001All right. Um, hello everyone. This is much better than our first audit committee meeting when I had to start all by myself because everybody had problems with traffic. So, welcome everyone. It's 5:00 and so I'd like to call the audit committee meeting to order. Thank you all for being here. We have a full agenda today. So, I would like to get started with introductions. My name is Patty Sullivan. I am a board member and the chair of this audit committee. Starting to my right, let's go start with Mary Katherine and we'll come around. >> Janice Hansen, PPS internal auditor. >> Eban Cole, district student council representative. >> Stephanie Englesman, uh, zone 6 representative. be me. Uh Christy Split, I live in Southwest Portland. Jennifer Samuels, she her and I'm a community member. Caroline Zavikovski, she
002her. I'm also a community member. Michelle Morrison, chief financial officer for the district. >> Okay. Thank you everyone. and um Stephanie and Christy, you're also board members and members of the committee. So um let's see. So on the agenda today, we're going to start with public testimony. Then we will have a presentation of audit results of the district's annual comprehensive financial report and single audit. and we'll wrap up the meeting with a presentation of the multilingual learners English language development compliance audit. Miss Bradshaw, do we have anyone signed up for public comment? >> We do not. >> All right, we can go on. The first item on our agenda, as I said, is a presentation of the audit results of the district's annual comprehensive financial report, commonly abbreviated to the ACFR, and the single audit,
003which is an audit of compliance with federal grant requirements. Oregon state law states in part that all school boards will have an annual independent audit performed in a manner set forth in the Oregon revised statutes OS 328.465 and a copy of the audit report must be shared with the district board. Today we have chief financial officer Michelle Morrison here with an independent auditor Dan Miley who is a partner at TKW which is Talbert Corvola and Warick the accounting firm we contract with to perform the required audits. Chief Morrison, would you please introduce this topic? >> Yes, thank you so much. Thank you for your time this evening and attention to this matter. Do want to kind of start with a bit of an introduction. And I know that Cara's getting our presentation up on screen.
004Um do just to acknowledge the late date of this report. It's typical that this comes to the board sometime in December or even January for the prior year which ends in June uh 30th the prior year. So we are aware that this particular process has gone differently in terms of timeline for various reasons and our auditor is going to share some information about that with you. So we'll go ahead and get started. See if I can navigate our familiar slides. Always a little bit of a wow. Our presentation tonight is two-part. I have a kind of the overarching presentation with our auditor Dan Miley um taking up the next little bit to explain uh an overview of the process and the engagement and the things that they do as their work with us as a
005team. So with that, I'm going to turn it over to Dan. Thank you. >> Good evening. Uh the financial statement audit and the single audit definitely um had some challenges this year, but we made it through. got it done. Um, I'd like to thank uh Michelle, Rachel, and all the staff and within the finance department, but also um we talk with people throughout the district um and with the board and like that. So, we do a lot of work um to get to this point. Um we use um what we call gas um um auditing standards generally accepted in the United States of America and then also another form of gas is government auditing standards which is those um put out by the federal government the controller general of the United States. in timing. Um
006we start before interim fieldwork with talking with finance department getting schedules together sort of developing the plan. Um then at interim that which started in May this year we came out with a team um more questions. Um we started doing some risk assessments getting an understanding of internal controls and then testing um those controls. Um, and then beginning to start, well, we try to start on single audit, which we'll get to a little bit later. Um, and then final field work, we came out again to the district. Um, and we're here for 3 weeks in person and then of course continued on remotely that this was the first year since the pandemic that I think we were back on site pretty much full-time during the audit fieldwork time. So that definitely helped in um some
007circumstances. Um there was a delay in getting um the office of management and budget compliance supplement. This is sort of the road map for the single audit. This has what the federal government wants us to look at with all the federal expenditures um program. So without it we sort of don't know what the federal government wants us to do with it. We had a draft and then went back and forth of whether there was going to be changes, no changes, how that was going to go through. Um, and it did not come out till the end of November, which when we were planning on doing this work in October, there could be some timing difference differences there, you can imagine. But we got it, we worked through that. Um, the single audit um was three
008major programs this year. uh child nutrition cluster, title one, and for the last year, I think the education stabilization fund. Um those were the COVID um monies that came out. Um all said, those three programs represented 47% of the $64 million of federal expenditures that the district had for the fiscal year. Um I am happy to report that at the end of this um we were able to issue an unmodified opinion which means that the financial statements are in our opinion are presented fairly in accordance with the US GAP um generally accepted accounting principles. um part of the audit um part of what we call MS uh Oregon minimum standards um which is Oregon state regulations regarding um what governments in Oregon need to do as part of the audit. There are certain things that
009we need to test. Some of these go over um Oregon local budget law, purchasing um external use of funds, um ADM, those types of things. Um during the course of our our work, there was three findings that um we had to report in the in our report. Um in accordance with uh Oregon State Regulations, um there was two instances of overexpendures. um one in the general fund for for instruction by about 4.1 million and then one in the special revenue fund for support services of about 3.6 million. Um the second one was sort of a process driven thing. Um there was a supplemental budget that was passed by the district, but it used the rules and the process set forth for a budget transfer resolution. So a supplemental budget normally requires a little bit more
010formal notifications and that kind of stuff. So um it was just something that we noted. And the last um finding that we have um related to teacher experience. This one pops up every once in a while. It's not an uncommon one for school districts just because of how when teachers move around from one school district to another when they get hired they may not have all the information. OD is changing information in the background sometimes. Um so out of the population of almost 2900 teachers that we that you guys have um we selected 60 and four of those had issues. Um >> can I ask if we have a question? >> Yeah. >> Can we ask you? >> Yes. Sorry I started. Yeah. >> Okay. Um, I just wondered with that supplemental budget. >> Yeah,
011>> I thought I had read >> that if it wasn't over a certain amount, you could just do a transfer, but it sounds like you're saying >> um >> should have done something else. >> So, any time that you change appropriations up or down, and that's what triggered this is that you actually reduced appropriations, um, a supplemental budget is needed. So, it's one of those little things people are like, "Well, we're lowering appropriations. What's the risk?" And so, it's it's not the first client I've run into where something like this has happened. >> U most people get the increase of appropriations. >> Would you mind just I would just appreciate kind of hearing this again because it sounds like something we maybe made a mistake in as a board. So, did the did we just
012not have it come to us to vote either way or did we use the wrong process to do it or how how did we do it and what do you recommend in the future very specifically? >> Um, thanks. >> The board voted on it. Um, but there's whenever you change a budget, state law has two different ways you can do it. on what they call a budget transfer, which is general notice but not um as formal and then a supplemental budget and that requires certain publications within certain time frames. Um we did discuss this with finance staff and um gave them some resources on okay here's the process to follow in the future. Um, so I think everybody's >> So we don't need to know that much about it. Yeah. >> As long as we
013>> Yeah. Well, it's sort of it it's what needs to happen before it goes to the board. So it's more of the did it get published correctly with the within the right time frames. Um that type of thing. >> And is there an amount threshold or anything like that or it's just any time there's a >> um >> decrease? So, anytime there's a change in appropriations, a supplemental budget is needed or I think now I'm doing it out of memory, 15% of operating contingencies are moved out. Oh, so 15% of appropriations are moved out of operating contingencies. That would also need a supplemental budget. >> Okay, thanks. So, Moving on to the single audit. Um part of the single audit is we also have to issue uh a report on internal controls over financial reporting.
