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From YouTube: Finance Meeting for April 20, 2020
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A
Mr.
chairman,
okay,
thank
you.
The
first
item
is
approval
of
the
agenda,
and
I
would
like
to
move
the
health
insurance
renewal
presentation
to
8a
and
the
budget
update
to
8b,
so
that
we
could
spend
more
time
on
the
budget
update,
hopefully
than
the
insurance.
So
I
would
propose
that
amendment
to
the
agenda.
Are
there
any
other
changes
from
staff?
Mr.
McCoy
no
changes.
Mr.
chair,
okay
can
have
a
motion
with
that
amendment,
as
proposed
prove
as
amended.
C
C
A
A
D
A
E
D
A
F
I'll
take
the
lead
and
then
I've
got
Todd
Burley
Elizabeth,
his
last
name,
spelling
is
bu
r
Ellie.
Why
thank
you
and
that
was
Todd.
He
is
our
senior
financial
manager
in
our
office
and
he
will
probably
help
to
address
a
few
of
the
slides.
So
everyone
who
has
the
the
presentation
I'm
going
to
begin
on
slide
three.
This
is
just
an
overview
of
the
summary.
You
know
the
ask
is
to
renew
your
contract
with
Cigna
your
as
a
reminder.
You
are
a
self-funded
program
and,
as
such,
your
medical
renewal
has
three
pieces.
F
You
have
your
administrative
cost
that
you
pay
Cigna
to
administer.
Your
plan,
provide
customer
service,
pay
your
claims,
and
then
you
have
the
stop-loss
piece.
This
is
the
insurance
to
protect
the
city
against
any
large
claims
or
an
excess
amount
of
claims,
and
then
you
have
the
money
you
set
aside
to
pay
for
claims
as
a
self-funded
program.
So
your
administrative
costs
are
go.
Our
five
point:
eight
percent
increase
the
stop-loss
is
a
nine
percent
increase
and
then,
overall
with
what
we
projected
for
claims,
increase
we're.
F
F
If
we
move
to
slide
four,
this
gives
you
an
overview
of
the
costs.
Now
this
is
the
total
cost
of
your
program.
So
this
includes
what
the
city
of
Santa
Fe
contributes
towards
of
the
cost
and
what
the
employees
also
contribute
if
they
are
contributing
to
any
of
the
programs
through
their
payroll
deductions.
F
So
you
can
see
in
line
we
have
your
medical
program
cost
in
column
B.
This
is
the
estimated
current
cost
for
the
2019
2020
plan
year.
Column
C
would
be
the
total
projected
cost
for
the
2020
21
plant
near
column.
D
shows
the
percent
difference
and
column
E.
Is
the
dollar
amount
difference
between
what
you're
currently
paying
per
year
to
what
it
would
go
up
to?
Mr.
chair.
C
I
assume
that
this
is
the
cost
of
renewal,
with
the
plan
as
it
is.
This
is
without
making
any
changes
that
are
selectively
that
are
outlined
later
correct.
That
is
correct,
and
then
also
this
is
these
the
cost
of
is
current,
and
is
there
any
notion
that
it
might
change
or
between
now
and
when
we
actually
ever
do
I.
F
E
A
E
F
So
it's
a
nine
point,
four
percent
increase
of
and
it's
a
difference
of,
1.8
million,
almost
1.9
million
in
the
blue
we
broke
out,
so
you
could
see
the
difference
between
what
is
going
towards
your
fixed
costs,
which
includes
the
administrative
cost
that
you
hit
a
sigma
and
your
stop-loss
and
then
what
you're?
Putting
aside
for
funding
to
pay
towards
claims?
So
you
can
see
that
make
up
Row
5!
Is
your
dental
costs?
Again
we
projected
the
plan
is
running
really
well.
F
There
is,
when
you
see
these
numbers
here,
you're
gonna
see
a
big,
a
pretty
big
percentage
increase,
but
what
we
did
is
in
working
with
the
HR
team
is
look
at
a
benefit
change
and
a
structural
change
to
compare
to
what
you're
doing
with
your
life
insurance
today,
I
have
in
a
later
slide.
I
have
more
information
about
that.
So
well,
hang
on
to
that
thought
and
we'll
get
back
to
it
when
we
get
to
that
slide,
and
then
your
dependent
life
then
beginning
on
row
10
through
14.
These
are
all
voluntary
programs.
F
So
these
are
programs
where
the
employees
pay
a
hundred
percent
of
these
premiums.
The
vision
is
having
a
slight
increase
of
3%,
it's
an
annual
difference
of
five
thousand
six
hundred
and
fifty
seven
dollars.
So
just
a
couple
of
notes
on
the
on
the
fees
is
Cigna
was
willing
to
put
in
a
rate
guarantee
on
their
fixed
cost
that
they
charge
for
administering
your
dental
and
your
medical
plans.
F
There
is
for
2020,
there
is
no
increase,
but
for
2021
and
2022
their
guarantee
it
will
not
exceed
more
than
two
percent.
That's
just
for
their
administrative
costs.
The
stop-loss
you
have
a
nine
percent
increase
on
those
costs
and
your
current
individual
stock
loss
pooling
level
is
$250,000.
So
as
a
reminder,
stop-loss,
the
individual
stop-loss
is
what
you
purchased
to
protect
you
against
large
claimants.
So
the
city
is
responsible
for
the
first
two
hundred
and
fifty
thousand
dollars
and
paid
claims
for
any
member
covered
by
your
plan.
F
F
Now
one
of
the
questions
since
we're
that
we
get
asked
a
lot
by
the
council
is
when
we
look
at
these
medical
and
dental
cost,
because
they
are
the
most
significant
pieces
of
the
of
the
benefits,
is:
how
much
is
the
city
actually
contributing
towards
those
costs?
So
if
you'll
remember
a
couple
slides
back
on
the
medical,
it
showed
you
that
the
costs
were
currently
but
a
little
over
20
million
and
going
up
to
21
million
when
we
calculate
what
the
city
is
contributing
into
it
and
take
out
what
the
employees
pieces
you
can
see.
F
G
That
sounds
good.
Mr.
chair,
counselors
I'll
walk
through
this
quickly.
I
think
everybody
has
seen
this
before.
But
if
not
correct
me,
essentially
what
I
do
is
I.
Take
the
past
24
months
of
claims,
so
you'll
see
in
the
very
first
row
from
april
of
nineteen
through
march
of
2020
number
eighteen
point:
five:
seven:
six
million
dollars
in
medical
claims
two
and
a
half
million
dollars
in
RX
for
a
total
of
twenty-one
million
dollars,
there's
a
reimbursement
of
$800,000
for
stop-loss.
G
Annual
trend,
as
you
saw
a
couple
slides
ago,
this
comes
from
our
trends
survey
with
surveys,
various
carriers
and
internal
and
external
data
sources.
So
I'm
trending
medical
costs
at
five
percent
are
extras:
seven
percent.
They
get
trended
to
the
midpoint
of
next
year.
Long
story
short
right
before
that
red
bar
in
the
middle
projected
claims
based
on
this
time
period,
are
twenty
one
point:
six
two.
G
One
million
I
perform
the
same
exercise
for
the
prior
period,
make
some
adjustments
in
the
very
bottom
right
hand,
corner
I'm,
estimating
claims
for
next
year
to
be
just
under
twenty
million
dollars.
This
is
just
the
claim
piece.
This
does
not
include
the
fixed
cost,
the
administration
or
the
stop-loss.
G
Next
scientists
ads
in
the
administrative
fee
and
the
stop-loss,
as
you
can
see,
the
admin
fee
is
a
little
under
six
hundred
thousand
individual
stop-loss
is
1.3
million
aggregate
stop-loss,
which
we
haven't
talked
about,
but
that
protects
the
city.
If
claims
are
essentially
more
than
25
percent
higher
than
expected,
Cigna
would
pay
anything
above
that
amount.
A
G
H
A
E
E
G
What
you
see
in
column,
a
is
the
current.
If
you
think
back
a
base,
the
kind
of
non-union
and
ask
me
benefits
you
can
see.
There
is
no
deductible,
a
$2,500
out-of-pocket
maximum
for
preventive
services
pays
100%
pay,
a
PCP
visit
is
$15.00,
specialist
is
30,
hospital,
inpatient
is
250,
outpatients,
150,
lab
and
x-ray
are
100%,
cat-scans,
100%,
er,
125,
and
so
on
down
the
list
I'm,
you
can
see
that
here's
the
file
plan
and
you
can
see
it's
even
richer.
G
F
D
F
Okay,
can
everyone
hear
me?
Yes,
it
muted
me
I
didn't
realize
it
had
so
slight.
Nine
is
showing
you
what
the
contributions
will
be,
so
this
what
we
call
reference
as
a
non-union
plan,
so
this
is
really
all
the
employees,
except
for
fire.
This
red
side
is
what
the
current
rates
are
set
at
and
then
the
blue
table
is
what
they
would
be
effective
2019
again.
This
is
current
plan
designs,
not
accounting
for
any
changes.
So
you
can
see.
This
is
your
premium
plan.
F
Here
you
have
nine
hundred
ninety
seven
employees
enrolled
the
premium
plan
is
showing
rows
one
through
seven.
The
budget
rate
is
the
like
per
month
premium
equivalent
column
D
shows
your
employer
cost.
This
is
what
the
city
of
Santa
Fe
is
contributing
towards.
The
cost
column.
E
is
how
much
the
employee
is
paying
per
month
and
column.
F
is
what
the
employee
is
paying
per
pay
period
and
when
you
shift
to
the
right
in
the
blue
box
is
the
same
setup.
F
The
only
difference
is
we
have
column
M,
which
is
showing
the
per
pay
period
change.
So
you
can
see
when
we
look
at
the
employee.
Only
tier
they're
paying
eighty
seven
dollars
and
three
cents
per
pay
period
today,
July
1st.
This
would
go
up
to
ninety
five
dollars
and
22
cents,
so
that's
an
increase
of
8
dollars
and
19
cents
and
then
that
just
follows
down
by
each
plan.
F
F
Any
questions
on
this
page
then,
when
we
move
to
slide
10,
this
is
the
fire
plan
and
same
format,
so
you
can
see
because
their
contributions,
their
costs,
are
a
little
bit
higher.
