
don't
know
if
you
had
anything
you
wanted
to
add
about
kind
of
the
trajec
where
we've
been
and
the
where
we
are
the
trajectory
of
the
future
and
you
know
kind
of
the
the
work
you've
you've
been
tasked
with,
and
you
know,
living
eating,
breathing
sleeping
even
on
maternity
leave.
So
you
know
kudos
to
you
for,
for
the
hard
work
you've
been
doing
over
the
last
three
and
a
half
years,
but
I
don't
know
if
you
wanted
to.
R
I
Chair
counselor,
yes,
it's
been
a
pretty
long
road
to
get
us
to
where
we
are
since
the
27th,
the
entire
organization.
Since
the
2017
release
of
the
mccard
report,
it
was
essentially
a
fraud
risk
assessment,
so
they
did
outline
several
different
areas
where
the
city
was
deficient.
I
Since
then
the
city,
you
know,
prior
to
my
arrival,
I
really
do
want
to
give
kudos
to
the
prior
administration
for
taking
the
time
to
do
the
mccard
report
from
my
predecessor
and
to
others
that
were
in
the
finance
department.
At
the
time
for
doing
this,
it
was
a
significant
reckoning
point
for
the
city
of
santa
fe
to
really
have
that
band-aid
pulled
off
to
lift
up
that
rock.
I
I
think
it's
really
important
to
understand
that
these
changes
don't
happen
overnight,
to
be
able
to
onboard
a
staff
and
then
be
able
to
train
them,
not
just
in
a
new
accounting
system
that
they've
never
used
before,
but
in
the
very
particulars
of
cdbg
grants
or
any
capital
assets
for
a
significant
amount
of
capital
assets
that
the
city
has
is
a
tremendous
amount
of
work
every
single
day,
and
so
really.
I
appreciate
the
kudos
and
the
gratitude
that
the
council
members
tonight
have
shown
to
our
staff
who
do
work.
I
You
know
on
these
assignments
and
these
tasks
every
single
day
and
put
their
best
foot
forward.
We
have,
you
know,
provided
additional
training
and
will
continue
to
provide
additional
training
and
supports
to
our
staff
like
working
with
cpas,
like
our
staff,
like
tom
and
rochelle,
from
redw,
who
are
here
with
us
tonight
to
be
able
to
you
seek
their
guidance
on
how
to
make
these
improvements
as
well.
I
It
really
is
a
combined
effort
to
be
able
to
onboard
the
right
staff
to
be
able
to
continue
to
provide
training
to
the
staff
that
we
have
and
to
seek
assistance
where
necessary,
from
expertise
like
tom
and
rochelle
that
are
joining
us
tonight
so
again
through
this
direct
action,
one
of
the
priorities
for
us-
if
we
just
you
know,
take
a
look
at
the
last
three
and
a
half
years-
is
implementing
the
new
tyler
munis
system.
I
If
there
was
a
really
clear
through
line
through
the
multiple
pages
of
the
mccarthy
reports,
that
one
of
the
biggest
deficiencies
was
the
antiquated
e1
system
right
and
so
to
be
able
to,
you
know
not
have
to
rely
on
that
antiquated
system
that
did
have
so
many
issues
with
segregation
of
duties
and
a
breakdown
in
internal
controls
at
the
system
level.
That's
why
one
of
the
priorities
was
to
implement
this
new
tyler
immune
system,
so
it
was
all
all
hands
on
deck.
I
I
So
that
being
said,
you
know
it
really
was
an
all
hands
on
deck
process
to
be
able
to
implement
the
system,
because
the
system
is
only
as
good
as
the
folks
that
are
using
this
system
right.
So
that's
why
we
continue
to
provide
training
as
well
for
our
staff,
that
is
tasked
with
using
this
system
every
day
and
the
acceptance
of
the
system
over
the
last
few
years.
I
The
system
has
really
gained
acceptance
throughout
the
city,
which
is
you
know,
a
really
far.
We've
come
a
long
way
in
the
last
few
years.
Staff
is,
you
know,
increasingly
improving
in
our
ability
to
use
the
system
and
to
modify
the
system
where
we
need
to,
like
with
the
management
of
grants
and
the
use
of
a
project
ledger
like
miss
lutero
identified
for
us
before.
So
we're
really.
You
know
at
a
good
reflection
point
with
the
fy20
audit
to
understand
what
challenges
still
exist.
I
We
will
continue
to
seek
to
attract
qualified
competent
seasoned
professionals
into
these
positions,
and
we
have
we're
in
the
process
of
awarding
an
rfp
for
our
fy21
year-end
close
process
to
hire
in
cpas
as
well,
and
that
was
thanks
in
large
part
to
the
governing
body
that
recognized
the
need
for
additional
assistance
for
our
team
and
approved
that
budget
back
in
the
spring.
For
us.
So
that'll
really
help
us
at
this
point
going
on
into
the
into
the
future
to
continue
to
make
these
improvements.
M
Yeah-
and
I
I
want
to
just
underscore
something-
you
said
that
I
don't
think
we
came
up
with
tonight-
it
hasn't
come
up
before,
which
was
the
fact
that
munis
has
gained
acceptance
across
the
city.
I
think,
is
what
you
said,
and
that
is
not
a
small
thing.
Three
and
a
half
years
ago,
one
of
the
biggest
problems
was
trying
to
you
know
get
the
city
to
accept
these
new
changes.
M
This
new
process
having
to
go
through
and
and
do
things
differently,
was
a
huge
cultural
lift
internally,
and
that's
something
that
I
don't
think
you
can
see
from
the
outside
and
what
these
audits
don't
really
show
us,
but
that
that
point
right
there
is
a
significant
one,
and
I
see
we
have
stephanie
back,
and
I
know
she
was
sort
of
mid
paragraph.
I
don't
know
if
she
wanted.
J
To
add
anything,
no
that
that's
a
great
comment,
because
I
remember
the
pushback
just
by
doing
the
three-way
match
right,
and
that
was
a
significant
issue
with
mccard,
because
when
you
don't
have
the
system
or
because
of
the
lack
of
a
state-of-the-art
erp
system,
it's
difficult
to
have
proper
segregation
of
duties
right.
So
you
open
yourself
up
for
fraud,
but
when
we
implemented
the
three-way
match,
the
pushback
was
huge
right.
Everybody
was
complaining.
Oh
we
don't
have
enough
staff.
Why
do
we
have
to
do
this?
J
This
is
you
know
not
the
old
way
we
used
to
do
it
and-
and
we
overcame
that
right
now.
Now
it's
no
big
deal
right.
People
really
understand
that
good
governance
is
good
business
and
there's
a
reason
why
we
do
certain
things
in
the
system,
because
it's
going
to
protect
us
down
the
road.
You
know
the
more
that
you
can
push
in
the
system
so
that
the
controls
are
proactive
and
not
reactive,
right.
We're
going
to
find
these
things
so
yeah!
It's
you
it's!
No!
J
It's
no
small
task
and
it
doesn't
happen
overnight,
but
the
culture
really
has
changed.
It
has
been
a
huge
change
management
process
and
the
last
18
months
during
the
pandemic,
on
top
of
it.
So,
like
I
said
this
staff
is,
is
you
have
the
a
plus
team
with
director
mccoy
and
the
entire
staff
below
her,
and
and
like
I
said
I
I've
been
all
over
the
world
and
I've
I've
seen
a
lot.
I've
seen
a
lot,
and
this
group
is,
is
one
of
the
best,
so
I'm
very
proud
of
them.
M
Great
and
I
I
guess
I
just
I'll-
try
to
wrap
it
up,
I
know
we're
getting
late
and
the
chair
was
worried
about
it,
letting
us
get
into
this
even
at
this
quote,
unquote
high
level.
So-
and
I
know
we
have
a
couple
other
items
you
know
it.
It
was
interesting
to
me,
mr
anaya,
that
you
know
there
was
there
was
under
under
questioning
from
council
woman
via
real
about
the
compensated
absences.
I
think
that's
the
way
you
you
refer
to
that
right
in
that
system.
M
That
does
that
I
mean
on
first
pass.
It
looks
like
you
know.
Oh
we,
we
overpaid
an
employee
because
we
didn't
we
weren't
tracking
properly,
and
I
thought
I
thought
it
was
really
interesting
under
her
questioning
that
that
you,
let
us
know
that
we
have.
You
checked
a
hundred
percent
of
that.
I
don't
know
what
you
call
it
program
system
aspect
area
and
you
only
found
one
error
now.
M
Obviously
we
don't
want
to
be
making
even
one
error,
but
I
guess
it
goes
to
this
point
of
the
nature
of
these
problems.