014Um and as part of that there was one significant deficiency that we noted um over financial reporting um and it just had to do with there was a number of different state grants and federal grants that sort of crossed um they were just recorded in the wrong bucket and it they had to move it around. Um and then some timing issues as well. Um so so that was the one on um internal control and that actually was repeated as a um as a internal control finding over compliance as one of the six down below because it also impacted your schedule of um federal expenditures. So what we use as the basis for the single audit to know what programs to audit. Um so whenever that starts moving that gets us a little nervous as well.
015Um for the single audit the three major programs that we audited there's an unmodified opinion that we believe that they're in substantial compliance with federal regulations. the I don't while there's six deficiencies up there, it's other than the one that we just talked about, there's only three others, three of them are the same issue but related to each major program. Um, and we just have to re repeat it because each program is sort of its own independent what we call mini audit. Um, the one that crossed over all three was indirect. Um and while there was an error in indirect charges that very small and it was corrected and so there was no compliance issues but there was no documentation of review and approval of those um indirect charges in those calculations. The person that
016made them has no long was has moved on was no longer with the district. So, we're thinking they're somewhere in an email, maybe hopefully. Um, but because the district couldn't provide the documentation, unfortunately, in the single audit world, if you don't document it, we can't say it happened. Um, and that's actually sort of the common theme with the next one as well. Um, related to there was one about um reporting with the education stabilization fund. um just the report was submitted on time. We found no issues with the numbers in the report, but we couldn't find any documentation of the review and approval before it went. Um and the last one, and this one was noted also by OD during a a program review of title one, was just time and effort certifications or some
017acceptable alternative. The district wasn't keeping track of those. Um, and then I know that Michelle and Rachel, they have been working on uh the corrective action plan. And so I think a lot of that place is is relatively easy fixes and just making sure that documentation is kept and the processes are in in place, which I'm assuming you guys will get to in a little bit. Um, anything else before moving on about the audit, single audit, anything? Okay. Some other required um communications is um there's some significant accounting practices policies. These are listed in the notes that sort of go over how they came about. One of the major changes um to the district's financial statements this year was um the implementation of what we call Gazsby Statement 101. So the government accounting standards board
018is what Gazsby stands for. And it had to do with compensated ampses. So it changed it from historically governments had to record what they would pay out. So this would be like vacation time, somebody leaves the district, you have to pay that out. They tweaked the wording to either paid out or used to try and match up when the benefit was earned to the period to the same period that expense. Um so it now includes sick time. So the impact to the district's financial statements was approximately $42 million increase in the compensated absence liability to account for that sick time that um the district estimates will be used um over the course of uh teachers um employment. >> Um >> so so was that not not recorded at all or recorded in the wrong place?
019um that is a new accounting standard. So, so there was a piece of it that was recorded. So, your vacation time has always been recorded. Now, there's sick time layered on top of this. I like to say that reality didn't change for you guys just how the scorekeeping goes. So, it just changed a little bit and made it a little bit more visible that in addition to this vacation time that district employees have, there's also this sick time that that um employees have that is going to be used and when they're using it, they are providing no services to the district because they're on a leave. Um they also cover some other types of leave, but those are relatively minimal for the district. they would in they set out rules for like parental leave u
020military leave um jury duty even is came up in the standard. So all these smaller types of things as well. >> Yes. So I just want to be clear they we know that we spent that money. >> We just had it in different spots. >> Well no this money has not been spent yet. This is an incurred liability. So this is what you think you're going to pay on sick leave in the future. >> Sorry. >> All right. Thank you. >> So So yeah. So this isn't necessarily an error that was done. This is just >> um the accounting rules changed on you. >> Can I ask a followup just I understand it. The accounting rules change I think this is maybe what Patty was asking. So the accounting rules changed but the budget didn't
021change. So it's not like we had to find 42 extra million. It was just how it's being >> Yeah. Okay. >> And these are being um what we call on the entitywide basis. So the governmental activity. So they aren't so these aren't being recorded at the fund basis until they're actually used, which is historically how they've been recorded by the district. So when you actually pay the money, that's when it shows up in the at the fund level on the budgetary basis. Yeah, we like to split hairs every once in a while. >> But I this did come up with I mean a new way of calculating, a new methodology, a new way of thinking for everyone. I this isn't just a a PPS issue. This is every single government in the United States now
022has to take this into account in their financial reports. So this is everybody if it not that it makes it everybody feel better but um the other standard um had a minimal impact on the district. Um there's now a standard that if there's certain risks that the district is experiencing or they believe is going to experience in the near future, those have to be disclosed. Um, and this is more than a material impact. I the wording is a little strange in the um in the standard but more than a material impact on the operations or financial condition of the district. So this would be um one of the the examples that they use in the standard is you have 90% plus of your employees belong to a union and they go on strike that would
023significantly impact the operations of a government. So that would be something that would be disclosed in that um management went through this with a new standard evaluated it and it's their belief that nothing rose to that level. We aren't aware of anything that would raise to that level either. Um and then there's as always significant accounting estimates are used um in the financial statements. You can see the list there. But whenever an estimate is made, it gives an opportunity to um for management to introduce bias. Not saying that we found any, but it's one of those things that it's a higher risk because you have to make a judgment. Do we use option A or option B? And so it's something that we always encourage um audit committees, boards, and all to take a closer
