http://currynavigator.com/index.php Copyright 2008, Sven Eldring Sven Eldring en-US SPHPBLOG 0.4.8 http://currynavigator.com/index.php?entry=entry080611-235538 “Kim Sheridan’s unique life experience and compassion make this book a tremendously healing gift.”
- G. Wyler, vice president of The Humane Society of the United States
“I care not much for a man’s religion whose dog and cat are not better for it.” - Abraham Lincoln

Animals and the Afterlife by Kim Sheridan
Quotes from the book:
“Each being is sacred – meaning that each has inherent value that cannot be ranked in a hierarchy or compared to the value of another being.” - Starhawk
“The greatness of a nation and its moral progress can be judged by the way its animals (and its environment) are treated.” - Gandhi
“By the ethical conduct towards all creatures, we enter into a spiritual relationship with the universe.” - Albert Schweitzer
“All truth passes through three stages. First it is ridiculed. Second, it is violently opposed. Third, it is accepted as self evident.” - Arthur Schopenhauer
“Our task must be to free ourselves by widening our circle of compassion to embrace all living creatures.” - Albert Einstein

The book gives insight into the life of a person dedicated to the prevention of cruelty to animals and in maintaining proper conditions for animals for which we have taken responsibility.]]> http://currynavigator.com/index.php?entry=entry080611-235538 Sven Eldring Thu, 12 Jun 2008 06:55:38 GMT http://currynavigator.com/comments.php?y=08&m=06&entry=entry080611-235538 http://currynavigator.com/index.php?entry=entry080527-060203 - - - - - - - - - - - - - - - - - - - - - - - -
From: Rich Drehobl
Sent: Tuesday, May 13, 2008 6:34 PM
To: Jim Relaford
... we have talked about doing something with the buildings for some time, INCLUDING SELLING the buildings, not the property, just the buildings. I have accompanied you Jim, in showing the retail building at least once, where you told the prospective client that we would work with them in any way we could, INCLUDING SELLING the building as is, and leasing the land ...
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(emphasis added)
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From: Jim Relaford
Sent: Tuesday, May 13, 2008 6:57 PM
To: 'rich@port-brookings-harbor.org'
Rich, I agree with everything you have stated except one thing. I have never ADVOCATED selling the property ...
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(emphasis added)]]> http://currynavigator.com/index.php?entry=entry080527-060203 Sven Eldring Tue, 27 May 2008 13:02:03 GMT http://currynavigator.com/comments.php?y=08&m=05&entry=entry080527-060203 http://currynavigator.com/index.php?entry=entry080522-120146 I have copied fully the e-mails concerning “port building for sale.” At the start I have given excerpts from some e-mails that were quoted at the port meeting. The Pilot stated that commissioner Ted Freeman apologized, he send an apologetic e-mail to Lindley, but did NOT apologize to Roy Davis, whom he insulted.
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From: Ted Freeman, Jr.
Sent: Wednesday, May 14, 2008 1:42 PM
This is very simple for me...I do not want to manage the port. I would appreciate Rich continuing and would appreciate all commissioners who want manage the port to @#$% off.
Ted
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From: Rich Drehobl
To: 'roy davis' ; 'Sue Gold' ; 'Ted Freeman, Jr.' ; 'Jim Relaford' ; 'Kathy Lindey'
Sent: Wednesday, May 14, 2008 8:41 AM
I must say Roy, your message sounds awfully accusatory. We had a goal setting meeting that was scheduled and agreed to for the 5th of May. I failed to send a reminder out in time, so it’s rescheduled for the 27th of May. Had we held that meeting you would have had answers to your questions. If you want to manage this port roy, jump right in. But, not till you pay me $15,000 severance pay per my contract. I am asking all commissioners to decide right now what you would like. You can either abide by your own resolution, NO. 229, which reads in part 3. “A board members basic function is policy making—not administrative. …” I will not work under constant interference and scrutiny. Back off and do your job of setting policy and allow me to run the business or start looking for another manager.
…
I would appreciate a response from all commissioners.
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The following documents, from last to first, are public under the freedom of information law. All commissioners, except Sue Gold, participated in the correspondence.
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From: Jim Relaford [mailto:jim@prn-data.com]
Sent: Tuesday, May 13, 2008 10:49 AM
To: Sue Gold; Ted Freeman, Jr.; Roy Davis; Kathy Lindey
