Sep 13, 2022 Audit Committee Meeting

WE GET IT?

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[1. Roll Call - Announcement of a Quorum]

WE HAVE A QUORUM OF COMMITTEE MEMBERS.

AND WE ARE CERTIFYING THAT IN ACCORDANCE WITH CHAPTER FIVE FIVE, ONE OF THE TEXAS OPEN MEETINGS ACT, I CALLED TO ORDER THE AUDIT COMMITTEE MEETING OF THE BOARD OF TRUSTEES ABOUT COLLEGE FOR SEPTEMBER 13, 2022, AT 11:05 A.M..

MEMBERS OF THE PUBLIC WHO HAVE FOLLOWED THE INSTRUCTIONS ON THE DALLAS COLLEGE BOARD OF TRUSTEES WEBSITE FOR REGISTERING TO SPEAK DURING THE PUBLIC COMMENT PORTION WILL BE GIVEN 5 MINUTES TO SPEAK.

THIS AUDIT COMMITTEE MEETING IS BEING BROADCAST OVER THE INTERNET AND AUDIO RECORDING AND TRANSCRIPTS OF THIS MEETING ARE BEING MADE AND WILL BE AVAILABLE TO THE PUBLIC ON THE BOARD'S WEBSITE AFTER THE MEETING AT A LATER DATE.

[2. Certification of Notice Posted for the Meeting]

GOVERNOR. THANK YOU, MR. GARCIA. DO WE HAVE ANY CITIZENS DESIRE TO ADDRESS THE BOARD? NO. THAT WON'T HAPPEN, BECAUSE I KNOW.

THANK YOU. WITH THAT, WE MOVE ON TO THE AUDIT COMMITTEE PRESENTATION.

[4.1. FY23 Audit Plan & Risk Assessment and Internal Audit Report -4th Quarter]

SO I STILL HEARD.

GOOD MORNING, EVERYONE.

THEY'LL BE PRESENTING THE FISCAL YEAR IN FISCAL YEAR 2023 MANAGEMENT PLAN AS WELL AS BRIEFLY GOING OVER SOME UPDATES FOR THE ENGAGEMENTS THAT WE COMPLETED IN THE FOURTH QUARTER OF LAST YEAR AND TO TALK ABOUT AND PROVIDE A SUMMARY OF THOSE ITEMS AND ALSO A FINAL UPDATE ON OUR ENHANCEMENT PLAN, WHICH BEGAN FIVE YEARS AGO. LET ME START.

SO FIRST, THE ENGAGEMENT PLAN.

IT SHOULD HAVE A HANDOUT THAT I'M GOING TO BE REFERRING TO WITH OUR ENGAGEMENT PLAN THAT I'M GOING TO BE FOLLOWING ALONG WITH AS WELL.

SO TO START WITH WE ARE INTERNAL AUDIT IS REQUIRED TO COMPLETE AN ANNUAL PLAN OR OR A PLAN THAT'S MORE FREQUENT.

THAT IS A RISK BASED PLAN.

AND SO WITH THAT, WHAT WE DO IN INTERNAL AUDIT, THERE'S TWO THINGS THAT WE LOOK AT WHEN WE'RE BUILDING OUR PLAN AND WAYS DIFFERENT WAYS TO LOOK AT THINGS WE DO INSURANCE EXCUSE ME, INSURANCE ENGAGEMENTS.

AND THOSE ARE WHAT YOU MAY THINK OF AS A TRADITIONAL AUDIT YOU'RE REVIEWING AGAINST A CERTAIN CRITERIA.

WE'RE MAKING SURE THAT THERE'S ACCURACY, COMPLETENESS, THAT THERE'S COMPLIANCE, THAT WE'RE MEETING OUR OBJECTIVES.

AND THEN WE ALSO IDENTIFY AREAS OF IMPROVEMENT.

AND THOSE MAY BE COMPLIANCE AUDITS WHERE WE'RE LOOKING TO MAKE SURE THAT WE ARE IN COMPLIANCE WITH RULES, REGULATIONS, POLICY, LAW.

THOSE MAY BE OPERATIONAL OR WE'RE LOOKING AT THE EFFECTIVENESS AND EFFICIENCY OF OPERATIONS.

THOSE MAY BE I.T.

RELATED AUDITS, BE LOOKING AT SECURITY CONTROLS OR PERFORMANCE AUDITS, WHERE WE'RE LOOKING AT TO MAKE SURE THAT THAT AREA IS MEETING THE OBJECTIVES AND THE PERFORMANCE THAT HAS BEEN OUTLINED.

WE ALSO DO CONSULTING TYPE ENGAGEMENTS AND THOSE ARE MORE ADVISORY.

THERE ARE MORE EVALUATIONS WHERE WE ARE LOOKING AT PROVIDING RECOMMENDATIONS FOR IMPROVEMENT OR LOOKING AT PRE IMPLEMENTATION AND PROVIDING ASSISTANCE BEFORE SOMETHING IS IMPLEMENTED TO MAKE SURE THAT PROPER CONTROLS ARE BEING IMPLEMENTED.

POLICIES MAKE SENSE, THOSE TYPES OF THINGS.

SO FOR OUR PLAN, THEN WE START A RISK ASSESSMENT PROCESS.

SO STARTING WITH FIRST WHAT IS A RISK? SO A RISK IS A POSSIBILITY THAT AN EVENT OR AN EXPOSURE OR SOME TYPE OF THING WOULD HAPPEN THAT WOULD IMPACT THE COLLEGE MEETING, ITS GOALS AND OBJECTIVES.

AND SO A RISK CAN BE PRETTY BROAD.

AND I THINK OF I IN A FORMER POSITION, I WAS AN AUDITOR OF CASINOS.

SO CASINOS ONE OF THE KEY RISKS IN THAT TYPE OF AREA THAT AND JUST TO GIVE YOU AN EXAMPLE, SO THOSE ARE THE KIND OF THINGS THAT WE'RE LOOKING AT.

SO THEFT IS OBVIOUSLY GOING TO KEEP AN ORGANIZATION FROM BEING PROFITABLE, INCREASE THE LIKELIHOOD OF OTHER ISSUES AND PROBLEMS. SO WE'RE LOOKING AT THOSE TYPES OF THINGS, THOSE TYPES OF THINGS THAT WOULD KEEP THE COLLEGE FROM MEETING THOSE GOALS AND OBJECTIVES.

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AND THIS PROCESS IS TO IDENTIFY THOSE THINGS, THOSE RISK, THOSE CONCERNS, THOSE ISSUES, PROCESSES, AREAS OF FOCUS THAT WE MAY NEED TO LOOK AT TO WE MAY NEED TO INCLUDE IN OUR AUDIT PLAN FOR THE YEAR.

SO WE DO THE RISK ASSESSMENT ALSO TO IDENTIFY ANY AREAS OF VULNERABILITY FOR THE COLLEGE, TO DIRECT OUR RESOURCES AS WELL, TO COMMUNICATE ANY RISK AND CONCERNS, AND ALSO TO AID IN MITIGATING THOSE RISKS OR REVEALING THOSE RISKS.

SO WE MAY IN MITIGATING THE RISK, WE MAY DO THAT THROUGH A REGULAR AUDIT.

WE MAY DO A CONSULTING ENGAGEMENT.

WE MAY JUST HAVE COMMUNICATIONS WITH THE CHANCELLOR OR WITH LEADERSHIP ABOUT THINGS THAT WE HAVE FOUND THAT MAY BE NEEDED, NEED A DIFFERENT TYPE OF FOCUS.

EXCUSE ME. YOU SAID CONSULTANT ENGAGEMENT.

CAN YOU. WOULD YOU SAY SO THAT WOULD BE MORE OF AN ADVISORY TYPE ASSESSMENT OR EVALUATION AND MAYBE PROVIDING ADVICE ON HOW TO IMPLEMENT A CERTAIN NEW PROCESS OR A CERTAIN NEW PROCEDURE AND GETTING IN IN THE BEGINNING SO THAT WE'RE NOT COMING IN AT THE END SAYING, WOW, YOU REALLY SHOULD HAVE DONE THIS DIFFERENTLY, OR YOU COULD HAVE INCLUDED THIS TO MITIGATE THOSE RISKS OR TO PUT IN BETTER CONTROLS.

SO IT'S NOT AND THE OUTCOME OF THAT IS NOT NECESSARILY AUDIT OR FINDINGS.

THEY WOULD BE RECOMMENDATIONS FOR THINGS TO IMPROVE.

AND SO IT'S MORE OF A A COLLABORATIVE PROCESS.

THAT'S WHAT I WOULD HAVE TO ASK IS YOU IDENTIFY THE CONSULTS AND ENGAGEMENTS, ARE THE PEOPLE FROM DIFFERENT DEPARTMENTS AND SO FORTH, CALL YOU IN A MATTER OF ISSUES OR IT'S BOTH.

SO THERE ARE THINGS THAT WE IDENTIFY.

THERE'S ALSO AN I'LL GET TO IT A LITTLE LATER.

THERE'S ALSO SPECIAL REQUESTS THAT DEPARTMENTS HAVE THAT THEY USE TO COME IN AND LOOK AT A FEW THINGS.

SO WE DO IT BOTH WAYS.

THANK YOU. SO WE START THE PROCESS WITH IDENTIFYING.

RISKS. AND WE FIRST WE IDENTIFIED THE OBJECTIVES.

AND THOSE OBJECTIVES ARE THE COLLEGE'S STRATEGIC PRIORITIES.

THERE ARE ALSO GENERAL BUSINESS OBJECTIVES THAT ANY ORGANIZATION HAS.

