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From YouTube: Finance Committee Meeting 10/3/22
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A
D
C
D
A
All
right,
well
I'm,
struggling
with
prime
gov.
Are
there
changes
to
the
agenda
from
the
committee.
A
Withdrawals,
fine,
all
right,
any
other
changes
to
the
agenda
changes
from
the
committee.
We
had
a
motion
to
approve.
Do
you
want
to
vote.
B
A
D,
okay,
anybody
else
all
right
can
we
get
a
motion
move.
A
Motion
in
a
second
to
approve
the
consent
agenda,
as
amended
all
those
in
favor
aye
aye.
Anybody
opposed
anybody
obtaining
that
motion
passes.
A
Okay,
all
right,
we
have
the
FY
21
audit
update
and
we
have
our
new
Finance
director
Emily
Oster
here
with
us,
as
well
as
Ricky
betterano
and
looks
like
Mr
beharano
is
approaching
the
podium
to
take
the
presentation.
Reigns
welcome.
F
Madam
chair
members
of
the
committee
good
evening,
I'm
happy
to
report
our
entrance
conference
for
both
the
fy21
and
the
FY
22
audits
will
occur.
This
Thursday
October
6th
at
9am
and
CLA
continues
to
work
judiciously
towards
the
to
actually
with
both
verifying
information
for
the
21
audit
to
present
to
the
Auditors,
as
well
as
cleaning
information
on
22.
F
and
CLA
and
CRI
CLA.
Being
the
accounting
remediation
and
audit
prep
contractor
CRI.
Being
the
actual
external
audit
firm
are
going
to
begin
to
work
together
very
shortly.
They've
already
been
in
contact
and
after
the
entrance
conference,
then
they'll
be
moving
forward.
Working
together
with
that
I
stand
for
questions.
A
Thank
you
for
being
here
appreciate
it.
Okay,
I
now
have
an
agenda.
We
move
on
to
the
Midtown
moving
forward.
We
have
the
economic.
We
have
a
presentation
on
the
economics
of
the
land
development
at
Midtown
presentation
series
we're
going
to
do
this
in
three
parts.
Tonight
is
Midtown
today,
The
Current
financial
status
and
we
have
rich
rich
brown.
That's
what
you
get
when
you
combine
yeah,
never
mind.
B
A
Of
economic
development,
director
and
admit,
perhaps
others
may
be
on
Zoom
events.
H
A
D
A
Okay,
we
have
it
to
go
on
screen
too
correct.
H
I
My
apologies,
I
just
rejoined
us
presenter.
D
B
A
A
Evening,
all
right
I'll,
let
you
take
it
from
there
director
Brown
thank.
H
You
man,
chair
good
evening
to
everyone
in
the
council
and
members
of
the
public
today,
as
Madam
chair,
remember,
what's
had
said
that
we're
going
to
talk
about
the
the
Midtown
land
economics
and
this
is
normally
a
90
to
100
slide
presentation,
but
we
wanted
to
break
it
up
into
three
parts
so
that
everyone,
the
public,
our
Intel
staff
and
the
policy
makers,
could
understand
what
we're
doing
in
this
process.
H
Keep
in
mind
that,
through
our
nine-step
resolution,
approved
development
plan,
part
of
it
is
understanding
the
land
economics
of
the
site,
as
you
say,
go
to
the
next
slide.
Please
so
just
to
look
back
as
we
look
at
this
development
of
the
site.
It
was
purchased
as
an
important
asset
from
there
if
the
goal
was
as
a
Community
Asset
that
we
can
develop,
and
what
we're
looking
at
now
is
the
potential
for
the
uses
of
moving
forward.
We
can
understand
the
potentials
for
the
uses
moving
forward.
H
If
we
understand
the
value
of
the
parcel,
there
are
a
lot
of
developers
who
will
not
necessarily
come
and
develop
an
empty
site,
that's
owned
by
a
city
if
there's
no
value
to
it
or
Improvement
to
it,
so
that
they
can
see
some
collaboration
or
financial
support
from
Municipal
Partners.
So
this
is
what
we're
we're
walking
through.
First
one
is
the
current
status.
The
next
presentation
will
be
on
one
second
tomorrow.
What
is
about
the
cost
of
Midtown?
And
then
our
third
presentation
will
be
of
a
city
Nick's
return
on
investment.
H
So
what
you'll
see
today
is
about
the
current
state
expenses,
the
revenue
Etc,
but
we
wanted
to
make
sure
you
knew
that
this
site
is
being
used
for
Community
purposes
sources
and,
while
you'll
see
a
lot
of
data
on
the
next,
probably
12
14
slides
it's
really
about
starting
up
this
development
process.
So
we
can
move
Midtown
forward.
So
the
next
slide,
please.
H
So,
as
we
know,
Midtown
is
a
highly
distressed
asset.
We've
had
a
lot
of
talk
about
the
word
blighted.
This
is
what
kind
of
distress
asset
means.
We
are
possibly
selling
the
property,
as
is,
but
at
the
same
time
we
don't
really
get
the
value
out
of
it
when
we
do
that,
and
so
as
we
build
this
master
plan
and
create
the
land
economics
as
the
city,
we
retain
a
lot
of
control
over
the
property
one
being.
How
do
we
address
our
housing
issues?
How
do
we
address
public
space
issues?
H
How
do
we
address
the
innovation
in
commercial
space
issues,
and
how
do
we
address
some
of
those
Legacy
Buildings
that
we
have
on
the
campus,
so
keep
it
as
a
property
that
we
will
learn
to
create
or
create
to
build
infrastructure?
Allow
us
to
have
a
control
moving
forward
as
we
dispose
of
parcels
addressing
housing.
These
are
new
sites,
Manama
Tara.
I
H
I
We'll
send
the
updated
version
right
after
the
presentation.
H
Apologies
next
slide,
Tina
I,
don't
know
if
Daniel
Hernandez
is
around.
A
H
It's
just
we
move
the
order
in
so
today's
agenda
is
about
the
Midtown
purchase
and
costs
the
current
revenues,
Property
Disposition
and
then
the
financial
self-sufficiency.
So
as
we
move
to
our
next
couple
of
meetings
and
reviews,
we
will
talk
through
these
pieces
around
the
economics
of
the
land
for
the
the
property
so
with.
I
One
yeah:
unless
Daniel
is
there
well
Daniel
has
not
arrived
okay
good
evening,
everybody
and
I
apologize
for
being
an
un
attached
voice
here.
So
if
anybody
wants
to
stop
me,
please
say
so
verbally
because
I
can't
see
you
we
I.
I
We
want
to
talk
to
you
today
about
the
types
of
costs
that
new
town
is
currently
incurring
and
to
to
give
some
context,
as
Ruth
said,
to
those
sort
of
big
story
of
the
land
economics,
and
in
doing
this
we
want
to
break
out
the
kinds
of
costs
and
talk
about
start
to
talk
about
midterm
Midtown
a
little
bit
as
a
real
estate
development
project,
as
well
as
a
Community,
Asset
and
Community
benefit.
So
we're
we're
looking
at
a
dual
track
here.
I
So
in
terms
of
looking
at
the
costs,
there
are
three
categories
of
costs
that
we
want
to
be
talking
to
you
about.
First,
are
the
the
interim
operating
or
folding
costs,
and
this
is
what
it
costs
to
manage
the
site
during
the
the
transition
from
having
the
Santa
Fe
College
of
Art
and
Design
close
down
way
going
through
all
the
planning
process,
and
this
involves
maintaining
the
Landscaping
doing
security,
repairing
buildings
paying
the
debt
service.
So
these
are
all
the
kinds
of
costs
that
the
city
is
incurring
on
a
monthly
basis.
I
Then
there
are
also
the
pre-development
planning
costs
and
this
is
to
prepare
the
site
for
the
rezoning
and
the
ultimate
disposition
or
sale.
So
this
is
the
work
that
we've
done
on
the
feasibility
analysis,
which
I'll
be
showing
you
in
two
weeks
on
the
17th
we'll
be
talking
about
financial
feasibility
and
what
the
return
will
be,
what
we're
projecting
the
return
to
be
on
land
sales.
We've
done
a
traffic
analysis,
we've
done
various
infrastructure
studies,
we've
done
a
lot
of
community
engagement
with
our
MEP
Partners.
I
There
is
the
legal
and
Land
Development
and
then
the
consultant
team.
So
this
is
the
work
that
we're
in
right
now
and
then,
finally,
there
will
be
Capital
costs.
These
will
be
the
costs
to
actually
prepare
the
site
for
redevelopment.
I
Excuse
me
that
will
include
upgrading
the
main
utility
infrastructure
systems
of
sewer
water
electrical
preparing
for
the
personalization
of
the
site
and
doing
some
small
amount
of
site
preparation.
That's
doing
environmental
assessment.
There
may
be
some
more
buildings
demolished,
we'll
talk
about
this
more
in
in
two
weeks
and
we'll
also
talk
about
how
we're
going
to
pay
for
a
lot
of
these
costs
a
little
bit
today
and
then
again
in
two
weeks.
I
So
Midtown
will
continue
to
incur
costs
for
several
years,
and
this
is
what
we
call
the
equity
investment
phase
of
a
real
estate
development
project,
where
the
investors
put
their
money
in
up
front
in
order
to
get
the
payback
return
later
on
in
the
process.
I
And
what
you
see
here
are
the
two
two
kinds
of
costs:
the
Blue
Line
are
the
operating
costs
and
again
what
it,
what
it
just
takes
to
turn
the
lights
on
Etc
and
then
the
red
line
are
the
pre-development
costs.
These
are
the
consultant
costs
yeah
the
various
kinds
of
studies
that
are
going
on
now
to
really
get
get
ready
and
get
prepared
to
do
the
work.
I
These
costs,
the
the
schedule
down
here,
is
an
estimate
of
the
timeline,
but
what
you
can
see
here
is
that
we're
really
at
the
peak
of
these
expenditures
and
some
of
these
operating
cost
numbers
include
costs
that
are
being
invested
in
buildings,
that
the
city
will
then
be
occupying
for
several
years.
So
some
of
these
Investments
are
not
because
the
city
has
to
just
like
fix
a
roof
or
something.
I
These
Investments
are
actual
improvements
to
buildings
that
then
the
city
will
be
able
to
utilize
over
the
next
few
years,
as
you
transition
out
of
the
current
sutiny
Hall
and
use
various
buildings
on
the
campus.
So
again,
this
is
why
these
costs
have
peaked
now
in
between
2020
and
2022,
and
why
you
see
them
start
to
decline
and
again
these
are
estimated
costs,
but
we
expect
everything
to
be
wrapping
up
in
a
just
a
few
years.
I
It's
important
to
remember
that
redeveloping
in
a
distressed
asset
like
Midtown
takes
time
and
that
one
of
the
big
things
that
we
need
to
do
I
include
myself
as
part
of
this
process,
but
the
city
needs
to
do
is
to
really
look
at
reducing
the
risk
of
future
development,
and
by
doing
that,
you
will
also
increase
the
value
that
you
will
be
able
to
achieve.
I
So
the
less
risk
is
associated
for
future
developers,
the
more
they're
going
to
be
willing
to
pay
for
the
land,
and
then
the
other
thing
is
that
all
of
the
planning
that's
taken
place.
The
rezoning
process
that
we're
going
through
now,
the
testing
of
the
infrastructure
systems
to
see
where
the
weaknesses
are
and
where
improvements
need
to
be
made.
The
Environmental
Testing.
All
of
those
things
are
all
the
kind
of
planning
that
any
kind
of
developer
would
have
had
to
do
so.
I
I
Place
but
once
the
city
decided
to
part
ways
with
the
master
developer
by
stepping
in
and
immediately
taking
on
doing
this
process
and
taking
on
the
rezoning,
the
city
has
accelerated
the
development
process.
If
the
city
had
tried
to
sell
the
land
waited
for
a
developer
gone
through
those
steps
again,
the
the
timeline
would
be
extended
and
much
more
uncertain.
Now,
there's
a
lot
of
certainty
built
into
the
process
and
again
just
having
more
certainty
is
something
that
builds
value.
The
city
is
already
moving
forward
with
projects
and
up
some
Property
Disposition.
I
There
are
several
requests
for
interest
or
requests
for
proposals
that
will
be
going
out
on
some
of
the
low-hanging
fruit
at
Midtown.
Some
of
this
is
land
that
will
be
going
to
affordable
housing
developers,
and
some
of
it
are
buildings
that
we
know
that
Community
groups
are
already
interested
in,
so
the
city
is
already
positioning
itself
to
start
to
move
property
out
of
the
city's
control
even
starting
later
this
year,
and
all
of
this
activity
and
moving
forward
will
continue
to
increase
the
certainty
and
reduce
risk
for
for
future
developers.
I
As
rich
said
by
showing
that
the
city
is
a
strong
and
viable
partner,
so
in
trying
to
understand
midtown's
current
net
operating
income
and
net
operating
income
is
the
standard
real
estate
way
of
approaching
an
asset
like
this.
Where
you
look
at
the
revenues
and
then
you
subtract
the
costs
and
you
get
your
net
operating
income.
I
But
this
is
a
bit
challenging
in
the
Midtown
case,
and
we
know
that
people
have
been
asking
for
this
information
for
a
while
and
it's
taken
time
and
the
great
assistance
of
many
City
staff
people
to
be
able
to
compile
this
information,
because
Enterprise
is
not
run
as
an
Enterprise
Fund.
In
other
words,
all
the
revenues.
All
the
costs
are
not
maintained
as
a
single
fund,
but
they
are
counted.
They
both
the
money
spent
and
the
money
earned,
goes
into
the
general
fund.
I
So
what
we've
done
here
is
captured
both
the
costs
and
the
revenues
since
2018..
I
One
of
the
big
categories
is
the
abstaining
or
holdover
debt
that
was
incurred
when
the
city
initially
purchased
the
property
in
2009
and
then
invested
in
many
of
the
buildings
in
over
the
next
few
years.
In
partnership
with
the
Santa
Fe
College
of
Art
and
Design,
so
these
numbers
are
approximate,
but
what
we
were
seeing
approximately
at
the
end
of
2022
excuse
me:
2021
was
about
22
million
dollars
still
outstanding.
I
The
amount
of
debt
that
has
already
been
repaid
is
about
17
million
and
right
now
the
bond
payments
would
go
out
through
2039.
foreign.
I
I
So
these
are
the
operating
expenses
and
again
we
thought
it
was
important
for
you
to
be
able
to
see
what
these
look
like.
You
received
that
service
on
here,
and
this
again
is
an
annual
estimate.
I
These
pre-development
costs.
These
are
the
consultant
costs
and
money.
That's
being
paid
out
right
now
to
again
position
the
property
to
be
planned
through
the
zoning
process
and
to
create
the
master
plan
to
reflect
the
community's
goals
and
objectives
so
that
as
the
sale
and
disposition
process
happens,
it
happens
in
an
orderly
way.
I
Then
we
have
all
these
operating
costs
the
contracts
and
again
these
are
for
maintenance.
The
the
biggest
cost
in
here
is
the
building
the
amount
that's
being
been
invested
in
buildings
to
again
upgrade
them
maintain
rooves,
maintain
the
heating
and
cooling
systems
be
sure
the
water
pipes
are
all
running
because
if
you
don't
invest
like
that,
the
buildings
will
be
much
more
expensive
to
bring
back
up
to
use
when
they
are
ready
to
be
used
used.
A
A
I
You
interesting,
it
appears
differently
on
my
screen,
so
thank
you
for
stopping
here's.
The
total
income,
the
city
has
been
very
entrepreneurial
in
terms
of
renting
out
space.
Most
of
the
income
is
coming
from
the
film
the
use
of
Garson
studio
and
the
other
buildings
and
the
Garson
Studio
people
are
using
all
kinds
of
buildings
for
all
kinds
of
purposes.
They
don't
use
the
same
things
all
the
time,
so
these
numbers
do
fluctuate
and
then
there
are
other
several
other
users
who
are
paying
also
paying
for
buildings.
I
So
again,
these
these
revenues
do
vary
from
year
to
year,
but
you
can
see
that
they've
gone
up
over
time.
