►
From YouTube: Finance Committee Meeting 10/17/22
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
Thank
you
all
right
at
five
o'clock,
I
am
calling
to
order
the
October
17th
meeting
of
the
finance
committee
and
if
we
could
get
a
roll
call,
please
Madam
chair,
you
are
live.
Yes,
thank
you.
Okay,
hold
on
just
in
case.
We
weren't
really
live
the
first
time,
October
I'm
at
five
o'clock.
It's
still
five
o'clock,
I
am
calling
to
order
the
October
17th
meeting
of
the
finance
committee
and
if
we
could
get
a
roll
call,
please
certainly
councilor.
B
Villarreau
president
and
Council
Romero
worth
I
am
here:
we
have
a
quarter
Madam
chair,
terrific,
we're
going
to
go
to
approval
of
the
agenda
and
I'd
like
to
make
a
motion
to
move
the
consent
agenda
before
the
presentations,
so
we'll
do
approval
of
the
consent,
agenda
and
I
believe.
There's
one
item
we're
going
to
discuss
but
I'd
like
to
hear
that
item
before
we
roll
into
our
presentations
who
moved
or
that.
So
we
have
a
emotion
from
councilwoman
VIA
Rail
in
a
second
all
those
in
favor
I.
B
Anybody
opposed
anybody,
abstaining
all
right,
terrific.
Now
we're
going
to
go
to
approval
of
consent
and
councilor
Lindell
I
think
there
was
an
item
you
wanted
to
hear
tonight.
B
Item
number:
it's
6B,
6B,
please,
okay!
Anybody
else
have
an
item
they'd
like
to
pull
tonight.
If
not,
is
there
a
motion
to
approve
the
consent
agenda,
as
amended
so
moved?
Second,
the
motion
in
a
second
to
approve
the
consent
agenda,
as
amended
all
those
in
favor
aye
aye.
Anybody
opposed
that
motion
passes
okay,
so
we
are
gonna
start
with
motion
item
Six
B,
which
is
a
request
for
approval
of
art
in
public
places,
purchase
contract
with
the
state
of
New,
Mexico
Department
of
cultural
Affairs,
New
Mexico,
arts
division
and
Christine.
B
So
I
yeah
you're
not
even
listed
on
here
so
welcome
and
take
it
away.
Counselor
Lindo.
C
Thank
you
chair.
My
question
is,
and
it
doesn't
have
to
be
specific
to
this
particular
purchase,
but
for
these
purchases,
are
we
contractually
obligated
to
show
these
pieces
and
to
show
them
in
the
place
specific?
Is
it
are
we
contractually
obligated
to
show
in
this
location,
and
secondly,
are
we
contractually
obligated
to
show
them.
B
D
Go
Madam
chair
members
of
the
commission.
Yes,
the
this
contract
came
about
as
a
result
of
the
bond
for
the
construction
of
the
bathrooms
on
Water
Street,
and
so
that
Bond
money
is
coming
to
us
via
the
state
of
New
Mexico.
Their
sister
version
of
the
arts
and
culture
department
is
the
New
Mexico
arts
and
they
have
an
art
in
public
places
committee
and
this
contract
is
through
them.
D
There
we
followed
their
process,
which
is
where
they
have
kind
of
a
catalog
of
pre-existing
artworks
that
then
we
can
go
with
our
balance
from
the
bond
and
actually
select
from
that
list.
So
we
had
a
committee
of
seven
people
who
reviewed
the
entire
catalog
and
in
consideration
of
the
amount
of
money
that
we
had
possible,
then
they
selected
an
artwork
for
this
specific
location
and
the
bond
money
tie
specifically
to
that
location
and
the
display
of
it
is
I'm
assuming
included
in
that
contract
as
well.
So
for
that
side.
D
Madam
chair
members
of
the
commission,
I
presume
that
if
there's
a
problem
with
the
building
or
if
we
want
to
change
it
around
that,
there
is
a
way
to
possibly
go
through
since
it
will
be
in
the
public
art
portfolio
for
the
city
that
it
will
be
able
to
be
transferred
from
there
to
another
site.
I,
don't
think
it's
through
forever!
D
C
I'm
concerned
about
that
and
I'm
also
concerned
to
know
that
if
our
portfolio
of
public
artworks,
if
it
can
be
rotated
to
different
places,
and
secondly,
can
at
different
times
different
pieces,
just
be
stored.
D
And
I'm
chair
members
of
the
commission,
I
presume
that
the
initial
contract
is
probably
for
a
set
amount
of
years.
I
haven't
actually
researched
that
topic,
but
then,
if
it
can
be
moved
yes,
but
I
think
that
the
funding
itself
is
specific
to
the
site
and
I
know
that
public
artworks
typically
have
a
shelf
life
or
a
life
of
10
years
minimum,
and
so
at
that
point
I
think.
There's
flexibility
about
the
maintenance
care
movement,
storage
and
that
kind
of
thing.
C
I
need
to
be
sure,
I
I
appreciate
your
opinion
on
it
Rod,
but
we've
had
problems
in
the
past
because
we
didn't
have
these
kinds
of
things
nailed
down
and
we
weren't
sure
about
them.
And
you
know
you
don't
need
to
look
it
up
now,
it's
going
to
come
to
council,
but
we
need
to
have
that
answer
and
whether
you
go
to
legal
to
find
out
or
where
you
go
to
find
out.
The
answer
to
that.
We
need
to
know
that,
because
we've
had
problems
in
the
past
with.
C
People
claiming
rights
that
they
really
didn't
have
or
perhaps
us
disposing
of
pieces
that
we
shouldn't
have
been
disposing
of
I,
make
no
opinion
on
either
one
of
those
I'm.
Just
stating
that
we
need
to
be
very
clear
about
that,
and
we
need
to
be
very
clear
with
the
public
and
the
artists
about
it.
C
You
know
we
have
a
pretty
sizable
portfolio
of
public
art
and
you
know:
do
we
have
the
ability
to
rotate
locations
and
do
we
have
the
ability
to
put
certain
pieces
at
different
times
into
storage?
So
we
need
to
have
those
answered.
B
Second,
there's
a
motion
and
a
second
to
approve
this
item.
It
sounds
like
we
are
going
to
need
some
more
information
down
the
road,
but
all
those
in
favor,
I
I.
Anybody
opposed.
C
I'm
gonna
cheer
on
until
I
get
that
information.
Okay,.
B
B
We're
we
have
a
hard
stop
at
7
15
tonight
we
are
going
to
leave
my
plan.
Is
we're
going
to
spend
about
an
hour
on
the.
B
Midtown
moving
forward
and
an
hour
on
the
audit
preparation
and
then
I,
don't
see
that
the
audit
update
is
going
to
take
much
time.
I,
don't
think,
there's
much
that
we're
going
to
be
hearing
about
that.
We
didn't
hear
about
last
week
and
then
we
have
a
quick
introduction
of
legislation
and
it's
5
10.,
so
I
think
we'll
have
plenty
of
time
to
get
the
presentations
and
have
the
committee
be
able
to
ask
questions
on
both
those
items.
B
So
I
believe
Let's
see
we
moved
consent
up
before
presentations
and
then
there's
introduction
of
legislation.
So
we're
going
to
go
to
the
first
presentation,
which
is
the
FY
21
audit
update
and
we
looks
like
we
have
our
finance
director,
Emily
Oster
and
then
our
audit
Chief
accounting
officer,
Ricky
bejarano,
welcome.
D
As
you
mentioned,
not
a
lot
to
add
to
what
we've
already
been
told
last
week,
just
wanted
to
go
over
a
few
of
the
items.
Cla
continues
to
work
on
audit
prep
and
accounting
catch-up,
they've
they're,
currently
working
on
rolling
forward
items
from
21
and
reviewing
them
to
make
sure
that
they're
good
for
audit
when
the
Auditors
do
come
in
I've
had
contact
with
the
Auditors
the
PBC
list,
so
to
speak.
A
Wanted
to
add
yes,
thank
you,
madam
chair
and
members
of
the
committee.
I
have
a
couple
of
follow-ups
related
to
the
audit
I
wanted
to
report
to
you
that
we
are
beginning
the
process
to
close
the
month
of
September.
Today.
Today
is
our
deadline
for
month
and
close
in
the
munis
system
and
I
have
some
updated
vacancy
stats.
I
know
there
was
a
question
on
that
in
relation
to
the
audit.
Finance
currently
has
56
fillable
positions.
15
are
currently
vacant,
which
puts
us
at
a
vacancy
rate
of
26.8.
A
However,
we
have
four
positions
in
the
post
interview
stage
and
if
those
are
filled
in
the
next
couple
weeks,
as
expected,
that'll
put
us
at
19.6.
So
I
was
a
little
off
on
my
estimate
last
week,
but
we're
closing
in
on
20
percent
and
that's
all
I
have
and
we're
happy
to
stand
for
questions.
Terrific.
B
Questions
from
the
committee
councilor
Rivera.
D
Thank
you,
Miss
Oster
or
Mr
bejarano
in
past
audits,
I
think
the
some
of
the
groups
were
complaining
that
they
weren't
getting
information
in
a
timely
manner
or
some
of
the
information
wasn't
available
to
them.
Have
we
worked
all
that
out?
Are
they
getting
what
they
need
in
a
timely
manner
with
regard
to
the
external
Auditors
themselves,
so
I
mean
yes,
we're
prepared
to
get
everything
to
them
in
a
timely
manner,
so
we're
good
to
go
the
actual
request.
D
As
I
mentioned,
the
PBC
list
will
be
issued
mid
to
late
November
and
at
that
point
we'll
know
exactly
what
they
want
and
the
timeline
comes
along
with
it
as
well.
It'll
actually
give
due
dates
and
we'll
be
able
to
go
into
cri's
system
where
we
upload
things.
It
gives
us
messages
that
such
and
such
as
do
by
within
a
few
days,
and
then
we
upload
them
in
there
and
then
we
actually
get
a
synopsis
every
week
of.
D
What's
do
what's
been
turned
in
and
whether
or
not
it
was
accepted
by
the
Auditors
to
be
audited.
Okay
and
are
we
is
everything
at
your
fingertips
there
in
munis
or
like
with
swama
or
bdd,
or
we
have
in
the
have
them
extrapolate
numbers
and
send
them
to
you
in
a
different
form.
D
Madam
chair,
councilor,
Rivera,
bdd
and
swama
are
audited
separately
and
so
we'll
be,
depending
on
them
to
provide
the
information
to
us
to
upload
into
the
system
or
the
connect
system,
all
right,
any
other
departments
that
may
be
in
that
situation,
where
you
would
have
to
reach
out
to
them
for
specific
information.
Madam
chair,
Council
Rivera
we
actually
will
have
to
reach
out
to
all
departments
we
for
21.
All
the
information
is
in
the
surling
system
that
our
edw
had
and
gave
us
access
to,
but
there
are
always
additional
questions.
D
For
example,
they
may
review
certain
work
papers
and
they
say:
okay
well,
we'd
like
to
look
at
the
support
for
these
lines
in
more
depth
or
there's
always
additional
information.
That's
requested
throughout
the
audit.
In
the
last
question,
with
federal
grants
or
state
grants,
I
guess
are
we
again
all
that
information
I
assume
is
readily
available
or
have
departments
been
kind
of
handling
their
own
grants
so
that
they
don't
run
into
any
problems
for
the
21
I'm?
Sorry,
madam
chair
Council,
Rivera
or
the
21
fiscal
year.
We
believe
we're
ready
and
good
to
go.
D
We're
22,
there's
still
some
assimilation
taking
place
with
CLA
and
most
of
that
work
will
be
done
throughout
the
next
few
months
to
make
sure
that
it's
audit
ready
all
right
and
then
someday
doesn't
have
to
be
today
unless
you've
had
plenty
of
opportunity
to
look
at
it,
but
the
end
of
month,
Closeouts
have
those
been
working
out
pretty
well
or
have
we
run
into
problems?
Madam,
chair,
councilor,
Rivera.
We
are
closing
by
hooker
by
crook,
as
I've
mentioned
before.
D
What's
needing
to
happen
is
then
departments
sometimes
have
to
do
extra
entries
because
they
didn't
get
their
information
in
so
it
goes
in
into
the
next
month,
but
departments
are
cooperating.
It
started
out.
It
was
a
rough
start
and
I've
mentioned
that
before,
but
departments
are
providing
stuff
more
and
more
this
time.
The
first
month
we
had
40
items
that
we
needed
for
departments
to
close
I
just
want
to
give
an
example.
D
This
month
we
only
have
four
items
that
were
just
hanging
in
the
system,
so
we're
actually
ready
to
close
actually
this
evening
and
then
with
the
old
system
there
were
every
Department
was
entering
a
contract
for
let's
say
Big
Joe,
so
you
had
multiple
contracts
with
the
same
same
organization.
Have
we
fixed
that
up?
Is
it?
Is
it
a
problem
with
munis
or
is
it
not
an
issue?
D
Madam
chair,
Council,
Rivera
I,
don't
believe
that
would
be
a
munis
problem,
but
I
can
check
if
there's
some
specific
contracts
to
look
up
all
the
contracts
do
go
into
the
munis
system
and
are
required
to
go
through
there
and
there
may
be
multiple
contracts.
I
I
need
to
know
which
contracts
they
are
well.
I
think
it
was
an
issue
with
many
vendors.
There
were
so
many
vendors
listed
by
different
departments
that
used
them
that
at
the
end
of
the
year,
you
had
the
same
vendor
listed
150
times.
D
B
Okay,
we
are
moving
on
to
our
first
of
two
big
presentations.
We
will
set
aside
an
hour
for
this
if
it
doesn't
take
an
hour
great.
If
it
does,
then
that's
what
we
have
so
Midtown
moving
forward
economics
of
land
development
at
Midtown
presentation,
Series
in
three
parts.
B
This
is
the
second
presentation.
If
people
are
interested
in
the
first
one,
it
was
at
our
last
meeting
of
the
finance
committee.
So
this
is
the
second
one,
and
then
we
have
a
third
one
scheduled
for
Halloween
night
and
director
Brown
is
here
and
I'll.
Let
you
introduce
folks
on
the
screen
here,
but
basically
you
have
15
20
minutes
to
make
your
presentation
that
should
give
plenty
of
time
for
counselors
to
ask
questions.
F
And
I'll,
let
you
take
that
away.
Thank
you,
madam
chair,
we're
hoping
to
do
the
presentation
in
five
and
then
have
some
extra
time.