You
know-
and
I
think
this
is
we'll
be
getting
into
this-
you
know
in
future
finance
meetings
as
we
hear
sort
of
what
the
problem
is,
how
big
the
problem
is,
what
it
takes
to
fix
it,
but
I
I
guess
I
would
like
some
comment
and
probably
from
stephanie
and
from
director
mccoy
and
maybe
from
you,
mr
anaya,
about
you
know
I,
and
I
think
you
did
allude
to
this.
M
We
are
on
track
to
fix
these
things
and
you
have
shown
you
have
seen
nothing
that
would
cause
you
to
believe
that
we
aren't
100,
ready,
willing
and
able
to
get
there
to
get
these
things
done.
Q
Yes,
I
I
you
guys
are
on
track.
One
thing
that
I
agree
with
with
your
comment
is
the
city
management
is
very
vested
in
this
process,
they're
open
to
feedback,
and-
and
I
think
you
heard
it
when
we
had
different
people-
talk-
is
taking
responsibility
and
ownership
as
soon
as
you
have
that
ownership,
instead
of
pointing
fingers
you're
on
a
path
of
correction
and
what
I've
seen.
Q
M
Thank
you
and
director
mccoy,
you
know,
I
know
you're
you're
100
committed,
I
mean
your
your
professional
career
is
on
is
part
of
reputation
is
part
of
this,
so
I
I
know
you
to
be
a
very
hard
worker
and-
and
I'm
sure
this
drives,
you
crazy
and
you
you're,
wanting
to
see
this
and
you're
wanting
your
team
to
to
get
across
the
finish
line
in
a
in
a
heroic
lift,
really.
I
Mr
chair
counselor,
thank
you
for
the
question.
We,
I
think,
as
we
indicated
in
the
in
your
previous
line
of
questioning.
You
know
this
is
a
particular
reflection
point
in
the
city's
history.
You
know
considering
where
we
were,
with
lack
of
internal
controls,
a
lack
of
a
robust
and
effective
external
or
internal
audit
function.
You
know
there
have
been
an
increased
focus
in
hiring
professionals
and
working
with
redw
on
the
internal
audit
process,
working
with
cla
on
the
external
audit
process.
I
To
make
sure
there
are
everything
we
left
up,
a
rock
that
there
is
some
light
to
what
lies
beneath
that
rock.
So
we
are
able
to
identify
a
proactive,
the
proactive
steps,
what
we
like
to
call
a
corrective
action
plan,
which
is
what
we're
going
to
be
bringing
forward
to
this
committee
on
how
to
correct
for
these
issues
that
were
identified.
You
know
again,
I
think
each
one
of
us
that
has
presented
on
this
call
today
and
the
staff
that
also
stands
beside
us
doing
the
work.
It
is
our
professional
reputations.
I
We
want
to
do
this
correctly.
We
want
to
do
it
accurately.
We
want
to
do
it
right,
which
also
speaks
to
the
fact
to
the
reason
that
we're
presenting
this
in
october
after
the
the
year
after
the
audit,
the
the
fiscal
year
was
closed,
because
there
was
a
and
a
commitment
by
this
whole
team
to
have
accurate
financial
statements
that
were
released
to
clean
up
the
errors
on
the
accounting
errors
that
were
identified
and
make
sure
we
have
an
accurate
representation.
I
These
are
not
small
numbers.
The
city
has
grown
immensely
since
the
late
70s
early
80s
and
we'll
also
include
the
level
of
assets
and
liabilities
from
those
years.
To
give
you
a
perspective
of
the
growth
of
this
city-
and
you
know,
we
talked
a
little
bit
about
the
debt
that
is
outstanding.
We
talked
about
the
capital
assets
under
management
that
the
city
has.
These
are
quite
significant
amounts,
quite
significant
balances
that
we
that
we
are
charged
with
to
make
sure
that
we
get
it
right.
I
I
We
have
about
1200
employees
to
put
things
into
perspective
on
that
one
particular
area
that
are
pretty
small
payroll
team
of
three
manages
to
to
get
out
payments
for
on
time,
so
that
in
and
of
itself
the
fact
that
we
have
paid
everyone
throughout
this
transition
process
through
the
new
implementation
system
and
we
have
paid
all
of
our
vendors-
is
an
incredible
testament
to
the
level
of
dedication
and
commitment
to
making
sure
that
we
continue
operations
through
a
pandemic.
I
Through
a
technology
change
as
well
and
to
you
know,
taking
very
seriously
the
partnership
with
the
internal
audit
team
so
as
they
come
in
and
they
give
us
feedback
on
the
procurement
and
accounts
payable,
or
they
give
us
feedback
on
leases,
or
they
give
us
feedback
in
the
public
utilities
and
building
area
that
we
have
a
partnership
to
really
put
forward
our
best
foot
and
provide
corrective
action
for
each
of
those
areas.
I
So
it's
not
just
the
annual
audit
right
and
you,
you
all-
have
heard
these
presentations
throughout
the
course
of
the
last
three
years.
You
know,
as
we've
looked
into
each
of
these
different
areas
and
come
up
with
the
steps
to
get
to
a
better
system
of
procurement,
a
better
system
of
utility
billing,
a
better
system
of
tracking
our
leases.
I
And
for
that
you
know,
I
am
grateful
for
the
partnerships
again
with
our
external
auditors,
as
well
as
the
internal
audit
and
the
leadership
of
a
chair
woodruff,
to
make
sure
we're
asking
the
tough
questions
right,
make
sure
we're
reviewing
these
processes,
because
that's
the
only
way
we
get
better.
We
left
up
that
rock.
We
make
sure
the
light
is
shining
and
make
sure
we
know
what
the
problems
are,
because
we,
if
we
don't
know
what
the
problems
are,
that's
we
can't
fix
them
and
that's
essentially
what
happened
prior
to
the
mccart
report.
M
Thank
you.
So
I
just
want
to
say
thank
you
to
you
to
your
staff
to
chairwoman
woodruff
who,
as
she
pointed
out,
is
got
many
years
of
experience
and
is
an
unpaid
volunteer
lending
her
depth
to
us
as
we
continue
to
professionalize
modernize
this
city,
which
is
you
know,
really
important
as
we
move
forward,
so
I
will
leave
it
there.
Thank
you,
mr
chair.
B
Okay,
thank
you,
councilwoman
villarreal
and
then
I
know
councillor
garcia
is
here
and
I'm
gonna
give
him
an
opportunity
to
comment
or
ask
a
question
or
two
before
we
move
on
councilwoman
villarreal.
Thank
you,
mr
chair.
F
Just
to
follow
up,
we
do
have
director
gonzalez
in
the
attendee
room.
I
don't
know
if,
since
he's
on,
he
could
answer
our
my
question
about
the
I.t
passwords
and,
while
you're
getting
him
in
the
panelists
section.
I
just
had
a
follow-up
question
to
the
erp
munis.
We
keep
talking
about
how
this
is
the
first
year
that
it's
the
complete
system
for
munis,
but
from
my
understanding
the
we
haven't,
we
haven't
actually
implemented
all
the
components
of
the
system
and
I
think
mrs
lotero
said
talked
about
the
project
ledger
piece
that
wasn't
implemented.
F
So
I'm
just
wondering
if
that
would
have
actually
helped
us
with
well
two-fold.
I
guess
with
that
it
helped
us
track
certain
things
that
we
didn't
anticipate
if
we
would
have
implant
implemented,
that
project
ledger
piece
and
then
like.
What
is
our
plan
moving
forward
with
that,
because
there
are,
there
may
be
other
pieces
that
I'm
not
aware
of
in
munis
that
we
haven't
actually
implemented,
and
is
that
something
that's
part
of
the
action
plan
to
implement.
I
Mr
chair
counselor,
yes,
that's
a
great
question
counselor
via
real.
We
as
miss
lotero,
did
identify
a
project.
Ledger
was
not
fully
implemented
during
the
fiscal
year
20..
Since
then,
the
staff
has
been
working
to
essentially
onboard
all
of
the
grants
into
this
segregated
ledger
project
ledger
to
be
able
to
track,
which
will
essentially
make
the
reporting
on
our
federal
grants
cleaner
and
more
accurate.
I
I
We
were
in
the
process:
pre
pre-covered
in
the
months
leading
up
to
march
of
2020
to
implement
the
the
assets,
module
and
work
order
module
in
munis.
Unfortunately,
when
the
pandemic
struck
in
march
of
2020,
we
put
that
on
pause
because
of
the
staffing
shortages
and
because
of
the
other
priorities
that
face
the
finance
department
staff
at
the
time.
Since
then,
our
staff
has
started
to
work
on
picking
up
where
we
left
off
in
march
of
2020
and
starting
the
implementation
for
the
assets
and
work
order
module.
I
So
that
is
part
of
the
corrective
action
plan
for
that
particular
assets.
Finding
over
the
capital
assets,
that
being
said,
I
will
turn
it.
I
see
director
gonzalez
has
joined
us
I'll
turn
it
over
to
to
you,
counselor,
to
repeat
your
question
and
and
director
gonzalez.