The
other
thing
that's
happening
is
that
the
city
is
using
various
of
these
buildings
for
other
purposes.
I
Mouton
Hall
is
being
used
for
City
Administration
by
the
it
group
student,
housing,
Building,
A
and
B
is
being
used
as
to
shelter,
displaced
residents
from
railroad
flats,
and
then
the
administration
building
is
being
used
by
on
the
fire
department.
An
emergency
services
and
the
library
is
using
some
of
the
annex
for
storage
space.
I
So
if
the
city
had
to
pay
for
these
uses,
if
they
had
to
lease
this
space
on
the
open
market
or
had
to
rent
a
hotel
or
an
apartment,
build
an
apartment
unit
to
house
these
displaced
residents,
the
city
would
be
spending
about
6.6
million,
more
dollars
of
its
general
fund
to
accomplish
these
same
objectives.
So
the
city
again
is
being
very
mindful
of
the
way
that
you're
utilizing
the
asset
that
you
have
available
to
you.
B
I
I
So
what
we
have
here
is
the
the
combination
of
the
direct
income
and
the
cost
savings
which
are
both
benefits
to
the
CD's
General
funds.
So
these
are
the
direct
revenues
on
this
top
line
here.
Can
you
all
see
my
cursor?
I
Yes?
Okay?
Great,
so
you
can
see
that
in
in
fiscal
year,
2022
approximately
that
the
revenues,
if
you
include
both
your
cost
savings
and
the
direct
income-
are
about
2.9
Million
Dollars.
However,
the
operating
costs
are
are
high,
so
the
net
the
net
operating
income
I'm,
sorry,
the
the
I'm.
Sorry,
these
are
the
this
bottom
line.
Here
is
not
shouldn't
be
here:
it's
a
noi
after
cost
savings,
I
think
the
cost
savings
were
factored
into
the
revenue.
I
Yes,
yes,
this
ignore
this
bottom
line.
I
apologize,
I
meant
to
remove
that
and
I
do
the
Blue
Line
the
net
operating
income
income
shows
the
the
amount
that
the
city
is
spending
on
it
from
the
general
fund
right
now
to
cover
the
cost
of
both
operating
and
planning
for
Midtown.
I
I
I
If
the
developer
had
had
to
do,
it
would
have
taken
a
long
time
and
because
they
would
have
had
to
First
negotiate
a
deal
with
the
city
through
an
exclusive
negotiation
agreement,
and
then
they
would
have
had
to
go
through
this
rezoning
process
and
then
developed
a
final
develop
and
a
disposition
agreement
so
right,
so
the
city
has
jumped
right
to
the
rezoning
and
we'll
again
be
able
to
start
to
carva
off
and
sell
put
out
for
this
position,
various
parts
of
the
site
even
starting
later
this
year.
I
So
again,
we
already
spoke
to
this
slide,
but
I
wanted
to
remind
you
again
that
that
the
costs
are
high
right
now,
because
we're
in
the
thick
of
the
planning
and
also
in
the
thick
of
preparing
buildings
for
the
city's
reuse,
but
also
later
this
year,
we
will
start
to
see.
We
will
be
better
able
to
start
to
predict
when
the
sale
revenues
will
start
to
come
in
and
we're
going
to
talk
about
that
more
in
two
weeks.
I
That
will
be
one
of
the
Focus
points
of
the
conversation
in
two
weeks,
so
just
again
to
foreshadow
a
little
bit
about,
what's
coming
up
in
two
weeks
that
there
will
be
a
number
of
sources
and
uses
of
funds
for
this
site
for
the
holding
and
operating
costs.
I
Much
of
this
is
coming
out
of
the
city's
General
funds,
as
we've
already
discussed,
but
Regina
wheeler
and
her
team
have
already
procured
about
a
million
dollars
in
Grant
funds
from
the
state
to
continue
to
help
to
pay
for
some
of
these
holding
and
operating
costs,
and
there
are
a
lot
of
Grants
from
federal
government
right
now
on
infrastructure.
So
we're
seeing
that
these.
I
These
sources
being
available
for
all
of
these
kinds
of
costs,
the
CD
will
will
likely
use
bonds
either
a
gross
receipts,
tax
or
general
obligation
bond
to
help
pay
for
some
of
the
capital
costs,
and
we've
been
doing
some
projections
on
GRT
bonding
and
we'll
be
able
to
come
back
to
you
on
that
a
little
bit.
We
don't
have
all
the
final
final
information,
because
this
is
going
to
play
out
over
a
number
of
years,
but
we
want
to
show
you
some
preliminary
modeling
that
we've
done
on
this.
I
The
developers
will
reimburse
for
some
of
these
Capital
costs,
particularly
for
the
sewer
and
water,
and
they
will
be
responsible
for
working
out
direct
agreements
with
pnm
on
the
electrical
system.
So
so
some
of
the
costs
that
the
seating
will
lay
out,
potentially
even
through
some
of
this
Bond
money,
will
be
upfront
costs
which
will
be
then
reimbursed
over
time.
I
We've
already
talked
about
the
lease
and
avoided
costs
and
then,
of
course,
land
sales
will
come
into
play
as
we
start
with
business
position
process.
So
while
we
don't
have
all
of
the
numbers
here
right,
this
minute,
we'll
be
talking
about
these
numbers
in
Greater
detail
in
two
weeks,
but
I
just
wanted
to.
Let
you
know
that
we
have
our
eye
on
this,
and
this
is
where
we're
going
and
then.
I
Finally,
the
the
key
thing
to
really
underscore
here
and
again,
we'll
talk
about
this
more
in
two
weeks,
is
that
land
sales
are
going
to
provide
the
the
bulk
of
the
revenue
for
for
the
reimbursement
for
the
outlay
of
cost.
At
the
same
time,
the
seating
will
be
getting
access
to
certain
building
assets
like
the
library
and
the
theater.
I
That
would
never
have
been
built
new
like
they
are
particularly
the
theater,
so
it'll
be
really
exciting
to
be
RFP,
to
put
this
out
for
an
RFP
later
in
the
year
to
give
community
members
a
chance
to
have
access
to
an
asset
like
this,
which
is
very
scarce
and
hard
to
come
by
and
they're.
The
interest
in
the
film
studio
is
heating
up
and
we're
hoping
that
there'll
even
be
some.
Some.
I
Tours
of
this
facility
coming
and
again,
affordable
housing
is
a
huge
issue.
We
are
all
aware
of
this
and
there
are
two
Parcels
that
have
already
been
earmarked
for
affordable
housing,
so
the
First
new
construction
that
will
happen
on
the
midterm
site
is
anticipated
to
be
affordable
housing.
I
So
the
tan
again
here
is
mostly
where
there
are
existing
buildings
that
can
either
be
sold
for
what
we're
hoping
is
a
good
profit
which
includes
the
film
studio,
complex
here
and
then
buildings
that
will
be
Community
assets
that
the
community
will
be
able
to
take
advantage
of
early
on,
including
the
theater,
the
library
and
these
Parcels
that
we'll
be
going
for,
affordable
housing.
I
So
again,
we'll
be
back
with
you
on
October
October
17th,
to
talk
more
about
the
the
red,
the
the
land
sales,
the
sort
of
long
longer
term,
looking
forward
projection
here,
a
little
bit
more
about
the
management
and
ongoing
cost
of
that,
and
then
on
the
the
31st
we'll
be
talking
about
the
again
about
the
public
policy,
the
community
benefits
and
some
of
the
other
aspects
of
the
site.
So
I'm
going
to
stop
sharing
my
screen
there
and.
A
So,
and
just
so
you
know,
Daniel
Hernandez
has
joined
us
in
the
chamber,
great
yeah
in
case
you
were
not
aware.
Maybe
maybe
somebody
texted
you
that.
A
H
That
that's,
including,
as
we
said
there,
are
two
more
presentations
coming
up.
This
was
the
first
one
of
three
and
so
thank
you.
Miss
Belzer
for
walking
through
those
those
slides
and
we
stand
for
questions.
Mr
Hernandez
is
here
and
he
can
join
in
the
question
and
answer
periods.
I
B
H
Madam,
chair,
councilman
Dell,
we're
not
using
the
city
library
right
now,
but
vital
spaces
is
leasing.
An
NX
of
the
library
I.
C
I
City
is
using
space
there
for
store.
The
Library
System
is
using
speed
a
lot
of
space
there
for
storage.
Actually,
the
vital
spaces
is
paying
rent,
and
so
they,
their
rent,
is
in
this
number
and
the
rest
of
this
number.
This
big
56
000
square
feet
is
actually
all
being
used
for
storage.
C
H
Well,
there's
a
lot
of
Art
and
assets
in
ffe
in
the
in
the
library.
But
another
analogy
is
we
have
a
storage
facility
at
the
midtown
midtown,
the
the
rail
yard
Market
station,
where
we're
storing
all
kinds
of
files,
but
I
don't
know
specifically.
What's
there
and
I
have
to
ask
Miss
kamiyama
from
the
arts
and
culture
Department
what's
being
stored
there,
but
I
know
we
have
lots
of
assets
that
are
that
are
at
the
library
right
now
that
are
being
stored.
C
H
They're
they're
a
mentor
Council
together,
probably
I'd,
say
2
500
a
month
or
their
lease.
It's
a
personal
number
if
the
largest
part
is
is
the
is
the
avoided
cost
of
storage?
It's
not
vital
spaces.
At
the
same,
let.
I
H
C
C
Those
are
problematic,
they
just
don't
make
sense
to
me
and
let.
I
Right,
my
my
colleague
did
the
did
the
research
on
this
and
because
I'm
sharing
my
presentation
with
you
I,
don't
have
a
way
to
communicate
with
her
directly
I
apologize.
D
Villarreal.
Thank
you,
madam
chair
yeah,
that
those
kind
of
numbers
it
is
confusing
if
we
could
just
get
an
understanding,
because
that's
the
largest
amount
of
what
we're,
what
we're
stating
so
yeah.
That
was
that
wasn't
my
question.
But
I
just
agree
with
councilor
Lindell
I
had
a
question
it's
hard
for
me
to
figure
out
which
slide
to
go
to,
but
the
one
that
had
to
do
with
hold
on.
Let
me
find
it.
D
I
Start
the
cost
2018.
D
D
I
Yes,
this
is
the
one,
for
this
is
the
one
slide
that
changed
between
those
two
versions
that
you
have
right,
so
we
just
updated
and
refined
this
one
a
little
bit
further.
D
I
They
could
these
are
these
are
kind
of
overlapping
and
they
could
be
put
once
you
get
those
land
sale
revenues.
You
can
basically
use
them
for
anything
that
the
CD
prioritizes.
These
are
unrestricted
funds.
So
that's
another
real
benefit
of
these
land
sales
is
that
they
are
unrestricted
funds,
so
you
can
use
them
for
Capital
costs.
You
can
use
them
for
operating
costs
or
you
can
use
them
for
pre-development
costs.
So
that's
why
we
indicated
that
this
could
be
the
case.
D
I
And
then
the
general
fund
costs
again
the
the
the
the
reason
that
that's
been
checked
for
the
General
funds
is
because,
if
you
do
issue
a
risk
receipts
tax
or
a
general
obligation
bond
that
those
bonds
will
be
against
all
of
the
cities
of
revenues,
not
just
revenues
generated
from
Midtown
and
they
would
be
paid
back
out
of
the
city's
general
fund.
That's
generally
how
you
pay
back,
because
the
gross
receipts
tax
come
into
your
general
fund
and
then
they
get
paid
out
through
your
general
fund.
I
Different
sources
are
sort
of
overlapping,
so
the
general
fund
would
be
getting
Revenue
in
that
would
be
then
going
to
pay
back
bonds.
Bonds
are
not
a
a
revenue,
Source
they're,
a
way
of
borrowing
money.
So
these
if
the
bonds
are
a
little
bit
of
a
outlier
here,
they're
not
the
same.
All
of
the
rest
of
these
represent
actual
Revenue.
D
Got
it
okay
and
then
the
other
question
I
had
was
that
row
per
grants
and
if
we
had
have
applied
for
Grants,
currently
yep.
I
For
Gramps
and
you've
received
from
a
confirmation
you
can
get
the
Grant
from
the
state
and
you're
waiting
for
the
audit
to
be
finished
and
then
you'll
start
getting
Grant
revenue
and
I
believe
there's
about
a
million
dollars.
H
The
grant
is
considered
icip
and
so
I
originally
requested
50
million
dollars,
but
it
was
the
shaped
down
to
about
a
million
in
our
icip
coming
up.
That
was
one
of
the
priorities
that
you
approved
moving
forward.
So
once
the
audit's
done,
people
are
hoping
to
receive
that
Grant,
a
property
expense.
D
Okay
and
then
the
other
question,
there's
a
lot
of
funding
from
what
I
hear
at
the
state
level
for
grants
that
will
cover
or
support,
affordable
housing
initiatives
and
I'm
wondering
if
we've
looked
into
that
to
see
if
Midtown
could
be
eligible
for
those
funds.
H
H
Help
we
haven't
looked
at
them
yet,
but
as
we
look
at
Midtown
as
an
opportunity
Zone,
that's
where
you
can
bundle
it
up
to
allow
for
that,
because
it's
a
high
vulnerability
index
location,
so
affordability
and
affordable
housing.
It's
another
way
to
look
at
getting
State
Grant
funds
separate
from
this
Capital
expense.
Okay,.
D
I
guess
I'm
just
thinking
of
the
newly
appropriated
funds
that
they
I
don't
know
what
the
amount
is,
but
it's
pretty
hefty
that
the
state
allocated
for
jurisdictions
to
tap
into
and
I'm
just
curious.
If
we've
looked
into
that
to
see
if
we
can
be
eligible
for
ways
to
offset
our
costs
for
affordable
housing
initiatives
and
development
and.
H
We
have
it,
I
can
have
Mr
Hernandez
speak
to
it,
but
I
think
we
will
once
we've
figured
out
our
but
I
think
she
had
a
slide.
That
said
to
phase
one
phase
two,
once
they
figure
out
our
housing
disposition
strategy,
we
will
put
that
as
a
part
of
the
RFP
to
say
that
as
a
city
collaboration
we'll
call
it
public-private
funding,
that's
one
way
that
we
will
be
able
to
pursue
it
with
them.
Whoever
the
developers
are.
D
That
we
would
apply
for
those
funds
in
Partnership.
Okay,
all
right,
I
think
that's
all
I
have
for
now
thanks
Madam
chair.
Thank
you.
G
Thank
you
so
much
Madam
chair,
thank
you.
Everyone
for
being
here
for
this
series
of
land
economics.
I
did
have
some
questions.
If
we
can
look
at
the
dispositions
first
of
all,
they
say:
2022
dispositions
and
we
are
at
the
last
quarter
of
2022.-
are.
K
The
the
rfts
will
go
out
this
year,
hopefully
within
the
next
few
weeks,
the
three
that
are
listed
there
will
they're
they're
drafted,
actually
we're
just
waiting
to
continue
final
comments
on
them
from
purchasing
legal,
but
they
should
be
going
out
within
the
next
few
weeks.
K
The
actual
disposition
probably
won't
happen
until
next
year,
because
they're
going
to
be
doing
their
analysis
on
the
buildings
and
putting
their
budgets
together
for
both
renovating
renovating
the
building
and
then
they're
operating
budgets
for
income
from
tenant
leases
that
they,
for
example,
the
visual
arts
center
and
then
programming
at
the
Performing
Arts
Center.
So
we'll
want
to
see
and
negotiate
the
capital
budgets
and
the
operating
budgets
to
determine
the
disposition
price.
Okay,.
B
G
Then,
for
the
visual
and
we've
discussed
a
little
bit,
the
Production
Studio,
but
for
the
visual
arts
center,
the
Performing
Arts
centers
are
we,
you
know,
there's
this
conversation
about
this
access
to
community
assets
and
I
know.
This
has
frequently
been
a
conversation
with
everything.
G
Midtown
is
how
do
we
balance
both
the
the
city's
economic
needs,
as
well
as
what
we
would
like
to
see
in
terms
of
benefit
for
the
community
and
and
really
making
sure
that
the
visual
arts
center,
the
Performing
Arts
Center,
is
something
that
can
be
accessed
by
by
the
entire
community
and
not
just
people
who
have
a
lot
of
money.
