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From YouTube: Finance Meeting for June 1, 2020
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B
C
B
B
C
B
B
Okay,
does
anyone
need
to
pull
7a.
B
Okay,
so
then
can
I
have
a
motion
to
approve
the
consent
agenda
with
the
amendment.
Removing
item
7b
motion
to
approve
is
amended.
Second,
okay,
can
I
have
a
roll
call?
Please.
B
Okay,
approval
of
the
the
regular
financial
meeting
minutes
of
may
18th
2020.
Are
there
any
changes
from
no
team.
B
Passes:
okay,
so
that
brings
us
to
our
item
that
was
pulled
from
the
consent
agenda.
This
is
consideration
of
bill
number
2020-10,
an
ordinance
creating
a
new
section,
20-7
fbc
1987
regarding
the
faith
coverings
by
employees
and
customers
when
inside
places
of
business
and
by
all
members
of
the
public,
one
in
public
places
where
social
distancing
is
not
possible
and
establishing
an
effective
date
of
the
day
of
the
bill.
Adoption
councilwoman
romero
worth.
D
It
makes
the
first
violation
of
this
new
section,
a
punishable
by
a
warning,
and
any
subsequent
violations
would
be
fines
of
50
for
each
violation
after
the
first
violation,
which
would
be,
of
course,
the
first
violation
would
be
just
a
warning,
and
then
it
also
adjusts
the
age
from
10
years
to
15
that
people
would
be
required
within
the
city
limits
to
wear
a
face
covering
of
some
sort.
B
F
Thank
you,
chair,
counselor
romeroworth,
I'm
curious.
If
we
have
any
leeway
within
this
to
not
make
this
be
a
petty
misdemeanor,
I
think
that
ends
up
being
on
people's
record.
Can
it
be
some
kind
of
a
citation
like
a
I
don't
know,
speeding
or
just
a
violation
rather
than
a
petty
misdemeanor
is
that
is
that
something
we
could
have
a
conversation
about
so.
D
The
way
this
is
set
up
is
that
it
is
not
a
civil
penalty,
but
a
under
the
our
criminal
statute.
Correct.
H
It
would
be
a
misdemeanor,
so
that
is
a
criminal
violation.
It's
similar
to
so
under
the
mayor's
order.
Right
now
as
well,
any
violation
of
the
emergency
orders
are
also
misdemeanors.
So
it's
it's
consistent
with
that.
If
we
did
want
to
do
a
civil
citation,
we
would
just
need
to
create
an
additional
section
about
some
sort
of
administrative
appeal
process
that
would
have
to
happen
at
the
city
level.
D
And
this
aaron,
if
I
can
so
the
state,
has
something
called
a
penalty
misdemeanor
in
their
structure.
I
don't
know
what
that
means.
I
mean
it
is
under
their
criminal
statute,
not
under
their
civil,
and
I
don't
know
if
that's
something
that
could
be
added
and
if
that
would
change
anything
to
address
counselor
lindell's
question.
H
Absolutely
worth
chairman
of
beta,
I'm
not
sure
if
it
would
address
the
concern
about
it
being
a
criminal
citation,
and
I
I
could
do
some
research
about
what
the
difference
is
between
a
misdemeanor
versus
I'm,
not
sure.
If
they're
versus
a
misdemeanor
penalty
is
that
what
you
said.
D
D
Right
and
and
it's
it's
like,
I
believe
this
cell
phone
texting
while
driving
is
under
the
criminal
statute,
both
in
at
the
city
level
and
at
the
state
level.
So
this
is
not
without
precedent,
seat
belt,
ordinances,
traffic
ordinances
are
criminal,
not
civil,
so
you
can
get
petty
misdemeanors
for
a
variety
of
offenses
under
both
the
city
and
state
code.
H
D
Right,
so
it's
not
one
of
the
things
that
would
prevent
you
from
say
getting
a
job.
That
kind
of
thing
that's
usually
they're,
looking
for
felonies,
not
for
petty
misdemeanors.
F
Thank
you
chair.
It's
just
something
that
I
I'd
like
to
have
a
little
bit
more
discussion
about.
I
know
that
we
went
from.
F
We
we
did
the
whole
thing
with
decriminalizing
pot.
I
don't.
I
just
don't
feel
like
having
any
kind
of
a
criminal
record
for
a
person
for
not
wearing
their
mask.
I
mean
gee.
I
got
a
cell
phone
ticket
one
time.
I
didn't
know
that
I
had
a
a
record
now.
F
Maybe
I
do
maybe
I
don't
I
don't
know.
I
know
I
paid
a
fine.
I
just
you
know
I.
I
don't
want
to
stop
this,
but
I'd
like
to
have
more
discussion
about
it.
I
mean
I
I
support
this.
I
think
it's
I
think
it's
the
right
thing
to
do
wearing
a
face
covering.
Is
it
inconvenient
for
me
yeah
just
like
everybody
else.
Do
I
find
it
pleasant?
F
No,
I
don't,
but
I
do
it
cheerfully
and
respectfully,
because
I
think
I'm
protecting
other
people
and
I
just
like
I
said
I
don't
want
to
stop
this
on
on
principle.
I
support
it.
I
just
like
to
try
to
find
a
way
around
perhaps
having
a
criminal
record,
especially
for
you
know
for
somebody
like
me.
It's
probably
not
that
big
a
deal.
I
don't
want
that
to
happen
to
a
17
year
old.
So
that's
kind
of
where
I'm
at
with
this
and
I'm
willing
to
certainly
see
it
through
this
committee.
B
Great,
thank
you.
Anyone
else.
I
All
right,
I'm
being
lazy
and
not
raising
my
hand,
my
virtual
hand,
I'm,
I
think
the
additions.
The
amendments
make
sense
and
some
of
the
word
changes
were
just.
I
Can
you
elaborate
a
little
bit
more
on
those
word
changes
just
so.
We
know
the
context,
because
I
wasn't
able
to
compare
the
documents
between
the
amendment
and
the
original.
I
I
Okay
and
then
there
was
the
last
one
about
at
the
recommendation,
applies
to
the
city.
If
you
could
talk
about
that.
I
I
Just
wanted
to
know
what
the
word
changes
were
because
I
couldn't
compare.
I
didn't
have
time
to
compare
this.
One.
Okay,
walk
us
through
those
minor
ones.
Just
so
we
know.
A
You,
where
are
we
it's
sort
of
technical,
so
it
would
just
say
the
public,
health
or
public
health
protection
ordinance
shall
go
into
effect
immediately
upon
its
adoption
and
shall
expire
instead
of
will
expire
when
the
cdc
withdraws
its
face-covering
recommendation
related
to
the
pandemic,
as
that
recommendation
applies
to
the
city.
So
that's
how
that
last
paragraph
would
read.
I
Thank
you
for
reading
it
out.
It
helped
it's
helpful
and
I
actually
agree
with
my
colleague
councilwoman
lindell,
just
to
understand
that,
because
how
to
better
structure
it
legally,
because
I
agree
having
a
having
a
record
for
that,
doesn't
make
sense
to
me.
So
I
think
at
the
next.
This
goes
on
to
counsel
right
for
public
hearing
next
week.
I
Yes,
we
can
get
that
before
next
week,
so
we
can
understand
it
better.
Instead
of
any
I'd
prefer
not
having
any
last
minute
information
before
we
go
into
council.
That
would
be
helpful
and
that's
it.
Thank
you.
J
Thank
you
very
much,
mr
chair.
I
was
actually
curious
why
we
decided
on
age
15.
I
know
that
was
a
discussion
in
quality
of
life.
So,
following
up
on
that
conversation,
why
was
15
the
age
that
was
decided
upon
for.
D
D
Where
this
is
my
thinking,
of
course,
it's
up
to
the
governing
body,
I
thought
about
removing
age
altogether,
and
I
just
I
I
decided
that
15
was
probably
the
right
place
to
put
this,
because
we,
I
have
been
getting
emails,
and
maybe
you
all
have
two
of
pictures
of
you
know
young
people
not
wearing
masks,
and
I
think
we
need
to
send
a
message
that
we're
serious
about
this.
D
This
is
something
we
want
to
see
everybody
doing
it's
one
of
the
very
few
things
we
have
one
of
the
few
tools
we
have
to
prevent
the
spread
of
this
virus
because
we
don't
have
a
vaccine,
and
you
know,
I
think,
kids
younger
than
15.
You
know
that's
up
to
their
parents.
I
leave
their
parents
to
decide
whether
they
are
in
situations
that
require
a
mask
and-
and
I
leave
that
to
parents
to
decide
what's
in
the
best
interest
of
their
kids.
D
But
I
feel
like
when
you're
15
you're,
starting
to
get
some
independence,
maybe
you're
on
a
skateboard
around
town
or
a
bike,
or
you
know
you're
out
and
about
on
your
own,
and
we
certainly
have
other
other
rules
or
laws
that
apply
to
15
16
and
up
to
minors.
Essentially,
and
it
seemed
like
the
right
place
to
to
put
it.
But
again,
you
know
the
governing
body
could
decide
not
to
put
an
age.
D
Emergency
order
that
the
governor
has
in
place
says
anybody,
two
or
older
has
to
wear
a
mask,
but
we
would
be
saying
in
the
city
of
santa
fe.
Our
law
says
anybody
15
or
older,
and
if
you
don't
do
that,
then
you
would
be
subject
to
a
50.
Fine
on
your
second
offense.
Your
first
offense
again
would
be
a
warning.
We
have
the
mayor's
santa
fe
promise
in
place.
D
There's
a
lot
of
education
going
around
about
the
importance
of
wearing
a
mask
and
and
what
that
does
in
terms
of
preventing
the
spread
of
the
virus.
And
I
think
that
I'm
hopeful
that
we
can
mostly
get
people
to
comply
because
they
realize
it's
in
the
best
interests
of
themselves
and
the
community
at
large
and.
D
And
get
you
know
folks
to
just
do
it
voluntarily,
but
to
the
extent
that
we
have
people
coming
here
from
other
places
who
may
have
different
rules?
I
think
it's
incumbent
that
we
stress
how
serious
we
are
about
wearing
a
face
covering,
and
I
would
as
long
as
we're
on
the
subject.
I
would
just
throw
out
that
if
you
look
at
our
cell
phone
laws
for
texting
while
driving,
we
the
state,
I
believe,
if
you're
the
state
law
is,
if
you're
caught
texting
while
driving.
D
It's
like
a
25
fine
for
a
first
offense
and
if
you're
texting
while
driving
within
the
city
limits.
We,
as
a
policy
decision,
have
said
that
your
fine
will
be
two
hundred
dollars.
D
J
Okay,
thank
you
so
much
I
I
don't.
I
don't
disagree
with
it
and
I
you
know
when
looking
at
that
perspective
of
when
do
people
start
to
really
make
independent
decisions.
J
You
know,
15
is
around
around
that
time
and
absolutely
it
doesn't
prevent
parents
deciding
that
their
younger
children
should
be
wearing
a
mask
and
are
mature
enough
to
be
wearing
the
mask
appropriately.
So
thank
you
so
much
for
providing
that
explanation
for
how
we
how
you
came
to
that
particular
age.
That
was
all.
B
D
We'll
try
to
get
some
more
information
and
and
so
that
everybody
understands
the
penalty
structure
and
why
it's
done
that
way,
and
you
know
if
we
wanted
to
go
another
route,
what
the
trade-offs
are
there.
B
Okay,
thank
you.
Any
other
discussion.
D
I
I
would
also,
if
I
could,
mr
chair,
just
add
that
you
know
we
every
year
at
the
legislature,
we
argue
for
local
control.
D
We
argue
that
we
want
to
set
our
own
rules
within
our
own
community
and
in
fact,
we
fight
very
hard
for
any
legislation
that
that
preempts
us
from
doing
that,
and
I
would
say
that
you
know
one
of
the
areas
where
we
have
been
prevented
or
where
redemption
has
come
into
play
is
around
local
rules
around
gun
safety,
and
I
know
we've
been
very
frustrated
with
that,
and
so
I
just
want
to
also
let
people
know
that
I
think
you
know
the
fact
that
we're
making
our
own
rules
and
that
we're
you
know
having
local
control
over
what
we
think
is
best
for
the
nature
of
our
community,
which
is
very
much
a
tourist
community,
we're
understanding
from
our
finance
committee
discussions.
D
It's
also
important
for
our
workers,
who
service
not
only
those
of
us
who
live
here,
but
those
people
who
come
from
out
of
town
who
spend
you
know
all
day
their
entire
work
day,
seven
days
a
week,
five
days
a
week
in
buildings
and
people
coming
in
with
different
ideas
about
whether
they
need
a
mask
or
not,
I
think
to
protect
our
workers,
who
spend
more
time
in
these
buildings
and
therefore
are
more
susceptible
to
this
virus.
D
As
a
result,
this
is
an
important
thing
for
us
to
say,
as
a
community,
to
make
a
policy
decision
that
this
is
important
for
us,
and
this
is
something
we
want
to
do
so.
I
just
wanted
to
add
that.
Thank
you,
mr
chair.
C
The
counselor's
motion
should
be
as
amended
approve,
as
amended
for
approval
of
this
item
would
be.
Are
we
are.
C
B
B
Okay,
then,
we
are
on
to
item
eight,
which
is
a
presentation.
Eight,
a
is
our
budget
update,
mary
mccoy.
K
Good
afternoon,
thank
you,
mr
chairman.
Today
we
have
joining
us
christine
mihalsak
from
our
council
and
constituent
services,
a
group
as
well
as
bradley
flitch
and
alex
with
his
beautiful
puppy
and
alexis
lotero
from
our
budget
office
as
well.
K
So
here
we
are,
as
we
have
been
meeting
every
two
weeks
to
review,
provide
a
budget
update
and
to
review
any
updated
data
that
we
have
go
into
more
in
depth
and
particular
conversations
as
you
will
recall,
and
we
have
our
city
manager
joining
us
jerella
pan
hill,
as
well
as
our
city
attorney
aaron,
mcsherry.
Sorry,
I
forgot
those
two
and
tonight
we
are
going
to
be
reviewing
with
you.
K
Two
important
updates
christine
will
be
presenting
the
survey
updates
that
her
office
led
in
our
community,
as
we
mentioned
a
few
months
ago
when
we
started
this
very
unconventional
process,
is
that
we
are
going
to
have
to
rely
on
additional
tools
to
help
us
as
we
proceed
forward
as
we
plan
for
our
fy21
budget.
K
Community
constituent
engagement,
employee
engagement,
council
engagement
to
a
very
different
extent
as
we
prepare
our
budget
was
one
of
those
key
points
that
we
started
out
with
a
few
months
ago.
So
christine
will
be
providing
us
an
update
of
the
survey
and
then
we'll
be
moving
forward
with
an
update
on
more
detailed
revenues
for
fy21
and
brad
will
lead
us
through
that,
and
then
we'll
review
some
expenditure
options
as
a
starting
point,
and
again,
this
is
a
very,
very
different
time,
as
we
are
adjusting
to
a
new
reality.
K
You're
wearing
face
masks,
as
you
all
were
discussing
at
the
in
the
previous
item.
You
know
looking
for
hand
sanitizer
at
every
entrance
or
exit
of
a
building
calling
in
to
go
orders
for
our
local
stores
or
our
favorite
restaurants.
This
is
really
a
new
normal
that
we
are
facing.
K
It's
almost
as
if
we
have
a
paradigm
shift,
as
we
continue
into
this
new
normal
phase,
and
it's
absolutely
devastating
and
heartbreaking
that
our
financial
reality
as
a
result
of
the
coronavirus
pandemic
are
forcing
us
to
making
changes
to
the
structure
of
our
government
as
we're
moving
forward.
K
However,
with
these
tough
decisions,
our
commitment
is
to
treat
the
process
and
the
people
impacted
with
fairness
and
respect,
whether
it's
our
employees
or
our
constituents
that
we
serve
so
prior
to
this
meetings,
we
discussed
the
fy
21
revenue
decline
in
general
terms
and
the
structural
imbalance
that
we
face
so
brad
will
dive
into
more
detail
tonight
about
our
revenue
assumptions
and
the
initial
revenue
estimates
for
fy21
as
councilor
romero
worth
mentioned
earlier.
Our
city
relies
heavily
on
tax
revenue
that
is
generated
by
our
city's
tourism
and
hospitality
industries.
K
So
as
we
have,
as
these
tax
sources
have
been
reduced
drastically
during
our
shutdown
and
we
expect
continued
reduction
from
fy20
levels
as
we
move
forward,
even
as
the
stay-at-home
orders
are
relaxed,
so
brad
will
go
into
that
detail
and
in
the
coming
weeks,
as
we
prepare
our
fy
21
budget,
the
expenditure
side
of
the
budget,
we
will
begin
reviewing
with
you
all
possible
scenarios
from
cont
for
continuing
our
operations.
K
And
that's
really
why
christine's
presentation
tonight
of
our
survey
results
is
so
key
as
a
context
setting
the
context
and
as
the
first
step
as
we
move
into
the
next
few
months
of
budget
deliberations
and
just
to
end
the
this
intro.
I
think
during
this
time,
in
our
new
normal,
we're
all
having
to
be
flexible
and
nimble
to
be
creative
and
innovative.
As
we
face
the
structural
imbalance
as
we
all
face
a
new
normal
in
our
community.
K
Those
are
the
types
of
examples
that
we
look
forward
to
sharing
with
you,
as
we
are
moving
forward
and
being
flexible
and
nimble,
creative
and
innovative
as
we
move
forward
in
this
process.
So
thank
you
for
indulging
me
on
a
few
minutes
of
an
intro
to
set
that
context
and
at
this
time
I'll
turn
it
over
to
christine
to
share
the
the
survey
process
and
results
with
us.
L
Awesome,
thank
you.
Mary
and
jennifer
is
actually
going
to
join
us
as
well.
Jennifer
fabian
she's,
our
council
liaison
and
she
helped
extensively
with
the
surveys.
So
we
basically
created
a
quick
slide
deck
to
walk
you
through
the
survey
and
jen's
gonna.
Do
the
screen
share
on
that
I'll?
Let
her
kick
that.
L
So,
just
a
really
quick,
high-level
overview
of
the
citizen
survey
results
and
the
intent
of
the
survey.
As
mary
mentioned,
you
know,
the
government
and
my
office
have
been
working
for
ways
to
engage
with
our
residents
survey
is
a
new
innovative
way
to
do
that
type
of
engagement.
L
This
is
definitely
a
time
where
we
needed
to
add
insight
as
we
navigate
a
new
budget
process
as
mary
mentioned.
So
I
do
want
to
stress
that
again
the
survey
was
not
meant
to
be
a
decision-making
document
or
survey
the
results
that
was
not
the
intent
of
them,
but
really
an
opportunity
to
create
a
starting
point
for
us
as
we
move
forward
and
we
can
use
the
information
we
gathered
to
help
better
prepare
information
for
the
council
so
moving
forward.
L
You
know
we
want
would
like
to
continue
to
using
survey
to.
