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From YouTube: Audit Committee – June 20, 2016
Description
Audit Committee meeting – June 20, 2016 – Audio Stream
Agenda and background materials can be found at http://www.ottawa.ca/agendas.
A
A
Everybody
welcome
to
the
audit
committee
meeting
of
the
20th
of
June
2016
like
to
welcome
the
committee
and
everybody
here.
Is
there
any
declarations
of
interest
by
the
committee
nope,
seeing
none
I'm
going
to
declare
something
right
at
the
start
for
everybody's
knowledge,
my
daughter
is
about
to
have
a
baby
today
or
tomorrow,
Wednesday
for
sure
I
can't
turn
my
phone
off
so
I'm
going
to
apologize
to
you
in
advance
that
if
the
phone
rings
and
I
go
running
out
of
here,
you
know
what
that's
all
about.
A
Okay,
Vice
Chair
clue
che
will
take
over
quickly
for
me,
so
I
apologize
in
advance
if
it
happens
but
yeah
it's
my
first
grandchild
yeah,
so
confirmation
two
minutes
from
the
last
meeting,
which
was
26
ma
2016
is
everybody
okay
with
the
minutes
or
any
changes
needed
confirmed?
Okay,
thank
you
and,
as
indicated
in
the
email
sent
to
members
of
Council
on
June
17th,
the
auto
general
has
requested
that
night
and
be
added
to
the
agenda
in
order
to
provide
a
brief
presentation
regarding
the
bench
making
a
benchmarking
toy
fraud
and
waste.
A
A
hotline
on
the
OU
AG
budget,
counselor,
Cloutier
I.
Believe
you
have
a
motion
to
that
effect.
If
you
could
read
it,
please
Thank
You,
Jeremy
and
happy
potential
grandfather
day
to
you,
myself,
that
the
Audit
Committee
the
Musa
procedure
to
consider
the
memos,
titled
benchmarking,
five
invoice
hotline
and
the
oag
budget
for
the
purpose
of
receiving
information.
With
regards
to
item
1,
the
office
of
the
Auditor
General
report
on
the
fraud
and
waste
hotline.
A
Thank
you
is
that
motion
carried
everybody.
Thank
you.
So
the
process
for
the
remaining
items
on
the
agenda
will
be
as
follows:
we're
going
to
receive
the
presentation
from
the
AG
on
the
benchmarking,
fraud
and
waste
hot
lines,
the
o
AG
budget,
then
we're
going
to
proceed
to
item
2
and
the
in-camera
item.
Mr.
Hughes
will
provide
a
brief
presentation,
followed
by
a
few
remarks
from
the
city
manager,
our
new
city
manager,
mr.
Ken
Lucas.
A
The
committee
will
then
move
in
camera
in
order
to
discuss
the
recommendations
noted
in
the
in-camera
portion
of
the
agenda
in
the
report
titled
office
of
the
Auditor
General
report
on
the
review
of
the
client
service
center
Loyd
cash
handling
process
and
cash
discrepancies.
After
resuming
an
open
session,
it
is
the
intent
to
vote
on
the
report
as
a
whole.
So
then
will
then
proceed
to
item
number
1,
which
is
a
report
on
the
fraud
and
waste
hotline.
Are
there
any
questions
or
suggestions
on
the
process?
Everybody's?
Okay?
What's
it?
Thank
you.
A
A
A
This
should
pay
is
an
appetite
to
disappear
until
be
of
a
Monica
promise.
True
mr.
chair,
perhaps
I
could
I
begin
by
introducing
the
staff
of
the
office
of
the
Auditor
General
they're
seated
behind
me
right
behind
me,
the
we
have
auditors
Janet
Onyango,
let's
see
who
is
on
parental
leave,
senior
auditor
Suzanne
Bertram
Louise,
Prue,
Vivian,
K
and
I'm
joined
here
at
the
front
by
two
deputy
Auditor
General's
ed
minor
and
Sonya
Brennan
and
Rhiannon
power
of
my
Linh
who'll
handle
the
slide
advancing.
A
We
sure
the
pan
is
evaluated
the
case
charge
of
a
committee
to
the
benefit
a
show
on
mouse.
Do
you
mean
Laura,
sighs?
Mr.
chair,
there
were
questions
and
directions
from
the
audit
committee
in
March
of
2016,
where
the
audit
committee
director
that
we
returned
to
to
them
to
provide
information
on
benchmarking
of
both
the
fraud
and
waste
hotline
and
the
budget
of
the
office
of
the
Auditor
General
in
comparison
to
other
municipal
law
audit
groups.
That's
why
we're
here
today
and
I'll
begin.
A
Reduce
it
in
practical
exam
plan,
a
further
waste
outline
is
the
best
practice
you'll
find
them
in
many
municipalities
and
in
private
industry.
The
hotline
here
at
the
sea
was
created
in
2005
and
it
was
initially
for
the
employees
in
2009.
It
was
extended
to
the
stakeholders.
That
means
that
the
residents,
the
taxpayers
and
and
suppliers
etc
occurred.
Pro
could
report
to
the
fraud
and
waste
hotline
I,
leave
the
deck
Friday
I'll,
be
dr.
A
Wolk
and
that
to
reward
and
flux,
except
the
volume
continued
to
ignite,
and
that's
why
others
also
see
so
cement,
not
in
exhibitors,
the
person
annual
appeal
a
coup.
The
further
waste
hotline
here
at
the
City
of
Ottawa
continues
to
be
a
success.
The
volume
as
you'll
see
when
we,
when
we
give
you
the
annual
report
shortly,
however,
is
increasing
and,
as
is
the
burden
on
the
resources
of
the
office
of
the
Auditor
General.
Currently,
the
fraud
and
waste
hotline
requires
2
plus
FTS.
A
In
addition
to
the
costs
of
operating
the
hotline.
I'll
do
many
decades
news.
Mooc
this
year,
twice
on
business,
email
phone
call
it
competitive
mount
sauce
was
heart
set
on
bumi,
kettles,
Solara
a
result:
the
dogmas
of
Monticello,
the
captive
a
newsperson
result
overall
by
lady
tied,
a
single
mom
in
case
super
Mason
are
missing,
need
make
significant
yeah
de
Foix
Pierre
de
Florida
W.
In
2015
we
received
319
reports
versus
167
in
2014.
A
That's
a
92%
increase,
we'll
discuss
the
details
of
the
2015
report
shortly,
but
I
would
like
to
tell
you
that,
in
my
opinion,
this
doesn't
mean
that
there
was
twice
as
many
instances
of
fraud
and
waste
here
in
Ottawa.