So
I
am
I'm
curious
how
those
rfps
of
to
what
extent
we
can
discuss
them
at
this
time
are
really
being
drafted
and
how
we
are
going
to
be
balancing
that
component.
G
K
K
These
were
to
lack
of
better
words,
low
hanging
fruit,
meaning
that
we
can
then
directly
address
that
level
of
burden
on
the
operating
expenses
by
releasing
and
getting
these
buildings
back
into
into
reuse,
and
that's
one
clear,
Financial
objective
that
we
have
in
releasing
these
early
projects.
Second,.
B
K
Is
is
the
community?
You
know,
engagement
process
told
us
a
lot
about
what
the
priorities
were
and
what
will
bring
people
to
Midtown
over
time,
so
we're
seeing
these
assets
as
the
the
assets
to
bring
people
back
to
in
live
in
Midtown,
to
create
a
market
interest
in
Midtown
for
the
developers
and
then
for
the
community
to
have
them
as
resources,
so
we're
thinking
of
them
as
Civic
resources
and
the
way
that
the
rfps
are
framed.
K
As
you
know,
what
will
bring
the
public
here
at
a
full
spectrum
of
the
public
and
and
the
type
of
programming
and
tenancy?
That
would
do
that,
and
it's
also
clear
in
the
RFP
that
the
city
does
not
anticipate
funding
ongoing
operating
expenses.
So
their
budgets
have
to
basically,
you
know,
run
in
the
run
in
the
black,
so
that
the
the
tenancy
is
varied
from
affordable
space
to
market
rate
space
so
that
they
can
set
internally
subsidize
the
operating
budget
student
spaces.
G
K
G
For
the
visual
arts
center
that
that
makes
sense,
you
know,
there's
spaces
that
people
would
rent
and
you
know
kind
of
similar
to
how
we
do
with
portable
housing.
One
of
the
more
expensive
housing
is
subsidizing.
The
the
more
affordable
housing
with
the
Performing
Arts
Center-
and
maybe
this
is
this-
is
a
question
for
the
applicants.
But
how
is
that
achieved
in
terms
of
really
you
know?
G
We
we
frequently
talk
about
Santa
Fe
as
an
art
city,
but
the
access
to
the
Arts
is
we
don't
really
have
Equitable
access
to
the
Arts
and
really
seeing
how
Midtown
can
be
an
opportunity
to
provide
that
more
Equitable
access
and
so
I'm
curious
if
the
Performing
Arts
Center,
how
that
begins
to.
K
It
describes
pretty
much
the
same
scenario
as
that
mixed
pricing
would
in
the
visual
arts
center,
meaning
that
we
want
the
respondent
to
outline
a
program
or
programming
approach
that
would
have
high-end
programming
so
that
they
can
pay
operating
expenses,
but
also
include
community-oriented
events
as
well,
so
that
would
then
be
charged
less
so
that
again
trying
to
figure
out
what
that
balance
is
in
their
programming
so
that
it
runs
the
full
spectrum
of
really
Community,
focused
kind
of
events
and
then
higher
end
that
can
actually
help
to
help
the
organization
to
pay
operating
expenses.
K
G
Thank
you
and
I
guess
that
does
you
know
make
sense
when
I
purchasing
tickets
to
show
yeah
and
I'll
be
I'll,
be
curious
to
see
you
know
what
what
those
look
like
with
those
applications-
and
maybe
there
are
some
additional
creative
ideas.
G
Are
we
planning
on
with
these?
You
know
with
the
railroad
we
always
kind
of
talk
about
this
really
interesting
Dynamic,
where
I
believe
we
own
the
land
and
then
they
own
the
build
things
so
with
with
Visual
Arts
and
the
Performing
Arts
centers.
Are
we
looking
at
you
know
kind
of
this
combination,
or
are
we
hoping
to
actually
sell
off
the
land?
At
this
point,
the.
K
K
G
And
then
I'm
not
for
these
pieces
in
particular
I
know
that
there's
a
lot
of
conversation
about
the
you
know,
Ingress
and
egress
from
the
site
and
I
know,
there's
a
lot
of
concern
from
the
community
about
the
site.
Do
you
have
you
seen
that,
as
part
of
these
conversations
with
potentially
interested
parties
of
really
this
a
question?
G
You
know,
but
but
we
have
to
do
a
lot
of
work
to
increase
the
value
of
the
property
and,
with
these
going
early,
some
of
these
early
projects
that
maybe
were
not
already
at
the
place
where
the
full
planning
of
the
Ingress
and
egress
and
the
parking
and
the
infrastructure
and
all
these
other
components
are,
are
coming
into
play,
and
so
how
do
we
start
to
take
that
into
consideration
with
some
of
these
early
dispositions.
K
The
good
news
is,
there's
existing
parking
on
the
site
so
for
these
early
projects
will
allow
them
to
use,
for
you
know
a
particular
period
of
time,
the
ons
on
certain
the
surface
parking
areas
that
are
available
to
them
for
their
events.
K
Regarding
the
conceptual
access
points
that
were
drawn
into
the
master
plan,
I
mean
the
property
adjacent
property
owners
that
we
spoke
to.
There's
a
few
that
didn't
agree
with
us,
but
one
they're,
just
conceptual,
and
it's
a
common
practice
to
actually
includes
conceptual
connections
on
Master
plans
at
this
scale.
K
But
we
figured
we
don't
want
to
rub
people
the
wrong
way,
so
we
took
them
off
that
we're
taking
them
off
the
plan
and
just
generally
putting
arrows,
but
property
owners
who
are
fairly
skilled
developers
will
recognize
the
importance
of
connectivity
and
making
connections
to
their
properties,
particularly
when
we're
building
a
home
marketplace
right
at
Midtown.
There
is
every
reason
to
assume
that
they
would
want
to
take
advantage
of
that
Marketplace
in
consumers
that
will
be
living
working
at
Midtown,
but
so.
H
So
I'll
add
that
keep
in
mind
the
properties
posted
theater
and
and
the
visual
Center
will
take
a
couple
of
years
to
improve,
so
there
will
be
ongoing
infrastructure
going
on
before
the
doors
open.
The
lights
are
on
and
people
are
on
stage.
So
there's
a
little
bit
of
time
lagged
where
we
can
currently
can
work
on
the
infrastructure,
while
the
buildings
are
being
improved.
I
I
will
just
add
that
we've
tested
all
the
infrastructure,
sewer
water
traffic,
everything,
and
we
know
that
there
is
the
capacity
right
now
in
those
systems
to
accommodate
these
early
uses.
G
Wonderful,
thank
you
and
then
just
my
last
question.
It
you
know
discussing
the
you
know:
continued
costs.
We
have
an
estimated
zero
at
FY
26..
B
K
B
I
No,
but
the
operating
cost
that
the
city
is
incurring
will
will
drop
considerably
by
2026,
so
you
won't
be
doing
the
pre-development
planning
and
hopefully
there'll-
be
enough
Revenue
coming
in
to
cover
the
operating
costs,
but
the
land
sales
will
continue
beyond
that
date.
Right.
Okay,
the
other
thing
too
is.
K
G
All
right,
thank
you,
I
believe
those
are
all
my
questions
for
now.
Thank
you
all
again.
So
much
counselor.
C
Lindo.
Thank
you
on
my
slide
deck
on
the
page
Midtown
current
operating
expenses.
I
So
many
things
to
click
here:
okay,
let's
see
current
operating
expenses.
C
C
I
I
Although
it
it
has
been
less
in
2018,
as
somebody
pointed
out,
I'm
much
more
through
2020
and
2021,
and
our
our
work
is
winding
down
most
of
it
and
there
will
be
some
more
engineering
costs
going
forward,
but
the
planning
costs
will
wind
down.
H
C
I
H
I
Right,
the
pre-development
costs
correct.
H
B
H
G
B
C
Back
to
current
operating
expenses
so.
C
C
Okay,
that
all
divides
out
to
you,
wouldn't
you
wouldn't
be
satisfied
if
I
didn't
say
it
to
a
very,
very
sizable
number,
every
day,
probably
over
eleven
thousand
dollars
every
day,
365
days
a
year,
no
Sundays
off
no
holidays
off.
So
that's
that's
a
lot.
A
lot
of
money
I'll
yield
the
tour.
A
D
A
So
if
you
could
make
changes
so
that
this,
what
you
send
us
is
accurate
based
on
what's
been
discussed,
I
I,
don't
think
it
does
us
any
good
to
have
a
slide
deck
tonight.
That
we
have
to
go
back
and
forth.
Is
that,
okay
with
the
committee,
okay,
yeah.
F
Rivera
I,
don't
know
assume
it's
possible,
but
is
it
can
we
get
the
slide
deck?
That's
updated
in
Prime
gov
for
this
meeting,
so
the
public
has
an
opportunity
to
see
what
was
displayed
tonight,
sure
or.
H
B
Chair
I
did
publish
to
the
public
okay
yeah.
L
A
F
A
B
M
M
M
H
I'm
going
to
ask
Miss
Belzer
if
she
could
think
for
that,
I
I
would
have
an
answer
if
I'm
making
that
assumption
Mr
Garcia
just
because
there
are
costs
these
are
costs.
They
would
have
to
incur
probably
more
because
we're
internal
staff
but
I'll,
ask
Ms
bills
or
if
she
could
speak
to
that
or
maybe
Mr
Hernandez
has
worked
on
development.
I
Well,
hearing
nothing
from
Mr
Hernandez
I
would
say
that
this
1.7
million
dollars
includes
a
lot
of
work
that
a
developer
would
have
done
had
they
been
willing
to
take
on
the
the
property,
but
the
all
of
the
development
proposals
that
that
the
city
received
going
through
the
master
developer
process
did
require
and
the
master
developer
that
was
selected
asked
for
a
very
large
subsidy
to
help
them
undertake
these
costs
and
do
some
of
these
same
kinds
of
Capital
Improvements,
so
the
city,
more
or
less
would
have
been
requested
to
pay
all
these.
I
Potentially
these
very
similar
costs.
But
instead
what
happened?
Was
the
developer?
Looked
at
the
deal
and
said
we
don't
want
to
pay
those
costs,
so
the
city
is
going
ahead
and
paying
the
costs
in
order
to
again
maximize
the
land
value
and
really
be
able
to
leverage
the
Midtown
campuses.
The
community
benefit
that
it
is
so
I
think
without
this
kind
of
planning
activity
and
without
the
rezoning,
the
development
that
is
anticipated
through
the
master
plan
would
could
not
have
gone
forward.
I
K
D
K
Say
yes,
I
mean
we
don't
know
what
that
we
don't
know
what
would
have
happened,
but
because
we're
not
in
that
situation
anymore.
But
in
order
for
a
government
to
be
a
good
partner
in
a
project
at
this
scale,
there's
an
event,
there's
always
going
to
be
an
investment
that
the
city
is
going
to
take
on
whether
it's
staff
Consultants
one
of
the
things
that
was
very
clear,
is
that
the
city
needed
additional
capacity
in
order
to
engage
the
private
Market
in
a
project
at
this
scale.
K
So
we
had
already
sent
out
the
rfps
for
land,
economics
and
site
planning
and
myself,
and
we
knew
in
order
to
engage
the
developer.
We
all
worked
with
that
developer
until
probably
hit
they
walk
out
system
where
them,
but
one
of
the
things
that
we
heard
very
loud
and
clearly
was
that
the
city
needs
to
do
a
little
bit
more
investment
to
get
this
property
up
and
running
in
order
to
get
redeveloped,
particularly
since
there
was
such
a
huge
layer
of
interest
in
the
public
benefit
of
the
project.
K
K
We've
created
a
master
plan,
the
community
development
plan
that
actually
begins
to
control
into
the
future.
What
the
public
wanted
and
saw
the
site
as
a
public
benefit,
so
I
believe
that
the
cost
would
have
probably
been
the
same
at
the
end
of
the
day,
but
again
we're
not
in
that
situation,
but
in
order
to
be
a
good
partner.
This
is
what
cities
have
to
invest
in.
M
Thank
you.
Mr
Hernandez
I
really
appreciate
that
going
through
the
community
engagement
process,
there
are
several
locations
of
the
property
that
the
public
expressed
their
desire
to
ensure
it
was
maintained.
With
that
you.
A
M
The
library,
Greer,
Garson
and
I'm
very
surprised
to
see
that
we
want
to
celebrate
Garson.
It
seems
like
that's
their
first
approach,
we're
going
to
put
out
an
RFP
which,
from
my
review
of
the
community
engagement
feedback,
That
Never
Was,
a
request
of
the
public
was
to
sell
their
performance
art
space.
M
So
my
question
is
out
of
those:
we've
got
three
locations:
visual
Performing
Arts
Center,
the
Visual
Arts
Center
performance
Center
and
the
Production
Studio
production
Lots
that
we're
hoping
to
sell
this
year.
M
One
the
public
has
never
asked
for
the
property
be
disposed
in
that
manner.
I
think
they're
going
to
be
very
surprised
to
hear
that
some
of
these
locations
are
wanting
to
be
sold.
Secondly,
to
the
production
Lab
Studio,
it
was
stated
that
it
brings
in
a
revenue
of
1.2
million
dollars
a
year
in
previous
meetings.
There
was
statements
of
us
investing
more
money
into
the
studio.
M
M
Why
would
we
sell
such
a
great
investment
and
I
I'm?
Just
what
is
the
reason
and
justification,
because
the
public
has
never
asked
for
it?
I,
don't
think
the
governing
body
has
been
ever
given
that
approval
to
sell
it.
So
where
is
the
justification
to
sell
these
three
or
dispose
of
these
three
locations.
K
Occasional
process
on
sale
versus
lease,
the
comments
were
really
focused
on
making
sure
that
whatever
happens
at
the
site,
we're
in
the
public
interest.
So
in
programming
at
VA
at
the
visual
arts
center
there
was
Community.
It
was
the
preservation,
stabilization
and
enhancement
of
community
arts
and
culture
versus
commercial
arts
and
culture,
I'm,
sorry,
and
so
that's
again,
written
into
the
RP.
That
was
their
objective
now,
whether
we
get
that
through
a
sale
or
purchase,
is
to
be
determined
through
the
RFP
process.
K
So
presupposing
too
much
on
the
marketplace
really
begins
to
constrain
the
responses
that
we
can
get
so
we're
saying
sailor
lease,
but
whatever
benefits
the
project
and
the
city,
the
city,
meaning
the
public
interest.
So
again
we
don't
want
to
constrain
before
we
even
get
out
the
door.
We
want
to
see
what
kinds
of
responses,
if
someone's
saying
thank
you
for
a
sale
purchase.
We
don't
really
care
about
public
programming.
Well,
clearly,
they're
not
going
to
be
competitive
as
the
way
that
the
RP
is
structured.
But
if.
B
K
K
The
reality
is:
is
that
the
Master
Lease
gives
a
lot
of
control
over
to
the
developer
owner,
because
they're
going
to
have
to
secure
financing
to
do
it
means
we
have
to
give
them
a
mortgageable
ground
lease
in
order
for
them
to
secure
financing
for
the
project.
So
they
have.
We
don't
we
relinquish
a
lot
of
control,
so
there's
a
Mis
this
understanding
about
that.
But
what
is
very
clear
in
land.
C
K
C
K
You
know
we
will
enter
into
a
disposition
and
development
agreement
that
will
have
long
term
requirements
performance
requirements
if
you
will
of
the
owner
operator
developer
of
that
property.
That
is
the
strongest
tool
that
we
would
have
as
far
as
making
sure
that
the
property
remains
in
the
public
interest.
The
other
thing
that
we
heard
throughout
the
whole
process
during
the
community
process
was
the
difficulties
that
people
experience
in
assets
that
are
owned
by
the
city
and
managing
leases.
It's
it's
an
asset
management
arm
and
it
costs
a
lot
to
manage
assets.
K
So
if
we
can
get
the
upside
through
a
purchase
with
a
agreement
that
talks
about
our
long-term
return
revenues
through
that
disposition,
that's
sort
of
a
win-win,
but
again
we'll
see
what
the
market
tells
us
and
we'll
negotiate
those
agreements
as
we
get
into
one
of
our
fees.