I
would
like
to
continue
to
use
surveys
as
an
engagement
opportunity.
We
will
continue
to
cross-check
our
demographic
information
against.
You
know
other
data,
including
the
census
data,
and
we
will
continue
to
collect
information
from
the
public
grow
our
outreach
and
learn
from
it.
You
know
this
was.
L
I
want
to
highlight
the
very
first
time
that
our
city
has
done
this
type
of
survey
and
we
absolutely
feel
like
there's
so
much
to
learn
and
so
many
ways
to
grow
and
get
better
at
this,
but
as
you'll
see
on
the
next
slide,
I
just
want
to
give
a
quick
perspective.
L
We
had
over
5500
total
responses,
which
is
amazing,
we're
highlighting
here
that
4
000
of
the
residents
that
responded
were
within
city
limits
and
that's
about
five
percent
of
our
total
population
and
just
as
a
quick
example,
we
showed
some
response,
interaction
with
other
cities,
who
did
very
similar
outreach
for
their
survey.
Participation
and
you'll
see
that
sacramento
has
a
population
of
508
000.
They
had
95
responses
to
theirs.
So
again,
I
want
to
emphasize
the
thousands
of
people
that
responded
to
ours.
L
There
was
a
survey
from
virginia
with
population
was
25
000
people
and
again
they
had
less
than
a
thousand
responses,
still
a
great
response
rate
for
their
population,
but
we're
really
excited
with
the
response
rate
that
we
received
and
couldn't
be
more
grateful
for
the
community
and
and
really
their
participation,
so
just
quickly
going
over
the
survey
questions
again.
L
I
will
go
to
that
on
the
next
slide,
which
just
kind
of
gives
a
comparison
of
the
demo
of
the
demographic
information
you'll
see.
The
census
is
where
we
are
on
all
of
these
categories
in
blue
and
then
our
survey
is
in
the
light
pink
purple
color,
but
really
the
part
that
we
want
to
spend
the
most
time
on
is
the
online
dashboard.
So
the
dashboard
is
available
on
our
website.
L
It's
an
interactive
way
to
view
the
results
and
the
data
that
we
collected
it
is
under
the
home
page
and
residents
can
click
on
it
with
filters
to
view
the
survey
responses
specific
to
certain
criteria,
so
we'll
go
ahead
and
switch
over
to
the
dashboard.
L
L
So
I
don't
know
counselors
if
there's
anything
specific
that
you
want
us
to
bring
up
to
preview
or
if
there's
any
questions
you
have
specific
to
some
of
the
data
that's
been
collected
and
presented.
L
Yeah,
absolutely
so
just
kind
of
going
through
if
we
were
to
start
with
the
first
question
and
it
completely
unfiltered
what
that
would
look
like.
L
L
L
Oh
there
we
go
maintaining
fully
functioning
city
services
such
as
streets.
Those
came
in
with
high
feedback.
L
We
also
talked
a
little
bit
about
capital
projects
and
infrastructure
and
what
some
of
the
projects
in
the
districts
looked
like
airport
improvements,
recreation
facility
improvements.
The
other
question
I
think
counselor
that
we
kind
of
looked
through
is
you
know,
general
city
maintenance,
how
important
things
were
for
individuals.
So
we
found
that
you
know
things
like
potholes
and
straight
maintenance
came
in
very
important.
L
Our
trash
and
recycling
also
scored
very
high.
Our
curb
citation
recycling,
weeds
and
maintenance
were
also
on
there.
Other
things
of
note
were
they
were
you
know
where
some
of
our
public
communication,
I
think
our
newsletters
press
releases
policy,
research
and
support
one
of
the
areas
and
questions
that
we
also
asked
was
specific
to
you
know
if
we
had
to
look
at
closing
some
facilities.
L
Of
course,
the
one
that
scored
the
highest
with
that
was
really
a
combination
of
both
facilities,
but
kind
of
gives
you
an
overview
of
where
some
of
these
scored
in
general
and
I
think
again,
the
whole
intent
of
the
survey
was
to
start
to
give
us
an
idea
and
collect
data
that
we've
never
had
before.
L
So
we've
never
actually
done
a
survey
where
5
000
people
have
responded
and
said
you
know
this
is
kind
of
what
we
feel
city
government
is,
and
this
is
what
we
feel
some
of
our
priorities
are.
I
think,
really
what
myself
and
jennifer
are
looking
forward
to
doing
is
helping
the
council
kind
of
utilize,
this
type
of
data
as
we
move
into
the
budget
process,
and
if
there's
we've
talked
about
many
surveys
moving
forward
and
some
additional.
L
B
Thank
you
christine.
I
I
I
appreciate
you
doing
the
survey.
I
think
it's
a
good
start,
but
I
think
what
the
other
thing
that
this
survey
this
first
start
showed
us
was
when
you
look
at
the
respondents,
over
half
were
55
years
or
older
and
72
percent
identified
themselves
as
white
or
caucasian,
and
so
we
need
to
figure
out
how
to
engage
the
the
hispanic
latino
residents
that
we
have
and
the
younger
residents.
B
And
then,
when
you
look
at
the
districts,
obviously
district
one
and
two
we
had
the
most
responses
from
four
was
third
and
then
and
then
district
three
and
a
lot
of
times
when
you
do
polling,
you
won't
complete
the
poll
until
you
get
a
certain
number
from
each
district
say
so
that
you
know
that
you
are
you
you're
not
having
one
segment
of
your
population
controlling
or
dictating
what
happens
for
the
rest.
So
I
think
our
challenge
moving
forward
is
going
to
be.
How
do
we
engage
in
our
next
surveys?
L
Absolutely
and
counselor,
I
do
want
to
note
that
we
are
able,
with
the
dashboard,
to
pull
out
very
specific,
so
we
could
filter
just
based
on
like
the
hispanic
and
latino
ethnicity,.
G
L
Over
almost
let's
see,
I
think,
jen's
gonna
do
that
the
response
rate
was
comparable
to
33
of
our
responses.
So
we.
L
Have
a
really
good
understanding
of
of
what
I
I
hear
what
you're
saying
I
agree.
We
need
to
do
a
better
job
with
outreach,
but
we
were
also
really
excited
with
the
dashboard
and
the
ability
to
kind
of
segregate
out
some
of
their
responses
and
felt
really
confident
with
the
fact
that
we
still
had
almost
a
thousand
responses
from
that
population.
So.
B
M
B
M
I'm
gonna
butt
in
because
I'm
the
one
controlling
the
dashboard
yeah.
Absolutely.
If
you
look
here,
we
have
hispanic
or
latino
highlighted
so
basically
with
that
it
filters
the
entire
dashboard.
So
as
we
look
through
we're
only
seeing
the
latino
hispanic
responses,
which
is
really
cool,
you
can
toggle
it
kind
of
on
and
off
and
see
how
the
responses
might
change
between
questions.
M
So
I
think
that's
one
of
the
really
cool
things
about
having
the
data
you
know
presented
like
this
and
available,
and
I
also
think
we
were
trying
to
to
come
up
with
ways
where,
even
though
it
you
know
the
responses,
don't
match
the
population
exactly
like,
we
didn't
get
a
representative
sample,
we're
not
trying
to
lump
them
in
with
the
rest.
We're
not
trying
to
you
know,
hide
the
younger
populations
within
the
older
populations
or
the
minority
populations
within
the
white
community.
M
B
That's
awesome
great
anything
from
the
committee
councillor
lindell.
You
have
your
hand
up.
F
Thank
you
chair.
I
just
wanted
to
confirm
with
jennifer
that
this
is
now
being
able
to
filter
it
and
look
at
it
in
all.
These
different
ways
is
available
to
us
on
our.
What
do
you
call
the
site?
Our
dashboard.
M
Yeah,
so
this
is
on
arcgis,
but
this
is
also
completely
public,
so
this
has
been.
This
was
posted
on
the
city
website
a
couple
hours
ago,
so
it
is
there.
This
is
completely
public.
Anybody
can
go,
can
go
in
and
start
playing
with.
The
data.
F
Okay
can
can
this
be
put
on
the
like
survey
results.
Can
this
be
put
right
on
the
front
page
of
the
website,
so
everybody
can
get
a
look
at
it.
L
Counselor,
it
is
available
on
the
home
page
of
the
website.
It's
already
been
uploaded
and
there's
a
call
out
box
for
it,
and
it's
also
it'll
the
exact
same
function.
It's
completely
public.
Thank.
F
B
Okay,
I
can't
see
the
participants
right
now.
So,
if
you
want
to
ask
questions
you,
okay,
there
we
go.
The
committee.
I
Do
you
have
a
question?
Thank
you
just
wanted
to
thank
you
all
for
putting
it
on
the
website
and
being
able
to
toggle
between
different
either
demographics
or
questions,
and
I
think
it's
good
to
be
able
to
see
the
breakdown
of
that
that
would
that
will
be
helpful.
So
if
you
can
did
we
did
we
promote
this
on
social
media
that
the
results
were
in
and
they
were
just
the
people
understood
it
was
sending
a
context.
I
It
didn't
necessarily
mean
that
these
were
the
the
recommendations
we
were
going
going
by
and
also
that
it
wasn't
representative
of
our
demographics.
It
was
a
as
a
as
we
say,
like
a
snapshot
of
the
population,
so
is
that
on
social
media
it
will
be
tomorrow.
L
Counselor
we
work
to
get
it
available
on
the
website
and
then
the
press
release
announcing
the
survey
results
will
go
tomorrow
with
the
information
on
our
social
media.
I
Excellent-
and
I
guess
what
I
found
interesting
based
on
who
participated,
I'm
looking
at
another
at
the
the
document
that
has
it
all
laid
out
in
a
pdf,
but
I
was
I
was
surprised
by
I'm,
not
surprised,
but
based
on
the
population
that
that
participated
in
demographics.
I
I
was
surprised
that
the
golf
course
was
not
seen
as
important
service
or
amenity
for
our
city
as
much
as
maybe
others
would
have
thought
or
that
we've
been
hearing
from
and
then
just
some
other
interesting
points
to
make
about
the
about
priorities
and
tourism
wasn't
one
of
them
based
on
the
data
that
you
that
we
collected.
I
These
are
just
points
that
I
thought
were
interesting
and
would
want
to
understand
more
but
yeah,
I'm.
I
was
actually
surprised
by
some
of
the
responses
considering
the
demographics
and
the
people
that
did
participate.
So
I
think
it's
good
to
have
some
other
rounds
of
of
ways
to
get
the
pulse
of
our
community.
I
Surveys
aren't
always
the
easiest
for
working
families
and
and
if
they
don't
access
online
social
media
aspects
that
they
don't
necessarily
hear
about
this
yeah,
I'm
not
always
a
fan
of
surveys,
but
I
guess
it's
a
again
like
I
said
it's
a
piece
of
it
just
to
hear
from
you
know,
parts
of
district
1
and
district
2
primarily,
but
I
think
it
was
good
to
see
that,
like
just
to
kind
of
get
a
pulse
of
certain
aspects
of
our
community.
I
So
thank
you
for
administering
this
and
look
forward
to
being
able
to
weigh
in
on
some
of
the
questions
we
want
to
ask
for
the
next
round
of
possible
surveys.
Thank
you.
J
Thank
you,
mr
chair.
I
I
echo
some
of
council
members
observations
that
it
was
really
interesting.
I
also
found
it
really
interesting
how
much
affordable
housing
was
really
up
there
and
making
sure
we're
focusing
on
those.
So
I
am
really
looking
forward
to
opportunities
to
really
dive
in
and
I'm
curious
what
the
timeline
is.
What
are
we
thinking
in
terms
of
when
are
these
surveys
going
to
be
going
out?
J
Do
we
have,
I
know
from
previous
discussions,
we're
really
going
to
be
hammering
down
so
we'll
be
looking
at
correct
me
if
I'm
wrong
economic
development
in
one
we'll
be
looking
at
parks
and
recreation,
you're,
looking
at
community
services,
components
and
we'll
be
getting
more
details
on
those
areas
of
our
city
government.
Is
that
correct
for
next
steps.
L
Counselor,
chair
counselor,
cassette
sanchez.
Yes,
that's
the
intent
is
to
kind
of
look
through
this
and
see
if
there's
working
with
the
council
committees,
what
I'm
hoping
to
get
over
the
next
three
nights
and
then
also
through
our
engagement,
is
to
kind
of
look
at
areas
where
we
would
want
to
do
a
deeper
dive
and
maybe
a
series
of
additional
questions
to
get
a
better
understanding,
but
also
you
know,
I
think,
for
us.
We
often
hear.
I
know
my
office
also
about
very
specific
issues
and
it
was
interesting
to
have
you
know.
L
5
000
responses
on
a
topic
gives
kind
of
a
different
perspective,
and
so,
like
I
mentioned
we're
running
all
of
this
simultaneously,
but
absolutely
I'm
looking
for
that
type
of
input
tonight
and
then
also
over
the
next
few
days.
J
Wonderful-
and
I
think
that
it'll
also
be
interesting
after
finance's
presentation
to
see
how
we
align
this.
You
know
as
we
mentioned.
This
is
not
not
the
only
tool,
we
are
utilizing
to
make
decisions,
but
it
is
a
key
component,
and
so
I
I
really
am
looking
forward
to
how
we
can
really
align
this
as
best
as
possible
to
help
inform
our
decisions
not
make
our
decisions
but
help
inform
them
a
couple
questions
about
some
of
the
data.
J
L
Counselor,
chair
counselor,
cassette
sanchez.
We
provided
a
map
for
individuals,
but
I
think
that
was
also
you
know.
Some
of
the
stuff
that
we're
working
through
is
is
probably
turning
on
a
location
request
and
asking
people
to
access
where
their
device
location
is.
There's,
of
course,
there's
always
some
give
and
take.
If
you're,
you
know
doing
the
survey
not
in
your
home
and
so
forth,
but
we
did
provide
a
map
just
so
that
everyone
could
kind
of
check,
at
least
at
a
high
level,
what
district
they
were
in.
Okay,.
J
Okay,
great
because
that's
that's
a
frequent
conversation
I
have
with
people
of
I
know,
you're
a
counselor.
I
have
no
idea
if
you're
my
counselor
in
terms
of
of
increasing
our
numbers.
I
think
we've
talked
about
this
a
bit
before
of
how
to
grow
our
city
mailing
list,
and
especially
right
now
is
we
are
moving
to
a
very
much
an
e-government
structure,
we're
completely
e-government
right
now,
and
we
can
expect
for
a
time
being
that
we're
really
going
to
be
relying
on
technology.
J
Are
we
looking
at
different
ways
that
we
can
expand
that
mailing
list
for
surveys
such
as
this
one,
as
well
as
our
district
newsletters,
other
things
that
the
city
might
be
sending
out
emails
for?
What
are
some
of
those
ideas.
L
Again,
counselor
chair,
counselor,
cassette
sanchez.
We
are-
and
I
did
not
include
this
in
this
slide,
but
all
of
the
district
news
emails
that
we
had.
The
survey
was
sent
to
everyone's
district,
everyone's
distribution
with
the
links.
So
we
did
do
that.
We've
started
to
utilize
the
campaign
on
our
social
media
for
the
newsletter
signups
and
we've
been
mentioning
it
throughout
some
of
our
other
sign
ups
or
when
we're
doing
some
promos
we're
looking
at
doing
an
insert
in
our
news.
L
Excuse
me
our
utility
bills
as
well,
but
we
are
looking
at
ways
to
start
really
expanding
our
our
email
distributions,
because
that's
traditionally
something
we
haven't
used.
In
fact,
when
I
came
on
board
with
the
city
that
was
probably
the
first
thing
I
stood
up
was
ways
to
gather
email
addresses,
and
so
it's
most
definitely
a
work
in
progress.
But
we're
actively
looking
to
do
that
because
it's
such
a
great
way
to
engage
with
our
residents,
and
I
would
just
add
note
to
that.
L
I
would
love
if
the
counselors
with
social
media
also
shared
that
information
and
asked
residents
to
sign
up
if
they
want
to
hear
from
them,
because
I
think
you
all
have
such
great
social
media
as
well,
and
it's
really
helpful
when
constituents
know
that
it's
really
coming
from
our
counselors.
It's
it's
really
great.
We
get
positive
feedback
and
I
know
you've
seen
that
in
some
of
the
emails
our
residents
really
appreciate
that
type
of
outreach.
J
Yeah
that
was
actually
going
to
be
one
of
my
questions
is
that
when
things
get
posted
on
social
media,
I
don't
always
see
it.
I,
admittedly,
am
not
the
best
millennial
with
social
media
I'll
work
harder,
but
that
would
be
something
that
would
be
useful.
If
you
guys
can.
Let
us
know
hey
this
post
is
here,
so
we
can
at
least
share
it.
I
also
had
a
couple
ideas
about
collecting
emails,
one
potentially
with
the
crm,
as
people
are
putting
in
requests.
J
The
other
would
be
is
it'd
be
great
if
we
had
a
little
tag
line-
and
I
you
know
we
can
definitely
create
this
ourselves,
but
in
our
city
council,
our
signatures
on
our
our
emails,
that
can
say
you
know
sign
up
for
the
district
4
newsletter.
So
every
time
I
respond
to
a
constituent
so
that
that's
something
that
we
can
do,
but
I
just
want
to
you
know,
confer
with
you
guys,
coordinate,
good
idea.
I
B
Okay,
anything
else
from
the
committee
regarding
the
survey.
K
Okay,
great
I'm
gonna,
ask
brad
to
be
our
slide
driver
for
the
finance
for
the
fy
21
budget
update.
You
all
received
this
in
an
email
earlier
today.
K
Okay,
great
thanks
brad,
so
we're
gonna
be
first
starting
out
on
the
second
page
of
the
presentation,
with
some
context
setting
about
our
revenue
forecasting
as
we
move
forward
the
next
slide.
Please.
B
K
Mr
chairman,
great
idea,
so,
as
we've
talked
about
several
times
before,
these
are
really
unprecedented
times
that
we're
living
through
not
just
with
the
pandemic,
but
with
the
economic
crisis
we
are
facing,
as
well
as
the
fiscal
crisis
that
we
are
facing
as
a
city.
So
really
our
goal
is
to
address
the
this
uncertainty,
despite
the
duration
or
the
depth
that
we
see
going
forward-
and
I've
mentioned
this
before-
and
brattle
mentioned
this
during
his
detail
on
the
revenue.
K
So
what
we're
going
to
review
with
you
now
is
the
different
factors
that
we
are
considering
as
we're
moving
forward
into
the
next
12
months,
when
different
sectors
of
our
economy
may
reopen
how
they
are
reopening
and
at
what
capacity
they
may
reopen,
and
this
as
I've
been
describing
it
to
several
individuals.
It's
like
an
accordion.
We
expect
our
economy
to
expand
and
contract
as
we
are
dealing
with
the
coronavirus
pandemic
and
each
time
it
starts
to
expand
or
contract
based
on
the
virus.
