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Home My WebLink About2013 04-09 CC HA ADJ MINBook 95 / Page 62 04-09-2013 MINUTES OF THE ADJOURNED REGULAR MEETING OF THE CITY COUNCIL AND COMMUNITY DEVELOPMENT COMMISSION — HOUSING AUTHORITY OF THE CITY OF NATIONAL CITY FY 2013-2014 BUDGET — STRATEGIC PLANNING WORKSHOP April 9, 2013 The Adjourned Regular Meeting of the City Council and Community Development Commission — Housing Authority of the City of National City was called to order at 7:15 p.m. by Mayor / Chairman Ron Morrison. ROLL CALL Council / Board members present: Cano, Morrison, Natividad, Rios, Sotelo-Solis. Administrative Officials present: Cissel, Dalla, Deese, Duong, Manganiello, Parra, Raulston, Roberts, Rodriguez, Silva, Smith, Stevenson, Vergara, Williams, Ybarra. Others present: City Treasurer Mitch Beauchamp and Student Representative Nallely Aceves. PLEDGE OF ALLEGIANCE TO THE FLAG BY MAYOR RON MORRISON STRATEGIC PLANNING AND FISCAL YEAR 2013-2014 BUDGET WORKSHOP 1. City Manager Overview City Manager Leslie Deese presented opening remarks and an Overview of the FY 2013-2014 Preliminary Budget and Strategic Planning Workshop, reviewed the planned agenda and introduced individual staff members Minh Doung, Jessica Cissel, Manuel Rodriguez, Claudia Silva, Michael Dalla, Alfredo Ybarra, Stacy Stevenson, Tina Norrdin, Brad Raulston, Mark Roberts, Joe Smith, Steve Manganiello, Frank Parra Armando Vergara and Financial Advisor Michael Bush who made individual presentations on the below listed topics. NOTE: All presentation materials are attached as Exhibit "A" 2. Budget Presentation a. Fiscal and Operational Impacts 1. Global 2. Federal and State 3. Redevelopment 4. Community Development Block Grant (CDBG) 5. Sunset of District Sales Tax Book 95 / Page 63 04-09-2013 STRATEGIC PLANNING AND FISCAL YEAR 2013-2014 BUDGET WORKSHOP (cont.) 2. Budget Presentation (continued). b. Budget Preview 1. Fund Balances 2013 2. Revenues & Expenditures 2013 3. Revenue Projections 2014 4. Expenditure Projections 2014 5. Capital Improvement Program Overview (CIP) 6. Budget Process 3. 2013-2018 Proposed National City Strategic Plan 4. Request for Direction 5. Public Comment None 6. City Council Comments and Direction Vice Mayor Natividad thanked the City Manager and staff for a great presentation, expressed concern that "solar" was not mentioned in the Strategic Plan section dealing with 'Quality of Life' and suggested that the Strategic Plan wording be changed from "initiate amortization" to "continue amortization." Council Member Sotelo-Solis asked for clarification on the Police Department reorganization and the utilization of personnel in acting positions. Member Sotelo-Solis requested that staff return with ideas for formal policy direction on the one -cent sales tax, suggested working closer with the State Department of Finance and local School Districts; adding "moving the Public Works yard" as a Strategic Plan Item; as well as adding a city-wide volunteer coordinator and a legislative plan as Strategic objectives. Council Member Rios asked for clarifications regarding the physical location and administration of a merged Engineering -Public Works Division as well as Housing & Grants; encouraged that cross -training efforts apply to part-time employees, asked for information on past salary increases for part-time staff and stressed the importance of consistent procedures for getting information out to the public. Book 95 / Page 64 04-09-2013 STRATEGIC PLANNING AND FISCAL YEAR 2013-2014 BUDGET WORKSHOP (cont.) 6. City Council Comments and Direction (continued). Council Member Cano said he believes it is important to provide incentives to those people who have been working out of their classification and to reward them for their work. Mr. Cano asked how closely the city has been working with the employee unions in cross - training and seeking volunteers. Mayor Morrison complimented staff for their efforts, said the loss of the district tax would be catastrophic to the community and requires putting together a Strategic Plan to show the people what the City is doing. The Mayor said the City Council needs to make a decision soon on when to go back to the people regarding the tax. City Treasurer Beauchamp said it is important to focus on the sales