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From YouTube: Finance Meeting for May 18, 2020
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A
B
C
D
C
A
quorum
mr.
chair,
okay,
thank
you.
Our
next
item
is
approval
of
the
agenda.
Are
there
any
changes
from
staff?
Mr.
McCoy
no
changes.
Mr.
chairman,
okay,
any
changes
from
the
committee
is
there
a
motion
regarding
the
agenda
move
to
approve.
Second,
we
have
a
motion
in
a
second
can
I
have
a
roll
call,
please
cheer.
C
C
A
C
D
C
C
A
E
D
C
F
You,
mr.
chairman
councillors,
today
we
have
invited
Brad
flitch
our
investment
and
planning
officer,
as
well
as
our
bond
counsel,
Peter
Franklin
and
our
municipal
financial
advisor
from
hilltop
securities
George
Williford
to
present
the
items
that
you
find
in
your
packet
today.
So
with
that,
I
will
turn
it
over
to
Brad
to
give
a
brief
intro.
As
the
other
members
of
our
team
join
us.
G
H
G
So
today
we're
just
going
to
really
be
talking
about
our
debt,
it's
kind
of
important
June.
First,
we
have
a
debt
service
payment
of
twenty
two
point:
three
million
dollars
that
we'll
be
processing
here
in
the
next.
You
know
week,
and
then
we
have
another
million
and
a
half
of
the
convention
center
on
June
15.
G
G
There's
general
obligation,
bond
debt,
there's
GRT
debt,
there's
Enterprise
debt,
and
so
this
is
kind
of
giving
an
overview.
Debt
service
is
a
fixed
cost.
We
don't
get
to
cut
that.
You
know
this
comes
first
and
it's
a
big
portion
of
our
budget.
It's
a
big
portion
of
the
general
fund
budget,
so
first
George,
if
you're
there
I
have
you
set
up
first
kind
of
give
us
us
an
overview.
George
Willeford
is
with
hilltop
securities
he's
our
municipal
advisor.
G
I
Mean
me
there
we
go.
Hopefully
everyone
can
hear
me
and,
as
Brad
indicated,
we
have
served
the
city
since
2005.
We
were
first
southwest
company
and
then
the
fact
that
we
became
part
of
a
publicly
held
company
took
on
the
name
hilltop
securities
about
three
years
ago,
but
the
same
firm
and
we've
worked
as
financial
advisor
to
the
city
through
that
time.
The
information
that
I
prepared
really
was
meant
to
go
along
with
and
supplement.
I
You
can
see
this
scale
start
so
from
the
highest
or
best
ratings
of
Triple
A
and
then
goes
downward
as
far
as
investment
grade
to
the
triple
B
or
B
Double
A
levels-
and
you
can
see
the
city
in
the
case
of
Fitch,
it's
rated
Double,
A
plus
at
four,
your
geo
debt
for
your
senior
lien
GRT
debt
and
they
also
rate
the
sub
League
GRT
debt.
At
that
same
level.
I
Because
of
the
high
coverage
that
you
have
standard,
&
poor's
rates,
the
senior
liens
your
tee
at
Double,
A
plus,
but
they
have
the
Geo
rating
and
the
subordinate
lien
GRT
rating
at
double-a,
a
notch
below
and
the
reason
they
don't
see
that
sub
lien
and
senior
lien
quite
the
same
as
Fitch
is
they
have
kind
of
a
typical
or
traditional
step
down
one
notch
separation?
Because
of
that
subordinate
pledge,
we
might
go
to
page
two.
I
I
I
The
fact
that
you've
built
and
maintained
good
reserve
positions-
and
if
you
go
back
to
2008
and
other
times
where
there
have
been
situations
where
the
revenues
were
known
or
anticipated,
to
drop
the
city's
been
very
proactive
in
making
budget
adjustments
on
the
expense
or
expenditure
side.
So
anyway,
that
top
box
is
for
geo
and
dirty
ratings.
The
other
was
for
us
Enterprise,
Fund
criteria.
I
won't
go
into
that
number
three
slide
three.
I
This
really
talks
about
with
respect
to
issuing
municipal
debt,
the
methods
of
sale
and
the
most
common
and
really
typically,
the
most
efficient,
is
to
go
to
the
public
market
and
sell
to
bond
investors.
Primarily,
it
would
be
institutional
investors,
large
bond
funds,
insurance
companies
and
so
on
and
with
the
ratings.
We
just
mentioned
that
a
name
like
city
of
Santa
Fe.
I
You
get
good
attention
and
good
reception
and
there's
two
types
of
public
sale,
competitive
where
you
actually
invite
firms
to
bid
or
syndicates
to
bid
on,
sell
a
bond
and
then
negotiate
it
where
you
pre,
select
an
underwriting
syndicate
and
then
it's
their
job
to
go
out
and
market
those
bonds
to
investors
and
there's
pros
and
cons,
depending
on
the
situation
associated
with
both
another
method,
would
be
private
placements.
Primarily,
that
would
be
commercial
banks,
given
a
lot
of
factors
and
things
that
banks
have
faced.
I
That's
become
kind
of
a
limited
source,
so
I
wouldn't
count
on
that
is
necessarily
being
a
go
to
or
a
readily
available
source,
and
then
I
put
specifically
in
Brad
had
put
it
down
in
some
of
his
the
NMFA
or
New
Mexico
Finance
Authority.
Their
major
program
is
the
PPR
L
for
public
property,
revolving
fund,
public
project
revolving
fund,
and
that's
where
the
municipal
GRT
supports,
and
they
use
that
from
their
outset.
They
also
have
some
other
small
programs
that
they
administer,
as
mentioned
in
here,
water
drinking
water
and
then
some
specialty
type.
I
In
some
cases,
they
can
offer
subsidized
interest
rates
based
on
if
their
funding
source,
such
as
drinking
water
srf,
has
any
federal
funding
component
associated
with
it.
They
do
pass
through
rates
that
are
close
to
the
rates
they're
able
to
achieve
on
sale
of
their
bonds
in
the
market,
and
that
helps
with
respect
to,
for
instance,
the
college
acquisition
was
financed
through
NMFA
years
ago.
The
original
Convention
Center
financing
was
through
intimately
because
it
was
primarily
secured
by
lodgers
tax
and
so
on.
So
it's
beneficial
most
cases.
I
I
The
most
constraining
test
is
that
one
half
percent
municipal
gross
receipts
tax
and
the
test
says
that
debt
service
that
the
senior
lien
level
cannot
exceed
one
times
that
one
half
percent.
So
you
know
it
was
roughly
16
million.
It
shows
that
there's
four
million
room
there
under
the
test,
but
what
this
aggregate
shows
is
at
the
senior
lien
level,
when
you
take
260
million
total
pledged
revenues
into
account.
That's
like
virtually
five
times
the
annual
debt
service
of
senior
lien
debt.
I
As
far
as
coverage
and
combined
senior
and
sub,
it's
nearly
three
times
coverage
and
those
are
both
very
high,
very
good
coverage
levels,
as
the
rating
agencies
have
pointed
out.
The
last
slide
that
I
had
sent
this
ties
back
to
some
planning
and,
in
fact,
reading
the
writing
reports
that
I
fetch
cited
that
that
the
city
had
kind
of
ongoing
plans
of
senior
lien
issuance
in
the
amount
of
roughly
twenty
million
a
year
and
again,
brad
has
information.
I
I
know
in
his
presentation,
the
senior
lien
financing
has
been
used
primarily
to
support
and
provide
for
the
capital
improvement
program
and
in
most
cases
that's
been
a
biennial
or
every
other
year
situation
and
this
models,
the
blue
line.
Our
lines
are
the
existing
debt
service
that
you
just
saw,
and
then
the
orange
gray
and
yellow
and
Accession
is
the
debt
service
associated
for
each
of
those.
I
If
they're
issued
on
a
biennial
basis
and
in
C
there's
a
rapid
drop
off
of
existing
debt
service
and
even
bringing
that
20
million
a
year
and
maintaining
that
issuance
policy
and
plan.
There's
a
lot
of
capacity
to
support
that
type
program
on
an
ongoing
basis,
but
with
that
I'd
be
glad
to
answer
questions
or
once
Brad's
gone
through
his
answer
as
well.
I
just.
G
G
So
now
we
have
Peter
Franklin,
Peters
or
bond
counsel,
so
he
writes
all
of
our
ordinances.
He
writes
the
resolution
he
puts
together.
His
firm
was
together.
The
official
statement
represents
the
city
in
negotiations
with
both
the
underwriters,
Council
and
signs
off
on
the
tax
certificate,
and
also
our
go
to
expert
on
anything
legal
when
it
comes
to
bonds,
so
Peter
take
it
away.
J
You
hear
me
now:
yes,
yes,
okay,
very
good
good
afternoon,
everyone
I'm
Peter,
Franklin
I'm,
with
module.
Sperling
we've
represented
the
city
as
its
bond
council
for
many
years,
and
Brad
mentioned
both
general
obligation,
debt,
GRT
debt
and
Enterprise
Fund
debt
and
I'm,
going
to
talk
first,
very
briefly
about
general
obligation.
J
Debt,
general
obligation,
bonds
or
geo
bonds
are
bonds
that
are
payable
from
ad
valorem
property
taxes
and
they
have
to
be
approved
by
a
vote
of
the
qualified
electors
in
the
city
who
are
actually
voting
on
individual
bond
questions
like
Street
bonds
or
Park
bonds.
Or
what
have
you
and
those
questions
have
to
pass
by
a
majority
of
the
folks
voting
on
each
question
in
order
to
go
forward.
J
J
It's
usually
when
you
have
a
very
small
municipality
with
essentially
one
very
large
one
or
two
very
large
taxpayers
who
end
up
going
out
of
business,
not
not
to
cast
aspersions
but,
for
example,
the
the
town
of
Red
River
had
a
had
a
mind
in
which,
at
a
certain
point,
went
out
of
business
and
if
the
Red
River
had
had
general
obligation
bonds
outstanding.
At
that
point,
it
probably
would
have
been
necessary
to
increase
the
tax
rate
a
great
deal
to
pay
those
bonds
on
the
remaining
taxable
property
within
the
town
or
the
village.
J
J
It
involved
Valencia
County
entering
into
a
a
lease
purchase
agreement
to
purchase
basically
construct
and
purchase
detention
center
facilities
whereby
it
would,
it
would
make
lease
payments
over
a
20
year
period
and
at
the
end
of
the
lease
would
own
the
jail.
The
New
Mexico
Supreme
Court
said
no,
that's
really
a
general
obligation
because
the
county
risk
losing
the
jail.
Who
was.
J
Let's
say,
let's
go
to
the
next
slide,
I
believe
it's
page,
five,
the
other
types
of
bonds
or
debt
obligations
in
New
Mexico
that
are
not
general
obligation.
Bonds
are
so-called
special
fund
obligations.
Special
fund
obligations
don't
require
a
vote
of
the
of
the
residents
of
the
city
and
they
are
payable
from
so-called
special
revenues
like
gross
receipts
taxes
or
the
city's.
The
net
system.
Revenues
of
the
city's
water
utility
system,
so-called
enterprise
funds,
not
everything
that
isn't
a
general
obligation
bond,
however,
is
actually
a
lawful
special
fund
obligation.
J
Examples
here
at
the
city
isn't
in
any
danger
of
this,
but
if
the
city
were
to
pledge
say
its
municipal
infrastructure,
gross
receipts,
taxes
to
pay
a
bond
or
a
loan
and
for
some
reason
those
revenues
were
not
sufficient
to
pay
that
service.
In
a
given
year,
the
the
bondholders
or
the
lender,
the
the
bondholders
have
no
recourse
against
the
city,
except
to
continue
collecting
that
revenue
stream
and
to
pay
that
service,
to
the
extent
that
it
can,
the
the
term
of
the
bonds
or
the
term
of
the
loan
payable
from
those
infrastructure
gross
receipts.
J
Let's
here
I,
let's
see
on
on
page
7
as
I
noted,
special
funds
may
be
pledged,
but
there
has
to
be
a
specific
statute
authorizing
the
special
fund
to
be
created
and
authorizing
the
city
to
pledge
it
as
as
security
for
repayment
of
the
bonds.
One
thing
that
people
are
not
always
clear
on
is:
although
the
bondholders
have
a
security
interest
in
the
special
fund,
the
city
can
actually
pay
the
debt
service
on
the
bonds
from
any
legally
available
source.
J
So
the
fact
that
the
bond
holders
have
a
security
interest
means
they
can
make
a
claim
they
have
a
lien
against
that
special
fund.
But
if
the
city
has
other
money
that
isn't
restricted,
it
can
use
that
money
instead
of
the
pledged
funds
to
pay
that's
debt
service
in
any
given
year.
Let's
see
Brad
I
think
I'm
inclined
to
stop
here.
Brad
and
Mary
I
should
say
unless
we
want
to
go
further
into
other
kinds
of
restrictions
affecting
multi-year
contracts
and
obligations
like
the
Bateman
Act.
C
C
F
F
G
Mr.
chairman
councillors
I'll
skip
my
earlier
slides
because
I
think
we've
been
covered.
This
is
our
total
debt
service
for
the
for
any
fiscal
year
coming
forward,
I'm
pointing
right
now
to
fiscal
year.
You
know
20,
this
is
for
the
entire
year,
and
so
we
only
pay
interest
in
December.
We
take
principle
and
interest
in
June
for
all
the
bonds,
except
for
the
geo
bonds.
We
pay
those
August
and
February
and
that
that's
the
difference
between
these.
G
So
you
can
see
our
debt
service
for
next
year's
gonna
be
roughly
23
24
million
dollars,
and
you
know
yeah.
It
doesn't
really
change
until
you
pay
off
another
bond
like
we
do
in
22
and
2023.
That
means
we've
extinguished
permanently
extinguish
debt.
As
you
see,
these
debt
service
numbers
fall
and
the
next
chart.
G
G
C
G
G
C
Brad
I
have
a
question
when
you
look
at
our
budget
that
we
adopted
for
FY
2010
service.
