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From YouTube: 3/22/2022 - Legislative Commission's Audit Subcommittee
Description
This is the first meeting of the 2021-2022 Interim. Please see agenda for details.
For agenda and additional meeting information: https://www.leg.state.nv.us/App/Calendar/A/
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C
D
A
Here,
thank
you,
mr
crossman,
a
special
thank
you
to
all
of
the
state
agency
representatives
that
are
participating
in
the
meeting
today,
a
couple
of
important
housekeeping
items
before
we
begin
for
those
individuals
on
zoom,
including
our
legislative
members.
This
chat
feature
is
only
to
be
used
for
communication
with
bps
for
technical
assistance.
It
is
not
to
be
used
for
any
communication
between
members
or
presenters
or
to
ask
any
other
questions
again
only
for
technical
assistance
from
bps
members.
Please
keep
your
cameras
on
throughout
the
committee
meeting.
A
This
will
help
us
ensure
that
we
have
a
forum
for
members
and
presenters.
Please
keep
your
microphone
muted
unless
you
are
speaking,
this
will
help
reduce
on
the
background
noise.
Before
we
begin,
I
would
like
to
remind
everyone,
because
we
are
still
in
a
virtual
setting.
Public
comment
can
be
made
four
different
ways.
We
will
be
taking
public
comments
at
the
beginning
of
the
meeting,
as
well
as
the
last
agenda
item
at
the
end
of
the
meeting.
The
four
different
ways
in
which
the
public
can
participate
in
public
comment
is
by
dialing
in
at
669-900-6833.
A
A
A
A
Audit
is
probably
not
most
people's
favorite
word,
it's
probably
their
least,
but
audits
are
necessary
to
make
sure
government
is
transparent,
accountable
and
constantly
improving.
I
want
to
thank
the
members
who
are
serving
on
this
committee,
the
subcommittee
staff
it
and
bps
who
are
making
this
virtual
meeting
possible
and
a
special
thank
you
to
the
entire
legislative
audit
division,
who
go
out
and
perform
the
audits
that
a
lot
that
allow
our
state
government
to
operate
at
a
higher
level
of
efficiency.
So,
on
behalf
of
this
committee,
we
thank
you
for
your
work,
okay,
committee
members.
D
D
F
Begin,
thank
you
so
much
good
morning
chair.
How
did
you
and
members
of
the
audit
subcommittee
for
the
record?
My
name
is
dave
doyle.
My
public
comment
today
pertains
to
section
5
of
the
agenda
review
of
government
and
private
facilities
for
children.
Currently
I
serve
as
the
nevada
chapter
chair
of
the
family
focused
treatment
association.
The
ffta's
main
goal
is
to
promote
best
practice,
high
quality
standards
and
promote
positive
outcomes
for
therapeutic
foster
for
youth
and
therapeutic
foster
care.
I'm
also
the
director
of
eagle
quest,
one
of
the
agencies
being
reviewed
today.
F
Most
importantly,
I'm
a
dedicated,
foster
parent
in
clark
county
and
have
been
for
the
over
the
last
19
years.
I'm
deeply
invested
in
the
child
welfare
system
throughout
our
state,
and
I
would
greatly
appreciate
you
taking
time
to
hear
my
public
comment.
Over
the
last
10
years,
I've
developed
a
positive
working
relationship
with
our
lcb
reviewers.
While
I
acknowledge
the
last
two
years
have
been
unprecedented
times
for
nevada.
I'd
like
to
put
on
record
that
the
2021
review
or
summary
of
findings
process
being
discussed
today
was
highly
concerning.
F
First
and
foremost,
providers
were
never
given
a
written
report
of
the
findings
on
their
respective
agency,
nor
are
they
given
a
chance
to
respond
in
writing.
When
providers
reached
out
to
the
lcb,
they
were
told.
The
report
was
not
public
information.
I
ask
all
of
you
if
the
intent
of
the
audit
review
is
to
promote
positive
change.
Shouldn't
we
be
sharing
the
written
findings
timely,
so
providers
can
make
the
necessary
changes
and
improvements
to
benefit
the
vulnerable
children
they
serve.
F
A
short
verbal
debriefing
of
general
findings
is
simply
not
enough,
especially
when
the
review
occurred
approximately
14
months
ago.
Another
matter
in
which
I
would
appreciate
your
consideration
would
be
to
change
the
definition
of
facility
which
this
review
utilizes.
Do
we
really
want
non-staffed
foster
homes
with
parents
to
be
looked
at
the
same
as
a
true
facility
such
as
alco,
nytc
or
caliente?
We
may
be
losing
an
incredible
amount
of
resources
and
potential
foster
parents,
because
the
expectations
demands
of
this
review.
F
It
is
important
to
understand
therapeutic
fostered
homes
have
multiple
masters,
while
dcfs
and
dfs
are
understandably
pushing
for
normalcy,
for
their
kids
in
care.
Lcb
is
reviewing
us
on
near
hospital-like
standards.
This
creates
undeniable
confusion
for
the
foster
parent,
who
is
desperately
trying
to
please
both
entities.
Please
note
we
are
not
opposed
to
audits
or
reviews.
We
just
would
appreciate
them
being
more
indicative
of
what
we
do
and
who
we
are,
as
we
are
not
facilities.
Nor
are
our
agencies
licensed
or
fought.
Ignore
our
agency's
license
or
foster
homes
are
just
our
foster.
F
Homes
are
in
addition,
we
are
already
audited
by
dcfs,
dfs,
medicaid,
etc.
Ffta
would
love
to
be
involved
in
revising
the
lcb
review
process,
as
it
pertains
to
therapeutic
foster
care.
My
last
point.
Lastly,
given
the
time
in
which
this
review
was
facilitated
amidst
the
pandemic,
I
would
encourage
everyone
to
offer
providers
a
degree
of
grace.
This
was
an
incredibly
challenging
time
for
all
of
us.
Obviously,
safety
issues
should
not
be
ignored,
nor
should
they
never
be,
but
if
there
was
a
few
missing
signatures
mentioned
in
this
review,
please
be
compassionate
unders
and
understanding.
F
We
were
first
responders
when
few
or
no
other
agencies
were
in
the
field.
We
went
out
to
our
homes
physically,
because
safety
could
not
be
insured.
Virtually
we
were
the
first
responders
in
the
behavioral
health
care
industry
and
I
would
greatly
appreciate
that
being
noted.
Thank
you
so
much.
I
truly
appreciate
your
time
and
consideration.
That
concludes
my
public
comment.
A
Thank
you
so
much
okay
committee
members
that
moves
us
on
to
our
next
agenda
item
agenda.
Item
number
three
selection
of
the
vice
chair
of
the
audit
subcommittee.
I
would
like
to
continue
with
the
tradition
of
this
committee.
The
chair
has
always
been
from
one
house
and
the
vice
chair
from
the
other
house,
and
I
would
like
to
continue
that
through
this
interim
I'm
seeing
that
the
chair
is
from
the
assembly,
I
would
like
to
make
the
recommendation
that
we
nominate
vice
chair
to
be
senator
marilyn
dondero
loop.
A
So
if
the
committee
would
be
okay
with
that,
I
will
take
a
motion
to
approve
chair.
G
Yes,
I
would
thank
you
for
calling
on
me.
I
would
like
to
make
a
motion
that
senator
don
darrell
luke
serves,
as
vice
chair
of
the
legislative
commission's
audit
subcommittee.
A
A
Thank
you
so
much
assemblymember
dickman.
We
have
a
second
from
assemblymember
dickman.
We
can
go
ahead
since
we
are
doing
visual.
Let's
just
go
ahead
and
proceed
with
a
hand
vote.
So
all
those
in
favor,
please
raise
your
hand
for
I
I'm
going
to
go
into
my
grid
view,
so
I
can
see
everyone's
hands
looks
like
the
motion
passes
unanimous.
Well,
I
apologize
before
we
take
the
vote.
A
A
Okay.
Before
we
move
on
to
agenda
item
four,
I
would
like
first
to
consider
a
motion
to
accept
certain
six-month
reports
under
agenda
item.
Seven,
where
the
audit
division
does
not
have
questions
regarding
implementation
of
the
audit
recommendation.
A
B
Thank
you
chair
for
the
record
dan
crossman
legislative
auditor.
At
times,
agencies
are
able
to
fully
implement
all
of
the
audit
recommendations
to
our
satisfaction
before
we
present
the
six-month
reports
to
the
audit
subcommittee
in
these
cases,
then,
as
you
mentioned,
we
we
have
no
further
questions
for
the
agencies.
B
I
will
note
that
in
agenda
item
7b,
which
is
the
six-month
report
on
the
department
of
veterans
services,
our
letter
did
indicate
there
was
one
recommendation
that
was
partially
implemented
but
was
expected
to
be
fully
implemented
this
month
and
we
were
able
to
actually
confirm
full
implementation
yesterday
on
that
item
and
and
therefore
did
not
have
any
questions
for
them.
So
based
on
these
circumstances,
as
you
mentioned
they
may
wish,
the
subcommittee
may
wish
to
accept
the
six-month
reports
and
I'll
just
quickly
run
through
those
items.
B
7A
is
the
public
employees
benefits
program.
Contract
management,
7b
is
the
department
of
veterans
services.
7C
is
the
office
of
the
state
controller
unclaimed
property
program.
7D
is
the
department
of
public
safety
records
and
communications
and
compliance
division,
information,
security,
servers
operating
system
and
database
application.
Software
7e
is
the
public
employees
benefit
probe,
benefits,
program,
information,
security,
operating
system
and
database
application.
Software
and
7f
is
the
department
of
business
and
industry
office
of
the
nevada
attorney
for
injured
workers
and
with
that
I'd
turn
it
back
to
you
chair.
Thank
you.
A
D
B
B
They
will
provide
us
a
status
as
of
that
time,
subsequent
to
that
and
sometimes
passed
at
that
point-
that
was
october
9th
of
2021
when
those
statuses
that
you
see
on
the
front
of
the
letter
but
subsequent
to
that
progress
has
been
made
and-
and
those
have
been
considered
fully
implemented
at
this
time.
Okay,.
A
Thank
you.
Thank
you,
chair
you're,
welcome,
assemblymember,
dickman
and
thank
you,
mr
crossman
and
mr
crossman
field.
Please
feel
free
to
go
directly
through
members
for
all
future
and
and
this
meeting
as
well.
Okay,
members,
any
other
questions
regarding
any
of
the
items
before
us
7a
through
7f.
A
I
don't
see
any
hands
up.
So
if
somebody
would
like
to
make
a
motion
to
approve
the
six-month
report
under
agenda
items,
7a
and
7f,
don't.
A
A
A
So
much
okay,
members
moving
right
along
into
agenda
item
four,
but
before
we
do
I'd
like
to
thank
the
state
representatives
here
from
those
six
agencies
who
are
here
and
ready
to
answer
any
questions
and
you're
more
than
welcome
to
stay
and
watch
us
and
be
a
part
of
the
rest
of
the
meeting.
If
you'd,
like
okay
members,
agenda
item
number
four,
the
presentation
of
the
audit
reports.
A
Mr
crosman,
would
you
like
to
provide
brief
remarks
about
the
audit
process
before
we
begin
diving
into
the
reports.
B
Thank
you,
chair
for
the
record
dan
crossman
legislative
auditor
under
agenda
item
four.
We
do
have
three
performance
audit
reports
today
to
present
these
reports
were
kept
confidential
until
presented
to
the
audit
subcommittee
today,
her
statute,
copies
of
these
reports,
will
be
available
on
our
website
following
meeting
it.
I'd
like
to
thank
my
team,
as
well
as
as
the
state
agencies
that
worked
to
complete
this
work
during
what
can
what
was
definitely
a
unique
and
challenging
and
difficult
period
of
time.
B
We
appreciate
the
cooperation
of
the
agencies
and
working
with
us
as
we
work
to
do
our
job
and
help
them
to
find
ways
to
improve
within
their
agencies
and
with
that
chair
I'll
turn
it
back
to
you
to
introduce
the
first
report
today.
Thank
you.
A
E
Yes,
good
morning,
chair
pottergee
and
committee
members
for
the
record,
my
name
is
eugene
o'leary
audit
supervisor.
I
am
here
today
to
present
the
department
of
corrections
use
of
force
audit,
beginning
with
background
information
on
page
two,
the
department's
total
expenditures
for
fiscal
year
2021
were
about
371
million
dollars.
E
E
Although
the
inmate
population
has
been
in
decline,
the
percentage
of
inmates
with
violent
convictions
has
been
increasing,
exhibit
one
on
page
three
shows
a
five-year
analysis
of
the
inmate
population
and
exhibit
two
shows
a
five-year
analysis
of
the
inmate
population
with
violent
offenses,
the
bottom
of
page
3
notes.
While
the
majority
of
inmates
have
violent
criminal
histories
most
are
not
involved
in
violent
incidents
during
their
incarceration.
E
Our
audit
objective
was
to
evaluate
the
department's
processes
over
use
of
force,
reporting
and
certain
related
activities.
Page
5
begins
the
first
chapter
discussing
our
audit
findings
in
the
middle
of
page
5.
We
know
inmate
grievances,
alleging
excessive
use
of
force
were
not
always
reviewed
or
addressed.
Timely
inmates
must
use
the
grievance
process
to
address
any
tort
or
claim
related
to
their
confinement.
E
Three
of
these
inmates
had
been
paroled
without
their
grievances
being
reviewed.
The
remaining
seven
were
reviewed
untimely,
taking
an
average
of
164
days.
Department
regulation
requires
the
ig's
office
to
complete
the
review
within
90
days
of
referral
on
the
bottom
of
page
six
and
continuing
to
page
seven.
We
know
that
grievances,
alleging
excessive
use
of
force
were
not
efficiently
screened
by
the
institutions
before
referring
to
the
ig's
office.
E
The
middle
of
page
seven
begins
our
discussion
regarding
use
of
force
review
panels.
The
panels
are
necessary
to
determine
if
the
use
of
force
was
justified
and
consistent
with
department
policies,
procedures
and
training.
Our
testing
revealed
the
department
did
not
conduct
a
review
panel
for
nine
of
the
25
use
of
force
incidents.
We
reviewed
additionally
for
10
incidents.
The
department
did
not
complete
the
review
timely.
E
On
average,
it
took
three
months
for
the
completion.
These
reviews
and
one
review
took
13
months.