024look at some of those things to make sure they make sense and ask questions if they don't. Um just to make sure that hey, there's not something that is tilting one way or another, that it's all sort of okay, that all makes sense to me. Um in the letter that was provided um in the communications to those charged with governance letter that we called of the audit results there's um four um proposed adjusting entries. Those sort of go with the um controlled deficiencies that we already talked about. So I won't go into any of those too much unless somebody wants to. Um there is two uncorrected misstatements. Um one involved a proposed journal entry. So when we take a sample um if we find an error we have to project an error. Um the district
025created or the district fixed the error that we found but we still have this projected error. It's not material. We agree with um management in that respect, but it's still large enough that we have to include the in our communications um just to let you know that hey, there might be something more out there. The other one, and this I don't think has happened very often here at PPS, is the local government investment pool should be stated at fair value. Every year the the state of Oregon um which I'm just going to call LJIP just easier um puts out financial statements for this pool and gives a a fair market adjustment should make but it operates more like a money market account. If a dollar's in there the district will never be able to pull
026out more than that dollar that's in there. and it just again raised above that threshold that went hey it's not fair market value for one fund um just because of the large dollar amount in there with a with a smaller activity this year it just ra got outside of those thresholds. So that difference between what was recorded in the LGIP account and what was um what should have been there when you account for this fairer value factor that gets published was there not once again not material But it was outside of our threshold that we have to report that >> I have a quick question. Sorry. >> Yeah. >> Um the letter that you just mentioned to those charged with governance, is that in the packet or is it separately attached? >> I don't I
027didn't notice that packet. >> Okay. >> Or I didn't notice the letter. >> Okay. >> To those charged with governance in the packet. >> I'm not sure that it's in the audit committee. It may have gone to the full board in that packet. >> Oh, so we'll we'll double check on that. >> Okay. >> Um >> I had a quick question about uh you were mentioning fair value in the investment fund. How is that determined? um the the um state of Oregon um create as part of their um audited financial statements develops what that is and what they stated it at. So their financial statements have it at fair value and then they just go here's the calculation to get from what we say you have to where we got. >> Thank you. >> So
028and it's relatively small. It's like 0.049% or something some small percentage like that. So >> just to to go back to the letter, it is posted with the materials and board book for this meeting. That letter >> the 2025 communications with those charged with governance letter that was referenced here is in board book as part of the materials. Okay. Any other questions? >> Can I ask uh did I hear you say that those like the journal entry adjustments and the misstatements were related back to the findings or >> Yeah. So the whenever we have a proposed adjusting journal entry the assumption normally is that there was a a control deficiency somewhere. Um so let me see here. So like there's an adjusting entry to correct revenue balances. Well, that relates to the to the federal
029and state monies um getting corrected um that we discussed with the control um findings. Um and then additionally, there was a one revenue that we saw that was recorded twice. Um and but then there was some unavailable grant revenue which is again just a timing thing. So it all sort of goes into that one finding over um while there's four adjusting entries, it all sort of revolves around revenue. And so that's why there's one control finding there. >> Sorry, I'm just having a hard time keeping track of all the different findings. Were those the findings from the single audit or the other finding? So which finding does this go back to? >> So this is the one that crosses both a single audit finding and the financial statement finding. So and and those are in
030more detail um in the schedule of findings in question cost within the acer itself which is towards the back. It's page 143 is when that schedule starts. Sorry. Um, another thing that we're required to do by standards is if we're aware of the district consulting with any other CPAs, which we are not aware of, um, the government accounting standards board has continued to stay busy. There's there's three um issued standards, two that will be effective next year. Uh Gatsby statement 103 um will make changes to the financial reporting model. Um this will impact for the district probably the biggest impacts will be to your management discussion and analysis. the categories you can sort of see are sort of the same, but it reemphasizes that they do not want boilerplate analysis. They want it specific to
031the entity. Um, and that it really needs to describe what's happening, not just I and why, not just what happened, but okay, why what's going on there that's causing this? Um the other thing that will change is some definitions around um significant and unusual events and infrequent events. Um it will impact your budget schedules. So there's the biggest difference there is you will now have to show a column for the change from your beginning to ending fund balance. And then also what used to be in the MDNA about um budget variances are now moved to the notes to those. Um there's also going to be some changes with how the internal service fund so proprietary funds change their formatting a bit. It won't really change numbers per se, but it will change the presentation of
032what's there. Um, and then with 104, um, it just spells out a little bit clearly, more clear than what's in the standard right now of what they expect to be disclosed in the capital asset footnote for intangible assets like your subscription um, arrangements and your lease arrangements that are now showing up on the um, statement of net position for the district. Um, it also goes over and gives some guidance that was unclear in the past about how to report assets available for sale. And then the last one is 2 years from now and it just gives some additional guidance on what and how to dis disclose subsequent events. So things that that happen after the financial statement date. So in this case what's happened since December or since June 30th 25 would how those events
033would be disclosed in in an act for um this is also a point that we like to make is that there's a shared responsibility for independence. We do our best to maintain our independence from the district. we are the independent auditors that requires us to do certain things, make sure we don't enter into certain relationships, but also um the district has some responsibility to make sure that they don't accidentally impair some independence as well. And then also to bring your attention to the management representation letter that is attached to that um letter um to those charged with governance and that covers all the representation. So the things that management told us in writing um that covers yes we everything that we responded to was truthful. Yes we gave you the right reports all those things.
