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From YouTube: Finance Meeting for July 19, 2021
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A
A
Here:
okay,
we
have
a
quorum.
The
next
item
is
approval
of
the
agenda.
Is
there
any
changes
from
staff
to
the
agenda?
No
changes.
Mr
chair.
Okay,
changes
from
the
committee.
A
Can
I
have
a
motion
regarding
the
agenda?
Second,
second,
okay,
can
I
have
a
roll
call
vote?
Please
counselor
cassette.
B
A
A
Yes,
okay,
so
the
agenda's
been
approved.
Next
is
approval
of
the
consent
agenda
items
to
be
pulled
from
the
consent.
D
A
B
A
Yes,
okay,
so
that's
the
content
agenda
has
been
approved
as
amended.
Next
is
approval
of
the
minutes.
This
is
the
regular
finance
committee
meeting
of
july
6
2021.
Are
there
any
changes
from
staff?
No
changes?
Mr
chair?
Okay,
changes
from
the
committee.
A
B
Counselor
viral
yes,
counselor,
linda
dale,
yes,
councillor
romero
worth
yes,
counselor
beta.
A
I'll
recuse
myself,
since
I
wasn't
at
this
meeting,
okay,
so
the
minutes
pass.
Our
first
item
is
six
a
presentation,
internal
audit
update
and
we'll
be
discussing
public
utilities
before
we
get
started.
I
just
want
to
remind
the
committee
that
this
is
something
that
we
talked
about
probably
three
years
ago,
doing
as
a
finance
committee.
Having
a
as
a
result
of
the
mccarth
report,
I
think
is.
We
said
we
would
start
doing
our
own
internal
audits
of
different
areas.
A
We
were
concerned
with,
so
that
we
can
identify
problems
up
front
if
there
are
any,
we
don't
want
to
not
only
as
a
governing
body
but
especially
as
a
finance
committee,
to
wait
for
an
external
audit
to
identify
things
that
we
may
be
able
to
catch
and
correct
prior
to
an
external
audit,
and
this
first
area
that
we're
getting
a
report
on
is
public
utilities.
I'd
like
to
recognize
and
thank
chairwoman
woodruff
from
our
audit
committee.
A
Thank
you
for
joining
us
and
also
for
helping
us
oversee
and
get
make
sure
these
internal
audits
are
are
done
so
who's
gonna
start
with
the
presentation.
Great.
E
Thank
you.
Thank
you,
chair,
betta,
good,
to
see
everyone.
Council
members
hope
everyone's
doing
well
staying
safe
and
thank
you
once
again
for
having
us
on
tonight,
and
that
is
correct.
We,
the
team
redw,
who
is
our
co-sourced
outsourced
internal
audit
function,
will
be
presenting
the
internal
audit,
the
completed
internal
audit
of
the
utilities,
billing
internal
audit
that
we
performed.
E
We
kicked
that
audit
off
in
end
of
december
january
time
frame.
We
wrapped
that
up
the
end
of
march
that
audit
report
was
submitted
in
april
and
we
are
then
the
second
internal
audit,
then
moving
forward.
Then
we
kicked
off
an
audit
internal
audit
of
the
it
department
and
that
is
going
well.
We
just
did
an
exit
conference.
What
two
weeks
ago
now
that
audit
report
very
well
done.
That's
going
to
be
coming
out
here.
E
I
think
what
next
month,
if
I
remember
and
then
along
with
that
the
third
internal
audit
that
we
are
currently
performing,
is
an
internal
audit
of
the
police
evidence
room
which
has
been
once
again
an
excellent
internal
audit,
looking
at
all
the
risk
and
making
sure
that
we're
in
compliance
with
some
of
the
issues
that
were
noted,
that
internal
audit's
going
really
well.
Also,
we
anticipate
that
that
internal
audit
will
be
wrapped
up
and
will
be
submitted
also
in
the
september
time
frame.
E
So
you
know,
given
the
amount
of
issues
once
again,
still
with
covid,
that
we've
been
dealing
with
given
some
of
the
challenges
with
the
external
audit
that
we
have
been.
I
personally
have
been
you
know,
providing
assistance
and
running
point
on
that
with
cla.
I
think.
E
Overall,
we
have
a
really
good
team
and
we
are
feeling
really
confident
that
we
will
continue
to
improve
this
process,
and
I
just
want
to
make
sure
that
everybody
tonight
understands
that
every
single
person,
from
utilities
to
the
police
department
to
the
iet
department,
they've
all
been
very
positive
to
this
process.
E
There
was
a
little
bit
of
pushback
in
the
beginning.
Obviously,
but
I
think,
with
the
mayor's
leadership
and
with
council,
they
all
understand
the
value
they
are
now
really,
I
think,
embracing
the
concept
of
internal
controls
and
what
this
means
and
how
this
can
help
them.
So
we
have
been.
E
I
have
been
very
pleased
considering
where
this
function
was
three
years
ago,
when
I
came
on
board
so
light
years
ahead,
still
a
lot
of
work
to
do,
but
I
think
we
have
the
right
team
in
place
and
once
again
I
want
to
thank
you
for
your
continued
support
and
I
will
turn
it
over
to
caitlin
to
kind
of
kick
off
and
we'll
go
through
just
kind
of
high
level,
because
there's
a
you
know
a
lot
of
issues
with
the
utilities,
billing
division
but
feel
free
to
ask
any
questions
if
needed.
E
F
Hello,
everybody
I
have
myself
kate
gutierrez,
I'm
the
internal
audit
manager
with
ridw
and
then
jessica,
bundy
here
as
well,
who
is
the
partner
over
the
internal
audit
area?
Thank
you
guys
for
having
us
and
letting
us
present
our
observations
from
the
internal
audit
over
public
utilities
bear
with
me.
I
have
a
cold
today,
beauty
of
the
world
opening
back
up.
It's
been
a
lot
of
fun.
Do
you?
Would
you
guys
all
prefer?
F
F
Okay,
can
everybody
see
that
successfully?
Yes,
I
believe
so
great,
okay,
so
real
quick
overview.
When
we
did
this
internal
audit,
we
specifically
wanted
to
look
at
billings
and
collections.
Customer
account
adjustments,
systems,
access
cash
collection
deposits,
as
well
as
the
overall
account
collection
process.
To
make
sure
you
know
those
things
are
being
performed
in
compliance
with
policy
and
procedure,
relevant
city
code
and
any
applicable
law
and
regulation
that
really.
G
F
G
Sorry
to
interrupt
you,
this
is
there
a
way
to
increase
the
screen.
I'd
be
happy
to.
F
Is
that
better?
Yes,
thank
you.
Okay,
perfect!
Thank
you.
So
that
was
really
where
our
focus
was.
I
know
it
sounds
very
concise
with
you
know
the
way
we
wrote
it,
but
it
really
was
a
very
big
audit
and
we
went
a
lot
of
places
so
as
a
result
of
our
testing
and,
like
stephanie,
said
we'll
go
very
briefly
through
these
because
there's
quite
a
bit
to
get
through.
So
please
stop
me
with
any
questions.
F
The
first
area
was
the
contractor
reliance
with
outdated
software,
so
the
utilities
division
has
been
using
this
contractor
for
about
15
years
and
there's
a
heavy
reliance
on
this
contractor
and
largely
that's
due
to
a
very
outdated
system
in
place
that
really
needed
to
get
updated,
and
this
contractor
had
a
lot
of
institutional
knowledge
with
that
system,
and
so
what
resulted
was
the
contractor
was
performing
a
lot
of
duties
that
really
should
have
been
performed
by
city
employees
and,
as
you
can
see,
the
city
was
expending
quite
a
substantial
amount
of
money
towards
their
invoices
for
this
process.