Cc: rich@port-brookings-harbor.org
Subject: Building for sale
I think we have jumped the gun here with the signs on the new building and the Cold storage building..
The commission has not approved the sale of any Port property except those items that Mike is auctioning off. As I recall the last goal setting session we approved and encouraged putting a sign on these building that expressed our intent to lease or rent or build to suit.
I, for one, am adamantly opposed to the sale of any port property unless it is mandated or a last gasp effort. We are not at that point.. I would suggest that we may want to discuss this at our next meeting. In the mean time it may be appropriate to change the signs.
Jim Relaford
President
P.O. Box 7769
Brookings, OR 97415
541-251-1563 Phone
800-627-0049 Fax
jim@prn-data.com E-mail
www.prn-data.com Web
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From: Rich Drehobl [mailto:rich@port-brookings-harbor.org]
Sent: Tuesday, May 13, 2008 6:34 PM
To: Jim Relaford
Subject: RE: Building for sale
First let me tell you that the signs were taken down by 2pm this afternoon. In my exuberance to please and accomplish all assigned goals, I may have overstepped my bounds. But, let me recap and see if I did or not. It’s true, that at the goal setting meeting, the goal was, per Bill’s notes anyways, to place “Lease” signs on the buildings. However, we have talked about doing something with the buildings for some time, including selling the buildings, not the property, just the buildings. I have accompanied you Jim, in showing the retail building at least once, where you told the prospective client that we would work with them in any way we could, including selling the building as is, and leasing the land, or entering a long-term lease agreement with substantial deposit, and obtain the loan from OECDD as per our agreement with Bob Repine, and finish the building to suite. Or, as was the case with Curry General, possibly cost share the finishing of the building and then lease. I don’t know, maybe I’m getting too old for this job and losing my memory, but that’s my recollection of the situation. I have received five inquiries about the retail building and one about the cold storage building. I told all of them that the property is not for sale, that only the buildings are for sale, lease or rent. I did jump the gun in that the signs were delivered the day after I ordered them and I haven’t finished the flyers yet. I told all callers that I would fax them the flyers with the info on the buildings as soon as I finished the flyers and had agreement from the commission as to price. I have been working with a realtor to help determine the market value (no commitment to use any realtor). I guess I’m really confused now as to what you all want me to do. So I guess the best thing to do is discuss it at the 20th meeting as Jim suggests. I would love to hear from you all to see if I’m really losing it!
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From: Jim Relaford
Sent: Tuesday, May 13, 2008 6:57 PM
To: 'rich@port-brookings-harbor.org'
Subject: RE: Building for sale
Rich, I agree with everything you have stated except one thing. I have never advocated selling the property.. I’m open to any deal that can be made but will resist selling Port Property. I have made this abundantly clear during Commission meetings, to the newspaper and you and I have discussed this at length.. Selling any Port assets is something I’m adamantly opposed to at this point. I don’t know what situation you are referring to but . Yes, I’m sure I said we will be willing to to be very creative with regard to the disposition of the building but have a hard time thinking I would say we would be willing to sell it. You and I know that it may be the only solution to some of our problems. With over $100,000 in rental income potential it would never make sense to sell it.. Particularly for it’s appraisal.. The agreement we had with Repine was that we bring him an anchor tenant and he will get us the funding to finish the building. In fact if you will recall I told Bob that we were not interested in selling.
So not sure where this comes from. But glad you have put it to rest. In my view.. we will sell but only if absolutely forced to..
In my opinion we need to be encouraging the anchor tenant concept.. Build to suit kind ..
Jim Relaford
President
P.O. Box 7769
Brookings, OR 97415
541-251-1563 Phone
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Subject: FW: Building for sale
Date: Tue, 13 May 2008 18:58:55 -0700
From: jim@prn-data.com
To: suegold@nwtec.com; tedf@hughes.net; kathy@ortrawl.org; rcdboats@hotmail.com
CC: rich@port-brookings-harbor.org
Jim Relaford
President
P.O. Box 7769
Brookings, OR 97415
541-251-1563 Phone