034Um, so I just looked it up and car or Miss Bradshaw is correct. It it is posted, but I like to prepare you guys for the meeting. And this is not one of the documents that I printed and brought to you guys. So you might want to go into board books and and it's titled the 2025 communication with those charged with governance. So, that letter you probably haven't seen, but it's there now. >> I have a couple questions. Um, the first is going back to there was one of the findings that was about overexpendures. Could you explain that one? So the district passes a budget um that has appropriations included within that budget process. Um when the district spends more than that budgeted amount, we have to report that um as part of the state
035regulations. So as part of that, the general fund for the instruction function spent more than what was budgeted by the districts. And the same thing for the special revenue fund with support services. So, so um the district expenditures exceeded the authorization from the board. >> Thank you. I have one more question. Um and I'm not sure if this is better for you or Michelle. So, if you're like you can tell me that I you want to wait. But um I'm just wondering what like the possible implications of these findings are like the consequences to the district. >> I'll take that. Uh it doesn't look great. Um you know, fortunately for us, it's not findings that uh end in a criminal case. These are compliance issues. there was a tremendous amount of turnover in the finance
036office over the last year. So I I think some of these things are clear evidence of that and I know that the team that's in place now is uh has embraced change from the moment they started and many of these things have already been uh effectively um addressed through better controls and oversight. when you look at the uh was it reviewed and approved before it went out the door uh for the ESSER report for example there was nothing wrong with the report there was nothing wrong inside the report our auditors were looking for confirmation that we had oversight before it went to the state and that was the component we were missing and so we learned a lot through this audit process I want to express gratitude to Dan and his team uh to Rachel
037Lopez Hopper and Michael Miranda Moore are here they're standing standing here on behalf of a whole uh small army of people who have dug in to really make sure that this report is as transparent as we could bring to you. Um ideally we would like to have no findings uh at any level federal um compliance state level. So that's our goal is to um eliminate those over the course of time. >> Thank you. Um, in terms of is are there any risk beyond reputational risks like could it affect like risks from funding perspectives or bond ratings or >> No, there was a a question of timing. We got a little tight on our timing because the state of Oregon had a a February 2nd cuto off to receive this report and so that that got
038a little close for us because had we missed that deadline, we would have had to gone foregone our February state school fund payment which would have become a cash flow issue. So there was definitely some heat under us to go ahead and wrap this up as quickly as possible as we were moving through. Again, a lot of this was uh kind of check and balance and then documentation of that check and balance in place. So, um this report does um was required in order for us to uh deliver our preliminary official statement for the bonds we're about ready to sell because this is the documentation of our performance. So, um I don't see it being an impact to the sale, but it is a necessary component in order to to have a sale on the
039market. So, I don't anticipate any of these findings um hurting us in that way. Um as we go to the bond market, um my question kind of goes along with that in that your your staff is is working on it, but when you look at your at least what's on board, you've got some vacancies. Have they been filled or are you feeling short staffed? >> They have been filled. Thank you so much for the question. So, uh I started in my role as chief financial officer after an almost two-year interim period of uh a permanent person in that role. And when I came on, I was able to hire three additional financial leadership positions that had also been uh and and just not in place for a period of time. And so that lack of
040oversight is what you're seeing here. And we are fully staffed today. And I'm so thankful. >> Good. Because we know that it's hard to be fully staffed. >> Yeah. >> Even if you have the money, it's hard to find the right people. >> I think we have the right team. >> But now you have the right people. Good. Um I also there was something I really didn't understand. Um the district had made a decision to not use the 10% dimminimous indirect cost rate and we're figuring a different one I think which was lower but probably takes more effort to figure out. >> Is there any reason for that? Well, there's a state level certification that we get for our indirect rate and they take all of our expenses and they kind of do a calculation
041on behalf of all the districts that will yield typically clo between four and 5%. I don't know what our exact number is today. I think the as we look at those targeted program funds, it is the practice in PPS to target as many of those funds as we can towards the program and less towards overhead, which would be that higher 10%. So I I would say that that's been the value for us is to have those dollars go to the program rather than to overhead. >> And so it doesn't take that much more time to figure it out. No, no, it's just a standard percentage rate. Yeah, and it's issued to us. So, I'm not sure why there was as much fluctuation as there was. >> Okay. Any more questions? >> Okay. Um, >> I
042had a comment. I almost forgot. Um, and then I I like pulled this up to make it and then I like looked away. Hold on. I have to look at page 143 again. >> Um, but it's not where it's supposed to be. You want to borrow my 143? >> Yeah, it's out of order. I just had it in my hand. Maybe it's not 143. Yeah, but that's the right page. Okay. Um, one thing that I thought was really helpful for me to understand as somebody who's not an auditor to like anybody who might be listening out there is it says significant deficiency. And that sounds really bad, but actually material weakness is sort of like the really bad one. and this is like the less bad one. And so just simply put, I wanted to
043say so and remind us all that having this many findings might not feel good, but they're the kind of findings that are like dimminimous that we need to improve things, but not like we have major issues. So I just thought I would put that on the record because that was kind of my understanding, >> right? And also understanding we have not had a CFO for a long time and we obviously have one now that is really in charge and I'm really appreciate you Michelle. Um, and so many of the problems had to do obviously with not enough staff to check on things. So, it sounds like we've >> um >> solved the problem. >> I actually did have um one question. Sorry. Um, >> good. the uh qualification for a low-risk oddity. Um is the
044fact that PPS doesn't qualify, does that have any implications for funding or elsewhere? >> The main thing that that impacts is the coverage of federal expenditures that we have to audit. So a low-risk audit is 20%, high-risisk audit is 40% of expenditures. And I think this relates to a finding two years ago. So we do a twoyear look back period and it's very much check I did you do this checkbox. Did you do this checkbox did you not do this? Okay that gets you into a high-risisk audit. And so this was I think related to a finding if I remember correctly a couple years ago. So it should roll off um soon. So, it's still high risk because of the findings this time. >> Yeah. A material weakness triggers a high-risisk audit um for the
045most part. Or if your failure to file on time, um those are the two big ones that people get tripped up on as material weakness or failure to file on time. And then there's also a few other things in there, but those aren't as common. >> And I understand that mainly means that the next year you'll look at more things. Yep. More work. >> Yep. >> More risk comes more work. >> All right. Thank you. >> Thank you very much for the >> Oh, sorry. >> No, no, no. I just wasn't sure if you were done. I have a question on that part. Um >> I admit in a in an ideal world, I would have read the ACFRS for the last 10 years to understand. Um we now have Michelle on board. We have
