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From YouTube: Finance Meeting For January 18th, 2022
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A
A
We
will
move
to
approval
of
the
agenda.
Are
there
changes
to
the
agenda
from
staff?
No
changes,
madam
chair,
any
changes
from
the
committee
and
if
there
are
no
changes,
is
there
a
motion.
A
A
We
got,
we
got
a
nose
finish
on
both
of
those.
Let's
try
it
again
who
wants
to
approve,
because
I
don't
know
who
it
was
all
right:
counselor
via
real
did
you
move
to
approve
and
counselor
lindell
you'll
do
the
second
and
we
will
take
a
roll
call
vote
on
approval
of
the
agenda.
Thank
you.
A
A
Second,
we
have
a
motion
from
council
lindell
a
second
by
councilwoman
via
ariel,
and
if
we
could
get
a
roll
call
vote
on
approval
of
the
january
third
finance
committee
meeting
minutes,
councillor
vieren,
yes,.
B
A
Yes,
thank
you
all
right.
We
do.
Let's
see,
I
think
I
oh,
I
skipped
over
approval
of
the
consent
agenda.
Whoops
are
there
items
the
committee
well,
first
of
all,
are
there
changes
to
the
consent
agenda
from
staff.
C
A
Okay,
counselor
lindell.
A
All
right
and
counselor
cassette
it's
been
covered.
Thank
you
perfect.
All
right
can.
I
is
there
anything
left
on
the
agenda
on
the
consent.
Can
I
have
a
motion
to
approve
the
consent
agenda
as
amended
second,
and
can
we
get
so?
Can
we
get
a
roll
call
on
approval
of
the
consent
agenda
as
amended?
A
F
F
That's
joining
us
for
our
audit
update
this
evening
on
our
on
our
screens,
I'd
like
to
take
this
opportunity
to
introduce
a
few
new
faces
or,
if
they're
not
new,
faces
that
faces
in
a
different
role.
Tonight
we
have
joining
as
part
of
our
city
staff.
Alexis
lotero
is
our
assistant,
finance,
director
and
new
to
our
staff.
Ricky
bejedano
who's
joining
us
is
our
chief
accounting
officer.
We
also
have
with
us
and
just
going
through
the
boxes.
Andy
hopkins
is
our
budget
officer.
We
also
have
melanie
sharp,
as
our
payroll
manager
she's.
F
Also
new
to
our
team
joined
us
within
the
la
within
the
last
six
months.
I'm
very
glad
to
have
her
on
our
team.
Fran
dunaway,
as
our
chief
procurement
officer,
is
joining
us
today
as
well.
Hi,
fran
and
bradley
flitch
is
our
planning
and
investment
officer
also
joining
us
today,
as
one
of
our
newest
contractors
is
stephanie
woodruff
with
pinion
ventures.
F
She
was
formerly
part
of
the
city's
independent
audit
committee
and
has
now
joined
our
team
as
the
audit
coordinator
and
her
company
penny.
Inventors
will
also
be
doing
the
audit.
The
assessment
of
our
audit
process
today
on
our
called
for
the
audit
update,
is
tom
friend
and
rochelle
alcon
as
well.
They
are
joining
us
from
redw,
which
is
one
of
the
four
firms
that
we
have
hired
to
assist
us
with
the
fy
21
close
process.
F
A
You
director
mccoy,
I'm
sorry
to
interrupt
you
and
if
I
I
just
want
to
welcome
our
new
city
manager,
john
blair
as
well,
I
just
noticed
I
had
to
go
to
page
two
to
see
his
picture
I'll,
try
to
move
him
over
to
page
one,
but
anyway,
just
wanted
to
to
welcome
him
to
the
committee
tonight.
Thank
you.
F
F
F
I,
as
we
have
updated
you
in
the
past,
we
have
identified
the
five
steps
on
this
page
three
of
the
powerpoint
as
critical
steps
to
take
to
be
able
to
complete
our
fy
21
audits
by
the
march
30
or
trial
balance
by
the
march
31st
deadline
that
we
have
set
up
and
also
the
june
30th
a
submission
date
to
the
state
auditor's
office.
F
F
One
of
the
first
and
foremost
parts
of
our
action
plan
is
to
continue
to
fill
critical
positions
in
our
finance
department,
which
we
have
a
40
vacancy
rate
and
across
all
city
departments
which
have
a
20
vacancy
rate
to
continue
to
build
our
capacity
to
manage
our
financial
functions
across
all
city
departments.
F
With
these
positions,
we've
drastically
reduced
our
vacancy
rate
from
the
42
percent
that
we
reported
that
we
had
through
the
first
half
of
fiscal
year
22.
at
the
last
finance
committee
meeting,
one
of
the
counselors
did
request
to
see
our
turnover
rates
and
our
attrition
rates,
so
hr
has
provided
the
table.
F
That's
on
slide,
four,
the
updates
for
the
entirety
of
fiscal
year
21,
as
well
as
fiscal
year
22
from
july
to
december,
our
average
vacancy
rate,
including
all
unfunded
positions
in
21,
was
33
percent
and
we've
jumped
to
42
percent
in
fy
22.,
the
number
of
separations.
F
We
had
in
two
key
positions
in
fy
21,
one
moved
one
person
moved
to
the
to
another
city
department
was
promoted
to
another
city
department
and
another
person
left
to
move
to
the
city
of
los
angeles
or
the
county
of
los
alamos
the
current
year,
as
we've
mentioned
previously,
our
accounting
officer
left
in
july
of
2021,
which
and
that
position
has
been
vacant
for
the
last
six
months.
Even
though
we
have
posted
that
position
a
few
times,
the
average
turnover
rate
in
both
years
is
calculated
by
hr
is
at
three
percent.
F
I
do
I'm
I'm
happy
to
have
with
us
today:
ricky
bahrano,
I'm
just
going
to
go
over.
You
know
brief
intro
and
he's
going
to
provide
some
more
detail
and
introduce
himself
to
you.
Ricky
is
a
cpa.
He
has
over
43
years
of
experience.
F
G
Thank
you,
mary.
It's
a
privilege
to
be
here
going
over
my
background.
Most
recently
I
was
at
northern
new
mexico
college.
You
may
have
read
about
them
in
the
paper.
They
had
a
huge
embezzlement
and
that
was
back
in
2017
when
it
was
finally
uncovered
after
six
years
and
I've
spent
the
last
four
and
a
half
years
years
there
working
them
out
of
a
disclaimed
audit.
G
This
is
work,
that's
very
familiar
to
me.
It's
been
joked
by
a
number
of
forensic
reviewers
or
accountants
that
most
people
either
run
away
or
run
out
of
burning
buildings,
and
I
have
the
tendency
to
run
into
them.
So
this
is
a
task
that
I
welcome,
especially
because
it's
now
in
the
place
I
call
home
the
last
20
years.
G
I
feel
I
can
make
a
huge
contribution
to
this.
It's
not
daunting
to
me.
I
think
the
idea
of
going
in
helping
the
organization
to
move
forward
it's
already
on
track
to
move
forward.
I
think
staff
has
already
done,
especially
ms
mccoy
has
an
incredible
job
of
bringing
us
to
the
point
we're
at
and
now
we
just
need
to
get
over
the
finish
line.
G
I
think
what
she
mentioned
earlier
that,
while
we're
working
on
clearing
out
the
21
audit,
we're
also
our
goal
is
to
simultaneously
or
concurrently
work
on
the
22
audit,
so
that
it
is
on
time.
That's
our
commitment.
That's
been
ms
mccoy's
charge
to
me
is
that
we
failure
is
not
an
option.
We
will
be
on
time
in
22.,
I
started
in
accounting,
I've
been
in
accounting,
auditing
tax
or
tax
audit.
F
Thank
you
ricky
again,
we
have
definitely
added
some
muscle
power
to
our
team
by
having
mr
vegetano
join
our
team
with
all
of
his
years
of
experience,
particularly
in
in
the
areas
that
he
has
identified
in
doing
his
reference
checks.
Ms
lotero
called
around
to
the
who's,
who
of
you
know
finance
and
accounting
professionals
in
the
city
of
albuquerque
and
in
other
at
the
state
of
new
mexico,
and
she
was
very
happy
to
report
that
ricky
is
known
as
the
fixer
as
he
mentioned,
the
person
who
runs
into
burning
buildings.
F
The
next
part
of
our
action
plan
is
to
contract
with
an
audit
coordinator,
who
has
will
be
responsible
for
coordinating
on-site
with
us
day-to-day
activities,
not
only
with
our
all
of
our
department
staff,
but
also
with
the
contractors
that
we
have
hired.
So
we're
very
happy
that
stephanie
woodruff
is
joining
us
today
in
this
role.
This
contractor
will
provide
our
technical
and
business
and
project
management
expertise
by
managing
the
day-to-day
and
to
make
sure
that
we've
completed
our
child
balance
by
march
31st.
F
So
I'm
going
to
turn
it
over
to
stephanie
and
just
after
doing
a
brief
intro,
she
has
over
35
years
of
experience
in
the
private
and
public
sector
and
she's
most
recently
served
for
the
last
three
years
is
our
the
chair
of
our
audit
committee.
So
she
does
have
a
familiarity
with
our
organization,
so
she's
able
to
hit
the
ground
running
stephanie.
Would
you
like
to
say
a
few
words
excellent
thank.
H
You
director
mccoy,
madam
chair,
it's
great
to
be
here
you
guys
as
part
of
the
staff
instead
of
the
outside
independent
audit
director
and
actually
it's
a
privilege
to
be
here.
I
feel
very
confident
in
what
our
plan
that
that
you'll
see
here
that
we're
going
to
present,
not
only
you
know,
addressing
really
the
challenges
that
we
have
today,
but
also
as
as
ricky
laid
out
really
laying
down
a
foundation,
what
I
call
a
framework
for
success
going
forward.
H
So,
as
many
of
you
who
know
me,
you
know
I
have
over
with
the
35
years
of
experience,
not
only
in
the
public
sector
as
the
prior
chair
here
in
santa
fe,
but
also
I
had
headed
up
this.
H
This
function
at
the
city
of
minneapolis
and
then
also
in
various
consulting
roles
across
deloitte
resources,
connection
and
started
my
career
at
cargill
incorporated
in
internal
audits.
So
I
have
a
pretty
good
perspective
in
terms
of
not
only
audit
internal
audit
external
audit,
but
also
just
the
ability
to
step
back
and
look
at
business
processes
and
structural
issues,
and
that's
really
what
the
you
know
what
the
city
really
is
facing.
H
I
think
over
my
last
three
years
in
my
role
as
an
outside
director,
you
know
coming
in,
we
were
really
challenged
with
all
the
issues
with
mccard
report.
We
were
challenged
with
turnover
and
then
we
threw
in
the
pandemic.
We
really
have
not
had
an
opportunity
to
really
step
back
and
mary
if
you,
if
you
flip
the
slide
here,
a
big
part
of
my
role
is,
you
know
not
only
in
coordinating
the
fy
21
audit,
but
really
the
importance
here
is
the
ability
to
take
all
of
that
information.
H
You
know
really:
where
are
the
gaps
here
and
and
looking
at?
How
can
we
streamline
and
improve
this
process
when
it
comes
to
system
changes,
process,
changes
and
any
structural
changes?
You
know
the
the
implementation
of
the
new
system
was
was
massive.
I
mean
it's
taken
us
a
few
years.
H
This
is
really
going
to
be
the
first
year.
You
know
not
only
doing
a
full
audit
of
that,
but
also
looking
at
you
know.
How
are
the
department
heads,
how
are
the
departments
really
using
that
system
and
how
can
we
drive
those
processes
and
improvements
throughout
the
system
so
that
you
know
we
get
to
that
month
in
close,
so
that
when
we
get
to
december
for
fy
2020
that
we
will
be
on
time
for
an
audit?
And
that's
that's
our
commitment
with
this
team,
so
I'm
very
excited
to
be
here.
H
I
know
that
they
have
their
marching
orders
and
I
think,
over
the
last
three
years
we
laid
a
good
foundation
for
jessica
and
caitlyn
and
the
team
to
continue-
and
I
know
that
they're
presenting
tonight-
so
you
know
I
it's
it's
a
holistic
view
and-
and
I'm
happy
to
be
here
as
part
of
the
internal
team.
So
thank
you.
Thank.
F
You
stephanie
again
definitely
adding
to
our
muscle
power
with
stephanie.
You
know
the
organizations
that
she's
worked
for
including
deloitte
and
cargill
are
world-renowned
organizations
and
her
experience
in
internal
audit.
External
audit
is
really
going
to
be
of
benefit,
as
we
are
planning
for
not
just
to
complete
the
fy21
audit,
but
to
take
the
corrective
steps
that
framework
for
success
that
she
mentioned,
to
set
us
up
for
on-time
audits
and
to
reducing
the
the
number
of
findings
and
the
severity
of
findings
that
we
have.
F
We
look
forward
to
her
working,
not
just
with
the
finance
department
but
with
across
all
city
departments,
to
assist
us
one
other
important
piece
about
this
is
stephanie
will
be
engaged
in
reviewing
the
systems,
processes,
structures
as
she's
mentioned,
and
providing
us
an
assessment
and
some
recommendations
for
how
to
improve.
With
that.
We
do
plan
to
come
to
the
city
council
to
to
make
those
recommendations
on
how
we
can
improve
in
the
future.
F
F
To
that
we
have
formed
a
special
focused
audit
team
for
both
finishing
21
and
for
moving
forward
in
fy
22
to
complete
that
audit
timely
and
to
continue
to
make
improvements
with
the
accuracy
the
departments
are
listed
on
here,
we
will
be
relying
on
staff
from
all
different
departments
in
all
different
functions.
From
submitting
timely,
you
know
purchase
orders
to
being
able
to
submit
reconciliations
on
a
monthly
basis.
Really.
The
the
core
of
the
work
here
is
something
that
we
reviewed
on
the
third
of
january
with
the
finance
committee.
F
The
goal
is
to
have
a
month-end
close
process
which
will
be
led
by
our
chief
accounting
officer,
mr
bejerano
moving
forward
that
will
require
all
of
city
staff
to
be
able
to,
from
the
most
basic
of
functions,
meeting
timely
deadlines
of
submitting
invoices
by
a
particular
day
every
month
to
the
more
complicated
financial
analysis
in
reconciling
transactions,
for
example,
in
the
over
30
000
customer
accounts
for
our
four
different
utility
funds,
which
are
enterprise
funds.
So
this
various
different
levels
of
participation
and
analysis
will
be
required
from
all
of
our
city
departments.
F
F
I
just
want
to
highlight,
over
the
next
few
slides
some
of
the
organizational
administrative
and
accounting
tasks
that
have
been
completed
and
then
review
with
you
at
the
end,
what
the
next
steps
are
for
for
us
on
the
fy
21
audit
and
then
open
it
up
for
some
questions.
So
here
we've
issued
the
rfp
for
the
audit
preparation
services,
which
is
the
role
that
tom
and
rochelle
from
redw
join
us
today.
F
With
that,
we've
signed
the
contracts
for
not
just
radw,
but
for
three
other
firms.
We've
also
signed
the
contract
with
cla
to
perform
our
fy21
audit
and
we're
continuing
we've
hired
finance
department
staff
and
we're
continuing
to
hire
staff.
F
We
most
recently
have
posted
our
treasury
officer
position,
so
we're
looking
for
qualified
candidates
that
are
willing
to
join
our
city
team.
If
you
know
of
anyone
that
job
is
is
now
posted,
we
have
completed
a
few
preliminary
accounting
tasks,
including
the
preliminary
trial
balance
from
our
accounting
system.
F
We've
made
sure
that
the
account
beginning
balances
agree
to
the
prior
year
audited.
Financial
statements
and
the
team
has
also
performed
a
trial
balance
assessment
to
begin
to
assign
accounts
due
dates
and
people
responsible
to
each
of
those
5
000
accounts
across
70
funds,
so
those
reconciliations
and
the
analysis
for
all
those
funds
is
underway.
I'm
going
to
turn
it
over
to
tom
friend
joining
us
from
radw
to
review
the
progress
that
has
been
made
in
each
of
several
different
areas.
I
Hey,
thank
you
mary
good
evening,
good
evening,
everybody.
So
you
know.
Like
mary
just
said,
you
know
we,
we
did
a
trial
balance
assessment.
You
know
going
through
each
of
the
the
accounts
and
determining
you
know.
If
it's
been
reconciled
and
if
it's
not
reconciled,
you
know
who's
going
to
do
it
and
by
when
and
that
type
of
thing
and
the
team
has
been
keeping
a
detailed
list
of
each
of
those
assignments.
And
you
know
we
get
together.
I
I
I
The
for
payroll
about
90
percent
has
been
completed,
for
the
payroll
accounts
operating
in
bank
is
about
36
or
so
so
we're
tracking
well
just
so
that
the
the
audience
understands
there.
There
is
about
40
000
batch
transactions
that
are
being
processed
through
through
cash.
So
it's
a
it's.
It's
quite
an
ordeal,
a
lot,
a
lot
of
effort
there
as
far
as
debt.
Those
that's
been
started.
It's
about
200
million
dollars
in
in
debt,
make
it
made
up
of
about
30
accounts
covering
both
governmental
and
business
type
activities.
I
So
that's
been
started.
You
know
the
the
debt
roll
forward
schedules
will
start
next
week,
investments,
so
staff
has
done
a
fantastic
job.
They've
got
the
premier
reconciliations
completed
and
we'll
be
going
through
those
and
reviewing
those
shortly
under
other
the
work
workers,
comp
and
general
liability
claims.
Payables
have
been
finalized
and
then
also
the
buckman
direct
diversion
submitted
the
march
through
june
21
billings
to
pud
america.
Can
you
go
to
the
next
next
slide?
I
Also,
account
reconciliations
are
under
underway,
are
been
completed
for
significant
revenue,
transaction
cycles
for
grt
property
tax,
mvd
fuel
tax
and
so
forth.
So
those
are
those
have
been
done
as
of
this
month.
Pud
submitted
its
premium
reconciliations
for
its
major
funds,
including
the
environmental
services,
waste
water,
water,
storm
water
and
utility
billings
accounts
payable
is,
is,
is
underway.
You
know
again
there's
a
lot
of
effort
that
goes
into
this.
So
we're
that's
been
that's
been
started
capital
assets,
that's
about
a
700
million
dollar
line
and
so
on.
I
So
those
chronic
schedules
by
the
city
staff
have
been
completed.
You
know,
so
you
understand
the
the
magnitude
of
the
capital
assets
of
the
city.
I
I
believe
that
there
was
four
thousand
transactions
or
so
so
forth
that
exceed
five
thousand
dollars,
so
there's
a
lot
of
activity
that
goes
into
capital
assets,
but
those
are
well
underway,
federal
expenses.
I
For
you
know,
last
year,
in
fiscal
year
20
it
went
from
4
million
to
21
of
18
million
dollars.
So
there's
a
lot
of
there's
a
huge
increase
in
federal
expenditures,
but
that's
underway
it'll
be
finalized.
Once
the
the
search
fund,
record
liabilities
and
the
accrued
payroll
reconciliations
are
complete,
so
we're
tracking
pretty
well
on
that.
So
again
for
the
audience,
it's
a
it's.
I
A
team
effort-
and
it's
it's-
you
know
under
the
leadership
of
mary
and
stephanie
and
ricky
it's
it's
it's
going
really
well
and
and
also
with
the
help
of
the
other
cpa
firms
and
the
city's
finance
department
staff.
F
Thank
you
tom,
I
know.
Finally,
where
do
we
see
ourselves
in
the
next
six
months?
From
january
to
march,
we
have
committed
to
weekly
status,
update
meetings
with
the
mayor
and
the
city
manager.
We've
also
committed
to
providing
updates
to
the
finance
committee
and
the
governing
body
we've
also
in
the
memo
that
was
released
to
this
office
of
the
state
auditor
today
by
the
mayor,
he's
also
committed
to
making
regular
updates
to
the
osa
as
well
to
inform
them
of
our
progress.
F
We
had
a
very
productive
meeting
with
the
deputy
state
auditor
on
friday,
where
she
gave
us
many
recommendations,
including
this.
You
know
team
effort
being
able
to
leverage
the
contractors
as
much
as
possible
to
be
able
to
aim
towards
a
sooner
sooner
delivery
date
for
the
audit
sooner
than
june
30th.
F
We
will
continue
our
reconciliations
and
making
all
the
correcting
journal
entries.
Our
focus
is,
of
course,
is
always
to
correct
and
reduce
the
severity
of
the
findings
for
the
prior
year
and
then,
finally,
as
ms
woodruff
went
over,
she
will
be
conducting
the
assessment
and
we
will
be
presenting
recommendations,
implementable
recommendations
on
how
to
improve
this
process.
How
to
improve
our
systems
or
the
structure
as
it
relates
to
the
close
process?
F
On
march
31st,
we
do
plan
to
submit
our
trial
balance
and
our
schedule
of
expenditures
of
federal
awards
to
our
auditors.
We've
also
started
meeting
with
cla
is
our
external
audit
team
to
plan
for
the
resources
that
will
be
needed
both
on
part
of
the
external
auditor,
as
well
as
the
city
staff
for
the
april
1st
to
june
30th
time
frame,
so
our
target
is
to
have
the
external
audit
completed
and
submitted
to
the
osa
on
or
before
june
30th.
A
Terrific
counselor
lindell.
D
Thank
you
chair,
thank
you
to
mary
for
the
presentation
and
welcome
to
all
the
new
folks
working
on
this.
I
think
that's
terrific.
I
had
a
chance
to
meet
ricky
in
the
office
the
other
day,
your
terrific
addition
to
our
team.
