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From YouTube: Finance Meeting 5/2/22
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A
C
A
A
No
changes
at
this
time,
madam
chair,
thank
you.
Do
we
have
a
motion.
A
C
A
A
A
Lindell
yes
and
councillor
romeroworth.
Thank
you!
Yes,
oops!
Sorry,
yes,
and
thank
you
all
right.
We
move
on
to
the
minutes.
Bear
with
us
everybody.
We've
got
a
pile
of
them.
We're
going
to
start
with
the
budget
hearing
minutes
from
april
13th.
Are
there
changes
from
staff
or
the
committee?
And,
if
not,
is
there
a
motion.
A
A
A
A
Romero,
yes,
all
right
on
to
the
budget
hearing
minutes
for
april
19th.
Are
there
changes
from
staff?
No
changes?
Madam
chair
changes
from
the
committee?
Is
there
a
motion
move
to
approve?
Second,
we
have
a
motion
in
a
second
to
approve
the
budget
hearing
minutes
from
april
19th.
Can
we
get
the
roll
call?
Please
answer
vieira?
A
C
A
A
A
Yes,
on
the
very
last
budget
hearing
meetings
april
26th:
are
there
changes
from
staff?
A
B
Madam
chair,
this
is
carolyn.
Did
we
do
the
april
21st.
D
A
This
did
we
all
right,
we'll
do
them
again,
just
in
case
and
that
way
we'll
be
covered
yeah.
Thank
you.
The
we're
approving
the
budget
hearing
minutes
from
april
21st.
Are
there
changes
from
staff?
No
no
changes.
Madam
chair.
All
right
changes
from
the
committee.
A
A
Yes,
thank
you
all
right.
We
do
not
have
an
executive
session
tonight.
We
are
on
to
the
consent
items
that
were
pulled.
The
first
one
is
item:
a
b
c
d,
e
f
g
h,
request
approval
of
partial
release
of
mortgage
between
the
city
of
santa
fe
and
tierra
contenta
corporation
mortgage
to
facilitate
the
sale
of
tract
53a
to
the
housing
trust
we
have
alexandra
ladd
here,
director
of
the
office
of
affordable
housing
and
councillor
rivera.
You
pulled
this
item.
C
Thank
you
manager,
thank
you
alexandra
or
director
lad.
What
can
you
just
explain
what
this
means
for
terra,
contenta
and
moving
forward.
F
F
The
housing
trust
is
ready
to
purchase
the
tract
and
start
development,
and
so
tier
content
corporation
has
to
transfer
the
title,
but
because
we
have,
the
city
holds
a
mortgage
for
the
entire,
the
entire
community,
the
entire
master
plan
community,
the
the
mortgage
has
to
be
released
for
that
track,
so
that
the
title
can
transfer.
C
Okay,
great
yeah,
if
you
can
send
me
that
that
would
be
great.
So
that's
all
I
have
madam
chair.
If
there's
no
any
no
other
questions,
I'll
move
for
approval.
C
A
All
right
from
here
we
are
on
to
item
j
request
for
approval
of
source.
Well
contract
number
zero;
two
two
eight
one,
eight
dash
e
o.
I
emergency
vehicles,
fire
trucks
and
equipment;
sub
number
one
one:
three,
oh
two,
one
dash
rvg
dash
one
in
the
amount
of
one
million
one
hundred:
ninety
four
thousand
dollar:
one
million
one
hundred
ninety
four,
eight
hundred
fifty
852
dollars
for
the
purchase
of
an
aircraft,
rescue
and
firefighting
vehicle
apparatus
truck
from
e1
inc,
and
we
have
chief
moya
here
to
answer
questions
and
councillor
rivera.
C
Thank
you,
madam
chair.
First
chief
maya,
thank
you
for
all
the
work
that
you
and
your
staff
are
doing
up
in
las
vegas.
I
saw
some
of
the
crews
last
night
at
walmart,
getting
ready
to
leave
for
las
vegas
and
had
a
little
bit
of
a
conversation
with
them.
So
reminding
me
of
a
lot
of
the
planning
and
and
efforts
that
were
done
when
the
cerro
grande
fire
was
happening
when
I
was
still
there
so
appreciate
all
the
work
you
and
your
crews
are
doing
there.
C
A
lot
of
it
is
volunteering
for
service
up
there.
So
I
know
those
guys
are
really
working
hard
and
doing
what
they
can
to
help
out
throughout
the
state.
So
I
appreciate
that
with
regards
to
this
vehicle,
so
there
was
some
discussion
in
the
budget
about.
C
G
Yeah,
madam
chair
councilor,
vera,
I'll
start
and
then
I'll.
Let
mr
baku
finish
a
big
part
for
me
is
this
truck
that
we
currently
have
is
16
years
old
and
at
any
point,
if
it
gives
out,
we
have
four
lead
hours,
let
the
faa
know,
and
then
we
would
have
to
shut
the
airport
down
for
commercial
flights
if
they
do
not
want
to
come
in.
So
it
is
a
big
deal.
G
G
So
a
lot
of
what
we're
trying
to
do
now
is
just
get
ahead
of
the
game,
and
every
week
we
postpone
the
price
goes
up,
so
they
promised
me
a
four
week
quote
after
the
four
weeks.
It
goes
up
ten
thousand
dollars,
so
we're
just
trying
to
get
ahead
of
the
curveball
ahead
of
how
we
can
accomplish
this
and
try
to
get
this
truck
hide
down
as
fast
as
possible.
So
we
can
get
it
ordered
and
get
it
here
to
help
us
keep
this
airport
running
without
any
issues.
G
With
our
current
truck,
mr
buckley,
you
want
to
have
anything
to
add
to
me
for
that.
One.
H
No,
you
said
it
perfectly.
It
is
a
very
important
vehicle
that
if
we
do
not
get
it
now,
it's
we're
we're
looking
at
shutting
down.
So
it's
really
important
to
get
it
done
now.
H
Without
fire
response
on
the
field,
we
would
have
to
suspend
our
part
139
commercial
service
certificate,
so,
in
other
words,
all
of
our
commercial
flights
from
dallas
phoenix
and
from
denver
would
cease
until
we
get
a
fire
apparatus
out
here.
That
would
be
able
to
handle
that
the
size
of
aircraft
right
now,
which
is
the
crj
907.
C
All
right,
so,
chief
moya,
that
vehicle
I
mean
you
know
we
don't
have
crashes
at
the
airport
every
day.
So
what
what
determines
when
that
vehicle
needs
to
be
replaced.
G
So,
madam
chair
counselor,
I
think
the
biggest
thing
that
we're
trying
to
go
up
against
is
just
life
of
a
vehicle.
It's
just
like
a
vehicle.
We
drive
every
day,
we're
always
worried
about
parts
breaking.
It
is
16
years
old
attest
to
the
first
time
I
was
there.
I
was
one
of
the
first
six
people
to
work
out
there.
We
put
a
lot
of
miles
on
at
the
beginning.
G
The
new
truck
is
double
the
size
of
this
current
truck,
so
we
will
be
able
to
handle
more
capacity,
we'll
be
able
to
expand,
as
mr
baca
mentioned,
if
we
need
to
increase
our
flights
or
bring
more
flights
in
this
truck
can
handle
that
and
the
current
truck
we
have
will
continue
to
operate,
and
that
will
be
the
backup
truck.
So
we
will
be
able
to
handle
more
capacity,
and
if
one
of
the
trucks
breaks
or
the
frontline
truck
brakes,
we
won't
have
to
do
any.
G
G
Airport
can
handle
this
bigger
vehicle.
Madam
chair,
and
counter
very
yes,
we
designed
it.
I
currently
have
a
ladder
truck
sitting
in
there,
but
as
soon
as
this
new
truck
comes,
we
will
have
a
baby
for
this
truck
immediately
go
into,
and
then
our
other
arf
truck
will
stay
there,
and
then
we
also
have
a
tender.
So
a
tender
is
a
big
water
tank.
It
has
1500
gallons
and
that's
our
backup,
so
we
actually
have
more
water
capacity.
C
All
right,
thank
you,
so
I
asked
that
question
because
I
know
a
lot
of
people
don't
know
this,
including
many
of
the
counselors,
but
we
did
purchase
a
fire
truck
one
time
that
did
not
fit
in
the
station
that
it
was
designed
to
go
into
so
just
want
to
make
sure.
So.
Thank
you.
That's
all
I
have
madam
chair.
If
no
other
questions
I'll
move
for
approval.
A
We
have
a
motion
and
a
second
to
approve
this
item.
Are
there
further
questions
or
discussion?
A
Yes,
that
item
passes.
We
are
through
the
consent
agenda
items.
We
do
not
have
action
items
tonight,
but
we
do
have
a
presentation
on
the
fy
21
audit
status
update.
A
I
Adam
chair,
I
would
like
to
defer
to
city
manager,
blair
he'd,
like
to
make
a
few
opening
remarks.
Okay,.
J
Evening
counselors,
I
first
want
to
start
off
by
saying
that
we
are
grateful
to
alexis
lotero
for
stepping
up
to
be
our
acting
finance
director
and
ricky
bejerano,
whose
day
job
is
cao,
but
who
has
also
agreed
to
serve
as
the
acting
deputy
finance
director.
J
We
will
begin,
hopefully
this
week
by
posting,
the
search
for
a
new
full-time
finance
director
and
we'll
make
sure
to
share
that
with
all
of
you
to
share
with
your
networks
in
hopes
that
we
can
quickly
find
a
new
full-time,
permanent
finance
director,
I'm
sort
of
trying
to
set
the
stage
a
little
bit
for
the
detail
that
both
acting
doctor,
lotero
and
acting
deputy
director
patrano,
can
can
fill
in
with
details
with
specific
questions
that
you
all
are
likely.
Gonna
have,
as
you
all
well
know.
J
The
letter
was
brief
and
it
indicated
to
us
that
they
were
withdrawing
immediately
from
our
contract
and
that's
what
the
letter
said.
You
I
know
that
you
all
received
the
con
the
letter
from
the
auditor
as
well
from
cla,
since
that
time
it's
been
a
little
murky.
To
be
fully
candid,
we
received
an
email
from
the
state
auditor
staff
on
tuesday
night
april,
26th
a
little
after
five
directing
then
finance
director
mayor
mccoy.
J
To
start,
the
procurement
process
submit
a
new
draft
contract
with
a
different
ipa
for
fiscal
year
21
as
soon
as
possible.
As
a
result
of
cla
withdrawing
from
the
audit.
The
finance
team
moved
swiftly.
As
I
mentioned
to
you
during
the
governing
body
meeting
on
wednesday
night.
We
were
ready
and
had
noticed
that
this
with
the
santa
fe
new
mexico,
they
would
run
the
rfp
on
saturday
with
our
intent
that
we
would
post
it
today
and
begin
the
search
for
our
new
auditor
on
friday
night
april
29th.
J
Just
before
five
o'clock
about
10
till
five,
our
staff
received
an
email
from
the
state
auditor
general
counsel,
asking
us
to
hold
off
regarding
the
rfp
saying
that
our
office
will
be
in
contact
with
our
leadership
to
determine
next
steps
prior
to
proceeding
forward.
So
that's
what
we
officially
know
I'll
highlight
for
you
that
we're
in
a
place
that
we're
still
in
the
position
that
we're
trying
to
gather
data
to
find
out
what's
happened,
why
it's
happened
and
where
we
go
from
here.
J
I
want
to
be
just
straight
up
front
by
saying
that
it's
our
mistake
that
the
audit
is
not
in
on
time.
It's
our
mistake
that
the
audit
is
that
the
cash
wasn't
balanced
and
the
trial
balance
wasn't
reconciled.
J
We
take
this
very
seriously
and
we
are
working
as
swiftly
as
possible
to
correct
these
issues
to
get
the
fy
21
audit
turned
in
correctly
and
on
time
as
soon
as
possible
and
have
the
fy
22
audit
turned
in
on
time
and
every
other
audit
after
that
turned
in
on
time
what
we're
trying
to
navigate
in
a
couple
different
ways.
I
believe
I
mentioned
that
the
mayor
and
city
attorney
mcsherry
and
I
met
with
cla
leadership
last
wednesday,
had
a
chance
to
ask
some
questions.
Try
to
understand
more
about
what
led
them
to
withdraw.
J
J
What's
caused
this,
what
we
need
to
correct
and
where
we
need
to
go
to
that
end,
I
can
tell
you
that
the
audit
contract
that
we
entered
into
with
cla
provided
two
mec
scenarios,
whereby
cla
could
withdraw
one
without
cause
without
cause
for
withdrawal,
would
have
been
for
them
to
notify
us
that
they
would
be
withdrawing
from
the
contract
within
in
10
days.
We
didn't
get
that
we
got
an
immediate
withdrawal.
J
The
alternative
is
that
they
could
have
withdrawn
with
cause
after
identifying
a
material
breach.
