assistance they are provided, they get those benefits. we become less reliant on emergency ambulance services or overnight shelters. as long as you have warm handoff, day-to-day access to this person, you're not trying to schedule them for another future appointment. we had higher success rate with this benefits navigator. they wanted to test exactly how well we did that so we evaluated all the cases that came through using the benefits navigator. we mapped their processes. we had performance metrics and dashboards and interagency communication between the different types of benefits program. we're able to demonstrate to everybody satisfaction the real success that was achieved with this type of position. they'll have to use it in more shelter sites and more homelessness sites going

forward. very typical project. the next one, the district attorney independence investigation bureau. this is request by the board of supervisors. where they wanted us to look at investigation bureau. this is part of the district attorney's office that does investigation wherever there's officer-involved shooting. you can imagine, very high level of public concern, community concern when an incident like this happens. we did an analysis to look at how the case processing was achieve

finally, this is the program front side that i was going to point out to you. we have program in my unit which is joint monitor ing for nonprofit agencies. the city spends hundreds of millions of dollars every year with community-based organizations. many health and social services in particular deliver that way. some of them have contracts more than one city agency and years ago, we observed it's more efficient to do the joint fiscal compliance monitorin monitoring. the program establishes common standards across the city for fiscal compliance purposes. staff review things like budgets, board minutes, tax filing and any other compliance documentation, report on it together if there are findings we enter into corrective action plan together with c.b.o. we provide technical assistance

for those having trouble meeting the mandates. we issue one report on all those findings together. again, very significant saving and efficiency and aggravation we think for all the agencies and the city departments. this slide just shows you the summary performance of that program. the next slide lists are major programs, performance i talked about, parks and street standards. i can touch on if you're interested. we have a lien program where we're doing a lot of training in lien. which is type of process analysis and identifying waste and inefficiency that we're teaching in city departments. we have a data academy which tries to upgrade the skills of analyst all over the city and basic statistical software, excel, visualization, nonprofit program i mentioned. that -- last slide, lists couple of major projects under way.

i'll stop there and turn it over to tonia. >> good morning my name is tonia lediju. i'm the chief auditor executive. thank you for having us here today. as you can see on our slide, we actually in the audits organization categorize our work into six different areas. construction audit, citywide compliance, performance audit, i.t. and system audit, whistleblower investigation and we have host of other activities that we support city departments or the city at large. as it relates to our construction related audit, we on behalf of this board are working with a management company who looks at the geobond fund to make sure they are in the bond requirement.

currently, cummins has completed six expenditure audits. we have one that will be issued in the next couple of weeks on your behalf. we are doing two construction closeouts audits. one of which we have completed and one that we are currently doing at p.n.c. we have a large audit at m.t.a. on their capital program delivery model. also under our citywide compliance audit program, basically, those auditses are really to ensure that we have appropriate city internal controls throughout our city on areas such as our financial related area, cash, inventory, different eligibility programs, payroll so forth and on. as it relates to our performance audit, we're looking at efficiency effectiveness and economy. those are the three es for

government audits that we're responsible to do according to our government accountability office at the federal level. currently in that area, we're looking at the department of police accountability and san francisco police department use of force data collection practices, mayor office of housing below market rate inclusionary housing rental units program. there are several components under that particular program that the mayor's office of housing manages but we're only looking at the rental portion of it at this point. we're doing staffing analysis or activity as it relates to scheduling practices at the sheriff's department. then, we have our i.t. system audits that we conduct. what we're looking at is the system security around all of our systems network in the city

at large. much of that work is not published publicly. simply bauds we flood -- because we need to protect the infrastructure of the city as relates to our network. then we have our whistleblower program. our investigations that are conducted under my review. finally, we have a robust follow-up program on all of our recommendations. we issue every six months until they are closed. as of september 2018, we have implemented 94%, meaning our department implemented 94% of the 2000 plus recommendations issued from july 1, 2010 through july 30, 2018. 99%, which is about 1800 recommendations issued between july 2010 and through june 30,