046a fully staffed finance office. So there were four out of 60 I think I heard you say that were found. What were the last ones? And does that mean it's getting better? Like, explain that to me. Um, >> I think last year it was five or six. >> Do you look at the same? >> No, we pull randomly everything over. Okay. All the teachers in the district. Let's take 60 and see. >> I see. >> And see if they're correct or not. >> Okay. >> Um, and we do this on a number of other things with ADM as well. I attendance. I did somebody who didn't show up for 10 days get properly removed from the roles that kind of stuff. So, >> so there is a lot of stuff that we tested that went
047right. I do want to specify. >> Great. Okay. Thank you. >> Um I did look up the history of of that issue specifically. So I can kind of just tell you at a high level in 2024 the teachers experience there were 60 tested and four errors. And then in 2023 there were no compliance related errors. Um in 2022 there were 60 tested with six errors related to years of experience. And then I went back one more year which is 2021 and there were 60 tested with four errors. Okay. Um any more questions? Okay. Um, thank you very much. Um, in looking over the audit results for the last few years, we see that there's there was one financial statement related finding in the 2023 ACFR, but we have otherwise had no financial statement or single
048audit related finding since 2017. As we have had such a long run of clean audits, I want to refresh our understanding of what the OS states related to audit determinations. O RS 3284767 states in part, "Upon receipt of the audit report, the school district board shall determine the measures the board considers necessary to correct any deficiencies disclosed in the audit report. The board shall adopt a resolution setting forth any corrective measures the board proposes and the time estimated to complete the measures." after the audit committee. Um, well, we've already had a chance to ask our questions. I'm going to be asking you for your positions on a couple of options that the committee has. First, we can make a recommendation to the full board that the board accept the ACFR and single audit report as
049is. Secondly, we can make a recommendation to the full board to accept the reports and pass a resolution affirming the corrective action staff have outlined in their presentation. And third, we can make a recommendation to the full board to accept the reports and pass a resolution setting forth any corrective measures the board proposes and the period of time estimated to complete the measures. I have printed those three on a piece of paper that should be in front of you. because I know that I cannot I'm a visual learner. I can't keep those things in my head. Um so if you want to take a look at those um think about what you want to recommend to the full board. Personally, as I think on this, I'm leaning toward the option to make a recommendation to
050the full board to accept the reports and pass a resolution affirming the corrective actions staff has outlined in their presentation. Um, we've had clean audits for so many years. I think a resolution to acknowledge the significance deficiencies that were identified in the audit and affirm the board's support of the corrective actions is the most appropriate course of action. But I want you to look at them, ask any questions you have, and then we'll vote on >> which one. >> We're curious if we hear more about the corrective actions or are we just basing it on what we've read? >> I do have some more slides and I do have staff here to answer any questions you might have. Um it shouldn't take too long to get through them if you want to think about those
051options that um Chair Sullivan offered. Can I can I ask whether there's a hybrid option where I like two, but I I do like the time period estimated to complete the measures. Is it possible to sort of have a resolution affirming the corrective actions that I think we're going to learn about, but then also with a timeline >> or is that >> isn't the third one a timeline? Well, the the third one I I wondered about the third one because it it seems to say any corrective measures the board proposes. I wasn't sure like whether we're really the ones who should be proposing it. >> So, the corrective action plans addressing these findings, they have to have uh state the who, who is going to be accountable for this, um what is going to happen
052and then by when. So, those are already outlined within the corrective action plan that we've offered. Um, and if there are additional considerations, I I haven't heard that yet, but we can, you know, entertain that. Yeah, I I will defer to you to say if we could actually have a whole different uh >> Oh, um not that I'm I think that by affirming the corrective action plan that staff have outlined um we're affirming the time that is included referenced in the corrective action plan, but I think Michelle has a few more slides where she's going to go over those corrective action plans. So maybe we could make that decision after we let her um go on with a couple more slides. >> Okay, >> great. Okay, I'll finish this up. Dan, thank you so much
053for coming tonight. Appreciate all of the inperson teamwork that we had through this process. It's been great. >> Yeah, thank you for answering our questions. >> Uh, no problem. And if you have any more, please feel free to reach out. We do work for the board. So, >> oh, I just had a slide with his contact info. So, it's in the deck. If you want to reach out to him, that's fine. Um, these are uh highlights that I wanted to bring forward to you. This is based on my past experience in terms of providing a little bit more readability to a pretty highly technical document. So just um the staff memo is really just a summary to identify specific points of interest through the report. Um the ACER is really a a instrument for reporting
054uh private uh industry as well. So it's applied to local governments and it comes across a little bit different because we're not profit makers, right? So that's why the the document is highly technical, but um hopefully these points of interest will be helpful for you. >> May I confirm that you call it a >> Okay, >> that's what all the cool kids say. >> Yeah. >> So uh we do I did want to point out the GFOA award that is a a gold star standard that PPS has held to for uh a very very long time with or without findings. Basically, that means that we have a series of pretty intensive questionnaires that we go through as we're putting together the report to make sure that we include um all of the necessary components that
055we need for full disclosure um in the marketplace into um uh the community at large. We do have a description of the corrective action plans on uh all of the findings that were discussed here tonight. Um again, some of them are related and overlapping. Um but we've identified those our up operational fund balance that minimum target that we were striving to hit for the year. Um that's a high uh level of interest to especially our labor partners as we move into negotiations. Um that's an area that if they have identified any type of a surplus that would indicate to them that there's additional dollars available for spending rather than our absolute minimum target. we have the management discussion and analysis and that's basically uh a description of what's changed over uh period over period. So
056what's gone up, what's gone down, uh our rationale for why that occurred. So that's a little bit of reflection from uh our management's position between years. And then the whole last part of the book, aside from the correspondence from our auditors, is supplemental and statistical information that is pretty interesting if you're thinking about buying bonds, for example, because you can see how our local economy is doing, what our enrollment trends are doing, what our staffing is doing, are we operationalizing reductions as needed if enrollment's declining. That's something that our uh recent ratings uh firms uh look at pretty significantly. So, those are areas of interest in the staff memo. Happy to expand on those. If you guys have feedback for me, I'd sure like to get it better every year. Uh, the note on findings,
057this uh I included with my correspondence to you last um to the board last week. Um, just uh this is not an excuse, but it's a reminder of the the the timing of this. We were well over halfway for fiscal year 2425 when I came into my role. Shortly thereafter, our financial team was uh filled completely. So we had the correct leadership. On the heels of that, we had some critical roles turn over. And so there was definitely a gap. You can see goldfish one going to goldfish 2. It's a lot like what it felt like for our team. And so, uh, just a reminder that none of these findings were due to a loss or misuse of funds. So, those controls were solidly in place through the transition, and we're really thankful for that.
