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From YouTube: Special Public Works and Utilities Meeting
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A
A
A
B
A
A
A
A
Great
we're
on
to
uh
the
reason
this
meeting
was
called
and
that's
a
presentation
from
uh
miss
mccoy,
the
finance
director
and
uh
before
we
get
started.
I
just
want
to
put
a
couple
things
out
there.
So
the
first
thing
is
is
that
this
special
meeting
was
brought
together,
because
the
mayor
wanted
all
the
committees,
all
the
governing
body,
um
the
public,
to
hear
all
the
issues
with
the
budget.
A
A
hundred
million
dollar
deficit
is,
is
going
to
be
a
huge
undertaking
for
all
of
us,
so
for
all
of
us
to
have
the
same
information
um
roughly
at
the
same
time.
So
this
will.
This
will
do
that
with
finance
committee
meeting
last
night,
our
committee
tonight
and
then
the
human
services
committee
tomorrow
night,
so
we'll
all
have
the
same
information
around
the
same
time.
A
You
may
have
ideas
tonight
that
you
may
want
to
bring
up
uh
tomorrow
night,
so
it'll
give
us
the
ability
to
um
follow
up
on
some
of
those
things.
uh
Those
counselors
that
were
on
the
finance
committee
last
night
will
have
that
ability
tonight,
which
is
extremely
important.
I
think
um
last
night's
meeting
was
uh
four
hours.
I'm
going
to
limit
this
meeting
to
two
hours.
A
We
will
be
done
more
or
less
around
7
30.,
um
so
again
not
to
cut
anybody
off,
but
I
think
we
can
bring
up
our
ideas
and
our
concerns
uh
fairly
quickly
in
a
two-hour
uh
time
frame
frame.
Instead
of
uh
I
mean
we
could
probably
go
on
for
eight
hours
if
we
wanted
to,
but
I
I
want
to
limit
it
to
two
hours
and
have
some
good
discussion.
So
please
get
your
thoughts
down
in
order
and
your
questions
in
order
and
you
know,
ask
them
as
succinctly
as
possible.
A
The
other
thing
I
want
to
do
is
just
start
out
with
both
mary
and
and
jarrell.
I
think
jarrell's
on
really
giving
us
an
idea
of
um
what
recommendations.
So
again,
these
are
recommendations
so
anything's
on
the
floor.
If
you
have
ideas
that
no
one's
thought
of
you
can
bring
those
up
we're
not
voting
we're
not
taking
any
action
on
any
items.
So
recommendations
are
open
for
discussion,
but
there
are
certain
things.
I
think
that
mary
and
jarrell
need
to
have
recommendations
or
an
idea
of
how
they
want
to
move
forward
in
the
immediate
future.
A
E
E
In
this
moment,
between
now
and
when
we
have
a
21
budget
approved
areas
again
with
which
we
need
to
focus,
and
so
um
a
lot
of
the
conversation
for
um
you
know
in
in
finance
last
night,
part
of
where
we're
we're
in
a
little
bit
of
a
chicken
and
egg
situation
well,
which
comes
first,
this
one
or
that
one,
and
so
where
you
all
have
feedback
where
we
can
be
the
beneficiaries
of
your
expertise.
um
That's
what
we're
looking
for
here
tonight,
as
the
chairman
mentioned,
that
tonight
is
not
a
vote,
um
but
it
will.
E
F
F
So
at
this
time
as
we're
all
adjusting
to
a
new
reality,
we're
wearing
face
masks
we're
uh
driving
down
uh
downtown
down
cerrios
down
on
the
south
side
looking
around,
seeing
which
businesses
are
closing
up
shop,
which
businesses
are
open
part-time
or
are
trying
to
get
by.
This
is
really
the
new
normal
that
has
been
thrust
upon
us.
It's
devastating!
F
It's
heartbreaking
uh
that
the
financial
reality
of
the
coronavirus
pandemic
has
forced
us
to
make
these
structural
changes
as
we
enter
into
this
paradigm
shift
with
our
budget
discussions
ahead
of
us
over
the
next
two
months.
These
are
going
to
be
tough
decisions,
uh
but
you
have
our
commitment
to
treat
uh
people
in
our
community,
our
employees,
with
fairness
and
respect,
and
to
review
these
as
jarel
mentioned,
sobering
facts
uh
with
you
and
to
be
patient
and
to
answer
any
questions
and
uh
listen
to
your
feedback
that
you
will
be
providing
to
us.
F
So
these
industries
have
been
reduced
drastically
during
the
shutdown
and
those
uh
that
impact
will
likely
continue
as
we
and
that
impact
will
result
in
uh
revenue
declines,
even
as
the
stay-at-home
orders
are
starting
to
be
relaxed
going
into
the
next
fiscal
year.
So,
in
the
coming
weeks,
as
we
start
to
prepare
our
fy
21
budget,
we
will
be
reviewing
uh
all
possible
scenarios
for
continuing
our
operations
as
a
city
government.
F
But
what
we
are
um
promising
is
to
be
flexible
and
nimble,
uh
we're
requiring
um
us
as
uh
leaders
to
be
creative
and
innovative
as
we
face
as
unprecedented
fiscal
structural
imbalance,
and
our
goal
is
to
be
constructive,
to
make
our
government
better
and
to
start
to
pursue
different
ways
of
providing
these
services,
as
we
are
monitoring
our
revenue
on
a
regular
basis.
So
with
that
being
said
in
that
very
general
context,
we'll
be
diving
into
specifics,
as
it
relates
to
different
departments,
different
funds
um
and
the
structure
of
our
government
going
forward.
F
A
G
G
We
did
complete
a
survey
as
the
city
of
santa
fe.
It
was
the
very
first
survey
that
we've
done
of
this
kind.
Really
again,
the
intent
was
to
gain
a
high
level
overview
of
our
residents.
Priorities
explore
a
new
way
to
engage
with
our
constituents
and
just
add
another
tool
as
we
navigate
this
new
budget
process.
G
G
We
want
to
continue
to
engage
our
residents
using
surveys
and
we'll
continue
to
use
demographics
like
this
sense
or
excuse
me,
information
from
the
census
data
to
cross-reference
our
demographic
indicators
and
then
to
compare
to
the
data
that
we've
collected
to
make
sure
that
we
continue
to
grow
our
outreach.
We
continue
to
reach
populations
that
might
be
under-represented
and
to
continue
to
learn
uh
and
provide
the
governing
body
with
additional
information
as
uh
these
decisions
move
forward.
G
uh
Just
again
as
a
quick
context,
setting
sacramento
california
has
a
population
of
uh
just
over
half
a
million,
they
did
a
similar
survey,
they
had
95
responses
um
virginia
had
uh
they
have
a
population
of
25
000
and
uh
just
under
a
thousand
responses,
and
then
of
course,
south
lake
texas,
with
a
population
of
32
000
and
about
a
thousand
responses.
So
we
are
um
really
thankful
to
the
santa
fe
community
for
their
response.
um
Many
of
you
have
seen
the
survey
and
are
familiar
with
the
survey
questions
they
um
ranged
from.
G
You
know
what
should
be
the
highest
priority
of
the
city
when
allocating
scarce
resources.
To
you
know,
can
you
please
rank
the
importance
of
a
variety
of
city
services
and
then,
of
course,
um
you
know
uh
the
demographic
questions
that
we
used
to
gain
our
baseline
data.
