Audit and Finance Committee (AFC) Meeting Transcript – 10/25/2023 Title: ATXN-1 (24hr) Channel: 1 - ATXN-1 Recorded On: 10/25/2023 6:00:00 AM Original Air Date: 10/25/2023 Transcript Generated by SnapStream Please note that the following transcript is for reference purposes and does not constitute the official record of actions taken during the meeting. For the official record of actions of the meeting, please refer to the Approved Minutes. Good morning, everyone. >> I'm Alison alter and it's 9:34 A.M. On October 25th, and I will convene the audit and finance committee meeting. This morning I am here in the chambers at city hall, and I'm joined virtually by council member Ryan alter and council member Kelly. Council member Fuentes will be absent and. Council member pool I don't think is going to be able to join us and so do we have any speakers this morning? >> One speaker this morning. Okay great. Good morning, Mr. Naser. >> You'll have three minutes. >> Hello. My name is Craig Naser. I served as a commissioner on the animal [9:35:49 AM] commissioner on the animal advisory commission for eight years through February of 2023. I was chair for my final two years. I am not speaking for the commission. I'm speaking about my personal observations being on the commission, particularly as it pertains to the audit department's animal services audit presentation in September. There are two things said during that presentation that I would like to address. The first is the statement that the animal advisory commission took a vote of, quote, no confidence in the leadership of the Austin animal center, end quote. This is not quite accurate. Please consult our recommendation. 2022613-004 from the commission's June 13th, 2022, meeting for the commisonon's exact wording, which was a result of careful discussion at the commission meeting, H can be viewed on the online Ann video. My second comment is this an illustrator of the current distance between [9:36:51 AM] of the current distance between the shelter and the associated organizations? Does that need to work together to make no kill a financial viable option? The audit featured a quote of an opinion from an anonymous source. The quote is the commission meetings I've witnessed recently have been upsetting, and I don't believe all of the representatives have the best interests of the Austin animal center in mind, end quote. The first part of the statement I agree with animal advisory commission meetings can sometimes be upsetting as a commission airs a grievances of the animal community and tries to address these problems with nothing more than the ability to offer advice or make recommendations to city council. This can make the work upsetting . The second part of this statement is something with which I strongly disagree. In my eight years on the commission, I never knew any commissioner to even the ones with whom I may have strongly disagreed or who did not have the best interests [9:37:52 AM] did not have the best interests of the animal shelter in mind. Unfortunately this statement has been circulated online as a finding of the audit and not just as evidence of the distance and the animal community, as I think it was intended. This this is important. I have never been financially compensated for coming down to our wonderful city hall. I volunteered and continued to volunteer hundreds of hours of service on city commissions. Austin has over 70 commissions and close to 1000 individual commissioners, all working countless hours gratis for a better Austin. In this sense of public engagement, it has always been one of Austin's strong largest assets. And I think we should all take care to avoid impugning the motives of all these volunteers. Thank you for listening to my comments. >> Thank you, Mr. Naser. Appreciate you being here. Okay our next item is item one, which [9:38:52 AM] our next item is item one, which is approving the minutes of that and finance committee meeting of September 27th. Do I have a motion? Ann council member Kelly makes the motion seconded. Okay. I think we might need to see you if that's at all possible. Sure, sure. >> Hold on. I'm. I'm moving around. >> That's okay. We just need it visible. It doesn't have to be pretty. You're >> I am. Oh. Nope. It's there we go. Hello. Thank you. >> Second so, council member Ryan alter seconds that with no objections, we adopt the minutes. Thank you. So. So I am going. So for the calendar. Miss stokes, did you want to present that. Item. To yes. >> So? So we consulted the. The agenda office and proposed dates. Those have been [9:39:52 AM] dates. Those have been circulated and I believe we're in the backup just to run through them real quick. January and the concept at least was to find for the most part Wednesdays that are not during a council week to have this committee meeting and most of the meetings would be at 930 in the morning. So so that's January 24th, 2024, February 21st, March 2 April 24th. May 22nd. July 20th June. Meeting. August 28th. September 18th. October 16th. November 13th and December 4th. And we've had some conversation about December 4th occurring in the afternoon on or even on the third, because that is also a public health committee meeting. >> Thank you very much. So council member Kelly. >> Oh, I was just going to make a motion to approve. Sorry I think I jumped the gun. >> Thank you. I just want to flag that I just got word from council member pool that she has a couple conflicts, but she did not offer alternative dates. So [9:40:54 AM] not offer alternative dates. So for now we're going to adopt these dates. And I'll just flag for you the dates that either she'll be absent or will rearrange their much later in the year. So I think we have plenty of time to figure that out. But I don't want us to go without a calendar for the beginning part of the year. So she will be away for the may 22nd meeting and has kept metro board meetings on October 16th and November 13th. So we may need to jigger around with times or or address in various ways and miss stokes, my office and