You
can
see
their
per
pay
period.
Changes
are
a
little
bit
higher
again.
This
does
not
take
into
account
any
plan
design
changes.
F
Now
slide
11.
This
is
where
the
first
slide,
where
we
wanted
to
talk
about
presenting
some
plan,
design
changes
so
Verna
and
her
team
had
come
to
us,
and
you
know
we
talked
about
plan
designs
many
times
in
the
past,
and
then
James
has
most
recently
with
just
some
of
the
budget
concerns
and
asked
us
to
present
some
options
for
you
all
to
consider
this
option.
F
What
it
would
be
doing
is
adding
a
deductible
to
your
premium
plan
and
it
would
be
an
individual
deductible
of
$300
and
a
family
deductible
of
$600
and
then
coinsurance
at
10%,
and
what
this
means
is
that
anytime,
somebody
accesses
care
whether
they
have
an
overnight
stay
in
the
hospital
and
outpatient
hospital
service,
which
could
include
like
a
day
surgery,
your
advanced
radiology.
So
those
are
your
MRI
is
cat-scans
PET
scans
and
then
your
non
preventive,
labs
and
Radiology's
know
how
this
would
work
is
say.
F
Somebody
was
having
and
outpatient
surgery
and
they
had
not
had
any
care
so
far
in
the
year.
They
would
be
responsible
for
paying
their
deductible
once
they've
met
their
deductible
for
the
year.
That's
all
they
pay
for
that.
So
an
individual
had
a
surgery,
they
would
pay
$300.
Then
they
would
pay
10%
up
to
their
out-of-pocket
maximum
and,
as
a
reminder,
their
out-of-pocket
maximum
is
2500
for
an
individual
and
5000
for
family.
F
F
Chairman
abate,
the
what
the
what
that
represents
is
if
we
were
to
adopt
these
save
these
changes
to
your
plan.
These
would
be
the
savings,
so
it
would
take
your
nine
point.
Four
percent
renewal
increase
and
reduce
it
by
four
point:
six
percent
or
it'd
be
roughly
a
nine
hundred
thousand
dollar
savings
out.
G
Let
me
jump
in
real,
quick,
that's
nine
hundred
thousand
dollars
total,
not
the
city
share,
so
case
would
be
this.
Seventy
six
and
a
half
percent
of
that
they
get.
The
overall
increase
was
a
little
less
than
1.5
million
to
this
city.
So,
if
you
take
a
look,
percent
of
that
is
roughly
I
should
be
able
to
do
this
to
twenty.
A
G
The
well
that
the
employees
went
termina
beta,
the
employees
would
save
money
in
the
contributions
from
their
paychecks.
Okay,
okay,
$500,000
savings
is
really
shifting
the
cost
to
the
employees
at
the
time
of
service,
so
they
would
pay
more
to
the
hospitals,
labs
x-rays
for
those
services
on
the
previous
page
yeah.
Those
employees
that
needed.
I
F
So
counselor
Lyndell,
and
so
this
is
just
looking
at
if
we
made
this
change
this
one
change
to
the
premium
plan
on
that
this
I'm
slide.
12,
we
provided
another
option.
These
two
options,
don't
add
together,
they're
just
one
or
the
other.
You
choose
one.
You
either
choose
option
one
on
the
on
page
11,
or
this
would
be
considered
like
option
two.
G
E
G
Term
invasive
counselor
be
a
reality.
The
if
you
look
at
the
previous
slide,
the
deductible
and
coinsurance
applies
to
inpatient,
outpatient,
radiology
and
lab.
If
you
go
to
the
next
slide,
you'll
see
what
I've
shown
is
increasing
the
inpatient
hospital
copay,
for
example,
from
250
to
1000.
You
can't
have
both
a
deductible
and
a
copay
on
a
service.
So
really
what
I
was
trying
to
show
with
this
slide
is
even
increasing
the
inpatient
hospital
to
$1,000
the
outpatient
hospital
from
150
to
250.
It's
the
this.
E
A
That's
a
good
point:
Councilwoman
Bri,
L,
I,
agree
and
I
I
think
what
I
would
like
to
I
would
like
for
the
Finance
Committee
to
make
a
recommendation
to
staff
as
to
which
which
option
we
would
like
them
to
pursue
excite
think
there's
a
process
that
we
have
to
go
through
with
our
unions,
but
I.
Think
given
the
environment
that
we're
in
and
the
presentation
that
we're
going
to
hear
next.
I
think
this
is
something
that
we
need
to
take
a
serious
look
out.
A
F
F
F
Chairman
and
matthan
and
counselors,
the
one
I
would
like
to
point
out
is
the
basic
life
and
disability
policy,
because
we,
what
is
being
proposed
here,
is
a
benefit
change.
Currently,
today
you
offer
a
benefit
at
a
flat.
Ten
thousand
dollars
and
the
city
of
Santa
Fe,
picks
up
65
percent
of
the
premium,
and
the
employee
pays
35
percent
to
have
that
cost-sharing
structure
on
a
life
on
a
basic
life
and
disability
benefit.
So
what
we're
showing
here
in
this
top
section
is
very
unusual
and
Burma
and
her
team
have
worked
through
an
audit.
F
There's
there's
been
some
issues
that
have
come
up
because
of
that
cost-sharing
structure
on
how
it
applies
to
the
voluntary
coverages.
One
of
the
things
that
they've
asked
us
to
avoid
these
issues
from
a
taxability
standpoint
with
the
IRS
is
to
to
look
at
restructuring
the
benefit.
So
that
way,
the
city
does
not
have
any
taxable
liability
from
this,
and
so
what
we
did
is
looked
at.
F
Increasing
the
benefit
on
the
basic
life
benefit
and
the
city
would
pay
a
hundred
percent
of
that
cost
going
forward,
and
then
the
employees
would
be
responsible
for
paying
a
hundred
percent
of
the
voluntary
coverages,
which
is
typically
how
life
insurance
benefit
is
structured,
and
so
that
is
why
you're
seeing
a
increase
in
the
cost
is
number
one.
The
city
is
picking
up
a
hundred
percent
of
this
basic
life
policy,
but
we've
also
enhanced
the
benefit
slightly
to
match
more
in
line
of
what
we
see
with
other
employers.
F
E
F
And
councillors,
so
there
is
a
savings,
but
I,
don't
I,
don't
have
those
numbers.
The
HR
team
will
have
those
numbers,
because
today
these
these
bottom
numbers
down
here
where
it
says
voluntary,
beginning
on
row,
8
in
the
current
situation,
you're
also
picking
up
60
about
65%
of
those
costs
depending
upon
how
much
employees
are
paying.
So
the
true
picture
which
the
HR
team
was
pulling
those
records
together
of
what
you're
paying
a
larger
portion
of
this
total
of
four
hundred
forty
thousand
we're
going
forward.
You
would
not
be
paying
any
of
that.
F
That
should
totally
be
a
voluntary
benefit
where
the
employees
are
picking
up
100%
of
those
class
and
that's
not
what
is
happening
today.
So
while
it
does
look
like
you're,
seeing
an
increase
to
the
city's
share
in
all
actuality,
when
you
stop
contributing
to
towards
the
voluntary
coverages,
your
share
will
actually
probably
go
down
quite
a
bit.
F
I
I
F
So
chairman
Abeyta
and
counselor
Lyndell,
the
fourth
column
I
added
in
here-
was
the
state
of
New
Mexico
benefit
designs.
Just
for
you
to
be
able
to
see
how
your
plans
compare
to
the
state
of
New
Mexico
piece,
since
they
are
a
large
employer
within
our
state,
and
probably
a
very
you
know,
someone
who
you
compete
with
for
your
staff
and
so
just
to
see
where
your
benefits
aligned
to
theirs.
A
F
F
Chairman
abate,
the
absolutely
that
row
is
the
out
of
pocket.
Maximum
member
would
pay
out
of
their
pocket
for
their
health
care
service,
so
that
I
was
like
their
umbrella,
bear
protection.
So
in
the
plan
year
they
would
pay
no
more
on
the
state's
plan.
Four
thousand,
where
on
your
plan,
an
individual
paid,
no
more
than
two
thousand
five
hundred
and.
A
F
Chairman
I
did
not
spread
it
on
here,
but
where
what
it
would
change
is
where
you
seen
none
right
here
and
call
him
a
on
this
deductible
row.
That
would
then
be
300
and
600.
The
other
pocket
maximum
would
not
change
we're
not
proposing
an
increase
to
that
of
pocket
maximum,
so
the
employees,
the
most
they
would
pay
how
the
power
pit
would
stay
the
same.
What
but
change
then
down
below
here
is
your
outpatient
surgery,
your
inpatient
hospital,
those
who
would
no
longer
be
a
copay.
F
F
Chairman
abating,
counts,
other
counselors,
so
it
would
still.
Your
plan
would
still
be
probably
more
considered
better
than
the
states,
because
you
would
still
have
a
lower
deductible.
You
still
have
a
lower
out-of-pocket
maximum
I
can't
speak
to
what
they
charge
their
employees.
What
I
know
they
are
salary
based.
It
ranges
to
where
they
pay
sixty
to
eighty
percent
based
on
the
salary
band,
so
you
are
definitely
probably
more
generous,
especially
for
you
know
the
difference,
salary
levels
so
I
would
still
say.
F
G
G
G
G
G
You
would
not,
you
would
see
the
nine
point,
four
percent
less
roughly
4%
reduction
in
benefits,
so
it
were
the
Paycheck
contributions
would
not
increase
as
much
but
for
those
employees
who
use
that
list
of
four
services
that
we
previously
showed.
Those
employees
would
pay
more
out
of
their
pocket
at
the
time
of
service
right.
Okay,.
A
I
I
I
G
Like
German,
it
may
take
counselor
Lindo.
A
lot
of
those
changes
were
captured
in
that
increased
copay
sheet.
This,
the
second
half
of
the
the
second
option
of
the
benefit
changes.
So
this
this
captures
a
lot
of
those
I
did
not
look
at
increasing
right
now
for
medical,
massage,
the
member
should
pay
the
$30
specialist
copay.