Talk
about
that.
More
specifically,
when
we
address
the
report
of
the
of
the
activity
in
2015.
A
When
we
specifically
turn
to
benchmarking
of
the
fraud
and
waste
outline
here
in
Ottawa,
compared
to
where
those
fraud
was
top-line,
the
hot
lines
that
exist
in
other
municipalities,
you
try
to
look
for
various
methods
of
comparing
activity
in
sheer
volume,
we're
number
two
were
behind
Toronto,
but
that's
not
surprising,
and
you
know
it
certainly
isn't
surprising
that
we,
we
have
many
more
reports
than
the
other
municipalities
in
Canada.
However,
when
we
use
as
a
benchmark
of
reports
for
a
hundred
thousand
residents
or
reports
per
1000
employees,
we
are
significantly
higher
than
other
municipalities.
A
When
you
look
at
reports
per
hundred
thousand
residents
as
you'll
see
on
the
table,
there,
we
have
36.1
reports.
Toronto
is
significantly
behind
us
at
twenty
nine
point:
nine
we're
about
65
percent
higher
on
that
benchmark
compared
to
Toronto.
When
used
the
benchmark
of
reports
per
1000
employees,
the
difference
between
Ottawa
Toronto.
Where
would
a
nine
percent
higher?
It's
it's!
It's
curious.
A
To
see
a
multi
report,
as
we
say,
we
don't
administer
by
the
tape,
are
functional,
didn't
deserve
see
my
senior
male,
our
son,
a
resident,
a
part
of
our
meal
employee.
Here's,
the
graphical
representation
of
the
report,
volumes
compared
to
other
municipalities
against
the
2-yard
sticks
that
I
talked
about
earlier
100
reports
for
100,000
residents
and
reports
for
thousand
employees.
A
Turning
now
to
the
the
only
the
OIG
budget,
as
indicated
earlier,
the
committee
asked
us
to
report
to
them
on
the
comparison
of
the
office
of
the
Ottawa
general
budget
here
in
Ottawa,
compared
to
other
municipalities.
So
I
could
let
me
begin
by
saying
that
the
history
of
the
the
OE
g
budget
can
be
conveniently
told
through
a
number
of
bylaws.
There
were
at
least
four
bylaws
in
from
2009
through
2013
that
addressed
the
budget
of
the
office
of
the
Auditor
General
in
2009.
A
The
budget
of
the
office
of
the
Auditor
General
was
set
at
point
zero,
eight
percent
of
the
city
budget
in
2010.
It
was
reduced
to
point
zero,
seven
percent
of
the
city
budget
in
2011.
It
was
raised
to
point
five
nine
of
the
city
budget
and
then
in
2013,
the
office
of
the
Auditor
General's
budget
was
to
continue
in
accordance
with
the
budget
strategy
of
the
terms
of
council.
A
So
if
we
look
at
this
at
this
next
table,
if
we
look
at
this
next
table,
we
can
see
the
the
budget
of
the
the
City
of
Ottawa
compared
to
the
budget
of
the
office
of
the
Auditor
General
from
2009
to
2016,
and
you
can
see
that
that
dropping
from
point
zero,
eight
nine
percent
in
2009
to
the
current
point-
zero
five.
Five.
We
can
see
that
that
our
budget
at
1,
1
million
seven
hundred
ninety
thousand-
is
less
than
a
that
was
in
2009.
But
it's
also
less
significantly
less
as
a
percentage.
A
It's
when
we
compare
the
next
slide
shows
the
comparison
of
the
budget
of
the
office
of
the
Auditor
General
compared
to
of
other
municipalities
and
the
office
of
the
Auditor
General
here
at
the
City
of
Ottawa,
has
the
the
lowest
budget
as
a
percent
of
the
municipal
operating
budget
of
all
our
shops
in
the
in
the
country.
One
of
the
reasons
why
you
see
significantly
larger
budgets
in
in
material,
for
example,
is
the
Municipal
Act
in
in
Quebec
formally
dictates
the
minimum
budgets
that
must
be
given
to
two
auto
chops.
A
Should
get
a
fit,
but
the
benefit
that
was
shown
that
boogy
boogy
ope
is
served,
imagine
and
effect.
In
the
same
week,
he
sucked
and
I'll
indirect
ferrati
a
beer
and
they
named
Osama
con
s
interpreter
Graz,
except
a
graphically.
This
slide
demonstrates
that
we've
got.
We
have
the
lowest
budget
as
a
percentage
of
the
of
the
municipal
budget,
in
spite
of
the
fact
that
we're
also
responsible
for
the
fraud
and
waste
online
and
by
the
measures,
as
we
discussed
earlier,
it's
one
of
the
most
successful
fraud
and
waste
hotlines
in
the
country.
A
So
some
of
the
discussions
that
that
we
have
had
over
the
last
last
couple
of
years
since
I've
been
out
of
the
general,
what
was
it
costing
to
to
operate
the
front
and
raise
top-line
and
what?
What
has
that
done
to
you
to
your
capacity
as
an
auto
shop?
Well,
generally,
the
the
fraud
moist
hot
line
with
two
FTEs
and
the
cost
to
operate
that
line.
A
That
represents
say
about
$300,000,
so
we
had
look
at
it
and
a
couple
of
ways
of
looking
at
what
changes
that
that
could
be
considered
at
some
point
in
the
future
to
the
to
the
AG
budget.
For
example.
This
slide
shows
that
if
the
the
office
of
the
Auditor
General
budget
will
increase
to
the
country
average
of
point
zero,
eight
three
we'd
see
a
budget
of
2.6
million
women
we'd
still
be
in
the
middle
of
the
pack
compared
to
other
municipalities
in
the
country.
A
So
you
know
what
I
represent
a
capacity,
though
very
cross,
on
a
perigee
or
portal,
indirect
ferati,
ib,
r,
Sarah
sure
Gepetto
to
our
company
to
Toronto.
We
Sisera
those
your
B&D
Fidel.
The
budget
is
in
that
passe.
If
we,
if
we
have
ever
replaced
the
lost
capacity
of
300
of
about
300,000,
which
it
costs
to
operate,
the
fraud,
waste
hotline
we'd
still
be
at
the
bottom
of
the
pack
with
Toronto,
but
but
certainly
not
near
what
the
budget
was
in
prior
years.
A
So
a
PPO
initiative
has
he
done.