M
Thank
you,
Mr
Hernandez
I,
appreciate
that
my
recollection
that
the
governing
body
passed
a
resolution
last
year,
if
not
the
year
before
last,
requiring
anytime
city
property
is
up
for
sale.
H
Councilor
Garcia,
that's
that's
absolutely
correct.
If
we
go
through
the
RFP
process
and
find
a
candidate
who
is
looking
to
buy
or
looking
at
Lisa
if
they're
looking
to
buy,
we
will
have
to
come
to
the
governing
body
with
a
resolution
to
get
approval
for
that
transaction.
So
there
is
no
handshake.
There's
no
connection
Etc
before
the
transaction
or
any
property
for
sale
is
put
forth.
So
this
will.
It
will
come
forward
to
this
governing
body
full
governing
body
of
where
that
happens,
but.
M
Mr
Brown,
my
recollection,
is
that
before
it's
even
put
on
the
market
with
an
RFP
that
a
resolution
has
to
go
out
indicating
that
it
is
available
for
sale,
so
I'll
review
the
that
that
resolution
we
passed.
But
that
was
my
recollection
that
before
we
even
put
it
on
the
market
for
sale,
that
a
resolution
be
approved
by
the
governing
body
indicating
that
we
would
want
to
dispose
that
property.
So
we
can
check
back
I'll.
H
M
And
then
just
back
to
disposal
of
property,
if
we
can,
if
I
can
get
a
plan,
because
we've
got
roughly
20
million
dollars
left
on
the
loan,
I'd
like
to
understand
the
plan
of,
if
we're
taking
the
route
of
disposal
of
property,
how
is
that
going
towards
paying
the
20
million
dollars?
Are
we
going
to
stop
selling
at
20
million
dollars?
Are
we
just
going
to
continue
to
sell
until
we
want
to
sell
it?
M
It'd
be
good
to
understand
the
disposal
plan
because
I
think,
as
it
was
stated
on
the
first
slide
back
in
2009,
when
this
property
was
purchased,
it
was
purchased
as
a
Community
Asset
and
not
a
Community
Asset.
That
would
become
a
private
asset
that
the
public
can
potentially
access.
The
intention
was
this
was
bought
to
be
a
legacy
for
the
residents
of
Santa
Fe,
so
I'd
like
to
understand,
get
get
the
because
there
there
are
it's
in
the
plan.
M
You've
got
2022
and
thus
far
2023,
and
there
is
a
conversation
of
disposal,
slash
lease
of
property
up
until
2025.
How
does
that
all
shake
out?
How
does
that
work
towards
paying
down
the
debt
owed,
and
are
we
going
to
pass
that
because
I'd
rather
us
as
a
city,
have
the
mindset
of
operating
with
people
over
profits
versus
looking
at
this
as
a
big
profit
grab
for
the
community?
This
is,
as
it
said
many
times
again.
M
This
is
a
piece
of
property
that
will
become
the
Heart
of
the
City
and
if
it
becomes
overly
privately
owned,
that's
not
going
to
be
the
case.
M
I
there's
been
no
talk
of
excess,
GRT
usage
to
pay
down
this
debt
and,
from
my
recollection,
we're
averaging
at
least
a
million
dollars
in
excess
GRT
every
month.
If
we
took
half
of
that,
which
would
be
about
six
million
dollars
to
pay
down
just
this
from
this
year,
that
would
bring
down
our
debt
Ode
to
what
roughly
14
million,
and
if
we
continue
that,
we
can
pay
this
off
a
lot
quicker
and
and
I
think
this
I
I
wish.
M
Don't
want
the
city
to
be
the
perpetrator
of
that
I
want
the
city
to
ensure
that
the
at
the
vast
majority
of
that
property
stays
within
the
public
interest
and
I
wish.
We
were
taking
the
route
of
more
of
a
lease
mentality
versus
a
sales
mentality,
because
it
again
at
the
end
of
the
day,
there's
land
in
this
city
is
finite.
M
H
Mr
Garcia,
because
Garcia
can
I
answer
just
one
of
your
questions,
because
I
want
to
make
sure
I
told
you
earlier
that
I
didn't
want
to
make
any
assumptions
and
here's
some
assumption.
My
assumption
is
for
those
two
properties,
especially
visor
Art
Center
in
the
Garson
theater,
the
types
of
candidates
who
will
probably
win
the
RFP
can't
afford
to
purchase
that
property
at
eight
nine
million
dollars.
They'll
want
to
lease
it
out,
so
they're
going
to
be
Community
organizations
that
will
probably
be
the
Lion's
Share
of
our
candidates
coming
through.
H
So
and
that's
just
my
assumption,
but
I
want
to
be
clear.
That
I
know
that
we
talked
about
sales
versus
lease,
but
we've
had
all
this
communication
and
we
look
at
our
community
development
plan
and
we
know
that
the
way
for
us
to
promote
the
arts
and
culture
of
the
city
is
have
local
organizations
combined
together
and
come
through,
and
they
just
don't
have
that
capital
and
so
they'll
come
through
with
a
lease
option
and
their
lease
option
will
come
with
all
kinds
of
great
things
that
they
want
to
do.
H
So
that's
what
you're
going
to
see
as
we
move
forward,
but
I
wanted
to
tell
you
that's
my
my
assumption
there
a
second,
the
second
part
I
want
to
respond
to
a
question
you
had
as
we
move
into
the
remaining
presentations.
It'll
answer
your
question
about
the
disposition
in
the
ROI,
so
hopefully
I
think
it'll
be
the
last
position
on
the
31st.
We'll
sort
of
talk
about
that
timeline.
H
B
N
B
Members
of
the
committee
I
think
the
GRT
picture
is
a
little
bit
murky
at
this
point.
The
recession
word
is
out
there
and
we
are
planning
to
have
the
city's
contract.
Economist
Riley
white
come
and
give
you
a
presentation
soon
about
what
he
expects
to
happen
with
regard
to
GRT
in
the
future.
You
know,
but
I
I
think
we
need
to
be
cautious.
That
would
be
my
my
recommendation
and
that
we
wait.
Let's
see
what
Mr
White
has
to
tell
us
about
what
he
expects
to
happen.
B
A
couple
of
questions:
councilor
Garcia,
are
you
finished.
A
Talk
to
me
a
little
bit
about
the
philosophy
of
the
rfps
and
why
you
put
them
out
there
for
these
three
pieces
of
Midtown,
with
the
idea
of
we're
offering
them
for
sale
or
we're
offering
them
for
lease?
A
K
Even
in
tonight's
discussion
there
are
posing
views
about
injections
of
capitalism,
a
capital
timing
and
the
way
that
they
come
in.
If
we
can
achieve
what
the
community
goals
were
around
public
interest,
programming
and
tenancy
and
possibly
have
a
large
injection
of
capital
to
use
for
infrastructure,
we
start
building
infrastructure.
We
can
start
selling
Parcels
sooner.
It's
just
a
Confluence.
It's
just
not
a
one
reasoning,
kind
of
disposition
that
is
going
to
be
evaluated.
When
we
get
proposals
back,
it
could
be
Elise,
but
maybe
they
have
a
huge.
K
You
know
down
payment
the
first
two
years
into
that
lease
which
reduces
their
payments
over
the
next
10
years.
I,
don't
know
what
these
things
are
going
to
look
like,
but
by
hindering
the
market,
without
going
out
to
get
responses,
we're
only
hindering
ourselves
for
being
able
to
achieve
the
goals
that
the
public
has
said
that
it's
of
interest
at
Midtown,
the
rfps
are
written
so
that
the
the
respondents
can
be
flexible,
but
the
clarity
that
public
programming,
public,
tenancy
or
public.
A
K
Payment
and
oftentimes,
even
in
the
lease
there
may
be
a
huge
payment.
K
You
know
in
years,
one
through
five
and
then
it
reduces
after
that
or
it's
small
at
the
beginning,
because
they're
starting
up
through
years,
one
through
five
and
then
a
huge
in
Capital
at
least
payments
later
I
want
to
see
it
all
and
or
maybe
it's
day
one,
and
they
still
give
us
everything
that
we
need
over
the
life
of
the
project
and
we're
able
to
enter
a
long-term
agreement
for
public
programming
so
that
hopefully,
we'll
get
enough
to
be
able
to
analyze
from
these
different
perspectives.
K
But
I
think
that
we
all
want
to
see
Midtown
developed.
We
need
the
income
to
build
infrastructure
and
in
order
to
develop
future
sites.
So
all
of
these
things
will
be
evaluated.
A
So
the
income
that
you're
looking
for
the
capital
investment
doesn't
have
to
come
from
the
sale.
That's
what
you're
just
saying
now
is
it
could
come
from
the
leasing.
The
idea
is
these:
three
buildings
are
the
most
desirable
almost
on
the
property,
and
you
know
the
best
opportunities
we
have
to
to
work
with
to
get
some
Capital
Investments,
yes,
whether
it's
by
selling
them.
If
there's
a
market
player
out
there
who
can
afford
them
or
by
leasing
them.
K
A
A
K
A
B
A
And
I
guess
it
is
a
building
being
privately
owned,
mutually
exclusive
to
being
in
the
public
interest
or
being
Community
serving
the
community
I
mean
we
don't
have
to
own
everything.
To
have
everything
be
a
a
good
Community
player.
Do
we.
K
B
A
Okay
and
those
rfps
will
once
they're
issued
well
actually
those
rfps
once
they're
they
go
through
all
the
channels
that
they
go
through
internally,
do
come
through
this
Council.
Don't
they.
K
A
No
but
the
RFP
itself
when
once
there's
a
well
I,
guess
the
RFP.
So
let's,
let's
talk
about
process,
so
the
resolution
said
that
we
would
go
out
to
RFP
on
these
three
buildings.
You
guys
we
will
issue
the
RFP
if,
if
a
contract
comes
back
through
that
process,
then
that's
when
that's
the
point
at
which
we
will
look
at
approving
that
contract,
correct
manager.
H
That's
correct,
there's
a
whole
evaluation
process.
This
whole
stack
process
in
the
meantime
before
the
contract
selected
the
standard
procurement
from
that
standpoint,
but
then
the
contract
comes
through.
Then
it
comes
to
the
governing
body
and
committees
for
review
device
and
consent.
Okay,.
A
A
We
can't
do
these
things
in
a
vacuum.
We
really
have
to
look
at
the
total
needs
of
city
government
and
we
need
to
evaluate
how
best
to
make
investments
for
the
things
that
we
need
across
the
board.
We
can't
just
you
know,
there's
got
to
be
some
way
to
evaluate
our
priorities
and
that
typically
has
been
through
our
budgeting
process.
A
So
whether
or
not
I
mean
there's
the
one,
the
the
one
hand
do
we
have
the
forecasting,
that's
going
to
say
that
our
GRT
is
going
to
remain
in
excess
of
the
past
years
and
again,
I
think
it's
been
hard
to
know
because
we're
still
coming
out
of
the
pandemic.
We
do
have
this
recession
word
out
there
and
so
I,
don't
I,
don't
think
this
is
just
as
funny
sitting
around
and
there's
nothing
else
that
that
we
can
do
with
it.
So
I
would
caution
us
about
that.
Those
are
my
comments.
B
G
Additional
he's
I
mean
well
actually
just
your
comment
that
you
just
made
around
the
GRT
fund
that
actually
makes
fun
decide
today,
but.
B
G
G
G
Was
that
the
last
really
challenging
well,
there's
2008
and
then
I
think
they
were
2014.,
and
then
there
was,
of
course
the
covidere,
but
regard
kind
of
back
to
this
conversation
I
believe
that
this
will
probably
be
covered
during
the
October
31st
meeting,
and
we've
mentioned
it
before
and
and
these
I
know
that
there's
you
know
this
concern
about.
G
Our
books
quote
unquote,
how
do
we
stop
spending
so
much
money,
but
also
the
community
pieces,
and
we
have
talked
about
our
ability
to
leverage
the
fact
that
we
own
the
land
to
kind
of
extract
more
Community
uses
now
that
can
happen
both
with
a
sales
scenario
as
well
as
a
lease
scenario.
Am
I
am
I
correct
that
we
can
we
can
leverage
those
pieces
or
that
that
land
ownership
piece
to
make
sure
that
we're
getting
the
community
benefits
that
we
really
hear
from
the
community,
regardless
of
the
land
ownership
scenario.
G
H
So,
first
and
foremost,
it
is
our
land
and
we
set
the
terms
so
that
when
we
do
receive
responses
based
upon
how
we
lay
out
the
framework,
those
responses
are
evaluated
based
upon
that
framework
and
our
terms
of
what
we
want
to
dispose
the
land
or
at
least
the
land.
For.
B
K
Right,
yes,
so
in
each
disposition
will
have
its
breadth
of
public
interest
in
it.
So
we
may
want
additional,
affordable
housing
in
certain
projects,
and
so
that
will
reduce
the
land
value
that
we'll
be
able
to
negotiate
most
likely
in
new
development.
It
will
probably
most
likely
be
through
a
purchase
sales
simply
because
it's
easier
to
finance
versus
mortgage
both
ground
lease.
K
But
but
we
can.
You
know
every
time
we
lay
our
public
interest
that
has
no
Revenue
which
could
pay
debt.
It
reduces
the
value
of
the
land
on
which
that
project
is
being
built
so
but
it
could
either
be
purchased
right,
so
it
could
be
worth
ten
dollars
as
a
luxury
apartment
building
or
it's
worth
five
dollars,
because
we've
imposed
a
daycare
center
and
a
lot
of
affordable
housing
on
it.
K
The
same
thing
could
happen
with
the
lease:
it
would
just
be
the
reduction
in
lease
payments,
and
you
know
the
annual
lease
would
be
ten
dollars,
we're
now
asking
for
it
to
additional
public
interest,
and
so
now
the
lease
payments
are
five
dollars
a
year,
so
it
just
varies
depending
on
the
amount
that
we're
requested.
Another
example
is
we
want
you
to
build
all
the
infrastructure,
all
the
public
infrastructure,
so
that's
part
of
our
investment
too,
because
those
trunk
lines
will
support
further
development
elsewhere.
G
Thank
you,
I
think
one
of
the
maybe
the
questions
around
leasing
versus
selling
and
our
ability
to
to
set
those
requirements
is
the
longevity
of
the
control,
and
so
in
a
sales
scenario.
Would
we
still
be
able
to
put
in
some
controls
that
say
a
developer
purchase
it
no
longer
our
land
no
longer
our
buildings,
they
now
own
it,
but
that
there
is
some
controls
in
there
to
ensure
that
the
community
interests
that
have
been
built
in
remain
so.
K
K
B
K
K
G
Okay,
thank
you.
I
appreciate
that
conversation,
because
I
know
that
that's
been
a
really
big,
a
big
component
that
that
we've
all
had
these
conversations
around.
Is
this
balance
income?
G
You
know
balancing
piece
of
you
know
we
we
talk
about
this,
a
lot
of
what
what
does
what
is
the
city
actually
capable
of
taking
on
and
doing,
and
we
really
do
not
have
the
ability,
as
a
city
government,
to
have
sometimes
the
nimbleness
and
the
flexibility
or
even
the
Staffing
levels,
to
provide
all
of
these,
the
programs
or
the
and
I'm
using
programming
almost
in
two
different
ways,
both
programs
as
in
active
programs
that
people
go
to,
but
we
also
seem
to
be
talking
about
programming
in
terms
of
what
is
actually
built
on
the
site,
and
so
how
do
we
really
work
with
the
the
private
sector
in
order
to
not
just
in
the
immediate
terms,
start
to
provide
these
resources,
but
in
the
longer
term?
G
And
then,
how
do
we-
and
maybe
some
of
this
is
just
you
know-
things
that
we
can't
foresee,
but
also
you
know,
we
don't
know,
what's
gonna,
what's
gonna
be
needed
in
20
years
on
this
site
and
I
know
that
it's
a
bit
of
a
challenging
balance
that
I
struggle
with
of
sometimes
this
this
and
we
see
that
the
rail
yard,
as
well
of
how
do
we
hold
on,
but
also
not
overextend
ourselves,
because
there
is,
there
does
come
a
point
when
the
city
just
is
not
as
proficient
at
these
things.