F
Also,
when
we
looked
at
the
contract,
they
should
have
been
training
city
employees.
We
found
that
they
really
hadn't
developed
that
training
plan
to
try
and
pull
back
some
of
that
reliance.
So
really
the
root
cause
here
was
that
system
needed
to
get
updated.
So
we
had
put
this
as
a
high
risk,
saying,
basically,
you
know
move
this
through
approval,
get
it
done
and
then
start
pulling
back
on
that
reliance
once
that
transfer
of
information
occurs.
The
good
news
here
is
that
new
system
has
already
been
approved
and
implementation
has
already
started.
F
So
we
anticipate
that
this
will
really
start
to
we'll
see
this
like
reliance
start
to
pull
back
as
they
work
through
this
implementation.
As
anybody
that's
been
through
a
software
implementation
knows,
it
takes
some
time
so
we're
looking
at
at
least
probably
18
months
before
we
see.
You
know
some
of
that
positive
transfer
of
information
from
this,
but
that's
basically
the
gist
of
this
one.
Any
questions.
A
H
A
Are
all
familiar
with
and
has
continued
to
raise
concerns
with,
but
the
department
seems
to
be
pretty
responsive
and,
as
you
said,
we
have
a
plan
in
place.
Perfect,
good,
excellent.
F
So
the
next
one,
I
think,
is
probably
another
area
you
guys
are
very
familiar
with,
so
I
won't
spend
a
ton
of
time
here,
but
just
the
implementation
delays
that
we
found.
You
know
that
they
had
identified
the
system
they
wanted
and
it
just
hit
a
lot
of
roadblocks
trying
to
get
it
implemented,
and
so,
as
a
result,
you
know
this
old
system.
That's
just
so.
Archaic
was
just
sticking
the
whole
time
again.
F
This
one's
pretty
much
resolved
itself
with
the
approval
of
the
new
billing
system,
so
we're
confident
that
this
one's
well
on
its
way.
Again
again,
this
sounds
like
an
area
you
guys
are
very
aware
of
occurring.
So
okay
next
area
was
customer
account
adjustments.
So
this
is
anytime
that
a
customer
is
requesting.
You
know
something
to
be
changed.
There's
a
billing
error,
that's
been
identified
or
when
an
account's
closed,
and
what
we
found
here
was
that
you
know
really
there
weren't
transaction
level
capabilities
in
the
the
old
billing
system.
F
So
what
we
found
was
any
employee
could
initiate
an
account
adjustment
and
also
process
the
adjustment.
So
a
major
segregation
of
duty
issue
here
and
then
what
we
also
found
was
when
we
did
our
sample
two
had
missing
documentation
and
one
was
done
incorrectly.
F
F
F
Okay,
the
next
one
was
a
pretty
big
one.
So
there's
a
lot
of
software,
that's
utilized
in
the
utilities
division
and
we
focused
on
what
we
felt
were
the
four
main
risk
software.
So
we
we
didn't
test
every
single
system
used,
but
we
looked
at
these
four
ones,
the
ucis
to
speak
in
and
then
the
banking
platform
that's
used
and
what
we
did
was
we
pulled
systems,
access
reports
and
said:
okay
is
system
access,
appropriate
for
job
title
and
function
and
also
are
they
managing
that
system's
access
appropriately?
F
So
you
know
when
somebody
leaves
the
city,
are
they
terminating
access?
Timely?
You
know
things
like
that,
as
you
can
probably
see
when
you
looked
at
the
report,
there's
an
enormous
amount
of
detail
here.
I
will
not
go
through
each
line
item,
but
essentially
we
found
was
that
basically,
there
weren't
good
controls
over
systems
access.
They
weren't
monitoring
to
make
sure
that
admin
access
was
appropriate,
that
people
should
have
admin
access
terminations
from
accounts
systems,
weren't
occurring
timely.
F
So
there
was
a
lot
of
non-compliance
with
the
access
policies
in
place
for
the
city,
and
we
found
that
pretty
much
trending
across
all
four
of
the
systems
we
tested.
So
we
did
put
this
at
high.
Naturally,
you
know
systems
access
is
kind
of
a
big
deal
and
just
you
know
really
recommended
that
implementation
of
compliance
with
that
computer
access
control
policy.
F
We
brought
it
into
this
one
as
well
to
make
sure
that
they
were
aware
of
this
happening,
as
stephanie
said
we're
going
through
an
internal
audit
on
that
one
as
well.
So
then
we
projected
this
issue,
citywide
to
say:
okay,
we
saw
it
in
utilities,
what's
happening
now
at
a
city
level,
and
I
anticipate
it
will
be
implementing
a
lot
of
changes
with
this
one
with
department
collaboration
in
the
in
the
coming
fiscal
year.
So
once
we
are
ready
to
present
it
we'll
touch
more
on
this
one.
F
Okay,
next
area
was
customer
write-offs,
so
you
know
anytime
an
account
goes
into
delinquency,
there's
a
statute
that
basically
says
that,
for
after
four
years,
the
account
is
deemed
uncollectible.
If
reasonable
attempts
to
collect
have
been
made,
get
rid
of
it
and
what
we
found
that
there
was
only
one
write-off
that
have
been
completed
since
2017,
for
about
2.69
million
and
a
subsequent
write-off
is
pending
approval
for
2021,
which
includes
amounts
from
2013
through
2020..
F
So
what
happened
here
as
a
result
is
you've
had
bad
debts
sitting
in
ar
for
longer
than
it
should
and
it
impacts
the
financial
statements.
We
also
found
that
there
aren't
policies
and
procedures
over
this
they're
in
draft
form,
they've
been
that
way
since
2013,
and
they
do
not
reflect
current
practice.
F
So
we
put
this
one
at
high
as
well,
just
because
of
the
impact
of
the
financial
statements
and
had
recommended,
in
collaboration
with
finance,
to
update
and
finalize
those
pmps
put
a
process
in
place,
a
very
standardized
process,
so
that
this
can
happen
annually.
Also
we
had
recommended
when
they
go
out.
You
know
and
we're
looking
at
that
new
billing
system
to
make
sure
it
had
the
capabilities
that
it
can
track
ar
aging
and
things,
so
they
can
estimate
bad
debts
better.
Those
two
departments
are
working
together
to
get
this
standardized.
F
I
F
Next
one
is
actions
to
collect
and
the
write-off
adjustment
so
again
back
kind
of
to
these
collections
in
ar
what
we
found
here
was
that,
prior
to
2017
collection
efforts
were
largely
non-existent.
Then
we
things
were
put
in
place.
We
hit
2020,
a
moratorium
was
put
in
place
for
all
of
those
non-payments
thanks
to
coven,
and
what
we
found
here
was
that
you
know
essentially,
those
moratoriums
are
going
to
lift
and
there
was
no
plan
in
place
for
collection
efforts
once
that
moratorium
is
lifted.
F
So
the
concern
here
is
now
those
balances
have
gotten
very
large
and
there's
no
plan
to
really
go
out
and
start
collecting
on
them
again.
So
our
recommendation
here
was
just
again
making
sure
that,
though,
that
policy
that's
in
place
is
updated.
It's
reflective
of
current
practice
that
those
attempts
start
occurring
again
to
collect
and
that
those
attempts
are
documented,
because
that
was
another
area
was
kind
of
the
documentation
was
sometimes
hit
or
miss.