G
G
Up
to
sixty
visits,
we've
requested
some
reports
from
Cigna
to
try
to
determine
how
much
of
an
impact
changing
changing
that
physical
therapy
therapy
copay
would
be,
but
keep
in
mind
if
we,
if
we
implement
a
copay
for
physical
therapy,
in
addition
to
the
medical,
massage
people
getting
a
benefit
under
physical
therapy,
you're
also
having
the
members
who
truly
need
to
receive
physical
therapy
pay
a
copay
as
opposed
to
having
that
covered
at
a
hundred
percent.
Right
now,.
J
I
G
Termina
bates
a
counselor
Lyndell
again,
these
do
reflect
changes
in
the
co-pays
I
did
not
mirror
either
the
benchmark
or
the
state
plan.
What
I
did
was
implement.
What
I
thought
were
reasonable.
Two
changes
to
the
co-pays
to
get
closer
to
the
state
of
New
Mexico
plan,
but
I
did
not
mirror
those
benefits.
I
A
On
that
point,
councilman
Dow
is
one
of
your
concerns,
or
at
least
what
comes,
to
my
mind
is
yeah.
We
don't
want
to.
We
don't
want
to
eliminate
something
or
make
something
more
expensive
it.
If
it
is
something
that
really
is
needed
or
or
the
opposite
I
would
do,
it
really
is
being
abused
and
maybe
not
someplace.
We
target
is
out
what
you're
getting
at
counselor
Lyndell
and.
I
G
E
Comment
I
hear
my
colleague
talking
about
needing
to
understand
the
amounts
like
what
we
actually
have
high
usage
in
just
so
we
can
have
a
better
or
clearer
picture.
What
I'm
really
wanting
to
make
sure
is
if
we
decide
something,
that's
utilized
by
our
staff
is
important.
We
want
to
keep
that
and
even
if
we
have
to
increase
or
had
a
higher
copay,
I
still
think
it's
more
important
than
completely
eliminating
a
service.
E
I
just
want
us
to
be
cognizant
of
that
and
I'm
sure
staff
is
looking
at
that.
It's
just
like
these.
These
areas,
like
plan,
pays
a
hundred
percent.
That's
great.
However,
if
we
had
to
make
adjustments,
I
think
that
staff
would
make
would
want
an
adjustment
other
than
having
completely
getting
eliminating
something
from
our
plan,
so
I
hope
I
hope.
My
colleagues
agree
with
that
in
that
aspect,
and
then
also
how
are
we
moving
forward
today?
It
once
we
finish
this
presentation.
What's
next,
are
we
talking
with
staff
about
ideas?
H
So
this
is
a
presentation.
It
is
an
annual
presentation
provided
by
our
consultant,
a
on
to
kind
of
gear
us
up
for
the
new
fiscal
year
and
any
plan
design
changes
that
the
city
decides
to
make.
So
what
the
next
step
will
be
is
to
meet
with
our
group
insurance
benefits,
Advisory
Committee,
which
is
primarily
made
up
of
our
union
presidents
of
the
city,
and
to
talk
about
some
of
the
challenges.
H
With
regard
to
our
plan
and
then
ideas,
basically,
this
presentation
with
them
on
ideas
on
how
to
address
that
issue.
Additionally,
at
the
next
council
meeting,
will
be
requesting
the
approval
of
the
extension
for
the
Cigna
contract,
as
Don
mentioned
earlier
in
the
presentation,
but
as
far
as
plan
design
changes.
Yes,
we
will
be
meeting
with
staff
and
then
bringing
something
to
you
before
the
upcoming
fiscal
year.
I
would
like
to
also
point
out
one
thing.
H
As
far
as
the
co-payments,
the
fire
union
contract
does
have
an
article
in
their
contract
that
puts
a
cap
on
co-pays,
so
that's
definitely
something
we
would
have
to
negotiate
with
them.
A
Okay
and
on
that
point,
okay,
on
that
point,
Bernadette
I
mean
that
not
just
with
fire,
but
with
all
of
our
unions,
if
we're
talking
a
$900,000
savings
and
insurance
costs
that
could
have
an
impact
on
the
amount
that
we
furlough
or
even
layoff
employees.
If
it
comes
to
that
right,
I
mean
it.
Will
that
be
something
that
you
bring
up
in
negotiations
with
them,
because
I
mean
it's
real.
It's
a
real
savings
I'm
getting
right.
J
You
so
much
mr.
chair,
a
couple
questions
so
looking
at
you
know
for
increasing
out-of-pocket,
maxes
and
deductibles.
I
know
that
there
are
some
regulations
around
offering
these
options,
but
I'm
curious,
if
offering
a
health
insurance
account
our
health
savings
account
might
be
something
that
we
can
look
at,
so
that
individuals,
employees
might
be
able
to
take
some
pre-tax
dollars
and
put
them
into
a
savings
account
if
they
know
that
they
have
an
elective
surgery
coming
up
this
year
or
something
along
those
lines.
J
G
H
J
Okay,
wonderful
glad
to
be
here
and
definitely
something
that
I
think
that
we'll
want
to
remind
individuals
of
especially
if
we're
looking
at
those
greater
out-of-pocket,
I'm,
sorry,
the
larger
deductibles
and
also
with
our
you
mentioned
it
very
briefly,
but
was
looking
at
our
projections
of
claims
for
the
upcoming
year.
I
know
that
data
is
changing
rapidly,
looking
at
Kovan
19
and
is
do
we
have
any
idea
of
how
this
might
impact
our
claims,
especially
given
that
we
are
self-insured?
J
G
In
between
really
what's
going
to
drive
this
city
of
Santa,
Fe's
cost
is
the
number
in
that
final
bucket,
those
that
are
admitted
to
the
hospital
and
you
know
possibly
to
the
ICU.
But
what
we
expect
is
over
the
next
three
three
to
six
months
is
to
actually
see
medical
claims,
reduced
estimates
range
anywhere
from
10%
to
35%
reduction
in
costs
and
then
really
the
unknown
at
this
point
is
of
that
pent
up
demand.
How
much
will
resurface
in
the
fall
and
then
that
number
is
very
much
in
flux.
J
G
Abate,
the
counselor
cuts
and
says
actually
not
it's
not.
The
estimates
I've
seen
range
from
40
to
a
hundred
thousand
again
that
there's
not
really
a
treatment
for
them.
It's
just
essentially
keeping
them
in
the
hospital
or
ICU
and
until
they,
until
they
recover
or
or
until
they
don't
so,
the
costs
are
not.
These
are
not
several
hundred
thousand
dollar
claims
that
we've
seen
it's
more
of
those
middle.
Fifty
to
a
hundred
thousand
dollar
claims.
J
G
C
You
mr.
chair
I
think
we
need
to
give
some
direction
about
we're.
Gonna
need
plan
changes,
given
our
fiscal
situation
and
plan
design
changes,
and
you
know
I
think
this
plan
has
been
described
in
past
presentations
in
past
years
as
being
a
Cadillac
plan
and
I
think
we
can
no
longer
afford
a
Cadillac
plan,
and
so
you
know
we.
C
Need
to
have
you
know
we
want
to
be
competitive
in
the
market
for
employees
and
we
certainly
want
to
take
care
of
our
employees,
but
the
level
at
which
we've
been
doing
that
I
think
we
can
no
longer
afford
as
a
city
and
we're
gonna
have
to
have
some
changes
and
I.
Don't
know
mr.
chair
how
you
want
to
provide
that
direction,
but
I
think
we
need
it.
A
Okay,
I
would
I
think
we
need
to
direct
the
staff,
miss
saliz
or
you
can,
if
you
can
pursue
the
changes
under
the
deductible
the
900,000
and
then
provide
us
with
information
with.
So
we
can
see
the
impact
specifically
with
specific
benefits
like
the
massages
or
physical
therapy.
Radiology
things
that
counselor
and
doubt
had
talked
about
and
I
would
ask
that
you
start
to
talk
to
the
unions,
about
the
changes
or
whatever
the
contracts
required,
because
I
agree
with
counsel
women
whom
are
worth
I.
A
Think
this
is
something
we're
gonna
have
to
do
sooner
rather
than
later
and
I
think
if
it's
a
choice
between
fertile
hours
or
massages
I.
Think
even
the
unions
would
see
that
you
know.
Maybe
we
get
rid
of
some
of
these
massages
and
pay
a
little
higher
copay
then,
and
give
up
the
massages,
because
I
think
that's
what
for
some
reason
that
we
always
seem
to
get
stuck
on
massages
with
this
plan.
But
unless.
A
F
H
K
A
A
K
Good
there's
two
parts
to
the
presentation
this
evening:
the
fy2008.
The
first
is
the
state
of
our
city
finances
from
the
operating
budget
perspective.
We
also
have
john
romero
with
us
this
evening
to
discuss
what
the
committee
requested
around
an
update
for
our
capital
outlay
projects
for
all
of
our
capital
projects,
as
well,
so
two
portions
to
tonight's
presentation,
the
first
being
the
operating,
the
second
being
our
capital
outlay,
and
so
starting
off.
K
As
you
know,
we
are
in
the
middle
of
a
public
health
emergency
in
the
city's
priorities
are
to
keep
the
city
health
and
healthy
and
safe,
as
we
continue
to
prevent
the
spread
of
the
virus
early
on
the
city's
response
to
the
public
health
emergency
included
very
strategic,
targeted
measures
to
prevent
the
spread
of
the
virus.
We
closed
certain
facilities.
We
were
able
to
stand
up
an
e-government
practically
overnight.
We
are
now
operating
an
emergency
homeless,
shelter
at
Midtown.
K
Again,
this
is
our
top
priority,
so
the
first
of
our
priorities
is
to
continue
to
respond
to
the
public
health
emergency
and
to
keep
our
community
healthy
and
safe.
The
second
priority
is
to
rebalance
here
we
are
looking
at
focusing
on
the
city's
essential
services
and
we
can
go
more
into
that
as
we
are
looking
at
our
revenue
shortfalls
and
then
the
third,
as
we
look
forward
into
the
future,
is
how
we
rebuild
how
we
go
forward
and
ensure
that
our
economic
recovery
is
strong
throughout
our
community.