In
conclusion,
mr.
chair
I
can
I
can
state
that
the
Ottawa
fraud
and
waste
hotline
is
very
successful
in
comparison
to
other
fraud,
waste
hotlines
across
the
country,
and
yet
the
volume
increased
significantly
over
the
last
year.
He
resources
to
support
the
hotline
are
affecting
a
lot
of
capacity.
Of
that
there
is
no
doubt
we
do
have
the
lowest
budget
in
the
country
and
as
I
as
I
indicated,
just
replacing
that
lost
capacity
is
a
minimal
requested.
It
would
still
leave
us
in
a
position
where
we
would
not.
A
Thank
you
very
much,
mr.
auto
general.
Is
there
any
questions
anybody
ever
requested,
sir
sure
I,
just
before
we
go
to
council
minute
for
his
questions.
I
just
want
to
thank
the
Auditor
General
and
your
staff
for
as
you're,
pointing
out
the
the
good
work
that
you're
doing
on
behalf
of
the
citizens
of
Ottawa
within
the
envelope
of
money
that
we
provided.
You
so
I
think
it
should
be
recognized
that,
and,
as
highlighted
in
this
report,
you
are
doing
awesome
work
Council
in
a
minute.
Thank
you.
Okay.
A
Vice
chair
co-chair,
you
won't
go
first,
thank
you
and
just
a
couple
of
quick
questions
just
noticing
in
the
the
performance
measures
and
Toronto
and
the
pay
report
on
substantiative
report,
and
do
we
what's
the
value
of
that?
Could
we
do
that
as
opposed
to
just
all
the
reports
that
we
receive
mr.
chair,
even
vice
chair,
that's
a
specific
specific
measure
that
other
municipalities
specifically
reporting,
although
a
note
to
ask
them
effectively,
we
do
when
we
identify
the
the
sources
of
the
type
of
complaint
and
identify
that
the
actions
that
were
taken.
A
So
what
what
we
could
do
was
take
that
as
direction
to
consider
adding
that
to
our
next
year's
report.
Okay,
thank
you,
and
maybe
just
as
a
follow-up
to
that-
and
this
is
my
last
question.
Edmonton
reports
on
the
investigations
in
progress.
Can
you
is
that
with
it?
Would
it
be
a
burden
to
report
on
that
specifically
I'm
in
the
investigation
during
progress
at
any
given
time?
Excuse
me,
mr.
chair,
and
we
could
also
take
that
as
direction
to
include
that
that
effectively
would
show
the
the
backlog
of
of
reports.
A
The
report,
for
example,
that
we'll
be
presenting
shortly,
is
all
of
the
reports
that
were
closed
in
2015.
If
we
were
reported
on
the
work
in
progress,
it
shows
the
backlog
of
reports
that
are
being
investigated
by
both
management
and
and
my
office,
and
we
can
certainly
provide
that
information.
Thank
you.
Thank
you,
jibley.
Thank
you.
A
A
A
Thank
You
councilman
not
comfortably
thanks
very
much
mr.
chair
I,
guess
I'd
like
to
get
a
little
clarity
on
where
councillor
clue
she
was
going
visa
vie.
How
are
the
numbers
we
report
versus
the
other
cities?
He
was
mentioning
so
to
be
clear
that
they
only
report
incidents
that
have
demonstrated
some
kind
of
improper
behavior
versus
are
we
report
all
suspicious
activity
or
all
calls
the
the
metric
that
he
was
talking
about?
It
is
out
of
all
of
the
reports.
How
many
did
they?
A
How
many
were
definitely
able
to
be
substantiated,
and
we
could
provide
that
that
we
can
provide
that
same
number?
We
we
don't
because
we
report
out
the
substantive
figures
through
the
the
other
items
that
that
we
report
sure,
but
so
the
metrics
in
this
charts
from
Toronto
Edmonton
other
cities,
those
are
substantiated
or
those
are
reports.
Those
are
they
give
both.
They
identify
the
number
of
reports.
The
only
reports
that
we
come
forward
with
are
the
ones
that
have
any
any
merit
to
them.
A
For
example,
when
we
come
forward
to
talk
about
our
report
later,
we
actually
will
tell
you
that
we
received
319
I.
Believe
is
the
number
in
2015
we
actually
received
more.
There
were
many
that
are
not
included
in
that
number
because
we
were
not
able
to
substantiate
the
mother
was
not
enough
information,
but
just
for
my
own
clarity,
the
table
for
which
is
number
of
reports,
and
then
it's
broken
down
number
of
ports
for
a
hundred
thousand
residents
and
a
number
of
reports
per
1000
employees,
those
other
cities.
A
They
are
reporting
on
number
of
reports
or
number
of
substantiated
reports.
Number
of
reports.
Total
report
expect
ok,
I'm
wondering
what
your
view
will
be
in
on
the
financial
analysis
side
in
terms
of
understanding
how
much
they
caught.
You
know.
We
know
your
budget,
it's
very
clear.
How
do
we
calculate
the
cost
to
other
city
departments
to
process
and
to
analyze?
These
reports
to
provide
your
office
with
one
of
our
answer
is
necessary
to
determine
if
further
investigation
is
needed.
A
If,
if
you're
asking
me,
do,
I
think
that
it's
a
valuable
trade
off
a
proper
trade
off
to
invest
time
in
investigating
fraud
and
waste
reports,
even
though
there's
a
cost
associated
with
that
versus
the
benefit
that
comes
from
that
I
would
say
yes
and
remember
that
I've
seen
this
from
both
sides
of
the
I've
seen
this
from
both
sides
of
the
ledger.
Sure
I
guess
I'm
wondering
if
your
advice
is
that
we
should
understand
what
those
dollar
figures
are
not
whether
it's
an
appropriate
way
to
spend
money.
A
A
Much
the
it
actually
goes
broader
than
that
in
terms
of
trying
to
capture
the
cost
and
I'm,
not
sure
we
can
do
it
in
a
way
that
that
satisfies
counsel,
because
there's
also
cost
to
managing
audits
and
dealing
with
audits,
so
the
entire
function
has
a
cost.
There
are
staff
resources
assigned
and
allocated
to
respond
to
the
auditor-general.
As
he
said,
auditing
in
any
organization
is
best
practice
and
is
something
that
you
know
I
would
never
imagine
we
we
would
do
without,
but
to
capture
the
true
cost.
A
I,
don't
think
it's
just
about
fraud
waste
and
to
do
it.
I'd
have
to
literally
would
have
to
have
staff
than
to
go
back
to
everything
and
try
to
track
the
time
historically.
