►
From YouTube: Finance Meeting for August 17, 2020
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
C
A
D
A
Yes,
okay,
next
is
approval
of
the
consent
agenda
items
to
be
removed
from
the
consent
agenda.
D
A
Hey
are,
is
there
any
other.
D
C
A
D
A
C
A
Yes,
okay,
the
minutes
from
the
budget
hearing
on
july,
20th,
2020
changes
from
staff.
A
A
Yes,
budget
hearing
minutes
from
july
22nd
2020.
C
A
Yes,
approval
of
the
budget
hearing
minutes
from
july
27
2020.
A
A
Okay,
councilwoman
romero
worth.
C
G
C
So,
on
page,
one
on
item
three
abstain:
the
hill
coupler
needs
to
be
deleted
on
page
two
item:
five
b:
actually,
let's
go
back
item
5a
under
abstain,
counselor
v
hill
coupler
needs
to
be
deleted.
C
C
C
Okay
on
5b
city
clerk,
counselor
v,
ho
copler
abstaining
should
be
deleted.
C
Let's
see
5c
again
same
problem,
counselor
abeyta
and
counselor
v
hill
koppler
were
recorded
as
abstaining.
The
vehicle
should
be
deleted.
Counselor
beta
seconded
the
motion,
so
I
can't
imagine
that
he
abstained
from
the
vote.
It
probably
needs
to
be
removed
and
then
on
5d
again
counselor
v
hill
coupler
deleted
from
abstaining
and
then
I
would
move
for.
A
Yes,
okay,
approval
of
the
budget
hearing
minutes
from
july
28
2020
are
there
changes
from
staff.
C
So
I
have
similar
issues
on
these
minutes
item.
Three
approval
of
the
agenda.
Councilor
v
hill
coupler
should
be
deleted
from
abstaining
on.
C
Let's
see,
there's
so,
let's
see,
there's
hold
on.
There
was
a
motion
to
approve
the
public
utility
budget.
It's
not
numbered
but
reflects
counselor
vehicler
abstaining
on
page
three
that
should
be
deleted.
A
H
Have
missed
one,
it
looks
like
on.
H
A
Okay,
so
councilwoman
romeroworth.
Will
you
restate
your
motion.
C
A
Yes,
okay,
so
that
concludes
the
approval
of
the
minutes
we
are
now
on
to
approve.
Did
someone
say
something
I.
D
Did
mr
chair
just
a
point
for
the
budget
hearings
meeting
minutes
for
july
24th
there
is
one
there
are
a
couple
abstentions
for
that
that
might
not
be
accurate.
D
D
So
we
could,
we
have
to
reconsider
july
24th
meeting
minutes.
A
I
D
I
moved
to
amend,
move
to
approve
with
amendments
taking
off
counselor
v,
hal
koppler
as
a
abstention
vote,
and
also
on
f,
it's
an
abstention.
That's
that
was
four
I'm
assuming
counselor
cassette
sanchez.
A
Okay,
we
have
a
motion
in
a
second
can
I
have
a
roll
call.
Please,
yes,
counselor.
C
A
A
Okay,
so
now
we
can
move
on
to
the
items
that
were
pulled
off
the
consent
agenda.
The
first
is
item
a
which
is
a
request
for
the
approval
of
the
2018
state
homeland
security
grant
program,
sub-grant
amendment
to
extend
the
period
of
performance
through
september
30th,
2020,
new
mexico
department
of
homeland
security
and
emergency
management
councilwoman
via
rael.
D
Thank
you,
mr
chairman,
just
a
couple
questions,
so
this
is
an
extension
of
a
grant
state
homeland
security
grant
program.
That's
extending
to
september
2020.
what
staff
person
is
going
to
be
speaking
on
this.
J
D
Excellent,
thank
you
for
being
here
just
wanted
to
check
with
this,
because
there
wasn't
very
many
details
in
the
memo
or
in
the
packet
material,
about
the
eligible
expenditures
that
are
approved
through
this
grant
and
in
particular
the
66
000
that
it
will
be
expended
or
the
remaining
amount.
D
It
states
that
the
amount
will
go
towards
homeland,
secure
homeland
security,
related
improvements
to
the
police
department's
intelligence
center,
but
it
doesn't
give
any
details
as
to
what
that
entails.
Can
you
give
us
more
details
about
what
kind
of
improvements
there
will
be
as
it
relates
to
the
intelligence
center
and
actually
can
you
explain
what
the
intelligence
center
is
or
not
you
specifically,
but
maybe
somebody
from
the
department.
Thank
you.
K
So
this
on
this
extension,
what
we're
looking
at
is
expanding
a
tool
in
our
toolbox.
So
the
one
thing
that
we're
asking
there
were
two
outstanding
items
that
were
never
purchased
on
this
original
grant.
One
of
them
is
an
ibm
software
that
we
realized
that
our
intelligence
center
isn't
fully
equipped
to
to
use.
So
we
went
ahead
and
pulled
that
off
of
our
request.
K
The
second
one
that
we
were
looking
for
on
this
request
was
a
company
called
boundless
security,
camera
systems
that
company
no
longer
is
in
operation,
so
we
went
and
found
another
vendor
called
crime
point
and
we're
looking
at
getting
a
what's
called
a
hermit
camera
system
that
would
support
similar
to
our
mvts,
our
mobile
video
trailers
in
surveillance,
equipment
that
could
be
utilized
for
our
investigations.
D
So
just
elaborate
on
that
the
mobile
video
trailers-
they
use
specific
software,
so
you
all
the
ibm,
software
wasn't
compatible
or
was
compatible.
K
So
the
ibm
software
was
a
system
that
was
for
intelligence
gathering
for
large-scale
terrorism
and
like
tax
evasion
and
all
that,
when
we
looked
at
it
recently,
it
was
not
something
that
fit
into
what
our
intelligence
center
does
and
it
didn't.
It
wasn't
a
practical
system
for
us
to
use
here.
It's
separate
from
the
software
we
use
for
our
mobile
video
camera
systems.
D
K
Jeremy,
the
counselor
via
royale,
it's
the
company,
is
crime
point,
but
the
device,
the
camera
system
is
called
a
hermit
cam.
Okay,.
D
K
K
This
is
equipped
with
a
full
pan
tilt
zoom
camera
that
can
be
mounted
on
a
pole.
That's
in
a
certain
area.
It
can
be
placed
mounted
inside
of
a
vehicle
or
placed
in
other
areas
where
the
traditional
camera
trailers
would
not
fit
or
be
practical.
D
So
it's
smaller
and
it's
can
go
on
various,
like
you
said,
low
profile
deployments
versus
the
larger
mobile
video
trailers.
That
are
pretty
obvious.
I
mean
you
can
see
them
and
you
know
where
they're
at,
but
these
ones
are
a
little
bit
more
just
I
guess.
K
That,
mr
chair
counselor,
vrl.
Yes,
this
is
it's
a
battery
operated,
unlike
the
mobile
video
trailers
that
operate
off
of
the
hybrid
battery
and
the
generators,
this
one's,
a
very
small
design.
K
The
camera
uses
a
space
of
about
half
a
deck
of
cards
for
the
camera
to
be
used,
but
the
device
is
is
about
the
size
if
you've
seen
like
a
a
pedestal
like
the
phone
pedestals
that
they
have
or
the
equipment
is
or
a
small
electrical
box,
that's
the
size
of
it
and
it's
used
to
be
deployed
remotely
without
having
to
be
attached
to
power.
K
D
Thank
you
that
was
helpful
to
give
us
an
example
of
where
it
could
be
utilized,
and
that
is
an
area
that
I
think
both
counselor
lindell
and
I
are
concerned
about
just
checking
with
the
amount
the
66
remaining.
D
K
Mr
chair
counselor
via
rail,
the
estimate,
the
quote
that
we
received
for
this
hermit
camera
and
the
supporting
equipment,
was
sixteen
thousand
eight
hundred
and
seventeen
dollars,
which
was
actually
much
cheaper
than
the
original
request,
with
boundless
systems
which
was
a
little
over
twenty
thousand
dollars.
And
we
decided
not
to
go
with
the
larger
purchase
of
the
ibm
software,
which
was
the
twenty
six
thousand
dollars.
D
K
D
Thank
you
for
that.
So,
mr
mason,
what
is
the
remainder
going
to
be
used
for.
J
Counselor,
chairman
of
beta
counselor,
via
real
the
budget
breakdown
at
this
time,
the
only
expense
that
we're
able
to
with
the
current
quotes
that
we
have
and
the
time
frame
that
we
were
allowed
with
from
the
state
department
of
homeland
security
and
emergency
management
is
the
purchase
that
captain
tapia
is
referencing.
J
We
do
have
other
items
that
when
we
started
the
grant,
since
this
is
a
grant
extension,
we
are
extending
the
entire
grant.
We
can't
pick
out
the
one
project
that
we
have
the
the
the
intent
to
use
the
other
items
there.
There
is
no
anticipated
expenditures
other
than
the
16
000
dollars
that
captain
topia
has
outlined.
D
J
J
Unfortunately,
it
does
end
up
going
back
to
the
federal
share
and
potentially
redistributed
through
future
dispersions
of
this
annual
grant,
but
at
this
time,
if
it
isn't
expended
it
it,
it
isn't
returned
because
it
is
a
reimbursement
based
grant.
It's
not
something
that
we
have
to
forfeit
back
got
it.
B
A
D
Thank
you,
mr
chair,
I'm
having
a
little
bit
of
a
technical
problem
with
prime
gov,
but
I'm
seeing
part
of
the
notes
that
I
made
to
the
document.
I
guess
just
overall.
D
I
did
want
to
say
that
the
original
wording
of
this
ordinance,
not
the
changes,
not
the
suggested
or
proposed
reorg,
but
I'm
just
talking
about
the
original
language,
is
really
out
of
date.
There's
just
so
many
things
that
I
think
this
particular
document,
removing
the
reorg
part
of
it
has
to
be
cleaned
up,
so
I
don't
know
the
best
way
to
get
those
to
to
jesse
and
I'll.
Just
give
you
certain
examples.
D
I
think
that
our
attorney
did
provide
some
language
changes
that
would
make
some
of
the
language,
gender,
neutral
or
or
not,
gender
specific,
there's
a
lot
of
his
he
throughout
the
document,
but
I
did
find
more
so
we
need
to
adjust
those
accordingly.
C
So
I
can
understand
why
you
would
want
to
do
that,
and
especially
in
these
times,
but
I
would
ask
the
city
attorney
whether
our
ordinances
generally
refer
to
the
he.
As
being
I
don't
know
what
the
right
word
is
gender
neutral,
even
though
we
know
it's
not,
we've
actually
made
those
adjustments
in
the
past.
Have
we?
Yes,
because
I
know
at
the
state
level
they
say
he
even
though
it's
outdated,
and
I
just
wonder
if
we
have
some
sort
of
governing
overarching
rule
on
this.
G
Chairman
and
counselor
are
the
legislature
passed
something
recently
to
do
more
gender
neutral
systematically?
We
don't
have
any.
We
don't
have
a
drafting
book
for
the
city,
it's
something
I
think
that
we
probably
should
develop.
So
I
think
we'd
be
happy
to
change
the
gender
neutral.
Actually,
chief
padilla
is
the
one
who
caught
the
policeman
references
and
recommended
they'd
be
changed
to
police
officer,
which
I
appreciated
mostly
so.
For
this
we
we
can
make
those
technical
changes.
G
I
think
mostly
what
we
did
was
take
the
existing
language
and
since
it's
all
moving
to
a
new
section,
we
just
took
it
in
mass.
There
was
a
lot
of
technical
details,
even
just
doing
that,
so
I
think
we
just
probably
didn't
get
to
that
level.
Okay,
okay,.
C
D
Sure
yeah,
so
those
are
just
things
I
noticed
and
then
like
workman's
comp.
We
don't
call
that
workman's
comp,
it's
workers
compensation,
but
those
are
just
minor
details
that
if
we're
gonna
amend
aspects
of
this
substitute
bill,
we
need
to
add
those
pieces
to
it
and
I
don't
know
what's
the
best
way
to
get
those
to
jesse.
D
D
What
I
was
noticing
in
this
is
there's
some
sections
of
some
departments
that
are
very
sparse.
They
have
like
a
couple
sentences
to
describe
what
it
is
and
then
there's
others
that
are
very
long
and
detailed,
specifically
the
police
department,
and
I
guess
my
question
for
that
section:
is
they
talk
a
lot
about
the
reserve?
D
I
didn't
even
know
we
had
a
reserve
option
and
I'm
wondering
if
that
needs
to
be
amended
at
some
point
too.
It
just
seemed
like
I
didn't
know
if
that
was
still
germane
to
the
city's
function,
I'm
not
sure
who
could
answer
that
question.
G
Counselor,
I
can,
I
can
address
it.
So
basically,
the
only
things
we
changed
substantively
beyond
the
reorg
were
things
that
were
either.
Essentially
we
knew
they
were
illegal,
essentially
so
the
volunteer
fire
department,
firefighters,
their
union
agreement,
disallows
having
volunteer
firefighters.
So
that's
why
we
took
that
out
because
the
council's
essentially
already
agreed
not
to
have
them.
So
there
really
wasn't
a
policy
issue
there.
So
we
didn't.
G
We
tried
not
to
really
do
policy
changes
beyond
what
was
in
the
caption
and
the
purpose
is
really
to
just
do
the
reorg
and
to
clean
up
things
that
are
absolutely
incorrect.
So
I
would
like
the
workers
comp
that
we
can
make
that
kind
of
change,
because
it's
not
substantive
right.
It's
just
changing
actual
legal
terms
that
we
and
we
know,
have
already
changed,
but
if
but
we
could
do
a
whole
cleanup
of
the
police
section
in
a
separate
bill.
G
It
just
wouldn't
really
relate
to
the
reorg
and
we
don't
have
a
reserve.
Currently
I
did
chief
video-
and
I
did
speak
about
that,
but
whether
or
not
it's
actually
not
allowed
to
have
a
reserve.
I
don't
know-
and
I
haven't
done-
that
research
or
looked
into
whether
anyone
does
that
in
the
state
or
what
the
history
is.
It's
kind
of
an
entirely
new
topic
that
we
didn't
get
to
at
this
point.
G
We
just
were
moving
all
the
police
sections
into
the
new
section
that
has
all
departments
and-
and
the
thing
we
were
trying
to
do-
was
to
get
more
consistency.
Some
departments
weren't
even
created
an
ordinance
at
all,
like
the
itt
department.
It
didn't
even
have
a.
There
is
now
created
a
department
of
right
which
just
like
the
minimum,
that
some
that
some
others
do
and
there's
nothing.
J
G
Says
that
we
had
to
do
that
either,
but
it
was
a
little
confusing
that
some
departments
had
it
some
departments
didn't
economic
development,
isn't
created
as
anything,
but
it's
referenced
as
a
division
in
a
few
sections,
there's
a
housing
and
community
development
department.
That's
currently
created
that
doesn't
exist
so
in
that
sense
there's
a
lot
of
just
cleaning
up.
G
D
Okay,
that's
helpful
and
it-
and
it's
also
simultaneously
not
helpful,
because
then
I
look
at
like
the
community
development
department
and
for
me
to
like
really
understand
if
this
formulation
of
a
new
or
this
reorg
made
sense.
I
just
wanted
more
details
about.
What's
the
what's
the
goal
or
the
objective
of
the
community
development
department
like
its
mission
of
sorts,
and
it
doesn't
really
say
that
other
than
it
says
what
divisions
would
fall
under
it.
D
However,
here's
another
point-
and
this
is
on
page
15,
where
we
talk
about
community
development
department,
it's
creating
a
department
that
should
include
the
following
divisions,
and
so
do
we
list
the
divisions
that
are
actually
currently
departments
as
such.
This
is
what
was
confusing
me.
It's
like
office
of
affordable
housing,
that's
what
it's
called
now,
but
planning
and
land
use
department.
D
G
Can
you
hear
me
now
yeah,
okay,
the
sound
hasn't
reached
back
to
me
yet,
though,
so.
G
For
the
substitute
bill,
basically,
what
we
did
with
the
substitute
is
kept
everyone
with
their
same
names,
but
they
still
might
become
a
division
that
way
for
branding
purposes.
We
don't
have
to
change
the
fire
department
to
the
fire
division
on
fire
trucks.
We
don't
have
to
change
any
shirts
at
the
land
use
department,
although
it
would
be
planning
in
land
use,
but
so
things
that
are
called
departments
now
would
still
be
called
departments.
Despite
being
divisions
and
things
that
are
called
offices
would
still
be
offices.
G
The
economic
development
division
actually
was
already
a
division
in
code,
so
I
just
left
it
that
way
and
that
helps
also
with
all
of
our
cross
references
which
actually
there
aren't
too
many.
The
primary
cross
reference
issue
is
the
planning
and
land
use
department.
There's
a
lot
of
mentions
of
that
department.
But
really
the
council
is
in
charge
of
creating
departments
and
then
beyond
that,
really
it's
supposed
to
be
an
operations
decision,
so
you
create
the
departments.
You
can
say
what
their
purpose
is.
D
D
G
Chairman
of
beta
counselor,
I
would
say
most
of
them
do
not
have
purpose
statements
at
this
point,
so
it
would
be
it
would.
That
would
be
a
lot
of
policy
to
develop,
which
would
be
maybe
separate
than
the
none
of
them
are
really
defined
for
purpose
right
now.
There
most
of
them
are
just
created,
and
then
a
few
are
heavily
regulated
like
police,
fire
and
land
use.
D
L
Mrs
counselor,
did
you
want
to
see
a
brief
slide
presentation
we
had
put
together
yeah.
Let's
do
that.
That's
a
good
idea
and
then
and
then
we'll
go
back
to
questions.
Thank
you.
I
don't
think.
M
M
It
it
is
at
least
an
orienting
quick
overview
and
then
we'll
just
go
through
it
to
make
sure
everybody
has
the
same
set
material
in
front
of
them
and
then
get
off
the
off
the
the
camera.
And
let
everybody
ask
their
questions,
but
if
the
city
attorney
can,
I
believe,
you've
got
the
slide
deck
at
your
fingertips.
City
attorney.
