The time is now 10 02 a.m.

on May 6, 2026, and the meeting of the audit committee is now called to order.

Madam Clerk, please call the roll.

Councilmember Mesa Gonzalez.

Councilmember White.

Citizen Member Tayano.

Citizen Member Pacheco.

Chair Viegeran.

Ma'am, we have a quorum.

Great.

I will be allowing the members member speakers two rounds of comments per items with five minutes the first round and three minutes the second round.

First item on the agenda is approval of the minutes.

Are there any corrections to the minutes?

Can I get a motion in a second to approve the minutes?

I have a motion.

Do I have a second?

I have a motion and a second.

All in favor say aye.

Aye.

All opposed say no.

Motion carries.

Madam Clerk, are there any members of the public signed up to speak?

Okay, great.

We have two audit reports on the consent agenda.

Are there any items on the consent agenda that members wish to pull for individual consideration?

Okay, can I get a motion and a second to approve the balance of the consent agenda?

I've got a motion to approve.

Second, we've got a motion and a second.

All those in favor say aye.

Aye.

All opposed say no.

Motion carries.

Now we have our individual items.

We have two pre-solicitation and one post-solicitation briefing.

Madam Kirk Clerk, please read the caption for item four.

Item four is a briefing on the release of a solicitation to provide the solid waste management department with two contract options.

One transfer station hauling services for an estimated total value of 46 million, or two, transfer station operations with hauling services for an estimated total value of 51 million, respectively for 10 years with two additional three-year options to renew.

We have a staff presentation.

The floor is yours.

Good morning, Chairperson Via Ground and members of the audit committee.

Thank you for your time for this pre-solicitation briefing to go over waste services to support the city's transfer station located at 11601 Starcrest Road.

As part of my introduction, I like to tell a story about myself.

Growing up, my mom was fairly strict.

She would always tell me to get good grades so that I could get a scholarship and go to college.

Getting all A's was expected.

A's were average.

Getting a B was below average.

God forbid I got anything lower than a B.

Getting an F probably meant find a new family.

So being a good son, I got good grades.

I got a bachelor's degree in software engineering, a master's degree in industrial engineering.

The ironic thing, she also said was that if I didn't study hard, I would become a garbage man.

So here I am.

I'm Nick Ellis, I'm a garbage man for the city of San Antonio.

And so with that, we'll get on with the briefing.

So the Solid Waste Management Department seeks proposals from qualified firms to provide hauling services of municipal solid waste from the city-owned transfer station to designated disposal facilities, or and anywhere in between, provide full service management operation and maintenance of the city owned transfer station to designated facilities.

The solicitation type is a request for proposal.

The proposed term is 10 years with two three-year renewals.

The estimated value on annual basis ranges from 2.9 to 3.2 million.

Over the life of the contract, the value is ranges from 46.4 to 51.2 million.

The funding source will be the solid waste operating fund.

The previous contract expired September 30th, 2025.

And currently the site has been offline while it's been undergoing much needed maintenance and repair.

NIGP code 95896, which is affiliated with waste management services, has been identified.

We'll be doing some targeted outreach along with advertising through TBSA, the COSA bidding and contract webpage, Express News, SAPES, as well as uh reaching out to some of our counterparts to see if there's any regional haulers uh or or contractors that would be interested in this type of work.

The evaluation committee will consist of David W.

McCarry, Josephine Valencia, myself, Victoria Roter, Gilbert Ramirez, Coronda Crummy, and Alfonso Castillo.

For the evaluation criteria, we've assigned 40 points for experience, background, and qualifications.

We've signed assigned 40 points for proposed plan, 15 points for pricing, and then five points for veteran-owned small business preference.

Sorry.

We will be requiring audited financial statements due to the nature of the type of work.

As a result of the type of work, the Sebeta program does not apply.

This is the tentative project timeline.

So we expect the release of the RFP May 27.

We'll hold a pre-submittal conference June 12th.