I,
don't
think
I
can
do
that,
maybe
on
a
go-forward
basis.
We
could
start
tracking
it,
but
not
in
historical
I.
Think
that
was
my
question.
I
appreciate
the
amount
of
time
I
would
hate
to
go
backwards,
but
on
a
go-forward
basis.
A
If
we
know
that
a
fraud
or
waste
hotline
inquiry
on
X
takes
Y
hours,
you
know
and
the
level
of
the
employee
doing
the
investigation
as
well
right
if
we've
got
senior
managers
who
are
spending
hours
and
hours.
Looking
into
some
of
these,
some
of
these
complaints
I
think
it's
a
good
metric
for
us
to
understand.
No
I,
agree
and
I'll
go
forward
basis.
A
I
can
I,
don't
want
to
commit
right
now
because
I
like
to
go
back
and
look
at
it
and
see
what
the
sculpin
would
be
and
I
could
get
back
to
a
committee.
That
would
be
my
preference,
but
I
can
see
why
you'd
want
that
information,
because
I
think
at
some
point
the
value
of
the
inquiry
in
some
cases
is
not
worth
the
value
of
the
cost
to
go
to
respond
to
them,
quiet,
potentially
and
I.
Think
that's.
We
should
know
that
mr.
A
Before
we
go
to
council
center
for
this
question,
I
just
want
to
do
a
follow-up
on
that
one
I
think
we
also
have
to
realize,
on
behalf
of
the
taxpayers,
the
cost
of
not
doing
this.
If
we
don't
go
in
and
investigate
I'm
thinking
of
one
of
these
cases
where
and
then
he's
been,
let
go
for
a
theft
of
$60.00.
Certainly
it
cost
us
more
than
60
to
investigate
that
case.
But
how
do
we
know
how
much
has
been
stolen
over
time
or
what's
the
potential
for
theft
in
the
future?
A
If
we
do
not
go
in
and
deal
with
those
cases,
so
I
caution,
a
committee
that
if
we
solely
look
at
the
metric
as
what
does
it
cost
us
to
do
an
investigation
in
in
staff
time
I,
don't
think
that's
fair,
a
fair
view
of
the
potential
for
your
investigation.
So
if
the
city
manager
is
coming
back
to
us
with
that,
maybe
we
can
look
at
it
more
detail
at
that
time:
counselor,
Ellis
interior!
A
Some
of
us
who
run
a
business
or
private
business
I,
don't
think
it's
almost
impossible
not
to
investigate
any
any
fraud
or
any
potential
other
the
same
thing.
Somebody
can
make
the
argument:
why
did
we
charge
anybody
with
whether
the
senator
is
old
crime
because
of
cost
is
so
much
to
prosecute
someone
and-
and
you
didn't
get
the
result
you
were
hoping
for
that?
Is
that
mean.
A
A
Mr.
chair
at
the
council,
I
mean
when,
when
someone
has
made
an
allegation
you
have
to,
and
you
have
to
investigate
the
veracity
of
that
of
that
allegation,
I
think
what
what
mister
of
the
city
manager
is
talking
about
and
I
would
agree
there
were.
There
were
some
times
when
we
we
do
have
to
ensure
that
we
do
not
overdo
our
investigation
and
once
if
we
are
satisfied
that
that
that
we've
done
an
appropriate
investigation
and
we're
satisfied
that
the
the
incident
that
is
alleged
to
have
occurred
didn't
occur.
A
A
Our
city's
truck
is
there.
While
on
we
checked
with
the
city
staff,
the
door
for
lunch,
they
can
go
to
Pryor
with
two
minute
or
go
back
to
Canada
in
half
an
hour
which
one
would
you
want
them
to
do
so,
even
if
they
are
outside
the
city
limit
having
lunch,
it
is
not
a
crime,
but
if
you
don't
explain
it
to
the
public,
he
said
gonna
be
handing
over.
A
So
that's
what
I,
like
somebody
I'm,
not
asking
for
to
chase
every
complaint,
but
sometimes
those
perception
is
is
good
to
explain
them
to
the
public.
Mr.
Charlie,
the
counselor
is
correct.
I
mean
I,
can
think
of
that
of
one
airport
where
a
city
model
truck
was
seen
in
southern
Ontario,
and
you
know
four
hour
drive
away
from
the
City
of
Ottawa
and
that's
a
you
know,
that's
a
reasonable
of
a
City
of
Ottawa
resident
of
the
City
of
Ottawa.
A
To
wonder
why
would
a
City
of
Ottawa
truck
be
in
the
GTA
when
it
was
investigated?
It
turns
out
that
the
staff
had
gone
to
a
training
session,
and
that
makes
perfect
sense
and
by
reporting
that
back
to
the
to
the
reporter,
we
assured
them
that
first
of
all,
the
report
was
taken
seriously
by
by
the
by
the
city
and
that
there
was
a
reason
for
that
city
vehicles
to
be
there.
There
are,
as
you
quite
rightly
point
out,
there
are
legitimate
reasons,
sometimes
why
city
vehicles
are
seen
outside
the
City
of
Ottawa.
A
Thank
you,
sister
Thank,
You,
councillor,
Alison
Terry
should
know
too
that
the
treasurer
has
the
same
issue
as
councillor
Alison
Terry.
So
the
deputy
city
treasurer
is
going
to
be
answering
questions
for
her
today,
council
Wilkinson,
you
want
a
question:
yes,
yes,
the
amount
of
time
you're
spending
on
the
fraud
and
waste
hat.
How
much
is
that
taking
away
from
you
work
on
the
major
issues
that
you're
reviewing
of
city
operations,
because
if
1d
can
do
so
much
mr.
chair,
the
council,
the
culture
is
right.
We
knew
you
can
normally.
A
You
can
only
do
so
much
where
we're
spending
two
plus
f
TS
plus
costs
to
to
operate
the
the
fraud
and
waste
online,
and
if
our
auditor,
if
an
auditor
is
opera,
is,
is
working
on
the
fraud
waste
hotline
report,
for
example.
That
means
that
that
auditor
is
not
auditing.
If
I
do
believe
that
the
fraud
and
waste
hotline
is
a
valuable
tool
for
the
city
of
Ireland
I.
A
Think
it's
clear,
you'll
see
shortly
when
we
present
the
the
report
on
2015
that
that
it's
working
well
here
I
certainly
wouldn't
suggest
that
we
cut
back
on
the
further
waste
off
line.
But
the
committee
has
asked
us
to
to
identify
the
costs
and
I
think
that's
important.