Thank
you
very
much.
Just
a
quick
question
on
the
presentation.
D
D
I'm
the
world's
worst
proofreader.
I
can't
spell
cat
if
you
spot
me
the
c
and
the
t,
but
my
point
was:
I
talked
about
this
at
the
last
meeting,
it's
very
very
hard
for
the
finance
and
the
audit
folks
to
get
their
work
done
when
they
don't
have
the
submitted
data
from
other
departments.
D
D
Buckman
hasn't
been
able
to
do
what
they
need
to
do,
because
the
audit
wasn't
done
well
sounds
to
me,
like
everybody's,
got
their
own
little
part
in
this,
and
I
think
that
what
I'm
seeing
is
we
that
this
audit's
been
late.
We've
been
delayed
for
a
lot
of
different
reasons,
and
I
just
think
that
you've
been
gracious
and
not
talking
specifically
about
what
some
of
those
reasons
are,
because
I
know
that
as
the
finance
director
you,
you
can't,
you
don't
have
the
authority
to
tell
people.
D
I
gotta
have
this
friday,
that's
not
how
it
works.
I
know
that,
but
I
do
have
a
couple
of
that
was
a
comment.
I
don't
need
an
answer
on
that.
What
I
would
like
to
know,
though,
is
the
are
the
labor
shortages
across
it's
been
across
all
industries?
Has
it
been
similar
in
financing
and
accounting.
F
Adam
chair,
counselor
lindell:
yes,
that's
something
that
we've
talked
about
with
our
colleagues
in
other
cities.
I
see
ricky
is
nodding
his
head,
yes,
and-
and
I
know
we've
talked
about
that
with
our
redw
team
as
well.
It
has
been
extremely
difficult
to
recruit
for
accounting
and
finance
positions.
F
For
example,
we
had
to
advertise
for
a
few
a
few
rounds
for
the
accounting
officer
position
and
I
think
it
is
you
know,
challenging
on
multiple
fronts.
I
think
we're
in
competing
with
private
companies
like
ridw
or
clifton,
larsen
allen
to
attract
top
talent.
We
recently
advertised
a
risk
manager
position
that
risk
manager.
We,
I
believe
the
base
salary
is
close
to
80
000.
With
the
city
of
santa
fe.
We
had
an
extremely
qualified
candidate,
someone
who
had
just
received
his
law
degree
and
was
looking
to
sit
for
the
bar.
F
Unfortunately,
that
person
was
in
his
current
job
was
making
130
000,
so
we
weren't
able
to
you,
know,
recruit
him
into
that
into
the
role
extremely
qualified,
talented
person.
That
was
very
interested
in
coming
to
work
for
the
city
of
santa
fe,
but
we
weren't
able
to
be
competitive
when
it
came
to
salaries
so
we're
trying
our
best.
We
are
you
know,
activating
our
network,
our
professional
network,
to
be
able
to
recruit
people.
I
think
the
city
does
have
a
definite
advantages
because
of
our
very
generous
and
rich
benefits
program.
D
Well,
I
think
you
make
a
good
point.
Miss
mccoy.
You
know
we
can't
expect
to
get
absolute
top
talent.
I
mean,
I
know
I
know
we're
nice
people
to
work
with
and
we
do
have
a
good
benefits
program
and
but
we
have
to.
D
We
have
to
have
a
competitive
pay
rate
on
this,
and
I
think
that
that's
one
of
the
things
that
is
going
to
be
incumbent
upon
you
to
help
us
find
what
those
competitive
pay
bans
are,
because
I
I
have
no
idea-
and
I
I
think
that
it's
really
important,
because
although
eighty
thousand
dollars
may
seem
like
oh
boy,
that
was
a
really
good
job.
Well,
someone
making
130s,
not
gonna,
go
to
80
just
so
I
think
he
said
it
was
a
he
so
that
he
can
hang
around
with
us.
D
F
Madam
chair
counselor
lindell,
yes
speaking
with
some
of
my
counterparts
and
other
local
government
jurisdictions,
they
have
also
been
late
with
their
audits.
Yes,
I
don't
have
a
complete
listing
for
you,
but
just
as
a
again
and
speaking
with
my
counterparts
and
other
jurisdictions,
I
can
late
in
the
last
few
years
have
they
gotten
letters
from
the
state
auditor.
Also,
madam
chair
counselor
lindell.
I
cannot
I
I
do
unfortunately
do
not
know
the
answer
to
that
question.
D
Okay,
you
know
this
is
a
good
presentation
tonight
and
I
think
that
it's
really
clear
that
everybody
is
pushing
really
really
hard
to
get
this
done,
and
these
reports
are
helpful
and
let's
just
continue
to
push
and
onward
and
upward
with
this,
but
I
think
that
the
the
effort
really
really
shows.
Thank
you
very
much,
madam
chair.
E
E
We
funded
a
class
and
comp
study.
I
don't
see
bernadette
on
the
zoom
tonight,
but
does
anybody
have
an
update
on
whether
or
not
that
class
and
comp
study
is
going
to
be
ready
for
us
in
time
to
in
time
for
budget
season.
E
K
Counselor
cassette,
madam
chair,
I
understood
about
four
of
the
words
you
just
said,
but
I
will
connect
with
you
after
and
I'll
work
with
the
relevant
folks
and
get
a
readout
for
you.
Okay,.
E
Okay,
wonderful,
I
mean,
I
think
that
would
be
really
helpful,
that,
as
we
are
looking
forward
to
setting
us
into
the
into
the
next
fiscal
year
of
making
sure
that
we
have
everything
in
place
and
a
large
piece
that
is,
our
responsibility,
is
setting
up
that
budget
and
appropriating
dollars
to
make
sure
that
we
are
attracting
the
talent
that
we're
funding
the
positions
that
we
need.
E
E
Another
another
question:
you
know
that
sig
mentioned
about
mentioning
bdd
and-
and
we
know
that
one
of
the
problems
that
we've
been
seeing
is
coordination
across
departments
across
the
city
to
make
sure
that
we're
getting
everything
and
on
time
asig
mentioned.
You
know,
mary.
You
are
the
the
finance
director,
but
you
are
not
the
only
person
that
is
a
part
of
this
entire
operation
and
a
part
of
this
audit.
So
I'm
I'm
really
curious
to
hear
how
how
we
are
going
to
be
improving
that
coordination.
K
Dr
mccoy,
can
I
take
that?
Yes,
all
right,
madam
chair
counselor
cassid.
Thank
you
for
that
question.
Yeah.
There
is
really
a
tremendous
opportunity
here
for
us
to
really
improve
the
way
that
that's
working,
and
you
know
I
as
a
caveat,
want
to
say
we
have
such
an
extraordinary
team
of
folks
both
on
the
finance
team,
adding
and
stephanie,
adding
in
ricky
people
working
in
other
departments,
and
so
it's
really
just
helping
everybody
work
in
the
same
direction.
K
So
some
of
what
we're
going
to
be
doing
is
bringing
together
the
leadership
of
all
the
reporting
divisions
with
mary's
team.
I'm
sorry
with
counselor
director
mccoy's
team
to
talk
about
ensuring
that
the
staff
who
need
to
be
reporting
to
the
finance
department
every
month
have
the
training
they
need
have
the
support
they
need
that
they
have
a
contact
they
can
go
to
if
they
have
a
question
throughout
the
month
to
make
sure
that
they're
getting
it
done
and
that
the
finance
department's
able
to
provide
that
to
everybody
else.
K
At
the
same
time,
you
get
me
who
is
going
to
be
on
a
direct
dial
when
I
hear
from
director
mccoy
that
we're
missing
numbers
from
x
and
y
and
z
departments
that,
frankly,
until
that
work
is
done,
that
should
become
the
number
one
priority
for
those
department
directors.
This
is
not
a
joke
for
the
city.
This
is
not
funny.
This
is
not
hey.
Let's
let
mary
she's,
not
the
life
serial
kid
she's,
not
the
one
that
gets
the
blame
when
we
just
pass
them
off
to
her,
everyone
will
be
held
accountable.
K
So
I
think
dr
mccoy
mentioned
earlier
we'll
be
starting
weekly
meetings
this
week
with
director
mccoy
and
the
audit
team,
and
as
part
of
that,
it's
going
to
be
who's
performing
and
who's
not
and
we're
going
to
address
it
now,
and
so
that's
some
of
the
accountability
that
we're
going
to
be
providing
right
out
of
the
gate
to
ensure
that
we
are
going
as
fast
as
possible.
E
Thank
you
johnny.
I
really
appreciate
that,
and
I
appreciate
hearing
that
you,
you
are
taking
this
seriously
and
really
going
to
be
pushing
this
forward
and
making
sure
that
all
hands
are
on
deck.
E
But
it
does
make
me
question.
One
of
the
things
that
you
know
I've
mentioned
numerous
times
is
how
understaffed
we
are
across
the
board,
and
so
we've
mentioned
a
40
vacancy
rate
in
finance
and,
I
believe
city-wide.
What
are
we
at
20
20
and
that's
an
average
city
wide,
and
so
you
might
not
have
the
answer
for
this.
E
E
Do
they
have
the
staff
that
they
need
and
again
where
that
really
is
going
to
become
crucial,
is
when
it
comes
to
setting
the
budget
and
making
sure
that
we
are
funding
any
positions
that
are
unfunded
if
there
are
positions
that
are
funded
and
currently
vacant?
E
This
is
where
this
class
and
comp
study
comes
in
and
making
sure
that
we
are
paying
competitive
rates,
and
how
do
we
ensure
that
the
departments
have
the
support
that
they
need
on
the
ground
in
order
to
really
meet
these
deadlines,
because
we
can
tell
people
that
you
have
to
meet
the
deadlines,
but
we
also
know
that
if
we
don't
give
them
the
support
that
they
need,
if
they
don't
have
the
resources
they
need,
if
they
don't
have
the
staff
that
they
need,
we
either
risk
burning
people
out
because
they're
working
overtime,
sloppy
work,
that's
going
to
be
incorrect
and
just
has
to
go
back
to
be
done
again
and
then
we
are
going
to
be
late
again.
E
So
I
don't
know
if
you
have
the
answer
for
that
now
in
terms
of
how
we're
determining
the
support
that's
needed
across
the
city,
not
just
in
finance,
to
get
this
done.
If
you
do
I'd,
love
to
hear
it
and
if
not
again,
this
is
something
that
I
really
want
to
make
sure
that
we
are
assessing
and
that
comes
forward
with
budget
hearings.
K
Thank
you,
madam
chair
counselor,
cassette
I'll.
Let
dr
mccoy
speak
directly
to
the
vacancies
within
finance.
What
I
can
tell
you
citywide
is:
we
are
going
to
look
at
every
tool
in
the
toolbox.
What
I
will
initially
say
to
you
just
from
my
experience
recently
in
state
government,
is
with
regard
to
finance
staff.
Things
are
tough.
All
over
I
mean
most
departments
in
state
government
are
looking
for
finance
staff,
they're
looking
for
asd
directors
and
cfos
I
mean
it
is.
K
It
is
hard
times
right
now,
and
and
so
it's
that's
not
to
justify
that
our
out
is
not
done,
it's
just
to
say
we're
in
good
company
with
others
who
are
also
looking.
That
being
said,
we're
gonna
look
at
every
tool
in
the
toolbox.
Do
we
need
temps?
Do
we
need?
Can
we
hire
do
a
rapid,
higher
event
focused
on
finance
department?
You
know
what
will
work
really
to
get
people
in
the
door
as
part
of
that
as
well?
K
I
think
you
know
one
of
the
broader
contexts
beyond
just
the
audit
that
I
think
will
be
facing
the
work
that
I
do
with
with
mayor
webber
and
the
council
on
the
team.
Is
you
know,
I
don't
know
that
we
necessarily
need
more
people
working
in
city
government,
but
maybe
we
need
to
reassign
how
some
of
those
folks
are
working.
K
I'm
also
a
big
fan,
frankly
of
other
duties
as
assigned,
and
so
as
I
spoke
with
director
mccoy
over
the
weekend,
can
I
do?
Is
there
something
I
can
do
over
the
weekend?
I
failed
to
count
to
five
correctly,
so
she's
not
sure
I
should
be
able
to
do
anything
wrongly
on
it,
but
you
know
what
can
we
do
to
help?
Can
everybody
do
to
make
this
go
forward
faster
and
part
of
that
to
your
point
about
burnout?
How
do
we?
How
can
we
provide
some
incentives
to
staff?
K
How
can
we
make
sure
that
we're
celebrating
you
know
every
time
we
get
five
percent
cluster
being
done?
You
know,
what
do
we
do
to
make
sure
there's
some
sort
of
a
celebration?
How
do
we
not
have
this
be
just
the
drudgery
of
time
to
make
the
donuts
and
so
we're
going
to
look
at
every
tool
in
two
blocks
to
boost
staff?
Morale
make
sure
we
get
this
done,
get
people
in
the
door,
you
name
it
we're
going
to
do
it
and
I'll
defer
to
direct
mccoy
about
the
finance
department
itself.
F
Thank
you,
I'm,
madam
chair
counselor.
Thank
you
for
the
question
within.
I
think,
what's
gone
very
far,
to
be
able
to
recruit
folks
into
these
positions,
is
kind
of
a
twofold
process
being
able
to
work
with
our
amazing
hr
team
to
reassess
the
positions
to
determine
if
they
are
at
the
right.
You
know
pay
range
at
the
right
scale
to
be
able
to
recruit
right.
F
So
when
we've
gone
out
to
advertise
for
a
position
a
few
times
and
we're
not
able
to
recruit,
you
know
qualified
folks,
we
need
to
take
a
look
at
the
position.
Take
a
look
you
know,
and
our
hr
team
has
been
there
to
assist
us
every
single
time,
and
I
know
we're
going
to
continue
to
do
that
as
we
move
forward.
F
Also,
most
recently
in
december,
the
council
did,
the
governing
body
did
approve
the
hiring
bonuses
and
the
retention
bonuses,
retention
and
hiring
incentives.
So
we're
very
grateful
for
that.
I
think
that
does
go
a
long
way
to
helping
recruit
staff
in
that
it
does
provide
us
a
competitive
edge,
but
it
also
does
goes
a
long
way
to
showing
our
staff.
You
know
gratitude
and
appreciation
for
the
work
that
they
have
done
when
we
have
60
of
our
staff
trying
to
do
the
responsibilities
of
100
of
our
responsibilities.
F
That
being
said,
I
do
want
to
reiterate
what
manager
blair
said
about
training.
I
think
this
is
something
that
we
talked
about
with
our
accounting
staff
today
in
terms
of
training
or
involvement
for
cpes
or
other
continuing
education
courses
that
are
available
through
different
associations
here
in
new
mexico
being
able
to
provide
that
those
opportunities
to
our
staff.
So
we're
excited
that
mr
bahrano
was
part
of
our
team
and
can
assist
us
with
providing
that
training.
F
He
was
an
instructor
for
you
know
about
nine
years
at
the
college,
so
we're
grateful
to
have
someone
who's
able
to
serve
in
that
role
to
do
some
on-the-job
training,
but
also
with
the
network
and
the
connections
to
be
able
to
identify
those
continuing
education
courses,
because
at
the
end
of
the
day,
we
want
to
be
able
to
set
everyone
up
for
success.
Whether
you've
been
on
the
job
for
five
years
or
you're,
just
recently
been
hired
on
to
the
city
we
wanna.
F
We
need
to
give
you
the
tools
and
the
training
to
be
able
to
be
successful
in
your
job
and
again
we
have
hired
attempt
positions
to
be
able
to
assist
us
with
various
functions
to
be
able
to
complete
them
within
the
finance
department,
and
we,
you
know,
look
forward
to
providing
those
opportunities
to
other
departments
and
very
grateful
to
you
know:
staff
for
in
departments
who
are
completing
these
assignments.
You
know,
day
by
day,
working
sometimes
in
their
different
departments,
filling
a
job
as
vacant.
F
You
know,
next
to
them,
it's
20
40
is
pretty
drastic.
20
is
equally
as
drastic.
You
know,
you're
always
having
to
cover
you
know
the
front
desk
or
answer
phones
or
you
know,
fill
in.
So
we
know
this
is
been
stressful,
for
you
know
the
the
city
as
a
whole,
so
we're
grateful
for
city
manager
blair's
approach
to
have
this,
be
you
know
everyone
on
deck,
everyone
pitching
in
to
be
able
to
complete
this
on
time,
and
then
I
do
also
want
to
go
back
to
miss
woodruff's
assessment.
F
She's
talking
she's
talked
about
reviewing
our
systems.
That
includes
our
all
of
our
various
systems
that
we
have.
For
example,
one
department
could
use
our
tyler
munis
financial
system.
They
could
use
a
different
billing
system
and
a
third
party
payment
system
so
they're
having
to
reconcile
across
three
different
systems.
So
part
of
miss
woodrow's
assessment
is
going
to
be
reviewing
all
of
our
systems
and
telling
us
where
we
can
make
improvement
so
staff.
F
One
staff
person
isn't
having
to
reconcile
across
three
different
systems,
also
going
to
be
reviewing
the
processes
and
our
structure
to
to
make
sure
that
we,
as
a
city,
are
setting
ourselves
up
for
success
in
the
future.
So
any
changes
that
we
have,
we
will
be
bringing
forward
those
recommendations
as
part
of
our
fy
23
budget
process,
to
be
able
to
act
on
those
with
a
great
sense
of
urgency.
E
Wonderful,
thank
you.
I
appreciate
that
and
I'm
really
you
know
looking
forward
to
hearing
about
the
results
of
that
assessment
and
the
recommendations
that
come
out
of
that.
I
think
that
at
this
point,
as
I
believe,
council
adele
stated
either
just
now
or
maybe
earlier
when
I
was
speaking
with
you,
but
we
thought
it's
late.
We
know
the
audit's
late.
We
we
kind
of
don't
need
to
harp
on
that
anymore.
E
What
we
need
to
do
is
how
do
we
move
forward
to
stop
this
cycle,
and
so
I
really
appreciate
this
conversation
and
and
the
thought
that's
going
into
it
and
the
work
that's
going
into
it,
and
I
just
want
to
reiterate
something
that
I
had
said.
I
believe
at
our
last
committee
meeting
when
we
were
discussing
this.
Is
it
very
much?
E
On
top
of
this,
as
mary
had
just
mentioned,
that
right
now
they're
trying
to
fill
in,
so
I
do
appreciate
the
work
that
city
staff
has
put
in
there
and
that,
hopefully
this
these
coordination
strategies,
the
assessment-
are
going
to
make
this
a
smoother
ride
for
city
staff,
so
that
they
are
better
able
to
both
help
us
get
the
audit
in
on
time
as
well
as
continue
to
do
all
the
other,
very,
very
important,
work
and
services
that
we
provide
to
the
community.
E
So
just
really
want
to
recognize
not
just
finance
department
but
staff
across
the
city
that
are
picking
up
in
areas,
because
there
is
that
vacancy
rate
to
really
do
the
work,
and
we
will
do
our
best
to
get
you
the
support
that
you
need,
so
we
can
move
forward
and
get
that
added
in
and
on
time
next
year.
E
C
Councilwoman
verriel,
thank
you,
chairwoman,
romero
worth
and
thank
you
to
staff
and
for
the
presentation
update
just
a
couple
questions
welcome
to
mr
bejarano
and
miss
sharp,
and
I
don't
think
I
missed
any
of
their
new
staff
other
than
contract
staff.
Glad
to
see
that
miss
woodruff
is,
I
think
you
said
on
contract.
C
Is
that
correct
to
do
day-to-day
work
with
us
as
well
as
the
improvement
of
month?
End
close,
so
that's
promising
just
want
to
make
sure.
Is
it?
Is
it
common
practice
to
hire
a
former
audit
committee
member
as
a
contractor?
I
just
want
to
make
sure
we
don't
have
any
conflict
of
interest.
F
F
We
have
worked
with
several
different
contractors
over
the
you
know,
past
four,
three
and
a
half
years
that
I've
been
in
this
position
and
I
have
emailed
that
scope
of
work
to
several
of
our
contractors
and
did
receive
a
different
different
quotes
back
for
these
services
and
after
a
review,
we
did
select
pinion
ventures,
which
is
miss
woodruff's,
firm.
C
Okay,
thank
you
I
I
feel
like
we
should
check
on
that,
and
I
also
want
to
say
that
miss
woodruff
also
has
the
expertise
of
the
inside
perspectives
with
that
audit
experience,
but
I
just
want
to
make
sure
we're
we're
good
good
on
that
end
and
then
just
want
to
follow
up
so
the
state
auditor
letter
went
out
and
they
had
requested
an
updated
timeline
from
us.
So
from
our
initial,
our
initial
dates
have
any
of
those
initial
dates
to
complete
the
fiscal
year.
K
Madam
chair
councillor,
vial,
if
I
can
take
that
question
first
of
all
nice
to
see
you
thank
you
for
the
question,
so
we
made
a
decision
ultimately
that
we
didn't
want
to
pick
a
new
date
out
of
thin
air
and
we,
it
seemed
as
if
to
me
it
would
have
been
disingenuous
on
our
part
to
just
say:
ta-da.
We
have
a
new
date
and
that,
frankly,
I
would.
K
K
In
private
conversation
with
the
deputy
state
auditor,
the
state
auditor
and
our
letter
in
all
the
activities
that
we've
done,
we've
tried
to
convey
that
in
a
period
of
time,
hopefully,
in
the
near
future,
we
will
be
able
to
convey
that
those
dates
will
be
sooner
than
what
were
articulated
previously
by
director
mccoy.
But
I
I
didn't
want
to.