We
had
said
that
the
total
amount
in
debt
service
was
thirty,
two
point:
two
million.
What's
the
difference
between
how
come
there's
it's
thirty
two
million,
but
then
are
not
the
slide
that
slide.
Five
showed
twenty
one
point:
eight
million:
what's
the
what's
the
difference
there?
Why
is
that
I'm
sure
not
to
look
into
that?
We
shouldn't
have
bunch
of
that's
thirty.
Two
point:
eight
million
last
year
we
budgeted
thirty
two
point:
two
million
principle.
G
C
E
F
H
E
Well,
there's
a
lot
of
dense
information.
A
lot
of
it
has
some
jargon
that
I
don't
quite
understand
because
I'm
not
in
this
field
but
I,
guess
the
one
that
I
was
wanting
more
explanation
was
slide
15
or
page
15.
It's
a
special
fund
doctrine.
It
says
continued
and
it
starts
with
the
security
interest
granted
and
it
has
other
points
about.
A
shortfall
in
revenue
should
sufficient
to
pay
debt
service
marry.
J
Counselor
vo
DL
I'd
be
happy
to
try
to
address
that.
Yes,
sir,
your
last
question
I'm,
really
not
trying
to
give
you
options
or
limitations,
at
least
as
I
was
writing.
This
I
was
really
just
trying
to
describe
what
I
thought
would
be
relevant
aspects
of
the
special
fund
doctrine,
but
what
I
think
you're
getting
at
is
it
if
the
city
takes
a
revenue
stream
which
has
pledged
as
security
for
special
fund
obligations,
its
various
gross
receipts,
tax
bonds
or
wastewater
bonds?
Or
what
have
you?
E
J
Well,
I
want
to
make
sure
that
we
keep
the
the
different
concepts
in
their
proper
categories.
Okay,
general
obligation,
bonds
have
the
feature
that,
if
property
taxes
are
not
sufficient
to
to
pay
those
bonds,
the
bondholders
can
compel
the
city
to
increase
the
rate
of
property
taxes
to
the
point
where
the
property
tax
revenue
is
sufficient
to
pay
special
fund
bonds.
Don't
have
that
feature,
but
what
they
do
have
is
that
the
bondholders
have,
generally
speaking,
a
priority
claim
on
the
specific
revenue
stream
that
is
pledged
as
security.
J
So
if
you
have
bonds
that
are
secured
by
the
half
cent
gross
receipts
tax,
for
example,
but
the
bond
the
debt
service
on
those
bonds
are
rather,
though,
the
owners
of
those
bonds
would
have
a
right
to
collect
that.
Half
cent
gross
receipts
tax
from
the
city
ahead
of
any
other
claim,
including
the
city
budgeting
it
for
some
other
purpose.
They
would
not
have
the
ability
to
to
say
to
the
city.
You
need
to
impose
a
new
gross
receipts
tax
to
pay
us
they
only.
J
K
K
K
G
Exactly
it's:
it's
really
the
impact
to
the
gross
receipts,
tax
and
property
tax,
and
it's
because
we
we,
unlike
your
house,
we
did
not.
We
did
not
borrow
money
against
the
property,
the
city
facilities
or
the
Convention
Center.
We
borrowed
against
gross
receipts
tax,
sort
of
your
paycheck,
and
so
they
don't
care
what
happens
to
the
property
they're
just
concerned
about
your
paycheck
and
our
paycheck
gross
receipts.
Tax
properties,
tax,
lodgers
tax
have
all
taken
a
massive
hit
and
that's
the
issue
right
and
I.
K
Can
somebody
just
quickly
talk
about
the
kinds
of
things
that
this
bond
meat
has
allowed
the
city
to
do
and
the
impact
of
doing
those
things
on
the
economy,
the
jobs
created
I
mean
it's
I
mean
just
generally,
it
creates
jobs.
It's
you
know
it's
repairing
roads,
it's
addressing
our
our
deferred
maintenance.
That
kind
of
thing
can
somebody
kind
of
put
that
into
a
when.
G
You
look
at
like
the
2018
gas
tax
bonds.
We
we
leveraged
a
a
stream
of
revenues
where
we
were
gonna,
spend
a
million
dollars
a
year
for
the
next
ten
years,
fixing
potholes,
because
you
can't
really
do
a
big
thing
with
a
million
dollars
a
year,
but
by
leveraging
that
and
bringing
that
money
forward,
we
followed
eleven
and
a
half
million
dollars
approximately
and
we
repave
rodeo
road
and
a
number
of
places
employing
folks
from
GM
emulsion.
You
know
for
the
last
three
three
and
a
half
years
and
probably
will
for
the
next
year
too.
G
That's
just
one
example.
When
you
look
at
the
2018
to
your
t
bond
the
amount
of
contractors
working
in
Southie
pool
and
and
rebuilding
the
building
in
the
pool.
Not
only
have
we
made
a
significant
investment
in
facilities,
but
we've
also
employed
a
lot
of
Santa
fans
in
the
process:
electricians
plasters,
concrete
workers,
framers
plumbers,
so
designers,
engineers,
so
I
mean
it's.
It's
an
important
aspect
to
the
overall
Santa
Fe
economy
and.
K
K
I,
just
I
also
just
want
to
you
know
you.
The
overarching
point
here
is
that
debt
service
is
something
that
can't
be
cut
and
I.
Don't
think
we
want
to
be
messing
around
with
revenue
streams
and
having
bondholders
sue
us
to
make
sure
they're
paid,
because
that,
in
essence,
would
affect
our
bond
rating
and
would
affect
the
long-term
well-being,
financial
well-being
and
economic
well-being
of
the
city.
Yes,
we
did
that
because
it
would
affect
our
bond
rating
and,
as
you
said,
I
think
in
the
beginning.
That
is,
you
know
the
higher
our
rating.
K
K
L
And
I,
thank
you.
Mr.
chair,
the
only
thing
I
wanted
to
clarify
was
that
I
assume
that
any
bar
that
we
did
previously
we're
done
under
the
assumption
of
the
current
property
taxes.
So
unless
something
happened
with
property
in
Santa
Fe,
we
wouldn't
really
need
to
raise
property
taxes.
Is
that
a
correct
assumption.
G
G
Decline
again,
they
measure
it
once
a
year.
So
it's
not
like
TRT.
Where
is
every
day
the
value
of
things
can
change
or
the
volume
of
things
can
change.
The
important
is
the
obsess
at
once
a
year.
You
pay
it
twice
a
year,
it's
very
slow.
They
don't
move
it
fast.
Property
values,
don't
move
fast.
So
in
that
sense,
you're
correct
the
other
aspect
is
collections
and
the
end
and
the
County
Treasurer
collecting
it.
Santa
Fe
is
summer
in
the
97
98
percent
collection
rate
of
property
tax.
G
C
E
K
F
Mr.
chairman
council,
there
Romero
word.
Yes,
that
is
correct.
The
Fed
has
actually
issued
a
municipal
facility
MLF
municipal
liquidity
facility.
This
only
applies
to
municipalities
over
200,
with
a
population
of
over
250,000
there's
something
that
we
did
look
into
as
soon
as
the
Federal
Reserve
made
the
announcement
at
the
end
of
April.
So
we
do
have
the
ability,
it's
a
short-term
opportunity
for
debt
issuance
essentially,
and
we
would,
since
we
fall
well
under
the
$250,000
population
floor
of
the
Fed,
we
would
actually
have
to
apply
through
the
state.
F
So
that's
probably
where
you
have
heard
the
references
to
the
states,
so
we
have
been
in
conversation
with
the
governor's
office
about
that
opportunity.
Essentially,
what
this
would
do
would
give
us
a
little
bit
more
liquidity.
You
know
a
little
bit
more
opportunity
for
cash
flow
in
the
very
short
term,
I
believe
the
limitation
is
24
months,
but
I
can
get
you
some
more
information.
I'll
do
a
briefing
for
you.
So.
I
I
Mack
Mary:
do
you
mind
if
I
interject,
mr.
chairman
and
Councilwoman
of
the
municipal
liquidity
fund,
they've
broaden
the
repayment
from
24
to
36
months,
but
over
the
last
I,
don't
say
10
days,
it's
become
very
clear.
They
came
out
last
week
with
their
interest
rate
setting
mechanism
and
the
fat
even
today
put
out
information,
stressing
that
this
was
a
last
resort
source
and
it's
somewhat
a
punitive
pricing
so
essentially
they're
saying,
if
you're
a
municipality
that
has
no
other
ability
to
go
and
finance
cash
flow,
our
liquidity
needs.
I
Otherwise
you
can
come
to
the
Fed,
but
it's
really
for
a
city
like
Santa
Fe.
Even
if
you
were
in
the
population
level
that
was
eligible,
you'd
be
better
served.
If
there
were
a
short
term
needs
to
do
it
through
one
of
the
like
private
placement
or
some
type
of
shorter
term
note
in
the
public
market.
K
I
If
you
were
in
a
real
liquidity
crunch,
the
rating
agencies
would
see
that,
as
maybe
being
more
detrimental.
That's
why
I
said
they've
always
cited
the
city
for
having
built
and
maintained
good
reserves.
So
the
fact
that
you're
entering
this
down
side
with
a
good
reserve
position
and
making
budget
trying
to
address
at
budget
wise,
we're
hoping
there's
not
going
to
be
any
rating
impact,
at
least
that
going
in.
K
F
M
C
You
all
so
we're
gonna
move
on
to
the
items
that
were
pooled
from
the
consent
agenda.
The
first
is
item
8a,
which
is
a
request
for
approval
of
amendment
number
three:
the
original
PSA
contract
number
18,
zero,
nine
one,
zero,
two
mountain
river,
consulting
for
providing
database
development,
training
and
support
services
to
the
city
of
Santa,
Fe's,
utility
billing
division,
myself
and
counselor
and
owl
heard
this
at
the
public
works
committee.
The
concern
that
I
think
we
both
shared
as
the
amount
of
the
contract
700,000,
especially
given
the
what
we're
about
to
enter.
C
As
far
as
our
budget
goes,
I
asked
at
public
works
if
IT
could
join
us
at
this
next
meeting.
So
we
could
ask
questions
regarding
our
muna
system,
ERP
Tyler
and
the
need
for
such
a
such
a
contract
at
this
time.
But
before
we
get
to
that,
I'm
gonna
ask
Councilwoman
or
give
councilwoman
Cosette
Sanchez
an
opportunity
to
ask
her
questions,
because
she
actually
contacted
me
earlier
today
asking
for
this
to
be
cold.
So
that's
kind
of
a
summary
of
what
happened
at
public
works
Councilwoman
because
that
Sanchez
your
questions.
C
E
Thank
You
mr.
chair
I
meant
to
let
you
know
this
was
a
item.
I
also
wanted
to
pull
I
think
what
I
had
a
problem
with
other
than
just
not
just
the
amount,
but
it
it's.
The
kind
of
contract
that
leaves
us
wide.
E
Open
and
I
wasn't
quite
clear
what
we
were
getting
in
terms
of
deliverables,
and
it
was
so
open-ended
in
my
opinion,
that
it,
it
left
us
with
no
specific
end
date
as
to
when
this
contract
would
would
be
completed,
which
leads
me
to
think
that
there's
more
potential
for
it
to
be
wide
open
for
future
contracts
of
this
size,
I
wasn't
sure
if
it
was
sole
source.
I
was
wondering
if
there
was
were
IT
staff
that
were
would
be
able
to
be
utilized
for
this
particular
need.
E
E
C
N
Mr.
chair
members
of
the
Finance
Committee,
thank
you
for
an
opportunity
to
speak.
I,
do
hear
what
the
council
was
saying
and
I
from
what
I'm
hearing
it's
not
necessarily
about
the
validity
of
the
software
support
of
what
the
billing
system
does.
I
think
it's
the
details
behind
that
and
so
I'm
just
going
to
take
if
I
may,
maybe
two
or
three
minutes
to
kind
of
lay
the
foundation
of
where
we
were,
where
we're
adding
what
we're
going.
N
Our
current
billing
system
is,
you
see,
is
it's
a
de
novo
software
and
then
it's
a
dated
version
right
so
I'm
sure.
As
you
hear
many
times
right,
the
software
is
18
years
out
of
because
out
of
date,
and
it's
not
supported
by
the
software,
we
do
have
to
pay
a
premium
in
order
to
keep
that
machine
running,
and
that
is
what
Mountain
River
does
for
us.
N
I
think
I
think
we've
evolved
over
the
years
on
how
we
do
that
at
one
point,
IT
did
did
provide
the
support
for
the
UC
is
system,
but
as
again
that
system
became
adequated
and
they
were
no
longer
providing
the
updated
supports.
That
became
very
cumbersome
and
it
was
actually
at
one
point:
utilities
and
IT
both
had
contracts
with
Mountain
River
to
again
to
keep
these
these
these
things
moving,
and
it
was
actually
for
efficiencies.
N
Maybe
three
years
ago,
ultimately,
the
contract
that
IT
had
with
Mountain
River
was
still
funded
from
the
utilities,
I'm
not
sure
on
the
spot,
but
in
my
mind
the
way
I'd
work
is
I
would
give
Joshua
a
couple
hundred
thousand
dollars
and
turn
he
would
execute
a
contract
with
Mountain,
River
and
I
would
also
execute
a
contract
with
Mountain
River.
So
we
did
bring
that
in
to
utilities,
to
streamline,
to
streamline
the
work
and
what
I
mean
by
work
is
mountain
river.
Is
our
update
and
support
of
that
software?
N
N
The
latest
version
of
events
which
would
come
with
update
and
support,
meaning
when
the
system
doesn't
work,
I
can
get
on
the
on
the
phone
with
customer
support
and
the
software
company
helps
walk
through
those
problems
and
fix
them
right
now
with
the
UC.
Is
we
don't
have
that
ability
at
his
only
Mountain
River?
That
does
that?