So,
yes,
that
your
point
is
is
is
bang
on
the
when
an
author
is
working
on
the
fraud,
more
Scotland,
they're,
not
auditing
and
and
obviously
I
believe
that
auditing
is
a
valuable,
a
valuable
service
to
the
city
as
well.
A
We're
doing
this
full-time,
that's
right,
there's
about
a
quarter
of
the
25%.
Roughly
of
will
work
here
doing
this
on
their
faith
garden.
That's
currently
fine
and
they
are
saying
indicating
that
with
a
small
amount
of
extra
money
which
is
$10,000
could
actually
help
to
overcome
what
that's
increased
over
the
years.
Has
it
not
so
used
to
have
what
one
person
on
the
floor
right
now
they've
got?
A
Is
it
going
out
this
year
almost
doubled
this
year
last
year
in
20,
in
2015,
the
volume
of
fraud
and
waste
reports
was
twice
what
it
was
in
2014
and
prior
years
right
about
the
first
part
of
2016.
You
have
a
and
not
an
exact
amount,
but
a
feeling,
it's
tracking,
to
be
at
the
same
level.
So
about
the
same
as
last.
Yes,
I
think
this
is
the
new
normal.
A
Well,
we
have
will
educate
a
population
that
notices
things
and
I
expect
that
we
will
get
reports,
which
is
a
good
thing.
I
tell
them
to
report
things,
that's
good.
We
all
do
I
think
just
do
the
same,
no
matter.
We
do
need
to
take
a
look
at
the
budget
of
this.
For
the
exploit
auto
general,
if
we
could
cut
it
back
and
cut
it
back
and
cut
it
back
and
I
think
we've
got
the
point.
We
have
to
start
looking
the
other
way.
A
More
in-depth
information
as
to
and
what
what
actions
were
taken
mr.
chair,
when
we,
when
we
talk
about
when
we
actually
talk
about
the
the
annual
report
on
the
farm,
we
start
live
for
2015
I'll
address
some
of
those
and
I
will
specifically
talk
about
why
we
provide
some
detail
in
some
cases
and
none
and
others.
Don't
you,
mr.
A
A
A
A
So
the
motion
well
as
the
supporting
documentation
titled
the
report
on
review
of
the
customer
service
centre,
Laurier
cash
handling
process
and
cash
discrepancies
was
not
circulated
with
the
agenda
package.
Therefore,
be
it
resolved
that
the
Audit
Committee
approved
the
addition
of
the
document
for
consideration
by
the
committee
at
today's
meeting
pursuant
to
section
89
at
3
of
the
procedure,
bylaw
being
bylaw,
2014
441,
some
motion
carried.
Thank
you
can,
mr.
Hughes,
would
you
like
to
begin
massive
issue?
A
The
president
know
that
such
we
have
been
in
case
the
BBJ
ever
say
do
seen
yet
now,
then
we
keep
the
gesture
of
the
service
at
the
Roth
or
su
shared
it
can
become
the
castle
represent
on
our
respective.
Not
a
media,
us
what's
up
case
the
loud
souvenir
or
saw
to
the
disservice.
Allah
clientele
area
say
see
mail,
more
ornate,
a
fair
and
I'll
indirect
Ferrari
double
call
for
ma
la
politique.
A
On
that
silver
Ferrari
W
on
July
27th
2015,
the
my
office
received
two
reports
from
service
Ottawa
management
regarding
to
identified
instances
of
cash
discrepancies
in
the
amounts
of
one
thousand
dollars
and
seventy
five
dollars
respectively.
At
the
Laurier
client
service
center,
these
reports
were
submitted
in
accordance
with
the
fraud
and
waste
policy.
A
Managers
are
required
to
report
any
instances
of
suspected
fraud
or
waste
to
the
online.
The
office
of
the
author
of
general
investigated
the
causes
of
the
cash
discrepancies
to
determine
whether
there
was
evidence
of
wrongdoing.
In
addition,
the
controls
over
cash
handling
and
reconciliation
were
evaluated
to
determine
if
the
effectively
safeguard
cash
assets
at
this
location.
Now
I
should
point
out
that
only
the
specific
dates
of
the
two
cash
discrepancies
were
examined
from
July
7th
to
July,
15th
and
July.
A
22Nd
I
should
point
out
to
the
committee
that
that
our
office
had
previously
identified
non-compliance
to
cash
handling
policies
and
procedures
as
part
of
the
2012
audit
of
the
client
service
centers
and
make
recommendations
on
topics
including
segregations
of
duties,
many
not
being
counted
when
changing
hands.
We
suggested
they
introduce
a
quality
assurance
program
and
various
compliance
improvement
processes.
A
A
So
what
did
we
find?
We
found
several
instances
of
non-compliance,
cash
handling
and
cash,
flowed
corporate
policies
and
procedures.
The
details
I
will
provide
in-camera.
As
indicated
in
the
the
legal
section
of
the
report
to
protect
personnel
and
property.
Those
up
those
details
will
be
disclosed
in
that
camera.
So
did
we
determine
whether
there
was
any
evidence
of
wrongdoing
will,
due
to
a
lack
of
handoff
of
funds
and
paperwork
from
one
step
in
the
process
to
another?
A
We
were
unable
to
establish
accountability
for
losses,
and
it
was
not
possible
to
conclude
that
there
was
evidence
of
wrongdoing
with
regard
to
the
1,000
dollar
discrepancy
which
occurred
on
July
22nd.
Although
there
were
opportunities
the
would
have
allowed
for
the
misappropriation
of
funds
to
occur,
there's
no
conclusive,
supporting
evidence
of
wrongdoing.
It
would
appear
unlikely
that
the
$75
discrepancy
was
an
error,
since
the
cash
register
would
have
had
to
have
an
overage
during
that
period
of
time.
The
cash
discrepancy
was
during
the
pre
return.
A
A
We
did,
however,
identify
numerous
opportunities
for
improvement
in
the
cash
handling
processes
at
the
Laurier
client
service
center
and
we'll
discuss
some
of
those
when
we
go
in-camera
as
well.
At
this
point,
the
missing
funds
remain
unaccounted
for.
That
report
includes
26
recommendations,
management
agreed
with
them
all
and
we'll
be
implementing
them
and
do
in
due
course.
A
Part
of
it
so
I
may
have
some
further
comments
in
camera,
but
I'd
like
to
point
out
some
context
for
the
benefit
of
committee.