If
I
can
ask
Alex
to
put
this
screen
up,
I
just
have
the
presentation
on
the
HDMI
here
on
a
share
screen
or
not.
F
Good
thing
Madam,
chair
members
of
the
council,
thank
you
for
the
second
appearance
for
the
Midtown
Land
Development
presentation.
As
you
know,
we
are
on
October
3rd
and
we
took
your
feedback
and
have
sent
you
an
updated
presentation
in
your
Prime
gov.
In
the
interest
of
time.
We
we're
not
going
to
redo
that
presentation,
but
we'll
be
more
than
happy
to
answer
your
questions
at
the
Q
a
or
at
a
one-on-one.
F
If
you
would
like
to
have
a
further
answers,
because
both
the
folks
who
are
on
the
Asia
Knight
Dina
Belzer
from
strategic
economics
and
Daniel
Hernandez
from
projecto
on
the
project
management
team,
are
here
tonight
and
can
answer
questions
that
you
may
have
on
that
revised
October
3rd
presentation.
So
tonight's
presentation
is
about
the
The
Next
Step
slips
I!
Think.
B
B
So
for
folks
who
may
be
watching
the
October
3rd
Midtown
today,
The
Current
financial
status,
that
presentation
is
in
Prime
gov
for
tonight's
meeting,
revised
based
on
comments
from
this
committee
and
then
the
presentation
that
you're
doing
now
also
in
the
packet
for
tonight's
meeting,
is
the
October
17th
Midtown.
Tomorrow,
costs
for
Midtown
Redevelopment
and
man
and
management.
F
F
You're
welcome
so
so
tonight's
presentation
is,
is
the
phase
two?
As
we
said,
we
have
a.
We
have
three
separate
presentations.
We
have.
We
wanted
to
break
them
up
into
three
parts,
and
so
tonight's
pre-station
is
about
the
cost
for
redevelopment
and
management,
and
so
today's
agenda
will
be
about
Capital
Improvements
public
infrastructure
needs
source
for
capital,
for
the
projects
and
future
operation
and
maintenance
for
the
parcel.
F
So
tonight
I'm
going
to
invite
Miss,
Belzer,
Dina,
Belzer
and
Mr
Hernandez
to
take
you
through
the
presentation
and
then
we'll
be
ready
for
any
questions
that
you
may
have
so
I'm,
going
to
turn
it
over
to
miss
Belzer,
but
I
will
run
the
slides.
Thank
you
great.
G
Thank
you
good
evening,
everybody
Madam
chair
members
of
the
committee
and
I'm
glad
to
be
back
to
you
for
this
second
night.
As
director
Brown
said
tonight,
we're
going
to
be
talking
about
infrastructure
and
public
facilities.
It
you'll
have
to
wait
to
the
31st
to
really
dive
into
the
private
development
piece,
but
there's
so
much
information
associated
with
each
of
these
topic
areas,
which
is
why
we
broke
it
into
smaller
bytes.
G
So
I
want
to
start
out
by
talking
about
how
we
thought
about
infrastructure
and
incorporate
Incorporated
this
into
the
master
plan.
One
of
our
key
objectives
was
to
be
efficient
in
the
way
that
we
used
existing
infrastructure
in
the
site
as
a
way
to
be
as
cost
effective
as
possible.
So
we
wanted
to
know
exactly
where
the
existing
water,
sanitary
and
sanitary
sewer
lines
are
located
in
order
to
be
able
to
understand
how
they
relate
to
the
major
road
improvements
that
will
be
made
and
when
I
talk
about
major
roads.
G
I'm
talking
about
the
white
lines,
primarily
the
the
heavy
white
lines
that
are
within
the
blue
boundary
on
this
diagram.
Here
these
are
the
major
infrastructure
streets
or
roads
that
will
be
operated
and
maintained
over
the
course
of
the
life
of
the
project
or
in
perpetuity
as
public
streets.
G
G
What
we
don't
what
we
wanted
to
avoid,
or
what
we
want
to
have
happen,
is
that
the
roads
will
the
right-of-way
roads
will
be
aligned
with
where
all
the
infrastructure
is
located,
so
that
no
trunk
infrastructure
is
located
underneath
a
privately
owned
parcel
or
a
parcel,
that's
being
used
for
some
kind
of
community
facility
or
activity.
In
doing
this
work,
we
did
also
look
at
the
electrical
system,
but
have
concluded
that
this
will
require
further
study
and
will
likely
be
completely
rebuilt.
G
So
we
wanted
to
start
out
by
understanding
the
condition
of
these
systems
and
to
begin
to
get
again
a
handle
on
the
relationship
between
that
where
the
infrastructure
asset
or
system
is
located
and
how
that
may
or
may
not
be
related
against
the
layout
of
the
streets
and
Parcels
who's
going
to
own
and
be
responsible
for
this
infrastructure
and
then,
finally,
what
the
condition
of
the
infrastructure
is.
The
water
system
is
currently
already
being
rebuilt
and
it
is
in
good
condition.
G
It's
been
assessed
by
and
by
an
engineer,
at
least
in
a
very
preliminary
level,
and
all
that
work
has
also
been
reviewed
by
the
utility
department.
The
water
system
will
need
to
be
realigned
in
some
locations,
but
the
the
system
does
not
need
to
be
rebuilt
and
in
some
cases
we
adjusted
where
the
road
alignment
would
go
to
be
sure
to
be
over
the
existing
water
trunk
system.
G
G
If
you
had
to
completely
rebuild
the
system,
the
streets
are
in
fair
condition,
but
the
network
is
incomplete
and
will
need
to
be
built
out
again
in
response
to
the
master
plan,
as
development
occurs
and
storm
water
improvements
will
be
built
both
in
the
public
right-of-way
in
the
streets
through
rain,
Gardens
or
other
ways
of
managing
storm
water,
runoff
and
then
individual
Property
Owners
will
also
be
responsible
for
storm
water
accommodation
on
their
own
development
sites.
G
There
are,
to
date,
some
Open
Spaces
on
the
campus,
but
they
have
not
been
improved
as
public
spaces,
and
then
the
community
really
wanted
a
community
Gathering
Place.
So
we've
included
a
plazas
in
similar
in
scale
to
the
plaza
that
currently
exists
in
Santa
Fe,
and
that
replicates
this
particularly
New
Mexican
precedent
from
other
communities.
G
Fiber
optics
are
a
critical
part
of
the
economic
development
aspect
of
the
site,
particularly
for
the
film
industry.
What
we
find
is
that
the
fiber
optic
system
is
already
already
exists.
There
is
already
a
fiber
optic
loop
on
the
campus
and
it
is
attached
to
every
building
that
is
on
the
campus
today.
Fiber
optic
is
very
easy
to
upgrade
over
time.
G
What
you
need
is
the
conduit
or
the
container
in
which
the
fiber
optic,
cable
or
the
is
situated,
and
then,
as
you
want
to
upgrade,
that
you
can
pull
new
cable
through
the
existing
conduit
and
there
are
already
some
switching
facilities
that
are
being
built
out
on
the
campus.
So
the
campus
is
already
well
positioned
and
moving
forward
in
terms
of
the
upgrade
of
the
fiber
optics
Network,
and
this
is
happening
in
conjunction
with
the
private
sector.
G
And
finally,
the
electrical
system
is
in
fair
condition.
In
talk
initial
conversations
with
pnm,
we
have
concluded
that
there
will
be
a
lot
of
transitional
work
that
will
need
to
occur
as
part
of
this
process,
but
that
will
be
done
in
conjunction
with
individual
Property
Owners
individual
developers
and
will
happen
over
time.
G
I
want
to
add
that
one
of
the
key
decisions
that
was
made
for
the
Midtown
site
is
that
would
it
be
primarily
in
all
electric
site
and
that
the
existing
gas
infrastructure
would
not
be
rebuilt
or
replaced.
This
does
not
preclude
individual
Property
Owners
from
bringing
gas
service
to
their
property.
However,
they
will
have
to
work
that
out
directly
with
the
gas
company
that
it
will
not
be
part
of
the
trunk
infrastructure
that
will
be
provided
as
part
of
the
building
out
of
the
Midtown
process.
G
It's
also
very
important
to
note
that
the
infrastructure
investments
will
be
made
in
conjunction
with
development,
and
you
can
see
here
we're
showing
where
the
phase
one
development
is
anticipated
and
where
phase
two
is
anticipated
to
occur,
but
these
are
again
still
fairly
large
chunks
of
land
and
development
opportunity
and
it
could
easily
be
broken
down
into
multiple
phases.
G
Phase
one
is
best
positioned
to
take
advantage
of
existing
infrastructure,
that's
already
in
place
and
to
provide
opportunities
for
affordable
housing
to
go
forward
quickly
again
without
having
to
make
any
upgrades
or
any
significant
upgrades
to
the
existing
infrastructure
system.
What
you
see
in
Orange
on
the
phase
one
are
development
blocks.
These
are
not
necessarily
individual
development
parcels
and,
of
course,
in
phase
two.
Those
are
also
blocks,
not
just
individual
parcels
and
the
dashed
green
lines
that
you're
seeing
in
there
are
conceptual
connections
and
streets
that
will
all
be
the
responsibility
of
developers.
G
So
again,
the
idea
is
to
very
closely
phase
infrastructure
with
development.
So
again,
what
we're
showing
you
tonight,
the
numbers
that
you'll
see
in
a
minute.
This
is
all
at
a
very
high
conceptual
level,
and
much
more
engineering
and
planning
will
be
required
as
the
development
process
moves
forward
on
the
campus.
However,
we
do
know
enough
to
be
able
to
say
that
existing
buildings
that
are
involved
in
the
early
disposition
RFP
process
can
all
be
served
with
existing
infrastructure
next
slide.
G
Thank
you.
We
are
showing
you
costs
here.
These
are
very
very
preliminary
costs.
The
water
and
sanitary
sewer
costs
were
done
as
part
of
the
engineering
assessment.
G
The
Civic
Park
space
was
based
on
some
current
costs
that
were
taken
from
other
comparable
projects
in
New
Mexico,
but
these
are
all
very
high
level.
This
is
again
not
an
infrastructure
plan
and
no
detailed
engineering
work
has
been
done,
so
we
just
wanted
to
get
sort
of
a
rough
order
of
magnitude
for
these
costs.
G
Foreign.
We
added
you'll
note
between
what
we
sent
out
on
Friday
and
what
we're
giving
you
today.
We
did
add
a
phase
one
cost
for
moving
some
Transformers
and
in
a
minute
we'll
talk
to
you
about
where,
where
that
funding
might
come
from,
but
we
were
also
trying
to
gauge
what
this
rough
order
of
magnitude
cost
might
look
like
and,
as
you
may
recall,
when
the
master
developer
came
in
asking
for
a
subsidy
cost,
they
were
asking
for
about
30
million
dollars.
G
So
what
we're
looking
at
here
is
well
in
the
ballpark
of
that.
However,
I
think
these
are
probably
very
conservative
numbers,
so
I
think
that
this
is
just
something
to
kind
of
start
to
get
our
heads
around
these
numbers
next
slide,
please.
G
So
where
will
funding
and
financing
come
from
to
pay
for
these
and
when
I
say
funding,
I
mean
revenue
and
money
and
when
I
say
financing
I'm
talking
about
borrowing
money,
so
we
can't
borrow
money.
We
can't
take
out
a
bond
if
we
don't
have
Revenue
to
pay
that
Bond
back.
G
So
we
have
both
funding
sources
and
financing
sources
in
this
diagram,
and
then
there
are
multiple
sources
that
can
be
used
for
for
each
system,
so
the
water
and
sanitary
sewer
can
both
be
paid
for
through
federal
grants
through
State
Legislative
funding
through
bonds
that
might
be
repaid
out
of
general
fund
revenues.
Developers
will
most
certainly
be
contributing
on
all
of
these
systems,
or
at
least
on
sanitary.
G
They
will
contribute
on
electrical
on
water
and
most
likely
on
roads
as
well,
and
the
proceeds
from
land
sales
also
can
be
used
to
pay
for
these
costs,
and
some
of
this
may
be
an
issue
of
timing
where
the
City
may
use
bonds
to
pay
for
some
costs
in
the
early
phases
of
development,
and
then
the
developer
contributions
will
reimburse
the
CD
for
those
infrastructure
improvements
over
time.
G
You'll
note
that
we
do
have
a
parking
garage
on
here
now
we
showed
that
also
we'll
show
it
in
the
earlier
slide.
We
show
that
the
CD,
if
the
CD
didn't
decide
they
wanted
to
pay
for
this,
they
could
pay
for
it
from
these
various
funding
sources.
But
at
this
point,
there's
no
intention
to
add
a
parking
garage
and
there
is
no
plan
to
pay
for
it.
The
assumption
is
that
it
would
only
be
built
if
there
was
private
sector
interest
in
it
today,
but
that
could
change
over
time.
G
So
we
just
showed
some
of
these
funding
potential
funding
sources,
given
that
the
city
has
paid
to
build
parking
garages
in
other
locations
next
slide,
please.
G
This
slide
just
tells
us
very
quickly
who
will
be
responsible
in
terms
of
building
out
these
systems,
and
we
want
to
be
clear
that
the
public
utility,
in
the
case
of
like
of
most
of
these
systems
or
the
public
works
department,
will
oversee
construction.
We'll
do
all
the
plan
review
and
check
and
that
the
water
and
sanitary
sewer
storm
water,
the
roads,
the
parks
and
plazas.
Those
will
all
be
publicly
owned
in
the
areas
that
I
was
showing
on
the
previous
diagram.
G
But
then
the
developers
will
pay
for
their
own
lateral
connections
for
water
and
sanitary
sewer.
They
will
be
responsible
for
streets
and
circulation
within
their
own
development
sites.
They
will
be
responsible
for
their
stormwater
retention
and
mitigation
and
and
then
the
electrical
system
will
be
built
out
again
by
by
pnm
in
conjunction
with
the
developers
as
well.
So
it's
very
important
to
note
that
developers
will
be
responsible
for
certain
things.
The
city
will
be
responsible
for
others.
G
So
it's
very
important
to
note
that
the
public
infrastructure
that
will
be
built
at
Midtown
will
be
beautiful.