2016 have been implemented. our department really do great job in my mind of making sure that they are implementing our audit recommendations and following up. during the first six months of the fiscal year, we publicly issue 26 audits and assessments. 11 which are mandated, comet appliance audit such as concession audits at the the airport, franchise fee and those type of audits. we completed six performance audits, two are construction related and nine are deliverables related to our follow-up process. just to highlight couple of performance audits we issued if the last six months, we had an audit of the city suite management activity it is july of fte 2018 and the objective of the audit was to assess whether the city effectively manages the lifecycle of completes

specifically acquisitions, utilization, maintenance and disposal. this is important because of the city's zero emission vehicle ordinance that was effect july 2017 and it has a five-year deadline for replacement of vehicles. what we really wanted to ensure was that we had a process to be able to manage the right sizing of our vehicles and what we found was as a city we needed to do some work on how we were going to write-sides our vehicle in order to comply with the z.v.e. we found that the city spent about $229,000 in the fiscal year july 1, 2016 through june 30, 2017 maintaining at least 200 plus old high mileage

underutilized vehicles. then we also found that our fleet management needed to be involved in the vehicle procurement process much sooner than what it was to ensure that when we were purchasing vehicles, we were purchasing the right vehicle. not only purchasing the right vehicles that we were purchasing a vehicle if needed as well. we also found that to maximize the benefits of the ordinance, we needed to clarify the statute more. we ensure that we had the proper fleet on hand and that we also understood where all of our city vehiclesser part prior to spending money to set up stati stations for the vehicles. without doing so, the city could spend anywhere from 20 to

$24 million to replace all of 846 light duty passenger vehicles. we issued an audit on department of public environmental health plan. what we wanted to look at was whether the division has an infrastructure that promotes values and ethics and whether it recovers its costs through its fees. the audit considered four programs and it was food safety, vector control and water qualities. we surveyed employees to understand how and whether values and ethics are promoted within the branch. survey did suggest that the environmental health branch has a good ethical climate. but opportunities did exist for improvement and specifically, procedures for reporting unethical behavior and training

unethical standard should be made available. you might ask why we were looking at the italianics of ths of the organization. many of the inspectors go out and they're alone working with the client. there's this self-reporting mechanism with our employees. we wanted to ensure that we had good clients service as well as that we were taking the data and bringing back that data as reported. there was no unethical practices happening in the field between our client you ou and our staff. we found that they were behind in actually in inspections. we were recommending that they ensure that the required number of inspections are performed

where possible and evaluate the practicality of current policies and procedures and develop procedures to find when the inspections will be performed and then we also asked them to work on acquiring a new database that would have more robust functionality to help them trap all of their inspections. as it relates to the geobond expenditures program, i spoke about that cummings is working with us. we've been doing this about four years. they've been doing a great job on our behalf. with their assistance and as of today, i stated they've done s six. we've looked earthquake safety and emergency response, road paving and safety street safety. we've looked at san francisco general hospital, we looked at

2012008 clean and safe neighbord parks and bond. then 2014 earthquake safety and emergency response and our seven go bond expenditure audit is on the 2014 transportation bond. we will begin to issue this hopefully by the beginning of february 2017. that's it as it relates to all the work that's going on primarily in our office. >> great, thank you. just like we have people assigned top bond, we actually also do the same sort of responsibility with the c.s.a. and the whistleblower program. i happen to be the person responsible for the c.s.a. i have met in the past but not

recently with tonia and peg regarding the services they offer. i'm so happy that as a city, we have invested in this service in such a reliable and well thought out way. the funding that that goes to them is protected. it's not going to be taken away if the department doesn't like the finding, take the funding away. as you can see, lot of the work that they do is for client departments just like department of public works prepare from the governance perspective, i'm relying on the department themselves to be clear what they are getting and expected to get.

i highly recommend you go on the website and get comfortable with it and sign up for email notifications when they issue the new audit. it's handy way to keep an idea what they are working on in between these meetings. the only other thing that peg mentioned is, we also asked c.s.a. to do work on behalf of us and our statute provides a budget for that. you'll see this at the bottom of

the agenda which tonia just talked about. in addition to that, we have recently, brenda and i have recently, started discussions around two other areas. one has to do with advice on how to target our meetings more closely to what our mandates are and what the expectations are. there's something about whistleblower, which i'm sure brenda will go over in the next agenda item. which is whistleblower. do you know the desire to do an audit of the procedures of the whistleblower program? >> yes. i think whistleblower program sun for presentation. i can address that. >> okay, fantastic. given that, i don't have any other comments.