K
We
can
use
these
three
different
factors
to
guide
us
through
our
revenue
estimates,
so
we
will
continue
to
monitor
cash
receipts.
Take
micro
samples
for
our
forecasting,
as
well
as
continuously
amend
this
forecast.
When
that
data
becomes
available
and
of
course,
you
know,
I
think
it
is
extremely
important
to
reiterate
that
we're
monitoring
all
the
different
sectors
of
our
economy,
but
we're
also
keeping
track
and
monitoring
for
the
effects
of
a
second
wave
which
is
brad,
will
go
over
in
his
revenue
assumptions.
K
It's
really
the
month
of
april
2020..
That
was
when
our
economy
really
went
into
a
shutdown.
We
had
the
full
effect
of
a
full
month
of
the
stay-at-home
order,
and
that
is
what
we're
using
as
our
baseline
as
we
move
forward
for
if
we
experience
a
second
wave
or
a
third
wave
going
into
the
next
fiscal
year.
K
So
again,
the
main
theme
here
is
that
we're
going
to
continuously
reassess
our
situation
and
we're
really
having
to
be
flexible,
nimble
and
adapt
at
each
point
as
we
go
forward.
So
next
slide.
Please
and
again
here
this
really
talks
to
the
flexibility.
K
As
you
all
know,
annual
budget
is
a
difficult
enough
process
as
we're
doing
our
revenue
estimating
deciding
what
our
values
and
our
priorities
are
for
a
budget
process.
So
what
we're
asking
this
community-
and
this
and
the
council
to
move
into
over
the
next
12
months,
is
a
quarterly
budget,
we're
going
to
take
the
first
stab
at
it
over
the
next
the
month
of
june
and
the
month
of
july,
so
we
can
submit
a
revised,
balanced,
fy
21
budget
by.
K
K
The
month
of
october,
while
we're
doing
that
through
the
first
of
our
budgets,
adjustments
will
be
brought
forward
to
council
in
the
month
of
november
and
again
here.
This
is
the
accordion
effect.
If
we
see
our
revenues
expanding,
we
can
make
those
adjustments
on
the
expenditure
side
or
if
we
see
a
further
contraction
as
we're
monitoring
the
revenues
on
a
monthly
basis,
we
will
have
to
be
able
to
bring
another
package
forward
about
reducing
the
the
service
level
as
we
go
forward
so.
K
N
Thank
you
mary,
as
you
can
see
that,
and
we
gathered
these
statistics.
These
were
in
the
new
mexican
that
the
hotel
occupancy
for
april
was
down
15.1
or
was
15.1
percent
down
from
16
three
point:
eight
percent
in
april
2019,
so
I
mean
you're,
seeing
you
know
a
substantial
decrease
in
hotel
occupancy
during
the
shutdown
during
april
again
in
april,
and
we
hope
to
update
to
may
data
today's
june
1st,
so
we're
hoping
that
in
the
next
week
we
can
update
these
here
to
may
data.
N
But
I
know
that
some
of
the
data
doesn't
come
into
like
the
15
16
17
of
june,
but
we
had
a
98
decline
in
traffic
at
the
airport.
You
know
from
21
000
to
502.
N
the
department
of
workforce
solutions
has
been
producing
weekly
initial
claims.
It
doesn't
tell
us
how
many
people
of
those
who
claimed
unemployment
have
went
back
to
work,
but
we
know
in
the
last
10
weeks,
13
731
of
our
coworkers
have
filed
for
initial
claims
of
unemployment.
N
N
How
does
that
impact
grt
number
one?
How
does
that
impact
grt,
but
also
what
what
happens
to
franchise
fees?
You
know
use
of
electricity,
water,
sewer,
cable,
tv
also,
you
know
what
happens
to
the
use
of
utilities,
what
happens
to
the
use
of
all
of
our
businesses,
so
each
one
of
these
economic
data
points
is
really
maybe
insignificant
by
itself.
But
when
you
look
at
it
collectively,
you
really
start
to
see
some
significant
economic
strain
and
not
to
go
too
deep
into
the
weeds
about
economics,
but
you
know
the
money
multiplier.
N
N
And
that
is
really
the
key
to
why
we
are
different
from
the
rest
of
new
mexico?
Our
economy
is
very
different
and
I
think
in
these
next
couple,
slides
I'll
I'll
show.
G
N
I
I
don't
get
a
pic.
The
data
says
this.
You
know
trd
does
or
workforce
solutions,
so
we
we
actually
the
city.
Look,
you
know,
staff.
We
looked
at
three
different
scenarios.
Much
like
the
world
did
a
v.
You
know
this
is
like
make
believe
it's
going
to
go
down,
come
right
back.
You
know
by
september,
we're
all
back
to
normal.
N
We
don't
think
there's
that
much
validity
in
that
assumption,
or
that
model
the
w,
which
would
be.
We
had
our
first
wave
and
a
second
wave
comes
through
and
forces
a
similar
shutdown.
This
fall
winter
spring
next
year
and
then
the
swoosh
we've
really
sort
of
determined
and
settled
on
the
swoosh
as
our
model,
which
is
a
substantial
down
and
then
slow,
but
steady
recovery
for
the
next
couple
years
back
to
where
we
were
so.
N
N
We
will
see
some
pick
up
in
activity,
but
it's
not
going
to
get
back
to
where
2020
was
well.
You
know
the
first
part
of
it
things
that
we
think
that
will
keep
us
in
that
reason,
is
social
distancing
capacity
limits
limitations
and
will
restrain
the
economy,
and
I
think
you
know
some
of
these
statistics
are
really
important
here
to
share,
and
these
I
got
from
the
state
tax
and
rev
department
in
their
rp
80
statistical
yeah.
It's
not
the
best
data
out
there.
N
It's
good
data,
it's
voluntary
data,
but
it's
from
all
taxpayers
filing
with
trd
gross
receipts
tax
and
I'm
focusing
on
taxable
gross
receipts
because
gross
receipts,
don't
matter
taxable
ones
do
and
in
taxable
grocery
seats.
Retail
trade
is
27
of
our
economy
account
or
what
is
it?
Accommodations
and
food
service
is
15
of
our
economy
and
that's
the
critical
one
15
percent
of
our
taxable
gross
receipts.
That's
all
of
our
businesses.
N
N
N
So
why
are
we
really
focused
on?
You
know:
hotel
and
the
common
accommodations
and
and
food
service,
because
it's
a
quarter
of
our
economy,
and
why
is
capacity
limitation
and
these
matter
these
statistics
matter?
That's
how
we
got
to
our
100
million
dollar
deficit,
in
short,
for
not
shortfall
but
decline
in
revenue.
N
The
other
thing,
a
lot
of
people
in
the
state
aren't
looking
at
or
considering
are
oil
prices.
Oil
prices
make
up
a
huge
portion
of
the
state's.
N
Not
only
does
it
benefit
professional,
technical
and
scientific,
because
that's
where
they're
classified
but
they're
going
to
be
a
huge
positive
driver
in
accommodation
and
food
service,
because
all
those
people
coming
here
are
going
to
have
to
stay
somewhere
and
eat
somewhere,
and
so
the
film
industry
is
a
twofer.
In
my
opinion,.
N
N
N
N
I
Can
brad,
can
you
elaborate
more
about
or
see
more
about
how
you
how
you
arrived
at
the
numbers
because
some
of
them
cross
over
right,
they're
connected
to
each
other,
but
can
you
tell
us
a
little
bit
more
about
the
number
breakdown.
N
So
we
had
a
meeting
here
two
fridays
ago.
N
I
think,
and
mary
myself,
clayton
the
treasury
officer,
alexis
lotero
our
budget
officer,
the
four
of
us
sat
down
and
I
came
up
with
preliminary
numbers,
but
you
gotta
understand
you
know
alexis
lotero's
got
you
know:
18
19,
20
years
with
the
state
in
various
departments
as
a
asd
and
other
finance
positions
and
mary's
got
great
experience
at
boston,
but
also
in
the
state
and
clayton's
got
30
40
years
of
experience,
state,
california
and
new
mexico,
and
my
background
I've
been
you
know
in
the
finance
business
for
35
plus
years,
and
we
sat
down
and
really
looked
at
every
781
revenue
line
items
the
city
has
and
we
thought
about
what
industry
drives,
that
line
item
of
revenue.
N
G
N
N
N
N
I
Well,
it
was
more
around
because
it
doesn't
go
into
like
a
more
minutiae.
I
guess,
but
all
of
these
make
sense
I
just
was
trying
to
figure
out
how
we
come
up
with
the
loss
amount.
N
N
I
I'm
slow
on
the
mute
button
that
helps
to
like
break
it
down
that
way.
So
you
see
the
amount
next
to
the
loss.
Yeah,
I
mean
the
way
you
just
described.
That
one
line
item
is
great,
so
keep
going.
If
you
can.
I
B
Had
for
this
slide,
okay,
hang
on
council
councilwoman,
romero,
word
thoughts,
questions
and
then
so.
Do
I
on
this
slide,
go
ahead.
Come
to
america.
Thank.
D
You,
mr
chair
recreation
revenue:
can
you
talk
about
that
a
little
bit
like?
What's
in
there?
You
know,
of
course
the
golf
course
is
open.
Sometimes
I'm
just
kind
of
curious
like
what
what's
in
that
bucket
and
how
you
decided
on
that
percentage,
decrease.
N
So
we
went
into
recently
I
went
into
all
of
the
recreational
facilities
fort
marcy,
p,
gcc,
bicentennial
pool
mrc
golf
course
fields,
and
then
I
also
broke
out
the
ice
rink
from
gcc
and
so
in
recreational
revenue.
Those
are
all
the
entities
facilities
that
generate
revenues.
N
This
is
really
based
on
openness
and
will
we
open
it
and
when
do
we
open
it
and
when
we
do
open
it
at
what
capacity
do
we
open
it?
So
if
we
don't
open
all
of
them
until
december,
you
know,
and
and
just
we
just
don't
do
it
for
for
half
a
year-
that's
50
cut
automatically.
D
The
question,
I
think,
is
what
assumptions
did
you
make
like
you
see,
you
did
you
assume
gcc
would
be
open
and
nobody
else
would
be
open.
Did
you
decide?
You
know
that
all
of
our
recreational
facilities
would
be
open
at
some
capacity
like
how
did
you
come
to
that
number
or
that
the
golf
course
will
be
open?
You
know
x
number
of
days
I
mean
realizing
that
we
have
some
other
issues
with
the
golf
course.
I
don't
know.
I'm
just
curious,
I'm
dialing
in
on
that
number.
How
did
you
get
it.
N
D
B
So
do
we
reduce
tourism's
budget
by
50
percent
and
the
same
would
go
then
with
utility
revenue.
If
we're
projecting
a
25
loss,
do
we
reduce
their
budget
25
or
in
their
case
they
have
a
lot
of
cash
reserves
fund
balance,
so
we
plug
some
of
that
with
with
their
reserves
parking.
If
it
goes
down
55,
do
we
reduce
them
55?
Because
if
you
look
at
their
budget,
it's
around
7
million
and
parking
fees
generate
about
6
million,
more
or
less.
K
Mr
chair
I'll
take
the
the
general
answer
to
that
and
then
brad
can
fill
in
some
details
about
lodgers
what
lodgers
funds
and
utility
revenue.
So
you
hit
the
nail
on
the
head.
This
is
a
the
I
think.
The
term
we
used
as
a
scalpel,
not
an
axe
because.
G
K
The
different
funds
has
its
unique
revenue
source
into
it.
We
cannot
treat
all
70
funds
you
the
same
so
for
lodgers
or
utilities.
It's
not
just
the
revenue
that
they
have
coming
into
the
fund,
but
it's
also
the
level
of
cash
reserves
that
we
have
on
hand
starting
out
fy21
in
july.
So
that's
really
going
to
be
the
mix
of
how
we
solve
this
revenue
shortfall
going
into
the
future
brad.
Can
you
answer
the
chairman's
question
about
lodgers
tax
and
what
it
funds
and
what
the
corresponding
expenditure
plan
is.
N
N
I
just
calculated
for
randy
this
afternoon
and
he
has.
N
I
do
not
know
and
I'll
have
to
get
back
to
you
on
this
is
to
know
if
those
two
increments,
given
our
estimate
are
sufficient
to
cover
that
debt
service
that
I
I
do
need
to
mark
that
down,
because
that
that's
an
important
question.
I
need
to
answer
the
remaining
portion
of
the
other
five
increments
of
lodgers
tax
go
to
fund
both
the
tourism
conventions
and
centers.
N
You
know
visitor
center
tourism,
santa
fe
and
then
the
artson
culture
department
at
one
percent,
and
at
this
time
you
know
we
have
reduced
those
budgets
to
their
revenue
levels.
B
Okay,
and
does
that
include
employees
that
is
correct:
okay,
so
getting
back
to
mandy's
proposed
a
budget
okay.
So
so
getting
back
to
what
mary
said
a
few
seconds
ago
was.
This
is
again
the
scalpel
approach
instead
of
saying,
okay,
we're
expecting
the
budget
to
be
down
40.
So
we
want
all
departments
to
take
out
40
percent.
No
we're
not
going
to
do
that.
Certain
departments
are
going
to
take
a
certain
percentage
based
on
their
revenue
source.
B
O
K
K
The
the
different
sectors
of
the
economy,
how
dependent
we
are
on
tourism
and
then
roll
forward
into
what
we
will
be
discussing
over
the
next
the
course
of
the
next
two
months,
which
is
what
that
means
for
service
levels?
Exactly
you
hit
the.
G
K
On
the
head,
I
think
we
use
that
exact
terminology
in
our
presentation.
N
N
N
In
slide
in
this
slide,
what
we're
looking
at
is
all
funds.
This
is
total
city
where
we
budgeted
for
fy20
338
million
dollars
and
for
fy21
we
are
expecting.
N
N
No,
the
important
thing
is,
is
you
know
a
lot
of
this
is
in
utilities
services.
You
know
it's
city
wide,
our
recreational
department,
oops.
N
I
want
to
go
into
fees,
you
know.
Just
you
know.
So
grt
is
pretty
obvious.
We
all
know
what
that
one
is
lodgers
tax,
really,
no
question.
Let's
see
great
other
taxes,
property
taxes
would
be
in
other
taxes.
Franchise
fees
are
also
in
other
taxes
and
franchise
fees.
You
know,
that's
significant
number,
1.9
million.
I
believe-
and
you
know
that's
for
water
pnm.
N
You
know
in
other
cable
tv
as
examples
other
fees
or
in
the
the
gold
orange
whatever
color,
that
is
parking,
transit,
tourism
utilities,
police
parks
and
rec.
You
know
that's
what
makes
up
fees
and
fines,
municipal,
courts,
police,
you
know
and
then
other
revenue
for
the
general
fund.
As
you
can
see
that
it's
all
about
grt.
N
N
K
And
also,
I
think
what
I'm
very
appreciative
of
mr
chairman
and
counselors
is
the
collaboration
that
we've
had
with
the
state
economists
as
well.
We've
learned
a
tremendous
amount
from
true
experts
in
their
field,
and
I
brad
reminded
me
this
morning
that
you
know
every
time
that
we
met
with
them.
They
had
a
different
revision.
K
They
had
a
different
piece
of
information
that
they
were
sharing
with
us,
so
we
found
that
process
to
be
extremely
useful
and
helpful,
as
they
were
also
able
to
engage
in
the
dialogue
and
confirm
our
understanding
of
the
economy
and
our
revenue
estimates.
So
as
we
move
forward,
you
know
we
will
continue.
This
is
a
transitional
phase,
as
we
move
forward
over
the
next
12
months
continuously
revising
these
revenue
forecasts.
K
If
we
end
up
opening
up
earlier
than
the
first
quarter,
we'll
have
a
revised
recreation
estimate,
and
you
know
so
on
and
so
forth,
as
we
see
the
the
data
coming
in
each
month
on
our
cash
receipts.
So
if
we
move
forward
to
the
next
slide,
we
are
starting
to
move
into
the
analysis
of
our
expenditures.
K
Really.
What
slide
11
shows
is
our
policy
objectives,
and
we
can
add
on
to
this
as
well,
but
this
is
a
starting
point,
our
public
policy
and
our
fiscal
policy
objectives.
As
we
move
forward
into
building
our
fy
21
expenditure
budget
on
the
public
policy
side,
we
really
do
have
to
understand
what
is
legally
required.
K
What
is
in
the
best
interest
of
our
public
health
and
safety?
We
really
do
want
to
maximize
the
safe
conditions,
as
we
all
start
to
engage
in
the
reopening,
because
we
understand,
if
we
do
the
reopening
well
that,
then
our
economy
will
also
see
the
benefits
from
reopening.
So
that
includes
wearing
masks.
You
know
being
able
to
continue
to
engage
in
physical,
distancing
social
distancing,
also
very
important,
as
one
of
our
values
is
equity.
K
How
do
each
of
the
decisions
that
we
make
in
the
investments
in
the
fy21
budget
reflect
our
values
of
equity
across
the
city
across
the
services
and,
of
course,
maintaining
our
services?
We
talked
about
briefly
about
service
levels
which
we'll
talk
much
more
in
depth
about
in
the
coming
months
and
maintaining
the
jobs
levels
and
on
the
side
of
fiscal
policy.
K
Of
course,
our
financial
stability
pricing
strategy
minimizing
the
subsidies
brad
briefly
alluded
to
the
analysis
that
he's
done,
but
each
one
of
our
rec
centers
and
the
cost
to
maintain
those
rec
creation,
centers
and
the
price
you
know
per
visit
as
well
he's
been
able
to
go
into
that
level
of
details.
K
As
we
are
able
to
see
businesses
opening
25
capacity,
50
capacity
they're
going
to
bring
back
the
jobs
that
that
have
already
been
lost
in
our
community
and
really
focusing
on
reductions
that
minimize
the
impact
to
our
services
and
to
our
jobs,
as
well
as
our
credit
rating,
which
really
plays
into
our
the
cost
of
our
capital
projects.
Going
forward.
K
If
we
can
move
on
to
the
next
slide,
this
is
really
where
we
start
to
get
into
some
of
the
different
options
that
we
have
moving
forward.
That
impact
the
organization
across
the
board.
So
the
way
we've
structured,
the
next
section
of
the
presentation,
we're
walking
you
through
different
steps
on
how
to
solve
the
100
million
dollar
revenue
decline,
so
step
one
has
to
do
with
our
vacant
positions
and
the
hiring
freeze
for
our
vacant
positions
where
step
two
and
discretionary
spending
and
the
costs
associated
with
that
step.
Two
goes
a
bit
further.
K
It's
the
next
layer
that
we
would
add
on
reductions
in
salaries
and
benefits
such
as
a
pay
reduction
and
then
reduction
in
service
levels,
would
be
that
final
layer
that
we
would
discuss
so
all
in
without
having
any
cost
estimates
at
this
point
associated
with
reduction
in
service
levels.