Deadlines for questions will be June 15th with a due date of July 13th.

And we'll we'll conduct some negotiations in August with the post-solicitation briefing sometime in the first week of August.

And then we'll take it to council considerations September 2026.

So that concludes my briefing.

In the time I've been here, we have had issues in terms of you know making sure that we have uh the transfer stations and where all this goes, and solid waste has been really good and really flexible in terms of of how we do this and and how we work with the vendors.

So I thank the team for that and as we move forward.

So do we have uh local and regional vendors uh because we're gonna look regionally too, correct?

Absolutely, yes.

We're gonna reach out to some of our counterparts, City of Waco uh recently did uh RFP maybe two years ago.

So we're gonna see how their contractor is doing, and certainly reach out to them along with any other uh Texas cities in the region, try to get as many vendors and and contractors to apply.

Yeah, I think I think uh and one thing I'm interested in as we look at this pre-solicitation is really look at the uh technology in terms of what they use in terms of um as they kind of do the logistics of how we're gonna move, what's coming in when, when are when our trash days are, and when we have those special, uh because district three has uh quite often a dial a trailer event and making sure that I think as we move forward, we're gonna see more of that and and kind of see the community want to clean up more as we move forward.

So uh want to make sure that they they can handle the logistics and and things like that as we do that.

So um, no, thank you because it uh any of any of you who've been to Texas Municipal League, the the solid waste department in this industry is always there, and they they're very aware of San Antonio and what we do and the and the good work we do, but they're always trying to convince me.

Hey, I'm the one for you.

And I was like, I don't make those decisions, so I'm looking forward to see uh all those people kind of um apply and and see how they can be part of this process.

Do any of my uh members have any questions, comments?

Yes, Trisha.

Hi Nick.

I think this is the first presentation I've seen you give since we went to college together.

Small world, very small world engineering program.

Um so as you vet other cities like cities to find what the best vendor looks like and and feels like what is the priority thing that you're looking for that sets a vendor apart in this space?

So, you know, being that we we gotta move the trash, right?

We can't have any disruption in service, and so we got to make sure that they have a good track record and making sure that they can meet the demands, and so having that reliability, that track record will be uh a priority for us.

You know, we are also uh reaching out to the city of Phoenix.

You know, they're one of the larger cities that's comparable to uh you know to the level of operation that we have, and so we're also having meeting this week with them uh to kind of see that some of the pros and cons because they operate their transfer station and so right now we're kind of looking at do we want to operate it, do we want to have a contractor operate the whole thing?

Do we just want to have them do a piece of it?

And so we're we're exploring all those options.

You know, as and so we're gonna select the option that best fits our operation and best fits the interest of San Antonio.

Any other members have questions, comments?

This is this item is for briefing only.

Councilman, councilwoman.

I just kind of wanted to reiterate or add on to what uh the chair said of just technology and making sure we're using proper technology.

We had a clean out event in district eight, and we had I was looking it up 500 pounds of batteries collected, 3,850 pounds of uh electronic waste.

Um it was a lot, so folks are are really looking at these events.

Um very popular in district eight, I must say.

Um so yeah, making sure that um whoever we pick is is really um solid on the technology side of things.

Absolutely.

With my background, I mean I'm kind of I'm a real strong proponent of leveraging technology, so whatever decision we make, we'll make sure that it's gonna be uh cutting edge.

Any other members?

Okay, this item was for briefing only.

Nick, we look forward to getting the presentation after the uh solicitation has gone out.

Thank you.

Yes, ma'am, thank you.

All right, madam clerk.

Please read uh the caption for item four.

Briefing number five item number five is a briefing on the release of a solicitation for up to two contracts to provide the Center City Development and Operations Department with dockless vehicle services for an estimated total value of 1,344,000 for two years with two one-year options to renew.

We have a south presentation.

Morning, Chair, committee members.

Um Nick's a hard act to follow.

I don't have a funny story about me in college, although Troy does have a picture of me from college.

