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From YouTube: Finance Committee Meeting 11/27/2019
Description
Finance Committee Meeting 11/27/2019 9:00 AM
B
A
Have
no
requests
for
public
comment.
Are
there
any
public
comments?
Any
requests
for
public
comment
seeing
no
requests
for
a
public
comment.
At
this
point
we
have
no
presentations
the
approval
of
the
minutes
for
October
23rd,
mr.
Worthington's
and
mr.
Payton.
Any
discussion
or
comments.
Hearing,
none
I'll
prove
the
minutes
say
aye
opposed,
nay
motion
carries
we
go
to
the
finance
department.
Mr.
McCarty.
C
C
A
C
So
so
we'll
continue
to
watch
that,
but
it
was
a
nice
nice
jump
as
far
as
the
other
taxes
use,
tax
continues
to
trend
up
when
come
taxes
still
love
the
bed,
rental
love,
and
then
we
include
every
couple
of
months,
the
just
a
trend
of
the
village
of
Bradley
Burnett
Kankakee.
We
started
this
a
number
of
years
ago.
C
You
know
watching
the
trend,
especially
when
the
sales
tax
agreements
ended
and
economic
reasons,
and
when
we
were
trying.
So
it's
interesting
information
as
far
as
other
trends
in
that
department,
so
that
you
need
to
do
that
so
I,
don't
there's
any
questions
on
that
section
that
just
a
quick
update
before
we
get
into
the
other
information
I.
C
Yeah,
this
is
a
important,
positive,
important
conversation.
Today,
we've
discussed
the
possibility
of
whether
or
not
we
need
another
tax
anticipation
warrant.
We
have
typically
done
these
anywhere
from
December
through
February
at
that
time
of
year
to
help
us,
through
the
the
winner
in
spring
months,
there's
no
property,
tax
distribution,
so
I'm
a
start,
I
included
the
trends
of
FY
1819,
and
then
you
also
have
the
trend
of
FY
20
included.
C
When
we
watch
the
trend,
we
look
for
the
lowest
level
at
the
bottom
line.
So
if
you
look
at
FY
20
and
then
look
at
May
I
bolded
the
ending
cash
balance
for
May
of
20
that
just
right
at
2.8
million,
basically
as
the
lowest
point,
if
and
that
that
is
not
doing
a
tax
anticipation
warrant.
So
you
know
and
you
look
at
trend.
If
you
look
at
the
summary
page,
the
very
next
page
you
can
see
through
the
trend
where
we
ended
cash.
C
For
example,
you
know
when
we
ended
November,
30
2015
at
600,000
that
had
that
snapshot
on
that
day,
that
was
less
than
a
payroll
in
the
bank.
At
that
point,
his
payrolls
at
that
time
are
still
around
950
thousand
to
a
million
for
the
wire
that
goes
out
of
every
two
weeks.
So
you
can
see
that
I
believe
we
did
that
TW,
the
four
million
in
December
and
basically
had
to
take
four
point:
six
million
all
the
way
to
May
to
June
area.
C
So
so,
if
you
look
at
the
estimated
I
believe
we're
gonna
be
a
little
bit
lower
at
November,
but
the
dollar
amounts
were
talking
about.
They
don't
show
up
in
November
will
show
up
in
December
or
January.
So
we're
still
talking
apples
to
apples.
The
dollar
amounts
that
will
our
have
were
you
know
we're
just
about
double.
You
know
what
we
had
at
least.
You
know
that
a
few
years
ago,
we're
in
the
neighborhood
of
what
we
had
last
year
with
a
TA
W.
C
So
you
know,
with
the
exception
of
a
change
in
the
state
government
or
federal
government
like
we
saw
last
year,
we
should
be
okay
not
to
do
a
TW
this
year.
So
that's
great
news.
I
still
have
a
little
apprehension
saying
that,
just
because
of
what
we've
been
through,
but
the
numbers
are
showing
that
you
know
we
definitely
can
do
that.
C
So
the
like
I
said
the
only
thing
that
we
can't
control.
You
know
as
if
we
have
payments
stopped
again
and
at
that
point
we
could
react
accordingly
and
have
that
conversation
at
that
time.
If,
if
that
happens,
you
know
if
the
feds
show
up
so
that's
I've
had
a
few
phone
calls
from
the
local
banks.
There's
asking
what
we
were
going
to
do.
You
know
we
share
that
with
them
and
talked
about.
You
know
that
what,
if
possibility,
we've
heard
a
little
bit
of
that
discussion
in
the
news
whether
that
will
show
back
up?
C
Well,
we
don't
know
yet
so,
but
other
than
that
is
good
news.
You
know
we're
we're
still
running
on
our
own
with
some
interfund
borrowing.
So
we
that's
all
positive
news,
so
I
just
wanted
to
give
you
a
snapshot.
You
know
what
I'm
watching,
but
I
continue
to
watch
really
close
and
share
that
a
little
bit
of
the
person
you
know
the
the
trend
and
and
where
we're
at
as
compared
to
just
a
few
years
ago
with
you
so
questions,
cheering.
A
D
You
mr.
chairman
Steve
when's,
the
last
time
we've
haven't
had
to
borrow
I'm.
We
were
racking
our
brains
here
in
the
back
row,
trying
to
figure
out
what
yeah
I
was
in
the
blue.
We
started
in
2012,
so
2011
2011,
okay,
cuz
ever
since
I
can
remember.
We've
had
to
borrow
so
I
guess
that's
great
work
by
this
board.
Thank
you.
Thank
you.
Steve
Thank
You,
mr.
chairman
yeah,.
A
E
C
Yeah
they're
they're
still
open
and
willing
to
work
with
us
if
needed,
so
they
you
know,
we
we
shared
our
appreciation
for
their
help.
Getting
through
that
really
tough
times
and
sticking
with
us.
You
know
we,
as
you
can
see,
is
some
of
the
numbers
we've
begged
for
more,
but
they
were,
you
know
they
did
what
they
were
willing
to
do
and
we
had
to
make
it
work,
but
we
still
appreciate
because
without
it
it
would
have
been
a
whole
different
story,
so
yeah.
So
yes,
they
are
still
willing.
F
A
C
C
C
Yeah,
it
worked
were
close
with
Eric
Blair,
provided
then
providing
some
great
information
for
us
moving
forward
and
and
and
with
the
estimates
that
we
have
and
but
and
with
the
information
that
we
have
and
communication
with
chairman
wheeler
and
the
as
we
have
done
in
the
last
few
years.
The
the
BAC
is
getting
the
largest
percentage
increase
and
then
I'm
ruff
is
second
in
line.
As
you
all
know,
as
we
did,
Anita
and
I
did
the
shared
with
you
earlier
in
the
year.
C
We
are
now
upon
the
change
that
I'm
ruff
is
in
the
the
increase,
and
so
we
adjusted
for
that.
We've
also
looked
at
the
tort
budget.
Real
close
to
liability
insurance
is
the
what
goes
into
the
torque
fund
and
that
fund,
as
we
discussed
last
month,
has
made
it
back
to
previous
fun
level,
fund
balance
levels.
So
we
have
cut
that
one
back
in
order
to
you
know
only
save
the
taxpayer
money,
but
also
that
in
any
way
to
share
with
the
other
funds
as
well
so
and
the
whole
mix
of
things.