G
But
where
are
the
where
our
capabilities,
so
I
will
be
really
interested,
I'm
sure
we'll
dive
more
into
that
later.
G
But
then
also
as
we
continue
to
look
at
these
disposition,
whether
through
sale,
whether
through
lease
of
these
properties
and
understanding,
what
are
basically
what
our
different
levers
are,
each
step
of
the
way
and
each
parcel,
and
so
just
that
the
request
for
staff
that,
as
we
continue
to
move
through
this,
is
really
that
in-depth
understanding
of
kind
of
what
the
different
options
we
have
are
and
and
what
the
pros
and
cons
look
like
for
each
of
those.
K
Yes,
I
mean
I
I.
Think
that
the
general
sort
of
approach
that
we
you
know
that
rich
is
directing
is
that
we
want
the
upside
to
go
to
the
city
and
in
the
public
interest,
and
so
the
upside
will
vary
from
Project
to
project
it'll.
Be
we
need
to
build
that
infrastructure,
an
upside
might
be.
We
need
more
additional,
affordable,
housing
and
upside
might
be.
A
Okay,
I
believe
we
need
to
move
on.
We
do
have
three
things
that
have
been
pulled
off
consent.
Thank
you,
everyone
for
being
here.
Thank
you
for
the
presentation
and
we'll
see
you
at
our
next
meeting
for
the
second
in
this
series
of
three.
So
look.
A
B
A
Item
C
request
for
approval
of
a
lease
agreement
between
the
city
of
Santa
Fe
and
Presbyterian
Medical
Services
Inc
for
1121
Alto,
Street,
Santa,
Fe,
New
Mexico,
located
on
the
city's
Bicentennial
Alto
Park
property.
We
have
Terry
lease
our
asset
development
manager
here,
councilor
Lindell
I.
Believe
you
pulled
this
item.
C
I
did
thank
you.
Thank
you.
Let
me
state
from
the
get-go
that
I
am
in
total
and
complete
support
of
this
programming.
These
are
questions
about
the
lease.
These
are
not
questions
about
the
programming,
so
we're
subsidizing
this
lease
at
90
percent.
Is
that
correct.
C
What
I
don't
really
have
enough
information
to
know
the
we
shouldn't
be
some
subsidizing
this
lease
at
90
percent
I
mean
I,
don't
know
the
financials
of
PMS
I,
don't
know
if
this
program,
it's
a
Head
Start
program,
what
the
federal
monies
are
put
into
it.
Why
are
we
subsidizing
this
at
90
percent.
O
O
We,
the
city,
has
a
handful
of
leases
that
are
for
with
non-profits,
and
these
are
set
up
very
generally.
The
same
where
there
are
services
in
lieu
of
rent
and
early
on
from
City
legal
staff
is,
is
the
question
because
we
had
three
or
four
that
were
in
holdover.
We
had
to
develop
new
leases
and
the
question
the
question
came
from
City
legal
is.
O
How
are
we
justifying
this,
which
is
to
your
question,
and
so
since
the
the
city
does
not
have
a
lease
management
program,
we
couldn't
go
back
and
see
the
the
rationale
how
these
were
developed.
We
could
only
start
from
this
day
forward,
decide
how
we're
going
to
present
this
to
the
governing
body.
How
are
we
going
to
support
this
to
the
governing
body
and,
as
it
says,
in
the
recitals,
the
in
the
anti-domination
Clause?
There
is
an
exemption
for
the
care
and
maintenance
of
sick
and
Indigent
persons.
O
So
with
that,
what
we
did
is
we
reached
out
to
Presbyterian
Medical,
Services,
La,
Familia
and
some
of
the
others
and
and
questioning
about
their
customer
base.
You
know
how
many
what
a
percentage
of
their
business
is
care
and
indigen,
and
it
became
quite
quite
difficult
to
determine
that,
because
there's
there's
a
lot
of
even
the
definition
of
care
and
indigen,
and
we
asked
for
the
reporting
and
how
they
report
and
really
after
several
months,
we
still
could
not
come
up
with
a
solid
way
to
justify
a
discount
to
these
to
these
non-profits.
O
So
with
that,
what
we
did
was
it
was
take
a
little
bit
different
tact
and,
of
course,
I'll
recognizing
the
nonprofits
do
great
work
and
we
want
us
to
continue
supporting
them,
but
you
know
how
do
we
do?
How
do
we
justify
the
discounts
are
written,
and
so,
if
you
take
a
look
in
the
private
sector,
commercial
building
owners
not
always
take
a
percentage
of
their
rent
income
and
set
them
aside
for
replacement
reserves,
and
these
are
for
replacement
of
the
major
systems.
O
Roofing
HVAC
and
those
different
things
in
these
leases
with
these
nonprofits,
the
city
does
have
a
responsibility
for
replacing
some
of
these
major
components.
The
nonprofits
are
taking
care
of
most
of
it.
The
maintenance,
pay-to-day
maintenance,
but
the
city
still
does
have
a
responsibility
for
excuse
me,
the
replacement
and
some
of
the
maintenance,
and
so
with
that
we
did
some
research
on.
You
know
what
is
a
typical
commercial
building
owner
set
aside
for
reserve
for
Replacements,
and
there
was
a
wide
range
of
Replacements.
O
The
10
percent
that
we
we
did
land
on
here
is
not
the
not
the
highest
and
it's
not
the
lowest,
but
it
is
towards
the
upper
end
of
the
range
of
what
our
research
showed
about
these
about
different
building
owners
sitting
aside
for
replacement
reserves,
and
so
we
did,
you
know,
choose
what
we
think
we
can
support
as
a
replacement
reserves
and
even
though
these
rents
collected
ten
percent
of
the
fair
market
value,
it's
not
being
set
aside
for
replacement,
Reserve
like
it
would
be
in
the
private
sector,
but
it
is
income
to
the
city
and
it
would
offset
future
replacement
reserves
that
had
to
be
expended
by
the
city
in
the
future.
C
Let's
move
on
to
another
one
and
I'll
come
back
to
that.
What
are
the
what's?
What's
the
approximate
value
of
the
renovations
that
we're
talking
about
on
that
building.
O
You
know
I,
don't
have
that
number
I
believe
Mr
Martinez
may
have
that
number.
As
far
as
replacement
reserves,
when
I
did
do
a
site
visit.
You
know
the
walls
were
intact.
There
were
broken
windows,
there
was
water
on
the
floor,
we
don't
know
the
city,
the
condition
of
the
HVAC
system,
so
I'd
probably
take
a
considerable
investment,
but
I
don't
have
a
number
on
that.
I'm.
Sorry.
H
O
I
believe
in
this
lease
there's
that's
what
be
considered
a
major
replacement
and
Presbyterian
Medical
Services
is
up
they
will.
Their
contribution
would
be
up
to
twenty
thousand
dollars
per
year.
The
city
would
be
responsible
for
the
balance.
C
We
know
the
I
mean
when
we
make
these
leases.
Do
we
check
the
we've
got
a
lot
of
leases
going
through
we
own
a
lot
of
property
that?
Why
don't?
Why?
Don't
we
consider
selling
this
property?
Why
do
we
continue
to
own
this.
O
So
that
Madam,
chair
councilman
Dale,
good
question,
you
know
when
I
was
hired.
Part
of
what
I'm
supposed
to
do
is
really
look
at
that
look
at
each
property.
We
have
evaluate
them
and
determine
the
best
course
of
action.
Should
we
keep
them?
Should
we
leave
some
move
forward?
Unfortunately,.
O
A
chance
to
do
that,
we've
been
buried
with
trying
to
dig
out
of
leases
that
have
been
expired
in
different
things.
In
this
case,
Presbyterian
Medical
Services
have
been
leasing
the
other
half
of
this
building
for
several
years,
and
they
have
a
a
real
time.
Critical
need
to
re,
relocate
a
program
that
is
elsewhere,
and
so
with
this
you
know
it
is
definitely
the
best
course
I've
actually
thought
staff
would
bring
to
the
governing
body
to
lease
it
to
them.
C
You
know
I
I,
don't
question
the
programming
at
all,
but
I
don't
know
what
the
Financial
I
don't
know
what
the
financials
look
like
for
Presbyterian
Medical
Services
and
you
know.
Sometimes
we
have
non-profits
in
this
town
that
have
very,
very,
very
sizable
Reserves
and
in
cases
like
that,
it
doesn't
seem
like
we
should
be
subsidizing
to
90
I'm,
not
saying
the
Presbyterian
does
I.
Don't
know
this
doesn't
tell
me,
but
it's
it's
a
big
push.
O
J
The
sleeves
we
asked
Presbyterian
Medical
Services,
to
give
us
their
information
about
where
their
federal
and
state
funding
comes
from
and
whether
we're
duplicating
by
giving
them
an
offset
of
their
rent.
So
they
gave
us
their
information
about
how
much
they
received
from
federal
funding
and
from
State
funding
and
how
much
they
have
to
match.
So
they
have
a
match
requirement
in
order
to
receive
their
funding
and
so
part
of
what
we're
giving
them
is
a
portion
of
their
25
percent
match
that
they
have
to
receive
from
in-kind
resources.
J
And
so
they
did
give
us
information.
And
maybe
we
should
be
putting
that
in
our
memo.
But
we
did
not
put
that
in
there,
but
we
did
discuss
that
with
them.
And
that
is
why
we
came
to
the
number
that
we
did
was
to
ensure
that
the
offset
wasn't
greater
than
what
they're
receiving
and
so
that
it's
not
duplicating
the
funds
that
they
are
receiving.
C
Yeah
I
I
think
that
I
would
really
like
to
see
those
numbers
and
how,
like
I
said,
I,
keep
saying
this
because
I
don't
want
anyone
to
think
that
I
don't
support
the
programming.
I
do
but
I'm
I
know
that
you
know
Michelle
Tsar,
that
the
we
have
an
awful
lot
of
leases
that
need
much
much
more
attention
than
we've
been
giving
them
in
the
last
few
years,
and
you
know
we
got
to
start
somewhere
with
them,
and
you
know
the
the
next
question
is:
should
we
even
own
this
property?
C
J
Councilor
Lindell
I
think
it's
important
to
note
that
this
property
is
located
on
the
Bicentennial
Park
property,
and
it
is
my
understanding
from
speaking
with
Ed
B
Hill,
that
there
are
restrictions
and
Covenants
on
that
property
and
how
we
received
that
property,
which
means
we
can't
sell
the
property
and
the
buildings
on
it.
We
have
to
use
them
for
public
service
benefit,
which
is
why
the
extension
of
the
La
Familia
Center
makes
sense.
They
already
had
a
location
there.
J
They
were
renting
out
the
730
Alto
street,
so
now
they're
combining
their
services,
so
it
could
be
in
one.
The
other
remedy
that
I
I
did
want
to
explain
is
that
when
we
met
and
talked
about
Indigent
care
and
maintenance
of
indigent
people,
which
is
an
exemption
from
the
anti-donation
Clause,
we
wanted
to
figure
out
a
formula.
So
what
Terry
was
talking
about
at
looking
at
commercial
leases
is
we're
trying
to
find
a
formula.
J
That's
overarching
so
that
we're
not
at
will
just
picking
different
Services
we're
actually
using
a
90
percent
formula
for
every
Terror
and
maintenance
of
indigent
persons
lease
that
we're
having
so
anyone
any
lease
that's
coming
through.
That
says
they
would
like
to
offset
their
services
with
income
or
their
payment
with
in-kind
Services
we're
using
this
formula
from
now
on.
So
that
is
something
that
we
conceptually
came
up,
so
that
everything
is
being
matched
with
every
entity
that
we're
trying
to
enter
into
those
things.
J
Chair
councilor,
Lindell
I,
don't
have
the
lease
in
front
of
me
but
I
believe
in
the,
whereas
recitals
we
have
what
the
fair
market
value
of
the
rent
is.
And
then
we
talk
about
the
10
percent.
J
So
in
the
rent
amount,
the
base
rent
talks
about
the
fair
market,
rent
value
regarded
it's
discounted,
so
the
discounted
rate
is
twenty
thousand
a
year
for
a
monthly
rent
of
about
1700
a
month,
and
so
that
discounted
rate
is
what
we're
applying
across
the
board
for
any
fair
market
value
that
we're
entering
into
Forest
Services
in-kind,
Services
lease.
So.
J
So
councilor
Lindell,
on
exhibit
B,
which
is
page
13
of
the
lease
agreement,
is
a
reporting
category
so
that
Presbyterian
Medical
Services
is
providing
us
with
their
expenditures.
So
we
know
that
we're
not
either
duplicating
or
giving
them
value
that
is
in
excess
of
what
their
their
funding
sources
are,
so
we're
ensuring
by
them
reporting
to
us
what
their
expenditures
are,
that
they
indeed
need
to
have
this
type
of
lowered
rent
to
provide
the
services
they
do
in
our
community.
B
J
They
are
giving
us
the
information
about
how
many
families
they
are
served,
but
when
we're
asking
for
a
number
in
relation,
that
is
a
hard
determinating
factor
and
we've
found
that
in
some
of
our
in-kind
leases,
the
number
is
either
in
Greater
excess
or
duplicated
with
other
services,
and
that's
why
we
did
not
want
to
have
that
same
type
of
cyfg
or
evaluative
method
of
what
is
what
is
it?
We're
getting
in
a
monetary
value?
We're
looking
at
how
many
families
are
you
serving?
What
is
the
fan,
the
funding
that
you're
receiving?
C
I'd
like
to
have
more
information
in
this
packet,
I
think
I
think
a
15-year
lease
is
pretty
long.
I
know
a
lot
of
people
that
would
want
to
sign
a
15-year
lease
in
these
times
and
so
thinking
of
a
15-year
lease.
So
do
we
establish
a
cost
today
and
it
continues
through
the
15
years.
O
J
J
J
Sorry
that
the
option
term
does
not
come
back
to
council
the
full
discretion
of
the
city
after
it's
entered
into.
But
there
is
no
provision
that
says
it
comes
back
to
for
review
by
governing
body.
J
A
And
if
I
can
ask
do
we
can
they
terminate
the
lease
or
it's
not?
It's
only.
A
J
Section
13,
it
can
be
terminated
for
failure
to
comply,
Felicia
May
terminate
with
written
notice
for
any
reason
with
30
days
notice.
A
So
if
their
circumstances
change
they
they
could,
they
could
terminate
okay.
Other
questions
from
the
committee
councilman
Darrell.
D
D
O
A
O
A
B
D
O
O
No
I'm,
sorry,
no
ma'am,
that
was
to
they're
going
to
do
the
improvements
to
rehab
to
make
it
habitable.
Do
all
the
tenant
improvements
to
move
in.
So
it's
not
costing
the
city
anything
the
in
the
contract
for
the
replacement
reserves,
the
larger
components
this
the
HVAC,
the
roof
and
so
on
from
this
from
this
point
forward
this
that
would
be
the
city's
responsibility
to
repair
up.
You.
D
So
when
those
improvements
are
made
by
PMS,
then
we
would
go
in
and
actually
evaluate
of
everything
seems
to
be
in
working
order.
Yeah
I,
guess
I'm
trying
to
decide
like
at
what
point?
Does
the
city
say?
Okay,
you
can
move
in
and
then
we
start
incurring
costs
later
on
that
may
have
you
know
Improvement
that
you've
discussed
what
was
it
HVAC
and
the
other
yeah
their
needs.
So
it
kind
of
worries
me
that
we
haven't
looked
at
that
building
as
a
city,
because
then
we
may
be
and
actually
I
don't
know.
D
If
PMS
has
looked
at
it
to
see
I'm
sure
you
have,
if
there's
above
and
beyond
costs
that
may
we're
not
considering
that,
maybe
more
than
than
you
all
could
afford
so
I
don't
know
if
Mr
Martinez
has
looked
into
that
because
then
you
all
will
have
to
take
that
on
before
you
actually
get
into
the
building.
So.
L
Madam,
chair
and
councilman,
we
have
taken
we've
inspected,
the
building
with
our
facilities
management
individuals.
We
found
it
to
be
a
very
sound
building.