F
So
the
the
department
will
be
working
on
current
procedures
for
that
collection.
The
two
day
notices
turn
on
off
procedures.
That's
going
to
get
approved
by
the
end
of
fiscal
22.
F
The
new
billing
system
will
also
have
a
good
should
have
a
good
reporting
functionality
to
really
help
with
this
process
and
the
tracking
of
it.
So
that
should
be
a
really
positive
impact
from
that
new
system
as
well.
F
Okay,
next
one
is
cash
handling,
so
there
is
a
separate
cashiering
function
that
is
an
arm
of
the
city
cashier's
office.
There
are
policies
over
that
there's
also
state
statute
that
governs
how
cash
is
to
be
collected
and
held.
Excuse
me
what
we
found
here
was
that
the
policy,
the
city
policy
that
is
in
place,
has
not
been
updated
since
it
was
put
in
place.
F
We
also
found
that
there
were
not
appropriate
controls
regarding
end
of
shift
cash,
balancing
and
drawer
reconciliations,
and
specifically
with
that,
was
that
that
states
that
the
cash
count
should
always
be
performed
in
the
presence
of
the
individual
responsible
for
the
cash
and
by
somebody
not
responsible
and
reconciled
by
somebody
independent
of
the
cashiering
cash
count
functions
when
possible,
and
we
did
not
always
see
that
that
was
happening
within
the
presence
of
the
appropriate
people.
F
We
also
found
for
nine
of
the
40
deposits
that
we
tested
state
statute
requires
that
these
are
deposited
within
24
hours
of
receipt,
and
we
found
nine
of
40
that
had
not
met
that
time
frame.
We
did
put
this
at
moderate
and
our
recommendations
here,
we're
just
updating
that
policy.
F
Things
like
that
utilities
is
already
working
with
the
finance
department
to
make
sure
that
those
pickups
are
done
daily
and
have
put
procedures
in
place
for
when
it
can't
be
performed
by
the
pickup
truck
that
they'll
take
it
to
the
bank
or
some
other
alternate
procedure
to
ensure
compliance
they're
working
on
that
segregation
of
duty
issue
as
well
over
the
cash
counts.
F
So
already,
a
lot
has
been
done
to
to
look
at
this
one
and
put
those
proper
controls
in
place.
So
next
area
is
orphan
and
legacy
accounts,
so
the
ucis
billing
system.
There
are
several
accounts
where
there's
a
receivable,
but
no
utility
account
and
that's
known
as
an
orphan
account,
or
there
are
accounts
that
were
transferred
from
an
old
system
and
that's
the
legacy
account.
These
are
about
two
hundred
thousand
and
a
hundred
and
thirty
thousand
respectively,
and
these
have
been
sitting
on
ar
since
2001,
at
least
again.
F
This
is
impacting
financial
statements,
because
there's
really
nothing
the
city
can
do
about
them,
but
they're
sitting
in
ar
like
they're
collectible,
and
they
really
aren't
so.
Our
recommendation
here
was
reviewing
them
getting
a
detailed
list
pulled
together
and
getting
them
written
off
and
off
the
books,
so
that
ar
there's
really
that
true
balance
in
ar
those
two
departments
are
working
together
to
identify
those
get
that
listing,
get
those
off
the
books
and
get
that
done
for
good.
F
I
promise
we're
almost
done
next.
One
is
unallocated
funds
and
customer
refunds.
So
what
we
found
here,
you
know
that
whenever
you
start
utility
services
that
security
deposit
is
required
to
start
those
services,
it's
then
held
in
a
trust
account
at
which
point
when
you
close
the
service.
Typically,
that's
refunded.
F
F
Unfortunately,
at
the
time
that
these
accounts
became
accounts,
there
were
not
procedures
to
collect
social
security
numbers
or
all
the
required
information
to
transfer
it
to
new
mexico,
unclaimed
property,
and
so,
unfortunately,
the
department
has
been
kind
of
stuck
in
what
to
do
with
them,
so
they
just
kind
of
continue
to
sit
there.
F
In
this
account,
we
also
found
that
a
stale
data
check
report
has
not
been
produced
in
over
a
year,
so
there's
a
high
likelihood
that
many
accounts
that
were
issued
refunds
need
to
be
reversed
and
voided
to
place
the
credit
back
on
the
account
since
that
check
never
technically
cleared.
F
So
we
recommended
that
the
division
work
with
unclaimed
property
to
say:
hey,
we're,
never
going
to
have
this
information.
What
do
we
do
to
try
and
start
getting
some
ideas
of,
like
you
know,
what's
the
process
to
get
these,
these
taken
care
of
and
off
the
books,
so
they're
going
to
work
with
the
various
departments,
relevant
departments,
as
well
as
the
unclaimed
property
section,
to
try
and
get
these
back
to
customers
and
also
put
targeted
policies
addressing
how
these
funds
should
be
handled.
So
this
does
not
happen
again.
F
Next
one
is
billing
cycle
checklist,
so
every
month
they
have
a
checklist
that
they
use
to
make
sure
all
the
various
you
know,
billing
cycle
pieces
occur
and
one
of
those
areas
is,
you
know,
determining
the
potential
variances
exist
in
the
billing
data,
such
as
a
missed
meter,
or
things
like
that,
and
we
we
found
here
was
four
of
the
12
months
tested.
The
number
of
adjustments
recording
for
the
billing
cycle
were
not
noted
on
the
checklist,
nor
was
the
adjustment
listing
attached.
F
We
also
found
an
absence
of
policies
again
in
this
area
to
make
sure
you
know,
if
there's
a
mismeter
reading,
we
have
48
hours
to
resolve
it
to
ensure
the
billing
cycle
continues
on
time.
So
we
did
put
this
at
low
just
because
that
checklist
is
really
a
powerful
control
and
is
working
pretty
well
and
just
recommended
implementation
of
policies
over
this
process
to
make
sure
that
the
procedures
and
policies
are
clear
here
they.
F
J
Questions
questions
councilwoman,
villarreal.
G
Helpful
so
this
stuff
exhausts
me,
I
feel,
like
we've,
been
through
this
so
many
times
that
it's
just
like
it's
excruciating
to
keep
hearing
about
it
and
it's
not
just
even
in
my
card
report.
It's
just
like
things
that
we
see
as
counselors
as
we
see
these
contracts
come
up,
especially
the
contractor
reliance
one
that
reaffirms
and
justifies
my
concerns
and
as
well
as
council,
council
lindell.
I
think
we've
been
like
hitting
our
head
against
the
wall
for
years,
it's
exhausting,
and
so
I'm
just
trying
to
figure
out
well
for
one.
G
I
had
a
question
the
the
recommendation
or
their
response
from
staff
said:
oh
we're
gonna
we're
gonna
complete
this
in
14
months,
but
the
last
conversation
we
had
was
18
months.
So
it's
this
moving
target,
and
so
I'm
wondering
I
don't
even
know
who
can
answer
this
like
where
what
are
we
going
to
be
doing
because
it
keeps
changing,
and
we
know
that
we
need
to
get
off
a
contract
or
reliance
and
make
sure
that
our
internal
staff
knows
how
to
do
this
work
and
and
capable
that
they're
able
to
do
this.
E
We
have
a
very
stephanie.
Do
you
want
to
do
you
want
to
see
well
just
make
a
high
level
comment.
I
mean
excellent
comments
and-
and
I
don't
have
a
lot
of
the
the
history,
but
your
statement
is
is
spot
on
and
I
bet
I.