So
um
we
also
included
in
their
questions
like
if
we
had
to
scale
back
community
facilities,
which
option
would
you
be?
G
Would
you
most
prefer
and
then
also
insight
into
capital
and
infrastructure,
improvement
projects
and
the
importance
of
them
for
many
of
our
community
members
moving
forward?
We
um
jennifer
did
a
cross
comparison
with
census
data
so
that
you,
um
it
was
kind
of
a
benchmark
for
us,
something
that
we
wanted
to
see.
If
our
survey
tracked
with
the
responses
that
the
census
had
received-
and
we
were
in
some
cases
close
to
that
and
in
some
areas
you
know
need
to
continue
to
improve
so
again,
jennifer
was
able
to
do
a
side-by-side
comparison.
G
The
census
data
is
in
blue
and
then
our
survey
is
in
the
purplish
color
moving
forward.
The
dashboard
is
available
on
our
city
website
and
was
shared
with
everyone
who
received
the
request
to
fill
out
the
survey.
We
also
are
posting
the
dashboard
on
our
social
media
and
jennifer
is
going
to
do
a
quick
overview
of
the
dashboard
and
the
ability
that's
built
in
to
kind
of
separate,
different
demographics
and
different
questions
and
results.
So
jen
I'll
kick
it
over
to
you.
H
So
basically,
what
I've
done
is
I've
put
all
of
the
responses
um
to
the
survey
here
in
this
dashboard,
so
this
is
kind
of
just
the
intro
page
and
then,
as
you
use
this
down
at
the
bottom,
there's
all
of
these
tabs
that
relate
to
the
different
sections
of
the
survey.
So
you
can
scroll
through
and
kind
of
see
at
a
high
level
um
how
people
responded
to
this.
So
we'll
just
take
general
city
maintenance
as
an
example.
H
um
So
it
kind
of
has
all
the
different
responses
to
the
survey
and
then
I
think
the
really
cool
part,
and
what
I
think
is
really
important
is
that
we
have
the
ability
to
parse
out
the
information
based
on
these
demographic
questions.
So
if
you
just
wanted
to
look
at
say,
district
2,
you
can
select
just
district
2
and
the
data
will
filter
and
change
um
depending
on
what
you
select.
So
I
think,
given
that
we
had
some
misrepresented
groups,
so
we
didn't
have
um
you
know
our
hispanic
and
latino
populations.
H
Our
younger
populations
were
definitely
underrepresented
in
the
survey,
but
we
don't
want
their
voices
to
be
lost.
So
I
think
it's
important
that
we
can
select
these
different
indicators
and
filter
all
of
the
results
by
that.
So
we
can
see
exactly
what
hispanic
and
latino
populations
are
saying.
We
can
look
at
what
different
age
groups
are
saying
um
as
well
as
household
size.
So
if
you
want
to
know
what
families
um
are
really
really
think
as
a
priority,
you
can
go
in
and
kind
of
select
um
based
on
household
size.
H
So
I
think
it's
really
um
a
cool
tool,
for
you
know,
decision
makers
like
the
council,
as
well
as
city
leadership,
as
well
as
the
public
to
be
able
to
come
in
and
kind
of
parse
out
the
interesting
pieces
of
data
that
we
have
here.
So
if
you
have
any
questions,
please
let
me
know:
I'm
happy
to
kind
of
jump
to
any
section
if
you're
interested
in
seeing
something
now
so
yeah.
D
I
don't
know
if
it's
appropriate
to
ask
now,
but
I
am
curious
about
well
there.
There
seems
to
be
a
big
imbalance
between
district
one
and
two
and
the
rest
of
the
districts,
but
more
so
when
we
get
to
hispanic
versus
anglo
or
white,
and
I'm
wondering
with
this
survey
how
how
much
outreach
did
we
do
to
reach
the
hispanic
population
and
and
district
three.
G
I
do
want
to
note
that
our
hispanic
population,
we
still
had
about
a
thousand
responses
which
is
actually
really
great
and
represents
about
30.
I
think
30
to
33
of
our
data
set
um
so
obviously
areas
that
we
need
to
improve.
We
worked
with
some
specific
groups
to
get
information
out.
We
released
the
survey
in
spanish
as
well,
but
again
this
is
the
very
first
time
that
the
city's
ever
done
this
type
of
survey
and
we
really
are
looking
forward
to
moving
um
and
and
getting
better
interaction
and
better
engagement
in
general.
G
D
G
A
G
H
So,
and
you
can
see
kind
of
in
this
lower
age
group,
the
census
is
outpacing
the
survey,
which
means
that
our
survey
percentage-wise
did
not
match
the
population,
the
underlying
population
of
santa
fe,
same
thing
with
the
districts.
You
can
actually
see
that
district,
one
and
district
three
are
actually
over
represented
um
relative
to
our
census
data,
while
district,
two
and
district
four
are
under-represented
in
the
survey.
G
A
G
A
All
right,
thank
you
christine
and
thank
you
jennifer
as
well.
This
is
great
information
and
uh
the
fact
that
you
can
um
toggle
down
to
really
uh
get
into
really
what
you
want
to
look
at
is
is
so
valuable.
So
I
I
appreciate
all
the
work,
and
um
you
know
the
survey
results
are
interesting,
so
uh
definitely
and
we'll
continue
to
get
better
as
we
go
with
with
these
surveys
and
whatever
we
want
to
do
from
here
on
out.
So
thank
you.
A
All
right,
um
jarrell
and
mary,
so
let's
get
into
really
some
meat
and
potatoes
about
things
that
you
need
um
recommendations
on
in
the
immediate
future.
So
what
what
are
some
things
that
we're
looking
at
uh
doing
here
in
the
next
uh
week,
two
three
weeks
within
the
next
month
that
we
really
need
to
start
thinking
about
uh
jirelle.
E
Thank
you
counselor,
um
as
I
mentioned
in
my
opening
remarks,
what
we've
got
um
just
to
lay
out
a
little
bit
of
a
timeline
and
then
I
think
it
will
be
instructive
for
mary
to
go
through
the
presentation
and
we
can
continue
to
sort
of
iterate
and
clarify
what
we're
asking
of
you
all
tonight.
um
But,
um
as
I
mentioned
in
my
opinion,
my
remarks,
it's
twofold
one.
E
We
have
a
moment
in
time
between
um
essentially
um
july
um
now
and
the
uh
when,
when
a
budget
is
approved,
a
21
budget
is
approved
um
and
what
that.
So,
we
have
a
series
of
questions,
a
series
of
decisions
that
need
to
be
made
in
this
moment
in
between
when
we
have
a
21
budget.
So
the
two
questions
on
the
table
for
tonight
are
how
we
want
to
handle
this
sort
of
bridge
moment
um
and
then
the
bigger.
E
The
second
piece
is:
are
there
some
broad-based
guidelines
or
parameters
or
specific
items
that
you
want
us
to
focus
on
as
we
move
forward
in
the
21
budget?
So
right
now
um
so
again,
remembering
that
we're
in
a
completely
different
world
order,
we
were
back
back
before
the
the
the
world
changed.
We
were
a
week
away
from
presenting
a
budget.
The
department
of
directors
had
gone
through
the
whole
process,
um
and
everything
was
almost
baked.