J
Seven
days
later,
we
still
don't
understand
what
that
material
breach
is,
and
so
what
I
want
to
be
clear
about
is
that,
as
I
mentioned
earlier,
we
are
ready
to
get
to
work,
to
fix
anything
that
needs
to
be
fixed
regard,
our
financial
processes,
our
systems,
increasing
personnel,
we're
ready
to
do
whatever
it
takes.
Our
frustration
lies
in
that
the
state
auditor
was
very
open
last
week
with
reporters
telling
the
santa
fe
new
mexican
that
our
house
is
on
fire
and
how
dire
the
situation
was.
J
We
recognized
the
mistakes
we've
made
and
the
actions
that
we
need
to
take
to
correct
that.
But
our
frustration
is:
it's
now
been
a
week
since
we
were
told
that
our
auditor
was
was
withdrawing
and
we
still
haven't
received
official
word
from
the
state
auditor
himself
detailing
the
mistakes
explaining
the
material
breach
explaining
when
and
how
we're
supposed
to
come
meet
with
them
and
dfa,
and
the
local
government
unit
we're
anxious
to
do
all
these
things.
J
To
fix
this,
we're
just
waiting
to
hear
that
actually
happen,
and
so
what
I
can
tell
you
tonight,
counselors
and
and
chairwoman,
is
that
I'm
ready
acting
director
lotero
is
ready.
Acting
deputy
director
is
ready.
We
are
ready
to
full
force,
sit
down
with
the
state
auditor,
with
the
local
government
unit,
with
dfa
with
anyone
that
has
ideas
about
what
we
can
do
in
a
constructive
way
to
make
the
finance
department
work
better,
to
make
the
city
work
better
and
to
make
sure
our
audits
are
done
correctly
in
our
on
our
on
time.
J
A
Thank
you,
city
manager,
blair.
I
do
want
to
turn
this
back
over.
I
believe
acting
director
lotero
wanted
to
turn
this
over
well,
I
guess
she
turned
it
over
to
you.
It's
my
understanding
that
deputy
finance
director
bejarano
is
leading
the
audit
now
in
charge
of
our
work
on
that,
and
I
guess
I
would
ask
for
you
to
confirm
that
yes,
adam
chair,
that
is
correct.
A
I
get
it
so
I
I
do.
I
do
have
questions
for
deputy
finance,
director,
bejarano
and
but
I
do
want
to
see
if
he
had
anything
to
add
to
what
city
manager
blair
has
just
stated
and
if
not,
I'm
ready
to
move
forward.
K
With
questions
directly,
madam
chair
members
of
the
committee,
I
I
would
like
to
say
a
few
things.
I
think
we
need
to
step
back
a
little
bit
to
kind
of
advise
the
council.
Okay,
what
what
it
takes
to
be
ready
for
audit,
which
is
essentially
the
more
general
term
of
or
the
general
reason
that
cla
pulled
out
generally,
if,
if
things
are
going
as
they
need
to
be
or
should
be,
the
accounting
records
are
up
to
date.
Month
after
month,
your
months
are
closed
out.
K
Every
month,
banks
bank,
all
bank
accounts
we
have
approximately
18
of
them,
are
closed
out.
Every
month
we
have
a
lot
of
zero-based
accounts,
meaning
money
flows
in
and
then
flows
back
out
into
the
general
fund.
Those
need
to
be
reconciled
as
well,
even
though
they're
in
and
out
of
counts,
and
then
every
month
there
should
be
ongoing
corrections
made
to
the
books
and
records
the
city
is
essentially
was
behind
on
that.
K
So
in
essence,
what
we're
in
is
is
a
situation
where
we're
catching
up
the
records,
while
we're
trying
to
get
them
ready
for
audit
as
well.
So
it's
a
two-pronged
approach.
One
is
actually
generating
the
books
and
records
and
the
other
is
preparing
them
for
audit
so
that
we
can
submit
to
the
auditors
whatever
they
request.
K
K
The
good
side
of
the
problem
is
that
we
had
more
money
in
the
bank
than
we
showed
in
the
books
and
records
when
it's
the
other
way
around,
it's
all,
but
disastrous,
or
it's
actually
disastrous.
So
what
this
means
is
that
we
had
revenues
in
the
bank
that
had
not
been
recorded
in
the
books
and
records.
K
If
you
can't
nail
down
your
cash
because
cash
flowing
in
cash
flowing
out
is
what
government
does
generally,
even
though
we
own
assets,
we
provide
services.
What
not
in
on
the
accounting
side
nailing
cash
down
right
from
the
get-go
is
the
most
important
thing
that
we
need
to
do
and,
and
that's
the
one
thing
that
we're
working
on
now.
K
I
can
go
into
in
any
amount
of
detail
that
you'd
like
for
me
to
go
into
on
what's
being
done,
but
we
are
moving
forward.
One
of
the
things
I'd
like
to
emphasize,
if
I
may,
is
that
this
isn't
a
start
over.
This
is
essentially
when
you're
working
on
your
computer.
You
know
something's
amiss,
so
you
reboot
and
you
get
going
again.
That
doesn't
mean
you've
lost
all
the
work
that
you've
been
doing.
The
work
that
we've
been
doing
over
the
last
few
months,
at
least
since
I've
been
here,
is
good,
solid
work.
K
It
will
contribute
to
the
audit
cash.
Isn't
the
only
thing?
That's
audited.
We
have
things
like
fixed
assets.
We
have
program
transactions
that
that
are
audited,
but
if
the
auditors
felt
they
couldn't
nail
down
cash,
then
that
was
most
likely.
The
reason
for
the
pull-up.
K
K
It
may
be
requested
in
different
formats
in
different
form,
and
they
may
go
into
more
detail
because
they're,
newer
auditors,
when,
when
and
and
when
the
new
auditors
begin,
so
it's
not
a
complete
start
over.
We
have
not
wasted
the
time,
effort
and
money
that
we've
we've
put
forth
so
far,
but
we're
rebooting
to
get
this
train
back
on
the
track
and
get
going
again.
K
K
When
I
talk
about
there
being
more
money
in
the
bank
than
than
is
recorded
in
the
books
and
records,
that's
been
reduced
by
approximately
1.6
to
2
million
dollars
with
some
transactions,
some
larger
transactions
that
were
found
that
had
not
been
recorded
when,
when
that
money
came
in
we're
going
one
by
one
by
one
by
one
with
transactions
and
comparing
them
to
the
bank,
where
at
least
our
contractors
are-
and
we
have
approximately
one
quarter
left
the
month
of
april
may
and
june
of
21
to
go
and
then
from
there.
K
A
Okay
and
I
see
hands
up
already,
we
do
have
a
number
of
questions.
As
I
have
said,
this
is
a
very
serious
situation
and
this
committee-
and
in
fact
the
governing
body,
has
had
regular
reports
on
where
we
are
with
the
audit.
A
Doing
deeper,
more
and
deeper
oversight
on
this
process,
we
are
going
to
dive
in
to
the
details
of
this
and
we
are
going
to
understand
exactly
where
the
problems
are
what's
being
done,
to
fix
them
and
to
make
sure
that
we
are
developing
the
processes
and
the
technology
to
get
this
done.
This
is
unacceptable.
A
Mr
b
hirano,
you
talked
about
catching
up
and
getting
ready
for
the
audit.
I
I
want
us
to
have
an
underlying
understanding
of
exactly
what
you
mean
when
you
say
that,
so
I
get
the
catching
up
part.
I
think
the
catching
up
part
means
that
we
hadn't
done
the
basic
accounting
work
month
to
month
to
be
at
a
place
where
we
could
quote
unquote,
get
ready
for
the
audit.
K
We
our
deposits,
went
to
the
bank
money
got
to
the
bank
within
24
hours,
but
the
recording
of
that
those
those
funds
was
either
inaccurate
or
didn't
happen
at
some
place
in
time.
The
catching
up
is
going
back
month
by
month.
When
you
find
yourself
in
this
situation,
you
have
no
choice
but
to
go
back.
K
The
beginning
of
the
year
was
july
of
july
august,
all
the
way
through
june
of
2021,
and
that's
just
for
deposits
that
that
didn't,
for
whatever
reason
didn't
get
recorded
into
the
bank,
we've
already
found
a
couple
of
items
that
totaled
to
1.6
million
dollars
in
that
exercise.
K
K
That's
on
the
deposit
side
on
the
revenues
on
the
disbursement
side
for
cash,
one
of
the
things
we
have
to
come
up
with,
and
we
have
a
brilliant
accountant
in
our
our
staff
member
tommy
chavez,
who
had
to
figure
out
a
way
to
go
back
to
july
and
clear
outstanding
checks
and
in
fact
it
went
back
into
the
2020
year
year.
K
We
were
showing
in
the
books
and
records
all
these
outstanding
checks
that
weren't
outstanding
they
had
already
cleared
the
bank,
but
the
process
of
going
in
there
and
clearing
those
out,
as
you
would,
if
you
were
doing
your
own
back
statement
at
home,
had
not
happened,
and
that's
one
of
the
things
we
worked
on.
We
came
up
with
or
tommy
came
up
with
a
systemic
way.
The
only
reason
I
mention
her
is
because
she
deserves
a
lot
of
credit
for
this.
She
had
to
go
back
two
years.
K
These
were
thousands
of
checks
that
had
been
issued,
achs
that
had
been
issued
that
it
cleared
the
bank,
but
it
had
not
been
removed
as
outstanding,
which
made
cash
look
like
it
was
less
than
what
it
actually
was.
K
That's
on
the
disbursement
side.
On
the
capital
asset
side,
our
capital
assets
are
still
in
the
e1
system,
which
is
pre-munis,
and
they
have
not
moved
in.
On
the
accounts.
Receivable
side,
the
munis
accounts,
receivable
module
was
never
implemented.
Essentially,
it's
there.
It
just
has
not
been
implemented.
A
A
K
Madam
chair,
that
is
correct.
The
one
of
the
things
that
I
discussed
with
the
managing
partner
of
cla
is
the
reason
for
the
pull
up
for
cash.
Is
the
cash
in
in
government
cash
touches
everything
you
can't
move
forward
if
cash
isn't
nailed
down?
So
yes,
in
answer
short
answer
to
your
question.
Yes,.
K
With
cash
essentially
failing
and
because
cash
touches
everything
the
government
does
they
couldn't
rely
on
the
trial
balance
at
all.
So
as
essentially
they
didn't
want
to
expend
the
effort.
A
Cares
act,
money
that
we
pushed
out
the
end
of
last
year
was
not
reflected
in
the
cifa.
Can
you
tell
us
just
in
case
we
have
folks
listening
that
aren't
familiar
with
all
these
acronyms
and
accounting
terms.
What
the
cifa
is
the
fifa
is
the.
K
K
K
A
Okay,
so
we
have
two
reasons
anything
else:
we've
got
a
cifa
that
was
incomplete
and
we
have
cash
reconciliation
again.
Five,
four
to
almost
five
million
dollars,
reflected
in
our
showing
up
in
our
bank,
account
not
showing
up
on
our
general
ledgers.
What
is
that
pretty
much?
The
crux
of
our
problems
well
like
at.
K
A
A
K
So
yet,
madam
chair,
yes,
yes,
I
can
I'll
look
at
my
notes
a
little
bit
because
it's
and
it's
extensive
explanation
but
throughout.
If
we
start
at
source,
let's
say
at
utilities
or
the
public
works
areas
parking.
We
have
all
these
different
sources
of
cash
or
revenue
coming
in.
K
So
it's
as
basic
as
when
you
put
your
quarter
in
the
parking
meter,
those
quarters
come
in,
they
they
add
up
to
an
extensive
amount
of
money.
The
last
deposit
that
I
actually
went
over
with
our
one
of
our
cashiers
was
an
8
000.
I
think
eight
thousand
eight
hundred
dollar
deposit
all
in
quarters,
so
we
have
that
real
basic
cash
coming
in.
We
also
have
cash
coming
in
the
front
counter
when
people
come
in
and
they
pay
their
bill,
we
have
checks
coming
in.
K
K
We
have
revenue
sources,
for
example,
a
revenue
source
might
be
parking,
might
be,
utilities
might
be
land
use,
so
those
those
are
the
sources,
but
then
we
have
within
those
sources.
Different
methods
of
payment,
so
parking
by
itself
could
be
coin,
could
be
credit
card,
could
be
checks
for
people
that
pay
for
the
entire
year
or
buy
it
or
companies
that
pay
by
the
month.
So
right
there,
you
have
like
four
different
sources
coming
in
when
those
sources
come
in.
K
They
have
to
be
first
of
all
designated
two
parking
and
then
taken
from
the
various
systems
and
posted
accordingly
in
at
city
hall,
receipts
at
city
hall
go
first
through
the
e1
system,
the
old
system,
because
we
didn't
implement
the
accounts
receivable
system
generally,
your
transaction
flow
is
you,
develop
an
accounts
receivable
and
then
the
cash
comes
in
and
you
debit
cash
and
credit,
not
receivable.