M
The
first
slide
is
the
next
slide
after
the
cover
slide
is
a
quick
picture
of
the
current
organization
chart.
If
you
can
move
to
that,
one
aaron.
G
M
M
G
M
Can
see
just
visually
what
our
current
state
of
org
chart
looks
like
it's
worth.
Keeping
that
in
mind
that
this
is
the
point
of
departure.
M
So
the
next
slide
is
quickly
just
a
reminder
of
what
we
were
proposing.
We
were
three
community
three
efforts
to
use
the
language
of
community
community
engagement,
community
development,
community
health
and
safety.
M
The
other
major
change
is
to
change,
parks
and
recreation
from
being
a
single
freestanding
entity
to
combine
parts
of
it
with
things
that
it
could
be
more
like,
and
then
there
are
two
other
elements
that
are
not
in
the
reorg
per
se,
but
are
relevant
to
what
is
being
done
to
respond
to
different
issues.
One
is
a
grants,
management,
division
in
finance
to
centralize,
grant
accounting
and
that
may
come
up
later
tonight.
When
you
look
at
the
kafir
report
and
safety
staff
in
office
of
emergency
management.
There's
a
third
one.
M
I
believe
that
we've
that
came
up
in
the
budget
hearings
that
had
to
do
with
where
the
public
defender
would
sit,
but
it's
also
not
in
the
reord
legislation,
so
the
next
one.
The
next
slide
simply
reminds
everybody.
M
What
we're
talking
about
with
each
of
those
individual
changes,
the
community
engagement
city
clerk,
would
take
the
council
and
constituent
services
and
the
city's
clerk
city
clerk's
office
and
make
them
a
unified
effort
to
do
a
kind
of
a
front
door
through
which
residents
and
council
members
can
walk
to
get
information
about
all
kinds
of
data
requests.
M
The
minutes
you
went
over
so
carefully
tonight,
the
city's
website
and
a
variety
of
other
activities
that
are
increasingly
data
driven
and
information,
rich
and
since
part
of
the
thinking
was
that,
with
the
substantial
amount
of
electoral
work
being
relocated
to
the
county,
this
was
a
timely
effort
to
consolidate
these
activities.
M
You
can
see
that
affordable
housing,
arts
and
culture,
economic
development
planning
and
land
use
and
tourism
would
come
under
this
heading.
M
I
think
the
the
question
that
was
asked
earlier
about.
What's
the
what's
the
mission
or,
what's
the
theory
of
the
case,
I
had
a
very
long
and
very
fruitful
conversation
with
our
land
use
director
last
week,
and
we
talked
about
focusing
on
really
the
output
not
of
each
of
these
entities
individually,
but
as
a
team.
So
as
an
entity
you
could
say,
planning
and
land
use
does
a
lot
of
permit
work.
M
Does
a
lot
of
inspection
takes
on
a
lot
of
the
issues
involving
land
use
cases
and
that's
true,
but
that's
not
really
what
we
want
from
them.
Any
more
than
all
we
want
from
tourism
is
heads
in
beds
or
economic
development.
All
we
care
about
is
diversifying
the
economy
or
arts
and
culture
implementing
the
culture,
connects
document
or
affordable
housing,
helping
people
and
dealing
with
hud.
M
What
we're
really
looking
for
is
a
unified
effort
to
deliver
livable
neighborhoods
economic
opportunity
for
our
residents
a
span
of
housing
choices
that
is
as
diverse
as
possible,
with
as
many
different
opportunities
as
possible
and
a
community
where
arts
and
culture
is
really
embedded
in
the
quality
of
life
of
all
of
our
residents,
and
so
the
the
idea
here
is
that
the
whole
is
greater
than
the
sum
of
its
parts
and
that
the
individual
outputs
of
each
of
these
entities
isn't
really
the
purpose
of
each
of
them.
M
The
purpose
is
something
much
more
much
larger,
which
is
neighborhood,
livability
economic
opportunity,
housing
choice,
economic
diversification
and
more
embedded
arts
and
culture
in
the
quality
of
life
of
everybody
who
lives
here.
The
next
slide
looks
at
community
health
and
safety.
M
Again,
it
outlines
the
individual
elements
of
this
team
and
again,
the
the
whole
is
greater
than
the
sum
of
its
parts.
If
you
look
at
what
we're
trying
to
deliver,
it
is
a
community
where
there
is
a
much
greater
attention
to
the
social
indicators
of
well-being
and
of
health,
and
also
a
criminal
justice
and
safety
entity
that
responds
appropriately
to
the
requests
that
are
made
by
bringing
these
pieces
together.
M
So
that's
a
quick
reminder
of
each
of
the
elements
of
these
proposed
reorganization
components
and
just
wanted
to
make
sure
everybody
had
a
equal
point
of
departure
for
the
elements
of
the
proposal.
Thank
you,
mr
chairman.
A
Okay,
thank
you
mayor.
Let's
go
to
questions
from
the.
G
G
Counselor
beta
it's
more
of
a
nomenclature
than
a
taxonomy,
so
basically
it's
the
name
of
the
department
rather
than
how
it
would
be,
what
level
of
the
organization
it
would
fall
into.
So
they
would
be
divisions
because
they're,
underneath
the
department
but
they're
called
departments,
except
for
divisions
or
offices.
Yep.
Right
now
we
have
the
same
thing.
We
have
the
office
of
affordable
housing,
we
call
it
a
department,
we
have
the
division
of
economic
development,
we've
been
calling
that
a
department.
G
Chairman
of
council
romero
worth
that
is
the
intentional
wording.
Whether
or
not
it
is
needs
to
be.
That
way
is
a
separate
question.
I
think
it
really
was
a
big
debate
on
how
to
how
to
address
the
names
of
the
various
departments,
particularly
since
the
initial
draft
kept
the
fire
department
and
the
police
department
as
departments,
because
I
couldn't
imagine
the
city
changing
all
their
vehicles.
That
was
the
only
reason
and
they
were
the
only
ones
that
didn't
change.
G
I
changed
everyone
else
to
division,
it
got
really
confusing,
and
so
we,
the
updated
version,
has
everyone
keeping
their
same
name.
Essentially,
I
guess
planning
and
land
use
used
to
be
planning
in
land
use.
At
some
point
it
was
my
understanding
I
was
asked
to
change
it
back
to
because
at
some
point
it
may
have
included
that
so
that,
but
so
at
least
we
have
one
overarching
principle
now,
which
is
that
the
current
names
stay
the
same
before
we
were
changing
some
and
not
changing
others.
C
Okay,
on
page
16,
there
is
a
list
of
things
that
are
being
repealed,
and
we
you
mentioned
earlier
that
there's
that
we
have
no
drafting
manual
that
speaks
to
things
like
he
means
is
gender
neutral.
Even
though
we
know
it's
not
gender
neutral.
Do
we
anywhere,
I
mean?
Can
you
just
say,
is
repealed
without
saying
what
the
section
was
about.
G
The
ones
that
are
appealed
are
listed
in
the
caption
as
having
been
either
moved
or
or
their
departments
that
no
longer
existed,
so
the
one
that
no
longer
exists
is
housing
and
community
development.
So
that's
one,
that's
been
repealed,
but
not
moved.
The
other
ones
are
all
just
being
moved
into
the
new
chapter.
That's
all
the
departments
in
one
place.
C
C
I
just
want
to
point
out
something
in
the
community
engagement
department.
So
that's
where
the
office
of
constituent
and
council
services
will
be-
and
I
just
want
to
point
out
that
council
services
is
a
really
important.
That
is
the
staff
one
fte
at
the
moment
to
the
council,
and
I
just
want
to
continue
to
make
this
differentiation
between
the
executive
and
the
legislative
and
we
are
kind
of
a
blend
and
that
staff
is
within
city
government
and
obviously
has
to
be
managed.
C
But
I
just
want
to
point
out
that
I
feel
like
it's
probably
okay,
to
have
the
council's
staff
in
under
the
city
clerk,
because
under
the
charter
the
city
clerk
is
what
are
the
words
is
appointed
with
the
consent
of
the
governing
body.
So
we
have
a
a
role
in
who
that
person
is-
and
I
I
just
want
to
point
out
that
I
think
that's
important,
since
our
staff
is
managed
by
that
people.
C
The
staff
that
directly
works
for
the
counselors,
which
I
see
someday
in
better
times
expanding-
and
I
just
want
to
continue
to
draw
these
distinctions
and
and
be
clear
that
you
know
the
council
is
not
under
the
mayor-
is
not
under
the
executive.
We
are.
You
know
this
is
part
of
the
balance
of
powers
and.
C
M
I
I
you
know
we
are
dealing
with
a
school
night
for
some
of
our
people,
who
would
otherwise
be
here,
including
both
the
city
manager
and
christine,
who
are
off
doing
parental
duty
to
meet
their
teachers.
I
think
regina
and
john
romero
are
both
here.
M
I
I
can
tell
you
from
my
own
experience
just
quickly
as
an
overview
that
this
is
one
of
those
categories
where,
if
you
think
about
the
the
overall
reason
for
one
of
the
reasons
for
doing
reorganizations,
it
is
to
eliminate
gaps
or
cracks
into
which
problems
fall
or
redundancies
in
which
there
is
overlap,
but
not
a
good
job
of
dealing
with
a
responsibility,
and
so
I
think
either
john
or
regina
could
talk
about
something
that
is
currently
a
an
issue
in
our
community
which
has
to
do
with
weeds
and
under
which
conditions
which
department,
which
organization
which
entity
is
responsible
for
taking
care
of
which
weeds
and
also
who
has
which
kinds
of
equipment.
M
M
So
that's
sort
of
a
high
level
answer,
I
think
either
regina
or
john,
could
describe
to
you
in
a
very
specific
way
how
this
combination
will
lead
to
a
better
level
of
service
for
our
residents,
a
better
frankly,
a
better
job
opportunity
for
our
employees,
who
will
have
the
satisfaction
of
seeing
their
jobs
well
done
and
appreciated,
and
the
equipment
maintained
and
utilized
more
efficiently.
M
O
Thank
you,
mr
mayor
council,
romeroworth
aye
and
chair
abita,
so
the
the
first
thing
that
I
think
makes
a
lot
of
sense
is
that
I
think
there's
a
lot
a
lot
of
similarities
between
what
public
works
does
and
what
parks
does,
and
that
is
maintaining
city-owned
infrastructure
and
whether
that
infrastructure
is
a
road,
a
piece
of
turf,
a
building.
O
It's
a
lot
of
the
same
operational
things
dealing
with
capital,
maintenance
of
capital.
It's
a
lot
of
coordination,
there's
a
decision
of.
When
do
you
maintain
capital
and
when
you
reconstruct
it,
we
have
that
synergy.
Currently
within
the
department
between
our
streets
division
and
our
engineering
division
there,
the
streets,
our
streets
division,
maintains
them
to
a
certain
point.
O
O
Right
now,
parks
does
the
majority
of
the
maintenance
not
only
watering
and
mowing,
but
they
do
do
basic
irrigation
maintenance,
replacing
sprinkler
heads
winterizing
that
type
of
thing
basic
repair,
but
then
there's
a
point
in
time
where
that
say
that
irrigation
infrastructure
needs
to
be
reconstructed
and
that's
when
it
would
get
handed
over
to
facil
to
facilities
so
having
both
those
under
the
same
department.
That
makes
a
lot
of
sense.
O
The
trails
parks
maintains
engineering,
engineer,
engineering
division,
constructs
them,
there's
a
lot
of
different
variations
of
open
space,
there's
passive,
open
space,
there's
watersheds
and
there's
different
roles
that
streets
has
in
that
when
maintaining
drainage,
ways
that
parks
has
and
maintaining
open
space,
and
that
stormwater
has
in
maintaining
the
integrity
of
our
watersheds.
O
So
there's
a
lot
of
overlap
in
that
another
thing.
You
know
just
more
from
a
functional
standpoint:
we
we
share
a
lot
of
the
same
area
within
the
seiler
yard,
really
other
than
than
solid
waste
and
fleet.
Pretty
much
that
whole
yards
taken
up
by
public
works
and
parks,
so
there's
a
lot
of
coordinating
equipment.
My
guys
borrow
a
share,
a
a
forklift.
I
know
this
gets
down
to
the
nuts
and
bolts,
but
there's
really
it
gets
down
to
this,
but
a
forklift
with
parks.
O
We
use
it
to
unload
paint
totes
for
our
paint
truck
parks,
use
it
for
their
for
their
needs.
So
there's
a
lot
of
opportunity
for
sharing
and
resources.
I
know
my
signal
guys
help
parks
with
hanging
banners
at
downtown
during
events
and
things
of
that
nature,
because
we
have
bucket
trucks.
It
helps.
O
Whereas
parks-
it's
very
intermittent,
so
you
know
it
doesn't
make
sense
to
buy
a
bucket
truck
just
for
them
to
have
for
a
couple
of
festivals,
so
we
currently
have
a
lot
of
this
coordination
because
in
the
end
we
all
work
for
the
city
and
we're
all
here
to
to
deliver.
O
O
Another
thing
that
I
think
will
help
is
public
works
is
the
I
guess
where
we
help
manage
the
capital
budget,
especially
when
selling
general
obligation,
bonds,
grt,
bonds,
we're
the
the
group
that
that
coordinates,
that
effort
and
being
able
to
make
sure
that
parks
needs
are
included
in
that,
so
that
that
we
we
don't
ignore
any
of
the
parks
needs
that's
important
in
having
the
public
works
department.
I
think
I
can
go
on
on
more
examples
of
equipment
that
we
continue
to
share
that
we
can
start
to
share
that.
O
We
don't
currently
share
efforts
that
we
that
may
be
redundant,
that
we
can
reorganize
and
just
in
general,
I
think
you
know
it'll
really
help
us
to
better
define
roles
between
all
of
our
divisions.
O
So
that
way
we
don't
have
three
divisions
doing
the
same
thing
and
we
can
really
fine-tune
it
to
make
sure
again
that
we
don't
have
parks
out
there,
repairing
potholes
on
trails.
We
can
maybe
assign
that
to
streets
because
we're
the
pothole
guys
where
the
streets
is
that
asphalt
guys,
whereas
parks,
you
know
we
can.
It
can
free
them
up
for
for
more
of
their
duties,
which
is
dealing
with
edge
management
and
that
type
of
stuff.
O
So
that's
all
I
have.
I
don't
know
if
regina
has
anything
to
add
to
that.
P
Thank
you
so
much
john
and
chairman
and
counselors
something
I
would
also
actually
noticed
right
away
as
we
started
having
discussions
about
working
together
with
the
parks
team,
is
we
started
looking
at
engineering
solutions
to
solve
operational
issues?
So
you
know
the
breadth
of
resources
and
skills
that
we
have
in
in
public
works
really
comes
to
bear
on
every
division.
We
all
sit
together
as
a
leadership
group.
P
Every
single
week
talk
about
initiatives
that
the
governing
body
has
given
direction
about
that
the
senior
leadership
has
given
a
direction
about
and
what
the
constituents
need
responses
on,
and
it's
really
valuable
to
say.
Well,
we
keep
struggling
with
this
operational
thing.
Is
there
an
engineering
solution
that
can
get
us
closer
to
it?
Is
there?
Is
there
a
capital
investment
that
we
need
to
make
that
could
solve
this
problem
more
systemically
for
our
for
ourselves
and
so
that
both
that
leadership
team?
P
That's
really
strong,
with
a
range
of
skills
to
apply
whether
it's
you
know
knoll
jumping
in
with
you
know,
parking
a
staff.
You
know
the
whole
public
works.
Staff
supports
the
whole
outcome
of
the
department,
and
so
it
really
does
give
a
broad
range
of
resources
and
skills
to
address
issues
and
really
get
the
parks
providing
services
that
we
really
want
for
the
city.
C
So
I
guess
my
follow-up
would
be
so
I
I
get
the
synergies
if
you
will
around
equipment-
and
I
don't
know
types
of
work
in
in
maintaining
our
infrastructure-
you
can
also
we're
not
going
to
lose
environmental
policy
by
making
this
move
is
what
I
want
to
be
assured
of.
I
I
know
you
look
specifically
regina.
You've
done
a
lot
of
work
in
energy
efficiency
for
the
city,
and
you
know
I.
C
I
want
to
make
sure
that
we
continue
to
be
able
to
advance
environmental
policy
through
this
department
in
terms
of
water
conservation,
or
you
know
what
our
parks
look
like
from
from
through
an
environmental
lens
and
that
that
we're
not
losing
that
by
moving
this
department
with
you.
P
I
think
that's
another
synergy
that
we
didn't
talk
a
lot
about
and
that's
the
stormwater
one
john
mentioned
it,
and
we
had
really
considered
how
close
those
are,
because
stormwater
is
even
looking
at
some
things
through
the
stormwater
management
plan
of
capturing
infiltrate
infiltration
of
rainwater
to
a
shallow
basin,
and
then
how
could
we
use
that
to
actually
irrigate
our
parks?
P
And
so
you
know,
melissa
mcdonald
has
a
great
background
in
landscape
architecture
and
she's,
really
interested
in
the
you
know
the
water
cycle
and
so
we're
very
interested
in
what
we
can
do
to
increase
the
sustainability
of
our
parks,
especially
from
a
water
perspective,
but
also
from
others,
from
an
operational
perspective,
of
course,
from
the
chemicals
you
know
when
all
of
our
divisions
of
public
works
are
highly
regulated,
we're
probably
next
to
the
utility
department,
the
most
highly
regulated
department.
P
There
is
right,
john's
got
so
many
regulations
that
we
make
sure
that
everything
we
do
complies
with
them,
and
so
I
think
we
would
make
great
leaps
forward
actually
in
sustainability
in
our
parks,
by
joining
with
public
works.
C
Okay,
I
I
just
want
to
make
sure,
given
that
we'll
be
dealing
with
climate
change,
we
need
to
be
preparing
for
climate
change
that
we're
not
doing
anything
to
hinder
the
progress
that
needs
to
be
made,
as
as
we
look
at
at
realigning
parks
over
here
in
in
kind
of
the
the
I
don't
know,
the
infrastructure
side
of
things
and
and
obviously
there
are
a
lot
of
things
that
can
be
done
with
regard
to
environment
and
energy
efficiency
and
environmental
policy.