N
For
us,
there
are
some
amazing
work
that
IT
does
for
us,
I
think
again,
just
through
evolution,
they're
their
strengths
have
been
more
right
around
the
networking
around
our
financial
systems
around
how
we
manage
personnel-
and
you
see
I,
guess
and
the
billing
system
kind
of
moved
into
a
bubble
where
River
has
become
that
for
us.
That
support
talking
with
with
director
Eliseo
I
think.
Maybe
there
is
some
opportunity
for
IT
to
really
kind
of
pull
that
back
again
after
a
few
years
and
see
if
there's
functionality
that
they
can
look
up.
N
I
think
my
request
would
be
is
that
we
would
develop,
allow
them
to
do
an
evaluation
and
then
do
a
transition
plan,
not
just
stop
the
support
service
and
expect
him
and
his
staff
to
hit
the
ground
running,
that
it
would
take
one.
They
need
to
understand
what
it
is
they're
getting
into
you
and
then
people
to
take
off
the
pieces
that
they
feel
they
can
be
successful
with
so
then
backing
back
up
to
the
advanced
system.
N
That's
really
what
we've
been
putting
our
focus
on
our
effort,
our
training
and
all
the
work
that
we've
been
doing
is
preparing
us
to
be
successful
in
advance.
We've
worked
with
the
IT
department.
We
meet
continuously
through
that
process
of
developing
the
contract,
the
implementation
plan,
even
the
training
of
staff,
we've
partnered
together
to
get
IT
staff
to
two
workshops
on
advanced,
and
so
we've
really
been
invested
in
IET
to
be
successful
in
advance.
N
The
main
reason
is
is
if
we
spend
a
lot
of
time
and
money
and
resources
and
getting
his
staff
to
become
experts
on
the
system
that
I
am
really
working
hard
to
pull
the
plug
on
in
the
next
12
to
14
months.
I
would
rather
have
them
beat
experts
in
the
system
that
we're
using
next,
so
I
don't
have
to
track
a
little
bit
but
I'll
stop
there.
So.
C
So
Shannon
Witt
thought,
though,
can
we
do
that
during
this
next
year
and
not
spend
and
or
not
allocate
700,000
towards
this
contract
like?
In
other
words,
can
we
then
maybe
postpone
this?
You
come
back
with
a
different
plan,
maybe
half
three
hundred
and
fifty
thousand
and
that'll-
take
you
to
the
next
six
months
and
within
that
timeframe,
get
also
work
with
IT
to
start
taking
this
this
over
because
I
agree
with
Councilwoman
Leah
Royale
in
Councilwoman.
Sanchez
has
the
same
concern
myself
and
Lindahl
does
also
it's
a
lot
of
money
and
I.
C
Don't
think
we
should
put
seven
hundred
thousand
another
years
worth
of
work
towards
this
I
think
what
you're
proposing
we
should
do
sooner
rather
than
later
and
I
I
think
that
the
way
to
do
that
is
to
live
the
amount
of
money
we
give
to
this
company
now.
So
there
is
kind
of
that
urgency
to
get
this
transition
done.
C
K
K
What
how
much
capacity
they
have
I
feel
like
I
T
is
already
got
a
lot
on
their
plate,
and
so,
if
we
in
six
months
revisit-
and
we
see
whether
you
know
what
they
can
and
can't
do
and
whether
we
need
to
you
know,
do
another
hit
with
with
this
contract
with
mountain
river.
But
we
just
we
come
back
and
we
look
at
it
because,
rather
than
say,
I
t's
gonna
do
it
because
I
T
may
have
challenges
of
its
own,
especially
in
this
environment,
and
may
not
be
in
a
position
to
take
it
over.
K
C
Councilwoman
Linda
could
you
you
know
you
have
the
numbers
down
as
far
as
that
700,000
and
that
I
thought
the
information
you
you
added
at
Public
Works
was
was
was
very
good
because
I
mean
when
you
look
at
700,000
and
what
we're
getting
for
it.
We
could
I
could
be
wrong,
but
it
sounded
like
we
might
be
able
to
get
it
for
a
lot
cheaper.
Even
even
if
we
didn't
go
with
with
IT
and
we
left
it
with
this
company
go
ahead.
Yeah
I
think
Thank.
B
B
We've
got
to
find
a
way
to
do
that.
Better.
We've
we've
dealt
with
this
billing
system,
I
believe
it's.
You
know,
we've
been
struggling
with
this
since
2013
and
we
got
to
find
our
way
through
this
and
quickly
it's
it's
a
luxury
that
we
can
no
longer
afford
and
we
can't
kick
the
can
down
the
road
any
further.
B
But
you
know
and
I
penciled
that
out
I
don't
know
130
I,
don't
have
it
right
in
front
of
me
135
dollars
an
hour
and
the
contract
700,000
I
just
don't
understand
why
we
need
that
amount
of
consulting.
It
doesn't
make
sense
to
me
and
we've
got
to
find
a
different
way
to
do
it,
because,
when
you
pencil
that
out
to
employees
at
two
and
a
half
employees
at
two
hundred
and
eighty
thousand
dollar
base
that
doesn't
work,
particularly
in
these
times
so
I
think.
That's
probably
the
information
you
are
looking
for
chair.
Yes,.
C
O
I
understand
it
all
of
this
data
entry
and
the
submission
is
intended
to
bring
the
current
billing
system
or
invoicing
system
or
whatever
it
is
up
to
date
into
what
the
city
is
is
doing
now
with
their
overall
financial
system
and
I'll
remind
you
of
the
comments
I
made
at
public
works
utilities,
and
that
is
that
we
don't
have
a
very
good
customer
service
invoicing
system.
Still
it's
improved,
but
you
know,
let's
not
forget
some
of
these
IT
employees
are
on
furlough
and
and
who
knows?
O
You
know
revisiting
it
and
half
a
year
or
something
but
I,
don't
I
think
we
would
lose
more
if
we
dropped
doing
this
and
transitioned
it
over
to
IT,
because
we're
gonna
lose
a
lot
of
the
the
database
plus
we're
gonna
lose
the
the
efficiencies
of
the
retired
employee
and
everything
that
the
knowledgebase,
because
there's
something
to
be
said
for
a
well-trained,
very
familiar
person
doing
this
work.
I
know
it
finance
I
mean
at
Public,
Works
utilities,
I
think
there
was
a
comment
made
well.
This
is
a
real
push
job
for
a
retired
employee.
O
The
other
I
don't
agree
with
that.
But
there
is
there's
a
lot
of
efficiencies
that
we
have
using
an
employee,
retired,
employee
or
otherwise,
that's
already
familiar
with
the
system.
It
is
working
crazily
and
out
from
a
knowledge
base
that
we
won't
get
anywhere
else
and
and
I
asked
at
the
meeting
the
prior
meeting.
What
are
the
cost?
What's
the
cost
benefit
and
I?
O
Think
it's
right
there
it
you
know,
there's
gonna,
be
some
transition,
learning
curves
and
then
perhaps
vacancies
and
furlough
hours
missing
in
IT,
and
then
why
spend
all
that
time
when,
eventually,
when
this
is
done
it
you
know,
the
old
system
goes
away.
That's
how
I
understand
it,
but
I
agree.
700,000
dollars
is
a
lot
of
money.
I
understand
too
that
the
amount
it
has
been
said
that
if
it's
not
needed,
it
won't
be
spent
I.
O
Think
there's
where
the
efficiencies
lie,
but
going
having
a
testing
or
a
review
down
the
road
to
see
if
we're
any
further
ahead
and
if
we're
saving
gaining
any
savings
by
you
know
working
more
efficiently
and
faster
I
believe
Carol
Romero's
Romero
words
idea
is
a
good
one.
You
know,
but
I
think
we
have
a
lot
to
lose
if
we
just
sort
of
drop
this
and
transition
it
over.
Thank
you.
Thank.
L
N
Think
I
hate
to
think
about
what
the
worst
scenario,
but
ultimately
I
do
know
that
we
bill
about
six
billion
dollars
a
month
or
about
seventy
right.
70
million
dollars
a
year
that
the
bills
that
go
out
through
four
cycles
again
product
list
of
36
thousand
customers
that
receive
those
you
know,
I
got
tremendous
amount
of
transaction
and
account
information
or
how
many
transfers
occur
new
buildings,
all
of
that
is
pushed
through
that
system.
Our
financial
year
end
rag
reports
come
out
of
our
billing
system,
I
mean
for
utility
right.
It
is.
N
N
And
so
so,
ultimately,
it
is
to
help
us
transition
to
the
new
utility
billing
software
I
mean
they
do
play
a
role
in
that
understanding
the
UC
is,
but
even
if
consideration
was
that
we
wanted
to
take
maybe
intermediate
steps
into
evaluation
along
the
lines.
I
do
believe
the
utilities
intent
is
again
through
every
Thursday
when
they
run
the
billion
for
that
cycle.
It's
important
to
know
that
we
have
all
hands
on
deck
ready
if
there
was
a
niche.
You
are
a
hiccup
with
that
system
and
we
can
address
it
immediately.
N
Typically,
it's
in
the
middle
of
the
night
into
the
wee
hours
of
the
morning,
making
sure
that
we
don't
double
billed
people
I'm,
getting
it
left
off
that
the
amounts
aren't
right.
Two
point:
five
million
dollars
making
sure
that
we
get
the
right
and
being
able
to
start
this
clear
with
a
contract
in
place.
Even
if
it
was
at
a
lesser
amount,
know
that
we
have
those
resources
available
to
help
staff
be
successful.
That
is,
we
can
continue.
N
We
meet
with
IT
I'm,
really
continuously
they're
they're,
very
ingrained
in
all
we're
gonna
and
very
capable
people
really
just
focuses.
You
know
where
we
use
the
strengths
first,
Mountain
River
strength
was
juicy
is
with
we're
leverage
in
that
it
will
continue
to
get
more
expensive,
as
that
system
gets
older
and
older,
and
which
is
why
we're
really
putting
effort
into
updating
that
system
and
getting
you
know
more
robust
in
place
functionality.
L
Thank
you
for,
for
that,
I
would
hate
for
us
to
lose
a
million
dollars
to
save
seven
hundred
thousand.
So
you
know
and
I
know.
You
can't
tell
me
that
that
may
or
may
not
happen.
The
other
question
I
had
is
whether
the
contract
allows
for
something
to
be
done
halfway.
So
can
we
do
a
contract
until
December
and
then
relook
at
this,
or
is
the
original
contract
specific.
N
C
N
No
I
appreciate
that
mr.
chair
and
that's
exactly
why
we
put
the
language
in
the
contract
that
the
contract
is
contingent
upon
the
budget,
because
it
does
take
us
a
couple
months
to
get
the
contract
in
place
before
the
budgets
even
approved,
and
so
also
the
contract
would
have
termination
clause.
If
we
decided
not
to
use
mountain
river
right
written
notice
within
30
days,
we
could
cease
that
we
still
control
the
the
task
orders
that
go
through
again
the
diligence
that's
there
by
staff,
but
but
again
I
think
for
utility
staff.
N
The
intent
is
that
there
was
an
incremental
step.
I
think
the
most
critical
thing
was
having
a
sufficient
amount
of
funding
and
a
contract
in
place
at
the
beginning
in
the
fiscal
year.
So
we
make
that
transition
seamlessly
so
that
each
Thursday
again
were
processing
the
bills
and
we're
wanting
that
to
work
fine
and
when
it
doesn't
that
were
able
to
respond
immediately
and
correct
any
any
glitches
that
may
occur.
L
C
You
thank
you
mr.
chair,
okay,
thank
you.
Counselor
I'm
gonna,
give
up
mr.
SEO
a
chance
to
chime
in
before
I
go
back
to
a
second
round
of
questions.
I
have
councillor
Cassidy,
Sanchez's
hand
up
counselor,
Bureau
and
counselor.
We
hail
cobbler,
though,
but
before
that,
can
we
hear
from
our
IT
director?
What
are
your
thoughts
on
on
all
of
this
Joshua?
You.
M
M
So
my
discussions
with
director
Jones
has
been
centered
around
a
couple
areas.
Number
one
is:
where
can
we
be
most
cost
effective
and
number
two?
How
can
we
and
IT
be
able
to
augment
and
mitigate
some
of
the
cost
here?
So
from
my
perspective
and
again,
I
appreciate
especially
councilor
Romero
ursa
comments
with
regard
to
what
is
on
I
t's
plate.
Today
we
have
a
tremendous
amount
and
so
we're
at
a
point
right
now,
where
we're
looking
at
all
of
FY
21
strategy.
Where
do
we
need
a
focus?
M
What
do
we
need
to
do,
but
with
regard
to
this
particular
contract
here
and
just
just
to
highlight
some
points
from
what
director
Jones
gave
and
again,
it
was
laid
out
fairly
fairly.
Well,
there
is
that
today,
ITT
is
not
dedicated
to
the
UC
is
application,
so
we
are
called
in
just
in
case
of
an
emergency
that
does
happen.
Currently,
Mountain
River
is
dedicated
100%
to
this
product,
as
director
Jones
had
laid
out.
There
is
a
lot
of
money
at
stake
here.
M
Number
two:
the
utility
application
is
very
highly
complex
and
it
does
take
time
day
in
and
day
out
to
be
able
to
administer,
administer
things
effectively.
If
you
think
about
when
you
CIA
s,
came
into
play
here
within
the
city
of
Santa
Fe
we're
talking
almost
20
years
of
highly
customizing,
an
application
to
be
able
to
efficiently
run
on
an
ad
tweeted
system
itself.
M
So
there
is
a
lot,
a
lot
of
technical
aspects
that
go
into
managing
and
maintaining
the
you
CIS
application
and,
as
I
said,
were
in
a
shifting
priority
at
this
point
in
time.
If
you
could
imagine,
the
IT
staff
was
fully
dedicated
for
a
good
month
and
a
half
to
establish
a
government
foundation
here
within
the
city.
M
If
I
may
add,
if
this
would
have
happened
two
years
ago,
we
would
have
never
been
able
to
do
what
we
do
today
and
so
over
the
last
couple
years,
the
IT
department
has
been
focused
in
two
major
areas:
number
one
is
the
infrastructure
and
number
two
ERP,
and
so
right
now,
where
IT
is
looking
at
is
how
can
we
address
the
e-government
priorities
going
forward?