800-627-0049 Fax
jim@prn-data.com E-mail
www.prn-data.com Web
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From: roy davis [mailto:rcdboats@hotmail.com]
Sent: Tuesday, May 13, 2008 8:25 PM
To: Jim Relaford; Sue Gold; Ted Freeman, Jr.; Kathy Lindey
Cc: rich@port-brookings-harbor.org
Subject: RE: Building for sale
I have to agree with you Jim, I also do not wish to sell any port property at this time either, what if anything has been being worked out on behalf of Mr. Tim Patterson? I talked to him last week and he still seems plenty interested. Has there been any contact with Sue Musser about getting help for the RV park so that we can host monthly tenants? Has TJ Benner shown any recent interest or inquirers? Has there been any attempt to contact from port office the new Curry General business director, I met and talked with his wife last week, he has been in Gold Beach working now for six months. As for the cold storage building, why not turn that into our port offices?[ I know money is an issue}
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From: Rich Drehobl
To: 'roy davis' ; 'Sue Gold' ; 'Ted Freeman, Jr.' ; 'Jim Relaford' ; 'Kathy Lindey'
Sent: Wednesday, May 14, 2008 8:41 AM
Subject: RE: Building for sale
I must say Roy, your message sounds awfully accusatory. We had a goal setting meeting that was scheduled and agreed to for the 5th of May. I failed to send a reminder out in time, so it’s rescheduled for the 27th of May. Had we held that meeting you would have had answers to your questions. If you want to manage this port roy, jump right in. But, not till you pay me $15,000 severance pay per my contract. I am asking all commissioners to decide right now what you would like. You can either abide by your own resolution, NO. 229, which reads in part 3. “A board members basic function is policy making—not administrative. Routine matters concerning the operational aspects of the District are to be delegated to professional staff members of the Port” I will not work under constant interference and scrutiny. Back off and do your job of setting policy and allow me to run the business or start looking for another manager.
I have no idea who Tim Patterson is Roy. He has never contacted me, nor has anyone mentioned him to me. What is he interested in? I have been in contact with Sue Musser regarding the RV Park. T.J. has put things on hold until we get the final analysis on the Travelift, which should be this week. I have met with the new Curry General business director and gave him a tour of the retail building (see my e-mail) the second week he was on the job. The building is in a state classified tsunami zone and, therefore, cannot house patients overnight. I am working on the Seafood Processing Grants that the port has had for several years. It is very important to use these grants if we ever hope to receive any other grants. The grants can best be used in conjunction with a cold storage facility. It’s not absolutely necessary, but desirable. Therefore, we can rent or lease it out for a few years as long as it isn’t modified so that it can’t at some point be used again, as a cold storage building.
I would appreciate a response from all commissioners.
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From: Ted Freeman, Jr.
To: rich@port-brookings-harbor.org ; 'roy davis' ; 'Sue Gold' ; 'Jim Relaford' ; 'Kathy Lindey'
Cc: BILL YOCUM
Sent: Wednesday, May 14, 2008 1:42 PM
Subject: Re: Building for sale
This is very simple for me...I do not want to manage the port. I would appreciate Rich continuing and would appreciate all commissioners who want manage the port to @#$% off.
Ted
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From: kathy@ortrawl.org
To: Ted Freeman, Jr. ; rich@port-brookings-harbor.org ; 'roy davis' ; 'Sue Gold' ; 'Jim Relaford'
Cc: BILL YOCUM
Sent: Thursday, May 15, 2008 9:47 AM
Subject: Re: Building for sale
Email between Commissioners are subject to the Freedom of Information Law. It is a public document!
Shame on you Ted!
Kathy Lindley
Administrative Assistant
Oregon Trawl Commission
16289 HWY 101 S, Suite C
Brookings, OR 97415
Phone: 541-469-7830
Fax 541-469-7863
Email: kathy@ortrawl.org
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From: Ted Freeman, Jr.
To: kathy@ortrawl.org
Sent: Thursday, May 15, 2008 1:09 PM
Subject: Re: Building for sale
Yep, your right, I apoligize, I was very much out or order in my choice of words.
Ted ]]> http://currynavigator.com/index.php?entry=entry080522-120146 Sven Eldring Thu, 22 May 2008 19:01:46 GMT http://currynavigator.com/comments.php?y=08&m=05&entry=entry080522-120146 http://currynavigator.com/index.php?entry=entry080517-114902 I have asked for information on this topic. You are invited to make comments or to e-mail me at eldring@nwtec.com.