K
The
first
two
steps
garner
us
between
26
and
35
million
in
savings
again,
a
far
cry
from
the
100
million
that
we,
that
is
our
so
brady
next
slide,
we'll
just
go
into
a
bit
of
detail
on
step,
one
and
then
I'll
pause
for
questions.
So
again,
we
have
more
than
200
vacant
positions
currently,
and
so
the
estimate
of
savings
for
a
hiring
freeze
for
those
200
vacant
positions
is
anywhere
between
17
and
19
million.
So
those
200
little
over
200
vacant
positions
span
from
public
utilities.
K
Public
works
public
safety,
I
mean
all
departments.
So
this
this
is
a
a
large
portion
of
of
savings.
Discretionary
spending.
These
are
things
examples
given
here:
travel
registration
for
conferences,
office
supplies.
This
can
garner
anywhere
between
three
to
five
million
things.
We
know
we
are
not
going
to
be
engaging
in
over
the
next
year.
We
know
that
travel
will
be
significantly
reduced.
K
We
know
that
during
cutback
you
know
office
supplies.
I
think
I've
used
the
example
of
pens
before
you
know
we're
going
to
be
buying
less
pens,
especially
now
as
we're
working
remotely
in
our
office.
We've
noticed
a
drastic
reduction
in
the
amount
of
paper
that
we
are
purchasing.
You
know
basic
supplies
that
it
takes
to
run
the
day-to-day
operations
and
again
this
garners
about
20
to
24
million.
So
I'll
pause
it
this
time.
Okay,.
D
D
We
they've
already
we've
already
we,
the
royal
wii?
U
have
determined
that
those
are
200
vacant
positions
that
we
don't
need
that
you
know
to
do
the
kinds
of
things
that
you
were
talking
about
on
the
previous
slide
in
terms
of
being
safe
and
some
of
the
policy
objectives.
K
Mr
chairman,
councillor
romero
worth
the
majority
of
these
positions
are
non-public:
health
and
safety
related
non-uh,
quote-unquote,
essential
positions.
K
So
that's
really
why
the
range,
if
we
decide
to
hire
in
for
some
of
those
vacant,
police
officer
positions
or
firefighter
positions
that
will
reduce
the
amount
down
from
the
19
million,
and
that's
really
why
you
know
we
wanted
to
give
you
the
range,
because
we
haven't
gone
into
that
level
of
detail.
At
this
point
to
say
these
five
positions
you
can
fill
or
these
ten
positions.
We
will
not
allow
you
to
fill
for
the
remainder
of
the
fiscal
year.
D
Sorry
was
not
unmuted
if
and
so
it's
it's
predominantly
public
safety
that
accounts
for
the
range
17
to
19.
K
B
B
Worth
okay,
council.
I
Good,
mr
chair,
sorry,
okay,
councilwoman,
bray
out
on
that
same
point.
It
would
prob.
For
me
it
would
be
helpful
to
out
of
those
vacant
positions
to
actually
list.
If
we're
not
going
to
go
into
the
detail
of
the
actual
position,
it
would
help
to
know
what
positions
within
each
department,
because
I
wanted
to
see
that
for
the
this
particular
this
fiscal
year
deficit
just
to
kind
of
see
how
we
broke
it
down.
I
haven't
seen
that
yet
it
will
just
help
us
understand
which
departments
are
most
affected.
I
B
Okay,
okay,
anything
else,
counseling
viral.
That's
all
for
now!
Thank
you.
Okay,
councilwoman
lindell,.
F
Thank
you
chair.
So
with
that
list
we
might
as
well
go
ahead
and
put
a
dollar
figure
on
those
positions,
as
well
as
a
total
dollar
figure,
which
would
include
the
benefits
package
because,
as
I
just
look
at
that
with
17
to
19
million,
I
don't
know
how
many
more
than
200
vacant
positions
we
have,
but
I'm
coming
up
with
a
number
on
that
of
somewhere
between
80
and
85
000
per
position.
F
So
let's
not
just
look
at
positions,
let's
also
put
a
dollar
figure
to
them,
also,
because
I
think
we
need
to
look
at
every
bit
of
data
we
possibly
can
when
it
comes.
I
B
Okay,
councilwoman
cassette
sanchez.
B
Okay,
so
I
think
what
we're
so
it
sounds
like
mary.
This
is
this
would
like.
You
said
this
is
the
first
step.
I
don't
know
that
any
of
us
are
raising
objections
to
it,
but
what
we
do
we
would
like
to
see,
though,
the
impact,
what
exactly
what
departments,
how
many
positions
and
what
departments,
what
positions,
but
I
would
think
that
this
is
something
that
we're
gonna.
K
Mr
chair
counselors,
I
can
speak
to
the
financial
end
of
that
and
then
I'll
ask
either
aaron
or
jarrell
to
add
in
so
on
the
financial
side
we
would
be.
These
would
be
unfunded
positions.
K
So
if
the
department
has
200
positions
and
they
have
10
vacant
positions
that
we
will
maintain
vacant
for
the
entire
year,
that
million
or
so
associated
with
those
10
vacant
positions
would
not
be
included
in
their
budget,
and
there
would
have
to
be
an
agreement
that,
with
the
department
directors
that
they
would
not
seek
to
request
an
advertisement
for
these
positions
or
fill
these
positions
at
all.
During
the
12
months
of
the
fiscal
year.
B
B
N
B
Okay,
so
so,
then
we
once
we
approve
their
budget,
though
their
budget
is
pretty
much
set
and
we'd
have
to
amend
it
as
we
move
forward
to
give
them
the
the
additional
funding
throughout
the
year
to
to
hire
additional
fts
in
their
departments.
B
K
I
caught
the
first
portion
of
aaron's
comments
earlier.
Is
there
will
be
a
natural
attrition
right,
and
I
wanted
you
know
to
make
sure
that
you
all
captured
at
least
that
portion
of
her
comment
that
folks
are
going
to
retire.
Folks
are
going
to
leave
the
workforce.
Folks
are
going
to
take
other
jobs
elsewhere
or
be
promoted
within
the
organization.
K
Yes,
absolutely
so
that's
the
flexibility
that
we
can
expect
to
see
throughout
the
year
either
they
can
fill
that
position
that
it
was
recently
vacated
or
another
position
that
may
be
considered
critical
mission
mission,
critical
or
essential,
such
as
a
public
health
or
safety
position.
B
Right
and
we're
not
taking
into
we're,
not
assuming
that
we're
gonna
have
a
certain
percentage
of
vacancies
that
you
know
in
the
new
budget
year
as
part
of
this
200
vacant
position,
we're
saying
now
we're
saying
this
is
going
to
be
your
budget
and
that's
it
anything
that
happens
within
your
existing
budget.
That's
fine,
but
I
just
want
to
make
it
clear:
we're
not
assuming
here
in
these
we're
not
taking
the
christian
into
consideration
when
we
say
200
vacant
positions,
that's
what
we
have
right
now
and
that's
what
we
want
to
stay
with.
K
And
within
the
same
fund,
if
there
is
a
position
that
opens
up
in
if
we
need
to
fill
a
mission
critical
position
in
police,
we
can't
necessarily
pull
from
the
utilities
fund
to
fund
that
off.
B
Okay,
councilwoman
romero,
worth
you
have
your
hand
back
up.
D
So
I
guess
my
question
is
so
mary
you're
saying
we
just
don't
fund
these
positions
and
these
particular
positions
are
vacant,
but
that
doesn't
necessarily
mean
whether
we
need
them
or
we
don't
need
them,
and
I
guess
how
do
we
go
about
analyzing
and
figuring
out?
Maybe
there
are
positions
that
we
don't
need
and
that
we
should
not
just
be
not
funding
but
getting
rid
of,
and
how
do
we
go
about
that
analysis
and
allowing
for
that,
because
I
mean
you
know
just
because
they're
vacant
doesn't
mean
they're,
not
mission,
critical
in
some
way.
D
K
Mr
chairman,
councilor
romero
worth
once
again
I'll,
give
it
an
initial
shot
and
if
either
the
city
attorney
or
the
city
manager
want
to
jump
in
and
add
in.
If
I
leave
anything
out
at
this
you're
absolutely
right.
This
is
a
snapshot
in
time
as
we
move
forward
to
talk
about
the
service
levels
that
we
are
providing
to
the
community.
K
That
will
be
that
accordion
as
we
expand
or
contract
we're
going
to
be
able
to
provide
either
additional
services
or
fewer
services,
and
so
that
will
really
govern
our
analysis
as
we
move
forward
and
a
position
becomes
vacant.
Do
we
fill
that
position
or
do
we
fill
that
same
position,
or
do
we
fill
that
or
do
we
reclassify
the
position
into
another
position?
That
is
more
of
a
need
at
that
particular.
K
P
Mr
chairman,
counselor
romero
worth.
I
would
echo
everything
that
mary
said
and
I
think
the
piece
which
we'll
get
to
further
in
the
slide
deck
that
can't
be
that
needs
to
be
underscored
as
the
service
levels
because
they
go
hand
in
hand.
So
we
can
maintain.
You
know
we're
putting
this
out
there,
the
200
vacancies
you're
right.
They
are
a
snapshot
in
time.
They
may
or
may
not
be
in
the
right
place.
There's
the
second
component
to
it
and
I'm
just
wanting
to
say
what
aaron
was
looking
for.
P
Is
you
know
we
still?
We
will
need
to
maintain
some
flexibility
about
which
positions
stay
vacant
and
which
don't
and
that
will
will
continue
to
iterate
as
we
go,
but
with
with
vacancies
with
any
future
pieces.
I
think
we
just
need
to
keep
in
mind
the
the
service
service
delivery.
D
B
Right
and
I
and
I
think,
there's
there's
a
difference
between
a
hiring
freeze
and
just
eliminating
the
positions,
and
it
sounds
more
to
me
like
once
a
budget
is
approved.
Those
positions
have
been
eliminated.
If
we
didn't
give
them
budget
because,
like
a
hiring
freeze,
is
we
have
between
now
and
and
the
end
of
june?
There's
a
hiring
freeze.
Those
positions
were
budgeted
12
10
months
ago,
one
or
two
became
vacant
and
we're
not
gonna
fill
it
for
the
remainder
of
the
of
the
fiscal
year.
B
That's
different,
that's
a
hiring
freeze,
but
what
I'm
hearing
is
there
may
be
150
or
175
positions
that
don't
get
funded.
So
to
me,
like
I
said,
that's
not
a
hiring
freeze,
that's
we
don't
we
didn't
fund
those
positions
so
they're
gone.
Am
I
am
I
right
or
am
I
wrong
mary?
What's
your
thoughts
on
that.
K
I
think
that's,
yes,
that's
accurate!
So
as
we
move
forward,
if
we
are
able
to
allocate
just
as
an
example,
an
additional
2
million
in
funding,
we're
going
to
need
to
be
able
to
understand
which
services
or
programs
to
restore
in
the
future
as
revenue
is
returns
as
the
economy
continues
to
expand
as
travel
picks
up
and
as
tourists
or
businesses
start
to
expand,
whereas
tourism
starts
to
pick
up.
K
So
really,
that's
that's
a
nuance
of
what
we're
going
to
be
going
forward
and
discussing
in
the
next
few
slides
about
the
service
levels.
What
is
the
service
level
that
we're
going
to
start
the
year
out
with
and
then
what
are
those
priorities?
We
talked
about
some
of
the
policy
priorities
in
one
of
the
previous
slides.
K
K
Is
a
nuance
between
a
hiring
freeze
and
then
the
service
level
approach
that
we
are
taking.
B
Right
and
I
think
that's
where
councilwoman
via
rael's
point
about
the
departments
and
the
positions
in
the
departments,
because
they
could
potentially
be
gone
after
the
the
fiscal
year,
but
that's
where
we
got
to
talk
about
service
level
and
all
of
that
also
councilwoman,
cassette
sanchez.
You
had
your
your
hand
up.
Did
you
wanna,
add
anything
or
ask
any
questions.
J
You
know,
I
think
it'll
probably
get
answered
in
service
level,
but
but
I
guess
that
is
a
question
in
terms
of
you
know
the
the
difference
if
we
are
going
to
expand
and
if
we
have
unfunded
a
position
versus
eliminated,
which
I
think
is
exactly
what
we're
talking
about
and
which
will
let's
go
to
the
service
level
piece
and
I'm
guessing
that
that'll
be
covered
there.
B
B
We
have
about
twice
almost
twice
that
we
have
1400
more
or
less
so
and
in
their
budget
they
have
a
chart
that
shows
per
thousand
residents.
We
have
7.2
employees
per
thousand
residents
and
when
you
look
at
us
the
city
of
santa
fe
and
our
population,
we
have
15
almost
16
employees
per
thousand
people.
Now
there
again,
we
probably
offer
a
lot
more
services.
B
We,
you
know,
there's
departments
and
divisions.
We
have
that
they
don't,
but
still
it
is
there.
There
is
something
to
that,
especially
if
we're
talking
about
potentially
eliminating
certain
positions
or
or
services
they
seem
to
be
able
to.
You
know
do
do
with
a
lot
less
employees
than
than
than
we're
able
to
right
now
and
it'd
be
interesting
to
see
what
the
what
the
ratio
is
per
thousand
people
with
las
cruces
and
maybe
even
albuquerque
just
so
that
we
can
see.
Are
we
in
the
ball
field?
B
D
B
K
K
Here
we
have
a
series
of
different
options:
we're
talking
about
a
continued
pay
decrease.
This
could
happen
in
two
ways.
We
could
work
the
same
number
of
hours.
The
40
hours
a
week
generally
is
a
work
schedule
and
then
take
it,
an
actual
decrease
in
pay
or,
as
we
have
implemented,
currently
there's
a
furlough.
So
yes,
it
but
four
hours
less
of
work
equates
to
a
10
percent
pay
cut.
I
just
wanted
to
mention
that
this
could
take
different
shapes.
So
what
we've
done
here
is
using
our
over
1300
employees.
K
We've
mapped
out,
so
these
are
filled
positions.
We've
mapped
out
how
much
it
would
cost
what
the
savings
would
be
for
various
different
options
for
option
one
and
option
two.
This
is
a
scaled
approach.
There
are
pros
and
there
are
cons
to
each
one
of
these
different
options.
With
this
scaled
approach,
we
see
that
those
that
are
making
more
take
a
larger
percentage
cut.
K
Pay
reduction
and
those
that
are
making
less
make
a
see
a
either
no
salary
impact,
no
salary
reduction
or
a
minimum
salary
reduction
so
option
one.
If
you
can
recall
from
a
few
weeks
ago,
when
we
were
discussing
the
furlough
plan,
counselor
v
hill
koppler
presented
this
option
at
that
time,
so
we
were
able
to
cost
out
how
much
that
would
save
and
how
many
employees
were
impacted.
K
So
for
90,
000
and
above
the
proposal
that
she
put
forward
was
a
30
pay
cut
between
50
and
90
000.
It
would
be
a
20
reduction
and
again
whether
it's
through
furloughs
or
through
a
flat
out
reduction
in
salary.
We
can
we
there's
many
options
there
from
35
to
50.
000
would
be
a
ten
percent
equate
to
a
ten
percent
pay
reduction
impacting
about
380
employees
and
any
in
this
scenario.
Anyone
under
35
000
would
not
be
impacted
at
all.
So.
G
K
See
the
the
total
impact
of
the
four
scenarios
this
garners
on
an
annualized
basis,
the
most
savings.
B
Okay,
okay,
so
mary,
I
was
just
gonna
comment.
I
I've
only
had
time
to
take
a
look
at
option.
One
and
I
plan
on
maybe
doing
the
same
with
two
three
and
four,
but
my
concern
with
option.
B
You
have
four
fire
battalion
chiefs,
who
are
right
at
between
90
and
91
000.
They
would
be
taken
down
to
63
and
all
of
a
sudden,
like
I
said
you
have
a
this
group
of
employees
between
85,
90
or
80,
whatever
the
number
is,
they
could
potentially
then
be
making
less
than
30
or
40
employees
because
they
were
hit
harder.
So
I
understand-
and
I
don't
know
how
that
works.
B
If
you
run
into
the
same
problem
between
the
50
000
and
the
49
000,
because
it's
another
10,
so
I
understand
the
concept
I
get
it,
but
I
I
just,
I
think
it's
very
problematic,
because
you're
gonna
create
that
that.
B
That
yeah
at
those
at
those
boundaries-
so
I
don't
know
if
maybe
you
do
30
to
35
or
30
to
25
and
then
25
15
and
there's
more
steps
or
if
it's
just
cleaner,
you
know
step
four,
you
just
do
the
20
decrease
for
directors
and
then
15
for
everybody
else,
and
then
the
other
comment
I
have
is
when
it
comes
to
furloughs
versus
pay
cuts
myself.
Personally,
I
would
rather
be
furloughed
than
my
pay
cut,
because
one
it's
easier
to
give
hours
back
to
employees
than
it
is
to
give
their
salary
back.
B
I
mean,
even
in
good
years,
we've
only
averaged
a
two
percent
cost
of
living
increase
each
year,
and
so,
if
you're,
if
we're
taking
someone
from
the
90k
down
from
all
the
way
down
30
percent,
I
don't
know
that
they'd
ever
recover.
That
I
mean
we'd
have
to
have
really
amazing
years
where
we
can
then
give
all
those
you
know
those
70
employees,
30
percent
of
their
salary
back.
That
just
doesn't
seem
realistic
to
me.
D
On
that
point
chair,
we
also
would
run
the
risk
of
being
able
to
recruit
and
retain
employees
with
the
kinds
of
skills
we
need
for
those
types
of
jobs,
and
I
haven't
looked
at
the
list
that
you're
looking
at,
but
I
would
just
suggest
that
you
know
we
pay
those
people
and
we
need
to
pay
competitively
with
the
market
to
attract
the
talent
that
we
need
to
do
those
jobs.
B
Yeah
and-
and
so
I
mean
we're
just
without
further
study-
and
I
know
we're
gonna
option
4c,
it
saves
the
most
or
close
to
the
10.2
and
it
seems
like
it's
going
to
be
the
easiest
to
implement
and
potenti
and
potentially
the
easier
to
reinstate
if
it's
a
furlough
compared
to
a
pay
cut.
But
I
think
that
you
know,
like
I
said,
there's
a
lot
more
information.
B
We're
gonna
need
councilwoman
sanchez.
Did
you
have
your
hand
up,
or
did
I
miss
that.
J
It's
a
very
you
know,
very
important
point
about
the
the
steps
and
I
would
be
interested
to
see
if
there
is
a
way
that
those
steps
don't
create
that
compaction.
I'm
not
sure
that
by
nature
that
it
would,
but
I
I
would
be
curious
to
hear
a
little
bit
more
about
that,
because
I
do
you
know
I
do
get
concerned
about
some
of
our
employees
that
are
at
the
lower
end
of
that
pay
scale
and
what
those
large
furloughs
do
to
them.
So
just
exploring
those
options
a
little
bit
more.