K
K
K
K
Yes,
and-
and
we
have
all
these
different
systems,
the
other
thing
I
would
add
is
that
we
also
have
all
these
point
of
sale
systems-
I'm
not
familiar
with
all
of
them,
but
you
have.
The
majority
of
them
are
active
cash
register
cashiering
system,
but
there
are
also
different
systems
throughout
the
city,
so
you
have
different
points
of
sales
systems.
You
have
different
methods
of
payment
and
they're
all
coming
in
for
different
revenue
sources,
and
it's
just
a
matter
of
these
things.
K
Just
got
behind
at
one
point
in
time
throughout
the
21
year
could
be
for
a
number
of
reasons,
but
we
had
one
person
handling
all
of
this
at
city
hall.
All
of
these
transfers
coming
in
all
of
these
postings
that
had
to
be
done.
K
A
Yeah
and
any
that
you
bring
up
a
good
point
there.
I
I'm
not
looking
for
excuses
and
what
I'm
looking
for
is
what's
the
problem.
What
are
we
gonna
do
about
it?
A
What's
the
plan
for
moving
forward,
and
so,
while
you
know
the
state
figures
out
what
it's
doing
or
not
doing,
there's
plenty
of
work
for
us
to
be
doing
to
be
getting
things
in
order
to
be
prepared
for
when
we
are
when
we
know
what's
happening,
whether
we
are
getting
another
auditor
or
were
whatever
whatever's
happened,
we're
getting
another
auditor
one
way
or
another,
but
who's,
providing
that,
whether
we're
going
out
to
rfp
or
not
so.
A
A
A
K
A
Okay
and
what
is
stopping
us
from
going
live
with
the
accounts?
Receivable
module
or
configuration.
K
Madam
chair,
what
it
would
require
is
aligning
all
our
processes,
procedures,
internal
controls
to
feed
into
that
immune
system
and
training
throughout
the
entire
city.
Wherever
money
comes
in
no
matter
what
the
point-of-sale
system
is
so
that
it
either
is
uploaded
into
the
mena
system
or
the
transfers
occur
within
those
points
of
sale.
If
it's
at
utilities,
utilities
is
in
the
best
position
to
generate
whatever
entries
need
to
be
generated
to
feed
into
that
accounts.
K
K
The
reason
I
use
utilities
is
because
it's
huge
and
then
through
technology,
through
system
inputs
and
whatnot,
then
we've
got
to
figure
out
how
they
can
easily
then
transfer
that
data
those
revenue
sources,
those
all
that
coding
into
munis
as
automated
as
possible,
because
we
all
know
that
the
more
manual
the
system
is
the
more
manual
the
transfers
or
the
adjustments
are
then
the
higher
risk.
There
is
for
error.
A
K
Well,
department,
wise,
it
would
be
utilities
and
public
works
okay
and
is
parking
a
close
third.
Well,
it's
it's
part
of
public
works.
I
believe
so.
A
A
We
need
to
activate
this
piece
of
technology
in
our
immune
system,
but
in
order
to
do
that,
we
have
to
have
the
procedures
that
everybody
follows
about
how
you
take
it
in
where
it
gets
moved,
how
it
goes
like
along
the
assembly
line
to
getting
inserted
into
the
computers
into
the
technology
into
the
immune
system.
Am
I
understanding
that
there's
like
two
things
here.
K
K
When
I
refer
to
point
of
sale,
it's
wherever
we
take
in
money
that
will
have
to
be
evaluated
so
public
works,
it
would
have
to
be
evaluated
within
parking
and
everything
else
that
that
is
part
of
public
public
works.
Land
use
same
thing:
it's
going
to
be
unique
to
those
points
of
sale.
A
K
Madam
chair,
I
wasn't
here
at
the
time
of
the
macarthur
report,
but
in
reading
the
report
I
I'm
able
to
go
through
the
recommendations
and
I've
highlighted.
I'm
opposite,
I
think,
of
what
your
question
is.
I
I've
highlighted
what
has
not
been
done
and
there
are
some
very
critical
things
that
just
weren't
done,
for
whatever
reason
part
of
that
is
that,
in
this
type
of
process
of
remediation
of
getting
the
train
back
on
track,
it's
not
your
general,
run-of-the-mill
account.
K
I
I
think
it's
important
for
me
to
mention.
I
I've
been
here
before.
I
know
how
to
get
to
the
other
side.
K
If
you
haven't
been
here
before,
as
I
did
when
I
did
one
of
these
projects
for
the
first
time
you
flail
for
a
long
time-
and
frankly,
I
wasted
a
lot
of
time,
effort
and
money
of
the
entity
that
I
did
this
for
it
takes
the
experience
of
having
been
in
this
type
of
situation,
to
be
able
to
come
out
on
the
other
side,
not
I'm
not
putting
out
my
resume,
but
I've
been
doing
this
for
44
years
now,
I've
gone
from
manual
systems
to
ibm
systems
that
were
mainframes
to
personal
computers.
K
K
I
no
excuses,
I'm
not
offering
excuses,
but
it's
not
an
easy
lift.
It's
not
like
reconciling
your
cash
at
home
for
your
home
account
it's
not
even
like
reconciling
cash
for
a
middle-sized
business.
K
K
K
The
if
I
may,
madam
chair
the
I'll,
go
back
to
on
the
disbursement
side
that
is
nailed
down.
We
know
what
checks
we've
issued.
We've
known
what's
cleared
the
bank
we've
cleared
that
out
generally
that
side.
In
my
experience,
that
is
actually
the
most
problematic.
It's
not
our
problem.
Our
problem
is
identifying
revenues
that
are
in
the
bank
that
didn't
get
posted
to
the
general
ledger.
A
K
Okay,
madam
chair,
that's
a
discussion
that
we're
having
the
the
point
of
failure
basically
is
is
once
the
money
was
deposited.
It
has
to
immediately
or
simultaneously
be
recorded
into
munis.
That's
where
we
failed.
We
got
the
money
to
the
bank
and
we
may
have
forgotten
it.
We
may
have
thought
that
the
posting
did
go
in
and
didn't
get
approved
at
a
higher
level.
Every
posting
takes
an
approval
process,
that's
part
of
the
internal
control
system.
K
K
It
could
be
any
number
of
reasons
we
need
to
investigate
once
once
we
clear
out
these
excess
funds
or
or
get
him
into
the
system,
then
we
need
to
do
that
type
of
evaluation,
but
the
likelihood
is-
and
it's
not
even
likelihood,
the
reality
is.
We
need
a
complete
review.
Take
the
mccard
report.
It's
still
relevant
review,
our
our
internal
controls
over
the
cash
system
and
how
it
gets
posted
into
the
general
ledger
and
see
where
the
the
faults
are.
K
Yes,
right
now,
actually
we're
working
to
identify
the
cache
that
we
have,
that
didn't
get
posted
and
that
process,
so
that
everybody
understands
is
the
arduous
process
of
going
all.
We
went
all
the
way
back
to
july,
pulled
every
deposit,
and
then
we
downloaded
the
information
from
the
bank
and
it's
going
item
by
item.
K
One
of
the
problems
we're
having
is
that
some
stuff
by
the
time
we
got
to
the
bank
was
posted
in
batch.
So,
for
example,
you
might
have
a
deposit
with
a
july
5th
date,
along
in
the
total
of
the
deposit,
that
all
a
separate
deposit
that
has
a
july
25th
date
and
they
got
lumped
together
in
that
batching,
those
between
our
our
head
cashier
and
our
consultants.
K
Madam
chair,
we
believe
so
the
one
thing
that
we
haven't
started,
comparing
because
we're
comparing
one
to
one.
So
we
can
demonstrate
that
to
the
auditors,
but
the
other
piece
is
then
going
into
the
federal
wires
and
downloads
of
revenues
from
the
federal
system.
If
we're
still
off
a
million
two
million
dollars,
then
it's
got
to
be
in
some
of
those
larger
external
sources
that
that
come
in
that
didn't
get
recorded.
Money
got
to
the
bank,
but
it
didn't
get
journaled.
K
K
That
is
probably
the
most
essential
thing,
because
there's
always
cash
is
the
riskiest
thing,
whether
it's
at
the
bank,
whether
it's
credit
cards,
whether
it's
actual
cash
cash,
is
your
most
liquid
asset
and
the
most
likely
to
be
at
risk.
K
A
K
Madam
chair,
if
I
may,
I
think,
first
and
more
foremost,
this
isn't
it's
accurate
to
say
this
isn't
just
about
finance
as
a
department,
but
finance
bears
the
brunt
of
the
responsibility
we
are
responsible
for
accounting
for
all
the
cash
we
are
responsible
for
ensuring
that
the
internal
control
structure
is
set
throughout
the
city
that
that
is
our
for
lack
of
that.
That's
our
state,
that's
our
wheelhouse,
your
wheelhouse!
K
K
What
we
are
doing
or
have
begun
to
do
on
the
other
department
side
is
started
but
had
to
stop
because
of
what's
been
happening
with
the
audit
meeting
with
the
other
departments
and
understanding
their
cash
flow.
How
information
comes
in?
We
called
it
the
month-end
and
year-end
closed
process.
Currently
we
don't
officially
close
our
months
and
we
don't
really
officially
close
out
our
year.
K
That's
in
in
accounting,
that's
a
tracing
process
with
some,
because
you're
going
backwards
right
back
to
the
source
and
where
the
transactions
start
for
some
departments,
it
may
be
what
we
refer
to
as
a
vouchering
process.
We
start
at
the
beginning
and
work
our
way
all
the
way
up
to
the
finance
department.
A
This
has
got
to
be
a
collaborative
effort
across
city
government
with
you
know,
figuring
out
what
the
what
and
it's
it
probably
well,
it's
understanding
their
systems,
how
they
take
in
money,
how
they
move
it
along
the
assembly
line
towards
the
bank
and
the
general
ledger
and
making
sure
that
that
is
happening
in
a
way
that's
appropriate,
and
but
it's
not,
but
you
know
we
can't
be
in
silos
right,
we've
got.
A
This
has
got
to
be
a
group
collaborative
effort,
and
I
mean
I'm,
I'm
interested,
I
think
in
hearing
how
that's
going
to
happen
right.
How
are
we
going
to
be
working
with
the
departments
and
making
sure
that
everybody
understands
what
the
expectations
are
that
we
that
finance
understands
what
problems
unique
problems
they
have
and
that
we
work
together
to
figure
out
what
the
solutions
are
for
this,
and
so
I
just
want
to
emphasize
that
collaborative
nature
that
has
got
to
go
on
in
in
getting
this
work
done.
If.
K
I
may
madam
chair:
yes,
I
think
what
you're
referring
to
is
collaboration
is
also
the
finance
accounting,
most
especially
the
accounting
side,
understanding
how
these
various
processes,
within
these
various
departments
work
without
trying
to
impose
or
inflict
our
will
on
them.
That
never
works,
and
I
think
again,
there's
not
blame.
It's
not
an
excuse,
but
trying
to
impose
this,
as
we
have
in
the
past,
just
doesn't
work,
because
what
directors
and
accountants
in
those
other
areas
or
financial
people
in
those
other
areas
will
say
is
not
no
not
going
to
do
it.
K
A
Yeah
all
right,
as
I've
said
at
the
beginning,
this
committee
is
going
to
be
more
engaged
at
deeper
levels
in
what's
going
on,
and
I
am
interested
in
knowing
what
the
problem
is,
what
the
issue
is
and
how
we're
going
to
solve
it.
And
what
do
you
need
to
get
it
done
and,
as
I've
said
before,.
A
A
We
have
got
to
get
our
financial
house
in
order.
I
believe
that
there
are
people
in
city
government
that
are
capable
of
doing
this,
you
being
for
foremost
among
them,
but
at
every
level
of
of
this
government
there
are
people
working
very
hard
to
get
this
right,
and
I
you
know,
we've
got
to
get
this
right
it
just
this
can't
go
on.
A
C
I
guess
city
manager,
blair,
previous
audit
reports
to
the
finance
committee
and
the
governing
body
that
all
kind
of
painted
this
rosy
picture
of
that
everything
was
going
well
and
clearly
that
wasn't
the
case.
So
where
was
the
breakdown.
J
Pardon
me,
madam
chair
counselor,
council,
rebecca
the
audit
report.
Information
that
you
were
given
is
the
same
audit
report
information
I
was
given,
and
so
I
don't
know
that
I
have
a
good
explanation
for
you
beyond
that.
To
say
there
clearly
was
a
breakdown
and
we
are
working
to
remedy
that
swiftly.
So
I'm
sorry
sorry,
I
don't
have
more
information
to
say
beyond
that.
K
I'm
happy
to
respond
to
that.
Madam
chair
counselor,
ribera
the.
K
The
the
push
and
this
hard
date
setting
that
occurred
march
16th
for
the
siva,
the
march
31st,
for
the
trial
balance.
These
dates
that
were
set
were
in
and
of
themselves
unrealistic
from
the
very
beginning.