SO MAKING SURE THAT POLICIES AND PROCEDURES ARE FOLLOWED, MAKING SURE THAT WE'RE LOOKING OUT FOR ANY ISSUES OR CONCERNS THAT ARISE, MAKING SURE THAT THINGS ARE DONE PROPERLY.

SO WE LOOK AT BOTH OF THOSE THINGS AND ALSO LOOK, OF COURSE, AT THE VALUES OF THE COLLEGE AS WELL.

AND THEN WE GO THROUGH A PROCESS WHERE WE ARE IDENTIFYING RISKS.

SO THERE'S TWO MAIN AREAS THAT WE DO THAT.

SO WE LOOK AT EXTERNAL SOURCES.

SO THESE MAY BE THINGS THAT ARE HAPPENING IN HIGHER EDUCATION INSTITUTIONS.

WE LOOK AT THE INDUSTRY TO SEE WHAT OTHER HIGHER EDUCATION INSTITUTIONS, WHAT ARE THEIR CONCERNS, WHAT ARE THEIR AREAS, WHAT ARE THEIR ISSUES? WE ALSO LOOK AT OTHER BUSINESSES AND LOOK AT CORPORATE CORPORATIONS AS WELL FOR THOSE SAME THINGS.

THERE MAY BE THINGS THAT ARE HAPPENING OUTSIDE OF HIGHER EDUCATION THAT WOULD ALSO IMPACT HIGHER EDUCATION OR THINGS THAT WE ALSO NEED TO FOCUS ON AS WELL. WE ALSO LOOK AT OTHER INTERNAL AUDIT FUNCTIONS BOTH IN CORPORATE AMERICA AND IN HIGHER EDUCATION TO SEE, OKAY, WHAT ARE THE TYPES OF THINGS THAT THEY'VE LOOKED AT THAT HAVE COME UP AS CONCERNS? AND ARE THOSE THINGS THAT WE NEED TO BE AWARE OF THAT MAY HAPPEN AT THE COLLEGE? AND THEN WE ALSO LOOK AT DIFFERENT DOCUMENTS AND THINGS THAT ARE EXTERNAL TO THE COLLEGE FOR THOSE SAME AREAS. SO FOR WHAT WE REVIEWED WITH ALL OF THE EXTERNAL SOURCES, THE TOP TWO ITEMS WERE CYBERSECURITY, WHICH IS IT WAS NO SURPRISE THEN.

THAT CONTINUES TO BE A MAJOR CONCERN FOR ORGANIZATIONS OF ALL ORGANIZATIONS AND ALSO BUSINESS CONTINUITY.

THOSE WERE THE TWO ITEMS THAT WE FOUND AS THE TOP IN BUSINESS CONTINUITY WITH WITH THE PANDEMIC, WITH ALL OF THE NATURAL DISASTERS THAT HAVE BEEN HAPPENING, WE WEREN'T SURPRISED THAT BUSINESS CONTINUITY WAS ONE OF THE TOP RISK EXTERNAL, BECAUSE THERE HAVE BEEN, OF COURSE, ORGANIZATIONS THAT WERE HIT WITH THE PANDEMIC OR HIT TRANSACTIONS THAT WERE NOT PREPARED TO CONTINUE TO OPERATE.

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SO LOOKING AT OUR INTERNAL SOURCES, WE CONDUCTED INTERVIEWS WITH LEADERSHIP AND MANAGEMENT AND STAFF TO ASK THEM, WHAT ARE YOUR AREAS OF CONCERN? WHAT RISK DO YOU SEE? WHAT IS SOMETHING THAT YOU THINK NEEDS TO BE FOCUSED ON? WE ALSO IN PART OF THAT INTERVIEWING, WE INTERVIEWED REPRESENTATIVES FROM THE FACULTY COUNCIL.

WE ALSO SENT OUT SURVEYS TO MANAGEMENT AND STAFF TO GLEAN THAT SAME INFORMATION.

AND THEN WE REVIEWED VERY DOCUMENTS FROM THE COLLEGE.

SO WE LOOKED AT THE CAMPUS FROM LAST YEAR.

WE LOOKED AT EXTERNAL AUDIT.

I'M SORRY, EXTERNAL EXCUSE ME.

EXIT INTERVIEW INFORMATION FROM HR TO TO SEE AS EMPLOYEES HAVE LEFT THE COLLEGE, WAS THERE ANY CONCERNS THAT THEY HAD OR THINGS THAT THEY THOUGHT COULD HAVE BEEN DONE DIFFERENTLY OR AREAS THAT THEY THOUGHT MAY HAVE BEEN THE FOCUS? WE LOOKED AT THAT, AND THAT'S MORE FOCUSED ON PROCESSES, NOT NECESSARILY STAFF THEY DIDN'T LIKE OR WRITE.

RIGHT. IT'S MORE PROCESSING.

YES. EXCUSE ME, DID WE DO THAT WITH ALL THE PEOPLE THAT WE LAID OFF LAST YEAR LIKE THAT? NEARLY, NEARLY 1000 PEOPLE THAT GOT GIVEN A NON-DISCLOSURE THING IN THAT CHECK.

WE SAID FIVE OUT OF TEN.

DID WE GET EXITS FROM THEM? WE LOOKED AT ALL OF THE WE DIDN'T NECESSARILY NOT EVERYONE WOULD NECESSARILY COMPLETE AN EXIT INTERVIEW.

SO WE LOOKED AT ALL OF THE EXIT INTERVIEWS THAT WERE COMPLETED FROM SEPTEMBER OF 2021 THROUGH MAY OF 2022. SO IF THERE WAS AN EXIT INTERVIEW THAT EMPLOYEE DID, WE REVIEWED THAT, BUT NOT EVERY EMPLOYEE WOULD NECESSARILY DOESN'T EXIT.

I WANT TO ASK YOU AND WHAT WAS THE CONSENSUS OF OF WHAT YOU ALL CAME YOUR DEPARTMENT CAME UP WITH, WHAT THEIR CONCERNS WERE, AND THOSE I'LL GET TO IN JUST JUST A MINUTE.

BUT WE COMBINED WE COMBINE THAT WITH ALL THE INTERVIEWS AND SURVEYS WE DID OF EMPLOYEES AS WELL.

AND THAT'S ACTUALLY A GREAT SET WAY TO GO TO THE NEXT AREA, WHICH IS WHAT WHAT DID.

AND SO HOW MANY DID WE ACTUALLY EXIT IN THE TRANSITION? THE NUMBER WOULD HAVE BEEN CLOSER, ABOUT 500 OR SO THAT WOULD HAVE BEEN IMPACTED.

THAT'S WHAT WE WERE TOLD INITIALLY.

THAT WAS AN ESTIMATE, BUT KIND OF HELD TO THAT.

YEAH, IT COULD HAVE BEEN A LITTLE MORE THAN THAT, BUT.

BUT IT WOULDN'T HAVE BEEN.

IT WOULDN'T HAVE BEEN THAT THAT.

SO THEN WE GET TO WHAT CAMP COMPILING ALL THAT INFORMATION FOR INTERNAL SOURCES, WHAT WE FOUND.

SO WE HAVE THE TOP TEN CONCERNS AND AREAS OF FOCUS ISSUES, THOSE TYPES OF THINGS THAT WE FOUND AND WE'VE GRAPHED THOSE OUT.

SO AND IN THE PACKET ON PAGE FOUR OF THE THE RISK ASSESSMENT GOES THROUGH WHAT THE TOP TEN ITEMS ARE.

AND THEN WE ALSO INCLUDE IT IN THE CHART BELOW.

JUST SUMMARIZING THE MOST CRITICAL OR THE THE KEY ISSUES THAT ARE MOST COMMON THAT PEOPLE CAME UP WITH.

WHAT PAGE ARE YOU ON? THE POWERPOINT? SO THIS SHOULD BE IN THE HANDOUT THAT WAS PROVIDED.

I'M NOT SURE WHICH, BECAUSE I DON'T THINK I SAW THAT.

NO, WE DON'T HAVE THE HANDOUT.

COULDN'T WE GET COFFEE REAL QUICK? ONE. JUST FINE.

SUMMARIZED IN SLIDE FIVE.

SO THE TOP AREA OF CONCERN WAS EMPLOYEE RECRUITMENT AND RETENTION, AND THE TOP TEN INCLUDED GOVERNANCE AND LEADERSHIP AND ALL OF EACH OF THESE.

SO EMPLOYEE RECRUITMENT AND RETENTION WAS MAINLY CONCERNED WITH THE RECRUITMENT PROCESS AND THE PROCEDURES AND THE ONBOARDING AND CONTINUED DEVELOPMENT OF EMPLOYEES. AND I WILL SAY MANY OF THESE CONCERNS DOESN'T NECESSARILY MEAN THAT SOMETHING IS NOT HAPPENING OR SOMETHING IS NOT OCCURRING.

AND IT AND THERE ARE MANY AREAS THAT WILL COVER THAT THINGS ARE IN PROCESS OF BEING ADDRESSED.

BUT IN TALKING TO PEOPLE, THESE ARE THE AREAS THAT THEY IDENTIFIED AS CONCERNS OR ISSUES, NOT KNOWING.

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PEOPLE WERE CONCERNED ABOUT MAKING SURE THAT THAT OCCURRED AT ALL LEVELS, THAT COACHING AND MENTORING WAS GOING ON, THAT COMMUNICATIONS WAS HAPPENING.

AND AS MENTIONED, IT DOESN'T NECESSARILY MEAN THAT THAT'S NOT HAPPENING.