058So, this is the corrective action plan for federal, super tiny type, but you can see that we have that one that's kind of standing alone. um about the SEIFA which is um when we are in the springtime doing our May work with our auditors, we do an estimate that kind of shows um what our total amount of federal funding is going to be and from that they decide how much of that pie is going to need testing and at what level. And we um we didn't correctly identify that amount. So it kind of created a reset in their work when they came back. Um the other federal program things listed down below there. Um a lot of it has to do with review and approval. So we were missing that step. We're aware of that
059now. And notification to staff members around time and effort. When we uh realized that that was going to be a challenge for us this year. It was the same time that the um federal programs were shutting down. And so we uh worked with HR to make sure that we were still notifying people that they were federally funded without the fear of losing their positions because of the shutdown. So it was a little bit tricky coming through that, but we've kind of normalized that notification process moving forward so that that's not going to be an issue. >> Can I ask a question? >> Yeah. >> Um I really appreciate that you're taking responsibility here. I'm just curious what that looks like downstream from you like a general answer like if you're going to ensure this happens
060do you develop process and procedures with your wonderful colleagues that they adhere to because otherwise I just want to dig a little like the tiniest bit deeper into what that means to you when you take responsibility personally versus some sort of like systems answer here. Yeah, we already have like I said corrected this through oversight that's standardized um which is my tool right I go there do this and then uh follow up to make sure that that happens so I want to say that um you know my senior director is is always saying like uh charge and then verify so give that and then follow up to make sure that those things are happening that's a lot of the work um that I do and that they do to his leaders as well. So, I
061mean, it's it was a little eyeopening coming from a pretty highly controlled environment and and not understanding where those catch points are. And um I'm feeling fairly confident that the chief financial and the finance office has a clear understanding of what these challenges were and how we can address them moving forward. Hi, I also have a um question about whether there's some sort of succession plan or a plan is it would it be part of a correction plan a a corrective action plan to document what would happen the next time there's a transition? >> Yes. I think coming into this we recognized that there was a significant lack of documentation of processes for certain decisions that were being made and there was no immediate um repercussion because of that like this is the repercussion and
062those those folks are long gone. So I think um the awareness, the controls, the the standardized trainings for our team members um a a org chart that supports the structure of oversight I think is going to be critical for us as well. So I think we've learned a lot. We've learned how to embed that more into the roles of uh our managers and that was this higher level of managers that we were missing for a while. So, um, making sure that as they come on, they know exactly what to look for. >> So, have you have you set up like a documentation plan? It's all done. >> Yes. Yes. And I can bring samples if you'd like to see them. >> I believe you. Um, aside from documentation, has PPS made any efforts to um,
063you know, um, retain staff in this like specific department to, you know, as part of, uh, solving this issue. >> Absolutely. I tell them every day how important they are to me and to the students here in the community at PPS. I think that uh any leadership change it's it has lasting effects and so we are definitely um starting at the bottom of that hill and then creating that uh cross trainining and path for retention recruitment and retention and growth so that we h so that I have a succession plan. Uh that's that's the ideal state. I really appreciate that question. I'd like to tease um Chief Morrison about signing a five-year contract to stay with PPS. I mean, I know I'm just teasing her, but I've said that multiple times just because it would
064be so nice and it's really important to have the consistency of the leadership. So, I know you haven't officially signed any formal contract requiring you to stay for certain number of years, but we certainly hope that you do. >> Thank you, Janice. We'll we'll wrap this up so that we can get to our ML um information that I know you guys also need to take in tonight. We have the corrective action plan for the state programs. We've talked a lot about the uh the appropriations that were exceeded and we have a plan in place for addressing that. Um fortunately, we had the resources to match it. So that's how we were able to still land on our minimum fund balance. um the the budget transfers in lie of supplemental budget. We talked about that mechanism
065uh as well. And last spring uh as a new team, we weren't quite sure which mechanism to use. We did bring an action request to the board. It was approved um but it it didn't align well with local budget law. And then the state reporting of teacher experience, any of those factors that our audit partners are testing are related to the state school fund. So there is a teacher experience factor. Whether you're above or below the state average, you get an adjustment in your funding. Is it the acknowledgement that those senior teachers are typically going to cost more? Um and just like all of the other waiting that happens with the student average daily membership um or demographic type, how they're being recorded and how we're being funded are critical. Um and our auditors are
066making sure that we're not over under reporting those Uh these are the next steps. There's no changes to the report at this point. It is final. We are going to move towards board approval by resolution. We kind of talked a little bit about some options here tonight. Um so that is information that's already in the board packet. If if something is going to be different from that from the committee, I think that notification would need to go fairly quickly. And then we have a multiple filings that we're required to do for disclosure as far as uh Oregon Department of Education, the Secretary of State's office, and Emma, which is our uh kind of our clearing house for bond buyers. That's where they go to see your um financial information and any material events that have
067occurred. And then of course implementation of our corrective action plans. I think I've mentioned we've we're already well on our way for that and uh preparing to have a a great audit this year. Thank you so much all for your time and I can take questions after this meeting as well. You're welcome to continue to ask questions but uh they may come to you later. Okay. Any more questions right now before we vote on um the recommendation? We've asked a lot of questions. I'm really pleased with our committee here. Um a lot going on. Um okay, I'd like us to vote now. This is what we'll present to the board if we vote on it. Um, those in favor of making a recommendation to the full board to accept the reports and pass a resolution
068affirming the corrective actions staff have outlined in their presentation. Please say yes. >> We're allowed to vote. >> Yes. >> Well, we want to know what you you think though. >> Okay. Got it. >> So, it's like an informal vote, right? Committees can't make decisions. So it's just like >> well we can we can decide what we want to present to the board. >> Okay. The committee is >> send it out of committee >> voting on what type of referral it would like to make to the board. >> Okay. >> Yeah. >> Okay. >> Right. >> So um if you agree with that one that I just stated, please say yes. >> Yes. It's the second one. >> Can I ask >> middle one? >> Yeah. >> Um Michelle, I'm sorry. I'm not I've looked
069at I looked at this stuff last night and now I'm hazy. Does the corrective action plan in the bigger document have the dates by which >> or it's already done? >> No, that's that's in my it's outlined in my uh memo. >> So there's where the dates are. It's in the memo. Okay. I just wanted to make sure because I know Steph was saying or I'm sorry, Director Englesman was saying that the dates were important to her. So, as long as the the dates that are in your memo are included in our resolution. Yeah. Okay. Just making sure. >> Yep. >> Then I wonder if that'd be number three. >> I don't think so because I think number three is us changing it. >> Yeah. >> Making different recommendations with a different timeline. That's what