tax as soon as possible and the relocation of the Public Works yard and suggested consideration be given to lowering development fees to stimulate growth. ADJOURNMENT Motion by Sotelo-Solis, seconded by Rios, to adjourn the meeting to the next Regular Meeting of the City Council and Community Development Commission — Housing Authority of the City of National City to be held Tuesday, April 16, 2013 at 6:00 p.m. at the Council Chambers, National City, California. Carried by unanimous vote. Regular Meeting of the Successor Agency to the Community Development Commission as the National City Redevelopment Agency to be held Tuesday, April 16, 2013 at 6:00 p.m. at the Council Chambers, National City, California. The meeting closed at 8:48 p.m. Book 95 / Page 65 04-09-2013 The foregoing minutes were approved at the Regular Meeting of May 7, 2013. Mayor [Bud9etand Strategic Planning.. April 9, 2013 +- IINIifONNSA.-� NATIONAL'CITY [Agenda City Manager Overview Budget Presentation 2013-2018 Proposed Strategic Plan City Manager Closing Comments / Request for Direction Public Comments City Council Comments and Direction 2 EXHIBIT 'A' (Overview Leslie Deese, City Manager *- 6ALIFRRRIA -. NATION CITp [Public Noticing Public noticing of workshop o Website o E-blast o Facebook o Twitter o Council agendas 4 Overview Background Change is Constant Managing Change Classification Studies Reorganization (Phase I and Phase II) 5 ea0[eRNM — NATIONAL CITY aaw Neighborhood Councils Mayor and City Council 4 City Manager City Clerk City Treasurer amerces Manager Director of fdririerative Services Flnen e Human Resources MIS Risk Management Emergaoy Services Baking Fire Ervoneering Executive Director Commie Services 1 Library 1 Neghborlo 1 Services 1 Plenning Police Pudie Worke C11119Ae4 — NAB )BMIXI fl. Director of Administrative Services Finance Hunan Resources k MIS Risk Maregemert Neighborhood CounaM Emergency Services 1 Bulling Fire Engineering Environmental Heats Public Works City Clerk City Treasurer Asset Maregement Overview Organizational Development Report Writing Workshop o Strategic Business Planning Implementation Workshop (mgrs and execs) o Executive Retreat o Customer Service Training Training and cross training Overview Organizational Tools Payroll/project accounting software CDP permit and project tracking Wi-Fi in City facilities Legistream/agenda management [Overview Preparing for Fiscal Cliff: Sunset of District Tax in 2016 > One Time Cash Infusion due to Redevelopment Dissolution 0 3-Year Operating Plan Service Delivery and Prioritization of Services o Projected revenue loss ■ Revenue recovery 65 Fee / Permit Analysis 10 Fiscal and Operational Impacts Michael Bush, Finance Advisor Minh Duong, City Librarian Jessica Cissel, Recreation Superintendent Manuel Rodriguez, Police Chief Claudia Silva, City Attorney Michael Dalla, City Clerk �-. OALIFORNIA --. NATIONAL CITV Global Impacts Percent Job Losses in Post WWII Recessions -1948 —1953 —1957 —1990 1969 —1974 1990 —1931 —1990 —2001 —2007 0 3 4 / g 10 13 14 11 11 20 22 24 34 L 30 12 34 44 11 40 42 44 44 4 SO S3 S4 Sl St 40 42 44 Si U 70 NumberotMonths After PeakEmployment new I.wvv.cakularSr%kbleprom/ 13 Global Impacts Cwnv CC..DM c....: 10..370 '00 Ol 92 92 O. 96 Ox VS 90 2000 2001 2002 2003 2004 2005 2000 2007 moo 2090 2010 2011 31,200.000N voD.00DK 3200.000K 50.000.000K {..000.00OK 33.200.000N ..000,000K $...00.0001, 3..ODO.WDK L3.600.000K 2012 Federal and State Impacts Sequestration Public Safety Grants Housing and Grants — Section 8 Funding CDBG/HOME Allocations Nutrition Center funding State Budget Unfunded State Mandates Regional water quality control board new permit requirements (storm water compliance) 15 Pension Rates Fiscal Year 2013-2014 c> General employees: 2.903% increase Public Safety employees: 4.885% increase Fiscal Year 2015-2016 o Recalculating the normal rate for employer contributions Mortality rate adjustments Smoothing and Amortization 16 Health Care Affordable Care Act 2014 mandates will result in 5% to 6% increase in medical premiums May require the City to provide medical coverage to more employees or face penalties 17 Redevelopment Continued wind -down is Transition to Countywide Oversight Board 1. Administrative Costs exceed Cost Allowance Impacts to Projects CYAC: still on appeal