BECAUSE FOR GOVERNANCE AND LEADERSHIP IN PARTICULAR, A LOT IS IN PROCESS WITH THAT AREA WITH ACTUALLY 22 WITH OTHER ITEMS. POLICIES, PROCEDURES AND PROCESSES.

THIS WAS MAKING SURE THAT THE POLICIES AND PROCEDURES WERE IN ALIGNMENT WITH THE CURRENT STRUCTURE OF THE COLLEGE AND THAT ANY INCONSISTENCIES ARE RESOLVED IN TAKING CARE OF PROCUREMENT AND WORKFORCE PLANNING AND STAFFING.

AND THIS WAS MAKING SURE THAT THERE'S SUFFICIENT STAFFING TO ENSURE THAT THERE'S CONSISTENCY AND EFFECTIVE SERVICE.

AND IF THERE'S NOT, WHAT IS THE MECHANISM TO MAKE SURE THAT THAT HAPPENS? PROCUREMENT AND CONTRACTING CONCERNS, WHICH IS MAKING SURE THAT THE PROCUREMENT WAS HAPPENING IN A TIMELY MANNER AND THAT THERE WAS CLARITY ON THE DIFFERENT TYPES OF PROCUREMENT AND HOW TO PROCURE INFORMATION TECHNOLOGY AND CYBERSECURITY.

THIS IS ALSO ONE OF THE ITEMS WE FOUND EXTERNALLY.

THIS IS THIS IS AN AREA THAT'S GOING TO CONTINUE TO BE AN AREA OF FOCUS, JUST THE RAPID RATE OF CHANGE IN TECHNOLOGY, CYBERSECURITY ISSUES.

IT'S IT'S GOING TO CONTINUE TO BE AN ISSUE.

SAFETY AND SECURITY.

AND THIS WAS JUST MAKING SURE THERE'S PREPAREDNESS, PROTECTION FROM THREATS AND COMMUNICATION IF SOMETHING OCCURS, PROFESSIONAL DEVELOPMENT AND MAKING SURE THAT THERE'S ADEQUATE PROFESSIONAL DEVELOPMENT, THAT PLANS WERE IN PLACE AND THAT THIS WAS HAPPENING.

ENVIRONMENTAL COMPLIANCE AND CONTROLS.

MAKING SURE THAT THERE'S PROPER MAINTENANCE OF ANY HAZARDOUS OR DISPOSABLE MATERIAL MATERIALS AT THE COLLEGE, AND ALSO LAB SAFETY AND PROTOCOLS ON THE CAMPUSES.

AND THEN THE LAST ONE WAS DIVERSITY, EQUITY AND INCLUSION, MAKING SURE THAT PROCESSES HAVE BEEN PUT IN PLACE.

THERE'S HOW THE PROGRAM IS BEING IMPLEMENTED.

AND ALSO TRAINING ME SAY THAT THE ATTACHMENT THAT WAS SENT OUT TO US BY MICHEL, THAT'S IN YOUR ATTACHMENT.

IF YOU READ THE ATTACHMENT THAT WAS SENT OUT AND THEY'RE BRINGING THIS AS WELL.

BUT I KNEW I'D SEEN THE CHART AND IT'S THERE.

IT DIDN'T MAKE IT TO YOUR POWERPOINT, BUT IT IS NOT ON FRIDAY.

IT CAME OUT ON FRIDAY OF LAST WEEK.

IT'S A SEPARATE DOCUMENT.

SO YOU DO HAVE IT? WELL, I BROUGHT MY TABLET IN BECAUSE I COULDN'T OPEN ANY OF THE ATTACHMENTS, SO I WAS HAVING TROUBLE WITH THAT.

SPEAKING OF TECHNOLOGY, I'M NOT.

YEAH, THANK YOU.

YEAH. OKAY.

SO THE NEXT THING WE LOOKED AT WAS A COMPARISON OR ASKED TO DO A COMPARISON OF OF THE TOP ITEMS FROM FISCAL YEAR 2122 WITH OUR CURRENT ITEMS. SO ON YOUR CHART AND THIS WILL BE ON PAGE FIVE OF THE HANDOUT, WE COMPARED THOSE AREAS.

THERE ARE SIX AREAS OF OVERLAP FROM 21 AND 22 TO THE CURRENT FISCAL YEAR.

SO IN EMPLOYEE RECRUITMENT AND RETENTION AND POLICIES AND PROCEDURES, PROCUREMENT, CYBERSECURITY, SAFETY AND SECURITY AND PROFESSIONAL DEVELOPMENT WERE ALL AREAS THAT OVERT OF OVERLAP.

SO THOSE ARE AREAS THAT THERE WERE CONCERNS PRIOR YEAR AND THERE ARE THEY WERE ALSO IN THE TOP TEN CONCERNS FOR THIS YEAR. WE ALSO HAD SEVERAL SEVERAL AREAS THAT WERE TWO AREAS THAT WERE NEW, THREE AREAS THAT WERE NEW, AND SEVERAL AREAS THAT DIDN'T SHOW UP ON OUR TOP TEN LIST.

SOME OF THESE ITEMS HAVE BEEN INCORPORATED INTO OTHER AREAS.

SO FOR EXAMPLE, EMPLOYEE GRIEVANCE PROCEDURE, FISCAL YEAR 21, 22, THIS WAS IN OUR TOP TEN AS AN AREA THAT NEEDED TO BE FOCUSED ON AND REVIEW THAT.

BUT FOR THIS CURRENT FISCAL YEAR, POLICIES AND PROCEDURES AND AND PROCESSES, COLLEGE WIDE, THAT AREA HAS BEEN WAS

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SO SOME OF THESE AREAS OVERLAP, SOME THEY'RE INCLUDED IN SOME WAY OR ANOTHER.

IN THE IN THE CURRENT TOP TEN, WE DID HAVE THREE NEW AREAS THAT WERE IDENTIFIED THIS YEAR, WHICH ARE WHICH WERE WORKFORCE PLANNING AND STAFFING.

ENVIRONMENTAL COMPLIANCE AND CONTROLS AND DIVERSITY.

EQUITY AND INCLUSION.

SO FOR THOSE TOP INTERNAL AREAS, WE MAPPED THOSE IN TERMS OF MEASURING THE RISK IS THE NEXT STEP. SO WE LOOK AT IMPACT AND PROBABILITY AND VELOCITY.

WE'RE MORE MAPPING OUT THE RISK AND THIS IS GOING TO HELP US TO DETERMINE HOW QUICKLY WE LOOK AT THINGS, WHAT THINGS WE ACTUALLY NEED TO REVIEW, WHAT THINGS WE ACTUALLY INCLUDING OUR PLANE WHEN WE'RE LOOKING AT IMPACT, THAT'S IF THIS RISK WAS REALIZED OR IF THIS AREA WAS A WHEN WE WENT IN AND LOOKED AT, IT WAS NOT OPERATING AS IT SHOULD.

AND THERE WERE SOME SIGNIFICANT ISSUES.

WHAT WOULD BE THE IMPACT TO THE COLLEGE? THAT IMPACT IS MEASURED AS FROM INSIGNIFICANT, THROUGH CATASTROPHIC.

WE DIDN'T HAVE ANY AREAS THAT WE IDENTIFIED THAT WE THOUGHT WERE CATASTROPHIC TO THE COLLEGE.

WE ALSO LOOKED AT PROBABILITY.

SO HOW LIKELY IT IS THAT WE MAY FIND SOME ISSUES OR CONCERNS OR THINGS THAT NEED TO BE ADDRESSED? WE MEASURE PROBABILITY IN TERMS OF IT'S GOING TO BE RARE, RARE THAT WE WOULD FIND THAT TYPE OF THING, OR WE'RE ALMOST CERTAIN WHEN WE GO ON THAT THERE'S GOING TO BE ISSUES.

IF THERE'S AN AREA THAT HAS A PROBABILITY THAT'S ALMOST CERTAIN, WE'RE ABSOLUTELY NO, WE'RE GOING TO FIND SOMETHING AND WHERE THE IMPACT WOULD BE CATASTROPHIC.

THAT, OF COURSE, WOULD BE AN AREA THAT WE'D ABSOLUTELY INCLUDE ON OUR PLAN.

WE DIDN'T FIND ANY OF THOSE AREAS WHERE THOSE TWO MATCHED UP.

WE ALSO LOOK AT VELOCITY, AND VELOCITY IS HOW RAPIDLY THAT RISK CAN BE REALIZED.

SO FOR THINGS LIKE CYBERSECURITY, TWO AREAS OF RAPID VELOCITY WERE CYBERSECURITY AND I.T.

BECAUSE THINGS ARE HAPPENING SO QUICKLY WITH IT, THINGS CAN CHANGE SO RAPIDLY.

AND WE'VE SEEN THAT THROUGHOUT THE NEWS AND ALL IN A LOT OF DIFFERENT INDUSTRIES.

ANOTHER AREA THAT WAS RAPID, THE LOSS OF SAFETY AND SECURITY, BECAUSE WE'VE SEEN, AGAIN, THAT THAT CAN CHANGE SO RAPIDLY.

YOU CAN HAVE ONE INSTANCE, ONE INCIDENT THAT IS EXTREMELY SIGNIFICANT AND THINGS CAN CHANGE DRAMATICALLY FOR THAT ORGANIZATION. THOSE ARE THE TWO AREAS OF HIGH VELOCITY THAT WE FOUND.

THE OTHER AREAS ALL FELL INTO EITHER A MODERATE IMPACT OR A MAJOR IMPACT OR A LIKELY PROBABILITY OR A POSSIBLE PROBABILITY.