council member Poole's office, will connect and share with the rest of audit and we can adjust that at a later meeting. If we if we need to, or she'll just be absent. Okay. So council member Kelly makes a motion council member Ryan alter. If you can go on screen to second that motion. Thank you. If there's no objection, then we will adopt the calendar with the three [9:41:56 AM] the calendar with the three dates noted that we may make some adjustments to times to adjust council member pulls conflicts and then that the December 4th meeting may not be at 930. Thank you. Thank you. Okay that was. Item two. I'd item three is our our discussion and possible action establishing the draft audit plan for calendar year 24. Good morning. >> Good morning, council members. My name is Jason hadavi. I'm the deputy city auditor and I'm here to present the draft calendar year 24 audit plan, which is seen up here on the screen and is available in backup. It's broken down into two tables. The first table with the green header are six projects that are actually from the calendar year 23 plan that are carrying over into 24. We've started work on each of them. They're at various degrees of completion. We will deliver each of those after the new and then the second table with the blue header are the proposed new [9:42:57 AM] blue header are the proposed new projects for calendar year 24. There are two caveats. Midway through the table, you'll see a workforce management series audit on succession planning. We're currently doing an audit on citywide retention, and it's possible that the retention audit would encompass succession planning. If that is the case, we would trade out the succession planning audit next year for an audit focused on compensation practices. And then lastly, the very last audit you see in the blue table is the 2017 capital project follow up audit. We believe those recommendations have been implemented. There's a new department, new process. We would do some quick work to ensure that those recommendations were embraced in the new process. Assuming that's the case, we would trade it out for a conltant spending risk assessment where we would start evaluating the expenditures for consultants across the city and evaluating how we ensure that we receive the roi for I'm sorry, return on investment for those expenditures. So that is our plan and I'm happy to answer any [9:43:58 AM] plan and I'm happy to answer any questions you may have. >> Thank you. Colleagues, do you have any questions? >> Not a question, but a quick comment on. And there we go. As it relates to the homelessness outcomes, I just want us to think a little bit about or and have it time. So that as we do our strategic planning, and look towards the next budget, if we are going to be setting certain targets and goals within the strategic plan as it relates to homelessness, it could be useful to have some of the outcomes review available prior to budgeting just so that we can, you know, have some something to compare against as, as we look to where we need to make investments. >> Understood. We haven't scheduled out when we would do each of those, but we could certainly prioritize that one with an early start to, to get that those results to you. And I think just having whatever or [9:45:00 AM] think just having whatever or whatever, whatever we decide in terms of strategic direction, in terms of our outcomes being or our goals, being able to have of any of those outcomes that are measured by y'all correlate to those goals just so that we have two data points that are kind of related to each other and not just disjointed. Absolutely thank you. Thank you. >> Councilmember Kelly. >> Thank you. I know that one of the things that I'm most interested in is that since we don't have arpa funding available, related to homeless spending, I'd like to know how how effectively that that went. But also looking towards the budget like what councilmember Ryan alter mentioned, I think it's important for us to know how those outcomes occurred and what would be best for us to focus on in future budgets. With that lack of arpa funding available in the future. I don't know if that's something you can include in that, but it would be [9:46:00 AM] include in that, but it would be extremely helpful. >> We'll make sure to incorporate that. Thank you. >> So I think this is a very thorough plan for the year. Hopefully we won't have the need to do council initiated audits again, this coming year, but we will make adjustments as needed if we do need you to oversee some audits like we did with the water audit and we did with animal services as recently. I think there's a very good mix here of audits that address the risks that we have as a city. This doesn't mean that there's not other things that we couldn't look at. I know we had a lot of conversations about what to include and what not to include, you know, part of the job of the auditor is to focus in on what is of highest risk. So I appreciate this list. I will now enter, entertain a motion to approve this plan. Ann council member Ryan alter makes [9:47:02 AM] council member Ryan alter makes that motion. Council member Kelly seconds that with no objections that will be approved, that will move on to the full council. Thank you. >> Thank you. Thank you. I think , Mr. Hadavi, you may be joining us for item four. >> So item four, I'm very excited about. We are going to be improving our follow up process for the audits. Mr. Hadavi and his team have been working on a new dashboard and new process to make sure that when we make these recommendations and they go out, that they get implemented in a timely manner and that we can track and see how those are being handled. I want to say that this is very important because it provides transparency , it provides sunlight, and I want to appreciate the work of the audit team in general. But then particularly I want to give some kudos to Jason hadavi, Corey stokes, our auditor, Olga [9:48:02 AM] Corey stokes, our auditor, Olga ovcharenko, and Carl Stevenson, and I also want to