O
If
I
can
chair
mayor,
I
mean
council
romero
worth
so.
That's
definitely
something
that
you
know.
We
could
say
yes,
of
course
too,
and
further.
You
know.
I
really
think
it's
something
that
public
works
is
already
dealing
with.
Those
type
of
measures
would
be
handled
through
the
design
and
construction
reconstruction
of
facilities
of
parks
facilities
which
we
handle
through
through
our
facilities
division.
So
you
know
we
would
continue
to
work
in
that
in
that.
J
O
O
How
how
it'll
affect
parks
is
how
they
maintain
the
newer
initiatives
that
we
implement.
But
yes
definitely
you
know
it's
something
that
we
we
definitely
look
forward
to
accomplishing.
C
H
Thank
you,
mr
chair.
I
guess
keeping
on
going
with
parks
and
and
how
some
of
these
changes
and
and
my
impact
needs
at
the
parks.
So
looking
at
park
infrastructure,
you
know
we
have
some
real
big
needs
with
our
parks,
so
I
don't
believe
that
we
have
a
single
park
in
the
city
that
has
shade
over
the
play
area.
We
have
parks
that
are
out
of
compliance
with
the
equipment
being
too
old.
We
are
not
needing
kind
of
best
recommendations
on
on
some
of
our
floorings
park.
H
I
don't
believe
we
have
a
single
park
that
is
ada
accessible
in
terms
of
I'm
not
sure
if
you're
familiar
with
the
they're,
often
called
miracle
parks
but
parks
that
are
for
children
that
may
have
some
type
of
developmental
difference.
So
I
was
curious
to
hear
how
public
works
is
going
to
be
able
to
handle
some
of
these
park.
Infrastructure
challenges.
O
Works
public
works
would
manage
those
efforts.
Those
would
all
be
handled
through
reconstruction
projects
handled
by
our
facilities
division.
I
think
just
going
forward
another
thing
within
public
works
under
my
engineering
division
we
do
have
a
an
ada
coordinator.
O
Who's
lacked
basically
as
our
ada
guru
and
it's
coordinating
coordination
between
him
and
our
facilities
folks
again
and
as
well
as
our
parks
folks,
just
to
make
sure
that
whatever
infrastructure,
that's
not
a
complete
hardscape,
but
that
needs
to
be
maintained
to
maintain
the
integrity
of
that
accessibility
and
other
things
like
that.
You
know.
I
think
this
is
important,
but
again
a
lot
of
that.
A
lot
of
those
initiatives
would
be
managed
by
public
works
as
it
stands.
H
Well,
that's
good
to
know,
so
thank
you
for
that.
I'm
sorry!
So
sorry,
I
just
lost
my
train
of
thought.
It
had
to
do
with
parks.
H
I'll
find
it
again,
but
let's
circle
back
to
just
the
general:
oh
I'm
sorry
can
you
talk
a
little
bit
about
if
we
do
approve
this
reorg
and
parks
does
come
over
to
you.
How
is
that
you
guys
talked
about
a
transition
plan
right
now
we
are
in
the
height
of
our
weed
season.
So
this
is,
you
know
it's
a
little
bit
of
a
challenging
time
to
make
a
big
transition
in
terms
of
that
weed
management.
H
Can
I
hear
a
little
bit
about
how
that
transition
would
go
and
not
having
disruption
of
services,
I'm
already
getting
number
of
call
from
constituents
who
are
saying
that
it's
been
a
long
time
since
their
streets
and
medians
have
been
cleared
on
their
streets
and
that
the
parks
are.
You
know
overgrown.
So
I'd
like
to
hear
a
little
bit
more
about
the
transition
time
and
how
we
would
manage
that
effectively.
O
Okay,
thank
you,
chair,
rita
councillor
sanchez,
so
you
know
our
intent
with
if
parks
were
to
come
over
to
public
works,
is
to
bring
it
under
their
current
structure
so
that,
at
least
for
the
time
being,
there's
no
there's
not
going
to
be
any
substantial
change
to
their
operation.
They
may
still
have
the
same
management
structure.
O
It's
just.
The
only
thing
is
the
ultimate
report
will
be
to
the
public
works
department
director,
so
levels
of
service
wouldn't
be
reduced
anymore
from
what
they
are
at
this
point.
O
But
that
being
said,
you
know
I've
already
been
in
discussion
with
some
of
the
park
staff
just
to
come
up
with
ways
that
we
can
maybe
improve
on
it,
at
least
for
the
remainder
of
this
season.
Some
small
things
you
know,
keeping.
O
Plan
in
in
place
to
where
we
don't
jump
from
our
our
day-to-day
routine
just
to
go
hit,
you
know
a
specific
honeydew.
That's
not
that's,
not
a
an
immediate
safety
need.
You
know
we
just
see
where
it
falls
in
our
priority
plan
and
just
stay
to
our
to
that
list.
So
we
do.
One
part
then
go
to
the
next
whatever
and
then
use
this
off
season
the
winner
to
see
how?
O
Maybe
we
can
look
at
trying
to
get
even
more
out
of
out
of
the
limited
staff
that
parks
has,
but
look
at
some
capital
improvements
that
can
be
done
to
help
reduce
the
amount
of
maintenance
required
by
certain
things,
for
instance,
medians.
What
kind
of
media
improvement
projects
would
happen
a
lot
of
times
the
median
improvement
projects?
We
definitely
give
you
engineering
division
managers,
those
we
follow,
parks
lead
as
far
as
what
they
want,
but
we
manage
the
project
as
far
as
the
procurement,
the
hiring
of
contractors,
all
that
stuff.
O
We
have
those
project
managers,
so
we
would
help
with
those
efforts
but
working
with
them
to
see
what
can
we
do
to
make
some
of
this
infrastructure
a
little
less
maintenance
and
intensive?
So
that's
my
medium
range
plans,
meaning
like
hopefully
by
my
next
fiscal
year,
but
right
now
we're
just
going
to
try
to
stick
to
stick
to
our
guns,
make
a
priority
plan
and
just
stick
to
it.
Instead
of
just
jumping
all
over
the
city
which
becomes
very
inefficient
and
just
come
up
with
a
reasonable.
M
Plan
and
try
to
stick
to
as
best
as
possible,
if
I
could
just
interject.
One
word
I
think
john's
point
about
continuity
is
a
good
one
and
I
I
would
put
in
a
good
word
for
the
so-called
swat
team.
That's
been
working
on
the
medians,
a
group
of
residents
who
were
really
instrumental
in
coming
up
with
a
series
of
design
suggestions,
and
they
are
very
proud
of
what
they've
contributed
and,
quite
rightfully
they've
been
great
advisors
and
friends,
and
they
would
continue
under
any
situation.
M
Re-Org
or
no
reor.
Their
advice
and
input
and
knowledge
is
very
instrumental,
and
so
we
don't
want
anybody
to
get
feel
like
their
input
or
their
contributions
are
undermined
or
undervalued.
By
virtue
of
talking
about
a
reorganization,
the
their
effort
is
tremendous
and
greatly
appreciated
and
will
continue
whether
the
organization
reorganization
happens
or
not
there.
We
really
want
to
give
them
a
very
strong.
Thank
you
and
an
endorsement
for
their
help.
H
Thank
you
for
that
for
that
edition,
mr
mayor,
it
actually
brings
up
another
one
of
the
questions
that
I
had.
You
know.
I
know
that
there's
a
number
of
different
groups
that
john
munoz
has
been
working
on
in
relation
to
parks.
So
I
know
very
recently
he
connected
one
of
my
constituents
who
expressed
interest
with.
H
I
don't
know
if
there
was
a
something
about
pollinators.
You
know
that
it
had
to
do
with.
You
know
the
health
of
our
vegetation
and
the
diversity
of
it,
and
I
think
that
those
are
really
important
focuses
that
I
want
to
make
sure,
are
not
lost
and
also
those
opportunity,
for
you
know,
community
engagement
in
these
areas,
and
some
of
these
you
know,
like
the
swat
group
and
like
this.
H
I
believe
that
they're
up
I'd
have
to
ask,
but
I
know
that
there's
a
focus
on
you
know
pollination
and
making
sure
that
our
medians
are
supporting
the
local
pollinators
that
are
so
crucial
to
our
ecosystem.
How
is
how
are
those
going
to
be
impacted
by
that
change?
Is
this
something
that
you
guys
will
be
taking
on
in
public
work.
O
O
Things
that
that
we
have
to
consider
you
know
is
that,
as
well
as
what
kind
of
infrastructure
we
can
adequately
maintain
and
just
with
whatever
staffing
we
have
and
then
coming
up
with
numbers
for
what
staffing
we
may
need
to
to
manage
some
of
those
efforts,
the
you
know.
Definitely
we.
O
In
the
parks
division
as
it
stands,
and
that
knowledge
is
going
to
be
retained
because
they're
they're
they're
still
coming
over,
at
least
at
a
department
of
what
they
can
speak
for
regina
as
well,
is
we're
going
to
rely
heavily
on
their
expertise.
Just
like
we
rely
on
a
lot.
O
I
rely
on
transit's
expertise
on
managing
bus
routes
and
schedules.
I
rely
on
airport's
expertise
regarding
how
to
run
an
airport,
and
so
that
won't
be
lost,
especially
with
my
management
style.
You
know
we
work
with
from
you
know
our
division
directors
all
the
way
down
to
frontline
employees.
It's
every
employee
that
really
helps
work.
A
group-
it's
not
you
know
the
head
helps,
make
everything
move
in
a
in
a
direction,
but
I
rely
on.
O
Maintenance,
you
try
to
get
me
to
maintain
this
signal.
I
can
maybe
time
it,
but
I
can't
maintain
it.
I
have
guys
to
do
that
and
I
think,
as
long
as
we
I
think
we
have
those
guys
and
just
like
everyone
else,
I
would
continue
to
rely
on
their
expertise
and
definitely
not
try
to
second-guess
that
expertise
by
any
means.
H
Well,
thank
you
jonah.
Do
you
really
appreciate
that
sentiment
about?
You
know
the
value
that
the
parks
teams
do
hold
in
their
collective
knowledge
and
expertise
this?
But
you
know
back
to
kind
of
these
citizen
groups.
It's
definitely
something
that,
as
we
discuss
this
over
the
next
week,
I
would
like
to
make
sure
that
we
are
kind
of
checking
all
those
boxes.
So
we
know
what
is
being
housed
there.
What
are
some
of
these
almost
side?
H
Projects
quote
unquote
that
are
happening
and
making
sure
that
they
are
not
lost
in
the
shuffle.
So
you
know,
I
know
that
I'll
get
another
bite
at
this
in
two
days
at
quality
of
life,
and
then
we'll
see
this
again
at
city
council.
So
I'd
like
to
make
sure
that
we
are,
you
know,
have
that
conversation
with
john
munoz.
H
What
are
all
these
other
pieces
that
are
there
that
maybe
aren't
necessarily
written
on
paper
and
I'd
like
to
see
a
plan
for
how
we
are
going
to
be
moving
forward
and
addressing
these
you
know.
We
know
that
there
might
be
some
citizen
committees
that
exist
on
paper
and
don't
really
exist
in
action,
and
so
I
think
that
we,
you
know,
as
you
guys,
are
looking
at
what
you're
taking
on
here,
I'd
like
to
see
those
and
have
a
plan
for
them
as
well.
C
So
one
of
those
so
speaking
of
pollinators,
one
of
those
groups
is
also
the
tree
board.
Is
the
tree
board
moving
over
to
parks
with
parks
to
public
works?
So
those
are
the
kinds
of
things
I
think
counselor
cassette
sanchez
is
absolutely
right
and
I
I
don't
want
to
lose
again
those
things
that
are
critical
to
the
environmental
aspects
of
our
parks.
So
thank
you.
H
Thank
you,
mr
chair,
so,
following
up
on
what
counselor
barrio
was
mentioning
with
not
really
having
a
mission
statement
for
some
of
these
new
departments
as
they're
developed?
I
think
that
that
is
something
I
know
that
we
had
them
in
our
budget
hearings.
So
I
think
they
were.
H
You
know
these
tiny,
these
small
statements,
but
I
I
think
that,
throughout
this
conversation,
it'll
be
important
to
pull
them
out
and
one
thing
that
I've
really
been
struggling
with
is
you
know,
we're
talking
a
lot
about
kind
of
new
efficiencies
and
working
towards
a
common
shared
goal.
But
how
are
we
going
to
know
that
we've
hit
the
mark?
H
How
are
we
going
to
know
that
through
this
reorganization,
we
are
meeting
those
new
shared
goals,
and
so
I
think
that
it'll
be
really
important
throughout
the
next
week
to
have
the
I'd
eventually
like
to
see
that
written
out,
even
if
it's
not
even
if
the
correct
place
is
not
necessarily
in
the
ordinance.
I
think
that
it's
important
for
us
to
have
those
stated
and
discussing
you
know.
H
So
I
don't
think
that
in
three
months
we're
gonna
be
like
yes
hit
those
goals,
and
we
know
you
know
it's
gonna
take
a
couple
years,
especially
in
our
current
environment,
where
we're
not
able
to
move
forward
the
way
that
we
would
like
to,
but
I
think
that
it's
important
that
us
as
counselors
really
have
a
good
idea
of
you
know
when
we're
looking
at
this
reorg
to
know
that
if
we
do
move
forward
with
it,
if
it
has
been
successful
in
in
reaching
what
it
is
that
we're
hoping
that
we're
going
to
be
doing
so,
I
think
spelling
out
those
missions
and
talking
about
maybe
what
this
might
look
like
and
how
we
know
that
we're
we're
in
the
right
track
is
going
to
be
really
important
for
us.
H
I
don't
know
if
that's
already
been
discussed,
mr
mayor,
I'm
not
sure
if
you
have
the
opportunity.
I
know
that
jarrell's
not
here
at
the
moment,
and
so
this
might
be
a
question
better
put
to
her
when
I
get
an
opportunity
to
speak
with
her.
But
if
you
have
thoughts
on
that,
I'd
love
to
hear
that.
M
Sure
it's
it's
a
good
question
and
it's
a
very
worthwhile
exercise
and
in
fact,
we've
already
had
led
by
jarrell
and
and
others
in
the
administration.
M
Several
meetings
of
the
teams
that
would
conceivably
be
combined
under
this
under
this
reorganization
and
one
of
the
requests
that
was
made
and
is
a
work
in
progress,
is
to
take
each
of
their
statements
and
try
to
do
a
some
sort
of
a
combined
effort
to
see
if,
when,
when
you
bring
them
together,
what
what
language
emerges
that
describes
what
the
shared
purpose
is
and
some
extent
that's
what
I
was
trying
to
describe
when
I
talked
about
the
whole
being
greater
than
the
sum
of
the
parts
that
you
know,
the
the
purp.
M
M
The
purpose
is
much
more
elemental
to
the
well-being
and
livability
of
our
neighborhoods
and
so
same
with
a
housing
program,
a
housing
program.
The
purpose
of
a
housing
program
is
not
just
to
build
more
houses,
it's
to
create
neighborhoods
where
people
want
to
live,
and
so
I
think
the
effort
is
ongoing
to
create
a
kind
of
a
meshed
statement
for
these
entities.
M
These
new
teams-
I
can't
tell
you
that
I've
seen
a
finished
product
yet,
but
folks
in
each
of
these
areas
have
already
been
thinking
along
the
same
lines
that
you're
suggesting
that
there
needs
to
be
an
expression.
There
needs
to
be
language
and-
and
there
needs
to
be
vision
and
there
needs
to
be
aspiration
behind
it,
so
that
it
is
more
than
a
mechanical
exercise.
H
I
think
that
it
would
be
really
helpful
to
hear
hear
some
of
that
as
we
move
forward
with
these
discussions.
You
know
over
the
next
week
and
a
half
I
I
know
I
would
really
appreciate
it.
I
think
I
would
really
like
to
hear
from
the
directors
who
are
go.
H
I
know
that
we
are
setting
up
a
system
that
should
not
be
dependent
on
the
actual
individuals
who
are
in
there,
but
we
also
can't
separate
it
from
the
fact
that
these
are
the
individuals
that
are
going
to
be
driving
the
beginning
of
this,
and
so
I
think
it
would
be
really
useful
to
hear
some
of
this.
I
do
it's.
H
One
of
my
concerns
is
making
sure
that
we're
finding
the
balance
between
departments
coming
together
as
a
bigger
department,
apparently
that's
our
language
and
that
they
are
moving
towards
this
common
goal,
but
there
are
still
going
to
be
pieces
that
each
division
department,
this
the
language
is,
is
tough,
that
each
of
them
will
still
have
to
be
doing
and
making
sure
that
those
missions
are
also
not
compromised.
I
especially
worry
about
it
with
community
health
and
safety,
which
you
know.
H
I
think
that
there's
a
lot
of
really
good
things
that
we
can
move
forward
with
that,
but,
given
the
current
climate,
I
I
do
get
concerned
about
community
services
getting
lost
in
the
shuffle,
and
so
I
again,
those
are
some
of
those
things
that
I
want
to
make
sure
that
we
have
places
that
we
can
be
checking
in
on
this
to
make
sure
that
we're
still
on
the
correct
path
that
we
are
intending
to
be
on.
M
Well,
I
think
that's
exactly
right
and
it's.
It
was
part
of
what
john
romero
and
regina
were
talking
about
earlier
about.
The
people
who
are
running
a
particular
specific
area
maintain
subject
matter,
expertise,
and
that
has
to
be
respected.
In
fact
it
needs.
It
is
the
whole
reason
why
they
have
those
positions
in
the
first
place,
and
we
want
the
subject
matter,
expertise
to
be
respected
and
enhanced,
and
we
also
want
it
to
blend
with
the
other
elements,
the
other
individuals
in
those
new
teams,
so
that
they
can.
M
M
And
it's
exactly
what
you're
describing
counselor
cassette
sanchez,
where
there
is
centralization
of
certain
things
in
order
to
get
coordination
and
synergy,
but
the
instrumentality
of
the
different
elements
and
their
ability
to
deliver
what
they
are.
Uniquely
able
to
do
with
their
expertise
is
respected
by
the
operation.
H
Wonderful
thank
you
for
sharing
that.
That's
that
definitely
hits
my
concerns
right
on
right
on
the
head.