C
H
You
mr.
chairman
I
see
the
value
of
doing
this,
for
one
I
think
I'm
gonna
be
voting,
no
just
for
the
fact
that
we
had
a
chance
to
bring
in
some
additional
revenue
at
last
month's
meeting
we
chose
not
to
instead
put
it
I,
don't
feel
it's
proper
to
turn
away
a
revenue
stream
and
then
put
more
burden
on
the
taxpayer
and
I
support
these
departments
and
what
we
need
to
do.
But
I'm
just
explaining
my
vocal.
A
B
I
C
That's
in
there
yeah
yeah,
you
have
the
amendment
document,
so
this
is.
This
is
amending
our
current
fiscal
year,
some
summary
and
then
the
detail,
built-in
revenue
and
expense
primarily
you'll,
see
a
lot
of
grant
adjustments
and
also,
as
I
believe,
the
sheriff
is
communicated
clearly
as
the
the
increase
in
local
and
the
auto
county
bed
rental
activity.
C
C
A
E
A
C
A
D
You,
mr.
chairman,
well
I.
As
far
as
like
the
corrections
go,
it's
tough
to
predict.
You
know
you're
over
time
throughout
the
whole
year
and
we
have
local
more
local
inmates
now
than
ever
before.
So
when
we
have
local
inmates,
those
are
the
ones
we
have
to
pay
for
and
we
don't
get
the
bed
rental
for
those
beds.
So
it's
a
it's.
D
A
tough
figured
when
you're
doing
that
kind
of
business,
I
think
to
predict
that
throughout
12
months,
I
think
we
do
a
great
job
of
trying
to
narrow
it
down
as
much
from
the
trends.
But
when
you
add
in
a
factor
that
you're
not
really
thinking
about
like
locals
population
growing,
which
which
is
good,
I
guess,
but
it
really
hits
that
of
the
bottom
line
of
the
expenses
side
of
things.
So.
A
B
A
A
D
A
J
D
A
D
Right,
we
discussed
it
in
PCA,
I.
Think
like
two
months
ago,
it's
there
was
lights
involved
in
the
river
over
the
bridges.
It
was
there.
They
had
a
plan
website
and
something
else
and
I
think
they're.
Also
gonna
do
some
of
those
things,
but
they've
changed.
They
might
not
be
doing
the
website.
Part
of
it
now
they're
doing
a
marketing
part
of
something
for
the
riverfront.
But
again
it's
not
our
it's,
not
our
money,
yeah,
it's
their
money,
we
just
kind
of
hold
on
to
it
for
them.
F
B
H
A
J
Very
little
today
just
to
say
that
we
will
be
making
final
distribution
next
week
so
be
by
Friday.
The
6th
taxes
textures
done
sales
over
we,
the
levy
was
I
believe
we
were,
194
million
was
levy
and
we
collected
right
past
190,
191,
I,
think
so.
Everything's
good
I
couldn't
be
happier
that
we
looks
like
we
don't
have
to
borrow
this
tea.
Aw
I
think
this
is
probably
the
first
year
that
Steve
is
actually
gonna
get
out
of
bed
for
Thanksgiving.
So.
K
L
Good
morning,
I
really
don't
have
as
far
as
monthly
report.
You
should
have
gotten
the
copy
emailed
to
you
prior
to
the
criminal-justice
meeting.
We
send
them
out
to
everybody
so
everybody's
aware
nothing
out
of
the
ordinary,
as
was
mentioned
previous
and
and
I
guess,
I'll
expound
a
little
bit
from
on
mr.
L
Kinzinger
question,
because
it's
always
it's
a
good
one,
and
that
is
from
an
expense
standpoint
and
the
predictability
of
what
we
do
because,
quite
frankly,
every
year
is
sort
of
a
guessing
game
and
we
try
to
come
as
close
as
we
can
to
where
we
think
we're
gonna
be
the
unfortunate
part.
Is
we
don't
have
control
over
a
couple
things
that
are
probably
important,
that
probably
cost
us
the
most
money?
K
L
So
we
can't,
if
they're
in
need
of
hospital
treatment,
we
can't
keep
them
in
our
Jail,
so
that
takes
two
officers
out
to
the
hospital
plus
the
hospital
bills,
plus
everything
else.
So
as
we
as
we
try
to
come
to
a
number
every
year,
we
don't
take
into
account
some
of
those
things
and
as
as
mr.
Cyr
I
mentioned,
the
increased
significant
increase
in
our
local
number
and
and,
as
you
guys
have
heard
me
say
before,
that
is
what
we're
mainly
responsible
for
right
now,
the
auto
County
the
ice.
L
And
then,
after
that,
you
know,
we
we
house
and
I
will
show
you
for
those
that
weren't
at
the
state
of
the
county
meeting
back
in
was
that
in
November
earlier
this
month,
I
will
show
you
a
PowerPoint
presentation
about
how
our
locals
and
our
attic
counties
and
what
that
cost
is,
since
there's
particular
people
out
there
that
think
that
we
don't
know
what
our
cost
is
and
what
money
we're
spending
so
anyway,
that's
it
on
the
report.
Unless
you
have
any
questions
on
it,.
L
Through
our
inmates
we
said
we
get
a
bill
from
the
hospital
and
I'm
sure
everybody
in
this
room
probably
gets
their
bill
and
probably
sees
it
and
sees
an
insurance
deduction
and
probably
pays
whatever
they
owe
well,
there's
actually
more
to
it
than
that,
and
we
have
a
young
lady
who
we
hired
back
in
May
of
2018
and
she
knows
the
codes.
She
knows
the
billing.
L
She
knows
more
about
this
stuff
and
then
probably
everybody
in
this
room
combined-
and
she
has
to
this
point-
which
I
guess
would
be
about
a
year
and
a
half
has
reduced
the
amount
of
money
we
would
have
paid.
Another
hundred
and
sixty
thousand
dollars
plus
so
take
that
number
that
you
just
saw
and
increase
that
number
by
not
not
the
full
one
hundred
and
sixty
because
part
of
that
was
in
eighteen,
but
every
bill
we
get.
L
She
goes
through
and
she's
on
the
phone
and
I'm
sure
that
these
medical
people
probably
don't
like
her
very
much
because
she
knows
what
she's
talking
about
and
she
goes
in
and
tells
them
this
isn't
right.
This
isn't
coded
right
this
this
this
and
I
mean
she's
worth
your
weight
in
gold
as
far
as
saving
us
money.
So
thank
you.
Bones.
A
H
You
I
share
a
great
job
on
that
I
work
in
health
care
and
we
actually
have
in
my
company
some
of
that.
Does
that
and
there's
someone
like
that,
it's
worth
their
weight
and
go
off
how
you
can
go
back
in
the
current
facility.
I'm
working
with
we've
done
it
in
the
amount
of
the
same
process
and
it's
amazing
the
amount
of
money
you
can
find
with
billing
now
not
capturing
the
charges.
It's
astonishing.
How
much
you
can
find
it.
L
Really
is,
and
she
like
I
said
she
goes
over
over
every
bill.
We
have,
and
you
know
she
she
reduces
bills
by
and
especially
when
somebody's
in
in
patient
in
the
hospital.
Those
are
where
your
charges
get
coded
wrong
or
whatever,
and
you
know
she
is
all
over
it
and
again
it's
such
a
benefit
for
for
the
entire
county.
So
we're
very
pleased
with
what
she's
doing.
L
So,
as
most
everybody
knows,
we
are
on
December
1st
we
will,
we
will
be,
will
have
animal
control
under
our
department
and
we
have
requested
an
audit
that
I
know.