Well
now,
we've
had
to
completely
um
completely
pivot
reshape,
so
department
directors
have
been
are
going
through.
E
The
exercise
right
now
of
reviewing
they've
been
asked
to
um
make,
in
some
cases
up
to
42
cuts
um
of
their
budget,
so
they
are
working
through
that.
What
that
looks
like,
um
and
so,
while
that's
being
produced
and
turned
into
the
what's
going
to
ultimately
come
into
budget
hearings
through
you
all.
um
uh
We
are
also
looking
at
a
series
of
steps
that
we
may
want
to
take
ahead
of
the
budget,
the
21
budget
hearing,
so
um
it
it
will
become
a
little
more
clear
as
we
walk
through
this.
E
E
So
um
when
we
say
when
I'm
referring
to
this,
this
bridge,
um
our
current
furloughs
go
through
the
end
of
june
um
and
then
so
we've
got
july
and
then
we've
essentially
got
august
because
we've
got
this
28
day
window.
So
let
me
stop
there.
um
I
think
mary
will
pick
it
up
and
then
we
can
continue
to
um
uh
make
it
more
clear
as
we
go
forward.
F
F
So
um
as
we
flip
to
the
next
slide,
uh
we
wanted
to
show
you
the
outline,
which
I
think
darrell
covered
we're
going
to
be
reviewing
our
fy21
revenue
estimates
asking
for
your
feedback
on
a
few
options
for
fy21
and
then
going
into
some
of
our
future
fy
21
budget
decisions
and
highlighting
um
that
for
you.
So
on
the
next
slide,
we
have
our
first.
um
What
are
approaches?
We're
rethinking
how
we
do
revenue
forecasting,
and
I
want
to
spend
some
time
on
this,
because
this
is
very
important.
F
The
how
the
next
12
months
rolls
out.
None
of
us
have
a
crystal
ball
to
be
able
to
understand
that.
So
we
wanted
to
share
what
our
approach
was
in
developing
our
revenue
forecast
that
we've
shared
with
you
how
we
came
to
the
100
million
dollar
revenue
decline.
We
looked
at
um
when
different
sectors
of
the
economy
may
reopen
how
they
may
reopen
and
at
what
capacity
they
may
reopen.
F
So
no
amount
of
data
from
historical
trends
are
going
to
tell
us,
during
this
period
of
the
public
health
emergency
and
the
global
pandemic,
how
uh
what
the
duration
of
the
crisis
is
or
the
depth
of
the
crisis.
So
we're
really
using
these
three
different
factors
to
guide
us
through
our
revenue,
forecasting
very
important
to
underline
here
that
we're
gonna
continue
to
monitor
our
cash
receipts
on
a
monthly
basis
and
then
amend
the
forecast
as
this
data
becomes
available,
and
we
will
continue
to
monitor.
F
I
F
If
we
go
through
a
second
wave
and
it's
a
much
longer
duration,
much
greater
magnitude,
then
we
might
have
to
shrink
a
little
bit
more.
um
But
if
the
economy,
you
know,
there's
a
vaccine
in
the
next
12
months
and
the
economy
really
starts
to
open
up,
we'll
be
able
to
start
to
expand
some
of
the
expenditures
that
we're
cutting
back
on.
F
So
these
are
the
three
different
dates
that
you
can
expect
us
to
be.
Bringing
you
some
budget
adjustments
in
the
next
year
on
the
next
slide
is
really
um
your.
First
look
at
the
in-depth
um
local
economy,
um
stats
that
are
have
been
updated,
uh
hotel,
occupancy
uh
down
uh
15.1
percent
um
down
from
63.8
percent
in
april
passenger
traffic
at
the
airport
has
drastically
declined
from
february
to
april
unemployment.
Claims
uh
close
to
14
thousand
uh
are
uh
record-setting.
F
That
leaves
our
unemployment
rate
between
fifteen
and
twenty
percent
um
and
extremely
you
know,
of
course,
concerning
as
we're
seeing
businesses
in
our
neighborhoods
that
are
closing
permanently,
not
just
through
the
stay-at-home
orders.
So
really
want
you
to
keep
in
mind
these
economic
data
points
as
we're
going
forward
uh
slide.
Six.
The
next
slide
um
starts
to
talk
about
our
revenue
assumptions.
I
think
I've
described
this
to
many
of
you
as
a
nike
swoosh.
F
F
F
Of
course,
given
that
we
are
in
a
global
health
pandemic,
willingness
to
travel
and
congregate
will
also
constrain
our
economy
as
we're
moving
forward.
Second
wave
of
the
virus
may
slow
things
down,
as
we
all
know
from
our
you
know,
our
state
economy,
oil
is
extremely
important
to
our
state's
economy
and
how
quickly
um
that
industry
recovers
will
also
be
very
important
for
our
community
as
the
state
capital
landl.
F
A
couple
of
rosier
uh
data
points
as
lanl's
growth
continues
and
that
will
drive
the
construction
sector
of
our
economy,
and
our
film
industry
also
has
a
great
potential
to
continue
to
grow.
So
just
a
few
of
the
highlights
of
our
economy.
Here.
On
this
slide,
we
have
approximately
a
magnitude
of
100
million
dollar
revenue
decline
across
all
funds.
This
includes
enterprise
funds,
as
well
as
the
general
fund,
the
general
fund,
specifically
that
revenue
decline,
is
about
31.5
million.
F
So
we
really
wanted
to
be
able
to
give
you
on
this
next
slide
a
dive
into
that
grt.
We
are
expecting
approximately
33
decline,
which
would
be
a
loss
of
37.4
million
in
revenue.
Lodgers
tax
is
about
half,
which
equates
to
6.4
million
utilities,
close
to
20
million
decline,
parking
down,
55
close
to
5
million
and
so
on
and
so
forth,
and
really.
This
is
where
I
ask
you
to
think
about
that
first
slide,
how
the
economy
opens
when
it
reopens
and
how
it
reopens.
F
If
we
continue
to
have
a
low
traffic
through
uh
tourism
at
our
hotels
and
our
hotels
are
limited
in
capacity,
that's
really
going
to
constrain
the
grt
and
our
lodgers
tax
collections,
utility
revenue
as
businesses
are,
you
know,
going
out
of
business
and
shutting
their
doors
permanently.
That
really
impacts.
I
know
shannon's
on
the
call,
as
well
the
commercial
revenue
that
he
sees.
F
So
this
is
very
complicated
pictures.
We
look
at
our
entire
financial
structure
across
all
of
our
funds,
but
I
really
want
to
point
you
back
to
our
general
fund
picture,
which
it
shows
a
the
majority
of
the
revenue
into
the
g
to
into
the
general
fund
is
grt
and
here's
our
grt
on
the
next
slide,
as
brad
was
uh
going
to
the
next
slide.
Here's
our
grt
picture.
This
shows
some
history.
F
I've
gone
over
the
slide
with
you
all
before
we've
had
a
pretty
steep
decline
of
about
14
million
in
our
last
recession,
but
the
decrease
of
37
million
is
much
steeper
this
time
around.
So
this
is
going
to
be
the
basis
for
us
making
some
of
those
tough
decisions
out
of
the
expenditures
that
are
funded
from
our
general
fund
next
slide,
please.
F
So
this
shows
uh
each
of
the
different
revenue
sources
and
categories
from
our
grt
to
our
lodgers
tax
and
where
our
budget
was
the
budget
that
you
all
have
approved
this
last
year
versus
where
we're
going
to
end
up.