that's my responsibility as the liaison to this program. i think it's amazing. i think the work you guys do is amazing. it feels very timely the thing you guys are getting involved in. i think it's fantastic. some of the stuff around housing and things like that, seem to be oriented around some of the challenges that exist in our city today. i did have a couple of questions. peg, early on you said that at the end of the year, money is returned to the fund that it came from. is that moving out of the c.s.a. realm? is that goes back to your client department? >> it literally goes back to the client department. the transaction, general hospital is a good example. they are their on own fund. all the money they collect, revenues, everything is in a fund. we get two tenth of one percent of that of our activities.

which is couple of million dollars. it becomes subject to any of the controls that are in that fund. if we identify a project or an audit that we think we need to funding for in the future year, we have the option to rerequest that it be carried forward into a future fiscal year. which we do sometimes. in general, i mentioned it so that people are aware that the money that was allocated to us doesn't get spent to us. it goes back to the original purpose that it was allocated from. >> great. thank you for that clarification. the other question i had to tonia was about -- i noticed that in our forward debt calendar, the seismic program is going to issue bonds. this is a program from 1992.

that's a different problem. it was originally $350,000 and they've only issued about $89,000 according to our spreadsheet and they going for another $72,000. just to put bug in your ear. that's always been a program that we're using bond funds oloan money out that's confusing for me. >> i'm an analyst in the controllers office of public finance. just to clarify, this upcoming sale of bonds for the seismic program, it's $350 million program. there is about $260.7 million remaining from the original 1992 authorization. there was in november of 2016, a

proposition that was passed by the voters allowing an expansion of the eligible use for that program to not just allow for loans for seismic improvements which is the 1992 purpose but to allow for loans for affordable housing projects. this will be the first issuance bonds under that expanded use of the program. we're working on issuance. we're expecting the bonds will be issued in mid-february. in few weeks. we're currently working on that transaction. the board is set tomorrow to finally approve the legislation approving that sale not to

exceed $75 million. >> my concern is we're supposed to be governing and making sure these bonds are used for the purposes. this is very confusing bond in my opinion. we're using it for different purpose, i think it's worth the kind of scrutiny that the c.s.a. can bring for something like this particularly as it getting started. i don't know there's any urgency necessarily. when i see another bond coming up for 1992 and changes, it's worth looking at. >> one of the things that the november 2016 ballot proposition did was to bring that program under the cgboc, as the 1992 program predated cgboc. mayor office of housing is running that program and running the affordable housing component

under that program. they'll be coming before you periodically to present reports on the projects they are will be funding and the progress they're making on that bond program, they'll be meeting to discuss that. you can apply the scrutiny that you are interested in. >> i think we should do this next meeting. only thing we can do is stop the issuance of bonds. we like to know about it before 70 or $80 million later. >> maybe about the type of program it is, my understanding is that it's ver very analgas te 2014 bond program.

>> i found that one confusing too. [laughter] it might be in our interest to have liaison to that program. i don't think we have one. i don't think we do. >> other housing bond programs that probably efficient way to approach it, will be to have one liaison who deals with all the housing bonds. this program is years old. the city had trouble using the money efficiently for a whole variety of reasons. the lending carolin climate ande that went with borrowing money couldn't compete with the commercial sector. long story, the voters did approve the rollover or the authorization to a more better

efficient use affordable housing. it will be easier to track. there will be fewer larger sites and not too many small sites. i think this is on the right track now. >> great. thank you. >> i was just going to say, i'll be interested in following up on that. >> unless someone here want -- housing is up. any comments from members? >> i have a question. i'm in the sure this is exactly in the purview, i noticed looking at budgets for bond expenditures, i understand there's a budget that's been spent. what does that mean? >> it means there's a formal

legal contract expended. we have $10 million contract, you encumber the whole amount and even though you'll pay it out in monthly installments. >> it can't be moved and into another account. thank you. >> i had two questions that are related. i think for tonia on page 15 of the presentation, item 4 and 7, 2014 transportation road improvements, you will issue and audit this month or soon? >> yes. >> how would i get that? kristin mentioned a website. can i get if the from can i get it from that. >> i'm in the book. >> thank you. on page 11 under audits under construction audits, there are three bullet items and under the

first bullet item, you have geobond expenditure audit. is that the same one as the one i referred to? >> could you please repeat that? >> on page 11 left hand corner, construction audits listed under the first big bullet point is 2014 transportation. is that the same -- >> same. >> good. there's other stuff, is that accessible on the website like the m.t.a. capital program audit? i like to see that? >> we're not yet done with it. >> i'll wait. >> we'll be more than happy to fit everyone on our distribution list so you'll automatically receive our audits. we'll work to get everyone email

address to make insure that happens. thank you. >> i have a question for peg. page 6, the lincoln homeless clients with benefits. i think this is a great idea to educate and walk through these clients and i noticed that some of the benefits that we're providing would not be reimbursed if the client is not registered with med cal. some way you found a we to deliver services at reduced cost. you call this a pilot. obviously it seem to be working based on your results.