K
I
want
to
let
what
we're
doing
this
new
team,
the
new
folks
that
are
coming
on
board
our
attention
to
it.
Our
focus
are
getting
everybody
on
board
to
do
that,
and
so
that's
why
we
didn't
put
in
a
new
date,
but
did
explicitly
try
to
convey
they
should
expect
it
will
be
before
what
was
in
the
previous
letter.
K
Madam
councillor,
council
pardon
me,
madam
chairwoman
and
counselor
vietnam,
I'm
overly
caffeinated
at
six
o'clock
at
night
yeah.
I
think
that
part
of
what
we're
going
to
work
with
the
director
mccoy's
team
is
about
having
sort
of
an
an
actual
timeline
of
when
we
believe
things
are
going
to
be
done
and
as
that
gets
updated.
I
assume
that
would
be
part
of
the
report
that
director
mccoy
and
her
team.
The
audit
team,
are
providing
here
in
the
governing
body.
C
Great
okay,
thank
you
and
then
former
city
manager,
our
former
city
manager,
presented
us
with
a
breakdown
of
contracts
above
60
000
over
the
last
three
months,
and
I
was
looking
at
that
before
she
left
and
we
didn't
get
to
discuss
it
further,
but
the
contracts
totaled
about
100,
no,
I'm
sorry
and
811
thousand
dollars
of
contract.
C
So
I'm
wondering,
if
that's
over
a
three
month
period
and
if
you
don't
have
the
answer
right
now-
that's
okay!
But
if
someone
could
just
let
me
know
what
what
is
our
balance
right
now
in
terms
of
contract,
auditing
and
other
accounting
services
up
to
date,
I
know
some
of
them,
I
think,
were
beyond
the
three
months.
They
were
like,
maybe
a
year
contract.
C
So
if
you
could
provide
that
with
us
just
so
we
know
what
the
running
balance
is
of
of
what
we're
spending
for
contract
services,
because
I
know
there
was
some
there
were
some
some
of
my
colleagues
wanted
to
see
everything
possible
that
we
could
do
and
put
contract
folks
on
on
our
payroll.
But
I
am
also
wanting
to
know
like
what
are
we
having
to
spend
to
do
that.
So,
if
you
could
provide
that
with
us,
that
would
be
helpful.
F
Madam
chair
counselor,
yes,
I'm
happy
to
provide
that
update.
The
report
that
madam
the
madam
city
manager
gate
gives
on
a
rick
gave
on
a
regular
basis
to
the
governing
body
did
include
all
of
the
signed
contracts.
So
those
were
the
contracts
that
were
signed
in
that
period,
but
the
term
of
the
contract
is
likely
to
go
out
further
than
those
three
months.
So
I
would
imagine
the
contracts
that
you
are
referring
to
do
include
services,
for
example,
that
redw
or
any
of
our
other
contract
firms
that
we've
referenced.
F
We
did
complete
those
contracts,
as
I
mentioned
earlier
in
that
in
the
third
in
the
fourth
quarter
of
the
calendar
year,
but
we
can
go
ahead
and
provide
you,
the
updates
on
how
much
has
been
spent
and
and
what
we
and
I
believe
I've
had
this
discussion
with
the
chairwoman
as
well.
If
there's
any
additional
resources
that
we
do
need
to
allocate
in
order
to
be
able
to
complete
the
fy21
audit
and
and
make
significant
improvements.
C
Great
yeah,
I
figured
they
were
longer
as
well.
I
just
wanted
to
see
that
what
that
looks
like
for
us
so
that
we
know
that
we're
aware
of
what
costs
it's,
what
costs
entail
to
get
this
done,
not
just
the
time
and
labor
of
our
own
staff,
but
also
of
the
contract
staff.
So
thank
you
and
then
the
other
question
I
had
was
about
about
grants
if
we
were
at
risk
of
losing
any
funding
from
state
appropriations
or
grants
or
even
federal
grants
as
a
result
of
our
late
audit.
F
Madam
chair
counselor,
via
real.
I
am
not
aware
I've
not
been
made
aware
by
any
of
our
federal
or
state
agencies
that
we
are
at
risk
of
losing
any
grants.
If
that,
as
soon
as
I
am
made
aware,
I
would
notify
this
the
city
manager
and
we
would
present
that
information
to
the
governing
body.
Their
dfa
has
requested
that
when
it
relates
to
capital
outlay
projects,
they
have
requested
updates
on
the
status
of
the
capital
outlay
projects.
In
addition,
I
am
signing
the
grant
documentation
that
we
submit.
F
I
am
a
like,
essentially
a
third
level
of
review
before
it
goes
to
to
dfa
or
any
of
the
other
state
agencies,
so
they
asked
us
to
to
do
that,
just
to
make
sure
that
there
is,
you
know,
multiple
levels
of
review
in
the
documentation,
our
request
for
reimbursement,
that's
going
to
this,
the
to
dfa
or
any
of
the
other
state
agencies,
and
so
I've
been
doing
that
as
well.
Then
we're
happy
to
comply
with
any
other
requirements
or
any
other
reporting
that
either
the
federal
agencies
or
our
state
agencies.
F
I
need
on
a
more
regular
basis
than
an
annual
basis,
which
is
what
our
audit
is.
C
Okay,
maybe
it
would
be
best
just
to
check
in
with
our
department,
with
our
various
departments,
for
the
city
manager,
to
look
into
that.
I
did
hear
there
is
some
possibility
of
some
grants
that
were
compromised
because
there
wasn't
an
audit
available
and
just
want
to
make
sure
that
we
don't
miss
out
on
funding
opportunities
and
we
provide,
like
you,
said
director
mccoy
any
documentation
they
need
to
to
get
those
through
and
then
last
just
also
interested
about
the
status
of
our
class
and
comp.
I'm
glad
that
my
colleague
brought
that
up.
C
I
think
all
of
us
would
like
to
know
about
that
and
how
it
will
fit
into
the
budget
process,
and
I
think
that's
it.
Thank
you.
A
A
So,
director,
mccoy
just
really
very
succinctly
remind
us
what
our
financial
position
is
as
a
city,
our
la
our
audit
has
been
late,
but
we
did
have
an
unqualified
audit
and
we
have
very
strong
bond
ratings.
F
F
In
addition,
as
you
referenced
at
the
last
a
presentation
at
the
last
update,
we
have
recently
received
an
affirmation
from
both
snp
and
fitch
to
our
strong
bond
ratings,
a
double
a
plus
and
a
double
a
so
we
were
extremely
happy
to
report
that
particularly
that's
not
necessarily
the
case
for
all
local
governments
after
having
weathered
this
the
decrease
in
revenues
throughout
the
pandemic
period.
In
addition,
we
do
have
a
net
improving
financial
position,
as
we
reviewed
on
january
3rd
from
2019
into
2020,
which
was
the
last
full
year
reviewed.
F
We
saw
an
improvement
of
13.5
million
across
governmental
and
enterprise
entities,
so
those
are
that's
the
type
of
data
that
that
folks
look
at
when
they're
actually
reviewing
our
financial
statements
to
understand.
If
an
organization
is
doing
well,
improving
declining
in
their
financial
performance,
that's
really
a
good
question,
a
good
facts
and
figures
for
us
to
have.
A
And
granters
are
likely
to
look
at
that
as
well
when
they're
making
decisions-
and
you
know
awarding
money-
madam
chair,
yes,
that
is
correct,
okay,
and
so
that
really
that's
a
good
thing
for
us.
Yes,
so
just
I
guess
I
want
to
underscore
that
I
also
you
know,
am
thrilled
to
see
what
I
would
consider
the
circling
of
the
wagons
right.
I
think
everyone
is
taking
this
very
seriously
and
we
are
conveying
at
every
level
the
seriousness
with
which
we
are
moving
forward.
We've
got
plans.
A
We've
got
oversight
by
this
committee,
where
the
audit
by
law
falls
for
oversight,
we've
we're
bringing
on
new
people
we're
reviewing.
You
know,
as
you've
said
we're
reviewing
our
processes.
Where
do
we
need
to
be
making
changes?
We're
reviewing
our
structure?
A
So
there's
nobody
here
saying:
well,
we
were
late
last
year,
so
we're
going
to
be
late
this
year
and
we're
going
to
be
late
next
year,
nobody's
saying
that
everybody
is
like
full
court
press
we're
we're
we're
going
to
do
what's
necessary
to
get
this
done.
A
We
are
giving
all
our
all-out
effort
for
this,
and
I
see
this
at
every
level
and
I
and
I
I
think
it's
really
important-
that
that
this
is
the
attention
that's
being
paid
to
this
from
the
mayor
to
the
city
manager,
to
this
committee,
to
the
staff
and
to
all
the
directors
across
city
government,
and
I
just
want
to
say
thank
you
because
I
think
the
seriousness
is
is
being
conveyed
and
was
succinctly
put
to
the
left
in
the
letter
to
the
state
auditor
as
well
and-
and
that
should
you
know,
put
us
in
good
stead
in
terms
of
moving
forward.
A
So
I
guess
I
guess
that's
a
comment.
I
I
do
wanna.
You
know
as
we
go
forward
and
we
have
these
presentations
and
and
we've
we've
committed
to
doing
them
very
regularly.
Probably
every
meeting
every
finance
committee
meeting
every
governing
body
meeting-
and
I
I
I
hope
that
you
know
we
don't
get
into
you-
know
delve
into
just
minutia.
A
F
Adam
chair,
thank
you
for
the
question.
It's
always
in
our
field.
It's
always
a
challenge
to
be
able
to
communicate
to
folks
that
don't
perform
these
responsibilities
or
don't
have
the
training.
You
know
are
a
licensure
and
don't
understand
at
that
very
detailed
level
of
the
minutia
right
all
the
the
standards
that
we're
upholding.
How
we're
you
know
falling
into
compliance
with
accounting
standards,
federal
law,
state
laws,
our
local
ordinances.
F
So
it
really
is
a
an
opportunity
for
us
to
be
able
to
explain
at
the
appropriate
level,
and
so
the
committee
and
the
governing
body
feel
that
they
are
informed
of
what
is
going
on
to
be
able
to
explain
any
key
terms
that
we
continue
to
use.
You
know
what
does
month
end
close
really
mean
what
does
a
reconciliation
mean
right,
but
also
not
to
provide
a
level
of
detail
that
just
you
know,
would
bore
someone
or-
or
we
understand
that
the
committee
also
has
other
matters
that
are
extremely
important.
F
For
example,
our
police
evidence
audit
that
we're
going
to
be
hearing
about
tonight
as
well.
So
we
also
don't
want
to
detract
or
take
too
much
time
out
of
the
the
business
of
the
committee,
but
we
do
want
you
to
stay
informed,
so
the
level
you
know
a
few
of
the
slides
today
did
provide
updates
about
what
was
completed,
and
you
know
what
the
status
is.
F
You
know
30
90
complete,
and
so
we
hope
to
continue
to
provide
you
useful
information
to
be
able
to
put
into
context
the
complexity
of
what
we're
dealing
with,
but
the
number
of
transactions
that
have
been
reviewed,
the
dollar
amount
that
has
been
reviewed.
So
you
understand
that,
from
you
know,
committee
meeting
to
committee
meeting
that
there
is
progress
that
is
being
made
by
our
city
staff
as
well
as
the
contractors.
F
A
Great-
and
I
see
the
city
manager
has
his
hand
up
so
I'll,
go
to
him.
K
Thank
you,
chairman
romero
worth
my
goal
is
to
provide
transparency
and
confidence
by
the
council
and
the
public
in
the
work
that
we're
doing
without
unnecessarily
forcing
your
meetings
to
go
till
two
in
the
morning
and
so
the
goal
to
thread
those
two
options
there
is
that
I'm,
I
think
similar
to
you,
madam
chair,
not
interested
in
seeing
us
re-litigate
that
we're
late
at
every
single
update.
K
You
know
that
would
be
a
disincentive
for
me
to
want
us
to
continue
to
provide
that
level
of
transparency
and
accountability,
but
it's
just
to
make
sure
that
the
audit
team
and
the
finance
department
can
let
you
all
know.
Here's
what's
happened
in
the
last
two
weeks.
Last
week
we
were
60
done
now,
we're
72,
you
know,
and
to
give
those
sorts
of
updates
so
that
you
know
that
we're
on
it
and
frankly,
it
provides
a
check
for
the
team
here
to
ensure.
Well,
we
know
we
have
a
finance
community.
K
Next
week
we
got
to
make
sure
we,
you
know,
we
can't
go
back
and
say
we've
gone
backwards
or
we
didn't
get
anything
done.
You
know,
and
so
that's
the
goal
without
causing
y'all
to
have
to
stay
up
until
midnight,
so
that's
sort
of
the
middle,
the
middle
road
we're
trying
to
run.
A
Right-
and
I
appreciate
that,
and
just
you
know,
I
I
think
it's
good
to
just
maybe
state
that
that's
what
we're
trying
to
do
right
and
and
also
I
I
think
it's
really
important
to
your
point-
that
we
as
the
members
of
the
finance
committee
and
you
know
the
counselors
on
the
governing
body-
have
the
ability
to
articulate
as
we
get
asked
questions
about.
You
know
where,
where
is
the
city
in
its
corrective
action?
Where
is
the
city
in
getting
getting
back
on
track?
A
Is
the
city's
financial
house
in
order-
and
you
know
where
are
we
in
making
sure
that
that
we
deliver
an
on-time
audit
and
so
just
being
able
to
to
talk
to
us
in
a
way
where
we
can
then
turn
around
and
explain
it
to
the
larger
community?
So
I
just
think
that's
super
important.
A
I
I
guess
I
I
have
said
this.
I
do
like
you
know
that
that
there
are
that
we're
attacking
this
at
multiple
levels
that
we
are
attacking
this
at
you
know,
across
the
city
city
and
with
those
that
we
are
fiscal
agents
for
and
and
that
we
are.
You
know
that
we're
going
to
be
accountable
to
those
who
we
are
act
as
physical
phys,
fiscal
agents
for,
but
that
also
they
are
there
are
things
that
they
need
to
be
doing
for
us
in
order
for
us
to
carry
out
our
responsibilities.
A
So
I
think
it's
it's
really
important
that
we
are
transparent
there
too,
about
the
fact
that
this
is
a
partnership,
a
two-way
street.
We
can't
do
our
side
if
we
don't
get
what
we
need
from
from
our
those
who
we
are
fiscal
agents
too.
So
I
appreciate
the
information
there
and
I
think
you
know
the
people
that
we
have
brought
on
are
certainly
very
experienced
high
level
of
of
professionalism,
high
level
of
of
qualifications
to
be
helping
us
as
we
move
forward
with
this
process.
A
So
julie,
congratulations
again
for
for
bringing
on
some
some
incredible
people
and
I
look
forward
to
hearing
from
them
and
having
them
part
of
the
team,
and
I
I
want
to
welcome
you
and
and
just
again
really
happy
that
we're
circling
the
wagons
on
on
on
this
process.
Councillor
rivera
has
raised
his
hand
I'll
go
to
him
councillor
rivera.
L
Thank
you,
madam
chair.
I'm
sorry,
I
don't
really
have
a
question
just
a
comment.
I
know
that
the
press
is
on.
I
don't
want
anyone
to
think
I
don't
care
about
the
audit
itself.
What
I
do
I
had
a
lengthy
conversation
with
her
new
city
manager,
mr
blair,
and
I'm
confident
that
he's
going
to
address
it
and
the
proof
is
in
the
pudding
so
I'll.
Let
him
do
his
work.
L
I
am
interested
in
the
same
question
that
councilwoman
viadelle
had
with
being
able
to
have
a
contract
and
serve
on
the
audit
committee
at
the
same
time,
so
I
am
interested
in
what
the
city
attorney
has
to
say.
H
H
I
told
the
judge
that
I
would
be
reappointed,
but
then
you
know
given
all
of
the
challenges
I
reconsidered
and
when
the
scope
of
work
came
out,
I
said:
well,
you
know
I'll
put
a
proposal
together
because
I
think
I'm
the
best
qualified
but
yeah.
I
am
no
longer
serving
on
the
audit
committee
after
my
three-year
term.
So
thank
you.
H
If
we
do
bring
on
a
you
know
other
I
know
I
think
there
are
two
vacancies
on
the
audit
committee
on
the
internal
audit
committee
right
now
that
that
the
judge
and
the
members
are
actively
looking
for
but
yeah.
I
I'm
completely
even
in
tonight's
presentation
with
the
last
internal
audit,
even
though
it
was
still
under
my
purview.
I
I'm
I'm
not
involved,
that's
regw,
jessica
and
caitlin.
It's
their
ball
game
now.
So
I'm
going.
L
A
Thank
you.
We
have
heard
from
all
the
members
of
the
finance
committee.
We
do
have
counselor
garcia
here
as
a
guest
and
counselor.
I
will
allow
you
a
few
minutes
to
ask
questions
or
make
comments.
We
do
have
a
long
agenda,
so
if
it's
something
that
we
haven't
already
covered,
that
would
be
great.
N
Sure
thank
you,
madam
chair,
for
affording
me
the
opportunity
to
speak.
It
will
make
it
pretty
quick.
I
as
well
want
to
echo
the
sentiments
by
my
colleagues
in
regards
to
welcoming
the
new
city
staff
and
the
other
team
members
that
are
going
to
help
us
get
this.
This
year's
audit,
in
order,
I
think
it's
much
needed.
So
thank
you
all
for
agreeing
to
come
on
board
and
help
us.
N
I.
I
do
have
two
requests
that
I
put
forth
last
meeting
just
because
it
will
help
not
only
I
believe,
myself
and
hopefully
other
governing
body
members,
but
potentially
the
broader
public
understand
where
we
are
with
the
with
the
audit,
and
so
the
one
one
thing
I'd
like
to
have
during
the
presentation
during
the
next
governing
body
meeting
is
have
an
what
what
is
left
to
do.
N
I
know
that
we've
been
given
lifts
of
what's
been
accomplished,
but
I'd
also
like
to
fully
understand
of
understand
the
scope
of
work
that
what
needs
to
get
done
to
have
us
cross
that
finish
line
and
and
with
that,
I
also
would
like
to
ask
if
we
can
get
an
update
on
the
attrition
rates
from
the
finance
department
from
2017
forward
from
that's
from
when
the
mccard
report
came
out.
I
think
that'll
help
us
understand
what
challenges
we're
seeing
in
regards
to.
N
I
know
that
we
mentioned
the
clamping
class
and
comp
study
and
if,
if
ultimately
you
know,
raising
wages
is
what
we
need
to
do
to
bring
on
some
quality
team
members,
so
I
think
that
that
information
is
critical
as
well.
I
I
do
want
to
point
out
one
of
my
colleagues
asked
earlier:
are
we
the
only
one
with
the
late
audit?
I'm
sure
we're?
That's
it
we're
not
alone
in
that
company.
N
But
when
we
look
at
the
historical
trend,
you
know
of
three
consecutive
audits,
I
mean
that
company
pool
is
probably
dwindled,
pretty
small
and
when
you
look
at
you
know
four
of
the
last
five
that
that's
probably
a
very
unique
pool,
and
those
are
pools
that
I
don't
want
us
in
or
continue
to
be
in,
and
so
we
shouldn't
look
at
it
as
in
the
sense
of
are
we
alone?
Are
we
the
only
ones
a
lot
alone
this
year?
N
Let's,
let's
look
at
the
broader
picture
in
the
sense
of
where
have
we
been
over
the
last
five
to
six
years
and
let's,
let's
focus
on
that,
then,
if
you
want
to
look
at
that
manner
and
say
we're
we're
working
to
get
out
of
that
pool
and
we're
going
to
become
the
best
we're
going
to
become
the
the
the
ideal
poster
child
from.
We
were
at
the
bottom
now
we're
at
the
top,
and
this
is
how
we
got
there.
So
so
I
again
just
want
to
thank
everybody
for
willing
to
help
out.
N
I'm
surprised
that
we're
using
terms
such
as
circle
the
wagons.
Now
I
mean
this
is
a
process
that
should
have
already
that
should
have
had
the
wagon
circle
from
the
beginning,
but
I'm
I'm
glad
that
every
we're
focused
to
get
this
done
and
on
time
it's
a
priority.
I
think
of
everybody's,
as
everybody's
mentioned,
and
it's
critical
that
that
we
do
not
let
up
we
don't
let
our
foot
off
the
gas
pedal.
We
get
this
year's
audit
and
even
though
it's
going
to
be
late,
but
we
focus
on
getting
22
on
time.
A
Thank
you,
counselor.
With
that
we're
going
to
move
on.
I
think
we've
covered
this
subject
pretty
thoroughly
for
this
evening
again.
Thank
you.
Thank
everybody
for
being
here.
Thank
you
for
the
work
you're
doing
and
for
the
strategies
you're
employing
to
to
get
us
moving
forward
in
a
good
way,
so
appreciate
it
with
that
we're
going
to
go
to
another
audit,
this
one
on
the
police.
A
F
O
All
right
go
ahead.
Okay,
thank
you
all
for
having
us
this
evening.
My
name
is
jessica
bundy,
I'm
the
engagement
principal
with
redw,
the
outsourced
internal
auditors
and
I
have
caitlyn
gutierrez
here
with
me
as
well.
To
present
the
internal
audit
over
the
police
evidence
room
just
a
real
quick
recap
here.
O
You
know
when
we're
talking
about
the
internal
audit,
the
goals
and
objectives.
Really
what
we
do
is
we
gain
an
understanding
of
various
processes
really
focusing
on
the
risks
and
efficiencies
and
the
problem
areas,
and
we
want
to
make
sure
that
all
of
our
testing
is
identified
based
on
those
areas
that
could
have
potential
problems
that
aren't
working
well.