That's
what
I'm
looking
for
the
last
thing
that
I
would
request
to
get
added
to
this
packet
and
then
I'll
yield
the
floor
for
now
is
a
detailed
proposed
org
chart.
H
I
think
that
that
would
just
help
me
visually
to
be
looking
at
not
just
everything
in
these
pieces,
but
if
we
can,
I
know
that
we've
had
it
before
so
if
we
can
just
add
that
to
to
the
packet
materials,
that
would
be
really
handy
as
we're
having
this
discussion
and.
D
Thank
you.
Thank
you,
councilwoman,
via
rael.
Thank
you,
mr
chair,
thank
you
staff,
and
to
john
and
regina
for
your
your
explanations
of
where
you
see
synergy.
I
mean
I
think
it's
it's
helpful
and
simultaneously
just
thinking
about
like
shared
equipment
and
where
procurement
and
management
of
projects
could
be
like
interconnected,
better.
I
think
all
that
actually
could
occur
without
any
reorg
pieces.
D
So
I
guess
I'm
still
struggling
with
some
of
the
aspects
of
these
reorgs
and
the
and
the
variety
and
the
amount
of
them
I
mean
if
we
were
looking
at
one
at
a
time,
I
think
sometimes
I'd
feel
better
about
trying
to
dissect
one
piece
and
looking
at
that
and
not
doing
it
all
at
once,
because
these
are
big
changes,
and
some
of
me
wants
to
is
some
of
me
is
skepticis
skeptic
on
it.
D
Only
because
I
see
a
very
challenging
time
that
our
staff
is
going
through
we're
not
only
still
transitioning
and
implementing
aspects
of
a
new
system
through
erp,
but
we're
still
in
furloughs
till
september.
D
We
have
a
hiring
freeze,
so
there's
positions
that
will
not
be
filled
that
that
actually
there's
positions
that
we
really
need,
and
so
it
puts
more
strain
on
our
staff
to
try
to
figure
out
how
to
cover
these
areas
without
those
positions
filled.
So
I'm,
I
think
about
that
and
what
our
staff
is
going
through
during
this
time
and
then
to
add
another
layer
of
a
reorg
and
trying
to
figure
out
where
they
fit
into
this
sounds
stressful
and
and
also
simultaneously,
it's
like
do.
D
We
really
want
to
do
this
at
this
time,
because
we're
in
the
pandemic
and
we're
we're
kind
of
in,
I
feel
like
we
sometimes
are
in
reactionary
mode
because
of
what's
what
we're
having
to
work
with
what
adaptations
our
staff
has
to
go
through.
D
D
D
These
and
create
new
departments
right
now,
so
I
guess
my
concern
is
still
about
the
silos.
I
know
in
the
caption
it
says
eliminate,
eliminating
silos,
but
part
of
me
sees
on
paper,
for
instance,
the
community
health
and
safety
department.
That
on
paper
sounds
good
to
me,
but
then
I
think
about
like
how
they
all
work
together
and
part
of
them.
Part
of
those
connections
are
already
happening
and
they
need
to
happen
more.
D
I
just
don't
know
if
creating
another
another
director
to
oversee
all
of
those
very
important
departments
within
that
potential
within
that
proposed
reorg
is,
is
gonna
function
the
way
we
want
it
to,
and
I
don't
know
I'm
I'm
struggling
with
all
of
these,
mostly
because
of
the
situation
that
we're
in
with
our
staff
and
also
knowing
that
there's
things
that
need
to
change
and
communication
needs
to
improve,
but
just
seeing
some
of
you
talk
about
it
now
and
realizing
where
the
inefficiencies
are,
it
makes
me
feel
like
we
could
do
it
without
a
reorg.
D
So
I'm
still,
I
guess
I
feel
like
we're
we're
biting
off
more
than
we
can
chew
right
now,
and
so
I
still
want
to
do
some
research
and
get
some
questions
answered
in
the
next
iteration
when
we
hear
this
on
wednesday
again
so
right
now,
I
think
I'm
I'm
gonna
abstain,
just
because
I'm
there's
still
some
unanswered
questions
and
ends
that
feel
like
they're,
just
they're
not
really
being
tied
off
very
tightly
and
they're
a
little
bit
afraid
still.
So
I
think
I
will.
D
F
I
appreciate
the
comments
of
all
the
other
counselors
very
much,
the
only
you
know.
F
Change
is
really
hard
for
people.
I
mean
a
lot
of
you
have
heard
me
say
nothing
changes
if
nothing
changes.
So
that's
what
we're
trying
to
do.
It
doesn't
mean
that
it'll
be
easy,
and
I
think
that
people
gently
is
a
big
part
of
this.
You
know
I
I've
watched
for
the
last
couple
of
years
and
I
I
really
have
to
complement
mr
munoz
and
the
way
that
he
has
developed
a
relationship
with
the
park
staff.
F
It
wasn't
a
staff
that
really
many
of
us
knew
very
well
previously
and
he's
really
turned
them
into
a
team
and
they
work
as
a
team.
F
There
are
they're
a
very
highly
functioning
group
of
men
and
women
at
this
point
in
time
and
the
way
that
he's
also
brought
some
of
the
managers
along.
F
If
we
pass
this,
I
think
that
it's
really
important,
as
leaders
and
managers,
to
continue
to
allow
different
groups
of
people
to
still
be
teams
and
to
know
that
they
can
depend
on
us
and
that
they
can
depend
on
their
managers
to
really
and
truly
care
about
them,
because
I
I've
seen
john
mr
munoz
be
a
real
master
at
that
and
it's
valuable
to
us
it's
valuable
to
us
as
an
organization
and
it's
extremely
valuable
to
us
as
a
city.
F
So
I
just
asked
that
everybody
would
keep
that
in
mind
that
not
everybody
loves
this
change,
but
it's
really
incumbent
upon
us
if
we
make
this
change
to
help.
Others
see
how
it's
for
the
betterment
of
the
city
and
that
we
respect
the
teams
that
have
been
built
and
all
the
individuals
that
are
on
those
teams.
So
you
know
I'm
I'm
not
talking
about
you
know,
I'm
not.
I
don't
have
questions
about
the
real
specifics.
F
I'm
just
concerned
about
how
we
keep
people
together
as
teams
and
continue
to
let
them
know
that
we
value
them
and
that
we
care
about
them.
So
that's
all
I
have
chair.
O
M
I
think
we
are,
and
and
also
on
what
councilman
virial
brought
up
about
the
moment,
we're
in
right
now
and
the
changes
that
are
going
on
around
us
in
the
country
and
and
in
the
world.
I
think
this
is
exactly
what
councilor
lindell
described.
I
think
we
have
a
a
moment
in
not
just
our
city's
history
but
the
country's
history,
where
the
folks
are
looking
for
two
things.
M
One
is
vision
and
the
other
is
empathy,
and
one
without
the
other
is
is,
is
not
the
right
mix,
vision
that
doesn't
take
into
consideration
people
their
lives,
their
concerns,
their
aspirations,
their
fears,
vision
like
that
is
cold.
M
Empathy
without
vision
leads
to
a
great
sense
of
concern,
but
no
forward
motion,
and
so
I'm
hopeful-
and
I
believe
that
in
this
proposal
and
with
the
people
that
we
have
on
this
call
and
some
who
would
be
on
this
call,
if
they
could.
M
We
have
a
really
remarkable
team
to
borrow
what
council
lindelof
said,
a
team
at
at
every
level
at
every
part
of
the
city
who
are
able
to
combine
vision
and
empathy.
A
Thank
you
mayor
comments
that
yeah.
M
No,
I
haven't
heard
the
vice
president
speak.
So,
although
I'm
looking
forward
to
it,
but
no
I
haven't
heard
the
vice
president
speak.
I
know
his
slogan
is
built
back
better,
which
I
also
embrace.
I
think
coming
out
of
this.
We
need
to
build
back
better
and
that
is
again
leveraging
our
assets
to
do
things.
Do
things
better
and
do
better
things,
so
I
am
maybe
I'm
just
channeling
the
vice
president.
A
Comments
that
that
I
have
regarding
the
reorg
when
I
looked
at
this
one
thing
that
I
did
is
I
researched.
Like
councilwoman
brielle
said
other
cities.
She
alluded
to
other
cities,
our
size
and
their
structure
and
she's
right
in
that
they
have
a
deputy
manager,
but
they
actually
have
two
deputy
managers
and
they
organize
their
departments.
Underneath
the
deputy
managers
and
that's
the
city
of
las
cruces
they've
got
an
assistant
city
manager
under
operations
that
community
development
parks
and
rec
public
works,
quality
of
life
and
utilities.
A
Reports
too
they've
got
an
assistant
city
manager
that
economic
development,
financial
services,
human
resources
and
itt
reports
directly
to
rio
rancho
has
they
call
them
deputy
city
managers,
but
one
deputy
city
manager,
the
city
clerk
utilities,
public
works
parks
and
rec
community
services
convention
and
visitors.
Reports
directly
to
that
deputy,
the
other
deputy
manager
has
police
human
resources,
financial
services,
fire,
I.t
and
library
services.
A
I
went
outside
of
the
state
I
looked
at
boulder
and
boulder
has
two
deputy
city
managers
also,
so
I
don't
think
one
would
be
enough,
because
when
you
count
the
numbers
of
departments
they
have
and
the
numbers
of
departments,
we
have
they're
pretty
much
the
same.
They
range
between
13
and
14
and
to
help
their
manager.
A
They
have
the
two,
the
two
deputies
and
I
don't
so
I
think
if
we
don't
do
this
kind
of
consolidation,
then
I
think
we
would
need
to
look
towards
two
deputy
managers,
but
the
problem
with
that,
then
is
you're,
adding
another
layer
of
management
and
then
you're,
then
I
think
you're
becoming
more
top-heavy
and
that's
one
of
the
criticisms
that
I
heard
about.
Maybe
this
reorg
was
that
we
were
becoming
more
top-heavy.
A
A
As
far
as
the
one
of
the
departments,
we've
heard
a
lot
about
defunding,
the
police
and
people
want
that
now,
and
I
don't
see
how
we
do
that
without
combining
them
with
fire
and
with
community
services,
so
that
we
make
sure
that,
like
the
example
we're
giving,
instead
of
sending
police
officers
have
recall,
we
can
send
maybe
social
workers
or
other
other
types
of
employees,
but
there
would
be
that
coordination
between
all
of
those
key
divisions
or
departments
to
make
sure
that
we're
we're
addressing
public
safety
the
way
the
public
wants
us
to.
A
I
I
understand
the
the
concern
or
the
issue
regarding
the
right
time
whether
or
not
this
is
the
right
time.
I
think
maybe
it
is
the
fact
that
we
have
a
hiring
freeze.
By
doing
this,
we
may
discover,
because
we
brought
so
many
people
together.
Maybe
we
don't
need
as
many
positions,
and
so
we
find
ourselves
not
filling
some
of
these
positions
that
have
been
frozen
because
we
have.
We
have
created
these
efficiencies
by
bringing
groups
together
so
it
might,
it
might
be
a
right
time.
A
It
may
also
be
a
right
time
in
that,
since
we
have
so
many
frozen
physicians,
we're
actually
impacting
less
employees.
By
doing
this
now,
rather
than
waiting
until
all
of
our
employees
come
back
and
then,
like
councilwoman
cassette
sanchez,
said
something
like
this
takes
a
year,
two,
maybe
even
three
years
for
it
to
really
come
to
fruition,
and
so
it's
better
that
we
start
now
rather
than
waiting.
I
just
think
this
is
going
to
take
time.
A
I
think
there's
plenty
of
opportunities
to
check
in
whether
it
be
at
mid-year
or
at
budget,
or
maybe
that
becomes
our.
Maybe
we
do
that
check
in
every
six
months
at
mid-year
and
that
budget,
as
we
move
forward
and
plus
just
because
we
put
something
together
now,
doesn't
mean
that
we
can't
tweak
it
as
we
do
those
check-ins.
Maybe
there
is
a
division
or
a
section
that
isn't
working.
We
discover
why
and
then
we
make
the
adjustment.
A
So
I
I
I'm
gonna
support
the
the
reorg
at
this
time,
because
I
don't
I
just
don't
think
there'll
ever
be
a
good
time.
I
mean
during
budget.
We
heard.
Why
are
we
doing
this
now?
When
we're
trying
to
do
the
budget,
but
when
we
had
talked
about
this
a
few
years
ago,
I
was
like.
Why
are
we
talking
about
this?
Now
shouldn't
we
wait
for
budget,
and
so
it's
kind
of
like
well,
when
when
do
we
actually
do
it,
and
so
I
think
it's
something
that
we
should.
We
should
try
and
again.
A
I
don't
think
it's
anything
that
we
can't
change
if
we
if
we
find
the
need
to,
but
I
really
thought,
like
the
rest
of
the
members
of
the
committee,
that
hearing
from
staff
was
very
helpful.
A
Also
and,
like
mr
romero
talked
about
capital
improvements,
it
makes
sense
that
public
works
takes
on
more
of
our
capital
improvements
as
to
right
now,
where
you
have
parks,
maybe
trying
to
take
on
those
tasks
and
maybe
not
being
as
good
as
it,
because
they
do
it,
they
don't
do
it
as
often
as
public
works,
and
so
I
think,
yeah
there's
still
a
lot
of
questions
to
be
answered,
but
I
think
if,
if
we
don't
take
that
step
now,
I
I
don't
think
we
will.
A
I
think
we
will
always
continue
to
find
reasons
or
excuses,
not
to
one
thing:
counselor
lindell
and
I
talked
about
early
on
and
I'm
talking
about
two
years
ago
and
maybe
counselor
and
doll.
A
If
she's,
I
don't
know
if
she's
still
on,
but
she
had
a
list
of
all
the
city
managers
we've
gone
through
over
the
past
15
years,
and
I
I
don't
know
if
she
has
that
information
off
the
top
of
her
head
or
not,
but
I
think
we
average
a
city
manager
every
every
two
years
and
I
think
part
of
the
problem
is
the
span
of
control
or
the
responsibility
we
put
on
that
one
individual
not
only
dealing
with
a
governing
body
of
nine,
but
in
this
case
right
now,
departments
and
divisions,
direct
reports
anywhere
between
16
and
17.,
and
so
I
think
that
I
think
we
should
try
this
and
I
think
it
is
something
I
think
we
could
address
more
problems
than
it
would
create
at
this
time.
A
So
those
are
my
comments.
Councilwoman
romero
worth
you
had
your
hand
back
up.
H
Yes
willing
to
move
this
forward,
but
I
want
some
of
those
questions
addressed
before
final
vote.
So,
yes,.
B
Okay,
thank
you.
Councillor
romana
beta.
A
A
Okay,
okay,
so
that
takes
care
of
item
c.
I
don't
believe
we
pull
d
right.
Okay,
so
then
we
are
on
to
our
presentation,
which
is
the
fy
19
kafir.
It's
mccoy.
E
Thank
you,
mr
chairman.
We
have
two
individuals
from
our
staff
joining
us
one
individual
from
ourselves
joining
us
today,
deborah
harris-garmandia
and
then
a
representative
from
clifton
larson,
allen,
ryan
jones
as
well
for
this
presentation.
E
So
I'm
going
to
go
ahead
and
share
a
powerpoint
with
you
to
review
our
fy
19
capper.
E
So
today
we
will
reserve
time
for
questions
as
well,
but
wanted
to
review
with
you
a
timeline
over
the
past.
Reviewing
the
progress
over
the
past
few
years.
E
Addition
to
that,
we
will
be
reviewing
some
of
the
challenges
we
had
with
the
fy
19
kaffir,
as
well
as
our
accounting
division,
staffing
levels,
as
well
as
a
brief
highlight
over
one
of
our
main
activities
for
account
reconciliations
to
highlight
the
level
of
detail
and
time-consuming
nature
of
these
activities
and
then
we'll
turn
it
over
to
ryan
jones
from
cla
for
the
presentation
from
our
independent
auditor
again
here
you
have
the
timeline
that
reviews
the
last
few
years
and
the
progress
the
city
has
made.
E
If
we
recall
next
month
will
be
three
years
since
the
mccarthy
report
was
published,
which
I
did
identify
several
weaknesses
and
deficiencies
in
the
city's
financial
system,
reporting,
internal
and
internal
controls
right
after
the
report
was
released,
council
did
weigh
in
to
adopt
the
state
procurement
code
in
january
of
2018..
E
This
was
significant.
By
adopting
the
state
procurement
code,
we
were
able
to
adopt
state
laws
to
use
as
one
of
the
findings
in
the
mccard
report
indicated.
That
was
an
essential
corrective
action.
Similarly,
in
the
summer
of
2018,
there
was
a
lot
of
action
taken
and
a
lot
of
work
being
conducted.
E
E
It
was
a
qualified
opinion
that
year,
the
single
audit
for
the
federal
grants
was
unmodified
that
that
year,
that
summer
we
did
begin
the
fy,
18
year-end
close
process.
E
This
the
fall
of
2018
we
were
able
to
issue
a
grt
bond
and
the
city
was
rated
a
double
a
plus
in
december
of
2018,
the
kaffir
was
fy.
18
kappa
was
completed
on
time
with
an
unmodified
opinion
both
on
the
financials,
as
well
as
the
single
audit
spring
of
2019.
We
did
issue
a
green
bond
and
the
wastewater
system
was
independently
rated
a
double
a
plus
fast
forward
to
the
summer
of
2020,
the
finance
department
reorganization
created
a
structure
to
an
organizational
structure
to
separate
duties.
Again.
E
This
is
one
of
the
as
a
follow-up
to
the
mccarthy
report,
so
we
have
a
separate
payroll
division
from
from
treasury,
that's
separated
from
accounting,
that's
separated
from
procurement
and
so
on
and
so
forth.
The
fy
19
urine
closed
process
was
started
in
the
summer
of
2019
the
fall
of
2019.
We
actually
notified
council
that
the
fy
19
kaffir
would
be
late
due
to
a
more
detailed
review,
so
we
did
not
submit
the
kafir
by
december
of
2019
in
january
of
2020
we
did
adopt.