I
bet
that
if
you
looked
at
every
area
within
the
city,
there's
probably
a
reliance
on
several
contractors
right.
So
so
I
think,
since
this
is
really
the
first
formal
internal
audit
where
this
is
documented.
Now
this
is
a
formal
report
where
we
will
be
following
up
now.
E
This
is
a
public
record,
I
think,
there's
more
accountability,
but
I
think
what
you're
exactly
saying,
what
you're
exactly
explaining
is
really
a
change
management
process
and
really
holding
people
accountable
right
for
several
issues.
E
So
yeah
I
mean
that's
a
I
don't
know
who
can
answer
that
or
or
what
the
answer
is,
but
I
think
that
same
same
thing
that
we
saw,
I
think,
with
with
it
and
probably
with
the
police
report,
coming
down
the
road
where
people
are.
Finally
seeing
that,
oh
my
god,
this
is
now
something
a
tool:
internal
audit.
Now
this
report
is
a
tool
to
either
get
us
more
resources.
E
Get
us
more
staff,
get
us
the
priority
that
we
need
right.
So
I
think
there
hasn't
been
that
you
know
that
that
tool
I
mean
mccard
was
a
35
page
report.
That
was
a
massive
tool
right,
but
it
was
no
one
really
took
it
and
really
held
anybody.
I'll,
be
honest
with
you.
No
one
really
took
it
and
held
anybody
accountable
for
it,
and
then
everybody
in
the
macarthur
report
is
pretty
much
gone.
E
You
know,
and
then
that
was
prior
administration
now
the
new
administration-
and
I
give
I
give
the
mayor
credit-
I
mean
he
is
totally
on
board
now
with
a
lot
of
these
difficult
issues
and
that's
why
we
were
able
to
kick
off
the
police
evidence
room,
audit,
very
political
right,
a
hot
potato,
but
they
see
the
risk
and
they
understand
the
value.
E
So
you
know
I
I
implore
you
guys
to
really
take
these
reports
or
these
items
somehow
weave
them
back
in
through
hr
or
a
pnp
process
to
start
holding
people
accountable
because
you're
exactly
right.
We
can
have
these
issues
over
and
over
again.
Oh,
that
was
going
to
be
18
months.
Now
it's
14
months
or
you
know
I
I
need
another
million
dollars
for
this
contractor
and
you
know
and
of
course
covid.
The
last
16
months
hasn't
helped
right.
H
G
E
G
H
G
It's
really
about
like
also
providing
the
resources
and
tools
that
that
staff
can
use
to
be
successful,
and
so
we
have
let
that
go
on
for
a
long
time,
and
you
know
we
kind
of
continue
in
some
aspects
with
that
too.
So
it's
good
that
we
have
an
audit
to
kind
of
hone
in
on
those
pieces.
I
guess
what
I'm
wanting
more
of
is
root
causes
so
that
we
don't
go
back
and
revert
to
those
issues.
G
E
Comments
I
mean,
and
and
what
you
just
described
is
exactly
why
the
external
audit
for
the
state
auditor
right
has
been
delayed
and
had
continued
to
be
delayed
because
of
the
systematic
issues
that
I
mean
these.
These
issues
go
back
decades
right.
So
you
had
you
had
those
issues,
and
then
you
had
this
system-wide,
the
erp
implementation,
which
had
a
lot
of
its
hiccups
in
the
way
that
it
was
implemented
by
people
who
the
decisions
that
were
made.
E
We
are
now
cleaning
those
those
decisions
up
right,
whether
they
they
did
certain
things
to
combine
certain
chart
of
accounts
or
whatever.
So
it's
been
really
hard,
so
I
mean
the
staff
is
they
are?
They
are
busting
their
butts
like
they?
They
are
working
so
hard
to
get
it
right
right
and
I
I,
as
an
outsider,
I
mean
this
is
my.
This
is
my
outside
opinion
and
honestly,
I
don't
have
a
horse
in
the
race
here
right.
I
am
completely
from
the
outside.
E
I
don't
get
paid
to
do
this,
I'm
an
independent
director,
but
what
I
saw
three
years
ago
versus
now
night
and
day,
right
night
and
day
in
terms
of
getting
getting
the
right
people
in
place,
getting
the
processes
getting
the
systems
getting.
The
support
is
night
and
day,
and
I
have
complete
confidence
that,
as
we
continue
this
process,
it's
only
going
to
get
better.
I
I
just
do
and
what
the
city
of
santa
fe
is
dealing
with
is
really
no
different.
I
mean
I,
I
have
a
30-year
career
doing
this.
E
F
Yeah,
you
know:
definitely,
you
mentioned
root
cause
and
I
think
that's
one
of
the
things
that
jessica
and
I
value
very
much
is
any
time
we're
doing
an
audit
we're
looking
for
root
cause.
We
we
want
to
know
where.
Where
is
that
pain
point,
and
I
think
here
that
billing
system
really
was
a
huge
pain
point,
so
that's
kind
of
piece
one.
I
think
that
new
billing
system
really
is
going
to
help
to
see
a
lot
of
these
systemic
changes.
Reverse.
F
F
What's
your
status,
what
progress
have
you
made?
What
controls
have
you
put
in
place
and
we
don't
resolve
these
until
we're
confident
that
there
are
proper,
high-level
controls
in
place
to
address
the
problem
or
the
system
got
implemented
or
the
pmp
got
written
and
approved,
and
so
that
is
something
that
we're
going
to
be
getting
off
the
ground
here
with
the
city.
G
Yeah,
I
agree
I
feel
like
there
needs
to
be
something
to
retrace
or
go
back
to
these
recommendations,
because
even
just
what
you
had
described
about
cash
handling,
that
was
something
that
was
flagged
in
other
departments,
which
should
have
been
flagged
other
departments
to
be
like
hey.
We
need
to
get
on
track
with
the
that
particular
issue
of
cash
handling,
yet
you're
still
bringing
up
an
issue
about
collections
and
deposits,
and
we
had
those
issues
in
other
departments.
G
So
that's
a
little
frustrating
because
I
feel
like
we're
not
learning
from
other
departments
getting
flagged
for
certain
things:
processes,
not
not
necessarily
blaming
individuals,
but
just
not
having
a
policy
and
procedure
for
staff
to
follow.
So
I'm
just
trying
to
figure
out
how
we
circle
back
to
make
sure
these
things
are
getting
implemented,
because
we
can't
track
this
as
counselors.
I
can't
like
keep
knocking
on
doors
of
of
individuals
or
staff,
people
and
say
hey.
Where
is
this
at?
Where
is
this
at?
I
mean
look
at
this
park.
G
F
We
did
not,
I
mean
we
tried
to
put
in
our
recommendations,
kind
of
we.
What
we
try
to
do
there
is
break
it
down
as
granular
as
we
could
to
kind
of
say
start
here
then
go
here,
so
that
was
kind
of
what
we
did
and
then
just
tried
to
help
guide
the
not
guide
the
response
from
management,
but
just
kind
of
helped
build
them
reasonable
action
plans.
F
You
know,
because
I
think
the
initial
response
is
we're
going
to
fix
it
all
tomorrow,
and
it's
like
you
guys
have
to
this
is
an
elephant
and
you
have
to
piece
it
out.
You
know
slowly,
and
so
we
really
tried
to
work
with
them
to
help
build
them
reasonable
time
frames,
and
I
think
they
got
there.
You
know.
Ideally
we
would
check
in
you
know
quarterly
on
these
and
give
you
more
frequent
updates.