We
with
our
preliminary
estimates
for
fy21
so
grt,
goes
from
approximately
113
million
to
75
million,
so
each
of
these
categories.
This
is
a
direct
comparison
from
year
to
year,
and
this
is
what
equates
to
that
100
million
revenue
decline.
F
If
you
can
go
to
the
next
slide,
this
is
the
same
comparison
of
data,
but
specifically
for
the
general
fund.
So
here,
whereas
grt
revenues
in
the
current
budget,
we're
at
71
million
we're
projecting
for
fy21
that
they're
going
to
drop
to
47
million.
Just
want
to
remind
you
at
this
time
that
about
70
percent
of
the
expenditures
in
the
general
fund
are
for
salaries
and
benefits
next
slide.
Please.
F
On
the
second
bullet
point
with
pricing
strategy,
we
subsidize
a
lot
of
the
other
funds
through
the
general
fund,
so
this
is
extremely
important
when
we're
going
to
start
to
talk
about
the
cost
of
operating
the
different
facilities
from
our
rec
centers
to
our
senior
centers
to
libraries,
we're
going
to
try
to
give
you
the
data.
So
you
understand
what
the
cost
structure
is
versus
the
revenue
coming
in
to
support
those
facilities.
F
uh
Here's
the
really
the
first
overview
of
the
um
expenditure
options
that
we're
facing
in
the
fy21
uh
step.
One
hiring
freeze:
this
is
something
that
we
did
to
solve:
the
fy
20
budget
shortfall
and
reducing
discretionary
spending
salaries
and
benefits
a
continuation
of
furloughs
or
reduction
in
pay
and
step.
Three
are
reduction
in
service
levels,
so
if
you
can
go
into
the
next
slide
brad,
this
is
where
we
really
break
out
that
step.
One
we're
estimating
that
uh
freezing
more
than
200
vacant
positions
will
garner
between
17
and
19
million.
F
This
is
salaries
and
benefits
fully
loaded.
So
at
last
night's
finance
committee
meeting,
the
counselors
did
request
a
breakout
of
the
these
more
than
200
positions
by
department
um
position
title
and
how
much
it
cost
for
salaries
and
then
the
benefits
for
each
of
these
positions
so
we'll
be
providing
that
to
council
discretionary
spending.
This
is
a
very
um
small
category
in
comparison
to
the
20
million
listed
above.
This
includes
travel
registration
office
supplies.
F
F
F
Three
and
four,
where
department
directors
take
a
little
bit
higher
pay
cut
to
lead
by
example,
than
the
rest
of
our
employees
and
if
um
option
one
looks
familiar,
this
is
the
option
that
counselor
v
hill
koppler
had
reviewed
with
us
before
the
furlough
discussions
that
we
had
a
few
weeks
ago-
and
this
is
one
of
the
scaled
approaches
so
to
use
this
as
an
example,
this
garners
the
most
amount.
This
garners
10.6
million
in
savings.
So
we've,
given
you
the
category
anyone
over
90
000,
the
proposal
was
to
reduce
their
salary
by
30
percent.
F
F
um
The
category
between
35
and
50
was
targeted
to
have
a
10
reduction,
which
was
the
equivalent
of
the
four-hour
furloughs.
That's
about
380
employees,
at
1.6
million
and
in
this
scenario,
the
scaled
scenario.
Anyone
35,
000
and
under
um
had
no
paid
decrease
and
that's
about
the
equivalent
of
372
employees.
F
These
are
just
a
handful
of
different
policy
areas
from
business
development
to
streets
parks
and
weed
maintenance
to
transportation
where,
if
we're
facing
100
million
uh
revenue
shortfall,
we
can
expect
some
reduction
in
services
in
these
areas
and
something
that,
as
jerrell
mentioned
earlier,
our
department
directors
are
are
currently
reviewing
in
each
of
their
own
departments
and
we'll
be
bringing
forward
as
part
of
our
budget
options
for
fy21
on
the
next
slide.
You
know
we're
moving
forward
from
our
expenditure
options
to
revenue
options.
F
F
There's
six
different
points.
Everything
covers
everything
from
additional
financial
support
for
police
officers
and
firefighters
from
the
state's
law
enforcement
protection
fund
and
fire
protection
fund
to
financial
assistance
for
the
emergency
homeless,
shelter
in
midtown
we're
also
looking
at
revenue
options
from
a
differential
property
tax
to
a
internet
sales
tax
to
start
as
early
as
next
year,
as
well
as
changing
statutes,
state
statutes
to
allow
us
to
be
able
to
use
our
fund
balances
to
support
general
municipal
purposes
on
the
next
slide.
This
is
something
you
all
have
seen
before.
F
It
covers
any
potential
federal
funding,
but
it's
it's.
It's
still
highly
uncertain.
The
heroes
act
passed
the
house
but
has
not
um
passed
the
senate
yet
and
on
the
last
slide,
what
we
have
is
some
changes
that
the
city,
how
we
can
use
our
revenue
to
help
balance
this
shortfall
on
the
cash
reserves.
Obviously,
we
have
cash
reserves,
general
funds
and
other
funds
that
we
can
use
as
one-time
revenue
source,
to
support
that
the
decline
that
we're
facing
into
fy21
and
on
the
asset
disposition
side.
This
is
something
that
we've
talked
about.
F
You
know
our
most
recent
experience
with
this
is
uh
with
the
midtown
property
um
santa
fe
estates.
um
You
know
we
have
uh
we're
having
heavily
leveraged
in
asset
ownership
across
our
portfolio.
So
if
we
start
to
look
at
all
the
assets
that
we
could
potentially
dispose
of,
this
would
generate
one-time
revenue.
But
the
caveat
here
that
we
discussed
last
night
in
finance
is
that
we
have
a
timeline
associated
with
this.
The
midtown
process
has
taken
a
few
years
because
we
really
wanted
to
solicit
community
input
and
feedback.
F
We
do
have
the
ability,
as
a
city,
to
increase
fees
or
fines,
and
we
also
have
the
ability
to
increase
taxes,
grt
and
property
taxes.
So
again
we're
going
to
be
diving
into
these
options.
You
know
more
in
depth
as
we
move
forward
over
the
next
two
months,
but
I
did
want
to
take
you
back
to
the
slide
um
with
step
two.
This
is
really
where
we
want
to
be
able
to
focus
and
I'll
turn
it
over
to
darrell
to
walk
through
on
the
next
slide.
Broadslide
14
15.
there
we
go.
F
A
F
Absolutely
we
are
our
oversight
agency
is
the
new
mexico
department
of
finance
and
administration,
and
we
submit
our
budget
as
approved
by
council
to
dfa
every
year
and
what
they're
looking
for
is
a
very
realistic
revenue
picture
and
that
our
expenditures
are
balanced
to
that
revenue,
and
so
that
is
a
requirement
that
we
we
have
to
face
it's.
Unlike
the
federal
government.
We
can't
run
a
deficit,
we
can't
print
money,
um
so
we
are
constrained
to
submit
a
balanced
budget.
A
E
J
Mr
chairman,
so
based
on
last
night's
discussion,
we
have
kind
of
two
deadlines
or
two
things
we
need
to
give
direction
on.