E
Council
did
adopt
the
city's
procurement
manual
again
to
have
written
rules
about
process
and
procedure
as
a
follow-up
to
the
state
procurement
code
and
then,
since,
since
the
fall
of
2019,
we
have
been
working
to
complete
the
fy19
kafir.
We
projected
that
it
would
be
completed
in
the
summer
of
2020.,
it's
a
with
a
and
we
did
have
an
unmodified
opinion
on
the
financials
and
then
a
qualified
opinion
on
a
single
audit
that
our
auditor
will
review
with
you
shortly.
E
I
did
also
want
to
mention
that
we
had
five
findings
that
were
cleared
up
from
fy
18
to
f19,
moving
forward
into
some
of
the
challenges
that
we
had
with
the
fy
19
kaffir.
As
you
recall,
from
several
of
the
last
audits
and
as
ryan
will
review
with
you,
one
of
the
main
major
material
weaknesses
revolves
around
internal
controls.
E
You
know
for
for
prior
years,
when
our
account,
when
our
controller,
deborah
harris-bermandia,
began
with
the
organization
in
the
summer
of
2018,
she
did
start
to
require
that
all
journal
entries
were
scanned
into
the
shared
drive
in
electronic
form
and
duplicated
in
paper,
and
that
there
was
electronic
backup
for
our
reconciliations
as
well.
So
this
was
a
huge
step
forward
just
to
be
able
to
have
an
electronic
copy
of
of
the
records
of
the
records
in
the
financial
system.
E
Just
again
wanted
to
remind
you
that
our
city
staff
has
been
working
remotely
on
this
audit,
and
we
have
also
had
staff
working
at
on-site
to
perform
along
with
cla
the
the
audit
work.
We
have
also
contracted
been
approved
by
council
in
prior
years,
as
well
as
in
fy
21,
to
contract,
with
cpas,
to
assist
the
staff
with
our
closed
procedures,
as
well
as
our
audit
prep.
E
So
it's
a
mix
of
our
own
staff
as
well
as
contractor
staff
that
helps
us
in
the
year-end
close
process,
as
well
as
with
the
audit
preparation
again
just
a
review
for
our
staffing
changes.
There
were
several
staffing
changes
after
the
mccart
report.
In
total,
seven
of
the
eight
existing
employees
left
the
accounting
division
during
fiscal
year
19,
our
accounting
division
division
was
able
to
retain
one
employee
and
we
did
gain
five
new
employees
in
both
in
fy
19
and
through
fy
20..
E
This
was
one
of
the
positions
that
got
that
was
in
the
process
of
being
advertised
publicly
for
a
competitive
process
when
covet
hits,
and
then
we
were
subject
to
the
hiring
freeze
so
and
then
there
was
another
position
that,
because
of
a
retirement
and
accounts
payable,
one
of
our
accounting
division
staff
has
been
filling
in
in
ap
as
she
was
trained
initially
in
her
career
and
ap,
and
has
been
a
great
assistance
throughout
the
last
year
in
those
activities
so
really
have
been
understaffed
through
in
the
accounting
division,
as
we've
managed
through
these
audits.
E
Currently
we
do
have
two
vacant
position.
Positions
in
the
accounting
division
also
wanted
to
review.
You
know
that
what
our
staffing
levels
are
for
budget
of
now
at
just
over
300
million,
what
we
had
prior
to
the
mccarth
report
versus
what
we
currently
have
in
addition
to
having
you
know
fewer
staff
and
staff
that
is
willing
to
assist
in
other
divisions
and
in
other
areas
we
are
maintaining
two
of
those
positions
vacant
right
now.
E
We
currently
have
one
staff
and
have
had
one
staff
dedicated
to
grant
accounting
over
the
last
year
and
then,
as
of
the
spring,
we've
staff
has
also
been
furloughed
to
36
hours
per
week,
so
again,
working
with
limited
resources,
staffing-wise
number
of
hours,
that
staff
is
able
to
work.
E
So
we've
talked
a
lot
about
how
change
is
difficult
with
the
reorg
conversation
that
you
all
just
had.
I
wanted
deborah
to
walk
you
through
the
account
reconciliation
process
what
it
entails
that
way.
You
understand
some
of
the
changes
that
have
been
made
over
the
last
few
years,
some
of
the
best
practices
that
our
team
is
implementing
in
the
city
and
again,
just
really
with
that
in
mind
that
there's
been
a
lot
of
change
and
changes
very
difficult,
especially
when
you're
working
with
this
level
of
detail.
E
So
what
we've
done
in
this
next
slide
and
deborah
will
walk
you
through?
This
is
created
a
few
definitions
so
we're
all.
In
the
same,
you
know
plain
fields
more
than
willing
to
answer
any
questions
as
to
what
these
definitions
mean
and
then
deborah's
broken
out.
The
reconciliation
process
really
into
four
main
steps
to
help
the
council
understand
the
lev
again,
how
time-consuming
this
process
is,
and
the
level
of
detail
and
staff
time
that
this
takes
so
now
I'll
turn
it
over
to
deborah
to
review.
I
Hi
mr
chair
counselors,
to
do
a
reconciliation.
There's
many
many
steps
to
it.
One
of
the
first
steps
is
your
sub
ledger.
This
is
your
record
of
all
of
your
detailed
account
activity.
I
I
The
next
system
that
we
look
at
when
we
do
a
reconciliation
is
the
general
ledger.
The
general
ledger
is
the
book
of
all
of
our
accounts.
I
So
when
we
are
looking
at
the
difference
between
a
sub-ledger
and
a
general
ledger,
you
can
think
of
your
sub-ledger
having
100
activities
per
account
and
it's
going
to
total
500
000.
when
you're.
Looking
at
your
general
ledger,
the
sub
ledger
communicates
to
the
general
ledger
in
totals,
and
so
it's
going
to
be
bringing
over
totals
not
all
of
the
activity.
I
So
the
general
letter
is
going
to
say
100
500
000
in
summary,
total
and
your
sub
ledger
is
going
to
give
you
all
your
detail.
So
to
do
a
reconciliation,
a
staff
sits
down
and
they
look
at
the
two
systems.
Both
systems
should
total
each
other.
There
should
be
no
variance
in
the
balances
they
it
should
equal
out.
When
there
is
not
a
balance
between
the
two,
then
they
need
to
start
doing
research
to
figure
out
what
has
brought
it
out
of
balance
either.
I
There
is
something
in
the
sub
ledger
that
has
not
been
communicated
over
to
the
general
ledger,
and
if
that
is
the
case,
then
they
fix
the
general
ledger
with
adjusting
journal
entries
during
all
of
this
they're
constantly
keeping
in
mind.
If
there
is
transactions
that
are
in
transit,
is
there
timing
differences?
Is
there
document
source
differences,
and
so
there
is
a
lot
of
different
things
that
your
trained
staff
is
looking
at
once
they
have
researched
what
the
differences
are.
They've
done
all
of
the
adjusting
journal
entries.
I
They
then
true
up
the
two
systems
and
they
now
balance
the
final
step
for
month
and
close
and
also
year,
in
close,
that
goes
to
the
auditors,
is
to
create
a
professional
packet
and
with
a
professional
packet.
Is
that
you
start
from
a
summary
aspect
and
you
drill
down
to
more
detail.
Think
of
it
as
a
story
that
you're
just
unfolding
as
you
flip
the
pages,
so
you
have
a
summary
reconciliation
on
top.
The
second
page
is
a
more
detailed
reconciliation.
It's
giving
a
little
bit
more
information.
I
The
third
is
your
detailed
excel
spreadsheets,
where
you're
actually
working
the
numbers.
The
fourth
is
any
type
of
outside
source
documents
that
you
may
need,
if
you're
working
on
a
bank,
reconciliation
or
you're,
doing
a
reconciliation
to
a
vendor
account,
and
then
the
last
part
is
your
general
ledger.
That
should
show
what
it
looks
like
on
the
gl
side
and
page
four
also
could
be
your
sub
ledger,
so
you're
giving
all
of
the
different
details
throughout
it,
and
when
it's
handed
over
to
the
auditors,
it
is
telling
a
story:
they
can
pick
it
up.
I
I
This
is,
and
I've
been
doing
daily
and
weekly
trainings
throughout
our
prep
for
a
year.
In
close,
one
of
the
things
that
I
did
for
this
year
is,
I
gave
examples,
so
the
staff
knows
what
I
am
trying
to
convey
to
them.
I
On
the
left
hand,
side
is
a
simple
summary
page
of
what
I
would
like
the
front
part
of
a
reconciliation
to
be
so
when
it
is
handed
over
to
the
auditors
at
a
glance.
They
can
see
all
of
the
parts
that
are
part
of
this
reconciliation
and
that
it
does
zero
out
to
a
zero
variance
next
slide.
Please.
I
So
part
of
the
challenges
of
reconciliations
and
we
did
come
across
it
in
year
and
closed
for
fy
19.
are
these
three
areas?
I
One
of
the
things
for
reconciliations
is
it's
very,
very
time
consuming,
depending
especially
depending
on
what
account
you
are
trying
to
reconcile
it's
very
tedious,
you're,
going
through
all
of
the
different
transactions,
and
you
are
comparing
two
systems
together
depending
on.
As
I
said,
what
account
you
are
reconciling
the
systems
that
you
are
comparing
to.
I
This
is
the
best
scenario.
If
the
more
consistent
and
frequent
you
do
a
reconciliation,
the
easier
it
is
to
do,
because
you
have
a
learning
curve,
if
you
don't
do
reconciliations
on
a
consistent
and
frequent
basis,
you
are
truly
relearning
it
over
and
over
again,
so
it
does
slow
down
the
process
and
also
the
date
of
the
last
reconciliation.
I
I
I
It
is
also
important
to
understand
that,
sometimes
in
the
city
and
in
an
organization,
the
importance
of
doing
a
reconciliation,
and
especially
turning
it
in
in
a
timely
basis
and
on
time,
to
meet
a
deadline
trying
to
convey
the
importance
of
these
aspects
is
challenging.
People
don't
understand
why
it's
a
important
part
of
your
accounting
function
and
it
is,
it
can
be
hard
to
communicate
that
one
of
the
important
aspects
of
reconciliations
is
your
documentation.
I
If
you
do
not
have
good
historical
and
current
documentation,
you
you
don't
have
the
existence
of
it,
you
can't
find
it
or,
if
you
do
find
it,
it
is
not
complete
doing
a
reconciliation
proofing
out
the
numbers,
making
sure
that
what
is
still
on
the
account
is
valid
becomes
extremely
challenging
and
almost
impossible.
I
This
is
a
challenge
that
we
had
during
fy19.
All
three
of
these
items
on
this
page
was
a
very
big
challenge
for
the
city
due
to
in
part,
the
turnover
city-wide
not
just
in
accounting,
other
departments
have
had
city-wide
turnover.
New
staff
coming
in
learning.
Their
positions
and
part
of
the
learning
process
is
learning.
Where
do
they
gather
information?
Where
are
the
source
documents,
if
they're
trying
to
double
check
one
aspect
of
a
reconciliation?
I
What
is
a
separate
source
that
will
verify
what
they
are
doing?
All
of
that
is
a
learning
curve
and
across
the
board.
The
city
has
had
challenges
in
in
this
learning
curve,
because
there's
a
lot
of
people
leaving
and
a
lot
of
people
coming
in.
Thank
you.
E
Thank
you
for
reviewing
that
information
with
the
committee
and
that
again
we're
trying
to
provide
contacts
and
more
information
for
the
committee.
Part
of
that
before
we
jump
into
the
findings
which
I'm
going
to
ask
ryan
jones
at
this
time
to
highlight,
if
ryan
is
on
the
call.
Yes,
he
is
thank
you.
R
Okay,
great
well,
my
name
is
ryan
jones.
I
was
the
the
director
on
the
2019
audit,
so
we
were.
We
spent
a
lot
of
time
out
in
santa
fe.
I
spent
a
lot
of
time
on
santa
fe.
You
know
from
I
guess
from
about
april
through
through
june,
getting
this
getting
this
audit
done,
and
so
what
I'm?
What
I'm
here
to
do
today
is
to
present
you
with
the
results
of
our
audit.
So
mary,
can
you
go
to
the
next
slide?
R
Okay,
so,
when
we're
engaged
to
do
an
audit,
what
we
do
is
we.
We
do
test
work
to
develop
an
opinion.
We
look
at
the
numbers
that
are
provided
to
us.
We
look
at
the
supporting
documentation,
we
get
comfortable
with
those
numbers
and
then
we
are
able
to
issue
an
audit
opinion,
and
so
I'm
I'm
happy
to
say
that
the
audit
opinion
over
the
basic
financial
statements,
meaning
the
numbers,
the
disclosures
that
was,
that
was
a
clean
opinion.
R
It
is
important
to
point
out
that
it
doesn't
necessarily
cover
everything
in
the
statements
we
do
perform
limited
limited
procedures
on
the
md,
a
we
don't.
We
don't
express
an
opinion
on
the
official
roster,
a
lot
of
the
rsi
and
the
introductory
and
statistical
sections.
Those
are
all
management's
responsibilities
and
we'll
also
be
given
in
relation
to
opinion
on
the
additional
information
in
the
catheter.
R
So
we
do
perform
some
work
on
some
of
the
supplementary
information,
but
we
don't
dig
into
it
like
we
do
the
you
know
the
formal
numbers
in
the
audit
procedures
anytime,
we're
auditing
a
local
government
that
receives
federal
funding.
We
have
to
determine
if
a
single
audit
needs
to
be
performed.
R
In
this
case
we
did
audit
two
programs
and
it's
our
responsibility
to
issue
an
opinion
over
the
city's
compliance
with
the
requirements
of
those
programs.
This
is
where
we
do
not
have
a
clean
opinion.
We
had
to
modify
our
opinion
for
certain
matters
and
certain
on
material
non-compliance
that
we
that
we
came
across
in
our
procedures.
R
R
R
As
a
committee
during
our
audit,
we
posted
25
journal
entries
so
that
that's
the
numbers
changing
from
when
we
first
received
them
from
management
and
we
adjust
those
numbers
to
get
to
a
number
that
we're
comfortable
on,
and
so
there
were
a
lot
of
journal
entries
posted
those
needed
to
be
posted
really
to
get
us
to
that
clean
opinion
where
we're
saying
that
you
know
to
the
best
of
our
knowledge
based
on
our
procedures,
the
the
numbers
in
the
financial
statements
are
accurate
representations
of
balances
and
activity
during
the
year
for
the
findings.
R
R
We
have
your
sort
of
basic
financial
statement
findings
and
then
you
have
your
federal
compliance
findings,
so
I
did
want
to
tell
you
real
quick
just
just
to
give
you
some
context
what
what
these
types
of
findings
are.
So
a
material
weakness,
it's
a
deficiency
in
internal
control
that,
if
not
remedied,
would
likely
result
in
a
material
misstatement.
So
had
we
not
come
in
and
done
the
audit
and
identified
some
of
these,
the
financial
statements
that
would
have
been
presented
to
you
to
the
public
it
would
have,
it
would
wouldn't
have
been
accurate.
R
Those
deficiencies
don't
rise
to
the
level
of
a
material
weakness,
but
they
are
important
enough
for
us
to
to
point
out
and
classify
them
a
little
bit
higher
than
just
sort
of
a
standard
control
deficiency,
which
is
where
the
the
rest
of
the
findings
fall.
In
total,
there
were
eight
material
weaknesses.
R
Five
of
them
were
over.
The
basic
statements
disclosures
things
like
that,
and
then
three
of
them
were
federal
in
regards
to
federal
compliance.
R
They
are
deserving
of
a
little
more
attention,
both
from
management
and
from
governance.
So
I
did
want
to
just
briefly
go
over
these
five
material
weaknesses
and
and
just
give
you
all
just
sort
of
a
down
all
all
of
these
were
adapted
from
the
the
findings
that
are
in
the
capper,
which
have
been
released
as
public
information,
so
the
first
one
2019.001.
This
was
actually
a
repeat
finding
going
back
to
2018.
R
I
believe
this
is
basically
what
we
noticed
was
that
the
city
there
were
just
there
were
just
lots
of
errors,
and
there
were
lots
of
schedules
that
didn't
like
deborah
was
saying.
There
were
a
lot
of
sub-ledger
schedules
that
didn't
tie
to
the
to
the
gl
didn't
title:
the
trial
balance
that
we
were
given.
So
that
caused
a
lot
of
these
adjustments
and
really
in
in
talking
with
management
working
with
deborah
and
mary
it.
R
R
This
is
not
to
say
that
that
none
of
the
accounts
were
reconciled.
I
mean
some
of
the
important
ones
like
cash.
You
know
debt,
those
those
were
okay,
but
this
one
this
one
just
covers
a
lot
of
the
other,
a
lot
of
the
other
accounts
which
we
can
get
into
as
we
go
through
some
of
these
other
findings.
R
All
right
so,
following
from
2019
2019.001,
the
previous
finding,
which
is
sort
of
a
an
overarching
finding
you
could
say
this
is
where
we
get
into
some
specifics.
So
there
were
utility,
billings,
receivable
and
associated
liabilities
in
auditing
these
accounts,
it
was
determined
that
there
was
not
a
timely
reconciliation
and
an
accurate
reconciliation
performed
on
these
accounts.
So,
after
what
amounted
to
you
know
a
lot
of
work,
we
we
determined
that
the
receivable
account
was
mistaken
by
by
about
a
million
dollars,
so
that
led
to
an
audit
adjustment.
R
R
This
is
billing
and
recognition
of
federal
revenue.
So,
as
part
of
our
single
audit
procedures,
we
have
to
get
comfortable
with
the
fifa.
The
fifa
is
your
schedule
of
expenditures
of
federal
awards.
We
compare
the
underlying
expenditure
activity
to
the
revenues
that
are
recognized
and
reported
in
that
schedule.
R
What
we
found
was
that
there
was
about
three
and
a
half
million
dollars
worth
of
expenses
that
were
higher
than
the
revenues
recognized.
So
what
that
tells
us
is
that
the
city
had
incurred
costs,
but
had
not
had,
and
not
billed
the
federal
government.
The
granting
agency
for
that
money
back
and
a
lot
of
these
reimbursements
had
not
been
claimed
within
the
period
of
availability
of
of
60
days.
So
that's
you
know,
that's
money
that
the
the
city's
missing
out
on
2019-4
construction
process.