Department
regulations
require
review
panels
be
completed
within
20
or
45
days,
depending
on
the
severity
of
the
incident
pages
8
through
11
contain
our
analysis
of
100
use
of
forces
incidents
occurring
between
january
1st,
2019
and
march
31st.
2020.
E
exhibit
4
on
the
top
of
page
9
provides
a
breakdown
of
incidents
for
2020.,
the
remainder
of
page
9
breaks
down
the
mental
health
status,
gang
affiliation
and
history
of
institutional
violence
for
the
165
inmates
involved
in
our
100
incidents.
Review
page
10
describes
the
types
of
activities
that
cause
the
use
of
force
incidents.
We
analyzed
the
primary
factor
causing
the
use
of
force
incident
was
inmate
on
inmate
violence
exhibit
5
on
the
top
of
page.
11
provides
a
sample
of
some
of
the
hundred
incidents.
E
E
The
middle
of
page
12
begins
our
discussion
regarding
prospective
correctional
officers.
We
know
prospective
officers
worked
in
the
department's
facilities
without
proper
training
or
supervision.
Continuing
on
page
13,
our
testing
revealed
four
of
20.
Prospective
officers
were
assigned
to
work
posts
alone.
E
E
The
department
discontinued
use
of
prospective
officers
for
direct
inmate
supervision
in
april
2021
on
the
middle
of
page
14
and
continuing
on
page
15.
We
know
department
training
was
not
adequately
tracked.
Furthermore,
the
department
has
not
developed
standardized
training
for
the
restraint
chair.
E
We
reviewed
the
training
files
of
104
officers,
found
no
documentation
of
pregnant
pregnant,
inmate
restraint,
training
for
nine
officers
and
staff.
Additionally,
six
officers
were
issued.
Tasers
one
officer
fired
a
blank
shotgun
round
and
two
officers
used
a
restraint
chair
with
no
evidence.
Their
training
was
up
to
date.
E
Nac
289
prohibits
officers
from
using
weapons
unless
their
training
is
current,
beginning
on
page
15
and
continuing
through
the
top
of
page
17,
we
discussed
the
department's
weapons
administrative
process.
Specifically,
we
note
the
department's
authorized.
Weapons
list
was
not
up
to
date
and
contained
some
obsolete
weapons.
E
We
found
212
of
the
744
weapons
located
at
the
institution's
armories,
were
unauthorized
and
or
obsolete.
An
authorized
weapons
list
is
needed
to
ensure
weapons,
reliability
and
quality,
proper
training
and
for
weapons
tracking.
At
the
bottom
of
page
17,
we
discussed
the
training
provided
at
the
department's
academy,
did
not
align
with
74
pistols
used
at
the
institutions.
E
E
Page
17
begins
our
discussion
on
the
department's
administrative
regulations.
The
department
uses
restraint
shares
at
all
major
institutions,
but
has
not
developed
an
administrative
regulation
governing
their
use.
Additionally,
administrative
regulations
have
not
been
updated
for
recent
legislative
changes
related
to
certain
law
enforcement
practices
and
for
peace
officer.
E
E
Additionally,
data
regarding
use
of
force
review
panels.
Results
was
not
collected,
as
required
by
regulation.
Our
recommendations
for
improving
the
reliability
of
use
of
force
data
are
listed
on
the
bottom
of
page
20.,
page
21.
We
note
the
department
spent
192
000
on
71
body
cameras
supporting
hardware
and
licensing
fees,
but
never
implemented
the
program.
An
additional
26
500
will
be
incurred
annually
for
licensing
fees
unless
the
program
is
terminated.
E
E
A
Thank
you
so
much,
mr
alara
members
of
the
subcommittee.
I
do
know
that
we
have
four
members
of
the
department
of
corrections
with
us
today.
I
believe
mr
william
mkhitaryan,
charles
daniels,
brian
williams
and
james
jones
are
here
to
ask
answer
any
questions
that
we
may
have.
As
always,
I
will
turn
to
the
subcommittee
first
for
any
questions.
G
So
my
questions
first
and
and
again
to
whomever
from
the
department
is
able
to
answer.
My
first
question
would
go
back
to
page
seven.
I
should
say
pages
five
through
seven
about
the
the
lack
of
review
of
these
excessive
use
of
force,
complaints
and
grievances,
and
it's.
G
Again,
I
it's
really
alarming
to
see
the
rate
of
grievances
that
were
not
reviewed
properly
or
in
a
timely
manner
by
the
inspector
general
or
by
the
use
of
force
review
panel,
and
so
my
questions.
While
I
see
other
recommendations
that
you
have
made
for
the
department.
My
first
question
is,
and
I
know
that
most
people
don't
even
realize
that
we
have
an
inspector
general
here
in
nevada
for
the
department
of
corrections.
But
my
question
is:
who
does
the
inspector
general
report
to.
D
Good
morning,
this
is
christina
leathers
assistant
to
the
director
for
the
nevada
department
of
corrections,
the
inspector.
G
D
G
So
the
inspector
general,
whose
role
is
to
be
completely
objective
and
non-biased
reports
to
the
director
of
the
agency,
did
I
hear
that
correctly,
christina
leathers
for
the
record?
Yes,
ma'am,
that
is
correct,
okay
and
when
recommendations
are
made-
and
this
would
be
more
of
a
question
to
lcb
when
recommendations
are
made
toward
an
agency.
B
B
In
certain
circumstances,
we
have
made
recommendations
or
suggestions
to
the
legislature
to
consider
a
statutory
change
specific
to
this
report.
We
do
not
have
a
recommendation
specific
to
the
alignment
of
the
ig
reporting
directly
to
the
department
head.
That's
if
that's
assemblywoman,
if,
where
you
were
headed
with
that.
G
G
My
next
question
when
it
comes
to
looking
at
again
going
into
the
lack
of
training
for
our
for
our
correction
officers
and
again,
I
know
that
this
has
been
a
consistent
and
an
ongoing
issue,
and
my
concern,
of
course,
is
that
when
we
put
individuals
into
the
the
prisons
and
they're
not
properly
trained
or
prepared,
they
themselves
become
vulnerable
as
as
well
as
our
inmates,
in
some
cases
and
so
the
same
question.
G
I
solutions,
because
again,
I'm
seeing
all
this
kind
of
develop
this
ensure
this
do
this,
but
I
don't
see
actual
dates
or
benchmarks
and
the
nrs
that's
referenced
that
actually
allows
peace
officers
to
be
up
there
to
be
in
the
role
for
a
year
without
being
certified
by
post.
Again,
I
don't
see
a
recommendation
to
change
that
either.
I
just
see
that
it's
in
conflict
of
a
practice
that's
been
discontinued.
H
Assemblywoman
miller,
for
the
record,
this
is
deputy
director
bill
gitter
of
the
department
regarding
the
journey
in
the
utilization
of
new
officers
that
are
pending
the
academy
completion.
H
In
april
of
2021,
we
reissued
that
as
an
official
policy
just
two
months
ago
or
a
month
ago,
following
the
audit,
we
fully
accept
that
that
criticism
and
have
taken
the
position
now
that
we
no
longer
utilize
prospective
officers
or
probationary
officers
before
the
academy
to
conduct
any
direct
operations
with
inmates.
H
G
H
Yes
ma'am,
so
we
no
longer
use
them
to
work
side
by
side
with
another
officer
in
contact
with
inmates
they're
only
allowed
to
they
work
for
the
training
department,
they're
not
assigned
to
our
institutions
until
they
complete
the
academy.
As
a
rule.
H
In
the
scope
of
that
training,
the
training
department
may
deploy
them
to
observe
from
a
safe
location
like
a
control,
room
or
elevated
post
to
watch.
Officers
perform
their
jobs
or
they
may
be
with
a
field,
training
officer
or
a
supervisor
instructor
going
through
a
class
on
how
to
conduct
custody
operations
in
a
controlled
environment,
but
only
that.
G
Okay,
thank
you
because
again,
we
are
concerned
about
the
safety
of
both
our
officers
and
and
our
inmates
as
well,
and
my
final
question,
chair
houdini,
is
that
on
page
21,
where
it
says
the
department
spent
192
000
on
body
cameras
that
had
not
been
implemented
again,
I
see
the
recommendation
says,
develop
and
implement
a
plan.
G
So
these
recommendations,
while
from
the
programming
standpoint,
are
you
know,
represent
what
needs
to
occur
again,
I'm
not
seeing
benchmarks,
I
don't
see
dates
of
implementation,
that
they
need
to
be
implemented,
and
I
also
don't
see
so
what
happens
if
they
don't
so
in
this
case,
which
is
a
very
quantifiable,
very
concrete
goal,
so
if
they
do
not
first,
when
is
the
date
where
the
date
that
okay,
this
is
the
date
that
this
must
be
implemented,
and
if
they
do
not,
then
what
happens
to
the
192
thousand
dollars.
G
E
Assemblywoman
miller
through
the
chair,
the
the
this
is
eugene
alera
audit
supervisor.
To
answer
the
question:
the
funds
have
already
been
spent
on
the
body
cameras.
The
cameras
potentially
are
obsolete,
so
we
left
our
recommendation
very
vague.
So
if
they
can
get
the
cameras
up
and
running,
we
would
prefer
they
do
that.
But
if
they
don't
they're
either
going
to
have
to
sell
them
or
lose
some
of
the
money
and
recoup
it.
You
know
through
sale
or
just
lose
all
of
the
money,
because
it's
already
been
spent.
G
And,
and
so
is
that
a
process
that
we
would
also
have,
that
would
also
be
monitored,
or
is
this
something
that
we're
just
trusting
the
department
to
do,
and
also
again,
when
is
the
date
that
this
we
expect
this
to
occur
or
begin.
E
For
the
record
eugene
alera
audit
supervisor,
they
have
60
days
per
to
come
up
with
a
plan
and
usually
by
six
months
by
when
they
come
back
around
for
the
six-month
report.
A
Thank
you,
assemblywoman
miller
and
assemblywoman
miller.
Remember:
there's.
There
is
the
six-month
review
that
brings
them
before
the
audit
subcommittee.
Again
too,
and,
as
you
saw
more
than
half
of
the
state
agencies
have
completed
their
recommendations
from
the
audit
division
and
there's
a
handful
that
were
still
had
some
recommendations
to
be
completed
that
we'll
be
reviewing
later
on
in
this
meeting.
So
I
hope
that
in
six
months
we
do
not
we
get
to
dismiss
the
department
of
corrections
and
hope
that
they
have
their
18
recommendations
completed.
A
You
did
touch
on
a
lot
of
the
questions
that
I
had.
I
I
want
to
go
to
the
other
members
to
see
if
there's
any
questions
assembly
member
dickman
thank.
D
H
This
is
deputy
director
bill
gitter
for
the
record.
Well,
our
our
staffing
shortages
are
significant.
They
range
from
11
at
one
institution
to
as
high
as
55
at
the
the
most
challenged
institution
statewide.
Both
custody
and
non-custody
personnel
are
approaching
the
25
mark
in
vacancies.
As
I
said,
some
of
our
institutions
are
significantly
more
challenged
than
that
and
that
played
a
significant
role
in
many
of
the
issues
that
were
highlighted
in
the
audit.
H
I'd
like
to
say
that
we
both
respect
and
accept
the
audit
findings
and
we're
working
hand
in
hand
with
the
recommendations
from
the
auditors
to
fix
those
problems.
Many
of
the
audits
findings
have
been
assigned
for
review
within
60
days
with
an
affirmative
plan
that
will
be
placed
put
in
place
to
resolve
those
issues.
H
Again,
deputy
director
bill
gitter
for
the
record:
yes
ma'am,
it
is
going
to
be
challenging,
but
we
accept
them
and
there's
no
room
to
fail
here
in
in
that
regard,
we're
going
to
spend
the
time
and
effort
to
get
it
done
and
get
it
done
right.
H
Many
of
the
audit
findings
had
to
do
with
system
problems,
complexities
that
were
inadequately
addressed
to
the.
H
If
an
inmate
complains
of
a
possible
excessive
or
unnecessary
use
of
force
through
a
regular
grievance
system,
then
the
people
who
handle
the
regular
grievance
system
are
not
the
custody
officers
or
custody
personnel
that
normally
participate
in
an
event
where
somebody
makes
an
at
the
moment
claim
of
such
abuse.
H
H
J
A
H
Although
ma'am
deputy
bill
getter
for
the
record,
the
long
and
short
of
that
is
that
our
salaries
and
benefits
aren't
competitive,
so
we
can't
hire
personnel.
A
Okay,
I'm
just
gonna
go
ahead
and
jump
in
and
I
assemblywoman
miller
did
a
cover
a
lot
of
what
I
wanted
to
touch
on.
So
I'm
not
going
to
ask
the
same
questions,
but
I
do
kind
of
want
to
add
in
I
know
you
had
mentioned
that
as
of
april
2021,
you
had
stopped
using
non-post
certified
officers
in
the
capacity
that
you
were
using
them
now,
they're
just
in
administrative
offices
or
observing,
but
I
mean
what's
to
guarantee
that
you
won't
go
back
to
those
practices
of
using
them.
H
Director
bill
getter
for
the
record.
Thank
you
for
the
question.
Well,
we
made
an
official
policy
we're
proposing
it
as
a
change
to
the
administrative
regulation
which
will
go
before
the
board
of
prison
commissioners
for
approval,
and
at
that
time
it
will
become
permanent
department
of
department
policy.
A
Okay
and
then,
as
far
as
the
one
of
the
other
items
that
came
out
of
the
report
was
the
use
of
obsolete
firearms.
Can
you
talk
a
little
bit
about
that?
I
mean
if
you
made
a
request
in
your
executive
budget
for
200
000
for
body
cameras
that
were
never
going
to
be
used.
Why
wasn't
there
a
request
made
instead
for
upgraded
equipment
or
what?
A
Where
why
the
use
of
obsolete
firearms,
which,
again
to
assemblywoman
miller's
point-
I
mean
it's
not
just
about
it's
about
for
the
safety
of
everyone
involved,
not
just
inmates,
but
the
officers
who
are
handling
these
weapons
as
well.
We
want
to
make
sure
we're
protecting
everyone
within
the
department
of
corrections.
H
For
the
record,
this
is
deputy
director
bill,
gitter.
Well,
of
course,
the
the
body
camera
issue
and
the
weapons
issues
are
two
separate
issues
regarding
the
body
cameras
they
were,
they
were
purchased
for
with
good
intention
to
put
into
our
system
which
helps
deter
bad
behavior
on
the
job
and
also
helps
to
capture
evidence
for
us
in
use
of
reviewing
those
situations.