I
guess,
and
what
I
mean
is
the
existing
furloughs.
We
approved
expire,
the
end
of
june
june
30th.
We
have
28
days
in
which,
before
anything,
additional
can
be
implemented
or
it
write
implement
it.
So
it's
my
understanding
on
the
meeting
on
the
council
meeting
next
wednesday.
J
J
So
so
I
guess
am
I
right:
we've
got
to
decide
something
that'll
last
between
now
and
the
end
of
august
and
then
between
now
and
then
we
approve
the
budget
for
next
year,
which
goes
into
effect.
Essentially
when
it
comes
to
personnel.
uh
Those
changes
go
into
effect
september.
First.
Is
that
right,
mary
or
jarrell.
K
K
L
L
um
So
we
would
like
to
avoid
that
we
want
to
provide
employees
as
much
notice
as
possible
and
it
is
harder
for
the
city
to
argue
emergency,
as,
as
we
get
into
the
further
into
the
fiscal
situation.
The
initial
decisions
we
made
came
on
really
rapidly.
As
everyone
here
knows,
the
world
was
changing
very
quickly,
we're
now
entering
a
period
where
we're
still
in
an
emergency,
but
we
know
it
exists
and
we've
known
it
existed
for
the
last
month,
or
so
at
least.
J
Okay,
thank
you,
mr
chairman,
and
so
I
I
since
I
already
have
the
presentation-
and
I
made
a
lot
of
my
my
comments
last
night,
the
I'll
keep
my
comments
brief
tonight
um
regarding
these
options.
I
I
like
the
concept
in
uh
option
one,
but
I
like
it
more
for
something
that
is
longer
term
and
permanent.
J
But
if
you
do
the
same
thing
with
someone
making
89
and
then
you
only
take
20,
they
land
up
at
70
000.
So
you
create
not
just
compaction,
but
this
inversion,
and
I
think
uh
I
think
we
can
tease
this
out
more
if,
as
we
have
more
time,
maybe
it's
more
appropriate
to
do
30
and
then
25
and
then
20
and
then
fitting
on
down.
J
Just
conclude
by
saying,
I
think
this
is
something
that
we
ought
to
pursue
as
part
of
the
bigger
budget
discussion
for
fy21
and
what
I
had
advocated
for
and
continue
to
is
that
we
just
extend
what
we've
already
done
as
far
as
the
furloughs.
So
I
think
employees
are
getting
used
to
it.
I
don't
think
we're
in
a
situation
financially
where
we
can
do
something
less
between
now
and
then
um
but
hey
we'll.
J
D
Okay,
thank
you.
um
So
naturally,
since
I
developed
option
one
I
want,
I
totally
prefer
it.
I
agree
with
counselor
beta.
uh
We
can
tweak
these
numbers,
uh
but
the
whole
concept
is
that
the
higher
earners
uh
take
a
little
bit
more
of
the
uh
impact
than
the
lower
earners,
and
I
like
this
even
more
now,
because
if
you
look
at
the
chart,
uh
it's
a
little
bit
inverted
in
terms
of
the
furloughs
we
are
practicing
now
or
where
we've
we've
got
going
now.
D
So
uh
you
know,
turnabout
is
fair
play
and-
and
I
think
uh
you
know-
I
knew
I-
this
is
the
first
time
I
actually
see
the
numbers
and
the
impact
of
it,
uh
even
though
I
asked
for
those
numbers,
but
I
had
a
feeling,
and
so
I'm
I'm
I'm
glad
this
is
on
the
table.
I
want
to
thank
mary
for
that,
uh
but
I
think
it's
important
to
have
something
that
is.
F
Mr
chairman
counselor,
these
savings
are
just
for
the
salaries.
There
are
salary
dependent
benefits,
as
you
mentioned,
so
the
savings
we
can
expect
in
any
of
these
scenarios
will
be
slightly
higher
when
you
take
into
account
um
the
employer
pickup
for
pera,
for
example,
or
the
employer
contribution
for
pera
or
um
retiree
health
care
is
another
salary-dependent
benefit
of
fica
social
security.
D
D
If
any
of
these
cuts
would
require
the
employee
to
pay
to
write
a
check
for
their
benefits
each
pay
period
because
after
a
certain
well,
I
guess
maybe
that
wouldn't
be
the
case,
because
they
would
actually
get
a
check
for
every
every
hour.
They
work
right,
so
there
wouldn't
be
a
there,
wouldn't
be
a
time
of
leave
without
pay
extendedly
without
pay
where
they
would
have
to
write
a
check
for
their
benefits,
because
that
does
happen,
especially
when
someone's
on
leave
without
pay
right.
D
Okay,
well
as
long
as
nobody's
on
actual
leave
without
pay
for
an
extended
period
of
time,
they
wouldn't
have
to
write
a
check
under
these
pay
decrease
options.
uh
It
may
affect
their
benefits
in
one
way
or
another,
I'm
not
sure
how.
But
but
at
least
we
know,
there's
an
extra
column
of
savings
we
could
count
on,
but
um
you
know
I
I
really
want
to
stress.
D
uh
I
know
that
I
don't
know
who
said
it,
but
that
maybe,
oh,
I
think,
counselor
beta,
I'm
not
sure
uh
that
maybe
we
would
look
department
by
department
when
you
start
doing
that.
You
start
creating
an
inequity
and
I
would
wholly
disagree
with
going
that
route.
You
can't
control
for
inequity.
I
think
we
can
control
for
the
for
the
inequity
of
salary
compaction
by
tweaking
these
numbers,
but
I
don't
think
you
can
control
it.
J
Yeah,
mr
chairman,
on
that
point,
what
I
meant
was
as
departments
maybe
eliminate
vacancies
in
their
department
or
I'm
not
saying,
departments,
look
at
their
what
people
make
within
their
department.
But
I'm
saying
if
there
are
certain
departments
that
are
shrunk
because
they've
eliminated
positions
altogether
like,
for
example,
let's
say
we
decide
as
a
council
to
eliminate
one
of
the
uh
recreation
centers.
Well,
some
people
go
with
that.
So
that's
what
I
meant.
I
was
speaking
more
about
I'd
like
to
see
what
what
the
city
is
going
to
look
like
afterwards.
J
D
D
The
next
thing
I
I'd
like
to
ask
is
uh
you
know
this
detail
and
I
thank
you
for
the
report,
but
it
doesn't
really
give
me
the
the.
How
did
you
get
here?
I'm
not
talking
specifically
about
this
chart
we're
on
the
pay
decreases.
I'm
not
talking
about
this
at
all,
I'm
talking
about
the
overall
magic
number,
and
um
you
know
we
still
don't
have
that
detail.
I
don't
know
mary
you
and
I
talked
about
it.
A
K
uh
I
probably
will
have
more
feedback
during
tomorrow
night's
quality
of
life
meeting.
I
I
saw
this
presentation
last
night
still
digesting
this.
um
I
as
well
have
the
concerns
that
have
been
brought
up.
You
know,
in
particular
of
the
inequity
of
you
know
if
somebody's
making
at
a
certain
threshold
they're
going
to
see
more
of
a
pay
cut
than
somebody
making,
maybe
two
thousand
dollars
less
than
them,
so
looking
at
the
numbers,
how
we
might
be
able
to
adjust.
That
definitely
would
help.