with pending $2M attorneys' fees portion 18 Redevelopment: Project Impacts $38M in Tax Allocation Bonds (TABS) issued in 2011 Use of $15M in bonds approved for WI-TOD Use of balance still in dispute Pending legislation addressing 2011 TABS Park & Street projects impacted 10 Redevelopment: Impacts to the City it Economic development Infrastructure improvements IN Ability to eliminate blight No Threat of sales and property tax takes (clawbacks) Audits Affordable housing 20 Community Development Block Grant (CDBG) Current impacts (FY 13-14) Overall 33% reduction in CDBG Funding (estimated for FY 13-14) Future impacts (FY 14-15 and beyond): City wide ADA Improvements (approximately $200,000/year) City wide drainage improvements (approximately $100,000/year) 2, Community Development Block Grant (based on estimated FY13-14 funding) At Risk Youth After School Teen Program - "Supreme Teens" Concrete Improvements to Upgrade Pedestrian Ramps, Sidewalk, Curb, and Gutter [CDBG — Community Services ▪ Successes of Learn to Swim, Neighborhood Council, and Tiny Tots Programs Learn to Swim is a public safety program. Approximate annual impact is 130 youth and adult residents NHC is a City Council initiated program. It serves approximately 700 residents on an annual basis. The Tiny Tots program has been in existence in National City for over 30 years. The program serves approximately 62 preschoolers on an annual basis. Impact to program/service delivery Loss of part-time lifeguards Impact to Neighborhood Council position funding Loss of community engagement and prevention services Total impact= approximately 900 community members annually 23 CDBG — Neighborhood Services Successes of Neighborhood Preservation Program c Over 840 individual residents served by program Free Neighborhood Clean-ups for focused neighborhoods c Addressed blight, land use and zoning standards Impact to program / service delivery Loss of funding for two full time positions ▪ Code Conformance Officer I • Graffiti Abatement Tech Impact to focus of property conservation & community appearance Loss of maintaining community engagement 24 CDBG - Library Success of Literacy program: Served approx. 150 adult learners (and their pre-school children) on an annual basis Impact to program/service delivery Loss of the Literacy/Volunteer Coordinator position Curtail delivery of literacy services Hinder successful management of the volunteer engagement program => reduce ability to sustain programs/services No leverage to seek additional grant funding 25 [Sunset of District Sales Tax w Expires September 30, 2016 Service delivery and prioritization of services Projected revenue Toss Occurs within 5 year strategic plan cycle Options Take no action - Tax expires Initiate a process for a public vote to extend District Sales Tax Explore alternative taxing and revenue sources 28 Sunset of District Sales Tax Established Election Dates 2014 2015 2016 April 8 June 3 Nov 4 March 3 June 2 Nov 3 Feb 2 April 12 June 7 Nov 8 Misc. Special Primary Election General Election Misc. Special Misc. Special Misc. Special Presidential Primary Misc. Special Primary Election General Election January 10 March 7 August 8 December 5 March 6 August 7 November 6 January 15 March 11 August 12 $260k - $290k $22k $0 $260k - $290k $260k - $290k $260k - $290k $260k - $290k $260k - $290k $22k $0 27 [Recess 5 minutes Budget Preview — a Birds Eye View Mark Roberts, Director of Finance Steve Manganiello, City Engineer CMMIFORMM -• NATIONALclip aaw iacovoserm FY 2013: Impact on Fund Balance — Projected Revenue $ 40,283,745 Transfers In 120,612 Total Revenue & Transfers In $ 40,404,357 Expenditures $ (37,613,486) Transfers Out (1,817,144) Total Expenditure & Transfers Out $ (39,430,630) Fund Balance Change $ 973,727 Beginning Fund Balance $ 17,916,938 Ending Fund Balance $ 18,890,665 Budgeted Ending Fund Balance $ 16,683,356 Change in Fund Balance Compared to Budget $ 2,207,309 30 [FY 2013: Impact on Fund Balance — Adjusted Projections Total Revenue & Transfer In Total Expenditures & Transfer Out Surplus / (Deficit) $ 40,404,357 (39,430,630) $ 973,727 Recommended Adjustments: Fire -Department $ (79,423) Underground Storage Tank (19,999) noNne°""ALe"°`°""" Total Recommended Adjustments $ (99,422) $ (19,999) Fund Balance Change Beginning Fund