I
Mr
chair
counselor,
we
we
can
go
ahead
and
provide
a
more
detailed
response
to
you
when
we
discuss
this
finding
at
more
length,
but
our
all
of
our
revenue
in
and
payments
out
are
tracked
in
our
general
ledger
system
in
munis
is
the
short
answer.
F
Got
it
okay,
thank
you,
hi,
director
gonzalez.
It
was
just
a
quick
question
about
the
findings
for
the
passwords
and
I
guess
I
was
just
wanting
clarification
why
it
takes
so
long
to
well
I'm
trying
to
remember
what
the
findings
said,
but
it
took
it
made
it
sound
like
we'd
need
this
extensive
amount
of
time
to
to
replace
or
I'm
not
sure
the
correct
wording,
but
you
probably
can
say
more
about
that
about
the
passwords
that
we
need
to
to
change.
G
So
the
city
of
santa
fe
password
length
is
eight
characters.
That's
following
microsoft:
homeland
security,
the
national
institute
of
standard
and
technologies,
there's
just
eight
character
requirement.
They
believe
that
meets
all
security
requirements
and
it's
easy
for
users
to
recommend
the
audit.
Finding
was
recommending
that
we
go
to
12
to
15
characters
with
that
said,
the
city
of
santa
fe
I.t
is
moving
forward
to
move
to
go
to
12,
to
15
characters.
G
F
G
F
G
From
email
to
vpn
to
the
log
in
to
entergo
login.
F
Okay,
thank
you.
I
just
wanted
to
clarify
why
that
took
so
long
or
why
that
would
take
so
long.
That's
all
I
have
thank
you.
B
Thank
you.
Okay,
councillor,
garcia,.
T
T
I
know
this.
This
is
a
huge
lift,
I'm
going
to
thank
the
cla
team,
mr
anaya
and
his
team,
as
well
as
our
external
partners
that
to
get
this
in
on,
I
know,
as
we've
all
mentioned,
this
is
a
huge,
huge,
huge
lift
the
results
of
the
fiscal
year,
20
audit,
they
don't
paint
a
a
rosy
or
a
favorable
picture
of
the
current
situation
and
and
I'm
quite
concerned
in
regards
to
what
I'm
hearing
from
some
folks
tonight
I
mean
mr
anaya
stated
that
21
findings
is
quite
significant.
T
I
mean-
and
I
I
have
as
well
extensive
history
in
auditing
and
and
that
is
to
have
21
findings
is
significant.
To
have
12
reoccurring
is
significant.
That's
I
think
it
was
brought
up
earlier
that
we're
on
track
to
accomplish
them.
Well
that
that
that
could
have
been
said
last
year
and
to
have
those
reoccurring.
T
T
So
I
would
not
agree
with
the
statement
that
the
city
is
strong,
safe,
secure
and
in
order
you
know.
The
two
late
audits
clearly
demonstrates
that
I
I
do
got
some
clarification
questions
that
that
I
just
want
to
kind
of
quickly
go
through
the
opinion
for
major
federal
programs,
and
this
is
for
mr
anaya-
it's
currently
qualified.
So
that
means
that
we're
at
risk
of
losing
federal
funding
because
of
the
the
extensive
findings
we
had.
Is
that
correct?
Mr
and
I.
Q
Councilor,
garcia
anytime,
you
have
federal
findings
or
possible
qualification
of
over
federal
compliance
requirements
increases
that
risk
will
that
occur.
I
can't
comment
on
that,
but,
yes,
that
would
increase
that
risk.
T
Okay,
so
that
doesn't
sound,
strong,
safe,
secure
or
an
order.
In
my
opinion,
I
think
we
keep
referring
back
to
the
mccard
report
and,
and
yes,
it
really
exposed
a
lot
of
deficiencies
that
was
in
the
city,
but
we've
had
three
years
to
really
work
on
it
and
to
to
refer
back
to
even
some
of
the
findings
that
were
there
from
2018.
I
think
that
are
reoccurring
is
is
just
again
quite
concerning
to
me.
I
I
just
can't
wrap
my
head
around.
T
T
So
another
thing
that
kind
of
keeps
being
brought
up
and
I'm
just
trying
to
wrap
my
head
around
it.
In
regards
to
the
timing-
and
I
guess
this
is
probably
miss
mccoy's
best
to
answer
this
fiscal
year-
20
ended
in
at
the
end
of
june.
2020.
is-
is
that
am
I
understanding
that
correctly.
T
Okay
and
so
a
lot
of
the
cares
act
fund,
the
you
know
the
roughly
16.5
million
that
we
got.
We
pumped
a
lot
of
that.
I
would,
and
it
would
be
great
to
get
a
percentage
because
I
mean
I
would
I
would
assume
it
was
well
over
50
percent
and
I
would
even
say,
75
was
pumped
out
in
october
and
and
all
the
way
to
the
end
of
december,
which
is
three
months
beyond
the
end
of
fiscal
year
20.,
and
so
how
does
cares?
T
I
Mr
chair
counselor,
garcia,
that's
a
great
question.
I
think
to
have
an
answer
that
I
will
try
to
give
you
a
very
brief
summary
of
the
day-to-day
operations
and
the
work
that
our
team
and
the
finance
department
and
across
the
city
go
through
so-
and
you
might
also
relate
to
this
in
your
experience
with
auditing
as
well
so
the
fiscal
year
and
for
fy
20
did
close
on
june
30th
of
2020,
and
there
are
several
deadlines
leading
up
to
that
6
30
close
date.
I
But
after
that
date
there
are
series
of
processes
and
reconciliations
and
accounts
that
are
reviewed
payments,
invoices
that
have
to
be
paid.
So,
for
example,
for
the
work
that's
done
through
june
30th,
we
don't
automatically
receive
those
invoices
on
july
1st,
which
is
the
next
day.
Sometimes
those
invoices
take
a
series
of
weeks
to
come
into
the
city
and
then
we
turn
around
and
we
prioritize
the
payments
of
those
invoices
to
be
able
to
to
be
attributable
to
the
fy20
period.
I'm
sure
you're
familiar
with
that
process.
I
It's
just
one
of
the
many
processes
that
this
team
that
is
presented
in
front
of
you
and
our
staff
and
staff
across
the
city
go
through
to
make
sure
that
the
fiscal
year
is
closed.
In
addition
to
that,
you
know
keep
in
mind
that
in
fy
20
this
was
the
year
that
the
city
had
a
40
vacancy
rate,
so
as
counselors
via
rael
and
other
counselors
have
spoken
to
this
evening.
I
Those
vacancies
really
have
impacted
our
staff's
ability
to
be
timely,
with
these
processes
that
I'm
describing
so
when
it
came
to
the
award
in
september
and
then
the
subsequent
processing,
through
the
months
of
october
november
and
december
of
the
cares,
the
17
and
a
half
million
in
cares
act
money.
Our
staff
was
processing
the
fiscal
still
processing
the
fiscal
year
end
or
and
closing
the
fiscal
year
end
for
fy20,
and
then
that
essentially,
in
large
part,
we
took
a
certain
processes,
took
a
pause.
I
So,
for
example,
our
procurement
staff
had
to
procure
the
17
and
a
half
million
dollars
in
a
legal
manner
of
that
carers,
act,
money
that
we
were
getting
out
into
our
community
and
so
a
lot
of
the
operations,
whether
regular
fy21
procurement
or
the
processes
for
the
fy
21-year.
End
close
had
to.
We
had
to
take
a
pause
in
those
to
be
able
to
prioritize
getting
that
money
into
the
hands
of
the
community
for
rent
payments.
K
I
Making
sure
that
for
child
care
payments
for
others,
you
know
to
be
able
to
stand
up
a
emergency
shelter
at
midtown
other
priorities,
other
things
that
took
priority
during
that
year-end
close
process.
So
I
hope
that
sheds
light
on.
You
know
what
a
true
you
know
year-end
closed
process,
what
we
have
to
go
through
on
a
day-to-day
basis
to
pay
out
invoices
to
make
sure
our
bills
are
reconciled
to
make
sure
all
accounts
across
our
70
funds
are
reconciled
and
then
to
be
able
to
move
into
processing
that
significant
amount
of
federal
funds.
I
That
was
a
time
limited
that
we
did
have
to
get
out
the
door
by
december
of
last
year.
I
think
rochelle,
going
with
radw
has
her
hand
raised
and
would
also
like
to
further
explain.
U
Councilman
and
women,
yes,
I
would
like
to
reiterate
just
with
what
mary
said
remember
on
top
of
everything
else.
The
city
did
receive
17
million
dollars
and
they
already
had
the
shortage
of
40,
so
they
were
short
staffed
and
they
had
to
process
all
that
information
by
december
30th
2020,
so
that
kind
of
took
into
the
you
know
preparing
for
the
audit
and
during
the
time
the
audit
was
going
on
as
well
as
taking
into
consideration
that
the
city
did
switch
over
to
muniz.
