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April 13, 2004

DUE MORE TO PROCESSES AND PROCEDURES THAT WERE PUT IN PLACE THAT PROBABLY SHOULDN'T HAVE BEEN PUT IN PLACE. MY SERVICES HAVE BEEN RECOVERED. I THINK THE REAL ISSUE IS LONGER TERM, WHAT KIND OF SUPPORT SHOULD THE BOARD ANTICIPATE RECEIVING FROM THE EXECUTIVE OFFICE? VIOLET AND I HAVE HAD SEVERAL CONVERSATIONS ON THIS. WE ARE WORKING TOGETHER TO ENGAGE AN OUTSIDE CONSULTANT. I DON'T KNOW IF THAT'S COMPLETELY NECESSARY. THE INTERNAL SERVICES DIVISION, I.T.S., HAS A SIGNIFICANT AMOUNT OF STAFF AND EXPERTISE. I MEAN, WE SHOULD LOOK TO OUR OWN STAFF INTERNALLY. WE KNOW HOW TO DEAL WITH THIS. I MEAN, WE'RE DEALING WITH LARGE COMPLEX ORGANIZATIONS, ET CETERA. YOU KNOW, ONE-- I THINK ONE OF THE REAL QUESTIONS SHOULD BE IS DO WE NEED TO BASICALLY BRING A HIGHER DEGREE OF SUPPORT TO THE BOARD AND DOES THE STAFF THAT WE CURRENTLY HAVE WITHIN THE EXECUTIVE OFFICE, ARE THEY REALLY THE STAFF THAT SHOULD BE THE ONES DIRECTED AT PROVIDING THIS, OR SHOULD THEY BE GIVEN A DIFFERENT TYPE OF DIRECTION MORE IN CONCERT WITH MANAGING A RATHER LARGE COMPLEX TECHNICAL ENVIRONMENT? I THINK THAT, IN WORKING WITH VIOLET, AND IF WE DO ENGAGE AN OUTSIDE CONSULTANT, THAT'S WHAT WE'RE GOING TO COME BACK TO YOUR BOARD WITH A RECOMMENDATION, HOPEFULLY, WITHIN THE NEXT 60 DAYS, IS TO EITHER FIGURE OUT HOW TO STRENGTHEN HER ORGANIZATION OR MAKE A RECOMMENDATION AS TO HOW WE CAN IMPROVE THE OVERALL SERVICE THAT HER OFFICE PROVIDES POTENTIALLY BY CONTRACTING OUT TO I.S.D. AND HAVE THEM PROVIDE THAT SUPPORT DIRECTLY OR A

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