So
this
is
where
you
see
is:
does
come
in
number
one,
it's
an
antiquated
system,
so
we
need
to
ensure
that
there
is
a
mitigation
of
cost.
M
So
how
can
I
t
augment
some
of
the
day-to-day
stuff
or
some
of
the
operation
and
maintenance?
I
again,
some
of
the
discussions
on
myself
and
director
Jones
have
I've
had
was.
How
can
we
achieve
that?
There
are
some
very,
very
good
recommendations
by
the
counselors.
You
know
putting
that
forth
number
two
on
that
one.
There
is
that
we're
moving
in
a
direction
to
incorporate
a
new
modernized
application
again,
director
Jones
had
talked
about
an
advanced
utility
system.
M
We
need
to
make
sure
that
we
get
off
of
the
current
you
CIS
system
as
fast
as
we
can,
and
as
safely
as
we
can.
The
reason
being
is
that
this
particular
application
sits
on
an
as/400
system
today
that
is
going
to
be
sun
setting
next
fiscal
year.
So
what
does
that
mean?
Well
that
means
that
the
full
support
from
IBM
is
not
going
to
be
there.
M
We're
gonna
have
to
continue
to
to
rely
on
a
third
party,
a
third
party
contractor,
if
you
will
who's,
been
helping
us
today
to
be
able
to
manage
and
maintain
this
a
is
400.
It
is
absolutely
essential
and
critical
that
we
move
towards
a
new
modernized
application
in
the
advanced
utility
billing
system
and
third,
what
we
need
to
do
is
ensure
that
that
this
new
advanced
billing
system
that
we're
bringing
in
is
going
to
is
going
to
integrate
into
our
current
year
P
fiscal
application.
M
So,
ultimately,
what
we
want
to
do
is
get
away
from
the
manual
processes
that
are
ongoing
today,
whether
that's
supporting
the
you,
you
CIS
system
from
an
IT
perspective
and,
of
course,
the
day
to
day
care
and
feed
that
that
system
has
and
again
ultimately
being
able
to
manually
feed
or
what
we're
doing
today
manually
feed
into
the
current
ERP
application.
So
I
think
from
a
from
a
bottom-line
perspective.
We
with
NIT
would
definitely
have
to
address
number
one.
M
And
so
it
would
definitely
take
us
time
with
an
IT
to
be
able
to,
on
the
one
come
up
to
speed,
to
be
able
to
see
how
we
could
help
director
Jones
and
his
public
utility
department
to
be
able
to
do
the
OEM
of
the
of
the
you
CIS
application
and,
at
the
same
time,
transition
into
a
new
modernized
area.
Now
I'm
not
saying
that
it
can't
be
done.
I
think
you
can.
But
it's
definitely
going
to
take
us
time,
because
you
see
is,
is
just
one
platform
that
we
have
to
continue
to
be.
M
Therefore,
if
an
emergency
is
occur,
so
III
apologize
for
being
long-winded,
but
I
definitely
wanted
to
give
a
bigger
picture
or
add
to
what
director
Jones
had
said
with
regarding
to
this
particular
application.
But
it
was
very,
very
imperative
that
that,
as
ITT
shifts
to
e-government,
that
we
do
it
in
a
very
prudent
fashion
in
a
very
prioritized
fashion-
and
you
see
is
or
I
should
say,
the
new
advanced
utility
billing
system
is
is
going
to
be
key
in
our
strategy.
Going
forward.
A
A
N
Mr.
chair
concert
assess
inches
I'm,
trying
to
go
over
a
call,
but
I
actually
think
the
annual
spending
is
prosit
around
a
three
hundred
thousand,
because
this
is
the
third
year
it
accumulates
and
what
the
contract
amount
is
authorized
for.
N
Procurement
only
allows
us
to
have
a
four
year
contract
under
under
the
procurement
before
it
has
to
some
of
the
procurement
has
to
come
in
and
I
think
a
majority
of
the,
not
a
majority
I'm.
A
big
chunk
of
the
expenditures
currently
really
had
to
do
with
how
we
re
interfaced
you
see,
is
into
the
new
Tyler
muna
system
I
believe
there
was
some
significant
amount
of
work
that
was
also
done
there
and
and
creating
those
business
workflow
process
and
I'm
facing
those
systems.
N
A
P
N
C
N
A
Okay,
I
think
I
think
that
was
it
Joshua.
Thank
you
for
answering
a
lot
of
my
questions.
You
know
really.
It
was
a
lot
of
how.
How
specific
is
this
knowledge?
Can
we
integrate
it?
I
would
much
rather
be
able
to
pay
city
employees
than
pay
a
contractor,
especially
with
everything
going
on.
It
is
good
to
know
that
this
is
very
specific
information.
A
I
I
also
would
really
like
to
look
at
what
this
you
know.
As
councillor
vio
mentioned
what
this
exit
strategy
looks
like.
How
can
we
really
be
decreasing
your
spending?
You
know
to
counsel
Rivera's
point.
We
want
to
make
sure
that
we
are
not
throwing
the
baby
out
with
the
bathwater,
so
to
speak,
I
like
to
explore.
Potentially
if
we
can
look
at
Carol
Merrill
with
councillor
O'meara
warts
proposal.
E
M
Mr.
cherrick
counselor
Avion
I
appreciate
that.
Thank
you.
That's
really
the
second
objective.
What
we're
trying
to
do
come
this
fiscal
year,
FY
21,
so
just
to
review
number
one
taking
a
look
at
what
kind
of
onm
is
involved
with
regard
an
O&M
being
operation
and
maintenance
being
involved
with
the
current
UC
is
maintenance,
if
you
will,
of
of
the
application
itself
number
two
to
have
a
clear
direction
as
to
how
we
are
going
to
transition
into
the
advanced
utility
billing
system.
M
As
director
Jones
has
stated,
we've
been
working
with
him
with
his
group
over
the
last
six
months
to
develop
an
architecture
to
develop
a
a
strategic
way
of
how
we
are
going
to
address
the
transition
between
the
current
you
CIS
system
and
the
advanced
utility
billing
system
which
again
and
I
apologize.
You
know
for
for
saying
this,
but
I
do
view
this
as
a
mini
ERP,
because
there
is
a
lot
of
transition.
A
lot
of
upgrade
to
this
antiquated
system
of
UC
is
into
advanced
utility
billing.
M
Once
we
have
the
advanced
utility
billing
system
set,
then
it's
just
a
matter
of
creating
a
application
interface.
If
you
will
into
the
tiler
munis
system
and
at
which
point
we
should
be
able
to
move
away
from
the
tremendous
manual
process
that
we're
undertaking
today
and
go
to
a
more
automated
process
between
the
two
systems
itself.
So
that's
the
plan
that
we
have
right
now
and
again
we
do
have
a
resources
resource
that
has
been
working
with
the
public
utility
company
or
the
water
division
and
the
advance
utility
billing.
M
As
I
said,
we
already
have
a
architecture
already
build-out.
We
know
where
the
application
is
going
to
reside.
We
know
what
you
know
how
we
are
going
to
what
the
overall
again
framework
is
going
to
look
like
to
help
get
us
there,
but
I
do
have
to
emphasize
that
Mountain
River
is
going
to
be
a
vital
piece
to
this
because
again
number
one
they're
they're
very,
very
intimate
into
the
current
UCI
system
that
we
have
very
knowledgeable
and
we
have
to
utilize
them
to
transition
all
of
that
data
into
the
new
system
itself.
M
So
there
are
a
number
of
steps
that
we
have
to
take
to
be
able
to
get
us
to
that
point
and
again
we
had
a
lot
of
lessons
learned
from
ERP
I've
already
been
bringing
in
the
European
manager
into
this
into
this
project
itself.
So
he
is
well
aware
of
how
we
are
going
to
construct
this
framework,
and
so,
as
I
had
stated
earlier,
IT
is
shifting
a
lot
of
their
strategy
towards
eager
meant.
That's
where
we
have
to
go.
M
That
is
very,
very
vital
for
us
and
of
course,
the
second
piece
to
that
is
ensuring
that
that
we
are
getting
off
a
platform
that
is
no
longer
going
to
be
supported
in
any
way
shape
or
form
come
FY
22.
So
it's
important
for
us
to
get
to
that
point.
So,
hopefully,
I
answered
your
question
there.
Counselor
yes,.
E
And
I
also
I
mean
I,
see
the
expertise.
You're
you're,
referring
to
I,
also
think
the
ITT
has
a
certain
expertise
that
can
be
drawn
in
so
that
when
we
looking
at
this
particular
system
that
we
have
you
all
to
look
at
the
maintenance
and
operations
of
the
system,
I
think
that's
important.
Because
again,
then
this
would
go
on
forever
with
a
contract.
I,
don't
think
we
need
to
extend
and
and
I
don't
like
when
you
say
mini
ERP.
That
freaks
me
out.
O
E
I
do
think
that
the
contract
needs
to
be
very
clear
about
deliverables
and
what
we're
going
to
be
moving
forward
with
and
and
what
we
can
be,
how
we're
going
to
be
part
of
the
the
the
interface
our
staff,
so
I
guess
I'm,
just
I.
Don't
think
that
all
these
pieces
are
placed
in
the
contract
completely
and
that's
what
worries
me
if
we're
gonna
be
moving
forward
with
some
version
of
this
later
on,
because
I
think
it
needs
to
be
sent
back
to
give
us
another.
E
C
O
Eliseo
commented,
I
was
going
to
say
that
yes,
this
this
system,
we're
still
on
the
as400,
which
is
a
dinosaur
and
I,
think
we
need
to
become
more
compatible
with
the
the
modernization
we're
doing
with
ERP,
and
you
know
I'm
gonna
take
you
back
to
a
few
years
ago,
not
too
long
ago,
because
I
wasn't
on
council
yet,
but
you
might
recall,
and
I
was
a
big
some
of
it.
Many
many
people
were
and
they
were
complaining
back
to
a
time
when
we
were
getting
like
three
buildings.
O
Billing
cycles
in
invoice,
I
I
got
I
got
a
aunt
utility
bill
and
I
didn't
know
there.
It
was
coming
from
and
Water
Division
couldn't
thank
to
me
where
those
numbers
came
from
and
and
and
the
other
thing
that
was
going
on
there
was
that,
oh,
where
the
explanation
word
months
behind,
but
we
can't
tell
you
what
those
months
are
and
I
see.
Mr.
O
So
you
know
I
I,
just
I
think
there's
too
much
risk
in
throwing
the
baby
out
with
the
bathwater,
as
Kessler
Cassatt
Sanchez
said
so.
You
know
I
I'm
kind
of
worried
about
this,
because
I
was
a
victim
of
it
before
and
I
understood
it
and
I've
been
asking
a
lot
of
questions.
Thank
you
very
much.
Okay,.
C
E
E
D
C
C
Okay,
8b
request
for
the
approval
of
amendment
number
8
to
service
contract,
1805
5-2
in
the
total
amount
of
nine
hundred
seventy
four
thousand
three
forty
six.
Seventy
seven
plus
applicable
and
MDRT
for
annual
security
services
for
city
facilities,
universal
protection
services,
DBA
Ally,
Universal,
Security,
Council,
Olivia,.
Q
E
You
mr.
chair
and
thanks
to
mr.
Burnett
I,
think
you're
on
with
us
I,
thanks
for
being
patient
I
really
just
wanted
to
understand.
I
know
we
already
approved
this
contract
and
we're
currently
working
with
Ally
I
just
wanted
to
understand
better
about,
since
our
security
needs
have
changed
because
of
the
closure
of
many
of
our
facilities
due
to
the
stay
at
home
order.
R
Absolutely
chairman
Abeyta
counselor
via
rial.
One
thing
that's
been
really
nice
about
working
with
allied
security,
and
recent
months
has
been
their
willingness
to
adjust
the
levels
of
security
at
our
various
facilities
based
on
our
current
needs,
and
so
once
we
pass
a
contract
with
them.
We
are
eight.
The
way
they
bill
us
is
by
our
spent,
rather
than
you
know,
dividing
the
contract
up
by
12
months
or
some
other
pattern
like
that.
R
So,
for
example,
the
library's
santa
fe
Trails
Midtown
campus
are
three
examples
that
come
to
mind
pretty
quickly
of
places
where
we
have
reduced
the
number
of
hours
without
adjusting
the
contract
and
that
works
really.
Well.
We've
been
working
on
this
amendment
for
several
months
and
I
was
kind
of
stuck
between
a
rock
and
a
hard
place.
Do
we
create
kind
of
a
more
narrow,
scoped
contract
trying
to
mitigate,
for
you
know,
changes
in
GRT
or
do
we
process
a
contract?
R
So
this
is
the
absolute
cap
on
services.
There
is
a
spreadsheet
I
attached
to
the
contract
that
breaks
it
down
by
facility
showing
you
what
the
schedule
is.
You
know
the
weekly
schedule,
the
number
of
hours
per
week,
the
annual
hours
and
basically
the
contract,
covers
100%
of
our
security
needs.
That
said,
al
IDEs
been
very
gracious
in
working
with
us
and
reducing
hours,
or
you
know,
kind
of
adjusting
as
needed.
It's
they've
been
really
they've,
been
pretty
good
about
working
with
us
for
the
last
couple
months.
E
C
D
C
P
Thank
you
and
thank
you
for
allowing
discussion
regarding
the
city
of
Santa,
Fe,
health
and
life
insurance
plans.
The
city
offers
great
benefits
that
many
are
accustomed
to
and
we
understand
that
changes
can
be
challenging.
Although
we
understand
that
changes
will
be
difficult.
The
city
has
grappled
with
the
rising
healthcare
costs
for
several
years.
In
fact,
in
2005
the
city
adopted
a
resolution
creating
the
group
insurance
benefits,
Advisory,
Committee
or
city
employees.