If you want to see it, he might share it with you.

Uh it's not on the PowerPoint, sorry.

Uh yeah, I was much younger and uh had more hair and probably more handsome back then, but uh maybe next time I'll think of a funny story.

Uh so uh C C DO is soliciting uh an RFP, seeking two qualified vendors to support the city's uh dockless mobility program.

Each selected vendor will be required to supply 1,000 dockless vehicles for public use, so that's a total of 2,000 between the two.

Um this is an RFP.

The proposed term is two years with a with two one-year renewal options.

The estimated value is 336,000 annually.

Um, a total over four years would be 1.34 million um in revenue.

Uh then that revenue goes into the general fund, and that contract, uh, the current contract expires on September 30th of this year.

Uh just like the previous solicitation, um, we have identified a uh a code that's under transportation services.

There's 32 vendors uh registered there with 223 veteran-owned small businesses, um, and so we'll we'll target those businesses through our outreach as well as advertising through TV, um, newspaper online.

The evaluation voting members include Shannon Miller, the new chief downtown officer, myself, uh several members for my staff, uh Catherine Hernandez, the Transportation Director, uh Melanie Cawthorne, the executive director for disability SA, and then James Norte, who's the chief executive officer at Sage.

As far as the evaluation criteria, there's 25 points for experience background, uh 50 points for the proposed plan, 10 points for pricing, 10 points for local preference, and then five points for uh veteran owned small business preference program.

As far as the timeline, the plan is to um release this next week on May 11th.

Um there'll be a pre-submittal conference for anyone interested in this on May 26th, and then the uh deadline or the due date would be July 1st of this summer, and then we'll proceed to the evaluation um process, um coming back to uh this body for a uh post-solicitation briefing on September 2nd, and then moving on to city council for consideration on September 20th.

Uh and that's it.

I'll be here for any questions.

Thank you.

Thank you, John.

Who currently has the contract?

There's two companies.

One is Vio, they're the they have the sit-down scooters, or kind of a black and um turquoise color, and then BERD is the other one.

Okay, all right.

All right.

Um yeah.

I I think I think another thing is as the technology change, as the kind of apps and technology changes, just making sure that they are um allowing our, because I've I've seen some of the whoever we choose, making sure that it's it's kind of easy to navigate because I have seen some uh residents, our visitors try and like spend the entire like 10 minutes trying to find what the app is and how to download.

So just making sure that that we um take that into consideration, and if they have a campaign, if it's going to be different, how we get that out to the community and working with visit San Antonio.

But I think once we move towards this model and had just the two, it has been completely different from when when the uh when this first came on the scene.

So thank you for for the efforts there and the sit-down bikes.

I know there's tons of of people that enjoy them and getting around on them downtown.

A important decision with the evaluation committee last time was that there was an option for a sit-down option.

And yes, we're um this industry, as you know, has evolved pretty rapidly as far as technologies concerned.

So we're looking forward to seeing you know what's what's new offers there are to help make it a better um program for everybody.

Great.

And do I have any members that would like to chime in on this issue?

No, all right.

Oh, Trisha.

I just have one question.

Um for safety issues.

Does the risk fall to the city or to the vendor?

How is that risk space shared?

Vendor, the the yeah, through the vendor, yes.

Okay.

So no implications to us if somebody decides to rent three when there should be one.

Oh yeah, no, no, ma'am.

Thank you.

Yeah, all right, thank you.

This item was for briefing.

So we'll move on to item six.

Madam Clerk, please read the caption for item six.

Item six is the approval for to proceed with scheduling one contract for city council consideration for the capital delivery department to provide construction services for the district one parks and parks and multi-generational recreational facility, a 2022 bond project located in district one for an estimated total value of five million six hundred and ninety-four thousand.

Mike, the floor is yours.

All right.

Good morning, um, Madam Chair and uh committee members.

Uh I'm Mike Shannon.