Jake
is
working
on
I,
don't
know
where
that's
ad
I
know
that
there's
some
legal
things
that
he's
waiting
on
but
I
I,
I
guess
from
a
and
again.
Nobody
is
up
here
saying
that
there
are
any
anything
wrong
with
anything
going
on,
but
before
we
take
over
a
department
we
want
to
make
sure
that
that
the
numbers
are
right
and
and
I
will.
L
You
know
I
and
I
do
that
just
as
kind
of
a
cya
I
don't
want
it
coming
back
a
month
later
saying:
oh
hey!
These
numbers
are
off
for
whatever
reason
and
as
I
said,
we
have
no
reason
to
think
that
there's
anything
wrong
with
it,
but
I
would
expect
whoever
it
takes
over
for
me
whatever
time.
That
would
be
that
they
would
do
the
same
thing
because
they
don't
want
to
get
blamed
for
something
that
I
did
so
I.
H
H
You
mr.
chairman
I
have
a
question
because
again
I
agree
with
you
as
we
transition.
If
there
were
any
issues
before
hand,
we
need
to
know
now.
Yeah
I
am
under
the
understanding
that
the
treasurer's
office
hasn't
signed
off
on
certain
aspects
of
this
budget
or
decide
them
and
I.
Maybe
Nick
can
elaborate
some
more
cash
deposits
over
the
last
two
years.
Do
we
need
to
go
back
and
find
out
why
things
aren't
mess?
Aren't
mansion
and
I?
J
We
hadn't
signed
off
over
the
last
two
years
because
finding
transactions
were
late
being
reported
to
my
office.
I
would
like
to
say
that
I'm,
absolutely
a
hundred
percent
lockstep
with
the
sheriff
I
think
that
everybody
who
takes
on
a
department
and
I
wish
it
would
have
been
this
way
when
I
started.
We
all
start
with
a
blank
slate
and
a
zero
balance.
I
think
that's
I,
think
that
makes
sense
today
for
the
county
as
well
so
and.
H
H
J
H
J
To
go
into
I'm,
not
taking
responsibility
for
anything
that
was
forced,
balanced
before
I
got
here
and
when
everything
else
is
reconciled
in
a
30
day.
Schedule
I'm
not
going
to
give
the
treasurer's
good
housekeeping
seal
for
something
that
comes
in
70
days
after
the
fact
and
is
running
behind.
So
that's
all
I
can
get.
K
D
D
A
G
Well,
good
morning,
good
morning,
so
as
as
far
as
the
internal
audit
of
fun,
six
eight
zero
goes.
We
are
finishing
up
some
items
with
that
audit.
Yet,
as
the
sheriff
alluded
to,
there
are
some
legal
questions
that
we
have
part
of,
which
is
a
jurisdictional
question
relative
to
you
cannot
call
it
a
transition
audit,
the
bill
that
would
have
empowered
the
county
auditor
to
be
the
person
to
conduct
those
audits
failed
last,
some
spring
session
in
the
General
Assembly.
G
So
the
current
legislation
for
transitional
audit
empowers
external
auditors
to
perform
that
task
and
that
Duty,
so
we're
looking
for
clarification
from
the
state's
attorney
in
terms
of
can
we
use
other
statutory
provisions
to
justify
our
jurisdiction
over
this
particular
process,
because
in
accounting,
there's
what's
called
substance
over
form
and
the
form
of
the
audit
is
one
thing.
The
substance
of
the
audit
is
another,
and
so
we
want
to
make
sure
that
we're
compliant
appropriately.
G
As
far
as
some
of
the
things
I
can
talk
about
that
as
it
relates
to
the
the
cash
balances
specifically
the
fund.
Six.
Eight
zero
shares
a
cash
account
with
fund
three
three
zero,
and
so
we
have
to
ensure
that
what
is
allocated
to
each
fund
is
correct,
and
so
there
was
a
little
more
work
involved
in
this
audit
than
we
had
initially
anticipated.
So
you
may
hear
the
term
the
101
four
three,
that
is,
the
general
ledger:
cash
account
for
both
of
those
funds.
H
G
That's
not
correct.
This
is
specifically
for
a
transition
audit,
as
defined
by
the
statute
and
I've
inquired
of
the
state's
attorney
and
I
see.
Nancy
just
came
in
that
language
is
the
issue
and
that
creates
a
jurisdictional
conflict.
Part
of
our
audit
procedures
is
to
ensure
that
we
appropriately
understand
the
statutory
construction
and
the
conceptual
framework
of
our
jurisdiction,
as
well
as
the
requirements
for
a
given
fund.
D
Many
years
he
was
a
good
one,
too
yeah
all
right.
So
the
the
problem
here
lies
of
the
jurisdiction
of
the
process,
not
the
process,
and
when
it's
in
itself
is
that
when
I'm
and
I'm
understanding
it's
it's
a
definition
term
is
what's
holding
us.
What's
holding
us
back
to
whether
the
sheriff
walks
into
this
one
with
a
clean
book
or
or
not,
I
mean
you've
pretty
much
done
the
work
right.
So
you
can
give
us
a
finding.
If
we
ask
you
like,
is
it?
D
Is
it
good
or
it's
not
good
I
mean
that's
really
where
we're
at
here
I
could
care
less.
What
the
definition
is.
Truly
I
mean
I,
you
know,
December
1st
is
Sunday
mm-hmm,
you
know
and
that's
when
the
sheriff's
gonna
take
over
so
I
I'm,
just
I
just
would
like
to
see
it
done
by
Sunday
without
a
you
know,
Webster
dictionary
to
help
us
out
with
it.
You
know
I
want
I,
want
you
to
if
you've
done
it,
and
you
know
I
mean
that's
really
what
we
want
to
know
as
a
board.
G
So
there
there
are
a
few
things
most
of
the
work
has
been
completed.
What
I
can
say
is
as
far
as
the
cash
goes.
We
do
have
a
number
that
is
based
on
both
the
audit
and
the
trial
balance
as
of
11:30
2018,
12:1
2018,
and
we
have
reconciled
cash
through
a
1031
2019.
So
what
you
have
here,
one
is
a
timing
issue
as
well,
which
the
sheriff
and
I
talked
about
this
as
well.
G
Is
that
we're
only
going
to
be
able
to
provide
up
until
October
31st
of
this
current
year
right
because,
obviously,
November
isn't
completed
and
there
no
way
we
can
bring
it
all
the
way
up
to
the
fiscal
year
before
12:1.
So
we
can
as
long
as
we
don't
have
legal
conflicts
where
we're
putting
ourselves
in
a
situation
where
we're
we're
all
timing
on
something
we
don't
have
the
authority
to
do
so,
we
can
provide.
G
We
haven't
seen
anything
significant
right,
we've
seen
part
of
the
problem
is
with
those
two
funds
sharing
that
cash
account
and
one
having
not
been
reconciled.
You
have
no
way
of
knowing
if
the
other
is
truly
reconciled.
So
that's
one.
That's
not
a
function
of
our
office,
but
that
is
a
finding
the
timeliness
in
which
those
activities
come
from
the
Animal
Control
Department.
G
That's
another
issue
that
we're
finding
that
impacts
this
stuff,
so
to
the
extent
that
there
is
any
defalcation
or
theft
or
anything
like
that,
we
haven't
seen
any
of
that
to
the
extent
that
there
may
be
incomplete
information,
and
thus
things
may
not
be
accurately
reflected.