070I got out of that conversation. >> Yeah. I don't even know what I did my third one. >> I lost mine, too. >> Thank you. Let's see. Yeah, the last one. Setting forth any corrective measures the board proposes. So, we would propose more than have already been proposed by Michelle. That was the part that concerned me because I don't feel at all. >> Yeah. >> Um because there's no way I could propose anything, >> right? Yeah. Yeah. So, if there's a timeline to director Split's point, if there's a timeline in the corrective actions that you're proposing that we've looked at, that seems good to me, which seems like it's number two. I don't feel equipped to add anything different. You may be able to assist us with that. >> I want number two, but with
071dates, but that the expert staff is who proposes. That's what I would suggest that we add some dates in to number two >> separate from the dates because I think that was my original question but then it sounded like there are dates in the corrective action that we would be adopting. So I think I I thought I was getting dates >> about. So tell me, >> I think maybe I'm just I'm going to suggest maybe the second half of two is pass a resolution affirming the corrective actions and timeline staff have outlined in their presentation >> and or in the corrective action >> memo. >> I don't have that paper and that's all I don't know that I need it. I I just want to give you probably my thoughts around prep preparing for tonight
072and then preparing for uh next week. So there is already in the board uh packet the staff memo that outlines the corrective action plan with the timelines for implementation which are immediately. So it's upon passage um and there is a res resolution already out there. So, I'm this piece I wasn't really prepared to help navigate because I think it's already in the pipeline to the board. >> Although we didn't see it, I'm going to go I'm going to agree that I think that they are in there and I think we should honor that they have proposed timelines by including that in our resolution. That's my suggestion. Um, do we need to actually change the wording then on this? I mean to be honest I am not quite sure how the resolution proposal would work but
073um I think that you would want to reach out to the chair of the board to discuss like the option on how to accompany the recommendation from the audit committee to the packet. >> Can I Yeah. Can we just take a minute and pull up what's already resolved in the packet if somebody already wrote the resolution? >> It seems kind of awkward that we're supposed to be making a resolution to the board, but the board somebody already decided what it is and it's in the packet. >> Resolution would be discussed now. >> Okay. However, you want to look what's most important now that recommends that support like we need to like break for a second. >> Um yeah, let's take a three minute break to look it up. Oh, okay. Take me forever to get
074in. You got it. Oh, I think so. Okay. The resolution. The board of education accepts the annual comprehensive financial reports to management and report on requirements for federal boards of school district number 1J county Oregon for the fiscal year ended June 30th 2025 and approved the corrective action plan in response to the deficiencies reported by the audit team. >> That's what it says in corrective plan has time in it. Yeah. um doesn't have a timeline. >> No, the corrective the corrective action plan has a timeline. So, yeah. >> Okay. Can we all >> Can I ask you a quick question? >> Yes. >> So, the corrective action plan timelines without a timeline in the resolution can change without board oversight or board approval if they need to change. Right. Is that fair? >> Well, they're
075effective immediately, right? So I don't see that changing. Okay. Like this is the in response to the findings with or without board action those things are going to occur. >> Okay. >> That that is our plan. >> Okay. Thank you. >> Okay. >> I think all we're doing is just informally blessing this. >> Right. Um just so you know in the audit committee's charter it does say the audit committee has the um opportunity to make recommendations to the full board and management about reporting monitoring and corrective action plans. So we've had such great audit really clean we haven't really felt the need to discuss the option of making a recommendation related to any corrective action plans but it is certainly within the charter to allow us to do so. So since we do have that
076opportunity um if we can approve this that will save time at the board meeting anyway or we can advise that we think it's a good idea. So um is there anybody who has more they want to say about this? Can we all say yes we agree with the resolution that's coming up at the board meeting? Yes. Okay. Yes. Good. Thank you. And in your committee report to the board, you can just like since it's already written and everything, you can just let them know, let the board know that that resolution comes with the recommendation of the audit committee. >> Okay. So, I'll reach out to the chair of the board for that before beforehand. Um, oh, one other thing I just wanted to ask Chief Morrison and the auditor from TKW about the timing of
077the completion of the ACFR and single audit reports moving forward. I understand the unique circumstances delayed the report this year and due due to those circumstances. I understand that Chief Morrison has already submitted the reports to the state to meet the deadline. For the last several years, the ACFR package and single audit report have not been provided to the audit committee until the day of the audit committee meeting. for today's meeting. We had the documents several days in advance and were able to review them in detail and we really appreciate the opportunity the last couple of days provided us to better understand this information and you know it's it's a hard as you said we're not auditors it's really hard to understand it. Um, Janice helped us go through it and understand and it it
078compared to last year, I mean, I it just felt good that you had some knowledge and that you were understanding what was said. It it makes a big difference. Um, so moving forward, I just wonder, is there anything that the audit committee can do to support this work to ensure we're able to receive the information earlier so we have time to review it? >> Yeah, it's our intent. we already have calendared for our next year for preliminary fieldwork and then uh our final in the fall. So really the delay of the federal shutdown and issuing the guidance that's kind of an outlier in terms of what we have control over. But you know given the um the new Gazsby statements that are coming up for us, we're going to have our eyes on those and
079be ready to um include those in our report as as the best we can. So, aside from that, aside from another delay due to federal program shutdown, we we should be on target to bring it to you um in in January at the latest. Usually, our December meetings a little early um for the full report, but I definitely by January. >> Try to get it you you know you I know you try to get it earlier. >> Oh, yes. the sooner the better we can do and if there's anything we can do to >> to help probably not but uh just let us know. >> Thank you. I would appreciate any feedback you guys have on the report for readability or the staff memo uh as well. So always looking to improve. >> Okay. Well,
080thank you all so much. Um we're look I'm looking at the clock and um Janice has uh a presentation for us on the multilingual learners the English language development audit report. And since we are down to a short amount of time um Janice can either do the short presentation or the long presentation. I think she'll probably decide on the short. So I'm going to turn it over to Janice. And if anybody who's not wanting to learn about this ELLL, oops, sorry, it's not ELLL, it's changed this presentation, you are welcome to sneak out. You don't, we won't feel bad. So Janice, it's up to you. Great. Thank you everyone. Um, I printed a copy of the report for you guys. Um, so I want to start by just mentioning that PPS is transitioning. the use
081of um the language in the way in which we talk about u multilingual learners. So what was what we previously referred to as ELLL or English language learners were now using assetbased language. So multilingual learners um and I along with a lot of people will probably accidentally slip but um it is the intent to try to use that assetbased language. Um if you have a the copy of the report I'm just kind of go over the executive summary with you guys because um we're a little bit short on time. So if you flip to page six of the report that lists the executive summary. So the objective of the audit was to determine if the school district has adequate internal controls to ensure compliance with applicable requirements, stating in part that public schools must take