So
that's
what
we
kind
of
focus
our
efforts
on
develop
our
audit
plan
and
from
those
tests
that
we
do.
O
We
come
up
with
recommendations,
areas
where
the
controls
can
be
strengthened,
areas
where
maybe
best
practices
could
be
implemented,
and
we
work
really
closely
with
the
department
to
develop
management
responses
and
then
we're
here
now
to
present
the
results
of
that
audit.
O
J
H
O
J
Caitlyn,
go
ahead
all
right,
perfect,
hi
everyone,
I'm
kate,
gutierrez,
I'm
the
internal
audit
manager.
So
what
I
want
to
start
with
is
just
the
key
areas
that
we
looked
at
with
this
audit.
With
the
report
that
you
have
it
goes
into
more
detail
about.
What
specifically
did
we
did
within
each
of
these
areas,
but
to
kind
of
just
give
some
history?
I
think
that's
really
important
to
this
audit.
Is
you
know?
J
As
we
all
know,
there
were
some
pretty
critical
issues
with
the
police
evidence
room
historically
and
so
back
in
february
of
2020,
the
police
department
had
released
a
corrective
action
plan
that
really
detailed
out
how
they
were
going
to
get
ahead
of
this,
and
so
when
we
were
forming
the
basis
of
the
internal
audit,
we
said:
hey
we're
going
to
go
in,
and
audit
them
to
that
corrective
action
plan
and
see.
Are
they
actually
making
that
momentum
are
things
moving
forward?
J
Are
those
action
steps
in
place
to
really
get
ahead
of
this,
and
so
that
really
formed
the
foundation
of
what
we
did,
and
you
know
the
motive
behind
what
we
were
looking
at
as
we
were
getting
understandings
with
the
department
some
of
these
areas
scoped
into
the
audit
as
well.
You
know,
based
on
things
they
were
telling
us
that
hey
we're
you
know
experiencing
issues
here.
Can
you
look
at
it,
and
so
we
were
able
to
really
build
a
comprehensive
audit
over
the
evidence
room.
J
What
I
would
first
off
like
to
say
before
we
head
into
the
observations
that
we
did
find
is
that
they
have
made
significant
improvements
for
the
better.
With
that
action
plan,
we
didn't
find
any
areas
where
they
had
completely
ignored
it,
where
they
weren't
making
any
momentum.
They've
got
the
right
people
in
the
right
places
moving
this
forward.
So
even
though
there
were
observations
in
a
few
areas,
I
would
say
that
they've
been
enormously
successful
in
curbing
the
issues
that
that
they've
faced
in
the
past.
J
As
I
go,
you
know
into
high
level
detail,
because
you
again,
you
guys
do
have
the
reports
with
with
the
significant
detail.
Please
stop
me
at
any
time
with
questions,
but
the
first
area
that
we
found
was
evidence
management
policies
and
procedures.
So
here
the
police
department,
they
have
two
policies
surrounding
evidence
and
property
management.
What
we
found
here
they
were
outdated.
J
They
didn't
outline
the
policies,
procedures,
best
practices
etc,
to
manage
the
evidence
unit
in
accordance
with
iape
standards,
which
is
the
body
that
provides
the
accreditation
and
one
of
the
department's
goals
is
to
get
accredited
by
that
body.
So
we
had
recommended
policy
revision
revisions
to
bring
them
up
to
date,
ensure
the
standards
were
infused.
J
As
far
as
management's
response
here,
you
know
what
they
had
mentioned
was
that
there
were
a
few
things
that
needed
to
happen
before
these
policies
that
could
get
put
in
place.
Those
were
staffing
increases,
as
well
as
training
for
the
evidence,
technicians
and
their
supervisors,
to
make
sure
that
they
were
up
to
date
with
what
those
iape
standards
were
and
the
most
recent
standards
in
place.
J
Those
have
both
occurred,
so
the
department
has
now
shifted
their
focus
to
updating
those
pmps
with
help
from
the
iape
they've
also
obtained
model
policies
from
other
state
agencies
who
were
accredited
to
assist
with
that
implementation
and
that
completion
is
planned
for
the
end
of
fiscal
22.
So
here
in
june-
and
I
will
say
it
sounds
like
they
have
great
controls
in
place
to
make
sure
that
they're
tracking
this
monitoring
it
so
that
they
are
on
track
for
a
successful
implementation.
J
Next
area
was
the
packaging
and
property
manuals,
and
so
here
we
found
again
no
policies
and
procedures
were
in
place
over
how
to
package
evidence
as
a
result
of
that,
several
instances
were
mentioned
where
narcotics,
hypodermic
needles
hadn't
been
packaged
properly
and
it
was
putting
the
evidence
text
at
risk.
So
our
recommendation
was
that
development
of
a
packaging
manual
be
put
in
place
and
then
distributed
to
everyone
that
that's
part
of
this
process.
J
Management's
response
here
is
that
they
have
completed
videos
on
how
to
package
evidence
and
it's
available
for
reference
in
all
evidence.
Processing,
locations
and
offices
they've
also
instituted
a
writer
refusal.
So
if
it's
not
packed
correctly,
the
evidence
tech
can
kick
it
back
and
say:
they're
not
going
to
deal
with
it
until
it
is
packaged
properly.
So
it's
giving
them
that
voice
to
sit
to
not
put
themselves
at
risk
unnecessarily.
J
When
that
also
occurs,
it
is
escalated
up
the
chain
of
command
as
appropriate,
so
there.
If
disciplinary
measures
need
to
take
place,
they
can.
They
are
anticipating
a
packaging
manual
being
developed
and
implemented
by
end
of
fiscal
year,
22.
So
on
track
with
the
other
policy
manuals
as
well,
and
then
they,
lastly
have
standardized
all
their
evidence,
packaging
across
the
department
for
ease.
You
know
once
people
kind
of
get
used
to
one
thing:
it's
standardized
now
and
making
things
a
little
easier.
J
Next
area
was
chain
of
custody.
So
in
this
one
we
found
some
instances
where
chain
of
custody
issues
where
items
were
indicated
as
being
checked
out
to
one
area
when
they
were
actually
located
somewhere
else,
and
so
what
excuse
me?
What
we
also
found
here
was
when
the
officers
were
submitting
those
movement.
J
There
was
no
centralized
email
in
place,
so
it's
going
to
individual
evidence,
tech
emails.
So
when
we
were
trying
to
find
that
information,
it
became
very
burdensome
because
people
were
having
to
go
through
their
individual
emails
as
opposed
to
one
centralized
location.
J
J
They
are
dealing-
and
I
think
this
is
important
to
note,
with
the
conversion
from
their
old
evidence
system
as400
into
the
new
evidence-on-cue
system,
and
while
the
evidence-on-cue
system
is
absolutely
amazing,
there
are
challenges
to
getting
that
old
data
into
the
new
system,
and
so
they
have
been
kind
of
dealing
with
that
which
has
presented
some
issues
with
chain
of
custody
as
they're
working
through.
You
know,
working
through
that
data
and
getting
an
input,
so
they
you
know
as
far
as
what
they've
done.
J
They
are
creating
new
intake
locations
where
items
are
scanned
in
until
they
go
to
their
final
locations.
Officers
are
now
required
to
scan
and
attach
return
receipts.
J
If
it's
not
provided
the
chain
of
command
is
notified,
the
evidence
on
cue
system
has
removed
the
need
for
a
centralized
email,
as
everybody
is
notified
when
something
is
moving
and
then,
as
far
as
training
to
the
evidence
texts
on
the
handling
and
chain
of
custody,
they
wholeheartedly
concurred
with
that
and
they
are
adding
that
to
the
biennium
training,
with
the
process
of
building
that
out
onto
the
training
calendar
for
2022..
J
So
that
is
that
one
next
one
was
an
annual
comprehensive
review.
So
this
is
required
by
the
current
evidence
policy
that
is
in
place
that
there
should
be
an
annual
audit
of
property
held
by
the
agency.
J
We
found
in
this
case
that
no
annual
audits
have
been
performed
over
that
to
ensure
property
is
accounted
for,
so
a
recommendation
there
was
to
do
that
management's
response
here
again,
I'm
going
to
speak
to
the
transfer
of
data
from
as400
to
to
the
evidence
on
cue
is
really
what
they're
trying
to
to
accomplish
is
making
sure
that
those
data
validation
procedures
are
in
place
and
that
evidence
that
is
going
in
is
correct.
J
There
are
some
challenges
and
limitations
and
and
to
anybody
on
from
the
police
department
that
is
here,
please
feel
free
to
chime
in
here
there
are
some
limitations.
You
know
to
how
this
the
evidence
was
tracked
in
as400
to
how
it
is
tracked
in
evidence
on
cue
and
that's
taking
some
time
to
get
that
through
and
processed.
J
The
other
thing
is
that
they're
trying
to
get
rid
of
evidence
that
they
don't
need
anymore.
So
it's
not
just
taking
up
space
in
the
system,
they're
working
with
the
district
attorney's
office
to
try
and
get
rid
of
that.
But
again
that
is
presenting
some
challenges.
J
In
terms
of
you
know
what
they
wanted
to
do
was
kind
of
a
blanket
disposal
saying
here's
everything
that
can
go
away.
The
da's
office
has
advised
against
that
and
so
they're
trying
to
collaborate
with
each
other
to
figure
out.
What's
the
best
course
of
action
moving
forward,
so
that
when
all
that
evidence
is
in
evidence
on
cue,
they
basically
can
hit
a
button.
It
runs
the
audit
and
it
becomes
a
very
easy
process
for
them
to
be
able
to
accomplish
and
again
at
the
end
of
the
presentation.
J
J
So
here
we
have
found
some
area
some
samples
that
were
marked
as
ready
to
destroy,
but
they
couldn't
be
found
turns
out.
It
looks
like
they
had
been
destroyed,
but
not
updated
that
they
were
destroyed.
J
So
our
recommendation
here,
that
is,
that
destruction
evidence
should
be
kind
of
audited
periodically
to
make
sure
it's
not
that
it's
all
there
and
hasn't
walked
away.
Somehow
they
have
since
management's
response
here,
is
that
they
have
created
those
locations
for
items
ready
for
discus
destruction,
they've
implemented
a
regular
schedule
of
time
for
destruction,
and
then
they
they
are
doing
a
scanned
audit
of
each
location
to
make
sure
that
all
those
items
are
accounted
for.
J
A
A
C
Councilwoman
villarreal
your
hand
is
up.
Thank
you,
madam
chair.
Just
wanted
to
thank
the
auditors,
for
this
thorough
report
was
very
helpful,
especially
since
we've
been
in
that
process
of
corrective
action
for
the
evidence
room,
and
so
I
think
that
was
helpful.
How
you
broke
it
down
in
different
sections.
C
I
had
questions
in
each
section,
not
in
detail
but
more
about.
I
think
what
was
helpful
is
that
you
had
the
situation.
What
was
the
potential
risk
and
recommendations
and
the
management
response
so
for
the
first
one
about
policies
and
procedures?
C
C
I
don't
know
when,
when
I
hear
that
I
think
of
next
year
or
are
we
talking
about,
maybe
you
could
elaborate
the
time
frame
for
that.
C
C
The
so
the
recommendation
was
about
a
centralized
email
address,
so
that
should
be
set
up
and
then
the
response
was
there's
no
need
for
an
email,
because
we
use
the
evidence
on
cue
system
and
I
just
wanted
to
make
sure
the
auditors
did.
You
know
about
the
evidence
on
cue
system
and
that's
what
you
were
evaluating
in
terms
of
tracking
evidence.
Or
can
you
explain
the
difference
between
like
the
email
recommendation
that
you
had
and
then
how
evidence
on
cue
could
fulfill.
J
C
J
Know
ultimately,
we
tested
the
process
at
that
time
that
fieldwork
was
performed,
and
at
that
current
moment,
that
is
how
those
emails
are
being
done
and
so
with
as
the
department
you
know,
we
gave
the
observation
and
moved
forward
with
that
the
department
was
able
to
kind
of
evaluate
and
that
evidence
on
cue
provides
that
functionality.
J
So
it's
easy
to
shift
to
that.
You
know
newer
process,
and
so
that's
kind
of
why
there's
kind
of
that
timing
difference
per
se.
Okay,
so
you.
J
Email,
I
guess
that's
correct,
because
everything
is
managed
through
evidence
on
cue,
which
is
really
what
you
kind
of
want
in
something
like
this.
So
it's
a
better
process
than
having
a
centralized
email
and
what
evidence
on
cue
can
do
so
really
not
necessary
to
have
that
centralized
piece
anymore
got
it.
C
Okay,
that's
helpful
and
then
I
think
the
the
area
that
gave
me
concern
was
really
just
the
evidence
ready
for
destruction
and
how
we
need
to
coordinate
with
the
district
attorney's
office,
but
they
have
a
different
purging
process
and
that
I
don't
understand
enough
about
the
disposition
orders.
Maybe
you
could
explain
that
a
little
bit
more
and
that
it
takes
15
years
that
there's
approximately
15
years
of
disposition
orders
I'm
actually
going
to
kick
that
to
the
department
and
let
them
speak
to
that
piece,
because
I
feel
like
with
that
what
you're
describing.
Q
The
challenge
that
we
have
right
now
is
there's
disposition
orders
over
several
administrations
with
the
da's
office
and
for
them
they're
willing
to
take
account
for
the
ones
that
they
have
now
that
they
issue
the
disposition
order
for,
but
before
they
look
at
the
previous
administrations,
they
want
us
to
dispose
of
all
their
current
dispositions
and
then
start
evaluating
those
previous
ones.
Q
Now,
with
some
of
these
dispositions,
they
are
passive
statute
limitations
and
we
can't
move
forward
with
these
cases,
even
if
we
would
like
to
so
that
there's
a
great
deal
of
room
there
for
us
to
offload
that
excess
inventory,
but
the
the
name
of
the
game
is,
we
have
to
stay
caught
up
on
these
processes.
If
we
fall
behind,
you
end
up
in
the
situation
that
we
ended
up
in
and
again
we're
continuing
work
for
the
district
attorney's
office
to
continue
to
address
this
challenge.
C
C
From
a
policy
maker
point
of
view,
what
we
need
to
do
in
order
to
work
with
the
a's
office
for
maybe
recommendations
we
can
give
them
or
another
way
to
resolve
this.
I
don't,
I
don't
feel
like
we're
going
to
catch
up,
considering
that
we're
backtracking
for
past
evidence
and
and
then
still
trying
to
like
move
forward
with,
with
the
evidence
that
we're
trying
to
process
currently.
C
Q
And
I
know
what
shout
out
to
d's
office
has
as
well
is
a
game
like
everyone
capacity,
because
they
have
to
go
through
and
validate
that
it's
is
appropriate
for
us
to
dispose
of
it.
You
know,
there's
a
lot
of
inherent
risk
in
there.
We
want
to
make
sure
we
get
it
right.
I
know
with
some
of
these
items
we've
provided
a
list
of
da's
office.
Q
Let
them
know
which
ones
are
eligible
to
be
destroyed,
and
you
know
we
would
like
to
see
a
blanket
kill
order
where
we
can
just
dispose
of
all
these
items
once
they're
past
the
statue
limitations
that
meet
a
certain
criteria,
for
instance,
if
it's
a
cold
case
like
involved
in
a
homicide,
that's
still
unfounded
at
this
point.
Q
That's
a
capital
offense,
so
the
statute
limitations
wouldn't
apply,
but
in
some
cases
where
the
statute
limitations
has
exceeded,
you
know
those
should
be
pretty
low-hanging
fruit
for
us
to
be
able
to
remove
those
items
from
our
custody
and
set
them
out.
But
it's
gonna
be
a
team
effort.
No
there's,
no
short
way
of
saying
it.
It's
gonna
have
to
be
a
team
effort.
C
R
Right,
madam
chair
and
councilman
biarelle
just
jump
in
as
well
we're
also
working
with
our
own
internal
legal
department
for
those
cases
where
the
case
has
been
adjudicated
and
or
were
beyond
the
statute
of
limitations
to
to
do
anything
with
the
crime
itself
anyway.
R
So
those
are
the
ones
that
we
can
handle
internally,
it's
more
likely
than
not
we're
not
going
to
be
able
to
get
a
large
blanket
purge
order
from
the
da's
office,
they're,
not
comfortable
with
that,
but
and
they're
not
comfortable
going
beyond
their
own
administrative,
their
own
administration
for
disposition
orders,
but
we're
working
with
they've
been
working
with
us
for
this
whole
process.
Our
legal
department
has
been
working
with
us,
they've
been
great,
so
I
think
again
we're
going
in
the
right
direction.
R
I
think
we
have
the
at
least
some
of
the
things
in
place
for
these
low-hanging
cases
again
the
cases
that
have
already
been
adjudicated
and
or
the
cases
where,
even
if
we
wanted
to
do
something
with
it,
the
statute
limitations
are
our
best.
C
Okay,
thanks
for
that
clarity,
let's
see
so
the
the
auditing
team
talked
about
kind
of
your
process
of
how
you
what
you
went
through,
what
documentation
you
went
through.
I
had
a
question.
You
listed
progress
reports
that
were
from
like
october
to
2019
through
july
2020,
who
received
those
progress
reports
who
were
those
progress
reports
for.
Q
Madam
chair
counselor
video,
we
presented
those
proxy
reports
to
our
chain
of
command
and
for
my
recollection,
they're
provided
to
city
councils
city
manager,
so
they
can
see
what
the
progress
was
once
we
stopped
making
a
lot
of
the
big
changes
and
we
kind
of
got
into
the
portion.
We
were
dealing
with
the
inflated
inventory
at
that
point
they
ceased
and
but
before
that,
we're
giving
products
reports
on
a
regular
basis,
I
believe,
is
once
a
month
at
that
point
and
then
we
went
quarterly.
C
Okay,
I
do
remember
some
at
the
beginning
and
then
they
dropped
off
and
then
we
hadn't
really
gotten
any
updates
on
this.
So
this
was
the
audit
update
was
helpful
to
kind
of
see
where
we're
at
and
where
we're
going.
Let's
see
the
other
question
I
had
so
for
the
auditing
team.
There
was
evidence,
tagging
and
logging
and
it
talked
about
how
you
selected
so
many
cases.
J
Sure
so
that's
how
the
sampling
methodology
works.
Is
you
know
you
take
a
sample
based
on
you
know
what
we
kind
of
deem
as
high
moderate
or
low
risk
based
on
how
the
process
stands,
what
controls
are
in
place
and
then
we
adjust
our
sample
size
based
off
of
what
we
deemed
that
risk
to
be,
and
then
essentially
from
those
50
cases,
then
we're
able
to
kind
of
say:
okay
within
that
50
we
found
x
amount
that
fell
out.
J
You
know
that
weren't
that
didn't
follow
the
process
and
as
we
move
through
that
process,
if
we
start
seeing
a
lot
of
issues,
we
may
increase
the
sample
size
before,
seeing
where
it's
really
lining
up
and
there's
stronger
controls
than
what
we
initially
thought
we
may
decrease,
so
that
can
move
depending
so
from
that
50.
We
felt
that
was
representative
of
the
total
population
to
be
able
to
kind
of
say:
okay,
yes,
the
controls
are
working
or
no
they're,
not,
and
so
that's
kind
of
how
that
process
works.
J
I
don't
recall
having
to
expand
our
sample
sizes
in
any
of
the
areas
for
this
audit,
but
you
would.
J
You
would
add
more
into
the
sample
correct
and
when
we
did
select
that
specific
sample
what
we
did
was
we
tried
to
be
representative
of
the
whole
population,
so
we
tried
to
sample
from
homicide
cases.
We
tried
to
sample
from
burglary.
You
know
we
were
we
we
got.
I
don't
remember
how
many
categories
there
were
it's
been
a
minute,
but
we
went
ahead
and
made
sure
we
selected
from
across
the
range
as
opposed
to
just
selecting
you
know,
misdemeanor
cases.
C
Okay,
thanks
thanks
for
that
clarity
and
then
further
down
you
had
talked
about,
we
were
still
talking
or
you
were
talking
about
the
evidence,
disposition
and
there's
a
worksheet
you
had
talked
about
that
needs
to
be
filled
out.
So
it
made
me
think,
is
there
still
manual
processes
processes
that
our
department
has
to
follow?
Maybe
through
the
d.a,
that's
occurring
that
delays
us
and
it
prevents
us
from
being
efficient?
C
I
don't
know
if
that
makes
sense,
but
you
know
we're
working
with
other.
You
know
across
departments,
not
just
our
own
department,
so
I
guess
I'm
just
looking
at
the
like
greater
viewpoint
of
efficiencies
with
technology,
if
there's
things
that
prevent
us
from
being
efficient,
whether
it's
because
it's
an
outside
entity
or
just,
I
guess
your
thoughts
on
that.
J
You
know,
I
think
there
will
always
be
pieces
of
this,
hopefully
fewer
and
fewer
as
technology
progresses,
especially
with
the
implementation
of
the
new
evidence
system.
J
You
know,
I
think,
based
on
your
comment
with
things
being
external,
like
the
da's
office,
things
like
that
there
will
always
be
pieces
of
pieces
of
this
that
have
a
more
manual
approach,
but
I
think
you
know
the
department
is
very
committed
to
trying
to
find
the
most
efficiencies
as
possible
and
really
reduce
that
burden
of
those
manual
processes
so
and
I'm
sure
they
may
have
additional
input
on
this
one.
But
we're
not.
I
don't
know.
Q
Noah
much
like
caitlin
mentioned
we're
looking
at
efficiencies,
we
can
build
through
technology.
So
final
iq
is
one
of
the
big
ones
being
able
to
have
our
room
organized.