F
But
our
you
know,
audit
plan
doesn't
allow
based
on
our
hours,
you
know,
and
so
we
had
more
money
in
the
budget.
We
could
do
more
right.
We
do
amazing
things,
but
no,
I
am
I
do
you
know
I
feel
confident
with
the
department
that,
with
that
new
system,
you
know
they
were
already
aware
of
this
and
they
were
already
like
it
sucks.
We
don't
enjoy
working
like
this,
and
so
I
think
that
new
system
is
going
to
be
really
positive
for
them.
I
think
they're
very
excited
about
it.
F
I
think
they're
very
eager
to
turn
this
around,
so
I'm.
I
feel
good
for
I'm
being
optimistic
that
it's
going
to
be.
You
know
a
positive
step
forward
and,
like
I
said,
when
we
kind
of
start
implementing
that
follow-up
process,
then
we
can,
you
know,
provide
that
feedback
to
you
of
saying.
Hey
here
is
how
it's
going
for
real,
and
then
we
do
limited
testing
and
you
guys
can
see
that
progress
or.
E
That
follow-up
in
those
benchmarks,
I
mean
that
really
what
that's
really
what
drives
the
ongoing
risk
assessment
every
year.
So
when
we
we
step
back-
and
we
say:
okay,
look
at
all
these
the
business
processes
and
we
put
them
on
a
cycle
based
upon
risk
right,
so
utilities
I.t
police
were
the
top,
were
some
of
the
top
ones
that
came
up
this
year.
E
Risks
to
the
city
being
sued,
risk
to
the
so
so
financial
risk
operational
risk
and
compliance
risk.
So
that
there's
a
broad
I
mean
under
that
there
are
several.
You
know
detailed
statements
under
that,
but
in
a
at
a
high
level
financial
risk
operational
risk
compliance
risk.
So.
E
Is
is
one
of
them,
but
as
we
do
these
audits
and
we
get
more
data,
then
that's
going
to
drive
the
overall
risk
assessment
process,
so
you
can
kind
of
step
back
and
look
at
all
of
the
the
the
business.
You
know
the
business
processes
within
the
city
and
you
can
start
to
kind
of
see
kind
of
a
dashboard
and
have
the
benchmarks
to
say.
Okay,
we
have
a
proper
coverage
of
public
utilities.
E
E
But
that
takes
time
to
kind
of
build
that
right
and
you
you
put
it
on
this
dashboard
kind
of
a
red,
yellow,
green
and
then
you
can
kind
of
then
the
areas
just
kind
of
jump
out
at
you
on
the
page
and
then
you
can
take
those
and
then
drive
that
down
into
the
organization
to
start
really
holding
people
accountable
and
and
really
start
to
formalize
more
of
this
process,
but
it
takes
it
takes
it
takes
a
long
time.
It's
just
all
data.
You
know
it's
data
driven.
E
You
have
a
lot
of
data.
You
have
a
lot
of
in
your
head
saying:
oh
these
areas,
they
always
come
up
always
always
always
how
come
nothing
changes.
Well,
if
there's
no
accountability,
if
there's
no
really
dashboard,
if
there's
no
really,
you
know,
you
know
no
one's
really
forcing
anybody
to
change
and
they're
always
going
to
come
up.
You
know
so
this
is.
This
is
a
big
part
of
that's
why
it's
called
internal
audit.
We
are
your
internal
kind
of
internal
consultants.
E
What
I
always
tell
the
mayor
and
everybody
that
you
know
our
existence
is
truly
here
to
try
to
keep
the
city
out
of
the
paper
right.
We
want
to
keep
you
off
the
front
page
of
the
paper.
We
are
your
eyes
and
ears
in
the
field,
and
I
wasn't
joking
when
I
said:
if
we
had
more
money,
I
mean
our
our
budget
is
so
small
and
limited,
but
if
we
had
more,
we
could
do
more,
where
it's
more
on
that
ongoing
monitoring
and
and
to
try
to
stay
ahead
a
lot
of
these
issues.
G
It's
just
making
sure,
because
we
have
changes
in
staff
frequently
and
that
there
needs
to
be
some
way
to
to
document
it
or
follow
it
track
it.
So
I
guess
I'm
just
wondering
is
that
the
city
manager,
because
when
we
don't
have
directors
that
you
know
maybe,
can
consistently
stay
in
their
positions,
then
that
would
be.
G
View
of
yup
for
sure
that's
just
a
nice
thing
that
I
want
to
like
continue
talking
about
with
our
city
manager,
because
if
it
falls
on
directors
or
other
supervisors,
then
there
may
be
way
we
may
get
it
may
get
lost.
I
guess
hoping
it
doesn't
happen,
but
so
I
have
one
more
question.
You
were
talking
about
orphan
and
legacy
accounts
and
customer
write-offs,
and
I
was
curious
if
you
came
across
issues
with
accounts
that
were
related
to
old
liens
and
there
were
accounts
that
were
not
paid.
F
It's
ringing
a
bell.
I
it's
been
a
minute
since
we
did
the
detail,
detail
testing,
so
let
me
reach
out
to
our
senior
ally.
She
couldn't
make
it
today
and
see
and
talk
to
her
about
that,
and
then
I
will
get
your
email
address
and
we
can
provide
you
with
what
we
did
see
regarding
that,
but
I
do
think
regardless.
That
is
definitely
something
that
should
be
in
those
policies
and
procedures
of
how
those
accounts
should
be
handled
yeah.
So.
G
I
haven't
seen
anything
written
since
these
two
issues
came
up,
and
so
I'm
just
curious
what
we
need
to
do
to
make
sure
that
staff
knows
what
they
are
able
to
do
and
what
is
required
by
law
and
what
are
some
things
that
you
know
during
a
certain
time
period.
I
don't
know
what
it
is.
I
just
feel
like
there's
nothing
out
there
in
our
policies
and
procedures,
that's
clear
for
me
and
and
for
the
public
yeah
yeah
and
I
think.
F
D
Thank
you
stephanie.
I
just
want
to
thank
you
for
your
role
and
work
and
thank
you,
of
course,
to
our
contract
auditors.
D
I
I
see
this
as
a
positive
development
and
you
know
an
indication
of
how
seriously
we
are
taking
the
flags
that
were
raised
by
the
mccard
report
and
and
really
trying
to
get
our
financial
house.
In
order
I
mean
we,
these
are
really
big
problems.
D
These
are
not
things
that
are
solved
with
you
know
a
resolution
or
a
you
know,
couple
quick
policies
I
mean
this
is
this
is
really
big
stuff,
and
so
I
I
just
want
to
a
thank
you
all
for
your
work
on
this
and
then
be
just
express
my
gratitude
that
and
and
acknowledge
that
this
this
is
a
sign
that
we
are
trying
to
get
our
financial
house
in
order
and
and
really
do
the
work
that
needs
to
be
done
to
fix
these
really
long-standing
problems.
So,
thank
you.
I
I
appreciate
it
well.
K
Thank
you
counselor
via
real
for
giving
me
a
few
minutes
to
cool
down
a
little
over
the
questions
that
you
ask.
K
K
Of
this
tape
drives
me
crazy,
it's
it's
like
an
ear
worm
to
me.
We've
heard
it
and
we've
heard
it
and
we've
heard
it,
but
this
is
what
I'll
say
is
I've
never
felt
as
positive
as
I
do
right
now
that
we're
making
progress
on
this?
I
think
that
we
have
the
right
people
working
on
this.