We
have
seen
that
okay.
D
So,
with
emotion
by
this
committee
help
you
finish
that
job
up
until
even
with
the
sheriff
taking
over
on
12
1,
getting
the
books
from
you
know,
11
18,
19
or
let
11:30
19.
You
know
taken
forward
so
that
you
can
make
sure
that
you've
got
all
that
stuff
covered
and
maybe
report
it
back
next
month.
Well,.
G
G
So
that's
why
we
cut
it
off
at
10:31
2019
and
then,
hopefully,
once
we
give
the
treasurer
a
good
number
that
we
and
there's
going
to
be
so
not
to
get
into
the
weeds,
but
especially
with
cash,
there
will
be
a
decision
that
has
to
be
made
by
someone
to
say
everything
prior
to
this
date,
we're
basically
saying
we're
disclaiming
and
we're
starting
with
X
amount
on
X
date.
Okay,
now
I
will
say
the
good
news
is
the
bank
actually
reflects
more
cash
than
what
our
books
show.
So
there's
that.
G
A
E
N
Concern
I
have,
as
the
statute
does
say,
that
mr.
Lee
I'm
sure
kind
of
cited
is
transitional
on
it.
Well,
it's
not
necessarily
been
called
a
transitional
audit.
It's
kind
of
viewed
that
way,
because
it's
as
the
future,
you
know,
Department
official
who's
taken
it
over
is
asked
that
at
the
time
it's
being
transferred,
he
wants
justice.
So
that's
kind
of
why
it's
you
know
if
it
looks
like
a
duck.
Quacks
like
a
duck,
so
it's
a
transition.
Audit
and
the
statute
does
say
funds
managed
by
count
and
keep
in
mind.
N
This
is
gonna
change,
January,
1st
of
2020.
So
if
you
asked
me
this
question
after
New
Year's,
my
answer
might
be
different,
but
at
this
time
it
says
funds
managed
by
county
officials.
In
addition
to
any
other
audit
required
by
this
division,
the
county
board
shall
cause
an
audit
to
be
made
of
all
funds
and
accounts
under
the
management
or
control
of
a
county
official
as
soon
as
possible
after
such
official
leaves
office.
For
any
reason,
the
audit
shall
be
filed
with
the
county
board
not
later
than
180
days
after
the
official
leaves
office.
N
The
audit
shall
be
conducted
and
the
audit
report
shall
be
prepared
and
filed
with
the
chairman
of
the
County
Board
by
a
person
lawfully
qualified
to
practice
public
accounting
as
regulated
by,
and
then
they
state
the
portion
of
the
statute
that
regulates
that.
So
you
can
decide
what
you
want
to
do.
I
am
just
letting
you
know
what
the
statute
has
said.
N
E
A
N
That
may
be
how
you
want
to
handle
it
if
this
is
just
a
situation
where
your
county
auditor
is
auditing
funds
that
are
being
held
by
the
treasurer,
which
is
part
of
his
responsibilities
and
duties.
If
there's
irregularly
regularities
do
pop
up
and
it
causes
some
sort
of
concern,
then
you
may
want
to
look
into
that.
If
this
is
just
simply
the
County
auditors,
auditing,
your
you
know,
funds
held
in
the
Treasury,
but
I
officials.
N
You
know
when
he's
looking
at
them
to
see
what's
going
on,
which
kind
of
has
been
triggered
by
the
fact
that
the
treasurer
hasn't
been
wanting
to
certify
the
accounts.
You
know
that
would
be
a
sign
of
something
you
would
want
your
honor
to
look
into,
and
that's
what
he's
doing
so
once
you
can
bring
those
concerns
to
the
county
board,
then
it's
your,
but
it's
your
purview
to
order
the
transitional
audit.
You
know
you're
the
ones
that
have
to
decide
to
have
it
done.
A
E
A
A
A
Is
there
a
second
to
that
motion
that,
mr.
to
see
Royce
efening
that
any
discussion
on
mr.
Kissinger
is
a
motion?
You
all
understand
it
I've
seen
head
nods,
so
we'll
assume
that
you
do
you
don't
have
any
questions
all
in
favor
of
the
motion
say:
aye
aye
opposed,
nay
motion
carries.
Thank
you.
Thank
you.
A
A
B
G
A
G
G
Of
technical
items,
I
have
opened
up
with
us,
and
I
would
like
to
introduce
them.
Mr.
Jim
Lee
here
who's
a
CPA
by
training
and
works.
This
platform
and
I'm
gonna
slide
over
a
little
and
works
the
platform.
It's
a
I
learned
about
this
company
when
I
was
at
a
conference
in
2008
and
excuse
me
2018
in
st.
G
Louis
and
our
state,
treasurer
Peoria,
County,
Kane
County,
just
to
name
a
few
in
Illinois
who
used
his
platform
to
increase
transparency
and
financial
intent
of
county
and
municipal
governments
across
the
state
to
constituents
and
I
really
wanted
to
propose
this
to
the
board.
And
let
you
look
at
this
this
platform
as
possibly
something
we
could
use
to
enhance
our
transparency
and
efficiency.
So.
O
Thank
you,
Jake
Thank
You
committee
finance
committee
and
thank
you
board
for
having
me
and
opened
up
here.
I
really
appreciate
the
time.
Here
again.
My
name
is
Jim
Lee
I'm,
the
director
of
solutions
engineering.
Our
company
is
actually
based
out
of
California,
but
I
am
myself
Matt
Cahill's
in
the
back,
we're
actually
out
of
Chicago
office.
O
So
we
have
a
pretty
big
office
in
Chicago
here,
locally
and
I'm
here
to
present
to
you
our
open
gov
budgeting,
a
performance
solution
for
governments,
so
I
have
a
couple
of
slides
to
go
through
and
then
we'll
get
into
the
product
demonstration
I
have
about
20
minutes.
To
present
this
to
you
guys
and
absolutely
if
you
have
questions,
please
ask
what
you
understand
from
Kankakee
County
Illinois.
O
We
pull
in
data
from
multiple
disparate
sources
into
our
platform,
and
then
we
allow
governments
to
budget
and
plan,
look
at
operational
performance
and
do
citizen
engagement
and
reporting
analysis
around
it,
and
this
is
what
I
will
walk
you
through
from
an
application
perspective.
Our
market
is
only
government,
so
we
have
about
twenty
six
hundred
plus
governments
that
are
actually
working
our
platform
across
different
sizes
in
terms
of
governments,
but
the
real
value
and
benefit
did
they
get
across.
The
application
is
really
this.
O
So
when
we
look
at
open
gov
from
a
application
perspective,
this
is
what
we
find
all
governments
generally
go
through,
starting
from
the
left
going
around
to
the
circle
here.
If
you
look
at
it,
they
create
plans
as
they
create
the
plan.
They
go
through
the
strategic
planning
process,
there's
open,
Town,
Hall,
some
key
stories
and
so
forth.
They
developed
a
budget.
They
look
at
budget
from
a
collaborative
perspective.
They
adopt
a
budget,
then
there's
some
historical
reporting
against
budget
and
and
an
actual
data.
O
There's
some
performance
reporting
around
that
as
well,
and
then
the
outcome
reports
and
then
and
then
transparency,
engaging
stakeholders
and
the
cycle
starts
all
over
again.