On July 17, 2007, Jim Relafort stated: “we need to start advertising (to sell assets) now." The sentiment was also voiced by Guy Alvis, Ports Program Specialist for OECDD, "Then you have the ability to sell things." Bear in mind that Alvis stated that if port manager Dave Scott’s employment were terminated, the OECDD would have to re-start the refinancing negotiations and it would take 18 months. And who approved the grants, without giving any (?) thoughts to the difficulty of repayment?

Commissioner Kathy Lindley wrote a Public Forum piece on April 7, 2007. She pointed out some controversial acts of the previous port manager, which resulted in large, unnecessary expenses for the port. She also wrote:

"Are there people who want the refinancing to fail? I answer, 'yes!' "

Would the tasks of the commissioners not be easier now:
- if efforts by several commissioners to curtail the activities of the previous port manager had been successful?
- if the new commission had not reversed two financial decisions of the old commission?
- if the multi-million dollar endowment offer had been accepted?
- if the commission had accepted last fall an offer to renovate the commercial retail building?
- if the harbor master had been more active?
- if the festivals, including the salmon derby, had been a little bit more generous to the port?
- if the payments to the previous "bookkeeper" had not been higher than the salary of the previous port manager? ]]> http://currynavigator.com/index.php?entry=entry080517-114902 Sven Eldring Sat, 17 May 2008 18:49:02 GMT http://currynavigator.com/comments.php?y=08&m=05&entry=entry080517-114902 http://currynavigator.com/index.php?entry=entry080503-123019 Note: Our readers may want to read articles in the “Curry News Wave” at BrookingsHarborLocalNews.com.
Your thoughts are appreciated, please post comments in the Navigator.

The City
A recap of the City’s Financial Systems Status Report of March 10
Brookings Mayor Pat Sherman Quits
City of Brookings Network Contract: Interview with NWTEC - 7/26/07
A gentlemen's agreement at the city 7/24/07
City of Brookings Network Support Contract: My pre-interview comments – 6/14/07
Chronology of the pelican bay fiber network - 5/10/07

The Port
Highlights of some Port Meetings, starting with Sept. 2007 meeting
Why was the offer of a multimillion endowment plan withdrawn?-12/14/07
Clean up the port ... – 11/28/07
Financial irresponsibility at the port - 10/7/07
A renewed sense of purpose at the port? - 9/7/07
The Byrtus encroachment - 8/30/07
Good bye, Mr. Scott - 8/28/07
A Gentleman's agreement (at the port) - revised 8/11/07
A gentleman arrives in Brookings – 7/25/07
Objective Pilot reporting? – 4/28/07
The Pilot runs out of paper – 4/25/07
Opinion: Foresight is needed – 4/20/07

Other
Book review: Animals and the Afterlife 12/11/07
George Washington – 6/8/07

To find an article not printed on the first page, click on "next" on the bottom of the page.
Or go to the right hand column, you have several options:
Click on "Archives," then on the month of publication.
Or click on "stats" and select an article of interest in "10 most viewed articles" or "10 most commented articles".
Or use the search function. Enter any word (or portion of a word) in the "Search" box in the right-hand column. However, the search may not list some old articles in which the word occurs.