I'm the director of the city's capital delivery department, and I'll just go through a post-solicitation briefing on a project we'd like to get under construction.

Um, so as mentioned, uh we solicited um an RFCSP for construction for a new it's a bond project, 2022 bond project.

Uh it's a new addition in renovations at uh the West End Senior Center in District One to really create uh uh you know a great multi-generational uh facility in this area.

It's a great enhancement to this uh current facility.

Um and uh we did a like I said, an RCSP, we uh um uh we about a 5.7 million dollar total project funded from the bond, so it's within our budget, and we're proposing a new contract uh to build this.

So uh we actually did two rounds of scoring, and uh the first round we had six uh uh bidders and we evaluated all six bidders.

Uh we narrowed that down through the selection process, and as an RFC SP, we had uh experience qualifications, uh, what was the project plan?

Did they understand that?

Uh experience with Pass San Antonio projects.

We scored all those.

We actually got down to a short list of two, which uh these are the scores from that initial.

Um and then uh we actually did interviews with the uh the two top um firms uh and after the interviews we completed our scoring, and this is what uh we did score.

So we have a vendor there uh that clearly uh scored higher that we'd like to proceed with.

Um and this is an important project.

I'll just say it's a bond project.

Uh it's a like I said, a single-story addition to the to the uh facility that's there now, um, new warming kitchen, new uh multi-use spaces, health screening facilities.

Um, so it's really an enhancement uh to this multi-gen center that we're creating.

So uh lastly, I'll just remind uh we did reach out to over 160 vendors.

Uh we had 17 of them at a pre-um submittal conference, six did uh apply through the process or submit bids, and uh there was no material findings when we did uh the minimum reviews or due diligence uh with our finance team.

Uh so uh with that uh we propose to move forward.

So thank you.

Uh thank you, Mike.

And um, you know, senior centers and multi-generational centers are really important, and I'm very excited that we're moving uh forward on with this project.

The one thing I do want to consider, and and based on the scores, it looks like vendor A does have the experience and and the right price proposal that we need.

My as we move forward, and and I think you know this is as from me and as this project is change orders.

I'm very don't want to see a lot of change orders to where the price proposal looked more like vendor B than vendor A's price proposal.

So I think as we move forward, we need to take that into consideration.

But until we get the names, uh I won't know for sure, but based on what we have here, uh I um I um I mean I'm glad that we got this work done, and I I look forward for this coming because not only does it help um District One, but it helps the entire city of San Antonio.

So do any of my members have any comments?

Can I get a motion?

A second.

We've got a motion and a second.

All those in favor say aye.

No, all opposed say no.

I was nine.

Motion carries.

Thank you.

All right.

Um item seven is the final internal audit report.

Can we get the staff presentation?

The floor is yours.

Okay, hi, good morning.

Uh, my name is Michael Gutierrez.

I was the audit manager over this project, and I'll be presenting the results of FIRE's inventory management audit.

I would like to make everyone aware first of an update that was made to the audit report.

Um, on page four of the audit report.

There's a table that displays information about purchases made by fire.

Uh, this data's been updated, uh, but the data is not material to the audit or the audit results.

So when the final report is uploaded to our website, uh the updated data from the table will be included in the in the report.

So uh let me move forward.

So the objective of the audit was to determine if inventory and supplies within the fire divisions are managed effectively and properly accounted for.

Uh the fire divisions we reviewed were the service center, the arson bureau, and special operations.

Um overall, we concluded that fire lacks written policies and procedures as well as controls to ensure inventory and supplies are effectively managed.

In addition, there are inconsistencies in the documentation of the processes for inventory management.

Um our first recommendation is regarding inventory purchasing and receiving.

Uh, we concluded that fire is not properly approving purchases and not verifying the accuracy of the incoming deliveries.

Um we also observed that document support for receiving the inventory, such as vendor packing slips are not consistently maintained.

So our recommendation is for fire to establish policies and procedures as well as controls uh for the proper review, approval, reconciliation, and retention of document support, such as uh procurement request forms, purchase orders, and vendor packing slips.