H
H
This
it
was
a
much
larger
project
than
just
buying
the
cameras
and
putting
them
together
over
time
when
they
came
on
board,
there
was
good
intentions
to
make
those
work,
and
there
were
small
programs
that
were
were
tried
to
put
them
in
place
by
the
time
we
reached
the
point
where
we
thought
that
could
be
done.
H
The
infrastructure
we
just
couldn't
come
up
with
the
infrastructure
to
make
it
work,
make
it
work
adequately.
So
that's
what
happened
now.
We're
re-studying
this
procedure.
As
mr
lara
said,
these
cameras
are
older
now
and
perhaps
obsolete.
We
do
have
a
committee,
that's
working
with
them
right,
working
on
that
process.
H
Right
now,
within
60
days,
they'll
report
back
to
my
office
and
whether
it's
possible
to
put
them
in
service,
that's
the
option
we
want
or
if,
if,
if
it's
you
know
not
fiscally
feasible
because
of
the
obsolete
nature
and
we'll
have
to
try
to
sell
them
off
appropriately
through
the
system,
so
we
can
recoup
some
of
the
costs.
We
want
those
systems
in
play.
It
is
important
to
get
those
surveillance
systems
mobile,
as
well
as
our
fixed
surveillance
systems,
always
functioning
in
providing
overwatch
for
us.
So
that's
the
camera
regarding
the
obsolete
weapons.
H
When
we
transition
from
lethal
overwatch
using
lethal
weapons
in
our
control
room
to
maintain
security
on
our
tiers
on
on
the
housing
housing
areas
to
less
lethal
options
in
november
of
2016,
we
had
to
remove,
like
the
shotguns
place,
those
in
our
armories
for
later
disposal
and
then
purchase
less
lethal
weapons
to
provide
the
overwatch
so
that
we
can
maintain
the
safety
on
those
tiers
for
the
inmates
who
live
there
and
the
officers
who
worked
there.
H
Those
those
weapons
systems,
the
shotguns
and
other
systems
that
became
obsolete
in
the
same
way
were
left
in
those.
So
they
were
out
of
service
and
they
were
safely
in
the
arms
rooms,
but
they
weren't
destroyed
of
or
disposed
of
in
a
timely
manner.
We
also
had
other
weapons
that,
over
the
years
that
were
collected
for
either
for
training
purposes
or
through
an
initiative
to
add
them
to
our
our
armory.
H
H
In
addition,
we
transitioned
starting
two
years
ago
from
and
I'm
forgive
me-
I'm
not
going
to
state
the
exact
the
exact
nomenclature
of
this
particular
weapon
system,
because
I
it
is
a
security
issue,
but
we
transitioned
from
one
lethal
weapon
system
to
another
for
fiscal
reasons,
because
it
was
a
similar
platform
that
was
cheaper
to
operate
over
the
long
term
and
as
we
did,
that
kind
of
unevenly
over
the
department.
H
Because
of
fiscal
issues
and
opportunities,
we
put
that
weapon
system
into
into
place
into
use
and
then
pulled
the
older
weapon
system
out
and
stored
them
in
our
arms
room.
Once
again,
they
stayed
there
and
they
weren't
turned
in
rapidly
or
taken
care
of
in
a
timely
manner,
and
we're
focused
on
that
now
reducing
everything
in
our
in
our
armory,
getting
rid
of
everything
in
our
armory
that
isn't
specifically
authorized
by
our
administrative
regulation.
H
A
A
16
of
the
audit
report.
H
Deputy
great
beginner
for
the
record,
so
those
those
weapons
that
are
not
specifically
authorized
by
ar
412
are
being
disposed
of
and
say
over
the
years.
Weapon
systems
were
purchased
locally
for
in
an
initiative
to
try
out
a
new
weapon
system
or
to
do
some
tr
do
training
and
those
weapons
systems
were
just
maintained
in
those
areas
and
they
weren't
disposed
of
in
a
timely
manner.
A
Okay,
thank
you.
So
much.
I
want
to
thank
you,
deputy
director
for
being
here
to
answer
our
questions
and
the
other
members
of
the
department
of
corrections.
Oh,
I
did
want
to
touch
on
one
thing:
the
department
of
public
safety
has
implemented
body
cameras.
Has
there
been
have
you
reached
out
to
that
department
at
all
to
see
how
they
put
their
body
cameras
into
use,
as
maybe
as
a
plan
or
a
model
that
you
could
use
with
your
department.
H
We
did
that
initially
back
in
2016.
we're
the
committee
is
talking
with
them
again
specifically
about
the
the
legacy
systems
that
we
now
use,
because
I
think
that
they're
in
use
by
dps
or
similar
systems.
So,
yes,
we
are.
A
Okay,
thank
you
and
again
I
want
to
thank
you
and
I
I
appreciate
the
work
that
happens
at
the
department
of
corrections.
One
of
our
colleagues
is
a
retired
correctional
officer
at
the
at
the
legislature,
so
we
know
how
hard
the
work
is
and
we
appreciate
the
work
you
guys
do
and
I
think
at
the
end
we
all
we
want
to
do
is
keep
everyone
safe
at
the
department
of
productions
on
both
ends.
Thank
you.
I
appreciate
you
guys
being
here.
Thank
you
committee
members.
A
A
Crossman,
okay
committee
members-
I
I
would
like
to
take
a
motion
to
approve
the
report
that
was
presented
to
us.
I
move.
A
A
A
Okay
now
and
I'd
like
to
thank
mr
alara
for
the
presentation
as
well
the
report.
Okay
members,
it
looks
like
agenda
item
4b
is
the
audit
report
on
the
department
of
health
and
human
services,
the
division
of
child
and
family
services,
management
of
the
male
treatment
reports
and
child
health.
We
have
deputy
legislative
auditor,
scott
jones
and
audit
supervisor
tammy
goetz
here
to
present
the
report.
I
I
The
introduction
of
the
audit
report
includes
a
summary
of
the
major
child
and
youth
welfare
functions
of
the
division
of
child
and
family
services.
On
page
two
exhibit
one
shows:
division,
revenues
and
expenditures
for
fiscal
year.
Twenty
twenty
pages,
three
through
five
outline
the
process
by
which
the
division's
child
protective
services
section
receives
alleged
reports
of
maltreatment
and
how
these
are
screened
in
for
investigation
by
the
division
when
necessary,
exhibit
2.
I
On
page
3
shows
rural
child
maltreatment
reports
received
from
2016-2020
and
exhibit
three
on
page
five
depicts
a
summary
of
the
division's
process
for
reviewing
maltreatment
reports
pages
five
through
six
outline
the
divisions
process
for
ensuring
children
in
state
custody
receive
required
health
services.
On
page
six,
we
describe
our
audit
scope
and
objectives.
I
On
page
7,
we
begin
our
findings
and
recommendations.
We
found
the
division
did
not
completely
process
certain
maltreatment
reports
and
was
unaware
that
some
reports
lack
supervisory
review.
Unprocessed
reports
include
serious
allegations
such
as
physical
abuse,
parental
drug
abuse,
domestic
violence
and
child
self-harm.
I
As
described
on
page
8,
we
found
35
reports
identifying
alleged
victims,
perpetrators
and
or
male
treatment
incidences
that
did
not
receive
complete
or
timely
supervisory
review
until
we
notified
the
division
of
the
oversights
state
law
requires
the
division
to
conduct
an
evaluation
of
reports
of
alleged
abuse
and
neglect
no
later
than
three
days
after
the
report
is
received
to
determine
whether
an
investigation
is
warranted.
The
division
did
not
comply
with
this
requirement
for
these
35
reports.
I
Due
to
concerns
that
child
safety
could
be
in
question,
we
immediately
assessed
all
unprocessed
reports
and
identified
18
reports
in
which
the
alleged
victims
were
potentially
at
risk.
We
promptly
notified
the
division
of
these
18
reports.
The
division
confirmed
these
reports
had
not
received
proper
oversight
and
subsequently
assessed
the
safety
of
the
children
involved.
I
I
Additionally,
a
consequence
of
the
division
failing
to
timely
process
reports
was
that
the
division
delayed
reporting
alleged
crimes
against
children
to
law
enforcement
at
the
bottom
of
page
8.
We
indicate
that
the
division
did
not
always
have
adequate
report.
Record-Keeping
practices
of
133
reports
assessed
from
2019
11
were
inadequately
documented
examples
of
inadequate
report.
Documentation
included
insufficient
or
inadequate
documentation
of
alleged
incidents,
perpetrators,
victims
or
division
actions.
I
Three
of
133
reports
assessed
from
2019
were
deleted
from
unity,
despite
the
fact
that
they
contained
important
information
regarding
alleged
victims
of
poor
instances
of
abuse
and
neglect
on
page
10,
the
division
had
the
opportunity,
but
did
not
complete
necessary
investigations
in
response
to
allegations
of
abuse
and
neglect.
For
seven
of
133
reports
received
in
2019.
I
The
causes
of
these
maltreatment
reports
not
being
investigated
were
judgmental
error
and
supervisory
non-compliance
was
policy
not
investigating.
These
reports
put
children
at
additional
risk
of
abuse
and
neglect
continuing
to
page
11.
The
division
does
not
analyze
medicaid
claims
of
children
in
state
custody
for
injuries
or
medical
assessments,
indicative
of
abuse
and
neglect.
I
Both
state
and
federal
entities
have
evidence
the
child
welfare
benefits
of
utilizing
medicaid
claims
to
identify
potential
incidents
of
child
abuse
and
neglect.
We
queried
2018
and
2019
medicaid
claims
of
children
in
state
custody
for
diagnosis,
codes,
indicative
of
possible
abuse
and
neglect
out
of
62
162
medicaid
claims.
22
claims
contain
these
specified
diagnoses
codes
for
all,
but
one
claim
the
division
was
aware
of
the
injuries
and
had
previously
assured
the
safety
of
the
children.
This
analysis
did
not
include
children
in
state
custody
in
clark
and
washoe
counties.
I
However,
expanding
this
analysis
statewide
would
provide
additional
opportunities
to
identify
potential
maltreatment,
in
exhibit
four.
We
provide
the
general
protocol
for
our
identification
of
medicaid
claims
that
indicate
possible
abuse
and
neglect.
On
page
12,
we
provide
six
recommendations
to
improve
processing
of
maltreatment
reports.
I
On
page
13,
we
described
that
the
division
was
lacking
in
its
monitoring
of
health
care
for
children
in
state
custody.
Many
children
in
state
custody
in
2019
did
not
receive
required.
Preventative
health
and
dental
care,
as
shown
in
exhibit
5
on
page
14.
29
of
children
in
state
custody
did
not
receive
required.
Preventative
health
care
and
28
did
not
receive
any
preventative.
Dental
care
case.
Workers
and
supervisors
did
not
adequately
ensure
that
children
receive
required
health
care.
When
children
do
not
receive
required
health
care,
they
are
at
an
increased
risk
of
preventable
illness.
I
I
Page
15
shows
that
the
division's
prescribed
health
care
schedule
for
children
in
state
custody
was
not
updated
to
align
with
medicaid
medical
standards,
because
policy
does
not
meet
federal
requirements
and
american
academy
of
pediatrics
recommendations.
Children
could
be
receiving
inadequate
health
care.
I
To
conclude,
the
report
appendices
begin
on
page
17.,
appendix
a
is
our
audit
methodology
and
appendix
b
is
the
division's
response.
As
indicated
on
page
26,
the
division
accepted
all
11
recommendations,
chair
and
members
of
the
audit
subcommittee.
That
completes
my
presentation.
I
would
be
happy
to
answer
any
questions.
A
Thank
you
so
much
mr
jones
committee
members
we
do
have.
I
believe
it
is
carla
delgado
with
the
division
of
child
and
family
services.
Here
too,
answer
any
questions
that
we
may
have
I'm
going
to
start
with
committee
members.
First
members:
any
questions
for
the
division
of
child
and
family
services.
A
G
The
chair,
how
did
you
please
continue
and
then
come
back
to
me?
Okay,.
A
Thank
you
so
much
and
I
do
want
to
start.
I
want
to
ask
mr
jones
a
question
really
quick.
Mr
jones,
do
you
know
if
other
states
use
medicaid
claims
to
assess
potential
abuse?
I
Scott
jones
deputy
legislative
auditor,
for
the
record,
so
in
our
preliminary
analysis
we
actually
reviewed
a
statewide
audit
that
was
in
massachusetts,
where
they
did
an
assessment
similar
to
the
one
that
we
did.
We
patted
ours
based
on
massachusetts
and
they
were
able
to
see
great
benefits.
There
was
also
a
federal
report
that
completed
a
similar
assessment
from
the
office
of
inspector
general
that
showed
the
benefits
of
of
this
assessment
at
this
point.
So
that's
how
we
we
based
our
analysis.
I.
A
Think
you
know
it
seems
like
a
great
idea
and
I
have
miss
delgado.
A
A
Miss
delgado
I
can,
if
you
would
please
get
closer
to
your
microphone.
I
know
I
don't
know
if
it's
just
me,
but
I'm
I
can't
hear
you.
A
A
G
D
This
is
broadcast
yeah,
ms
delgado,
if
you
could,
could
you
go
to
your
microphone
in
the
lower
left
corner?
There's
a
little
carrot
and
try
to
switch
between
the
microphones.
Try
that
first.
A
Okay
and
okay,
perfect-
and
this
is
the
first
time
this
has
been
a
recommendation
for
your
division-
yeah.
Okay,
thank
you
and
then
I
I
mean,
as
you
know,
the
I
mean
the
audit
reports
are
kept
confidential
and
I
know
there's
responses,
but
I
mean.
Could
you
walk
us
through
a
little
bit
about
just
I
mean
I.
The
first
question
I
have
was
regarding.
Let
me
get
to.
A
So
it
looks
like
it
was
under
the
children
exposed
to
additional
male
treatment.
It
was
on
page
8
of
the
report.
I
know
that
one
of
the
items
that
I
highlighted
was
a
delayed
reporting
on
alleged
crimes
of
sexual
abuse
against
children
to
law
enforcement.
A
Oh
miss
miss
delgado,
I'm
so
sorry,
but
we
can't
hear
you
I'm
gonna,
ask
I
mean,
is
there?