K
First
I'd
like
to
share
with
you
some
data
that
we
do
have
in
this
time,
where
we
don't
have
access
to
much
real-time
data,
we're
gonna
review
with
you.
Some
data
on
unemployment
claims
some
data
on
our
transportation
in
our
hotel
industry.
So
first
off
these
are
initial
unemployment
claims
in
Santa,
Fe
County.
They
started
off
low
in
the
early
part
of
March
and
then,
as
soon
as
we
went
into
the
period
of
the
stay
at
home,
order,
those
enclosure
of
non-essential
businesses,
those
unemployment,
initial
unemployment
claims
skyrocketed.
K
So
here
we
have
week
by
week
bowls
a
comparison
for
the
Santa
Fe
County,
as
well
as
the
state
and,
as
you
can
see,
the
percentages
are
and
have
increased
and
then
started
to
level
off
the
statewide
weekly
high
during
the
last
recession
was
just
over
3,000
initial
claims
a
week
for
the
entire
state.
That
is
so.
We
can
see
how
unprecedented
the
current
crisis
is
that
we
are
in
and
how
severely
this
is
impacting
our
community.
K
As
far
as
our
transportation
data
from
both
our
two
very
different
groups
from
our
bus
ridership
in
this,
as
well
as
our
air
traffic
through
the
Santa
Fe
Airport,
here
month-over-month
as
well,
we
are
seeing
significant
declines.
So
these
are
different
data
points
in
our
economy
that
we
do
have
real-time
data,
and
so
we
are
seeing
those
decreases.
K
That's
to
set
the
stage
for
the
next
section
of
our
presentation,
where
we
start
to
turn
to
our
city's
finances
and
the
impact
that
the
downturn
in
the
economy
is
having
on
our
fiscal
on
our
financial
system.
So
just
a
bit
of
history,
our
SP
and
Fitch
Ratings
were
Double
A,
plus
for
our
last
bond
issuance
and
both
S&P
and
Fitch
have
cited,
are
strong,
proactive
fiscal
management,
our
conservative
budgeting
and
our
revenue,
maximization
and
data-driven
management.
K
As
reasons
for
that
strong
bond
rating
so
moving
forward,
we
have
been
build
up
our
reserves
over
the
last
few
years
and
that
will
be
able
to
carry
us
a
portion
of
the
way
towards
our
shortfall
and
we'll
talk
a
bit
more
about
that
in
a
second.
So
for
this
section
of
the
presentation,
we're
gonna
dive
into
our
gross
receipts
as
it
is
our
primary
revenue
source
into
the
general
fund.
Grt
is
about
70%
of
the
general
fund
and
about
30%
of
all
of
our
other
funds.
K
A
K
K
So
if
you
think
of
the
last
time
that
you
drove
around
the
city
of
Santa
Fe
as
you're
looking
at
this
pie
chart,
you
can
start
to
piece
together
a
picture
of
our
economy
driving
down
sir
eosin
st.
Mike's
passing
the
rental
car
facility
off
of
Cerritos
in
the
shopping
center
that
that
rental
car
facility.
The
parking
lot
is
full
passing
the
Santa
Fe
place
mall
towards
the
south
side.
That's
close.
The
parking
lot
is
empty,
so,
as
you
drive
around
and
you
look
at
these
different
industries,
what
is
still
operating
are
elder
care
facilities.
K
Those
are
still
operating,
so
we
dissected
the
GRT
by
sector,
the
finance
staff
did
and
we
reviewed
the
percentage
of
activity
that
is
still
remaining
in
each
of
these
different
sectors,
and
we
came
up
with
three
different
scenarios
to
inform
our
revenue
projections
that
we
are
presenting
to
you
this
evening.
Basic
retail
trade.
D
K
Or
would
they
be
repurchasing
I
believe
they
are
part
of
food
services?
Okay,.
A
C
C
I
think
something
that's
important
for
the
Finance
Committee
keep
an
eye
on.
Is
it's
because
we
don't
pay
tax
gross
receipts
tax
on
food?
We
do
get
from
the
state,
something
called
hold
harmless
money
and
that
level
of
money
I
think
how
much
we
get
from
the
state
will
certainly
be
an
issue
in
a
special
session
as
a
way
to
help
local
governments
survive.
C
This
downturn
that
we,
you
know,
maybe
we
I
know
the
Municipal
League-
is
looking
at
recommendations
that
would
ask
that
we
had
and
that
hold
harmless
amount
has
decreased
over
time,
and
so
one
one
proposal
that
may
be
floated
is
that
that
hold
harmless
level
go
back
to
earlier
years
when
it
was
higher,
because
local
governments
need
the
revenue
because
of
this
downclimb
downturn.
So
just
something
for
the
Finance
Committee
to
be
aware
of,
and
to
keep
an
eye
on
as
we
look
for
help
from
the
state.
K
So
understanding
these
sector
breakdown
on
slide
eight,
the
finance
staff
has
built
three
different
scenarios
for
GRT
and
for
other
revenue
sources
to
give
us
a
range
of
what
the
GRT
shortfall
might
be
and
what
we
are
presenting
here
shows
ERT
could
precipitously
decline
within
the
four-month
period,
starting
from
March,
April,
May
and
June
the
last
four
months
of
our
fiscal
year,
anywhere
from
fifteen
million
to
twenty-one
million.
This
is
a
significant
decline,
as
you
can
see
from
the
table
at
the
bottom
of
slide.
K
Nine
generally,
over
the
last
five
fiscal
years,
upwards
of
thirty
percent
to
thirty,
seven
percent
of
our
revenue
has
been
generated
in
these
four
months.
So,
as
we
start
to
head
towards
the
summer
season,
as
we
start
to
head
into
the
two
summer,
tourism
season,
our
revenue
starts
to
increase.
Our
revenue
from
dirty
starts
to
increase
over
this
period
of
time
so
scenario,
1,
2,
&
3,
shows
that
that
will
contract
over
this
a
very
important
period
in
our
GRT
collection.
Could
it
contract
even
more?
K
Yes,
that's
an
option.
So
I
guess
one
of
the
principles
to
understand
are
these
are
estimates,
and
these
are
our
best
estimates
based
on
the
data
that
is
available
to
us
at
this
point.
That's
why
we
started
out
with
the
economic
analysis
that
data
points
that
our
staff
has
put
together
for
us
from
the
airport,
transit
system,
hotel
industry
and
the
unemployment
numbers
again,
understanding
that
this
is
completely
unprecedented
and
we
really
do
not
have
the
ability
to
understand
what
even
the
March
GRT
revenue
is
to
the
city
until
the
middle
of
May.
K
So
there
is
a
two-month
lag
and
the
distributions
from
this
state
to
the
city,
so
the
first
time
that
we
have
any
insight
to
the
impact
on
our
GRT
revenues
will
be
a
month
from
now
and
again
that
is
too
late
to
start.
Looking
at
these
range
of
options,
we
can
see
from
15
to
21
as
a
big
swing.
It
might
be
less,
it
might
be
more,
but
based
on
the
economic
activity
that
is
currently
ongoing.
K
C
Chairman,
yes,
so
Mary
in
these
assumptions,
you're
assuming
that
that
we
are
operating
under
the
current
stay
at
home
through
the
summer
or
what
are
you
looking
at
different
levels
of
operation
in
any
of
these
scenarios?
Are
you
taking
basically
kind
of
the
current
stay-at-home
orders
and
which
essential
businesses
by
sector
are
operating
to
come
up
with
these
projections?.
K
K
So,
moving
on
to
slide
10,
this
is
a
history
of
about
a
15
year
period
for
our
GRT
revenue
growth.
This
shows
the
revenue
increases
before
the
lot.
The
Great
Recession
and
the
14
million
dollar
decrease
over
the
span
of
two
to
three
years
during
the
Great
Recession,
and
then
that
it
took
us
about
seven
years
to
climb
out
of
the
recession
and
see
GRT
levels
return
to
pre-recession
GRT
levels.
So
at
this
point
we've
continued
with
steady
growth.
K
We
were
on
pace
to
outperform
our
one
hundred
and
twelve
million
dollar
revenue
estimate
for
gr
T's.
At
this
point
well
and
as
of
February,
we
were
up
about
seven
to
eight
million
dollars
in
our
gr
t
collections
per
month,
so
we
had
a
very,
very
strong
showing
and
for
the
first
part
of
the
fiscal
year.
So
that
is
the
good
news
of
this.
K
The
bad
news
is
the
middle-of-the-road
scenario
which
we
presented
to
you
in
the
previous
slide
shows
GRT
coming
down
to
about
ninety
four
point:
three
million
and
again
just
in
terms
of
comparison.
We
lost
about
fourteen
million
dollars
over
the
course
of
two
to
three
years
and
this
time,
wherever
we
do
land
up
with
our
GRT,
we
will
have
lost
that
GRT
in
the
course
of
four
months.
So
this
is
the
analogies
that
have
been
thrown
out.
K
There
is
the
rug
got
pulled
from
out
from
underneath
us
very
quickly
and
just
as
quickly
we've
had
to
put
together
these
scenarios,
given
these
range
and
start
to
plan,
so
we
don't
encounter
a
large
shortfall
so
moving
forward.
I.
Think
many
of
you
have
heard
us
talk
about
these
estimates
in
the
last
few
days
so
that
all
funds
shortfall
that
we
are
budgeting
to
is
46
million
the
shortfall
and
the
general
fund
is
closer
to
14
million,
and
so
in
order
to
manage
and
not
have
that
large
of
a
deficit.
A
K
Is
correct?
That
is
correct,
so
what
we
have
mapped
out
here
is
these
four
different
areas
where
we
can
achieve
multi-million
dollar
savings
to
the
tune
of
the
twenty
eight
million
dollars
at
the
chairman
reference,
a
spending
freeze
for
all
non-essential
discretionary
spending
that
covers
the
gamut
from
travel
to
office
supplies
to
any
type
of
activity
that
we
had
planned
in
the
last
quarter
of
the
fiscal
year.
That
now
will
not
happen
because
of
the
stay
at
home
orders.
K
Additionally,
the
city
has
implemented
a
hiring
freeze
for
non-essential
vacant
positions
and
that
will
garner
about
2.5
million,
whereas
the
spending
freeze
our
target
is
25
million
the
overtime
restrictions
for
non-essential
staff.