how would would this be continued? they are picking up the best practices. you call it a pilot. how can we find a way to continue this best practice? >> you'd have to confirm with the departments it's my understanding they intend to take the procedures and the format that was used by the benefits navigators and install it. more shelter sites. if the access point sites they are now using so they can take the pilot and go into their normal operations. that's my understanding. >> that's good. i guess would it be out of your purview to follow up with them to make sure that they do this? you were hired to do this audit.

to me, it would be very beneficial if someone followed up with them to remind them to suggest whether they need any additional help to incorporate them into their normal operating procedures. >> it's a good thought and we will follow up with them. we have next phase project in the same area of work. one of our standing performance audits with these departments is enrollment rates. it's a measure that we track quarterly if not monthly i think. >> thank you. >> any public comment? thank you so much. let's call the next item. >> before going on to item 7, i want to let you know, it's so cold in here. there's a building-wide hvac challenge going on this morning. sorry about that.

[laughter] item 7, presentation from the city service auditor regarding the whistleblower program and possible action by the committee in response to such presentation. >> good morning. tonia lediju, chief audit executive. thank you for that acknowledgement. i'm freezing. today's presentation is an update on our while blower program activities and initiatives through fiscal year 2018-19 which is quarter two.

in advance of today's presentation, whistleblower program staff support regular meeting with our cgboc liaison. our most meeting was with members brenda mcnulty and larry lush on january 24th. for the benefit of new committee members, the first few slides will provide an overview of the whistleblower program. according to california government code section 5307.786 to maintain whistleblower program to receive information regarding allegations of fraud, waste and abuse by local government employees. the san francisco campaign and governmental conduct code article 4, directs the

controller as city services auditor to administer whistle we whistleblower program. this section also makes confidential draft, notes, preliminary reports, audits investigations and other reports with some exceptions. note that campaign governmental conduct code was amended in december 2018. these changes have gone into effect in 2019. at the next presentation by the whistleblower program we'll discuss how we're addressing new mandates on the program and if the changes are impacting our workload and resourcing. the previously mentioned state

and city laws make the controller responsible for a broad variety of allegations specifically, we are tasked with specifying and investigating the misuse of city funds, improper activities by city employees as well as officers. the whistleblower program, we don't investigate every complaint we receive.

>> good morning i'm steve flaherty i'm investigator with the controller program. i'll be talking about some of the our complaint activity for fiscal year 18-19. i apologize if the numbers on the screen don't reflect the numbers in your packet. our fiscal year began on july 1st. we had 82 open complaints. we haved 221 complaints and closed 218 of them. at the close of calendar year, we had 85 open complaints. putting that in context with the next slide about how many complaints we've had going back to fiscal years, complaint

volume has been rising. we received more reports each year. i don't think it can be attributed to one factor. there are several factors that can influence how many complaints we're receiving. the outreach performed by the whistleblower program is one of the factors that drive our complaint workload. we continue to manage the sustained high number of complaints we receive. the program has a team in place. whistleblower program understand it's important to make sure they are important and considered. if complaints are not resolved, we realized they may conclude their allegations are not taken seriously. resolved incident reports in

timely, we believe it improves trust in the whistle brother -- whistleblower program. in quarter two, we closed 8 knife o85 ofthe 104 complaints 0 days or less. we had 85 complaints open on december 31, 2018. 53% of these complaints were open less than 90 days. there are factors that can influence the length of a whistleblower program. the number of witnesses that we ned to interview as part of the investigation and the need to coordinate efforts among city departments as well as the availability of evidence and for multiple sources.

slide number 9, we have chart going over the disposition closed complaints. we talking about some of the trends that we're noticing. we're noticing greater percentage of the complaints we're receiving returned the jurisdiction of another city department. tonia mentioned there are certain complaints that we have to refer to other departments. one of the variables the whistleblower program, we don't control who submits the complaint or what they submit complaint about. there's benefits of the whistleblower program receiving these complaints. it ensures that the controller office is aware of systemic issues throughout city government and allows us to get those complaints to the department of jurisdiction over them.