U
That's
where
a
lot
of
the
findings
were
that
the
findings
where,
from
from
the
financial
statements,
is
the
record
keeping
recording.
There
was
some
issues
with
recording
the
information
and
getting
familiar
with
the
system.
The
staff
with
the
training
so
on
and
so
forth
and
recording
the
information
timely
into
the
correct
accounts
was
why
the
city
received
some
of
those
findings
that
rail
went
over
earlier.
U
Also,
you
know,
one
of
the
biggest
things
too
is
that
there
was
turnover
and
a
significant
position
with
the
accounting
manager
levy,
who
had
that
historic
information
and
released
a
lot
of
the
pbcs
to
the
auditors
and
who
was
in
charge
of
the
various
different
consultants
that
prepared
these
pvcs
that
the
city
had
previously
hired
to
help
with
this.
So
there
was
a
loss
of
communication
there
from
you
know
the
city
itself
to
the
auditors
and
then
with
rdw,
coming
in
to
help
clear
up
some
of
the
remaining
items.
U
The
pandemic
had
a
lot
to
do
with
it
too,
just
because
the
expenditures
that
they
received
from
the
state,
but
as
well
as
I'm
working
remotely
having
that
face
to
face
and
getting
used
to
the
remote
working
and
not
being
in
city
hall
working
in
the
department
tom,
I
don't
know.
I
think
I
picked
up
everything.
V
Yeah
yeah,
you
did
rochelle
good
afternoon
good
evening,
everybody.
One
other
point
I
would
make.
Is
you
know
across
the
country?
You
know
with
single
audit
deadlines,
the
you
know
the
the
feds
have
actually
extended.
You
know
it
doesn't.
It
doesn't
apply
to
to
new
mexico
and
city
santa
fe,
but
just
in
general
to
give
you
an
idea
of
what's
happening
across
the
country,
the
feds
on
their
single
audit
deadlines,
they've,
given
six-month
extensions,
so
you
know
they're
giving
an
additional
six
months
for
their
federal
compliance
audit
to
be
completed.
V
T
Thank
you
tom.
Thank
you,
director,
mccoy
and
thank
you
michelle
for
the
the
comments,
so
just
for
clarification,
because
I
completely
understand
the
reconciliation
process,
because
that's
why
we
get
to
six
months.
Our
fiscal
year
ends
in
the
audits
due
six
months
later,
but
so
cares
acts
funds,
the
17.5
million,
that's
all
included
in
fiscal
year,
20.
B
I
Mr
chair
counselors,
yes,
that
is
that
is
accurate.
Mr
chair,
I
think
it's
also
important
to
note
that
the
first
time
the
city
did
notify
the
state
auditor's
office
was
in
october
of
2020
that
we
were.
We
would
not
meet
the
december
15th
deadline
as
soon
as
that
award
was
made
from
the
state
department
of
finance.
I
We
then
really
understood
the
undertaking
for
the
city
with
our
limited
staff,
with
having
to
work
remotely
in
a
new
system
the
challenges
that
were
going
to
occur,
and
so
we
made
it
very
clear
to
everyone
with
that
written
communication
to
the
state
auditor's
office
that
we
were
not
going
to
make
that
december.
15
a
deadline.
T
I
really
appreciate
that
clarification
and
thank
you
director,
mccoy.
It
does
help
to
clarify
the
matter
and
I
think
that
again
just
kind
of
reinforces-
because
I
did
have
some
concerns
around
this
as
well
as
councilwoman
via
real
and
some
of
my
other
colleagues
as
it
was
referenced
multiple
times
through
the
findings
that
it
was
stated
that
the
finance
department
was
severely
understaffed,
and
I
think
that
to
me
in
some
senses
it
could
be
a
reoccurring,
audit
finding-
and
I
think
that's
to
where
it
was
mentioned
earlier
by
my
colleague.
T
T
We
we
have
to
do
what
we
need
to
do
to
get
people
in
place
to
get
our
audits
in
on
time,
and
so
with
that,
I
really
appreciate
the
opportunity
to
to
ask
some
questions
tonight.
I
know
that
it
will
be
in
front
of
the
governing
body
soon,
because
I
do
have
some
more
in-depth
questions.
But
again,
thank
you,
mr
chair,
and
thank
you
finance
committee
for
entertaining
my
questions
and
comments
today.
B
Okay,
thank
you.
We're
gonna
move
on.
Thank
you
to
everybody
who
made
the
presentation
specifically
chair
woodruff
for
joining
us,
mr
anaya,
and
miss
mccoy.
I
appreciate
the
job
you've
done
and
we
look
forward
to
continuing
to
hear
from
you
all
okay.
So
that
brings
us
to
our
action
items.
The
consent
calendar
item
7a
was
a
request
to
approve
the
acceptance
of
award
terms
and
conditions
for
the
american
rescue
plan.
Arpa
physical
recovery
funds,
councilman
cassette.
E
Thank
you
very
much,
mr
chair.
I
don't
know
if
there
was
a
if
richard
or
kyra
or
mary
wanted
to
talk
a
little
bit
about
this.
One
of
the
main
reasons
I
wanted
to
pull
this
was
we
are
going
to
be
doing
a
public
engagement
process,
and
I
think
that
it
is
important
that
we
have
the
opportunity
to
talk
about
that
and
what
that's
going
to
look
like,
so
richard
care,
if
you
guys
wanted
to
spell
that
out,
that
would
be.
E
I
would
appreciate
just
having
that
highlighted
a
little
bit
more
for
the
public.
W
Of
the
council,
if
I
could
care
to
start
up
so
karen
and
I
dr
director
cho
and
I
have
a
a
short
presentation
and
talks
about
that
and
and
director
ochoa
can
sort
of
take
you
through
so
the
community
and
public
engagement
side.
So
back
in
july,
I
had
done
a
presentation
around
an
overview
of
what
arpa,
which
is
the
american
rescue
plan.
W
Act
is
about
and
the
process
has
gone
through
a
couple
of
iterations
where
we've
received
all
our
treasury
guidelines
and
we
applied
for
some
recovery
funds
so
that
we
could
bring
them
in.
I
think
that's
a
part
of
the
packet
and
as
we
now
figure
out
where
this
money
will
be
allocated,
we
are
looking
at
these
different
buckets
which
director
cho
will
talk
about.
W
So
we
have
a
couple
slides
if
it's
okay
to
share
my
screen,
I
will
take
you
through
just
an
overview
again
for
the
public
and
for
just
a
refresher
and
then
turn
it
over
to
a
director.
W
Okay,
so
the
arpa
america
funds
recovery
plan
act
overview.
Basically,
the
recovery
plan
act
is
a
bite
administration
law
that
came
into
effect
around
the
march
of
this
year
and
the
treasury
went
through
the
treasury
in
the
treasury
had
established
guidelines.
His
overall
fame
and
mission
was
to
respond
to
the
covet
crisis,
to
address
the
community
and
economic
recovery
and
resiliency
that
we
were
going
through,
and
this
recovery
act
allocated
350
billion
dollars.
W
That
would
be
eligible
to
states
to
help
them
with
those
two
pieces
of
recovery
and
resiliency,
as
relates
to
cohort
19..
The
city
of
santa
fe
stood
to
receive
about
15
million
over
the
course
of
the
basically
the
administration
from
now
into
2024,
so
the
spending
is
a
an
allocation
that
is
over
a
period
of
time.
It's
not
just
one
period
of
time,
as
we
had
with
covid.
The
covet
cares
act
plan
where
we
had
from
october
december
to
disperse
these
funds
these
funds
actually
being
dispersed
to
us.
W
W
W
They
call
that
revenue
replacement
of
recovery,
revenue,
replacement
and
there's
another
area
where
you
can
look
at
providing
grants
for
premium
play
for
essential
workers
who
have
been
affected
by
the
pandemic
would
have
to
leave
their
their
place
of
work
because
they
didn't
have
any
money
and
they
had
to
go
home
and
they
were
covet
positive.
W
Other
areas
are
invest
in
the
local
water,
sewer
and
infrastructure
for
the
future,
and
this
actually
can
be
tied
into
what's
coming
ahead.
Hopefully,
is
this:
this
infrastructure
drop
infrastructure
act
that
the
bidet
administration
is
working
on.
W
Again,
some
reliable
uses.
Currently
the
treasury
guideline
says
that
there
are
certified
census
tracts
where
the
funds
could
be
allocated,
we're
trying
to
get
some
more
guidance
around
that
we
want
it
to
be
city-wide,
but
we
need
to
figure
out
if
this
is
just
census
tracts
only
or
can
we
do
the
whole
city
and
then
that's
direct
aid,
community
and
economic
development
infrastructure
recovery,
as
I
said,
and
the
expenditures
are
tied
to
a
sense
of
equity,
address
racial
disparities
address
inequities.