K
That
I
couldn't
answer
but
for
myself,
I've
been
here
now
a
hundred
and
I
believe
it's
113
days
when
I
arrived,
the
train
had
already
left
the
station.
The
dates
had
already
been
set,
trying
to
get
my
feet
wet
with
four
contractors,
not
as
an
excuse,
but
it
takes
time
to
figure
out.
What's
going
on.
C
Sure
miss
lotero.
Why
can
you
answer
that
question?
Why
why
was
there
a
little
more
of
a
rosy
picture
painted
for
financing
governing
body
when
that
wasn't
the
case.
I
Madam
chair
counselor
rivera,
I
would
say
a
lot
of
it.
We
were
very
up
until
we
hired
in
mr
bergerano.
We
were
extremely
dependent
on
the
contractors
to
keep
us
informed
and
lead
the
audit
prep
work,
and
I
I
don't
believe
that
it
was
being
done
aggressively
enough
honestly
and
it
I
I
just.
I
don't
want
you
to
think
that
it
wasn't
that
we
weren't
making
an
effort
to
try
to
get
this
audit
done
and
get
these
issues
resolved.
I
I
I
know
we
came
before
you
with
bars
and
contracts
and
everything
else
to
get
these
external
auditors
in
place
and
you
can,
as
far
as
the
intricacies
of
how
they
work
together.
I
think
mr
barajarano
has
a
better
answer
for
you
on
that,
but
I
I
would
say
that
it
was
the
dependence
on
too
many
external
audit
firms,
and
I
think
that
part
of
what
we
would
like
to
do
going
forward
is
hire
appropriate
staff
and
get
our
get
our.
You
know.
I
I
And
madam
chair
councillor
rivera,
that
is
the
information
as
city
manager,
blair
stated.
That
was
the
information
I
was
provided.
I
will
grant
you.
I
wasn't
deeply
involved
in
the
audit
prep
and
the
audit
work
at
that
time.
I
was
more
focused
on
other
areas,
but
I
think
that
we
were.
We
were
explaining
or
communicating
to
you
the
information
we
were
receiving
from
the
contractors
who
were
charged
with
prepping
us
for
this
audit.
I
They
I
was,
they
were
engaged,
they
were,
you
know
we,
they
signed
the
contract.
In
december,
the
entrance
conference
occurred.
They
started
their
audit
work.
I
think
where,
as
mr
bergerano
has
stated,
that
where
things
took
a
turn,
was
when
the
trial
balance
was
submitted.
K
If
I
may,
madam
chair
counselor,
rivera
cla,
essentially
was
in
a
wait
and
see
posture
for
those
dates
that
had
been
set.
They
scheduled
their
work
that
way
they
stated.
Okay,
our
real
work
will
begin
march
16th
when
the
cfa
submitted.
C
And
why
wasn't
that
communicated
to
the
the
people
that
make
the
decisions,
finance
committee
and
governing
bodies
specifically.
K
I
think
ms
lutheran
alluded
to
the
fact
that
we're
relying
on
the
contractors
to
submit
completed
work
and
it
wasn't
until
it
was
submitted
that
we
realized
that
there
were
gaps
within
that
work.
We
did
know
that
we
had
that
gap
between
what
was
at
the
bank
and
the
trial
balance.
We
communicated
that
to
cla.
K
C
All
right
you,
you
mentioned
this-
was
just
the
reset
like
turning
off
your
computer
and
turning
it
back
on.
I
thought
is
what
you
said.
So
really
we
shouldn't
be
late
on
our
audit
in
autumn
findings.
Is
that
correct.
C
Okay,
I
asked
that
the
last
meeting
about
capital
assets
and
what
I
was
told
was
that
we
were
up
to
date.
Everything
was
copacetic
on
capital
assets,
and
now
I
heard
you
say
something
about
the
e1
system
and
those
capital
assets
not
being
reconciled
new
dress.
K
They
are
reconciled
within
the
e-1
system,
but
our
book
of
record
is
munis
that
information
has
to
get
to
and
come
out
of
munis
or
it
can
continues
to
be
a
weakness
within
the
audit,
so
additions
deletions
recorded,
but
all
of
that
has
been
continued
to
be
recorded
within
the
e1
system
and
the
entire
list.
The
asset
listing
both
of
construction
and
progress,
which
is
one
huge
area
and
then
actual
fixed
assets
that
are
recorded
in
the
record,
now
need
to
be
transferred
accurately
to
the
immune
system.
K
K
All
that
is
constantly
moving
and
what
what
we
need
is
essentially
a
stop
to
get
all
that
transferred
into
the
immune
system.
We
have
numerous
a
plethora
of
assets
that
now
need
to
be
recorded
in
munis,
the
fixed
asset
module.
Is
there
it's
working?
We
just
haven't
had
the
data
transferred
into
the
immune
system.
C
L
C
A
little
bit
of
issue
with
that,
I
assume
the
finance
or
the
finance
department
has
been
aware
of
cash
issues
in
parking
division,
and
you
know
a
couple
years
ago
somebody
had
been
accused
of
stealing
coins
from
from
the
parking
division
and
fro
from
what
it
sounds
like
that
still
hasn't
been
reconciled.
I
I
am
not
aware
of
that
that
I
may
not
be
aware
of
that,
because
it's
a
personnel
issue,
if
the
if
it
was
you,
know
inviting
in
involving
some
nefarious
activity
by
an
employee.
I.
C
I
If
I
could
could
one
one
detail
that
ms
mariano
discussed
with
me
and
another
party
earlier
today
is
one
day:
last
week
we
took
in
8
000
worth
of
orders,
that's
just
quarters
and
and
the
I
believe
it
was
in
parking.
He
can
correct
me
if
I'm
wrong,
but
that's
a
complicated
accounting
for
that
counting
it
depositing
it
is,
is
a
pretty
complicated
undertaking
and
I
think
it's
illustrative
of
the
kind
of
work
that
and
and
tracking
that
they
have
to
do.
C
I
I
think
that's
a
whole
separate
issue
we
might
want
to
address
at
a
later
date.
I
think
you
know
most
of
the
world
has
moved
on
to
credit
cards,
debit
cards,
other
forms
of
payment.
L
I
C
If
there
were
issues
with
cash
in
any
way,
shape
or
form,
should
we
not
be
requesting
a
forensic
audit?
Why
or
why
not.
K
Madam
chair
councillor
rivera,
we
can
request
forensic
there's,
no
such
thing
as
a
forensic
audit.
There
are
forensic
reviews,
forensic
accounting,
that's
a
misnomer,
but
we
could
bring
back
everything
from
a
card
to.
There
are
a
number
of
firms
that
do
forensic
work,
but
that's
all
that
they
will
do
they'll.
Look
to
see
if
there's
buddy
missing.
K
I
don't
know
that
we're
really
there.
Yet
if
we
do
have
suspicion
of
fraud,
there's
it's
a
two-step
process.
First,
is
it
isolated
or
is
it
pervasive?
K
There
are
a
number
of
things
we
need
to
determine
before
the
cost
of
continuing
forensic
audits.
I've
been
at
two
organizations
where,
essentially,
all
the
forensic
audit
did
was
confirm
what
we
already
knew
and
those
were
actual
thefts.
One
was
a
two
and
a
half
million
dollar
theft
that
had
already
been
discovered.
The
other
was
an
ongoing
theft.
K
C
Well,
I
think
it
may
be
worth
it
since
we're
dealing
with
cash
and
not
other
issues
that
can
be
looked
at
pretty
easily.
So
that's
just
my
opinion
right
now,
and
you
know
I'll
just
say
that
we've
been
told
on
many
different
occasions
that
we
are
not
to
get
involved
in
the
daily
operations
of
any
department
of
any
staff,
and
in
spite
of
knowing
or
hearing
about
different
things,
we
we
tend
to
let
departments
do
their
jobs
or
we
think
they're
doing
their
jobs
and
really
it's.
C
It's
proven
to
be
probably
a
bad
idea,
a
bad
practice.
I
think
I've
heard-
and
I
was
aware
of
things
that
were
were
going
on
and
again
allowing
departments
to
do
their
jobs.
I
think,
in
this
case,
has
has
proven
to
be
a
bad
practice.
So
clearly
I
don't
want
to
get
it
into
that
situation.
I
I
don't
want
to
move
there,
but
I
still
have
many
concerns
moving
forward,
including
whether
we'll
have
an
audit
done
on
time.
C
A
You
counselor
counselor
cassette.
D
Thank
you,
madam
chair.
I
want
to
thank
my
colleagues
for
their
questioning,
especially
thank
you,
madam
chair,
for
really
taking
us
through
that
deep
dive.
D
I
do
have
some
follow-up
questions,
so
there's
been
a
couple
times:
we've
referenced
the
contractors
and
we
had
four
contractors.
D
K
If
I'm
a
madam
chair,
counselor
cassette,
the
primary
contractor
has
been
redw
and
they've,
essentially
coordinated
the
contractor
effort
they're
the
ones
that
worked
with
those
contractors
day
by
day.
Essentially,
the
the
trial
balance
was
divided
up
by
accounts,
we
have
5000
accounts
and
each
contractor
was
given
a
certain
set
of
accounts
to
reconcile
and
to
ensure
that
all
the
postings
that
happened
that
occurred
during
the
accounting
cycle
or
should
have
occurred
during
the
accounting
cycle
and
then
reconcile
those
accounts,
so
they're
ready
for
audit
the.
K
K
I
don't
know
why,
but
the
decision
was
made
before
I
got
here
that
they
would
not
handle
the
cares,
act,
funding
that
would
be
handled
by
former
director,
mccoy
and
redw,
and
then
we
had
they
referred
to
them
as
jag
themselves.
It's
jag,
it's
haramio
accounting
group
and
they
had
different
assignments.
K
They
started
with
the
smaller
cash
accounts
and
they
handled
a
lot
of
the
payroll
related
accounts,
like
the
pera
account
the
fica,
the
federal
withholding
the
the
payroll,
the
compensated
absences,
those
types
of
accounts
and
trying
to
think
of
the
the
fourth
company
that
we
had
the
cla
I'm
sorry.
I.
D
K
I
K
All
that
needed
to
be
accounted
for,
trued
up
and
and
reconciled
to
ensure
that
not
only
were
the
numbers
correct,
but
that
they
had
gone
to
the
right
funds.
The
right
object
codes,
essentially
the
the
entire
accounting
stream.
Okay,.
D
K
Madam
chair
counselor
cassette,
it
wasn't
necessarily
a
miscommunication.
It's
that
the
work
that
was
being
done
to
reconcile,
so
so
what
redw
is
they
essentially
dumped
our
entire
trial
balance
into
their
caseware
system,
which
is
what
they're
familiar
with
what
they
work
with
and
reconciled
it
from
there?
K
When
the
auditors
spoke
to
me,
I
think,
in
the
previous
years
they
had
accepted
that
trial
balance
out
of
that
system,
with
the
understanding
that
we
would
go
back
and
post
entries
to
true
of
munis
to
that
system
this
year.
What
they
expressed
to
me
is
that
they
didn't
want
to
deal
with
that
external
program's
trial
balance.
They
wanted
it
reconciled
all
the
way
through
munis,
and
then
they
wanted
the
trial
balance,
something
that
didn't
happen
initially.
That
was
supposed
to
happen
later
on,
but
then
they
withdrew
from
the
other.
K
K
D
Okay:
okay,
thank
you
for
giving
me
more
details
about
that
area.
You
know
director
lutero.
One
thing
that
you
mentioned
is
that
it
sounds
like
getting
internal
staff
makes
this
process
easier.
I
know
that
we
have
had
a
challenge
with
hiring
staff,
so
two-part
question
one,
knowing
that
this
has
been
a
challenge.
How
are
we
going
to
address
that
challenge?
What
are
the
steps
that
we
need
in
order
to
hire
and
two
sounds
like?
D
I
We
are
creating
a
compliance
officer
position
which
will
be
interactive,
not
only
you
know,
with
finance
and
the
city
as
a
whole,
and
I
I
would
prefer
to
allow
him
to
speak
about
what
their
specific
roles
will
be.
A
second
thing
we're
going
to
do
is
we're
going
to
make
sure
you
know
where
we
get
the
treasury
officer
posted.
It's
actually
our
responsibility.
We,
you
know
with
budget
and
some
of
the
issues
with
the
accounting.
It's
it's
been
kind
of
on
hold.
I
So
those
are
the
two
major
positions
and
those
are
very
high
level
positions
we
recently
as
of
last
week.
Actually
the
controller
position
was
vacant
and
we
will
be
posting
that
very
soon
we're
just
waiting
on
some
final
steps
with
hr.
I
D
These
sound,
like
they're,
very
important
positions
from
what
director
lotero
is
saying
to
help
us
continue
to
work
towards
solving
these
issues,
identifying
these
issues
in
completion
and
solving
them,
so
how
we
can
make
sure
that
we
are
quickly
moving
through
that
hiring
process.