R
You
all
have
a
lot
of
construction
process,
construction
projects
going
on.
You
know
across
the
city
the
information
that
we
got.
It
was
just
not
at
the
detail
that
would
allow
us
to
determine
whether
whether
that
activity,
you
know,
is
really
still
in
process
or
if
some
of
that
might
have
been
for
completed
projects
that
need
to
be
moved
over
to
you,
know,
capital
assets
and
started
to
be
depreciated.
R
2019
five
accrued
liabilities,
guarantees
and
customer
deposits.
There
were
deposits
of
about
350
000
that
we
noted
in
the
detail
that
we
were
provided
that
were
dated.
You
know
really
really
far
back.
I
mean
some
of
them
back
in
like
the
80s
and
90s.
R
So
those
those
liabilities
are
still
sitting
on
the
the
books
of
the
city,
and
you
know
whether,
whether
that
money
is
truly
owed
back
to
somebody
who
who
deposited
it
and
didn't
receive
it
or
if
the
deposit
had
actually
been
refunded
and
just
not
accounted
for
properly.
We
were
not
able
to
make
that
determination
and
again
customer
advances
about
2
million
had
not
been
subject
to
the
formal
reconciliation
we
did.
R
Some
work
did
some
research
and
we
ended
up
adjusting
that
account
down
by
about
seven
hundred
thousand
dollars
and
that
recognizes
revenue
on
advances
for
for
projects
and
when
those
projects
are
completed,
you
can
recognize
that
revenue,
but
up
until
the
point
that
it's
completed,
it's
still
technically
a
liability.
So
in
the
shaw
balance,
the
liabilities
were.
R
High
for
this
is
where
we
get
into
our
federal
compliance
findings.
There's
three
of
these
2019-12
reporting
for
for
both
the
programs
that
we
tested,
which
were
the
airport
improvement
program
and
the
cdbg
program.
R
There
were
just
a
lot
of
financial
reports
that
we
were
unable
to
obtain
and
if
you
look
in
the
actual
finding
itself,
the
list
is
fairly
comprehensive
of
the
required
reports.
If
you
look
at
the
compliance
requirements
for
these
programs
that
had
not,
we
could
not
determine
if
they
had
been
submitted.
R
2019-15
this
is
over
program
income,
so
for
the
cdbg
program
there
there
are
monitoring
requirements
when
you
have
sub-recipients
of
these
grants
that
are
using
the
grant
funds
to
to
really
generate
money
so
whether
whether
those
funds
are
going
to
make
loans
and
those
loans
are
being
repaid,
there
are
monitoring
requirements
that
the
city
has
to
have
to
perform
over
those
sub-recipients
and
that
documentation
was
also
lacking.
R
All
right
and
2019-16,
you
have
special
tests
and
provisions.
This
is
just
sort
of
like
a
catch-all
for
any
time.
You
have
a
federal
program
that
that
has
a
lot
of
just
sort
of
other
requirements
that
falls
into
this
for
the
cdbg
program.
The
city
was
required
to
have
a
citizen
participation
plan
in
place,
and
we
were
unable
to
obtain
evidence
that
that
was
actually
in
place.
City
was
also
found
to
not
have
evidence
that
hud
had
approved
the
release
of
certain
funds
for
three
out
of
four
projects
that
we
had
tested.
R
There's
a
lot
of
paperwork
involved
in
that,
and
there
is
a
formal
sign
off
from
hud
that
is
required
and
then
for
for
the
sub-recipients
of
the
the
cdbg
grants.
There
are
environmental
reviews
that
are
required
to
happen
and
we
were
not
able
to
obtain
evidence
that
any
of
that
had
occurred.
R
That
was
really
it.
I
really
just
wanted
to
discuss
those
those
more
significant
findings
with
you
all
just
open
it
up.
You
know,
I
think
it's
great
that
mary
and
deborah
and
I
are
on
the
line.
So
if
there's
any
questions
from
the
committee,
I'm
happy
to
answer
those
at
this
time.
A
Okay,
thank
you
mary.
I
have
a
a
question
regarding
reconciliations
just
so
that
I
have
a
clear
understanding.
So
what
we're
talking
about
is,
let's
take,
for
example,
the
chavis
center.
They
receive
cash
or
checks
or
payment
for
using
the
cha
travis
center.
Does
the
reconciling
take
place
there
with
their
staff
or
is
it
a
combination
between
their
staff
and
finance?
And
then,
of
course,
we
also
you
could
use
other
examples
too,
like
the
utility
department
or
parking
anybody
that
takes
money
in
how
does
the
reconciliation
take
place.
E
Mr
chair,
thank
you
for
the
question
I'm
going
to
ask
deborah
to
step
in
with
some
of
the
details,
but
I
can
give
you
just
a
brief
context
for
for
the
reconciliation
process.
So
again
we
have
70
different
funds
with
multiple
different
accounts
into
those
funds,
as
we
discussed
throughout
the
budget
process.
E
So
it
really
does
vary
depending
on
the
accounts
that
we're
talking
about
so
I'll
ask
deborah.
To
give
you
a
highlight
specifically
touching
on
the
items
that
you
mentioned.
Those
are
the
account
receivable
reconciliations,
but
she
gave
you
a
bit
of
a
highlight
of
earlier
so
deborah.
Do
you
want
to
weigh
in
with
some
of
those
details
from
what
your
staff
does,
what
city
staff
does,
as
well
as
what
our
treasury
division
assists
with.
I
Mr
chair
counselors,
yes,
so
to
give
you
an
illustration
for
utilities,
utilities
is
a
enterprise
within
the
city.
They
have
their
own
billing
section.
They
they
bill
out
for
the
water
of
the
city,
and
so
their
sub
ledger
is
the
ucis
system.
I
So
the
reconciliation
is
done
in-house
in
utilities
their
system
right
now,
so
we
are
talking
fy
19.,
so
their
system
is
communicating
to
e1
and
it
is
translating
over
the
data
to
e1
so
really
ucis,
which
is
the
billing
system.
That's
your
where
your
water
bills
go
and
the
gl
system,
which
is
e1.
I
The
reconciliation
is
done
in-house
with
the
utility
department
staff,
but
also
they
can
call
us
and
they
can
state.
You
know
they're,
seeing
there's
a
difference:
they're
not
they're.
Looking.
They
also
have
the
capability
of
not
looking
at
the
detail
of
their
own
internal
system,
which
is
ucis
so
for
e1.
I
They
have
the
ability
to
go
in
and
look
at
e1
and
pull
the
gl.
If
they
need
assistance,
they
can
reach
out
to
us
and
we
can
also
pull
the
gl
and
then
we
together.
This
is
where
really
you
have
a
team
effort.
If
there
is
a
problem,
is
where
they're
communicating
with
us
and
we
can
be
researching
what
we
show
in
the
gl.
I
They
can
be
researching
what
they
show
in
ucis
and,
as
we
can
come
up,
try
to
come
up
with
what
the
difference
is
and
what's
causing
it
and
the
so
the
adjusting
journal
entries,
let's
say
the
problem
is,
is
that
ucis
is
showing
five
million
dollars
and
the
journal.
Sorry,
the
general
ledger
is
showing
six
million
dollars,
that's
a
large
variance,
but
I'm
just
using
whole
numbers.
I
And
let's
say
it's
due
to
the
fact
that
internal.
I
I
I
If
we
have
any
questions,
we
go
to
them
and
have
them
explain
it
to
us,
possibly
give
us
more
information
if
the
packet
is
missing,
something
depending
on
the
dollar
amount.
You
may
remember
this
in
the
past,
where
utilities
comes
to
the
finance
committee
and
possibly
council
for
approval
of
an
adjustment
at
a
certain
dollar
amount
so
before
it
is
actually
made
in
the
books,
it
comes
to
counsel
to
say
we
have
found
the
need
to
adjust
the
records
and
do
you
approve
so
at
a
certain
dollar
value.
I
C
A
So
one
of
the
issues
or
concerns
or
problem
areas
was
monthly
or
quarterly
accounting
close
the
the
closed
schedule,
but
how
much
of
that
is
in
your
control
and
how
much
of
that
do
you
depend
on
these
other
departments,
like
utilities
and
travis
center
and
whoever
you
know,
land
use,
how
what's
the
breakdown?
A
E
Do
I
answer
that
counselors
I
can.
I
can
take
the
first
step
at
that,
so
there
are
certain
accounts
that
are
central
for
accounts
receivable,
which
is
what
we've
discussed
so
far
that
our
central
cashier's
office
does
process.
There
are
others,
as
ever
mentioned
that,
are
you
know
detailed
out
for
the
public
utilities
department
that
are
the
responsibility
of
that
at
the
staff
of
that
particular
department.
E
Then
again
we
can
act
as
a
resource
or
as
a
guide
to
work
through
some
of
these
issues
that
were
raised,
I
just
want
to
highlight
something
that
might
be
a
little
bit
more
simple
to
to
focus
on
as
well,
so
part
of
the
month-end
closed
process
for
the
current
fiscal
year
for
fy
20.,
we've
recently
been
requiring
for
the
month
of
july
for
invoices
to
be
input.
E
The
deadline
was
a
friday,
and
so
we
are
working
in
fy21
for
a
31
day,
close
process,
so
the
entire
subsequent
month
to
july
the
entire
month
of
august,
we
are
working
at
different
deadlines
throughout
the
city
for
our
the
finance
staff
for
city
department
staff.
So
if
the
with
our
new
munich
system,
there
is,
you
know
we
discussed
with
the
committee
and
council
before
the
three-way
match
process.
E
This
is
one
of
the
corrective
actions
after
the
mccarth
report
identified
that
the
same
person
could
create
a
vendor
enter
an
invoice
and
then
pay
out
that
particular
amount
due
to
the
vendor.
So
the
new
system
that
we
have
has
what
is
called
a
three-way
match
where
multiple
different
people
for
segregation
purposes
are
part
of
this
process.
E
So
a
significant
control
is
that
a
different
person
enters
in
the
invoices
and
approves
the
invoice
than
the
person
that
originated
the
purchase
requests.
E
So
in
that
case,
by
the
middle
of
the
month,
we've
asked
the
city
staff
to
input,
input
and
approve
the
invoices
into
the
muni
system,
so
that
does
rely
on
city
staff,
primarily
to
complete
that
process
in
order
for
us
to
accurately
represent
the
expenses
that
were
incurred
for
goods
and
for
services
that
were
rendered
in
the
month
of
july.
E
So
this
is
again
very
simple
step
that
we
are
are
taking
now
in
the
current
fiscal
year
to
move
forward
towards
being
able
to
understand
where
we
and
very
important
you
know,
given
our
discussions
through
the
budget
process,
to
understand
where
our
revenues
sit
each
month
compared
to
our
expenditures
as
we're
managing
through
the
revenue
fluctuations
of
the
current.
A
E
Mr
chair
counselors,
the
everyone
in
the
city
who
is
involved
in
these
processes
does
each
play
a
role
you
know
deborah
mentioned
for
the
public
utilities
staff
you
know,
ryan
did
highlight
mr
jones
highlighted
the
findings
on
the
land,
use
guarantees
for
the
liabilities
that
had
been
outstanding,
some
dating
back
into
the
you
know,
1980s.
E
So
as
far
as
you
know
that
is
concerned,
we
do
work
with
each
of
the
different
divisions,
each
of
the
different
departments
and
then
the
divisions
within
those
departments,
as
we
are
correcting
for
the
findings
that
the
independent
auditor
did
identify.
Similarly,
you
know
mr
jones
reviewed
with
you
several
of
the
federal
the
material
weaknesses
around
the
federal
funds.
E
Very
similarly,
there's
a
portion
of
that
that
does
rely
why
responsibility
that
does
lie
within
the
department.
You
know
very
specifically
what
mr
jones
reviewed
with
you
about
the
participation
plan
that
wasn't
a
financial
in
nature.
That
was
a
compliance
issue
that
was
flagged
by
our
independent
auditors.
E
So
it's
it's
really
a
mix
and
it
it
can
vary
depending
on
the
very
specific
process
or
the
specific
procedure
that
is
being
audited.
But
yes,
I
would
say
in
a
very
general
response
to
your
question
that
it
is
a
mix
of
all
staff
finance
staff
in
various
different
divisions,
as
well
as
our
city
staff
that
works
on
these
areas.
A
Okay
and
then
in
an
effort
to
respond
to
some
of
the
findings
related
to
the
federal
grants,
both
cdbg
and
then
the
airport.
This
is
where
we've
talked
about
the
reorg.
Creating
this
grants
management
division
so
that
grants
then
will
be
centralized
and
you
won't
have
a
grant
manager
say
in
housing
and
then
another
one
in
airport.
Another
one
in
public
works,
they'll
all
be
centralized.
A
E
Mr
chair,
I
just
want
to
clarify
one
thing
that
you
did
state
so
on.
The
positions
that
were
approved
in
the
budget
and
as
part
of
the
reorganization
plan
that
was
discussed
earlier
are
grant
accounting
specific
positions,
so
departments
like
affordable
housing,
for
example,
still
maintained
a
cdbg
specific
position
again.
There's
many
aspects
of
compliance
that
fall
outside
of
the
financial
reporting
from
start
to
finish
right
through
that
entire
life
cycle
of
the
grant.
E
So
what
the
positions
that
were
approved
by
funded
by
council
in
the
budget
and
are
as
well
part
of
this
reorg
that
is
going
before
council
are
grant
specific
positions
that
will
be
centralized
within
the
accounting
within
the
finance
department.
Rather,
and
those
will
be
again
very
specifically
assigned
to
assist
with
the
financial
reporting
throughout
the
entire
life
cycle
of
the
grant.
E
Mr
chair,
yes,
it
will
again
just
want
to
remind
the
members
that
this
was
the
fy
19
audit.
We
are
still
working
on
the
fy.
20
close,
you
know
again
with
the
assistance
of
our
staff
city
staff,
finance
staff,
as
well
as
our
contractors,
so
that
is,
we
have
a
very
conservative
effort
to
favorably
respond
in
a
proactive
manner
to
these
audit
findings
with
corrective
action
for
20,
but
really
the
focus
of
these
new
positions
will
be
in
21.
E
And,
yes,
you
know
as
soon
as
the
audit
was
completed
over
the
summer
and
as
soon
as
we
recognized
that
there
were
significant
material
weaknesses
for
the
federal
grants,
we
did
add
that
piece
to
the
fy21
budget
proposal
as
very
specific
response
to
these
audit
findings.
A
Councilwoman
viral.
D
I
guess
what
I
was
taking
from
this
just
seeing
especially
the
grant
reporting
aspect
and
serving
on
the
cdc
is
especially
for
the
cdbg
grants
most
a
piece
of
that.
Well,
two
things.
I
see
that
have
been
problematic,
hud
changes,
their
rulings,
their
rules
and
it's
so
crazy
that
you
can't
even
like
keep
up
with
their
reporting
standards,
and
it
also
depends
on
the
administration
for
hud.
So
that's
an
issue,
and
then
ics
internally
is
having
short
staff
staffing
issues,
which
then
resulted
in
confusion
for
for
these.
D
What
the
findings,
so
I
think
it
contributed
to
that.
So
I
don't
think
I
guess
the
auditors.
They
don't
take
that
into
consideration.
Do
they
do
you?
You
just
basically
see
where
there's
inconsistencies
and
reporting
deficiencies
and
then
just
flag
that
versus
going
into
the
details
as
to
why
things
occur.
The
way
they
do.
R
Oh
sure,
so
that's
a
that's
a
good
question.
Yeah,
it's
really
our
job
to
to
look
at
the
compliance
requirements
and
just
ask
the
question
you
know:
how
did
you
comply
with
this
requirement?
It's
hard
sometimes
because
you
know
sometimes
I
see
you
know
local
governments,
agencies
that
are
you
know
understaffed.
It's
not
really
my
position
to
say
you
know
what
an
adequate
level
of
staffing
is,
but
it
you
know
it's
it's
tough,
it's
tough
and,
like
you
mentioned
compliance
requirements
are
always
changing.
R
So
I
don't
want
to
say
that.
Well,
I
could
say
that
nobody
on
my
team
is
unsympathetic
to
that.
But
it's
not
really
our
you
know
we
would
not
reword
a
finding
or
you
know
somewhat
soften
it.
You
know
to
say
you
know
to
say:
well
you
know
they
just
weren't
the
right
people
in
place
or
you
know,
there's
not
enough
people
in
place.
That's
not
really
our
our
role
in
an
audit.
D
D
What
are
some
of
the
things
that
you
think
we
would
be
adjusting
based
on
these
findings,
and
I
think,
just
to
add
to
the
chair's
statement
about
the
grants,
management
and
centralized.
D
I
think
that's
helps
in
terms
of
like
organizing
finding
out
all
the
grants
and
requirements,
but
that's
one
person
and
they
also
rely
on
the
staff.
That's
overseeing
that
grant.
So
I'm
just
curious.
They
still
have
to
work
in
unison.
So
what
are
you
seeing
as
the
grant
management
person
then
intersecting
or
working
with
the
actual
staff
that
are
overseeing
the
grants
because
they're
we're
not
going
to
give
them
all
the
responsibility
of
these
grants
and
the
reporting
aspects
of
it?
So
how
do
you
see
them
working
together?.
E
Mr
chair
counselor,
thank
you
for
pointing
that
out
that
it
is
a
partnership,
especially
when
it
comes
to
the
grants
with
the
staff
that
is
on
the
ground,
managing
how
these
dollars
are
spent
as
well.
As
you
know,
our
accounting,
you
know
the
new
grants,
management,
division,
accounting,
accountant
and
so
more
specifically
to
answer
your
question
as
we
work
through
that
partnership,
the
role
of
the
grant,
the
staff
and
the
grants
management
division
will
be
to
prepare
the
monthly
grant
fund
reconciliations.
E
You
know
deborah
did
spend
time
reviewing
how
detailed
those
reconciliations
are
and
how
time
consuming
those
are.
Our
role
would
also
be
to
track
the
allowable
grant
expenditures
to
review
any
type
of
reimbursements
that
are
outstanding
for
that
particular
period
of
performance
generally
done
on
a
quarterly
basis.