This
is
exactly
what
open
gov
is
designed
to
do
and
help
you
guys
in
Kankakee
County,
become
more
efficient,
effective
in
terms
of
the
way
you
budget
in
terms
of
the
information
that
you
collect
and
how
you
can
engage
your
citizens
with
that
data
as
well.
O
So
a
couple
of
other
slides
to
go
through
if
we
look
at
the
first
requirement
or
first
need
improve
information
of
data
sharing
across
organizations
our
system,
it's
really
designed
to
pull
in
all
records
of
data,
whether
it's
financial
and
non-financial
data,
you
can
do
trends,
analysis
and
get
down
to
transaction
level.
Detail
as
well
and
I
will
actually
show
you.
This
is
part
of
demonstration.
When
we
look
at
transparency,
public
communications,
we
can
take
that
data
and
then
push
it
out
to
the
citizens.
O
So
they
can
look
at
whether
it's
new
things
that
you're
doing
from
a
pub
Transparency
perspective
telling
the
county
story
in
terms
of
what
you're
doing
with
the
Riverwalk
right.
So
how
can
you
make
that
more
effective
in
terms
of
information
that
you
gather
from
the
citizens,
but
also
relay
that
information
back
to
the
citizens,
about
what
the
benefit
will
be
for
that
citizen?
O
Again,
our
focus
is
only
government
and
our
mission
is
to
really
make
companies
more
efficient
account
of
effective
in
terms
of
the
way
they
budget.
We
have
a
lot
of
counties
about
over
2,000,
plus
customers,
actually
2600
customers
that
you
can
see
some
counties
in
in
this
area,
but
across
major
counties
across
the
United
States,
but
it's
also
municipalities,
cities
and
states
that
we
work
with
as
well.
O
O
This
may
be
a
portal
page
that
your
citizens
can
look
at
so
kind
of
a
transparency
or
a
report.
If
you
will
that
you
can
deliver
out
to
your
citizens,
this
page
is
public
and
open
to
others.
Anybody
to
look
at
you
can
also
make
these
reports
internal
as
well,
so
as
I
go
through.
This
you'll
see
how
you
can
use
the
same
data
for
internal
reporting
as
well
as
external
reporting.
So
in
this
particular
report
it's
a
2018
budget
report.
O
It
shows
me
information
by
revenue
by
Department
there's
a
budgeted
expenses
by
department
as
well,
so
in
this
particular
pie.
Chart
I
can
see
that
there's
24
million
dollars
in
revenues
that
are
coming
across
general
government,
Public,
Safety
and
core
services
and
expenses
that
are
being
spent
at
24
million
for
Public,
Safety,
general
and
other
services
as
well.
O
If
I
scroll
down,
there's
actually
narratives-
and
this
is
a
key
piece-
what
we
do
from
a
reporting
perspective
or
transparency
perspective,
because
you
as
the
county
can
can
put
your
own
story
around
the
data
that
you're
presenting
to
your
citizens
so
hey.
What's
the
benefit
of
this
particular
what's
happening
with
from
an
expense
perspective?
O
O
So
here
across
my
different
time
periods,
here's
my
operating
expenses
as
I
hover
across
this
you
can
see
the
dollar
amounts
in
terms
of
where
the
dollars
being
spent-
and
this
is
live
at
the
moment-
that
the
data
is
in
the
system
and
then
as
I
scroll
down
further.
You
may
section
it
up
up
sectioned
off
by
different
departments:
Public
Safety,
general
government
court
services
and
then
even
further
down.
O
So
as
we
go
through
this
data
set,
if
I
look
at
my
expenses
by
department
as
I
was
listening
back
there,
you
kind
of
see
there's
some
questions
about
hey,
what's
happening
with
our
expenses
and
so
forth,
and
so
the
power
of
the
application
is
really
the
ability
to
kind
of
drill
further
into
that
data.
So
if
I
click
on
that
particular
report
or
that
chart,
it
takes
me
to
the
report
that
was
actually
used
to
build
that
particular
graph.
That
shows
me
my
expenses
across
different
departments.
O
So
in
this
particular
report
this
is
showing
me
my
Kankakee
annual
report.
I
can
see
the
departments
by
public
safety,
general
government,
core
services
and
then
down
below
is
a
trend
that
shows
me
my
historical
spent
and
then
further
down
below
is
a
table
of
data
that
actually
shows
me
the
data
that
was
used
to
grab
that
I
can
drill
further
into
this
by
clicking
on
any
of
these
numbers.
So
if
I
click
on,
let's
say
Public
Safety,
it
takes
me
into
the
departments
that
make
up
public
safety.
O
Things
like
corrections,
share
police
dispatch,
coroner's
and
so
forth
right.
So
these
are
the
numbers
that
make
up
Public,
Safety
and
so
allows
me
as
a
user,
to
get
deeper
into
this
data
set
to
do
some
additional
analysis
and
the
table
below
will
follow
that
that
path.
Our
design
is
really
to
make
this
easy
for
the
users
to
look
at
the
data,
but
it's
also
designed
to
make
it
very
easy
for
the
person
building
these
reports
to
create
this.
It's
our
that.
Why
opened
up
in
terms
of
government?
O
We,
our
mission
is
to
bring
technology
cutting-edge
technology,
to
governments,
to
make
it
easy
for
them
and
why
why
shouldn't
government
take
advantage
of
the
technology?
That's
out
there,
and
so
our
mission
and
our
CEO
is
super
passionate
about
this,
which
is
hey.
Let's
make
this
super
easy
for
users
to
build
these
reports,
but
really
easy
to
for
users
to
use
the
data,
but
really
about
making
actionable
decisions
based
on
the
data
set
that
you
get.
O
It's
not
just
financial
data,
but
it's
also
operational
data,
as
you
saw
citizen,
theater
census
data
and
so
forth,
to
pull
all
that
in
and
then
make
decisions
off
of
that.
So
why
not
have
technology
to
governments,
and
so
that
is
our
mission.
We
only
work
with
governments
and
I'm
passionate
about
this,
but
we
only
work
with
governments,
because
we
want
to
bring
that
type
of
technology
to
government
and
so
just
to
give
you
a
flavor
for
some
of
these
reports.
O
If
I
look
at
this
report,
there's
some
other
reviews
here,
so
things
like
public
safety,
as
we
were
talking
to
back.
We
saw
this
medical
bill
with
the
questions.
Let
me
just
click
on
this,
so
this
shows
me
in
medical
billing
data
and
so
the
weight
by
Corrections
right,
so
I
can
see
historically
what's
happening
with
the
medical
billing
so
very
easy
to
create,
and
then,
if
I
look
at
the
filters,
it's
solely
as
a
user
I
can
drill
into
this
data.
O
I'm
looking
at
in
this
case,
Corrections
data
medical
billing,
if
I
wanted
to
look
at
by
by
expense
type,
I,
can
go
and
look
at
it,
but
expense
type,
maybe
by
funding
sources
and
so
forth.
So
allows
you
to
select
different
levels
of
data
and
be
able
to
look
at
the
trends
and
then
see
it
by
different
cuts
of
data,
whether
it's
department
or
expenses
and
so
forth.
O
But
we
saw
that
external
reporting
if
I
come
back
to
my
report,
there's
all
a
little
internal
reporting
that
you
can
do
as
well.
So
we
take
this
data
and
put
it
into
kind
of
a
dashboard
format.
So
here's
another
way
to
look
at
that
same
data
set,
but
making
it
very
easy
for
the
executives
anyone
else
within
indeed
within
the
county,
to
look
at
this.