recognize the work ofhe city manager's office and the departments that are moving forward with implementation. With the extra push from this process. So please go ahead. Mr. Duffy all right. Thank you. Okay >> Okay. Jason hadavi, deputy city auditor. I'm here to talk about the new order recommendation process. If you're wondering why there's a bowl of pasta on the slide, it's because today, October 25th, happens to be world pasta day. And in my experience, 18 years working with auditor's office, I generally find that people prefer pasta over audits. So this is a shameless attempt to garner attention towards the really important work that everybody in the city has been focused on. So what is this new fresh process look like? We implemented a new system called mission mark and mission mark incorporates a number of features I'll talk about soon that allowed us to enhance our process. We put in a new [9:49:03 AM] process. We put in a new recommendation process and combination of the process and the syemem will allow us to increase transparency into all the work that we've done. All the recommendations that we issue at the end of our audits and help smooth out the implementation of those recommendations. So what does this look like? First, increase transparency. Historically, we've focused on doing follow up audits where we've taken 1 or 2 audits, a small subset of those of recommendations compared to the entire universe. We've done a follow up project on those issued a report and then presented to the audit committee on those. But as I said, that's only been a subset of the recommendation universe. Going forward, we'll do semiannual presentations to this committee on the status of all recommendations. If there's a desire to zero in on any specific projects or subset of recommend nations, we can certainly still incorporate that. But we'll be doing at least a couple of presentations a year on all of the recommendations and the progress that that has been made. Secondly de mission mark includes a public facing dashboard. I'll show you how to [9:50:04 AM] dashboard. I'll show you how to access that dashboard and how to maneuver through that dashboard at the end of this presentation. Ann. But it is public facing it is available now. And so the general public can go and look at what work is being done on the recommendations we've issued at the end of our of our audits moving more internally focused, the improve Eid implementation. So mission Ann mark is a great system. It has a lot of features, some of which are highlighted here on this slide. But in short, it allows us to better collaborate and work in conjunction with management to implement recommendations to see the status of those recommendations, address any questions, any, a hurdles with implementation. It also has some features that preserves institutional knowledge. So if there is turnover within a department or within our office, the history of those recommendations all the work that's been done to date is built into the system and new employees can come in and pick up where other emploes have left off. And then it just allows us to analyze the recommendations, the status by [9:51:07 AM] recommendations, the status by age, by department, by risk level, by a number of different categories to do whatever reporting and analysis we need to look at the recommendation as a whole. So looking at our current status, we uploaded five years worth of recoenendations burns 2019 through 2023 to date into mission mark that encompassed 34 audits, 189 recommendations and they're broken down by status as seen on this slide 29 have already been implemented 32 are in a ready for review status. And what that means is the department has already done the work and they believe that the recommendation is implemented and now it's incumbent upon our office to go in and review what's been done, make sure that it meets the intent of the recommendation, and if so, those will move forward to and implemented status 108 are in progress departments are working on those as we speak. 15 Ann are not started. We always anticipate there will be some recommendation in the not started status because the recommendations from animal services and vegetation management that were just issued [9:52:07 AM] management that were just issued a month ago are up there. Some may have been started and then some will need a little bit more lead of time before work can begin. And then five are not applicable. Recommend nations can end up in the status for a couple of different reasons. A new state law or a new policy or an updated audit might render an old recommendation Ann no longer applicable. Additionally if a recommendation was not accepted by management, it would end up in a not applicable status. And we have five there right now. We also have meme recommendations that are greater than five years old that will not be seen in mission. Mark, the majority of these are in a ready for review status. We're still very actively working on these. We're going to monitor the implementation of all of these recommendations. But they won't show up in the dashboard and my hope is that we'll be able to work through those relatively quickly and we'll see those decrease and ultimately be eliminated in the next couple of presentations to this committee. So with that, we can go to the dashboard. Can you switch to chrome, please. >> Mr. Darby? I just wanted to [9:53:10 AM] >> Mr. Darby? I just wanted to clarify, has there been an update to this presentation? Ann from what was shared with us earlier this week, departments were very actively working on these things, so after we did briefings, some of the recommendations, statuses changed just as of yesterday. >> I was making changes. Okay. Thank you so this is our department website, Ann. And in the middle of the page you'll see a list of direct links. The second one says, go to recommendation dashboard, if you wouldn't mind. If you click on that, it brings you to this page, which is the mission. Mark public facing dashboard. It defaults at the top to showing only