SO AGAIN, THERE WAS NOTHING THAT WE THOUGHT WAS AN EXTREME MAJOR, MAJOR RISK FOR THE COLLEGE.

SO ALL OF THESE AREAS, WE TAKE ALL OF THIS INFORMATION AND WE LOOK AT THE PROBABILITY, WE LOOK AT THE IMPACT, WE LOOK AT VELOCITY, AND THEN WE WORK TO BUILD OUR PLAN.

I WONDER IF I MAY ASK YOU A QUESTION OUT OF IGNORANCE.

I'M SORRY. SURE.

DO YOU COME TO THESE MEASUREMENTS BY EDUCATED OPINION, OR IS THERE SOME SORT OF MATH FORMULA THAT YOU ALL HAVE THAT YOU PUT THESE IN AND ADD THIS AND SUBTRACT THIS, THEN YOU COME OUT WITH THIS? IT'S A COMBINATION.

SO WE DO HAVE A FORMULA THAT WE'VE DEVELOPED THAT WE INTERFACE INTO.

IT'S AN INTERNAL FORMULA, THOUGH.

IT'S NOT SOMETHING THAT'S PART OF JUST AUDIT 101.

NO, I WOULD LEARN.

I DON'T KNOW. IT'S MORE OF RISK.

THE RISK ASSESSMENT PROCESS IS BURIED DEPENDING ON INDUSTRY.

SURE VARIED, DEPENDING ON MANY REASONS.

SO WHAT WE USE IS OUR INTERNAL DEVELOPED FORMULAS, BUT THEY'RE BASED ON RESEARCH THAT WE'VE DONE AND WHAT WHAT'S INDUSTRY HAS PRACTICED, WHAT OTHER SHOPS HAVE DONE IN THAT TYPE OF THING.

AND WE LOOK AT OUR STANDARDS AND WE ALSO ADD OUR, OUR PROFESSIONAL OPINION AND EXPERIENCE AND AND WE COMBINE THOSE TWO TO DETERMINE WHAT ARE THE GREATEST AREAS OF RISK AND CONCERNED WITH THE ISSUES.

AND THEN WE USE THAT TO BUILD OUR PLAN.

ONE MORE QUESTION. I'M SURE IN TERMS OF THEN THE HISTORY AND THE LONGEVITY OF EMPLOYMENT, THAT'S VERY IMPORTANT IN YOUR DEPARTMENT BECAUSE THAT'S A

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WHAT IS THE MEAN SERVICE TIME OF YOUR EMPLOYEES IN THAT ECONOMY? AND SO IT'S I WOULD ADD TO THAT THAT IT'S ALSO EXPERIENCE IN DIFFERENT ENVIRONMENTS, ALSO EXPERIENCE OUTSIDE OF THE COLLEGE AS WELL, EXPERIENCE IN AUDIT IN GENERAL AND OTHER OTHER INDUSTRIES AS WELL.

BECAUSE ALL OF THAT IS BROUGHT INTO BEAR WHEN WE'RE TALKING ABOUT WHAT IS THE EXPERIENCE OF THE KNOWLEDGE AND EXPERTISE THAT GOES INTO.

BUT SO WE HAVE A THERE ARE FIVE STAFF IN ADDITION TO MYSELF, OUR MANAGING DIRECTOR HAS BEEN AT THE COLLEGE FOR TEN YEARS.

WE HAVE TWO SENIOR AUDITORS.

ONE WAS AT THE COLLEGE IN A DIFFERENT ROLE AND MOVED INTO INTERNAL AUDIT.

HE WAS IN FINANCE FOR ABOUT TEN YEARS.

HE'S MOVED INTO HE ALSO HAS AN INTERNAL AUDIT BACKGROUND.

HE MOVED INTO INTERNAL AUDIT.

HE'S BEEN THERE ABOUT A YEAR, BUT HE'S BEEN WITH THE COLLEGE FOR TEN YEARS.

OUR OTHER SENIOR AUDITOR HAS BEEN WITH THE COLLEGE ABOUT FOUR YEARS.

AND THEN WE HAVE TWO INTERNAL AUDITORS, BOTH THAT HAVE BEEN AT THE COLLEGE FOR OVER FIVE YEARS.

GREAT. LOTS OF EXPERIENCE.

THAT'S WHAT I WAS INTERESTED.

AND THEN I HAVE BEEN IN INTERNAL AUDIT FOR ABOUT 25 YEARS AND HE KNEW WHAT THE SKILLS IN THE FINANCE GUY, RIGHT? YES. SORRY FOR THE INTERRUPTION.

THANK YOU. NO, NOT AT ALL.

NOT AT ALL. SO THEN WE PRIOR PRIORITIZE OUR RISK AND WE DEVELOP OUR PLAN.

AND THERE ARE SEVERAL THINGS THAT GO INTO THAT WE COMPILE.

ALL OF THE DIFFERENT INFORMATION THAT WE'VE GOT ARE GATHERED FROM THE DIFFERENT SOURCES.

WE LOOK AT CERTAIN FACTORS.

IF IT WAS A TOP RISK, FOR EXAMPLE, EXTERNALLY LIKE CYBERSECURITY, AND IT'S ALSO A TOP ISSUE INTERNALLY.

GENERALLY, THOSE WILL BE ON OUR PLAN, WHICH CYBERSECURITY IS.

WE LOOK AT THINGS THAT MAY HAVE BEEN A MAJOR CATASTROPHIC IMPACT.

WE DIDN'T HAVE ANY CATASTROPHIC AND LIKELY OR ALMOST CERTAIN PROBABILITY.

WE ALSO LOOK AT THINGS THAT ARE RAPIDLY CHANGING RAPID VELOCITY.

WE INCLUDE ANYTHING THAT'S REQUIRED BY EITHER BY OUR AUDITING STANDARDS OR BY LAWS AND REGULATIONS.

ONE OF THOSE IS THE RICHLAND COLLEGIATE ATTENDANCE AUDIT WE REQUIRED TO DO EVERY YEAR.

THEN WE LOOK AT OTHER CONSIDERATIONS AS WELL.

WE LOOK AT CURRENT OR ANY CURRENT OR UPCOMING OPERATIONAL CHANGES OR EVENTS.

AND DUAL CREDIT IS ONE OF THOSE ITEMS. THAT'S A GOOD EXAMPLE OF THAT.

WE ORIGINALLY HAD A DUAL CREDIT FOLLOW UP PLAN IN LAST FISCAL YEAR, AND BECAUSE OF THE TIMING OF CERTAIN ISSUES, THAT FOLLOW UP WAS POSTPONED AND THEN WE WERE REQUESTED TO EXPAND THAT ON IT, WHICH I'LL TALK ABOUT A LITTLE LATER.

BUT BECAUSE OF THE TIMING OF THAT BEING IN JULY AND AUGUST, WE KNEW THAT BECAUSE OF VACATIONS AND SCHOOL WASN'T IN AND THINGS LIKE THAT, WE MOVED WE MOVED THAT AUDIT TO THIS FISCAL YEAR.

SO THAT'S JUST AN EXAMPLE OF HOW THERE MAY BE THINGS IN THAT AREA THAT ARE IMPACTING, WHETHER WE REVIEW OR NOT, WE LOOK AT IF THERE'S AN AUDIT THAT HAS BEEN RECENTLY COMPLETED AND IF THAT'S THE CASE, WE MAY DO A FOLLOW UP INSTEAD OF A FULL BLOWN AUDIT AND PROFESSIONAL DEVELOPMENT.

AND AS AN EXAMPLE OF THAT, WE DID THAT REVIEW, FINISHED THAT REVIEW LAST FISCAL YEAR, AND IT CAME UP AS AN AREA OF CONCERN.

IT IS ON OUR PLAN, BUT IT'S ON OUR PLAN AS A FOLLOW UP, AND WE WOULD FOLLOW UP ON IT TOWARDS THE END OF THE YEAR.

WE LOOK AT ANYTHING THAT WE'VE IDENTIFIED FROM AUDITS AND REVIEWS THAT WE'VE WE'VE DONE.

THERE MAY BE AN AREA WHERE WE'VE SAID THIS THIS CAME UP AS AN ISSUE OR JUST SOMETHING IN THAT CONCERN IN THE AUDIT THAT WE NEEDED TO LOOK AT.

BUT IT'S OUTSIDE OF THE SCOPE.

SO WE MAY LOOK AT THAT AT A DIFFERENT TIME, LOOK AT THAT LATER, LOOK AT THAT AS A SEPARATE AUDIT.

AND STUDENT SERVICES INTERNATIONAL STUDENT OFFICES IS AN EXAMPLE OF THAT THAT WE HAVE ON OUR PLAN THAT CAME UP IN A DIFFERENT AUDIT AS AN AREA THAT WE WANTED TO FOCUS ON.

AND SO WE'VE MOVED THAT TO OUR PLANNING FOR THIS YEAR OR EVEN MIGHT HAVE ADVANCED TO SLIDE EIGHT.

SO WE CAN KIND OF SEE.

OH, SURE. AND THEN THE LAST THING THAT WE WOULD LOOK AT IS SPECIAL REQUEST.

SO THERE MAY BE DEPARTMENTS THAT ASK US TO COME IN AND LOOK AT CERTAIN THINGS OR MAYBE A SPECIAL REQUEST FROM LEADERSHIP TO LOOK AT CERTAIN AREAS SO THAT ALL THEN FROM THAT.

SO WE SAY SO YOU SEE A MULTITUDE OF THINGS ON HERE THAT ARE PART OF THE NORMAL PLAN.