just talking about some of the initiatives that we do to spread awareness of the whistleblower program and balance the whistleblower program mandate for confidentiality with the public's right for transparency on operations. we issue quarterly reports that detail the operations of the whistleblower program. we issue quarter one report in december and quarter two report drafted in progress we expected to issue next month in february. the whistleblower program produces fraud bulletins, making city glees and member of the public aware of costly occupational fraud schemes they may encounter while interactiving with the employees city and county of san francisco. we issued two bulletins. first bulletin was issued on september. it was on construction material fraud. we issued second bulletin in

december on supply chain fraud. our third bulletin is in progress now. we expect to have that issued next month as well. we conduct webinars in order to spread knowledge of investigative best practices with other jurisdictions across north america. we've had one hot line webinar so far if year. it was on lessons learnedden a fraud investigation. we have a second webinar scheduled for next month. it's little bit different than the previous webinars we issued. it will be a panel made of up of managers of city of texas and city of san diego. we'll make it more interactive than previous webinars and opening up to the audience and allow for realtime questioning and answering. we've also been very active on the professional association conference circuit. whistleblower program given presentations at following

conferences. we presented in front of the california account and audit managers on design and performance and measurements. we presented in front of the association of local government auditors last calendar year on the same topic as well as participating on fraud hotline panel. >> thank you. brenda? >> steve, i'm the liaison. we met on two occasions in november and in january. before i render a summary of my report, steve, would you be so kind as to share with the rest of the cgboc members, new development that will impact your work in the whistleblower

program? >> there were some changes made to the campaign government under the code that tonia referenced earlier. it's going expand whistleblower program protections and place new requirements upon the controller office. just to summarize what those requirements are, are the controller office if collaboration with the ethics commission will be responsible for whistleblower program protection as part of the new hire training program. ththe controller office will collaborate with the ethics commission and department of human resources to prepare materials to publicize and promote supervisor responsibility to assist people

and filing retaliation complaints. we'll be required to collaborate with the ethics commission and human resources to prepare web-based training for supervisors regarding their responsibilities to assist people filing those retaliation complaints. one of the other responsibilities is that the controller will be tasked with preparing a notice of whistleblower protection, their department contractors have. tonia, said we probably covered those initiatives and any impact on our operations more in our next presentation to cgboc. >> good, thank you. i'm the liaison for this program and have been for the past four years. what i normally do is to meet up

with the staff, steve sometimes tonia will join us. i'm guided when i go into the meetings with two main objectives. one is to ask if there's been changes that might have been impacted their work externally and internally. secondly, my other objective is to interview staff generally, so i can get a sense where there's been any changes. it goes through material, pretty much like the slide that you seen as a way to understand whether looking at the statistics, whether the trend is the same and whether we can try and get some reason to some of the numbers.

in these two past meetings, larry bush joined. i want to share with the members. once an appointment has been made with staff, i would ask mora to extend the invitation to the rest of the members. to some extent, if you're interested in the program and you want to sit in, you're welcome to. this is something that's more an operation. >> can you explain to the quorum? >> some people can come but not everybody. >> but you might want to. [indiscernible] >> i don't think you're on the

microphone. >> this kind of a complicated area. this body has redeveloped over the years. kind of the overriding principle is that all public bodies have to conduct public business at a public meeting. which has to be agendized and notice to members of the public. a public meeting occurs when a quorum of that body gets together to discuss business the public business. that can happen in a variety of ways. it can happen five of you together and in one place one time discussing these matters. it can happen what we call one person discusses the matter with

another member committee who discusses it with a third and then a fourth and fifth. for the purpose of the sunshine act and the brown act, that's a public meeting. that's the general principle. in order to avoid quorum problems, we've devised liaison system, where two members of this body meet with one member of the body, they meet with bond program and city services auditor as well as with the whistleblower. i don't think that's the same person. i could be wrong about that. that person reports back to the body. that way we don't have any quorum requirements or issues. if there's a specific matter that's interesting, as kristin was saying, we can have a sign up. as long as we don't have a quorum, it's not a problem.