J
I'm
also
curious
that
of
how
how
this
starts
to
change
and
how
drastic
of
cuts
we're
looking
at
when
we
are
talking
about
what
those
service
levels
are
going
to
be
and
to
counsel
romeroworth's
point
earlier.
If
we
are
identifying
positions
that
we're
saying
right
now,
we
we
don't
need
them.
How
does
that
change?
You
know
what
totals
we're
starting.
Sorry
he's
upset
what
totals
we're
starting
to
look
at
for
the
cost
savings.
I
Councilwoman
virel.
Thank
you,
mr
chair.
I
guess
when
I
looked
at
these
different
options,
I
think
we'd
have
to
kind
of
play
with
different
aspects
of
each
of
them,
possibly
and
I'd
like
to
explore
that.
I'm
not
sure
how
what
would
be
the
best
method
of
doing
that,
because
you
gave
us
options,
but
then
I
I
see
one
that
might
fit
better
as
a
full
package
and
maybe
a
piece
of
the
other.
So
I
have
that
question
and
then
the
other
question
is
did
were
any
of
these
options.
K
Mr
chair,
I
think
maybe
erin
or
jarrell
can
chip
in
because
I'm
not
recalling
off
the
top
of
my
head.
We
can
get.
H
Okay,
mr
chair
members
of
the
committee,
I
don't
think
one
of
these
is
exactly
what
the
union
proposed.
I
think
they
had
a
similar
idea
as
option
one.
It
was
something
very
similar
to
that
idea
and
I
just
wanted
to
just
make
a
comment.
These
are,
I
think,
are
kind
of
rounded
categories
in
terms
of
salary
levels.
We
would
have
to
look
at
the
actual
where
the
break
is
in
each
kind
of
range
of
classification,
so
that
you
don't
have
two
people
with
the
same
job.
H
G
H
H
I
And
then
the
other
one,
the
other
thought
I'm
just
trying
to
process
so
bear
with
me,
is
like
what.
If
we
looked
at
how
or
what
kind
of
cost
savings
it
would
have
on
us
if
we
started
looking
at
a
four
hour
work
week
for
everybody,
I
mean
not
in
a
furlough
sense,
but
like
the
new
norm
of
business
and
trying
to
be
more
efficient
about
what
we
do
in
four
days
versus
five.
I'm
just
curious.
I
don't
know
if
it
actually
changes
the
funding
aspect,
but
would
want
to
hear
more
about
that.
K
Mr
chair
counselor,
via
real,
we
can
absolutely
cost
that
out
that's
equivalent
of
an
eight
hour
furlough,
so
a
20
pay
reduction.
So
that
is
not
some.
I
think
I
included
that
for
directors
and
option
four.
If
that's
something
I
can
cost
out
across
the
board,
we
do
have
to
keep
in
mind
the
service
levels.
So
that's
in
terms
of
operations,
and
this
is
really
what
we've
run
into
with
the
furloughs
as
well.
K
It's
a
much
in
an
administrative
setting,
it's
much
easier
to
be
able
to
shift
to
a
four-day
work
week
as
opposed
to
in
an
area
where
you're
providing
a
direct
level
of
service
where
you
need
to
have
certain
number
of
firefighters
in
a
on
an
engine
or
a
certain
number
of
water
waste
water
employees
that
are
at
on
a
particular
shift
at
the
water
wastewater.
I
I
I
think
it
was
in
new
zealand,
possibly
but
different
place,
but
just
thinking
about
that.
So,
if
we're
look,
if
we
are
considering
these
options,
how
do
we
then
maybe
pick
pieces
or
aspects
of
each
of
them
and
then
try
to
run
those
scenarios?
How
would
we
go
about
doing
that
with
you
or
not
even
just
finance,
but
any
of
the
other
counselors
that
are
not
on
finance.
K
Mr
chair
counselor,
if
I
may
at
this
time
this
is
really
what
we
envisioned
for
the
series
of
engagement
now
this
week
we're
presenting
these
options.
K
If
there's
something
like
a
four
day
work
week,
where
you
know,
I'm
able
to
take
some
pen
to
paper
and
cost
that
out
with
my
staff
same,
you
know,
that's
also
why
aaron
and
jerrell
and
our
hr
director,
bernadette
salazar,
has
joined
us
because
there's
it's
part
of
it
is
the
financial
aspect,
but
then
there's
the
operational
side
that
we
just
discussed
and
then
also
you
know
anything
that
we
would
be
running
into
in
our
personnel
rules.
That
may
make
things
a
little
bit
more
complicated.
K
So
we're
absolutely
we're
more
than
willing
to
take
any
of
your
ideas
and
put
some
pen
to
paper
and
walk
through
those
different
mix
and
match
scenarios
at
this
point
and
what
we're
looking
to
have
as
our
target
by
the
end
of
this
process
is
to
be
able
to
give
some
across
the
board
direction
to
our
department
directors,
whether
it's
a
10
percent,
furlough
or
pay
cut
so
say:
option
three
15
paid
decrease
for
all
directors
and
then
a
10
furlough
or
pay
cut
across
the
board
for
all
other
employees.
So
effectively.
K
So
there
are
going
to
be
some
differences
in
operations,
but
as
a
result
of
this,
this
process
and
and
seeking
your
advice
and
your
direction
will
really
be
able
to
provide
more
concrete
numbers,
as
we
start
to
chip
away
at
that
100
million
and
more
concrete
direction
to
our
directors
as
they're,
putting
together
their
budget
to
our
employees.
So
they
have
some
level
of
certainty
of
what
the
situation
will
be
in
their
own
operation.
Going
forward
and
fy21.
I
Yes,
that
makes
sense
and-
and
I
I
actually
would
suggest
just
sharing
this
with
the
unions-
just
not
saying
I
mean
saying
that
it's
not
necessarily
set
in
stone,
but
these
are
ideas
and
getting
some
input
about
what
their
thoughts
are
and
if
they
have
another
kind
of
scenario
that
they
would
want
to
share
with
us.
That
would
be
helpful
too
at
this
juncture,
so
that
we're
not
at
the
end
going
wait.
I
didn't
see
it
or
some
of
us
saying
wait.
I
didn't
see
options.
So
thank
you.
B
Okay,
thank
you
and
mary
one.
One
again,
I
guess
I'm
advocating
for
the
furlough
as
opposed
to
a
pay
cut,
because
I
just
don't
see,
I
don't
see
these
employees
getting
once
we
take
money
out
of
their
salary.
I
I
don't
see
it
getting
back
to
that
level
for
years
and
years,
if
ever
and
again,
at
least
with
with
hours
it's
easier
to
add
hours,
you
can
go
from
from
a
30
hour,
work
week
up
to
a
34
and
then
to
a
36
and
then
a
40.
B
really
easy,
as
opposed
to
okay.
Now,
let's
give
them
two
percent
more
to
their
salary
or
let's
give
them.
So
I
I
really
think
that's
much
easier,
but
I
could
be
wrong.
It'd
be
interesting
to
hear
what
the
other
counselors
think
and
then
I
think
we
also
need
to
look
at
it
depart
and
then
and
there's
another
plus
of
doing
furlough
as
opposed
to
pay
cut
some
departments.
B
B
Again.
I
have
my
position,
but
that's
just
mine,
I'd
like
to
see
what
the
the
staff
things
and
the
other
counselors
aaron.
You
have
your
hand
up.
H
Yeah
counselor
beta
chairman
of
members,
there's
a
few
advantages,
disadvantages
to
think
about,
and
I
think
we're
working
our
way
through
how
to
deal
with
some
of
those
while
we're
on
a
furlough
right
now
too,
as
a
for
for
false
for
fair
labor
standards,
act
exempt
employees.
I
think
I
think
everyone
likes
the
furlough
option
better
in
terms
of
management
and
the
benefit
to
the
employee
for
falsehood
exempt
folks
who
are
on
more
of
like
an
annual
salary.
H
At
least
there's
certain
carve-outs
from
that
risk,
like
actually
attorneys,
are
specifically
exempt
from.
I
cannot
suddenly
become
false
covered,
neither
can
a
physician,
but
there
are
other
types
of
manager
positions
that,
under
at
least
normal
circumstances,
could
so
I'm
working
a
little
bit
on
how
this
emergency
situation
affects
that
and
and
whether
or
not
we
would
be
in
that
situation
for
the
extent
of
this
budgetary
period
as
well.
G
H
Them
because
they
have
that
type
of
position,
that
would
be
the
potential
disadvantage
for
furloughs
across
the
board
right
we're
working
through
some
of
the
details
on
that
class
of
employees,
because
it's
not
everybody
that
that
disadvantage
would
apply
to
only
the
false
exempt
and
only
potentially,
some
subset
of
those
false
exempt.
Folks.
B
H
B
Okay-
okay,
great
anything
else
from
the
committee,
so
we
can
move
on
to
another
slide.
P
Mr
mr
chairman,
if
I
may
just
to
put
a
perhaps
more
fine
point
on
this
now
is
the
time
for
feedback
we
need.
We
we
heard
loud
and
clear.
You
want
to
see
options.
You
want
input.
You
want
feedback
this
week
is
our
opportunity
to
do
that.
We
are,
as
always
on
sort
of
an
accelerated
and
difficult
timeline.
P
So,
to
the
extent
that
you
can,
if
you
have
additional
questions
or
like,
like
you
said,
you
want
to
see
different
things
now's
the
time
we're
going.
As
you
know,
we've
got
finance
tonight.
Public
works
public
utilities
on
tuesday
and
quality
of
life
wednesday.
P
So
this
any
we
are
as
always
to
counselor
villarreal's
point.
Our
conversations
and
notifications
with
unions
have
long
timelines
associated
with
them,
and
so,
as
we
approach
budget,
we
are
we're
trying
to
navigate
all
of
these
different
competing
timelines
and
pieces.
So
we
are
asking
hopefully
very
clearly
for
your
feedback
in
short
order.
B
B
F
No
one
did
anything
wrong.
It's
not
like
the
city
was
overspending
and
all
of
a
sudden,
we
need
to
decrease
our
budget
because
we
overspent
along
came
a
pandemic,
and
it
was
like
turning
the
water
faucet
off
in
this
city
in
terms
of
revenues
where
tourist
towns
are
particularly
hard
hit.
So
I
think
it's
really
important
for
us
to
know
what
number
we're
trying
to
get
to
rather
than
for
me
anyway,
I
mean
none
of
these
look.
F
F
I
really
need
some
guidance
with
the
other
areas
that
we
intend
to
have
cutbacks
in
and
places
that
we're
going
to
save.
I
I
need
to
know
really
how
much
do
we
need
to
come
up
with
we.
We
want
to
cut
as
little
as
possible
everywhere
to
a
previous
conversation
tonight.
F
I'm
not
sure
that
I'm
in
agreement
that
places
like
wastewater
because
they
have
mammoth
reserves
that
they
aren't
going
to
have
the
same
cuts.
F
That's
never
been
the
intention,
but
it
could
happen
and
I'm
not
sure
that
you
know
enterprise
funds
don't
need
to
take
some
of
the
same
cuts
that
some
of
the
other
funds
do.
So
I
think
before
I
can
sign
on
to
that.
Philosophically
I
need
to
see
what
those
cuts
look
like
in
other
departments
and
what
the
monies
look
like
this
you
know
on
on
this
particular
slide
yeah.
F
My
first
choice
is
to
go
with
the
one
that
saves
the
least
amount
of
money,
but
we
have
an
absolute
duty
to
present
a
balanced
budget,
so
maybe
we
end
up
having
to
go
with
the
one
that
saves
an
amount
of
10.6.
F
F
Maybe
some
you
know,
we've
got
to
be
realistic
about
this.
The
clock
is
running.
We
may
have
a
smaller
workforce
than
what
we
have
now.
Furloughs
may
not
be
the
answer.
We
cannot
pay
people
to
not
be
working.
We
know
that
so
there
are
some
bigger
issues
that
we're
going
to
need
to
address,
and
I
know
the
clock's
ticking
on
it
and
I
don't
want
to
be
the
skunk
at
the
picnic,
but
these
are
very,
very
hard
choices
and
I
I
don't
want
to
choose
harder
than
I
have
to
so.
B
Okay
and
then
the
the
what
you
got
me
thinking
about
too
counselor,
linda
with
your
comments,
is
also
that's
how
much
how
much
leeway
or
how
much
whatever
the
word
is.
Are
we
going
to
give
to
the
administration
and
the
mayor
because
I
mean
they
do
the
day-to-day?
Not
us
I
mean
I
can
say.
Oh,
this
sounds
good
or
that
sounds
good.
B
But
you
know
we're
used
to
the
administration,
bringing
us
a
budget
and
we
we,
we
yeah,
there's
a
little
wiggle
room
in
there,
but
for
the
most
part
we
we
voted
up
or
down
and-
and
I
I
just
think
we're
gonna-
have
nine
nine
cooks
in
the
in
the
kitchen.
I
don't
know
if
we're
gonna
get
there.
B
P
This
is
jarrell,
if
I'm,
if
I
may,
counsel
at
councillor
lindell,
it's
all
of
the
things,
a
pay,
a
pay
decrease
is
not
a
substitution
for
the
hiring,
the
hiring,
freeze
or
future
reductions
in
service.
We
are
looking
at
all
of
these
things.
It's
sort
of
like
building
a
layer
of
a
cake.
It's
all
to
your
point.
P
It's
all
really
hard
unfathomab,
unfathomable
decisions
that
we're
being
forced
with
to
deal
with
all
at
once
and
we're
trying
to
figure
out
the
right
way
to
sort
of
layer,
a
cake,
but
it's
all
it's
not
just
salary
cuts.
It's
not
just
temporary
reductions
in
force.
It's
not
just
hiring
freeze.
All
of
those
things
together
still
aren't
getting
us
anywhere
near
our
100
million
dollar
budget
shortfall.
So
I
just
want
to
to
put
that
in
america
can
add
a
few
more
dues.
B
Okay,
aaron,
you
have
your
hand
up
and
then
counselor
cassette
sanchez
and
then
council
rear
eyel.
H
Thanks
chair,
I
just
wanted
to
mention
that
in
terms
of
timeline,
so
our
current
plan
that
we
presented
to
the
union
regarding
furloughs
was
through
the
end
of
the
fiscal
year
and
we
were
and
they
require
a
28-day
notice
of
a
new
plan,
which
is
why
we'd
like,
if
we're
going
to
extend
the
furloughs
even
for
some
period
of
time
into
the
new
fiscal
year.
H
We
need
to
give
them
notice,
essentially
this
week,
to
have
it
in
place
for
the
new
fiscal
year
or
shortly
thereafter,
so
that
that's
kind
of
a
timeline
thing
to
keep
in
mind,
at
least
for
continuing
what
we're
currently
doing.
And
then,
if
we
have
more
guidance,
then
we
could
go
farther
or
if
we
have
more
of
an
idea
of
what
we
want
to
present.
H
J
Thank
you,
mr
chair.
I
was
just
so
slightly
changes.
My
comment
that
information,
which
is
good
good
information
to
have,
I
do
think
it's.
It
is
hard
to
to
counselor
lindell's
point.
You
know,
I
don't
think
any
of
us
don't
understand
that
it
is
all
the
things,
but
it
is
hard
to
make
decisions
about
certain
pieces
in
a
vacuum
which
I
think
is
is
a
problem
that
we
are
seeing
and
now
it.
J
I
think,
there's
a
little
bit
more
explanation
as
to
why
this
is
now
also
coming
to
us
in
what
feels
like
a
vacuum
as
opposed
to
in
a
budget
where
then
we're
voting
up
or
down,
but
I
do
feel
like
that
is
some
of
the
challenges
that
we've
been
experiencing.
So
so
that
being
said,
we
are
right
now.
It
sounds
like
we're
asking
to
make
it
being
asked
to
make
a
decision
on
what
our
fy
21
salaries
furloughs
are
going
to
look
like.
J
Without
really
seeing
without
the
whole
budget
picture
and
seeing
kind
of
what
are
the
different
pieces
that
we
can
move,
and
so
I
guess
to
that
question
is
there?
Is
there
the
option
to
essentially
extend?
K
Mr
chairman
counselor,
if
I
may,
if
we
can
continue
on
through
the
layers
of
the
cake
as
jarrell
mentioned,
the
next
slide
is
probably
the
most
general.
It
talks
about
the
different
levels
of
service
and
really
does
a
full
circle
back
to
where
we
started
this
evening
with
the
presentation
and
the
questions
that
were
contained
in
the
survey
about
different
levels
of
service.
But.
H
H
I
So
there's
that
aspect
that
I
think
is
important.
I
mean
I
agree
with
my
my
colleagues.
We
are
not.
We
are
part-time,
counselors
and,
and
it's
hard
to
make
a
decision
when
we
are
not
seeing
what's
on
the
ground
in
each
department
and
even
administration
at
the
administrative
level,
doesn't
necessarily
mean
you're,
seeing
everything
that's
happening
on
the
ground
and
the
needs
that
are
in
each
department.
I
So
that's
what
is
really
challenging
for
me
and
then
I
agree
with
my
colleague
with
council
woman
lindell,
and
I
wrote
this
down
as
a
note
to
ask
you
about,
but
you
know
we're
looking
at
departments
and
not
all
of
them
are
enterprise
funds,
so
those
that
don't
revenue
don't
generate
revenue
like
say
a
library.
I
I
guess
that's
a
general
question
not
to
answer
it.
That's
what's
confusing
me.
If
you're,
not
enterprise
friend,
you
don't
bring
in
some
kind
of
revenue,
does
that
mean
you're
not
prioritized
and
you
get
cut
and
then
the
other
aspect
is
there's
some
city
services
that
really
contribute
to
the
well-being
of
our
community
and
they're
subsidized
in
every
community.
I
mean,
even
if
you
look
in
new
york,
all
their
subway
and
tra
and
transportation
all
of
it's
highly
subsidized
by
their
city,
yet
they
don't
cut
that.
I
I
D
Thank
you,
mr
chair,
just
a
couple
couple
of
quick
points.
So
the
the
the
conversation
about
you
know
the
utilities
having
big
enterprise
funds
or
big
reserves,
and
you
know,
could
we
tap
those
to
fund
other
parts
of
city
government?
I
mean
one
of
the
things
we're
going
to
have
to
understand.
Is
you
know
legally
whether
we
have
restrictions
on
that
money
which
I
imagine
we
do
and
part
of
the
reason
they
have
big
reserves?
Is
that
they're
required?
D
You
know
for
again
service
level
to
have
that
reserve.
So
if
anything
happens
they
they
can
still
provide
the
service,
which
is
absolutely
essential
to
the
well-being
of
the
community.
So
it
may
not.
Just
because
I
have
big
funds.
I
just
want
the
public
to
know
that
that's
not
doesn't
mean
that
we
can
just
raid
that
money
and
you
know,
fund
libraries
because
that's
just
not
how
it
works.
We
don't
we
don't
have
that
magic
power,
that's
super
power,
so
I
I
don't.