[00:30:04]

SO YOU SEE ON OUR STUDENT REGISTRATION AND ENROLLMENT PROCESS, THAT'S SOMETHING THAT HAS CERTAINLY COME UP THAT THAT WE WANT MORE TEAMS TO TAKE A LOOK AT TO SEE WHERE THERE ARE GAPS THAT HELP US IMPROVE PROCESSES AND SERVICES WHERE NEEDED.

YOU KNOW, COMPLIANCE AUDITING IS IS A NECESSARY EVIL.

I MEAN, IT IS JUST SOMETHING THAT TO BE RESPONSIBLE, YOU HAVE TO HAVE COMPLIANCE REVIEW.

BUT THE TRUE VALUE OF INTERNAL AUDIT IS MANAGEMENT AUDITS, WHERE THEY'RE USUALLY WHERE YOU TAKE YOUR EXPERIENCE AND YOU TAKE SITUATIONS AS YOU AS THEY'VE GONE THROUGH THE ASSESSMENT AND NOT NECESSARILY IF THE RULE SAYS DO IT THIS WAY, THEY DID IT THAT WAY.

THAT'S NOT THAT VALUABLE.

IF THEY SAY THE RULE SAYS THIS AND THEY REALLY, IN THEIR OPINION, BELIEVE IT SHOULD BE DONE ANOTHER WAY, THAT'S THE VALUE OF MANAGEMENT OF AN INTERNAL AUDIT STAFF, BECAUSE THEY WILL TEND TO I ALWAYS USED TO SAY INTERNAL AUDIT GETS TO HOVER OVER ALL THE PARTITIONS IN THE BUILDING.

SO IN A TYPICAL BUSINESS THEY LOOK AT PROCUREMENT, ENGINEERING, HR, FINANCE, AND THEY SEE WHERE THE DISCONNECTS ARE OCCURRING.

AND TO ME, THAT'S THE THAT'S WHAT I SEE.

THE VALUE OF INTERNAL AUDIT IS BEING ABLE TO HAVE THE 30,000 POINT VIEW OF A PROCESS THAT'S BROKEN, EVEN THOUGH PEOPLE ARE COMPLYING, IT DOESN'T MEAN IT'S GOOD.

SO THAT'S, THAT'S PART OF WHAT WE.

YEAH, SO EVERY YEAR I'M MORE I'M REALLY MORE INTERESTED IN SEEING I KNOW YOU'VE GOT TO DO CERTAIN CLIENTS YOU GOT, YOU'RE HANDLING CASH, YOU'VE GOT TO DO CASH COUNTS, YOU'VE GOT TO DO THAT. BUT YOUR REAL VALUE COMES TO US BY TELLING US WHAT PROCESSES ARE BROKEN AND HOW ARE JUST UNNECESSARY BROKEN.

WE JUST HOW THEY CAN ENHANCE TO A BETTER OUTCOME.

AND THAT'S CERTAINLY OUR GOAL AS WELL.

COULD YOU PLEASE REMIND ME WHAT SUCCESSION PLANNING IS? WHAT ARE WE SPECIFICALLY TALKING ABOUT? SO FOR SUCCESSION PLANNING, WHEN YOU'RE LOOKING AT ARE THERE PLANS OR PROCESSES OR PROGRAMS IN PLACE TO IDENTIFY KEY ROLES THAT WHERE PEOPLE MAY BE KEY TO IDENTIFY KEY ROLES AND WAY? AND IS THERE A PROCESS TO FILL THOSE ROLES, TO IDENTIFY THOSE ROLES AND THEN TO FILL THOSE IN IF PEOPLE LEAVE AND WE'RE REALLY HERE LOOKING AT THE PROCESS, WHAT'S IN PLACE, WHAT'S BEING DONE ABOUT THAT, AND WE DID.

AND WHEN WE GO THROUGH THE RESULTS OF THAT AUDIT, WE DID FIND THAT WE DIDN'T HAVE ANY PROCESSES AND PLANS IN PLACE CURRENTLY BUT THAT THOSE WERE ARE ACTUALLY IN THE PROCESS OF BEING DEVELOPED BY H.R.

SO THEY ARE ON TRACK TO COMPLETE.

SO JUST TO GO THROUGH OUR PLAN OR ACTUAL PLAN QUICKLY, WE HAVE AUDITS AND CONTINUOUS ENGAGEMENTS.

THE CONTINUOUS ENGAGEMENTS ARE AREAS THAT ARE VERY LARGE, BUT WE BREAK DOWN INTO SMALLER FOCUS AREAS AND PERFORM PERIODICALLY THROUGHOUT THE YEAR.

AND THOSE ARE CYBER INFORMATION SECURITY, FIXED ASSETS, PROCUREMENT AND SAFETY AND SECURITY, OTHER AUDITS THAT WILL BE COMPLETING THIS DUAL CREDIT.

THAT'S A CARRYOVER, AS I MENTIONED, FROM LAST FISCAL YEAR.

ORIGINALLY, IT WAS A FOLLOW UP JUST TO ADDRESS ISSUES NOTED IN THE PRIOR AUDIT.

WE'VE EXPANDED THAT TO ENCOMPASS PARTNERSHIP AGREEMENTS AND WE'LL BE CONDUCTING SOME SITE VISITS AS APPROPRIATE, WHERE WE'LL BE LOOKING AT POLICIES AND PROCEDURES, WE'LL BE LOOKING AT THE EXPERIENCE AND CUSTOMER SERVICE.

SO WE'VE WE'VE EXPANDED THAT THAT AREA PRETTY SIGNIFICANTLY.

SO WE MOVED THAT TO THIS CURRENT FISCAL YEAR.

DO YOU DO YOU DO AN AUDIT IN TERMS OF DO WE HAVE THE APPROPRIATELY CREDENTIALED PEOPLE TO BE TEACHING THESE DUAL CREDIT COURSES, MEANING THEM THE MASTER'S WAY IN OURS AND THE DISCIPLINE THAT THEY'RE TEACHING? WE SHOULD ADD THAT SERVICE BECAUSE THAT WAS AN ISSUE, I DON'T KNOW, MAYBE 15 YEARS AGO THERE WAS SEX ACCREDITATION VISIT.

YEAH. ESPECIALLY AT THAT TIME WHERE THAT.

YEAH. YES.

BUT CERTAINLY AT THAT TIME THEY WERE HANDLED A LITTLE BIT DIFFERENTLY FROM THEN COLLEGE TO COLLEGE.

AND SO IN THE NEW STRUCTURE WE A PROCESS.

YEAH, WE CURRENTLY HANDLE THAT UNDER THE SENIOR VICE PROVOST FOR ACADEMIC SERVICES, DR.

GREG MORRIS. THAT'S HIS AREA AND THEY DO CONDUCT AUDITS UNDER THE CURRICULUM.

THEY HAVE A WHOLE TEAM THAT REVIEWS, THAT WORKS WITH THE ISD'S, WORKS WITH DR.

KIRKSEY. SO THAT HAS BEEN REMEDIED.

SO WE DON'T REALLY NEED ANOTHER AUDIT, BUT WE DO HAVE THAT IN-HOUSE GOOD BUILT IN.

AND YOU'VE GOT A SYSTEMATIC PROCESS THAT WE ALSO HAD DISCUSSED EARLIER IN THE MEETING THAT I HAD ASKED THAT WE DO

[00:35:07]

AND THAT'S PART OF WHAT WE DOING, SINCE THEY'RE ALL KNOCKING ON OUR DOORS, I THINK.

HOPEFULLY, AT LEAST WE'RE DOING GOOD.

WE GOT TO START CHARGING THEM THE MONEY.

SO OTHER AUDITS AND AUDITS AND CONTINUING COMMENTS, HIGH SCHOOL THAT'S REQUIRED WHEN WE LOOK AT STUDENT SERVICES, INTERNATIONAL STUDENT OFFICE, AS I MENTIONED. SO WE ALSO HAVE SPECIAL REVIEWS AND CONSULTING ENGAGEMENTS.

AND FOR ALL OF THESE AREAS, SIMILAR TO WHAT YOU MENTIONED, WE LOOK AT THE OBJECTIVES OF THAT PARTICULAR AREA.

WE REVIEW PROCESSES, PROCEDURES AND PLANS THAT HAVE BEEN PUT IN PLACE OR THAT ARE TO BE IMPLEMENTED TO PROVIDE RECOMMENDATIONS ON CONTROLS, ON PROCESS. WE LOOK AT INTERNAL CONTROL EFFECTIVENESS.

WE PROVIDE RECOMMENDATIONS.

THIS AREA ALSO INCLUDES ANY SPECIAL REQUEST OR AREAS THAT WERE IDENTIFIED AS INTERNAL FOCUS AREAS.

SO THOSE AREAS THAT ARE INCLUDED ON OUR PLAN ARE DIVERSITY, EQUITY AND INCLUSION, RECRUITMENT AND RETENTION, ENVIRONMENTAL COMPLIANCE, STUDENT REGISTRATION AND ENROLLMENT PROCESSES, AS DR.

MARTIN HAD MENTIONED, HAVE COME UP AS A CONCERN THAT WE WILL BE REVIEWING AND ACTUALLY GETTING STARTED ON THAT REVIEW ALREADY THE STUDENT SERVICES, THE SUCCESS COACH PROGRAM AND THEN WORKFORCE PLANNING AND SET.

SO WE DO HAVE TO FOLLOW UP AUDITS AS WELL.

WE ARE REQUIRED TO FOLLOW UP ON AUDITS THAT HAVE BEEN COMPLETED.