A
A
L
All
right,
um
so
these
are
annualized
savings,
um
so
that
the
um
the
assumption
here
is
that
these
would
be
for
a
year
and
then
it
would
be
obviously
a
recurring
um
going
forward
depending
if
it
was
exactly
consistent.
But
I
think
that
you
could
do
a
temporary
salary
decrease
as
well
and
put
a
date
certain
on
that
vote.
K
K
K
F
L
Thanks
mary
and
chairman
rivera
councillor,
garcia,
the
ashmi
contract
limits
furloughs
to
six
months.
So
that's
one
of
our
limitations
we're
working
within
um
so
then
another
one
is
that
um
under
the
fair
labor
standards
act,
which
is
the
flsa
um
certain
employees,
you
know
are
eligible
for
time
and
a
half
over
time
and
certain
employees
are
not
that
we're,
starting
with
all
these
pools
of
employees
and
that's
partially
based
on
duties
and
it's
partially
based
on
salaries
and
that's
set
by
the
department
of
labor.
L
K
Okay,
thank
you
for
that
clarification,
aaron.
I
really
appreciate
it.
um
So
within
that
limitation,
um
we
can
look
at
that
six
month,
time
frame
potentially
and
use
that
as
the
parameter
should
should
that
be
part
of
the
option.
um
I
I
just
would
like
to
potentially
look
at
that.
I
think
you
know
if
we
can
impact
folks
potentially
for
six
months
versus
a
year.
F
F
Division,
I
believe,
is
on
the
call,
as
is
regina,
wheeler
and
really
operationally
when
you're
running
a
police
department
you're
running
a
water
waste
water
facility,
uh
for
there
is
a
difference
in
furloughs
and
how
you're
able
to
um
cover
those
shifts.
So
I
wanted
to
ask,
maybe,
if
shannon
could
weigh
in,
if
he's
still
on
the
call
or
regina
or
john,
about
the
challenges
that
we've
faced
at
this
time,
um
managing
through
the
furloughs.
I
C
C
um
So
again,
while
we're
trying
to
hold
the
essential
services,
meaning
that
the
trash
trucks
are
still
running,
we
still
have
staff
at
the
facilities.
um
That
is
definitely
an
impact
that
we're
feeling
um
just
in
that
loss
of
man
hours.
As
you
see,
things
have
to
be
reprioritized
and
things
that
don't
that
don't
get
done
or
get
done
with
less
people
or
at
a
diminished
quality.
C
That
is
something
I'm
really
working
to
avoid
is
is
the
is
the
furlough
and
try
to
get
those
man
hours
back
in
place,
um
so
so
those
gears
can
keep
turning
um
the
salary
reduction
is
also
interesting.
So
we're
monitoring
that
closely.
um
I
don't
think
that
there's
many
departments
in
the
city
that
would
make
a
bold
statement
that
we
were
um
that
many
of
our
positions
were
budgeted
or
salaried
at
a
position
um
where
anything
could
be
given
and
still
allow
us
to
become
be
competitive.
C
um
So
I
think
the
hiring
freeze,
um
the
hiring
freeze,
is
something
we're,
definitely
keeping
an
eye
on
being
able
to
realize
those
salary
savings,
but
also
keeping
in
mind
that
we're
um
that
we
weren't
necessarily
robust
in
our
in
our
organizational
charts
as
they
were.
I
think,
over
the
past
six
months,
I
think
at
public
utilities
committee
we've
had
some
pretty
real
conversations
um
just
around
vacancies
and
what
those
what
those
numbers
meant
so
finding
that
balance
between
being
able
to
meet
a
minimum
level
of
service.
C
M
um
Yes,
thank
you,
mr
chair.
um
I
think
shannon
um
uh
stated
a
lot
of
things
that
um
I
am
that
my
group
is
going
through.
I
think
there
are
drawbacks
to
both
to
both
not
only
furloughs
but
to
pay
cuts
right
now
in
our
department.
Even
before
this
pandemic
we
were
operating
fairly
thin.
We
already
had
a
lot
of
vacancies,
a
lot
of
people
uh
managing
several
duties
and
um
understanding
that
we're
we're
more
than
likely
going
to
have
to
whether
hiring
hiring
fees
is
this
next
year.
M
um
It
is
going
to
be
a
tough
sell
to
cut
employees
up
to
20
to
30
percent,
while
still
asking
them
to
do
two
to
three
jobs
that
they've
been
doing
right
now,
um
so
it
is
good.
It's
gonna,
they're,
both
difficult
asks,
and
it's
gonna,
be
um
it's
a
difficult
decision
with
furloughs.
The
ten
percent
portal
we
have
now
is
stretching
us
thin,
but
we're
able
to
accommodate
it
anything
beyond
that
is
going
to
be
um
interesting.
M
M
K
K
You
know
if
they
can
find
a
job
elsewhere,
then
what?
What
is
our
expectations?
What
are
what
is
our
next
steps
is
because,
once
that
position
becomes
vacant,
um
I'm
assuming,
albeit
except
for
department
directors,
do
we
go
in
a
hiring
freeze
for
those
positions
that
then
become
vacant
within
the
next
year?
What's
what's
our
plan
with.
G
Mr
chairman,
councillor
garcia,
I
think
you're,
absolutely
right
um
anytime,
we
look
at
salary
decreases,
um
we
will
run
the
risk
of
losing
valuable
employees
and,
as
many
of
you
know,
it's
really
expensive
to
recruit
other
people
in
those
essential
positions
that
we
would
need
to
to
fill
so
say.
For
example,
as
mr
romero
stated,
he
has
employees
who
earn
in
that
category
of
50
to
90
000
and
um
they
have
licenses
required
to
do
their
jobs.
G
G
um
You
know
we
would
freeze,
but
um
I
think,
as
as
we
experience
attrition
we're
going
to
have
to
be
nimble
in
that
exercise
in
that
whatever
positions
become
vacant,
we
need
to
determine
which
ones
will
be
allowed
to
fill
based
on
the
needs
of
the
city
and
the
services
that
we
provide.
So
it
is
going
to
be
a
very
challenging
thing
to
to
work
through.
K
Great,
thank
you
miss
sales.
I
appreciate
that
and
I
think
that
you
know
gets
into
something
we'll
talk
about
later
on
in
in
the
presentation
regards
to
what
are
essential
services,
or
do
we
need
to
ensure
that
uh
we
are
employing
folks
for
those
essential
services
and
what
services
um
might
we
look
at
reducing
resources
being
allocated
towards?
um
That's,
that's
all
the
questions
I
have
right
now,
mr
chair,
um
as
I
mentioned,
I
probably
will
have
much
more
for
tomorrow
night's
committee
meeting,
but
that's
all
I
have
at
the
moment.
So
thank
you.
A
L
Yes,
chairman
rivera
another
consideration,
just
to
keep
in
mind
is
that
changes
to
salary
and
benefits
require
negotiation
with
union
members,
whereas
furloughs
have
a
negotiated
process.
That
is
part
of
the
agreement
itself.
That
involves
notice
and
a
opportunity
to
respond,
but
not
a
full-blown
negotiation
about
salaries
and
benefits
that
we
would
have
in
the
in
the
alternative.
N
N
They,
you
know
they,
they
won't
we'll
need
more
conversation
on
them.
I
know
that
um
time
is
not
our
friend
on
this.
That's
for
sure
um
we
need
to
to
make
these
decisions
sooner
rather
than
later.
um
You
know.