The
big
challenge
again
is
just
trying
to
get
everything
moved
over
and
migrated
to
the
new
system,
with
implementation
of
the
body-worn
camera
system
that
also
created
efficiencies
in
there
once
we
get
the
the
in-car
camera
situated
and
we're
all
on
one
system,
it's
gonna
make
it
really
easy
for
us
to
just
exist
in
one
system.
Q
Much
like
director
mccoy
mentioned
earlier,
some
departments
they
have
to
do
three
reconciliations
over
three
different
systems:
we're
looking
for
efficiencies
to
make
sure
that
we
minimize
those
silos.
We
have
to
get
data
from.
So
those
are
things
that
we're
looking
at,
but
there
always
will
remain
some
areas
where
we
will
need
an
actual
human
element
to
it.
But
we
try
to
minimize
those
types
of
things,
because
we
want
to
minimize
errors
much
in
the
area
of
case
numbers
being.
Q
You
know
mistranscribed
from
one
thing
to
another
like
in
a
handwritten
system,
so
we
are
looking
at
those
opportunities
when
they
do
arise
and
we've
been
very
fortunate
that
our
city
leadership,
many
of
you
in
this
room,
have
supported
us
in
doing
so,
and
you
know
it's
just
with
that
growth.
We
have
to
continue
doing
as
we
identify
challenges.
We
just
have
to
see
how
we
can
best
overcome
them
and
continue
forward.
C
And
I
guess
that
leads
me
to
the
other
question
about.
There
was
a
request
of
potentially
creating
a
new
evidence
room
that
we
would
need
to
expand
that
and
possibly
have
more
staff.
C
So
is
that
something
some
requests?
Is
that
the
kind
of
request
that
you're
considering
in
the
near
future-
and
I
do
agree
with
that
space-
it's
extremely
small
I've
seen
it
before.
I
don't
know
how
you
all
work
in
that
space.
So
I'm
just
curious
what
your
plans
are
to
modify
that
and
if
there's
going
to
be
a
budget
request
for
that
soon,.
Q
Q
You
know
we
saw
a
lot
of
benefits
with
having
staff
here
seven
days
a
week,
but
we
have
to
account
for
that
relief
factor,
because
some
people
may
obviously
with
covid
may
be
out
on
leave
because
they're
ill
they
may
be
out
on
leave
because
of
vacation
or
training
so
having
sufficient
staff.
There
really
makes
the
whole
machine
operate
a
lot
more
efficient,
but
right
now
our
big
priority
is
that
vehicle
evidence
lot.
Fortunately,
for
us
it's
already
constructed,
we
just
need
some
buildings
constructed
for
our
fleet
storage
items.
Q
Q
C
Got
it
thank
you
and
then
back
to
the
audit
team.
There
was
a
review
section
and
you
said
that
you
had
obtained
copies
of
monthly
audits
and
you
you
listed
that
surprise
audits
were
performed
at
least
monthly.
Did
you
say
that
did
happen,
or
that
was
something
you
were
looking
for
and
I
guess
I'm
curious
if
that
occurred.
Surprise
audits,.
J
We
love
surprises,
I'm
just
kidding.
We
did
test
that.
You
know.
I
think
this
one.
The
results
of
this
one
was
mainly
that
that
annual
audit
was
was
the
issue.
Ultimately,
but
again,
let
me
go
back
into
our
test
work
and
just
confirm
what
specifically
we
meant
by
that
again.
I
apologize.
There's
been
a
bit
of
a
lag
since
field
work
to
presentation,
so
I'll
go
back
in
and
then
I
have
your
email.
I
can
provide
you
with
some
additional
information
on
that.
C
Great
okay,
thank
you
I'll,
go
ahead
and
yield
the
floor.
Thank
you
all
for
the
thorough
presentation
and
our
presentation
of
your
audit
findings
so
appreciate
it.
D
Just
a
couple
of
very,
very
quick
questions:
we
have
a
security
camera
system
in
place
now
so
that
we
know
who
enters
and
exits
and
yes,
okay,
good.
Do
we
have
a
sign
in
sign
out
sheet
now.
D
D
Us
do
so
just
that
is
working.
That
would
be
good.
That
was
a
little
jaw-dropping
from
the
past,
but
we
love
progress.
So
thank
you,
chair
and
thank
you
for
the
very
nice
report
from
r
e
r
e
d
w.
Thank
you.
E
Thank
you
so
much,
madam
chair,
and
really
thank
you.
Everybody
for
the
presentation
for
the
updates
definitely
saw
the
theme
with
the
policies
and
procedures
so
happy
to
hear
that
those
should
be
coming
through
by
the
end
of
this
fiscal
year.
I
that
should
clear
up,
hopefully
some
of
these
processes,
so
everybody's
on
the
same
page.
You
know
the
one
thing
that
really
did
cut
catch.
E
My
eye,
because
we've
dealt
with
this
in
other
departments,
is
the
transitioning
to
the
new
system
and
in
some
parts
you
mentioned
that
there
were
unforeseen
complications,
and
I
was
hoping
to
hear
a
little
bit
more
about
what
those
were,
as
well
as
actually
kind
of
harping
back
to
the
the
previous
presentation,
but
making
sure
that
the
resources
are
in
place
so
that
that
actual
that
can
be
done
in
a
really
timely
manner.
E
It
sounds
like
that
is
another
one
of
those
key
areas
that,
in
order
to
really
get
things
moving,
we
have
to
complete
this
transition,
and
I
realized
that
the
disposition
is
is
part
of
it
and
working
with
the
da's
office.
But
I
was
hoping
to
hear
a
little
bit
more
about
those
challenges
and
what
we
can
do
to
make
sure
that
things
are
rolling
along
in
that
area.
Q
What
we
would
have
liked
to
have
done
is
all
the
new
evidence
would
have
gone
through
the
new
system
and
we
were
able
to
purge
the
evidence
from
the
old
system
because
we're
not
able
to
do
that
we're
having
to
transition
some
of
those
items
from
the
old
system
into
the
new
system.
Q
And
some
of
it
is
you
know,
software
based,
but
in
addition
to
the
software-based
transition
of
information,
there's
also
verification
with
every
item
that
we
have
to
account
for
every
item,
some
of
the
items
they
were
put
into
the
as400
system.
But
if
you
look
at
the
evidence
sheet,
we're
actually
finding
more
items
than
what's
listed
in
the
as400
system
and
with
that
it
was
just
summarized
because
of
the
limited
amount
of
characters
you're
able
to
put
into
the
as400
system.
So
they
would
say,
let's
say
a
pair
of
shoes.
Q
Q
We
need
to
have
staff
on
hand
and
they're
not
only
transitioning
the
information
from
the
old
system
to
the
new
but
they're,
also
dealing
with
the
influx
of
new
property
coming
to
the
room,
so
they're
burning
at
both
ends
of
the
candle
for
us
we're
trying
to
build
these
efficiencies
in
place.
But
it's
going
to
take
manpower
to
get
this
stuff
done.
So
it
takes
a
bit
of
time
if
we
had
the
blanket
system
to
where
we're
able
to
purge
the
items.
Q
At
that
point
we
can
make
those
notations
and
continue
on
with
that
disposal.
But
since
we
have
to
put
into
the
new
system
it
has
to
meet
the
criteria
for
the
new
system
with
all
the
detailed
information.
So
it's
accurate
once
we
have
that
it's
all
going
to
be
in
a
barcode
system
which
will
make
that
annual
audit
possible
right.
Now
we
do
a
off-the-shelf
monthly
audit,
which
I
do
unannounced
once
a
month
to
make
sure
that
everything's
in
place
and
if
there's
any
type
of
errors
that
are
identified.
E
Thank
you
that
does
sound
like
quite
a
heavy
lift
that
you
guys
are
having
to
undertake.
You
know
we
haven't
had
an
update
for
a
while
part
of
this
is
again
related
to
staffing.
How.
S
Q
The
the
benefit
that
we
do
have
is
we've
had
two
staff
members
that
have
moved
from
the
property
and
evidence
section
to
our
crime
scene
unit,
which
has
been
a
great
value
for
us
to
keep
them
in-house.
With
their
experience
in
the
in
the
evidence
room,
we
filled
those
we
filled
some
of
those
vacancies
and
those
spots
as
they
were
opened
currently
we're
standing
at
one
vacancy.
Q
Actually
we
completed
the
interview
they're
on
to
background,
so
we
do
have
two
candidates
that
are
viable,
so
we're
looking
pretty
good
to
fill
that
one
vacancy
and
if
we
experience
any
vacancies
between
now
and
then
we'll
have
a
second
candidate
to
pull
for
that
vacancy
list.
So
we're
looking
pretty
good.
But
again
with
that
one
person
being
gone,
they
do
feel
the
pinch.
Q
There's
never
a
dull
moment
in
our
evidence,
room
they're,
always
busy
doing
something,
whether
it's
taking
care
of
the
room,
getting
things
updated
and
processed
or
if
they
have
some
type
of
questions,
come
up
from
our
staff
they're
here
to
serve
our
staff
seven
days
a
week
during
working
hours
to
make
sure
they
have
that
support
that
they
need.
E
Thank
you
for
that.
I
appreciate
the
update.
I
don't
believe
I
have
any
further
questions
again.
Really.
Thank
you
for
this
presentation.
I,
as
councilwoman
vitoria
and
counselor
lindell
mentioned
I
the
layout
was
really
it
was
really
helpful.
It
was
a
really
made
it
very
easy
for
us
to
understand
to
have
that
management
response
as
well
as
right
in
front
of
the
recommendation.
So
thank
you
so
much
for
that
very
much
appreciated.
A
Thank
you,
counselor
counselor,
rivera.
L
Thank
you,
madam
chair.
I
think
the
questions
I
had
about
staffing
were
answered.
I
wasn't
clear
about
whether
you
had
adequate
room
or
space
within
the
current
police
headquarters.
L
You
know
the
the
place
you
keep
vehicles
is
something
different,
but
what
about
the
place
that
is
there
at
headquarters?
Where
you
keep
all
all
the
evidence.
Is
that
space
sufficient.
Q
Madam
chair
councillor,
vetton,
if
we
headed
our
way,
we
would
prefer
that
the
room
would
be
on
a
ground
level.
Floor
and
we'd
have
a
large
enough
door
to
be
able
to
move
things
in
and
out
of
right
now,
it's
I'm
sure
counselor
via
she
can
speak
to
this.
It's
like
going
down
in
a
submarine,
it's
a
small
elevator
or
a
small
stairwell
to
go
downstairs,
and
if
things
don't
fit
into
either
the
elevator
or
the
stairs,
we
have
to
look
at
putting
it
in
an
overflow
area
at
our
vehicle
holding
area.
Q
If
we're
able
to
make
a
wish
today,
I'd
say,
put
on
a
ground
floor,
that'd
be
the
easiest
access
for
it
right
now.
The
other
thing
that
gives
us
a
lot
of
pause
is
a
lot
of
the
infrastructure,
for
the
building
is
also
downstairs
to
include
water
lines,
so
that
is
not
ideal
as
well,
but
again
we're
trying
to
live
within
the
confines
that
we
have
right
now.
Q
The
other
challenge
as
well
is,
if
we
do
have
another
building
that
is
dedicated
for
evidence,
is
having
it
in
close
proximity
to
our
headquarters.
If
it's
not
close
to
approximately
headquarters,
it
makes
it
very
challenging
for
one
security,
but
also
for
access.
We
don't
want
things
having
to
move
great
distances
if
we
don't
need
to
once
they're
submitted
into
the
temporary
holding
lockers.
L
You
have
any
possible
recommendations
for
solutions.
Q
That's
something
I
need
to
evaluate
with
my
staff
to
see
what
we
can
do.
I
know
here
at
our
headquarters,
building
we're
pretty
much
at
the
max
of
where
we
can
do
an
addition
to
the
building,
but
I
know
everyone
across
the
board.
Even
some
of
our
doorways
to
get
in
this
building
was
built
in
1983,
so
they're
not
very
wide.
Q
So
when
it
comes
time
even
for
bringing
in
some
of
the
items,
if
it's
evidence
and
it
doesn't
fit
through
the
door
jam,
then
we
have
to
look
at
an
alternate
storage
solution
and
that's
been
our
vehicle
holding
area.
L
Ketty
corner
to
you
guys
were
supposed
to
be
the
south
side
transit
center
and
you
guys
were
supposed
to
have
space
there,
for
I
guess
additional
staff.
I
guess,
would
that
free
up
some
space,
if
that
were
still
to
be
considered
or
is
that
not
a
viable
solution.
Q
Cancer
veto.
You
bring
up
a
very
good
recommendation,
knowing
the
outline
kind
of
the
outlay
of
that
building.
There's
one
building
particular
one
room
in
particular
that
has
no
windows.
That
kind
of
thing,
if
we're
able
to
kind
of
add
on
to
that
double
on
to
that
building
and
push
it
out
towards
camino
entrada.
That
might
be
an
option.
Q
It's
close
enough
in
proximity,
but
we'd
have
to
do
some
improvements
for
security
cameras
and
that
type
of
thing
shelving
as
well,
but
I
know
certainly
for
us
if
we
could
put
a
garage
door
bay
to
be
able
to
bring
things
in
and
out
make
sure
it's
secured.
That
would
be
a
pretty
viable
option.
T
Yeah
so
counselor
we're
very,
very
happy
with
the
system.
The
company
that
we
chose
is
very
responsive
to
anything
that
we've
identified
as
an
issue
and
the
system
is
extremely
customizable
and
if
I
can't
make
the
changes
I
get
on
the
phone
or
make
a
help
ticket
request
and
it's
usually
fixed
within
a
day
or
so
so
we've
actually
added
some
functions
that
nobody
in
the
entire
country.
That's
using.
This
system
have
identified
like
the
the
firearms
red
flag,
we're
able
to
track
that
now.
T
L
Okay
and
then
just
looking
long
term
is
this
going
to
satisfy
the
needs
of
the
department,
the
da's
office,
for
you
know
10
years
20
years,
do
we
have
any
way
to
know
that
or
are
we
just
hoping
for
the
best.
Q
A
counselor
so
based
on
what
we're
experiencing
at
the
d's
office
and
some
of
the
processes
we
put
in
place
even
some
recommendations
they
provided
to
us
when
we
do
viewing
of
evidence.
Prior
to
the
case,
everything
seems
to
be
working
right
now,
but
again
we
do
anticipate.
There
may
be
some
changes,
so
we're
hoping
with
the
system
we
have.
It
can
evolve
with
those
changes
and
we
can
have
a
long-term
relationship.
That's
going
to
be
ideal.
Q
Having
a
transition
to
a
new
system
is
very
challenging
in
every
form
of
it,
but
with
the
one
we
have
right
now.
We
feel
confident
that
we'll
be
able
to
keep
a
long-term
relationship
with
them,
hopefully
have
all
our
data
in
there
and
when
they
do
provide
us
with
an
updated
whether
it
be
software
or
system.
Q
A
Thank
you,
counselor.
I
am
struck
by
in
the
chain
of
custody
conversation
in
your
report.
A
How
many
times
you
were
looking
for
something
and
it
was,
and
it
was
there
so
clearly
there
was
you
know
you.
Then
you
mentioned
that.
There's
no
check
back
in
process
and
I
guess
it
sort
of
goes
to
and
and
the
recommendation
is.
A
You
need
a
diversion
or
chain
of
custody
policy
specific
to
the
chain
of
custody
problem.
But
then
you
know
you
go
scroll
up
and,
and
one
of
the
overarching
recommendations
is
that
you
know
there
needs
to
be
a
policies
and
procedure
for
evidence
management,
and
so
I
it
just
it
goes.
I
guess
to
my
question
prior
to
prioritizing
how
how
are
you
going
to
figure
out
what
needs
to
happen?
First
and
what
and
and
you're
you
know,
saying
by
july,
1st
you'll
have
all
of
the
policies
and
procedures
written
I
mean.
A
Are
there
some
shorter
term
actions,
and
I
guess
you
know
just
to
tack
on.
I
appreciate
counselor
cassette's
conversation
about
staff
and,
of
course
you
know
there
is
the
budget
process,
but
we
have
also
been
approving
budget
adjustment
requests,
and
I
don't
know
if
there's
you
know
and-
and
you
mentioned
needing
four
staff
positions-
to
really
be
able
to
do
the
work,
but
you
know
not
being
sure
about
what
the
the
revenue
levels
are.
A
But
could
you
bring
on
say
one
staff
person
now
and
start
to
really
make
a
dent
in
some
of
this
stuff?
So
it's
a
complicated
question,
but
what
are
the?
What
are
the
shorter
term,
actions
that
that
maybe
could
get
underway
more
quickly
and
where?
What
are
your
priorities,
given
this
pretty
broad
scope
of
what
still
needs
to
be
done,
even
though
I
appreciate
that
you
know,
according
to
the
audit,
outside
audit,
you've
made
substantial
improvements.
A
So
that's
good.
So.
Q
Madam
chair
must
much
of
the
direction
we've
given
to
our
staff
exists
in
it's
called
the
special
order.
That's
a
short-term
written
direction,
saying
here's
how
you
do
this
process
so
with
the
positive
development
it's
going
to
bring
together
those
special
orders,
and
it's
also
going
to
marry
up
with
the
current
process
that
we
have,
because
much
of
these
directions
were
given
as
we're
building
the
plane,
we're
getting
the
software
in
place,
we're
getting
staff
in
place.
Q
Q
So
that's
we're
looking
to
get
done
short
term
for
us,
we're
making
sure
people
know
what
the
protocol
is
and
what
the
expectation
is.
One
of
the
big
ways
is
to
write
a
refusal,
so
if
they
submit
something
that
should
not
go
into
evidence,
we
put
it
into
a
bin.
We
give
immediate
notification
for
it
to
get
remedied.
So
then
we
can
take
it
into
evidence,
but
also
with
the
staff
capacity.
Q
That's
something
we
saw
through
the
yacht
as
well.
The
item
was
there,
but
they
didn't
have
time
to
get
there
to
properly
tag
it,
and
then
they
forget.
So
that's
something
that
lieutenant
strahan
and
the
supervisor
are
seeing
on
top
of
to
make
sure
people
know
if
it
comes
in.
We
have
to
do
this
timely
time.
We
have
to
track
where
it's
at
and
we
know
where
it's
at
at
any.
Q
So
it's
an
easy
reference
for
our
staff.
It
also
lessens
that
frustration
they
have
where
hey
I'm
not
supposed
to
do
it
this
way
or
you
have
direction
lost
in
emails.
That's
what
we're
trying
to
avoid
so
getting
everything
put
together
and
married
up.
That's
what's
going
to
make
it
easier
for
everyone
across
the
board,
because,
right
now
we
have
different
written
directions
that
we
have
put
out
there
over
the
course.
Q
The
past
two
years
since
we
started
this
whole
process,
they
were
trying
to
codify
into
one
volume
in
the
policy
and
also
to
the
package
manual
as
well.
A
Okay,
it
also
seems,
like
you
know,
you
know
you
have
problems
with
your
evidence
room
it's
too
small.
It
sounds
like
it's.
Gonna
need
capital
dollars.
It's
gonna
need
some
sort
of
capital
work,
whether
it's
remodeling
or
adding
on,
or
I
don't.
I
don't
know
what.
But
it
seems
like
that's
something
that
needs
to
happen.
A
Some
thought
needs
to
go
into
that
sooner
rather
than
later,
particularly
why
there
are
while
there
are
capital
dollars
to
be
chased,
and
this
to
me
is
something
you
know:
we've
got
to
correct.
You
probably
should
have
been
corrected
a
long
time
ago.
So
I
urge
you
to
give
give
some
thought
to
that
solution
and
start
working
towards
getting
the
dollars
that
will
be
necessary
to
do
whatever
it
is,
whether
you're,
adding
on
or
remodeling
and
using
the
space
differently.
A
In
what
you
have,
I
don't
know
what
the
answer
is,
but
that
kind
of
stuff
takes
time
both
to
get
the
dollars
and
then
to
actually
do
the
work.
So
I
encourage
you
not
to
delay
counselor
rivera
your
hand
is
still
up
not
sure
if
it's
an
old
hand
or
a
new
hand.
A
Thank
you.
All
right,
I
don't
have
any
more
questions.
I
don't
see
any
more
hands
up.
Thank
you.
I,
I
agree.
The
presentation
was
very
easy
to
move
through
very
quickly,
but
the
report
that
is
with
kind
of
identifying
the
issue
and
then
the
solution
so
really
appreciate
that
work.
Thank
you.
We
do
have
a
considerable
agenda
still
ahead
of
us.
It
is
seven
o'clock,
so
we
are
going
to
move
on.
A
So,
thank
you,
everyone.
Let
me
get
back
to
my
agenda.
A
We
are
on
our
consent
items
and
we
will
go
first
all
right
now.
I
gotta
find
my
notes
to
item
b,
I
believe
counselor
via
real.
You
pulled
this
item.
A
It
is
request
to
award
bid
number
2215b
for
richard's
ab
east
and
campo
canejo
master,
meter,
vaults
and
then
it
goes
on
and
says
a
bunch
of
other
technical
stuff,
but
that
should
at
least
put
us
on
notice
about
what
we're
talking
about
councilwoman.
Do
you
wanna.
C
Yes,
thank
you,
madam
chair,
so
I
think
this
project
is
very
important.
I
guess
what
I
we
always
bring
up.
Some
of
us
don't
feel
comfortable
when
we
have
one
soul
bitter,
and
so
I
guess
I
want
to
hear
more
about
justifying
contracting
with
one
bitter
that
I
was
the
only
one
that
that
submitted
something
and
if
we
have
worked
with
them
before
and
are
they
are
we
meeting
a
budget
that
we
forecasted
for
this
type
of
contract.