You can find "Byrtus” in 8 articles
Crabtree in 9
Davis in 3
Drehobl in 3
Gold in 4
Hughes in 4 (plus numerous comments)
Lindley in 5
Pilot in 7
Relafor in 6 (plus 6 comments)
Scott in 11
Number of articles as of December 9, 2007]]> http://currynavigator.com/index.php?entry=entry080503-123019 Sven Eldring Sat, 03 May 2008 19:30:19 GMT http://currynavigator.com/comments.php?y=08&m=05&entry=entry080503-123019 http://currynavigator.com/index.php?entry=entry080501-230438 [Editorial]
Candidates won't work for free
by Ralph Martin, Harbor Community Action Committee

Editor:
At the Commissioner Candidate Forums I heard the line, “You get the government you pay for,” repeated over and over. If you believe we are getting the government we pay for from the Federal Government on down, either you are very naïve or you’re not paying attention.

We have Marlyn Schafer, the person most responsible for the financial mess the County is in, and seven new candidates that are looking to be paid an $84,000 a year pay and benefit package, when they are all vying for a learner’s permit.

They all say you can’t get good volunteers. All you have to do is look at the volunteer County Planning Commissioners who are much more professional than the current crop of County Commissioners and that argument doesn’t hold water. If you really want to see why the current Commissioners are putting in so many hours to do their jobs, one only has to watch a County Commissioner meeting in person or on cable channel 99. What you will see is government by giggles and guffaws. The lack of professionalism is very apparent.

The candidates have all adopted the Schafer philosophy that this job takes 50 – 60 hours a week. With Home Rule and an experienced professional County Administrator, the Commissioners job becomes part time and as advisory policy setters only. There is no need for the Commissioners to micro-manage the department heads as they do now. The job of the Commissioners would be to hire good people, then get out of the way and let them do their job.

During the candidates forum, I heard a lot of totally impractical pie in the sky ideas on ways to bail the County out. Not once did I hear a candidate say they would look for ways to eliminate unnecessary positions.

For the good of us all, sign the petition and vote for the Charter when it’s placed on the ballot in November.]]> http://currynavigator.com/index.php?entry=entry080501-230438 Sven Eldring Fri, 02 May 2008 06:04:38 GMT http://currynavigator.com/comments.php?y=08&m=05&entry=entry080501-230438 http://currynavigator.com/index.php?entry=entry080329-040406 The full report was printed in the Curry Coastal Pilot on March 12.

(Note: It is also reprinted in the Navigator. I forgot to mention in my letter to the Pilot that ex-mayor Sherman was complaining about not getting the monthly financial report - this was due to Paul Hughes unceremonious premature departure, which left city staff shorthanded. Sherman did not criticize Hughes - you can read quite a bit about Hughes in the Navigator.)

For the convenience of the reader who does not have the time to read the full report of about 1,500 words, here is a recap of several points of the full report, printed in todays' letter to the Pilot:

Our new Administrative Services Director was able to achieve an interest rate enhancement of two points on our investment.
Management is evaluating and making some changes to operating systems. Areas of duplication of effort and other operating inefficiencies have been identified.
Internal controls systems:
Management has requested information from employees concerning use of technology. Current accounting system practices used by the City involve a large number of manual transfers and postings. This makes the system susceptible to errors. Staff is reviewing alternative systems available through the City’s existing accounting software provider to help resolve this situation.
The administration has implemented a system of cross training.
Operating Department managers are now required to “code” invoices for purchases made by their Department to the appropriate budget account, rather than having accounting staff perform this function. This also helps the Department directors to manage their own budgets and to take more responsibility for this.
All invoices are reviewed at two or more levels before payment is authorized.
Some record keeping functions need to be brought current. Job descriptions need comprehensive review and updating.
About engineering costs, management has implemented new operating procedures to reduce the cost of professional services for public improvement review.