Is
it
possible
that
maybe
you
call
in,
I
know
I'm
having
extreme
trouble
hearing
you
and
if
I'm
having
trouble
hearing,
I'm
assuming
other
members
and
and
the
members
of
the
public
who
are
watching
as
well
are
bible.
D
D
D
G
You
sorry
for
the
technical
difficulties,
carla
delgado.
D
For
the
record,
I
do
not
have
that
number
handy
right
now,
but
I
can
you
know,
submit
it
after
this
meeting.
A
Thank
you
so
much,
and
then
I
just
want
to
go
back,
I'm
just
going
to
start
from
the
beginning.
I
know
that
the
report
had
identified
that
there
was
a
lack
of,
I
guess,
review
of
the
rule,
male
treatment
of
children,
reports
that
were
coming
in,
but
I
also
see
on
the
graph
on
page
three
that
it
looks
like
there
was
a
drop
in
the
amount
of
reports
that
the
division
was
receiving,
and
so
I
just
need
help
understanding.
If
there
was
a
significant
drop.
A
It
looks
almost
like
from
4
200
at
the
height
to
3
600
received
in
2020.
While
there
was
a
significant
drop
in
the
amount
of
reports
received.
There
was
a
significant
amount
of
reports
that
weren't
reviewed.
D
Carla
delgado
for
the
record,
I
know
that
one
of
the
reasons
for
the
significant
drop
was
when
nevada
went.
G
Teachers
are
one
of
our
biggest
reporters
and.
M
Lori
jackson,
social
services
manager
for
the
record,
actually
the
entire
state
saw
a
significant
drop
in
child
abuse
reports.
I
think
that,
along
with
domestic
violence,
reports
actually
went
up
because
children
were
not
seen
in
doctor's
offices
at
school.
Many
of
them
were
not
outside.
Even
they
were
not
seen
so
that
throughout
the
entire
pandemic
there
was
a
significant
decrease
in
reports
across
actually
the
united
states.
A
Okay,
so
there
was
a
drop
in
the
amount
of
reports
that
were
received,
but
the
one
of
the
audit
findings
was
that
from
the
ports
that
were
received
there,
they
weren't
processed
properly
or
there
was
a
lack
of
review.
So
if
we're
seeing
a
reduction
in
the
number
of
parts
we're
receiving,
I
mean
you
would
think
that
did
staffing
levels
go
down
or
was
there
a
reason
why
the
reports
weren't
being
reviewed
if
there
was
a
drastic
drop.
M
Lori
jackson,
social
services
manager
for
dcfs
for
the
record,
one
of
the
the
I
think
what
you're
speaking
to
in
the
report
is
that
our
information
services
system
upgraded
and
changed
our
system
a
little
bit
right
before
the
pandemic
started.
So
that
would
have
been
2019
and
the
report
is
referencing
referrals,
so
calls
that
came
in
or
that
were
beginning
entered
into
our
system
as
not
being
disposed
properly
or
reviewed
properly.
A
Thank
you
well,
thank
you.
Thank
you
for
that
and
then
my
I
have.
I
do
have
another
question
on
the
the
reports
that
were
deleted
out
of
unity.
Could
you
talk
a
little
bit
about
why
those
reports
were
deleted?
What
happens
to
the
staff
members
who
intentionally
delete
reports
and
why
they
would
be
deleted.
M
Larry
jackson,
social
services
manager
for
the
record
in
the
upgrade
from
our
software
system,
which
is
called
unity
so
from
city
2
to
unity,
3
in
that
upgrade,
we
went
to
a
cloud-based
system
within
that
system.
There
a
couple
of
things
happened
and
we've
worked
with
is
to
since
repair
those
reports
that
were
entered
that
were
not
dispositioned
were
not
all
reports.
What
would
happen
is
I
would
start
a
report.
M
I
might
get
more
information,
so
I
would
go
back
to
find
it
couldn't
find
it
and
then
would
start
another
one.
So
of
the
reports
that
were
technically,
I
think
the
word
would
be.
Referrals
that
were
deleted
were
deleted
between
the
consent
of
myself
and
our
information
system.
Those
reports
didn't
contain
information
of
abuse
or
neglect.
They
were
reports
that
only
they
they
were
started
by
a
worker
and
had
no
other
additional
information
in
them.
A
And
then,
if
you
could
just
also
touch
on
the,
I
know
that
it
was,
I
think,
20.
Well,
let
me
actually
check
that
number
for
the
children
who
didn't
receive
the
required
health
care.
I
know
there
was
about
30
percent
that
had
received
no
preventative
health
care
and
no
preventative
dental
care.
Could
you
speak
a
little
bit
to
that.
M
Sam
laurie
jackson,
social
services
manager,
dcfs
for
the
record.
One
of
the
challenges
is
our
sakwa
system
and
unity
again
that
upgrade
kind
of
occurred
right
before
the
pandemic
started,
and
so
one
of
the
issues,
I
think,
was
more
of
a
data
entry
than
a
lack
of
our
clients
or
our
children
in
our
care
receiving
that
care.
We
have
since
addressed
that
we
have
asked
our
state
oversight,
has
updated
the
policy
for
health
care
for
the
period
curiosity
table
to
be
correct.
M
We
have
had
the
community
health
nurses
come
to
all
of
our
office
offices
and
train
all
of
our
staff
workers,
because
not
all
of
our
staff
workers
have
children
and
so
would
actually
know
those
those
tables
and
those
things
that
are
necessary
and
we've
also
worked
with
our
foster
care
unit
in
order
to
address
being
more
mindful
of
getting
those
records.
A
Thank
you,
and,
and
and
thank
you
for
answering
all
the
questions
I
I
feel
like
most
of
the
problems
stemming
from
the
upgrade
to
this
unity
system,
even
like
the
lack
of
the
reporting,
the
deleted
files
and
the
preventative
health
care.
When
was
unity
implemented
again,
just
was
it
20.
M
Unity
by
jackson
for
the
record
unity
itself
was
implemented
in,
I
think
2000
2001..
It
has
gone
through
several
upgrades,
so
there
was
unity,
one
unity,
two.
We
are
currently
unto
unity,
three,
which
is
a
cloud-based
apple,
which
is
probably
the
extent
of
my
technical
knowledge.
M
G
And
thank
you
chair
how'd.
It
be
because
this
time
you
asked
most
of
my
questions,
so
I
I
just
want
to
go
back
to
page
10
because
there's
something
that
keeps
sticking
out.
It's
a
very
alarming
comment:
that's
written
in
the
audit,
and
it
says
the
c,
the
last
sentence
on
page
10,
the
causes
of
these
maltreatment
reports
not
being
investigated
for
judgmental
error
and
supervisory
non-compliance
with
policy.
G
So
I
see
in
the
recommendations
that
there
have
been
recommendations
and
there
has
been
acknowledgement
by
the
department
as
well
about
the
lack
of
training
and
necessity
for
further
training,
and
that
can
help
with
judgmental
errors
terms
like
non-compliance.
Supervisory
non-compliance,
though,
seems
more
intentional,
and,
and
so
that's
okay,
that's
that's
a
concern
for
me,
but
my
question
goes
back
to.
G
I
will
take
it
to
a
more
generalized
approach,
the
same
as
with
the
department
of
corrections
and
and
having
sensitivity
knowing
that
again,
just
like
our
people
that
work
in
corrections
are
people
that
work
in
child
welfare
and
safety
and
foster
care
and
cps.
G
That
often
staff
is
overworked
and
underpaid,
and
so
I
just
would
like
to
get.
But
yet
I'll
enter
this
profession
with
the
right
intention,
which
is
to
serve
the
community
and
and
protect
our
people
and
so
in
our
children.
So
with
this
kid,
someone
speak
to
what
do
the
case
loads.
Look
like
what
does
staffing
look
like
in
the
department
if
you
would
like
to
just
briefly
acknowledge
pay,
so
we
could
get
a
handle
of
what's
it
and
turnover
as
well,
so
staffing
turnover,
pay
and
case
loads.
M
Laurie
jackson,
social
services
manager
for
dcfs
for
the
record.
Thank
you
for
the
question.
Yes,
I
I
do
believe
at
the
much
like
the
department
of
corrections,
our
staffing
levels
at
this
point
in
time,
and
have
never
fallen
below
22
vacancy
rate,
we're
currently
at
about
a
36
to
37
percent
vacancy
rate.
We
are
spread
out
throughout
the
state
so
where
one
office
may
be
staffed,
our
elko
office
winamaka
office
offices
are
chronically
understaffed.
M
M
Some
of
our
offices,
unfortunately,
because
they
are
so
small,
have
to
carry
a
mix
of
cps
cases
and
permanency
cases
and
occasionally
adoption
cases,
so
they
don't
have
the
ability
to
transfer,
because
another
unit
is
understaffed
here
in
carson.
We
are
currently
down
seven
workers
and
we
covered
the
lion
douglas
and
carson
counties
which
are
three
of
the
largest
counties
within
nevada
outside
of
washoe
and
clark.
M
So
I
I'm
hoping
that
answers
your
question.
Please
ask
again.
If
I
did
not,
oh-
and
I
think
you
asked
about,
there
is
a
huge
pay
differential
here
in
between
the
state
and
washoe
and
clark
county.
So
I
can
speak
to
here
between
here
and
washer,
which
is
who
we
compete
with
for
workers.
G
Right,
thank
you
for
that
and
I
imagine
there's
not
a
differential
necessarily
in
housing,
because
I
know
it's
it's
expensive
there
as
well
it
just
one
follow-up
chair.
If
you
could
just
so
we
can
get
so.
Everyone
can
have
an
idea
of
what
a
more
effective
or
manageable
caseload
would
look
like
you
say,
27
to
33
cases
each
is
there
any
kind
of
professional
standards
or
recommendations?
What
would
the
ideal
case
load
be.
A
I
was
unmute
thank
you
assembly,
member
miller,
for
those
questions.
I
do
have
a
question
from
assembly
member
dickman.
D
Thank
you
chair,
and
I
just
wondered
if
we
could
go
back
for
a
second
to
pay
jay
where
chairwoman,
how
did
he
brought
up
the
fact
that
the
alleged
crimes
of
sexual
abuse
against
children
was
delayed
and
being
reported
in
one
report?
The
delay
was
over
three
months.
While
another
report
was
delayed
for
over
a
year.
I
mean
you
can't
help
but
wonder
what
might
have
happened
to
these
children,
and
so
my
question
would
just
be
once
these
changes
are
implemented.
Could
this
ever
happen
again.
M
Laurie
jackson,
social
services
manager
for
dcfs
for
the
record,
we
have
created
reports
where
we
are
checking
to
make
eight
to
make
sure
that
things
are.
Our
reports
that
are
coming
in
are
disposed
timely,
that
they
are
within
policy
and
procedure.
M
We
are
also
instituting
our
quality
assurance
unit,
does
periodic
reviews
of
all
disco
reports
that
are
not
assigned
for
investigation
to
check
and
see
if
that
they
are
within
policy
and
procedure.
If
they
they
have
not
so
far
found
anything,
but
if
they
did,
then
we
would
provide
training
to
that
supervisor
and
oversight
with
a
supervisor
who
has
been
maybe
had
a
bit
more
experience.
A
Thank
you
chair.
Thank
you
assembly,
member
dickman,
any
members
of
the
committee,
any
other
questions.
A
Okay,
I
want
to
thank
you
both
for
being
here
and
answering
our
questions.
I
know
that
you
guys
have
accepted
the
11
recommendations
from
the
audit
division.
It's
like
your
60-day
corrective
plan
is
due
june
15th
and
then
the
six-month
report
to
us
from
the
audit
division
is
going
to
be
in
december.
With
that.
I
want
to
thank
you
guys
again
for
being
here
and
members
of
the
committee.
I
would
take
a
motion
to
approve
the
report.
A
Thank
you
vice
chair.
Do
I
have
a
second
have
a
second
have
a
second
from
assemblymember
miller.
Thank
you,
members.
Any
discussion
on
the
motion
before
you.
A
Okay,
seeing
none
please
all
those
in
favor
signify
by
raising
your
hand
as
an
eye,
looks
like
the
motion
passes
unanimously.
Thank
you
members
and
thank
you
again,
both
for
being
here
today.
I'm
glad
we
overcame
our
technical
challenges.
A
Okay.
Members.
Our
next
item
is
agenda
item
4c.
It's
the
audit
report
from
the
department
of
health
and
human
services,
the
division
of
health
care
financing
and
policy
information
security.
We
do
have
deputy
legislative
auditor
christopher
gray
here
to
present
and
I
believe,
shirley
idol
being
him
as
well.
N
Yeah
good
morning,
madam
chair
and
members
of
the
audit
subcommittee
for
the
record,
my
name
is
christopher
gray,
deputy
legislative
auditor,
I'm
here
today
to
present
the
division
of
healthcare,
financing
and
policy
information
security.
Audit
I'll
begin.
My
presentation
with
background
information
found
on
pages
one
and
two.
N
The
mission
of
the
division
of
health
care
financing
and
policy
is
one
to
purchase
and
provide
quality
health
care
services
to
low-income
nevadans
in
the
most
efficient
manner,
two
to
promote
equal
access
to
health
care
at
an
affordable
cost
to
the
taxpayers
in
nevada,
three,
to
restrain
the
growth
of
health
care
costs
and
four
to
review,
medicaid
and
other
state
health
care
programs
to
maximize
potential
federal
revenue.
The
division.
N
Both
nevada,
medicaid
and
checkup
programs,
the
medicaid
management
information
system,
known
as
mmis,
is
a
computerized
claims,
processing
and
information.
Retrieval
system
that
the
nevada
medicaid
program
must
have
to
be
eligible
for
federal
funding,
the
centers
for
medicare
and
medicaid
services
validate
and
certify
state
mmis
systems.
N
N
Moving
on
to
page
five,
all
six
newly
hired
division.
Employees
in
2021
did
not
receive
a
preliminary
background
investigation
or
submit
their
background
investigation
packet
before
they
were
given
access
to
the
mmis.
N
N
N
The
division
also
does
not
ensure
that
user
accounts
of
former
state
employees
and
its
fiscal
agent
are
disabled,
timely
and
the
division
does
not
ensure
documentation
used
to
authorize
mmis
access
is
complete
or
reviewed.
Periodically
accounts
still
valid
after
a
user
leaves.
An
enterprise
makes
it
easy
for
an
external
or
internal
threat
actor
to
gain
unauthorized
access
to
enterprise
data
using
valid
user
credentials.