P
The
first
few
statements
are
that
the
crisis
in
health
care
costs
has
forced
the
city
to
move
to
its
blewett's
retirees
to
the
state,
retiree
health
insurance
plan
and
future
costs
of
health
care
for
city
employees
continues
to
escalate
as
a
self-insured
plan.
There
is
volatility
from
year-to-year
and
having
a
stable
fund.
Balance
is
critical
since
2017
our
expenses
have
exceeded
our
revenues.
The
city
has
used
fund
balances
to
offset
the
differences
and
to
not
increase
premiums.
P
Before
last
year,
the
last
premium
rate
increase
was
in
2015,
the
national
average
for
premium
rate
increases
over
the
last
five
years,
proximately
five
percent
annually,
the
last
plan
design
change-
was
in
2015.
At
that
time
there
were
issues
with
the
massage
benefit,
so
a
medical
necessity
requirement
was
implemented.
In
addition
to
those
changes,
office
and
specialty
visit
co-pays
were
increased.
P
Additionally,
our
current
fire
union
contract
has
caps
on
the
amount
of
co-payments
that
bargaining
union
employees
are
to
pay
each
fiscal
year.
The
benefits
Advisory
Committee
that
I
mentioned
earlier
passed
by
resolution,
needs
to
discuss
the
status
of
the
plans
and
if
there
will
be
any
changes
for
the
upcoming
fiscal
year
for
this
year,
we
provided
all
three
union
leadership
with
the
presentation
in
front
of
you
and
then
Matt
on
May
14th
from
4:00
p.m.
to
7:00
p.m.
C
Okay,
thank
you
and
we've
had
this
presentation
more
than
once,
and
so
if
we
can
focus
on
the
options
that
are
being
presented
because
I
think
all
of
the
other
information
before
that
we
we've
already
heard
a
couple
of
times
over
the
last
few
months.
So
that
would
be.
That
would
be
helpful
if
you
can
focus
on
the
different
options.
Thank
you.
S
K
S
E
S
So
mr.
chairman
per
your
request,
I'm
going
to
go
ahead
and
jump
forward
to
the
different
options
that
we
presented
that
we
are
presenting
today,
so
I'm
not
on
slide
14.
This
is
the
medical
benefit
option.
1.
What
this
option
proposes
is
that
we
would
replace
your
premium
plan
that
you
have
in
place
today.
You
currently
have
two
premium
plan
offerings,
one
for
your
non-union,
your
POA
police
union
employees
and
ask
me
employees,
and
then
you
have
a
separate
premium
plan
for
your
fire
employees.
S
Under
this
benefit
option
number
one
would
replace
those
two
plans
with
the
plan
design
that
you
see
in
column,
C
the
purple
option.
We've
highlighted
for
you
on
this
screen
to
make
it
easier
to
see
what
plan
benefit
design
changes
would
be
incorporated
under
this
option.
It
would
maintain
your
core
plan
and
your
HRI
plans
with
the
current
benefit
designs
that
they
offer
today.
S
S
Preventive
lab
work
is
covered
at
a
hundred
percent,
as
mandated
by
the
Affordable
Care
Act
MRIs,
PET,
scans
and
cat-scans
would
be
a
250
dollar
copay.
Those
services
are
currently
paid
hundred
percent
by
the
plan
today,
you're
impatient
Hospital
would
change
to
a
thousand
dollar
copay
outpatient
surgery
services.
This
would
be
like
day
surgeries.
S
Your
other
services,
such
as
acupuncture,
chiropractic,
massage
and
Napa
pathy.
Those
would
change
to
a
$40
copay
and
it
would
result
in
a
12
visit
limit,
so
that
would
be
a
reduction
from
24
visits
for
those
four
services
down
to
12.
Your
therapies,
such
as
physical
speech
and
occupational
therapy,
would
be
a
forty
dollar
co-payment
with
the
30
visit
limit
today.
That
limit
is
60
and
then
ambulance
services
would
be
a
$50
copay
where
there
is
no
cost
sharing
today.
C
S
K
Sorry
had
to
find
the
unmute
button,
so
we're
gonna,
so
you're
gonna
present
three
options
and
I
guess:
do
they
all
get
us
to
the
same
point
in
terms
of
savings
and
bringing
our
expenses
and
our
revenues
in
line?
And
it's
just
a
question
of
how
you
do
that
in
the
plan
design
or
are
these?
Do
these
get
us
to
different
places?
I'm
not
clear
on
that.
S
Mr.
chair
councillor
O'meara
worth
a
straight
question.
These
three
options
would
get
us
to
a
very
different
budget
number.
So
I
can
go
like
if
I
proceed
forward
to
the
next
slide.
You
will
see,
on
the
right
hand,
side
the
purple
box.
This
is
the
budgeted
numbers.
If
you
look
at
the
bottom,
these
are
the
overall
numbers.
The
total
is
where
we
need
to
look
at
on
Rose
22
to
24,
so
row
22.
If
you
look
under
column
I,
it
shows
the
combined
annual
cost
of
21
million.
S
That's
the
total
premium
cost
if
you
slide
it
over
to
the
right
in
column.
J.
Sixteen
point
two
million
would
be
the
city
of
Santa
Fe
share
for
this
option.
That
would
be,
if
you
drop
down
a
couple
of
rows
to
24
that
would
a
1.17
8
million
dollar
increase
to
the
city
of
santa
fe
cost
today
in
column,
K.
S
E
S
So
mr.
chair
and
councilor
via
rail,
really
what
we
need
to
compare
back
to
is
the
renewal.
So
when
we
look
at
the
plans
in
total
here
on
page
seven,
we're
looking
at
an
overall
nine
point,
four
percent
increase
to
the
budget.
It's
one
point,
eight,
six,
six.
Now
that
is
not
totally
the
city
share.
If
what
we
are
looking
at
for
a
city
share
of
increase
is
today
we
have
on
the
non-union.
C
A
S
Mr.
chair
and
councillor
Cosette
chunks,
it
Sanchez.
It
is
a
limit
for
the
plan
year,
so
your
plan
year
runs
July
1st
through
June
30th
of
each
year.
So
it
is
any
time
someone
accesses
that
service
that
counts
as
one
of
those
visits
so
once
they
reach
at
12
visits,
then
they've
hit
their
limit.
It's
not
tied
to
one
diagnosis
or
one
certain
situation.
No,
that's
I
understand
that
piece.
It's
like.
S
S
O
O
As
the
presenter
was
scrolling
through
there's
more
pages
of
information
that
are
new,
that
I
hadn't
seen
before,
for
example,
the
sheet
there
on
the
fund
balance,
we
is
not
included
in
what
we
have
on
this
link
and
I
think
you
know
as
we
get
down
the
road
I'll
have
some
questions
about
the
fund
balance,
so
I'm
I'm
curious
about
whether
oh
and
our
presentation
has
something
at
the
top
called
add
fire
plan
and
I.
Don't
see
that
in
as
the
presenter
was
scrolling
through.
P
Had
our
benefits,
Advisory
Committee
meeting
on
Thursday
and
it
lasted
till
7
p.m.
so
the
discussion,
and
we
also
had
the
deadline
for
packet
material
for
the
Finance
Committee.
So
the
discussion
items
that
we
had
resulted
in
some
additional
information
to
the
presentation
that
you're
seeing
in
front
of
you
so
you're
correct.
There
are
more
pages,
but
it
was
as
a
result
of
working
with
our
union
leadership
to
insert
more
of
the
information.
So
the
numbers
are
the
same.
P
One
of
the
other
reasons
why
there's
a
fire
extra
information
on
the
fire
plan
is
because
fire
union
expressed
concerns
about
merging
with
the
rest
of
the
employees.
So
we
wanted
to
make
sure
that
there
was
a
slide
separating
the
two
plans
to
ensure
that
if
that
was
going
to
continue
to
occur,
then
you
all
are
receiving
the
accurate
numbers.
But
if
you
look
at
the
numbers,
the
numbers
are
the
same:
okay,.
O
P
Chairman
councilor
via
the
Hale
coupler,
sorry,
what
I'm
saying
is
the
presentation
that
we
had
before
the
benefits
committee
meeting
did
not
separate
the
fire
union
plan
with
the
rest
of
the
employees,
because
we
were
engaging
in
conversations
about
combining
all
of
them.
They
they
did
not
think
that
they
would
want
to
separate
I
mean
combined.
They
wanted
to
stay
separated,
so
we
separated
the
numbers.
But
if
you
use
your
calculator,
you'll
see
that
the
totals
are
the
same.
S
O
S
Mr.
chair
counselor,
vo
coupler,
that
is
correct.
So
one
of
the
goals
we
were
trying
to
do
with
simplify
the
administration
of
the
benefits
plans,
because
today
you
have
basically
six
plans.
You
have
three
plans
that
are
offered
to
your
non-union
police
and
asked
me
employees,
and
then
you
have
three
plans
that
are
offered
to
your
fire
department,
employees
and
so
in
an
effort
to
try
and
simple,
simplify
the
benefits.
S
It
was
looked
at,
combining
everybody
on
to
the
same
three
plan
offering,
and
so
that
was
what
we
had
presented
at
the
Insurance
Committee
on
Thursday
of
last
week.
Those
were
options
we
had
presented
to
the
Finance
Committee
before
and
based
on
the
feedback
from
Thursday's
meeting.
The
fire
expressed
concerns
that
they
would
like
to
maintain
their
current
plans
and
and
not
make
the
changes.
S
Q
B
S
S
The
top
section
has
your
premium
plan
and
if
you
look
at
column
I
three
to
six,
this
shows
you
what
the
monthly
premium
rate
would
be
based
on
what
Terra
coverage
the
employee
selects.
So,
for
instance,
if
an
employee
needs
to
cover
themselves
and
their
family,
their
spouse
and
their
dependent
children,
they
would
select
the
employee
and
family
tier.
The
total
cost
per
month
for
that
plan
would
be
two
thousand
dollars,
two
thousand
sixty
seven
dollars
and
36
cents.
S
B
S
S
Thank
You
mr.
chair
will
move
on
to
option
to
you.
So
with
this
option
it
would
again
once
again
address
plan
changes,
moving
all
employees
to
one
premium
plan
option
based
on
the
plan
design.
It
would
make
plan
very
similar
to
the
core
plan,
so
our
recommendation
would
be
to
eliminate
the
core
plan
and
just
offer
two
plans
the
premium
and
the
HRA
plan.
S
S
The
co-pays
for
office
visits,
whether
it's
a
primary
care,
physician
or
specialist
remain
the
same.
Your
diagnostic
procedures,
your
hospital
care,
all,
are
ten
percent
coinsurance.
After
the
deductible
has
been
met,
an
emergency
room
will
go
to
deductible
and
ten
percent
coinsurance
your
mental
health,
it
would
be
an
office
visit-
would
still
remain
at
the
thirty
dollar
specialist
copay
you're
impatient
services
would
be
ten
percent
after
they
deductible
once
again.
S
The
acupuncture
Kairo,
massage
therapy
and
nephropathy
are
the
same
proposed
changes
as
in
the
predecessor
as
the
preceding
option,
as
well
as
the
physical
speech
occupational
therapy,
and
then
ambulance
would
be
10%
after
deductible.
So
real,
quick
before
we
jump
into
questions,
I'd
like
to
run
through
an
example
to
show
how
this
plan
would
operate
because
I
think
that
would
help
make
some
sense
out
of
this.
S
So
just
say:
we
have
an
individual
with
single
coverage.
It's
the
start
of
the
plan
year.
They
have
not
had
any
claims
yet.
Their
first
claim
is
to
go
in
and
get
their
annual
wellness
check,
because
that
is
a
preventive
service.
They
would
have
no
out-of-pocket
cost.
On
average,
a
physician
office
visit
can
cost.
You
know
I
used
a
number
of
average
$150,
so
the
claim
total
would
be
$150.
The
employee
would
have
no
out
park
Spence
for
that
business.
That
visit,
because
it
consider
preventive,
so
they
have
no
total
out-of-pocket
cost.
S
Then
they
feel
a
generic
prescription.
The
cost
of
that
drug
is
$48.
The
members
generic
prescription
copay
is
$10,
so
they
would
pay
that
when
they
pick
up
the
prescription.
So
now
their
total
out-of-pocket
for
these
two
services
has
been
$10
say
they
go
for
a
chiropractic
visit
that
builds
contractor
rate
is
$90.
Under
this
new
model,
the
member
would
pay
a
$40
co-payment.
S
The
plan
would
pay
the
difference,
and
now
the
member
has
paid
out
of
pocket
$50
for
all
of
their
services.
They've
received
a
bus
bar.
Then
this
member
has
an
urgent
care
visit.
An
urgent
care
visit
is
about
$220.
An
urgent
care
has
a
thirty
dollar
co-payment
under
this
plan,
so
the
member
pays
their
$30
and
their
total
out-of-pocket
expense
for
this
year
has
now
gone
to
$80.
S
They
fill
their
generic
prescription
again
because
it
is
a
maintenance
drug,
and
so
they
have
another
$10
cocaine
and
they
paid
so
now
their
out-of-pocket
total
goes
to
$90.
Then
this
individual
has
an
unfortunate
incident
and
has
to
go
to
the
emergency
room
twist.
Their
ankle
emergency
room
visit
were
estimating
$1,200,
because
this
service
is
subject
to
deductible
and
coinsurance.
This
member
has
not
had
any
service
so
far
this
year
that
where
they've
had
to
pay
their
deductibles,
so
they
would
pay
their
300
dollar
deductible
and
that
would
be
subtracted
from
this
$1,200
bill.
S
The
remaining
balance
would
be
$900,
then
the
member
would
pay
10%
of
that
$900,
so
their
total
out-of-pocket
for
that
emergency
room
visit
is
three
hundred
and
ninety
dollars
that
gets
added
to
their
out-of-pocket
balance,
so
the
member
so
far
has
now
paid
four
hundred
and
eighty
dollars
towards
their
care.
This
thus
far,
then
the
employee
has
to
have
an
MRI
of
their
ankle
that
MRI
cost
$2,400
they
MRIs
are
subject
to
deductible
and
the
coinsurance.