if we have a quorum, mora will let me know and we'll figure out way to make that work. >> any questions about quorum? >> i want to complete my comment. i met with steve. we went through the statistics. this program has been very positive. i think that the statistics are reflected. there's analysis, comment and all my questions, my questions and larry bush had an interest in this and his questions has been answered to our

satisfaction. i am confident that the process that we have laid out in investigations is sound and we have competent staff carrying out those steps. i'm making a formal request to tonia to engage an external consultant to conduct a thorough

review of this program from procedures to training so that we can feel confident that we haven't missed anything. when you look at a program, first of all, it's the actual laid out manual, the structure. the other part would be the actual humor resources, the staff members, carrying out that structural lay out. this is -- we haven't done that in the past. i wanted to use this opportunity to share this recommendation to my fellow members and to see if you have any questions, objections or agreement? >> one of the reasons i think this is a brilliant thing to do, we don't have the authority to actually see the actual complaint itself.

one person does right? for the rest of us, we go say, what did that person say or do then bring subjective decision on whether that was done or not. we have the ability to trust that the processes, the processes are right and they are being followed and outcome hopefully will end up being what's appropriate for this program. i think that that's without being auditor actually happens. that's the best we can do. i know that we've done anything like this in all my time at cgboc. >> i think it is timely that this governing body request an external party to take a line by line review of exactly what we're doing. just for the record, i wanted to

say that, whistleblower staff annually and periodically, they do update their policies and procedures when they have to react to certain changes. for example in state law and some other mandated practices that they have to comply with. i think this is on an operationally side. it we conduct the study it would make whole committee feel lot for comfortable. we're reviewing the procedure line by line. >> the other point is, the bond funds that we oversee, there's other groups that oversee them.

>> the whistleblower program program, we're the only ones that oversee that program. there's a lot of sensitivity to the purpose of that program. this is us. >> yoyoui wanted to share with y fellow members, our oversight in the whistleblower program, the only thing we can do is actually make sure to oversee that the program itself and the people carrying out the program are doing the steps that are required of the program. process in this program i think it's premiumly important. the process and the people carry carrying out the process are the only areas we can oversee.

>> in terms of next stem, is there a formal motion being made and what would that motion be in terms of getting a proposal on what this would look like? >> peg, do we need to vote on this? this is request from the committee to conduct special study. >> i don't think so. we've discussed it in our liaison meeting. i think the request is well understood by us. we'll take it as part of our work plan. i don't think you need formal vote. >> we like to discuss before it's -- we like to see the scope before it's finalized. >> this will cost money. i would yield to expertise and longevity as to the liaison. i would like to know more about

it and what the cost is and what the staff is to comment on it. >> if i may, the request is a valid request for many reasons. in order to sight accept government audit principles, we internally have a pier review. what happens in that review from our government auditors, group of individual who are highly have high expertise, comes in and goes through a systematic process to determine that we are following the requirements as outlined by our standard. we have successfully under my leadership all three have passed them.

one of the things that i have been working hard to do is to establish a pier review process for whistleblower program. i tried to work with the institute of internal auditors as well as our g.a.o. to institute this. we have not been successful as of yet. i continue to work on it because i'm on two respective boards as it relates to both of these entities. i do believe it is very important outside of just the board requesting. to ensure that we're able to say yes, we're following standards, we have processes and currently we do follow best practices that we benchmark against jurisdictions. we have the association fraud organization that we look at standards as well. there are not a set of standards just for whistleblower programss

at the federal level. which really govern specifically highly government private industry. just to provide you with assurance, that the request is really valid and it is important to me as well. i do want not only you as a board but our constituents to know that we are running a solid program. i'm very confident in the program that we're running. i'm confident that when we go through the review, we'll do well in that review. we do believe in doing an excellent job. our staff quite capable and i'm very proud of the staff that work with me and under my leadership. we will look at consultant

working with you in that process and the cost of that consultant as well as scoping out that area. >> thank you. tonia, i will trust your good judgment. i wanted to clarify that the objective of this is going to be -- we're not seeking and audit of your work. we're seeking is to have the consultant look at our existing written processes. the manuals. that part because to me, in overseeing this, we're overseeing a process. we're not auditing the work but we wanted to make sure that the rule book that we have is something that is up to date, that's robust, that's thorough

and may include some other avenues that outside factor have created. that's really the plan. i'm sure that kristin, the chair and whoever is going to fill the liaison role would be in conversations with you.

>> i'm dr. derek kerr a whistleblower. i need to use this machine here to project a slide. earlier, during the whistleblower program presentation, you were shown this table how the number of complaints have increased since 2012. what you weren't shown is the 10-year picture. right now, like 466, we're right back to where we were in 2009. there was a huge dip here in the middle. what this showses is that the whistleblower program is recovering in terms of public access. it also monitors the outcomes