We
hope,
but
it
will
also
be
expensive
to
maintain
so
we've
been
asked
by
community
members
and
by
staff
by
you
all
over
and
over
again
who's
going
to
pay
for
the
ongoing
operation
and
maintenance
of
Midtown,
and
it's
very
important
that
we
start
to
think
about
this
question
now,
because
there
are
several
actions
or
activities
that
the
city
can
and
probably
well
that
the
city
can
take
over
time
to
address
this
question.
G
So
the
first
two
sources
of
funding
are
a
public
improvement
district
and
a
property-based
tax
increment
financing.
Both
of
these
are
important
because
they
would
both
be
generated
by
the
site
itself,
and
the
funds
that
would
be
generated
by
each
of
these
sources
would
be
specifically
dedicated
to
Midtown.
G
So
the
public
improvement
district
is
a
special
form
of
Taxation,
and
this
is
a
commonly
used
tool
in
New
Mexico
for
paying
for
the
for
the
operation
and
maintenance
again
of
public
infrastructure
and
it's
a
way
for
property
owners
and
who
benefit
from
having
this
high
quality
infrastructure
helps
contribute
to
the
value
of
their
private
development.
G
What
this
means
is
that
property
tax
values
for
the
Midtown
site
would
be
Pro
Frozen
at
some
level
and
and
then
the
as
those
properties
gain
in
value
that
some
percentage
of
that
incremental
increase
in
the
gain
in
property
values
over
time
would
go
into
a
tax,
increment
financing
fund
and
in
New
Mexico.
The
way
the
tax
increment
is
financing
is
used.
It's
best
applied
to
this
kind
of
operation
and
maintenance
of
the
site
in
some
States
Tax.
G
Increment
financing
is
also
used
for
Capital
Improvements,
but
that
is
less
well
suited
to
the
way
that
tax
increment
financing
is
structured
in
New
Mexico,
Santa
Fe
charges
a
storm
water
fee.
It's
a
monthly
fee
that
everybody
pays
into
this
fee
is
specifically
for
supporting
Arroyos
and
open
space
in
the
city
to,
among
other
things,
mitigate
certain
kinds
of
runoff.
But
there
is
some
portion
of
the
Midtown
site
that
could
be
funded
through
this
storm
water
feed.
G
So
we're
still
confirming
that
that's
the
case,
but
it's
we
don't
want
to
discount
it
either.
Now.
One
of
the
things
that
we'll
also
be
talking
about
on
the
31st
is
that
over
time,
Midtown
will
create
additional
property
bed
tax
gross
receipts
tax
revenues.
All
of
that
Revenue
will
go
into
the
general
fund.
It's
possible
that
the
city
could
decide
that
it
wants
to
set
aside
some
portion
of
that
Revenue
to
pay
specifically
for
Midtown.
G
This
is
a
very
tense
and
charge
conversation
I
understand,
but
it
is
something
that
should
be
considered
over
time
if
the
city
is
really
committed
to
not
just
the
construction
of
Midtown,
but
also
the
long-term
ongoing
operation
and
maintenance
of
the
facilities
that
got
billed
there,
and
then
there
are
other
sources
that
could
be
explored
later.
G
For
example,
some
of
the
proceeds
from
the
sale
of
land
could
be
placed
into
some
kind
of
a
a
fund
that
could
be
maintained
in
perpetuity
and
proceeds
from
that
could
then
be
used
to
pay
for
operation
and
maintenance.
That's
not
a
typical
structure,
but
it's
something
to
consider
next
slide,
please
in
terms
of
implementing
the
master
plan
overall
and
building
out
this
infrastructure,
it
could
take
five
years.
It
could
take.
G
10
years
could
take
15
years
and
we
want
to
be
really
clear
that
funding
and
financing
will
happen
incrementally
it
will
also
be
opportunistic
if
Bill
of
federal
legislation
like
the
recent
infrastructure,
Bill
are
passed
again
and
there
are
Grant
revenues
or
other
kinds
of
federal
funding
that
the
city
can
go
after.
G
That's
an
opportunistic
opportunity
to
hop
in
and
pick
up
some
money
for,
Midtown,
otherwise,
more
conventional
sources
will
be
pursued
in
including
legislative
grants
from
the
state,
but
this
will
all
happen
with
full
public
transparency,
as
has
happened
in
the
past
with
other
infrastructure
improvements
in
the
city.
G
The
economic
development
department
will
continue
to
oversee
plan
implementation
and
be
tracking
Market
cycles
and
knowing,
when
funds
are
available
to
move
forward,
the
public
works
department
and
the
public
utility
will
continue
to
manage
the
capital,
Improvement
construction
project
again
overseeing
and
working
in
partnership
with
private
developers
and
following
the
design
and
development
standards
that
are
in
the
Midtown
master
plan.
G
The
governing
body
will
be
making
all
final
decisions
regarding
both
Property
Disposition
funding
sources,
financing
mechanisms
and
the
patient
type
of
future
development.
So
how
much
of
future
development
is
balanced
between
affordable
housing
and
market
rate
housing?
How
much
debt
does
the
city
want
to
take
on
to
pay
for
certain
kinds
of
improvements?
Excuse
me
what
the
timing
of
property
sales
will
be.
G
The
all
these
decisions
will
continue
to
be
made
by
the
governing
body
if
the
city
does
decide
to
move
forward
with
the
creation
of
a
metropolitan
Redevelopment
agency
than
the
MRA
itself
could
be
the
operating
entity
for
maintenance
and
operation
of
Midtown.
Using
the
revenues
from
the
various
sources
discussed
above
again,
Albuquerque
uses
this
tool
very
effectively
for
managing
sort
of
the
ongoing
activity
in
its
many
MRA
areas,
and
we
think
that
that
is
something
that
should
and
could
be
considered
so
I'm
going
to
pause
here
and
see.
B
And
welcome
also
to
Daniel
Hernandez
who's
beaming
in
from
places
Yonder.
We
will
go.
We
have
about
a
half
hour,
we're
going
to
go
to
questions
from
the
committee.
C
Thank
you
chair.
Thank
you
for
the
presentation.
Let
me
start
out
with
just
some
a
basic
basic
Logistics
on
almost
every
page,
okay,
I
can't
read
these
Maps
they're,
not
big
enough.
F
C
C
Okay,
next
page
page,
seven
did
some
minor
changes
on
this
in
the
last
hour
or
so.
My
question
is:
why,
on
here,
would
we
not
check
under
developer
contributions
to
roads,
Civic
parks,
open
space,
and
this
I'm
not
sure
why
we
put
in
the
parking
garage
we're
not
sure
about
the
parking
garage?
But
why
wouldn't
a
developer
have
a
contribution
to
those
three
I
can't
understand
why
a
developer
wouldn't
have
a
contribution
to
every
everything
I
every
asset
on
this
list.
F
C
How
we
expect
is,
is
this
a
real
funding
source
I
mean
what's
what's
the
amount
of
money
that
comes
off
from
a
storm
water
fee
specific
to
that
campus?
It's
probably
not
much
I,
don't
know
if
it's
a
a
real
item
or
not,
but
I
wish
that
you
would
look
into
that.
Yeah.
C
F
F
We
don't
have
a
spreadsheet
that
says
what
happens
when
I
call
the
earthquake
from
you
know
what
we
had
in
covid,
but
it
is
something
that
we
need
to
consider
moving
forward,
because
infrastructure
has
to
happen
first
and
you
need
that
subsidy
financing
from
that
standpoint
right
now
we
don't
have
Bond
capacity,
but
that's
one
way,
but
we
are
looking
at.
Where
are
the
market
Cycles
from
developers
who
could
be
interested
in
purchasing
parcels.
G
C
Don't
think
that
that's
the
best
map
to
be
using
okay,
we
have
a
road
there
running
directly
through
college
Plaza.
C
E
Via
Rail,
thank
you
that
thank
you,
madam
chair,
just
a
quick
question
about
well
just
trying
to
understand
the
funding
sources.
The
revenue
sources
that
you
described,
I
guess
I'm,
trying
to
visualize
what
that
looks
like
for
the
city
to
oversee
all
these
different,
not
just
funding
sources,
but
methods
of
taxing
Etc
I.
Guess
how
does
that
get
organized,
maybe
from
a
financial
point
of
view,
if
you
have
a
special.
E
What
did
we
call
it?
The.
F
E
So
what
does
that
look
like
for
the
city
to
I
I
mean
I?
Guess
that
really
falls
under
Finance
department,
and
so
you
have
all
these
different
Revenue
sources
and
tax
options
and
structures
and
I
guess
I'm,
just
trying
to
understand
how
we
keep
track
of
that
since
we've
never
I've
done
that
before
we
have,
we
have
something
similar
which
is
not
similar,
but
we
have
a
model
that
we
use
at
the
rail
yard.
But
it's
you
know
it's
Unique,
it's
different
and
we've
had
problems
with
that.
E
Have
we
thought
about
a
good
way
to
handle
the
structure
of
these
multiple
revenue
and
funding
sources
so
that
we
keep
track
of
that
I,
don't
know
if
that's
like
way
in
advance,
but
I
guess
I'm,
just
trying
to
think
of
how
we
do
that,
because
when
I
read
them
I'm
like
oh
well,
that
sounds
good.
But
then
how
do
we
organize
ourselves
internally
to
prepare
ourselves
for
this
kind
of
new
different
models,
new
models
that
we've
never
really
worked
with?
So
maybe
I'm
thinking?
E
F
Madam,
chair,
Council,
Bay,
Area
I,
just
was
reminded
by
our
director
wheeler,
that
all
of
our
capital
projects
have
this
type
of
multi-capital
Stack,
multi-funding,
Source
procedures
and
processes.
So
we
get
icip,
we
get
Bond
funding,
we
get.
You
know
developer
interest,
we
get
roadway
assessments,
I
forgot,
they're
called,
so
all
of
these
types
of
funding
sources
are
already
in
a
lot
of
our
capital
projects
now.
F
So
this
is
just
a
newer
Capital
project
that
we
have
and,
and
what
we're
looking
at
here
is
that
we're
just
expanding
some
of
the
opportunities
there
is
opportunity
funds.
There
is
an
MRA
District
that
would
manage
some
of
that,
but
we
do
currently
have
this
type
of
financing
infrastructure
going
on
with
a
lot
of
our
capital
projects.
As
we
speak.
G
G
I
think
that
this
is
something
that
would
have
to
would
require
further
study
and
the
public
improvement
district
would
be
adopted
through
a
very
specific
guidelines
that
are
laid
out
in
state
legislation.
So
a
vote
of
the
property
owners
is
required.
A
vote
of
the
governing
body
will
be
required.
So
there
are
a
lot
of
steps
to
get
to
the
point
at
which
any
of
these
tools
would
be
deployed.
Well,
that's
the
first
two.
G
The
the
storm
water
fee
is
already
in
place.
The
general
fund
revenues
that
that
comes
to
you
automatically
and
then
other
sources
to
be
determined
later
again
would
depend
on
if
the
city
saw
some
other
kind
of
opportunity,
but
that's
basically
the
the
process
there
and
there
there
are
very
specific
mandates
for
how
these
funds
would
be
accessed.
I
will
add
that
the
public
improvement
district
is
a
taxing
district,
whereas
the
property
tax
increment
the
tax
increment
financing
District.
That
is
a
set
aside.
G
That's
a
portion
of
cities,
revenues
that
would
go
into
that
would
go
with
that
would
not
go
into
the
general
fund,
but
that
would
be
specifically
dedicated
for
operation
and
maintenance
at
Midtown.
So
the
implications
of
these
top
two
are
very
different:
one
is
the
property
owners
pay
and
the
other
one
is
essentially
the
city
pays,
but
the
city
is
committing
to
pay
over
a
period
of
time
over
over
a
number
of
years
that
for
which
the
district
is
going
to
exist,.
F
And
and
Madam
chair
comes
up,
I
would
also
add
that
from
a
staff
standpoint
it
would
be
Finance
Ed
legal
we'd,
probably
get
the
county
involved
and
we'd
have
probably
Public
Works
involved
because
they'll
be
helping
with
the
development.
So
internally
those
five
departments
I
think
plus
the
county
would
be
involved
in
creating
these
Tiff
and
PID
districts.
F
And
also,
if
we
then
decide
to
come
to
the
governing
body
and
create
a
metropolitan
Redevelopment
area,
the
whole
that
whole
group
is
responsible
for
this
sort
of
financing
options.
So
it'll
be
a
sort
of
a
separate
group
that
comes
together
to
work
with
the
five
that
I
just
spoke
to
you
about.
E
Thank
you,
yeah
I,
guess
it
just.
It
seems
like
a
lot.
I
know,
there's
different
part,
the
different
pieces
they
all
kind
of
work
together.
Obviously
the
city
there's
yeah,
there's
I
guess
because
we
haven't
really
talked
about
that
I'm
sure
you
all
have
but
yeah.
It
just
seems
like
a
lot.
I
think.
That's,
let's
see
I'm.
F
Sure
I
think
Miss
Oster
would
like
to
speak.
A
Chair
members
of
the
committee,
I
agree
with
Rich
and
I.
I
will
say
that
there
are
people
that
are
experts
in
this
type
of
financing
and
we
would
certainly
need
to
engage
their
services
as
well
as
working
together
as
a
team.
But
there
are
people
that
specialize
in
this
type
of
financing.
So.
F
E
E
You
all
had
said
that
contracts
started
in
fiscal
year
18,
but
it
still
reflects
zero.
So
I,
don't
I,
don't
know
if
you
if
there
was
a
reason
why
you
kept
it
zero
I
remember
we
were
talking
about
how
contracts
started
in
2018
and
that
I
had
pointed
out
that
the
it
didn't
reflect
on
this
spreadsheet.
E
G
You
counselor
it
is,
it
is
on
I'm,
sorry
yeah.
It
was
updated
in
one
place,
but
not
in
another,
so
I,
it's
it's
updated
in
slide,
10..
So
we'll
we'll
we'll
pop
it
into
the.
H
Castle,
thank
you,
madam
chair
quick
question
about
the
the
PID,
so
essentially
what
I'm,
how
I'm
understanding
this
is
It's
a
additional
tax
on
the
district
to
assist
with
operations
and
maintenance.
My
concern
about
that
and
I'm
curious.
H
If
this
has
been
solved
in
other
areas
as
as
we're
looking
at
a
District,
that's
going
to
have
a
floor
of
30,
affordable
housing
and
how
that
increase
in
that
tax
could
negatively
impact
individuals
that
are
living
in
these
affordable
units
and
just
to
understand
that
balance
a
little
bit
more
and
if
there
is
a
way
to
to
Really
address
that,
because
that's
that's
something
that
I
know
we're
all
very
concerned
about.