S
The
member
has
already
met
their
deductible
when
they
went
to
the
emergency
room,
so
they're
only
gonna
pay
that
ten
percent
coinsurance,
so
they
would
pay
$240
those
words
cost
of
that
MRI
again
that
$240
gets
added
to
what
they
paid
out
of
pocket,
so
that
becomes
a
total
of
seven
hundred
and
twenty
dollars.
Then
it's
determined
this
individual
needs
to
have
surgery
on
their
ankle
and
say
that
surgery
cost
$25,000
well
in
out
of
patient
surgery.
S
As
you
can
see
on,
the
preceding
slide
was
ten
percent
coinsurance
after
the
deductibles
met,
since
the
employee
has
already
met
their
deductible,
they
are
responsible
for
ten
percent.
However,
remember
there
is
the
$22,500
individual
out-of-pocket
maximum,
that
is
the
most.
The
member
will
pay
in
a
plan
year
for
their
coverage,
since
they
have
already
paid
seven
hundred
and
twenty
dollars
and
all
the
care
they
have
received
before
this.
S
Ten
percent
of
a
$25,000
surgery
is
two
thousand
five
hundred.
They
would
not
pay
that
amount,
they
pay
the
difference
from
the
out-of-pocket
maximum
and
the
720,
which
was
1780.
So
now
the
employee
has
paid
two
thousand
five
hundred
dollars.
Out-Of-Pocket
Maxim
any
further
services
that
they
use
on
the
plan,
that
is
a
covered
service,
would
now
be
paid.
A
hundred
percent
by
the
plan
for
the
remainder
of
the
plan
year
does
this
example
help
understand
what
the
changes
are
and
how
that
would
impact
a
member.
S
S
C
E
S
No,
we
don't
really
have
a
slide
that
shows
that.
But
if
you
will
recall
here
between
the
tooth
the
to
plant,
the
six
plans
that
you
offered
the
city
is
looking
at
an
increase
to
your
budget
of
your
health
of
your
medical
plan
of
one
point:
four:
four:
five
million
right:
if
we
don't
make
any
plan
design
changes,
your
your
costs
are
gonna
go
up
by
this
amount.
S
C
C
It
yeah
we
can
create
a
slide
because
I
mean
we're
just
having
a
discussion
tonight,
but
when
it
I
don't
know
if
it's
coming
back
to
finance-
or
it
goes
the
council
but
I
agree
with
Councilwoman
Bri.
Oh
it'd
be
good
to
have
a
slide.
That
shows
option
one
and
option
two
option:
three
and
and
maybe
even
something
else
based
on
the
discussion
this
evening,
so
that
we
can
compare
it
side-by-side.
I
agree.
S
S
Mr.
chair,
thank
you
option.
Three
is
a
pretty
closely
mirroring
the
changes
that
we
presented
on
the
prior
side,
moving
everybody
to
just
one
premium
plan,
eliminating
the
core
plan,
but
maintaining
the
HRA
plan.
The
difference
is
this
plan
incorporates
higher
deductibles
and
a
higher
coinsurance
level
suit,
we'd,
be
looking
at
a
thousand
dollar
deductible
for
an
individual
two
thousand
four
family.
That
out-of-pocket
would
also
increase
to
four
and
eight
thousand.
The
coinsurance
would
be
twenty
percent
after
the
member
has
met
their
deductible.
S
When
we
look
at
the
impact,
this
option
would
be
the
what
the
one
option
to
make
these
drastic
of
change.
They're,
pretty
drastic
changes
for
your
plans.
This
would
keep
your
your
budget
basically
flat
for
the
renewal.
So
when
we
look
at
these
costs,
if
you'll
see
at
the
bottom
of
column,
J
and
row,
twenty
three,
it
maintain
your
annual
budget
about
fifteen
million,
so
it'd
be
roughly
about
a
sixty
four
thousand
dollar
increase.
S
C
Okay
and
as
we
as
we
go
forward
to
I
think
what
would
be
helpful
is
if
we
can
also
have
a
comparison
to
other
entities.
Government
entities,
like
maybe
the
state
of
New
Mexico
and
either
City
of
Albuquerque
or
city
of
Rio,
Rancho
or
maybe
Santa
Fe,
County
I,
don't
know
if
that's
possible,
but
I
think
that
would
be
helpful
too.
So.
S
Mr.
chair,
in
the
appendix
of
the
presentation,
we
had
a
side-by-side
comparison
of
the
city's
premium
plans
compared
to
you
national
benchmarks
and
the
state
of
New
Mexico.
In
this
presentation,
which
we
have
provided
to
branch,
you
will
be
able
to
distribute.
We
were
able
to
over
the
weekend,
get
this
County
of
Santa
Fe
benefits
and
get
them
added.
It's
pretty
small,
because
we
had
to
condense
everything
in
here.
So
it's
a
little
bit
challenging
to
read.
S
But
once
this
gets
just
distributed,
you'll
be
able
to
see
that
the
city's
two
plans
are
in
the
teal
color
national
benchmark
is
in
purple.
The
County
of
Santa
Fe
is
in
the
green
boxes,
and
the
state
of
New
Mexico
plan
is
in
the
dark
blue.
So
this
would
give
you
an
idea
of
you
know
what
your
plans
look
like
compared
to
these
other
entities
and.
C
Is
there
a
way
to
take
this
information
and
show
what
what
going
to
a
plan
comparable
to
the
state
of
New
Mexico
would
would
save
us
or
comparable
to
Santa
Fe
County
would
save
us
or
not
us,
but
the
taxpayer,
because
that's
really
what
we're
talking
about
here,
especially
as
we
move
into
having
to
cut
the
budget.
This
is
really
about
the
taxpayer
now
and
not
not
really
us
I
guess.
S
C
C
T
C
T
C
S
P
Yeah
I
can
talk
through
it,
so
the
fund
balance,
the
numbers
provided
by
our
finance
department,
as
you
can
see
on
the
screen,
is
a
little
over
six
point.
Two
million
the
line.
Forecasted
deficit
is
what
we've
been
talking
about,
based
on
the
fact
that
our
expenses
are
coming
in
higher
than
our
revenues,
so
that
we.
C
C
P
We
remove
that
amount,
we're
at
a
little
over
4.2
million,
and
then
we
have
in
the
next
line
and
incurred,
but
not
reported
Reserve,
that
the
city
has
consistently
put
in
a
reserve
over
the
course
of
the
last
several
years
to
the
tune
of
1.6
million.
So
once
we
take
that
out,
that
would
leave
us
at
a
little
bit
over
2.5
million
in
our
fund
balance
and
again
this
does
not
include
the
increase
to
the
city's
budget.
P
P
This
slide
mr.
chairman
councilor
Bri,
all
the
slide
that
Don
Montano
earlier
about
the
premium
rate
increase.
So
if
we
made
no
changes,
the
city
would
be
experiencing
about
a
1.4
million
increase
to
the
budget,
and
that's
not
included
in
in
this
slide
here.
So
that
would
be
the
city
share
of
contributions.
If
we
made
no
changes
so.
S
C
T
T
Well,
what
that
was
comprised
of
was
that
1.7
million
and
IBNR,
and
what
that
is
is
that
at
the
end
of
the
fiscal
year,
June
30th,
that's
the
approximate
amount
of
claims
that
were
incurred
in
the
fiscal
year
but
haven't
been
paid
yet
so
there's
roughly
1.7
million
dollars
in
the
existing
claims
at
the
end
of
the
year
and
then
the
other
three
and
a
half-ish
million
was
to
really
cover
the
city
during
times
like
this.
But
when
the
fluctuation
in
claims
executed,
the
revenue
received.
T
Otherwise
what
we
were
trying
to
avoid
was
in
good
years,
holding
the
premiums
flat
or
decreasing
them,
and
then
bad
years
increase
if
you're
having
double-digit
increases
so
rather
than
chase
claims
around
every
year.
They
have
this
reserve
in
place
that
it
would
smooth
out
the
increases
over
the
years.
H
C
K
K
T
Mr.
chair
councillor,
O'meara
worth
the
fund
balance
in
the
seven
or
eight
years,
I've
been
associated
with
the
city
has
been
as
high
as
between
nine
and
ten
million
dollars
and
as
long
as
I
believe
it
was
below
five
million
dollars
four
or
five
years
ago,
when
I,
when
the
council
decided
it
would
be
prudent
to
to
set
a
minimum
level
and
try
to
achieve
there
just
so
again
that
the
claim
fluctuates
quite
a
bit
as
you
save
it.
This
year,
there's
a
two
million
dollar
deficit.
T
C
E
Thank
You
mr.
chair,
so
I
guess
my
question
is
you
know
these
scenarios
help
us
to
understand
options
and
what
I'm
wondering
is?
Are
these
scenarios
based
on
the
trends
of
what
types
of
claims
we
see
most
often
meaning?
Are
we
trying
to
provide
the
best
type
of
insurance
coverage
based
on
what
we're
seeing
in
our
employees
and
what
they're
utilizing
our
benefits
for,
or
insurances,
insurance
benefits.
T
T
The
last
example
was
just
implementing
a
much
much
higher
deductible
coinsurance
to
to
show
what
it
would
take
for
the
city
to
not
have
any
increase
to
either
the
city
share
or
the
employees
really.
From
our
observations.
We
the
only
benefit
that
doesn't
align
with
benchmarks,
the
medical,
massage
nephropathy
chiropractic,
the
city.
The
last
few
years
has
spent
approximately
1.3
million
dollars
on
those
services.
T
E
Guess
I'm
wondering
if
there's
like
more
data
to
back
you
up
on
these
scenarios,
not
so
much
about
the
benefits
like
medical
massage.
But
what
are
the
major
medical
procedures
that
are
happening
or
health-related
trends
that
we're
seeing
for
the
staff
that
end
up
utilizing
certain
aspects
of
our
current
insurance
plan?
And
if
you
looked
at
that.
O
T
That's
absolutely
correct
what
we're
doing
are
shifting.
So
under
that
scenario,
there
would
be
no
increase
to
the
contribution
from
the
employees
paycheck,
but
at
the
time
of
service
it
would
shift
that
million.
You
know
one
point:
four
million
dollars
worth
of
costs
on
to
the
employees
in
terms
of
deductibles
and
coinsurance
at
the
time
of
service,
but
there
would
not
be
a
change
to
the
paycheck
retribution.
T
P
A
T
The
city
plan
pays
claims
to
Sigma
every
week
so
again
that
really
we
kind
of
threw
it
up
at
year-end
and
show
a
year
in
the
fund
balance,
but
but
that
balance
really
fluctuates
throughout
the
year
based
on
claims
payments
throughout
the
year
and
that's
the
$2,000
I'm.
Sorry,
two
million
dollars
forecasted
deficit
here
is
kind
of
our
year-end
estimate
for
this
fiscal
year,
but
actually
that
the
balance
is
going
to
fluctuate
throughout
the
year
as
claims
are
paid
on
a
weekly
basis.
Okay,.
T
Mr.
chary
counsel,
yes,
sir,
that's
absolutely
correct,
and
again
it's
really
too
smooth,
as
you
said,
to
ride
the
waves
from
year
to
year,
again
years
with
two
million
dollars.
Surplus
is
where
we
did
not
change
premiums
for
either
the
employees
or
the
city
and
it's
kind
of
a
rainy
day
fund
for
years,
as
we've
had
the
last
couple.
T
A
And
you
know:
I
echo
councilwoman
van
rales
desire
to
see
some
more
of
the
trends
and
claims
and
what
those
are
looking
like
and
and
where
the
needs
really
are.
The
other
case
that
I'd
be
interested
in
I,
don't
know
if
you
have
as
data,
but
you
know
mentioning
that
our
essentially
soft
tissue,
Cairo,
Accu
Plains
massage
claims
are
disproportionate
from
what
we
usually
see.
I
know
part
of
the
philosophy
there
is
that
some
of
this
preventive
work
helps
prevent
other
types
of
medical
needs.
A
Also
looking
at
the
PT
in
the
occupational
therapy
right
I
know
it's
a
little
bit
challenging
because
it's
claims
that
haven't
happened
with
our
population,
but
I'd
be
curious
to
see
what
potentially
happened
at
County
or
at
the
state,
where
you
could
argue
that
it's
a
similar
population
and
if
they
are
seeing
more
claims
that
we
would
hope
to
be
proved
prevented.
I
know
that
it's
it's
a
challenging
data
piece
to
get
your
hands
on.
T
Mr.
cherrick,
a
certain
sense
it,
it
absolutely
does
it's
just
difficult
to
get
benchmarks
on
those
specific
services.
I
mean
it's
not
as
if
other
entities
share
their
claim.
Data
with
us,
if
we
aren't
being
consulted
for
them
and
again
in
a
city
of
santa
fe,
exceeds
national
benchmarks
by
such
a
level
that
they're
really
not
comfortable,
but
I
will
certainly
see
what
I
can
do.
Okay,
thank.
A
You
and
then
my
last
question
is
you
know
we
have
these
three
plans.
These
are
not
necessarily
the
only
plans
we
have
to
choose
from.
In
essence,
we
continue
to
have
discussions
about
this,
and,
and
we
can
start
to
piece
together
other
plans
if
we
feel
because,
as
councilor
abates
I
mentioned,
option
three
becomes
a
less
rich
plan
than
the
county
or
the
state,
and
that's
absolutely
not
something
that
we
want
to
be
offering
to
our
employees.
But
there
are
things
that
we
can
look
at
between.
T
A
C
P
Mean
yes,
we
we
are
running
in
the
deficit
right
now,
as
Todd
mentioned
earlier,
you
can
have
good
years
and
you
could
have
badges.
You
might
have
a
few
really
high
claims
over
the
course
of
the
year
and
we've
had
a
few
of
those,
so
we've
had
a
couple
of
challenging
years,
and
so
even
with
the
9
little
over
9
percent
premium
rate
increase
we're
still
as
of
right
now
about
a
two
million
dollar
out:
a
two
million
dollar
deficit.