Here's
a
commissioners
dashboard.
O
So
if
I
look
at
this
particular
dashboard,
it
takes
me
to
all
the
relevant
metrics
that
the
Commissioner
may
be
interested
or
this
board
may
be
interested
in
so
things
like
countywide
sales,
tax
rates,
so
Connie
white
sales,
Connie
white
versus
County
sales,
tax
expenses
by
department
court
costs
by
expense
types.
So
these
are
all
data.
That's
in
the
reports
that
we
saw
earlier
surface
that
to
these
these
metrics
and
dashboards.
O
So
that's
the
kind
of
decisions
that
you
would
make
based
on
the
data
that
you
see
here
and
the
trends
that
you
have
and
then
we
can
again
marry
that
up
with
any
type
of
data,
whether
it's
financial
data
or
operational
data.
So,
for
example,
let
me
show
you
a
bigger
as
if
I
look
at,
if
I
look
at
this
side
I'm,
so
the
wealth
of
what
you
can
do
here
is
pretty
remarkable.
So
if
I
look
at
this
particular
set
of
dashboards,
it's
not
just
county
executive
dashboards,
but
utility
sheriff's
financial
administration
judges.
O
O
The
core
of
this
application
is
really
the
budgeting
side,
and
so,
if
I
look
at
the
application
from
a
budgeting
perspective,
the
application
is
really
designed
to
collect
budget
data
as
well.
So
it's
not
just
operational
data
but
operational
data.
That's
needed
to
do
better
budgeting,
so
within
the
application.
If
we
look
at
this
particular
screen,
we're
now
looking
at
budget
and
different
proposals,
you
can
have
as
many
different
budgets
as
you
like
and
so
forth,
but
let
me
just
kind
of
drill
into
one
of
them
public-safety.
O
So
as
we
look
at
the
metrics
in
terms
of
Public
Safety,
hey,
we
need
to
hire
more
officers.
Maybe
crime
is
high
or
whatever
it
may
be.
We're
looking
to
or
overtime
spending
is
high.
We're
looking
to
you
know
relieve
that
overtime
pressure,
and
so
we
can
come
into
the
budgeting
side
and
look
at
the
budgeting
templates
and
then
go
into
the
expense
side
and
start
to
budget
for
that.
So
here's
my
sheriff
9-1-1
cause
and
then
the
level
of
detail
that
we
want
to
collect.
O
O
Part
of
budgeting
is
also
Workforce,
Planning
right,
so
position
planning.
So
that's
a
big
part
of
the
application
or
a
budding
perspectives.
You
can
have
multiple
workforce
plans
and
then
look
at
by
individual
positions
and
see
what
we
are
paying
by
position
and
then,
if
you,
you
can
kind
of
see
the
different
costs
that
are
projected
within
the
application,
and
this
is
all
kind
of
built
within
the
system
to
allow
you
to
do
better
budgeting.
O
And
then,
lastly,
if
I
come
back
to
the
reporting,
let
me
just
show
you
a
couple
of
examples:
Steuben
County,
they're,
similar
size
to
you
guys
in
terms
of
budget
and
so
they've
took
in
all
the
budget
data
that
they
collected
and
put
it
out
there
publicly
for
others
to
see.
So,
if
you
look
at
this
here's
a
budget
message
summary,
you
can
see
information
by
the
county
manager,
the
executive,
summary
budget,
total
budget,
so
they
put
all
of
this
online
again.
O
Let
me
make
that
a
little
bit
bigger
apologize
kind
of
see
that
so
you
kind
of
see
the
information
that
they
put
online
and
then
the
narrative
that
they
have
as
well
right,
so
they're
putting
their
narrative
and
and
their
explanation
about
the
budget
data.
So
when
citizens
are
looking
at
this
they're
not
misinterpreting
that
data,
and
then
you
can
kind
of
see
things
like
budget
comparisons
by
category
and
so
forth.
But
it's
not
just
budget
data,
but
I
mean
the
the
platform
is
very
robust
and
very
flexible.
O
So
one
of
the
things
that
you
guys
are
looking
to
do
is
hey
the
Riverwalk,
where
how
do
we
attract
more
people
within
the
liberal
Rock?
And
what
do
we
have
to
do
there?
And
so
one
of
the
cities
that
we
have
city
of
Olympia
did
some
something
similar,
so
they
put
online
the
walkability
of
their
city
right.
So
here
things
like
hey,
here's,
the
information
that's
out
to
the
citizens
in
terms
of
priority
number
of
streets
that
have
been
completed
in
terms
of
straw.
O
Like
things
like
farm
to
restaurants
or
software,
you
know
those
are
things
like
that
people
would
love
to
see
kind
of
know
that
you
guys
are
doing
that
kind
of
stuff
out
here
and
I
put
that
out
there
to
attract
people
into
this
County.
And
so,
if
I
look
at
another
one
Minneapolis
right,
so
they've
actually
taken
a
similar
approach,
but
they
also
have
all
your
capital
projects
online
as
well
so
City
up
in
Minneapolis.
O
Should
there
be
a
recreational
marijuana,
so
this
in
California
a
little
bit
different
from
the
Midwest
I,
think
you
kind
of
see
allowed
not
allowed
and
so
for
the
citizens
are
actually
going
out
there
and
actually
participating
in
this
and
then
so.
Based
on
this
information,
you
know
they
can
do
better
budgeting
around
it
and
then
kind
of
plan.
Better
for
for
the
city,
all
right,
so
that's
my
presentation.
Let
me
just
go
back
to
you
just
to
find
the
clinton
finish.
O
This
slop
I
just
wanted
to
kind
of
present
this
to
you
guys,
I'm,
just
going
to
show
you
I
mean
our
only
focus
is
government.
Our
mission
is
to
make
government's
more
efficient
effective
if
we
want
to
bring
modern
technology
to
government,
make
it
easy
for
for
government
to
build
us
and
use
it
as
well
as
a
citizen.
We
are
leader
in
this
space
as
well.
Mono
County,
California,
actually
saved
two
million
dollars
using
our
application
was
able
to
reallocate
budget
dollars
elsewhere.
Let
me
think
about
that.
O
So,
if
you
think
about
hey
we're
looking
for
revenue
dollars,
why
not
look
at
being
more
efficient
and
effective
in
terms
of
the
way
you
operate
using
information
and
then
reallocate
dollars
that
way?
Here's
another
Ravalli
County
right
customers,
the
modern
budgeting
system.
They
were
able
to
save
seventy
thousand
dollars
by
not
hiring
same
thing
happened
in
Union,
County,
actually
actually
out
in
Ohio.
They
recently
approached
our
application.
They
had
a
head
count,
but
they
decided
not
to
hire
because
the
technology
itself
can
help
them
become
more
efficient,
effective.
O
Why
open
gov,
honestly
kind
of
leader
budget
performance
in
this
space,
innovative
innovation
in
terms
of
technology
brought
to
our
government
customers,
purpose-built
for
government
in
terms
of
the
we?
We
we
work
local
partnership
here
in
Chicago
and
Illinois,
as
well
kind
of
modern
technology
again
and
over
200,
plus
governments
and
staff
and
experience.
So
all
the
folks
within
the
open,
gov
premier,
most
of
the
folks
that
are
the
counters
or
finance
or
have
done
but
have
worked
in
government
and
over
200
years.
H
O
So
I
mean
so
the
cost
couple
of
things,
one
we
don't
charge
by
user,
it's
actually
unlimited
user
and
probably
because
hey
we
want
to
expose
them.