Balance Ending Fund Balance $ 874,306 $ 953,728 $ 17,916,938 $ 18,791,243 $ 18,870,666 31 FY 2013: Revenues As of 12/31/12 Adjusted Projected Projected Actual Budget Projected Variance Variance % Sales Tax $ 3,808,463 $ 10,567,101 $ 11,023571 $ 456,470 4.3% Proposition 0/ District Tax 3,053,857 9,410,000 9,192,000 (218,000) -2.3% Property Tax 723,853 1,537,243 2,061,748 524,505 ' 34.1% Properly Tax in Lieu of VLF 4,931,260 5,121,839 190,579 3.9% Properly Tax in Lieu of Sales Tax 3,522,366 3,415,323 (107,043) -3.0% Other Revenue 2,958,440 9,413,138 9,469,264 56,126 0.6% Total $ 10,544,613 $ 39,381,108 $ 40,283,745 $ 902,637 2.3% 32 FY 2013: Expenditures As of 12/31/12 Adjusted Projected Projected Actual Budget Projected Variance Variance % Personnel Senrices $ 11,153,732 $ 25,866,701 $ 24,794,516 $(1.072,185) -4.1% Maintenance & Operations 1,599,632 4,126,368 4,126,368 0.0% Other Expenditures 4,151,658 8,692,602 8,692,602 - 0.0% Total $ 16,905,022 $ 38,685,671 $ 37,613,486 $(1,072,185) •2.8% 33 FY 2013: Revenues As of 3/31 /13 Adjusted Projected Projected Actual Budget Projected Variance Variance % Sales Tax 5 6.684,472 $ 10,567,101 $ 10,930,313 $ 363,212 3.4% Proposition D / District Tax 5,420,493 9,410,000 9,065,000 (345,000) -3.7% Property Tax 1,338,560 1,537,243 2,061,748 524,505 34.1% Property Tax in Lieu of VLF 2,560,919 4,931,260 5,121,839 190,579 3.9% Property Tax in Lieu of Sales Tax 1,707,662 3,522,366 3,415,323 (107,043) -3.0% Other Revenue 6,151,368 9,537,423 9,612,705 75,282 0.8% Total $ 23,863,494 $ 39,505,393 $ 40,206,928 $ 701,535 1.8% 34 FY 2013: Expenditures As of 3/31 /13 Actual Personnel Services $ 17,850,051 Maintenance & Operations 2,079,555 Other Expenditures 6,101,273 Total $ 26,030,879 Adjusted Projected Projected Budget Projected Variance Variance % $ 25,787,278 $ 24,809,927 $ (977,351) -3.8% 4,221,522 4,221,522, 0.0% 8,714,036 8,694,037, (19,999) -0.2% $ 38,722,836 $ 37,725,486 $ (997,350) -2.6% 35 FY 2013: Impact on Fund Balance — Projected Revenue $ 40,206,928 Transfers In 120,612 Total Revenue & Transfers In $ 40,327,540 Expenditures $ (37,725,486) Transfers Out (1,817,144) Total Expenditure & Transfers Out $ (39,542,630) Fund Balance Change $ 784,910 Beginning Fund Balance $ 17,916,938 Ending Fund Balance $ 18,701,848 Budgeted Ending Fund Balance $ 16,807,641 Change in Fund Balance Compared to Budget $ 1,894,207 36 FY 2014: Revenue Projections Sales and related tax projections lowered w Additional revenues 37 FY 2014: Expenditure Projections Employer -paid pension contributions Health Care Environment -related c Stormwater runoff compliance 0 Environmental Health Division o: Sweetwater Channel Maintenance CDBG/HOME Program impacts Capital Improvement Program (CIP) 38 Capital Improvement Program (CIP) Overview Addresses the planning, construction and financing of: major public infrastructure improvements such as streets, sidewalks, ADA pedestrian ramps, sewers, storm drains, street lights and traffic signals; buildings, parks, and information technology; and large-scale development projects (e.g. WI-TOD). P Manages and provides recommendations for maintenance, financing and replacement schedules for the City's fleet Funding sources for Capital Projects often have restrictions (scope, timeline for expenditures, etc.) 39 CIP Project Evaluations & Recommendations CIP is administered by the Engineering Department • CIP Committee reviews project proposals presented by City departments on an annual basis ■ Key criteria considered include: c health & safety requirements c Community support project costs & schedule available funding consistency with the City's General Plan and other long- range planning documents on -going maintenance costs CIP Committee recommendations are presented to City Council as part of the City's annual budget 40 [ciP Budget Process "Sliding" Five-year budgeting process for establishing the City's capital priorities and financing plan First year of the five-year program represents the "approved" capital budget, which is incorporated into the City's annual budget Projects slated for subsequent years in the program are for planning purposes only and do not receive expenditure authority 4, Strategic Plan — CALIFORNIA -. NATIONAL CITY .co,.os.f'O Strategic Plan Elements Provide Quality Services Achieve Fiscal Sustainability Improve Quality of Life Enhance Housing and Community Assets Promote Healthy Community 43 Objective 1: Provide Quality Services Frank Parra, Director of Emergency Services + CAUFQMKIA -+ NATIONAL OTY [Provide Quality Services a) Practice the five core values (Commitment, Customer Service, Courtesy, Communication, and Collaboration) with our diverse customer base. b) Align workforce with City's objectives and provide training and support necessary to fully develop employees. c) Expand public access to City services and information. 