L
We
there
may
be
at
some
point
in
time
a
need
to
possibly
reroute
the
facility,
replace
the
heating
and
air
condition
air
conditioning
system.
Fortunately,
because
of
the
nature
of
the
Head
Start
program
every
now,
and
then
we
are
able
to
access
some
capital
outlay
from
the
federal
government
which
pays
75
percent
of
the
cost
of
the
program.
Those
of
us
who
have
been
operating
these
programs.
L
We
have
to
come
up
with
25
percent
in
match,
as
Mr
Leese
pointed
out
earlier,
and
we
we
also
go
to
the
state
legislature
and,
on
behalf
of
the
city,
would
seek
a
capital
outlay
appropriation
if
there
was
any
major
expense.
We've
done
that
on
numerous
occasions,
and
the
appropriation
goes
to
the
political
subdivision,
which
is
the
city
of
Santa
Fe,
but
we
oftentimes
do
the
work
and
help
manage
it
and
comply
with
all
City
requirements.
L
So
there
are
any
number
of
sources
that
we
could
also
tap
into
to
pay
for
those.
But
we've
already
made
the
commitment
that
we
would
pay
up
to
20
000
a
year
through
the
lease
agreement
for
any
overall
improvements
that
are
necessary
in
most
of
these
instances,
we've
wound
up
enhancing
the
value
of
the
property,
because
we
have
similar
leases
with
the
Milwaukee
Valley
School
System
Santa,
Fe,
Public
Schools,
and
we've
done
such
things
as
improvements
to
ensure
compliance
with
Americans
with
Disabilities
Act
requirements
and
other
things
like
that.
L
So
we
expect
to
improve
the
the
condition
of
the
facility,
but
from
our
basic
inspection
of
the
facility
it
sound.
There
are
not
major
issues
that
need
to
be
addressed:
Beyond,
potentially
the
roof
and
the
heating
and
air
conditioning
system,
and
we
would
feel
it
as
a
partner
with
the
city.
We
would
find
the
resources
to
be
able
to
take
those
things
on.
D
Thank
you,
Mr
Martinez,
I,
don't
think
of
any
hold
on
I,
don't
think
I
have
any
other
questions.
Thank
you.
G
So
much
Madam,
chair,
I
I,
do
think
that
it
is
important
to
while
those
of
us
up
here
are
familiar
with
Head
Start,
to
talk
about
this
program
a
little
bit
and
so
that
the
public
understands
what
the
value
is
to
the
community.
G
So
Mr
Martinez.
If
you
want
to
start
with
just
a
general
overview
of
Head
Start
and
maybe
specifically
what
we
are
getting
in
terms
of
the
number
of
child
care
slots
for
what
age
group
and
for
what
income
level.
We're
really
looking
at
here.
L
Madam
chair
a
counselor
Cassidy,
the
Head
Start
program
was
established
in
1965.
L
My
first
job
in
state
government
was
associated
with
the
headstock
program,
but
it
is
a
program
that
is
designed
to
try
to
break
the
poverty
cycle
by
giving
low-income
children
a
head
start
so
that
they
are
at
a
level
that's
comparable
to
all
other
economic
levels
of
children
preparing
to
go
into
public
schools,
and
we
have
operated
the
program
since
1996.
Presbyterian
Medical
Services
has
here
in
Santa
Fe,
and
we
serve
about
444
children.
L
Today,
in
the
program
and
at
this
site
we
will
be
serving
74
children
in
what
is
known
as
a
head
start,
as
well
as
the
Early
Head
Start
program.
The
Early
Head
Start
program
is
for
children
from
the
age
of
birth
to
three
years
of
age,
and
the
regular
Head
Start
program
is
basically
for
four
and
five-year-olds
before
they
go
to
the
public
schools
and
we
provide
a
wide
range
of
services:
nutritional
Services,
Educational,
Services,
Health
Services.
We
subject
all
of
our
children
to
dental
and
vision
screens
and
any
health
care
that's
ever
needed.
L
In
a
federally
qualified,
Health
Center,
we
turn
away
no
one
for
inability
to
pay
or
regardless
of
what
their
citizenship
status
is,
and
we
we
provide
them
with
breakfast.
We
provide
them
with
lunch.
We
provide
them
with
snacks
during
the
day
and
the
value
of
the
services
for
the
children
to
be
served
at
this
site,
which
include
the
children.
We've
already
got
there
los
Ninos,
which
is
the
other
side
of
the
building
MB,
there's
50
Children
there
right
now
in
the
24
that
will
be
moving
into
the
facility.
L
L
90
of
our
participants
must
have
incomes
below
the
federal
poverty
standard,
and
while
we
can
take
some
families
that
are
near
poverty,
they're
pretty
close
to
the
poverty
standard
themselves,
there
are
very
few:
there
are
no
children
that
are
in
families
that
we
would
consider
to
be
middle
middle
class.
So
those
are
the
services
we
provide.
L
We
think
it's
a
great
service
to
the
community
and
all
of
Santa
Fe
county.
We
receive
about
6.6
million
dollars
to
serve
those
444
children
and
the
manner
in
which
we
have
done
this
with
other
contracts
is
dictated
to
a
larger
extent
by
the
Department
of
Finance
and
administration
of
the
state,
which,
a
few
years
ago
said
that
nonprofits
should
not
be
receiving
for
free
these
services
that
we
should
be
paying
a
fair
market
value
minus
the
value
of
the
service.
L
We
provide
that's
how
we
I
know
it's
a
difficult
formula
and
we've
struggled
over
this
and
everybody
spent
a
lot
of
time
on
it.
But
I
I
think
we've
come
up
with
a
rational
means
of
assuring
that
the
community
gets
the
value
of
the
services
at
a
minimal
cost.
Now,
with
respect
to
potential
termination
of
the
agreement,
we've
been
doing
it
since
1996
and
the
program's
been
intact
since
1965
and
we've
been
a
private
non-profit
since
19.
L
Well,
we
celebrated
our
50th
Anniversary,
because
we've
been
in
businesses
and
non-profits
since
1969
in
the
event
that
Congress
will
not
to
fund
the
Head
Start
program,
we
would
probably
seek
to
terminate
the
agreement
because
we
would
no
longer
have
the
operational
funding,
but
that
is
in
the
agreement
that
either
side
can
terminate
the
agreement
I
believe
it
was
a
90-day
notification,
I
think
it's
90
day
notification,
that's
correct,
so
I'd
be
happy
to
answer
any
other
questions.
Anyone
might
have.
G
You
all
know
that
I
could
not
take
an
opportunity
to
talk
about
the
need
for
child
care
in
the
community
and
a
lot
of
the
challenges
that
we've
seen
in
terms
of
trying
to
expand
access
to
child
care
and
one
of
the
biggest
challenges
that
organizations
have
besides
Staffing,
which
we've
discussed
that
before
as
well
but
operational
cost
and
overhead
costs,
and
so
I
think
that
that
is
an
important
consideration
here,
and
you
also
mentioned
something
else
about
Presbyterian
Medical
Services,
which
is
that
you
do
not
turn
away
anybody,
and
this
is,
you,
know,
I,
think
that
we
kind
of
frequently
think
of
any
type
of
healthcare
organization.
G
Of
having
a
lot
of
money,
however,
because
of
the
Health
Care
system
in
the
United
States,
which
is
run
so
so
dependently
on
insurance,
that
a
lot
of
individuals
that
do
not
have
insurance
and
cannot
pay
out
of
pocket.
Those
costs
are
then
eaten
up
by
the
organization,
and
so
I
know
that
it
can
be
a
really
challenging
balance
because
it
is
a
pretty
a
pretty
hefty
discount
on
this
area.
But
you
mentioned
that
this
is
I,
believe
it's
serving
the
zero
to
three
population.
Those
24
and
I've
used
this.
G
This
statistic
before
and
I
think
it
is
worse.
Now,
post
covid,
we
only
have
space
for
seven
percent
of
the
infants
that
are
born
in
our
city,
there's
only
room
for
seven
percent,
that's
the
number
of
slots,
and
we
are
talking
about
families
that
really
do
not
have
the
ability
to
have
one
parent
stay
home
from
work,
as
well
as
to
pay
for
how
expensive
Child
Care
is.
G
We
are
extremely
fortunate
in
the
state
that,
right
now,
some
of
the
Federal
Emergency
dollars
are
helping
families
that
are
making
up
to
400
of
the
federal
poverty
level
to
to
have
free
child
care,
which
is
incredible,
but
Head
Start
has
been
doing
this
work
for
a
while.
So
I
completely
understand
some
of
the
you
know,
consternation
of
really
wanting
to
look
at
that
lease,
but
I
think
this.
This
community
value
we
frequently
talk
about
the
academic
preparation.
G
The
social
preparation
for
children
and
I
recently
have
really
been
wanting
to
also
highlight
what
it
means
for
the
economic
viability
for
a
young
family
to
be
able
to
have
access
to
these
services.
I.
Imagine
with
some
of
the
improvements
that
you're
doing
that
you'll
be
having
to
bring
them
up
to
the
ececd
requirements
for
operating
a
child
care
center.
Correct.
L
That's
correct
Madam,
chair
and
councilor,
so.
G
In
the
event
Kathy,
you
had
it
right,
the
first
time,
good
job,
so
in
the
event
that
forced
heaven
forbid,
heaven
forbid
that
the
federal
government
ever
pulled
funding
for
this
program.
The
city
would
then
have
a
property
that
could
potentially
act
as
a
child
care
center
and
be
able
to
continue
to
provide
those
services
for
this
community.
Correct,
okay,
wonderful
I,
don't
believe,
I
have
any
further
questions,
but
thank
you
very
much
and
I
really
truly
appreciate
the
services
and
and
all
the
hard
work,
and
it's
not
easy.
B
Other
questions
on
this
is
there
a
motion
to
approve
second.
A
Motion,
in
a
second
all,
those
in
favor,
I
I,
anybody
opposed
anybody.
Abstaining
that
motion
passes.
Thank
you,
Mr,
Martinez,
for
being
here
tonight.
Thank
you
for
everything
you
do
appreciate.
It.
A
Okay,
we
are
on
to
item
h,
yeah,
that's
right
so,
and
we
have
a
number
of
counselors
interested
in
this
item
hold
on
bear
with
me,
while
I
find
it
request
for
approval
of
amendment
number
one
to
contract
number
21-0322
with
mountain
river,
Consulting
Inc
for
utility
building
building
in
the
amount
of
nine
hundred
thousand
for
year,
two
of
its
four-year
contract,
and
we
have
Nancy
Jimenez
with
the
utility
billing
division
she's,
the
director
of
that
Division
and
again
we
have
a
number
of
counselors
interested
in
this
counselor
Lindell
I
believe
you
were
the
first
to
pull
it.
C
Thank
you,
chair,
hi,
Ms,
Jimenez.
Pardon
me
yeah,
your
microphone
on.
C
Okay
in
2021,
we
approved
about
1.5
million
for
four
years
they're.
Looking
for
an
extra
900
000
for
two
years.
Is
that
correct.
N
Unfortunately,
a
lot
of
dip,
the
advanced
project
was
slowed
down.
We'll
say
due
to
covid
the
advanced
system
in
Canada
those
individual
employees
were
on
a
shutdown
kind
of
like
we
were
back
in
2020,
so
that
did
delay
the
project
about
three
months.
N
We
have
had,
unfortunately,
some
setbacks
with
our
current
system.
It
did
fail,
as
I
indicated
in
the
memo
twice.
Unfortunately,
this
current
year,
so
Mountain
Ripper
is
our
standby,
our
backup.
We
call
those
individuals
any
time
we
need
them
when
the
system
goes
down.
When
something
happens,
and
unfortunately,
with
all
of
these
kind
of
setbacks,
we
do
ask
for
the
additional
funding
to
get
through
the
system.
We
do
have
a
projected
plan
and
Manuel
Gonzalez
is
here
with
it.
N
We
do
have
a
position
that
we
are
helping
to
fund
for
it
to
get
an
individual
hired
and
be
that
kind
of
Gap
I
guess
you
could
say
between
the
utility
functions
that
are
happening
right
now
and
with
what
mountain
river
does
for
the
City
of
Santa
Fe.
That
will
unfortunately
take
some
time
to
get
it
advertised
to
get
somebody
hired
and
then,
of
course,
have
a
training
aspect
between
what
mountain
river
does
and
what
the
employee
will
need
to
do
for
utilities
and
I.T.
N
So
we
do
have
a
plan,
but
unfortunately
that
is
going
to
take
some
time
there.
Our
Billing
System
is
20
years
old.
It's
dos
I,
don't
believe
that
anybody,
even
in
college,
that's
coming
out
of
college
or
any
type
of
training,
actually
functions
on
dos
anymore.
I
again
am
not
the
I.T
expert,
so
Manuel
can
probably
give
you
some
more
information
about
that,
but
it
is
unfortunately
just
an
aging
system.
C
C
How
is
it
that
we
have
not
been
able
to
move
off
from
this
system
and
have
our
employees
trained
rather
than
having
them
I
mean
in
this
memo?
We've
talked
about
this
before
one
person,
two
hundred
and
seventy
thousand
dollars
a
year,
I
mean
they're
at
a
rate
of
135
an
hour
40
hours
a
week,
50
weeks
of
the
year,
and
when
we
talked
about
this
in
2021
we
said
we
went
through
some
of
the
same
conversation
that
this
has
to
be
it.
They
have
to
be
done.
N
Take
85
million
dollars
of
utility
billing.
We
have
to
move
it
into
a
munis
system
into
the
financial
system.
It
it's.
It's
the
back
end
of
things.
It's
coding,
it's
rewriting
programs.
It's
you
know
it's
those
skills
that,
unfortunately,
we
don't
have
I.
Don't
certainly
don't
have
that
in
utilities.
None
of
my
employees
do
it's
it's,
unfortunately,
A
system
that
you
know
technology
should
have
been.
N
What
do
I
want
to
say,
upgraded
and
improved
every
two
to
three
years.
Definitely,
every
five
years
I
mean
you,
don't
you
don't
keep
a
laptop?
For
you
know
more
than
five
or
six
years,
Utility
Billing
System
has
literally
been
around
since
1999.
N
I
know
that
they
tried
to
upgrade
the
system
back
in
2013.
Unfortunately,
there
were
some
issues
there
that
contract
sort
of
ended
in
2018
ish
and
it
wasn't
really
re-implemented
until
I
walked
into
the
door
in
2019
to
get
a
billing
system
that
works
that
can
bring
us
into
the
20th
century.
N
We
are
unique
in
most
sections
within
utilities
that
we
do
billing
for
water
and
for
sewer
and
for
trash.
If
you
look
at
other
cities
throughout
New
Mexico
throughout
the
other
states,
most
of
the
trash
is
private
owned.
The
city
has
not,
you
know
gone
in
that
direction.
We
took
over
the
Water
Division
we,
the
city
of
Santa,
Fe,
purchased
the
water
utility
back
in
1999..
We
actually
back
then
had
a
A
system
that
wouldn't
even
really
deal
Water
and
Sewer
correctly.
N
So
there
were
a
couple
of
system
improvements
and
upgrades
from
1999,
but
we
have
been
on
the
as-400
ucis
system
for
20
years
and
unfortunately
there
will
be
some
hiccups.
We
anticipate
as
much
as
we
possibly
can,
but
unfortunately
I
can't
predict
the
future.
No
one
can
really
predict
the
future
covet
happened
and
we
made
it
through
that.
But
our
Billing
System
is.
Is
it's
not
easy?
It's
not
a
fun
system
and
when
something
breaks
it's
it
is
an
emergency.
I
cannot
Bill
two
million
dollars.
N
If
it
goes
down
and
like
I
said,
I've
already
lost
it
twice.
We
were
down
for
a
week
each
time
which
then,
of
course,
just
backs
me
up
another
three
to
four
weeks
in
Billing.
So
I
don't
want
to
stand
up
here
and
keep
asking
for
more
money
and
more
money
and
more
money,
but
unfortunately
I
don't
have
an
option.
N
I
don't
have
another
company
that
we
can
ask
I,
don't
have
the
the
time
to
go
out
for
another
RFP
or
go
out
for
another
sole
source
and
get
them
up
to
speed
from
a
20-year
system.