E
But
you
know
some
grants
do
have
a
monthly
reporting
period
as
well
and
then
again,
just
in
general
to
ensure
that
we
are
complying
with
federal
regulations
and
then
requesting
those
reimbursements
to
the
city,
especially
now
right
as
we
are
moving
forward
into
fy21,
we
want
to
make
sure
that
we
are
timely
with
requesting
those
reimbursements.
E
You
know
most
acutely
in
front
of
us.
E
We
do
have
the
prospect
of
receiving
cares,
act,
funding
from
via
the
feds
through
the
state,
and
so
we
do
have
a
pretty
short
window
for
that,
as
is
determined
by
the
federal
law
we
have
until
december
30
to
get
those
dollars
out
the
door,
and,
I
guess
importantly,
in
the
reimbursement
world,
we
are
able
to
ask
for
reimbursement
for
eligible
expenses
going
back
to
march,
so
that
would
really
help
us
with
closing
our
fy
20
fiscal
year
for
some
of
those
expenses
that
we
did
incur
related
to
the
to
covet
19..
E
So
again,
this
is,
you
know,
extremely
timely,
as
we
are
working
through,
you
know,
reduced
revenues
and
all
of
our
different
funds,
but
being
able
to
get
those
federal
reimbursements
back
into
our
accounts
in
a
timely
manner
is
extremely
important,
especially
over
the
next
few
years,
as
the
city
will
see
a
continued
shortfall.
D
E
Chair
counselors,
that
was
part
of
the
budget
approval
and
so
that
I
think
our
staff
is
now
working
on
the
job
descriptions
together
with
hr
and
we'll
be
posting
those
positions
shortly.
D
So
in
that
job
description,
is
it
going
to
lean
heavily
on
somebody
that
actually
has
a
lot
of
experience
working
with
federal
grants
versus
counselors?
Yes,.
E
Absolutely
hit
the
nail
on
the
head
there.
We
we
really
are
going,
especially
because
of
you
know
the
material
weaknesses
in
the
audit,
but
in
addition
to
that,
it
was
prospects
for
cares,
act
and
any
additional
federal
funding
as
we're
moving
through
the
response
efforts.
These
are
you
know,
critical
on.
You
know
on
the
ground,
folks
that
we
need
to
activate
and
again
to
assist
in
partnership
with
our
city
staff
as
well.
E
Mr
chair,
yes,
that
is
correct.
There
were
a
few
different,
a
few
positions
approved
funded
in
the
budget,
and
that
are
you
know
up
for
discussion
through
the
reorg
process.
E
Mr
chair,
I
believe
we
will
be
hiring
three
grant
accountant
positions.
D
Thank
you
for
that
clarity,
and
I
didn't
catch
that
yeah.
I
think
just
based
on
the
the
different
reporting
requirements
for
federal
grants
and
for
unfortunately,
none
of
them
are
consistent
with
each
other,
so
I
think
that
makes
it
hard
and
hopefully
that
grants
the
grant
management
folks
will
have
an
understanding
of
all
the
those
nuances
and
obviously
work
with
our
staff,
and
maybe
that
will
help
with
the
short
staffed
and
the
understaffed
need
understaffed
situations
that
we've
had
and
departments
that
I
think
have
contributed
to
this.
D
The
other
piece
was
the
utilities
situation.
Does
that
the
fact
that
we
have
these?
You
know
you
all
are
connecting
with
the
billing
department
and
they
are
doing
their
own
reconciliation.
E
Chair
counselor,
we
do
have
procedures
in
place.
We
obviously
everything
can
be
improved
upon.
Like
you
said,
you
know,
there
is
a
part
of
the
flow
that
relies
not
just
for
utilities
but
for
all
departments,
as
we
discussed
with
the
department
versus
you
know,
the
accounting
division
as
things
are
reconciled
across
several
different
accounts.
So
I
hear
you
loud
and
clear,
and
you
know
our
accounting
officer
deborah
has
been
conducting.
E
You
know
trainings
and
you
know
making
these
changes
for
best
practices
again
we're
focusing
now
on
the
fy
20
year-end
close
process
ahead
of
cla
coming
back
in
in
a
few
months
to
do
the
fy20
audit.
So
again
the
training
continues.
The
improvement
continues,
but
I
do
hear
you
loud
and
clear
that
you
know
documentation.
E
You
know
very
robust
documentation
process
is
needed,
so
that's
something
that
we
can
similar
to
what
we've
done
in
the
procurement
world.
You
know
focus
on
as
we
move
forward
and
continue
to
make
these
changes,
and
these
improvements.
D
And
that
the
whole
piece
thank
you
for
that.
I
think
that's
really
important
aspect,
maybe
not
call
it
policies,
because
I
don't
want
people
to
confuse
it,
that
it's
our
role
to
do
that,
but,
like
a
procedures
document
step
by
step,
a
check,
a
checklist.
If
you
will,
I
don't
know,
but
I
was
thinking
about
the
adjustments
for
those
that
come
to
us
to
counsel
for
outstanding
they're,
basically
collections
or
fines
or
ways
that
we
wouldn't
be
able
to
collect
the
money
that
is
owed
to
us
for
various
circumstances.
D
Is
it
the
timing
that
the
staff
would
get
that
and
they,
the
reconciliation,
just
didn't
happen
in
a
timely
manner,
because
we
we've
seen
a
couple
of
those
but
we're
just
assuming
that
staff
is
going
to
then
move
that
forward
and
then
take
that
off
the
books
and
that
everything
would
be
copacetic.
But
it
sounds
like
I
don't
know.
What's
what's
missing
there.
E
Mr
chair
council,
I
can
take
again
sabbath
setting
the
contacts
and
then
I
would
actually
ask
mr
jones
to
weigh
in
on
that
specific
finding
and
some
of
the
details
on
that.
So
again
with
the
the
write-off
as
counselor
romero
wirth
indicated.
E
That
is
something
that
staff
identifies
and
then
works
with
the
department
staff
identifies
and
then
works
with
the
finance
department
to
then
review
and
document.
There
is
one
that
we
are
that
public
utility
staff
has
identified
that
we
need
to
process
that
is
outstanding.
There
is
again
a
lot
of
detailed
work
that
goes
into
that
particular
process.
You
know
we
can
ask
our
staff
to
very
similar
to,
however,
broke
out
the
reconciliation
process
into
a
few
different
steps
to
review
that
in
a
very
succinct
way
with
the
committee.
E
So
you
understand
all
of
the
deep
detailed
work
that
both
the
public
utilities
department
staff
has
had
to
go
through
to
come
up
with
that
amount
and
then,
as
well
as
our
finance
department,
to
review
what
they
have
put
together
even
before
it
comes
to
council.
I
know
public
utility
staff
has
worked
on
one
that
we
are
going
to
be
reviewing
as
well.
You
know
given
covet
and
the
status
of
the
fy
19
on
it.
E
We've
asked
them
to
hold
off
until
until
this
point
and
actually
received
an
email
from
mr
jones.
The
public
utilities
director
within
the
last
week
reminding
us
about
that.
So
we're
gonna
assume
that
review
at
this
time.
So
but
I'd
like
to
turn
it
over
to
ryan
jones.
At
this
point
to
review
some
of
the
details
about
that
particular
finding
with
the
committee.
R
Sure
so,
thanks
mary
and
so
deborah
did
a
good
job
at
the
beginning
of
our
discussion
here,
just
talking
about
reconciliation,
sub-ledgers
and
general
ledgers.
So
in
this
particular
instance,
there
were,
there
was
a
balance
on
the
general
ledger
in
the
trial
balance
that
we
were
provided,
and
so
the
question
was
asked.
Okay,
where
is
your
supporting
schedule?
Where's
the
subletter
support
for
this
balance,
and
so
when
we
did
receive
that
support,
we
looked
at
the
total
of
the
subledger,
which
I
you
know.
R
I
can't
give
an
opinion
on
it,
but
I
I
think
that
it
seems
to
me
that
that
subledger
is
actually
being
managed.
What
didn't
happen
was
that
the
general
ledger
was
not
updated
to
reflect
the
balance
in
the
subledger,
so
we
we
did
not
perform
procedures
to
determine
if
receivables
had
been
written
off.
Anything
like
that.
R
This
was
just
really
an
accounting
entry
to
get
the
the
general
ledger
and
and
therefore
the
the
balance
in
the
financial
statements
to
match
what
that
subledger
said,
because
a
subledger
is
usually
more
reliable
than
general
ledger,
because
the
subledger
will
a
general
letter
will
just
be
numbers.
It'll
just
be
accounting
entries,
but
in
this
particular
instance
your
utilities
receivable
balances.
R
It's
it's
like
a
list
of
people.
You
know
you
know
joe
smith
owes
x
dollars
for
for
this
service
and
so
on
and
so
forth.
So
when
we
took
the
sum
of
all
of
those
amounts
owed
by
actual
people,
and
we
compared
that
to
the
general
ledger,
that's
where
that
discrepancy
was
which
resulted
in
the
the
audit
adjustment
and
we
did.
We
did
perform
procedures
on
the
sub-ledger
balances.
So
so
we
did
test
that.
R
And
so
that's
that's
how
we're
comfortable
with
the
with
the
sub
ledger
and
therefore
we
you
know
we
wanted
to
post
the
entry
so
that
the
financial
statements
reflected
the
sub
ledger.
Not
not
this
general
ledger
that
just
had
not
been
updated
to
match
that
that
listing.
D
R
E
R
I
don't
have
the
slide
in
front
of
you,
but
but
I
can.
I
can
tell
you
what
the
what
the
issue
was.
It's
it's
it's
fairly,
it's
kind
of
basic,
so
there
was
a
comprehensive
reconciliation
performed
on
capital
assets
and
included
in
that
was
essentially
a
reconciliation
of
the
of
just
the
the
total
number
more
of
like
a
gl
reconciliation
than
like
going
back
to
the
sub
ledger
example.
What
I
would
expect
to
see
to
support
construction
process
balances
so
say
it's.
R
I
forget
how
much
it
was
like
24
million.
I
think
you
had
24
million
dollars
in
projects
in
process.
At
your
end,
so
you
know
we
had
a
schedule
that
showed
the
beginning.
We
saw
additions,
you
know,
delete,
I
don't
think
there
were
deletions,
but
there
were
additions,
and
then
you
have
this
ending
number,
and
so
our
question
was
what
projects
are
these?
Where?
R
Where
is
a
schedule
that
says
you
know,
project
a
b,
c
and
d
all
have
have
balances
and
that
that
support
that
that
total
number
of
24
million-
and
we
did
receive
a-
I
would
say
it
was
a
partial.
It
was
a
partial
schedule.
I
think
that
that
process
is
there
sort
of
in
the
finance
and
accounting
infrastructure
it
just
it
just
wasn't
completed
in
time
for
us
to
perform
our
audit
procedures
on
it.
E
E
We
have
a
certification,
a
capital
project,
certification
form
that
outlines
some
of
the
data
points
that
mr
jones
was
reviewing
with
you
there's
about
10
different
data
points
that
we
are
requiring
to
be
able
to
build
those
schedules
out
for
each
of
the
capital
projects.
This
is
part
of
the
fy
20
year-end
close
process.
So
again,
everything
from
beginning
and
ending
dates
to
the
specific
line
items
to
the
po
numbers
that
are
were
used
in
20
that
were
carrying
forward
into
fy
21.
E
Phases
of
the
project
percent
completion.
You
know
what
stage
of
the
process
is,
if
it's
design
or
construction
and
then
other
you
know
relevant
pertinent
information
again
to
be
able
to
build
that
out.
So
we
have
that
information
for
each
of
these
projects
for
fy20
at
the
as
of
6
30
2020.
D
I
don't
not
for
lack
of
a
better
word
checklist
to
make
sure
that
we're
following
the
steps,
I'm
still
kind
of
hearing
that,
because
we've
had
this
problem
for
a
while
about
just
the
project
management
and
not
so
much
about
the
lack
of
project
management,
but
the
lack
of
staff
and
we've
been
short
staffed
in
that
area
for
a
while,
and
it
seems
it's
what's,
I
don't
even
know
if
it's
getting
better,
but
I
think
it
has
to
do
with
just
again
the
the
need
for
project
management
and
the
consistencies
with
staff
that
fall
under
that
role.
D
That's
what
I'm
concerned
about
again
this
like
need
to
keep
making
sure
that
we
have
one
the
right
people
doing
the
project
management
and
that
they're
supported
and
then
also
that
we
have
enough
staff
and
public
works
has
been
kind
of
that
has
been
a
a
hard
point.
I
would
say
for
the
last
I
don't
know
probably
two
years.
Maybe
I'm
not
sure
so.
Is
that
something
that
we're
thinking
about?
E
This,
mr
chair
counselor,
you
know
I
can
just
continue
the
conversation
that
we
started
at
the
beginning
of
the
presentation
to
you
know
I
think
deborah's,
the
one
that
mentioned
you
know,
we've
had
turnover
and
we
you
know
the
staffing
issues
that
were
challenges
in
fy
19
continue
in
into
fy
20
last
fiscal
year
as
well
as
21..
These
are
not
just
you
know,
concerns
of
the
finance
department
and
our
staff,
but
city-wide.
E
So
in
agreement
with
you
that
these
are
important
areas
you
know
to
be
looking
at
because
then
we
can
see
what
the
impact
will
have
and
again
it's
part
of
this
partnership
that
finance
has,
with
you
know
the
departments
to
ensure
that
we
have
these
lists
to
your.
You
know,
point
of
checklist
of
all
the
information
that
we
need
to
then
provide
to
the
auditors
and
that
we
are
working
in
coordination
with
the
staff
in
the
departments
to
produce
that,
for
the
authors.
F
Thank
you
chair
you,
mr
jones,
I'm
wondering
I
just
took
a
look
at
the
audit
document
sent
to
us.
Could
we
get
a
copy
of
the
document
that
mr
jones
spoke
from?
I
think
that
it's
really
a
condensed
it's
not
the
150
pages.
F
I
just
tried
to
read
what
what
300
I
don't
know
how
many
it
was,
but
I
didn't
read
it
very
well
in
the
last
four
minutes,
but
the
question
I
do
have
is,
I
don't
know
if
you
can
put
any
pages
of
that
document
back
up,
but
there
was
a
a
page
that
talked
about
three
and
a
half
million
dollars
in
federal
monies.
F
E
E
Mr
chair
counselor,
yes,
those
have
been
submitted
to
the
feds
and
have
we
gotten
our
money
up,
mr
chair,
I
will
have
to
check
with
our
treasury
division
on
the
status.
This
is
a
few
different
programs.
I
believe
that
make
up
this
3.5
million.
So
before
I
mistake
something
I
want
to
confirm
with
our
treasury
staff.
Sure.
E
Counselor,
all
of
these
requests,
in
my
opinion,
are
time-sensitive
for
any
type
of
reimbursement,
whether
it's
federal
revenue
or
state
revenue
or
other
revenue
sources
is
extremely
important
and
crucial
to
the
city's
operation.
E
This
is
something
that
again
with
additional
staffing
in
our
treasury
department,
as
well
as
a
continued
focus
or
building
this
grants
management
division.
With
our
grant
accountants
focused
on
this
reimbursement,
we
will
be
improving
going
forward,
because
this
is
extremely
important
to
the
city,
and
we
absolutely
need
to
be
more
timely
in
our
reimbursement
request
to
save
any
of
them.
F
I
I
understand
that
could
mary,
would
you
just
make
a
little
note
to
find
out
if
we
have
received
any
of
those
reimbursements
and
give
us
an
update
of
where
we
are
with
those
like
if
we're
60
days
out
or
90
days
out
or
120,
because
the
I
mean
my
concern
is:
is
that
we
aren't
going
to
get
reimbursed
and
we've
spent
that
money
already?
So
I'm
not
saying
that
that
has
happened
or
that
it
will
happen.
F
I'd
just
like
to
make
sure
that
it
doesn't
happen,
and
I
think
that,
like
I
said
this,
this
document
is
really
concise
and
quick,
and
if
we
could
get
a
copy
of
that,
that
would
be
helpful
to
all
of
us.
In
fact,
probably
the
entire
council
should
receive
one
chair.
That's
all
I
have
thank
you
very
much.
C
C
E
Mr
chair
counselor,
what
I
can
do
again
is
and
take
an
initial
stab
at
setting
the
context.
Now
it
asks
that
mr
jones
review
the
material
weaknesses
around
the
federal,
the
federal
compliance
that
he
went
over
with
you
earlier
so
again,
this
spans,
you
know
various
different
federal
programs
from
airport
to
transit,
to
cdbg
community
development
block
grant
from
hud.
So
I
will
let
mr
jones
speak
to
exactly
what
was
reviewed.
E
E
There
were
about
five
different
staff
people
assigned
to
grants,
two
were
assigned
full-time
to
grants
and
then,
within
this
period
of
review,
that
staffing
dropped
down
to
one
person
dedicated
to
grants.
Similarly,
in
some
of
these
other
programs,
we
have
seen
a
staff
turnover.
You
know
staff
with
a
few
years
of
experience
that
has
left
the
organization.
E
I
know
that
was
the
case
with
cdbg
with
airport
we've
also
had
new
staff
assume
the
responsibilities
for
at
the
airport
for
some
of
the
compliance
areas
and
most
recently,
what's
going
to
impact
us
in
fy
20
is
that
our
trans,
the
manager
he's
both
in
charge
of
the
grants
for
transit,
has
left
the
organization.
E
So
that's
again,
multiple
years
of
experience
that
has
departed
the
organization,
so
just
some
context
setting
for
some
of
the
areas
you
know
we
can
never
really
replace
that
institutional
knowledge,
but
to
counselor
via
royale's
point.
We
can,
as
part
of
the
job
description,
set
a
number
of
years
of
experience
in
federal,
grant
financial
reporting,
specifically
for
the
grant
accounting
positions
that
we
will
be
hiring
to
try
to
compensate
for
that.
E
But
each
organization's
grant
history
is
again
very
unique
to
the
organization,
so
we
can't
really
replace
that
institutional
knowledge,
for
example,
of
our
transit
grant
manager.
That
is
recently
departed.
So,
mr
jones,
if
you
can
speak
to
some
of
the
federal
compliance,
the
actual
findings
that
what
you
I
believe,
the
question
was
around
the
requirements
and
if
they
were
changing
or
there's
anything
else,
I
left
out.