We
estimate
we
can
save
500,000
in
the
next
few
months
and
separating
temp
employees
that
are
considered
non-essential
Garner's
as
close
to
$200,000
for
that
total
of
28
million.
But,
as
the
chairman
mentioned,
the
number
that
we're
keeping
in
mind
across
all
funds
is
46
million,
so
we're
still
18
million
shorts
from
from
covering
the
Revit
the
estimated
revenue
shortfall.
K
Of
those
at
this
room,
the
total
reserves
that
we're
showing
starting
two
fiscal
years,
14
million
at
14
million,
is
in
excess
of
the
city's
10
percent
required
reserve
minimum.
So
that's
around
9
million,
given
the
given
the
budgeted
levels
and
as
the
budget
is
a
expenditure
budget
shrinks
that
10
percent
target
also
shrinks.
10
percent
minimum
reserve
requirement
that's
based
off
of
expenditures,
so.
K
And
that
allows
us
a
larger
pool
of
general
fund
reserves
to
be
able
to
draw
down
on
so
consider.
The
reserves,
like
are
your
personal
households,
savings
account,
and
so
when,
if
I
were
in
a
situation
where
my
income
was
cut
off,
I
would
first
look
to
reduce
my
discretionary
expenditures,
as
unfortunately,
many
people
in
our
community
who
have
lost
their
jobs
are
doing
now.
So
first,
you
know
what
goes
those
trips
to
the
movies,
the
trip
to
the
rest
of
your
favorite
local
restaurants.
A
K
Have
grown
those
reserves
over
the
last
few
years
in
the
city
and
again
it
goes
back
to
one
of
the
first
slides
for
the
city
finances,
because
the
city
has
had
strong
fiscal
management,
because
we've
had
a
conservative
approach
to
our
budgeting.
We've
been
able
to
grow
that
rainy
day
fund
for
an
opportunity
like
this.
K
So
I
think
that
sets
us
up
good
for
the
next
few
slides
to
talk
about
all
of
our
different
options.
As
we
look
to
balance
the
additional
18
million
across
all
of
our
funds,
the
mayor
is
planning
to
introduce
a
resolution
calling
on
the
federal
government
to
provide
an
additional
stimulus
package
for
additional
financial
support
to
local
governments
doesn't
seem
likely
that
it
will
be
in
the
stimulus
package
that
is
in
front
of
in
being
discussed
in
DC
and
to
be
voted
on
this
week,
but
potentially
in
a
fourth
wave
of
stimulus.
K
So
we're
actively
lobbying
and
encouraging
our
congressional
delegation
to
support
that.
As
far
as
state
support
we,
the
state
did
receive
1.25
billion
dollars
and
the
cares
Act.
So
we
did
not
receive
direct
funding
for
a
response
to
the
coronavirus.
Although
we
are
incurring
expenditures
to
support
our
community
through
the
public
health
emergency,
including
the
activity
at
Midtown,
so
we
would
look
to
as
many
federal
and
state
sources
for
reimbursement
of
those
expenditures.
K
K
Where
are
some
of
our
funds
are
set
and
state
statute?
So
if
we
were
able
to
effectively
lobby
for
changes
to
state
statute
for
these
funds,
we
could
allow
the
city
to
use
the
fund
balances
for
general
municipal
purposes,
to
be
able
to
support
that
18
million
dollar
gap
and
slide
14
really
focuses
on
the
revenue
and
additional
expenditure
Lover's
that
the
city
has
within
our
control.
K
K
In
addition,
burn
and
her
team
have
been
reviewing
the
city's
HR
policies
and
have
brought
to
the
table
a
few
recommendations
where
the
HR
policies,
as
they
are
currently
written,
do
have
a
fiscal
impact
to
those.
We
are
planning
to
bring
changes
to
you
over
the
course
of
the
next
few
months
to
reduce
the
fiscal
impact
of
some
of
the
city's
HR
policies.
K
So
that
brings
us
to
our
next
steps.
There's.
This
is
very
serious.
It
is
a
precipitous
decline
that
we
were
not
expecting
if
we
just
take
a
few
steps.
Back
a
month
ago,
we
were
in
full
swing
to
finalize
the
FY
21
budget,
with
a
series
of
investments
across
the
city,
from
public
safety
to
programming
in
all
of
our
neighborhoods,
now
a
month
later,
fast-forward
and
we're
looking
at
monitoring
actively
on
a
weekly
basis,
RFI
21
revenues
and
making
significant
cutbacks.
K
So
in
order
to
do
this,
we
want
to
engage
both
the
public
and
our
employees
in
a
series
of
surveys
and
workgroups
that
are
meant
to
elicit
suggestions
and
recommendations
on
where
the
city
should
be
spending
our
reduced
revenue
and
how
we
can
go
about
achieving
these
cost
savings.
So
we
will
continue
to
actively
monitor
our
revenues
and
make
these
budget
adjustments.
K
But
for
the
meantime,
we
will
be
submitting
our
FY
20,
but
the
current
year
budget
as
a
placeholder
for
our
FY
21
budget
DFA,
has
changed
these
rules
for
all
local
governments
and
that
budget
will
be
due
June,
1st
and
so
starting
in
May.
We
will
be
looking
ahead
to
completely
revising
or
FY
21
budget
and
moving
towards
having,
but
a
budget
hearing
process
in
July
of
2020.
K
This
will
cue
us
up
to
be
able
to
submit
a
revised
FY
21
budget
to
DFA
as
of
July
31st
and
then,
as
we
move
forward
into
the
new
fiscal
year.
Given
this
economic
crisis
was
caused
by
the
public
health
emergency,
which
we
do
not
know
when
we
are
going
to
start
seeing
an
opening
up
of
our
economy
again.
K
So
we
will
continue
to
monitor
our
revenues
on
a
much
you
know
closer
a
week
by
week
basis
as
we
move
forward
into
21
to
determine
if
any
additional
budget
adjustment
measures
are
necessary
as
we
go
forward.
So
we
are
actively
managing
through
this
and
we're
in
a
very
different
stage
of
this
process
than
we
thought
we
would
be
at
now
in
the
middle
of
April.
A
Mary
we
got
an
email
at
the
end
of
the
day
from
the
mayor
and
in
it
he
had
stated
that
we
were
going
to
implement
furloughs
anywhere
from
four
hours
a
week
to
employ
employees
going
down
to
three
day
work
weeks.
How
much
is
that
going
to
save,
and
is
that
factored
in
in
the
28
million,
with
the
hiring
freezes
and
that
number
you
gave
us
earlier
that.
K
Is
not
factored
into
that
28
million
dollar
number,
and
is
you
can
appreciate
from
your
background
that
mr.
chairman,
that
Devils
in
the
details,
so
determining
person
by
person
position
by
position
who
will
be
facing
for
our
furlough
versus
an
eight-hour
furlough
versus
of
24
versus
a
16-hour
furlough,
is
very
detailed
work
that
our
HR
department
and
is
in
the
middle
of
doing
now.
So
if
Bernadette
is
still
on
the
phone,
she
can
give
us
some
additional
details.
But
it
is
approximately
a
million
dollar
savings
over.
A
Ok,
so
so
to
recap:
hopefully
we
have
a
46
million
dollar
shortfall,
but
it
could
be
worse
across
all
funds,
you've
already
taken
steps
or
you've
identified
where
we
can
come
up
with
28
million
dollars
to
put
towards
that.
That
leaves
us
a
balance
of
18
million
there's
cash
reserves
above
the
ten
percent
of
five
million
so
heck.
Even
if
we
have
put
the
whole
five
million
I,
don't
know,
that's
something
you
and
the
mayor
need
to
consider
we're.
At
13
million
we
take
the
furloughs,
which
is
1
million.
K
A
K
I
correct
that
is
pretty
aggressive
targets
to
be
able
to
cut
back
across
the
city,
and
a
very
important
point
that
we
still
have
to
make
is
that
the
city
continues
essential
operations.
We
continue
water
waste,
water,
trash
pickup,
our
police
and
our
firefighters
are
first
responders
that
are
on
the
front
lines
dealing
with
the
corona
virus
pandemic,
so
there
are
still
very
important
operations
that
have
to
continue.
That's
why
we
have
segmented
into
discretionary
and
non-discretionary
spending
at
the
moment.
Okay,.
A
Wow,
my
initial
thoughts
is
I.
Don't
think
we
went
far
enough
with
the
furloughs,
obviously,
but
that's
something
that
you
all
need
to
need
to
think
about,
and
unfortunately,
because
70%
of
our
our
expenses
are
people
and
we've
taken
out
from
everywhere
else.
I
think
we're
gonna
have
some
tough
decisions
ahead.
I
mean
there's
we're
dealing
with
math
here,
not
not.
You
know
with
math
it's.
It
is
what
it
is.
Some
people
really
like
math,
because
the
you're
right
or
you're
wrong
and
other
people
don't
because
you're
either
right
or
you're
wrong.
A
C
I,
just
I
also
just
want
to
emphasize
the
need
to
seek
federal
help
and
particularly
the
the
cares
Act.
We
were
a
city
that
it
was
not
big
enough
to
qualify
for
a
lot
of
that
funding
and
I.
Think
Mary
I
want
to
thank
you
and
your
staff
for
these
numbers
and
for
giving
us
just
even
some
guess
as
to
where
we
are
because
I
think
they're
gonna
be
important
for
us
to
talk
with
the
del
the
congressional
delegation
to
help
understand
the
seriousness
of
the
situation.
C
It
helps
I
mean
I,
think
everybody
realizes
that
this
is
a
very
serious
situation.
You
know
for
businesses,
for
households,
for
government,
for
nonprofits
for
all
sectors,
and
so
it's
very
helpful,
though,
to
the
Chairman's
point
to
have.
The
real
numbers
are
real
best
estimates
of
the
deep
financial
situation
that
we're
in,
and
we
have
got
to
lean
on
the
federal
government
that
we
need
more
help
and
I.
Just
I
just
want
to
emphasize
that,
because
I'm
not
sure
that
we
can
get
out
of
this
without
help
from
outside
of
the
city.