N
On
page
8,
it's
noted
that
the
securities,
the
state
security
standards
indicate
that
access
rights
for
every
state
system
should
be
reviewed
in
the
event
of
a
change
of
access,
whether
by
the
termination
of
a
contract,
employment
or
service.
The
division
has
a
policy
that
requires
it,
staff
to
disable
a
user
account
within
24
hours
of
notification.
N
N
The
division
did
not
follow
its
documented
procedure
for
mmis
account
review,
which
is
to
complete
roles
and
account
status
with
the
security
access
request
form
on
file
to
verify
users
in
the
system.
The
procedure
also
requires
a
routine
reconciliation
of
the
user
roles
and
account
state
with
the
security
access
request
form
on
file
on
page
10.
N
We
have
included
three
recommendations
to
improve
the
controls
associated
with
mmis
user
access
management.
N
On
page
11
and
12.
We
explain
that
the
division's
mmis
enhancement
process
is
effective
in
ensuring
changes
to
the
system
are
prioritized
and
completed.
A
documented
change
management
plan
is
utilized
and
monitored.
Proper
management
of
this
process
helps
ensure
changes
to
the
mmis,
meet
the
needs
of
the
project,
stakeholders
and
align
with
available
resources.
N
That
concludes
the
presentation
and
we're
happy
to
answer
any
questions
you
guys
have.
Thank
you.
A
Thank
you,
mr
gray.
We
appreciate
you
being
here
and
presenting
the
report
committee
members
any
questions.
A
Okay,
I'm
going
to
go
ahead
and
jump
in
mr
grant.
You
have
one
question.
I
know
that
you
in
two
different
places
in
the
report.
It
said
that
nine
employees
have
not
logged
into
mmis
since
before
june
2021,
and
then
there
was
also
four.
I
think
it
looks
like
employees
who
were
no
longer
well.
They
were
not
employees,
so
they
were
no
longer
with
the
division
still
had
access
so
for
the
nine
employees.
A
Do
you
know
if
if
they
were,
who
hadn't
logged
in
before
2021,
if
it
was
because
their
roles
changed,
so
they
were
no,
they
no
longer
needed
to
access
mmis
and
their.
I
guess
access
just
wasn't
turned
off
by
it.
Was
that
the
case
or
were
they
actual
no.
A
Okay,
thank
you,
and
I
mean
I
think,
just
with
information
security
being
one
of
the
most
important
topics.
Right
now
and-
and
I
know
that,
because,
as
the
chair
of
commerce
and
labor
I've
seen,
you
know,
privacy
bills
come
before
our
committee
over
the
last
two
sessions
and
they
increase
in
number,
and
my
only
question
I
have
I
know
we
have
quite
a
few
people
here
from
the
division
of
healthcare.
Financing
and
policy
is,
please
I
mean.
Is
there
any
concern
of
there
being
hipaa
violations?
A
What
kind
of
information
do
these
people
have
access
to?
In
addition
to
I
mean
I'm
assuming
names
date
of
birth,
address
social
security
numbers,
but
then
also
billable,
right,
billable
health
care
services
that
they're
receiving.
So
is
there
any
hipaa
violations,
and
would
we
be
in
like
jeopardy
of
losing
any
federal
dollars
for
being
in
violation
of
hipaa
policy,
privacy
rights.
D
Madam
chair
jared
davies
for
the
record
information.
D
Shouldn't
be
going
in
and
looking
for
information
that
doesn't
pertain
to
any
duty
that
they're
currently
performing,
but
they
do
have
access
to
it.
F
D
A
And
then
okay,
members,
any
other
questions
for
the
division.
I
know
you've
accepted
the
six
recommendations
and
you
have
your
the
60
days
to
create
your
corrective
plan.
But
I
just
I
mean
information.
A
Information
security
to
me
is
just
one
of
like
one
of
the
most
important
things,
because
we
all
we
all
know
someone
who's
been
impacted
by
it
right.
So
I'm
gonna
go
to
the
members
before
we
go
for
action
numbers.
Any
questions.
A
Okay,
mr
davies,
it
looks
like
we
have
no
further
questions
for
you.
So
with
that
I
will
go
to
the
members
to
look
for
a
motion
to
accept
the
reports
looks
like
I
have
a
first
from
assemblymember
dickman.
Do
I
have
a
second
I'll?
Send
that
one
okay,
I
have,
I
saw
ms
miller's
hand,
go
up,
so
I'm
going
to
give
it
to
miss
miller,
assemblymember
miller,
with
a
second
any
discussion
on
the
motion.
A
A
A
A
B
Thank
you
chair
for
the
record
dan
crossmann
legislative
auditor.
One
of
our
roles
is
to
read
governmental
and
private
facilities
for
children
on
an
ongoing
basis
and
then
provide
information
to
assist
with
legislative
oversight.
Ultimately,
our
goal
is
to
help
ensure
adequate
protection
of
children
in
these
homes
and
facilities.
B
These
facilities
are
are
that
we
do
inspect,
are
defined
in
statute
and
that
governs
who
we,
which
facilities
we
go
see.
Our
efforts
in
this
area
are
to
perform
as
many
inspections
as
as
practical
and
as
possible.
You'll
see
this
year
we
have
20
facilities
that
we
did
have
the
opportunity
to
review
this
year.
B
B
An
inspection
of
a
home
or
facility
includes
a
review
of
policies
and
procedures,
review
of
certain
files,
as
well
as
a
physical
inspection,
and
then
we
communicate
the
information
and
observations
after
these
inspections
during
the
year,
we've
also
made
contact
with
all
of
the
59
facilities
that
are
listed
in
our
report,
that
fall
under
our
statutory
authority
and
that's
part
of
our
annual
survey
process.
B
Furthermore,
we
review
during
the
year
complaints
this
year
we
reviewed
more
than
600
complaints
that
were
submitted
to
us
and
we
then
follow
up
with
facilities
when
deemed
appropriate.
We've
also
worked
closely
with
representatives
from
dcfs,
as
well
as
washoe,
county
human
services
agency
and
clark
county
department
of
family
services
throughout
the
year.
B
I'll
now
turn
the
time
over
to
sandra
mcgurk.
Our
audit
supervisor
and
she'll
walk
us
through
the
report.
Thank
you.
Thank.
J
J
On
pages,
one
through
five,
we
discuss
background
information
and
the
type
of
work
we
completed.
We
completed
inspections
of
four
children's
facilities
and
surveys
and
observations
of
16
children's
facilities.
Surveys
of
children's
facilities
were
conducted
in
response
to
the
copit19
pandemic
and
related
restrictions,
during
which
we
did
not
perform
on-site
physical
observations.
J
J
We
identified
various
concerns
regarding
care
of
the
children
continuing
on
pages
six
and
onto
page
seven,
we
discuss
t6
family
services,
all
three
of
p6
foster
homes
provide
specialized,
foster
care.
Each
home
is
licensed
separately
by
washoe
county
human
services
agency.
This
was
our
second
visit
to
one
of
p6
homes.
At
two
of
three
p-6
homes.
J
J
In
addition,
medication
records
were
unsecured,
incomplete,
inaccurate
and
required.
Documentation
was
missing.
We
determined
the
homes
did
not
meet
minimum
foster
care
standards
established
in
statutes
subsequent
to
our
inspection,
washoe
county
closed
one
of
the
homes.
Excuse
me
one
of
the
two
homes
we
inspected
continuing.
On
page
eight,
we
discussed
sixteen
children's
facilities
that
we
surveyed
and
observed.
J
J
J
J
J
Following
our
visits
to
the
homes
we
contacted
washoe
county
to
discuss
our
concerns.
Washoe
county
issued
a
corrective
action
plan
to
one
of
the
three
homes
we
observed
on
page
12.
We
discuss
eagle
quest
a
foster
care
agency.
All
58
homes,
operated
by
eagle
quest,
are
licensed
separately
by
clark,
county's
department
of
family
services
to
provide
specialized
care.
J
On
page
13,
we
discussed
180
community
wellness,
centers
a
foster
care
agency.
All
five
of
180s
homes
are
licensed
separately
by
clark,
county
department
of
family
services
to
provide
specialized,
foster
care.
Some
of
the
significant
issues
observed
at
one
of
the
homes
included,
unsecured,
psychotropic
and
non-psychotropic
medication
and
the
home
smelled
of
marijuana.
J
Following
our
visit
to
180s
home,
we
contacted
clark
county
to
discuss
our
concerns.
Clark
county
confirmed
our
concerns
were
addressed
by
facility
management
appendix
a
on
pages.
Excuse
me,
on
page
15
contains
a
list
of
surveys,
observations
and
inspections.
We
completed
appendix
b
on
pages
16
through
18,
provide
some
background
population
and
staffing
information
on
59
children's
facilities
in
nevada.
J
That
concludes
my
presentation.
I
would
be
happy
to
answer
any
questions
the
subcommittee
may
have
madam
cheer.
If
it's
okay
with
you,
I
would
like
to
address
some
of
the
issues
brought
up
by
mr
doyle
from
eagle
quest
during
public
comment.
Yes,.
J
First
and
foremost,
our
expectations
of
facilities
are
adjusted
based
on
the
types
of
facilities
we
we
observe
and
review,
for
example,
level
of
security
staffed
youth
ratios,
use
of
force
and
prison
rate,
elimination
act
with
respect
to
facilities
having
the
opportunity
to
respond.
In
writing.
J
If,
depending
on
the
egregiousness
of
the
issues,
we
note
we
do
and
if
we
need
additional
assurance,
we
do
obtain
additional
information
as
needed
from
both
the
facility
and
the
licensing
agency.
So,
for
example,
with
eagle
quest,
we
did
in
fact
discuss
our
issues
that
we
noted
at
the
homes
with
mr
doyle
and
his
management
team.
J
J
We
subsequently
followed
up
with
the
licensing
agency
to
obtain
their
input
and
they
confirmed
the
same
thing
that
mr
doyle
was
concerned
about.
So
in
this
case
we
felt
that
there
was
no
additional
response
needed
by
him,
and
that
concludes
my
comments.
Thank
you.
A
K
Very
much
and
thank
you
for
the
information.
I
have
a
a
couple
of
questions
on
page
15,
where
you
list
the
type
of
work
or
the
survey.
Observations
are
almost
all
of
these
are
six
months
apart.
So
even
if
somebody
observes
something
wrong
and
then
sends
you
an
email
and
says
I've
fixed
it
is
there
a
follow-up.
K
Six
months
is
a
long
time
for,
and
I
and
I
realized
it,
you
need
staff
and
I
realize
that
it's
time
intensive,
but
six
months
is
a
long
time
and
if
all
I
have
to
do
is
email
you
like.
Is
there
a
follow-up
so
that
I
know
that
what's
in
the
email
is
accurate.
J
Assemblyman
or
excuse
me
assemblywoman,
founder
of
loop,
depending
on
the
egregiousness.
Yes,
we
do
determine
whether
we
need
to
go
out
to
the
facility
sooner
rather
than
later.
As
you
know,
we
have
59
facilities
within
the
state.
We
are
constantly
juggling
our
resources
against
the
number
of
facilities
we
have,
plus.
We
also
are
assessing
our
risk
on
a
very
frequent
basis,
so,
for
example,
for
the
ones
that
have
more
egregious
issues
such
as
p6
family
services.
J
K
Well,
I
don't
know
if
it
does.
I
I
appreciate
the
answer.
I
just
think
that
anything
with
children
who
are
vulnerable
is
egregious,
so
you
know
you
may
find
one
pill
on
a
floor
and
that
may
never
happen
again,
but
how
do
you
know
it
doesn't
happen
again
if
there's
not
consistent
follow-up?
I
guess
that's.
That
would
just
be
one
example,
but.
J
If
I
could
take
the
time
to
address
that,
we,
the
the
licensing
agency,
are
the
ones
that
are
responsible
for
more
frequent
going
in
and
out
of
the
homes.
Our
process
is
a
secondary
review
to
make
sure
everybody's
on
the
same
page,
and
I'm
not
saying
that
nothing
is
egregious
I'm
just
trying
to
weigh
things
up.
A
And
by
vice
chair,
I
believe
we
do
have
cindy
pitlock
from
the
department
of
champ
children
and
family
services
on
here
too
as
well.
So
we
can
ask
them.
I
mean
because
that's
a
great
question
I'd
like
to
know,
in
addition
to
the
audits,
that
the
audit
division
provides,
how
often
is
dcfs
visiting
these
homes
and
doing
their
own
inspections.
K
M
Hi
lori
jackson,
social
services
manager
for
gcr
in
regards
to
to
the
report
for
facilities
powell
house
was
the
one
that
fell
under
our
purview.
Tahoe
house
had
significant
issues.
We
worked
with
licensing,
we
were
there
weekly.
We
had
a
corrective
action
plan,
it's
literally
until
the
day
that
we've
made
the
mutual
decision
that
perhaps
they
should.
This
was
not
the
field
for
them
and
they
should
close
their
doors.
A
Jackson
for
the
license
license
for
those
who
hold
licenses
under
your
purview.
How
often
do
you
guys
inspect
their
home
in
addition
to
what
the
our
audit
division
does.
M
By
statute,
the
licensing
division
would
go
once
a
year,
but
when
we
have
children
placed
in
a
facility
such
as
tahoe
house,
we
are
seeing
that
facility
monthly.
We
go
with
the
case
workers
to
do
that.
We
also
have
youth
parole,
children
who
are
placed
at
tahoe
house
and
their
youth
parole
officers
were
also
going
and
seeing
them
monthly
and
reporting
back
to
us
so
that
we
could
continually
address
concerns
as
we
found
them
or
as
as
to
follow
up
to
make
sure
that
they
were
being
addressed.
A
Okay,
perfect,
and
so
you
just
just
to
recap,
you
said
the
her
nris
you're
only
required
to
inspect
them.
Once
a
year,
though
correct
correct.
M
Lori
jackson
for
the
record
powell
houses
was
a
single
facility
here
in
carson
and
it
was
not
a
a
chained
event.
They
don't
have
multiple
houses.
They
had
one
house
here
in
carson.
K
But
if
I
understand
you
correctly,
if
I,
if
a
owner
had
more
than
one
home,
you
would
only
close
that
one,
you
would
only
close
the
home
that
had
the
problem.
M
Laurie
jackson,
for
the
record,
I
I
would
just
for
that
question.