AND PREVIOUSLY WE WILL BE DOING THESE AUDITS, THESE FOLLOW UPS DURING THE END OF THE FISCAL YEAR, AND THOSE WILL BE EMPLOYEE DEVELOPMENT AND SUCCESSION PLANNING, WHICH WE HAVE COMPLETED.

AND THEN WE'LL WE'LL BE FOLLOWING UP ON THOSE LATER.

AND THEN WE HAVE OTHER SERVICES, DUTIES AND SPECIAL PROJECTS.

AND SPECIAL PROJECTS ARE AREAS THAT WE MAY JUST KEEP AN EYE ON TO MAKE SURE THAT THERE ARE THINGS THAT HAVE BEEN THAT ARE BEING PUT IN PLACE, THAT ARE BEING DEVELOPED, THAT WE WILL MONITOR AND THEN PROVIDE ANY ASSISTANCE IF WE CAN.

BUT ALSO SO WE HAVE A POLICY PROCESS PROCEDURE REVIEW THAT IS A SPECIAL PROJECT.

WE'RE STILL SCOPING THAT OUT, BUT WE'RE LOOKING AT PROCESS DEVELOPMENT AND ASSISTING AND IDENTIFYING PROCESSES AND PROCEDURES AND POLICIES THAT NEED TO BE UPDATED THAT AREN'T NECESSARILY REFLECTIVE OF OUR CURRENT ONE COLLEGE STRUCTURE OR DON'T MATCH CURRENT PROCESS IN PRACTICE, AND THEN PROVIDE RECOMMENDATIONS FOR UPDATES AND ENHANCE THE INTERNAL CONTROLS WITHIN THOSE PROCESSES AND POLICIES AND PROCEDURES.

WE PROVIDE ASSISTANCE TO THE EXTERNAL AUDITORS AS NEEDED AND WE'LL CONTINUE TO DO THAT THIS YEAR.

WE ALSO HAVE A FRAUD HOTLINE THAT WILL CONTINUE TO MONITOR AND WE DO ANY INVESTIGATIONS THAT ARE NEEDED AS WELL AS OTHER INVESTIGATIONS.

SO THE HOTLINE MONITORING AND INVESTIGATIONS ARE ON AN AS NEEDED BASIS APPROXIMATELY.

ART, CAN YOU GIVE ME A FEEL FOR WHAT THE ACTIVITY IS ON THE PROGRAM? SO FOR THIS YEAR, WE'VE HAD 17 REPORTS ON OUR FRAUD HOTLINE.

ONE OF THE THINGS THAT WILL BE DOING THIS YEAR, WHICH IS A GOOD SEGWAY INTO THINGS THAT ARE ON OUR HORIZON TO COMPLETE, WE'RE GOING TO LOOK AT OUR FRAUD HOTLINE.

IT'S IT'S A VERY MANUAL DRIVEN PROCESS ON THE HOTLINE.

SO, SO MENTALLY DRIVEN, MEANING THAT ANYTHING THAT COMES THROUGH ON THE HOTLINE IS NOT IT DOESN'T GO INTO AN AUTOMATIC TRACKING SYSTEM. SO WE HAVE TO TAKE EVERYTHING THAT COMES OFF THE HOTLINE, TRACK IT.

WE LOOK AT THAT TRAFFIC, WE TREND IT, AND WE'VE BEEN INVESTIGATED AS NECESSARY.

BUT WE HAVE HAD 17 REPORTS.

THEY VARY.

A LOT OF THE ITEMS ARE NOT NECESSARILY FRAUD.

THERE MAY BE A STUDENT THAT'S LOOKING FOR SOMETHING THERE.

WE'VE HAD VARIOUS ISSUES THAT HAVE BEEN REPORTED THAT AREN'T NECESSARILY FRAUD, BUT WE'VE HAD 17.

BUT WE DO INVESTIGATE THOSE AS NEEDED.

IF THERE'S SOMETHING THAT COMES THROUGH THE HOTLINE THAT IS AT ANOTHER, IT'S REALLY FOR ANOTHER DEPARTMENT WILL REFER THAT ISSUE TO THAT DEPARTMENT AND THEN FOLLOW UP AND MAKE SURE IT'S HAPPENING.

THE PROBLEM HOTLINE IS MARKET IT THE FACT THAT WE HAVE TO THE STUDENTS TO IT'S WORKING IT INTERNALLY

[00:40:08]

SO WE WANT TO AND THEN IT'S FOR THE FRAUD HOTLINE.

YOU WANT TO HAVE A MECHANISM THAT PEOPLE CAN REPORT ANONYMOUSLY IF THEY WOULD LIKE TO, AND WE HAVE THAT.

BUT WE DON'T HAVE A MECHANISM TO BE ABLE TO INTERACT WITH SOMEONE WHO WANTS TO REPORT ANONYMOUSLY.

SO WE'RE LOOKING AT REVAMPING THAT HOTLINE BECAUSE THERE ARE HOTLINES OUT THERE THAT THERE'S A WAY THAT YOU CAN INTERACT WITH INDIVIDUALS WHO MAY WANT TO REMAIN ANONYMOUS.

YOU COULD, THROUGH VARIOUS MEANS, SEND THEM QUESTIONS THAT THEY CAN RESPOND TO WITHOUT REVEALING THEIR IDENTITY.

SO YOU CAN IF YOU HAVE QUESTIONS OR THINGS THAT YOU NEED TO ASK THEM.

SO IT'S, OH, THIS IS DONE.

WELL, IT'S DONE.

IT'S DONE ELECTRONICALLY.

CAN YOU ALWAYS GO BACK AND IDENTIFY WHO THAT PERSON WAS? NO, NOT NECESSARILY.

SO YOU WOULD HAVE TO IF IT'S DONE ANONYMOUSLY AND THERE'S NOT NECESSARILY THAT THERE'S THERE WOULDN'T BE A WAY TO GO BACK AND DETERMINE WHO THEY ARE.

I MEAN, A LOT OF PEOPLE ARE SKEPTICAL ABOUT THOSE CRIME HOTLINES AND SO FORTH BECAUSE THEY FIGURED THAT YOU'RE SAYING THAT THEY'RE ANONYMOUS, BUT YOU CAN ALWAYS GO BACK AND FIND OUT WHO WHO YOU KNOW, THEIR IDENTITY AND THEIR TIME.

THEY GET A SCARLET DAY.

SORRY. DIDN'T YOU SAY THERE WAS A WAY WHERE YOU COULD DO IT? A SPECIAL CODE? YES. SO THAT'S WHAT WE'RE LOOKING AT IS A NEW SYSTEM TO ENSURE THAT THAT CAN HAPPEN.

RIGHT NOW, WHEN SOMEONE COMPLETES A REPORT ON OUR WEBSITE, IT GOES TO OUR EMAIL.

BUT WE DON'T WE DON'T HAVE THEIR EMAIL ADDRESS.

BUT WITH BUT TO ENSURE THAT BECAUSE THAT IS A CONCERN WITH A LOT OF HOTLINES THAT AND THAT'S ONE OF THE REASONS THAT PEOPLE DON'T REPORT IS THEY FEAR RETALIATION OR THEY DON'T TRUST. RIGHT.

THAT SOMEHOW YOU'LL FIND IT OUT.

SO THERE ARE SYSTEMS THAT WE ARE LOOKING AT THAT THEY ACTUALLY REPORT TO THROUGH A THIRD PARTY SYSTEM.

AND THEN THAT COMES TO US.

SO THERE'S NO WAY TO BE ABLE TO TRACK WHO WHO SUBMITTED THE REPORT.

AND THEN THERE'S A MECHANISM WHERE THEY RECEIVE A KEY AND A PASSWORD SO THEY CAN LOG BACK INTO THE SYSTEM AND SEE IF WE'VE COMMUNICATED WITH THEM.

BUT THERE'S NEVER DIRECT COMMUNICATION OR ANY WAY TO FIND OUT WHO THEY ARE.

YEAH, WE'RE TRYING TO MAKE IT EASIER FOR PEOPLE TO TO REPORT THINGS AND TO WHERE THEY HAVE CONCERNS ABOUT IDENTIFY THEMSELVES SO WE CAN REMOVE THAT AND THE FOLLOW UP PART.

SO EXACTLY. SOMETIMES, YOU KNOW, PEOPLE SUBMIT THINGS, BUT IT'S HARD TO TRACK THAT DOWN.

IT'S HARD TO WE NEED ADDITIONAL INFORMATION SOMETIME.

AND SO THIS MECHANISM WILL ALLOW THAT EXCHANGE BACK AND FORTH WITHOUT THEM IDENTIFYING.

SO THAT'S ONE OF THE THINGS ON OUR PLAN OF NEW HORIZONS.

ALSO, ONE OF THE THINGS THAT WE ARE WILL BE EXPLORING IS AUDIT INTERNSHIP PROGRAMS FOR STUDENTS THAT MAY BE IN BUSINESS OR ACCOUNTING THAT TO BE ABLE TO EXPOSE THEM TO A CAREER IN INTERNAL AUDIT.

IT'S NOT SOMETHING THAT'S NECESSARILY THOUGHT OF AS A CAREER FIELD ALL THE TIME AND EXPLORING HOW THE BEST WAY WOULD BE TO DO THAT.

AND THAT'S ONE OF THE THINGS THAT WE WILL BE LOOKING INTO, AS WELL AS THE GUEST WORKER PROGRAM.