F
G
It's
it's
a
very
timely
question,
because
the
pin
you
could
think
of
the
pit
as
being
similar
to
a
homeowners
association
fee
which
is
charged
on
top
of
the
mortgage
that
homeowner
pays,
and
so
one
one
way
that
that
can
be
addressed
is
that
the
subsidy
for
the
construction
cost
of
the
unit
is
increased
so
that
the
payment
for
the
home
buyer
who's
buying
that
subsidized
unit
is
is
lower
and
so
that
the
full
payment
it
includes
the
PIV
cost.
G
Does
that
make
sense,
so
the
so
that
the
that,
when
you're
factoring
in
how
much
a
particular
homeowner
can
pay
you're,
not
just
looking
at
the
repayment
of
the
loan
at
a
certain,
you
know
as
30
percent
of
their
income,
whatever
the
income
level
is
but
you're,
including
in
that
30
cost
the
payment
of
the
pit
as
well.
H
Okay,
thank
you
and
I
know
that
we've
had
this
conversation
around
HOAs
as
well,
with
our
Santa
Fe
homes
program,
so
I.
Imagine
that
we
do
also
have
some
tools
and
models
that
we
can
look
at
there.
H
F
Yeah
yeah
and
Madam
chair,
councilor,
cassett,
so
Albuquerque
and
Las
Cruces
are
currently
using
pids,
just
use
it's
more
than
out,
but
we
can
definitely
get
you
some
white
papers
on
how
to
address
it.
H
Okay,
that
would
be
wonderful,
that'd
be
great.
Thank
you.
I
appreciate
that
my
only
other
question
has
to
do
with
kind
of
as
we're
looking
at
the
ongoing
role.
You
know
this
is
a
development
we're
really
looking
at.
H
You
know:
64
acres
in
the
middle
of
our
city,
that
we
are
planning
and
developing
the
one
Department
I,
see
very
absent
from
a
lot
of
this
is
land
use
and
I
feel
like
they
would
be
important,
not
just
in
you
know
the
rezone
application,
everything
that
we
have
going
on
there
and
the
initial
master
plan
development,
but
also
kind
of
in
the
ongoing
development
and
monitoring.
H
You
know
we
have
talked
about
Midtown
as
both
a
master
plan
that
is
is
set,
but
flexible
I
mean,
and
it's
you
know,
kind
of
this
really
fine
line
that
we're
walking
with
making
sure
that
we
are
continually
to
stay
aware
of
what
is
happening
in
the
community
and
how
Midtown
fits
the
needs
of
the
community
and
I
know
that
economic
development
is
under
Community,
Development
and
land
uses
as
well.
H
But
I've
just
I
just
noticed
that
Landis
is
incredibly
absent
from
a
lot
of
this
and
I'm,
not
sure,
if
that's
just
because
of
the
conversation
on
financing
or
but
it
slightly
concerns
me
so
yeah
Madam.
F
Chair
Council
Council,
that's
that's
a
good
point
and
it's
the
basically
the
answer
that
they
are
involved
in
on
it
as
it
relates
to
the
zoning
and
then
necessarily
get
involved,
but
once
the
develop
starts
once
this
position
starts
to
happen,
so
you
wouldn't
really
see
planet
nine
use
financing
arm
of
it.
You
probably
like.
F
Hit
and
tiffed
they
wouldn't
necessarily
be
involved
in
any
of
the
financing.
From
that
standpoint,
I'm
sure,
okay,.
H
Thank
you
for
confirming
my
hope
that
that
was
the
case.
I
have
no
further
questions
manager.
Thank
you.
Council.
B
D
Thank
you,
Madam,
chair
with
regards
to
the
maps,
I
agree
with
councilman
Dell.
Even
if
you
enlarge
them,
you
can't
read
okay,
anything
on
there,
so
that
would
be
helpful
also
just
if,
if
I'm,
just
the
regular
layperson
I'm
reading
this
and
I
look
at
slide
number
four,
which
talks
about
the
infrastructure
assessment
by
asset
and
everything
says:
good,
fair,
fair,
good
and
then
two
more
slides
down
at
a
cost
of
26
million
or
so
so
that
doesn't
jive
to
me.
It
doesn't
look
like
that's
really
fair
and
good
infrastructure.
D
It
looks
like
it's
going
to
need
a
lot
more
investment,
so
I,
don't
know
how
how
you
want
to
handle
that.
But
it's
just
a
a
comment
for
me.
Maybe
it's
just
me,
but
it
doesn't
that's
a
pretty
hefty
price
tag,
I
think
so.
D
The
last
thing
with
the
pit
and
I
think
that
for
Miss
Belzer
you
said
that
the
property
owners
vote
on
on
the
pit,
but
the
city's,
the
property
owner
and
it
wouldn't
be
sold
in
phases.
So
how
would
people
vote
on
it
in
phases
right.
G
So
that's
a
that's
an
interesting
question
and
I
would
defer
to
legal
counsel
on
that.
But
one
way
that
that
is
addressed
is
through
the
Property
Disposition
process
that
when
someone
acquires
property
from
the
city
they
also
agree
to
enter
into
the
pit.
G
Right
so
the
the
the
the
you're
you're
absolutely
right
that
this
is
sort
of
a
tricky
piece
of
when
it
would
be
voted
on,
because
when
would
you
have
Property
Owners
there
to
vote
if
the
city
owns
and
we'll
have
to
we'll
have
to
explore
that
issue
in
more
detail
in
terms
of
the
legal
ramifications
of
that,
but
in
speaking
to
people
who
are
state
of
New,
Mexico
funding
and
financing
experts.
My
understanding
is
that
it's
possible
to
do.
B
Counselor
I
just
have
two
quick
questions.
One
has
to
do
with
roads
so
and
I'm.
Looking
for
oh
here
we
go
so
you
said
the
city
would
build
the
primary
streets
and
the
developers
or
private
property
owners
would
develop
other
streets
and
I
I
guess
what
comes
to
mind?
Is
that
I
have
a
couple
of
streets
in
my
district,
where
that's
what
happened
and
then
they
need
maintenance,
and
we.
B
And
and
then
the
issue
is
they
have
to
bring
up
the
street
to
our
standards
in
order
for
it
to
be
dedicated
to
us
in
order
for
us
to
take
over
the
maintenance?
So
are
we
going
to
require
that
those
streets
from
the
get-go
be
built
to
our
code,
to
our
standard,
just
to
alleviate
that
or
how
does
that
work?
B
I
The
question
we
make
all
developers
develop
to
city
code
and
then
they
dedicate
the
roads
to
the
city.
That's.
D
I
B
Okay,
that
that's
helpful
because
again
I
I
do
have
a
couple
issues
in
my
district,
where
I
guess
those
are
examples
of
that
rare
instance
and
I
guess
going
back
to
councilwoman
via
Real's
question,
I
I
think
your
question
was
essentially
like:
how
do
we
stack
the
revenue
sources
for
whatever
it
is
we're
trying
to
do
and
you're
saying
that
all
of
this
will
be
done
incrementally
so
we'll
take
that
on
piece
by
piece
and
and
look
I
mean?
F
Madam,
chair
I
think
the
answer
would
be
that
it's
more
peaceful
unless
we
have
some
master
developer,
that
shows
up
and
says
I'm
going
to
buy
the
whole
64
acres
and
then
there's
a
whole
development
and
financing
plan.
They
go
with
it.
But
if
you
looked
at
the
slide
this
small
slide
here,
it
says
you
know
phase
one
phase
two:
these
are
blocks
that
are
parceled
out
for
this
position,
so
the
financing
from
that
or
the
infrastructure
for
that
would
either
be
paid
by
that
chart
that
we
showed
from
our
stolen
points.
F
So
it
is
personalized
instead
of
just
one
massive
financing
that
happens
so
so
major
spine.
We
do
and
then
the
rest
is
smaller.
That
gets
parcelized.
B
B
I
think
we
are
right
on
schedule
and
appreciate
the
help
of
everybody
keeping
us
on
schedule.
So
thank
you.
Thank.
B
B
We
have
Stephanie
Woodruff
here,
the
founder
of
pinonventures
LLC
and
our
finance
director
Emily
Oster,
to
be
co-presenters
in
walking
us
through
the
executive
summary
that
is
in
our
packets
I
think
we
had
said
we're
doing
15
to
20
minutes
and
then
that'll
allow
us.
You
know
a
good
chunk
of
time
for
counselors
to
ask
questions
and
I
just
want
to
welcome
particularly
Stephanie
Woodruff
back,
haven't
seen
you
in
a
while
and
and
to
see
you
in
3D,
not
on
not
on
the
screen
in
your
box.
B
So
thank
you
for
being
here
tonight
and
we'll,
let
you
guys
take
it
away
from
there.
Thank
you.
A
Thank
you,
madam
chair
and
members
of
the
committee
I
will
give
a
brief
introduction
for
Stephanie
and
then
I
will
hand.
The
presentation
off
to
her
knee
brings
over
35
years
of
public
and
private
sector
experience
from
startups
to
Global,
publicly
traded
companies
and
big
four
Consulting
on
slide
three
in
your
packet.
There
is
a
list
of
her
extensive
experience
that
she
brings
into
this
project.
I
I
As
director
Oster
said,
we're
going
to
walk
through
the
executive
summary
and
then
at
the
back
of
the
presentation
are
11
observations
and
I
call
them
observations,
because
the
scope
of
the
project
was
while
I
was
helping,
manage
the
FY
21
audit
and
also
laying
the
groundwork
for
FY
22.
It
gave
me
an
opportunity
to
review
from
the
processes,
systems
and
structure.
I
You
know
why
the
audit
continues
to
be
laid
and
to
make
some
observations
so
just
to
clarify
there
was
no
old
or
deep
dive
testing
because
it
wasn't
with
it
project
so
because
the
project
ended
in
June
and
now
we're
in
mid-october.
We
did
have
an
opportunity
with
the
new
director
on
board
to
kind
of
sit
down
and
say.
Okay
from
these,
these
observations
were
as
of
the
end
of
June,
and
then
we
were
able
to
give
a
Management's
response
as
of
the
end
of
September,
so
September
30th,
and
also
with
those
responses.
I
We
were
able
to
sit
down
and
go
through
a
lot
of
that,
but
once
again
not
a
detailed
review
of
those
responses.
I
do
recommend
I'm
continuing
this.
This
report,
within
the
internal
audit
function
to
make
sure
that
any
any
risk
and
or
any
observations
can
be
followed
up
later
on
in
the
year
or
so
all
right.
Let's
get
started
here
so
the
on
page.
What
is
this
page
page?
I
You
remember
back
in
2017,
with
the
mccard
report
really
identified
three
key
issues:
failure
of
the
internal
audit
function,
failure
of
the
external
lot
function
and
the
lack
of
proper
internal
controls.
Also
in
that
year
was
the
first
year
that
CLA
did
the
external
audit
and
at
that
time
there
was
a
qualified
adverse
opinion,
so
that's
kind
of
where
we
were
starting
at
at
Ground
Zero
in
2017..
I
When
you
go
to
the
next
slide
I,
you
know,
I
view
this
as
as
kind
of
a
five-point
star
right
from
2018
to
currently
in
in
2022,
you've
got
Finance,
you've
got
internal
audit,
you've
got
Human,
Resources,
you've
got
I.T
and
you
have
all
the
operating
departments,
Community
Development,
community
health
and
safety,
Public,
Works
and
and
Public
Safety
in
all
points
of
the
star,
really
are
responsible
right
for
all
of
the
information
to
ensure
that
the
fiscal
year-end
financial
statement
audit
is
complete
right.
I
So
what
is
important
to
understand
that
all
of
this
responsibility
does
not
just
fall
on
the
finance
department
and
I
think
that
is
some
of
the
the
challenges
over
the
last
four
years.
I
You
know,
particularly
with
the
Staffing
challenges
we've
had
anywhere
from
20
to
40
percent
vacancy
rate.
We
had
the
the
pandemic
that
really
through
I
think
everybody
in
a
loop
in
terms
of
how
work
gets
done,
how
departments
are
communicating
and
then
you
had?
You
know
the
overall
economic
downturn
and
the
pressures,
so
a
lot
has
happened
for
the
last
literally
four
years
that
I've
been
doing
this.
I
If
you
look
at
you
know
the
the
first
year
that
mayor
Weber
came
on
board
in
in
2018
when
he
took
office,
you
know
the
city
had
been
working
on
a
lot
of
systematic
improvements.
There
were
improvements
made
to
the
financial
accounting
process,
improvements
made
to
internal
controls
and
the
overall
financial
statement.
Audit.
I
I
Moving
on
to
2019.
That
was
the
first
year
that
I
came
on
board
as
the
chair
of
the
audit
committee.
With
that,
then
we
had
selected
redw
as
our
internal
audit
partner
for
a
three-year
contract
and
started
putting
more
structure
around
that
process.
To
do
ongoing
internal
audits.
We
did
a
procurement,
internal
audit
accounts
payable
and
once
again
that
year,
even
though
it
was
delayed,
it
was
a
clean
unmodified
opinion.
I
Now
moving
on
to
fy20,
you
know
we
were
in
pandemic.
I
I
You
know
so
that
audit
was
delayed.
We
we
did
communicate
not
with
the
Osa
and
actually
with
the
finance
department
where
we
were
at
and
that
audit
was
issued
in
August
of
2021.
I
now
moving
to
the
next
year.
Fy
21
is
currently
where
we
are
at
today.
I
The
audit
to
my
understanding
with
the
new
Finance
director
had
just
said
that
they
had
just
that
audit
had
just
kicked
off
with
a
new
external
audit,
firm
CRI,
there's
a
lot
of
pre-work
and
planning
that
takes
place
with
with
a
new
firm.
Also
in
that
fiscal
year
we
completed
a
public
utilities
and
Utility
Billing
audit.
We
did
an
audit
of
the
police
evidence
room.
That
was
just
very
recent
and
then
there's
two
other
internal
audits
with
I.T
and
payroll
human
resources
that
have
yet
to
be
finalized
and
presented
to
committee.
I
So
a
lot
of
work
that
that
was
done.
In
addition
to
you
know
all
of
the
work,
the
Consulting
work
to
prepare,
FY,
21,
audit
and
and
that
delay
yeah.
So
moving
to
the
next
slide,
I
think
this
is
really
important.