I
don't
have
multiple
homes
within
my
jurisdiction.
I
think
clark,
representatives
and
washer
representatives
with
eagle
quest
have
multiple
homes.
I
think
that
they
might
be
better
to
address
that.
A
And
vice
chair,
it
looks
like
I
know
that
this
gun
fell
under
the
tahoe
house,
fell
into
the
division
of
child
and
family
services,
but
I
know
that
one
of
the
facilities
that
was
reviewed,
p6,
which
fell
under
the
washoe
county
human
services,
jurisdiction,
had
two
homes
and
only
one
of
them
was
closed
after
the
audit
findings,
so
they
the
other
one,
remained
open.
So
hopefully
that
thank
you
you're
welcome
vice
chair,
sorry,
I
I
interrupted
your
line
of
questions.
I
don't
know
if
you
were
done,
no
it.
It's
all.
K
It's
all
good.
I
was
just
very
concerned
that
we
would
allow
someone
to
continue
on
with
their
business
if
you
will,
if
they
have
a
home,
that
does
not
have
that
quality
of
care
that
we
just
just
you
know,
I
don't
know
it's
all
good.
Thank
you
for
the
answers.
A
Thank
you
vice
chair
and
again
might
be
worth
looking
at
that
nrs.
That
only
requires
one
annual
review
of
the
homes,
and
I
know
and
the
an
problem
we
see
with
our
all
of
our
state
agencies,
just
not
enough
people
to
work
within
each
division.
I
I
did
have
a
question
and
this
might
be
for
miss
mcworker.
Mr
crossman,
mr
crossman,
in
your
remarks
you
had
mentioned
that
you
that
the
division
had
received
over
600
complaints
in
2020
was
that
correct.
B
For
the
record
dan
crossman-
yes,
that
that
is
accurate,
I
believe,
on
page.
A
And
mr
crossman,
I
I'm
curious
is:
do
you
know
if
that
number
was
it
did
it
increase
or
decrease
from
the
previous
fiscal
year.
B
For
the
record
dan
crossman,
this
was
a
decrease
from
the
prior
year.
We
do
comment
on
page
four,
some
of
those
reasons
that
we
were
able
to
identify
that
it's
dependent
on
the
type
of
facility
age
of
children,
number
of
children
placed
and
part
of
that
was
due
to
the
coba
19
pandemic
and
fewer
children
being
placed
in
those
those
facilities.
Ms
mcgurk
might
be
able
to
add
a
little
more
context
to
that.
If
you
wouldn't
mind
sandra.
J
The
record
sandra
mcgurk,
I
think
mr
crossman
gave
a
very
good
synopsis
due
to
the
kobit
19.
I
I
believe
this
is
the
biggest
impact
due
to
the
coping
19
pandemic.
There
was
a
reduction
in
the
number
of
children
placed
in
the
various
types
of
facilities,
so
that,
in
effect,
reduced
the
potential
for
complaints
and
grievances
to
be
to
be
filed,
which
is
exactly
what
we
saw.
A
And
I'm
curious
and
there's
probably
another
question
for
the
audit
division,
but
who
files
the
complaints
with
the
audit
division,
because
these
private
and
facilities
are
under
the
jurisdiction
of
dcfs
correct.
So
wouldn't
the
complaints
go,
I
mean
coaches
dcfs
or
who
re?
Who
calls
the
audit
division
to
file
complaints?
Where
do
those
complaints
come
from.
J
So
there
is
a
specific
statute
that
addresses
that
item
each
facility,
that
has
a
child
under
the
custody
of
a
court
or
otherwise
are
required
to
send
us
copies
of
complaints,
including
management's
addressing
of
the
issue,
so
that
that
encapsulates
both
the
private
and
the
public
facilities.
A
Thank
you,
mr
that
answered
my
question
completely
and
I
I
do
have
one
question
and
it's
probably
for
for
miss
pitlock
from
dcfs,
but
when
the
facilities
close
or
what
what
happens
to
the
children
are
they
placed
in
other
homes.
L
D
K
A
You
for
the
question.
Thank
you,
miss
pitlock
and
my
last
question
is
going
to
be.
I
know.
Nrs
only
requires
one
visit
to
each
facility
per
year.
Do
you
know
if,
like
washoe,
county
or
clark
county,
if
their
regs
require
more
than
one
visit
per
year,
or
are
they
in
line
with
what
the
state
does
and
just.
D
Do
have
caseworkers
that
go
into
the
home
monthly.
That
is
the
requirement,
and
they
are
also
supposed
to
do
an
environmental
inspection
to
make
sure
that
the
home
is
safe
and
that
that
medications
are
locked
up,
that
we
have
a
list
of
requirements
for.
A
Our
providers,
that
not
only
our
licensing
team
is
supposed
to
use,
but
our
case
workers
as
well.
Thank
you,
mr
paoli,
and
so
there
is.
There
is
people
in
the
homes
monthly,
correct.
Okay,
thank
you.
Thank
you.
I
appreciate
you
jumping
in
for
helping
answer
the
question.
Members
I'm
going
to
come
to
you,
I'm
going
to
come
to
review
any
other
questions.
A
Okay
with
that,
I
would
take
a
motion
to
approve
the
report.
A
A
D
Will
be
madam
chair
and
members
of
the
audit
subcommittee
for
the
record.
My
name
is
tammy
goetz
audit
supervisor.
I
would
like
to
present
the
report
of
count
of
money
in
the
state
treasury.
If
you
could
direct
your
attention
to
the
transmittal
letter
page
in
accordance
with
nrs
353.060,
we
counted
the
money
and
securities
in
the
state
treasury
on
wednesday
june
30th
2021
and
have
prepared
there
from
exhibit
a
with
supporting
schedules.
One
through
three,
the
legislative
auditor
is
required
to
count
the
money
in
the
state
treasury
at
least
annually.
D
D
D
there
were
173
million
on
deposit
with
financial
institutions.
7.9
billion
of
state-owned
securities
and
2.5
billion
of
securities
held
for
safekeeping
for
a
grand
total
of
over
10.6
billion
pages
3
through
25
show
this
exhibit's
detail.
That
concludes
my
presentation.
I'd
be
happy
to
answer
any
questions.
A
A
Okay
looks
like
we
have
no
questions.
Ms
gets
with
that
committee
members.
I
would
take
a
motion
to
approve
the
report.
A
A
A
B
Thank
you,
chair
for
the
record
dan
crossman
legislative
auditor,
I'll
just
put
my
brief
overview
of
the
six-month
process.
This
was
established
in
statute
many
years
ago
to
help
ensure
that
audit
recommendations
are
implemented.
B
I
believe
it's
important
to
recognize
and
acknowledge
that
the
follow-up
process
that
was
put
in
place
by
the
nevada
legislature
has
been
recognized
as
a
best
practice
by
the
u.s
government
accountability
office
and
that
follow-up
process
begins
with
a
plan
of
corrective
action.
We've
talked
about
that
a
couple
times
today.
It's
prepared
by
the
audited
agencies,
and
that
is
60
working
days
after
the
report
is
made.
B
A
K
We
have
found
that,
to
date,
all
but
two
recommendations
have
been
fully
implemented.
Some
of
this
information
was
provided
subsequent
to
issuing
the
letters
to
the
members
of
the
audit
subcommittee
and,
as
a
result,
we
have
modified
our
questions.
The
following
questions
are
for
agency
officials
regarding
the
two
remaining
partially
implemented
recommendations.
K
K
The
second
question
is
directed
to
the
aging
and
disability
services.
Division
for
recommendation
number
10,
the
office
of
finance,
indicated
staffing
issues
prevented
a
full
implementation
of
the
recommendation
at
the
time
of
review.
When
does
adsd
anticipate
full
implementation
of
the
recommendation.
A
D
As
of
today,
we
have
32
kids
waiting
for
services
and
we
have
a
plan
to
start
13
of
them
this
week
and
we
have
an
additional
two
staff
starting
early
april.
So
we
will
have
this
fully
implemented
by
april
of
2022,
and
our
new
staff
that
we
have
coming
on
board
will
be
able
to
handle
the
referrals
coming
in
and
continue
to
reduce
our
wait
times
at
the
time
of
our
six-month
report.
A
Quick
question:
the
timing
is
52
days,
the
normal.
D
That
is
actually
the
shortest
wait
period
that
we
have
had
again.
As
of
august
of
of
this
year,
we
are
august
of
2021.
D
Our
wages
are
about
108.,
so
this
takes
into
account
the
referral
status,
getting
all
the
paperwork,
the
eligibility
documents
and
then
getting
them
assigned
to
a
case
manager
as
well,
and
we've
seen
that
our
provider
capacity
is
growing.
We've
been
able
to
hire
a
significant
amount
of
staff,
since
our
positions
were
unfrozen
as
of
july
2021.
A
Thank
you,
miss
taimi
members,
any
other
questions
for
our
presenters
from
the
divisions
vice
chair,
dondera,
luke,.
K
Thank
you
very
much.
I
I
that
I,
my
question
is
along
the
lines
is
chair,
so
you
have
a
108
days
a
week
time
it's
going
to
go
down
just
so
I
know
so.
I
understand
you
say
it's
going
to
go
down
to
52,
which
is
almost
three
months,
and
we
have
how
many
kids
in
the
queue.
D
Samantha
heine
for
the
record.
Thank
you
vice
chair
for
that
question.
So,
at
the
time
of
our
six-month
report,
our
weight
days
were
108
as
of
today
they're
52,
and
so
by
the
end
of
april,
we
will
have
eliminated
those
weight
days
with
our
new
staff
coming
in.
K
And
then,
when
you
get
to
that,
I
realize
more
kids
come
in,
as
you
finish
up
those
kids,
but
at
the
end
of
april,
when
that
new
staff
comes
in
and
you
go
down
to
that
58,
how?
How
long
do
you
is
there
ever
a
catch-up
time?
Is
there
ever
a
time
where
you
don't
have
three
months,
three
dozen
families
that
are
waiting
for
help.
D
Yes,
samantha
heavy
for
the
record.
Yes,
thank
you
vice
chair
for
your
question,
so
we
are
hoping
that
by
april
we
will
not
have
any
wait
time
and
that
our
turnaround
time
will
be
about
a
week.
So
we
do
get
about
80
referrals
a
month
on
average
right
now
and
with
the
hiring
of
our
new
staff,
including
the
two
new
that
will
be
starting
in
april.
D
That
will
be
a
good
amount
of
staff
to
help
cover
that
caseload,
and
then
we
do
have
vacancies
that
we
are
looking
to
fill
to
continue
with
that
and
keep
up
with
that
80
person
referral
per
month.
Okay,
thank
you.
A
Okay
with
that,
I
would
look
for
a
motion
to
approve
this
six-month
report.
A
K
Am
thank
you
so
good
morning,
chairman
chairman
of
the
audit
subcommittee
for
the
record,
my
name
is
shannon
rydell,
I'm
the
chief
deputy
legislative
auditor
and
today
I
will
present
the
six-month
report
related
to
the
employment
security
division.
I
did
have
a
quick
question:
chairwoman,
howdy
on
just
procedural.
How
you
wanted
to
go
about
this.
We
do
have
three
questions.
K
A
K
Because
of
this,
the
division
provided
additional
information
on
march
18
2022
that
shows
policies
have
been
updated
to
include
defaults
as
a
result.
We
now
consider
this
recommendation
to
be
fully
implemented
and
we
no
longer
have
a
question
for
the
division.
Regarding
this
recommendation
for
recommendation
10
regarding
utilizing
the
controller's
debt
offset
program,
the
office
of
finance
indicated
esd
had
not
developed
policies
and
procedures
regarding
this
process,
but
they
had
requested
a
memorandum
of
understanding
with
the
controller's
office.
K
The
division
provided
an
update
regarding
this
recommendation
on
march
18
2022
indicated
they
are
incorporating
this
recommendation
into
the
new
is
system.
However,
the
use
of
the
debt
offset
program
can
be
implemented
without
the
new
system
and
we
believe
the
following
questions
are
still
applicable
and
should
be
addressed
by
the
division.
A
D
Good
morning
and
thank
you
for
the
opportunity-
yes,
lynn,
department,
administrator
for
the
employment
security
division
for
the
record,
and
I
would
like
to
ask
my
chief
of
contributions,
jennifer
stagliano,
to
respond
to
this
question.
A
D
All
right,
if
you
can,
on
the
bottom,
left
of
your
of
your
corner
on
the
screen,
there's
going
to
be
a
mic.
Emoji
you're
going
to
go
ahead
and
click
the
arrow
pointing
up,
go
ahead
and
click
that
and
under
select
a
microphone.
Try
choosing
the
opposite!
One,
let's
see
if
that
works,.
D
We
still
cannot,
unfortunately,
hear
you
if
you
can
try
one
more
time
next
to
your
microphone.
There's
going
to
be
an
arrow,
pointing
up,
go
ahead
and
click
that
and
under
select
a
microphone
either.
There
will
be
a
check
mark
next
to
same
as
system
or
a
checkmark
next
to
microphone,
go
ahead
and
choose
the
opposite.
One.
D
A
I
see
that
yeah
I
do
see
them
highlight
up
in
green.
It
looks
like
they're
muted
now,
but
yes
yep,
why
don't
we
go
into
a
two
minute
recess?
Okay,
thank
you.
So
much
chair.
Thank
you.
Committees,
members.
D
A
D
A
D
A
D
You
jennifer
stagnant
chief
of
contributions
for
the
record
in
regards
to
the
debt
offset
program
with
the
controller's
office.
Yes,
we
have
made
contact
with
them.
We
have
been
dealing
with
mrs
huber
over
there
and
she
has
indicated
that
we
are
not
eligible
to
participate
in
that
offset
program.
D
So
at
this
point
we
can't
really
proceed
with
that.
C
J
D
And
the
the
identification
of
the
delinquent
accounts
is
already
something
that's
been
placed.
We
have
been
identifying
those
through
queries
run
through
rit
department,
so
that
actually
is
already
implemented.
It's
just
the
controller's
office
assistance
with
that
debt
offset
program
that
we
cannot
implement.
K
Yeah,
I
I
suppose
we
will
have
to
reach
out
to
the
controller's
office
and
find
out
what's
preventing
them
from
being
able
to
do
that.
It
was
our
understanding
at
the
time
of
the
audit
that
that
would
be
something
that
could
be
done
so
we'll
we'll
reach
out
to
the
controller's
office
and
find
out
what
the
hiccup
is
there
and
we'll
go
from
there.