C
U
Councilwoman
we
had
one
bidder
I
would
have
loved
to
have
had
a
dozen
of
them.
There
were
several
that
were
active
up
until
the
bids
were
submitted.
We
have
worked
with
the
contractor
aac
construction
on
one
prior
contract
for
prv
replacement
and
they're.
Currently
on
two
contracts.
They
have
half
of
the
city-wide
construction
contract
and
about
half
of
the
priority
lines,
replacement,
contract
and
so
far
they're
working
out
very
well
on
both
of
those
we
are
basically
at
the
budget.
We
are
expecting
and.
C
That
that
answered
part
of
it
so
their
budget
well,
what
they
were
their
contract
amount
was
what
we
anticipated
it
would
cost.
Is
that
what
you're
saying.
C
Okay
and
then
the
other
thing
I
was
concerned
about
as
we're
seeing
for
construction
materials,
they've
been
fluctuating
and
they've
been
going
up,
and
so,
if
you
could
remind
us
if
this
is
this
a
fixed
contract,
so
if
the
construction
costs
go
up,
they
won't,
they
can't
ask
for
an
amendment
or
increase,
or
do
they
have
that
opportunity
that
option.
U
U
They
can
always
ask
they
may
not
get
the
answer
they
want,
but
the
intention
is
that,
as
soon
as
the
contract
is
awarded,
they
would
order
they're
at
least
their
long
lead
time
items
with
the
intention
of
being
able
to
start
construction
by
aprilish,
assuming
it
passes.
Council
passes
tonight
and
pounces
council
at
the
end
of
this
month.
C
Okay
yeah,
I
just
I'm
seeing
this
happen
to
us
and
I
don't
know
if
it
happens
when
we're
already
in
a
contract
and
and
construction
materials
increase,
and
then
we
have
to
amend
it.
So
I
don't
know
if
anyone
knows
that
process,
if
we're
allowed
to
do
that
or
they
have
to
just
eat
it
or
they
fix
they've
filled
it
into
their
what
they
call
contingency
fee.
I
didn't
see
a
contingency
fee,
but
maybe
it's
folded
into
a
document
that
we
didn't
see.
C
C
C
Okay,
well,
thank
thank
you
bill
and
those
are
all
the
questions
I
have.
Thank
you,
madam
chair.
Okay,.
D
A
B
That'll
be
councillor
viera;
yes,
councillor
cassette,
yes,
councillor
lindell,
yes,
council
rivera,
yes
and
council
romero
worth
yes.
A
Thank
you.
Thank
you.
We
moved
to
item
d,
councillor
lindell.
This
is
a
request
for
approval
of
a
sole
source
contract
with
the
santa
fe
watershed
association,
to
provide
watershed,
education
to
the
general
public
and
santa
fe
youth
for
a
term
of
four
years,
and
we
have
christine
chavez
with
us.
The
water
conservation
manager
for
the
city
of
santa
fe.
D
Thank
you.
I
just
have
one
question
on
this:
who
monitors
the
program
deliverables.
V
So
andy
otto,
the
executive
director
of
the
santa
fe
watershed
association,
is
on
the
the
meeting
call
today
as
well-
and
I
guess
you
know
the
santa
fe
watershed
association
will
be
monitoring
the
deliverables
and
then
I
will
be
working
closely
with
them
to
make
sure
that
that
everything
is
being
met.
V
A
If
I
can
counselor
the
water
conservation
committee
and
the
office
that
christine
runs
does
do
a
what's
called
a
scorecard,
and
this
work
is
part
of
that.
So
and
it
is
reflected
in-
and
I
can
have
christine
speak
more
directly
about
that,
but
that
scorecard
does
keep
track
of
the
work
of
this
office,
and
these
deliverables
are
part
of
that.
D
Okay,
thank
you
I'll
make
a
motion
to
approve
second.
A
C
C
C
W
C
W
Agenda
says
I'm
yes,
so
not
a
problem
I
can.
I
can
obviously
handle
that
postal
pros
is
our
current
print
vendor
the
contract
with
them
is
for
four
years.
What
this
portion
is
is
paymentis.
W
They
are
the
service
that
we
contract
with
to
upload
the
bill
print
items
from
postal
pros,
so
that
individuals
can
actually
make
their
payments
each
month
and
that's
what
payment
is.
It
is
I'm
requesting
the
eighty
four
thousand
dollars
for
this
current
fiscal
year
due
to
the
fact
that
the
upgrade
on
the
billing
system
does
already
contract
with
payments.
So
in
theory,
when
the
upgrade
is
ready
to
go,
the
connection
between
the
building
system
and
pimentos
is
one
big
group,
so
there
will
not
be
the
need
for
this.
W
Eighty
four
thousand
dollars
reoccurring
for
the
next
three
years,
so
it
was
just
an
oversight
on
my
my
part
for
this.
This
first
year
of
the
four-year
contract
that
I
that
I
just
completely
missed
the
four
thousand
dollars
the
seven
thousand
dollars
per
month
for
paymentus,
and
it
does
again
it
will
end
once
the
billing
system
is
ready
to
go
great,
and
so
when
was
the
upgrade?
Did
you
say
would
be
completed?
Do
you
think
so?
W
The
upgrade
should
be
ready
to
go
july
august
time
frame
and
then,
of
course,
we
still
have
a
little
bit
of
testing.
So
right
now
I
would
say
august.
You
know
worst
case
scenario
september,
just
to
make
sure
that
all
the
the
tweaks
are
covered
and
that
the
building
is
correct
and
that
there
isn't
any.
You
know
issues
with
with
conversion
or
anything
like
that.
C
A
Second,
we
have
a
motion
in
a
second
to
approve
item
e
if
we
could
get
a
roll
call,
please.
A
Thank
you.
Thank
you
with
that.
We
go
to
item
f,
councilwoman
varial.
This
has
to
do
with
the
wastewater,
digester
project
engineering
contract
and,
let's
see
who's
here
mike
doser
is
here
to
answer
your
questions.
C
Hi,
michael
just
a
quick
question,
so
after
reading
this
frustrated
that
pnm
delays
us,
so
it
cost
us
money
cost
us
time.
So
I'm
just
trying
to
figure
out
like
how
I
mean
I
don't
it'd,
be
nice
if
pnm
compensated
us
for
that
delay
and
did
we
anticipate
that
delay?
Did
they
inform
us,
letting
us
know
why
that
happened
and
giving
us
a
heads
up
and-
and
I
guess
I'm
just
wondering
how
we
can
prevent
some-
a
third
person-
a
third
party,
from
delaying
the
kind
of
work
that
we
need
to
do.
C
X
So
madam
chair
concert
via
real,
there
was
more
than
just
a
pnm.
X
I
don't
think
they
even
thought
it
was
going
to
take
this
long
as
part
of
what
I'm
trying
to
get
to
their
biggest
piece
was.
They
have
to
review
everything
that
we
send
them
of
drawings
and
approve
the
connection
to
get
onto
the
grid.
So
we
can't
produce
any
power
out
of
the
cogen
that
we
already
have
sitting
out
there
until
we're
connected
to
the
grid,
and
then
that's
where
we
get
the
credits
for
our
carbon
footprint.
X
All
that
good
stuff
well,
part
of
it,
I
think,
had
to
do
with
the
avenger
merger
possibilities
and
the
other
piece
that
was
the
real
big
factor
was
the
the
kovit
19
pandemic
piece.
So
this
all
started
about
two
years
ago
to
even
get
the
information
moving
and
when
we
finally
got
to
a
point
where
we
could
submit
the
information
to
pnm
for
their
review,
I
mean
it
took
them
on
their
on
their
website.
X
When
you
put
in
for
the
request,
it's,
I
believe,
60
days
per
review
and
there's
two
reviews
and
they
probably
took
a
little
more
closer
to
four
months
each.
X
X
You
know:
that's
probably
when
we're
really
gonna
want
to
be
making
that
power
just
because
we're
making
solar
across
the
street
during
the
day
it
took
a
little
more
to
get
it
connected.
We're
not
the
only
ones
in
new
mexico
or
the
only
ones
connected
to
pnm,
but
I
think
part
of
the
deal
was
just
the
time
it
took
for
when
kovit
threw
all
of
us
off
and
part
of
their
merger
agreements.
C
Yeah,
thank
you
for
that
explanation.
So
do
you
feel
like
we
have
a
partner
with
pnm
to
like?
Let
you
know
about
those
delays
now
that
this
occurred
that
we're
in
I
don't
know
more
proactive
communication
so
that
we
can
anticipate
these
things.
X
X
I
don't
see
much
in
the
way
of
causing
issues
making
it
extend
even
longer
our
biggest
our
biggest
issue,
I
believe,
is
going
to
be
pretty
much.
We
were
speaking
about
earlier
talking
with
getting
construction
materials
here
and
the
the
parts
and
materials
to
get
here
probably
have
really
long
lead
times.
They're,
not
big.
You
know,
equipment
that
we
have
to
move
in.
C
It's
good
to
know
lots
of
challenges
at
this
time,
but
thank
you
for
the
explanation
and
I
have
no
further
questions.
Is
there
a
motion
move
to
approve.
B
A
All
right
item
g
request
for
the
approval
of
amendment
number
14
to
service
contract
with
universal
protection
services
councilwoman
via
rail.
C
Thank
you,
madam
chair.
Thank
you
manuel
for
joining
us,
so
you
probably
don't
know
that
I'm
not
thrilled
about
our
contract
with
allied
and
I
know
they've
had
their
own
challenges
with
staffing.
Y
Adam
chair
councillor
vr,
the
the
cost
is
for
going
towards
the
guards.
It
is
an
increase
for
for
them
to
be
able
to
hire
more
staff
and
at
appropriate
rates,
competitive.
Okay,.
C
And
sam
knows
this,
but
I'm
I've
been
told
that-
and
I
and
actually
have
witnessed
it-
that
we
have
contracts,
especially
for
the
higher
tiered
ones,
that
they
are
required
to
actually
do
more
than
just
drive
by
so
in
this
contract.
Does
it
require
them
to
actually
get
out
of
their
cars?
C
And
we
see
this
problem,
I
think
it's
primarily
been
maybe
all
places,
but
primarily
at
pete's
place
and
then
also
at
the
rally
yard
park.
So
those
two
hot
hot
spots
require
them
to.
We
need
them
to
get
out
of
their
cars.
Is
what
I'm
saying
so,
I'm
wondering
if
that's
going
to
be
part
of
the
their
new
contract
requirement.
With
this
amendment.
Z
Manual,
if
you
wouldn't
mind
madam
chair
counselor
via
real
the
way
the
allied
contract
is
structured,
it's
good
to
think
of
it
as
like,
an
on-call
citywide
contract
and
then
different
entities
inside
of
the
city
open
their
own
pos
for
services.
So
I
don't.
The
the
amendment
manual
is
working
on
tonight
is
directly
related
just
to
the
hourly
rates.
The
burden-
or
you
know
the
responsibility
rather
to
ensure
that
allied
is
performing
at
any
given
post
is
really
the
responsibility
of
that
particular
site
manager.
Z
So
I'm
I'm
a
good
example
in
this
case,
I'm
I
would
be
the
responsible
party
for
both
pete's
place
and
the
rail
yard,
so
it
would
be.
It
would
fall
to
me
when
I
get
the
feedback
that
allied
is
not
performing
in
a
certain
way
that
I
work
with
their
management
team
to
change
that
review
their
post
orders.
Z
You
know,
begin
doing
kind
of
spot
checks
on
site
to
make
sure
those
things
are
happening,
and
you
know
in
both
of
those
cases
the
rail
yard
and
pete's
place.
These
are
sites
that
have
been
particularly
hard
hit
by
their
short
staffed
capacity
at
the
moment,
which
is
kind
of
exacerbating
the
the
issues
on
the
ground
there
does
that
answer
the
question.
C
It
does
I'm
just
wanting
it,
you
can't
be
in
all
places
at
the
same
time,
and
so
it
it's
just
frustrating
to
me
to
have
to
pay
as
much
as
we
are
for
a
contract
and
we
want.
Obviously,
the
hourly
rates
do
need
to
be
improved
they're.
They
were
very
low.
However,
I
want
them
to
be
proactive
and
just
instead
of
just
driving
by
that,
doesn't
help
us
to
understand
the
issues.
C
AA
Madam
charify
may
councilwoman
vierel.
Yes,
I
think,
although
this
particular
amendment
before
you
tonight
is
not
directly
addressing
that
issue,
it
is,
as
sam
said,
going
to
help
with
their
staff
capacity,
which
should
at
lea,
which
should
theoretically
enable
them
to
meet
that
tier
three
requirement
that
exists
currently
in
the
contract.
The
real
issue
is
the
site
management
and,
as
some
of
you
know,
we
are
transitioning,
which
is
why
manuel
the
business
operations
manager
for
community
health
and
safety
is
presenting
this
site
and
we're
transitioning.
AA
The
management
of
the
contract
out
of
public
works
and
off
of
sam's,
very
capable,
but
very
burdened
shoulders
to
manuals
very
capable
and
not
quite
yet
as
burden
shoulders
and
the
way
the
contracts
are
set
up
is
currently
site
management
occurs.
You
know,
as
you
know,
by
the
library
staff,
if
there's
security
at
the
library
or
the
airport
staff,
with
with
public
spaces,
we're
looking
to
have
site
management
really
happen
out
of
the
police
department.
AA
So
you
know
if,
if
that
director
and
their
staff
are
not
seeing
on
the
level
of
service
that
they
know,
they
should
be
expecting
from
allied
or
any
other
company,
for
example,
on
that
street,
they
can
immediately
contact
the
site
manager,
who
would
be
dc
valdez
in
this
case,
and
that,
hopefully,
can
be
more
closely
monitored.
AA
We
will
also
be
putting
forward
an
rfp
sams
put
together.
Manual
manual
is
working
on
it
as
well
to
get
an
array
of
companies
responding
for
these
services
in
the
city,
so
that
we
are,
we
have
a
diversification
around
being
able
to
pull
on
one
company
or
another
as
needed
and
we'll
be
adding
to
the
overall
amount
of
the
contract,
if
possible,
with
new
investments
in
the
new
budget
year.
C
C
I
guess
I'm
just
really
wanting
them
to
understand
the
importance
of
their
presence
and
being
parked,
even
if
they're
parked
and
get
out
of
their
car.
I
think
it
does
make
a
difference
to
have
that
kind
of
presence
if
our
police
officers
aren't
able
to
be
there.
So
I
look
forward
to
seeing
how
this
is
going
to
work
better.
D
D
I
mean
if
people,
if,
if
the
contractor,
isn't
doing
what
we
are
asking
them
to
do
and
what
the
contract
requires
them
to
do.
Do
we
even
know
it
that
that
concerns
me?
You
know
all
the
different
places
that
this
contractor
is
supposed
to
be.
Do
city
employees
or
managers
in
those
areas
know
when
they're
supposed
to
see
security
guards
there
do
they
even
do.
D
D
District,
one
constituents
are
far
from
pleased
seeing
people
drive
by
in
their
cars
never
get
out.
I
don't
know
what
the
agreement
is
with
them
exactly,
but
I
think
folks
should
know,
and
we
should
make
sure
that
they're
honoring
their
side
of
the
contract.
It's
a
lot
of
money.
That's
all
I
have
chair.
Z
Madame
chair,
counselor,
lindell
included
in
the
contract
with
allied,
we
have
what's
known
as
helios
cell
phones.
These
cell
phones
have
essentially
data
tracking
on
them,
so
I
I
have
a
program
on
my
laptop.
I
can
log
into
helios
24
7.
I
can
connect
to
any
of
the
sites
I
manage.
I
can
see
in
real
time
where
a
guard
is
on
the
ground.
Z
I
can
see
how
fast
they're
moving
I
can
text
with
them.
They
can
communicate
with
me.
I
also
get
a
daily
report
for
all
my
sites,
both
a
a
text
report
and
a
map
the
map
has
on
it,
what's
called
a
heartbeat,
so
ever
at
certain
intervals,
that
device
actually
marks
where
that
guard
is
in
the
area
that
they're
patrolling
so
for
midtown,
for
example,
another
site
that
I
manage.
You
know
my
map
every
day
has
hundreds
of
heartbeats
throughout
it.
So
I
can
tell
what
buildings
they've
been
in?
Z
Z
The
responsibility
of
ensuring
they're
getting
out
of
their
vehicles
and
all
of
that-
and
I
I
do
also
in
closing,
want
to
say
one
of
the
issues
we're
working
with
and
one
of
the
reasons
we're
working
hard
on
this
rfp
is:
we
have
certain
sites
throughout
the
city,
municipal
courts,
the
airport
midtown
in
its
own
way,
which
were
either
legally
obligated
in
some
way
to
have
security
or
have
you
know,
kind
of
really
high
level
security
issues,
and
so
not
having
security
and
letting
this
falter.
Z
While
we
try
and
move
to
the
next
contract
is,
is
a
complicated
issue
for
us
and
we're
doing
our
best
to
to
work
from.
You
know
point
a
to
point
b,
but
I
just
wanted
to
respond
to
your
concerns,
so
you
knew
that
what
what
we
actually
have
going
on
on
the
ground.
Thank
you.
L
Thank
you,
madam
chair.
I
appreciate
your
last
comment
sam,
but
we
were
working
with
a
different
security
company
when
we
switched
to
this
one.
So
I
know
it's
difficult,
but
it
can
be
done
with
regards
to
what's
the
difference
between
a
level
one
and
a
level.
Three
security
guard.
Z
Madam
chair
counselor
via
rivera
excuse
me
the
a
level.
One
guard
is
basically
kind
of
there
to
observe
and
report.
They
don't
carry
any.
Z
You
know
any
means
of
self-protection,
no,
no
mace,
no
handcuffs
and
obviously
no
firearm,
a
level
two
guard,
and
so
it's
the
lowest
level
of
training.
A
level
two
guard
has
gone
through
more
training
and
is
able
to
carry
like
a
non-lethal
force
implements
such
as
mace
and
handcuffs
and
then
a
level
three
guard
is
trained
and
certified
to
carry
a
firearm.
L
And
who
do
we
have
at
the
shelter
there
at
pete's
place.
Z
Z
Been
staffed
at
all
there,
madam
chair
councillor,
rivera
until
I
would
say
it's
probably
been
the
last
six
months
is
when
allied
was
hit
the
hardest
with
staffing
it
was.
We've
only
had
security
for
pete's
place
for
I'm
shooting
from
the
hip.
Here
for
eight
to
12
months.
We
had
several
months
of
consistent
coverage
there,
but
for
the
last
several
months,
I've
had
a
really
hard
time
getting
that
particular
location
covered.
L
AA
And
I'm
chair,
counselor
rivera,
if
I
can
take
that,
I
think
it's
a
close
coordination
between
pd
and
the
security
company
who
continue
to
be
needed.
They
they
don't
replace
the
police.
The
bike
team
currently,
as
some
of
you
know,
is
doing
a
you
know,
is
doing
all
briefings
on
harrison
road
and
I'm
committed
to
being
there
as
long
as
possible.
What
they
could
really
use
is
when
they're
not
there
in
the
off
hours
the
security
company
coming
in
and
enforcing.
AA
You
know
some
of
the
good
work
they
do
during
the
day.
So
I
I
wouldn't
say
it's
gonna
replace
the
need
for
pd.
It's
gonna
supplement
what
we
can
do
and
it's
a
strategy
and,
I
would
say,
a
short
term
strategy
until
we
can
get
where
we
need
to
be
in
terms
of
policing,
police
staffing,
and
by
that
I
mean
probably
with
the
next
two.
You
know
one
or
two
years.
AA
Hopefully,
we
can
have
a
strategy
where
we
may
not
have
to
always
invest
as
heavily
in
security
for
public
spaces
that
are
problematic
in
the
city.
But
we'll
have
to
gauge
that
carefully
work
carefully
with
pd
and
the
security
company
and
have
that
close
communication
and
coordination,
which
I
think.
AA
Madam
chair
council
rivera
this
contract
does
not
have
them
controlling
the
shelter
itself
that
is
taken
care
of
by
the
shelter
the
this
contract
has
on
patrolling
the
area
around
the
shelter,
harrison
road
and
and
and
a
patrol
around
it.
Z
Z
Y
Council,
madam
chair
counselor,
it
is
about
a
20
increase.
I
believe
what
you're
the
prices
you're
seeing
there
is
the
holiday
rate
and
the
hour
do
you
pay
the
regular
hourly
rate
on
the
on
the
memo.
Y
L
Know
I
hope
that
when
this
comes
up
again
for
bid
that
we're
not
afraid
to
go
out
to
rfp
again,
this
is
a
lot
of
money
for
a
company
that
hasn't
been
very
impressive
and
I
know
it's
difficult
to
switch
over
when
you
have
certain
areas
that
you
have
to
provide
services
for.
But
it's
a
lot,
it's
a
lot
of
money,
so
I
don't
know
if
I
can
support
this
moving
forward.
L
And
I
may
have
more
questions
at
council
when
it
comes
up,
but
for
now
I'll
leave
it
at
that.
Thank
you,
madam
chair.
A
Thank
you,
counselor
councillor,
cassette.
E
Thank
you
very
much,
madam
chair,
you
know
I
did
want
to
go
back
to
sam's
earlier
comment
about
the
ability
to
track
and
the
different
heartbeats
and
have
we
ever
done
some
data
analysis
on
that
to
really
get
a
good
understanding
of
you
know
for
areas
that
they're
supposed
to
be
getting
out
of
their
car?