You
know
when
I
step
back
and
looked
at
everything
that
was
happening.
I
You
know
just
it
is
what
it
is.
That's
common
I
also
own
a
technology
company
in
Cupertino
in
Silicon,
Valley,
so
I
understand
technology,
so
not
only
a
35-year.
You
know
accountant
and
audit
professional,
but
I've
owned
a
software,
a
city
of
the
art,
SAS
software
as
a
service
in
the
financial
transparency
space
for
the
last
15
years.
So
you
know,
technology
to
me
is
the
enabler
it
enables
organizations
to
be
more
modernized.
It
enables
organizations
to
have
better
decisions,
data-driven
decisions
so
and
you'll
see
later
on.
I
With,
with
with
the
findings,
there
are
a
lot
of
operating
systems
still
within
the
city
that
are
on
their
own
systems.
Like
parking
utilities,
airport
courts,
I
mean
I,
can
go
on
and
on
and
and
and
and
payroll
Chrono
system.
None
of
those
systems
are
integrated
with
munis
right
because
we're
first
addressing
munis,
financials
and
HR,
and
you
know
once
the
city
gets
that
they're
in
the
middle
of
this
big
upgrade
once
they're
able
to
get
that
and
address
a
lot
of
the
planned
and
potential
Integrations.
I
It
will
make
this
process
and
the
financial
statement
audit
a
lot
smoother.
You
know,
like
I,
said,
even
though
the
audits
have
been
late.
The
city
has
a
solid
Financial
Foundation.
The
financial
health
of
the
city
is
solid
right,
you're
in
a
net
positive
position
for
FY
21
was
13.5
million.
You've
obtained
clean
unmodified
opinions
in
FY,
18,
19
and
20,
and
you've
had
excellent
Bond
ratings
from
both
s
p
and
Fitch.
I
So
strong
budget
management,
proactive
fiscal
management,
which
I
believe
is
really
what
is
at
stake
and
what
is
important
versus
the
rhetoric
and
the
you
know
what
you
read
in
the
paper,
particularly
what
was
just
in
the
paper
again
this
past
week,
and
that's
really
my
next
slide
when
I
talk
about
you
know
we
step
back
and
say:
okay,
what
are
some
of
the
Lessons
Learned,
not
necessarily
on
my
project?
I
The
last
six
months
but
I'm,
looking
at
the
last
almost
four
years
that
I've
been
in
this
role
once
again
as
an
outside
independent
director,
a
volunteer
non-paid.
You
know
the
the
amount
of
rhetoric
and
the
amount
of
you
know
information
out
in
the
public
that
just
isn't
true
right.
That
has
got
to
stop.
That
is
just
absolutely
has
to
stop.
That
is
not
it's
not
productive
and
it
just
creates
a
narrative
that
that
is
just
not
true
and
not
healthy.
I
You
know
it.
It
kind
of
you
know
it's
frustrating
when
I
read
in
the
paper
where
statements
say
that
the
financials
are
in
disarray
or
the
financials,
you
know
mismanagement
of
the
financials,
and
that
is
absolutely
not
true
right.
You
have
the
budget,
you
have
decisions,
you
have
processes
right
and
then
you
have
systems
that
are
challenging.
That
and
then
you
have
the
audit,
which
I
always
told
the
the
former
Finance
director
I.
I
So
if
you
look
back
over
the
last
few
years
right
and
if
you
look
at
the
observations
in
my
report,
they're
all
in
my
mind
system
related
because
it's
it's
a
it's
a
lot
of
work
to
implement
right
when
you're
taking
a
city
like
Santa,
Fe
and
you're,
modernizing
it
right,
you're,
taking
every
process
from
POs
to
vendors,
to
payments,
to
payroll,
to
HR,
to
hiring
to
how
accounting
entries
are
booked.
Everything
goes
from.
You
know.
I
I
All
of
the
several
you
know,
modules
and
and
the
vision
that
the
city
made
the
decision
I
think
was
back
in
2016,
I.
Think
when
the
decision
was
made
to
implement
munis-
and
it
does
take
time
now-
the
challenges
with
the
upcoming
upgrade
right.
So
and
that's
you
know
it's
not
that
the
city
is
making
the
decision
to
say.
Oh,
let's
upgrade
right
now,
you
know.
Is
this
perfect
timing?
Let's
do
it.
I
We
are
forced
into
this
upgrade,
because
the
version
that
we're
on
2011.3
right
is
expiring,
so
The
Challenge
from
going
from
2011.3
to
2019.1
you're,
jumping
from
eight
major
versions
of
a
software
right.
So
there
are
major
changes,
and
that
is
so.
That
is
what's
going
to
be
so
critical
to
ensure
the
success
of
the
finance
department
and
to
ensure
that
the
audits
get
back
on
track.
I
I
This
upcoming
Tyler
munis
upgrade.
That
is
supposed
to
happen,
I
think
the
third
week
of
January
and
the
further
activation
and
implementation
of
all
of
the
modules
integration
is
so
key
to
the
rest
of
the
city.
And
the
third
point
is
is
just
a
no-brainer
here
with
the
additional
Staffing
and
training
will
contribute
should
contribute
to
an
on-time,
timely
audit.
I
So
that's
all
I
have
on
the
executive
summary
I'm
open
for
questions.
I
know
like
I
said
there
are
11
on.
B
Thank
you
for
the
work
you've
done
and
both
as
audit
chair
and
then
taking
that
experience
and
looking
more
deeply
at
what
is
happening.
What
needs
to
happen
I,
believe
director
Oster,
you
had
said
at
the
council
meeting,
there's
a
lot
of
work
that
needs
to
be
done
in
the
next
six
seven
eight
months.
B
There's
a
lot
of
work,
that's
been
done
and
I
think
this
gives
us
colors
that
that
statement
in
a
little
bit,
particularly
when
you
start
to
look
at
your
observations
or
recommendations,
you
can
really
see
the
level
of
work
that
I
think
director
Oster
was
pointing
to
last
week
at
the
governing
body
meeting
so
certainly
appreciate
what
you've
done.
Questions
from
the
committee.
E
Councilwoman
Villarreal,
thank
you,
madam
chair,
and
thank
you
Miss
Woodruff
for
your
presentation.
Maybe
staff
can
answer
just
a
couple
questions
for
me.
First
structurally,
just
so
I
can
understand
the
what
we
were
given
that
the
document
that's
in
the
in
our
packet
material.
This
is
just
a
slide
summary
of
the
overall
I
guess
report
that
you
all
received
right.
Is
there
a
separate
report
or
is
this
the
report
Madam.
E
This
is
the
report
and
then
the
other
question
I
had
is
it
says
that
that
it
began
it
was
completed
in
June,
but
then
there's
these
updates
from
as
of
September
30th,
and
is
that
staff's
updates?
A
E
I
think
when
I
I
was
looking
at
the
old,
not
the
old
but
the
entire
scope
of
work,
and
although
you
listed
some
of
the
scope
of
work
pieces
here
of
what
what
was
what
you
were
charged
to
do,
a
lot
of
it
in
this
presentation
was
kind
of
more
around
I.T
structure.
But
then,
when
I
was
looking
at
the
old
group
of
work,
it
was
really
focused
on
trying
to
coordinate
with
the
audit
preparation
process
and
then
coordinating
with
all
the
different
contractors.
So
I
didn't
really
see
that
in
here,
yeah.
I
I
So
my
role
was
really
managing
the
four
outside
consulting
firms,
so
redw
Beasley,
Jag
and
Sloan,
and
when
I
started
in
the
second
week
of
February,
with
the
exact
same
day
that
the
new
chief
of
County,
accounting
officer
and
I
were
literally
attached
to
the
hip
from
mid-January
through
the
end
of
the
the
you
know,
the
project
when
everything
kind
of
fell
apart
at
the
end
of
April.
So
my
role
because
of
the
amount
you
know
they
were,
we
had
a
big
spreadsheet
of
all
of
almost
5
000.
I
You
know
give
or
take
accounts
that
had
to
be
reconciled
and
really
every
single
account
in
the
city,
whether
it's
from
the
courts
parking
airport.
You
know
all
of
it
cashier
my
role
day-to-day
tracking
information
down.
So
this
is
this
is
what
I
talk
about
role
of
the
department.
I
I
Let's
say
I
and-
and
this
is
actually
true-
I
gotta
I
got
a
parking
ticket
a
few
weeks
ago.
Right
it
was
a
wine
and
Chile
I
think
on
Friday,
so
so
I,
you
know
I
first
put
coins
in
the
meter,
so
that's
a
revenue
stream.
That's
a
system,
then
I'm
out
shopping,
fun
and
I
hit
my
mobile
app
to
add
more
time
to
the
meter.
I
That's
another
system
right,
that's
another
Revenue
stream
and
then
I
get
delayed
because
I'm
having
too
much
fun
and
I
walk
back
to
my
Jeep
and
there's
a
parking
ticket
so
I'm
like
so
there's
you
know
another
Revenue
stream.
The
next
day,
I
have
to
go
log
into
the
citation
system
right
so
park.
So
it's
three
different
systems
just
for
parking
for
that
Revenue
stream.
Those
systems
do
not
integrate
with
Tyler
Muniz
right.
I
So
part
of
my
role
goal
in
the
audit
coordinator
was
literally
helping
across
the
entire
Enterprise
city-wide
tracking
down
information
in
the
Departments,
and
we
had
assigned
the
four
consulting
firms
right
that
you're
going
to
do.
These
accounts
track
this
down,
reconcile
it
make
sure
that
it
it's
you
know
all
of
the
revenue.
All
of
the
you
know
the
ins
and
outs
tie
and
then
take
that
information
funnel
it
to.
For
that
team.
It
was
redw
as
the
consultant
that
did
the
lead
and
do
all
of
the
entries
right.
The
journal
entry.
I
That
would
then
come
back
to
the
city.
The
city
reviewed
it.
They
said,
yep,
okay,
this
General
entry
had
maybe
500
line
items
on
it,
and
then
it
would
get
posted
into
munis
the
actual
system
of
record
right,
because
none
of
those
operating
systems,
whether
it's
airport
courts
parking.
You
know
all
of
it-
utilities
they're
all
separate,
because
none
of
those
integrate
into
munis
financials,
so
just
coordinating
all
that
I
had
a
massive
spreadsheet
of
all
the
accounts
and
literally
every
day,
working
with
the
chief
accounting
officer.
Where
are
we
at?
I
Where
is
this
information
where
you
know
who's
doing
it?
And
then
you
know,
that's
then,
when
we
got
down
to
into
February
we
realized
that
cash
was
bigger
than
we
had
expected
just
because
of
the
way
it
was
mapped
into
and
set
up
in
munis
right,
several
bank
accounts,
but
the
way
it
was
set
up,
the
bank
accounts
were
aggregated.
So
it's
not
a
one
for
one
where
you
say:
here's
how
we
make
we
pay.
I
This
comes
out
of
the
account
rolls
up
and
houses
couldn't
easily
reconcile
it
right,
and
this
is
where
you
know
we
were
still
in
the
process
of
reconciling
it,
even
though
we
handed
it
over
to
the
external
Auditors,
and
it
was
in
the
exact
same
format
as
the
year
before
it
was.
Everything
was
exactly
the
same,
and
you
know
when
all
that
fell
apart
then
it
was
like
everything
was,
was
put
on
hold,
but
I
literally
literally
worked
I
I.
I
A
E
Et
tudora
I
think
what
what
I'm
trying
to
understand
because
I
when
I
look
at
the
scope
of
work,
the
the
coordination
was
a
big
piece
of
it
and,
of
course,
observations
about
how
to
have
the
flow
go
better
or
more
efficiently
would
be.
I
So
I,
literally
every
every
department
head
I
was
I,
had
like
a
series
of
questions
to
understand
how
their
role
impacted
in
the
financial
close
process
right.
So
my
scope
always
related
back
to
how
airport
how
Public
Works
utilities
I.T,
how
all
of
that
their
role
in
reconciling
and
ensuring
the
data
would
funnel
up
to
finance
for
the
financial
statement
process
and
what
I
realized
when
I
really
stepped
back
and
said
because
of
all
the
disparate
systems.
I
I
Or,
let's
payments
for
a
lot
of
Chronos
right,
so
all
of
these
disparate
systems,
but-
and
if
you
look
at
my
one
of
my
observations
where
certain
decisions
were
made
not
to
integrate
when
Tyler
munis
was
initially
implemented
for
certain
reasons,
those
areas
will
be
looked
into
after
the
upgrade
to
say:
okay,
let's
start
now
addressing,
how
can
we
integrate
these
systems
so
that
the
data
flows
up
to
finance
so
that
when
you
look
at
the
trial
balance,
you
say
yep,
we
have
all
the
entries,
all
of
the
all
the
three
systems
and
parking
or
or
the
Utility
Billing
System
that
that
you
know
another
big,
Consulting,
Group
manages
or
airport
or
all
of
these
different
systems
or
accounts
receivable,
the
accounts,
receivable
module
was
never
implemented
and
the
grants
with
the
not
grants
the
capital
asset
module
was
never
it
was
implemented,
but
it
was
never
really
turned
on.
I
So
now
we
have
to
start
over
from
that,
so
just
to
do
Capital
to
look
at
okay.
What
is
the
working
capital?
What
are
the
capital
assets
right?
We
had
to
take
just
the
the
payment
file
and
there
were
350
000
line
items
for
the
year
of
just
payments
payouts,
whether
it's
payroll,
whatever
this
is
a
payment
for.
I
So
we
had
to
take
that
data
and
literally
mine
it,
and
this
is
what
Beasley
did
they
mined
all
that
data
to
say?
Okay
out
of
all
of
the
you
know,
the
AP,
the
the
payment
file
for
the
year
350
line
items.
These
are
the
items
related
to
the
acquisition
of
a
capital
asset
right,
and
so
then
we
were
able
to
say:
okay
checking
all
that
tying,
that
back
to
the
actual
asset,
the
depreciation
schedule
and
then
saying.
Okay,
this
looks
great
and
then
booking
it
into
Muniz.
E
I
guess
I
distinctly
remember
that
Finance
didn't
turn
on
certain
modules
and
they
weren't
willing
to
work
on
those
modules
within
the
munis
system.
And
so
that's
why
there
was
these
disconnects
and
then
there
was
these
requirements
for
manual
entries
and
so
I
guess.
I
didn't
really
see
that
in
your
presentation
there
were
specifically
Finance
at
the
time
didn't
want
to
implement
certain
modules.