A
K
So
I
suppose
question
number
two
is
not
applicable
at
the
moment
until
we
find
out
more
information
from
the
controller's
office,
so
I'll
just
move
on
to
the
third
question
and
that
relates
to
recommendations
with
no
action,
and
these
included
those
related
to
correcting
erroneous
collection
reports,
creating
an
aged
accounts,
receivable
report
and
usually
utilizing
the
non-filers
report
to
assist
in
prioritizing
accounts
and
collection
efforts.
K
K
Our
audit
indicated
the
non-filer
report
can
be
utilized
to
proactively
engage
in
early
collection
efforts,
as
tax
liabilities
typically
exist,
regardless
of
whether
employers
file
tax
returns.
The
division
did
provide
an
update
on
march
18
2022,
stating
that
they
are
working
to
develop
a
system
query
to
identify
non-filers.
K
D
Senator
stagliano
chief
of
contributions
for
the
record,
we
are
currently
utilizing
the
non-filers
report.
We
just
have
this
query
updated
so
that
we
can
continue
updating
our
processes
on
identifying
these
non-filers
and
reaching
out
for
those
reports.
We're
also
doing
some
cross
matches
on
those
to
see
which
ones
are
true
non-filers
because
of
no
payroll
versus
which
ones
should
be
filing
or
not.
So
we
are
currently
working
on
that.
K
No,
that
that
completes
this
six-month
report.
A
Okay,
seeing
none.
I
would
ask
all
members
voting
in
the
eye
to
raise
their
hand.
A
D
D
We
contacted
the
division
in
february
of
2022
regarding
the
status
of
the
recommendations
based
on
further
discussion
with
the
division.
We
believe
that
the
division
fully
implemented
recommendation
number
five
regarding
the
storage
and
handling
of
personally
identifiable
information.
We
have
two
questions
for
the
agency.
First,
what
progress
have
you
made
towards
fully
implementing
the
remaining
six
recommendations?
D
So
this
is
barbara
richardson
for
the
record.
I
believe
I
am
as
well
as
our
chief
deputy
stephanie
mcgee,
so
I
think
that's
where
the
deputy
comes
in.
So
first
I
want
to
thank
terry
aldegy
and
the
newly
appointed
vice
chair,
dr
dondera
loop
and
members
of
the
audit
committee.
D
Again
for
the
record,
my
name
is
barb
richardson,
I'm
the
insurance
commissioner
for
the
state-
and
I
do
want
to
thank
the
auditing
team,
as
their
input
has
been
very
helpful,
not
only
at
the
beginning
of
the
report,
but
as
we
continue
to
work
through
completing
all
the
open
topics
that
have
been
presented
in
the
report.
A
L
Okay,
this
is
stephanie
mcgee,
chief
deputy
insurance,
commissioner.
I
certainly
wanted
to,
while
we're
here
express
my
appreciation
for
the
auditors
and
both
the
legislative
council,
bureau,
auditors
and
the
division
of
channel
audit.
Auditors
were
professional
and
really
helped
us
to
review
and
improve
our
processes.
So
we
really
appreciate
that.
I
would
suggest
that,
because
some
of
these
processes
have
been
developed
through
the
course
of
audit
and
since
that
final
report
was
issued,
it's
possible
that
we
will
have
some
of
them
done
before
the
six
month
period.
L
A
Okay
and
miss
mcgee,
I
will
just
ask
on
the
two
items
that
have
no
action.
Has
any
action
been
taken
and
that
was
on
recommendation
number,
four
to
revise
policies
and
procedures
regarding
the
assessment,
collection
and
tracking
of
late
fees
and
then
recommendation
number
seven,
which
was
imposed
penalties
in
accordance
with
the
statute
for
continued
non-compliance?
So
those
two
had
no
action
taken
whatsoever.
Has
there
been
any
action
on
those
two
items.
L
Yes,
there
has
been
actually
stephanie
mcgee
for
the
record.
The
division
was
working
to
review
all
so
the
recommendation
for
which
was
the
no
action
was
talking
about
big
collection
of
late
fees
and
that
recommendation
required
us
to
review
and
really
get
into
depth
on
all
potential
like
fees
and
penalties
that
the
division
could
impose.
So
we're
working
with
that.
I
met
with
the
division
of
internal
audits
recently
to
discuss
what
is
what
we
were
lacking
in
those
policies
and
procedures
in
order
to
get
those
things
implemented.
L
L
With
respect
to
recommendation,
seven
recommendation
seven
has
to
do
with
implement
imposing
penalties
for
continued
non-compliance
by
the
bail
industry
based
upon
our
project,
which
was
an
educational
project
to
review
the
bail
industry.
Part
of
knowing
that
there's
continued
non-compliance
will
require
us
to
continue
with
that
project.
So
we
did
the
initial
audits.
Then
there
was
code
and
now
we're
we've
continued
with
our
project
to
educate
the
bail
industry
and
follow
up
on
their
compliance
with
regulations
and
statutes.
L
Though
I
would
suspect
that
that
one
I
could
say
that
no,
there
hasn't
been
any
further
action
on
those
other
than
they're
those
cases
where
we
have
determined
that
there's
continued
non-compliance
or
non-compliance
after
additional
reviews.
I'll
put
it.
That
way
is
those
have
been
referred
to
our
enforcement
team.
The
enforcement
team
finds
that
that
is
in
fact
the
case.
Then
those
will
be
referred
to
the
legal
section
for
action.
A
A
A
A
P
P
At
that
time,
the
office
of
finance
indicated
four
recommendations
were
fully
implemented.
Seven
recommendations
were
partially
implemented
and
three
recommendations
had
no
action
taken
in
our
letter
to
the
subcommittee.
We
have
listed
those
recommendations
identified
as
partially
implemented
or
had
no
action
taken
for
the
partially
implemented
recommendations.
P
We
contacted
the
division
in
february
2022
and
requested
additional
information
regarding
the
status
of
the
10
remaining
recommendations.
After
reviewing
additional
information
and
documentation
provided
by
the
division,
we
have
determined.
Six
of
the
ten
recommendations
have
now
been
fully
implemented.
Those
recommendations
still
outstanding
include
recommendations.
P
One
nine
ten
and
twelve
for
recommendation
number
one:
the
division
indicated
it
evaluated
user
roles
and
performed
updates
to
its
database.
That
would
allow
it
to
segregate
staff
duties
through
defined
levels
of
access
for
user
roles.
However,
staff
turnover
in
the
division's
I.t
section
has
prevented
it
from
implementing
these
levels
of
access.
The
division
intends
to
implement
levels
of
access
once
it
obtains
the
appropriate
I.t
staff
for
recommendation
number
nine,
the
division
indicated
new
software
would
be
needed
to
implement
the
recommendation.
P
O
Good
morning
madam
chair
sharat,
chandra
administrator
for
the
real
estate
division,
thank
you
to
you
and
adam
weiss,
chair
and
members
of
the
committee
also
wanted
to
thank
mr
peterson
for
his
hard
work
working
with
us
throughout
the
audit
process,
and
also
mr
crossman,
so
just
to
address
those
two
questions.
O
We
we've
already
done
the
hard
work
of
segregate
finding
out
the
vendor
the
segregation
of
the
duties
just
so
that
the
committee
is
clear,
there
are
segregated
duties
are
being
performed.
It
wasn't
done
to
the
level
that
we
would
like
to,
and
basically
that
was
the
recommendation
or
understanding
of
it.
So
now
that
we
have
all
the
duties
kind
of
segregated
in
the
right
ways
because
of
the
news
updates,
we're
now
ready
to
kind
of
implement
it.
O
I
think
we
had
again
the
id
turnover
we've
had
a
lot
of
staff
turnover,
as
is
the
case
of
many
agencies,
and
I
think
it's
just
a
matter
of
finding
the
the
staffing
and
then
once
that's
done
working
with
the
vendor
and
the
the
section
managers
to
just
identify
those
levels
of
access
and
then
kind
of
define
what
they
are
and
when
someone
reaches
that
level
of
access.
What's
the
next
step,
just
those
technical
things
have
to
be
rolled
out,
and
I
don't
anticipate
that
being
much
of
a
problem.
O
It's
just
it's
a
timing
thing
we
just
have
been
short-staffed
and
the
vacant
positions
have
resulted
in
us
not
being
able
to
implement
it,
and
I
think
the
there's
a
follow-up
to
that
question
too
was
the
second
question
was:
when
does
the
division
anticipate
its
new
software?
O
So
the
the
recommendation,
if
my
understanding
is
correct,
was
utilize
the
database
to
track
trust
account.
Reconciliation
submitted
submittal
for
all
licensed
real
estate
brokers.
So
there
is
a
process
in
place.
The
process
is
not
in
the
system.
O
We
understand
that
the
auditors,
when
they
looked
at
it,
the
the
process
that
we
had
was
a
little
disjointed
and
the
ideal
process
would
be
to
actually
use
the
system
of
record
to
perform.
These
audits-
and
you
know,
input
the
information
in
there,
so
we
could
pull
the
appropriate
reports
and
manager
I'm
preaching
to
the
choir.
O
You
know
how
old
our
system
is,
and
so
some
of
the
things
that
we
want
to
do
can't
be
done
in
the
system
and
so
we're
using
you
know
excel
and
other
other
couple
of
mechanisms
to
do
it,
and
so
we
are
in
the
process
of
obtaining
new
software
and
it's
a
long
process.
It's
a
it's
a
request
for
information
and
of
their
selection
and
then
actually
working
through
the
contract
and
then
awarding
the
contract.
O
So
we
are
in
the
process
of
vendor
selection
right
now,
and
so
we
anticipate
getting
a
vendor
selected
and
get
into
contract
negotiations
before
the
end
of
the
fiscal
year
june
end
of
june,
and
then
hopefully,
fender
will
start
working
on
the
software.
So
that's
the
timeline
on
on
getting
new
software.
O
The
goal
for
us
is
to
clearly
all
our
operations
need
to
work
through
that
software,
whether
it's
audit,
whether
it's
compliance,
whether
it's
licensing
and
so
that's
the
goal,
and
so
that
that's
to
answer
the
second
question
on
that
on
that
audit.
Finding.
Thank
you,
madam
chairman,
I'll,
stop
for
questions.
If
you
haven't.
A
Yes
and
then,
mr
peterson,
before
I
turn
it
back
over
to
you,
I
do
have
a
question
for
administrator
chandra.
So
then
it
sounds
like
question
number
one
is
the
segregation
of
duties
has
already
been
achieved,
but
so
is
there
an
rfp
out
because
you're
for
the
software
system
right
now,
because
you're
saying
you
guys
hope
to
have
it
secured
by
june
2020
so
that
have
a
software
system
has
not
yet
been
selected.
O
So
all
the
the
rfp
process
has
been
done.
I
think
we've
identified
the
vendors
we've
had
vendor
presentations
and
now
it's
just
a
matter
of
whittling
it
down
to
the
top
two
and
then
making
a
selection
and
then
we'd
get
into
actually
working
through
the
mechanics
of
the
contract,
and
then
it
would
go
for
approval
to
the
boards
and
then
then
the
vendor
would
be
awarded
the
contract.
So.
D
O
P
Hey
thank
you,
chair
howard,
for
the
record
todd
peterson
audit
supervisor
for
recommendations,
10
and
12.
The
division
indicated
it
accepted
and
fully
understands
the
basis
for
the
recommendations,
but
reported
it
has
significant
constraints
and
fiscal
staff
and
technology
resources
to
fully
implement
these
recommendations.
P
The
division
mentioned
one
administrative
position
was
dedicated
to
trust
account
and
administrative
duties,
with
trust
account
responsibilities
taking
approximately
10
working
days
each
month.
Furthermore,
the
division
indicated
it
would
require
and
require
an
auditor
or
similar
position,
along
with
some
technology
enhancements
to
implement
the
recommendations,
and
we
just
like
to
note
that
the
audit
division-
you
know
we
didn't
use
any
special
technology
to
evaluate
broker
trust
account
information
as
part
of
the
audit.
Our
testing
included
the
use
of
the
division's
desk
review
guidelines
to
examine
and
identify
any
errors
on
trust
account.
P
Reconciliation
information
already
submitted
to
the
division.
Moreover,
the
errors
we
identified
during
our
testing
of
broker
trust
account
documentation
like
nondescript
journal
entries,
incomplete
bank
statements
and
deposits
listed
as
unknown
and
suspicious
withdrawals
were
easily
identifiable
by
just
scanning
broker.
Trust
account
documentation.
P
P
So
with
that
information,
we
have
one
question
for
the
division
regarding
recommendations,
10
and
12,
which
relate
to
trust
accounts
and
statutory
requirements
that
brokers
file
and
the
division
review.
Those
trust
account
reconciliations
and
our
question
is:
does
the
division
intend
to
take
any
action
to
implement
these
recommendations,
and
when
does
it
intend
to
take
this
action?.
O
I'm
sure
thank
you
again
again.
Like
mr
peterson
said,
we
do
understand
the
recommendations
and
and
and
the
kind
of
the
genesis
of
what
these
these
requirements
are
again.
10
and
12
they're
trusted
on
reconciliations,
and
if
you
recall,
madam
chair,
I
think
we
had
this
discussion
at
the
last
meeting
too.
O
So
every
broker
is
supposed
to
turn
in
a
trust,
account
reconciliation,
whether
they
do
it
or
whether
they
have
trust
accounts
or
they
don't,
and
so
originally,
our
risk-based
approach
was
based
on
because
of
historically
the
division,
staffing
levels
and
our
ability
to
monitor
all
these
brokers.
The
question
was:
we've
identified,
a
segment
of
brokers
that
do
use
trust
depend
reconciliations
and
within
that,
within
that
section
of
trusted
contract
conciliations,
we
then
focused
on
the
folks
that
actually
used
property
management
to
do
those
trust
account
reconciliations.
O
So,
after
the
audit
we
stepped
back-
and
we
said-
okay-
well-
let's
implement
it
across
the
board,
because
the
risk-based
approach
may
have
been
too
narrow
in
scope,
at
least
our
interpretation
of
a
risk-based
approach.
So
we
stepped
back
and
we
said
we
will
start
requiring.
Everybody
will
monitor
everybody
to
submit
trust
account
reconciliations,
whether
they
have
it
or
they
don't.