K
I
think
you
have
an
understanding
of
the
complexities
of
it
and
that
you
know
we
can
pound
the
table
all
day
long
and
kick
the
dirt
about
it,
but
it's
just
really
hard
work
that
no
one
previously
has
done,
and
I
I'm
really
really
grateful
to
you.
Stephanie.
K
It's
a
volunteer
seat
that
you
sit
in
your
better
judgment
is
forever
suspect
for
doing
that.
We're
most
grateful
to
you
and
I
just
so
hope
that
we
can
continue
to
make
progress
on
this.
It's
it's
been
an
extremely
frustrating
topic
for
a
very
long
time
yeah,
but
I
feel
like
we're
making
progress
now
and
that
we
have
the
right
team
put
together
and
that
that
they
know
what
problem
we're
trying
to
solve
and
it's
been
well
identified.
A
Thank
you,
hey
councilwoman,
cassette.
H
Thank
you,
mr
chair,
and
thank
you
so
much
to
our
presenters.
I
I
think
that
my
colleagues
have
all
said
what
needs
to
be
said
in
terms
of
both
the
frustration
as
well
as
the
kind
of
a
little
bit
of
hopefulness
that
we
are
moving
in
the
right
direction.
I
think
maybe
this
is
a
question
more
for
this
finance
committee
and
and
councilwoman
vita
real
brought
up
one
of
my
biggest
questions
as
I
was
reading.
This
report
is
okay.
H
Now
what
and
how
do
we
make
sure
that
we're
staying
on
track,
and
I
think
that
that
is
a
larger
conversation
that
we
need
to
be
having
whether
it
is
looking
at
your
contract
and
whether
we
want
to
be
expanding
that
or
having
this
conversation
with
the
city
manager.
But
that's
something
that
I'm
very
concerned
about
is
how
do
we
make
sure
that
we
are
really
tracking
our
progress
here
and
again?
Thank
you
very
much.
H
Councilman
vitoria
for
that
conversation-
and
I
know
the
city
manager
is
not
here
right
now,
but
I'm
I'm
sure
that
that
she'll,
you
know
and
I'm
obviously
we
have
opportunity
to
speak
with
her,
but
I
think
that
that
is
a
bigger
conversation
that
we
need
to
receive
a
proposal
from
the
city
manager
on
really
how
this
is
going
to
be
tracked
because,
as
has
been
pointed
out,
these
are
really
deep
systemic
issues,
there's
a
lot
of
layers
that
we
need
to
go
through
and
we
as
counselors
cannot,
I
mean
even
this
is
just
public
utilities
we
haven't.
H
This
is
one
of
many
departments
that
we
are
going
to
be
going
through
this
process
with
and
that
we
need
to
be
going
through
this
process
with
and
looking
at
where
the
the
cross
issues
are
among
departments
that,
if
we're
seeing
something
in
one
department,
knowing
that
it
is
going
to
be
showing
up
in
another
as
well.
H
So
that's
something
that
I'm
sure
the
city
manager
will.
We
will
be
able
to
discuss
with
her.
I'm
sure
she'll
get
the
message,
but
I
do
think
that
we
as
a
council
need
to
make
sure
that
not
just
as
this
audit
in
place,
but
we
have
to
be
discussing
about
what
is
the
plan?
Do
we
want
to
be
allocating
dollars
to
increase
the
contract,
or
is
this
something
that
needs
to
be
happening
internally
and
that's?
H
I
think
the
piece
that
I
am
really
concerned
about
and
really
want
to
make
sure
is
moving
forward,
that
we
are
are
keeping
our
finger
on
that
pulse.
So
thank
you,
ms
woodruff.
I
appreciate
you
you
kind
of
putting
this
in
context
for
us,
because
I
I
know
that,
as
I
was
reading
this
I
was
I
you
know
kind
of
the
heart
palp
start
coming
and
of
like
oh,
my
gosh,
so
I
do
appreciate
the
context
that
we
are
not
necessarily
alone
in
this.
H
It
does
not
in
any
way
shape
or
form
diminish
the
importance
of
addressing
these
things,
but
I
I
do
think
that
it
is
helpful
to
know
that
there
have
been
other
municipalities
that
have
really
had
to
clean
this
up.
There
are,
you
know,
there's
expertise,
there's
methods
for
how
we
move
forward
with
this,
and
I
do
appreciate
very
much
your
guidance
as
well
as
miss
gutierrez
and
ms
bundy
on
on
continuing
to
move
forward.
H
So
thank
you
so
much
for
this
work,
and
I
am
also
very
happy
to
hear-
and
I'm
glad
that
you
shared
with
us
how
hard
staff
is
working
and
that
you
know
their
focus
there,
and
I
do
really
appreciate
you.
You
highlighting
that
as
well.
I
think
that
that's
really
important
to
recognize
that
staff
also
sees
that
this
is
important
and
they
are
are
working
hard
to
identify
solutions
and
address
these
issues
and
address
these
root
causes
so
that
that's
all
thank
you
so
much.
A
Okay,
so
that
concludes
the
internal
audit
update
the
public
utilities
department.
Thank
you.
A
Okay,
so
that'll
bring
us
to
the
items
that
were
pulled
from
the
consent
calendar.
The
first
is
item
c,
which
is
a
request
for
approval
of
a
service
agreement
in
the
total
amount
of
one
million
four
hundred
forty
four
thousand
five
hundred
twenty
six
dollars
and
eighty
seven
cents
to
replace
the
fort
marcy
roof
and
skylights.
First
mesa
construction,
inc,
councilwoman,
lindell,.
K
Thank
you,
chair
who's
here,
sam,
it
looks
like
you're
here.
Oh,
it
also
looks
like
karen's.
Here
we
had
a
little
conversation
about
this
previously
at
public
works.
Would
one
of
you
like
to
give
a
updated
report
on
what
we
found
out?
K
K
K
You
know
it's
a
little
hard
for
me
when,
if
I
were
to
get
a
roof
at
my
house,
I
wouldn't
accept
a
two-year
warranty,
because
I
don't
think
it's
the
materials
of
the
roofing
that
fail.
I
think
that
it's
typically
how
the
roof
is
installed,
that
creates
failure
and
I'm
really
shocked
that.
K
K
I
think
that
it
was
probably
an
over
promised
repair
that
oh,
we
can
repair
this
and
the
technique
or
the
craftsmanship
or
the
workmanship
didn't
really
supply
didn't
really
give
us
what
we
needed.
I
mean
it
failed
in
a
fairly
short
amount
of
time,
so.
K
K
K
L
Mr
chair
counselor
lindell
talking
with
several
well
first
from
experience
and
second
reaching
out
to
various
contractors.
You
know
one
and
two
year,
warranties
for
us
in
the
line
of
work.
We
do
working
on
municipal
projects
that
this
really
is
the
standard
for
us.
L
This
is
the
you
know
the
standard
that
we
encounter
kind
of
across
the
board
in
all
disciplines,
but
I
I
definitely
understand
your
concerns,
and
you
know
I
you
know
completely
understand
where
you're
coming
from
and
yeah,
so
that
that
that's
what
I
have
to
offer.
K
So
just
for
the
fun
of
it,
could
you
find
out
what
it
would
call
what
what
the
additional
cost
would
be
to
have
a
five
year
or
a
ten
year
warranty
on
this
roof.
I
mean
this
still
has
to
come
to
council.
I'm
not
trying
to
hold
this
up.
K
I'm
I'm
gonna
vote
to
move
it
forward,
but
I
just
would
like
to
know
what
the
additional
cost
on
that
is
and
then
we
would
have
some
idea
if
we
thought
that
there
was
some
cost
benefit
in
that
in
having
that
kind
of
a
a
warranty.