the open recommendations. So if you click on that top button and select en, closed right in the middle at the top of the page, there we go. And open and close, open and closed. That's just closed. Sorry. The one below that. There we go. Thank you. Now it shows the 34 audit reports, the 189 recommendations and the summary defaults to two, breaking them down by year and then within [9:54:11 AM] down by year and then within each year, it shows how many are in each one of the status as seen on the right. You can also break it down by department or by audit. And if you scroll down on the page a little bit, you'll see a couple of charts that allow you to look at the recommendation burns by type. This is really the risk level low, medium and high. Or you can look at all of the recommendations by implementation phase clicking on any of the categories in those charts above will automatically filter this list of recommendations. And then the second column from the right includes a link to the actual audit report on our web page. So if a user wanted to know more about the finding that led to the recommendation, they could click on that link and get to the audit report. So that is our public facing dashboard. And I'm happy to answer any questions. >> Thank you. Just a couple things to clarify. We had an opportunity to talk about it the other day. So the ones that are currently listed for not started, those are recommend actions that came out of sort of last month's audit for sure on animal services and vegetation [9:55:13 AM] animal services and vegetation management and a couple of others. >> But they're all less than a year old. They're all very, very recent. And some of them are even waiting for one recommendation to be implemented before we can start working on that next one. So they are they are very new and it's understandable why they're in that not started status. Okay. Thank you. >> And of the items that are still in progress, can you please provide a senseff the most urgent or those that represent the most high risk? >> That's a difficult question to ask. I like to think that all of our recommendations are important, but I would say the easiest thing to do would be to first start looking at the recommend actions by type. And so looking at those that are in a high risk category. So those are recommendations that we stress a sense of urgency with and so the high risk recommendations that are in progress are ones that we'd like to see implemented within the time frame that management has established and will be working with them to help them meet those goals. >> Okay. Can you share with the public you may not be looking at the dashboard. Oh, sure. Examples there's [9:56:14 AM] Oh, sure. Examples there's multiple recommendations from the disaster preparedness audit that are that are in progress. That was the audit that came following winter storm uri. So obviously those are very serious . We've got some I'm trying to think of some of the other audit examples. We have some in our water quality events audit that we did that are that are high risk. Those affect our water system. So obviously, those are are very important. We'd like to see those done. The list goes on. I could go through the dashboard and we could look at look at some more. There's some from the animal services audit, but those are very, very recent. >> Thank you. And I think there's some from the cyber audit as well as early intervention for officers at risk. >> Absolutely. Both of those are included. The it audits that you mentioned, those are confidential audits. You'll see reference to them in the dashboard, but the public won't be able to see what those recommendations, the details of those recommendations. Burns. But those are definitely in progress and in a high risk [9:57:15 AM] progress and in a high risk category that we're working with management on. >> And I'll just add on that one. Several of those we have implemented correct as well. Correct? Okay. And then I don't know if you can pull up the dashboard since we are going to be postponing the item that's on today's agenda for theisaster preparedness audit. I was just wondering if we could pull up if it's possible to pull up the disaster preparedness audit and look at what's not been been implemented yet, which items are still in progress so that we can just highlight some of the ones that we're following. I understand that staff is preparing a preparedness report to council at one of the November work sessions, I believe. And so we didn't want to duplicate that work with this session. We have scheduled it for the December meeting. If we do not fully cover it. But I think it would be good to highlight those those absolutely. >> So he's already clicked on the buy audit button at the top [9:58:15 AM] the buy audit button at the top of the page and the disaster preparedness audit is the third from from the top. So you can see that there are are eight recommendations. You get a highlight a little bit higher where you're at just a bit higher. We're almost there. There we go. So eight are in progress. And then if you click on the two to the right of that, the next bar in the graph, if what he's done by clicking on that is filtered the table. So now we can see all of the in progress recommendations from the disaster preparedness audit. The recommendation is the second column from the left and the latest update that it that has been made to the recommendation is in that middle column and so if he were to scroll down further on the table, you could see all of those recommendations . Burns and then it looked like there was another status with this audit. If you could go back up to the graph, please, there [9:59:15 AM] up to the graph, please, there is two next to the eight on the right of disaster preparedness. Yes. And that shows you the two that are ready for review. So these are two recommendations where management has done the work that they believe implements the recommendation. And now our office needs to go back and review those recommendations and confirm that they are in fact