so in 1819, we put $80,000 into contracts for the fsa administration and $4,300 to the auditor. year in 1920, since our cut is so large, we have to cut $167,000. i took out the 80,000. and put that in as an additional request to the mayor's office. >> so are those details found on pages 6 -- 5 and 6? >> yes. i will go through that. >> thank you. >> so the second prong in a 3-prong strategy is to adjust the budget to actuals. we always look at this and try to figure out how much really we can cut that would be cut in perso person duety -- perpituity. since there has been a high turnover in staff, they experienced high attrition levels we had a small increase in attrition and this would have been something that the budget analyst, when it gets to them, would have recommended. solve it seems like we do a preemptive cut at this point in time. i don't want to say there's no impact but this could be reduced impact. the other is training. this still leaves $12,000 for annual board training. the professional service reduction are you seeing is for contracts for well-being and the spendi