P
T
C
So
we
take
the
rate
to
paint
well
largely
driven
by
a
handful
of
icons,
platelets.
Okay,
the
now
the
options
combined
the
plans,
fire
and
and
everybody
in
the
same
plan
are
there
other
other
cities
in
New
Mexico,
where
fire
has
their
own
separate
plan,
or
are
we
the
only
ones
or
what's
this?
How
do
we
compare
to
other
cities
as
far
as
do
as
a
typical
for
fire
departments
to
have
their
own
plan.
S
S
C
Okay,
I'm
gonna,
give
up
for
any
of
our
union
presidents
or
representatives
that
deal
with
the
insurance
benefits
if
they're
on
I'm
gonna
give
them
the
opportunity
to
address
the
Finance
Committee
before
we
wrap
this
up,
so
I
see
a
hand
up
by
a
Matthew
Martinez
and
then
after
Matthew
Marcos
Esquivel,
so
go
ahead.
Mr.
Martinez.
O
C
O
U
Allowing
me
this
time
to
address
the
council.
You
know
this
is
something
that's
very
important
to
the
employees.
We
spend
some
time
talking
with
boa
and
asked
me
over
the
last
few
days
about
this
specific
direction
of
these
proposals
and
where
they're,
going
first
of
all,
I
want
to
state
that
the
all
three
of
the
unions
agree
after
Thursday's
meeting
that
we
feel
that
staying
with
this
plan
that
we
have
currently
and
seeing
an
increase
to
our
premiums,
it's
something
that
we're
all
willing
to
see.
U
We
are
also
willing
to
look
at
making
some
changes
to
any
plan
benefits
or
group
models
with
the
city's
participation.
Looking
like
sometime
in
the
fall
after
open
enrollment
in
Hulme,
we
feel
like
it's
a
kind
of
a
last
minute
attempt
to
make
any
kind
of
repairs.
That
being
said,
I
do
have
quite
a
few
questions
from
the
presentation.
I
know,
I
spoke
with
Don
and
Todd
and
miss
Sanchez
quite
a
bit
on
Thursday,
but
there
are
some
more
questions
that
I
have.
U
C
U
Got
it
sir
I
will
go
ahead
and
give
a
small
small
preview
of
the
information.
So
can
we
go
back
to
the
first
page,
real
quick?
If
you
don't
mind,
Don,
I'm,
sorry,
I,
apologize,
page
3,
so
I
got
a
couple
questions
about
this
page.
Specifically,
one
of
the
things
that
we
keep
highlighting
in
this-
and
there
is
a
complete
slide-
is
that
there
is
a
negative
fund
balance
of
about
two
million
dollars
which
we
are
forecasting
for.
The
end
of
the
fiscal
year,
which
expires
in
one
of
my
concerns
is:
is
that
that
deficit?
U
We
do
have
enough
money
in
the
fund
to
cover
that
deficit.
So
there's
not
necessarily
a
need
for
the
city
to
put
any
money
into
the
funk
of
a
fund
is
solvent
and
it's
solvent
because
of
surplus
and
difference
surpluses
from
the
past
and
monies
that
have
been
inputted
by
both
employee
and
employer
over
the
creation
of
the
fund.
U
Another
thing
that
concerns
me
about
this
slide
is
it
takes
a
comparison
of
an
11-month
snapshot
of
the
previous
years,
but
then
it
only
does
a
eight-month
preview
of
this
month,
which
then
will
show
a
higher
percentage,
as
when
Todd
highlighted
that
there's
a
40%
increase
in
ppm,
so
I
think
it'd
be
a
little
bit.
It
would
be
fairer
if
we
did
all
this
in
June
around
time
of
opening
after
open
enrollment.
So
we
have
a
full
list
of
data
to
work
off
of
I'm.
D
C
D
M
C
U
So
page
number
four:
this
shows
the
deficit,
the
operating
deficit
that
the
city
has
seen
for
this
fiscal
year.
This
is
revenue
that
is
coming
in
by
employee
and
employer
contributions
and
the
expenses
going
out
for
the
claims
that
shows
a
negative
projected
balance
of
almost
two
million
dollars
at
the
end
of
the
year.
That's
I
think
I
feel
like
every
time
we
talk
about
the
benefit
options.
There's
discussion
about
this
negative
operating
balance
being
affected
by
it,
but
it
shouldn't,
because
the
plan
fund,
the
insurance
fund
balance,
should
be
able
to
cover
it.
U
That's
six
point:
some
million
dollars,
so
there
shouldn't
necessarily
be
a
deficit
until
the
city
receives
that
money
at
the
end
of
the
fiscal
year.
When
everything
gets
settled
up,
can
we
move
to
the
next
page
Don.
U
There
is
a
financial
breakdown
of
option,
one
so
looking
at
option
one.
This
is
an
option-
that's
probably
the
closest
to
what
we
have
right.
Now.
If
you
look
at
some
of
the
items
Jane
Kate,
there
is
an
increase
both
to
employee
employer
contributions.
The
employee
will
go
up
from
a
four
hundred
fifty
a
month
cost
to
four
hundred
and
eighty
five
dollars,
so
there's
an
increase
in
cost
and
with
that
increase
in
cost
of
our
premiums,
the
city
also
sees
an
increase.
S
Tod
a
mr.
chair,
councilors
Matthew,
so
yes,
what
this
slide
is
illustrating
is
there
is
an
increase
to
both
the
employer
and
the
employee,
but
the
percentage
chair
sharing
is
is
remaining
the
same,
so
the
city
is
still
picking
up
the
seventy
six
and
a
half
percent,
which
is
what
is
in
the
union
agreements.
That's.
U
Right,
my
question
is:
is
to
the
last
portion
of
that
box
that
says,
amount
increased
and
decreased,
so
the
city
is
going
to
see
a
increase
to
their
contributions,
as
well
as
the
employee
is
gonna,
see
an
increase
of
the
contributions
that
if
there
is
any
excess
on
the
following
years,
that
is
just
gonna
go
to
the
fund
as
well.
Correct.
S
Mr.
chair
councillors
and
Matthew,
so
so
what
we're
projecting
on
this
slide
is
in
total
that
the
costs
for
the
plan
year
would
run
about
20
1.2
million,
so
that
includes
the
cost
of
what
is
being
paid
to
Cigna
to
administer
your
plan,
pay
claims
the
cost
to
purchase
the
stop-loss
insurance
to
protect
the
the
plan
against
large
claims
and
then
also
the
funds
that
would
use
be
used
to
to
pay
the
claims.
S
If
the
claims
come
in
higher
than
what
we
expect
then
know
there
would
not
be
any
surplus
available
that
would
contribute
to
the
fund.
If
the
claims
came
in
lower
than
what
we
would
expect,
then
there
is
the
potential
for
surplus
that
would
be
contributed
to
the
fund.
The
way
these
options
are
priced
is
there
is
not
a
margin
included
to
where
we
can,
where
we
would
try
to
have
a
surplus
to
contribute
to
that
fund.
S
U
T
U
But
right
now,
but
right
now
there
still
is
there's
enough
money
in
the
fund
to
pay
off
this
expected
deficit,
because
it's
at
six
point
three
million
and
then
if
we
did
make
changes
that
increase
the
premium
and
the
employee
employer
contribution.
Hopefully
we
wouldn't
have
to
worry
about
that.
2
million
preg
projected
deficit
because
to
be
covered
by
the
fund
balance
and
in
essence
the
revenue
increase,
would
then
possibly
be
placed
into
a
surplus.
T
Yeah,
that's
correct,
but
again
the
the
reason
City
Council,
decided
four
or
five
years
ago
to
keep
a
minimum
in
that
fund
balance
is
let's
say
that
things
don't
go
as
planned.
There's
another
two
million
dollar
deficit
next
year.
At
some
point,
not
only
are
we
going
to
have
to
fund
expected
cost,
but
we're
gonna
have
to
fund
an
additional
amount
to
rebuild
that
surplus
in
the
fund.
Okay,.
U
So
I
I
agree
that
the
money
there
is
just
to
make
sure
that
we're
at
that
five
million
dollars,
but
I
just
wanted
to
make
sure
that
the
the
deficit
wasn't
coming
from
any
kind
of
city
entity.
It
was
more
or
less
coming
from
the
insurance
fund
or
from
the
employee
employee
contributions.
For
that
can
we
move
to?
Can
we
scroll
past
the
options?
Don?
Oh
I'm,
sorry,
can
you
go
back
up
to
page
seventeen
I
apologize,
so
I
have
a
lot
of
questions
for
this
one.
This
is
a
new
slide
that
we
haven't
seen.
U
S
So
mr.
chair
councillors,
Matthew
what
we
did
is
we
added
an
example
to
show
how
this
plan
would
operate
because
oftentimes
understanding
how
a
deductible
comes
into
play
and
how
coinsurance
works
gets
quite
confusing.
So
we
we
created
a
visual,
and
this
is
just
an
example
to
show
that
if
we
this
plan
in
place
and
if
an
employee,
it
could
be
an
employee
this
to
be
a
member,
it's
just
an
individual
if
they
receive
this
type
of
care.
This
would
be
an
example
of
what
their
out-of-pocket
costs
would
be
for
these
types
of
services.
S
So
it's
purely
an
example.
The
claim
toll
amounts
are
just
averages
based
on
claims
of
what
we
see
in
in
data.
So
it's
not
saying
that
you
know
every
emergency
room
is
a
$1,200
visit.
It's
it's
based
on
the
care,
that's
given
the
tests
that
are
giving,
but
this
was
just
to
draw
an
example
to
show
how
an
individual
will
be
impacted
by
moving
to
this
plan
when
they
could
possibly
pay
their
deductible
and
what
it
would
look
like
if
they
met
their
out-of-pocket
maximum
yeah.
U
So
my
question,
I
guess
is-
is
that
this?
This
is
a
example
of
a
single
individual.
So,
looking
at
the
executive
summaries
from
2015
there's,
there
was
one
thousand
two
hundred
and
thirty
three
employees
on
the
plan
right
now
we're
looking
at
one
thousand
one
hundred
and
eighty,
but
of
that
plan
in
2015
we
had
thirty
one
hundred
three
thousand
one
hundred
and
forty
four
people
utilizing
that
plan.
So
most
of
those
plans
are
family
plans.
U
T
I
guess
I'm,
sorry
yeah
that
exactly
and
again
keep
in
mind
most
members
don't
are
not
going
to
hit
the
out-of-pocket
maximum.
It's
just
an
example
put
together
to
show
you
what
happens
when
member
does
the
majority
of
the
members
if
the
other
part
in
maximum
in
any?
Quite,
if
you
don't
get
the
deductible
level,
people
I
know
all
the
preventive
steps
made
a
hundred
percent.
So
a
three
hundred
dollar
deductible
only
applies
to
non
preventative
services.
T
U
S
U
Okay,
have
any
more
questions
about
the
proposal.
I'm
hoping
we'll
be
able
to
get
a
copy
of
that
problem,
but
I
also
have
to
do
some
other
questions.
There
are
some
questions,
kind
of
about
our
percentages
that
are
picked
up
by
the
city
and
employee
benefits.
A
lot
of
those
percentages
were
originally
discussions
that
take
taking
place
over
20
years
and
through
negotiations
to
make
any
kind
of
changes
as
we
will
move
forward.
I
would
hope
that
we
can
look
at
it
all
all
the
information
openly
enough.
U
Take
a
look
at
the
CBA
and
what
that
CBA
information
has
a
possible
there's.
Also,
some
questions
about
the
muscular-skeletal
claims
and
diagnosis
claims
that
I
think
Bri
l
had
come
here.
Male
I
had
some
information
from
the
20
2011
executive
summary
that
was
provided
to
us
by
United
Health
we're
hoping
to
get
one
of
these
summaries
from
Cigna
to
help
us
make
an
educated
decision
in
2008.
U
Muscular
skeletal
system
has
a
pretty
broad
philosophy:
back
disorders,
a
thorough
petha
sees
dorsal
fantasies,
rheumatoid
arthritis,
Austral,
petha,
seized
and
acquired
deformity.
One
of
the
things
that
Tom's
system,
when
we
were
talking
about
PT
and
massages,
is
that
a
lot
of
that
information
is
unclear
because
of
the
way
Cigna
reports
it.
We
did
talk
about
it
on
the
14th
on
the
back
in
2015,
the
massage
your
muscular
skeletal
group
was
about
1
million
dollars
versus
1.3
million
dollars
this
year.
So
there
is
an
increase
of
30%
for
that
category.
U
One
of
the
things
said
that
he
wasn't
really
I.
Don't
think
they
were
able
to
pull
a
lot
of
information
up
from
that
muscular
skeletal
system
group,
which
was
actually
going
to
be
massages
and
which
was
gonna,
be
some
other
type
of
intervention.
I
think
a
lot
of
that
would
fall
back
on
Sigma
and
I.
Think
if
there
is
use
abuse
of
use
of
those.
U
Sorry
about
that,
you
said
of
those
services
I
think
we
should
talk
to
Cigna
about
looking
at
ways
that
they
could
decrease
that
abuse.
That's
all
I
have
I
appreciate
mr.
chair
and
the
council
for
allowing
me
this
time
to
talk
like
I
said
previously.
All
Virginians
are
on
board
with
making
some
type
of
change.
We
don't
feel
that
we
have
the
opportunity
or
the
information
to
participate.
U
C
V
Thank
you
guys
for
giving
me
the
opportunity
to
speak.
The
first
thing,
I
just
wanted
to
say.
I
just
want
us
to
all
remember
that
the
fourteen
hundred
plus
employees
of
the
city
of
Santa
Fe,
are
also
taxpayers.
My
first
question
would
be
to
Todd
Todd
you
had.
You
were
talking
about
the
the
motion
that
or
the
movement
the
council
had
made
a
few
years
ago
to
to
have
a
certain
amount
of
reserves
put
in
the
medical
fund.
That
motion
that
was
made
was
that
a
requirement
or
is
that
a
recommendation.