082affirmative actions to ensure students with limited proficiency can meaningly meaningfully participate in their educational programs and services. We identified a couple of key compliance categories for testing. Those are the identification and assessment of ML students, multilingual learners, um the required communication with student families, the title three EL familyformational sessions, and the annual ELPA, which is the English language proficiency assessment summitive. um exiting the ELD program and post-exit monitoring. We did um we tested a lot of different students um over a period of years and um we did identify some non-compliance. Ultimately the um the kind of overarching conclusion is that we found the internal controls need to be strengthened to maintain the overall integrity of the school district's compliance with applicable requirements. The audit did not did not identify any instances of intentional fraud or
083even a lack of care. Um actually quite the opposite. We saw a lot of care being put into the work. However, we did um identify instances of non-compliance in each of the key compliance categories we tested as well as some opportunities for process improvements. We um made a total of nine recommendations and management has agreed with all nine of the recommendations. Um, in the throughout the report following each of the recommendations, management has included their response and that's in blue font. Um, so it will pop out to you and it looks like they already have a lot of things in the works in order to address some of the instances of non-compliance. Um there is also um been a little bit of shifting in staffing between the funded programs team and the multi- lingual services
084team. Um so the recommendations are made primarily to the multilingual services team which will have um which will be the team that will need to implement the recommendations to ensure client um compliance moving forward. And we do today have with us Will Flores up there in the corner just in case anybody wants to ask him any questions. Um and we also have Joanna Tobin here and um we wanted to invite them like I I think that we will have them back in 90 days or so to talk about the implement plan sorry the implementation plan that they come up with over the next 90 days. So um but definitely wanted to have them here in case there are any specific questions. Um the team doing the work exercised a lot of care and appeared really
085diligent. I mean we saw lots of emails with reminder emails and and sending followup um to kind of get that compliance going. So, I do think that the recommendations that we've provided will um kind of close some of the accountability gap in our framework by including um by recommending that the multilingual services team collaborate with our chief of schools to develop a accountability protocol that will support the team in ensuring compliance. That's high level. But luckily, I did try to meet with you all to go over the detailed, but I did anticipate it would be a um a late night, so I did prepare just a little bit to go over and I'll take any questions that you might have. >> Okay. I know you went over with us, at least with me, and I
086assume everybody else really carefully. Um I don't know if um Jennifer and Caroline and or Evan and you two you all did. Okay. So that was wonderful. It was a really um thorough presentation to all of us and I really appreciated it. >> And I think I'll just put out there I think it's really important work. Um, one thing we've been hearing about as a board is that our multil- language learners are the ones that are sometimes having the hardest time um, demonstrating academic progress. And we have work to do to figure out why that is, help increase their sense of belonging in our schools, help them gain the skill, academic skills that we want them to gain so that they can be successful adults. Um, so I think it's just really great that we
087um that we took a look at what was working and wasn't working with that program. And I hope that what's in there can be informative so that we can better identify these kids, get them the services they need. And then I also thought it was really important that we looked at um how they were doing sort of after they came out of the program. Um, and I think it's so important that we um make sure that these kids continue to have somebody checking out to see if they need um any I'm stuck thinking of the word adaptations, which is not the right word, but like adjustments or whatever. Accommodations is the right word. There we go. um if they need additional accommodations to be academically successful um and just otherwise successful in school, although we
088don't super measure that in the process. But um but I just wanted to say thank you and just for anyone listening, it's just important work for something that we are really needing to to lean in on as a board and as a district. And I also just wanted to thank um Chief Super Chief, do we call her Super Chief Howard? I'm not sure what we call her. Chief Howard um who um and her team who um agreed to all the recommendations and I think are like excited to make the changes. It sounds like um I think that um I think of I've talked about this a little bit in other spaces, but I think of audits and accountability as just really important to my own quality of work. Like if nobody's ever reviewing my work,
089then it's not going to be as good. And so I think the more the district can like open up and and the district does seem to open up to audits as a chance to make improvements um and just part of a continuous improvement model which I think is just important for any organization or any human being. Um and so I just wanted to specifically shout out the folks you worked with on this who were getting audited. Um and then also um uh Super Chief Howard and her team for um just opening up to getting that feedback and wanting to be part of improving their work. I kind of was repetitive, but forgive me. >> But you repeated really nice things. >> That's okay. >> Okay. Um, now that this report is presented to the audit
090committee, it's considered final and it's going to be added to the completed audits posted on the PPS audit reports page. I'll also send a request to the board office to have the report posted in the supplemental resources section of board books for the next regular meeting of the board. And I think is that already done? Okay. Um, and I don't know if anybody will read the whole thing, but I think I know there's there's a lot in it. Um, so to wrap up the meeting, I want to just take a few minutes to consider future agenda topics for the audit committee and next steps. So, our internal auditor has been tracking our progress on the audit committee's work plan for the year and it's on the agenda document that you have in front of you.
091So, I know I don't never remember from meeting to meeting what's coming up, but if you want to look at it, see what's coming up, see if you want to add anything else. Um um let us know. You don't really have to let us know tonight even, but just look ahead for um future when we make them up. I also know um that have to just check on dates because I think >> you have a real problem. >> Yeah, you have issues. >> Yeah, I think so. The the standing work session meeting I think we're going to be able to move that instead of this. So, I think I'm okay. I'm going to keep coming to >> March. >> The other thing you're doing >> I reached out to the chair of that. They're gonna
092they're going to work on >> maybe moving that the other day. >> Perfect. Because it would be a lot of >> Yeah. >> changing dates. >> Okay. Wonderful. Thank you, >> Stephanie. Stephanie, thank you. >> Oh, thank you. Um, >> director. >> Um, I like first names. Me, too. Okay. Um, so, thank you for that. That really is helpful. Then to summarize next steps, I've got two. I'll submit the English this English. No, not I'm sorry. I got to say it right. Multilingual multilingual learner. Too many L's. It won't roll off the tongue. Multilingual learner English language development audit to the board office. Um, oh, I already said that. Reported to board book for the next meeting. and I'll plan to touch base with the chair of the board to discuss how to bring the
093resolution we discussed. No, it's already there. We'll I'll just tell him we agree with that resolution. And um then I was going to talk about scheduling, but that's taken care of. And anything else? Anybody have anything they want to share or have for future meetings or >> anything? Will you look at this? >> Look at the time. >> Janice, thank you. You did a great job of presenting quickly. I know you had a lot you could have said, but I do appreciate it. >> Thank you. >> Should have asked if you guys wanted to say anything. I think we're really happy what was presented. >> I'm sorry for not directly thanking you two that are in the room. I just didn't know that you two were here for that. So, just thanked your boss when
094I should have thanked you. My apologies. >> I get to do this meeting ajourned. >> Nice work. >> Yeah.