Any
of
these
are
a
consideration
um
option.
4
looks
like
a
consideration.
Also
to
me,
you
know
I
don't
I
don't
have
one,
I
don't
like
any
of
them.
N
This
won't
go
on
forever.
It's
astoundingly
painful
right
now,
but
we
cannot
deteriorate
the
foundation
of
our
future
with
what
we're
experiencing
short
term.
So
I
see
us
as
being
in
a
real
triage
phase
right
now,
but
um
it's
not
forever,
and
then
we
move
into
a
rebuilding
phase
and
we
have
to
have
enough
left
to
not
sabotage
that
rebuilding
phase.
N
So
those
are
the
kinds
of
things
that
I'm
thinking
about
right
now
and
what
we
do,
how
it
affects
us
um
eight
months
from
now
a
year
from
now
a
year
and
a
half
from
now,
because
we
do
have
a
future,
we
we
have
a
positive
future,
but
we're
in
a
pretty
rough
place
right
now.
So
those
are
my
thoughts
for
right
now
chair.
Thank
you.
D
Thank
you.
I
just
wanted
to
make
a
couple
more
points
on
the
on
the
pay
decrease
that
we
have
before
us.
um
I
agree
with
councillor
lindell
that
that
this
is
not
forever
and
I-
and
I
think
uh
you
know-
hopefully
employees
will
trust
that
that's
the
case
and
and
as
such,
that's
why
I
agree
with
councillor
garcia
and
others
that
this
should
be
a
temporary
fix.
D
It
may
last
longer
than
we'd
like,
but
it
would
be
a
temporary
fix
where
we
come
back
and
restore
the
salaries
when
we
have
the
money
in
our
coffers
to
do
so.
But
I
also
wanted
to
make
another
point,
and
that
is
when
we
have
discussion
about
recruitment
and
such
I
I've
learned
in
my
career
and
I've
been
around
everywhere.
uh
No
one
is
indispensable
and
when
we
start
thinking
that
way,
we
as
an
organization
can
get
stuck,
and
I
think
we
need
to
remember
that
it
is
very
true.
D
No
one
is
indispensable
now
can
this
be
an
opportunity
in
our
management
toolbox,
and
I
think
it
can
if
we,
if
we
have
difficulty
recruiting
you
know
at
the
professional
level
or
department,
director
level
or
whatever
higher
level
we
have,
then
we've
missed
an
opportunity
in
succession
planning.
We've
missed
an
opportunity
to
promote
from
within
we've
missed
an
opportunity
for
cross
training.
These
are
all
of
the
kinds
of
management
things
that
should
be
going
on,
and
that
way
you
don't
have
to
spend
thousands
of
dollars
to
recruit.
D
You
have
people
in
your
in
your
organization
that
are
ready
to
step
up
and
that's
what
keeps
an
organization
healthy.
It
helps
morale.
It
helps
everything
all
the
way
around,
especially
when,
like
now
on
furloughs
when
somebody's
gone
oops,
you
know
what
do
we
do
now
uh
so
so
this
is
also
an
opportunity
to
to
grow
in
our
management
behaviors,
and
so
I
would
recommend
that
you
know
we.
D
We
start
looking
at
the
future
to
to
develop
our
people
from
within,
and
so
you
know
that
goes
back
to
my
point
that
we
shouldn't
be
afraid
to
that.
You
know
the
organization
is
going
to
get
totally
stuck
because
we
don't
have
a
department
director
to
fill
in.
I
mean
ask
the
employees
underneath
those
departments,
you
know:
are
they
ready
to
step
up?
They
probably
know
more
than
the
department
directors
in
in
many
cases.
So
I
don't
I'm
not
afraid
of
that,
and
I
don't
think
this
council
should
be
either.
O
Thank
you,
mr
chair,
um
allowing
me
to
speak,
I'm
not
going
to
go
into
some
of
the
things
that
we
are
struggling
with
last
night.
We
can
bring
them
up
for
the
next
committee
meeting
for
tomorrow,
as
it
relates
to
like
what
facilities
and
services
will
will
change
because
of
the
covet
pandemic,
still
continuing
and
how
that
looks
with
staff.
So
we
were
talking
about
like
what
comes
first.
O
O
A
F
Mr
chair
counselors,
yes,
that
is
correct
in
order
to
be
able
to
balance
100
million
revenue,
deficit
or
tens
of
millions
um
in
a
revenue
shortfall.
We
are
looking
at
all
possible
options.
You
know
step
one
which
we
outlined
and
then
slide.
14
covers
discretionary
spending
cuts
as
well
as
a
hiring
freeze.
This
is
step
two
right.
You
know
a
second
layer
to
the
cake,
as
jerel
mentioned
yesterday
and
step
three
uh
really
goes
further
than
that.
F
That's
what
the
department
directors
are
looking
at
now,
if
you
go
back
to
the
public
policy
objectives
that
we
have,
it's
really
looking
at
the
legally
required
services.
This
is
an
exercise
that
all
department
directors
went
through
a
few
weeks
ago
to
identify
which
services
that
they
provide
are
legally
required,
either
by
federal
law,
state
law
or
one
of
our
local
ordinances.
F
So
this
is
you
know
that
is
obviously
key
um
to
maintaining
those
services
for
what
is
legally
required.
Secondly,
it's
public
health
and
safety
right,
and
um
so
looking
at
the
slide
that
goes
over
levels
of
service.
This
is
what
our
department
directors
will
be:
bringing
forward
to
propose
different
levels
of
service,
whether
it's
in
you
know,
street
maintenance.
F
um
You
know,
as
it
pertains
to
public
works
operations,
you
know,
parks
and
rec
operating
rec,
centers
or
maintenance
at
parks,
even
within
my
own
department,
the
ability
to
provide
internal
services
to
provide
services
from
procurement
for
the
entire
city
to
support
for
um
for
payroll
as
well.
These
are
things
that
we're
looking
at
internal
services
and
direct
services
that
we
provide
to
our
constituents.
A
Okay,
so
what
I've
heard
tonight
regarding
step
two
is
that
most
of
the
committee
uh
preferred
no
one
likes
any
of
the
options
but
of
the
options
there
option
one
seemed
to
be
the
one
that
most
of
the
committee
members
preferred
I'd
like
to
thank
counselor,
vigil
koppler
for
working
with
you
and
ms
salazar
to
come
up
with
this.
I
think
it's
a
a
good
start
to
where
I
think
most
of
the
counselors
would
like
to
go,
and
I
think
cancer
brought
up
some
different
variations.
A
I
think
it
needs
to
be
tweaked,
but
it
looks
like
option.
One
is
the
one
that
we
all
prefer.
So
what
I
want
to
do
now
is
so
you
have
that
direction.
Option
one
is,
is
kind
of
where
we're
going
with
some
tweaks
to
it.
Where
I
want
to
go
now
is
what
are
the
next
steps
on
recommendations
that
you
need
some
questions
before
we
change.
K
F
K
F
Mr
chairman,
counselor
garcia.
Yes,
that
is
correct.
These
are
um
four
different
options:
four
different
scenarios
that
we
put
together
um
to
provide
some
guidance
and
insight
about
the
pros
and
cons
each
one
of
these
has
pros
and
cons.
As
many
of
you
have
mentioned.