In
fact,
the
total
cash
that's
collected
by
a
client
service,
centers
170
million
dollars
a
year,
so
I
want
to
put
the
thousand
dollars
in
the
seventy-five
dollars
in
context.
The
Laurier
client
service
center
collects
about
a
million
dollars
a
year,
there's
about
4,000
deposits
that
are
done
annually.
A
We've
had
no
large
sums
or
any
discrepancies
that
were
aware
of
during
that
period
of
manual
basis,
other
than
the
ones
that
were
notified
identified
to
the
Auditor
General,
and
the
last
thing
I'd
say
is
that
there
is
obviously
and
I
think
when
you
read
through
the
report.
There
are
obviously
issues
with
the
cash
handling
and
flow
policy
and
in
general-
and
this
is
one
of
those
cases
we
were
talking
about
earlier-
doing
this
audit-
it
would
seem
$4,000.
A
You
know
it
seems
to
be
a
lot
more
expensive
what
we're
finding,
but
he
did
identify
gaps
in
our
policy
that
need
to
be
corrected
and
that
Finance
is
working
on
to
apply
to
all
of
our
cash
handling
places
in
the
city,
so
it's
value
and
that
if
we
can
get
controls
and
tighten
that
out
to
me,
that's
worth
it.
But
I
just
want
to
give
context,
because
you
know
the
management
of
the
service
auto
and
the
client
services
believe
it
could
be
a
keeper
chair.
A
It
could
be
theft
where
we
can't
prove
it,
and
so
we
have
a
situation
here
where
it's
inconclusive,
but
the
benefit
has
been
that
we
were
going
to
have
a
better
policy
for
a
cash
handling
across
the
city.
But
there
is
no
history
that
I'm
aware
of
of
any
large
discrepancies
when
you're
thinking
about
170
million
dollars
being
collected
every
year
in
cash
from
our
client
service,
centers,
Thank
You
mr.
chair,
Vice,
Chair,
cooter
and
and
just
follow
up
on
the
city,
manager's
comments
there.
A
So
it's
important
that
that
it
be
investigated,
of
course,
and
that
the
policies
and
procedures
be
be
adjusted
as
required,
and
the
thousand
dollars
is
a
thousand
dollars
I'm,
not
minimizing
it,
but
with
the
work
have
been
different,
had
the
amount
then
hire
mr.
Auditor
General,
two
thousand
twenty
thousand
two
hundred
thousand.
A
Mr.
chair,
through
you,
too,
sir
vice
chair,
I,
think
if
you're
asking
what
the
process
of
a
relic
the
same,
if
the
amount
was
$20,000,
the
process
would
have
been
the
same
and
the
answer.
What
if
this
would
have
been
the
same,
we
would
not
have
been
able
to
conclusively
prove
that
the
funds
had
been
misappropriated
at
the
end
of
the
day.
The
city
is
that
the
city
is
out
that
$1,000,
whether
it
was
a
keep
my
chair
and
error,
giving
change
or
an
error
counting
and
the
results
would
be
the
same.
A
A
So
should
this
happen
again
in
the
future
it
would
it
would
increase
the
likelihood
of
being
like
being
able
to
identify
whether
it
was
a
misappropriation
and
who,
who
did
do
the
misappropriation,
the
danger
always
being
as
a
former
business
owner
and
as
an
accountant,
the
danger
always
being
and
given
that
we
don't
know
if
it
was
an
error
or
misappropriation
funds.
Being
is
misappropriated
before
they
enter
the
system
and
we
never
know
that
the
funds
are
missing.
A
A
It's
just
disconcerting
that
we
can't.
Then,
if
you
have
a
comment
on
that,
that's
fine,
if
you
don't
that's
fine.
Also
mr.
Chau
I
think
that
service
auto
of
a
city
manager
the
office
of
the
auditor-general.
We
all
feel
the
same
way
we
wish
we
wish.
We
could
come
back
and
say
we
know
who
did
it
and
how
it
happened.
But
given
as
you'll
see
when
we
go
in
camera,
given
some
of
the
controls
in
place,
it
was
not.
It
was
not
possible
to
come
back
with
with
that
determination.
A
Council
welcome,
yeah
I
noticed
that
this
management
have,
except
that
all
of
the
recommendations
for
policy
changes
is
that
right
and
I
just
was
wondering.
How
is
this
obviously
going
to
require
training
or
retraining
of
staff
to
make
sure
they
understand
the
policies
etc?
And,
first
of
all,
the
hoses
have
to
clearly
written?
Oh,
so
he's
wondering
what
the
status
of
that
is
at
this
point
in
time.
Perhaps
that's
more
for
the
treasurer
sure.
A
A
Mr.
chair,
we
have,
we
have
an
annual
training
program
on
the
cash
Hannon
policy.
We
have
a
new
policy
that
we've
written
specific
to
service
Ottawa,
we're
in
the
process
of
implementing
a
number
of
those
recommendations
were
working
with
our
finance
partners
to
implement
the
recommend,
the
rest
of
them,
and
everyone
will
be
retrained
again
by
the
end
of
the
year
so
there
and
the
training
has
already
started
then,
as
some
of
these
already
in
place.
A
A
A
My
understanding
is
that
the
Nancy
cracker
on
that
they
are
implementing
as
they
go
this
one
already
work
done:
they're
working
with
finance
our
Deputy
treasures,
there
they're
working
in
progress
to
move
forward
and
get
things
when
they're
not
waiting
to
have
everything
ready
then
implemented.
It's
on
the
move.
Now:
okay,
Thank
You
mr.
A
castle,
the
roof
Thank
You
mr.
chair
to
you
and
I
want
to
thank
the
city
manager
for
explaining
and
bringing
contacts
to
the
amount
of
deposit
and
many
we
handle,
but
also
this
is
bring
as
another
serious
issue
that,
after
reading
the
report
and
the
process
and
how
we've
done
it,
I
mean
any
business,
have
a
process
on
how
you
handle
cash
and
I
realize
there
is
a
lack
of
staff
that
not
following
the
procedure
and
I
knew
that
we
have
a
20-6
recommendation.
My
question
will
be
like
fine
with
an
implement
those
combination.
A
I
were
gonna,
have
a
follow-up
I
come
back
because
cell
seven
million
cash
handled
and
this
city
throughout
and
things
could
change,
and
we
need
to
make
sure
those
implementation
are
followed
and
making
sure
that
reported
on
and
making
sure
all
our
stuff
well-trained
and
follow
procedures
and
making
sure
that
they
are
accountable
for
what
they're
doing
mr.
chair
through
you
to
to
the
council
the
we
will
follow
up
this
this
review
in
the
normal
follow-up
process.