They
know
exactly.
You
know
how
we
build,
how
it
comes
out.
What
the
new
rates
are,
what
the
old
rates
are.
You
know
where
we
can
look
to
see
what
the
glitch
might
be
so
that
we
can
be
able
to
Bill
two
million
dollars.
Every
Thursday
and
I
I
can't
walk
away
from
it.
Unfortunately,
right
now.
C
How
many
people
do
they
have
working
here.
N
So
one
permanent
here
in
Santa
Fe
and
three
online
I,
guess
you
could
say
Zoom
meetings.
I
do
have
an
individual.
The
David
Barnes,
the
owner
of
mountain
river,
has
come
and
literally
come
to
Santa
Fe
twice
to
help
with
certain
aspects
of
what's
going
on
with
the
advanced
building
system
and
then,
of
course,
just
the
daily
operations,
but
most
of
the
things
that
we
can
handle.
N
The
projection
for
the
new
Advanced
system
is
March
of
2023
March
and
April,
so
new
Billing
System,
there's
still
going
to
be
some
though
transition
I'm
sure
between
fiscal
year-end,
and
you
know
the
transition
between
what
mountain
river
does
and
what
the
employee
would
be.
Potentially
doing
for
I.T
mountain
river
does
help
with
our
lock
box.
Our
payment
is
our
Mars,
which
those
are
all
the
payment
of
the
payment
systems
that
we
have
for
customers
to
be
able
to
pay
their
utility
bills
online.
N
So
there
will
be
some
type
of
transition
that
will
have
to
happen
between
mountain
river
and,
of
course,
I.T
to
you
know,
help
make
sure
that
all
of
those
interactions
and
interfaces
and
uploads
and
downloads,
all
of
that
works.
N
We
set
up
a
four-year
contract
for
the
advanced
system
mainly
year
one
and
year.
Two
would
be
that
so
that
we
can
get
the
Billing
System
correct
and
onto
the
new
platform.
N
However,
in
the
budget,
when
we
spoke
in
2021
I
do
need
to
bring
that
forward
in
the
budget
year
for
year,
three
for
your
approval
of
year,
three
and
four
so
I'm
hoping
that
I
don't
need
to
bring
that
forward
during
the
budget
cycle
that
we
are
clear
and
you
know
kind
of
have
unfortunately,
or
fortunately
I
guess
you
could
say,
never
ties
with
mountain
river.
N
You
know
before
year,
July
of
2023
going
into
fiscal
year,
23
24.,
you
know,
but
unfortunately
I
don't
have
that
crystal
ball
right
now,
I
am
projecting
and
hoping
that
everything
works.
Well,
you
know
April
March
April
for
the
conversion
to
Advanced,
but
unfortunately
you
never
know
you
know
until
something
hits
you
in
the
face,
but
we
don't
anticipate
that.
C
That
contract,
that,
with
the
funding
that
we
approved
the
approximately
1.5
not
that
long
ago,
it
feels
like
that
wasn't
a
very
good
estimate
to
a
year
later
come
back
and
need
another
nine
hundred
thousand
dollars
more.
N
Yeah
well,
unfortunately,
when
you
do
an
upgrade
to
an
event
to
the
new
Billing
System,
there
were
a
lot
of
shoes
when
you
take
old
data
and
try
and
put
it
into
a
new
system.
So
there
had
been
a
lot
of
conversion
issues.
There
was
a
lot
of
cleanup
that
needed
to
take
place
with
us
from
our
our
current
information.
Meaning
you
know
addresses
were
incorrect.
Dollar
amounts
were
incorrect.
We
had
to
set
up
a
whole
new
coding
system
with
the
advanced
Billing
System.
N
N
Let's
you
know,
manipulate
the
information,
some
more
so
I
would
say
that
probably
took
at
least
six
months
and
then,
of
course,
with
covid
and
not
being
able
to
visit
with
people
face
to
face
and
say:
okay,
we
tested
this,
it
doesn't
work,
you
fix
it
real,
quick,
you
know
back
and
forth.
In
the
same
room,
or
at
least
in
the
same
building,
it
takes
time,
unfortunately,
to
get
answers
back.
So
if
we
sent
him
an
email,
they
might
be
in
the
middle
of
something
else.
It
takes
a
day
to
get
back
to
us.
N
Okay,
now
test
it,
we
tested
it,
it
may
or
me
not,
have
worked.
We.
You
know
some
of
this
back
and
forth
kind
of
kind
of
issue.
Now
that
those
restrictions
have
been
eliminated,
we
will
definitely
try
and
get
them
here
in
our
facility
as
soon
as
possible,
so
that
those
communication
efforts
can
go
a
little
bit
faster
and
a
little
bit
smoother
over
the
next
six
months,
so
that
we
still
do
stay
on
track
for
a
for
a
March
implementation.
Now.
C
You
know
if
it's
a
five
digit
and
then
someone
else's
is
three
I
would
expect
them
to
have
had
an
idea
about
that.
I
mean
it's
a
big
ask
for
when
we
just
did
this
and
said
we
don't
want
to
do
it
anymore.
It's
it's
not
like
I,
don't
believe
that
there's
problems
and
that
it
has
to
happen
and
I'm
sure
it
will
pass.
But
surely
we
don't
feel
good
about
it
and.
C
C
B
D
Think
councilor
Lindell
covered
covered
my
concerns
and
it's
not
about
Nancy
AFL
for
you.
You
have
to
stand
up
here
and
ask
answer
our
questions.
I
think
someday
I'd
love
for
mountain
river
to
be
up
here
to
talk
about
why
things
don't
work,
we
talked
about
this
last
year.
We
said
this
is
it.
This
is
a
big
chunk
of
money.
D
To
finish
this
up,
we
said
18
months
we
were
projecting
I
know,
covid
came
into
play,
it
has
been
in
play,
I
mean
we
know
we're
dealing
with
the
outdated
system,
there's
Hiccup
and
hiccups
and
setbacks
all
the
time
for
everything
we
do.
You
know
in
the
city
in
general,
so
I
guess
I,
just
don't
I
don't
understand
with
the
amount
of
with
the
contract.
We
were
in
that
the
things
that
we
need
to
do
were
not
projected
adequately
and
then
we
need
more
money
to
do
what
we've
already
said.
D
D
Yeah
I
just
I,
don't
know.
I
can't
I
can't
support
this.
This
change
again,
it
just
seemed
like
900.
If
it
was
like
75
000
hundred
thousand
I'd,
be
like
oh
yeah.
Okay,
that
made
sense.
They
had
some
setbacks.
Nine
hundred
thousand
a
big
difference
from
like
what
they
were
projecting
needed
to
happen,
knowing
our
system
so
well,
and
so
that's
kind
of
where
I'm
standing
I
don't
have
any
questions.
D
E
So
utilities
have
been
out
there
on
their
own
trying
to
figure
this
out
within
the
past
year.
It
has
built
that
relationship
with
the
utilities
to
start
taking
ownership
of
their
responsibility
and
the
first
responsibility
is
supporting
them
with
ucis.
The
next
responsibility
is
to
make
sure
that
this
new
platform,
Advance
buildings,
have
been
successful
and
we
have
assigned
an
oversight
project
manager
within
the
past
year
to
oversee
the
advanced
building
project
attends
every
meetings.
E
Our
I.T
support
team
is
attending
the
meetings,
identifying
risks
and
issues
and
helping
resolve
those
transition
is
not
going
to
be
easy.
It's
not
going
to
be
quick
and
we're
going
to
need
Mountain
River
to
be
part
of
the
munis
upgrade,
because
once
we
complete
that
upgrade,
we
got
to
build
an
interface
after
we
go
live
in
the
new
Advanced
building
platform
to
communicate
with
munis.
E
So
we
do
have
an
exit
strategy,
we're
working
with
utilities.
The
first
step
is:
it
has
a
vacant
I.T
business
analyst
we're
going
to
read
class
as
a
system.
Administrator
utility
is
going
to
help
fund
that
so
we
could
bring
in
the
right
resource
with
a
correct
skill
set
to
get
in
there
start
working
with
mountain
river,
identify
what
they
do
and
it
can
start
taking
ownership
of
what
mountain
river
is
doing.
It's
not
going
to
be
a
quick
transition.
Like
I
said
it's
20
year
old,
Legacy
Hardware.
E
Part
of
that
we've
already
been
working
on
the
Legacy
Hardware,
we're
about
to
complete
moving
that
Legacy
Hardware
to
do
it
to
their
data
center
on
new
hardware
that
should
be
completed
within
the
next
two
months.
So
we
do
have
an
exit
plan.
We
do
have
a
strategy.
We've
built
that
relationship
with
utilities.
We've.
M
E
D
Yes,
so
all
that
you
said
was
exactly
what
I
was
talking
about
the
beginning
last
year,
like
Exit
Plan
strategy,
it's
going
to
be
involved
and
and
I'm
just
saying
that
this
is
what
I
was
hoping
we
did,
we
would
achieve,
and
it
sounds
like
we're
moving
that
in
that
direction.
So
that's
good
if
you
were
to
tell
me
that
900
000
was
going
to
pay
for
these
new
staff
people
this
new
hardware,
that
we
all
need
in
order
to
make
this
happen,
then
I
feel
better
about
it.
D
But
it's
not
it's
going
to
it's
going
to
the
contractor
yeah.
So
that's
why
I
have
a
hard
time
with
this.
It
just
doesn't
compute
for
me,
like
we
have
the
big
contract,
and
now
we
have
more
so
I
appreciate
your
perspective,
I'm
supportive
of
it
I'm
glad
you
all
are
involved
and
glad
there's
a
strategy.
It's
just
that
adding
to
this
contract
does
not
sit
well
with
me,
so
I
will
yield
the
floor,
but
thank
you
for
being
here.
E
E
F
N
Correct
I
would
say
the
most.
The
bulk
of
the
900
000,
though,
will
be
used
for
this
current
fiscal
year.
Only
because
the
the
bulk
of
what
they
do
on
a
daily
basis
for
us
is
to
get
us
into
the
advanced
Billing
System.
If
we
don't
move
into
the
advanced
Billing
System
I
cannot
promise
or
cannot
even
guarantee
that
we
can
Bill
weekly
two
million
dollars
so
I
I.
This
is,
do
or
die
kind
of
you
know
kind
of
time
frame.
N
If
we
don't
move
forward,
I
I
can't
I
can't
guarantee
the
the
correctness
or
the
ability
to
to
Bill
weekly
for
our
utilities
and
that's
85
million
dollars
a
year.
That
is
what
the
whole
public
utilities
runs
off
of.
We
are
an
Enterprise
fund,
so
so
it's
crucial.
F
N
N
Say
yes,
but
I
can't
promise
that
there's
still
the
munis
upgrading
aspect
to
that,
we
would
still
need
to
move
all
of
the
information
from
the
Now
new
CIS
Advanced
system
into
the
munis
financials.
So
there
is
still
going
to
be
some
I'm
going
to
probably
say
it
wrong:
API
interface
transactions
that
need
to
be
built
typed.
N
You
know
written
coded
whatever,
whatever
word
works
best
just
to
make
sure
that
the
ucis
billing
system
can
then
be
and
all
of
that
information,
85
million
dollars
can
be
uploaded
into
the
Munich
system
so
that
when
we
do
the
year
end
and
the
month
end-
and
you
know
all
of
that-
both
systems
match
and,
of
course
the
immune
system
is
the
financial
system
for
the
city.
N
So
there
will
still
be
you
know,
I'm
hoping
much
smaller
and
that's
why
we
did
a
four-year
and
that
year,
three
and
four
should
drop
significantly
down
to
I.
Think
we
projected
150
000
a
year
for
year,
three
and
four
again,
if
everything
goes
really
well
in
March
2023,
which
is
what
I'm
hoping
for
and
pushing
for
is
correct
and
we
don't
have
any.
You
know.
Other
problems
or
issues.
E
Councilor
Rivera
so
right
now
we
have
a
an
old
version
of
munis
and
a
20
year
old,
ucis
system
that
do
not
communicate
with
each
other.
In
order
to
build
that
bridge,
we've
got
to
upgrade
newness
to
a
current
version
that
particle
live
date
is
January
27th.
After
that
we
have.
Our
targeted
go
live
date
of
the
new
Advanced
Billing
System
in
March.
Now
we
have
two
platforms
that
are
current.
Then
we
have
to
start
working
on
that
bridge,
which
is
called
an
API,
so
they
could
communicate
so
we're.
E
G
E
Think
that
Madam
chair
counselor
Cassie,
that's
that's
our
timeline.
Okay,
like
I,
said
it
is
an
aggressive
timeline.
That's
that's
our
goal.
After
we
build
that
API
and
they
start
communicating,
then
we'll
still
have
to
look
at
utilities
on
their
Operational
Support.
That
mountain
river
does
because
they
do
technical
and
Operational
Support.
That
is
our
exit
strategy.
Out
of
the
technical
support
with
mountain
river,
I
guess
and.
N
We
a
couple
of
different
things
as
long
as
everything
goes
well
training.
Of
course
we
would
need
to
make
sure
that
everybody
on
our
side
in
utilities
is,
you
know
up
to
speed
on
all
of
the
systems.
N
The
new
building
system,
which
Advanced
is
also
you
know,
assisting
with
manuals
and
and
training
applications,
and
things
like
that.
So
it's
just
a
it's
an
Ever,
Ever
Changing
training,
never
ends
you
know
kind
of
project,
and
you
know
we
really
do
need
to
get
away
from
Mountain,
River
and
and
concentrate
on
city
employees
and
making
sure
that
they're
trained
and
they
know
the
systems,
and
you
know
if
there's
any
any
type
of
additional
training
or
classes
or
anything
that
our
employees
need
to.
We
need
to
invest
with
them.
N
G
If
the
tech
technical
off-ramp
is
successful,
are
you
do
we
currently
have
enough
staff
and
utilities
to
do
the
operational
piece,
or
is
that
something
that
we're
going
to
have
to
contend
with
I'm,
just
thinking
of
all
of
the
things
that
take
so
much
longer
than
we
think
that
they
will
and
how
we
start
to
really
build
this
now
and
really
be
thinking
about
some
of
these
things?
Now
we
know
that
it
takes.
G
You
know
a
long
time
for
people
to
get
hired,
I,
don't
fully
understand
all
of
the
Nuance
there
I
think
it
takes
probably
too
long,
but
you
know
those
are
some
of
the
things
that
as
we're
looking
at
another
huge
contract
or
a
huge
extension
to
her
addition
to
this
contract,
which
is
already
very
frustrating
for
all
of
us.
This
has
been
well
expressed
that
that
we're
planning
ahead
in
all
of
these
different
pieces,
because
the
last
thing
I
would
like
to
see
is
you
know,
kind
of
a.
N
No
I,
we
did
have
13
vacancies
in
utilities.
We
did
do
a
rapid
hire
for
Public
Utilities,
specifically
on
July
31st,
and
out
of
that
we
did
make
eight
offers.
I
do
have
five
of
those
that
have
started.
It's
still
a
little
slow
for
individuals,
so
with
that
I
will
be
still
about
for
customer
service.
N
But
you
know
it
also:
I
can't
also
bring
in
nine
new
hires,
try
and
get
them
all.
You
know
trained
in
up
to
speed
either.
So
we
are
trying
to
find
that
happy
in
that
middle
ground,
where
we
bring
in
two
or
three
every
couple
of
months,
make
sure
that
they're,
good
and
they're
trained
and
they
can
go
off
and
then
we
you
know
we
have
two
more
new
hires
I
I.
N
Don't
believe
that
Staffing
will
be
an
issue,
it's
just
a
matter
of
making
sure
that
the
system
is
accurate
and
correct,
so
that
when
we
do
flip
that
switch
there
isn't
any
problems.
And
you
know
our
customers
are
still
receiving
the
same
bill
that
they,
you
know
received
every
every
month.
G
Thank
you
I
appreciate
that
I
I'm
I'm
kind
of
trying
to
figure
out
you
know,
I
I,
understand
that
covet
prevention
and
everything
literally
everything
in
our
lives.
When
we
did
this
contract
last
though
it
was
already,
you
know,
June
of
21,
so
we
had
trying
to
remember
my
Cova
timeline
I.