B
E
Were
there
already
ready
to
go,
it
could
have
helped
them
with
that
and
they
were
there
were
reasons
why
they
were.
There
was
pushback
that
I
don't
understand,
but
I
guess
it
was
just
hard
to
understand
from
this
presentation
that
that's
what
was
occurring
because
we
know
that
there
were
different.
A
Thank
you,
madam
chair,
and
thank
you.
Counselors
I
I
first
want
to
just
acknowledge
my
colleagues
in
I.T
and
recognize
that
both
divisions
have
to
work
together
and
all
divisions
of
the
city
have
to
work
together
to
facilitate
timely
and
accurate
financial
reporting
as
Finance
director
I
will
absolutely
take
responsibility
for
that.
Financial
reporting
is
a
finance
function
and
it
requires
information
and
coordination
from
all
aspects
of
City
operations,
and
certainly
in
today's
world
you
know
I,
don't
think
any
of
us
want
to
go
back
to
manual.
A
Ledger
Paper
and
you
know
doing
everything,
and
so
munis
is
our
path
forward.
In
my
opinion,
after
my
you
know
brief
time
here,
I
I
can
see
that
the
upgrade
of
munis
will
facilitate
these
interfaces.
That
Stephanie
is
talking
about
that
are
so
critical,
the
apis
with
the
Chronos
system,
with
the
public
utilities
system,
with
the
parking
systems
and
in
order
to
get
to
a
place
where
munis
can
interface
with
these
other
systems.
We
have
to
do
this
upgrade
and
that's
what
we're
doing-
and
you
know
that
that
upgrade
is
well
underway.
A
I
think
that
the
communication
is
critical
and
I
I
think
there
are
always
opportunities
for
improved
communication
to
your
point.
You
know
I
I
wasn't
here
when
this
report
was
largely
being
drafted,
but
I
I
do
recognize
that
there
are
always
opportunities
for
better
communication
and
I
look
forward
to
working
with
my
colleagues
in
it
on
routine
on
day-to-day
matters
and
also
on
the
the
big
projects
like
the
upgrade
and
making
sure
that
we're
having
robust
communication,
but.
A
I,
what
I
wanted
to
say
is
just
that
both
I.T
and
finance
have
opportunities
for
improvement
and
we're
moving
forward
with
the
upgrade
and
that's
a
good
thing.
This
is
an
evolution.
You
know
we're
moving
to
a
more
advanced
version
of
the
system
that
will
allow
us
to
utilize
the
technology
more
robustly,
Implement
additional
modules
that
we're
not
currently
using
and
interface
with
some
of
these
critical
systems,
like
I
mentioned,
like
the
payroll
system
and
then
also
the
utility
system.
A
E
You
and
Miss
Esther.
Can
you
also
let
us
know,
because
there
was
information
about
manual
processes
that
were
still
being
utilized,
so
are
there
still
manual
processes
that
you
all
are
having
to
utilize
at
this
time?.
A
A
So
that
means
that
we're
doing
manual
entries
into
munis
to
transfer
information
once
we
get
past
the
upgrade
one
of
the
next
steps
will
be
to
prioritize
all
of
the
different
interfaces
that
we
need
and
I
will
say
that
the
city
manager's
office
has
done
a
very
good
job
of
establishing
the
expectation
that
we
will
use
munis
for
any
functions
that
it
can
support
going
forward.
So
we're
really,
you
know
evaluating
closely
the
need
for
additional
softwares
other
than
munis
and
confirming
that
munis
can't
provide
what
we
need.
A
E
A
Correct,
for
example,
as
far
as
I
know,
munis
doesn't
operate
a
parking
meter
module.
For
example,
there
are
certain
types
of
specialized
software
that
will
probably
always
be
needed.
Another
good
example
is
the
public
utility
system.
They
evaluated
whether
or
not
munis
could
be
used
in
the
future
for
the
utility
billing,
and
it
was
determined
that
the
needs
of
utilities
were
more
specialized,
so
they're
moving
forward
with
the
advanced
Billing
System
implementation,
which
will
then
interface
to
munis
through
an
API.
The.
B
A
A
Chair,
thank
you.
So
I
am
not
a
software
expert
I
will
defer
to
Stephanie
my
high
level
understanding
is
that
an
API
is
an
interface
which
allows
communication
between
two
different
software
systems
and
I
will
defer
to
my
expert
for
yeah.
I
System
like
Tyler
Muniz,
which
is
you
know,
like
an
oracle.
It's
like
a
state
of
the
art
for
municipalities.
They
already
have
apis
built
for
Chronos,
because
Kronos
is
the
state
of
the
art
system
for
payroll.
So
you
have
to
be
on
the
X
version,
the
latest
version
of
Kronos
to
say:
yep,
let's
go
get
the
a
so
you
don't
have
to
write
code
or
to
write
an
interface.
I
You
just
go
and
get
the
API
you
just
literally
plug
it
in
right
and
it
and
it
connects
so
what's
connecting
then
is
say
all
that
data,
so
all
of
the
the
time
and
Reporting
and
say
the
payments
right,
and
so
that
then
you
say
yep
that
we're
going
to
tie
that
to
general
ledger
code.
You
know
payroll
expenses,
for
you
know
this
department
right.
So
when
it's
mapped
so
when
it's
mapped,
you
have
to
map
it
correctly
to
say
when
we
connect
it,
we
want
it
to
flow
into
this.
I
B
E
Thank
you,
I
mean
there's,
there's
questions
I
have
and
I.
Guess
it.
Just
like
system
inventory
I'm,
not
sure
why
that
was
part
of
the.
I
So
I
mean
that
that
is
critical
for
finance,
because
if
you
don't
know
because
this,
because
there's
so
many
disparate
systems-
and
this
is
this-
is
exactly
what
happened
at
the
end.
When
we
went
to
reconcile
all
of
the
payroll
accounts,
we
didn't.
We
didn't
know
how
many
systems
there
were
and
it,
and
it
tripped
us
up
literally
at
the
last
minute
so
back
in
when
I
started
to
say:
okay,
what
are
all
the
systems
that
impact
the
financial
statement?
I
A
And
with
regard
to
this
finding
and
also
finding
number
six
I
think
there
are
some
opportunities
for
improved
communication,
and
you
know
there
may
have
been
some
miscommunication
about
when
this
inventory
was
created.
A
E
E
About
the
city-wide
and
the
Departments
can
purchase
software
or
various
apps
without
approval
of
the
ITT
department
and
how
it
makes
it
difficult
for
them,
but
I
I
couldn't
well
for
one
I
was
trying
to
understand
well
with
observation.
How
do
you
really
know
unless
you're
talking
to
the
different
departments
that
actually
Implement
and
support
the
software,
and
so
that
seemed
incomplete
to
me
and
then
it
also
says
that
this
makes
it
difficult
for
finance
to
Recon
reconcile
on
a
monthly
basis
to
prepare
for
year-end
audit,
so
I
guess
I
wanted
to
understand.
I
Like
I
said
so,
let's
say
and
I
did
speak
to
all
the
different
part
of
the
big
part
of
the
scope
was
speaking
I
mean
you
can
ask
Regina
Kira
Brian
Williams
I
mean
all
the
way
down,
let's
say
and
now
they've
changed
it
they've
added
as
part
of
the
procurement
checklist
they've
added
a
line
item
that
it
does
now
have
to
sign
off
on
these
software
purchases
if
they
so
that
they
are
made
aware
and
how
this
impacts
Finance.
I
So,
let's
say
one
of
the
Departments
goes
out
and
just
buys
a
new
system
and
they're
not
aware
of
it.
So
they're,
not
it's
not
integrated,
and
so,
if
they're
not
aware
of
it,
how
do
they
know
that
that
information
is
going
to
flow
up
to
the
trial
balance
in
the
general
ledger,
I
mean
so
so
it's
not.
This
is
accumulation
of
years
right
of
all
these
disparate
systems
and
processes
right
and
the
in
the
slowly
chipping
away
of
okay,
identifying
them
all
identifying.
I
Then
the
manual
processes,
seeing
if
we
can
do
it
in
munis,
what's
supplement?
How
can
we
integrate
what
needs
to
be
captured?
Oh,
that
little
system
does
that,
but
that's
not
a
dollar
amount,
that's
significant,
so
we
don't
need
to
worry
about
it
right.
So
a
lot
of
that
is
really
sitting
down
and
getting
a
bird's
eye
view
that
Finance
can
say.
I
Okay,
we
know
about
everything
the
court
system,
all
the
all
the
the
little
systems
in
the
court,
all
of
that
that
flow
right
that
they
have
to
do
all
of
the
accounting
entries
and,
if
you're
not
aware
of
all
of
them,
because
that
data
isn't
flowing
so
the
finance
director
it's
hard
for
her
to
make
really
data-driven
decisions
because
it
doesn't
it's
it's
push
versus
pull.
She
has
to
pull
for
that
information
constantly.
Where
is
that?
Where
is
it?
Where
is
it
and
why
the
audit
have
why
the
audits
have
been
late?
I
The
last
few
years
is
we
get
to
where
our
bag
is
against
the
wall
and
you're
like
oh,
we
need
that
information
from
Buckman
or
we
need
that
information
from
the
corridor.
I
need
that
for
the
bail
bonds,
Oh
I
thought
they
were
going
to
do
that
and
then
I
gotta
constantly.
You
know
pull
that
information
versus.
It's
integrated
and
it's
pushing
up
to
the
finance
department
and
that's
where
we're
going.
You
know
over
time,
but
it
just
it's
a
process
and
it
takes
time
so.
B
If
we
can,
we
have
about
25
minutes
left
tonight.
If,
if
we
can
share
some
of
the
time
for
questions
from
other
counselors
I,
don't
know
how
many
more
questions
you
have
and
if
we
need
to
come
back
to
this,
we
we
can
do
this
because
yeah
and
also
yeah
I,
think
Stephanie's
available
for
deeper
Dives
as
counselors
are
interested
yeah.
E
Yeah
I
mean
I.
Think
some
of
the
things
brought
up
are
things
that
Finance
already
knew
and
things
they
were
working
towards.
E
The
system
inventory
so
I
guess
that's
where
I'm
having
a
hard
time
with
the
report,
I
think
there's
some
important
pieces
in
here
that
that
were
good.
The
observations
were
good
to
to
bring
to
light
and
then
I
think
it
was
helpful
for
you
to
I
guess
staff
to
respond
for
the
you
know
status
as
of
September
30th.
It
seems
like
a
lot
of
it
seemed
to
be
yes,
we
acknowledge
this.
Yes,
we've
actually
worked
on
this
that
we've
yeah
I
guess
it
was
wasn't
exactly
telling
me
anything
new.
E
There
was
a
few
new
things
and
then
you
all
kind
of
clarified.
Yes,
we've
already
done
this.
Yes,
this
is
in
process
and
it
really
has
to
do
with
like
completing
the
Muna
system,
and
we
all
know
that.
That's
a
bit
large
undertaking
it's
multifaceted.
It
requires
multiple
departments
and
coordination
and
I.
E
Actually,
you
know
I
think
it's
going
to
be
hard,
but
I
have
faith
in
the
I.T
to
make
that
a
reality
for
us,
and
so
I
just
wanted
to
say
that
there's
a
lot
of
work,
that's
been
done
since
this
contract
and
before
it
so
I
guess,
I'll.
Stop
there.
I
just
think
there
was
some
things
that
I
was
wanting
to
hear
more
about
with
the
coordination,
because
I
really
thought
that
was
the
main
goal,
but
yeah
so
I'll
stop
there.
Thank
you.
Council
window.
C
Thank
you,
chair
I,
just
I'm
gonna
make
a
quick
comment
on
this
report
that
I've
never
really
had
the
clarity
of
what
we
were
up
against
until
I
read
this
report.
C
And
a
lot
of
it
I,
don't
think
anybody's
trying
to
put
a
dunce
cap
on
anybody.
C
I
think
that
you
were
very
gracious
about
I.T,
but
I
think
that
the
bottom
line
of
how
this
all
operates
now
is
a
a
part
and
parcel
of
I.T
and
software
and
trying
to
stop
people
from
having
to
do
manual
entries
I.
Want
you
to
be
able
to
push
a
button
and
have
you
know
ding
ding,
ding,
there's
the
number
and
this
manual
entry
thing
is
fraught
with
problems.
C
A
I
Top
of
this
for
Capital
assets,
to
say
all
of
the
data
needs
to
be
mined
to
say
this
is
a
capital
asset
or
not
in
order
to
put
it
on
the
balance
sheet
to
properly
record
it
into
the
accounting
system,
because
the
the
capital
asset
module
right
was
was
in
this
case
it
was
loaded,
I
mean
it
was
implemented,
but
never
loaded
and
used
right.
So
that's
one
example:.
A
You're
fading
out
Capital
assets
were
loaded
into
munis
and
then
there
was
a
decision
made
to
continue
using
the
old
system
for
Capital
assets.
So
that
is
not
a
system
issue
that
was
an
operational
decision
and
going
forward
post
upgrade
we're
going
to
use
munis.
That's
the
plan,
but
I
just
want
to.
You
know
call
attention
to
that.
That
was
an
operational
decision,
not
a
technology
decision.
Additionally,.
C
You
know:
we've
we've
had
great
frustration
with
our
utilities
billing,
so
I
utilities.
Billing
has
a
system
that
I
have
no
idea.
Does
it
fit
in?
Can
it
shake
hands
with
munis
I
mean
we
just.
C
Money
a
bloody
fortune
on
it
and
it
continues
and
it
seems
like
we
have
an
I.T
issue
there
with
software
with.
I
Mountain
river
and
yep,
and
and
and
looking
at
this
just
kind
of
a
side
note
which
has
nothing
to
do
with
this
report,
but
I
highly
suggest
possibly
Council,
considering
like
an
I.T
steering
committee
or
an
I.T
subcommittee,
so
that
you
guys
are
more
aware
of
the
I.T
Investments
and
the
decisions,
because
I
know
that
that
contract
was
kind
of
contentious
about
a
week
or
so
ago.
I
But
it's
something
that
I
think
is
a
best
practice
that
would
further
give
you
the
knowledge
to
ask
those
questions
right
to
ask
those
questions
about
all
of
the
different
Investments
and
how
you
know
the
city
is
is
utilizing
all
of
the
you
know
the
I.T
systems,
because
it's
a
huge
investment,
but
the
value
the
value
is
there.