I
think,
is
crucial
and
also
I
know
that
this
has
been
I've
heard
of
shortages
in
this
area
throughout
the
state,
and
so
I
think
that
we
need
to
be
casting
a
pretty
wide
net
to
make
sure
that
we
are
reaching
individuals
how
we
post
how
we
advertise.
D
There
needs
to
be
a
lot
of
focus
on
putting
in
some
of
these
building
blocks
in
our
department
internally
in
the
city,
to
make
sure
that
we
can
start
to
address
these
issues
is,
is
important,
director,
lotero
kind
of
the
second
part
of
my
question
again.
You
know
we
are
looking
at
right
now.
We
we
really
have
to
be
looking
at
our
short-term,
immediate
fixes,
medium
solutions
and
then
those
long-term
permanent
fixes,
and
so
it's
not.
D
I
Madam
chair
and
councillor
cassid,
I
think
that
we've
there's
some
been
some
major
lessons
learned
in
all
this
going
back
to
when
last
summer
you
know
we
had
our
the
then
accounting
officer
walk
out
the
door
rather
abruptly
and
we
turned
around
and
we
engaged
redw
to
help
us
finish
with
last
year's
audit,
and
then
we
put
up
this
rfp
and
hired
these
four
firms
and
lesson
learned.
I
and
mr
benjarano
and
I
have
discussed
this
at
great
length.
I
I
I
D
Let
me
just
go
through
a
lot
of
these.
Questions
have
been
already
asked.
Yeah,
I
think
we're
talking
about
a
lot
of
technical
things
and
as
chair
romero
worth
mentioned,
as
council
rivera
mentioned,
you
know,
there's
a
lot
of.
I
think
there's
going
to
be
need
to
be
a
lot
of
discussion
in
this
committee.
D
The
day-to-day
needs
that
we
provide
to
the
city
so
or
provide
to
the
residents
of
the
city,
so
people's
ability
to
access
our
recreation,
centers
and
our
libraries,
our
ability
to
clean
up
our
parks
to
take
care
of
our
streets,
really
those
things
that
they
park
in
the
you
know
wherever
there's
a
parking
meter
are
any
of
those
pieces.
Currently,
as
we
see
it
right
now
going
to
be
impacted
by
what's
going
on
here,.
K
That's
the
one
good
thing
I
think
I
can
say
is
that
our
revenue
sources
have
been
coming
in,
so
those
things
would
only
be
impacted.
If
we
didn't
have
money
and
we
have
money,
we
we
don't
have
a
shortage
of
money.
So
I
think
long
and
short
answer
from
my
perspective
is
no
okay.
D
Well,
that's
that
is
good
to
hear.
Thank
you.
I
am
glad
to
hear
that
any
other
ramifications
that
we
need
to
be
aware
of
in
terms
of
our
ability
to
provide
services
as
a
city,
so
getting
state
and
federal
dollars
getting
grants,
and
if
so,
how
are
we
mitigating
any
of
those
impacts
that
might
be
coming
through.
K
If
I
met
a
chair,
counselor
kassad,
it
all
starts
and
ends
with
getting
our
audits
in.
I
think
chairwoman
rometoworth
stated
this
has
to
be
fixed.
It
cannot
continue.
K
That
is
I
I
share
that
sentiment
and
personally
I'll
be
working
towards
that.
It's
just
got
to
get
done.
It
has
to
be
done
right.
I
think
director
lotero
made
a
very
good
point.
There
have
been
some
very
serious
lessons
learned
when
I
first
came
in
and
we
had
four
contractors
essentially
tripping
over
each
other.
K
K
K
It's
all
going
to
be
in
how
we
solicit
the
next
contractor.
I
am
in
total
agreement.
It
needs
to
be
one
contractor.
We
can
get
this
done.
We
have
done
this,
but
it's
going
to
take
time,
effort
and,
more
importantly
than
anything
else,
the
right
expertise.
D
D
We
need
to
get
things
in
on
time,
but,
as
you
said,
we
also
need
to
get
them
right
and
so
to
counsel
rivera's
point
earlier
of
this
conversation
around
there
being
too
aggressive
of
a
deadline
and
and
and
now
we're
here,
and
I
think
that's
why
we're
going
to
have
to
have
a
lot
more
detail
and
a
lot
more
conversation
and
really
understanding
what
is
happening
so
that
we
are
balancing
moving
as
fast
as
possible
and.
D
As
measured
as
necessary,
I
don't
I
don't
even
want
to
use
the
word
slow,
but
as
measured
as
necessary
to
make
sure
that
we
are
really
getting
these
things
right,
as
well
as
as
not
just
kind
of
plugging
the
holes,
but
really
looking
at
the
systems.
Looking
at
the
processes
looking
at
the
the
root
causes
of
what
got
us
to
this
place
and
how
we
move
forward,
which
which
does
bring
me
to
my
next
question,
you
know
one
thing
that
I'm
a
little
I'm
concerned
about.
D
I'm
not
quite
sure
how
we
address
this,
but
you
had
mentioned
that
that
you
had
started
to
work
on
doing
these
month.
End
closes,
which
sounds,
sounds
like
something
that
really
needs
to
be
happening
to
make
sure
that
we
don't
get
into
this
process
where
there's
this
mountain
of
work.
That
cannot
possibly
be
done
in
the
amount
of
time
that
that
we
would
need
to
do
it
in
in
order
to
get
things
turned
in
on
time,
but
it
sounds
like
those
month.
End
closes
that
working
on
those
processes
have
currently
paused.
D
In
order
to
address
this
audit.
Is
that
correct.
K
Madam
chair
counselor
casa,
that
is
correct,.
D
K
Madam
chair
counselor
casa,
yes,
it's
it's
a
matter
of
getting
the
right
people
in
the
right
place
when
we
hire
a
controller,
it's
it
needs
to
be
somebody
experienced
on
both
sides,
both
the
accounting
and
the
audit
side.
K
Because
of
the
situation,
we're
in
the
compliance
officer
is
critical.
It's
something
I've
done
before
most
organizations,
don't
have
a
strictly
compliance
officer.
Compliance
officers
do
nothing
but
look
at
every
compliance
requirement
that
the
entity
has
and
we
have
hundreds
of
those
types
of
requirements,
if
not
a
thousand,
that
person
is
solely
responsible
for
ensuring
that
getting
the
message
out
when,
when
it's
succeeding,
when
it's
failing,
that's
we
have
federal
grants.
We
have
state
appropriations,
we
have
state
grants
and-
and
we
have,
for
example,
transportation.
K
We
have
certain
compliance
requirements
with
transportation
compliance
officers
take
that
on,
in
addition
to
the
people
in
the
field
they're
aware,
so
that
there's
always
a
fall
back
to.
If
something
happens
with
someone
in
the
field,
then
we
know
what
our
compliance
requirements
are.
We
don't
have
that
currently,
so
that
that's
critical.
The
other
piece
is
the
the
essentially
the
cash
officer
I've
mentioned
before.
Cash
is
probably
the
most
critical
thing
we
do
inflows
and
outflows
that
deserves
that
level
of
expertise
for
oversight.
K
D
You
know
it's
just
amazing,
the
the
number
of
things
that
we
have
talked
about
that
need
to
be
be
done
at
this
moment,
and
I'm
I'm
really
thinking
about
in
terms
of
how
we
start
to
track
this,
how
we
start
to
measure
this
in
our
oversight,
role
as
a
council
and
it
it's
sounding
to
me
like
we
need
to
to
see
a
work
plan.
We
need
to
see
a
a
list
of
benchmarks.
We
need
to
be
hitting.
D
I
mean
there,
it
there's
a
lot
going
on
here
and
how
we
are
given
the
information
to
track
this
and
to
understand
this,
how
the
public
is
given
that
information
and
of
how
to
to
track
this,
how
we
are
communicating
this
out
to
the
public,
how
we're
communicating
our
progress,
the
information
that
we
have
at
our
fingertips,
the
information
that
we
don't
have
and
how
we
continue
to
update
them.
I
think
that
piece
is
crucial.
D
I
do
not
have
a
solution
right
now,
but
it
is
something
that
I
do
want
to
think
about
and,
as
chair
romeroworth,
you
know
discusses
us
moving
this
forward.
I
would
request
a
chair
that
that
is
something
that
we
kind
of
come
up
with
a
consistent
system
that
we
are
seeing
frequently
so
that
we
are
able
to
really
be
tracking.
There's
a
lot
of
pieces
here
and
that's.
D
D
You
know
one
one
follow-up,
mr
bahrano,
that
you
had
mentioned.
You
know
it's
it's
I
I
respect
that.
You
know.
The
kind
of
this
is
our
responsibility
as
a
finance
team's
responsibility.
D
I
will
say
for
all
of
the
department
directors.
However,
that-
and
I
do
agree
you
know,
imposing
the
will
of
the
finance
department
onto
other
departments
would
not
be
an
effective
strategy.
However,
and
I
believe
venus
is
probably
for
the
city
manager
that
if
there
are
systems
that
need
to
change
within
the
departments
that.
D
D
We
cannot
put
systems
in
place
that
make
it
so
people
cannot
do
their
jobs,
but
I
think
that
if
we
start
to
identify
processes
that
really
are
not
working,
that
we
do
need
that
collaboration
and
that
expertise
to
come
from
finance
and
that
that
we
are
looking
at
the
city-wide
component
of
this,
because
we
cannot
pull
just
the
finance
string
and
pretend
that
it's
not
going
to
be
connected
to
all
these
different
areas
that
we
are
dealing
with
revenue
coming
in.
D
As
you
mentioned,
it's
it's
the
primary
thing
that
a
city
does,
and
that
is,
is
throughout
the
city.
So
just
I
really
want
to
put
that
out
there
for
any
department
directors
who
are
listening
and
for
the
city
manager
that
making
sure
that
collaborative
piece
needs.
Everybody
needs
to
be
a
part
of
this.
D
We
do
need
to
it's
already
been
said.
This
is
a
problem
we
have
to
fix
it.
We've
identified
problems.
What
I
am
really
interested
in
from
here
on
out
is
lessons:
learned,
are
great
they're
really
important,
and
what
is
the
roadmap?
What
is
what
are
the
next
steps
forward?
What
are
the
solutions,
and
how
do
we
continue
to
get
this
train
back
on
the
track?
Keep
it
there.
D
We
can't
keep
moving
and
how
do
we
continue
to
communicate
that
to
us
as
the
governing
body
and
our
role
as
making
sure
that
we
are,
you
know,
taking
that
oversight
role
very
seriously
as
well
as
so
the
public
understands
exactly
what
is
happening,
because
I
know
that
there
is
a
lot
of
there's
a
lack
of
clarity
right
now
and
and
there's
a
lot
of
questions
that
the
public
rightfully
has
there's
been
a
lot
of
confusion,
and
I
think
that
we
need
to
stay
really.
D
On
top
of
that-
and
I
appreciate
that
the
chair
has
already
stated
that
this
this
committee
will
be
a
mechanism
for
that,
and
so
I
really
think
we
have
to
think
very
closely
about
how
we
translate
a
lot
of
this.
This
is
really
technical
information.
You
know,
as
as
you
said,
mr
bahrano.
D
There
are
experts
in
this
that
are
that
are
rare
and
and
very
specialized,
and
there
is
a
whole
vocabulary
as
a
whole
language
and
and
how
we
really
make
that
abundantly
clear
is
going
to
be
crucial,
so
I
will
leave
it
at
that
I
do
want
to.
I
do
want
to
thank
you
all
for
your
work.
I
know
that
this
is
hard.
D
I
know
that
the
finance
team
in
general
is
working
very
hard
and
working
a
lot
of
long
hours,
and
I
want
to
recognize
that
work,
because
I
know
that
there's
been
you
guys
are
are
really
are
really
working
to
fix
this
problem,
and
I
do
I
do
appreciate
that,
so
I
want
I'll
leave
it
there.
Thank
you,
madam
chair.
A
Thank
you.
Counselor
again,
I'm
gonna
go
through
the
the
members
of
the
committee.
Councilwoman
villarreal,
your
hand
is
up.
M
Thank
you,
madam
chair,
and
thank
you
to
staff,
particularly
mr
bejarano,
for
your
frankness
and
just
directness
that
I
think
has
been
lacking
for
a
while,
and
I
appreciate
that
I
think
one
question
I
want
to
follow
up.
You
were
talking
about
these
various
contractors
that
have
different
roles
and
I
think
the
city
manager-
and
I
have
talked
about
this.
M
I
was
never
feeling
comfortable
about
so
many
contracts
out
there
in
a
variety
of
ways,
mostly
because
there's
a
disjointedness
that
happens
when
you
have
so
many
people
that
are
outside
of
the
city
and
they're
trying
to
come
together
to
to
support
different
facets
of
of
our
audit.