Are
they
getting
out
of
the
car?
Do
we
do?
We
have
a
saying
that
we
have
all
that
data?
Can
we
use
that
to
see
where
they're
meeting
the
contract
and
where
they're
not.
Z
Madam
chair
counselor
cassette
absolutely
I
I
well.
I
have
not
done
a
deep
dive
into
the
data
and
you
know
crunched
numbers
or
anything.
It
is
absolutely.
Z
You
know
an
incredibly
effective
tool
in
being
able
to
monitor
whether
they're,
showing
up
what
they're
patrolling
how
they're
patrolling
it
and
so
on.
You
know
yes,
on
a
superficial
level
on
a
deeper,
you
know
you
know
kind
of
on
a
deeper
level.
I
would
assume
so
given
the
ability
to
make.
You
know
time
to
do
that.
I
think
we
could
also.
Z
It
would
be
worth
making
the
request
of
allied
to
see
what
kind
of
you
know
data
they
could
generate
for
us
as
the
manager
of
that
that
software.
E
E
Paying
the
security
officers
what
they
what
they
should
be
getting.
You
know,
I
think
that
that's
important,
but
at
the
same
time
it
is
crucial
that
we
are
receiving
the
services
and-
and
I
think
that
when
we
are
looking
at
going
back
out
to
rfp,
this
would
be
really
good
information
to
have.
E
And,
of
course
you
know
you
are
looking
at
it
on
a
surface
level,
but
I
wouldn't
expect
you
to
be
able,
to
you
know,
be
crunching
data
and
doing
a
deep
analysis
every
every
single
day,
and
so
I
think
that
that
is
important
information
and
also
another
way
that
we
can
be
giving
them
feedback.
So
I
I
share.
You
know
some
of
the
concerns
that
have
been
raised
by
my
colleagues.
E
I
I
think
this
is
a
difficult
one.
I
I
will
be
supporting
this
at
this
time,
but
looking
at
additional
information
and
how
we
are
really
ensuring
ensuring
that
we're
balancing
those
needs
you
know,
I
think
that
there
is
this
problem
is
that
unless
a
security
guard
or
police
officer
for
that
matter
is
stationed
in
any
one
given
location,
there
is
still
opportunity
for
things
to
go
wrong
when
they're,
not
there,
and
so.
E
I
think
us
having
a
really
good
understanding
of
what
their
presence
really
looks
like
and
then
comparing
that
to
any
issues
that
we
are
still
having
in
the
area
not
only
helps
us
evaluate
how
well
they
have
filled
that
contract,
but
helps
us
get
a
better
understanding
of
what
we
need
to
be
doing
for
public
safety,
especially
in
some
of
these,
these
hot
areas
that
we're
having
a
lot
of
problems
so
more
information
on
how
we
could
could
really
utilize
that
data,
I
think,
would
be
really
helpful.
A
L
You
manuel
I'm
having
a
hard
time
finding
a
table
of
where
the
non-holiday
rate
increases.
L
What
the
normal
rate
increases
are
going
to
the
20
that
you
said
it
all
looks
like
holiday
rate
tables
that
I
can
see
so
so
far.
I'm
just
scanning.
Y
Through
quickly
right,
so
I
accounts
chairwoman
counselor
rivera
what
I
put
in
there
was
just
the
current
rates.
What
they're
proposing
I
didn't
put
the
old
rates
in
there
so
that
way
open
confuse
it.
I
can
go
over
those
with
you
if
you
like
the
prior.
L
Rates,
if
you
can
include
a
packet
of
the
regular
rates,
the
non-holiday
rates
and
just
what
those
are
going
to
look
like
in
the
packet
before
it
goes
to
council,
I
think
that'll
that'll
suffice
and
then
you
know
I
I
have
a
hard
time
giving
huge
increases
20
to
50
for
contracted
employees.
When
I
know
our
own
unions
may
ask
for
25-
and
I
know
they're
not
going
to
get
it.
AA
Counselors,
I
just
wanted
to
clarify
it.
I
think
it's
clear,
but
that
this
amendment
does
not
increase
the
overall
dollar
amount
to
the
contract.
It
uses
the
savings
from
the
services
that
allied
word
was
not
able
to
deliver
and
communicated
to
us
that
they
were
not
able
to
deliver
in
order
to
increase
rates.
So
just
maybe
for
members
of
the
public
who
haven't
looked
through
the
packet.
I
just
wanted
to
clarify
we're
not
adding
currently
to
the
dollar
amount,
we're
trying
a
new
strategy
when
they're
telling
us.
A
Okay,
good
point:
counselor
rivera
you're
done
right.
L
AA
Counselor
rivera
it
will
not
cost
us
more
because
the
contract
is
capped
out
at
the
dollar
amount
you
see
in
your
packet
and
so
and
the
contract
period
ends.
I
believe,
at
the
end
of
this
fiscal
year,
going
out
for
a
fee
for
a
new
cycle
of
contracts
for
securities.
We
are
hoping
to
be
able
to
release
that
actually
at
the
end
of
this
month,
so
we
will
not
be
adding
the
dollar
amount
to
this
contract.
AC
C
I
I
know
that
director
ochoa-
and
I
I
expressed
this
to
her
last
year-
and
I
just
want
us
to
think
about-
maybe
funding
would
be
better
spent
if
we
actually
had
a
portion
of
like
in
the
instance
for
pete's
place,
instead
of
having
somebody
that's
driving
by
through
allied
that
we
spend
a
portion
of
what
would
have
gone
to
a
contract
for
that
security
funding,
that
it
would
go
towards
an
actual
uniform
security
guard
that
actually
is
stationed
at
interfaith
and
is
looking.
C
AA
Excellent
conversation
with
the
new
director
at
pete's
place,
the
board
is
looking
to
begin
themselves,
a
contract
for
that
purpose
and
talking
with
the
city
about
whether
we
might
contribute
to
that.
So
that
is
it's
at
both
end.
A
Approve
a
second
motion
in
a
second
to
approve
the
amendment
number
14
to
allied
universal
security
contract.
Can
we
get
a
roll
call.
A
Yes,
thank
you.
Thank
you
all
right.
One
more
item
item
h:
consideration
a
bill
number
20
22-4,
an
ordinance
amending,
exhibit
b
of
section
21-7
to
increase
residential
and
commercial
rates
for
services
provided
by
the
environmental
services
division,
and
we
have
shirlene
sinton
with
the
environmental
services
division.
She's
the
director
here
tonight
to
answer
questions
and
I
believe,
councilwoman
villarreal.
You
pulled
this
item.
C
Thank
you,
madam
chair.
I
was
hoping
that
director
sitton
could
they
could
do
the
presentation
they
gave
for
public
works
for
this.
AE
Madam
chair
councillor
villarreal,
yes,
we
do
have
david
yankee
here
with
us,
where
he
was
until
he's
there.
You
see
me
there.
He
is.
P
AE
Mr
yankee
is
our
consultant
from
from
new
gen
and
he's
he's
been
a
long
time
partner
with
the
city
of
santa
fe
and
also
with
the
santa
fe
solid
waste
management
agency,
so
he's
real
familiar
with
our
operations
and
the
financial
needs
for
both
office.
So
he
has
a
short
presentation.
I
will
give
an
overview
of
the
cost
of
service
study
that
was
conducted
and
what
our
recommendations
are
for
rates
going
forward
so
I'll.
AF
Okay,
can
everybody
see
the
screen
here?
Let
me
get
full
all
right.
Let
me
go
full
screen
there.
We
go
okay,
I'll
again,
my
name
is
dave
yankee,
I'm
the
president
of
new
gen
strategy
solutions.
This
is
the
presentation
I
gave
monday
tuesday.
I
gave
last
week
to
public
works.
You
guys
are
at
three
hours
here
so
hats
off
to
you,
I'm
gonna
go.
This
is
the
one
I
gave
last
week
with
a
couple
little
tweaks
based
on
feedback.
We
get
received
from
some
of
the
folks.
AF
So
briefly,
and
then
some
of
these
things,
I'm
gonna,
go
through
briefly,
because
you've
had
this
meeting
going
three
hours,
please
feel
free
to
interrupt.
At
any
point,
I
will
dive
into
as
much
detail
as
you
would
like.
The
initial
scope
of
services
was
to
conduct
a
comprehensive
cost
of
service
study
for
each
of
the
specific,
solid
waste
services
provided
by
the
city
and
then
develop
a
four-year
revenue
requirement
forecast
for
fiscal
years.
22
2022
through
2025
then
calculate
the
rates
realized
under
current.
I'm
sorry
calculate
the
revenues
realized
under
current
rates.
AF
AF
AF
Of
course
those
were
adjusted
for
inflation,
but
that's
our
starting
point
and
then
we
developed
that
forecast.
I
mentioned
for
fiscal
years
2022-25
and
then
we
allocated
those
to
the
different
services,
manpower,
personnel,
etc
and
then
using
the
appropriate
billing
units,
whether
it's
dumpsters
roll-off
containers,
residential
households,
we
then
calculate
the
cost
of
service.
AF
So
I
talk
about
establishing
a
revenue
requirement.
What
exactly
is
the
revenue
requirement?
These
are
all
the
costs
that
the
solid
waste
utility
environmental
services
has
to
recover.
It
starts
with
your
operating
and
maintenance
expenses,
salaries
and
all
those
things
benefits
outstanding
debt
and
then
vehicle
replacement,
vehicle
replacement
is
a
key
component
and
a
lot
of
cities
will
have
a
mixture
of
debt
or
cash
funding,
and
that's
why
it
gets
its
own
separate
unit
there
that
we're
showing
that
in
that
oval
vehicles
are
a
huge
component
for
solid
waste
utilities.
AF
This
is
something
that's
important
to
provide
to
show
you.
These
are
all
the
different
services
that
are
provided
from
by
environmental
services
to
the
residents
and
the
businesses
within
the
city
of
santa
fe,
and
we
are
going
through
a
detailed
cost
of
service
to
allocate
equipment
and
personnel
to
all
those.
So
again,
it's
your
residential
refuse,
curbside
collection.
AF
Typically
in
areas
older
parts
of
town,
narrow
alleys,
you
know
around
the
plaza
those
types
of
areas
and
then
you
have
roll
off,
refuse
recycling,
and
then
you
have
as
well
your
administrative
services,
customer
service
fleet
and
container
maintenance,
and
then
a
key
component
you'll
hear
more
about
it.
Is
the
disposal
on
recycling?
AF
AF
So
in
developing
the
revenue
requirement,
there
are
several
major
costs
in
addition
to
just
normal
inflation,
which
we
already
know
inflation's
higher
than
normal.
The
latest
was
a
cpi
for
the
last
12
months
at
7,
but
beyond,
just
accounting
for
raises
benefits,
etc.
There's
some
other
costs
from
the
santa
fe,
solid
waste
management
agency,
and
they
hadn't
had
a
rate
increase
in
a
number
of
years.
I
believe
it
was
10
years
they
asked
for
a
rate
increase.
AF
Another
thing
we
spent
a
lot
of
time
looking
at
the
vehicles,
your
front
line
vehicles,
the
average
useful
life,
how
many
vehicles
have
to
be
replaced
on
a
normal
life
cycle?
It's
one
of
these
things
where
you
let
those
run
longer,
the
maintenance
costs
go
through.
AF
I
won't
say
this
through
the
roof,
but
they
get
very
expensive
when
you
have
those
garbage
trucks
and
then
finally,
our
cost
to
service
forecast
includes
a
9.8
million
dollar
bond
issue
for
a
new
maintenance
facility,
which
would
be
basically
about
and
thirty
thousand
dollars
per
year
in
debt
service,
principal
and
interest,
one
of
the
things
that
I've
put
together
since
the
last
public
based
on
feedback
at
the
the
public
works
committee,
discussion
and
presentation
last
week.
AF
I
added
this
slide
to
break
down,
so
you
could
see
where
we're
seeing
a
an
increase
in
the
costs.
Okay
and
so-
and
this
is
the
impact
to
the
residential
ratepayer-
you
also
have
commercial
rates,
but
to
show
when
I
break
out
residential
rates
and
commercial.
This
is
the
increase
in
costs
that
we're
looking
at
so
the
increase
from
the
santa
fe
solid
waste
management
agency.
Again
I
mentioned
the
impact
to
the
residential
rate
payers
for
disposing
of
their
garbage
getting
their
recyclables
process.
AF
So
bottom
line,
if
you're
looking
at
the
revenue
requirement
and
what
it
costs
to
operate,
your
solid
waste
utility,
the
environmental
services,
the
bottom
line
is
in
fiscal
year
2022
you
need
approximately
15.8
million
dollars
in
revenue
to
cover
all
your
costs.
Total
expenses
are
about
18
million,
the
18
million
49
000.
AF
You
see
it
actually
dips
to
15.6
million,
and
that's
because
there's
a
bond
issue,
that's
rolling
off!
That's
an
annual
principal
and
interest
of
approximately
1.3
million
dollars.
So
you
see
that
little
dip
and
then
again
in
2025
it
goes
up
to
16.2
million
dollars
so
bottom
line.
Where
do
we
stand
if
we
don't
raise
rates
if
the
rates
stay
where
they
are?
What
does
this
mean
for
the
environmental
services?
AF
Well,
what
it
means
is
that,
in
the
top
line,
is
your
current
revenue,
all
the
revenue
you
generate
from
residential
rates,
commercial
front,
load,
roll
off,
etc.
That's
the
13
million
138
thousand
dollars
you'll
see
it
grow
very
modestly,
going
out
in
future
years,
and
that's
just
due
to
half
percent
growth
of
customer
growth,
so
no
rate
increase,
that's
just
growth
and
number
of
customers
and
then
the
revenue
requirement
in
fiscal
year
2022
you
can
see
the
15.8
million
and
again
that
came
from
my
prior
slide
bottom
line.
AF
If
you
do
not
raise
rates,
you
are
going
to
under
recover
two
million
six
hundred
and
eighty
one
thousand
dollars
you're
either
gonna
have
to
take
money
from
reserves.
If
the
money
is
available
or
cut
services
in
fiscal
year,
2023
that
money
grows
to
3.2
million
dollars
in
2024
again,
because
that
bond
issue
is
rolling
off,
you
have
a
two:
it
goes
down
to
an
under
recovery
of
2.3
million
and
then
in
fiscal
year,
2025,
2.8
million
cumulatively,
over
that
four-year
period.
AF
If
there
are
no
rate
increases,
that
means
the
environmental
services
would
under
recover
approximately
11
million
dollars.
Now,
when
you
look
at
this
before
you
go,
oh
my
gosh,
which
you
know
there
is
an
oh,
my
gosh
factor
here.
This
is
pretty
standard
when
we
do
five-year
forecasts
for
utilities
and
if
they
haven't
had
rate
increases.
This
is
not
uncommon.
I
was
just
presenting
last
week
to
the
city
of
farmington
new
mexico
on
a
water
waste
water
and
their
under
recovery
was
even
larger
than
this.
AF
So
what
do
we
need
to
look
at?
Or
what
should
the
city
consider
to
address
this
so
based
on
the
information
projected
cost?
What
new
gen
is
recommending
to
the
city
of
santa
fe
is
that
the
residential
rates
and
I'll
talk
about
commercial
in
a
second
but
on
the
residential
rate
side,
that
the
rates
be
increased
in
fiscal
year,
2022
march
1st,
which
you
know
is
in
about
40
days
or
so
45
days,
increase
the
rate
by
3.50
per
month
per
household.
AF
AF
We
would
recommend
an
additional
increase
of
2.75
per
month
per
household.
In
fiscal
year
2024.
you
can
see
we
also
for
some
for
those
folks
that
have
second
carts,
whether
it's
a
65
gallon
or
a
95
gallon.
We
would
recommend
those
rates
be
increased,
also
current
rate,
for
instance,
on
the
65
gallon
776.
AF
AF
I
work
on
and
conduct
solid
waste
cost
service
studies
for
cities
all
over
the
country
while
resident
while
rate
increases,
are
never
popular,
even
with
this
rate
increase
in
2022
for
all
the
services,
you
provide
your
rate
increa.
Your
rates
would
still
be
under
20
per
month
per
household
for
the
level
of
services
you're,
providing
we
have
many
of
our
clients
that
the
rates
are
well
over
twenty
dollars.
AF
We
have
some
that
are
now
going
over
thirty
dollars
per
month
per
household,
and
I
can
talk
more
about
that
later
with
specific
examples,
but
I'll
just
leave
that
right
now
that
the
services
you're
getting
for,
if
this
rate
increase
were
to
happen
for
under
20
per
month,
is
very
good.
Here's
a
benchmarking
with
some
of
the
other
cities
that
you
can
look
at
to
see
how
the
city
of
santa
fe
compares.
AF
If
this
proposed
rate
increase
were
approved,
the
proposed
rate
would
go
up
to
19.25
per
month
per
household,
which
puts
you
right
in
the
middle
of
those
comparisons.
Those
cities
and
I'll
tell
you
right
now:
we're
working
on
a
water
wastewater,
solid
waste,
cost
to
service
study
for
the
city
of
roswell
and
again,
I'm
not
going
to
speak
for
their
council,
because
I
can't,
but
they
are
going
to
need
rate
increases
and
they're
going
to
have
to
do
something
there,
so
roswell's
rates
will
be
moving.
AF
AF
However,
one
thing
I
can
speak
to
the
clients
of
ours
that
have
landfills
they
oftentimes
will
over
and
there's
nothing
wrong
with
that,
but
basically
they
over-recover
they
generate
more
revenue
than
the
cost
they
incur,
whether
it's
operating
costs,
debt
service,
capital
outlays,
but
they
use
that
landfill
to
help
generate
additional
revenue
to
help
keep
say
residential
rates
down
or
commercial
rates,
and
that
becomes
a
policy
decision,
but
oftentimes
they
say
we're
operating
a
landfill
folks
from
outside
the
city
are
using
the
landfill.
You
have
a
liability
with
operating
that
landfill.
AF
So
I'm
not
saying
definitively
that's
the
case
with
albuquerque,
but
it
may
be
on
the
commercial
side.
What
we're
recommending
is
a
increase
in
the
front
load
rate
of
seven
percent
again
effective
march
first
2022
on
the
commercial
rear
load,
an
increase
in
the
rear
load,
refuse
and
recycling
rates
of
5
percent
march
1
2022
and
a
dish
and
an
additional
increase
of
5
july
1st
2024.
AF
You
can
see
we're
recommending,
for
instance,
scheduled
service
for
a
roll-off.
The
collection
of
the
container
does
not
include
the
disposal
cost
that
would
go
from
197.84
to
225.
225
per
pole.
A
call-in
service
would
go
from
basically
248
to
275
and
you
can
see
for
monthly
rental
fee,
the
same
similar
increase
and
then
finally,
just
an
additional
10
increase
in
2024.
AF
Now
here
are
some
of
the
miscellaneous
fees.
We
would
look
at
also.
We
would
recommend
for
large
item
residential
collection
right
now,
there's
a
current
rate
of
33.33
per
8
cubic
yards
or
less.
If
you're
picking
it
up
it's
flat
rate,
we
would
recommend
that
rate
be
increased
to
fifty
dollars.
It's
still
well
below
the
cost
of
that
service.
But
again
you
have
to
balance
not
charging
quote
the
true
cost
service,
which
would
be
well
over
a
hundred
dollars,
because
that
can
lead
to
illegal
dumping,
which
you
don't
want
to
do.
So.
AF
There's
a
balance
there
and
then
finally,
for
additional
for
the
bag
tags,
we
would
recommend
those
go
from
750
for
a
sheet
that
has
five
tags
to
15.
AF
However,
you
do
see
that
you
under
recover
approximately
2.3
million
over
that
four
year
period,
and
so
there
you're
drawing
down
upon
reserves
to
recover
that
shortfall,
and
I
think,
from
my
standpoint,
we'll
talk
here
on
the
next
slide.
That's
a
balance
of
rate
increases
and
using
the
reserves
you
have
available,
which
brings
me
to
the
next
point:
best
management
practices
in
reserves.
AF
If
you
are
looking
at
what
best
management
practices
are
and
we
work
with
a
lot
of
different
solid
waste
utilities,
we
typically
recommend
at
a
minimum
that
you
should
have
a
90-day
reserve
equal
to
your
operating
costs.
Again,
I
showed
you
a
lot
of
numbers.
If
you
remember
your
total
cost,
we
had
to
recover
rates
on
for
about
15.8
million.
AF
AF
In
our
opinion,
my
opinion,
it
appears
the
city
is
striking.
The
balance
you
have
to
have
raised
rates
increased.
You
haven't
increased
them
going
on
six
years
that
residential
rate
still
under
20
dollars,
which
I'll
just
tell
you
is
really
good
and
you're
still
balancing
it
with
using
reserves.
So
it's
a
balance
and
I
think
the
city
strikes
the
right
balance
and
our
final
recommendation
is
to.
AF
We
would
recommend
those
proposed
rate,
changes
be
implemented
march,
1st
and
I'll
be
glad
to
take
any
questions.
AF
A
And
then
councilwoman
via
rail,
I
think
you
still
have
the
floor
trying
to
move
my.
C
My
screen
over
here
to
another
place.
Okay,
thank
you
for
the
presentation
that
answered
some
of
my
questions.
Actually,
so
I
guess,
let's
see,
let
me
find
my
news.
C
Because
we're
talking
about
an
enterprise
fund,
so
anything
that
we
get
from
revenues
has
to
supplements
our
services
correct.
AF
AE
Thank
you.