AND THIS IS WORKING WITH MEMBERS OF TEAMS AT THE COLLEGE, INDIVIDUALS OF THE COLLEGE IN CERTAIN POSITIONS TO SHARE, EXPERIENCE, INSIGHT AND THEN POTENTIALLY DEVELOP SELF ASSESSMENT TOOLS THAT THEY CAN TAKE BACK TO WHATEVER THEIR THEIR DEPARTMENT OR THEIR UNIT TO IMPLEMENT INTERNAL CONTROL REVIEWS AND DO THEIR OWN SELF ASSESSMENT.

SO THAT IS OUR PLAN.

EXPLAIN A LITTLE BIT ABOUT THAT INTERNSHIP AND JUST ON THE PHONE.

SO THE INTERNSHIP PROGRAM WOULD BE EXPLORING WAYS TO WORK WITH DIFFERENT STUDENTS, TO BRING THEM INTO AUDIT, TO EXPOSE THEM TO WHAT INTERNAL AUDIT

[00:45:01]

THE TRADITIONAL KIND OF INTERNSHIP SO WE CAN EXPOSE THEM ON A CAREER IN INTERNAL AUDIT.

WHAT INTERNAL AUDIT AUDITORS DO AND SO THEY CAN GAIN SOME EXPERIENCE AND MAYBE PERHAPS PURSUE A CAREER IN AUDIT.

SO WE'RE STILL WORKING ON SPECIFICALLY HOW THAT WOULD WORK AND HOW THAT WOULD HAPPEN.

AND THEN THE GUEST AUDITOR PROGRAM IS THESE WOULD BE EMPLOYEES WHO WE MAY SEEK OUT TO ASSIST US WITH AUDITS OF CERTAIN AREAS WHEREBY SHARE THEIR EXPERTISE, THEIR INSIGHT, AND ALSO WORK TO DEVELOP A SELF ASSESSMENT PROCESS THAT THEY CAN TAKE BACK TO THEIR DEPARTMENT AND THEN IMPLEMENT THE SELF ASSESSMENT TOOL SO THEY CAN DO THEIR OWN SORT OF SELF ASSESSMENT REVIEWS AND LOOK AT THEIR OWN INTERNAL CONTROLS.

SO IT WOULD BE WORKING BOTH WAYS WITH US.

AND I THINK OF ENVIRONMENTAL MAY BE ONE OF THESE AREAS WHERE WE, THE STAFF DOESN'T NECESSARILY HAVE THAT EXPERTISE.

WE HAVE THE EXPERTISE IN RISK AND CONTROLS AND PROCESS.

BUT WE MAY SEEK THAT EXPERTISE AND PARTICULARLY THINGS FOR ENVIRONMENTAL AND THEN WORK TOGETHER TO REVIEW THAT AREA AND THEN DEVELOP A PROCESS WHERE THEY CAN TAKE THAT BACK AND DO THEIR OWN REVIEWS PERIODICALLY.

HOW ARE YOU THINKING ABOUT CERTAIN EXCUSE ME, CERTAIN DEPARTMENTS? YES, CERTAIN DEPARTMENTS.

AND CERTAINLY I DON'T KNOW WHAT THEY HAVE THE BUSINESS OFFICE ALREADY OR ONE OF THE DEPARTMENTS OF CONSTRUCTION OF DEPARTMENTS.

THIS WOULD BE DEPARTMENTS WHERE WE DON'T NECESSARILY INTERNALLY TO THE DEPARTMENT WHERE WE DON'T NECESSARILY HAVE THE EXPERTISE, THAT OPERATIONAL EXPERTISE IN THAT AREA.

I'M NOT AS FAMILIAR WITH INTERNAL AUDIT DOESN'T HAVE THINGS RIGHT.

SO IT MAY BE BECAUSE OUR EXPERTISE IS IN PROCESS AND RISK AND CONTROLS AND WE MAY WANT TO INCREASE OUR KNOWLEDGE AND AWARENESS IN CERTAIN AREAS.

AND ENVIRONMENTAL IS ONE OF THOSE THINGS THAT I PERCEIVE WOULD BE A GOOD PARTNERSHIP IN THAT WAY, HELPING US UNDERSTAND MORE AND ALSO HELPING THE DEPARTMENT TO IMPLEMENT A SELF ASSESSMENT PROCESS AND LOOK AT THEIR CONTROLS.

THANK YOU. SO WE'RE LESS THAN 10 MINUTES AWAY FROM 12:00 OF THE NEXT PART OF THE PRESENTATION IS MISS COX GIVING US AN UPDATE ON WHAT'S BEEN DONE AT THIS POINT.

SO WE JUST HOLD OUR QUESTIONS UNTIL SHE FINISHES THE UPDATES AND HAVE THE QUESTIONS AT THE END.

SURE. AND I'LL BE I'LL BE QUICK.

SO OUR CONTINUOUS AUDITS, WE LOOKED AT FIXED FIXED ASSETS, WE LOOKED AT IT AND SECURITY, AND WE LOOKED AT PROCUREMENT AND SAFETY AND SECURITY.

THERE'S NO AREAS THAT THAT STOOD OUT AS CRITICAL OR AS SIGNIFICANT IN ANY OF THOSE AREAS AND AN INTEREST OF TIME. SO I WON'T GO THROUGH EACH OF THEM.

BUT AGAIN, WITH CONTINUOUS ENGAGEMENTS, WE BREAK THOSE DOWN INTO SMALLER COMPONENTS AND LOOK AT VARIOUS ASPECTS.

THERE WAS NOTHING THAT STUCK OUT AS A VERY, VERY SIGNIFICANT PROBLEM OR ISSUE.

FOR RICHLAND COLLEGIATE HIGH SCHOOL.

AGAIN, THIS IS A REQUIREMENT THEY ARE REQUIRED TO CERTIFY THEIR WEEKLY ATTENDANCE.

WE FOUND THAT THERE WERE SOME THAT WEREN'T CERTIFIED, AS THEY SHOULD, AND WE DISCUSSED THESE EXCEPTIONS AND ISSUES WITH MANAGEMENT AND THEY ACTUALLY CORRECTED IT BEFORE WE COMPLETED THE AUDIT.

PROFESSIONAL DEVELOPMENT.

THIS IS ONE AREA WHERE WE'RE LOOKING AT THE PLANS AND THE PROGRAMS, THE POLICIES AND PROCEDURES AND THE PROCESSES TO MAKE SURE THAT PROFESSIONAL DEVELOPMENT WAS OPERATING EFFECTIVELY AND EFFICIENTLY OVERALL, AND TO MAKE SURE THAT THOSE PROFESSIONAL DEVELOPMENT AND PROFESSIONAL DEVELOPMENT REQUIREMENTS WERE HAPPENING AND INCLUDED IN THE PERFORMANCE EVALUATION.

SO WE DID FIND THAT WE FOUND THAT THERE ARE EIGHT SEPARATE DEPARTMENTS THAT ARE PROVIDING PROFESSIONAL DEVELOPMENT.

AND THOUGH THERE ARE OPPORTUNITIES FOR THE DEPARTMENTS TO COLLABORATE AND ARE ENCOURAGED TO COLLABORATE, WE DIDN'T FIND IN THE CURRENT STRUCTURE THAT THERE WAS AN OVERALL WAY TO ENSURE COLLABORATION AND CONSISTENCY.

AND ONE OF OUR RECOMMENDATIONS IS THAT THAT ALL BE BROUGHT UNDER ONE UMBRELLA.

AND WE'RE NOT SAYING THAT THAT STUDENT SERVICES, FOR EXAMPLE, SHOULDN'T DO THEIR OWN PROFESSIONAL DEVELOPMENT, BUT THAT THAT'S ALL COORDINATED AND IT'S TRACKED SO THAT THERE'S AWARENESS AND ALSO THAT THERE MAY BE SOMETHING THAT ONE DEPARTMENT IS DOING THAT ANOTHER DEPARTMENT CAN LEVERAGE OFF OF.

[00:50:09]

THAT CAN HAPPEN EASIER.

WE ALSO WOULD RECOMMEND THAT IN ONE OF OUR REQUIRED TRAININGS AND ETHICS TRAINING BE ADDED TO THE LIST OF REQUIRED TRAINING FOR EMPLOYEES ON AN ANNUAL BASIS. SUCCESSION PLANNING.

WE TALKED ABOUT THIS A LITTLE BIT.

CURRENTLY, THERE ARE NO.

WE DIDN'T FIND PROCESSES OR PROCEDURES IN PLACE TO ADDRESS SUCCESSION PLANNING.

HOWEVER, OUR STRATEGIC WORKFORCE PLANNING TEAM IS IN THE PROCESS OF DEVELOPING THIS AND CREATING MECHANISMS TO ADDRESS SUCCESSION PLANNING PROCESSES, CAREER PATHWAYS AND ALSO PERFORMANCE MANAGEMENT.

SO THAT IS IN PROGRESS.

WE LOOKED AT EMPLOYEE TRAVEL.

THIS WAS A FOLLOW UP AUDIT TO ADDRESS SOME OF THE ISSUES IN THE AUDIT THAT HAD BEEN DONE A FEW YEARS AGO.

WE DID FIND SOME ISSUES WITH CURRENT PRACTICE NOT MATCHING CURRENT POLICY.

AND AGAIN, THIS IS AN AREA THAT'S IN PROGRESS OF DEVELOPING POLICIES AND PROCEDURES AND UPDATING THOSE. WE LOOKED AT BUSINESS CONTINUITY PLANNING.

THIS WAS A SPECIAL PROJECT TO PROVIDE RECOMMENDATIONS OR GUIDANCE OR INFORMATION ON DEVELOPMENT OF BUSINESS CONTINUITY PLANS.