R
Counselor
can
jump
in
sure,
so
you
know
we
talked
about
the
300
page
report
right.
So
if
you
look
at
the,
if
you
look
at
the
findings
in
the
kaffir,
I
I
did
my
best
in
in
the
powerpoint
that
mary
shared
with
us.
To
summarize,
you
know
to
really
condense.
R
What
was
what
was
the
big
problem
here,
so
it
all
really
comes
down
to
you
need
a
person
or
a
group
of
people
who
are
intimately
familiar
with
the
programs
with
the
with
the
requirements,
and
so
you
get
you
get
compliance
requirements
from
from
many
different
angles.
You'll
you'll
have
compliance
requirements
that
are
set
forth
in
the
the
compliance
supplement,
so
those
do
change
well,
they
can
change
every
year.
They
don't
necessarily
change,
but
they
do
change.
So
you
have
those
sort
of
general
federal
requirements.
R
What
you
also
run
into
with
these
grants
is
the
the
individual
grant.
Agreements
will
sometimes
have
additional
compliance
requirements,
additional
reporting
requirements.
If
you
look
at
those
specifically
the
reporting
finding,
I
think
it's
2019,
I
want
to
say
it's,
either
15
or
16.,
there's
actually
a
list
for
each
of
the
programs
that
we
tested.
R
The
cdbg
and
the
air
improvement
by
airport
improvement
project
there's
a
list
of
the
reports
that
we
were
unable
to
obtain,
or
you
know
to
see
that
had
been
had
been
submitted
and
it's
a
really
long
list.
So
I
you
know
you
know
again,
it's
not
my
it's
not
my
job
to
say
you
know
you
need.
R
You
need
four
staff
people
working
on
this
all
the
time,
but
I
will
say
that
you
do
need
somebody
who
can
spend
the
time
and
understand
all
of
these
requirements
because
they
are,
they
are
immense.
I
mean
specifically
for
for
cdbg,
I
mean
you
have
so
many
reporting
requirements
for
for
for
that
program,
it's
it's
important
to
have
sort
of
a
a
gatekeeper.
You
know
somebody
who
who
knows
what
reports
need
to
be
submitted.
R
One
of
the
one
of
the
issues
we
were
running
into
with
our
request
is
that
and
granted
this
was
this
was
during.
You
know
the
I
guess
you
could
say
the
height
of
of
code
right,
so
there
were
a
lot
of
people
off
site.
It
just
didn't
seem
like
a
lot
of
the
information.
A
lot
of
the
files
for
these
grants
were
complete.
R
There
were
a
lot
of
incomplete
files
that
were
provided,
incomplete
sets
of
reporting,
documentation,
and
it
it
does
seem
that
that's
that's,
what's
lacking
at
the
city
is
just
having
either
a
person
or
group
of
people
or
department
or
division
dedicated.
R
You
know,
maybe
not
full-time,
but
at
least
at
least
partially
to
ensuring
that
the
city's
complying
with
these
requirements,
because
once
you
start
having
these
material
weaknesses,
you
you
do
run
the
risk
of
not
obtaining
future
funding.
You
know
it
doesn't
doesn't
happen
all
the
time.
It
doesn't
happen
often,
but
it's
certainly
a
possibility,
and
so
it's
it's
really
a
good
investment
to
to
either
designate
a
person
or
a
group
of
people
with
that
responsibility.
E
Mr
jones
counselor
I've
displayed
the
list
that
mr
jones
was
referring
to
again.
This
is
everything
from
a
citizen
participation
plan
to
environmental
reviews.
So
again
it
speaks
to
counselor
via
real's.
You
know
checklist
comments
earlier.
So
what
what
are
the
requirements
either
of
the
grant
or
the
specific
agreement,
the
agency
or
the
specific
grants
agreement?
And
then
what
is
that
checklist?
And
you
know-
I
think
you
guys
have
heard
me-
mention
this
before?
If
it
there
isn't
a
paper,
it's
not
auditable
right.
E
So
if
we
need
that
documentation
to
then
be
able
to
provide
whether
it's
you
know
reconciliations
or
a
citizen
participation
plan
to
the
auditor,
so
they're
able
to
test
these
requirements.
C
So
moving
to
the
very
in-depth
explanation
around
utilities,
so
you
have
in-house
ucis
system
that
needs
to
balance
with
the
glei
system.
Did
I
get
that
right?
E1?
E
Mr
chair
counselor,
yes,
we
have
different
roles
in
that,
primarily
the
reconciliation
is
done
within
utilities.
Staff
from
that
sub
ledger
the
ucis.
E
E
So
that
was
the
the
sub
ledger.
That
debra
was
explaining
would
be
the
ucis
system
and
then
the
general
ledger
would
be
the
what
we
often
refer
to
as
the
legacy.
The
antiquated
e1
accounting
system.
E
Mr
chair
counselor,
both
are
quite
antiquated,
so
neither
are
modern.
I
do
believe
that
the
committee
has
heard
presentations
or
parts
of
presentations
where
director
jones
has
referred
to.
You
know
future
work
on
the
utility
billing
system
and
potential
for
upgrades
of
that
system.
Yeah.
C
C
E
Mr
chair
counselor,
I
again
I
can
speak
to
general
context
setting
and
then
I'll
ask
mr
jones
to
review
specifically
that
finding
and
what
his
team
reviewed.
So
in
general,
as
the
ucis
system
is
the
sub
ledger
for
the
utility
billing
that
does
have
to
you
know
what
we
often
refer
to
and
tie
out
that
has
to
equal.
E
That
has
to
balance
the
total
of
that
to
what
is
in
the
general
ledger,
and
so
when
those
when
we
are
not
able
to
provide
that
documentation
for
those
amounts
being
in
balance.
R
Sure
so,
thanks
to
the
for
the
question,
I
think
in
going
back
to
to
your
question
counselor
about
what
what
is
the
internal
control,
the
internal
control
in
in
in
that
reconciliation
process,
which
is
essentially
what
we're
describing
here.
It's
it's
taking
one
set
of
information
comparing
it
to
another
set,
and
then
you
know
trying
to
get
the
two
to
jive.
R
You're
going
to
have
internal
controls
in
place
on
the
utility
side,
so
you
don't
want
you,
don't
want
someone
necessarily
doing
the
reconciliation
or
making
the
adjustments.
If
somebody
is
doing
the
reconciliation
say
in
utility
and
they're
they're
looking
at
e1
and
say:
oh,
these
numbers
don't
match.
This
is
the
this
is
the
this
is
the
change
needs
to
happen?
The
internal
control
in
place
would
be
that
journal
entries
can't
be
posted
by
that
person.
That
person
could
say
what
the
journal
entry
needs
to
be.
R
What
what
does
that
adjustment
need
to
be,
but
that
person
should
not
be
posting
that
to
the
to
the
general
ledger.
So
this
is
where
you
get
a
like
a
good
review
process
and
you
incorporate
that
in
part
of
your
monthly
quarterly
close
you
have
some
you
get
another
set
of
eyes
on
it
and
say:
okay,
does
this
make
sense?
Does
something
not
not
look
right?
You
know
it's
something
suspicious
going
on.
You
know
you
ask
a
lot
of
questions
when
you're
doing
a
reconciliation
like
why
don't
these
numbers
match?
R
C
E
R
C
R
So
if
you
so
the
very
first
finding
that
we
we
discussed
it's
the
finding
numbers
are
are
interesting,
so
it's
2019
one,
but
I
believe
that
finding
dates
back
to
either
17
or
18..
So
there
have
been
reconciliation
findings
in
the
past,
just
sort
of
general
reconciliation
findings.
So
I
would
say
that
this
is
not
a
new
issue.
R
It
was
just
it
was.
It
might
have
just
been
a
bigger
issue
this
year,
you
know
sometimes
reconciliation
problems,
don't
always
rise
to
the
level
of
a
material
weakness,
sometimes
they're,
not
even
a
significant
deficiency.
If
it's
off
by
you
know
a
couple
hundred
dollars
lots
of
times,
we
don't
even
care
about
that
as
auditors.
R
We
have
materiality
considerations,
but
when
you're
looking
at
a
difference
of
a
million
dollars
between
systems
that
that's,
why
that
finding
got
that
specific
finding
for
the
utilities
accounts
receivable
was
was
sort
of
separated
from
that
general
lack
of
reconciliation
finding
and
stated
separately.
Just
because
really
just
due
to
the
do
the
adjustment
that
we
had
to
had
to
make
in
order
to
accurately
state
your
financial
statement.
C
So
I
guess
what
I'm,
what
I'm
trying
to
understand
is
mary.
First
of
all,
I
know
how
hard
you
work.
I
know
how
hard
your
staff
works.
I
know
when
I
was
elected.
What
a
mess.
C
Our
house
was
in
and-
and
we
knew
that
because
of
the
mccard
report,
and
so
I
also
know
that
the
level
of
things
that
were
problematic
and
that
were
identified
in
the
card
report
were
not
going
to
be
fixed
overnight,
and
I
know
that
you
all
have
been
working
really
hard
to
right
the
ship
so
to
speak
and
to
to
put
the
things
in
place
that
professionalize
us
that
bring
up
the
systems,
and
I
guess
what
I'm
trying
to
do
is
is
put
this
particular
audit
in
that
context
like
how
how
soon
before
we
stop
seeing
this
stuff,
how
much
of
it
dates
back
before
your
time
my
time
with
the
city
and
is
just
part
of
an
ongoing
process?
C
How
much
will
we
you
know?
Will
we
see
in
2020
still
kind
of
lingering
recognizing
again
that
the
stuff
this
stuff-
you
know
you
don't
fix
it
overnight?
I
mean
we
get
complaints
all
the
time
about
things
that
we're
aware
of
we're
working
on
hard-working
professional
people
are
dealing
with
and
it
just
we've
got
to
be
patient.
We've
got
to
keep
working
at
it.
C
We
have
challenges,
be
the
staffing
or
funding
or
expertise,
and
I
know
you're
working
on
it,
and
so
I
I
guess
I
I'd
like
some
general
comment
about
the
bigger
picture
that
we're
living
in
and
working
in.
E
Mr
chair
counselor,
first
of
all,
thank
you
for
recognizing
how
hard
our
staff
works.
We're
very
appreciative.
E
You
know
we
went
over
the
numbers
with
you
about
the
number
of
staff
that
we
have
assigned
to
the
accounting
division
in
particular,
but
I
think
we've
reviewed
with
you
throughout
the
two-week
budget
process,
the
staffing
levels
for
each
of
the
different
departments
and
divisions-
and
I
think
john
romero
earlier
spoke
very
candidly
about
you-
know
how
much
we
appreciate
our
staff
on
the
front
lines
that
are
doing
this
work
and
are
you
know,
working?
E
E
So
the
reason
we
included
the
timeline
in
the
beginning
of
the
presentation
was
really
to
provide
that
context
of
where
we've
been
over
the
last
three
years
alone,
and
you
know
really,
starting
with
the
fraud
risk
assessment
that
was
conducted
with
the
mccarth
report.
If
we
look
at
the
audits
previous
to
the
2017
audit,
there
were
relatively
few
findings.
E
You
know
relatively
you
know,
a
few
material
weaknesses
that
were
identified,
but
then
the
mccarthy
report
was
published.
You
know
the
administration
and
the
leadership
at
that
time
through
my
predecessor
and
others.
E
You
know
we
give
a
lot
of
kudos
to
them,
to
recognizing
these
red
flags
and
then
bringing
in
a
professional
team
like
the
mccard
accounting
firm
to
review
this
to,
let
us
know
where
we
did
have
those
risks,
and
that
was
ultimately
what
that
study
was,
was
a
fraud
risk
assessment,
and
so
then,
with
those
multiple
findings,
we
were
able
to
identify
some
relatively
low-hanging
fruits,
some
areas
that
were
already
in
progress
like
the
implementation
of
the
tyler
muniz
system,
so
that's
been
if
we
can
just
focus
on
that,
that's
been
a
multi-year
process.
E
First,
with
securing
the
funding,
you
know,
prioritizing
the
funding
and
then
going
through
the
rfp
process,
selecting
the
vendor
actually
implementing
the
system
as
well
to
the
point
where
we
were
able
to
go,
live
with
a
financial
system
last
year
in
july,
and
so
again
that
will
really
help
us
to
be
able
to
clear
up
some
of
these
internal
control
process.
Findings
that
we,
the
city,
has
had
for
multiple
years.
So
again,
that's
an
example
of
a
multi-year
process
that
required
multiple
staff
from
various
different
departments.
E
You
know
again,
we
spoke
around
this
time
last
year
about
the
challenges
in
implementing
the
system,
because
we
were
requiring
staff
to
assume
responsibilities,
whether
it
be
requisition
entry
or
invoice
entry
or
approval
things
that
they
were
not
required
to
do
before,
but
they
have
since
risen
to
that
that
challenge
and
accepted
that
challenge
with
the
new
system
for
one
fiscal
year
in
its
entirety
now,
so
that
really
will
help
with
our
internal
control
documenting
our
internal
controls.
E
Now
we
do
have
a
different
person
entering
and
requesting
the
purchase
from
the
person
that
is
approving
the
payment.
You
know
the
invoice
and
the
payment
of
that
invoice,
so
some
some
items
were
very,
very
quick,
quick
to
clean
up.
I
think
one
of
the
items-
that's
very
vivid
in
my
memory
from
the
card
report
was
the
sticky
notes.
Right
folks
would
write
things
on
sticky
notes,
and
so
then
that
was
documented
as
a
risk
and
so
that's
a
much
easier
item
to
stop
doing.
E
As
far
as
this
particular
audit
and
the
findings
again
to
put
things
into
context,
the
finding
about
the
guarantees
in
land
use-
these
are
again
date
back
to
multiple
decades,
and
so
this
is
something
that
we
requested
budgets
for
in
fy
21.
So
we're
going
to
be
able
to
hire
in
a
contractor
a
cpa
firm
to
assist
us
with
those
reconciliations.
E
This
is
something
we
really
deborah.
Actually,
I
owe
her
a
lot
of
credit
dug
into
this
last
year
with
some.
You
know
level
of
detail
and
went
through
a
process
of
being
able
to
reconcile
for
two
of
the
individual
items,
but
it
is
very,
she
can
tell
you
it's
very
time
consuming.
E
E
So
again,
something
like
that
has
been
multiple
decades
in
the
making,
and
we
are
you
know,
with
council's
approval,
able
to
allocate
and
bring
in
the
experts
to
work
cpas
in
particular,
to
work
with
our
city
staff
to
to
clear
up
this
audit
finding.
So
it's
across
the
board.
I
hope
that
was
able
to
provide
some
level
of
context
to
what
is
you
know
a
little
bit
simpler
and
easier
to
resolve
and
things
that
are
just
a
little
bit
more
time
consuming
and
complex.
C
A
Okay,
councilman
sanchez,
you
did
have
your
hand
up,
but
you
took
it
down.
Did
you
want
to
ask
anything.
A
Okay,
well,
mary,
thank
you
and
thank
you
to
the
committee.
It's
been
a
long
night,
but
this
is
something
that's
very
important
to
all
of
us
and
is
our
job.
Quite
frankly,
as
the
finance
committee,
I
think
mary,
you
did
a
really
good
job
when
it
came
to
maybe
not
throwing
certain
staff
under
the
bus
or
areas
that
aren't
in
the
finance
department.
But
I
think
we
all
recognize
that
there
are
lots
of
things
out
of
your
control.
A
I
want
to
thank
councilwoman
villarreal,
the
for
your
understanding
of
your
expertise
on
grants
and
cdbg
and
how
complex
that
is,
because
I
didn't,
I
didn't
realize
that
it
was,
and
indeed
the
auditors
confirmed
that
yeah
those
rules
and
regs
are
changing
all
the
time,
so
I
think
we're
all
going
to
be
challenged
in
keeping
up
with
those
changes,
especially
as
you
create
this
division.
A
E
Mr
chair,
thank
you
for
that
question.
We
look
forward
to
having
a
child
balance
ready
for
the
cla
staff
to
review
in
october,
and
then
that
will
set
us
up
for
about
a
two
month.
You
know
collaboration
with
all
of
our
departments
to
provide
the
auditors,
the
external
auditor
cla,
with
the
appropriate
documentation
as
they
began
their
review
again,
and
our
target
is
the
middle
of
december
to
have
the
fy20
audit
completed
and
submitted
to
the
state
auditor.
A
E
Mr
chair,
yes,
that
is
correct,
deborah
and
her
staff
are
working
furiously.
You
know,
as
counselors
have
have
recognized
long
hours
really.
A
lot
of
kudos
goes
to
her
and
her
staff
for
setting
up
training,
setting
up
deadlines,
making
sure
that
we
have
the
appropriate
documentation
and
again
all
of
us
and
finance
working
as
partners
with
our
city
staff
as
well.
So
when
it
is
their
responsibility,
they
are
able
to
provide
the
appropriate
documentation
as
well.
A
Okay,
great
and
thank
you
deborah
for
your
presentation
and
explanation
of
reconciliations
and
what
exactly
it
takes.
That's
it's
pretty
complicated
and
I
appreciate
the
way
you
broke
it
down
and
made
it
understandable
for
us.
So
with
that
that
will
conclude
our
presentation
on
the
fy
19
kafir.
We
are
on
to
matters
from
staff.
Is
there
anything
from
staff
miss
mccoy.
E
Mr
chair
counselors,
we
were
hoping
to
have
an
update
on
our
june
grt.
E
Saf
did
check
a
few
times
today
and
and
that
had
not
been
posted
on
trd's
websites,
but
we
do
expect
that
report
to
be
coming
from
dfa,
I'm
sorry
from
taxation
and
revenue
department
and
the
payment
and
the
distribution
this
week.
So
we
will
document
that
in
a
memo
as
we
have
done
and
include
the
source
documents
for
the
committee
to
review
when
we
do
receive
that
information
and
the
disbursement
from
tyrd
again
that
we
look
forward
to
having
that
this
week,.
A
Okay,
great
matters
from
the
committee.
A
Okay,
then,
our
next
meeting
is
august
31st.
So
with
that
we
are
adjourned.
Thank
you
have
a
good
night.
Thank.