45 [Provide Quality Services d) Pursue public safety goals and objectives and enhance disaster preparedness (Police, Fire, Emergency Medical Services, Homeland Security). e) Analyze internal processes for efficiency and implement technology solutions where feasible. 46 1 b. Align workforce with City's objectives and provide training and support necessary to fully develop employees. 1 d. Pursue public safety goals and objectives and enhance disaster preparedness (Police, Fire, Emergency Medical Services, Homeland Security). Public Safety Goals and Objectives Sidewalk CPR Paramedic Contract out for RFP Primary and Secondary EOC ■ Active and expanded CERT Program Police AED program Police wellness Crime Prevention Volunteerism Employee development 49 Objective 2: Achieve Fiscal Sustainability Stacey Stevenson, Director of Administrative Services Joe Smith, Director of Public Works NATt .CITY Achieve Fiscal Sustainability a) Prepare effective budget, accurately forecast funding sources, manage investments wisely, provide consistent financial reports, maintain clean audits, and update finance and budget policies. b) Prepare a 3 year operating plan that prioritizes service and staffing levels in preparation for sunset of district tax. c> Establish economic development programs to retain existing businesses and stimulate new investments. 51 Achieve Fiscal Sustainability d) Fund replacement reserves, or create financing plans, for fleet, facilities and other City assets. e) Partner with community organizations, schools, and other public agencies in the efficient and cost effective delivery of services. 52 4a. Prepare effective budget, accurately forecast funding sources, manage investments wisely, provide consistent financial reports, maintain clean audits, and update finance and budget policies. Budgeting and Financial Management Established new budget team Quarterly budget reports Investment team le Audit and Financial Advisor Requests for Proposals (RFP's) 54 Budgeting and Financial Management Continuous improvement Developing new reporting formats Address audit findings Finance, budget and purchasing policies and procedures Budget format Workshops 55 2d. Fund replacement reserves, or create financing plans, for fleet, facilities, and other City Assets Financing of Fleet, Facilities and Other Assets Cities aging fleet and facilities Establish replacement plan for fleet and facilities Leasing of sedans and equipment up to 3/ ton trucks Finance purchase for all vehicle types 57 Objective 3: Improve Quality of Life Brad Raulston, Community Development Executive D i recto r «. ML FORMA-+ pATYbNAL CITY Improve Quality of Life a) Implement Neighborhood Action Plans by working with residents to prioritize projects. b) Pursue green initiatives and build a sustainable city. �) Help organize community events and support social gatherings. 58 mprove Quality of Life d) Update sign ordinance to improve community character and draw attention to important gateways, corridors and intersections. e) Support Pier 32 (GB Capital Holdings) expansion plans and work with Port District to fund public process and public improvements. 80 +-CRl.IFONNIA -. NATIOet:N. CITp Objective 4: Enhance Housing and Community Assets Alfredo Ybarra, Community Development Manager Brad Raulston, Community Development Executive Director Michael Bush, Financial Advisor Enhance Housing and Community Assets a) Continue providing housing opportunities at all income levels and develop programs to improve existing conditions. b) Utilize the existing public works yard for a neighborhood park and affordable family housing (Westside Infill Transit Oriented Development: WI- TOD or Paradise Creek Project). c) Maintain and improve City's infrastructure and find alternative funding to construct public facilities, park improvements, and other capital needs. 