K
K
Okay
or
you
could
just
send
us
an
email
in
the
interim
that
was
that
would
be
fine,
and
I
appreciate
the
work
on
this
because
we
did
talk
about
it
at
public
works
and
thanks
for
getting
the
additional
information
I'll
I'll
make
a
motion
to
approve.
A
Hang
on
there's
other
hands
up.
Oh.
A
Okay,
councilwoman
via
rael
thank.
G
You,
mr
chair,
I
share
the
same
concerns
with
councilwoman
lundell,
mostly
because
I
was
trying
to
even
track
how
how
long
ago
was
the
last
roof
replacement
done?
What
year
was
that.
L
Mr
chair
counselor,
via
real
the
last
work
done
on
the
roof
at
fort
marcy
was
approximately
four
years
ago
and
the
work
done
it
was
actually
not.
There
is
a
little
bit
of
a
differentiation.
It
was
actually
parapet
and
canale
work
that
was
done
in
conjunction
with
re-stuccoing
of
the
building.
L
There's
been
a
few
minor
attempts
to
repair
the
roof
over
the
natatorium
over
the
years,
but
it
was
finally
decided
that
the
way
the
clear
story
was
constructed
was
incorrect
and
that
really
there
were
no
repairs
that
would
solve
those
problems.
It
really
required
a
replacement,
so
that's
been
on
a
list
and
facilities,
I'm
not
sure
when
it
arrived
on
the
list
or
was
added
to
the
list,
but
the
entire
four
and
a
half
years.
I've
been
with
the
city
that
has
been
one
of
the
items
pending
items
for
us.
G
Okay,
I'm
just
I
guess,
I'm
not
so
surprised
about
warranties
as
it
relates
to
residential
versus
commercial.
I
mean
I
have
a
10-year
warranty
on
my
roof
and
I'm
just
trying
to
figure
out
like
who
sets
that
standard.
G
G
L
Or
chairman
counselor,
via
real,
I
actually
did
do
research
online
to
try
and
see
what
the
national
standard
was
and
the
national
standard
is
one
year
in
commercial
construction
and
again
with
the
opportunity
of
investing
more
money
and
a
longer
term
warranty
on
that
work.
G
Okay,
so
we
would
be
looking
into
an
extended
warranty
cost
that
councilwoman
lindell
suggested.
I'm
I'm
interested
to
see
how
much
that
would
cost
us,
because
maybe
it
actually
is
more
affordable
than
replacing
this
four
years
from
now.
G
G
I
guess
just
uphold
their
contract,
and
so-
and
this
is
the
different-
this
was
a
different
company
than
the
last
roofing
company.
We
used
to
do
the
parapets
and
canalis.
K
Mr
chair
counselor,
via
real
yes,
this
is
a
different
company.
This
is
the
same
group
of
of
contractors
that
did
the
montoya
building
skylight
and
roof
a
few
years
back.
A
Okay,
thanks
councilwoman
cassette.
H
Thank
you,
mr
chair.
Thank
you.
Sam
and
karen
for
being
here,
I
had
a
quick
question
about.
There
was
a
mention
in
the
packet
about
the
pool
having
to
close
for
a
few
weeks
pretty
much
over
the
holidays
and
looking
at
other
repairs.
H
That
would
need
to
be
done
at
the
same
time,
and
I
was
curious
if
we
had
an
idea
of
what
those
look
like
and
if
there
are
already
dollars
allocated
to
that,
I'm
bringing
this
up
because
there's
been
a
lot
of
conversation
about
the
chavez
center
and
not
realigning
the
leisure
pool
and
a
lot
of
people
saying
well.
Why
didn't
you
do
it
when
it
was
closed
and
I'm
like?
We
need
time
and
money.
H
So
I
want
to
make
sure
that,
while
we're
creating
the
time
that
we
also
have
the
money
allocated,
so
I'd
like
to
hear
a
little
bit
more
about
that
chairman.
K
We
have
had
some
discussion
about
potentially
shifting
this
a
little
bit
more
to
the
spring,
so
that
the
facilities
would
be
able
to
be
open
over
the
holidays.
But
as
of
yet
no
determination
has
been
made
on
that.
H
Okay,
thank
you
and
and
are
are
the
facilities
busier
over
the
holidays.
I
would
imagine
that
they
would
be
quieter.
I
I
imagine,
there's
no
good
time
to
close
the
pool,
but
I
would
be
curious
to
look
at
the
utilization
numbers
over
the
holidays
versus
over
spring
break.
For
example,.
H
Wonderful,
thank
you
so
much.
I
I
appreciate
that
you
guys
are
really
looking
at
at
coordinating
this
and
decreasing
the
amount
of
closure
time
as
much
as
possible.
Obviously,
it's
important
that
we
we
do
the
work,
but
coming
off
of
the
coveteer.
I
know
that
people
are
very
sensitive
to
the
pool's
closing
and
we
want
to
make
sure
that
we're
getting
as
much
done
at
one
time.
H
So
I
really
do
appreciate
that
you
guys
already
do
have
your
eyes
on
that,
and
I
just
want
to
make
sure
that
we
have
allocated
the
dollars
for
it.
So
I
think
that
that
is
something
important
for
us
to
look
at
if
we
need
to
make
budget
adjustments
to
really
decrease
the
number
of
times
that
the
pool
is
closed.
So
thank
you.
That
was
all.
D
Thank
you,
mr
chair.
I
want
to
go
back
to
the
roof
part
again.
So,
if
I
heard
you
correctly,
the
work
that
was
done
four
years
ago
is
different
than
the
work
that
this
contract
will
provide
for.
Did
I
hear
that
right.
L
Mr
chair
counselor,
romero
worth
that
is
correct.
The
original
work
or
the
work
four
years
ago
was
parapets
and
canales,
and
this
work
is
the
actual
roof
and
there
is
surprising
to
many
of
a
differentiation
between
canale
and
parapet.
Work
versus
roof
work,
so
kind
of
two
separate
specializations.
D
L
Mr
mr
chair
councilwoman,
from
our
experience
with
a
new
roof,
a
new
commercial
roof
of
this
type,
we
would
expect
to
get
a
minimum
of
20
years
out
of
that
roof
with
with
minor
amounts
of
maintenance
required.
It's
it's
incredibly
rare.
I
would
imagine
throughout
the
industry
to
have
a
roof
like
this
installed
and
have
significant
issues
with
it.
I'm
sure
it
happens
at
the
city.
L
I
can't
I
can't
think
I
can
only
think
of
of
one
instance
where
we
had
a
roof
that
had
any
significant
issues
after
it
was
installed
and
even
after
the
one
year
mark,
the
contractor
returned
to
do
work
to
to
make
good
on
their
promise
to
the
city.
So
it's
we're
confident.
Although
I
understand
I
don't
want
to
diminish
anybody's
concerns,
I
think
they're
incredibly
valid
we're
confident
that
we
would
not
run
into
any
significant
issues.
D
D
Is
it
I
mean
one
would
think
that
all
right,
maybe
in
the
first
year,
that's
you
know
or
if
there's
an
extended
warranty
for
a
couple
more,
that
that's
those
that's
when
you're
most
likely
to
see
problems
with
the
roof
that
are
related
to
its
installation
and
the
materials
versus
you
know,
20
years
from
now
when,
if
it
fails,
you
know
it's
our
sun
and
our
weather,
and
that
kind
of
thing
so
really
not
on
the
manufacturer
or
the
the
installation.