WE WILL SAY THAT THIS THE PROGRAM HERE IS PROGRESSING VERY EFFECTIVELY.

THERE HAS BEEN A BUSINESS CONTINUITY PLAN, RISK ASSESSMENT CONDUCTED.

THERE HAS BEEN AN IMPACT ANALYSIS THAT IS ON THE WAY.

SO WE'LL JUST CONTINUE TO MONITOR THIS.

BUT THIS IS PROGRESSING VERY EFFECTIVELY HERE AT THE COLLEGE.

THE FRAUD HOTLINE HAD ALREADY MENTIONED WE HAD THREE REPORTS THIS QUARTER AND 17 FOR THE YEAR.

WE HAVEN'T FOUND ANY INSTANCES OF FRAUD, WASTE OR ABUSE THAT HAVE BEEN IDENTIFIED.

AND THE LAST ITEM IS SPECIAL INVESTIGATIONS AND REVIEWS.

WE'VE HAD FOUR, FOUR SPECIAL INVESTIGATIONS I'M SORRY, FIVE SPECIAL INVESTIGATIONS FOR THE YEAR.

WE HAD ONE THAT WE COMPLETED IN THE FOURTH QUARTER.

AND THEN ONE IS CONTINUES TO BE IN PREFERENCE.

LASTLY, JUST WANTED TO SHOW OUR PLAN COMPLETION FOR FISCAL YEAR 22.

WITH THE EXCEPTION OF DUAL CREDIT, WHICH WE MOVED TO THIS CURRENT FISCAL YEAR, WE FULLY COMPLETED OUR PLAN.

THERE ARE A FEW ITEMS THAT ARE STILL IN PROGRESS IN TERMS OF REPORTING FOR REPORTING.

WE WE WAIT FOR THE AREAS CORRECTIVE ACTION.

WE ASK THAT THEY COMPLETE A CORRECTIVE ACTION PLAN TO SHOW HOW THEY'RE GOING TO ADDRESS THOSE AREAS.

WE INCLUDE THAT IN THE FINAL REPORT BEFORE IT'S SENT TO THE BOARD.

SO THERE'S A FEW AREAS THAT REPORTING IS STILL IN PROGRESS BECAUSE OF THAT REASON.

BUT WITH THE EXCEPTION, AGAIN, OF CREDIT, WE COMPLETED OUR PLAN FOR THE YEAR.

AND THEN LASTLY, WHEN I CAME ON BOARD, WE DEVELOPED AN ENHANCEMENT PLAN TO REALLY PUT REBUILD THE INFRASTRUCTURE OF INTERNAL AUDIT AND PUT SOME THINGS IN PLACE THAT NEEDED TO BE ADDRESSED.

SO THAT PLAN HAS BEEN COMPLETED.

THERE'S ONE THE DEPARTMENT MANUAL IS THE LAST THING THAT NEEDS TO BE UPDATED.

THAT IS A REQUIREMENT OF OUR STANDARDS AS WELL.

BUT ALL OF THE OTHER ENHANCEMENT ITEMS HAVE BEEN COMPLETED.

IT NEED TO BE CONSIDERED A FIXED ASSET.

WHAT IS THE MONITORING THRESHOLD? 5000. 5000.

I'M SORRY. WHAT WAS THE QUESTION ON AN AIRCRAFT FOR AN ASSET TO BE CONSIDERED A CAPITAL ASSET OR A FIXED ASSET? WHAT IS THAT? OH, THANK YOU.

I'M SORRY. YOU SAID CAPITAL.

CAPITAL AND FIXED ASSETS USE INTERCHANGEABLY.

ANY OTHER QUESTIONS? I HAVE A QUESTION. UNFORTUNATELY, SINCE I'M THE LATEST ONE, I'M THE CLOSEST TO MY CAMPAIGN.

AND OF COURSE, WHEN YOU'RE CAMPAIGNING FOR SOMETHING, EVERYBODY CALLS YOU ALL THE RUMORS AND ALL THE COMPLAINTS AND EVERYTHING.

SO ONE OF THE THINGS I WAS THAT WAS BROUGHT UP TO ME SEVERAL TIMES WAS EMPLOYEES WHO DID NOT GET REIMBURSED THEIR TRAVEL EXPENSES.

AND I WONDERED HOW THAT IS HANDLED.

[00:55:03]

BUT YOU SAID THAT THERE WAS A CHANGE IN HOW IT USED TO BE RECORDED AND THE STANDARDS OR WHATEVER.

I THOUGHT I HEARD THAT.

AND SO I WONDERED, DO WE EVER GO BACK AND SEE IF MAYBE WE WEREN'T THERE AT SOME POINT? ONE OF MY BIG CONCERNS IS I CAME ON THE BOARD AS EMPLOYEE AND TEACHING STAFF MORALE, AND I THINK THAT IF WE TAKE CARE OF LITTLE THINGS LIKE THAT, THAT MAY BE UNIMPORTANT TO THE BIG PICTURE THEY REALLY MAKE FOR A MORE SATISFACTORY EMPLOYMENT.

BUT IN EMPLOYEE TRAVEL, WE DID NOT FIND ANY ISSUES LIKE THAT WITH EMPLOYEE TRAVEL.

THERE ARE SOME CURRENTLY SOME PRACTICES THAT NEED TO BE INCLUDED IN THEIR POLICIES AND PROCEDURES AND THOSE ARE BEING UPDATED.

BUT WE DIDN'T FIND ANY ISSUES WHERE EMPLOYEES WEREN'T REIMBURSED FOR TRAVEL EXPENSES.

WE FOUND THAT ALL OF THE TRAVEL EXPENSES THAT WERE SUBMITTED WERE REIMBURSED.

WE DIDN'T FIND ANY ISSUE OR HEAR ANY COMPLAINTS FROM EMPLOYEES ABOUT NOT BEING REIMBURSED FOR TRAVEL AT ALL.

SO THAT WAS NOT AN ISSUE THAT WE FOUND IN TERMS OF EMPLOYEE TRAVEL.

WE DID FIND THAT THERE ARE SOME PROCESSES THAT NEED TO BE THAT'S WHAT I WAS THINKING ABOUT BEING THE CHANGES THAT MAYBE SOME EMPLOYEES DIDN'T UNDERSTAND HOW TO DO THE EXPENSE REPORT OR THAT THIS WASN'T AN ITEM THAT WAS TO BE REIMBURSED TO THEM.

SO IN OUR CURRENT METHOD ARE WE HAVE A SYSTEM CALLED CONCUR THAT HANDLES TRAVEL.

THERE IS A VERY, VERY DETAILED GUIDE ON HOW TO SUBMIT A TRAVEL REQUEST AND THEN HOW TO COMPLETE A TRAVEL EXPENSE REPORT.

AND THAT IS ONE OF THE THINGS THAT WE FOUND THAT IN TERMS OF THAT MANUAL IS VERY DETAILED AND THERE'S CLEAR INFORMATION IN THERE.

THERE MAY BE SOME AREAS THAT NEED TO BE UPDATED, JUST DOLLAR AMOUNTS OR THINGS LIKE THAT, THAT NEED TO BE UPDATED IN THE SYSTEM. AND WE'VE JUST, FOR EXAMPLE, UPDATED AND INCREASED THE AMOUNT OF PER DIEM THAT WE PROVIDE TO EMPLOYEES WHEN THEY TRAVEL.

BUT WE DIDN'T FIND ANY ISSUES IN THAT PARTICULAR AREA.

ANY OTHER QUESTIONS? IF NOT, WE'LL MOVE ON TO ITEMS FOR REVIEW.

[5.1. Committee Notes]

ANY QUESTIONS ON THE COMMITTEE? IF NOT, WE'LL MOVE NOW INTO EXECUTIVE SESSION OR CONSULTATION WITH ATTORNEY REGARDING LEGAL MATTERS OR PENDING AND OUR CONTEMPLATED LITIGATION OR SETTLEMENT

[6. Executive Session (if required)]

DELIBERATE. DELIBERATE REGARDING REAL PROPERTIES WITH OPEN DELIBERATION WOULD HAVE A DETRIMENTAL EFFECT UPON THE NEGOTIATION FOR THAT THIRD PERSON OR TO DELIBERATE.

REGARDING SECURITY DEVICES, OUR SECURITY AUDITS.

ONCE WE'RE OUT OF EXECUTIVE SESSION, WE WILL RETURN AND THE AUDIT COMMITTEE MEETING WILL BE ADJOURNED.

THANK YOU, MS.. PRESENTATION.

ALL RIGHT. WE'RE BACK IN SESSION AFTER OUR BREAK.

AND ONE OF THE THINGS LEFT PENDING IS THAT ONE OF THE MATTERS THE AUDIT COMMITTEE WAS RESPONSIBLE FOR UNDER BOARD POLICY IS TO APPROVE THE ANNUAL AUDIT PLAN. WE WERE PRESENTED WITH THE PLAN BY CHIEF AUDITOR LORIE COX.

IS THERE ANY OBJECTION FROM THE COMMITTEE TO THE PLAN EXCEPT THE PLAN? YES. DO WE HAVE TO HAVE A SECOND, SECOND PRESS CONFERENCE? I'M A FAVORITE COMMITTEE MEMBER.

ALL RIGHT. THANK YOU.

IT IS APPROVED. AND WITH THAT IT IS.

118 THE AUDIT COMMITTEE MEETING OF THE BOARD OF TRUSTEES OF DALLAS COLLEGE IS ADJOURNED.

* This transcript was compiled from uncorrected Closed Captioning.