implemented. >> Thank you. And I'll just underscore for staff that are the city managers office who are here or watching, we are going to want the progress on those. It was eight recommendations that were not that are not completed yet. This audit is a few years old at this point. Goes back to Yuri and is important for us in our preparedness to make sure that those recommendations are implemented. Again we are going to postpone that item today. Butit is not for lack of interest in making sure that those are complete. It's because we understand we're getting a very complete report out next month about the topic and will [10:00:17 AM] about the topic and will prioritize these two that are ready for review that we need to do our our job on. Thank you colleagues. Council member alter council member Kelly, do you have any questions on. >> I don't have a question so much as a comment. I just want to thank the auditor's office for the work that they're doing to make everything so easy to find in the community. I think it's really important that more people see the work that you're doing and understand it, and I really appreciate this very much . Thank you. >> Councilmember alter, I can't see you. So if you do have a comment, chime in. Otherwise we'll move on. Nothing. Okay, great. Thank you. And I don't believe we have to take action on this item. Thank you, Mr hadavi. And thank you to the team for all your work on that. The item number five is the city auditor integrity unit. Fiscal year 2023 update. Good morning. >> Good morning. My name is [10:01:20 AM] >> Good morning. My name is Brian Malloy. I'm the chief of investigations and I appreciate the opportunity to present all this information about the integrity unit at the auditor's office to this committee. So we're going to focus on everything the integrity unit did at the auditor's office in fiscal year 23. We'll go through allegation trends as we observe them through our intake, the investigations we completed, and then what investigations are ongoing into fiscal year 24. So through fiscal year 23, we received 316 allegations. That's about a 5% increase from the previous year and steadily above our five year average, though that average is brought down by fiscal year 21 when the city was transition Singh and dealing with the outbreak of covid that depressed our allegation numbers. So I think excluding that year, we'd get an average that's much closer to the 316 we saw this year. And then as far as the allegations that come in about two thirds to 60% are usually outside our jurisdiction . And we saw that exact pattern get followed again in fiscal year 23. That means the [10:02:22 AM] year 23. That means the remaining one third or 40% of allegations are within our jurisdiction. Some of the ones outside our jurisdiction, hr issues are the bulk that's about 31, and those get referred to the human resources department or the various departments in the city. The next biggest area was operational issues that get reported to our office. And again, those get referred out to the other departments who can act on those as quickly as possible. Looking at the allegations that were within our jurisdiction, that our team did get to investigate it, the most common was abuse followed by theft. That can include theft of inventory, theft of time or theft of cash, and then misuse conflict and waste. And actually this was the exact same order as the previous year. And those tend to be the most common allegations of the of the type that we get to investigate. Moving on to how people report to us. It's just an industry best practice well-known fact that if you want to hear about problems going on in your organization, you've got to give people a chance to report anonymously. And so we make that as easy as possible by letting people use an online reporting form anonymously. There's an email address you can report to anonymously, and we have an online or we have a hotline of [10:03:22 AM] online or we have a hotline of phone number. You can call that wouldn't track caller id or anything. So you can report anonymously that way. And I have my final slide will show anyone who gets to witness ts presentation how to report to our office. If they have any questions at and taking all those steps to help people report anonymously is paid off. 55% of our reporters do choose to report anonymously, take advantage of one of those methods, and then of the various ways you can report to our office. The most common was that online reporting form. Again, that was 55% of people who reported to us chose to use the online reporting form. The next most common was actually 15% direct investigator contact. I think that shows just how much trust some of the investigators on my team have built up with people they've worked with in the city that people feel comfortable coming to them either by email or phone call directly. And so that's the second moscommon method. And then finally, 11% use the whistleblower hotline, highest number of allegations by department, 10% of our allegations came in for the animal services office and 10% for Austin energy, followed by human resources and parks and [10:04:23 AM] human resources and parks and recreation at 8. These are on line with what we've seen in previous years as far as which departments usually have the most allegations. And then what percentage of the allegations. So no big upticks for any individual department or a big jump between what we've seen from previous years moving on to the investigations we completed in fiscal year 23 over the course of the year, we completed 11 investigations, seven of which resulted in a substantiated material violation of city code. So those are the ones that produce a public report that gets sharewith the mayor and council's offices. And then posted it online for anyone in the community to see. Three resulted in an inconclusive finding. That's where we had evidence that showed there might have been a violation, but evidence contradicting that and not enough either way to make a definitive conclusion. And one