D
I
just
didn't
want
it
to
float
out
there
as
as
a
possibility,
because
I
think
I
have
gotten
at
least
one
email
that
suggested
something
along
that
lines,
and
then
you
know
just
to
not
to
pile
on,
but
you
know
we
don't
have
as
the
legislative
body
the
legislative
appropriating
body,
we
don't
have
our
own
finance
staff,
so
this
is
where
the
hybrid,
that
is
the
city,
you
know
we
are
relying
on
the
executive's
finance
staff.
It's
not
like
the
legislature
where
you
have.
D
D
I
mean
we
are
presented
with
in
an
enormous
challenge
and
we
do
need
to
work
together
to
figure
out
how
this
works,
but
there's
going
to
be
lots
of
nuances.
I
think
to
council
via
royale's
point
about
how
this
actually
works.
They're
not
going
to
be
in
these
neat
boxes
like
this
slide
presents
it's
going
to
be
much
more
complicated
than
what
we
did
the
last
go-around
with
the
furloughs,
so
I
just
throw
all
that
out
there
for
everybody's
consideration.
Thank
you,
mr
chair.
K
As
you
can
see,
these
are
a
selected
very,
not
representative,
grouping
of
a
few
of
the
services
that
we
currently
provide,
and
so
this
is
the
main
purpose
is
just
as
was
explained,
things
don't
fit
into
neat
little
boxes
as
we're
moving
forward
these
into
the
service
level
conversations
a
few
of
we
started
to
go
there
in
a
a
few
slides
ago.
What
about
libraries?
What
about
rec
centers?
You
know
how
many?
K
What
is
the
the
service
level
that
we
provide
in
our
economic
development
department
or
in
our
trash
and
recycle?
You
know
for
trash
and
recycling.
K
What
is
the
service
level
as
one
of
the
counselors
brought
up
previously
for
transportation,
and
how
does
that
impact
all
of
the
different
revenue
sources
that
are
coming
in
and
what
does
that
allow
us
to
do
on
the
on
the
expenditure
side,
so
this
is.
This
slide
is
intentionally
general
to
start
as
a
starting
point
for
the
conversation
to
say,
based
on
the
survey
that
was
a
more
formal
process
based
on
the
conversations
that
all
of
us
have
with
those
with
our
constituents.
K
What
is
the
priority
to
bring
those
services
back
online
if
we
have
the
revenue
available
to
do
that
three
months
and
six
months
in
so
again,
this
is
our
opportunity
to
listen
to
the
council
to
the
finance
committee
at
this
point
about
the
how
you
would
like
us
to
present
the
different
options
for
the
levels
of
service.
K
So
if
we
take
the
recreation
centers,
do
we
maintain
all
recreation
centers
open
100?
Do
we
start
to
scale
back?
Do
we
keep
one
recreation
center
open?
What
is
any
of
what
do
any
of
these
operations
look
like
as
we
are
facing
a
public
health
emergency.
B
Okay,
mary
on
that
point,
mary:
let's
talk
about
the
rec
centers
for
a
second,
there
is
a
the
governor
put
out
guidelines
for
for
youth
programs
and
the
high
schools
now
also
have
put
out
the
new
mexico
activities.
Association
have
put
out
guidelines
for
summer
camps
for
high
school
sports,
and,
what's
right
now
it's
really
clear
that
you
cannot
share
equipment.
B
You
cannot
scrimmage,
you
can
there's
a
bunch
of
different
rules,
so
my
concern
with
opening
any
of
the
rec
centers
right
now
or
within
the
next
month,
is
that
we
wouldn't
be
able
to
have
kids
participate
or
use
them,
and
so
I
think
that's
something
we
need
to
take
into
consideration,
and
I
I
don't
think,
and
maybe
what
we
do
is
we
we
make
the
decision
or
somebody
and
again
maybe
aaron
could
chime
in
whose
call
is
it
for
opening
the
rec
centers
or
not?
B
Is
that
a
governing
body
decision
or
is
that
within
the
purview
of
the
manager?
Or
I
mean
that
would
be
helpful
to
know
because,
like
I
said,
I
wouldn't
be
in
favor
of
opening
it
at
least
through
the
month
of
june,
any
of
them?
If
our,
if
our
kids
in
our
community
can't
participate
so
aaron,
who
who
can
open
the
rec
centers.
H
Chairman
of
beta
members
of
the
governing
body-
so
I
think
at
this
point
there's
nothing
saying
that
we
could
not
open
them
if
we
were
able
to
follow
the
certain
health
guidelines
that
have
been
issued
and
if
we
were
following
our
own
order
about
not
allowing
gatherings
of
more
than
five
people,
so
obviously
no
organized
sports
or
classes,
but
but
the
budget
will
strongly
dictate
whether
or
not
these
facilities
can
open.
H
So
we
have
this
weird
period
of
time
between
now
where
we
don't
have
a
budget
and
july
1st
well
july,
sometime
whenever
we're
going
to
adopt
a
budget
during
july,
where
we
don't
know
what
that
new
budget
looks
like,
because
we
have
a
budget
for
this
fiscal
year,
that's
been
essentially
blown
up
and
we
have
an
unknown
budget
for
next
year.
There's
nothing
in
law
that
says
these
facilities
have
to
operate
at
certain
hours
or
certain
times
or
to
certain
populations.
H
H
So
it's
it's
not
super
clear,
it's
a
little
bit
of
a
gray
area,
but
in
terms
of
financial
ability.
I
think
it's
one
of
the
areas
where
right
now
we've
reduced
hours
for
those
folks
and
it's
one
of
the
areas
that
it's
not
a.
It's,
not
a
required
service
going
forward.
B
H
I
think
that
that
could
be
the
city's
position,
if
that,
so
we
have
folks
that
have
been
reassigned
to
different
jobs,
right
that
are
on
the
16-hour
furlough.
So
at
this
point
it's
somewhat
of
an
operational
decision.
I
mean
if
the
governing
body
wanted
to
say
this
is
our
priority.
We
don't
want
people
reassigned
for
those
16
hours
and
we
want
to
open
to
the
extent
possible.
H
B
P
This
is
city
manager
just
to,
of
course,
everything
that
aaron
said
is
accurate.
Part
of
what
is
complicated
is
if,
if
the
city,
if
I
were
to
make
a
decision
that
said,
let's
open
them
all
we
will
be
presenting,
then
the
the
implications
for
our
21
budget
will
be
very
different.
So
it's
all
it's
it's
all
connected.
P
Everything
will
affect
the
21
budget,
so
it
does
ultimately
then
come
to
you
all
in
a
different
form.
So
I
think
that's
partly
why
we're
we're
in
we're
in
we're
in
uncharted
territories,
but
partly
why
we're
hoping
again
just
to
get
some
feedback
direction
sense
of
prioritization
from
you
all
is
because
ultimately
each
decision
affects
the
next,
and
so
it
is.
It
will
come
to
you
in
some
form
or
fashion
in
the
21
through
the
21
budget
process.
P
So
that's
where
we
are.
B
Okay,
thank
you.
I
see
hands
up,
councilwoman
romero
worth.
D
D
That's
an
awful
lot
to
manage
in
terms
of
keeping
the
public
safe
and
keeping
those
facility
at
the
level
of
cleanliness,
and
then
you
know,
based
on
you,
can't
have
the
same
number
of
people
using
them
as
we
probably
are
used
to,
and
so
does
that
you
know
is,
is
the
expenditure
of
having
that
facility
open
worth?
You
know.
D
J
Thank
you,
mr
chair.
I
also
you
know
just
as
we're
gathering
information
and
as
we're
looking
at
making
these
decisions
we've
been
talking
about,
we
open
all
the
rec
centers.
Do
we
open
one
rec
center?
Do
we
rotate
opening
rec
centers
mary,
some
information
that
I'd
like
to
get?
Is
that,
aside
from
personnel,
what
are
operating
costs
that
go
into
this
decision?
So
if
we
decide
to
only
open
chavez
center
and
we're
shuttering,
you
know
south
p
and
fort
marcy
for
the
foreseeable
future.
J
Does
that
save
us
money
as
compared
to
opening
up
different
facilities
on
different
days
and
and
same
question
goes
to
the
library
so
when
we
are
making
these
decisions,
how
how
does
not
just
the
hours
at
a
particular
facility
factor
in
there
but
general
upkeep
on
a
facility
at
this
moment.
I
B
Okay
and
I
see
councilwoman
casa
sanchez,
your
hand
went
back
up.
J
Yeah,
sorry,
just
one
thing
to
add:
I
also
you
know
I'd
really
be
curious
to
look
at
some
interesting
alternative
models
and
what
some
of
the
the
feasibility
and
the
cost
impact
might
be
for
that.
So,
if
we
run
some
library
services
out
of
a
rec
center,
you
know
what
does
this
start
to
look
like
in
terms
of
service
abilities.
If
we
choose
to
open
how
might
this
change
those
dynamics?
J
So
I'd
be
curious
if
we
can
potentially
look
at
some
of
those
pieces-
and
I
know
part
of
that
is
discussing
that
with
hirochoa
john
munoz
and
and
what
those
looks
like
from
those
perspectives.
But
I'd
be
interested
in
looking
at
some
of
those
creative
solutions
that
might
help
again
mitigate
what
those
facility
costs
would
be
and
looking
at
how
we
can
still
provide
some
level
of
service
that
we
know
is
not
going
to
be
the
same,
but
still.
K
Okay,
I
appreciate
counselor
casso
at
sanchez
for
that
comment
because,
as
we
move
into
discussing
the
different
levels
of
service,
as
I
said
in
the
beginning,
right-
it's
about
creativity
and
innovation.
And
how
are
we
going
to
continue
to
provide
services?
It
might
be
in
a
different
format
in
a
different
way.
K
If
we
can
use
senior
services
as
an
example,
the
bulk
of
their
service
provision
was
through
congregate,
mills
at
the
senior
centers,
but
when
the
pandemic,
when
we
went
started
to
do
social
distancing,
because
that
is
an
at-risk
population,
the
senior
services
transformed
their
service
delivery
into
a
mobile
operation.
So
they
no
longer
provided
congregate,
meals
and
then
started
to
provide
meals
on
wheels
and
then
pick
up
services
as
well
most
recently.
So
that
is
a
great
example
of
as
we
move
forward
that
was
caused
by
the
public
health
emergency.
K
So
as
we
continue
our
presentation
on
the
next
slide,
you
know
we're
continuing
to
walk
through
not
just
on
the
expenditure
side,
but
on
the
revenue
options
as
well.
So
we're
going
to
review
the
very
quickly
revenue
options
for
from
the
state
from
the
federal
government
and
then
our
own.
K
What
is
within
the
city's
control?
So
here
these
six
different
items
are:
we've
spoken
with
members
of
our
delegation
about
our
priorities
going
into
the
legislative
session,
everything
from
support
for
our
police
officers
and
firefighters,
salaries
and
benefits
from
the
state's
law
enforcement
protection
fund
and
fire
protection
fund
to
immediately
start
collecting
the
municipal
portion
of
the
grt
for
the
internet
sales
tax.
K
Similarly,
the
state
has
their
own
reserve
funds,
one
of
them
being
the
severance
tax
fund,
so
in
order
to
provide
us
a
very
inexpensive
loan
program,
we're
requesting
a
zero
interest
loan
program
for
municipalities
from
the
severance
tax
fund.
In
addition,
I
think
we
there
are
certain
things
within
the
city's
control
for
changing
ordinances.
K
There
are
certain
state
ordinances
that
are
without
outside
of
our
control,
so
we're
requesting
the
state
to
change
certain
statutes
to
allow
us
to
use
fund
balances
for
general
municipal
purposes.
We
talked
about
that
a
bit
before
that
you
know
using
utility
funds
or
lodgers
tax
funds
to
be
able
to
support
general
municipal
purposes
as
we're
going
forward
to
bridge
the
100
million
dollar
gap.
K
Similarly,
there's
different
tax
options,
a
differential
property
tax,
for
example,
and
then
more
direct
financial
assistance,
as
we
continue
to
assume
responsibilities
directly
related
to
the
coronavirus
pandemic
expenses
at
our
emergency
homeless,
shelter,
which
have
has
really
resulted
in
preventing
the
spread
of
the
coronavirus
in
our
community.
K
As
we
move
forward
to
the
next
slide,
we
have
our
state
our
federal
revenue
options.
There's
been
a
resolution
calling
on
the
federal
government
to
support
us
financially
and
their
heroes
act
identified
the
version
that
passed
the
house
anywhere
between
14
and
29
million,
to
support
the
city
that
is
at
this
point
uncertain
at
best.
K
The
next
slide
really
does
focus
on
the
revenue
options
that
are
within
the
city's
control
everything
from
using
our
cash
reserves.
This
is
a
one-time
source
of
revenue.
We're
going
to
be
drawing
down
on
our
savings
account
anywhere
from
our
general
fund
reserves
on
you
know,
forward
to
lodgers
tax
or
others
as
we
are
legally
able
to
do
asset
disposition.
This
is
another
very
large
category
of
one-time
revenue,
anything
from
selling
midtown
to
disposing
of
other
assets,
santa
fe
estates
really
looking
at
our
portfolio
and
diving
more
into
detail
on
that.
K
B
Mary
as
far
as
asset
disposition,
my
my
position
would
be:
let's
identify
and
move
on
that
sooner
rather
than
later,
even
though
it
is
just
one-time
revenue
we've
been
talking
about
this,
there
is
like
the
northwest,
quadrant
those
property
or
properties
in
there
there's
other
pieces
around
the
city
that
we
can
take
a
look
at
as
far
as
tax
increases
before
I
would
consider
something
like
a
property
tax
increase.
I
would
want
actual
calling
to
be
done
and
not
deserving.
B
I
would
feel
much
more
comfortable
if
we
had
questions
that
were
developed
by
a
professional.
That
would
say
this.
I
mean
they
know
how
to
couch
the
question
right.
They
give
you
the
history,
they
give
you
the
little
bit
of
what
the
situation
is,
and
then
they
close
the
question
and
then
we
we
would
get
an
answer.
When
I
was
at
the
county,
we
have
the
brand
new
courthouse
use
the
judicial
courthouse
used
to
fail
every
time,
we'd
go
out
to
the
voters.
B
So
what
we
did
is
we
invested
in
an
actual
poll
and
we
found
out
why
and
why
it
was
failing
what
would
and
then
we
were
able
to
develop
a
strategy
as
to
how
to
get
get
it
get
the
public
to
look
favorably
on
it
and
then,
ultimately
we
were
able
to
pass
it,
but
it
wasn't
without
that
peace,
and
so
I
would
I
I
would
be
really
interested
if
we
did
consider
something
like
that
and,
like
I
said,
I
would
want
to
see
some
of
that
evidence
before.
I
Thank
you,
mr
chair.
My
question
is
about
the
fund
balances
that
you
said.
If
you
go
back
to
the
slide
about
priorities
for
the
legislature,.
I
I
think
it's
back
one
more
yeah,
so
change
state
statute.
I
realize
that's
important
for
some
of
these
funds
that
we're
talking
about,
but
are
you
gonna?
Let
us
know
what
funds
you're
specifically
going
to
try
to
adjust,
or
is
it
this
blanket
adjustment
for
state
statute
requirements?
I
Does
that
make
sense
like
there's
a
bunch
of
different
funds?
They
have
different
allocations
that
come
from
that
are
set
by
the
legislature
or
by
state
statute,
and
so
how
are
you
going
to
prioritize
which
fund
balances
that
we're
going
to
tap
in
or
try
to
tap
into
to
change
those
statutes.
K
The
primary
one
that
comes
to
mind
is
the
lodgers
tax
fund
that
is
limited
currently
under
state
statutes
that
there
are
significant
there
are
balances
in
that
fund
that
we
could
use
to
support
general
municipal
purposes.
So
that
is
the
main
one
that
we've
discussed
with
our
delegation.
I
I
think
they
serve
a
like
a
a
purpose
for
our
community,
as
it
relates
to
like
transportation
that
I
wouldn't
want
to
like
go
into,
and
they
may
not
even
garner
that
much
anyway,
that's
very
specific
for
transportation
support
and
there's,
probably
others
that
I'm
not
thinking.
I
just
want
to
make
sure
we
know
about
those
before
we
start
changing
states
statute
and
the
other
question
I
had
was:
what's
a
differential
property
tax.
K
Mr
chairman
counselors,
I
see
that
the
mayor
is
on
the
zoom
call
with
us
and
I
think
he
is
more
of
an
expert
in
this
area
than
I
am
so.
I'm
gonna
defer
to
him,
given
that
he
explains
this
better
than
I
do.
Q
Sure
so
the
this
is
an
idea
that
has
been
around
for
some
time,
and
that
is
we
are
all.
I
think
aware
that
many
of
the
folks
who
live
in
santa
fe
are
the
beneficiaries
of
long-time
generations
of
property
owners
and
the
property
taxes
they
are.
They
are
living
on
the
family,
land
or
the
in
the
family,
home
the
residents
that's
been
in
the
family
for
a
long
time
and
we
intentionally
have
a
policy
to
not
tax
them
off
their
land.
Q
On
the
other
hand,
we
have
a
lot
of
folks
for
whom
the
home
or
residence
they
have
in
santa
fe
is
a
second
or
third
home.
It
is
a
very
expensive
piece
of
property.
It
is.
It
is
undervalued
because
they're,
the
beneficiary
of
the
lower
valuation
that
is
designed
to
protect
and
preserve
the
families
of
santa
fe.
I
That's
kind
of
on
the
lines
with
for
getting
one
of
them:
representative's,
name,
matt,
mc
matt,
mcqueen,.
Q
Yeah
matt
had
a
proposal
for
this
in
the
last
two
sessions.
There
are
other
ways
to
that.
He
has
one
particular
approach.
I
think
what
we
would
look
at.
It
would
be
a
variety
of
things
that
would
garner
us
additional
property
tax
from
people
more
able
to
pay
without
penalizing
those
who
are
perhaps
land
rich,
but
cash
poor,
and
we
don't
want
to
hurt
those
folks.
B
I'm
sorry,
yes,
I'm
on
you
councilwoman
or
merrell
worth.
D
Am
I
mute?
No,
I'm
unmuted.
Look
at
that,
so
I
I
think
some
of
what
would
be
helpful
on
all
of
this
is
to
have
some
sense
of
what
either
the
option
saves
us
or
what
it
gives
us
so
like.
If
you
you
know
how
much
money
could
we
pull
from
cash
reserves?
How
much
money
do
these
assets
add
up
to
because,
right
now,
from
what
you've
given
us,
I've
just
been
trying
to.
I
mean
we're
looking
at
what
you
know
we're
not
at
100
million.
D
I
don't
know:
there's
like
a
there's
a
big
chunk
here.
That's
could
be
any
of
these
things
right
and
I
I
guess
it
would
be
to
counselor
lindell's
point
like
what
are
we
looking
at
like?
Are
we
how
much
do
we
have
to
pull
a
lot
of
salaries
and
benefits,
realizing
that
that's
the
biggest
part
of
the
budget?