E
Thank
You
staff
for
putting
the
numbers
together
for
us,
it's
pretty
sobering
to
see
where
we're
at
and
what
kind
of
difficult
conversations
and
decisions
that
will
have
to
have
I
guess
what
I
was
I
had
a
few
questions
about
some
of
the
data
that
you
provided
us
or
just
elaborating,
based
on
the
savings
that
you
gave
us
about
the
freeze,
can
you
say
a
little
bit
more
about
just
so
we
know
number
wise.
We
we.
E
E
K
So
I
can
speak
to
that,
while
burn
pulls
up
that
temp
employee
data
on
our
overtime,
the
primary
departments
that
see
overtime
are
the
police
department,
the
fire
department,
the
Public
Utilities
Department
and
the
Public
Works
Department,
and
then
the
balances,
the
remainder
of
all
of
our
departments
from
finance
to
HR
IT
general
government,
which
includes
Economic
Development,
affordable
housing.
So
the
expected
savings
on
these
on
these
overtime
restrictions
would
be
in
the
non
public
safety
or
non-essential
staff.
K
So
we
understand
that
if
a
street
light
goes
out
and
there's
not
a
crew
on
on
duty,
we
would
have
to
call
a
crew
in
to
fix
those
street
lights.
There
is
consider
essential
staff,
it's
public
health
and
safety
related.
We
need
our
water
plants,
our
wastewater
plants
to
be
up
and
running,
so
the
city
receives
clean
water
and
same
goes
with
our
firefighters
and
our
police
department.
K
A
A
E
Okay,
thank
you.
Go
ahead,
Councilwoman
via
rail.
Thank
you.
Thank
You,
mr.
chair
I'm,
just
going
through
the
different
sections
of
the
presentation.
I
was
thinking
about
the
federal
support.
The
federal
supports
that
my
colleague
was
referring
to
and
the
fact
that
we
didn't
get
any
stimulus
package
money
so
I
know
we're
doing
this
resolution,
and
a
lot
of
us
are
probably
co-sponsors.
E
But
I
was
told
by
Heinrich
staff
that
we're
gonna
be
they're,
gonna,
be
taking
a
vote,
possibly
in
the
next
24
hours,
and
they
still
haven't
adjusted
it
so
I'm
just
trying
to
think
of
a
way
we
can
keep
pressing
on
that.
Even
though
there's
possibilities
for
future
federal
stimulus
funding,
do
you
all
have
any
other
suggestions
about
that?
I
know
the
they
had
a.
E
E
K
E
K
Mr.
chairman
councilor,
the
city
has
several
owned.
Several
different
properties
across
the
city
as
part
of
our
asset
portfolio
I
think
the
ones
that
you
all
might
be
most
familiar
with
our
santa
fe
estates,
as
well
as
the
Midtown
campus
and
so
right
now,
for
example,
with
the
Midtown
campus,
we
are
spending
4.6
million
a
year
on
both
operating
and
debt
service
costs.
K
So,
in
addition
to
having
potential
one-time
revenue,
if
Santa
Fe
estates
asset
or
the
Midtown
asset
is
sold
in
partially
or
in
whole,
we
could
also
save
on
those
debt
service
and
operating
costs.
A
portion
of
the
debt
service,
an
operating
cost.
So
it
would
be
a
one-two
punch.
We
would
get
the
one-time
revenue
coming
from
the
sale
as
well
as
with
Midtown
campus,
specifically,
the
operating
and
debt
service
payments.
E
K
Yes,
so
probably
the
lowest
hanging
fruit
is
something
like
the
railyard
fund.
We,
this
is
something
that
you
all
voted
on.
At
the
end
of
March,
we
were
able
to
draw
down
500,000
from
the
railyard
fund,
because
that
fund
is
available
for
general
municipal
purposes
and
that
500,000
went
into
an
emergency
fund
for
the
Cova
19
emergency
response.
So
there's
about
800,000
remaining
in
that
fund
balance,
so
we
can
access
that
remaining
eight
hundred
thousand
to
plug
into
the
remaining
deficit,
the
remaining
shortfall
that
we
have.
K
In
addition
to
that
there
are
several
other
funds
across
the
city
that
we
would
have
to
look
at
the
legal
authorizations
and
change
those
they
bring
them
to
Council,
to
vote
on
a
change
of
the
legal
authorization
to
then
be
able
to
access
the
fund
balances.
This
is
common
during
a
recession.
This
happened
when
I
was
working
at
the
state
during
the
last
recession,
there
were
several
different
funds
that
had
fund
balances
and
in
order
to
plug
the
gap,
and
they
were
able
to
access
using
legal
authorization.
B
Thank
You
chairman
counselor
theory,
all
thank
you.
Mary
yeah,
there's
a
number
of
funds.
We
have
the
the
CIP
we
allocation
fund,
which
was
basically
gross
receipts
tax
received
in
the
past,
allocated
out
to
CIP
projects.
It's
not
bond
proceeds,
its
GRT
revenue,
the
projects
think
pleated,
and
there
was
leftover
funds.
You
know
little
projects,
thirty,
forty
thousand
pile
that
all
that
up.
We
would
actually
go
in
and
look
at
sweeping
all
projects
that
have
are
finished.
B
B
That
fund
is
to
fully
fund
transit,
well
transit,
as
we
saw
earlier
in
the
chart,
their
operations
have
revenues
have
substantially
declined,
and
so
they
are
not
going
to
need
that
entire
allocation
of
quality
of
life
funds.
So
then,
that
it's
next
purpose
is
recreation
and
we
have
all
of
those
facilities
closed,
and
so
do
we
really
need
to
put
more
money
into
the
recreation
fund
that
has
a
balance
of
2.7
million.
That's
been
accumulated
over
the
years
and
on.
K
That
point
part
of
the
forty
six
million
dollar
deficit
would
be
within
recreation.
Our
recreation
funds,
like
the
Chavez
Center
fund,
where
we
continue
to
pay
some
costs
to
maintain
the
facilities
in
operation
and
continue
to
pay
employee
salaries
and
benefits.
Well,
we
are
not
seeing
revenue
coming
into
that
fund.
B
And
so,
lastly,
once
you
get
through
the
the
recreation,
the
last
thing
that
these
monies
can
be
used
for
as
general
government
purposes
and
so
we're
working
with
the
City
Attorney's
Office
to
get
a
better
understanding
of
exactly
what
the
statutes
mean.
What
are
the
ordinance
mean?
What
are
what
can
we
do?
What
can
we
change
to
make
these
funds
available
if
necessary,.
A
K
Okay
and
then
also
just
want
to
put
a
point
of
caution,
I
think
we
were
clear
in
the
beginning.
Mr.
chairman
and
counselors,
the
forty
six
million
dollar
number
is
an
estimate
that
could
be
conservative
or
not,
and
so
in
the
event
that
that
is
not
conservative
and
we
end
up
losing
more
than
the
forty-six
million.
Within
these
four
months,
we
are
really
going
to
have
to
rely
on
our
balances,
general
fund
balances
included,
as
well
as
the
other
funds
that
Brad
was
giving
us
an
overview
of.
E
When
we
say
rely
and
making
adjustments
to
these
fund
balances,
we're
talking
about
a
temporary
fix,
I
mean
a
temporary
adjustment,
so
it
wouldn't
be
like
the
quality
of
life
fund
would
always
continue
funding
our
general
fund.
It
was
really
in
this
time
of
need
emergency
needs.
Are
you
saying
then
it
would
just
be.
It
would
revert
back
after
a
certain
time
period,
or
how
do
we
control
that
so
that
we
don't
adjust
these
funds
that
you
know
when
we
actually
are
back
on
track,
that
we
still
need
them
to
be
able
to
support
services?
E
K
Chairman
counselor,
that
is
an
excellent
question
right
now.
The
reason
I
added
into
the
next
steps
on
the
last
slide
on
page
fifteen
and
a
timeline
of
what
we
are
looking
ahead
to
really.
These
are
difficult
decisions
that
we
have
to
make
very
rapidly
to
adjust
to
a
revenue
shortfall
in
these
four
months.
Equally
difficult
decisions
and
equally
painful
revenue.
K
L
K
A
So,
following
up
with
counseling
Bri
out,
she
makes
good
points
that
we
are
in
this
emergency,
but
that
but
like
you
can
assume-
or
some
people
assume
Noah
Wyle
once
everybody
could
help
them
back
up
again
gr
T's
going
to
shoot
back
up
we're
going
to
go
back
up
to
112
million
dollars.
There's
businesses
that
have
closed
theirs
and
so
we're
gonna
have
to
right-size
our
government
to
deal
with
the
longer
recovery.
That's
coming,
cuz,
I
I,
don't
think
it's
gonna
just
be
a
cake
over
19
we
have
a
vaccination
or
we're
testing
everybody.
A
K
A
K
Chairman,
that's
absolutely
correct
and
we
are
continuing
to
be
in
an
economic
freefall.
I,
don't
know
if
you
all
pay
attention
to
the
markets,
but
continuously
through
the
day
our
planning
and
investment
officer.
Brad
was
sending
me
updates
about
the
talk
about
a
precipitous
decline,
just
the
freefall
in
the
oil
market
for
future
the
futures
contract.
K
They
meet
once
a
year,
January
February
March
and
then,
if
they
need
to
adjust,
they
have
to
convene
in
a
special
session.
As
you
all
are
aware,
so
those
those
adjustments,
I
guess
what
I'm
saying
is
we're
very
fortunate
to
be
able
to
meet
every
two
weeks
to
keep
you
informed
and
keep
you
updated
about
these
changes
that
we
are
seeing
in
front
of
us
and
the
changes
that
we
will
need
you
to
vote
on
shortly
for
the
FY
21
budget.
Ok,.
E
Last
question
I
just
wanted
to
understand
better,
since
we
just
got
that
email
from
the
mayor
regarding
furloughs
and
can
director
tell
us
how
to
talk
a
little
bit
more
about
what
that
looks
like
if
it's
how
that
process
goes
specifically
if
there's
voluntary,
furloughs
and
then
how
the
progression
goes.
I
don't
understand
how
the
process,
how
it
works.