We
could.
A
We
could
certainly
advance
it,
but
at
this
point
in
time
our
intent
is
to
follow
up
the
Java
client/server
center
with
the
in
regards
to
the
recommendations
that
we
made
and
the
responses
that
that
staff
staff
made,
as
the
city
manager
is
pointed
out,
it
is
the
largest
client
service
center
and
has
you
know
a
very
significant
volume?
So
certainly
it
makes
perfect
sense
that
that
we
followed
up,
and
then
we
follow
up
probably
sooner
than
we
normally
would
in
the
course
of
our
other
follow
ups.
A
So
so
does
that
mean
when
we
do
the
follow
up
and
at
the
end
of
the
year
you're
gonna
give
us
you're
gonna
bring
us
a
report
on
the
result
and
the
process
of
where
we
are
with
this
file.
Mr.
charity,
it's
their
response
to
the
recommendation
and
it
indicates
that
everything,
the
back
of
the
recommendations
will
be
implemented.
Their
response
to
the
recommendations.
A
The
bulk
will
be
implemented
by
at
the
end
of
2016,
but
everything
will
be
complete
by
the
end
of
q1
2017,
and
that
would
be
the
most
appropriate
time
for
us
to
go
in
and
do
a
follow-up.
And,
yes,
we
would
return
to
the
Audit
Committee
with
our
follow-up
report.
Thank
you
very
much.
Thank
You
Council
do
it
comes
apart.
A
Thank
you
on
the
chair,
mr.
chair,
in
just
a
couple
of
questions.
Mr.
Hughes,
regarding
the
current
policies
of
current
operations
of
client
service
center.
If
there
was
a
cash
handling,
I
see
couple
recommendations
in
terms
of
the
change
in
float,
for
example,
counted
daily
and
developed
a
sheet
account
sheet
for
cash.
Also,
as
part
of
your
recommendations
currently
is
the
cash
register
cash
float
assigned
to
one
individual
at
that
client
service
center
or
everybody
uses
the
same
cash
flow.
A
Mr.
chary
really
counselor
there.
There
are
a
couple
of
individuals
that
are
assigned
to
to
a
cash
register,
so
a
couple
of
individuals
at
this
particular
location
and
same
would
be
true
across
the
city.
Then,
by
the
way
that
would
be
correct
but
you're.
Definitely,
okay,
that's
better
put
to
management.
Thank
you
for
that,
and
just
coming
back
to
your
recommendation
that
you
know
the
car
float
should
be
counted
daily
by
you
know,
supervisor
or
a
staff
before
place
into
gets
into
play.
A
How
do
you
see
that
problems
being
rectified?
If
there's
four
people
or
two
people
or
two
a
cash
register
to
a
float?
Would
that
recommendation
not
have
been
better
that,
after
each
employees
shift
collect
for
lunch
breaks
or
whatever
that
the
cash
flow
be
replaced
or
each
employee
be
assigned
a
cash
flow,
so
the
discrepancies
and
stuff
could
be
pinpointed
to
one
particular
mr.
chair,
the
the
the
the
actual
controls
that
are
that
will
be
put
in
place
are
the
responsibilities
of
management.
A
There
is
a
an
overarching
policy
that
that
must
be
met
by
every
facility
at
the
at
the
city
that
that
collects
cash.
But
though
we
we
understand
that
when
you
have
a
variety
of
locations
around
the
city,
as
as
the
city
has
I
I,
don't
know
how
many
places
there
are
that
collect
cash,
but
it
must
be
in
the
hundreds.
When
you
have
a
variety
of
places
you
you
have
to
leave
the
specific
the
specific
methods
to
the
the
management
in
place.
A
It's
the
responsibility
of
management
to
ensure
that
those
assets
are
protected
accordingly
and,
of
course,
then
your
your
decision
about
which
steps
to
take
are
also
based
on
on
risk.
If
you
have
a
location
with
very
very
little
cash
receipts,
then
you
can
afford
to
to
have
what
would
effectively
be
a
little
looser
controls
that
you
wouldn't
want
to
put
in
place
in
a
location
where
you
have
significant
amounts
of
cash
collected.
Thank
you
for
that.
Mr.
use
through
you.
Mr.
chair.
My
questions.
A
Coming
from
the
fact
that
there
is
a
recommendation
made
that
the
floor
should
be
counted
daily,
so
the
AG's
made
that
recommendation
I
think
there
should
be
a
little
bit
and
again
management
committee
at
disagree
with
my
suggestion.
The
fact
that
you
know
if
you're
holding
somebody
responsible
for
a
cash
float
that
net
cash
flow
should
be
assigned
to
an
individual
and
not
for
individuals
at
the
same
time,
because
that's
when
you'll
have
discrepancies
going
forward.
A
So
that's
where
my
my
question
and
comments
are
coming
from
is
based
on
that
recommendation
that
a
daily
cash
handling
is
grateful,
but
the
separation
of
individuals
in
that
organization
has
to
be
done
at
the
same
time.
So
thank
you
for
mr.
chair,
Thank
You
Council
approved
Wendy's,
going
to
come
up
and
Nancy
Sawyer's
going
to
come
up
and
answer
some
more
that
question
on.
A
Thank
you,
Thank
You,
chair
just
for
clarity.
Since
we
got
the
recommendations
from
the
auditor,
the
cash
flows
are
assigned
to
an
individual
throughout
the
day.
All
of
these
recommendations
are
being
applied
to
all
of
our
client
service.
Centers,
not
just
Laurier,
and
the
cash
floats
are
counted
daily.
They
are
signed
off
daily
by
an
extra
second
individuals.
So
those
implementation,
those
recommendations
have
already
been
implemented
everywhere.
A
Thank
you
for
that
response,
but
my
question
still
is
on
that
one
cash
float
that
is
assigned
to
a
particular
facility
how
many
people
are
dealing
with
that
cash
flow
during
the
day,
just
one
one
all
right.
Thank
you,
Thank
You,
mr.
clarity,
I
think
I
think
the
counselor
is
asking
about
the
change
float.
A
So
the
change
float
is
assigned
to
our
senior
agent
at
each
location
and
they're,
the
ones
that
have
custody
and
control
over
it
for
the
day.
So
does
one
person
again
I,
don't
want
to
prolong
this
item.
All
I'm
suggesting
is,
if
it's
assigned
to
one
individual,
then
he
or
she
is
the
only
one
that
should
be
operating,
that
cash
float
hours
change
float,
not
every
other
employee
at
that
client
service
center,
correct
all
right,
Thank,
You.