investigation resulted in an unsubstantiated finding focusing in on those seven that produced a public report. They were across various departments in the city. The most common violation type was a tie between [10:05:24 AM] violation type was a tie between misuse and fraud. They appeared in the three investigations. Each and then in every case, the department's involved took our findings seriously, believed we had supporting evidence, and then took decisive accountability, action. Six of the seven cases ted in employee separation, and one of the wrongdoing was done by a city contractor. So the department ended up terminating the contract and is now taking steps to recoup some money that was paid inappropriately. And then moving on to fiscal year 24. What are we working on right now going forward? We have currently eight open investigations that are across five different departments, and we're seeing some of the same issues that we see in the last several years, including what we finished up last year with fraud , abuse and misuse being our most common issues. And I'm happy to take any questions about the work of the integrity unit. And then for anyone else who has a concern about city operations, that's how you can call us, email us, or there's where you can find our online reporting form. Thank you very much, colleagues. >> Councilmember alter councilmember Kelly, did you have any questions for Mr. [10:06:24 AM] have any questions for Mr. Malloy? Nothing for me okay. I'm going to assume that councilmember Kelly doesn't. Thank you for your work. These investigations are very important for the integrity, obviously, of our work and appreciate how you and your team approach them. There have been some significant reports over the last year year, and I appreciate the seriousness with which you approach it and with which our staff, when they are faced with one of these reports for their department, are addressing the challenges. Thank you. I I did want to ask Mr. Hadavi if you could just tell us how people can find the mission walk dashboard, if they're interested in looking at it. >> Sure. Our department website is Austin, Texas dot gov slash auditor and the direct link to the dashboard is in the middle of the page and there should be a button on the left side of the page in blue. >> Great. Thank you very much. Appreciate it. Thank you so item [10:07:25 AM] Appreciate it. Thank you so item six was the disaster preparedness audit recommendations update and as I mentioned before, we're not going to discuss that today without objection, we will postpone Ann that until December. And if we don't need it in December, we just won't put it on the agenda. Thank you very much. On that. And item seven is our mobility action plan update it. Good morning, director snow. Good morning, ma'am. >> My name is James snow. I'm the director of the capital delivery services department. Today I'm joined by Eric Bailey, who is our interim deputy director, and Christie Fenton, who is our interim assistant director over business enterprises. Today's presentation is based off of a follow up as far as information that was provided. Eid at the April meeting to the committee, as you see the title, it talks [10:08:26 AM] as you see the title, it talks about the public improvement bond action plan, but today specifically, we're going to focus on the mobility bond. I'll try. Today we're going to cover the following topics. Who we are. We'll review the information from the meeting in April. We'll talk about what we found, what we've done, what we'll do. And then a quick overview of the action plan. This this department was formed for a specific reason, and that was to create a one city, one team approach to effectively and efficiently delivering quality projects. As you can see, these projects are focused on support our community and having a public impact at our department. Currently manages over 500 active projects, equal to about $7 billion include that. We also support the following projects. As far as the 5,000,000,000 million project, connect the airport expansion and also the convention center expansion that was voted on last week. In April, there was a [10:09:26 AM] week. In April, there was a presentation to this committee specifically about public improvement bonds. As you can see, what we're focusing today on is the mobility, because that had the largest, most unspent balance. And at the time of September when we last did this run of the data, there's about $747 million unspent balance. As you can see, the balance is really fall into three categories, and that's in the 20 1618. And mobility bonds. And I'll show you the percent that's unspent. There was a small amount in the 22,006 to 2012, $6 million. Most of that was attributed to one project that's 51st street, which is about to enter construction, will be done, will be finished by the time we'll be through this mobility action plan. But that was the largest. The rest is more of what we like to call coins in the cushions. Last, last parts of programs that we need to go back and reprogram them in to spend. First, I'd [10:10:26 AM] them in to spend. First, I'd like to talk about the 2016 mobility bond. As you look at the chart, as you're looking at the presentation on the right, that was the chart that was presented to you in April. The analysis showed that initially this was a bond program that supposed to be eight years. It was supposed to finish in September 2024. But during our analysis and review right now, the work will complete. Now, four years later, is trending, and that will be September 20th, 28. So realistically, it's gone from an eight year to a 12 year bond cycle. As you shows on the chart, the largest unspent balances are in the corridor program, which is about 269 million. And regional mobility, which is 64 million. For 2020 for 2018, mobility bond, we have about 90, 90 million unspent as you can see. Again, the chart that was provided to you in April, it shows the spending, but specifically the program was supposed to be done September 20th, 26. Right now, it's