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operating effectively. There are a couple of ways that we have done it. One of the ways we wanted to improve
our process and financial reporting is ­ how do we relieve the reporting process. What we've done is save us X
amount of man process ­ so there are efficiencies. The other ways that we have done this is on the reporting
burden side of things. We know that this is a time consuming process ­ and we had to automate this ­ what
we've done is make it so a reporting entity only has to go through one prepopulated, automated method, to
respond to their data quality essentially. From a more global perspective ­ the thing that I have championed
and I have continued to champion, is we need to do more around benchmarking ­ it went away at a
government wide set ­ I have been interested in maintaining at a smaller scale ­ do we have very highly graded
financial management ­ that is something that is still being developed, but those are the ways that we measure
our efficiency and value across the enterprise ­ the number of NFRs issued. Making sure that that is kept to the
lowest amount possible, how many management level comments to we get every year.

5. Describe your experience in proactively managing the financial programs of an agency to ensure
fiscal transparency, stability, and to protect the agency’s financial resources.

One of the large initiatives that was conducted at a government wide level was a digital accountability and
transparency act, which means we have to show our spending to the public. Congress passed this law because
the citizens did not have a good access to information around the government's finances. I'm very proud of the
fact that I devised the mechanism around this reporting and it is still ongoing ­ it's still being audited. At what
level of granularity do we want do disclose our financial information. We started reporting it at a more
transactional level ­ we knew the financial statements were clean, we weren't as sure about the transactional
data. We developed validations, helped shore up our fund comfort with our leadership ­ to make sure we were
treating this information in a reconcilable way. That's one aspect ­ really what's core to the financial reporting
style. Currently I am leading the discussions around this issue. The main account is the receipt account ­ what
we did recently is broke that out into sub accounts for ease of reconciliation ­ which showed negative
balances. What I did is, I led the team to say hey, we need todo a deep dive into this and hold a conversation
around why they are posting the way they are, and then working with our legal team.

6. What is your assessment regarding current public budgeting/funding issues that the City may be facing
and how do you think the City could best respond to these challenges?

From my understanding, ,the City or municipalities in general, need to make sure that whatever they are
running at a deficit is being covered. It looked like expenses were more than the City's revenue - I would
have to look at it more to understand if it is more of a pension issue or raising of taxes, but I have not done a
deep dive analysis for the City of San Jose. What is the City's ability to raise funds like through bonds. What
are the City's ratings so that it can get preferable rates on those bonds.

Communication, Collaboration, and Personnel Management
7. In terms of communication, what is your approach when working with various levels of stakeholders such
as management, staff, and your direct reports.

I tailor my approach to the audience. I think it's critical to have good rapport with everyone. Our C­suite
wanted business intelligence analytics. I was leading this engagement. I was working with the C's to determine
business goals ­ you need to distill it so they better understand the requirement. One step above the C­Suite
are the political levels. Through clear, concise, written, presentations ­ at a staff level ­ it is different ­ you have
to build rapport and everyone has different ways of dealing with their presentations. I have one staff who does
not speak up ­ so I have to prompt them. Among your peers ­ like the directors that I work with ­ it's making
sure it's a more collegial environment, that you have each other's backs. I have dealt with performance issues ­