Um our next recommendation is regarding physical inventory.

Uh records uh for the service center we found were accurate and complete.

Um, however, records for the Arson Bureau and special operations were not accurate.

Um, our recommendation is for FIRE to establish policies and procedures as well as controls to ensure inventory records are accurate and maintained adequately, and we also recommend to periodically validate the accuracy of those records.

Uh moving on, we have uh our next one is on inventory distribution.

Uh the service center and the Arson Bureau are properly issuing inventory and equipment to their teams.

Um, however, we notate a special operations as not properly documenting the distribution of inventory to their teams.

In regards to inventory, we also looked at was it being properly disposed of when needed.

Uh, during the time scope of the audit, there were no instances where FIRE had to dispose of inventory, but we did notate that the department does not have written procedures for the disposal of inventory.

Our recommendation is for fire to establish policies and procedures as well as controls for the proper distribution and disposal of inventory to include relevant documentation.

Our next recommendation is for the Burnett Street warehouse.

We concluded fires not properly documenting and tracking inventory stored at the warehouse to include intake, storage, and issuance.

On a quick note, also aside from fire, other city departments also store inventory at this location.

Our recommendation is for fire to establish policies and procedures and controls for documenting and tracking all inventory stored at the warehouse.

Once again, to include intake, storage, and issuance, and also to periodically validate the accuracy of those inventory records.

And our final recommendation is over security access.

They give access to secure areas.

Also, the Arson Bureau is changing combination locks over lockers whenever there's turnover in staff, but that process is not recorded.

Our recommendation is for FIRE to establish policies and procedures for monitoring both badge and key access to these secure areas.

Also to establish a policy and procedure for changing the locks on those lockers periodically, and then lastly to establish monitoring controls to ensure these new procedures are executed as intended.

FIRE has agreed with our recommendations and have already created an action plan with the completion date of January 2026.

That concludes the presentation.

FIRE is here available to answer any questions you may have.

Thank you.

All right, before we allow FIRE to come up and answer questions, which I'm sure some of my members have, we do need a motion and a second to accept the audit, so we may begin discussion.

I have a motion.

Alright, we have a motion and a second.

We may begin discussion.

And remember, you can address the audit or fire is here to address the recommendations that were made.

Who would like to go first?

Councilman White.

Thank you, Chair.

To our audit folks, thank you for for the presentation and for the audit.

Obviously, I think there's, you know, it generates some level of concern with me when we see these kind of findings, because it always it always goes back to public dollars.

And you know, right now we're actually I think there was a CCR put forward by by Councilman McKee Rodriguez looking at um fire resources and and what they need moving forward, which I think is going to be a very, very valuable exercise.

Um but when we do something like that, we also have to make sure that the resources that they have, of course, are being used used properly.

And I think at least here we have a finding that there was some lack of internal controls to uh to make sure that you know what what we're doing and and the resources that are being uh given and distributed by our fire folks, you know, are being received and used as they should be.

So I'm I'm pleased that the audit found this.

I'm happy that FIRE uh has accepted the recommendations, and I guess the completion date of January 2026 means that these new policies and procedures are in place as we speak.

Yes, sir, they've all been completed.

Uh policies, procedures, training executed, checks and balances.

We've completed it for all divisions.

And you know, let me let me ask this next question and then get you to tell me a little bit about what what kind of changes um were were made.

But we've been having a conversation as a city government recently.

We just had it in public safety about, you know, manual um paper records versus moving to more electronic um online sorts of of record keeping and things like that.

And so um do you guys feel you have the resources you need to adequately track this stuff and and um implement the new I guess tracking systems that you're putting into place?

Yes, sir, we do.

We have so there's a three-fold process that we keep on file, but then it immediately goes into a digital form, either Excel spreadsheet or uh we use teams as well to do that.

Um once it's filed, then we have checks and balances depending on the division.