Thank
you
for
the
question
madam
chair
counselor
via
arielle,
and-
and
I
I
want
to
clarify-
we
don't
have
dedicated
reserve
funds
like
there
aren't
pots
of
money
that
are
dedicated,
so
I
I
found
in
in
working
through
this
and
and
speaking
in
the
different
committees
and
speaking
with
shannon
that
we've
we're
kind
of
using
some
some
words
that
might
be
common
elsewhere,
but
we're
really
talking
about
our
cash
balances.
AE
So
the
the
only
dedicated
reserve
fund
that
that
we
really
have
is
the
bag
fee
which
supplements
our
advertising
and
outreach
costs.
I
mean
that
at
my
last
known
that
that
act
can
be
upwards
of
250
dollars,
so
our
cash
balance
is
our
last
audited.
Cash
balances
that
we're
aware
of,
or
upwards
of
about,
13
million,
plus
so
based
on
this
cost
of
service
and
our
our
projected
losses.
AE
We're
estimating
them
to
be
about
10
million,
but
I'm
very
excited
was
very
excited
to
hear
the
presentation
from
earlier
from
finance
and
so
really
looking
forward
to
working
with
finance,
to
say
as
they
nail
down
these
numbers,
and
so
we
can
make
sure
that
the
next
time
we
come
to
you
right
that
we're
we've
got
it
right
and
I
do.
If
I
may.
I
want
to
point
out
that,
even
though
mr
young
has
shown
suggested
rate
increases
now
and
again
for
2024
we're
not
asking
you
to
approve
that.
AE
That's
that
recommendation
we'll
look
at
that
and
and
bring
it
back
again
based
on
current
numbers,
but
we're
only
asking
for
the
rate
increase
for
2022
is
what
we're
asking
you
to
approve
at
this
time.
So
anything
that
might
need
to
be
tweaked
if
it
needs
to
be
more
aggressive
or
less.
AE
We
can
tweak
that
number,
but
we
do
have
a
plan
and
the
the
agency
is
raising
rates
every
year.
That's
why
we
have
to
continue
to
meet
it
so
that
second
rate
increase
is
really
more
based
on
inflation
and
the
rate
that
the
agency's
continued
rate
increases.
C
Expenses,
we're
gonna
see
with
new
vehicles,
which
we
need
definitely
need
a
new
facility
for
maintenance.
We
we've
known
that
for
a
while,
so
I
have
you
looked
at
other
funding
sources
that
could
possibly
cover
those
expenses
without
having
such
a
high
jump
of
increase
for
this
this
first
year.
I
guess
that's
big
my
biggest
concern
like
what
scenarios
did
we
look
at,
so
that
we
don't
jump
in,
have
a
rate
increase
of
three
three
dollars
and
fifty
cents
per
month?
AE
So
I'll
jump
in
here
and
then,
if
dave
has
something
to
add,
I
I
it's
my
understanding
in
the
past
that
some
of
the
step
we're
paying
off
is
on
trucks
that
are
long
since
non-operable.
AE
So,
with
the
with
the
life
cycle
on
a
truck
of
seven
to
ten
years,
it
doesn't
make
sense
to
bond
them.
AE
You
want
to
pay
cash
for
them,
so
that
you're
not
continually
paying
for
it
even
after
the
truck
is
gone
so
that
that's
our
recommendation
on
on
the
trucks
is
that
we
do
continue
to
to
pay
for
that
out
of
operating
funds.
We
we
are
suggesting
that,
for
the
maintenance
facility,
the
there
was
a
suggestion.
We
did
look
at
the
scenario
with
jason
mum,
our
overall
utility
consultant,
whom
dave
is
subcontracted
to
on
there.
AE
There
was
a
suggestion
that
we
also
paid
for
that
facility
out
of
cash,
but
it
it's
going
to
be
too
much
and
and
that
that
we're
we're
suggesting
we
pay
for
over
time
with
with
bonds.
AF
And
if
I
can
chime
in
here
and
there's
a
a
good
question
here,
what
we're
forecasting
is
the
replacement
of
those
vehicles
and
then
you
will
see
maintenance
costs
go
down
because
you've
got
newer
vehicles
and
you
clearly
have
that.
We
have
not
gone
in
and
tried
to
project
what
maintenance
cost
savings
you
will
have.
You
should
realize
those,
but
one
of
the
challenges
we're
dealing
with
right
now
are
that
the
cost
of
vehicles,
because
of
all
the
metal,
the
the
cost
of
vehicles,
are
going
up
considerably
and
so
maintenance
costs.
AF
While
there
may
be
some
movement
there,
it's
not
going
to
be
it'll
help
save,
but
it's
not
going
to
be
a
material
impact
where
all
of
a
sudden
you
can
you
know,
say
this:
the
rates
only
have
you
can
go
up
a
dollar
less
per
month
per
household.
What
I
would
say
to
you-
and
we've
done
this
with
other
cities,
where
we've
done
things
like
this.
AF
If
the
potential
is
down
there
down
the
road
and
again
we're
providing
a
we've
developed
a
detailed
model
here,
so
we
can
track
costs,
but
one
of
the
things,
if
you
see
maintenance
costs
go
down,
then
maybe
but
again,
I'm
not
holding
my
breath
on
it
that
2024
increase.
Maybe
it
doesn't
have
to
be
as
much
maybe
it
can
be:
25
cents
less
or
50
cents
less
as
you
track
those
maintenance
costs,
but
typically
it's
not
going
to
be
a
huge
amount.
There.
AF
And
I'm
sorry
one
other
thing
and
you
got
me
on
a
roll
there.
One
of
the
other
critical
things,
though,
even
behind
beyond
the
hard
dollars,
is
system
reliability.
AF
C
Right,
which
brings
me
to
my
next
question,
I
guess
I
was
trying
to
understand
if
the
administrative
costs
of
this
change
are
considering
increases
in
staff
pay
for
drivers
as
incentives,
so
that
we
won't
be
so
severely
short
staffed.
Some,
I
don't
know
if
that's
in
another,
like
vein
of
financing
or
if
it
actually
gets
bundled
into
the
kind
of
the
performance
that
you
sent
us.
I
thought
it
all
kind
of
all.
The
cost
for
for
salaries
was
folded
into
the
administrative
costs,
but
maybe
I'm
wrong.
AF
The
no
it
and
there's
a
lot
of
numbers
there
and
in
the
report,
so
I
understand
that
potential.
Where
are
they?
The
salaries
are
all
broken
out
separately
by
each
service,
as
are
the
benefits
and
we've
forecasted
inflation
in
the
salaries
increasing
going
forward,
and
I'm
going
back
to
check.
I've
got
a
copy
of
the
report
here.
I
believe
it
was
a
four
percent
annual
increase
in
the
salaries,
so
we've
got
that
forecasted
in
there.
AE
Counselor,
if
I
may
jump
in
as
well,
I
I
will
say
right
this
this.
This
cost
of
service
report
was
done
on
early
autumn
and
and
signed
off
on
on
october.
So
some
of
the
things
that
maybe
the
discussion
now
were
not
considered
this.
You
know
the
test
year
was
2020,
so
we
do
feel
pretty.
I
we
feel
confident
and
have
discussed
it
with
director
jones.
AE
You
know
any
any
salary
increases
that
come
we'll
we'll
be
able
to
absorb
that,
and
we
welcome
them
to
be
competitive.
We
we,
we
should
see
a
considerable
amount
of
salary
savings
from
from
unfilled
positions
and
we're,
though,
we're
working
and
doing
a
good
job.
We
welcome
the
increases
so
that
we
can
have
a
more
competitive
rate
for
for
really
good
cdl
drivers.
C
C
AF
So
I'll
start
with
this
shirlene,
if
you
like,
and
then
you
can
chime
in
on
it,
what
we
did.
You
have
a
fixed
rate
right
now
at
the
1575,
with
everything
we
were
looking
at.
We
decided:
let's
go
with
what
we
have
that's
known
and
measurable,
and
we
know
what
we
need
from
a
cost
standpoint,
so
we
did
not
throw
in
another
variable
of
charging
different
rates
for
different
sized
cans.
AF
It's
a
valid
point.
We
have
clients
that
do
that
we
have
design
variable
rates,
but
now
you
have
some
other
variables
you
throw
in
we
already
there
hadn't
been
a
rate
increase
in
six
years
and
now,
if
we
look
at
this,
some
of
the
variables
you
have
to
consider
are:
what
is
the
pricing
differential?
There
are
some
cities
that
they
will
charge
just
a
dollar
oklahoma
city,
for
instance,
charges
like
a
dollar
difference
between
size
cans.
They
just
do
it
they,
it's
not.
It
doesn't
send
a
message.
I
live
in
austin.
AF
I
have
a
difference
between
a
96
and
a
64
is
10
per
month
per
household,
and
then
there
are
a
lot
of
cities
that
are
in
between,
but
with
that
you're
going
to
have
customer
behavior
that
changes
also
and
people
say:
okay,
I'm
going
to
move
down
to
a
smaller
can
or
what
have
you.
We
did
not
decide
to
throw
that
into
this
mix
here,
because
there
was
a
lot
going
on.
It's
definitely
something
the
city
could
consider
down
the
road-
and
I
know
charlene-
and
I
have
discussed
that
before.
AF
AE
Madam
chair
counselor,
I
do
want
to
clarify:
were
you
talking
about
variable
car
size
pricing,
or
were
you
literally
were
you
literally?
C
AE
You
counselor,
yes,
that's
what
I
just
wanted
to
clarify
to
make
sure
I
was
answering
your
question
so
as
far
as
the
variable
rate,
you
really,
philosophically
you
want
to
do
that,
where
your
recycling
costs
are
lower
than
your
landfilling
costs
and
considerably
with
the
region.
With
the
agency's
rating
prices,
our
recycling
costs
are
going
higher.
We
would
lose
a
lot
of
money
on
that.
AE
At
this
point,
I
also
want
to
point
out
that
you
have
to
invest
a
lot
more
in
in
your
in
your
cart
inventories,
so
we
would
have
to
spend
a
lot
more
on
the
front
end
to
have
inventories
of
different
cart
sizes
in
order
to
provide
that
and
right
now
that,
when,
as
we're
doing
our
budgeting,
that's
both
plastics
and
metal
are
commodity
prices
that
have
really
gone
through
the
roof,
and
so
we
have
really
increased
cost
pressures
for
getting
getting
carts
purchased
and
not
only
that
right
along.
AE
You
know
with
all
of
the
other
supply
chain
issues
we're
having
trouble
even
getting
them
in
inventory,
so
things
that
before
all
of
this
happened,
that
has
held
us
up
on
variable
rate
pricing
was
that
our
ability
to
provide
that-
and
I
don't
know
if
nancy's
still
on
oh
she's-
hung
on
here
ability
to
do
that
in
our
current
utility.
Billing
system
is
not
there.
AE
It
will
be
in
the
advance
system,
maybe
not
right
away,
but
at
some
point
so
it
is
certainly
still
on
the
table,
but
until
we
find
a
way
to
bring
our
recycling
costs
back
down
until
the
market
costs
come
come
back
down,
commodity
prices
go
up
for
paying
us
for
our
recyclables,
then
it
it
just
that
is
not
a
model
that
makes
any
sense
and
it
would
cost
us
more
money.
It
would
actually
drive
our
rates
up.
C
AE
C
And
so
I
know
that
the
fact
that
we
have
these
capital
costs
that
are
unique
for
this
year
with
a
new
facility,
so
all
those
factors
combined.
I
understand
the
point.
I
think
the
hard
sticking
point
for
us,
or
at
least
for
me,
is
trying
to
explain
to
somebody
that's
already
really
having
a
hard
time
paying
their
bills
having
a
hard
time
paying
utilities,
and
then
we
say
oh
but
we're
in
a
pandemic,
but
we're
going
to
charge
you
all
more,
and
so
I
guess
I
I
wanted
to
understand.
C
AE
I
guess
yes,
madam
chair
counselor,
actually
we
did
so
we
we
considered
three
different
models
and
we
actually
presented
that
those
models
at
at
the
jason
mom's
presentation
yearly
presentation
to
public
public
utilities.
Now
public
works
public
utilities,
so
I
I
want
to
remind
you
again:
the
agency
is
raising
their
their
rates
every
year.
AE
So
what
we're?
What
we
looked
at,
we
could
do
every
year,
and
this
is
fairly
painful
for
everyone
right
is
to
to
go
through
rate
increases
every
year,
and
it's
it's
also
hard
on
the
on
the
billing
system.
We
could
have
done,
we
could
have
said
well,
let's
just
try
to
do
one
big
braiding
priest,
so
we
only
have
to
do
this
once
so
that
that
would
be
really
tough
and
we
didn't
want.
We
didn't
feel
like
that
would
be
the
best
approach
at
this
time,
especially
during
the
pandemic.
AE
So
what
we
did
was
struck
a
balance
in
the
middle,
and
so
that's
why
that's?
Why
there's
a
balance
of
losing
money,
like
you
know,
dipping
into
cash
balances
you
know
before
recovering
is:
is
we
tried
to
strike
a
balance
in
the
middle?
That
would
that
would
keep
our
enterprise
fund
healthy,
but
not
not
being
all
at
once.
So
that's
that's.
Why
there's
this
every
other
year
approach.
AF
AF
What
we
saw
during
2020
once
when
the
pandemic
hit-
and
I
still
remember
because
we're
a
50-person
firm
everybody's
like
what
the
heck
is,
this
going
to
mean
and
what's
it
going
to
mean
for
cities,
and
so
you
saw
a
lot
of
cities
in
2020
that
you
know
water
utilities,
solid
waste
utilities
they
were
under
recovering,
but
they
said
look.
We
are
not
raising
rights
in
the
middle
of
a
pandemic.
AF
AF
They
had
to
start
doing
their
cost
to
service
studies.
Again
they
said.
Okay,
we
are
going
to
get
through
this,
whatever
it
looks
like
and
in
2021
we
started
seeing
cities
starting
to
implement
rate
increases
because
they're,
like
yep
we've
had
pandemic,
but
life
is
going
to
go
on
and
we
still
have
to
fund
these
basic
services.
So
you
know
phoenix
was
an
example
of
one
we
worked
with
where
their
rates
were
at
28.
AF
They
actually
raised
their
rates
over
the
course
of
the
year
to
34,
and
I
was
working
with
the
city
of
irving
texas.
Just
recently,
they
had
to
have
a
four
and
a
half
dollar
increase
they're
over
thirty
dollars
per
month
per
household,
and
that
just
is
getting
implemented.
You
know
this,
it
got
implemented
last
fall.
So
what
we're
seeing
again
it
there's
the
policy
and
the
political
presentation
of
it.
No
one
likes
rate
increases,
but
at
some
point
you
just
have
to
catch
up.
AF
I
think
the
one
positive
thing
you
can
say
to
your
constituents
is
that
there
has
not
been
a
rate
increase
since
2016,
so
you're,
really
looking
at
five
to
six
years,
that
there
hasn't
been
a
rate
increase
and
to
go
to
this.
You
know
you're
still
under
twenty
dollars
per
month
per
household
at
the
the
nineteen
she's.
Now
I'm
getting
late
evening,
1950
1975,
that
is
still
that,
speaks
well
for
the
cost
of
your
yeah
1925.
AF
C
AF
Yeah
well
in
some
of
those
cities,
you're
absolutely
correct.
I
mean
it's
interesting
people
think
about
phoenix,
for
instance,
400,
000
households.
There
is
a
wide
span,
the
demographic
spectrum
there
it
it
covers
the
entire.
You
know,
there's
areas
that
are
affluent
just
like
in
santa
fe
and
other
areas
that
are
not,
and
so
it
was
one
of
those
things
they
realized,
though
they
had
to
do
it
same
with
the
city
of
irving,
which
is
it's
got
a
real
mixture
of
the
the
demographics.
C
E
Councilwoman
cassette,
thank
you
so
much
it's
late,
so
I
really
just
have
one
quick
question,
which
is
assuming
these
rates
get
approved
by
the
governing
body.
What
will
the
communication
strategy
be
to
inform
customers
that
this
is
coming.
AE
Oh
thank
you
for
the
question
and
we'll
work.
We'll
we'll
work.
We,
you
know
we
have
a
communications
person
and
we
work
closely
with
the
the
city,
communications,
people
and
and
we'll
we'll.
You
know
we'll
work
through
conventional
means
and
we'll
also
work
with
ms
jimenez
and
you
know,
notify
people
on
bills
and
things
like
that.
E
Okay
yeah.
Thank
you.
I
I
do
think
that
that
will
be
very
important
to
let
people
know
as
soon
as
possible
that
this
is
coming
and
then
I
guess
just
one
one
other
question:
do
we
currently
have
any
type
of
assistance
program
for
individuals
that
are
low-income?
That
may
have
may
have
a
challenge
paying?
I
know
that
during
the
height
of
the
pandemic,
we
had
put
in
protections
when
people
were
not
able
to
pay
and
we
were
not
shutting
things
off.
AE
Thank
you,
counselor
cassette,
madam
chair.
Yes,
the
the
the
public
utility
department
has
has
a
an
array
of
support
system
for
that,
I'm
I'm
not
the
best
person
to
speak
to
that.
I
don't
know
if
nancy
is
actually
still
there
if,
if
she
wants
to
chime
in.
W
Thank
you,
yeah.
We
do
have
a.
We
have
two
different,
low-income
programs.
One
is
a
yearly
low-income
program
and
one
is
theoretically
every
three
months
for
up
to
six
months
in
a
12-month
period,
so
they
you
know
get
on
our
website.
They
can
obviously
call
customer
service.
We've
got
all
the
applications
on
the
website
for
either
program.
W
We
do
also
have,
I
believe,
it's
up
to
20,
maybe
25
different
agencies
that
we
can
send
or
give
a
list
to
the
customers
to
contact
those
agencies
to
to
help
them
with
their
utility
bills,
not
just
trash,
pickup
or
or
anything.
It's
it's
water
and
waste
water.
Also,
so
we
do
have
that.
W
We,
as
you
already
know,
are
not
turning
water
off
right
now,
due
to
the
emergency
proclamation
from
the
mayor,
so
I
would
imagine-
or
at
some
point
probably
in
the
near
future,
we
need
to
look
at
that.
It
really
is
affecting
the
accounts
receivables
that
the
utility
department
has.
W
There
are
we're
looking
at
probably
close
to
four
million
dollars,
that's
owed
to
the
utilities
when
it
used
to
be
like
1.2
million,
so
that
that
moratorium
really
is
affecting
the
revenue,
for
you
know,
esd,
for
wastewater
and
for
water
due
to,
unfortunately,
the
pandemic
and
individuals
not
perhaps
being
able
to
get
caught
up
on
their
utility
bills.
But,
yes,
we
have
a
lot
of
different
programs.
If
people
will
just
you
know,
call
and
reach
out
to
us.
W
There
still
is,
of
course,
the
state
program
for
rent
help
new
mexico.
I
know
that
there
are
a
lot
of
individuals
that
are
not
potentially
reaching
that
funding
source.
So
hopefully
you
know
we
can
get
the
word
out
even
more
and
and
have
them
really
start
applying
for
them
for
the
money
that's
available
out
there,
and
it
really
will
help
them
it'll
help
us.
W
When
the
moratorium
ends,
we
will
potentially
have
a
lot
of
individuals
that
could
be
close
to
water
shut
off,
and
you
know
with
all
of
those
issues
and
problems
that
that
could
bring
too.
So
we
do
encourage
everybody
to
call
us
and
try
and
get
connected
with
as
many
help
agencies
as
possible.
E
In
looking
at
the
moratorium,
we
have
to
be
very,
very
thoughtful
on
how
we
balance
the
different
challenges
that
we're,
seeing
both
with
you
know
the
increases
of
of
dollars
that
we're
not
receiving
as
well
as
you
know,
making
sure
that
that
we're
not
putting
anybody
in
a
situation
where
they're
losing
utilities,
but
I
would
also
say
that
when
we
do
provide
this
communication
about
increases
that
also
providing
the
information
about
the
resources
available
for
individuals
that
might
have
challenges
with
these
increases
is
going
to
be
important.
E
Thank
you,
counselor.
That's
a
great
suggestion
and
we'll
make
sure
we
do
that.
Thank
you
so
much.
I
appreciate
it
and
I
really
do
appreciate
this
presentation.
It
was
really
very
thorough,
well
explained,
really
spelled
it
out
and-
and
I
I
really
I
really
like-
having
presentations
that
give
us
all
to
give
us
the
information
that
we
need.
Thank
you
so
much
for
that.
I'll
leave
the
floor.
A
Thank
you
counselor,
and
I
I'll
just
echo.
I
I
do
think
the
presentation
is
very
helpful.
I
appreciate
the
addition
of
the
slides
from
the
public
works
public
utilities
meeting
last
week
and
I
do
think
you
know
we're
going
to
need
to
get
out
the
information
about
why
this
is
necessary
so
that
the
public
understands
there.
There
has
been
a
little
bit
of
the
press
on
this.
I
I
know
I
saw
an
article
in
the
paper
yeah.
A
I
don't
know
in
the
last
few
days,
so
certainly
getting
more
information
out
will
be
good.
Is
there
a
motion.
A
A
Right,
thank
you.
I
believe
that
is
our
last
item.
We
go
from
there
matters
from
staff,
no
matters
from
the
staff
tonight.
Madam
chair
all
right
matters
from
the
committee
councillor.
E
Thank
you
very
much,
madam
chair.
I
just
wanted
to
wish
a
happy
birthday
to
council
rivera,
so
I'm
sure
this
was
a
great
way
to
celebrate.
I
believe
it
is
today
correct.
Yes,
yes,
so
happy
happy
birthday,
very
glad.
We
were
able
to
provide
you
with
so
much
wonderful
celebration
and
entertainment
tonight,
where's
the
cake.