W
So
some
of
this
funding,
hopefully
through
either
community
development
or
a
bucket
that
would
come
to
economic
development
that
we
could
use
to
make
sure
that
we
continue
that
that
process
and
we
have
the
funding
available
to
not
only
do
it
in
the
south
side
districts
of
the
community,
but
we
have
some
midtown
area
districts
of
the
census
tracks
that
we
like
to
address
it
too.
W
Some
ineligible
aspects
of
these
expenditures
are
pension
funds
or
legal
settlements
or
matching
grants.
You
can't
really
use
this
money
to
add
to
a
federal
grant
that
you
apply
to,
and
this
last
section
here
really
is
this
the
framework
and
it's
talking
about
how
you
how
the
u.s
treasury
is
sort
of
measuring
what
you're
doing
so.
I
sort
of
translate
this
treasury
speak
to
say:
what's
the
problem
you're
trying
to
solve?
W
S
Rich
chairman
and
councillor
cassette,
we
are
committed
to
doing
some
community
engagement
on
how
we
send
our
arpa
funds.
Obviously
we
want
to
also
get
the
funds
out
the
door
we
have
longer
to
spend
them,
thankfully
than
we
did
with
the
cares
funding.
But
we
know
there
are
some
acute
needs
in
the
community
right
now,
and
so
it's
a
balance
really
between
doing
some
community
engagement
and
meeting
some
acute
need.
S
We
have
contracted
under
a
small
purchase
agreement
with
cerise
consulting
kathleen
dahl
from
cereses
here
she's
one
of
the
team
members
of
cerise
cerise
helped
us
with
our
cares
act
project
both
in
keeping
good
accounting
on
it,
as
well
as
doing
a
thorough
evaluation
of
those
that
were
impacted
by
that
funding.
They're,
also
helping
us
with
our
mayors
for
guaranteed
income
program
and
we've
been
very
happy
with
our
performance.
Rich.
You
can
I'll,
let
you
know
this
slide
lets.
S
You
know
that
there
are
santa
fe
based
consulting
forum
first
yep,
so
we
did
look
at
how
other
entities
around
us
have
done.
Community
engagement
as
a
bit
of
a
model.
Here,
as
some
of
you
may
know,
the
city
of
las
cruces
held
a
10-day
public
comment
period
in
which
residents
could
mail,
email
or
phone
in
ideas
for
how
to
use
the
funds
that
put
the
onus
on
the
residence
to
get
information
in.
S
But
it
did
also
include
two
in-person
public
input
meetings
with
interpreters,
santa
fe
public
schools,
which
their
funds,
their
rescue
funds,
are
for
funds,
but
essentially
similar
parameters.
They
held
three
town
halls
in
july,
two
were
in
person
and
one
was
virtual,
and
then
they
also
conducted
a
survey
which,
if
you're
a
parent,
you
know
that
and
they
had
a
good
response
about
34
40,
34,
43
respondents
in
the
county.
S
Our
partners
at
the
county
didn't
do
a
formal
public
engagement
process,
although
they
did
present
ideas
to
their
health
policy
planning
commission
from
the
community
services
department.
Their
meetings
are
public.
They
have
a
leadership
team
which
I
participate
in
on
behavioral
health
and
that
team
is
made
providers
that
hosted
discussions
on
use
of
arpa
funds
on
the
county,
as
we
have
in
the
city
of
santa
fe
community
services
department
of
since
the
very
beginning.
S
I've
been
in
conversation
with
all
of
our
providers
and
connect
around
the
community
needs
that
they
are
seeing
and
their
staff
prepared
budget
embedded
by
the
county
manager
they
presented
to
the
county
commission
and
they
may
have
made
or
have
approved
the
arpa
budget
for
the
county
already
next
slide.
S
So
this
tells
you
a
little
more
about
series
I
mentioned
in
the
first
slide,
how
we,
how
we
have
worked
with
them
and
how
we
are
working
with
them.
Currently,
they
really
do
bring
an
expertise
in
project
management,
they're,
very
rigorous,
about
their
evaluation,
and
they
continually
have
underscored
the
need
for
community
engagement
is
meaningful.
S
I'm
particularly
thinking
of
the
evaluation
that
was
done
on
our
cares,
funding,
which
we
talked
about
in
the
previous
presentation,
what
it
was
and
what
it
meant-
and
I
actually
want
to
take
a
moment
to
thank
the
finance
department
for
prioritizing
putting
fund
for
rental
assistance,
food
assistance,
child
care,
transportation
that
actually
kept
some
people
alive
in
our
community
in
the
fall
over
finishing
their
audit
in
timely
way.
S
Both
are
important,
but
personally
I
just
wanted
to
interject
that
and
say
thank
you,
because
the
community
absolutely
needed
what
cerise
was
able
to
help
us
do
as
well,
and
so
that's
why
we
leaned
on
them.
For
this
engagement,
the
project
manager
who's
not
available
tonight
but
will
be
next
week
at
council,
is
modern,
parsons
and
with
us
again.
Tonight
is
the
evaluator
and
data
manager,
catherine
dahl
and
then
I'll
go
to
the
next
slide.
S
So
what
are
they
going
to
do
for
us
proposed
and
have
contracted
them
to
work
with
us
to
create
a
brief
survey
which
is
in
the
works
in
the
draft
form
right
now,
it'll
be
a
10
to
15
minute
survey.
It'll
be
a
likert
scale
with
multiple
choice
items
and
that
the
survey
will
be
in
an
online
format
in
english
and
spanish
it'll
be
piloted
first
and
then
it'll
be
open.
S
The
current
proposal
is
or
actually
contract,
contract
states,
it'll
be
open
between
october
15th
and
october
31st,
and
then
the
dissemination
plan
for
the
survey
is
co-created
with
us
at
the
city,
but
will
be
the
primary
driver
of
the
survey
dissemination
similar
to
what
we've
done
out
of
constituent
services
and
christina
helsick
will
help
us
with
that
to
incentivize
completion
survey.
We
will
offer
a
raffle
for
those
who
can
get
a
gift
card
and
city
attorney.
S
Aaron
mcsherry
agrees
that
this
is
allowable,
so
hopefully
we'll
get
some
good
engagement
because
of
that
next
slide.
But
that's
phase
one
and
phase
two
we'll
have
some
listening
sessions.
One
on
october
19th.
We
will
have
a
plan
that
we
work
with
them
to
with
cerise
to
create
around
how
to
get
an
invitation
out.
That's
going
to
be
as
an
online
community
listening
session
and
we'll
do
it.
In
the
evening.
S
On
a
week
week
night,
we
will
present
some
ideas
briefly
for
our
expenditures,
but
mainly
create
a
forum
where
the
public
can
really
give
its
input,
with
some
understanding
of
the
parameters
of
the
the
arpa
funding.
The
series
team
is
going
to
record
transcribe,
transcribe
and
analyze
the
session
and
then
also
at
city
council.
S
We
can
take
public
comment
on
our
spending
on
the
27th
and
the
series
team
will
attend
the
session
to
take
some
notes,
which
would
be
sort
of
a
freer
form,
although
shorter,
and
then
we
will
we're
happy
to
supply.
The
serious
team
is
happy
to
supply
you
all
with
some
simple
framing
questions.
If
you
want
to
ask
questions
during
the
listening
session,
you're
of
course
going
to
be
invited
to
that
listening
session
on
the
19th.
S
That
is
a
flexible
date
if
we
need
to
change
it,
but
we
want
to
put
that
on
the
on
the
mark
calendar
for
now.
After
that,
session's
complete
series
will
again
analyze
notes
and
transcripts
or
themes
relating
to
community
needs
and
ideas
for
expanding
the
europa
funds
and
then
the
final
phrase
next
slide,
they're
really
going
to
spend
some
time.
Analyzing
and
reporting
out
on
what
they
found
from
the
from
all
of
this
and
then
have
a
comprehensive
report
that
can
be
available
early
december.
S
This
is
getting
away
a
little
bit
council
cassette
from
your
your
question,
so
I
don't
need
to
spend
too
much
time
on.
This
have
been
in
conversations,
as
I
mentioned,
with
our
providers
with
our
community
partners.
S
We
have
identified
some
ideas
from
our
departments.
You
know
divisions
and
departments
of
things
that
we'd
like
to
see
in
here
on
this
slide,
you'll
see
some
of
those
ideas,
but
again
this
all
depends
on
what
we
hear
back
from
the
community
during
the
community
engagement
process,
and
with
that
I
can
ask
answer
any
questions.
E
Wonderful,
thank
you
so
much
and
thank
you
kieran
rich
for
that
presentation
and
kathleen
for
being
here.