A
A
A
A
A
A
The
individual
operator
has
their
own
float
and
then
there
is
a
float
of
the
facility
that
that
you
use
to
to
break
large
bills
to
give
to
get
more
small
but
small
bills
or
coins.
Okay-
and
it's
so,
is
that
that's
the
change
float
then
that's
the
change
for
correct
is
the
change
float
now
countersigned
I.
A
Think
enough,
that's
so
management
is
the
change
float
now
counters
like
two
signatures
on
the
change
float
for
exchanging
of
monies.
Yes,
the
change,
so
it's
counted
they
and
sign
for
yeah.
No
sorry
counted
daily.
I
think
is
the
minimum
standard
I
mean
at
the
time
when,
when
a
transaction
is
happening
between
the
senior
agent
and
the
sales
rep
or
customer
service
rep
to
get
that
change,
are
they
both
signing
at
the
same
time
per
transaction
to
ensure
that
both
agree
that
the
dollars
add
up
I?
Guess
as
my
mask?
A
A
Thank
you
is
our
motion
carried
everybody.
Thank
you.
We'll
now
take
a
five-minute
recess
before
moving
in
camera
to
allow
time
for
the
room
to
be
cleared
so
that
staff
who
do
not
need
to
be
present
can
leave
the
room.
Please
remember
to
bring
all
your
belongings
with
you
as
you
exit
and
any
recording
equipment
that
you
may
be
using.
Thank
you
and
councillors.
I,
believe
you
have
a
copy
of
the
report,
so
we'll
be
back
at.
B
A
Thank
you
all
for
joining
us
again
for
the
benefit
of
those
returning
to
the
meeting
room.
The
audit
committee
just
met
in-camera
to
consider
the
report
of
the
review
of
the
client
service
center
Laurie
cash
handling
process
and
cast
discrepancies.
In
particular,
we
dealt
with
recommendations,
three
five,
six,
eight
and
twenty
one.
Twenty
five
as.
C
Well,
as
some
other
commentary
included
in
the
report
during
the
in-camera
session,
the
Auditor
General
and
staff
provided
an
overview
of
the
report
and
that's
a
questions
from
the
committee.
No
votes
were
taken,
except
for
the
procedure
voice,
two
employees
with
no
repercussions
to
the
employees
themselves.
Since
2009
the
hotline
has
been
acts
of
accessible
to
all
residents
as
well
as
employees.
The
hotline
is
available
through
the
telephone
and
web
24
hours
a
day,
seven
days
a
week
when
it.
D
Some
examples
of
if
I
could
provide
to
the
committee
of
fraud.
Obviously
a
forgery
comes
to
mind,
misappropriation
of
funds
or
assets.
We
would
commonly
call
that
theft
and
the
irregularities
in
the
handling
of
money
seeking
or
accepting
anything
of
material
value,
misuse
of
city-owned
property
or
equipment,
any
materials
or
records
the
city
network
or
time
as
an
employee.
It
also
includes
the
use
of
city
computer
equipment,
the
software
any
inappropriate,
manipulation
and
destruction
of
data
considered
fraudulent
expects
expense
claims,
be
they
travel
claims
purchases
or
even
health
expenses.
D
D
Incidentally,
Amelia
Darryl
I
serve
and
on
ibew
the
novices
example
Kuchiki
compromised
by
functional
media
data
by
prostitute,
Adela,
B
and
super
super
reserve
key
respect.
You,
gentlemen,
here
on
the
colleague
with
the
affliction
of
the
tooth
sort
proof
men
nowadays
abhi
some
examples
and
waste
include
overuse
of
resources
in
the
and
the
conduct
of
of
a
city
function,
not
following
specifications
in
leaving
employees,
unassigned
or
employees
themselves,
leaving
themselves
on
assigned
any
any
activities
that
that
affect
work
that
affect
the
workplace.
D
For
example,
I
think
we
really
have
to
consider
that
waste
goes
beyond
beyond
the
examples
that
we've
talked
about
earlier.
Anything
in
the
workplace
that
affects
efficient
operations
is
waste,
any
one
who
is
studied
management
and
any
anyone.
Who's
worked
in
an
efficient
organization
knows
that
the
proper
functioning
of
an
organization
of
a
team,
for
example,
performs
at
a
much
higher
level
than
an
organization
that
has
problems
so
a
disrespectful
supervisor
or
bullying
of
co-workers
or
any
type
of
friction
in
the
workplace
can
lead
to
waste.
D
The
politic
Surat
Adobe,
sir
pica
two
years
employable
aasif
Nicosia
a
person
adorable
person
as
a
service
to
Billis
personage.
Manipulative
public
in
a
personality
associated
the
large
Maupin
retire.
The
policy
applies
to
our
city
of
auto
employees
except
counselors,
and
their
office
staff,
the
police
service,
the
Public
Library
and
the
Community
Housing
Corporation.
The.
D
Farm
on
West
hot
line,
as
we
talked
about
earlier,
is
a
significant
activity
of
the
office
of
the
Auditor
General.
Depending
on
the
year.
The
administration
concerns
two
plus
FTEs
plus
the
expenses,
and
at
times
it's
can
it's
a
consumed
one-quarter
to
one-third
of
the
staff
of
the
office
of
the
Auditor
General.
The
office
of
the
Auditor
General
is
responsible
for
the
administration
of
the
hotline,
and
that's
generally
because
we
are
perceived
as
independent
and
impartial.
My
office
receives
the
reports.
D
A
E
We
review
their
investigation,
we
consult
with
the
city,
solicitor
were
required
and
the
reports
that
they
provide
back
to
us
indicating
the
results
of
the
investigation
and
the
actions
that
they've
taken.
And,
of
course
we
provide
you
to
reports
the
City
Council,
that's
the
purpose
of
our
meeting
here
and,
if
necessary,
we
would
contact
the
police.
E
Under
the
fraud
and
waste
policy,
management
and
staff
must
report
any
violations
of
the
code
of
conduct
or
anything
identified
in
the
fraud
and
waste
policy.
As
I
said
earlier,
almost
all
investigation
work
is
is
done
by
the
management
and
staff
and
when
we
view
those
reports
that
come
back
to
us,
we
may
request
further
information
or
a
further
action
on
the
part
of
city
staff
management
reports,
the
corrective
action
that
they've
taken
and
they
complete
a
full
report.
Once
they've
closed
the
case
and
our
job.