L
Correct
mr
chair
councilwoman,
that
that's
the
logic
is
very
your
logic
is
very
strong
and
accurate.
It's
common
practice
for
us
in
a
a
project
like
this
to
schedule.
We
call
the
11
11-month
walk-through.
Where
the
contractor
comes
back
together,
we
all
inspect
the
roof.
L
We
look
for
any
defects,
any
signs
of
anything
failing
to
ensure
that
we
remain
satisfied
with
the
work
they've
done,
and
then
you
know
that
that's
kind
of
the
official
end
of
the
project-
and
you
know
we
kind
of
move
from
the
the
warranty
phase
into
the
maintenance
phase
and
so
far
that's
worked
well
for
us.
D
And
I
so
and
then
I
guess
you
know
I
mean
if
we're
going
to
look
at
an
extended
warranty.
I
think
we
have
to
look
at
the
cost
benefit
of
doing
that
right
as
like.
What
what's
you
know?
How
often
yeah
I
mean
if,
if
you're
going
to
have
an
issue
you're
going
to
have
it
in
the
first
year
versus
you
know
carrying
it
out
for
five
years
depending
and
also
again,
what
does
that
cost
and
what's
the
likelihood
that
it'll
fail
in
three
years
or
what
I
mean?
D
So
I
I
don't
know
there's
some
more.
I
guess
evaluation
that
would
have
to
go
into
whether
we
really
would
want
to
spend
the
money
on
an
extended
warranty
and
what
the
experience
says
happens
with
these
kinds
of
roofs.
So.
A
M
A
Okay.
Our
next
item
is
e:
a
request
for
approval
of
a
contract
amendment
number
one
to
the
new
mexico
coalition
to
end
homelessness,
early
intervention
project
contract
to
extend
the
term
of
performance
through
june
30th
2022
and
increase
the
amount
of
compensation
by
250
000
for
a
total
contract
amount
of
four
hundred
and
thirty
thousand
dollars.
Alexandre
la
director
of
office
of
affordable
housing,
councilwoman
lindell.
C
Thank
you
chair
just
one
very
quick
question
on
page
11
of.
K
First
of
all,
do
we
get
those
reports
and
for
the
next
half
year,
could
those
be
forwarded
to
us
so
that
we
could
get
a
look
at
them?.
N
Mr
chair,
good
evening
and
councilmandel
good
evening
to
you
and
the
other
members
alex
vlad
and
are
both
on
vacation
and
she
is
without
internet
tonight.
So
I'm
gonna
ask
a
director,
ochoa
or
mr
hank
hughes,
who's
here
with
the
coalition
and
housing
to
maybe
answer
that
question
because
I
have
the
technical
questions
to
answer
from
that
statement.
So
enough.
Director
ochoa
could
answer
the
question
or
maybe
mr.
H
O
I
don't
know
the
question
and
I
don't
know
if
you're
comfortable
having
the
contractor
answer
the
question,
but.
M
I'd
have
to
defer.
Yes,
let's
hear
from
mr
hughes
welcome
well,
thank
you.
P
And
the
answer
is
yes
to
both.
I
sign
off
on
the
quarterly
reports,
and
I
know
that
we're
up
to
date
on
those
we
don't
list
the
people
by
their
name.
We
just
list
initials
to
protect
their
privacy,
since
there
is
that
protection.
I
don't
see
any
reason
why
the
reports
couldn't
be
shared
with
you
all.
K
Thank
you.
Thank
you,
mr
hughes,
commissioner
hughes.
I
I
would
just
for
the
next
two
reports.
I'd
just
like
to
have
a
look
at
them
to
get
an
idea
of
what
the
data
looks
like
and
mr
brown
thank
you
for
being
on
vacation
and
still
getting
into
this
zoom
meeting,
and
I
hope
that
we'll
you
can
leave
very
very
shortly.
Thank
you.
Councilman
and
betha.
I
As
well
and
let
her
know-
because
that
is
the
same
question
that
I
had-
and
I
just
wanted
you
to
know-
that
we
do
have
those
on
file
and
we
can
get
everything
to
you
and
second,
mr
hughes,
the
answer,
because
he
is
correct.
We
have
them.
Okay,
because.
K
I
certainly
appreciate
it,
and
I
can't
really
tell
chair
of
other
people's
hands,
are
up
part
of
my
screen's
cut
off
for
some
reason.
I
G
Villarreal,
thank
you,
mr
chair.
Just
wanted
to
see
if
staff
could
explain
the
difference
between
this
contract
and
if
it
relates
to
the
management
of
the
midtown
shelter
or
are
these.
O
This,
mr
chair
council
of
women,
url,
I
can
take
a
stab
at
that.
So
there
are
separate
contracts
because
the
coalition
employs
separate
staff
and
in
some
cases,
not
separate
staff,
but
staff
to
perform
these
functions
as
outlined
in
the
contract,
and
some
of
those
staff
have
been
connected
to
serving
people
who
are
housed
in
hotels,
some
of
the
sort
of
people
in
midtown.
O
So
the
location
of
the
residence
is
flexible
as
as
has
had
to
be
during
this
time
period
and
all
the
folks
are
helped
with
the
rental
assistance
and
then
the
movement
costs
okay,
but.
N
Go
ahead.
Oh
mr
council.
Bureau
item
number
f
really
pertains
to
the
shelter,
whereas
this
one
is
for
the
transitional
housing.
We
needed
the
money
to
be
nimble
to
get
people
into
transitional
housing
and
we
wanted
to
extend
it
to
june
22.
So
we
could
have
some
time
to
do
that.
But
item
f
is
the
one
that
was
for
the
contract
for
midtown
shelter.
O
Mr
chair
councilman
buretta,
the
contract
is
written
as
a
deliverable
based
contract,
so
I
think-
and
ms
dunaway
may
be
able
to
answer
this
with
more
detail
in
terms
of
the
backup
and
only
hank
hughes
can
answer
how
they
structure
that
we
we
attempted
I've
been
working
with
alex
on
this.
I
know
she's.
She
we
we
talked
about
giving
maximum
flexibility,
given
the
the
sort
of
changing
landscape
of
this
in
terms
of
allowing
staff
to
work
either
from
midtown
or
in
the
field.
I
Huser,
I
saw
mr
hughes
with
his
hand
up
so,
but
I
will
respond
to
exactly
what
kara
said.
Yes,
there
is,
there
are
two
different
scopes,
so
they
are
different
contracts
and
there's
a
lot
more
complexity
to
the
midtown
than
there
is
to
the
other
ones,
so
they're
two
different
scopes.
So
I,
if
that,
helps
you.
P
Well,
yeah.
I
think
it
might
be
just
interesting
to
you
that
the
main
connection
between
those
two
it's
two
different
staffs-
that
work
on
that,
because
consuelo's
place
is
a
completely
separate
staff
and
it's
a
different
non-profit
entity
under
us.
But
the
main
connection
will
be
that
some
of
the
money
for
the
rental
assistance
will
be
used
to
help
people
move
out
of
consuelo's
place
into
permanent
housing
and
as
opportunities
arise.
G
A
P
A
A
You,
oh
okay,
well,
you're,
welcome,
okay,
just
making
sure
we
didn't
give
you
the
opportunity
to
speak.
If
you
wanted
to
okay
matters
from
the
committee,
anything
from
the
committee.
A
No
matters
from
the
chair.
I
don't
have
anything.
Our
next
meeting
is
monday
august,
7th
2021.
So
with
that
we
are
adjourned.
Thank
you.