T
V
Okay
and
then,
if
we
can
go
to
the
side-by-side
there,
we
go
okay.
So
if
we
look
at
row,
I
guess
that
would
be
K
and
we
go
down
to
or
column
K
and
we
go
down
to
row.
23
we
see
where
the
city
of
Santa
Fe
is
cost
is
seven
point:
eight
percent
increase
and
the
employee
cost
as
a
seven
point.
Seven
percent
increase
and
I
just
want
everybody
to.
V
Please
keep
in
mind
that
this
seven
point
seven
percent
could
be
a
little
bit
deceptive
I
know
not
intentionally,
but
it's
showing
what
the
increase
of
the
premium
is,
what
it
doesn't
show
is
the
increased
cost
to
the
employee.
If
you
take
an
example,
okay,
we
had
a
gentleman
here
with
us
today
that
he
took
his
his
this
years:
medical
expenses,
his
actual
expenses,
and
he
compared
them
to
option
ones
new,
the
new
options
in
one
and
he
actually
showed
a
36
percent
increase
in
his
cost.
V
So
what
costed
him
said
amount
of
dollars
today
should
that
same
plan
have
been
been
our
current
plan.
It
would
have
been
a
36%
increase
to
his
expense,
and
another
thing
we
don't
see
here
is
the
costs.
If
there's
any
changes,
excuse
me
two
prescriptions
so
that
that
leads
me
I,
guess
to
my
next
question
is
Don.
You
had
shown
us
a
slide
for
you
gave
us
an
example
in
option
two.
V
If
you
can
please
okay.
Thank
you.
My
question
is:
could
we
get
this
same
example
applied
to
all
three
options,
including
the
option
that
I
believe
Matt
might
have
mentioned,
or
we
just
allow
the
fund
balance
to
absorb
the
impact
and
I
just
want
to
say
you
know.
Chairman
Abeyta
had
mentioned
that
from
the
employees
standpoint.
He
wanted
to
see
how
our
plans
compared
to
other
entities,
and
my
question
is
because
could
we
compare
the
options
to
our
current
planner,
okay
and
then
lastly,
I
would
just
like
to
state
one.
V
Other
thing:
Todd
had
mentioned
that
in
option
one
you
guys
came
up
with
this
option
with
the
intent
of
causing
no
extreme
hardship
to
the
employees.
So
when
we're
given
an
example,
if
we
could
I
would
like
to
see
how
an
example
of
option
one
with
an
an
employee
who
ends
up
in
the
emergency
room,
how
that
option,
what
an
impact
that
employee,
who
was
one
of
our
lower
paid
employees
14
to
16
dollars
an
hour
who
just
got
decrease
in
their
pay
due
to
furloughs
by
40%?
V
C
Okay,
thank
you.
So
we're
gonna
go
ahead
and
wrap
this
up.
Then
I
appreciate
mr.
Esquivel
and
mr.
Martinez
for
joining
us
this
evening,
and
if
the
staff
can
please,
as
we
prepare
I,
believe
miss
al-azhar.
We
have
to
go
to
the
we're
going
to
the
council
with
this
next
week.
Right
because
of
we
have
to
make
changes,
because
our
year
is
ending
here.
Pretty
quick
is
that
is
that
the
time
frame
or
time
line
I.
P
Mean
I:
yes,
that's
correct,
so
comparable
to
every
other
year
that
the
benefits
committee
needs
they.
They
meet
to
determine
any
changes
that
will
be
made
for
the
fiscal
year.
So
this
year
is
on
the
same
timeline,
but
we
are
discussing
plan
design
changes
so
it'll
come
before
the
public
works,
Public
Utilities
Committee
next
week
on
Tuesday
and
then
on
Wednesday
it'll
come
before
council,
okay,.
C
So
yeah
that
would
be
helpful
if,
if
you
can
try
to
address
between
now
and
then
as
many
questions
and
concerns
of
both
mr.
Martinez
and
mr.
Esquivel
asked
and
if
you
could
also
get
us
a
comparison
of
the
state
of
New
Mexico's
plan
and
how
these
options
compare
to
that,
that
would
be
helpful
and
in
closing,
I
would
just
like
to
thank
the
other
members
of
the
Finance
Committee
on
the
counselors
that
joined
us
for
this
discussion.
C
This
is
something
that,
given
the
situation
that
we're
in,
if
I
had
to
choose
between
keeping
employees
employed
in
their
jobs
and
having
a
less
rich
benefit
plan,
I'm
certainly
gonna
vote
that
way
as
an
individual
counselor,
because
I
think
it's
more
important
that
we
try
to
save
as
many
jobs
as
we
can
as
opposed
to
having
as
rich
health
plan
as
we
have.
But
with
that
I'll
go
ahead
and
once
again
thank
everybody
and
we'll
move
on
to
the
X
item.
C
E
Vacation
we're
looking
at
next
week
voting
on
this.
However,
there's
like
some
outstanding
data
pieces
that
we
would
like
to
see
as
well
as
clarification
of
the
scenarios
kind
of
built
out
the
way
that
example
was
for
option
one
and
I
think
all
of
that
being
said.
What
is
the
I
know?
We
have
a
time
frame
here
before
the
end
of
the
fiscal
year
current
fiscal
year,
but
do
we
have
more
time
because
I
don't
think
it's
actually
realistic
to
say
next
week
we're
gonna
get
at
this
I'll
figure
it
out.
E
P
Chairman
councilor
VRI
out
so
it
is,
we
are
a
little
compressed
because
we
have
to
allow
enough
time
for
open
enrollment
for
our
employees
to
come
on
to
our
plans
if
they
select
or
make
any
changes
during
this
time.
In
addition,
we
have
to
also
provide
Cigna
with
enough
time
to
develop
our
summary
plan.
Descriptions
that
happen
annually,
so
I
can
work
with
them
to
see
if
there's
any
possibility
to
push
it
out
a
little
bit
longer,
but
I
think
we're
gonna
be
pretty
pretty
stressed
for
time
here.
E
I
guess
I
was
just
thinking
that
that's
a
lot
of
information
to
pull
before
next
week
and
have
it
in
the
packet
material
as
well
as
getting
these
comparisons
they
time
and
I.
Guess
I'm
I'll
speak
for
myself,
I'd
be
willing
to
do
a
special
meeting
if
we
had
to
just
because
I,
don't
like
these
timeframes,
where
you
everyone's
compressed
to
get
something.
P
Wedding,
mr.
chairman
counselor,
via
Rio,
we
did
the
signal
report
that
shows
the
different
claims
that
we've
received.
It
was
presented
to
Council
back
in
February,
so
we
can
start
with
that
and
I
can
see
if
we
can
get
updated
information,
but
it
was
from
February.
So
I'll
go
ahead
and
resend
that
out,
and
that
may
be
helpful.
That.
E
A
A
C
C
T
C
F
Mr.
chairman
councillors,
today,
you
received
a
memo
from
myself
indicating
what
our
FY
21
shortfall
revenue
decline
will
be
to
summarize
I.
Think
many
of
you
have
had
a
chance
to
read
that,
but
to
summarize,
the
revenue
decline
from
the
FY
2011
will
be
a
hundred
million.
That
is
an
estimate
at
this
time
and
we
plan
to
bring
forward,
as
we
have
been
through
the
Finance
Committee
and
through
the
other
committees,
a
plan
of
several
different
options
on
how
to
submit
a
balanced
budget
to
you
at
the
end
of
July.
F
So
this
is
unprecedented
times,
as
we
have
all
been
saying,
not
only
with
the
public
health
emergency
that
we
are
facing,
but
also
with
the
revenue
declines
that
we
are
expecting
as
a
result
of
the
economic
downturn
from
the
pandemic.
So
we
look
forward
to
continuing
these
would
have
turned
out
to
be
study
sessions
with
you
as
we
go
forward.
We
are
taking
any
requests
for
information
that
you
would
like
to
have
presented
as
a
study
session
in
front
of
the
Finance
Committee.
F
After
speaking,
with
a
few
of,
you
have
a
good
understanding
of
some
upcoming
presentations
about
the
makeup
of
the
Santa
Fe
economy
as
well
as
would
be
interested
in
knowing
what
you,
what
is
at
the
top
of
your
minds,
and
how
we
can
bring
additional
information,
as
we
did
with
our
debt
service
requirements.
Earlier
in
the
meeting.
Q
C
And
as
I
understand,
it
also,
and
the
memo
that
was
passed
out
earlier
alluded
to
this,
but
it
sounds
like,
depending
on
the
department
and
the
service
that
they
provide,
that
committee
will
kind
of
get
the
first
shot
or
the
first
look
at
what
those
specific
departments
are
considering
doing,
to
try
to
balance
the
budget
and
then
am
I
correct.
So,
like
finance,
we
probably
look
at
the
internal
service
departments
like
IT
finance,
HR,
etc,
and
we're
like
community
services
that
department
those
types
of
uses.
C
F
Chairman,
yes,
that
is
correct
in
the
goal
of
this
process,
although
it
is
different
than
the
prior
years
is
to
be
able
to
bring
options,
as
director
Salazar
has
done
today,
with
the
health
insurance
benefit
options
for
debate
and
for
deliberation.
A
head
of
the
administration
submitting
the
recommended
FY
21
budget
in
July,
okay,.
C
Great
all
right
so
I.
If,
if
we
do
this
right
and
I
don't
know
if
there
is
a
right,
a
lot
of
the
debate
and
a
lot
of
the
discussion
and
a
lot
of
the
the
while
what's
gonna
go
into,
this
could
be
done
at
the
committee
levels,
the
different
committees
and
then
may
be
went
by
the
time.
We
have
our
actual
budget
hearings
with
the
Finance
Committee.
A
lot
of
these
ideas
and
options
would
have
been
vetted
through
the
the
relevant
committee,
and
maybe
our
budget
hearings
will
be.
C
E
F
F
Given
that
the
cause
of
the
economic
downturn
is
the
global
pandemic
that
we're
facing
those
were
three
of
the
primary
variables
that
we
had
at
our
disposal
at
our
disposal
to
be
able
to
project
going
forward.
Given
that,
as
is
stated
in
the
memo,
the
historical
data
that
we
have
is
not
going
to
give
us
any
type
of
insight
into
how
long
or
the
duration
of
this
economic
downturn.
F
F
Mr.
chairman,
councilor
via
rail,
the
state
is
looking
at
I
believe
25
percent
to
35
percent
revenue
decline
in
FY
21,
and
so
we've
been
working
in
collaboration
to
better
understand
the
how
the
downpour
will
impact
the
economy
here
in
Santa
Fe,
as
opposed
to
in
other
municipalities
that
have
very
different
economic
makeup
than
we
do.
Okay.
Thank
you
very
much.
Mr.
chair
on
that.
C
K
Mary
think
you
think,
if
you're
a
memo
and
thank
you
for
the
and
as
you
presented
on
how
you've
gotten
to
where
you
think
our
revenue
levels
will
be
I'm
just
curious.
So
it's
based
on
you
know
looking
at
what
what
will
reopen
and
when,
but
we
don't
know
just
because
things
open.
We
don't
know
what
the
public
will
do
in
terms
of
utilizing.
What's
open,
so
I
just
want
to
point
out
and
have
you
confirm
for
me
that
again
we
have
no
historical
data
on
this
and
we
don't.
F
Mr.
chairman,
councillor
O'meara
Wirth,
yes,
that
is
correct.
For
example,
I
was
speaking
with
director
Randall
earlier
today
about
the
capacity
which
our
hotel,
our
hotels,
are
at
very
twenty-five
percent
capacity.
Some
hotels
are
hitting
that
a
cap
already
and
others
are
not,
and,
as
you
indicated,
you
know
whether
or
not
someone
decides
to
travel
to
Santa
Fe,
they
feel
safe
enough
to
travel
will
really
indicate
how
quickly
our
tourism,
the
tourism
sectors
of
our
economy
rebound,
but
we're
still
limited
with
that
25
percent
cap
at
hotels
under
the
current
reopening
phase.
F
So
for
the
current
duration,
that's
dictating
how
much
revenue
we
estimate
coming
into,
for
example,
the
lodgers
tax
fund
or
even
being
generated
by
GRT,
and
even
if
that,
as
you
indicated,
you
know,
we
don't
hit,
expect
to
hit
that
full
25
percent.
If
folks,
don't
feel
comfortable
or
say
if,
given
the
continued
outbreak
or.
K
As
far
as
your
memo
suggests,
if
we
come
in,
if
we
slide
into
another
spike-
and
you
know,
we
have
to
force
closures
or
people
really
feel
like
it's
just
not
safe
to
travel
or
you
know
go
to
restaurants
or
whatever.
It
is
so
just
want
to
point
that
out
that
again,
I
really
appreciate
you
guys
are
trying
to
give
us
some
sort
of
framework
from
which
to
work.
But
there's
a
lot
of
uncertainty,
and
these
are.
These
are
councilman.
F
Thank
You
mr.
mr.
mr.
chairman,
councilor,
remember
that
is
I
appreciate
you
saying
that
we
are
committed
to
bringing
quarterly
budget
adjustments
as
we
do
get
real-time
data,
as
we
do
get
those
monthly
distributions
from
the
taxation
and
revenue
department.
If
things
start
to
skew
rosier
than
the
hundred
million
dollar
picture,
you
know
we
can,
we
will
have
opportunities
to
adjust
that
going
forward
or
if
they
skew
towards
our
worst
case
scenario,
which
is
more
to
the
tune
of
150
million
dollars
in
revenue,
loss
or
46
percent
decline.
C
Okay,
great,
thank
you.
Okay,
any
matters
from
the
committee
all
right.
Well,
thank
you.
Mary
I
appreciate
it.
If
you
can
have
one
of
our
upcoming
hearings,
if
we
can
start
taking
a
look
at
fund
balances,
the
utilities
I
know
they
have
some
fun
balances.
So
if
we
can
get
an
overview
of
that,
that'd
be
that'd,
be
appreciated,
of
course.
Okay!
All
right,
then
we
are
adjourned.
Thank
you
have
a
good
night.