D
But
we
have
these
other
things
like.
What
would
an
internet
sales
tax
generate?
What
would
a
gross
receipts
tax
increase
generate,
but
also
what
harm
does
it
do,
because
we
already
have
high
gross
receipts
tax?
What
you
know
the
kind
of
the
cost
benefit
like
and
yeah
a
differential
property
tax
might
be
a
great
thing,
but
you
know
that's
going
to
take.
I
don't
know
that
the
legislature's
ready
to
pass
that
it's
got
constitutional
issues.
D
I
think-
and
you
know
we
wouldn't
realize-
that
money
for
quite
some
time,
so
I
mean
first
you'd
have
to
pass
it
then
you'd
actually
have
to
let
the
time
go
by,
so
you
collect
the
tax
so
that
we
could
get
it
so
like
there's
lots
of
options
here,
which
is
a
good
thing,
but
we
have
a
crisis
here
right
now.
Where
are
we
going
to
get
this
money.
K
Mr
chairman,
counselor
romero
worth
that
really
speaks
to
the
complexity
of
the
task
in
front
of
us.
Even
with
you
mentioned
the
timeline
around
potential,
either
property
tax
increase,
the
same
timeline
would
apply
with
the
grt
right
there's
going
to
be
when
the
council
votes
on
that
increase
and
then,
when
it's
actually
effective,
so
none
of
these
options
were
looking
to
seek
a
additional
revenue
as
of
july
1st.
K
K
You
know,
I
think
aaron
can
speak
to
the
timing
as
many
other
folks
on
this
call
can
to
the
amount
of
resources
and
the
timeline
that
it
took
for
the
midtown
to
get
us
to
this
point
for
the
midtown
process,
and
we
are
not
we're
still
some
time
away
from
actually
seeing
that
disposition
come
to
fruition.
K
So
even
to
be
able
to
give
you
estimates
would
require
appraisals
or
would
require
additional
resources
from
many
of
our
offices.
So
this
direction
that
we're
looking
for
tonight
on
what
to
prioritize
and
how
to
prioritize
it
as
well
as
kind
of
the
options
on
the
revenue
side,
as
well
as
the
service
level
that
we
are
looking
at,
which
we
didn't
spend
too
much
time
on,
would
really.
K
That
is
really
what
we
need
from
the
governing
body
to
then
be
able
to
prioritize.
What
is
our
next
step?
Do
we
pursue
appraisals
for
all
of
these
properties?
To
then
answer
your
question?
It's
approximately
25
million,
but
that
25
million
we
couldn't
bank
on
until
six
to
nine
months
from
now
and
what
that
timeline
associated
with
that
is
erin.
Do
you
want
to
I'm
sure,
there's
something
I'm
missing
in
that
very
complicated
process.
H
Mary
councillor
beta,
I
think
everything
you
said
is
right.
It's
just
that
it
really
depends
on
what
process
and
what
piece
of
land
how
fast
something
can
be
or
realized
like.
If
we
have,
if
we
have
a
small
parcel
land,
we
just
want
to
auction
off.
That
would
be
the
fastest
option,
but
we
still
need
an
appraisal,
because
that's
required
by
statute
and
we'd
have
to
actually
conduct
the
auction,
but
we
do
it.
H
I
think
midtown
is
the
longest
timeline
of
an
example
for
disposition
of
property,
but
that
was
intentional
because
we
want
to
make
sure
we
do
it
thoughtfully
and
with
a
partner
rather
than
just
disposing
of
it
for
the
highest
value,
but
there
might
be
other
pieces
of
land
where
that's
not
true,
and
if
there
are
certain
pieces
that
people
are
aware
of,
and
they
want
us
to
target
right
away,
they're,
probably
not
going
to
be
the
most
expensive
options
or
the
most
lucrative
options,
because
those
are
probably
going
to
be
more
thoughtful
processes
that
are
surrounding
those
those
pieces
of
property.
K
And
the
timeline
really
counselors
the
timeline
really
factors
into
this,
because
if
we
have
to
make
more
severe
service
level
reductions
through
the
first
portion
of
the
fiscal
year
either
for
public
health
reasons
or
for
budgetary
reasons,
as
we've
discussed
tonight,
then
that
would
really
give
us
an
idea
on
the
expenditure
side.
If
we
do
have
an
infusion
of
5
million
25
million,
what
we
would
then
add
back
in
to
our
budget
or
how
we
would
use
that
additional
revenue
if
it
did
become
available
as
a
one-time
revenue
source
six
months
from
now
nine
months.
J
Thank
you,
mr
chair,
so
so
circling
back
to
that
service
level.
Conversation
I
feel
like
when
we
ever
have
this
conversation.
We
basically
talk
about
rec,
centers
and
libraries,
but
I
know
that
that
can't
be
all
of
it.
So
you
know
to
counselor
at
beta's
point
as
we
are
city
councillors
we're
not
in
with
the
nitty
gritty
of
what
is
happening
at
the
department
level.
J
K
I
can
speak
to
it
from
the
budgetary
perspective
and
then
I
think
a
more
general
context
would
be
helpful
so
specifically
on
the
revenue
side.
Right
as
we
talked
about,
there
are
70
different
funds
and
sometimes
it's
as
easy
as
one
revenue
source
going
into
a
particular
fund
and
other
times
it's
more
complex
where
there's
multiple
different
revenue
sources
going
into
a
particular
fund.
So
that's
the
approach
we
we're
taking
going
forward
into
fy
21.,
so
lodgers
tax,
as
you
saw,
that's
a
50
decline
as
brad
mentioned
earlier.
K
There
are
some
debt
service
requirements
that
are
off
the
top
right,
the
first
priority
and
then
as
randy
and
pauline.
The
two
departments
that
are
funded
by
the
lodgers
tax
fund
are
reviewing
their
their
budgets,
their
expenditures
going
forward
they're
having
to
reduce,
to
a
larger
extent
than
say
the
utilities,
funds
that
are
only
that
are
seeing
a
20
million
dollar
decrease
and
at
a
smaller
percentage.
K
So
that's
really
governing
as
we're
going
forward
the
funding
source
going
into
a
particular
fund,
the
revenue
source
and
how
we're
expecting
it
to
perform
at
a
point
in
time
and
we
actually
develop
those
revenue
estimates
in
may,
which
we
expect
to
revise
again
before
the
budget
is
finalized
in
july,
because
we'll
have
larger
tax
updates,
we'll
have
grt
tax
updates.
Now
that
parking
will
be
reopening
we'll
have
an
updated.
You
know
data
set
for
our
parking
revenue
to
base
our
revised
projections
on
going
forward.
K
J
Okay,
thank
you
mary
and
then
jerrell
did
you
have
more.
P
Mr
chairman
counselor
cass
sanchez,
I
mean
part
of
part
of
what
I
think
everyone
the
we're
in
a
little
bit
of
a
chicken
in
an
egg
situation.
So
I
I
can
part
of
the
frustration
is
what
what
comes
first
we're
looking
for
some.
You
know
it's
like:
where
should
we
focus?
Should
we
focus
on?
You
know
the
sort
of
obvious
rec,
centers
and
libraries?
Do
we
want
to
look
at
well,
we
pick
up
trash
once
a
week.
P
Somebody
had
mentioned
you
know.
Well,
do
we
just
have
one
rec
facility?
If
we,
you
know,
we
close
two
others
well,
if
we
close
two
others.
What's
the
logical
next
question,
what
happens
to
the
staff?
So
I
I
just.
I
want
to
appreciate
that
this
is
a
bit
of
a
chicken
and
an
egg.
All
of
this
comes
forward
again
through
the
budget
process,
but
I
think
that
we,
those
I
don't,
have
more
specifics
necessarily
than
what
that
is,
but
that's
we
we
are
in
a
bit
of
a
chicken
and
egg.
P
Somebody
has
to
sort
of
make
some
decisions
or
guidelines
or
or
feedback.
First,
we
were
coming
to
you
all
to
seek
some
feedback
if,
if
that's
not
gonna
work
and
we
we
need
to
present
something
and
and
come
back,
we
can
do
that
too,
but
I
think
that's.
P
J
Okay,
thank
you.
I
mean
it
kind
of
does
you
know.
Some
of
this
may
just
speak
to
this
being
my
first
budget
process
and
it
being
a
not
normal
budget
process
to
say
the
very
least,
but
I
you
know
just
some
of
that
understanding.
You
know
again
it's.
J
Where
are
the
lever
points
you
know
we
do
have
these
services
that
are
legally
required.
Of
course
you
know.
Rec
centers
and
libraries
are
are
the
most
obvious,
and
so
our
minds
do
jump
there,
but
I
think
for
me-
and
maybe
this
is
something
that
you
and
I
discussed
during
our
weekly
meetings,
having
a
a
discussion
of
what
some
of
those
options
are.
J
Looking
like
as
a
jump
point
and
also
knowing
you
know
from
you
guys,
knowing
from
the
perspective
of
mary,
having
the
expert
of
all
the
different
funds
and
how
that
impacts,
pieces
and
then,
of
course,
the
the
general
management
of
the
city
falls
under
the
executive
branch.
J
Q
Thank
you,
mr
chair.
I
think
this
is
really
constructive
and
very
useful,
and
I
think
it's
also
the
beneficiaries
and
the
victims
of
the
first
time.
We've
tried
this,
and
so
it
is
a
little
messy
a
couple
things
about.
I
think
we've
now
reached
the
end
of
the
actual
powerpoint
presentation.
Q
So
let
me
just
try
to
recap
what
what
it
was
all
about.
Almost
all
of
it
there's
one
more
slide,
so
you
you've
been
the
beneficiaries
of
a
very,
very
detailed
briefing
on
how
the
hundred
million
dollar
budget
deficit
gets
created.
Q
What
the
origins
and
basis
of
that
deficit
amount
to,
and
then
that
was
followed
by
some
specific
proposals
or
categories
of
proposals
where
we
need
your
feedback.
The
ask
tonight
is
not
to
build
the
budget,
but
to
do
what
jarrell
started
to
describe,
which
is
to
begin
to
layer
the
decisions
around
guidance
for
a
budget.
Q
So,
for
example,
we
look
at
the
question
of
a
hiring
freeze
as
a
general
matter
as
individuals
and
as
the
finance
committee
does,
how
does
that
sit
with
you?
Does
that
seem
to
make
sense?
Recognizing
you've
asked
for
more
details
about
specific
positions
and
the
costs
and
the
and
perhaps
some
exceptions
that
seems
to
me
to
be.
As
as
mayor,
I
would
say
if
we
all
could
look
at
that
as
a
proposition,
a
policy
decision
and
say
seems
to
make
sense.
Q
Now:
we've
just
taken
17
to
19
million
dollars
out
of
our
100
million
dollar
budget
deficit.
We
talked
about
some
of
the
the
other
item
on
that
slide.
That
talked
about
non-essential
spending
and
reducing
wherever
possible
things
that
we
we
really
know
we
can't
afford
to
do
whether
it's
buying
new
vehicles
or
doing
upgrades
to
facilities
or
materials
or
travel.
Q
There
is
a
chance
before
we
even
get
to
the
questions
that
you
all
have
been
raising
about
service
levels,
facilities,
opening
or
closing.
There's
a
question.
The
counselor
or
chairman
of
beta
raised
about
what
do
we
do
for
the
remainder
of
the
summer
and
how
do
we
manage
our
way
from
where
we
are
now
to
the
time
when
we
have
a
budget?
That's
balanced
and
we
vote
on
it.
How
do
we
get
from
here
to
there
there's
a
there's,
a
requirement
to
get
some
direction?
Q
Councilor
beta
offered
some
about
opening
or
not
opening
rec
centers
for
the
remainder
of
this
fiscal
year.
It
also
applies
to
the
people
who
are
on
furloughs
for
the
remainder
beyond
this
fiscal
year,
but
into
the
period
where
we
still
haven't
adopted
a
fiscal
year,
21
budget,
so
some
guidance
to
that
very
specific,
immediate
need
would
be
very
useful.
Q
If
you're
eager
for
us
to
do
more
early-
and
you
know,
bite
the
bullet
sooner,
this
would
be
a
time
not
to
make
a
decision
but
to
give
the
city
manager
and
me,
and
our
finance
team
and
hr
team
and
the
city
attorney
your
your
thoughts.
You
don't
have
to
do
it
tonight,
but
it
is
a
matter
of
great
urgency
after
that.
I
think
we
begin
then,
to
tee
up
for
you
the
kinds
of
choices
that
the
budget
process
itself
will
begin
to
unearth
and
develop.
Q
There
are
questions
of
the
level
of
service
that
we
can
afford
to
provide
and
how
we
would
prioritize
among
and
between
those
choices,
and
now
is
the
time
to
start
thinking
that,
through
on
as
it
relates
to
your
own
policy
preferences,
mary
put
up
a
slide
earlier
with
two
kinds
of
policy
priorities:
one
based
on
the
elected
officials,
type
of
priority
equity
inclusivity,
a
sense
of
things,
we're
required
to
do
and
and
things
that
we
opt
to
do,
and
then
the
finance
department's
way
of
looking
at
things
which
has
to
do
with
subsidies
and
cost-benefit
ratios.
Q
So
that
those
choices
and
we
we
heard
very
clearly
that
the
governing
body
and
members
of
the
council
are
eager
to
have
more
data
and
more
options
rather
than
be
handed
an
up
or
down.
Vote.
Now
is
the
time
to
begin
to
prepare
for
a
variety
of
kinds
of
presentations,
you'll
be
getting
from
the
department
heads
who
are
doing
that
kind
of
work.
Right
now
they
are
they're
working
to
come
up
with
different
ways
of
being
creative,
different
ways
of
making
hard
choices
and
bringing
those
to
the
city,
council
and
the
governing
body.
Q
For
budget
hearings,
at
the
end
of
the
day,
the
there
will
be
a
budget
that
will
be
presented
for
a
vote,
but
what
we're
doing
this
time
in
effort
in
an
effort
to
produce
a
budget
that
reflects
not
just
my
my
priorities
as
mayor,
but
really
the
extraordinary
circumstances
we're
in.
We
would
like
to
produce
a
budget
that
reflects
the
the
values
of
the
governing
body
in
this
extraordinary
period
of
time,
recognizing,
as
mary
said
in
one
of
the
very
early
slides,
this
is
an
iterative
process.
There
will
be
further
opportunities
to
review
it.
Q
Q
Q
So
I
think
that's
the
the
kind
of
guidance.
That's
the
ask
for
tonight.
It's
policy
guidance,
it's
specific
choices
that
we
could
make
sooner
and
get
them
out
of
the
way
and
go
as
quickly
as
possible
from
a
100
million
dollar
budget
deficit,
to
an
80
million
dollar
budget
deficit
or
a
75
million
budget
deficit
and
then
take
the
next
bite.
As
we
look
at
choices
for
service
level,
staffing
level
things
that
roll
out
of
the
budget
process
itself.
D
D
Is
I
what
I'm
struggling
with
is
how
the
hell
we're
going
to
do
this?
So
all
of
these
revenue
suggestions
aren't
going
to
give
us
the
money
we
have
to
have
a
balanced
budget
when
we
submit
it.
When
is
that
mary
july
1st
august.
D
We
so
you
have
to
submit
a
balanced
budget
right
now
in
order
to
balance
the
budget.
We
have
to
cut
a
hundred
million
dollars
because
we
don't
have
the
revenues
we
have.
Our
our
expenditures
over
revenues
are
short
by
a
hundred
million
dollars,
so
we've
got
to
cut
100
million
dollars
or
we've
got
to
find.
We've
got
to
find
the
money
now.
D
So
I
can
completely
appreciate
that
you
know
maybe,
as
revenues
improve
or
you
know,
we
get
new
help,
we're
going
to
be
able
to
maybe
add
back,
but
right
now
I
mean
like
these
revenue
options
are
great,
except
that
we're
not
going
to
be
seeing
this
revenue
in
the
time
frame
in
which
we
need
it
in
order
to
balance
the
budget
by
july,
30th,
31st,
and
so
I
mean-
and
I
don't
know
you
know-
I
guess
the
other
thing
is
so
when
you
go
to
the
reduction
in
service
levels,
if
we
cut
across
the
board
service
levels,
25
is
that
the
right
thing
to
do
is
it
is
the
right
thing
to
do
to
cut
them
all
the
same?
D
Is
it
you
know?
Do
we
cut
you
know?
Do
we
cut
one
service
level
more
than
another?
I
mean
there's
so
many
factors
here
when
you
think
about
you
know
we're
going
to
need
to
rebuild
our
economy
because
we're
going
to
want
to
increase
our
tax
revenues
so
that
we
can
actually
do
the
things
the
government
needs
to
do
so
you
don't
want
to,
like
you
know,
cut
business
development
altogether,
because
we
may
actually
may
need
that
in
order
to
grow
the
economy
that
we
need
to
generate
the
revenues
you
know.
D
Obviously
we
don't
want
to
cut
essential
services,
like
you
know,
trash
recycling
water.
So
I
don't
know
like
I
mean,
and
do
we
cut
these
service
levels
at
different
levels?
Do
we
cut
it
across
the
board
at
a
particular
level
I
mean
this
is
and
and
and
the
what
we've
been
giving
given
here
is
not
enough
to
have
100
million
by
july
31st
I
mean
so.
B
On
that
point-
and
I
don't
know
if
this
is
mary
or
jarrell-
maybe
jerrell
the
manager-
can
we
can
each
department-
maybe
you've
already
done
this
exercise?
Can
each
department
cut
their
department
by
30
or
40
percent,
make
up
the
close
to
the
100
million
and
still
exist
and
still
like,
for
example?
B
Is
there
enough
in
parks
and
rec,
where
we
can
furlough,
we
can
do
some
layoffs
and
still
operate
the
three,
the
three
centers
or
is
that
or
is
that
not
possible
and
we
have
to
choose
a
center
or
two
to
to
stay
open.
P
Mr
chairman,
members
of
the
committee,
all
start,
and
then
mary
jump
in
after
me,
so
that
is
the
exercise
that
our
our
teams
are
currently
doing.
In
most
cases,
they've
been
asked
to
look
at
cutting
their
budgets,
42
percent,
so
the.
P
P
P
That
doesn't
give
us
a
whole
lot
of
time.
It
doesn't
give
a
whole
lot
of
modification
because
we're
on
this
crazy,
short
budget.
So
what
we're
trying
to
do
is
front
load
it
a
little
bit
get
some
guide
in
some
feedback,
so
we
know
if
we're
trending
in
the
right
direction.
The
other
piece
to
it
to
some
to
the
earlier
point
is,
if
we're
we're
at
this
crazy
number
that
nobody
quite
understands
100
million
dollars
right.
So
if
we
implement
a
hiring
freeze
that
gets
us
down
a
little
bit.
We
add
this.
G
P
P
Of
on
the
bone
to
begin
with,
so
if
we
could
take
something
off
the
top
in
an
exercise
ahead
of
the
budget
which
to
counselor
cassette
sanchez,
point
is
frustrating
because
you
guys
don't
have
the
whole
picture
totally
hear
you.