It could be uh monthly for services.

Uh for example, we we send emails up to the chain of command to myself or a supervisor uh with status updates uh with the the warehouse, the separate Cherry Street warehouse which is used less frequently that's biannually.

Okay.

So you've got the resources you need to better keep track of this stuff, and you feel like you've put into place now a system where where each of these uh divisions in in the fire department will be able to um to better keep track of their inventory and when it comes in and how it gets distributed and all of that.

Yes, sir.

Okay, all right.

Well, um then I think we've made some progress here.

Appreciate the audit, appreciate fire um responding as they have, and hopefully the next time um we do another audit there we we won't see um any of these issues.

So appreciate it.

Thank you.

Uh council member White, uh any other questions?

Trisha.

I have a actually a couple for Buddy and then a couple for you if that's okay.

Um so for uh you and your team, buddy, for the audit, um do we measure because I know FIRE has come up in the past with similar control gaps and we've looked at those and they've worked to close them.

Do we have any metrics around how many still open corrective actions there are or whether they're minor or major um to track the trend of closures to that those that are open for fire?

Do we have that?

Uh what we do have, and I want to say that was back in February.

I'd have to go back and look.

So we do our follow-up, and when we do our follow-up matrix on that audit committee uh record, anything that's in red means that it was not implemented.

I'd have to go back and look.

Um I don't have a running matrix, um anything that's in yellow is either pending because they had to move the estimated target date, and we weren't able to test, and sometimes yellow also means that we're allowing that process to run to take a representative sample.

We don't we don't want to take one or two transactions and try to reach a conclusion.

Um so hopefully that answers your question.

Yeah, that does.

If I could follow up with you like offline and have access to that would be awesome.

And another thing for your team, buddy.

Um, so we we've heard this in the past where fire fire has um relayed in this forum, they've completed the actions, everything's done.

As part of the audit process, do you for lack of a better term go by management's word, or do you also assess whether by anonymous survey or random survey of the workforce there in fire for the accuracy of that?

What we actually do is we we revalidate.

So when we do the follow-up state uh steps, we're re-auditing those steps.

Now I'm not sure what audit you're referring to, but I can speak to it because it's in progress.

So what we also do is we take consideration the audits that are completed and potentially do a re-audit if there's significant issues.

So this is one that we would consider re-auditing instead of just doing the follow-up and look at the entire process.

Um fire has come up in the past when it came to um uh fleet maintenance.

That one is a complete re audit, and we're doing that as we speak right now.

So those results will show the progress made and or maybe potential uh issues that haven't been completed, because we revalidate, uh, we don't necessarily take their word for it using your language.

We we reconfirm, revalidate, retest, and we reach conclusions.

Thank you, buddy.

And one question for FIRE.

Um, as you look to see that these corrective actions not just are implemented but stick, what are some of the I guess outcome milestones you look at to make sure that change sticks with your workforce?

Right.

So we we thought about that when we we reconstructed our policies after the audit.

So you'll you'll find that the policies at services, so we're we're kind of dispersed, right?

We have our main um, it's probably better to start with an overview of how we work.

So uh the majority of our inventory is at the service center, which is off Callahan.

That's really what underpins most of what we do.

Um so that that sends all our supplies to the stations.

You know, these are your typical supplies that you have at your own house, cleaning supplies, uh supplies for EMES units or tools for our our fire trucks.

So that's our main um uh core inventory place, and so that policy is mirrored now in the auxiliary warehouse at Cherry Street and also within the special operations divisions and arson, and by making them similar and the processes similar because there is so much unilateral movement in the fire department that helps with with standardizing what we do now.

Um on top of that, we have checks and balances with our direct supervisors through our chain of command.

We have set um specifically through services, we have set emails that come at the end of the month updating all the inventory.

We do it with with um the the apparatus as well.

So that's how we we keep things um organized in line.

Yes, ma'am, all right.

Uh council and uh Mescant.

Sorry, thank you, Chair.