I
really
appreciate
you
guys
putting
the
effort
into
the
public
engagement.
I
think
at
this
point
I
I
have
one
small
question
later
for
for
bernadette,
if
you're
still
bernadette.
Yes,
you
are
still
here
wonderful,
more
of
a
a
comment
as
we're
putting
this
together,
and
this
might
be
something
for
ms
mccoy.
E
This
came
out
of
a
actually
a
conversation
with
regina
about
our
different
funding
sources
and-
and
one
thing
that
I
really
want
to
be
cognizant
of,
is
you
know
knowing
that
these
are
one-time
dollars
that
we're
really
looking
at?
How
do
we
leverage
these
for
investments
and
there's
going
to
be
a
lot
of,
I
believe,
needs
that
come
in
from
the
community.
A
lot
of
suggestions
that
come
in
from
the
community
and
one
thing
I
want
us
to
be
really
aware
of
is
sometimes
we
get.
You
know
excited.
E
We
have
this
big
pot
of
money
and
we
have
a
lot
of
things
that
we
can
look
at.
But
what
are
other
funding
sources
that
might
fund
some
of
the
needs
that
are
coming
through
with
the
community
and
how
we
can
utilize
this
public
input,
as
we
start
to
look
at
budgeting
for
fy
22
and
as
we
started
looking
at
some
of
our
other
budgeting
processes
and
also
making
that
very
clear
when,
when
a
proposal
is
coming
forward
to
us
for
how
we
allocate
these
arpa
dollars.
E
If
there's
something
on
there,
that
rated
really
high
from
the
community
engagement
or
if
there's
there's
something
that
rated
really
high
with
the
community
engagement
but
isn't
on
the
proposal
for
the
arpa
dollars,
because
it
is
better
suited
from
a
different
funding
stream.
I
really
want
to
make
sure
that
that's
very
clear
so
that,
because
I
think
a
lot
of
times
we'll
we'll
get
kind
of
this
feedback
for
for
pots
of
money
and
that
it's
better
suited
somewhere
else.
E
But
we
don't
really
explicitly
talk
about
that
and
that's
both
helpful
for
the
the
larger
public,
but
also,
I
think
for
us
as
a
governing
body.
You
know
mary
you're
in
this
every
single
day,
and
so
you
know
all
these
different
fund
sources
and
these
revenue
sources
and
these
potential
opportunities
for
dollars
and
really
seeing
the
the
larger
picture.
E
So
that's
something
I
just
want
to
make
sure
that
we're
really
aware
of,
as
we
are
looking
at
how
these
dollars
get
spent.
Is
that
it's
it's
a
big
windfall,
and
I
want
to
make
sure
that
we're
really
investing
wisely
with
these
one-term
one-time
dollars
and
that
if
there
are
other
funding
sources
that
we
we
really
think
about
that
and
really
vet
that
out.
While
this
proposal
is
going
through
so
yeah,
I
do
believe.
E
That's
my
only
my
only
comment-
I
guess
just
you
mentioned
with
christine
and
advertising,
and
how
we'll
get
this
information
out.
Are
we
working
with
our
community
partners
with
the
connect
network?
How
can
we
really
make
sure
that
this
is
getting
the
attention
that
this
is
occurring
and
that
there's
going
to
be
the
opportunity.
S
Mr
chair
council
cass
that
absolutely
really
answered
the
question
within
the
question
so
we'll
work
with
all
of
our
partners
in
connect,
we'll
work
with
constituents-
and
I
know
there's
a
lot
of
in
these
funds
in
the
community.
So
I
don't
and
has
a
extensive
network
through
the
economic
development
groups.
So
I
don't
anticipate
that
you
know
people.
People
have
been
waiting
for
us
to
be
talking
about
this,
we'll
acknowledge
so
we're
doing
that.
We're
ready
to
come
out
and
ask
for
input
and
we
anticipate
getting
a
lot
of
it.
E
I
appreciate
that
and
then
bernadette,
if
you
are
here
director
salazar,
I
had
one
quick
question
as
I
was
reading
the
the
memo
that
was
there's
one
requirement
in
there
that
we
follow
the
drug-free
work
policy
that
is
set
by
the
federal
government,
and
I
was
curious
about
some
of
the
changes
that
we
are
looking
to
make
with
the
legalization
of
marijuana
in
the
city
and
potentially
looking
at
some
of
our
requirements
and
how
that
might
impact
our
ability
to
utilize
federal
dollars
where
marijuana
is
still
not
legal
at
the
federal
level.
I
Chair
counselor,
what
I,
what
I
can
tell
you
is:
we
will
abide
by
the
terms
and
conditions
that
are
outlaid
in
the
agreement.
That's
before
you
today
for
a
vote,
so
we
are
able
to
take
advantage
of
these
of
these
funds
I'll
go
ahead
and
meet
with
director
salazar
and
get
you
a
specific
answer
to
the
question
as
it
relates
to
any
changing
hr
policies.
E
F
Thank
you,
mr
chair,
and
thanks
to
staff
for
listening
to
me,
because
I've
been
asking
about
this
for
months
and
really
was
excited
to
read
about
your
plan
for
outreach.
I
think
it's
going
to
be
helpful
and
useful
for
all
of
us,
and
so
I'm
excited
to
see
this
is
moving
forward
and
that
we
have
a
team
to
support
us
with
the
consulting
team.
But
one
thing
I
just
wanna.
F
My
colleague
mentioned
this
and
just
to
reiterate
about
the
connect
clients,
not
just
the
network,
of
the
people
that
the
navigators
but
the
clients,
if
there's
a
way
that
we
can
actually
connect
them
and
get
their
opinions
about
what
is
needed
through
funding
sources.
I
don't
know
if
you've
thought
of
that
already,
but
the
actual
clients.
S
Yeah,
mr
chair
councilman
viral.
That's
a
really
great
point.
Besides
just
you
know
inviting
them
to
participate
on
an
online
survey
which
many
of
them
may
not
have
capacity
to
do.
I
think
what
we
can
do
is
ask
our
navigators
to
share
a
survey
with
with
them,
while
they're
working
with
them,
and
so
that
would
be
a
way
to
really
get
that
input.
That's
so
vital.
F
F
So
all
of
those,
I
think,
are
already
a
captive
captive
audience
and
I'm
sure
you've
already
thought
of
that.
I
think
it's
just.
That
would
be
an
easy
way
to
get
some
input
because
they
have
a
vested
interest
in
their
on
the
ground
working
with
clients.
So
I
think
that's
important,
and
then
I
had
the
same.
I
guess
just
an
opportunity
that
my
colleague
councilwoman
cassette
brought
up
about
making
sure
we're
leveraging
funding
sources
because
we
have
this
infrastructure
stimulus
bill
coming.
F
I
hate
to
use
that
use
these
funds
arpa
funds
for
something
that
could
actually
be
used
with
the
infrastructure
bill
if
that
passes,
and
then
just
other
opportunities
that
we're
thinking
about
for
grt
bonds,
etc.
I'm
just
wanting
to
make
sure
we're
covering
all
our
bases
and
that
these
arpa
funds
are
going
towards
the
most.
F
The
quickest
most
efficient
need
to
get
people
funding
to
support
during
this
time-
and
I
guess
I
was
just
thinking
about
oh
what
is
that
sorry?
I
just
lost
way
to
that
hold
on.
Let
me
think
about
it.
What
was
that.
F
I'm
forgetting
sorry,
I'm
getting
tired.
I
think
it's
just
making
sure
that
we
look
at
all
our
resources.
Like
my
colleague
talked
about.
There
was
one
other
thing,
but
I'm
not
remembering.
Oh,
I
know
I
know
what
it
was.
I
guess
I
was
thinking
about
into
the
future
the
guaranteed
income
project,
since
we
have
funding
that
came
to
us
this
year,
but
next
year
we're
going
to
have
to
find
a
match
that
I
was
curious
if
this
funding
could
be
used
for
that
purpose.
S
Mr
chair
councilwoman
real,
I
believe
it
can
for
direct
relief,
cash
relief
and
so
we'd
have
to
make
sure
that
the
finance
director
and
the
legal
looked
carefully
over
the
guidance
director
mccoy.
Do
you
want
to
speak
to
that?
A
little
bit.
I
Mr
chair
counselor,
I
think
that's
an
excellent
question
and
a
really
immediate
need
of
the
community
as
well
and
a
program,
that's
already
a
good
example
of
how
these
dollars
can
get
directly
into
the
community
very
quickly,
so
we'll
have
to
circle
back
from
first
glance.
That
would
be
an
eligible
use
for
these
dollars.
We'd
have
to
circle
up
with
marcos
martinez
to
for
his
legal
opinion
on
that,
but
from
first
glance
it
does
look
like
this
would
be
an
eligible
use
and
actually.
S
I'll
just
add
to
that
the
county
has
set
funding
for
that
purpose.