Sven Edgar Eldring]]> http://currynavigator.com/index.php?entry=entry080329-040406 Sven Eldring Sat, 29 Mar 2008 11:04:06 GMT http://currynavigator.com/comments.php?y=08&m=03&entry=entry080329-040406 http://currynavigator.com/index.php?entry=entry080310-144339
Pat, where was your scrutiny and your zeal to take your “oversight responsibility seriously” when former finance director Paul Hughes was in charge? Your past shortcomings in showing “responsible oversight” put your judgement of the present finance director’s performance in question.

You did not scrutinize the performance of Hughes. Hughes allowed PRNdata to provide computer service support for several years without a contract. For many years he accepted at face value “PRNdata-invoices” for computer services – no original bills were required. Also, there were no records that would account for the disposition of older equipment that was replaced.

His role in awarding the computer service support contract to PRNdata was reported thoroughly in the CurryNavigator.com last year. He managed to withhold vital information from the city council, thus seemingly disqualifying NWTEC’s bid for the contract. This resulted in the council accepting PRNdata’s skimpy six-page personal history/proposal (a "proposal" consisting of 1 page plus 5 lines) over the professional 30-page proposal from NWTEC. Is the quality of the bids an indication of the quality of the service provided?

Why did Hughes precipitously leave town, shortly after this exposure? This, according to city manager Gary Milliman, has caused problems in the finance department, because it took the city two months to find a replacement. Why did the Pilot delay reporting his resignation for three weeks? Did it take him that long to find a new job, after quitting or being fired?

The Pilot wrote on March 5: “[CPA] Robert Wall … seemed to back the mayor’s concerns about the current situation. “ (emphasis supplied.) But the city’s auditor Wall&Wall rubberstamped the aforementioned irregular proceedings in Hughes’ finance department for many years.

Sherman charges that: “Dunn has destroyed the finance department.” Good, in my opinion Hughes’ finance department cried out for drastic changes.

On March 4, Milliman stated that Sherman’s action is part of her ongoing effort to force him to resign after six months on the job. Her disparaging remarks about him were "unfounded and distorted." "For example, she has used the e-mail comment by … Mr. Wall concerning his knowledge of the city's accounting practices for the past seven months completely out of context.”

Did Patti Dunn’s four-month-work as finance director unearth other shortcomings, to activate Sherman’s new-found sense of oversight responsibility?