This
is
how
you
modernize
city,
government
right,
you
know
and
another
good
example.
We
talked
about
Capital
assets,
just
just
cash
right.
Cash
receipts
are
still
in
the
old
E1
JD
Edwards
system.
I
So
all
of
that
data
right
has
to
be
manually
entered
right,
and
this
is
what
this
is
why
cash
is
such
a
challenge
right
because
of
the
different
and
the
in
the
Dem.
In
the
illustration,
I
just
explained
about
parking
on
the
on
the
revenue
side.
I
All
of
the
different
point
of
entries
that
hit
cash
do
not
allow
the
city
in
you
know
just
to
push
the
button
eventually,
eventually
you
can,
if
you
remove
the
manual
processes,
if
you
look
at
all
the
disparate
systems
you
integrate
them,
you
implement
processes
with
proper
segregation
of
Duties.
Then
the
Erp
allows
you
to
do
those
reconciliations
and
have
those
proper
controls
within
the
system.
So.
C
I
I
So,
as
you
know,
this
is
a
as
councilor
Villarreal
said
that
this
was
an
obvious
observation
in
terms
of
a
a
monthly
close
was
not
happening.
As
of
June.
Now,
remember
back
in
I
think
it
was
February
March
when
the
cheat,
the
new
Chief
accounting
officer,
came
on
board
and
developed
an
excellent
10-step
best
practice
for
the
month
in
close
process
that
was
actually
presented
to
you
as
finance
committee
right,
so
steps
one
through
five
is
really
all
of
that
groundwork
in
the
department.
I
So
that's
why
it
says
all
Department
staff,
so
it's
courts,
parking
utilities
airport,
you
know
I
can
list
them
all.
You
know
there's
what
20
different
divisions
right,
one
through
five,
the
Departments
are
responsible
for
that.
Getting
the
data
reconciling
it
then
then
we're
forcing
them
to
certify
it.
Then
it
goes
to
the
finance
department
to
review
that
clothes
make
those
actual
posting
into
the
system
of
record,
which
is
munis
so
that
then
the
books
can
what's
called
A
Hard
close
an
actual
close
within
the
system.
Now
there
are
over
3
000.
I
You
know
three
to
five
thousand
trial
balance.
General
ledger
accounts
that
need
to
be
reconciled
at
least
reviewed
at
least
touched
by
the
end
of
the
year
to
say:
okay,
this
is
correct.
There's
all
the
support.
This
is,
you
know
we
wouldn't
miss
anything.
So
all
of
those
need
to
be
reviewed
and
touched
if
they
are
significant
monthly.
I
If
you
are
truly
going
to
be
closing
monthly,
where
you
say
all
of
the
data
rolls
up
right
and
you
go
back
to
that
five
point
star
where
I
say
every
piece
of
that
five
point:
star:
Finance
internal
audit,
HR
it
the
operating
divisions.
Every
point
of
that
star
is
critical
to
the
success
of
the
financial
statement,
audit
that
they
have
a
role
that
it
cannot
at
the
end
of
the
year
right
fall
just
in
the
lap
of
Finance
to
try
to
do
this.
B
I
want
to
director:
did
you
wanna
got
on
there
and
and
again
I
want
to
caution
everybody
about
time
and
just
sort
of
length
of
responses
and
answers.
A
Thank
you,
madam
chair
and
and
counselors
I
I.
Think
that
when
we
presented
earlier
on
the
status
of
the
audit,
we
mentioned
that
the
close
is
happening
in
the
accounting
system
that
that's,
where
we're
at
we're
training
that
behavior
in
ourselves
and
in
others
and
Mr
behrano,
gave
the
example
of
the
first
month.
We
had
400
transactions
that
were
outstanding
and
now
we're
down
to
four.
So
a
big
part
of
this
closed
process.
As
you
look
at
these
steps,
you'll
notice,
these
are
behaviors.
A
These
are
things
that
we're
training
ourselves
and
all
of
our
colleagues
throughout
the
city
to
do
on
a
monthly
basis
and
that
kind
of
change
takes
takes
time.
You
know
part
of
this
is
a
change
management
conversation.
We
have
to
establish
these
Behavior
patterns
and
expectations
and
follow-up
on
on
that,
and
we
are
making
Headway
on
that.
Closing
the
system
is
a
huge
part
of
that,
because
that's
that's
when
stuff
gets
deleted,
I
mean
that
that's
that's.
A
When
the
rubber
hits
the
road
you
know
having
the
wherewithal
to
say
yes,
okay,
you
know
we
need
to
close.
We
need
to
move
forward
and
transactions
will
have
to
go
into
the
next
month
and
over
time.
Those
are
the
things
that
will
train
those
Behavior
patterns
to
get
us
to
a
full
10-step
monthly
close,
like
Stephanie,
has
detailed
here
in
her
report.
Briefly,
going
back
to
finding
number
six
observation.
A
B
A
C
The
summary,
the
top
five
I
think
that
I
would
just
ask
Ms
Oster
if
those
are
items
that
I
think
we
need
to
be
well
aware
and
to
whether
it's
every
three
months
or
six
months,
and
particularly
after
the
munis,
upgrade
that
we
address
these
items
and
give
us
an
update
on
where
we
are
I'm,
going
to
put
a
a
little
Tickler
in
my
own
calendar
to
send
an
email
in
six
months
and
say:
where
are
we
on
these?
What
what
progress
have
we
made
because
they
do?
C
D
Thank
you,
madam
chair
Miss,
Oster
after
hearing
all
this,
and
maybe
it's
just
the
timing
of
it
all,
but
it
seems
frightening
that
we
may
not
make
our
21
year.
Audit
and
I
I
hope,
that's
not
the
case,
but
there
seems
to
be
a
lot
of
moving
Parts
in
this
and
when
you
have
so
many
moving
parts,
it's
hard
to
bring
it
all
together
am
I.
Justified
am
I
thinking,
or
are
you
still.
D
Okay,
I
read
in
here
about
P
cards
and
P
cards
came
along
with
the
munis
system
they
weren't
implemented.
Until
then,
we
really
didn't
have
them
until
I.
Think
munis
was
implemented,
so
why
were
they
taken
away
now
shouldn't
they
be
communicating
with
this
system
when
munis
was
in
implemented.
A
Shortly
before
I
arrived
at
the
city,
an
effort
was
made
to
reduce
the
number
of
P
cards
in
circulation,
and
the
number
was
very
high
you
know,
150
is
is
what
I've
heard,
and
one
of
the
issues
with
P
cards
is
that
there
is
the
opportunity
to
circumvent
a
lot
of
our
internal
controls.
You
can
use
a
p
card
like
a
credit
card.
A
A
Icloud
is
an
example
where
they
don't
accept
any
other
form
of
payment.
You
can
only
pay
them
by
credit
cards;
they
won't
take
a
purchase
order
or
any
other
form
of
payment.
So
what
we're
asking
of
our
partners
in
the
Departments
is
that
they
inquire
with
vendors
about
whether
or
not
they
would
accept
a
PO
or
another
type
of
go.
Go
through
a
different
type
of
payment
process.
A
We
could
still
issue
an
electronic
payment
to
them,
just
not
through
the
the
credit
card
and
then
one
final
thing
that
I
will
say
on
the
P
card.
Is
that
once
the
charge
is
made,
the
money
is
essentially
gone.
It's
not
like
a
personal
credit
card
where
you
decide
when
you're
going
to
pay
your
bill,
the
bank
just
comes
and
takes
the
money
out
of
the
the
bank
account
so
addressing
non-compliance
with.
A
A
Madam
chair
and
come
can't
speak
for
other
municipalities,
but
I
can
say
at
the
Taxation
and
Revenue
Department.
We
had
one
p
card
for
800
employees,
I
I
think
it
it
varies.
You
know
just
depending
on
the
operations
of
the
agency,
and
you
know
the
ability
to
administer
a
p-card
program
in
accordance
with
all
the
applicable
rules
and
regulations.
I.
D
Mean
I
would
hope
that
if
we
knew
people
were
misusing
a
p
card
that
they
would
have
been
terminated
immediately
for
misappropriate
use
of
City
funds.
A
Madam,
chair
and
councilor
Rivera
I
I
want
to
clarify
that
there
hasn't
been
any
evidence
of
use
of
P
cards
for
non-city
business.
The
the
issues
that
we've
seen
have
had
to
do
with
lack
of
available
budget
and
non-compliance
with
the
procurement
manual.
So
you
know
I'm
not
aware
of
any
instances
where
an
employee
has
used
a
p-card
for
a
non-business
purpose.
Well,.
D
That's
good
to
know,
and
then
one
final
question
may
be
for
either
one
of
you
Capital
asset
or
Capital
outlay
disposition.
We
used
to
come
to
finance
meetings
and
police
who
just
bought
30
Vehicles,
would
now
be
disposing
of
20
of
them
and
I
haven't
seen
anything
go
to
auction.
I
haven't
seen
anything
being
disposed
of
for
a
while.
So
where
are
those
assets?
Have
we
been
keeping
track
of
them
and
what
are
we
gonna
do
with
them?.
A
Madam,
chair
and
counselor
Rivera,
that
is
the
subject
of
discussion
right
now,
we're
in
the
process
of
reclassifying
a
position
that
will
be
responsible
for
the
asset
disposition
process
in
the
instance
of
vehicles
you
you
mentioned
vehicles
that
are
no
longer
in
service.
The
fleet
function
falls
under
finance
and
there's
a
yard
off
of
Silo
Road
and
it's
packed
full
of
vehicles.
I
I
haven't
done
a
complete
inventory
myself,
but
I
went
and
saw
it
and
it's
full
of
full
Vehicles.
A
D
It
looks
like
State
Police
is
getting
ready
to
do
one
now
and
we
used
to
partner
with
them
or
not,
State
Police,
but
the
state
at
the
State
Police
yards
or
we're
probably
not
close
to
being
able
to
participate
in
that
one.
A
Madam,
chair
and
councilor
Rivera,
we
we
haven't,
explored
that
option
and
and
we
could
look
at
partnering
with
the
state
I
know.
The
Department
of
Transportation
also
does
periodic
auctions,
and
you
know,
depending
on
the
type
of
thing
that
you're
auctioning
there
could
be
partnership
opportunities,
so
I
can
take
that
and
we
can
follow
up
and
look
into
whether
or
not
that
might
work
for
the
city.
D
All
right
and
those
other
questions
that
I
asked
when
you
were
talking
about
the
audit
were
some
of
the
things
in
the
findings,
like
you
know
not
doing
things
by
paper
still
and
and
the
grants
and
those
so
I
assume
that
you'll
keep
up
on
those
and
we'll
hear
about
more
as
we
go
along.
A
Madam,
chair
and
councilor
Rivera,
we
we
plan
to
continue
providing
updates
on
the
audit
progress
at
each
finance
committee
and
each
governing
body
meeting
and
I
think
that's
an
important
communication
mechanism
for
us
to
keep
you
apprised
of
the
status
and
what
work
we've
done.
Since
the
last
update.
B
You
councilor
Cason.
H
Thank
you
so
much
I
I
will
be
quick
I.
You
know,
I
think
we've
done
a
pretty
good
job,
really
discussing
a
lot
of
a
lot
of
this
and
a
lot
of
the
complication
I
I.
What
I'm
really
going
to
be
interested
in
moving
forward
I
feel
like
I,
have
a
much
better
grasp
of
the
root
of
the
issue
and
then
kind
of
the
pathway
forward,
where
I
I
think
I
could
use
some
more
clarity
is
really
understanding
these
different
aspects
of
the
system.
H
You
know
we
kind
of
get
this
General
like
well,
there's
a
whole
bunch
of
different
systems
and
and
having
that
really
spelled
out
and
watching
as
those
move
forward
as
we
continue
to
get
these
updates.
So
not
just
on
you
know
this
audit,
the
21-22
simultaneous
audit,
but
really,
as
we
move
forward
with
the
general
audit
process
of
you
know,
what's
what
exactly
is
being
upgraded
with
the
munis
upgrade?
H
And
then,
where
are
these
manual
processes
are
going
to
continue
and
just
kind
of
getting
a
play-by-play
of
those
I
know
that
when
we
talk
about
our
funds,
it
gets
really
complicated
because
there's
70
different
funds.
I,
believe
is
the
number
that
we
frequently
hear
down
from
700.
So
that's
great
and
I.
H
There
is
a
lot
of
a
lot
of
what's
the
word
I'm
looking
for
very
specific
language.
What's
the
word.
H
Yeah,
it's
a
very
specific
rhetoric
to
this
profession
and
so
how
we
can
really
be
tracking
these
pieces
because
it
sounds
like
that
is
the
component
that
is
really
going
to
help
in
it
from
my
understanding
is
really
what
got
us
off
track
and
especially
as
we're
going
through
the
upgrade
I.
H
Think
having
that
awareness
there
and
having
even
you
know
as
councilman
video
stated,
the
different
departments
potentially
coming
into
the
finance
committee
and
talking
about
their
financials
and
the
changes
that
they
have
made,
because
that
communication
is
key
and
nothing
like
having
to
report
to
the
finance
committee
is
going
to
make
that
communication
really
happen.
So
you
know
that
there's
there's
that
understanding
that
those
collaborations
are
happening
so
I
will
I
will
leave
it.
There
I
know
that
we
will
have
more
opportunities,
and
it
is,
it
is
7
15..
H
So
I
really
do
want
to
thank
you
for
this
report
for
this
information.
H
Thank
you,
director,
Oster
as
well,
and
we
will
I
I
do
really
look
forward
to
kind
of
even
more
breakdowns,
as
we
understand
both.
What
went
wrong
and
and
watching
in
real
time
is
that
is
getting
essentially
fixed.
So
thank
you.
B
Just
a
couple
things
so
this
may
be
an
oversimplification
but
I
kind
of
think
of
this,
like
street
lights,
which
we've
just
experienced
right.
So
we
are
basically
this
munis
upgrade
is
switching
out
the
bulb
of
the
street
light,
so
to
speak.
So
it's
sort
of
it's
an
upgrade.
It's
going
to
be
better
light,
it's
going
to
do
more
things
and
then,
in
terms
of
all
the
other
systems
that
do
accounting
work
for
us.
B
That's
now
we
have
these
smart
street
lights
and
we're
we
can
add
more
complexity
to
them
right
there.