trending to September 20th, 28. So going from an eight year bond [10:11:29 AM] So going from an eight year bond program to a ten year the largest unspent balances are on the bridge and structures, which is specifically on one project, which is redbud trail bridge and the street rehabilitation program. I'm. As far as the 2020 mobility bonds, obviously it has the largest balance, but that's the most newest of the bond programs. There's 409 million unspent. This was a six year program when envisioned, right with the baseline was supposed to be September 20th, 27. But right now the trending is to September 20th, 29. The largest unspent balances are listed there. Again, this is more newer of the program. So one of the ones I'de to point out, the sidewalk program will is trending to probably be spent to on time, on baseline. But again, it's early, early on in the program. So what did we find during our analysis between April and now? First of all, I want to highlight the first bullet and that being the staff has been working very hard to deliver 1.3 4,000,000,000 million of mobility bonds. Understand that in 2020, the [10:12:30 AM] Understand that in 2020, the 2016 bond alone was the most money we spent. Aggregate total to date for bonds in one package. But then obviously that was 720 million. Now we're at 1.3. 4 billion staff has been working hard to deliver it. But duringurur analysis we found three other main causes. I'd like to just highlight it. First of all, there's issues identified in risks that were not continuously managed and left unresolved. Those themselves were the major factor of causing delays and overruns. We also, by that, what they did was there's ever changing performance baselines and we also saw inconsistent spending plans. So some of our focus, which I'll show you in the next slide, is focusing on addressing those issues. The other issues listed are there. The other one that was brought up a couple of times, I've done this presentation to multiple people is my use of the word tower of excellence. And what I mean by that is that we as a city had during this time had spent and set up very important or looked at excellence. But it was individual and it created silos or towers of excellence. What we're trying to do through this [10:13:31 AM] we're trying to do through this program and with this department is actually create a community of excellence and work together to deliver. Because to be able to deliver projects effectively and efficiently. It's a group effort. And led by this department with our multiple partners and the asset owners, what have we done? Well, since since April we analyzed all three bond programs from the mobility bond. We initiated a biweekly action meeting with the asset owner, which is a transportation public works department. We created a high level corridor action plan initially. And then what we've done is we've looked also went to a deep dive and all the other bond programs, and now we've created new performance baseline, which is part of the action plan. What will we do? And that's the important thing because as we said before, we had things that we didn't do. But what will we do? Well, there's three things I want to four things I want to highlight here. First of all, this month was the first month we initiated a monthly program, health assessment. The purpose of that health assessment is the capital delivery team with some of our [10:14:32 AM] delivery team with some of our capital delivery partners, along with the asset owner. This being transportation public works to take a look at the program overall, all three programs. What we do is we actually specifically it's not just a status meeting, but it's also as a resolution meeting. So as we pointed earlier, one of the biggest trends was unresolved issues. This means the action actually in action meeting where we address those issues and if need to escalate to the highest level. The other part output of this meeting comes to this this red part that I've highlighted, which is specifically we're trying to have consistent reporting, this meeting will happen on a monthly basis so that we can inform whatever council members or committees they're following based on one one source of truth. What we have found out that there was some things when we looked at analysis that people said that the data was presented one way in one committee meeting and another way and the others, and there was confusion. So we're trying to do is make it as consistent. It wasn't the data. It's actually at times was the context and what was presented. But using this meeting, we'll be able this monthly meeting will be able to provide a consistent [10:15:33 AM] be able to provide a consistent and consistent and also accurate picture of what's going on. The other two highlights are just escalation meetings that we've put in place to address with some of the issues there. One, with utilities and the other one with permitting. But this gets to the meat of the presentation for today, and that's the mobility action plan. You can read the slide, but specifically what we're looking at is overall, from everything you've seen is the underlying message you can take away from this is that out of all those baselines you saw that were we're out of out of sync with, we'll be cutting twars off of the lag that we've seen there. On average for each of the programs with the expectation by December 2027, all work will be complete or substantially complete. I know this is a lot to read and what I did with this presentation is provide you something is also a follow on. I also want to take this moment to is this is a high level what our plan is. I did not put in this presentation for today is that after briefing this committee and briefing mobility on Friday, what we will do is setting up times to meet with each [10:16:33 AM] times to meet with each individual council office to tell them specifically the impacts of this plan for the projects within their district. But the main takeaways I want you to take from this is 90% ofthe projects will either