M
So
there
was
one,
though,
that
you
didn't
mention,
because
it's
more
than
four
there's
a
fifth
which
is
pinyon
ventures
and
I'm
just
trying
to
understand
what
their
role
is
in
all
of
this
still,
because
I
thought
you
know
having
a
contractor
that
would
be.
The
coordinator
would
help
this
process
because
there
were
so
many
contractors.
M
K
I
believe
pinion
ventures
was
hired
for
two
things.
One
was
to
generate
a
report
on
structure
and
other
things.
I
think
ms
woodruff
is
on
online,
but.
K
It
was
twofold:
it
was
generating
a
report
on
on
our
system
and
our
structure,
and
the
other
was
coordinating.
The
various
contractors,
however,
as
time
has
gone
on,
that's
been
primarily
redw,
with
some
participation,
patient
from
opinion
and
then
now
at
this
point
in
time,
I
have
taken
on
the
role
of
coordinating
the
whole
audit
effort.
M
So
I
just
want
to
flag
that
as
a
possibility
just
to
think
about
how
we're
going
to
move
forward.
With
that.
The
other
thing
I
was
while
I
was
listening
to
my
colleague
about
the
hiring
you
know
the
other
piece
to
it
is
like
hiring
is
one
aspect,
but
so
is
retaining
the
staff
that
we've
actually
hired
in
the
past.
M
There's
been
a
lot
and
they've
left
for
various
reasons,
but
I
just
want
us
to
be
cognizant
of
that
and
then
just
like
that
that
I
think
we
need
to
expedite
through
hr
this
process
of
hiring
for
this
department.
M
I
know
we
prioritize
it,
but
I
think
we
need
to
do
that
again,
like
we've
done
with
other
departments
to
support,
you
know
making
sure
that
we
get
the
right
people
in
those
positions
that
you
reference
so
just
to.
If
I
may
have
chair
and
counselor.
K
That
is
very
high
on
our
list
of
priorities.
Amongst
everything
else,
that's
going
on,
a
number
of
us
are
making
very
personal
contacts,
and
things
are
looking
hopeful,
especially
for
these
positions,
but
we've.
Finally,
gotten
these
positions
placed
or
will
have
them
placed
at
the
right
level.
Working
with
hr
hr
is
has
been
a
tremendous
support
to
us
in
and
allowing
me
to
explain.
K
This
is
not
like
a
frontline
position.
We
need
this
level
of
expertise.
Therefore,
the
pay
has
to
be
set
right
or
they're
not
going
to
come
one
of
the
things
that
is
extremely
advantageous
when
I've
talked
to
colleagues
that
I'm
trying
to
court
to
come
here
now
is
the,
and
I
think
we
all
need
to
be
speaking
about
this,
and
that's
that
we
only
pay
three
percent
of
our
p
e
r,
a
I.
I
don't
know
where
what
that
number
is
up
with
the
state,
but
it's
over
ten
percent.
I'm
aware
of
that.
K
That's
a
huge
advantage.
The
other
thing
getting
that
pay
scale
up
our
benefits,
I
believe,
are
probably
the
best
in
in
the
area.
So
at
this
point,
what
we're
doing
is
we're
marketing
the
city
as
the
place
to
be
employed,
that's
getting
more
and
more
effective
and
that
that
is
our
right
now.
For
me,
that
is
number
one
priority.
K
Of
course
there
are
a
number
of
number
ones,
but
that's
way
up
there
and
I
have
extended
a
lot
of
effort
in
talking
to
colleagues
and
whatnot,
but
it's
still
a
selling
effort
because
getting
people
to
switch
from
what
they're
doing
now,
where
they're,
comfortable
and
tenured
and
whatnot
is
it's
a
lift,
but
I
think
we
can
get
there,
especially
with
these
three
positions.
Once
we
get
these
three
positions
filled
with
competent
expertise.
K
I
think
you'll
see
things
rolling
along
and
of
course
you
will
be
holding
me
accountable.
So
I
I'm
very,
very
hopeful.
M
Thank
you
for
that
saint.
Thank
you
for
saying
that
I
actually
brought
that
up
in
budget
hearings
about
how
we
promote
our
positions,
the
vacancies
we
have
and
job
opportunities
and
like
really
looking
at
it
as
a
comprehensive
package,
and
I
was
assured
by
the
hr
director
that
we
do
that.
So
let's
hope
that
we
continue
doing
that
in
a
way.
That's
very
intentional
for
you
all,
and
the
finance
department.
K
And
if
I
mean
chair
and
counsel,
I
can't
say
enough
about
how
helpful
hr
has
been,
I
think
a
lot
of
times.
You
only
hear
how
slow
things
are,
but
hiring
again.
I've
done
this
not
for
44
years,
but
at
least
for
40..
M
That's
good
to
hear.
Thank
you,
the
other
question
I
had
that.
I'm
brought
up
as
a
concern
and
it
was.
I
was
told
that
there
was
no
nothing
to
worry
about,
but
we
have.
M
We
have
potential
for
state
grants,
particularly
one
on
the
top
of
my
mind
is
the
new
mexico
finance
authority
and
the
water
trust
board,
who
are
already
recommending
that
our
water
department
apply
for
a
1.5
million
dollar
grant
and
that's
really
to
to
fix
nichols
dam
repairs
that
are
essential
and
we
are
at
risk
of
getting
that
funding
because
we
don't
have
an
audit,
and
so
there's
these.
You
know,
I
think,
there's
ways
that
we
can
maybe
hold
them
off
and
not
lose
that
money.
M
But
I'm
curious
if
this
this
particular
grant
and
others
that
I
may
not
know
about.
What's
the
plan-
and
I
don't
know
if
this
falls
under
city
manager,
position
or
finance,
but
what's
our
plan
to
actually
communicate
that
so
that
we
don't
lose
essential
funding
that
we
need
to
be
able
to
do
what
we
need
to
do,
which
is,
I
think,
kind
of
like
the
basic
services
component
that
you
were
just
talking
about.
These
things
have
ripple
effects
and
they
do
affect
our
basic
services.
M
So
what's
our
plan
to
communicate
that
and
what's
yeah,
I
guess
we
could
start
there.
K
Madam
chair
counselor,
via
real,
I
have
already
been
communicating
with
dfa
the
only
hold
currently
that
I'm
aware
of
is
that
we've
got
to
get
the
audit
in
on
time
before
the
next
bond
issue
or
we'll
have
to
wait
till
december.
K
As
far
as
grants
and
whatnot,
I
think
what
has
happened
in
the
past
is,
if
you're,
in
our
situation,
that
we
have
to
make
assurances
that
we've
got
that
particular
grant
under
control.
That'll.
Take
at
this
point,
that'll
take
more
discussion
and
probably
updated
discussions
with
the
people
in
local
government
at
dfa
to
see
really
where
we
stand.
M
Yeah,
I
think
that
some
may
ask
for
like
a
documentation
of
our
plan
moving
forward
and
that
may
be
sufficient,
but
I
think
there's
others
that-
and
I
don't
know
if
nmfa
is
one
of
them,
but
they
may
ask
for
a
third
party
fiscal
agent.
Are
you
all
willing
to
do
that?
If
that
is
something
we
need
to
consider.
K
Madam
chair
counselor,
via
real,
we
will
do
what
we
need
to
do
in
order
to
deliver
the
services
that
we
have
to
deliver
it.
It's
somewhat
of
a
humiliation
in
in
some
sense,
but
again
I've
been
more
humiliated
than
that
in
the
past.
Another
discussion
for
another
time,
but
we
will
do
what
we
need
to
do
if
it
includes.
K
M
Thank
you
and
then
the
other
question
I
had
as
it
relates
to
arpa
funds
with
the
audit
delay.
Another
audit
delay
I'm
just
curious.
If
you
all
have.
I
just
want
to
be
assured
that
we
don't
have
any
risks
of
not
being
able
to
receive
or
distribute
arpa
funds.
K
Madam
chair
councillor,
via
real
I've,
not
heard
of
any
delays
there
that
doesn't
mean
that
they
don't
exist.
We
are
required
to
upload
our
audits
into
a
clearinghouse,
but
my
experience
in
the
past
is
that
that
usually
comes
after
we've.
We've
been
late
before,
but
it's
in
it's
it's
when
the
audits
aren't
in
so
it's
so
it
is
critical
that
we
get
the
audit
in,
but
I've
not
heard
that
there
would
be
a
delay
generally
there's
not
with
emergency
funding
like
this.
M
We
get
someone
to
look
into
that
just
to
make
sure
because
there's
a
lot
of
money
coming
down
the
pike
and
we,
I
think
we
have
a
really
solid
plan
and-
and
some
of
those
actually
would
affect
basic
services
they're
important.
So
if
somebody
could
make
sure
that
that's
not
going
to
be
an
issue
for
us
and
if,
if
it
is
an
issue,
if
there's
another
like
backup
plan
that
the
federal
government
or
our
contacts
can
let
us
know
about
madam
chair
counselor
via
real.
A
I
think
interim
director
lotero
has
raised
her
hand
perhaps
to
respond
to
that.
I
I
have
thank
you,
madam
chair
counselor,
via
virial.
I
just
wanted
to
assure
you
that
that
is
a
another
key
position.
We're
attempting
to
recruit
and
hire
is
the
grants
manager
in
the
interim.
I
know
that
mr
bahrano
mentioned
tommy
chavez
a
little
earlier.
In
the
conversation
she
is
the
acting
grants
manager.
So
we
have
tasked
her
with
making
sure
that
the
grants
are.
I
You
know
we
can
bring
the
money
in
the
grants
are
being
accounted
for,
we're
working
with
departments
all
of
the
necessary
things
need
to
be
done
as
it
relates
to
the
arpa
money.
M
You
and
then
one
other
question.
You
said
that
basic
services
wouldn't
be
affected
and,
as
I
had
mentioned
in
the
budget
hearing,
we're
relying
heavily
on
private
sector
contracts
for
so
many
different
departments,
and
so
I'm
just
making
sure
that,
with
the
things
that
are
happening
with
the
audit
does
that
affect
anything
related
to
our
contracting
requirements.
I
Madam
chair
counselor,
via
real,
the
purchasing
section,
is
doing
extremely
well
we're
mostly
fully
staffed.
I
J
Chairman
romero
worth
thank
you
councillor
just
to
go
back
real,
quick.
My
understanding
actually-
and
I
have
confirmed
this
with
director
brown-
is
that
all
arpa
dollars
have
already
been
they're
in
our
coffers.
We
already
have
those
arpa
dollars.
It's
just.
The
next
step
is
for
us
to
just
burst
them,
so
there's
no
concern
about
whether
we
get
the
money
from
the
federal
government.
It's
just
us
pushing
it
out
swiftly,
and
that
is
also
on
our
hot
priority
list
for
director
lotero
and
deputy
director
and
myself.
Okay,.
M
Thank
you
for
that
clarity
and
just
to
follow
up.
I
realize
we
have
the
funding,
but
there
are
these
like
benchmarks
and
things
that
we
have
to
submit
for
the
federal
government,
and
I
don't
know
the
time
frame
like
when
those
reports
they're
quarterly
or
what
and
so
yeah,
even
when
that
first
report
or
whatever
we
are
required.
If
we
don't
have
something
in
place,
I
just
want
us
to
be
cognizant
of
those
time
frames.
M
My
colleagues
asked
the
other
questions
I
had
so
I
will
yield
before.
Thank
you.
A
Thank
you,
councilwoman
councillor,
lindell.
N
A
question
for
mr
blair:
first,
we
got
a
letter
from
state
auditor
saying
that
we
were
to
put
out
an
rfp
for
a
new
auditor
correct.
J
Chairwoman
rometta
worth
council
lindell,
yes,
and
no
so
we've
not
actually
heard
directly
from
the
state
auditor
himself.
We
received
an
email
from
one
of
his
staffers
on
the
management
allen
management
analyst
within
the
state
auditor's
office.
J
Madam
chair
council
lindell,
yes
that
came
in
on
tuesday
april
26th.
N
N
So,
where
does
that
put
us
in
trying
to
cross
the
finish
line
with
this.
J
Madam
chair
council
lindell,
I
would
actually
defer
to
deputy
director
bahrano
for
the
for
the
answer
for
that.
Madam
chair
counselor,.
K
Lindell,
essentially,
were
in
a
holding
pattern
until
the
state,
auditor
and
dfa,
I
believe
they
mentioned
decide.
What
next
steps
are
our
cpo
friend
dunaway
has
moved
heaven
and
earth
she's
got
the
rfp
ready.
If
we
have
to
rfp,
then
we're
ready
to
go.
K
It's
ready
to
be
issued.
At
this
juncture,
the
state
auditor
could
have
the
state
auditor's
office.
Do
the
audit
themselves
as
the
state
auditor's
office
they
could
assign
an
auditor.
They
have
the
authority
to
assign
a
new
auditor
or
they
could
do
a
joint
venture
with
another
auditor
or,
of
course
they
could.
Let
us
go
ahead
and
release
the
rfp
for
a
new
auditor,
so
we're
in
a
little
bit
of
a
holding
pattern.