62 Enhance Housing and Community Assets d) Preserve and promote historic resources and cultural assets. e) Administer real property assets to achieve the City's long term goals. 63 4a. Continue providing housing opportunities at all income levels and develop programs to improve existing conditions. Draft 2013-2020 Housing Element Objectives a Focus new housing development with urban infill Expand the supply of affordable for sale and rental housing. Preserve the existing supply of affordable rental housing. Continue assisting in the rehabilitation of housing units occupied by low income households 65 [Dwindling Resources Reduction of resources for gap financing. 0 Community Development Block Grant o HOME Investment Partnerships Program o Loss or reduction of other federal grant opportunities Low Moderate Housing Fund 66 Existing Resources Land subsidies at Tax Credit Equity I* Revenue Bonds 5 New opportunities at State level • Local existing opportunities Kimball and Morgan Towers gi Enhancement ip Expansion 07 4b. Utilize the existing public works yard for a neighborhood park and affordable family housing (Westside Infill Transit Oriented Development: WI-TOD or Paradise Creek Project). 6.94 Paradise Creek ▪ Westside Specific Plan — specific planning effort in response to environmental justice. ▪ Project Site consists of 14 acres including public works yard, vacant land, bus site, and paradise creek ■ Begin transformation of the community through the development of a park and affordable housing project 69 [Paradise Creek ▪ Approved: planning entitlements o design development plans • environmental remediation plan Park concept plan completed x Project site assembled 70 Paradise Creek Current Status Proceeding with first phases of remediation, Developer to conduct surcharge test soon, Confirming sources of funds (Bonds, LMF, HOME, IIG, TCAC, RLF, Catalyst, other grants, etc.) Construction to be completed over next 3 years 71 4c. Maintain and improve City's infrastructure and find alternative funding to construct public facilities, park improvements, and other capital needs. Objective 5: Promote Healthy Community Steve Manganiello, City Engineer Armando Vergara, Neighborhood Services Manager •-.6ALIFoRNIA ++ NATIONAL CITY [Promote Healthy Community a) Expand opportunities for walking and biking through the development of Community Corridors and Safe Routes to Schools consistent with the National City General Plan and Bicycle Master Plan. b) Continue to provide accessibility to City programs, activities and services for all users, including individuals with disabilities (Americans with Disabilities Act). c) Enhance neighborhood services programs such as graffiti abatement, parking enforcement, and code enforcement. 14 Promote Healthy Community d) Create an Environmental Health division that serves as a single point of contact for monitoring and compliance. e) Advance National City wellness programs for youth, families, seniors and City employees that encourage a healthy lifestyle. 75 5a. Expand opportunities for walking and biking through the development of Community Corridors and Safe Routes to Schools consistent with the National City General Plan and Bicycle Master Plan. 5d. Create an Environmental Health division that serves as a single point of contact for monitoring and compliance. 5c. Enhance neighborhood services programs such as graffiti abatement, parking enforcement, and code enforcement. Next Steps Stacey Stevenson, Director of Administrative Services a... CAUFORR/A — NATIONM UTp ttaav [Next Steps Preliminary Budget — April 30 o General Fund o Other Funds o CIP o Reserve levels Budget adoption — by June 30 Correlate City programs and operations with strategic plan — on going 80 Request for Direction Leslie Deese, City Manager CA41soRMAA:-� NATIONAL CITY nwilt. j Request for Direction Strategic Objectives: Did we capture the City Council's priorities and objectives? • Preliminary budget (April 30): c, Will include the City program elements that were not funded through CDBG o Other Council priorities Future Direction: Reserves and financing plans 82 Public Comment GAUMroltMIA — NATIONAL Cm. laCOYPYRAno Council Comments / Direction MIA �1�TllL:CITp