You
want
to
put
that
data
out
there
too
citizen.
So
we
can't
collect
that
information,
but
also
the
other
things
we
don't
charge
in
terms
of
hardware
or
storage,
it's
based
on
budget
size,
but
it's
also
based
on
the
components
that
you
want
so
arranged
with.
Given
your
budget
size
would
be
somewhere
around
twenty-five
thousand
to
forty
five
thousand
a
year.
Sure.
D
Thank
You
mr.
chairman,
mr.
Lee,
thanks
for
the
presentation,
I've
I've
been
to
a
lot
of
national
conventions
and
it
seems
that
technology
is
kind
of
surrounding
us,
as
consumers
at
every
angle.
There's
a
lot
of
different
technology.
In
my
experience
in
my
industry,
there's
a
lot
of
Technology
new
technology
out
there.
So
I
have
a
few
questions
for
you
who
inputs
the
data
that
would
be
on
your
platform.
D
D
Okay,
all
right
because
that
you
know
in
a
lot
of
your
users,
I
see
it
looked
like
they
had
a
lot
more
money
than
we
do
so
that
would
add
to
our
employees
daily
workload
and
we've
kind
of
stretched
that
out
it
I
mean
you
heard
some
good
news
today
in
this
Finance
Committee.
It
hasn't
always
been
that
good
all
right,
we've
we've
had
to
cut
and
cut
and
cut.
So
that
was
one
of
my
questions
now
how
long?
D
How
long
does
you
know
you?
Is
it
an
annual
cost
and
is
it
an
initial
cost
or
is
it
a
subscription
because
I've
got
technology
that
I
have
to
have
in
my
industry
that
it's
a
subscription
and
every
year
we
have
an
annual
fee
that
has
to
be,
and
then
they
up
the
annual
fee
and
I
really
don't
I'm
at
the
mercy
of
that
now
because
of
the
technology.
O
It
is
a
subscription
cost
okay
and
then
there
is
probably
a
one-time
cost
to
do
to
implement
integration.
So,
going
back
to
the
question
about
data
data
input
on
the
budgeting
side,
the
budget
holders
will
input,
but
when
we
look
at
historical
data
we
actually
pull
and
do
integration,
so
in
other
words,
that
feed
from
your
source
system
into
our
application
is
automatic
and
it
happens
based
on
and
when
you
guys
want
to
pull
that
data
in
it
could
be
on
a
daily
basis,
weekly
basis
or
monthly
basis.
O
So
the
information
that
you
have
is
as
current
as
the
time
it's
there
going
back
to
cost.
It
is
a
subscription
cost
and
annual
subscription
cost
and
there's
typically,
a
one-time
cost
to
setup
and
implement
making
sure
that
the
structure
and
the
reports
that
you
want
and
need
are
there,
and
we
help
you
with
that.
So.
D
D
Annually,
okay,
all
right
so
in
and
just
like
our
budget,
it's
a
living
document,
so
this
is
kind
of
a
living
website,
kind
of
absolutely
right
or
the
thing
it's
evolving.
It
inputs
you
input
a
daily
and
think
numbers
change
with
different
departments,
so
they
would
input
that
daily.
So
that
and
that's
where
my
mind
is
going,
it
is
who-who
inputs,
the
data
yeah
and
do
do
we
get
a
benefit
from
the
users
that
see
that
data
to
be
cost
effective
for
the
cost
of
the
data.
D
You
know
what
I
mean:
that's
what
that's
where
I'm!
That's,
where
my
mind
is
at
I,
always
want
to
make
sure
it's
cost
effective
and
and
I
love,
technology
and
I
think
that's
the
way
the
world
but
I'd
like
to
throw
mine,
sometimes
just
because
I'm
I'm,
so
tired
of
it.
You
know,
and
and
not
no
offense
to
you,
sir,
because
I'm,
that's
your
that's
your
industry,
but
I'm,
not
sure
you
know,
we've
got
our
our
meetings
broadcast
here.
D
We're
live
right
now
and
I'm,
not
sure
that
we
have
200
to
300
people
watching
in
our
County
at
the
moment.
So
you
know
what
what
route
are
we
gonna
really
grasp
the
the
end
user,
the
the
voter
to
see
this
data
I'm?
How
many
of
those
people
are
gonna
be
interested
in
that
that's
that's
kind
of
where
I'm
at
mentally?
You
know,
that's
all
my
only
my
questions.
A
H
O
O
So
going
back
to
data
input,
I
just
wanted
to
cut
it.
So
this
architecture
diagram,
if
you
will
that
pulling
data
from
multiple
sources,
that's
an
integration
that
we
helped
and
that's
part
of
the
initial
startup
as
well.
So
we
we
have
done
that
with
about
97
different
data
sources.
We
know
how
to
do
this.
We've
done
this
many
many
times
across
all
different
types
of
governments
and
sizes
as
well,
and
we
have
a
pre-built
packages.
O
It's
really
dependent
on
you
in
terms
of
you
know
what
data,
but
the
analysis
that
you
can
do
and
I
didn't
go
through
all
the
reports.
There's
we're
sitting
here.
Looking
in
the
back,
I
was
able
to
do
the
medical
bill
hanging
the
overtime
budget,
the
actual
reporting
we
actually
created
that
in
the
back,
while
you
guys
were
talking
about
this
and
I,
can
show
you
that
if
you
like,
it's
just
so
literally
minutes
to
do
that
analysis
versus
days
or
weeks.
That
gives
you
more
time
to
do
higher-level
planning
a
strategic
thinking.
O
E
Yeah
one
of
the
things
that
I
look
at
and
looking
at
software
is
the
efficiency
of
the
employee
and
whether
I
can
get
more
done
with
less
employees.
How
do
you
see
this
approaching
the
way
and
you've
got
some
familiarity
with
can't
key
county
in
that
I
saw
this
information.
How
do
you
see
this
helping
us
in
terms
of
our
employees,
working
more
efficiently,
better
work
environment
and
perhaps
holding
employees
rather
than
increasing
the
number
of
employees?
Yeah.
O
That's
exactly
the
story
with
the
Union
County
as
well
like
and
in
Ohio.
They
purchased
it
only
because
if
we
can
make
it
more
efficient
for
who
can
do
more
with
less
people
and
that's
what
we're
finding
across
a
lot
of
governments,
I
mean
because
there
is
definitely
a
need
to
to
kind
of
use
technology
to
do
more
frankly
and
Saudi,
and
a
lot
of
that
and
the
planning
outside
is
really
the
analytics
of
financial
data
and
then
being
able
to
do
kind
of
what-if
scenario.
O
Analysis
which
is
pretty
big
in
terms
of
what
I
find
in
our
government
customers
hey
what
happens
if
I
do
a
one
and
half
tax
incremental
increase
and
what's
the
impact
on
the
budget
data?
From
that
perspective,
what
happens
if
I,
if
there
is
a
major
flood
in
this
area,
in
fact,
and
the
Brassica
Department
respiration,
actually
has
this
flood
alert
using
our
system
to
do
that?
But
what's
the
impact
on
the
budgetary
dollars?
O
O
F
A
K
Thank
you,
Miss
cherry,
a
real,
quick
question.
How
many
of
the
customers
did
you
guys
have
worked
with
have
found
savings?
I
know
you
pointed
to
a
couple
of
them,
but
overall
percentage-wise.