They
looked
at
what
we
did
with
our
care
funding
and
direct
cash
relief.
They
didn't
do
that,
but
they
liked
it,
and
so
they
did
budget
arc
of
funding
for
this
so
eight
hours,
so
I'm
sure
that
they
looked
at
it
carefully.
We'll
do
the
same,
and
we
definitely
are
looking
at
connect
as
a
way
to
push
that
funding
out
in
a
in
a
matter
that
more
stimulates
guaranteed
income
than
simple
one.
S
One-Time
one-check
relief
right
that
are
still
not
having
have
still
not
recovered,
really
need
a
little
extra
overall,
and
so
that
would
be
a
great
we're
excited
that
the
county
has
has
devoted
a
million
dollars
to
the
direct
cash
relief
out
of
their
funding
to
partner.
F
With
us
and
connect
excellent,
that's
great
and
I'd
be
in
favor
of
that
using
guaranteed
income
match
next
year,
because
we'll
have
a
heavy
lift.
We
won't
have
that
partner
anymore
infusing,
the
you
know
the
majority
of
the
funding
source
that
they
did
this
year.
So
I'm
just
thinking
about
next
year,
and
we
can't
necessarily
assume
that
all
non-profit
and
foundations,
local
foundations
are
going
to
be
able
to
make
that
match
or
be
able
to
provide
us
with
all
the
funding
sources.
F
So
I
guess
I
was
just
thinking
of
the
leveraging
aspect
and
I
would
love
to
know
more
as
you
all
look
into
that,
because
I
would
be
in
favor
of
supporting
that
and
I
think
that's
it.
Thank
you.
Thank
you.
All
councilwoman
lindell.
H
Thank
you
chair
one,
quick
question:
what's
our
contract
cost
for
the
public
engagement,
mr
chair
counselor,.
H
Okay,
what
is
the
pleasure
of
the
committee
councilwoman,
I'm
sure.
Could
I
just
ask
one
follow-up
on
that?
What's
the
time
frame
from
when
to
win.
O
And
we'll
go
through.
S
The
end
of
december
for
them
to
fully
compile
their
findings
and
do
any
follow-up
with
us
that
we
require.
B
B
Yes,
okay,
that
that
item's
been
approved,
and
now
we
are
on
to
item
7b,
which
is
a
resolution
supporting
offering
at
least
a
wage
of
15
an
hour
for
employees
of
the
city
of
santa
fe
and
directing
the
city
manager
to
offer
hourly
wage
increases
for
all
full-time
non-probationary
city
employees
paid
less
than
15
per
hour.
Councilwoman
cassette.
E
Thank
you,
mr
chair.
I
just
have
a
couple
quick
questions
on
this
one.
First
of
all,
so
the
title
did
say
all
full-time
staff
members
are
there
any
part-time
staff
members
that
would
that
are
making
under
15
an
hour
that
would
not
have
their
wages
increased
based
on
how
this
is
currently
written,.
X
Mr
chairman,
councillor
cassid,
I
don't
know
if
you
can
hear
me
I'm
having
some
problems
with
the
with
my
system
tonight,
they're
they're.
I
believe
that
there
are
some
part-time
employees.
X
The
way
that
the
rule
reads
according
to
the
resolution
is
based
on
a
current
city
policy
that
specifies
how
additional
compensation
can
be
granted
for
for
this
purpose.
So
we
can
take
a
look
at
that
and
I
can
go
through
the
listing
and
determine
if
there
are
part-time
employees
and
how
many
it
would
affect.
So
we
can
address
this
because
the
idea
would
be
to
ensure
that
they
would
receive
the
compensation
as
well.
E
Okay,
that'd
be
wonderful
burn.
If
you
could
do
a
little
bit
more
research
and
I
I
would
definitely
be
in
favor
of
making
sure
that
this
impacts
all
of
our
employees.
I
Mr
chair
counselor
casa,
I
do
have
a
a
very
quick
answer
to
your
question
that,
yes,
there
are
several
employees
that
are
on
this
list
that
are
part-time
and
we'll
go
ahead
and
get
you
a
more
official
numbers
associated
with
the
positions
and
the
full-time
versus
part-time
status.
Of
that.
E
Yeah,
that
would
be
great
and
then
the
additional
information
about
how
we
can
ensure
that
you
know
looking
into
part-time
individuals
also
receiving
this
wage
bump.
There's
also
was
a
mention
of
individuals
who
could
fall
off
the
fiscal
cliff,
which
you
know
essentially
really
looks
at
making
just
a
little
bit
too
much
that
they
lose
a
lot
of
money
in
in
eight
dollars.
E
Whether
it's
snap
is
it
is
it
snap
here,
food
stamps
or
you
know,
other
types
of
federal
assistance
programs
and
I'm
curious
if
we've
assessed
this
and
and
how
we
might
how
we
might
be
able
to
address
this.
Could
individuals
essentially
refuse
a
wage
increase
if
it
would
actually
cause
a
negative
impact
to
them
fiscally
because
of
the
loss
of
those
dollars.
X
Mr
chairman,
councillor
cassidy:
yes,
the
way
that
we've
designed
this
is
the
increase
would,
if
approved,
would
be
implemented,
but
an
employee.
If
it
would
be
detrimental
to
other
benefits,
then
they
would
be
able
to
opt
out
of
it.
Okay,.
E
And
is
there?
Thank
you.
That's
I'm
really,
I'm
very
grateful
that
we've
done
that.
I
know
that.
That's
a
really
big
problem
with
a
lot
of
these
programs
is
that
fiscal
cliff
it
they
get
a
small
wage
increase
and
it
actually
makes
things
harder
for
them
and
something
that
I
hope
is
addressed
as
at
the
federal
level
if
anyone's
listening.
E
But
I
also
sorry
do
we
have
the
support
system
within
the
city
would
hr
be
able
to
assist
individuals
with
making
that
assessment,
because
I
know
that
when
you
are
looking
at
these
complicated
numbers,
it
can
sometimes
be
challenging
to
see
how
these
things
might
impact
you,
and
so
I'm
curious
if
we
would
be
able
to
provide
that
assistance.
X
E
Okay
and
then
that's
that's
wonderful,
I'm
glad
that
we
can
give
them
some
assistance
and
then
would
we
be
able
to
refer
them
to
gosh.
That's
I
know
getting
through
at
the
state
level
is
also
really
challenging
where
a
lot
of
this
work
is
done,
but
that's
maybe
something
I
want
to
think
about
a
little
bit
as
well.
E
If
there's,
if
we
can
only
take
them
so
far
in
that
assistance,
how
we
might
be
able
to
work
with
some
of
our
partners
who
have
a
lot
of
knowledge
in
this
area,
because
again,
I
really
want
to
make
sure
that
nobody
is
negatively
impacted
by
this.
That's
supposed
to
be
a
financial
benefit
for
them,
and
then
my
last
question
has
to
do
with
this
conversation
that
we've
had
in
different
areas,
looking
at
salaries
and
wages
with
the
issue
of
compaction,
and
will
this
be
causing
that
compaction
issue?
X
Mr
chairman,
councillor
cassid,
thank
you
for
that
question.
That's
a
really
good
question.
So
when
we
analyzed
the
employees
that
would
be
affected,
if
this
was
approved
and
then
took
a
look
at
their
classification,
we
would
see
not
an
actual
compaction
but
salaries
that
are
very,
very
close
to
two
particular
classifications
and
that's
the
transit
driver
series
and
the
parks
maintenance
workers.
So
the
difference
would
be
about
50
cents
from
a
parks,
maintenance
worker,
for
example,
in
a
parks,
maintenance
workers
senior.
X
So
with
the
transit
drivers,
we
are
working
with
the
department
for
recruitment
purposes,
aside
from
this
whole
project,
but
we
would
be
addressing
that
either
with
the
department
for
recruitment
and
retention
initiatives,
but
also,
as
mary
mentioned
earlier.
This
evening
we
were
funded
for
a
new
classification
and
compensation
study,
so
that
would
also
be
addressed
through
that
process
and
we've
started
the
process
to
get
that
going
under
the
rfp
process.
E
Okay
and
bern
do
we
expect
the
class
and
comp
study
to
be
completed
and
something
that
we
can
be
really
implementing
when
we
are
passing
next
year's
budget,
the
fy
22
budget
right.
X
Yes,
so
the
the
hope
is
that
it,
yes,
it
would
be
completed
before
decisions
are
made
before
the
fy,
the
next
fiscal
year's
budget.
So
if
there's
so,
that
would
be
23.
So
if
there
was
additional
funding
that
would
be
requested
that
would
be
presented
at
that
time
for
possible
approval
similar
to
the
way
we
did
it
back
in
2018.
E
Okay,
wonderful.
Thank
you.
I
appreciate
that.