O
So
there
are
two
forms,
and
so
you
would
submit
a
form
saying
you
don't
have
a
trust,
account
reconciliation
and
we
would
file
that
and
then
the
other
process
is,
you
would
say
you
do
have
one
and
then
you
would
submit
this
form
that
the
division
requires,
and
so
we've
now
done
that
across
all
brokers,
as
opposed
to
just
ones
with
property
management
permits.
So
that
was
the
first
step,
the
the
the
second
one
was
really.
O
How
deep
do
you
go
into
these
structural
reconciliations,
and
this
is
where
I
think
we
have
a
process
in
place?
Is
it
perfect?
Absolutely
not.
I
have
a
administrative
three
position
doing
a
lot
of
this
work,
and
so
the
question
became
well.
How
much
am
I
expecting
an
administrative
three
person
in
addition
to
their
regular
duties,
perform
trust,
account
reconciliations
and
the
goal
is
to
give
our
employees
the
tools,
but
also
we
want
to
adequately
find
the
right
fit.
O
You
either
want
someone
with
some
auditing
experience
or
something
to
be
able
to
make
determinations
across
the
board,
and
so
we've
made
some
changes
currently
and
I
think
we're
in
a
good
place.
It's
just
if
we
want
to
take
this
to
a
more
dedicated,
risk-based
approach
where
you
would
evaluate
a
previous
year's
trust,
account
reconciliation
with
this
ones.
Cross-Reference
some
stuff,
you
know,
go
through
different
sections,
it
is
time-consuming,
and
so
I
think
that's
where
we
said
it's
a
resource
issue.
O
I
mean
again
we
would
love
to
do
this
implementation
and
have
someone
in
place
that
could
dedicate
the
time
to
do
this,
but
I
think
that's
the
dilemma.
I
think
we'll
work
within
the
framework
of
what
we
have
and
I
think
we
are
in
the
process
of
really
reviewing
how
these
trust
account
reconciliations
have
done
by
the
aa3
we've
reviewed
their
procedures.
P
For
the
record
todd
peterson,
not
his
supervisor.
In
my
opinion,
this
would
be
a
question
for
mr
crossman.
You
know,
I
think
this
would
be
something
that
we
would
want
to
continue
to
monitor
the
implementation
of
these
two
recommendations.
Our
our
question
as
to
whether
or
not
they
would
take
any
action
came
from
their
responses
and
the
division
of
internal
audits
review
during
the
six-month
report
that
no
action
has
been
taken
on
these
recommendations.
A
And
so
would
this
be
in
the
form
like
if
monitoring
these
recommendations
would
that
require
I
mean,
would
we
get
to
see
these
an
update
in
a
future
audit
subcommittee
meeting.
B
Sorry
stepped
on
you
there,
mr
peterson,
for
the
record
dan
crosston
legislative
auditor.
As
far
as
going
forward,
I
I
I
would
concur
with
mr
peterson's
assessment
that
I'd
like
to
continue
to
monitor
that
recommendation.
These
recommendations
that
fall
under
this
question.
As
far
as
from
a
process
standpoint,
this
is
officially
the
last
time
we
would
discuss
the
six-month
reports
unless
it
was
the
desire
of
the
chair
to
have
us
come
back
and
present
some
additional
information
in
the
future,
and
that
has
been
done
in
the
past.
B
So
I
would
defer
to
chair
howa,
ghee
and
members
of
the
subcommittee.
If
they'd
like
to
have
an
update
on
this
or
any
of
the
other
six
month,
reports
we've
heard
today
we're
happy
to
to
bring
them
back
at
a
future
meeting.
We
do
continue
to
monitor
all
these
recommendations,
regardless
of
whether
or
not
they're
coming
to
another
meeting,
but
that's
that
would
be
the
process
would
be
just
letting
us
know
that
you
would
like
to
have
them
back
in
a
future
meeting.
A
A
A
A
A
Thank
you
so
much,
mr
peterson,
for
the
presentation,
okay
and
thank
you
so
much
administrator
sandra
for
being
with
us
to
answer
the
questions.
I
appreciate
that.
Okay.
That
concludes
agenda.
Item
number.
Seven.
From
committee
members
we
can
move
on
to
agenda
item
number
eight,
which
is
the
national
state
auditors
association
report
on
the
nevada
legislative
council,
bureau's
audit
division
system
of
quality
control.
We
have
mr
crossman
here
to
make
a
brief
presentation.
B
Thank
you
chair.
I
know
at
this
point
in
the
meeting
everyone's
had
a
lot
of
fun,
so
I'll
make
this
as
brief
as
I
can,
but
this
I
think
this
is
a
really
important
item
to
highlight
you
should
have
in
your
packet
a
letter
from
the
national
state
auditors
association
addressed
to
my
office,
entitled
the
peer
review
report.
B
This
report
answers
that
question.
That
few
ask,
but
many
wonder
who
audits
the
auditors.
Well,
the
answer
to
that
question
is:
we
are
audited
by
experienced
auditors
from
other
states.
The
audit
division
performs
our
audits
in
accordance
with
very
rigorous
auditing
standards,
and
those
standards
require
that
every
three
years
the
division
be
subjected
to
an
external
peer
review,
experienced
auditors
from
the
states
of
wyoming,
north
dakota,
georgia
and
louisiana
conducted
this
most
recent
peer
review,
which
occurred
in
the
fall.
B
The
peer
review
concluded
that
the
audit
division
system
of
quality
control
provided
reasonable
assurance
of
conformity
with
government
auditing
standards
and
issued
a
rating
of
pass,
which
is
the
highest
rating.
I
have
to
clarify
that
because
pass
doesn't
sound
great,
but
that
is
the
highest
rating.
They
provide.
I'm
extremely
proud
of.
My
team
and
their
dedication,
and
all
that
goes
into
the
audit
process.
A
A
Okay,
I
don't
have
any
questions,
but
I
do
want
to
say
thank
you
to
you
and
the
entire
audit
division
for
your
service.
Like
you
said,
I
think
a
pass
is
the
highest
grade
you
can
receive,
which
is
great,
and
then
I
also
want
to
thank
you
guys
and
take
a
moment
to
acknowledge
that,
like,
like,
you
said
that
we
are
a
model,
your
division
is
a
model
for
the
six-month
review
and
in
the
way
they
conduct
their
audit
follow-up.
So
thank
you
guys
for
all
that
you
do
and
keeping
our
state
functioning.
A
Okay,
members
there.
That
is
a
no
action
item,
so
that
is
the
second
to
the
last
agenda
item.
Our
last
agenda
item
is
public
comments.
So
agenda
item
nine.
I
do
want
to
pause
just
for
a
few
moments
to
give
those
who
may
be
listening
time
to
call
in
again
remember
we
do
have
four
ways
you
can
submit
public
comment.
You
can
call
in
mail
in
your
public
comment,
email
in
your
public
comment
or
faxing
your
public
comment.
D
C
C
C
C
C
Our
members
have
had
a
transparent
relationship
with
state
local
officials,
we're
really
hopeful
to
continue
that,
as
we
know
it's
in
the
best
interest
of
all
children.
We
understand
that,
based
on
testimony
that
the
eagle
quest
findings
were
cleared
via
brief
email.
But
again
we
take
this
body's
work
very
seriously
and
just
have
some
concerns
that
any
deficiencies
would
be
presented
to
an
elected
body
in
a
public
forum
with
limited
notice.
C
Our
membership
seeks
to
address
all
concerns
in
an
expedited
manner,
as
that's
again
in
the
best
interest
of
the
child
and
we're
confident
that
any
findings
were
addressed
at
this
time.
We
still
have
not
seen
the
report,
but
we'll
continue
to
check
the
website
now
that
it's
been
adopted,
and
should
this
committee
request
a
response
or
the
auditors
would
be
obviously
happy
to
provide
that
thanks
again
for
the
work
that
you
do
for
both
our
elected
officials
and
the
public
servants
who
work
within
the
division.
Q
Thank
you,
madam
chair
and
members
of
the
assembly.
My
name
is
fatai
longi
and
I'm
going
to
be
speaking
on
behalf
of
three
angels
care.
I
am
a
resource
parent
to
four
foster:
youth,
biological
parent
to
three
beautiful
boys
director
for
three
angels
care
also
do
some
non-profit
work,
family,
coach
and
a
preservation
advocate
for
family
and
anybody,
that's
impacted
by
the
foster
care
system.
Now
these
are
just
a
few
of
the
different
hats
that
I
juggle
on
a
daily
basis.
Q
Q
My
resource
family
have
been
we've,
been
doing
this
work
for
a
decade
and
have
seen
so
many
changes,
both
good
and
learning
ones.
That
challenge
us
in
the
continuation
of
our
calling
that
is
changing
this
world
by
modeling,
unconditional
love
to
foster
youth
and
at-risk
youth.
So
they
have
an
opportunity
to
change
their
narrative.
Q
Our
calling
has
expanded
to
the
foster
children
and
their
parents
caregivers,
because
the
trend
we
have
experienced
is
a
generational
challenge.
Kids,
we
care
for
now
and
in
the
past
are
second
third
and
even
fourth
generation
products
of
foster
care.
I
have
always
been
a
firm
believer
that
this
lane
of
impact
is
not
for
everyone
and
that
it
is
a
purpose
calling
a
calling
that
creates
vulnerability
and
transparency
so
that
it
promotes
growth,
transformation
and
collaboration.
Q
This
does
not
come
into
fruition.
This
actually
didn't
come
into
fruition
until
the
pandemic
took
place
and
it
forced
a
lot
of
professionals
to
work
from
home
log
in
on
zoom
homeschool,
their
kids
not
look
their
best
on
zoom
calls
dogs
barking
in
the
background,
forced
to
share
a
workspace
at
home
with
their
spouses
and
constantly
saying
I'm
sorry,
my
kids
are
home,
I
may
get
interrupted,
or
my
connection
is
not
the
best.
I
experienced
these
transitions
with
my
licensing
agency
these
past
two
years
in
which
it
has
promoted
connection,
effective
communication
and
collaboration.
Q
Our
partnership
relationship
with
our
licensing
agency
didn't
happen
overnight,
just
like
in
any
other
relationship
of
getting
to
know.
People
you
are
elected
until
something
wrong
happens
and
then
comes
a
questioning
and
some
judgment,
but
I'm
grateful
for
the
nas,
nrc
qpi
and
all
the
other
alphabet
regulations
to
help
hold
each
other
accountable
to
the
partnership.
Q
I
just
wanted
to
highlight
this
experience
that
we
had,
because
this
is
really
where
we
saw
the
strengthening
of
our
relationship,
and
it
was
due
to
a
loss
of
one
of
our
three
angels
care
admin
staff
which
created
an
opportunity
for
cultural
awareness
to
take
place.
We
had
three
or
four
washoe
county
human
service
agency
workers
attend
the
funeral
service
during
social
distancing
and
mass
mandate
moments,
and
that
support
spoke
kindness
and
empathy.
Q
It
gave
me
a
perspective
to
life
that,
although
we
all
have
a
goal
to
accomplish
daily
for
kids
in
the
foster
care
system,
my
need
at
that
moment
of
mourning
and
sadness
was
important
too.
Cultural
awareness,
I
feel,
needs
to
be
a
training
that
all
people
in
this
lane
of
impact
need
to
consider
very
important
for
the
development
of
our
foster
children
and
our
resource
families.
Recently,
my
agency
had
an
unannounced
visit
from
lcb
and
a
comment
that
was
made
to
one
of
the
adults
in
the
home
was:
did
you
just
clean
your
house?
Q
You
can
only
imagine
the
confusion
and
insult
that
it
possibly
could
have
left
the
adult.
As
her
motto
is
cleanliness
is
next
to
godliness.
I
appreciate
and
sandra
knows
this.
I
value
her
work
so
much
as
it
has
ensured
safety
for
our
foster
children.
It's
kept
me
accountable
for
sure.
However,
some
of
the
recent
experiences
have
been
uncomfortable
for
our
foster
youth.
Q
It
was
the
first
time
that
lcb
showed
up
and
our
foster
youth
was
home
as
well
in
one
visit
at
one
at
one
visit
of
the
one
of
our
resource
family
homes,
the
foster
youth
did
not
know
or
wasn't
really
aware
who
lcb
was
and
was
concerned
that
they
were
going
to
be
separated
from
the
family.
They
continued
saying
they
were
scared
because
they
never
seen
them
before.
Q
After
the
the
adult
explained
to
the
youth
who
lcb
was,
it
gave
them
a
little
assurance
knowing
their
placement
was
not
going
to
be
interrupted
or
impacted.
We
have
experienced
other
challenges
where
unannounced
visits
happened
and
the
resource
family
was
not
available
for
a
walkthrough
because
they
work
day
jobs.
I'm
hoping
there
can
be
other
ideas
in
collaboration
so
that
the
availability
of
my
resource
families
does
not
delay
the
work
of
lcb.
Q
I
appreciate
the
auditors
so
much
for
their
feedback,
as
it
has
helped
us
with
the
growth
for
the
agency
and
also
reassure
safety
is
always
the
top
need.
In
closing,
I
want
to
thank
my
licensing
agency,
washoe
county
county
human
service
agency,
for
their
continued
support
and
partnership
to
ensure
safety
for
all
people
involved,
including
children,
resource
family
and
also
community
support
that
have
a
heart
for
this
work.
When
the
adults
doing
this
work
is
being
supported,
the
children
in
our
foster
care
system
thrive
and
have
an
opportunity
to
write
rewrite
their
story.
Thank
you.
A
D
A
Doing
you
know,
work
to
keep
our
children
safe
and
there
are
so
many
great
facilities,
but
the
job
of
the
audit
division
is
to
highlight
the
issues,
and
so
that's
what
we
hear
and
unfortunately
you
know
we
we're
not
here
to
hear
about
all
the
great
work,
sometimes
that
that
does
get
done
in
these
private
facilities
and
we're
here
just
to
highlight
some
of
the
issues
that
are
found,
but
that's
not
to
take
away
from
any
of
the
facilities
that
are
doing
a
great
job
and
and
out
there
doing
the
work
to
keep
our
children
safe
committee.
A
Members
with
that
that
was
our
last
agenda
item
I
do
want
to
let
you
know
that
our
next
meeting
will
be
scheduled
for
may
4th
with
that
we
are
adjourned.
Thank
you,
committee
members,
and
thank
you.
Audit
division
and
all
those
state
agencies
who
were
here
to
answer
questions
and
those
who
gave
public
comment.
Thank
you.