complete or substantially complete by December 2026, and 95% of the programs will either be completed or substantially complete by 2027. As outlined, it gives you the mobility projects expectations and also the mobility program as so what is the impact of this? So as I said, the takeaway is, is that we're cutting two years off pretty much off the lags. So currently right now for the 2026, 2016 bond, we're we're sitting at September 20th, 28 with the action plan put in place, we'll be able to revise that to a December 20th, 26. So getting us close to what we're still two years out from the original baseline, but we're actually cut for two of the four years lag out of the out of the process. Currently for 2020 excuse me for 2018. We do again, the two year span, we're right [10:17:34 AM] the two year span, we're right now we're looking at September 2028. But we'll be able to 20 December 20th, 26. And again with the same standard of trying to make it not only efficient but also quality projects delivered. As far as 2020, obviously it has the largest unspent balance, but like I said, it's a newer but we are right now trending to where we'll be able to get to 2027. Obviously on this chart, we don't show the 2029. It's off the chart, but that's where we're trending now. But we'll be able to bring it to 2027. I tried to make it brief because I thought there might be some questions, but myself and my fellow executives are her answer any of those questions. >> Thank you. Just to clarify the original timelines for 2016 was eight years, and for 2018 and 2020, those were both six year. No 16 and 18 were eight year programs. >> Okay. 2020 was a six year and that's a good question because those two programs, 16 and 18, [10:18:35 AM] those two programs, 16 and 18, were different than what the city standard usually is mostly for public improvement bonds. We like to have a six year cycle, and that's what we're focusing on as a department working with the asset owners and also FSD to make sure that we get back to a six year cycle. >> Okay. So with the new plan. Yes, ma'am. The 2016, make sure I get the right place. 2016 bond will be two years off schedule. Pool if delivered with the new plan, the 2018 bond will be on time. On an eight year cycle. Close to a yes, ma'am. Close to on time and an eight year cycle. And the 2020 will be a year. >> Yes, we can we put as we move forward with the plan. That's the purpose of the plan to get those back to those those timelines. Absolutely >> I just I just wanted to clarify, since we're dealing with where we're projected now, what the revised is, I wanted to just lay out what the original projections. Yes, ma'am. Were so that we could understand that. [10:19:37 AM] that we could understand that. Well, thank you for your presentation. Council member Kelly or council member alter, did you have any questions? No. Okay nothing. Nothing. Okay. I had an opportunity to sit with you, director snow and your team yesterday for about an hour. So I got my questions answered then. I appreciated that opportunity and I don't think we need to kind of just take time with extra questions today. This is very thorough. I will also point out that director snow is working with the chair of our bond oversight commission, who happens to be my appointee, Charles curry, who was previously in the budget office years ago. And they are working to make the bond oversight commission in a more effective player in this process, making sure that they have the data and the information that they needin a timely way and that they can intervene and interject with oversight on a very regular basis as well. So that's not always discussed as part of the [10:20:41 AM] always discussed as part of the capital delivery service changes, but I think it is an important aspect. And then we as a committee for audit and finance will have a report on the other bonds that are not the mobility bonds from the 2018 bond. I believe around January or February. So we'll be doing a deep dive into those as well. If there are no other questions then thank you, director snow and your team for your work on this. We appreciate that opportunity. Well, now invite Ms. Stokes up to speak about future items. Thank you. Thank you, ma'am. >> All right. Sorry. That was the wrong place to look. >> And I will also just add that I appreciated you guys getting me the slides early this week. It's very helpful when we get the slides for this committee committee meeting in advance. And that's our expectation. Moving forward. So please have [10:21:42 AM] Moving forward. So please have them in on time. Great. >> All right. So for the December meeting, so we potentially are postponing the disaster, coming back on the disaster preparedness recommendations, depending on whether or not the council discussion addresses those. Then there's an item for municipal civil service candidates that that's a discussion and possible action about selecting those candidates for interviews. A strategic planning briefing that was postponed, I think, from from October at and pension presentation. That's actually our financial services with outside consultant coming in to do that presentation. We have a low up audit related to development services and update on the ems billing improvements that's been coming back to this committee from time to time as they complete that project and then the city attorney's annual report on enforcement of [10:22:42 AM] report on enforcement of lobbyist regulations. So all of that is on the December agenda. >> Thank you. And so we are canceling the November meeting for lack of quorum. So our December meeting will be kind of full, especially if we have the disaster audit preparedness, disaster preparedness, audit recommendation review. So please plan on being available until noon on that day if possible. Great we have some important topics coming up. And look forward to those discussions. Is there anything else, colleagues, that you'd like to add for future discussion? Great. Well, it is now 1023 on October 25th, and I will adjourn this meeting.