The Pilot’s cartoon shows smoke in the finance department. The reader might draw conclusions from the cartoon and the articles, but in my opinion, Dunn and Milliman are the firefighters.]]> http://currynavigator.com/index.php?entry=entry080310-144339 Sven Eldring Mon, 10 Mar 2008 21:43:39 GMT http://currynavigator.com/comments.php?y=08&m=03&entry=entry080310-144339 http://currynavigator.com/index.php?entry=entry080310-023932 COUNCIL AGENDA REPORT
Meeting Date: March 10, 2008
Originating Dept: City Manager
Subject: Financial Systems Status Report
Recommended Motion: No action required.
Background/Discussion:
This is an information report on various issues relating to the City’s financial status and internal controls system.
CASH BALANCE AND INVESTMENTS
The City currently (as of March 5, 2008) has $9,345,458.65 in cash on deposit with Umpqua Bank, Chetco Federal Credit Union and the State of Oregon Local Government Investment Pool.
The Administrative Services Director was recently able to achieve an interest rate enhancement of two points on our investment accounts by “shopping” the rate with competitive institutions.
ADMINISTRATIVE SERVICES DEPARTMENT STAFFING
At full staffing, the Administrative Services Department consists of four employees, including the Director.
Previous Administrative Services Director Paul Hughes resigned effective August 31, 2007 and current Administrative Services Director Patti Dunn was appointed on November 1, 2007. Thus, there was a three month gap in the management of this Department. Department employees and the City Manager took on additional responsibilities during this period to make sure that all operating systems were sustained. Work on some items, such as updating the employee handbook as requested by the City’s insurance carrier and producing monthly financial statements, were delayed.
Upon the arrival of a new Administrative Services Director (ASD), management began evaluating and making some changes to operating systems. Some of these changes were initiated by the City Manager who identified areas of duplication of effort and other operating inefficiencies during the ASD vacancy period. Employee job descriptions were reviewed and management requested information from employees concerning current job duties, use of technology and “time to complete” certain job functions.
Effective February 25, Administrative Services Assistant Hilary Thompson resigned to accept a similar position with the City of Florence. Thompson’s key assignments included payroll processing, financial statements, managing employee benefits and human resources functions.
Management is currently evaluating all functions within the Administrative Services Department to determine an appropriate alignment of duties and an appropriate staffing level. The previous ASD had recommended an additional employee for this Department to handle human resources functions. Current management is not convinced that additional personnel are needed, and we are including the possible outsourcing of some functions as a part of our review. Some internal shifts have already occurred. For example, operating Department managers are now required to “code” invoices for purchases made by their Department to the appropriate budget account, rather than having accounting staff perform this function. This also helps engage the Department directors in managing their own budgets. Another example is that preparation of the monthly Building Department activities/statistical report (permits, etc.) has been shifted to the Building Official.
We are also exploring the use of temporary personnel services to assist in the interim; we have contacted the temporary services firm utilized recently by the City of Crescent City when they found themselves in similar circumstances
Some procedural changes are affecting operating departments. For example, supervisors who approve employee payroll time cards which include paid leave hours are now being required to verify that the employee has the leave hours available “on the books” rather than relying on the payroll clerk to do the verification and then recirculate the time card if correction is needed. Management believes that when a supervisor approves vacation leave, the supervisor should know if the requesting employee has vacation leave available. Small procedural changes such as this where operating department take more responsibility for managing their budgets and personnel can assist in relieving an overburdened Administrative Services Department staff.
ADMINISTRATIVE SERVICES DEPARTMENT OPERATIONS
The Department employee who recently left was primarily responsible for payroll. There had been no cross training of other employees in performing the payroll function. During the last week of the departing employee’s tenure, a six-year employee was trained on the payroll system and the first payroll was produced by this employee the week of March 3. All payroll and related payroll tax functions are current.
All utility billing functions are current, and all accounts payable functions are current. Utility bills were calculated and mailed, on time, also the week of March 3. All invoices are reviewed at at least two levels before payment is authorized. Purchase orders are issued by Departments and small purchases are made by employees who are authorized to do so. Appropriate control systems are in place.
Some human resources functions (recruitment, for example) have been performed as a joint effort of Administrative Services Department, City Manager’s Office and operating Department employees. Some recordkeeping functions need to be brought current. Updating the Employee Handbook, which was requested by the City’s insurance carrier in March, 2007, has not been accomplished. Job descriptions need comprehensive review and updating.
Employees of the Administrative Services Department, City Managers Office and operating Departments have worked together to “cover” the public counter and other day-to-day functions.