E
H
Thank
You
mr.
chairman
councilor,
via
rail,
so
within
the
union
contract
it
requires
works,
work
with
the
unions
and
in
the
ostomy
contract.
It
actually
has
a
claw
that
allows
the
Union
to
provide
anyone
who
would
like
to
do
a
voluntary
reduction,
but
it
doesn't
prohibit
the
city
from
putting
forward
a
plan
before
that
seven-day
timeframe.
So
we've
worked
countless
hours
trying
to
work
with
the
unions
and
putting
forth
some
different
proposals
that
will
try
to
help
us
close
that
budget
gap
a
little
bit.
E
H
They
have
to
have
at
least
24
hours
of
work
time
a
week,
and
so
we
try
to
apply
that
thought
process
across
the
board,
whether
it's
non-union
or
union
employees.
So
there's
an
equitable
process
to
to
this
plan,
but
again,
really
taking
into
consideration.
Is
there
work
or
for
employees
who
are
working
at
a
facility?
That's
closed
or
some
of
the
functions
have
been
reduced,
so
how'd
it?
How
do
we
manage
through
that?
H
J
K
J
That
we
do
now
it's
not
going
to
be
a
long-term
solution,
we're
essentially
just
plugging
the
hole,
so
those
fund
balances
and
the
general
fund.
We
have
10%
of
our
expenditures
of
our
budgeted
expenditures
in
reserve
for
other
fund
balances.
Do
we
have
a
required
minimum
or
does
it
vary
per
balance.
B
J
B
We
used
all
utility
revenues
to
80%
of
expected
remaining
expected
budget.
We
saw
the
newspaper
article
last
week.
He
said
it
wasn't
quite
37
new
delinquencies,
but
he
felt
very
comfortable
with
80%
and
we're
gonna
monitor
it
closely.
We've
asked
them
to
start
measuring
their
cash
flows
on
a
weekly
basis.
You
know
how
are
they
doing
year-over-year
so
we're
very
much
on
top
of
this
and
keeping
track
of
their
revenues
to
measure
that
real-time.
J
What
essentially,
would
be
I,
don't
even
know
if
we
have
an
answer
for
this
yet,
but
our
next
step
was
looking
at
staff.
Do
we
look
at
deeper
furloughs?
Are
we
when,
where
are
we
going
to
start
having
to
consider
whether
or
when
we
lay
off
staff?
How
does
this?
How
does
this
process
start
to
move
forward?.
K
Mr.
chairman,
councilor
cassileth
Sanchez,
that's
a
great
question.
That's
one
of
those
difficult
decisions
that
I
was
referring
to
earlier.
We
given
the
revenue
shortfall
that
we
have
all
options
have
to
be
on
the
table.
Alexis.
Lo
Tarot,
our
budget
officer
has
been
monitoring
actions
in
other
cities.
K
I
believe
there
are
about
2100
cities
that
are
considering
budget
cuts
this
year
because
of
the
shortfall
in
their
tax
base,
the
shortfall
in
the
tax
revenue
that's
coming
in
and
those
policy
decisions
that
many
other
cities
have
already
made
do
include
additional
furloughs
further
than
where
we
have
gone
and
have
included
a
reduction
in
force
and
layoffs
for
their
own
staff.
She
actually
just
gave
me
an
update
that
the
mayor
of
LA
has
declared
a
fiscal
emergency
for
the
city.
Many
other
in
many
cities
are
have
already
implemented.
A
On
that
point,
Mary
and
Bernadette,
the
way
the
private
sector
is
handling
it
right
now,
it's
are
immediately
what
the
first
things
they
did
was.
They
did
layoffs
because
the
employees
that
were
laid
off
that's
where
all
the
federal
money
went.
It
went
to
state
and
unemployment.
So
is
that
still
an
option
is
there?
Will
they
continue
to
give
unemployment
money
to
the
state
or
will
the
state
say
you
know
what
we
can't
handle
any
more
layoffs
or
any
more
unemployment
claims.
H
I'm
not
sure
what
will
happen
as
far
as
at
the
state
level,
with
unemployment
claims,
I
will
say
that
we
are
doing
research
on
how
a
furlough
would
affect
employees
in
to
what
degree,
specifically
how
many
hours
per
week
and
and
how
that
would
affect
our
employees
to
ensure
that
we're
providing
them
the
most
resources
possible.
So.
J
Think
I
have
any
additional
questions
at
this
time,
bye
to
echo
what
councilwoman
Romero
worth
was
saying
about
needing
to
move
forward
with
advocating
for
our
city
with
the
federal
government
as
much
as
we
can
and
please
let
us
know
if
there
are
additional
opportunities.
What
else
you
see
for
us
to
be
doing?
I
know
that
we
have
the
resolution
coming
through,
but
any
other
opportunities
that
we
have
to
to
fight
for
our
city.
In
that
sense,
please
let
us
know.
Thank
you.
So
much.
I
Thank
you
sure,
yeah
I'm,
gonna
echo
what
a
couple
of
people
have
said
and
it's
all
uncertain
appreciate
some
of
the
sticks
that
were
laid
out
today
on
where
we're
gonna
save
money
and
what
we
need
to
do.
The
number
is
astounding
for
the
next
four
months:
it's
almost
four
hundred
thousand
a
day
that
we're
facing
that's
every
day
seven
days
a
week
and
I
would
just
encourage
the
family
if
you're
a
person
that
ends
up
being
furloughed
to
a
three
day.
I
I
It's
still
going
to
be
hard
and
I
think
it's
important
that
we're
there
for
each
other
and
support
each
other
and
that
we
look
I
know
this
community
will
look
at
these
numbers
very
very
carefully,
and
you
know
this
isn't
done
on
a
wing
and
a
prayer.
This
is
trying
to
go
through
these
numbers
as
carefully
as
possible
and
getting
us
to
where
we
have
to
go.
We
don't
have.
We
don't
have
one,
you
look
at
that
chart
of
GRT
and
you
walk
around
town
right
now
and
we
need
to
get
realistic
about
this.
I
The
directors
trying
to
make
decisions-
everybody
here
thinks
that
everybody,
that
is
there
is
essential,
and
it's
going
to
be
very,
very
painful
for
this
council,
so
on
the
fund,
saving
measurements
that
we've
come
up
with
twenty
eight
point.
One
nine
I
would
certainly
hope
that
we
would
look
at
overtime
everywhere.
I
mean
I,
know,
half
millions
a
fair
amount,
but
certainly
the
police
won't
be
having
any
festivals
for
overtime
this
summer
and
those
kinds
of
things
and
I
suspect
that
that's
a
sizable
amount
of
overtime.
I
So
that's
somewhere
else
that
we
could
look
and
come
up
with
a
few
hundred
thousand
dollars.
The
the
spending
freeze
at
twenty
five
million
dollars.
That
will
be
very,
very
painful.
I
mean
we're
talking
about
right
down
to
office
supplies,
that's
rough,
so
staff
I
would
say.
Thank
you
very
much.
I
realized
that
it
is
amazingly
painful
and
unpleasant
to
go
through
these
numbers
and.
I
C
Don't
have
anything
to
add
mr.
chair
I.
Just
think
that
if,
if
you
have
personal
relationships
with
the
congressional
delegation,
I
would
certainly
be
calling
them
and
their
staffs
and
let's
not
wait
for
the
resolution,
but
we
we
know
the
number.
We
have
some
guesses,
some
some
projections
about
how
serious
this
is,
and
we
need
to
be
making
a
lot
of
noise
about
that.
We're
going
to
need
help.
J
J
E
A
Thank
you
and
I
echo
what
the
committee
says:
Thank
You
staff
I
know
you
all
have
been
working
between
finance
legal,
HR,
all
the
departments,
overtime
on
this
issue
and,
unfortunately,
the
pain
we're
talking
about
is
people
and
employees
when
70%
of
your
budget
is
allocated
to
employees.
When
you
take
a
hit
like
this
eventually
that's
where
you're
gonna
have
to
go
with
cuts.
A
And
when
we
talk
about
employees
I'm
talking
about
all
employees
from
department,
directors,
down,
department,
directors,
middle
managers,
everybody
we're
all
gonna
have
to
work
together
and
and
in
some
cases
being
a
former
department
director.
We
all
want
to
hold
on
to
our
vacant
positions
or
our
supplies
or
or
think
were
more
essential
than
the
other
department.
A
A
I
would
encourage
the
unions
to
step
up
to
the
plate
and
work
with
us,
because
when
money's
gone,
it's
gone
regardless
of
what
union
contracts
say,
regardless
of
what
people
think
their
rights
are
payroll
takes
money
and
when
the
money's,
not
there,
you
can't
make
payroll.
So
hopefully
we
could
all
continue
to
work
together.
Thank
you,
Mary
once
again
and
the
rest
of
the
staff.
We
have
one
more
presentation
that
we
need
to
get
to.
We
can
be
brief,
but
it
is
about
the
capital
projects.
A
I,
think
Public,
Works
is
going
to
have
a
lot
of
the
public
works
committee
is
going
to
have
a
lot
of
work
when
it
comes
to
our
projects.
So
mr.
Romero
can
please
give
us
a
quick
overview
on
what
the
thinking
is.
As
far
as
our
projects
go
and
any
potential
savings
we
could
make
or
adjustments
that
the
public
works
committee
that
starts
working
on
to
bring
to
the
Finance
Committee
and,
ultimately
the
council
to
have
done
mr.
Romero.
Are
you
still
with
us?
Yes,.
L
Yes,
I
am
Thank
You
chair,
so,
yes,
we've
been
looking
at
all
of
our
capital
projects
and
what
opportunity
we
could
utilize
that
funding
for
to
help
us
with
our
current
funding
issues.
All
of
our
projects
are
already
funded,
whether
it's
through
grants
or
through
bonds
that
are
have
already
been
sold.
L
Reprioritize
them,
hopefully
free
up
some
capital
money
that
can
maybe
be
diverted
to
other
capitalizable
expenses
that
we
were
recently
purchasing
out
of
the
general
fund.
Some
of
those
that
come
to
mind-
and
you
know
we
will
be
working
with
with
Mary
and
Brad
to
see
what
those
expenses
are
citywide,
but
I
can
definitely
speak
to
some
within
our
department.