Um, just a couple of I guess comments or questions.

Um, so on the monitoring side is is are these active duty firefighters or who's doing the?

So at when you say that like who's keeping track of the okay, so yes, for the most part it's active duty firefighters and the supervisory positions.

Uh the the one, the warehouse, which is um off Cherry Street, is it's referred to as Bernard Street Warehouse.

We have a light duty uh uniform there uh doing it, but most of the other ones are full-time duty uniform personnel.

We have civilians in support, and it is there, I guess doing the opposite where you have the civilians doing it, and then the active duty on the support side.

So you flip that where it's the civilian side is doing the majority of that work.

So yeah, this so the civil there's more civilians in services doing the work, but as far as the checks and balance and and the oversight is it's uniform.

Okay.

Um and I I think other council members have said this too, just on the technology side, right?

Making sure that we have the proper technology for you guys to do your job.

I haven't heard someone say they use Excel sheets in a long time, or teams for that matter.

So I was surprised to hear that right now, and so um making sure we have the right systems in place for that amount of work.

I I use the Excel sheet on my like house budget, and that's tricky at times, so I can't imagine for uh department of this size.

Sure.

So you know uh the service center uses uses faster, it uses uh much more robust system, um, and that's where you know 90 plus percent of our inventory uh sits, right?

Yeah, the other ones Excel and teams that comes from our smaller spec ops and arson.

Um but yeah, you're right, they we probably need to look at advancing that as well.

Thank you so much.

Just a quick question.

So, based on your implementation of the fixes, were there any major findings that your leadership team found um in regards to maybe missing inventory or anything that caught your eyes?

Uh I think the the one thing that shocked us all was the ammunition at uh at the Cherry Street warehouse.

We didn't know the history of where that came from.

Um, and so that was uh pretty eye opening it to us that we we weren't tracking properly.

All right.

Um thank you.

I uh uh working for the city and for SAPD, um, which is another first responder department.

I understand the just how how difficult this is, and and then being elected and uh visiting my my team makes sure I visit my uh fire stations.

So and I have two of the oldest, you know, um, I think one of them's 21.

Um, in terms of the inventory, like I don't even know where they would store things, they're on top of each other there in some of their buildings.

I go out to Southson, and they need like fire and kind of disinfectant because they're out in the country.

So I can see where inventory is different for each station, and we need to keep track of that.

And then making sure that you know I understand I knew the past leadership.

I think Chief Rosto is doing a great job, and you guys are transitioning there, but we are as we tighten up the budget and we look at where everything is.

We're we're asking where this goes.

And I've been there where a supervisor will make the decision and just say, oh, let's just send it over there, and nobody tracks it.

So I think it's really important that we continue to do this, that we continue to see it in a department this size, and in the number of um services you provide, high water rescues, the brush fire for the county, that we make sure that this doesn't become our big issue that we can focus, we can streamline this, get the technology or CRM or whatever we need, train train our um our firefighters on it, or whoever's gonna do administration there at the set at the um the stations and just move forward with that.

So Eddie, I um buddy, I thank you for your work and Michael, the team um for where we move forward.

I know I I've been here for four years, so I knew that there were gonna be some issues because we were really focusing on on other things within the department and and the past leadership.

So here we are, and I I expect the changes to happen, and I really appreciate the thoughtfulness of this committee and the questions that they have as we move forward.

So with that, um we have a motion and a second, and if there's no further discussion, uh we will uh all those in favor of accepting this audit say aye.

Aye, all opposed say no.

Motion carries.

Um we I need to step into executive session with our committee shortly.

Um with legal to hold on, let me say the right words.

The time is now 1041 a.m.

and the audit committee will now meet in executive session to consult with the city attorney's office concerning attorney client matters under chapter 551 of the Texas government code.

We'll step into the room over there.m, and the audit committee will reconvene in open session.

No official action was taken in executive session.

That's all the business for today.

The time is now 10 48, and the meeting is adjourned.