Work on the 2008-08 budget has begun. Budget worksheets were issued several weeks ago, and the ASD began meeting with individual Departrment directors the week of March 3.
FINANCIAL REPORTS
It has been past practice in Brookings to generate a monthly financial statement of expenditures and revenues with allocations to appropriate funds. While not a requirement of law, this provides an additional tool to assist department directors in managing their budgets. As we were unable to keep up with this practice during the staff shortage period, a draft mid-year financial report was issued to all departments. The comparison of department budget vs. actual expenses through December 31 were reported to the Council in my Weekly Report dated January 11 as follows:
Council/City Manager: 53%
Police: 49%
Fire: 57%
Judicial: 57%
Planning/Building: 43%
Non-Departmental: 41%
Streets: 43%
Water Distribution: 39%
Wastewater Collection: 92%
Wastewater Treatment: 50%
At 50 per cent through the year, all departments are reasonably close to being within budget. In the weeks following the issuance of the mid-year report, we were able to identify a number of journal entry or posting errors which skewed several Department line items out of balance. Corrections have been made. The Wastewater Collection expenditure budget overage related directly to unanticipated overages in engineering and contract services relating to safety improvements at the Wastewater Treatment Plant following an OSHA inspection.
Staff has completed updating monthly financial reports through November, although the ASD has identified some corrections needed to earlier reports. The ASD anticipates that the monthly financial reports relating to revenue and expenditures actual versus budget will be completed through January by March 24, and that reports with full bank reconciliations and errors corrected will be completed by April 11. This will get us back on a regular cycle.
Because current accounting system practices used by the City involves a large number of manual transfers and postings, which makes the system susceptible to errors. Staff is reviewing alternative systems available through the City’s existing accounting software provider to help resolve this situation. There has also been little or no cross training of Department employees in areas such as payroll and financial statement preparation.
However, there remain two areas of concern with respect to expenditures. These are in the areas of legal services and engineering. The City experienced higher than anticipated costs in legal services relating to land use issues, specifically issues dealing with the Urban Growth Area dispute between the City and the County, and litigation involving the Pacific Terrace project. The City also experienced unanticipated legal costs associated with employment related matters (unrelated to the Administrative Services Department) which arose in early 2007. Legal costs associated with these issues have either been curtailed as a result of the matters being settled, or because the ongoing cost has been shifted to our insurance carrier.
With respect to engineering costs, management has implemented new operating procedures to reduce the cost of professional services for public improvement review. Some unanticipated costs have occurred as a result of the City’s grant application preparation efforts. The City recently received four proposals for “as needed technical services.” The award of a new technical/engineering services contract and implementation of control systems should reduce engineering costs going forward.
AUDIT SERVICES
We have received notice from Wall and Wall that they are terminating their audit services contract with the City. The latest contract was awarded in June, 2007, and would have continued through completion of the 2009 audit.
Staff is preparing a Request for Proposals for audit services which will be circulated to companies who have expressed interest in providing this service, will be distributed to various municipal finance organizations, and which will be posted on the League of Oregon Cities website.
FINAL NOTE
The City Manager and the Administrative Services Director are available to meet with individual City Council members or a Council committee at any time to review the City’s books, records, accounting and internal controls procedures.
Attachments: 1) Current Bank Account Balances Summary
2) Sample Detail Ledger needing review and updating from July, 2007]]> http://currynavigator.com/index.php?entry=entry080310-023932 Sven Eldring Mon, 10 Mar 2008 09:39:32 GMT http://currynavigator.com/comments.php?y=08&m=03&entry=entry080310-023932 http://currynavigator.com/index.php?entry=entry080309-181657 Brookings Mayor Pat Sherman Quits

There is an interesting follow-up story - you can click on "comment" at the bottom of this article. The reply of the city manger is given in his report, posted on March 10. He does not engage in a dialogue with Sherman or try to refute her unsubstantiated charges.

Sherman submitted her resignation on March 3rd.

City Manager Gary Milliman said the following day that Sherman’s action is part of her ongoing effort to force him to resign after six months on the job.

"There are serious problems in the City's Finance Department, and in the City Manager's office," Sherman said in her letter of resignation. "My sense of the council is, that the majority (Larry Anderson, Dave Gordon and Ron Hedenskog) does not comprehend the city's critical administrative problems. I have done everything I can to sway them."

Councilors Gordon and Anderson indicated that in their opinion Sherman's "last ditch lobbying effort" (to sway them to Sherman's point of view) was an improper action.]]> http://currynavigator.com/index.php?entry=entry080309-181657 Sven Eldring Mon, 10 Mar 2008 01:16:57 GMT http://currynavigator.com/comments.php?y=08&m=03&entry=entry080309-181657