Guess
we
hit
Delta
in
August
of
that
year,
but
I'm
curious
about
the
kind
of
the
covet
impact.
At
this
point
we
were,
we
were
already
in
it.
We
were
already
getting
vaccines.
G
N
Well,
covert
kind
of
mucked
up
the
SE
two
more
so
than
anything
which
of
course
includes
mountain
river.
So
we
started
the
project
with
Advanced.
We
got
in
about
I,
don't
know
three
or
four
months,
probably
six
months.
Actually,
if
I'm
looking
at
the
time,
if
I'm
thinking
about
the
time
frame
and
then
unfortunately,
Canada
was
a
little
bit
behind
in
what,
when
we
sort
of
saw
all
of
our
masses
and
and
shut
down,
Utility
Billing
never
shut
down.
We
were
at
work
every
single
day.
N
There
was
no
work
from
home,
kind
of
you
know,
aspect
or
anything,
but
when
Advanced
had
to
kind
of
shut
down
or
their
people
had
to
you
know
we
can
remote
in
for
certain
things,
but
we
can't
really
have
those.
You
know
altogether.
Meetings
Zoom
helped
a
lot,
but
unfortunately
it
just
starts.
It
started
to
slow
down
the
advanced
company
themselves.
N
Low
lost
several
employees
that
were
on
our
project
so
that
slowed
it
down,
but
really
the
the
majority
of
it
is
once
we
got
into
the
structure
of
the
advanced,
Billing,
System
and
our
old
data
and
how
to
convert
that
over
there
there
were,
unfortunately,
some
some
hiccups,
some
problems.
We
thought
that
we
would
only
have
to
do
one
conversion
of
information.
We've
actually
gone
through
three
already,
and
we
are
still
projected
to
do
three
more.
N
So
you
know
having
one
conversion
versus
now,
six
to
make
sure
that
we
have
the
right
information
it.
Unfortunately,
it
slows
down
the
process.
N
N
So
unfortunately,
it's
just
a
cumulative
kind
of
everything
hit
at
the
wrong
time,
and
we
just
we're
we're
managing
it,
we're
getting
through
it,
but
it's
just
a
little
bit
slower
than
I
would
liked
you
know
and
anticipated
for
that
matter,
just
trying
to
make
sure
that
everything
is
is
correct
and
accurate.
G
All
right
well,
thank
you.
I
do
I,
do
appreciate
that
and
definitely
understand,
as
we've
all
seen
in
so
many
different
ways
that
that
kovid
continued
to
disrupt
things
and
there,
and
there
really
was
this
cumulative
effect.
So
thank
you
for
flushing
that
out
a
little
bit
more,
but
I.
I
too,
am
having
a
really
really
tough
time
with
such
a
large
addition
to
this
contract
and
the
dependency
that
we
have
I.
It
is
helpful.
G
It
was
really
helpful
to
hear
from
both
of
you
tonight
about
the
steps
that
your
departments
are
taking
and
your
teams
are
taking
to.
Let's
get
off
this
dependency
because
it's
as
councilman
Dallas
mentioned
it's.
You
know
it's
been
a
20-year
contract
and
it's
it's
a
huge
contract.
It
states
millions
of
dollars
that
have
gone
to
this
contractor
and
it
has
definitely
been
frustrating
to
be
seeing
these
come
through.
I
am
hopeful
that
things
will
continue
to
go
as
planned
and
I
guess.
G
My
plea
to
both
of
you
would
be
that
if
there
are
issues
that
internally,
the
governing
body
needs
to
provide
some
type
of
support,
whether
it's
Staffing,
whether
it's
I
I,
just
anything
that
we
can
do
on
the
city
Side
whatever
there
is
control
in
to
not
blow
this
down
further
I
I
think
that
that
is
really
important
to
have
our
finger
on
it
so
again,
kind
of
all
these
different
things
that
we
don't
always
think
about
the
training,
the
the
things
that
we
assume
are
going
to
go
according
to
plan.
N
I
that
we
think
are
gonna
work
make
it.
You
know
a
little
bit
better,
a
little
bit
faster,
a
little
bit
easier.
You
will
be,
you
know,
and
you
kind
of
always
have
heard
from
me
it.
Unfortunately,
it's
just
a
big,
huge,
lift
and,
and
we
are
working
and
trying
and
all
working
together.
You
know
we
talk
probably
weekly,
sometimes
twice
a
week,
just
to
make
sure
that
we're
all
on
the
same
page
and
moving
forward.
Okay,.
G
Well,
thank
you
all
for
your
work
on
there
and
I
look
forward
to
the
presentation
where
you're
introducing
us
to
the
new
system
and
to
the
API
for
munis.
If
I'm
saying
all
of
my
technical
terms
correctly,
that's
that
will
be
a
wonderful
presentation.
I
think
that
we'll
you
know
pop
up
bubbly
sparkling
cider.
G
For
some
reason,
so
yeah
I
I
feel
definitely
between
a
rock
and
a
hard
place.
I,
don't
I,
don't
know
what
to
do
with
this,
but
I
really
I
do
appreciate
all
of
the
work
and
I'll
leave
the.
A
B
Thank
you,
counselor
Castle,
no,
author,
Lindale,
counselor
Rivera.
B
B
A
Requests
for
approval
of
a
termination
agreement
with
the
cart,
Labs,
Inc
and
Associated
LED
or
sorry
what
am
I
saying:
Associated
Lita
funding
clawback.
We
have
a
whole
variety
of
folks
with
us.
Maybe
you
can
just
introduce
yourselves
as
you
come
to
the
podium
and.
D
Met
him,
my
eyes
are
really
bothering
me
right
now,
so
I'm
gonna
try
to
make
this
short,
so
I
I'm
really
bummed
out
to
hear
about
this
change
in
the
clawback,
because
you
know
I
was
on
the
council
when
we
first
approved
this
and
there
was
a
lot
of
excitement
and
optimism.
D
And
yes,
we
know
about
how
covet
has
affected
a
lot
of
businesses
in
Santa,
Fe
and
Beyond.
So
I
understand
the
the
reasoning
behind
it
and
so
well.
It's
disappointing
I'm
sure
that
the
cart
will
continue
being
a
leader
in
the
community
and
so
I
guess.
D
The
questions
I
had
was
really
trying
to
map
out
how,
from
the
original
agreement,
the
numbers
of
staff,
how
it
actually
met
the
goals
and
then
when
it
started
declining
and
the
reason
why
I
asked
that
that,
because,
when
I
look
at
the
documents
of
the
last,
let's
see
the
the
ordinance
there
was
a
job
creation,
commitment
and
schedule,
and
then
there
was
a
leader
affidavit
that
was
sent
to
us
by
Descartes
Labs.
It
didn't
make
sense
to
me
only
because
it
was
just
covering
a
period
of
time.
D
Maybe
it
was
because
those
are
the
time
periods,
they
didn't
meet
the
goals.
So
maybe
you
could
just
explain
to
me
the
difference
between
that
like
where
they
actually
met
the
goals
of
year,
one
which
was
and
I
don't
know.
D
If
you
want
to
just
go
to
that
job
creation
commitment
it's
on
page
18
of
our
packet
material
in
the
original
2018,
Descartes,
ordinance
and
I
I
just
want
to
understand
that
what
didn't
what
happened
and
what
didn't
happen
because
we
actually
outlined
it
pretty
clearly
that
they
started
with
certain
job
numbers
and
there
was
going
to
be
a
19
person
increase
and
then
year
two
there
was
retention
and
then
they
were
going
to
add
17
more
so
from
the
memo
it
says
that
they
met
their
targets,
but
the
I
guess
the
leader
affidavit
kind
of
threw
me
off.
K
K
But
the
re,
what
I
can
tell
you
while
I'm
looking
through
this,
is
that.
B
K
E
Level
before
and
they
did
not,
we
did
not
do
that.
K
D
So
maybe,
if
y'all
it's
confusing,
even
your
formulas
are
confusing
like
how
you
all
calculated
how
much
you
all
will
be
climbing
back
based
on
our
numbers.
I
was
thinking
well,
it
seems,
like
we'd,
be
coming
back
more
but
I'm
assuming
that
staff
followed
the
the
formula
that
was
outlined
in
the
contract.
D
I,
don't
know
who
wants
to
answer
that
first
I
just
want
to
understand
the
target
numbers
for
staff
they
exceeded
the
past.
They
do
you
have
those
numbers
in
front
of
you.
I
just
don't
understand
that
yeah.
B
D
J
To
the
attorney
chair,
counselor
so
prior
to
2020,
they
met
their
job
creation
numbers
and
what
we
receive
annually
is
an
affidavit
about
where
they're
at
for
their
job
creation
numbers.
It
was
during
2020
that
their
numbers
mid
2020
that
their
numbers
started
to
go
down,
so
the
affidavit
that's
in
the
packet
is
referring
to
the
time
period,
basically
when,
when
they
asked
us
for
a
termination
to
the
current
date,
I
believe-
and
we
do
have
so.
We
had
a
an
economic
impact
report
also
added
into
the
packet.
J
D
D
J
Counselor,
if
I'm
understanding
you
correctly
you're
trying
to
understand
the
formula
versus
the
job
creation
and
how
we
got
to
the
amount
of
so
I
believe
during
the
third
year,
they
were
projected
to
exceed
I
think
the
number
was
72
if
I'm
correct,
so
they
had
met
their
job
goal
and
exceeded
it.
J
They
were
looking
at
potentially
receiving
an
increase
or
a
bump
their
bonus
based
on
those
numbers,
but
during
that
year
with
covid
starting,
they
started
pulling
back
their
numbers
and
started
communicating
with
us
that
that
they
were
not
going
to
be
able
to
retain
that
number
of
staff,
so
that
projection
of
what
they
did
meet
versus
where
they
currently
are
at
is
why
the
calculation
came
out.
The
way
it
did
so.
The
projection
is
how
much
money
was
provided
by
both
the
state
and
the
city
to
Descartes,
and
that
number
is
in
the.
J
In
the
formula,
that's
in
the
memo,
so
Descartes
access,
70
of
the
state
of
New
Mexico
funds
and
it
accessed
50
of
the
city
of
Santa
Fe
funds
pledge.
So
the
state
pledged
700
000,
the
city
pledged
a
hundred
thousand,
so
they
utilized
490
000
from
the
state
funds
and
50
000
from
the
city
fund.
So
then,
in
evaluating
what
jobs
they
did
create
and
how
much
I
believe
GRT
they
also
created.
J
D
Yeah
I
understand
the
formula,
although
I'm
always
curious
like
where
did
the
formula
come
from,
but
I
I
think
I
was
just
trying
to
understand
if
they
got
credit,
if
you
will
for
the
years
that
they
were
exceeding
their
numbers
and
then
it
kind
of
made
up
for
the
time
frame
that
they
ended
up,
dropping
off
because
of
covid
and
then
also
when
did
they
ultimately
decide
we're
not
going
to
continue
doing
this,
even
though
they
did
lay
off
a
bunch
of
people
in
2020,
so
I
guess
they
were
still
in
business
in
Santa
Fe
still
trying
to
operate
and
meet
their
expectations.
J
I
also
regarding
when
they
started
to
request
a
termination,
what
what
happened
20
as
they
had
to
lay
off
people
or
people,
were
moving
out
of
the
city.
I
think
that's
actually
happened,
probably
prior
to
them
letting
go
of
individuals
and
I.
Can
let
Heather
talk
about
that,
but
some
people
had
moved
out
of
the
city,
so
they
couldn't
count
as
the
job
growth
and
creation
of.
J
They
came
to
us
and
asked:
can
we
augment
our
PPA,
so
we
had
discussed
potentially
doing
an
amendment
to
the
PPA
But
as
time
started,
moving
forward
and
the
company
kind
of
changed.
They
asked
us
for
a
termination,
so
it
was
during
that
whole
entire
covid
period
that
we
were
discussing
how
we're
going
to
move
forward
with
them.
But
it
wasn't
until
recently
that
we
were
able
to
to
cement
an
agreement
as
to
how
we're
going
to
do
a
termination
and
qualify
I'll.
Let
Ryan
answer.
M
D
H
F
It's
the
benefit
that
the
employees
and
the
benefit
the
employees
and
the
business
bring
to
the
city
of
Santa
Fe
through
gross
receipt
taxes
through
property
taxes
on
the
building
and
the
equipment
and,
more
importantly,
what
the
indirect
and
induced
employees
what
they
benefit.
Those
individuals
bring
to
the
city
as
well.
F
D
I
understand
that
and
I
know.
Grt
is
a
piece
of
that,
but
we
did
talk
a
lot
about
why
it
was
important
to
have
people
actually
increase
the
number
of
employees
and
provide
jobs
for
people
that
live
in
Santa
Fe.
So
I
guess
the
other
question
I
had
was
what
what's
the
current.
So
what's
the
current
status,
then
of
Descartes
as
it
relates
to
its
imp,
like
role
in
Santa
Fe,
it's
completely
left
Santa
Fe
or
maybe
can
explain
that
to
us
foreign.
B
Mccarthy
so
Madam,
chair
and
councilwomanville
real,
the
current
number
of
employees
in
New
Mexico
is
about
15
right
now
and
they
are
still
at
those
high-paying
jobs.
So
that
is
definitely
a
bonus.
The
type
of
jobs
has
been
a
question
before
and
there
are
a
lot
of
the
scientists,
the
engineers
you
know
still
that
high-tech
level
a
couple
of
administrative
and
you
know
more
office,
but
really
the
core
of
that
15
is
going
to
be
your
technical
people.
B
Working
for
Descartes
Descartes
did
get
an
investment
they're
successful
as
a
successful
tech
company.
It's
great
and
got
an.
B
B
They
were
at
least
correct:
yes,
councilwoman
they
were,
they
were
leasing
it
and
it's
now
being
leased
by
the
Los
Alamos
National
Laboratory,
the
cinnamon
yeah,
the
Community
Partnership
right.
So,
okay.
B
Councilwoman
they
they
have
an
office
based
out
of
the
Railway.
The
real.
D
Okay,
thank
you
thank
you,
and
so
because
that
funding
went
into
also
improvements
for
the
building
the
person
that
owns
it,
there's
nothing
they
need
to
do
or
we
we
don't
have
any
kind
of
relationship.
We
have
to
continue
in
that
vein
related
to
lead
to
funds.
I
just
have
to
understand
that
I
don't
understand
what
that
means,
because
they've
made
improvements,
it's
not
they
use
Lita
funds
and
then
so
is
there
any
requirement
they
have
to
utilize
that
building
for
something
related
to.
H
Lita
yeah,
no,
the
the
the
the
the
capital
investment
was
theirs.
They
put
the
capital.
Investment
in
Lita
was
a
sort
of
a
grant
payback
for
that,
but
it
was
tied
to
job
creation,
so
all
that
investment
they
made
in
that
building
all
those
improvements,
there's
no
connection
to
us
or
to
them
right
now,
because
they've
leased
it
out,
they're
subleased
it
to
someone
else
which
is
Salina.
Okay,.
D
H
Question
Council
I'm
very
well,
so
the
money
will
come
back
to
the
economic
development
Enterprise
fund
and
we
right
now
have
three
other
companies
that
are
looking
for
business
growth
and
potential
lead
Investments.
So
I
will
just
turn
that
money
around
to
to
invest
in
other
companies,
they're,
not
tech
companies,
so
they're
sort
of
manufacturing
on
the
manufacturing
side.
So
that
money
will
just
go
back
to
our
investment
fund
that
we
use
to
partner
with
the
state
on
Lida.
D
A
Other
questions
from
the
committee
is
there
a
motion
Motion
in
a
second
all
those
in
favor
I.
Anybody
opposed
that
motion
passes.
We
have
no
discussion,
no
executive
session,
no
Matters
from
oh
I,
don't
know.
Do
we
have
Matters
from
staff?
I
was
gonna
just
slide
right
over
you.
If
you
have
matters,
I
wouldn't
bring
them
up.
Matters
from
the
committee
Matters
from
the
chair,
our
next
meeting,
Monday
October
17th.
We
are
adjourned.
Thank
you.
Everyone.