But
if
we
could
do
some
of
these
things
that
to
start
with
it
reduces
the
number
a
little
bit,
then
we
keep
moving.
R
B
B
P
D
And
and
pay
cuts
yeah,
so
why
it's
like
the
car
before
the
horse?
Why
are
we?
Why
are
we
putting?
Why
are
we
making
us
make
these
decisions
when
we
may
have
to
contract
to
such
a
degree
that
those
furloughs
and
the
we
may
be
doing
both?
We
may
be
cutting
cutting
jobs
and
and
furloughing,
but
we
don't
know
what
that
we
don't
know
how
much
how
much
we
need
to
contract
until
we
know
what
that
means.
D
P
B
P
Chairman,
may
I
say
it
again:
go
ahead,
no
go
ahead
and
mary,
perhaps
you
can
correct
me
if
I'm
wrong
part
of
so
we
have
a
timeline
problem
right.
We
have.
It
is
june
1st.
The
budget
hearings
don't
begin
until
the
middle
of
july.
We
will
have
a
budget
at
the
end
of
july,
so
we
have
a
gap.
We
have
this
time.
Our
the
furlough
that
we
approved
through
was
approved
through
the
end
of
june,
and
then
we
have
a.
We
have
a
we
have
a
window.
P
P
P
A
salary
cut,
as
listed
out
on
page
14.
Was
it
was
heard
loud
and
clear
that
that
needed
to
be
brought
forward
in
conjunction
with
any
additional
vote
around
a
furlough.
B
Okay,
so
the
salary
cut
would
be
temporary.
Also,
then,
because
I
think
kind
of
at
least
what
I'm
saying
and
maybe
council
romero
work
is
here
with
me.
Maybe
not
it's
sounding
like
the
direction
we
we
might
be
giving
you
is
furlough
or
salary
will
be
temporary
to
the
end
of
of
july,
but
further
furlough
and
on
salary
reduction
will
be
after
the
departments
have
been
cut
and
shrunk.
B
D
On
this
point,
though,
just
to
be
clear,
what
we
have
been
talking
about
is
the
fy
21
budget.
We
have
not
been
talking
about
what
we're
going
to
do
between
the
end
of
these
current
furloughs
that
expire
the
end
of
this
month
and
and
and
the
beginning
of
the
fy
21
budget
august
1st.
So
that's
a
that's
a
problem.
We
haven't
really
been
given
any
details
on,
so
I
don't
even
know
if
we
just
extend
what
we've
been
doing.
H
Count
if
we
do
a
stop
gap,
what
was
just
described
so
that
would
be
in
place
for
whatever
that
period
of
time
is,
we
would
need
to
come.
We'd
still
need
to
give
28
days
notice
to
employees
about
pay
decreases
and
furloughs
or
layoffs
in
whatever.
H
Saying
in
the
budget
hearings,
if
we're
able
to
decide
on
whatever
that
looks
like
for
after
august
1st,
our
budget
hearings,
I
don't
think,
are
scheduled
to
be
finished
till
the
end
of
july,
so
we'll
also
have
to
budget
not
doing
those
cuts
during
august.
If
we
don't
do
them
for
longer
than
one
month
right
now,.
A
N
K
Right
chairman
to
brad's
point,
this
is
a
technical
point.
Dfa
is
allowing
us
this
flexibility
as
we
proceed,
you
know
what
jarrell
mentioned
was
really
focused
on.
You
know.
Any
decisions
that
we
make
now
will
impact.
You
know
what
we
do
in
the
budget
right
there.
That's
really
the
stop
gap
measure
anything
now
to
queue
that
up
will
have
impact
to
councillor
romero.
Worst
point
on
the
21
budget.
B
D
B
What
do
other
members
of
the
committee
think
counselor
cassette
sanchez?
What
are
your
thoughts.
J
Yeah
yeah,
you
know
I.
I
think
this
is
what
I've
been
struggling
with
the
whole
time.
The
whole
time
of
I
don't
again,
which
is
the
cart
which
is
the
horse,
and
I
think,
we've
determined
service
level,
is
the
which
goes
first.
The
horse,
I
don't
know
I
don't
have
horse
and
carts
yeah
the
horse
pulls
it.
J
So
I
guess
service
level
is
the
horse
and
then
looking
at
some
of
these
other
pieces,
what
these
permanent,
because
we,
you
know,
there's
two
separate
things
we're
talking
about
which
is
furlough
to
get
us
from
here
to
there
right,
but
the
salary
cuts
permanently.
Look
like
what
the
potential
probable
layoffs
you
know
look
like.
So
I
think
that
that
is
where
we
go
from
here
to
there
in
terms
of
the
furlough,
though
we
have
started
to
you
know,
and
I
that
is
the
question:
are
we
going
to
reopen
facilities?
J
J
I
do
think
that
we
need
a
stopgap,
furlough
plan,
knowing
that
this
will
not
be
the
furlough
plan,
whether
the
current
one
we
have
in
place
is
the
correct
one
is,
I
think,
that's
a
question:
how
have
things
changed?
How
are
things
changing?
Are
we
just
going
to
be
in
a
holding
pattern?
J
I
think
those
are
some
broader
conversations,
I'm
glad
that
I
get
this
presentation
again
on
wednesday
after
I've
had
time
to
chew
on
it
for
a
couple
days,
so
perhaps
I'll
have
more
thoughts
there,
but
I
really,
I
agree
with
the
thought
that
we
need
to
see
what
what
the
service
level
is
going
to
look
like
before
we
make
some
of
these
bigger
decisions,
although
I
would
say
hiring
freeze,
that's
probably
one
that
I
feel
confident
that
I
would
like
to
explore
at
this
point,
stopping
any
funding
on
supplies
on
travel
on
conferences.
J
Yes,
I
think
that
those
are
some
of
the
easy
decisions,
so
in
terms
of
providing
input
for
that,
I
am
in
favor
of
those
things
I'm
in
favor
of
looking
at
some
of
those
long-term
disposing
of
property,
seeing
when
we
can
get
an
infusion
of
funds
in
the
next
six
to
nine
months.
But
for
for
some
of
these
bigger
decisions,
especially
when
we
are
talking
about
salary
cuts
or
long-term
furloughs.
J
B
Thank
you.
I
agree.
Councilwoman
viral
is
my
hand
up
no,
but
I
just
want
to
hear
what
you're,
what
you're,
thinking
and.
I
I
H
Counselor,
I
was
trying
to
point
this
out
we're
going
to
have
more
than
a
gap
if
we
don't
make
a
decision
about
august
before
july,
because
we're
going
to
have
to
give
28
days
notice
in
july.
If
that's,
when
we
make
these
service
level
decisions,
and
then
it
won't
be
implemented
until
the
end
of
august.
So
then
we'll
have
that
month
where
either
everyone
comes
back
without
a
furlough.
B
H
B
N
I
The
other
thing
is
well,
it
kind
of
sounds
like
we're
budgeting
every
month.
I
D
Every
month,
but
first
you
gotta,
you
gotta
contract
it
to
an
enormous
degree
and
then
we'll
budget
every
month
right
what
the
rea,
what
the
reality
is,
I
mean
the
problem
is,
as
has
been
stated,
is
we
have?
No,
we
have
no
baseline
to
go
from.
We
have
no
historical
data
to
go
from.
We
don't
we're
budgeting
in
we're,
basically
blind
moving
forward
in
the
dark.
We
have
no
idea
what
we're
dealing
with.
I
mean
other.
Well,
it's
not
completely
true.
We
know
we're
dealing
with
100
million
dollar
shortfall,
but
maybe
it's
a
little
more.
B
Right
and
the
the
union
contracts
they've
contemplated
this
because
there's
a
there's
a
there's,
a
way
you
do
it
and
then
there
you
bring
them
back.
Also,
as
you
do
start
to
grow,
there's
you
know
so
I
mean
we're
not
reinventing
the
will
in
a
sense
when
it
comes
to
that.
We
just
because
we
make
a
tough
decision
or
the
departments
have
to
and
they.
So
we
because
we
gotta
balance
the
budget
you're
right,
councilor
merrell
word
doesn't
mean
in
september
october
and
november.
We
don't
start
bringing
employees
back.
I
I
mean
I
feel
like
it's,
I'm
actually
like
feeling
a
little
overwhelmed
and
tired
and
not
feeling
like
I
can
make
good
decisions
on
a
zoom
call
that
that's
like
inundated
with
information,
and
then
we
kind
of
got
this
like
a
little
bit
more
clarity
on
what
you
were
asking
for
tonight
at
the
end,
and
so
I
don't
think
it's
been,
I
don't
think
it
would
be
conducive
to
just
like
think
about
right
at
this
moment.
Other
things
that
we
want
to
consider.
B
Yeah,
I
I
mean
I
I
kept
notes.
Maybe
we
need
to
wrap
this
up,
but
as
far
as
the
hiring
freeze
we
wanted
to,
we
we
want
to
list
of
the
200
positions
by
department
so
that
we
could
get
an
idea
of
what
what
we're
talking
about,
there's
a
gap
between
17
million
and
19
million.
What
what
makes
up
that
gap?
We
talked
a
little
bit
about
comparisons
to
other
cities
and
for
large
cities
or
for
the
big
picture.
Rio
rancho
and
the
cities
in
new
mexico
may
not
make
a
lot
of
sense.
B
Are
there
cities
that
do
make
sense?
And
again
this
is
related
to
the
one
employee
per
thousand
residents
as
far
as
pay
cuts
versus
furloughs.
What
are
the
pros
and
cons?
I
think
councillor
villarreal
talked
about
what
is
the
union's
position,
so
if
we
that
would
be
helpful
to
know
the
library
services
rec
centers,
what
what?
What
does
a
reduction
in
service
look
like
there,
so
I
mean
do
what
I
guess.
I
would
ask
the
mayor
and
and
jarrell
before
we
wrap
up
what?
What
is
it
that
you
you?
Q
No,
I
don't
think
we
need.
Thank
you,
mr
chair
and
members
of
the
committee,
and
I
I
understand
the
length
and
the
complexity
and
the
frustration
and
the
lateness
of
the
hours.
So
I'm
not
going
to
go
on
very
long.
I
I
think
it
would
be
very
useful
overnight
to
go
back
to
the
question
about
some
form
of
a
pay
cut,
whether
it
is
a
so-called
draconian
one
or
a
moderate
one.
Q
If
you
look
at
the
way
organizations
deal
with
financial
adversity
all
organizations
before
they
start
trying
to
make
decisions
about
service
levels,
they
take
a
pay
cut,
it's
just
our
common
sense
right
to
each
other,
we've
been.
We
cannot
afford
to
continue
to
pay
ourselves
or
our
employees
what
we've
been
making
it's
unsustainable
and
therefore,
as
a
first
effort
at
both
good
faith
and
good
common
sense,
we're
going
to
adopt
a
pay
cut
as
we
go
forward.
Q
We're
going
to
take
on
the
choices
that
you
all
have
already
started
to
come
to
terms
with
tonight
about
service
levels,
about
facilities
about
employees.
That
work
will
come
to
you
as
our
department
heads
sort
through
the
options,
and
you
will
be
able
to
say
using
your
personal
and
political
and
and
value-based
decisions.
Q
I
don't
think
everybody
should
take
a
42
pay
cut
that
doesn't
make
any
sense.
Some
people
should
take
less
or
we
should
find
a
way
to
find
new
revenues
so
that
there
is
a
different
way
to
balance
it,
but
you
can't
you
can't
get
to
that
until
that
work
is
produced.
What
we
do
know
is
that
the
rate
of
pay
that
we
have
been
blessed
to
be
able
to
provide
to
ourselves
and
our
employees
is
out
of
out
of
context
for
where
we
are
right
now
and
so
the
reason
to
start
with.
Q
That
is
because
it
is,
I
believe,
simply
common
sense
to
say
it's
not
going
to
solve
our
problem.
It's
not
a
100
million
dollars
worth
of
a
pay
cut,
but
it
is
inevitable,
and
so
let's
get
that
out
of
the
way
as
a
first
step
won't
be.
Q
If
we
could
take
that
vote,
I
think
we
will
continue
to
move
forward
on
whittling
away
at
the
100
million
dollar
number,
and
we
will
also,
I
believe,
be
acting
responsibly
as
we
step
up
to
these
increasingly
difficult
decisions,
because
they
are
only
going
to
get
more
more
difficult
when,
when
we
look
at
service
levels
and
then
what
happens
with
personnel
and
ongoing
benefits
and
pay
and
and
positions
in
the
future.
D
D
Know
that
I
don't
know
that
we
can
cut
salaries,
you
know
which
obviously
I
mean,
are
we
cutting
salaries
for
this
little
period
before
we
have
a
budget?
Are
we
cutting
salaries
down
the
road
and
the
question
is
when
we're,
if
we're
cutting
them
for
the
next
fiscal
year,
which
is
really
also
in
this
little
period?
D
Q
Q
I
think,
what's
going
to
happen,
is
we're
going
to
cuts
out
in
my
in
my
in
my
mind,
if
it
meets
with
approval
of
the
governing
body
we're
going
to,
I
would
prefer
to
vote
to
cut
salaries
right
now
and
say
this
is
the
new
reality
and
then
look
at
the
service
levels
that
you've
all
quite
accurately
and
importantly,
focused
on
and
say
now
we're
going
to
look
at
service
levels
and
it
will
be
the
next
kind
of
reduction
that
will
try
to
get
us
to
the
next
level
of
balancing
the
budget.
Q
D
Q
Problem
when
I
say
overshoot
the
mark,
I
don't
mean
financially,
I
mean
in
terms
of
what
we
think
our
our
values
will
allow
us
to
do
we're
not
going
to
close
the
gap
with
the
pay
cut.
We
have
to
try
to
it's
it's
the
decision
we
unanimously
voted
on
for
the
insurance
vote,
the
other
night,
what
what
felt
like
a
fair
balance
between
trying
to
be
economic
and
trying
to
be
humane
and
reasonable
and
decent
people,
and
that's
going
to
be
the
balancing
act
for
the
entire
process
of
building
this
budget.
Q
B
Can
we
even
do
that
because
again
or
maybe
that
should
be
done
within
the
departments?
Because
then
again
we
don't
know
what
people
make
within
each
department
and
what
impact
it's
going
to
have
from
department
to
department
unless
it's
not
that
complicated
and
but
when
you
look
at
option,
one
that
and
that
totally
isn't
going
to
work,
maybe
option
four,
where
it's
just
15
across
the
board
and
20
for
for
directors.
B
Q
Well,
I
I
think
you're
all
thinking
about
this
really
hard
and
it
is
complicated
and
it
is
late
but
counselor
chair,
mr
chairman,
to
my
mind
that
what
you
just
said
is
the
kind
of
guidance
and
direction
that
would
be
incredibly
useful
if
you
can,
if
individually
or
collectively-
and
there
will
be
two
more
of
these
conversations
tomorrow,
night
and
wednesday
night.
So
you'll
all
have
another
chance
to
both
hear
it
and
ask
questions
that
didn't
didn't
immediately
occur
tonight.
B
B
Q
Q
J
Q
J
I
think
what
what
I
was
going
to
say
is.
I
think,
one
of
the
challenges
that,
through
this
conversation
is
we
kind
of
started
using
pay
cuts
and
furloughs
interchangeably,
which
is
where
it
starts
to
make
it
hard
when
we're
looking
at
service
level.
Because
if
we're
talking
about
furloughs
and
service
level,
that's
a
very
different
conversation
than
pay
cuts.
And
so
I.
J
Pull
that
apart,
as
we
are
looking
at
this,
that
those
are
two
very
different
things
that
mean
very
different
when
you
know
they
have
very
different
things
to
consider,
as
we
are
looking
at
both
the
next
two
months
and
the
next
12..
That
was
all.
I
also
wanted
to
confirm
that
we're
gonna
see
this
tomorrow
and
wednesday,
which.
B
Okay,
well,
it's
gonna
be
nine
o'clock,
so
I
I
mean
it's
good
discussion.
I
mean
there
was
a
lot
of
things.
I
hadn't
thought
about
before
this
meeting
that
I'm
thinking
about
now
I'll
share
my
opinions.
I
think
the
tomorrow
I'll
share
my
opinion
tomorrow
at
public
works
and
then
and
then
hopefully,
and
then,
as
quality
of
life
meets.
Hopefully
it
gets
a
little
clearer
as
we
get
through
this
week,
but
I
I
think
one
thing
I
did
learn
is
there's.
B
Furloughs
are
definitely
different
than
than
pay
cuts
now,
and
so
I
was
advocating
for
furloughs,
but
now
it's
kind
of
like
maybe
pay
cuts.
Maybe
that's
what
we
do
first,
because
you're
talking
about
hours
and
as
opposed
to
to
salary.
So
maybe
you
can
keep
things
open
because
you
have
the
same
level
of
staff.
It's
just
you're
saving
money
by
cutting
their
salary
and
not
their
hours.
So
well,
I
guess
to
be
continued.
I
Mr
chair,
yes,
I
would
suggest
for
staff
to
really
cut
to
the
chase
if
you're
going
to
really
want
some
answers
and
some
like
specifics
and
this
fluffy
stuff,
I
know
they're
like
details.
We
need,
but
some
of
it
we've
already
seen
in
past
meetings,
and
we
don't
need
to
see
it
again
and
we
don't
need
to
spend
a
lot
of
time
at
some
of
those
slides
before
and
just
cut
to
the
chase
and
go
to
where
we
need
to
go,
because
I
feel
like
there's
a
lot
of
time
we
spent
like
okay.
I
Here
we
go.
I
like
the
information
it's
great,
but
then
we
didn't
we
weren't
even
supposed
to
have
a
presentation
on
the
survey
results
that
wasn't
on
the
agenda
and
that
took
some
time.
You
know
a
good
chunk
of
time
that
I
think
we
were
going
to
hear
about
it
in
our
other
committees
anyway.
So
I'm
just
letting
you
know
for
staff
for
the
next
committee
meetings
cut
to
the
chase,
because
we
have
a
lot.
I
Sometimes
you
gotta
have
some
of
this
context
in
order
to
be
able
to
agree
with
context
that
there's
some
stuff
that
was
fluffed,
that
we
don't
need
that
they
there's
too
much
time
spent
on
certain
things
when
we
need
to
just
get
cut
to
the
chase
and
get
to
where
we
need
to
be
and
make
decisions.
So
there's
some
contacts,
that's
good
and
there's
others
that
we
spent.
We
knew
we
didn't
get
to
the
point
where
we
needed
to
tonight
and
it
went
too
long.
B
Okay,
so
with
that,
are
there
any
matters
from
staff.
B
Matters
from
the
committee:
nothing!
Okay,
again!
Thank
you
all
I
think,
like
I
said
we
we,
I
think
we
got.
We
talked
a
lot,
that's
for
sure,
but
okay,
we're
adjourned
good
night.