What's
the
percentage
of
government
entities
who
have
been
able
to
find
savings
by
using
this
program,
yeah.
K
O
O
O
He
was
in
the
Army
and
it
came
out
and
it
was
doing
some
looking
for
some
financial
analysis
that
a
city
they
lived
in
and
they
couldn't
really
get
the
data
to
him,
and
so
that's
how
the
technology
actually
started,
because
the
the
government
that
he
was
at
you
couldn't
couldn't
really
get
the
financial
did
it
in
time
to
do
the
analysis.
So
so
it
was
kind
of
an
aha
moment
for
I
was
like.
Why
can't
government's
have
the
technology
to
make
it
really
efficient
for
and
so
that's
how
it
started.
O
F
O
A
G
So
I
would
hope
that
the
committee
will
take
this
information,
consider
it
and
and
actually
authorizing
the
County
Board
Chairman,
to
sign
an
agreement
with
these
folks,
which
would
be
a
financial
decision.
Obviously
so
so
that's
what
I
would
hope
would
happen,
because
I
think
that
this
platform
will
help
us
in
so
many
areas,
specifically
with
reporting
that
will
start
seeing
some
of
the
ROI
in
terms
of
what
individuals
who
currently
exist
in
government
are
able
to
do,
because
technology
frees
them
up.
A
I
Just
give
you
a
little
history
with
GPS
in
regards
as
it
relates
to
juveniles
we
had
it
years
ago.
It
went
away
with
the
budget
cuts
around.
Oh
nine
ish
2010,
we've
done
without
it.
We
have
realized.
We
have
gaps
in
our
supervision
of
individuals
on
home
confinement.
We
have
individuals
out
during
the
day
and
at
night
weekends
and
holidays,
but
obviously
there's
not
there
24/7,
but
then
recent
events,
specifically
in
the
city
of
individuals
be
are
possibly
individuals
being
on
home
detention
involved
with
shootings
and
things
like
that.
I
I
I
That's
happened
so,
but
the
60
months
is
just
an
estimate
of
I.
Think
that's
somewhat
a
little
high
I,
don't
think
we'll
have
will
have
that
much.
You
know
it
speaking
with
mr.
roe
about
this.
It's
individuals
for
GPS
juveniles
for
GPS
is
going
to
be
a
very
specific
category
of
offenses.
It's
just
not
going
to
be
a
broad
you
violated
home,
ditch
and
now
you're
on
GPS
on
detention.
It's
for
a
specific
offenses
specific
category,
so
I
think
that'll
limit
gay,
keep
it
the
cost
out.
M
A
H
A
H
Gonna
be
flipping
the
bill
for
these
kids
that
are
gonna
be
running
around,
who
have
committed
a
crime
or
done
something
to
be
and
we're
past,
with
funding
them
having
GPS.
Perhaps
the
parents
should
know
realize,
there's
a
cost
that
goes
on
with
what
goes
on
with
their
kids
and
I.
Think
that
would
be
only
proper.
We
may
not
see
a
dime
out
of
it,
but
I
think
the
parent
should
get
an
invoice
at
least
to
see
that
there's
a
cost
for
us
7,
the
and.
I
K
I
D
A
D
You,
mr.
chairman,
mr.
Lathem,
are
we
gonna
be
on
the
hook
for
all
of
this,
or
is
the
City
of
Kankakee
gonna
help
out
with
any
of
these
funds?
Because
that's
a
lot
of
the
with
the
juvenile,
the
the
new
law
about
juvenile
detentions
and
they
have
to
be
released
with,
and
you
know
more
about
that
than
I
do,
but
they
there
have
to
be
released
sooner
than
what
they
were
being
released
on.
Are
they
gonna
help
with
any
of
these
cost?
Chief.
I
A
D
Is
I
thought
in
criminal
justice
you
guys
were
talking
about,
or
mr.
Rowe
mentioned,
that
maybe
some
of
those
kids
that
were
out
there
we're
out
doing
crimes
or
that
it
just
been
released
in
juvenile
detention.
We're
out
doing
crimes
the
very
next
day-
and
he
mentioned
something
about
being
in
the
city
of
kinky.
I
I
You've
already
current
we've
had
this
in
place
for
adults
for
years
no,
except
for
adults,
we
have
you,
know
company,
we
have
everything
in
place,
it's
just
and
we
had
juveniles
before
it's
just
the
the
cost
was
one
of
the
things
we
cut
originally,
and
we
recognized
how
long
before
these,
the
situation
in
city
that
we
had
a
gap
in
our
like
I,
said
how
big
they're
out
checking.
But
you
can't
be
there
24/7,
even
with
GPS.
I
You
still
need
our
people
out
there,
other
compliance
issues,
they're
checking,
who
is
it
what
you're
doing
your
home?
But
what
are
you
doing
there
and
who's
there
and
things
like
that,
so
they
work
together.
But
getting
back
to
your
point,
yes
he's
off
for
that
I,
don't
know
how
that
necessarily
would
work
and
city
paying
for
a
few
here
and
there
I
don't
know,
but
and.
F
I
B
A
A
M
A
A
M
P
Thank
You
mr.
chair
and
I
think
that
mr.
C
Royce
covered
this
potentially
in
his
in
his
motion.
But
what
we're
requesting
here
is
just
an
authorization
for
the
chairman
to
expand
no
greater
than
$30,000
on
the
agreement
between
Hitchcock
design
for
the
work
done
with
the
enterprise
zone,
funds
for
the
enterprise
zone
within
the
jurisdiction.
P
So
that
way,
if
it
changes
$1,000,
we
don't
have
to
come
back
to
the
board
each
time
I
mean
this
is
enterprise
zone
funds
that
that
enterprise
zone
body
which
chairman
wheeler
is
part
of
I,
have
decided
her
an
appropriate
expenditure.
The
city
will
be
spending
just
for
ratification
of
the
committee.
P
I
just
want
to
clarify
with
this
that
what
we're
requesting
now
is
a
motion
from
from
finance
or
action
to
to
allow
the
chairman
to
you
know,
expend
the
you
know
the
funds
up
to
30,000,
or
so.
If
there's
an
amendment
to
that
agreement,
which
it
was
initially
11,900,
we
would
have
mended
up
to
230,
which
is
that
that
number.
A
B
A
N
Really
I,
just
you
have
any
questions
about
some
of
the
things
they
do
for
us,
but
yet
we
do
do
it
every
year.
I'm,
it's
a
program!
We
participate
in
I
think
that
price
may
be
one
of
us
a
little
bit.
But
but,
for
example,
we
sometimes
utilize
an
attorney
through
the
appellate
prostitutes
prosecutor
program
to
help
us
with
our
union
issues
he
specialized
in
Union
issues
and
he's
won
some
great
arbitrations
for
us,
but
he's
it's
like
$60
an
hour
which
is
a
big
savings
as
to
what
you
know
we
would
pay.
A
B
D
D
So
I
would
just
like
the
committee
to
review
it
and
if
we
have
any
questions
to
bring
it
back
for
next
month's
finance
meeting
to
ask
the
individual
people
on
the
flowchart
how
they
feel
about
the
flowchart,
but
I
I
think
it's
pretty
self-explanatory
and
it
seems
like
it's
got
the
proper
checks
and
balances
to
where
one
person
will
know
what
the
other
ones
doing
and
another
person
will
know
what
the
other
ones
doing,
which
I
think
is
always
a
good
thing.
In
case
you
miss
one
in
the
middle.
So.