K
K
N
K
I
don't
believe
there
is
a
system
out
there
that
is
going
to
be
one
for
all
and
all
for
one.
We
will
still
need
to
be
more
efficient
in
transferring
data
from
from
the
point
of
sale
systems
and
to
the
other
systems
we
do.
K
K
We
did
not
get
on
board
with
the
receivable
system
and
we
didn't
get
on
board
with
entering
cash
receipts,
for
example,
directly
into
munis.
Those
are
functional
issues,
not
systemic
issues.
K
When
we
do
the
upgrade.
I'm
hopeful
that
part
of
that
upgrade
is
going
to
be
working
with
experts
that
have
used
these
systems
before
to
see
how
they
then
got
on
board.
With
these
systems,
the
upgrade
is
going
from
11.3
to
19.4.
I
believe,
that's
a
huge
jump
like
any
erp
system.
It's
got
its
issues,
it's
got
its
challenges,
but
it's.
K
Hopefully,
by
that
time
the
fixed
asset
system
will
be
used,
it's
already
implemented.
It
already
works,
we're
just
not
using
it
and
hopefully
we
can
implement
the
accounts.
Receivable
portion,
the
module
that
that
works
within
munis,
but
there
will
always
be
the
issue
of
then.
How
do
you
get
from
active
cash
register,
cashiering
system
and
get
the
information
and
data
into
munis
and
that's
what
we
will
need
help
with?
But
it's
a
functional
issue:
it's
not
a
systemic
issue
per
se.
K
K
A
Counselor
city
manager,
blair
has
his
hand
up.
I
don't
know
if
he's
on
this
point.
J
A
Councillor
lindell:
are
you
all
right?
Okay,
good
evening,
mr
gonzalez,.
L
Good
evening
madam
chair
and
council
lindell,
I
think
we
need
to
identify
what
ricky
was
talking
about.
What's
operational
and
what's
technical,
so
there
were
several
modules
that
were
built
out
in
units
that
were
never
utilized.
For,
for
example,
fixed
assets,
fixed
assets
was
built
out,
traffic
was
stated.
L
Data
was
converted
converted
into
munis
the
city
just
never
started
utilizing
fixed
assets,
so
that
is
there.
We
are
working
with
ricky
to
bring
that
online
to
update
the
data
that
was
brought
over
in
2019.
L
So
finance
can
start
utilizing
that
and
then
now
we're
talking
about.
What's
the
technical
issues,
we
have
platforms
out
there.
They
do
not
communicate
with
munich
because
we're
in
the
outdated
version
active
net
does
not
communicate
with
munis
ucis.
L
That
utility
uses
does
not
communicate
with
munis
in
order
for
them
to
communicate
with
munis.
We
have
to
upgrade
to
a
more
current
version
and
build
out
application
program
interfaces.
L
Once
we
upgrade,
then
we
can
look
at
building
out
those
interfaces,
so
utilities
new,
advanced
billing
platform
will
communicate
with
munis
and
any
other
platforms
that
we
need
to
utilize
to
communicate
with
munis.
As
ricky
said,
we
are.
Our
target
goal
live
for.
The
upgrade
is
late
january
of
2023,
we're
on
tyler's
timeline
for
that
upgrade.
N
K
L
K
N
K
Madam
chair
counselor
lindell,
I
would
have
to
answer
yes
all
revolving
around
cash
receipt
inputs
and
that's
what
what
our
audit
or
lack
of
audit
has
demonstrated
is
getting
that
information
from
these
various
systems
and
into
munis
the
more
we
can
interface
or
create
systems
that
talk
to
munis,
the
better
off
we're
going
to
be
because
then
it's
an
automatic
process.
N
K
Madam
chair
counselor
lindell,
I
believe
that
to
state
this
as
delicately
as
possible,
this
is
an
issue
of
expertise
in
leadership
and
how
this
needs
to
work
with
the
accounting
flow.
K
And
and
that's
the
reason
for
hiring
a
a
cash
officer
and
hiring
a
controller
and
hiring
a
compliance
officer,
these
are
they're
all
inextricably
tied.
The
processes,
the
procedures,
the
internal
control
structure
that
overlays
over
this
manual
systems
in
and
of
themselves
or
manual
inputs,
aren't
necessarily
bad.
You
just
have
to
have
more
control
over
those
inputs
because
they
are
manual
and
more
susceptible
to
risk
of
error.
N
N
I
think
that
that's
something
city
manager
blair
that
we're
going
to
have
to
address,
and
I
don't
think
that
this
meeting
is
the
time
to
address
that.
I
don't
think
that
we
can.
But
I
think
that
it's
something
that.
N
A
Counselor
we
have
a
couple
hands
up
on
that
point:
go
on
go
ahead
chair!
I
I'd
almost
start
with
mr
gonzalez,
but
I
don't
know
city
manager
blair.
Do
you
want
to
start
all
right?
I
think
that
was
sort
of
you
know.
If,
if
we're
talking
about
munis,
that's
our
itt
wheelhouse.
So,
mr
gonzalez,
if
you
wanna.
L
Madam
chair
councilman,
dell
munis
isn't
the
greatest
platform.
I
I
think
the
city
could
have
done
a
better
job
select.
You
know
a
platform
that
suited
the
city
of
santa
fe,
but
there
are.
There
are
issues
that
the
city
of
santa
fe
created
and
have
to
own
in
the
summer
of
2018.
L
L
The
city
has
to
own
that
in
the
fall
of
2018,
the
city
decided
to
move
forward
with
going
live
with
a
version
11.3
which,
at
that
time,
what
I
believe
was
seven
generations
old.
We
are
now
10
generations
old,
so
the
city
does
have
to
own.
Those
two
issues
is
there
is
munis
the
greatest
platform?
No,
it's
not
does
it
work.
Yes,
it
does
regarding
training,
the
city
with
santa
fe
and
tyler
tech
provided
over
a
thousand
hours
of
training
in
munis
for
city
staff.
L
J
What
I
would
add
to
that
that
director
gonzalez
provided
is
that
I
don't
think
there's
any
one
thing
around
munis.
That's
the
fail,
I
think,
there's
a
variety
of
points
like
the
titanic.
There
are
a
variety
of
things
that
you
know
went
wrong.
I
think
there's
a
real
opportunity
going
forward
about
not
just
one-off
training
but
ongoing
training
for
all
staff
around
munis,
particularly
around
the
finance
department,
we're
going
to
work
to
build
out
our
training
programs
for
the
city
of
santa
fe
staff,
regardless
so
that
there's
ongoing
trainings
around
supervision
management,
etc.
J
I
feel
like,
in
the
last
three
months,
we've
had
some
success
in
terms
of
meeting
with
all
the
folks
who
work
on
month
in
clothings,
for
example,
excuse
me
closings
about
ensuring
that
we
have
stressed
the
importance
to
each
department
of
getting
that
done
every
month
correctly
and
at
the
same
time
guaranteeing
that
finance
staff
will
be
available
for
training
for
support.
If
there
are
questions,
if
there
are
calls
and
that
this
isn't
a
it's
your
fault,
it's
your
fault.
It's
your
fault!
J
It
is
a
collaborative
effort
to
get
done
so
there's
a
number
of
things.
We're
excited
about
the
upgrade
that's
coming.
I
can
tell
you
the
number
of
city
staff
from
hr
finance.
J
I
am
going
to
a
national
munis
conference
in
may
to
build
relationships
with
munis
leadership,
to
make
sure
that
we
are
prioritized
with
the
things
that
we
need
to
build
those
relationships
and
to
get
some
additional
training
for
some
of
our
key
staff,
so
per
usual,
we're
going
to
do
all
the
things
we
can
to
try
to
make
sure
that
this
works
to
the
best
of
its
ability.
Thank
you,
madam
chair.
A
Thank
you,
manager,
blair,
just
to
be
clear.
This
is
not
the
titanic.
We
are
going
to
float
counselor
counselor
lindell.
You
I'll
yield
the
floor.
Okay.
So
all
the
committee
has
had
an
opportunity
to
ask
questions.
I
think
this
has
been
very
constructive
and
I
want
to
call
on
councillor
garcia,
who
has
also
joined
us
tonight,
and
thank
you
for
your
patience.
Counselor.
E
Thank
you,
madam
chair,
and
thank
you
to
my
colleagues
for
the
constructive
comments
and
conversation,
and
I
really
appreciate
that
and
all
the
feedback
from
staff.
So
so
thank
you.
Acting
director,
lotero
and
deputy
acting
deputy
director
behrano,
I
I
do
as
I've.
As
everybody
knows,
I've
had
some
concerns
with
our
auditing
practices.
The
last
couple
of
years
I
mean
it's.
It
was
stated
earlier
that
there's
a
cloud
over
us.
I
mean,
I
think,
there's
been
a
cloud
over
our
auditing
process
for
the
last
three
years.
E
I
think
it
was
our
april
13th
governing
body
to
be
exact,
that
when
we
got
our
audit
update
that
it
was
a
quick
five-minute
update
everything
as
council
rivera
mentioned
was
rosy
and
there
was
even
consideration
of
lessening
the
frequency
which,
at
that
point
I
spoke
up
and
said.
No.
We
need
to
continue
at
minimum
with
monthly
updates
to
the
governing
body.
E
What
concerns
me
about
that
is
that
there
had
been
communication
with
cla
to
staff
that
we
were
in
trouble,
and
so
at
that
april
13th
meeting,
I'm
surprised
why
we
were
not
communicated
that
hey
look,
we
turned
in
our
first
submission
things,
aren't
matching
up
things:
things
aren't
working
as
well
as
we
painted
a
month
ago.
We've
got
some
work
to
do;
instead
it
was
opposite.
E
I
I
think
we
need
to
be
real
with
the
situation,
and
I
do
appreciate
some
of
the
frank
comments
that
deputy
director
begetano
has
given
tonight,
because
that
is
what
we
need.
We
don't
need
to
gloss
over
this
situation
that
we're
in
this
is
a
dire
situation
for
the
city,
we're
at
risk
of
losing
major
resources.
E
It
was,
it
was
said
earlier
that
we're
not
at
risk
of
losing
our
funds,
but
we
have
a
huge
cash
influx
coming
in
from
the
federal
government
for
infrastructure
dollars
and
if
we
lose
out
on
that
opportunity,
that's
going
to
set
our
city
government
back
into
the
20th
century.
It's
not
going
to
move
us
forward.
E
E
K
If
I
may,
madam
chair
counselor
garcia,
we
did
just
that,
but
the
response
back
from
the
state
auditor's
attorney
general
council
was
that
they
would
meet
with
dfa
and
the
local
government
division
of
dfa,
and
let
us
know
what
the
next
steps
are,
but
we
I
did
communicate
this
morning.
I
sent
an
email
high
priority
and
said
we
really
would
like
to
meet
and
and
figure
out
what
we
need
to
do
to
move
this
thing
forward.
E
Okay,
and
so
how
long
are
we
just
going
to
wait
before
we
we
reach
out
directly
to
mr
cologne.
J
J
Madam
chair
council
garcia,
I
spoke
directly
with
the
state
auditor
multiple
times
last
week,
so
we
have
made
contact
and
we
are
waiting
to
get
guidance
from
him
as
to
what
the
next
steps
are
we're.
Not
I
I
mean-
and
this
is
a
complicated
thing-
we're
not
in
a
position
of
authority
really
to
tell
him
what
to
do
and
my
reluctance
would.
If
we
pushed
on
that
front,
he
would
tell
us
he
would
make
that
clear
to
us
that
that's
not
our
place.
J
I
think
we
believe
that
when
the
email
came
out
on
tuesday
directing
us
to
get
a
new
auditor,
we
thought
that
was
the
path
that
we
were
headed
down.
So
our
staff
moved
as
quickly
as
possible
to
begin
the
period
procurement
process
to
get
the
auditor
in
place,
and
so
you
know,
I
think
that
it's
reasonable
for
us
to
be
expecting
some
sort
of
official
communication
under
his
signature
both
identifying
what
he
deems
to
be
the
significant
problems
and
the
steps
that
he
is
directing
us
to
take
in
order
to
correct
those.
E
E
You
know
making
a
determination
whether
or
not
they
make
the
decision
to
have
the
state
take
over.
Our
finances
is
not
a
decision
that
would
be
made
at
a
whim,
and
so
I
I
can
completely
understand
some
of
the
the
time
it's
taking.
In
that
sense.
It's
it's.
You
know
it's
there's
been
state
statements
on
one
side
of
the
fence.
E
I
think
we're
fortunate
to
have
somebody
like
deputy
director
bejedano
on
staff,
who
has
a
deep,
deep,
deep,
resume
and
deep,
deep
experience
that
I
really
actually
admire
in
this
particular
field,
and
so
I
guess
mr
bejedano.
K
K
No,
but
it
is
it's
a
it's
a
bad
situation.