There
are
things
we
can
make
them
smart
lights
and-
and
we
can
do
more
things
with
them
and
we
add
those
components
and
then
we
get
straight
smart
street
lights,
so
this
is
kind
of
what's
happening,
the
bells
and
the
whistles
yeah.
So
this
is
kind
of
what's
happening.
B
Is
we're
replacing
kind
of
the
underlying
the
base
system,
and
then
that's
I
mean
that
in
and
of
itself
is
going
to
be
a
big
lift
and
then
what
we're
gonna
the
work
of
the
future
is
to
continue
those
adding
those
different
components
and
making
sure
that
the
things
that
don't
have
specific
components
have
what
you
call
them
apis
yeah,
so
that
they
communicate
with
them.
And
you
keep
moving
on
in
that
correct,
correct.
I
So
I
mean
in
it
to
simplify
it
back
in
2019
and
into
2020.
The
initial
implementation
of
munis
happened
right,
so
various
modules
were
decided
to
implement
some
were
implemented,
not
used.
Some
were
say:
we're
not
going
to
turn
this
on
at
this
point,
that
was,
decisions
were
made
in
the
past
right.
So
then
that
version
that
was
implemented
2019
into
2020.
Then
you
had
the
pandemic
right,
so
Tyler
then
pushed
back.
What's
called
when
someone
says
it's
going
to
Sunset
it's
it's!
It's
like
your
phone
right,
your
iPhone.
I
Do
you
ever
get
those
nasty
messages
on
your
general
where
it
says
you
need
to
do
the
upgrade
it's
going
to
happen
tonight,
but
it
needs
to
be
plugged
in
and
if
you
don't
do,
that
upgrade
certain
apps
on
your
iPhone
may
not
work,
because
your
phone
may
be
so
out
of
date
right
and
if
you
have
an
old
phone,
like
maybe
an
iPhone,
six
or
seven
or
eight
and
you're
trying
to
upgrade
to
an
iPhone
14
right.
You
have
to
do
that
critical
upgrade
all
of
those
versions.
I
So
the
new
bells
and
whistles
on
the
latest
iOS
munis,
is
similar.
We're
going
from
2011
to
2019
the
look
and
feel
of
it
is
going
from
more
like
static
Pages,
where
you
log
on
you,
click
on
something
to
say:
okay,
I'm
going
to
enter
a
PO,
and
you
then
you
may
have
to
log
on
or
click
on
certain
pages
to
get
there.
I
The
new
Muniz
2019
is
What's
called
the
Hub,
and
so,
when
you
log
on,
depending
on
your
role,
your
Hub
may
look
very
differently
I'm
next
to
because
they're,
you
know,
components
that
they
have
to
work
on.
So
it's
it's
a
it's
more
streamlined,
it's
easier
to
use
like
all
these
things
right,
because
you're
getting
eight
versions
down
the
road
and
and
councilor
cassette.
Your
comment
is
is
exactly
right.
It
would
be
good
and-
and
this
is
possible
to
get
a
schematic
to
say
these
are.
I
I
Maybe
you
did,
but
you
probably
just
assumed
that
that's
already
in
Muniz,
it's
not
oh,
we
need
to
have
an
API
to
connect
that
right,
so
that's
going
to
eliminate
any
wage
or
labor
time
compliance
issues
right
because
it's
automatic,
so
it's
those
kind
of
things
to
step
back
to
say,
okay
and
that's
the
power
of
technology
technology
is
the
enabler
right
as
an
Erp
to
say:
let's
modernize,
these
areas.
Let's
do
that,
let's
we
don't
need
to
do
that.
That's
not
critical
or
we
have
the
Utility
Billing
System
is
going
to
do
that.
I
So,
let's
make
sure
that
that's
integrated
and
that
is
going
to
flow
exactly
into
the
trial
balance
so
that
the
financials
can
be
booked
properly
right.
That's
why
Finance
needs
to
know
exactly
right.
They
need
to
know
they
need
to
be
connected
with
the
it
to
know
exactly
how
it
works
and
how
it
needs
to
be
mapped.
That's
why,
when,
when
cash
was
implemented,
it
was
mapped,
it
was
everything
was
aggregated.
Everything
was
aggregate.
All
the
bank
accounts
were
aggregated
into
one.
So
you
it's
not
a
one.
I
The
process
of
reconciling
that
is
still
a
challenge
right.
That's
why
it's
a
number
one
priority
after
the
upgrade
to
say:
okay,
let's
fix
the
mapping
in
munis,
so
it
can
be
one
to
one
so
when,
when
things
are
paid
out
of
Wells
Fargo
and
we
get
the
bank
statement
from
Wells
Fargo,
it's
a
one-to-one
match
in
Tyler
munis
and
it's
just
boom-
you
push
a
button,
it
reconciles
it
kicks
out.
I
A
And
on
the
subject
of
cash
and
the
aggregation
of
cash,
I,
I
want
to
add
to
that
that
the
banking
structure
also
impacts
that
and
when
I
worked
at
the
State
Department
of
Finance
and
administration
about
six
years
into
their
Erp
system,
which
is
called
share.
It's
a
PeopleSoft
based
system.
There
were
similar
issues
with
the
bank
structure.
So
it's
it's
not
just
the
way
it's
set
up
in
munis
and
Maps.
A
The
the
bank
account
structure
itself
is
also
a
factor,
and
you
know
these
are
problems
that
many
entities
face
on
the
implementation
of
of
an
Erp
system,
some
of
the
Legacy
operational
ways
of
doing
things.
You
know,
for
example,
having
bank
accounts
with
pooled
cash
from
many
different
sources.
You
know
those
behaviors
have
to
change
in
order
to
use
the
technology
from
from
the
technology
you
know,
I
I
can
speak
to
having
done
it
at
another
entity.
It's
very
possible
part
of
the
implementation
of
an
Erp
system.
B
Okay
and
I
guess
just
one
other
thing,
so
you
know
you
started
your
report
with
the
mccard
report.
The
mccard
report,
I,
was
I,
didn't
have
time
today
to
dig
my
copy
out
very
specifically
talks
about
the
enormity
of
of
the
work
that
needs
to
happen
here
to
modernize
the
city
because
we
haven't
kept
up
with
the
modern
world
and
it
talks
about
you
know
you
can't
do
all
this
at
once
and
you're
gonna
have
to
kind
of
do
this
in
phases
and
so
I
think
it
would
be.
B
For
you
to
help
us
understand
again
without
going
down
a
huge
rabbit
hole,
but
just
you
know,
or
maybe
confirm
that
that's
exactly
part
of
the
issue
is
that
you
can't
just
flip
a
switch
and
it's
all
it's
all
done
it's
even
even
when
we're
talking
about
computers
and
that
soft
grade
upgrades
and
soft
grade
implementation
and
and
then
getting
it
all
to
talk
to
each
other
at
the
scale
that
we're
talking
about
here
at
the
city.
After
you
know,
many
many
years
of
not
keeping
up
is
enormous
and
that's
part
of
our
problem.
No.
I
Is
a
huge
undertaking
to
this
magnitude
to
just
first
of
all,
Implement
an
Erp
first
decide
from
a
business
case
which,
how
are
you
going
to
use
the
Erp
then
design
the
processes
around
that
with
proper
internal
controls
is
the
first
step.
I
Then
you
say:
okay,
let's
add
more
bells
and
whistles
or
my
honor
upgrade
integrate
right
like
the
Fate,
the
challenge
that
the
city
has
had
over
the
last
four
years
and
you
know
I,
you
know
the
city
owes
a
debt
of
gratitude
to
the
the
former
Finance
director
for
caring
this,
this
project
right
and
moving
forward,
even
though
it
was
painful,
it
was
painful.
We
were
still
you
know,
operating
at
a
40
vacancy.
We
had
the
pandemic,
I
mean
it
was.
It
was
a
lot.
I
It
was
a
lot,
but
we
still
said
we
must
do
this,
and
the
McCart
report
confirmed
it.
That
said,
if
you
don't
right,
if
you
stay
on
the
old
JD
Edwards
E1
right,
we
were,
we
were
up
against
that.
That
system
was
out
completely
out
of
data,
not
filling
the
needs
and
not
achieving
the
goal
of
the
administration.
That
said,
you
know
we
need
to
modernize
city
government
and
it
is
a
process.
I
It
is
a
process,
but
it's
a
process
that
it's
a
collaborative
process
and
every
component
of
I.T-
and
this
is
just
my
perspective
because
I
am
you
know-
I've
been
doing
this
for
36
years
as
as
an
accountant
consultant,
an
internal
audit
world
class
at
Deloitte
and
then
I
own.
A
software
company
technology
is
so
integral
to
the
Finance
and
Accounting
organization.
And
that's
why
I
say
technology
is
the
enabler
and,
and
both
organizations
have
to
be
literally
be
attached
at
the
hip
right
in
terms
of
how
it
impacts
right.
I
I
I
So
yes,
mccard
said
you
must
do
this,
but
you
have
to
do
it
in
a
way.
If
you
do
it
too
fast
you're
going
to
fail,
if
you
don't,
do
it
you're
going
to
fail,
you
know
so
it
is.
It
is
something
like
I
said:
I
I
give
the
former
director
credit
for
pushing
forward,
even
though,
like
you
know,
the
first
thing
as
part
of
that
system
was
implementing
and
Carolyn
you'll
know
this.
Remember
the
three-way
match
the
pushback.
This
was
my
very
first
I.
Remember
my
very
first
month,
the
pushback.
I
Why
do
we
got
to
do
this?
I
don't
want
to
do
this.
This
creates
work.
I
don't
want
to
have
to
do
a
three-way
match
and
we're
like
well,
you
have
to
like
this
is
this
is
a
proper
way
to
you
know,
take
a
PO
match.
It
ensure
it's
approved
right
to
to
push
those
segregation
of
Duties
and
proper
internal
controls
through
the
system.
So,
as
director
Oster
said
this
is
this
is
a
change
management
process.
I
This
is
behavioral
right,
so
we
I
mean
that
that
took
what
a
year
year
and
a
half
a
year
year
and
a
half
just
to
just
to
get
the
Department's
buy-in
to
just
understand
it.
To
really,
you
know,
really
stop
bitching
that
they
had
to
do
it
or
or
they
had
to
they
had
to
change
their
processes
versus
having
one
person
just
do
it
all
right,
because
that's
that
opens
yourself
up
for
fraud
if
somebody
has
complete
control-
and
that
was
another
thing
that
mccard
had
talked
about
right.
I
So
so
all
of
these
things,
like
I,
said
I
I,
give
the
the
former
you
know
Director
of
Finance
credit
for
pushing
forward,
even
though
we
were
pushing
this
uphill
with
not
a
lot
of
support,
so
you
know
moving
forward,
you
know
I.
You
know
this.
This
department
needs
your
continued
support
so
that
they
can
be
successful
and,
like
I
said,
the
the
politics
and
the
rhetoric
outside
has
just
got
to
stop
it's
just
not
a
stop.
B
Yeah
and
I
think
there's
a
lot
of
work
to
be
done
and
there's
a
lot
of
oversight
that
this
committee
will
continue
to
be
looking
into
as
I
think
councilor
cassett
identified
some
things
that
we
can
get
some
updates
I.
Think
councilor
Lindell
also
suggested
that
director
I
just
want
to
give
you
like
to
say
I.
We
do
need
to
kind
of
wrap
up
our
meeting
tonight,
but
just
want
to
give
you
a
moment
to
also
weigh
in
on
that.
A
Madam
chair,
thank
you
and
thank
you.
Counselors
I
I
would
like
to
take
that
time
to
thank
Stephanie
for
her
hard
work
and
her
dedication
to
the
city.
In
addition
to
this
project,
she's
been,
you
know,
a
a
supporter
of
the
city
in
many
ways
serving
on
the
audit
committee,
as
she
mentioned,
as
as
a
volunteer
for
a
number
of
years
and
I
I
will
say
that
this
process
that
we've
gone
through
as
we've
worked
on
this
report
together,
has
helped
me
learn
more
about
the
city
in
a
very
short
time.
A
It's
been
extremely
helpful
for
me
and
just
really
want
to
express
my
gratitude
to
Stephanie,
and
you
know,
I
I
think
that
the
collaboration
and
the
partnership
between
I.T,
finance
and
HR
and
all
divisions
of
the
city
is
essential
and
that
that
communication
is
critical
and
I
am
very
excited
to
work
with
my
colleagues
in
other
divisions
throughout
the
city,
as
we
continue
to
grow
our
use
of
the
munis
system
and
integrate
with
these
other
systems.
A
B
Thank
you
and
I
and
I
also
where
I
started
was
again.
Thank
you
Stephanie
for
sticking
sticking
out
and
you
know
really
all
the
all
the
different
levels
of
service
you've
given
the
city
in
your
tenure
here.
So
thank
you.
B
Okay
I
think
we're
gonna
move
on.
We
just
have
a
couple
more
things
to
get
through.
We
are
gonna.
Go.
We
don't
have
action
items
for
discussion.
We
do
have
introduction
of
legislation
hold
on.
Let
me
read
this:
we
are
introducing
a
resolution
establishing
city
of
Santa
fe's
priorities
for
consideration
by
the
New
Mexico
State
Legislature
during
the
56th
legislature,
state
of
New
Mexico
first
session
2023
again,
this
is
just
the
introduction
of
this
bill.
It
is
scheduled
for
finance.
B
Let's
see
it's
scheduled
for
quality
of
life
on
October
19th,
going
to
Public,
Works
and
utilities
on
October
24th,
coming
back
here
to
Finance
on
October,
31st
and
then
to
governing
body
on
November
9th.
So,
let's
consider
that
introduced.
We
do
not
have
an
executive
session
Matters
from
staff.
B
B
D
Then
I
asked
a
couple
meetings
ago
about
an
update
to
the
radio
information
and
where
it
was
at
my
understanding.
It
was
that
the
city
manager's
office,
is
it
still
there
or.
A
B
I
thought
what
we
do:
I
haven't
seen
that
either
I
thought
I'd
once
they
get
that
information
out.
You
and
I
can
visit
about
what
you'd
like
to
see
happen
with
it.
So
I've
just
been
waiting
for
the
same
information
you
have
been
and
then
we'll
figure
out
how
best
to
go
forward
with
it.
B
All
right
other
matters
from
the
committee
matterson,
the
chair.
Our
next
meeting
is
Monday
October,
31st
Halloween.
Thank
you.
Everyone
really
appreciate
the
questions
and
our
our
work
tonight.