For
instance,
some
of
our
signal
operating
supplies
that
we've
been
that
we
do
need
to
operate
our
signals.
Those
are
could
be
capitalizable,
so
we
could
reprioritize
some
of
these
funds
for
that.
L
So
that
way
we
don't
have
to
draw
towards
the
general
fund.
Other
things
are
like
vehicles
again
in
our
group
in
our
group,
we're
down
one
snow,
pile
that
we
need
we're
down
a
bucket
truck
I,
don't
have
any
bucket
trucks
for
my
signal,
guys
we're
just
using
a
crane
things
like
that.
A
E
Bao
Thank
You
mr.
chair
I
think
the
only
concern
I'm
having
about
when
I
think
about
our
capital
projects,
and
there
are-
is
funding
such
as
grants
and
bonds,
as
director
Romero
indicated,
but
to
actually
get
those
projects
done.
We
need
staff
and
we've
always
had
this
issue
to
be
able
to
manage
our
projects
and
so
I
guess
I'm,
asking
John
if
they've
thought
about
that,
and
that
would
be
that
would
determine
what
projects
we
prioritize
based
on
project
management
and
actually
you
know
probably
safety
and
some
of
those
other
aspects
of
to
prioritize.
L
L
Some
things
are,
you
know,
there's
a
lot
of
of
staff
time,
that
is,
for
my
project,
managers
that
are
spent
elsewhere
on
staff,
and
so
we're
I
mean
I
was
first
asked
you
mean
elsewhere
than
on
projects,
and
so
I
was
gonna
work
with
the
city
manager
and
Mary
to
see
that
we
could
make
our
working
more
efficient.
L
You
know
some
things
are
like
committees,
the
city
has
a
lot
of
committees,
a
lot
of
committees,
and
a
lot
of
my
staff
spends
a
lot
of
time
dealing
with
the
committee's
that
they're
required
to
staff.
If
we
can
somehow
streamline
those
committees
or
even
spread
out
how
often
they
meet
it
could
free
up
a
lot
of
my
staffs
time
for
working
on
projects
as
opposed
to
working
on
agendas,
and
things
like
that
and
again.
These
are
minor
committees.
L
Of
course,
I
mean
you're,
definitely
important,
but
there's
some
of
these
committees
that
we're
not
gonna
have
money
to
be
doing
things
that
relate
to
those
committees.
So
for
the
time
being
that
there
may
not
be
a
complete
need
for
those
committees
until
until
our
finances
rebound.
So
things
like
that
that
we're
looking
at
to
see
if
we
can
improve
our
capacity.
A
Mr.
Romero,
do
you
have
an
idea
of
what
the
what
the
state
is
gonna
do
as
far
as
projects
that
they
had
allocated
funding
to?
Are
they
gonna
want
the
projects
to
be
a
certain
percentage
completed
I
mean
that
sounds
like
they're
gonna
do
a
sweep
across
the
state
with
cities
and
counties
and
take
money
away
from
certain
projects?
What
do
you
what's
your
position
on
that?
That's.
L
So
right
now,
we've
tried
to
do
in
recent,
so
there's
different
types
of
funding,
the
legislature,
funding
I
think
is
the
funding.
That's
most
at
risk.
We've
tried
to
encumber
as
much
as
we
can
to
this
point
responsibly
encumber.
We
are
going
to
be
submitting
a
letter
to
the
state
asking
that
we
retain
some
funds,
but
I
do
think
we
got
to
be
realistic
with
that.
We
gotta
set
up
priorities:
they're,
not
gonna.
L
Let
us
keep
all
of
our
funds,
so
we're
gonna
have
to
definitely
set
up
priorities
with
what
the
legislature
has
given
us
with
regards
to
federal
funds.
Granted
it
wasn't
of
this
magnitude,
but
during
the
last
recession
it
didn't
effect
funding
that
we
had
already
had
obligated
so,
for
instance,
a
road
project.
That's
under
design,
the
design
money
is
already
obligated.
We
already
have
it
locked
and
we're
using
that
the
construction
of
money
that
is
programmed-
and
it's
maybe
programmed
for
next
fiscal
year-
the
following:
that's
not
guaranteed
in
stone.
L
So
a
lot
of
that
in
my
area
could
be
affected
on
on
the
federal
transportation
bill
that
sold,
which
might
be
less
because
of
our
current
economy.
So
it
could
be
delaying
a
lot
of
those
projects
which
we
lose
those
projects,
but
then
we'll
gain
capacity
staff
wise
to
help
with
other
projects.
But
it's
a
very
good
question
and
we
are
trying
to
put
together
a
priority.
A
L
A
spreadsheet
of
most
of
our
projects-
I-
don't
know
if
you
guys
would
want
to
take
a
look
at
that
real,
quick,
yeah
that'd
be
great
if
you
could
put
it
on
on
the
screen.
If
you
have
that
ability
yeah,
let
me
see
if
I
can
do
this
okay,
so
this
is
the
majority
of
our
projects
we're
still
working
on
this.
It's
not
prioritized
the
light
and
I
apologize.
The
colors
don't
contrast
as
much
as
maybe
they
could,
with
the
the
yellowish
the
light,
yellow
or
light
orange.
L
Excuse
me,
those
are
all
grant
related
projects,
so
they're
pretty
much.
They
are
what
they
are
there
for
those
projects.
We
can't
do
anything.
We
can't
move
that
money
anywhere
with
the
exception
of
maybe
losing
the
money
in
future
years
fiscal
years.
The
orange
ones
are
some
of
our
bond
funded
projects
that
we
are
currently
working
on.
Those
are
the
ones
that
I
think
and
they're
GRT
bond,
the
majority
of
them.
Those
are
the
ones
that
I
think
we
have
the
opportunity
to
maybe
reappropriation
related,
but
capitalizable
expenses,
the
geo
bond
money.
L
L
Are
more
earmark
towards
a
specific
purpose,
the
things
in
Hawaii
granted
they're,
not
clutter
code
and
they're,
just
very
various
projects
that
are
actually
funded
with
funds
that
are
very
limited
in
their
use,
for
instance
the
camino
and
Child
around
about
the
array
of
chorizo
crossing
study,
and
we
also
have
one
that's
partially
funded
with
it.
The
Agua
Fria
South
Meadows,
intersection
project,
those
are
heavily
funded
by
our
impact
fees
and
those
roadway
impact
fees
that
are
accrued
from
developers.
L
Those
are
specific
to
being
spent
on
road
projects
that
expand
capacity,
so
I
don't
think
we
could
use
those
too
to
divert
them
to
other
areas
and
then
another
big
one
is
that
parking
that
parking
revenue
control
system?
That
project
is
pretty
much
almost
done.
There's
a
small
component
at
the
end
to
get
it
operational
that
was
funded
through
a
loan.
L
That's
that's
already
been
received
that
you
know
we're
submitting
reimbursement
on
so
that
one
will
probably
look
to
see
all
the
way
through,
especially
for
when
we
rebound
out
of
this
and
things
start
opening
up
it'll
allow
our
parking
garages
to
be
up
and
running
collecting
revenue
and
in
a
way
that
reduces
the
amount
of
staff
he
needs.
So
we're
gonna
want
to
keep
that
when
we
moving
forward,
but
during
the
next
meeting
we'll
try
to
put
this
together
in
more
of
our
prioritization
and
maybe
better
organize
it.
L
A
And
and
just
make
sure
Romero
that
the
Public
Works
Committee
makes
the
ultimate
recommendation,
and
so
our
asset
that
work
be
done
there
first
and
then
you
bring
us
there
they're
prioritized
list
because
that's
really
their
purview
and
I
don't
want
to
you
know.
Chairman
Rivera
is
well
aware
of
the
financial
situation
we're
facing
as
a
city
and
I
think
that
that
committee
is
in
good
hands
with
him
and
they
this
that's,
where
a
lot
of
this
heavy
lifting
should
be
done
is
what
that
committee.
A
E
E
E
K
E
For
some
reason,
I
thought
we
were
introducing
it
tonight
so
that
we
could
vote
on
it.
The
council
meeting
on
Wednesday,
but
that's
fine,
it's
a
little
bit.
It
might
be
a
moot
point
by
the
time
we
get
to
next
week.
There's
some
language
that
I
want
to
add.
So
with
that,
just
where
they
just
let
Jesse
know.
C
C
You
email
it
Jimmy,
yes,
okay,
a
resolution
urging
New
Mexico's
congressional
delegation
to
seek
federal
funding
relief
for
the
city
of
Santa,
Fe
and
other
small
municipalities
to
address
and
recover
from
the
Kovach
19
pandemic
and
to
continue
the
delivery
of
quality
services
to
the
residents
and
employment
for
the
workers
and
also
I
just
got
an
email.
I
got
some
sort
of
message
on
my
phone
just
being
Aaron
McSherry
says
it's
supposed
to
be
introduced
tonight.
So
with
that
I
will
introduce
introduce
this
resolution
for
consideration
next
week.
Ok,.
C
A
A
C
C
B
C
To
calendar
and
the
Finance
Committee
meetings
already
there
so
I,
don't
know
whether
they're
thinking
that's
earlier
or
later
or
what.
But
we
got
to
figure
that
out
also
just
one
other
quick
thing:
Aaron
says
that
will
waive
the
rules
governing
body
re-introduction
so
that
the
introduction
tonight
for
the
resolution
on
urging
the
congressional
delegation
to
act
will
work.
So
there's
a
there's,
a
parliamentary
procedure
that
we'll
have
to
do
when
we
get
to
the
governing
body
and
mr.
chairman
Aaron.
K
A
C
A
E
A
A
Then
we'll
start
working
on
any
other
matters
from
the
committee
under
matters
from
the
committee
chair.
The
only
thing
I
have
is,
as
you
continue
to
come
up
with
questions
or
suggestions
or
ideas
regarding
the
budget
and
budget
cuts,
and
please
email
them
to
myself
and
mr.
McCoy
and
we
will
start
a
running
list
and
we
will
start
distributing
the
answers
to
these
questions
as
we
get
the
research
done
for
them
so
other
than
that.
That's
all
I
have.
If
there's
nothing
else,
then
we
are
adjourned.
Thank
you
tonight.