It's
from
my
perspective,
any
late
audit,
any
audit
with
the
issues
that
we
have
could
be
categorized
as
disastrous,
but
we
are
working
to
move
through
it.
It
can
be
fixed
with
the
right
mixture
of
staff
and
and
hard
work
and
communication
back
and
forth
with
the
state,
auditor
and
dfa
if
necessary,
we
can
move
through
this.
I
mentioned
before
I've
been
here
before
and
gotten
to
the
other
side
of
this.
K
At
this
point,
I
think
what
I
would
say
is
what's
important
is
to
keep
focus
on
climbing
out
of
this
and
staying
out
of
it
and
looking
also
at
a
non-time
22
audit,
but
we
can't
even
begin
the
22
audit
until
the
21
is
done.
So
I
think
wanting
honesty.
It's
a
bad
situation,
but
it's
not
insurmountable.
E
Okay,
thank
you,
mr
bahadur.
I
just
want
to
make
sure
from
you
know.
I'm
gonna
be
frank.
You
you've
been
really
frank
with
your
comments
tonight
and
I
and
I
really
appreciate
that.
We've
been
given
little
to
minimal
information
since
we've
got
the
letter
from
cla,
and
I
want
to
make
sure
that
I'm
aware
and
educated
as
much
as
possible
on
this
matter.
E
You
know
I
I
don't
have
the
privilege
of
sitting
on
this
committee,
and
so
I
don't
really
have
a
say
so
to
speak
on
the
audit,
a
vote
on
a
matter,
but
it's
just
as
important
to
me
as
it
is
for
any
of
these
other
five
members
that
sit
on
this
committee,
and
so
I
think
at
this
point
I
know
that
you
have
mentioned
that
we
we
have
some
deep
challenges
with
our
cast
cash
receipts
and
my
colleague
council
rivera
mentioned
earlier,
potentially
looking
into
a
forensic
audit
or
what
you
called
deputy
director
beheaded
on
a
forensic
accounting.
E
E
We
have
contingency
plans
for
anything
that
might
pop
up,
and
I
think,
given
the
explanations
about
munis
and
the
challenges
we're
having
around
it,
I
I
don't
know
how
easy
it's
going
to
be
for
us
to
dig
ourselves
out
of
this
hole
so
quickly
and
and
in
particular,
to
have
our
audit
submitted
by
the
by
the
what
was,
I
guess,
categorized
earlier
as
an
aggressive
deadline
of
june,
and
I
think
that's
where
I
I
will
ask
of
staff
to
to
be
real
with
us.
E
If
that
we're
not
here
to
set
up
deadlines,
we're
not
going
to
be,
and
I
want
us
to
be
able
to
be
transparent
and
be
real
with
not
only
us
but
with
the
taxpayers,
because
at
the
end
of
the
day
we
have
to
remember
these
are
taxpayer
dollars.
E
And
if
the
taxpayers
can't
trust
us
with
their
money,
then
how
can
they
trust
us
at
all?
And
so
with
that?
Thank
you,
madam
chair,
for
allowing
me
to
ask
some
questions
and
give
some
comments
tonight.
I
am
deeply
interested
in
this
audit.
I
will
be
continuing
the
process
all
the
way
through
and
beyond
the
fiscal
year,
22
submission
and-
and
I
just
want
city
staff
to
know-
I
wish
you
all
the
best,
please
you
know
reach
out.
E
A
Thank
you,
city
manager,
blair,
you
had
your
hand
up
now,
you
put
it
down
councillor
rivera
and
councillor
garcia.
If
you
could
take
your
hand
down
just
so,
I
can
keep
things
straight.
C
Thank
you,
madam
chair
city
manager
blair.
When
is
the
21
audit
due.
J
I
would
defer
madam
chair
counselor
vetta.
I
would
defer
to
deputy
director
behrano
to
speak
to
that.
K
There's
there's
no
progressive.
If
you
don't
meet
it
by
this
time.
You
have
to
admit
it
by
this.
We
it
is
do
now
is,
I
guess,
the
correct
answer.
So
we've
got
to
get
it
in.
C
All
right
now,
just
in
this,
by
making
a
comment
that
you
know
the
council
as
as
a
whole,
has
been
thrown
under
the
bus.
With
this
whole
process,
we've
been
blamed
for
a
lot
of
the
process,
not
being
a
strong
enough
counsel
in
dealing
with
the
audit,
and
really,
I
don't
think,
that's
fair.
I
think
we've
addressed
specific
issues
when
e1
was
the
the
system.
C
C
A
forensic
study
was
done,
nothing
was
ever
found
and
now
we're
with
this
immune
system
and
again
we
didn't
turn
everything
on
that
allows
the
finance
department
to
do
their
jobs
and
really
keep
track
of
everything
that
there
is.
We
continue
to
repeat
ourselves
in
the
mistakes
that
we
make
and
nobody
listens.
Nobody
pays
attention
to
really
the
historical
problems
that
we've
had,
and
you
know
I
think
the
council
has
tried
to
address
those
they
they
go
on
deaf
ears.
C
We're
told
that
they'll
make
it
work,
it'll
it'll
happen,
and
here
we
are
five
years
later
and
we're
in
the
same
situation.
We
were
in
talking
about
forensic
audits,
talking
about
doing
things
right,
and
then
you
know
you
you,
I
think
was
abraham
lincoln.
That
said,
you
don't
know
where
you're
going
until
you
know
where
you've
been,
and
we
haven't
learned
from
any
of
that.
So
I
think
it's
unfair.
To
put
this
onus
on
on
the
governing
body.
C
I
think
we've
tried
to
make
recommendations
and
suggestions
about
how
to
proceed
and
again
it
hasn't
been
really
dealt
with
so
I'll
leave
with
that.
Thank
you,
manager.
A
Thank
you,
counselor
city
manager,
blair,
your
hand
is
up.
J
Thank
you,
madam
chair.
First
of
all,
councilwoman,
I
appreciate
all
that
you
said
right
there
and
I'm
grateful
for
you
saying
that.
There's
two
great
things
I
just
want
to
flag
and,
as
you
can
tell
by
my
hand,
going
up
and
down
and
up
and
down
and
up
and
down
I've
been
debating
whether
to
say
anything
one
is.
J
I
want
to
stress
again
and
I'm
hopeful
that
you
all
appreciate
this-
the
seriousness
to
which
every
staff
member
who's
on
this
call
takes
this
audit
and
the
need
to
get
it
corrected,
and
so
any
mischaracterization
that
staff
don't
take
it
seriously.
I
reject
wholeheartedly.
J
Act
didn't
hear
back
so
for
me
it
is
important
to
say
we
want
to
partner
with
all
of
you
we're
going
to
partner
with
the
state
auditor
we
are
going
to
partner
with
any
and
everyone
who
has
constructive
ideas
about
how
to
improve
our
systems
and
how
we
can
get
this
audit
done
correctly,
and
so,
madam
chair,
I'm
grateful
for
that
and
for
your
leadership.
Thank
you.
A
K
In
addition
to
echoing
everything
that
the
city
manager
has
stated,
I
think
it's
important
that
council
know.
First
of
all,
I
apologize
that
you're
in
this
situation.
I
think
that's
important
and
you
certainly
have
our
commitment.
K
Excuse
me,
this
is
finance's
responsibility
and
I
would
say
that
far
and
wide
I'm
not
covering
from
that,
but
it
will
take
time
to
fix
and
I
personally
am
dedicated
to
that.
K
A
Thank
you
and
I
I
want
to
thank
staff
front
line
all
the
way
up
to
you,
mr
bejarano,
to
you
interim
director,
lotero
for
continuing
to
soldier
on
in
this
effort.
I
want
to
thank
the
committee
for
tonight's
conversation.
A
I
think
everybody
here
asked
good
questions,
constructive
questions
to
help
us
get
a
better
understanding
of
what
is
going
on.
I,
as
I
said
at
the
beginning,
this
is
very
serious.
It
can't
go
on.
We
have
got
to
get
this
under
control.
This
committee
will
do
more
oversight.
A
I
think
we
do
need
some
sort
of
work
plan
so
that
we
can
have
the
presentations
that
we
need
at
our
meetings
at
this
committee's
meetings,
so
that
we
can
track
the
progress
and
so
that
we
can
hear
about
exactly
what
the
issue
is.
What
the
solution
is,
how
we're
going
to
do
it?
What
you
all
need,
because
we
need
to
support
both
the
finance
department
and
the
other
departments
across
city
government
in
getting
this
done.
A
A
I
think
we
have
a
couple
more
items
on
our
agenda.
We
have
the
introduction
of
legislation
councilwoman
via
real.
I
believe
this
item
is
yours.
A
M
M
There
is
one
event,
potentially
two
events
that
are
already
going
to
be
held
at
the
plaza
in
june.
That
would
like
to
be
able
to
have
a
few
vendors
sell
during
the
event.
While
there
were
no
promises
made
that
this
change
would
be
enacted
before
their
event.
It
was
recommended
by
the
atten
attorney
attorney's
office
to
introduce
it
sooner
than
later,
so
that
we
could.
M
So
after
looking
into
the
issue,
our
plaza
events,
our
plaza
events,
ordinance
only
allows
for
what
they
call
large
commercial
events,
which
is
specifically
the
big
eight
indian
market,
spanish
market,
contemporary
spanish
market
fiestas,
fourth
of
july
pancake,
breakfast
etc,
but
it
doesn't
allow
for
any
smaller
events
to
have
vendors
during
the
events.
So,
at
the
recommendation
of
the
attorney's
office,
we
worked
a
few
months
on
additional
language
that
would
allow
for
small
commercial
events
with
restrictions.
M
M
The
space
is
reserved
for
the
plaza
artists,
artisans
and
the
pushcart.
Vendors
will
still
be
reserved
and
remain
in
place
during
the
small
commercial
events,
and
so
we're
moving
this
forward
now
to
be
able
to
work
on
some
any
any
changes
that
we
think
might
need
to
be
made.
But
this
did
go.
You
know
we
did
talk
to
staff
about
this
and
also
the
attorney's
office
and
worked
on
this
a
few
months
so
that
we
can
be
able
to
go
through
committee
and
work
out.
Any
questions
that
my
colleagues
have.
A
And
I
think
thank
you
for
that
introduction.
I
will
just
remind
us:
we
are
not
debating
the
substance
of
this
legislation
tonight,
it's
merely
being
introduced
and
under
our
rules
the
the
counselor
introducing
it
has
a
couple
of
minutes
to
describe
what
it
does.
Counselor
lindell
your
hand
is
up.
I.
N
Understand
we
are
not
debating
this.
However,
I
am
going
to
state
that
I
think
that
this
is
improper,
that
this
is
introduced
at
committee.
We
spent
vast
amounts
of
time
doing
governing
body
procedural
rules,
and
this
has
been
worked
on
for
a
few
months.
N
I
don't
see
any
uncommon
circumstances
that
made
it
such
that
it
should
be
introduced
at
committee.
Also,
I
don't
see
any
what
the
agenda
is
for
committees
with
it,
it's
not
in
the
packet.
N
N
A
Thank
you,
counselor
we're
going
to
move
on
to
matters
from
staff.
I
C
Rivera
thank
councillor
lindell
for
mentioning
that
you
know
this
isn't
specific
to
councilwoman
villarreal.
I
think
it's
been
done
quite
a
bit
since
we
passed
our
new
our
rules,
so
I
don't
you
know
understand
why
this
would
be
different
than
than
any
of
the
other
ones
that
have
been
moved
forward.
C
I
also
think
that
the
the
path
I
guess
for
where
it's
going
to
be
moving
towards
is
right
under
the
introduction
or
the
consideration
of
the
bill.
It
talks
about
introduce
a
finance
governing
body,
public
comment
of
511
finance
committee,
516
public
works,
523
and
then
governing
body
publication
on
525.
C
L
C
Then
secondly,
madam
chair,
both
you
and
I
and
counselor
councilwoman
cassette
are
heads
of
of
the
committees
and
I
think
I've
noticed
on
my
committee
as
well
as
this
committee
is
that
the
roll
call
team
tends
to
be
the
same
every
time.
So
on
this
committee,
it's
councilwoman
villarreal
and
then
myself
and
on
my
committee
it
doesn't,
it
doesn't
alternate
from
one
counselor
to
the
other.
C
A
Thank
you
councillor
I'll,
make
sure
to
talk
to
the
city
clerk
about
reaching
out
to
the
staff
of
the
three
committees
to
make
sure
they
understand
why
we
do
that,
and
you
know
that
we
need
to
be
doing
that
at
all
three
committees.
I
think
it's
a
good
point.
I've
noticed
that
in
places
too,
all
right
other
matters
from
the
committee
matters
from
the
chair,
our
next
meeting
monday
may
16th
and
again
I
want
to
thank
you
all
for
tonight's
conversation.
A
I
want
to
thank
the
staff
for
the
discussion
for
the
answers
and
good
night
we're
adjourned
goodnight.
Everyone.