I
don't
think
I
have
any
other
questions
and
I
look
forward
to
getting
some
more
of
that
additional
information
on
those
on
those
topics.
Thank
you
both.
Thank
you.
F
Thank
you,
mr
chair,
and
I
actually
had
the
same
questions
that
come
to
women
cassette
brought
up.
So
thank
you
for
that.
I
think
that
you
covered
that
most
of
them.
The
only
thing
I
was
wanting
to
find
out
is
after
to
be
able
to
address
the
compaction
where
you
have
people
making
close
to
the
same
amount
once
they
buff
bump
up
to
15
and
how
that
would
affect
people
that
are
in
a
senior
role
from
them
and
only
making
50
cents
more.
I'm
just
wondering
so.
F
Okay,
so
with
this
analysis
on
compaction,
whether
it's
through
the
class
and
comp
study,
I
would
like
us
to
plan
to
have
a
certain
amount
of
money
set
aside,
so
that
we
can
make.
We
can
look
at
those
differences
and
be
responsive
to
possibly
bumping
up
other
people
that
are
close
to
those
folks
moving
up
into
the
15
range.
F
X
F
Yeah,
I
just
wanted
to
make
sure
that
we're
planning
for
that
that
the
request
for
the
amount
for
this
increase
we're
actually
thinking
it's
going
to
be
more
for
various
reasons.
For
one,
the
part-time
people
that
we
want
to
look
at
part-time
employees
and
also
the
potential
of
having
to
bump
up
people
to
pay
them.
Because
they're
in
a
more
senior
role.
X
Okay,
yes,
then,
I
did
get
the
the
question,
so
we
would
be
looking
at
that
through
the
class
in
comp
study.
Yes,.
X
That
is
the
hope.
Yes,
so
we
we
should.
We
started
the
process
for
the
rfp,
so
that's
a
big
contract,
as
you
are
probably
aware
from
the
last
time
around
and
so
we're
starting
that
process.
X
We
believe
that,
because
of
the
approval
of
the
last
classification
and
compensation
study
where
you
know
we're
on
the
right
track,
so
I
don't
think
that
it's
gonna
be
as
it's
not
gonna.
I
hope
that
it's
not
gonna
take
as
much
time
as
it
did
last
time
and
it'll
be
a
little
more
efficient
because
we're
not
playing
catch
up
by
you
know
decades,
it's
from
2018
until
now,
so
right,
it'll
be
more
efficient.
F
F
Otherwise,
I'm
supportive
of
this
initiative
for
this
resolution
and
just
want
to
hear
more
as
it
works
its
way
through
the
committee
process.
Thank
you.
M
M
B
Yes,
thank
you,
okay,
so
that
item
is
passed
now
we
are
an
item.
I
request
for
the
approval
of
an
agreement
between
the
city
of
santa
fe
and
davenport
construction
management,
llc
to
repair
and
reconstruct
the
bicentennial
pool,
one
million
nine
hundred
forty
eight
thousand
four
hundred
nineteen
dollars
and
forty
two
cents,
including
new
mexico,
gross
receipts,
tax,
councilwoman
via
rail.
B
F
You,
mr
chair,
and
thank
you
sam
for
being
patient
with
us
and
sticking
with
us
through
through
this
long
night.
Just
a
couple
questions
I'm
happy
to
see
that
we're
moving
forward
with
this.
I
think
it's
important
and
it's
challenging,
I
just
think,
there's
a
lot
of
pieces,
especially
that
there's
phases
that
need
to
occur
for
this
to
get
completed
in
its
entirety.
F
K
Absolutely
mr
chair
counselor,
via
real
the
three
phases
you're
referring
to
just
so
everybody
understands:
we've
broken
it
into
essentially
demolition
reconstruction
of
the
pool
and
then
a
final
phase.
That'll
address
some
pool
amenities
and
updates
to
the
pool
building
itself.
K
The
reason
we've
broken
it
out
primarily
is
because
we
really
would
like
to
be
able
to
open
the
pool
on
time
in
the
spring
and
to
do
that,
we
feel
it's
really
important
that
we
begin
the
demolition
as
soon
as
possible.
Once
the
pool's
demolished.
There
is
soil
testing.
We
need
to
do
to
ensure
that
there
aren't
any
kind
of
complicating
factors
created
by
the
amount
of
water
we've
lost
there
and
be
able
to
prepare
the
site
that
contract
is
kind
of
being
executed
simultaneously.
K
Because
of
the
you
know,
it's
an
important
process,
the
the
committee
and
council
review,
but
because
it
does
take
a
little
extra
time
to
be
able
to
you,
know,
vet
contracts
and
get
approvals.
We
we
needed
to
move
quickly
on
that
and
then
the
final
piece
was
just
because
of
you
know.
I
think
many
vendors,
like
the
city,
have
shortages
on
staff.
We've
had
problems.
K
Mr
chair
counselor,
via
real,
absolutely
we're
hopeful
that
we
can
get
started
in
the
next
two
to
three
weeks.
F
K
F
Okay,
so
then
the
next
phase
was,
I
call
it
the
amenities
piece,
that's
gonna
happen
later
or
as
the
pool
like.
Are
you
envisioning
it
happening
when
the
pool's
open
and
we're
doing
it?
Maybe
just
explain
that
a
little
bit
more
to
me.
K
Absolutely
mr
chair
counselor,
what
we're
actually
aiming
for
is
to
have
an
amendment
ready
and
execute
you
know,
reviewed
by
committee
and
counsel
and
executed
and
able
to
be
implemented
as
we're
wrapping
up
the
final
phases
of
the
reconstruction
of
the
pool
yeah.
If
that
makes
sense,.
F
Yes,
yeah,
I
feel
like
there's
a
little
of
no
unknowns
about
that,
but
yeah
I
just
want
to
stress
the
most
important
pieces
that
we
need
to
get
done
versus
the
cosmetic
stuff.
So
absolutely,
I
think
that's
important.
The
one
other
question
I
had
about
the
the
contractor
has
an
outline
of
the
cost
and
there's
these
line,
items
that
say:
gc
markup,
I
think
that's
general
contractor.
Maybe
markup
and
some
are-
I
mean
they're
pretty.
What's
the
percentage
do
they
all
follow
a
certain
percentage
that
they're
what's
the
percentage
markup
and
what?
K
What
does
it
signify,
mr
chair
counselor,
via
real?
We
struggled
to
find
a
pool
contractor
kuala
in
our
region
qualified
to
take
on
this
project.
K
For
several
decades
we
were
not
able
to
contract
with
them
directly,
so
we're
using
a
general
contractor
on
the
state
price
agreement
to
kind
of
work
as
our
prime
on
this
project
and
that's
kind
of
where
it's
kind
of
a
almost
akin
to
kind
of
project
manager
at
risk
where
we
essentially
brought
on
davenport
construction
management
and
have
worked
through
the
scoping
and
pricing
of
this
project
with
him,
and
he
is
actually
working
as
our
prime
contractor
wescon.
K
What's
leisure
pool
and
several
other
kind
of
pool
related
contracts,
contractors
are
working
under
him.
The
state
price
agreement
allows
us
to
do
that
and
allows
a
general
contractor
to
bring
on
subs
and
stipulates
that
the
the
rate
at
which
they
mark
up
the
work
of
any
sub
would
be
10.
So
that's
per
the
terms
of
the
state
price
agreement.
F
B
I
Mr
chair
and
no
matters
from
staff
at
this
time.
F
Vrael,
thank
you,
mr
chair,
just
a
quick
request
from
staff.
Just
so
I
have
a
better
idea
of
where
we're
at
so
we've
had
projects
lately
that
are
being
covered
by
the
fiscal
year,
21
grt,
in
excess.
F
We
keep
talking
about
that
term
and
there
seems
to
be
a
few
projects
that
are
being
able
to
be
funded
through
that,
and
so
I
I'd
like
to
understand
that
better,
like
what
that
excess
amount
was
and
what
we've
actually
how
it's
been
prioritized
in
terms
of
projects
we've
been
able
to
fund
through
it
in
the
most
recent
like
couple
months,
because
we
we've
heard
it
just
through
committee
process
about
where
the
funding
source
is,
but
we
actually
haven't
had
a
presentation
about
what
that
actually
looked
like
after
the
fact,
and
so
I
just
want
to
get
a
better
idea
of
what
that
what
that
looks
like
and
if
any
part
of
that
excess
amount
is
actually
replenishing
our
reserve,
because
I
know
we
use
part
of
our
reserve
for
our
last
budget.
F
I
Mr
chair
counselor,
those
are
excellent
questions.
We
will
prepare
a
presentation,
so
you
all
are
caught
up
to
speed
on
the
tally.
For
that
that'd
be
great.
Thank
you.
First,
that's
all.
B
Okay
matters
from
the
chair.
Our
next
meeting
is
monday
october
18
2021,
with
that
we
are
adjourned.