None
of
these
are
desirable
outcomes
for
our
workforce,
but
we
needed
to
be
able
to
start
to
put
pen
to
paper
and
cost
these
out.
You
know,
and
we've
also
heard
your
feedback-
that
this
is
just
limited
to
salary
uh
savings.
A
F
K
K
L
Thank
you
councillor.
I
just
wanted
to
make
one
other
clarification
about
the
concreteness
or
certainty
of
some
of
the
numbers.
The
the
dividing
points
we've
all
talked
about.
They
might
need
to
be
adjusted,
but
another
factor
that
would
be
taken
into
account
would
be
where
those
classification
lines
fall
as
between
different
employee
pay
rates.
So,
for
example,
for
attorneys,
we
have
certain
a
pay,
you
know
band
and
that
band
probably
doesn't
fall
right
at
90
000
for
many
different
types
of
pay
rates.
L
So
we'd
have
to
look
at
where
those
fall
and
set
the
distinction
there.
So
you
wouldn't
treat
the
same
type
of
employee
last
night,
I
used
the
example
of
a
librarian
who
was
paid
just
over
50
000
in
a
library
and
paid
just
under
50
000.
You
wouldn't
want
to
subject
those
two
people
to
different
decreases
of
their
salary.
A
Yeah,
I
think,
like
I
said,
option
one
seems
to
be
what
most
prefer
with
some
tweaking
and
regardless
of
where
you
put
it,
there's
going
to
be
employees
that
are
affected
differently,
so
you're
always
going
to
get
employees
on
that
uh
right.
That
cut
line
of
89
to
90
or
50
to
60
or
50
to
51.
I'm
sorry,
they're
always
going
to
be
on.
E
E
We
start
that
process
now
um
and
I
would
just
be
curious
if
folks
have
strong
or
or
not
strong
opinions
on
what
you'd
like
to
see
um
and
again
we're
we're.
We
feel
like
we
need
to.
We
need
to
make.
We
need
to
front
load
some
budget,
some
decisions
now
ahead
of
the
budget,
and
it's
like
layering
a
cake
right.
We
can
make
some
of
these
decisions
um
mary
in
on
slide.
I
think
it
was
for
13
the
um
hiring
freeze
making
some
of
these
decisions
to
sort
of
take
this
big
chunk.
E
A
N
A
All
right,
I
don't
see
anybody,
so
you
have
direction
on
that.
The
other
thing
is
extending
the
furloughs
was
the
other
thing
that
I
heard
so
you
would
be
or
you're
asking
to
extend
the
current
furlough
until
the
end
of
august,
when
the
new
budget
would
kick
in
okay,
that
one
may
have
a
little
more
uh
discussion
on
it,
so
um
anybody
want
to
chime
in
or
start
the
discussion
on
continuing
the
furloughs
for
another
two
months.
D
D
D
E
I
think
the
guide
thank
you
counselor,
uh
mr
chairman
counselor,
v
hill
copler.
I
think
the
guidance
that
we're
seeking
is
if
we,
if
we
um
you're
absolutely
right,
we
called
the
furloughs
through
june
30th,
because
at
the
time
we
you
know
the
world
keeps
evolving
um
and
we
thought
maybe
we'll
have
more
information.
E
E
If
we
are
to
call
call
back
folks
um
for
july
1
the
the
um
what
we
will
have
to
bring
you
for
the
21
budget,
the
cuts
will
have
to
be
even
deeper
because
it's
all
it's
like
a
water
balloon
right.
It's
all
it's
all
connected,
and
so
part
of
the
conversation
is
what's
the
what's,
what's
the
most
fair,
equitable
way
to
address
this
really,
um
like
you
said,
heart-wrenching
difficult
decision?
E
No,
we
are
not
here
through
anybody's
fault
of
their
own,
through
mismanagement,
through
any
of
that
um
where-
and
you
know,
as
we've
all
discussed,
um
the
pan,
where
the
economic
crisis
is
was
caused
by
the
pandemic,
which
which
led
to
where
we
are
so
that's
part
of
the
conversation
we
want
to
have
with
you.
If
you
have
ideas,
if
you
have
thoughts,
ways
to
approach
it,
that's
what
we're
seeking.
D
D
These
are
serious
things
you
need
to
to
think
about,
and
I
think
uh
communication
to
the
lowest
level,
not
just
through
emails
but
going
out
to
those
organizations
and
and
showing
up
and
having
group
discussions
with
them
and
then
and
and
and
just
you
know,
having
see
how
these
employees
are
doing,
get
it
get
ideas
from
them.
We
don't
have
the
ideas,
they
are
the
ones
that
are
working
in
the
field.
They
have
the
ideas
and-
and
maybe
uh
you
know
a
little
empathy
and
such
because
I
don't
think
emails
cut
it.
I
don't
think.
D
D
Maybe
you
know
they
probably
have
some
ideas
and,
and
that's
that's
what
I'm
saying
is
is,
I
think
uh
you
know
we
can't
possibly
come
up
with
a
lot
of
those
ideas
now
the
other.
The
other
question
I
was
going
to
ask
is
about
the
the
fund,
the
sunshine
rainy
day
fund
or
whatever
it's
called
do.
You
know
how
much
money
is
in
that
fund
and
and
is
any
of
it,
going
to
even
be
able
to
help.
F
L
Right
um
council
rivera
councillor
v
hill
coupler
yolanda
is
actually
being
the
primary
contact
with
the
city
between
the
fund
and
the
city.
I
don't
know
how
much
money
is
in
the
fund.
Yet
what
something
that
was
I
think,
distributed
last
week,
was
the
100
gift
cards
for
groceries
to
all
employees
on
the
16
hour,
furlough
and
bernadette
and
her
staff
helped
manage
that,
and
that
was
from
there's
a
foundation
fund
with
our
health
insurance,
so
that
was
that
was
a
good
thing
to
have
distributed
last
week.
L
D
K
K
Isn't
that
our
motto
all
together
santa
fe
and
to
me
that
was
not
all
together
santa
fe,
and
so
that's
what
I
would
ask
that
we
do
fair
and
equitable,
and
I
understand
that
there
was
justification
news
that
some
folks
were
not
working
because
our
facilities
were
closed.
But
I
it's
my
understanding
that
we
do
have
a
lot
of
team
members
that
have
moved
on
to
support
in
other
roles
and
that
I
still
continue
to
urge
that
we
see
where
we
have
gaps
and
utilize.
K
Our
team
members
to
help
fill
those
gaps
um
similar
to
the
comment.
uh
Counselor
b
hill
copler
made
earlier
regarding
to
let's
use
our
talents
within:
let's,
let's,
let's
use
them
to
help
build
gaps,
learn
new
skills
and
earn
promotions.
While
we
are
in
the
in
this
unfortunate
situation,
we'll
come
out
a
stronger
government.
K
A
K
A
A
A
J
A
Whole
lot
to
do
on
these
weekends,
but
she
did
allow
that
versus
having
people
do
a
wednesday
afternoon
or
a
monday
morning,
so
um
that
did
help.
I
I
think
somewhat
with
having
to
accept
the
furloughs.
If
we're
gonna
do
it,
we
might
as
well
have
a
little
bit
longer
weekend
out
of
it,
and
she
was
amenable
to
that.
So,
thank
you,
jerrell
uh
jerrell.
What
what
do
we
need
to
sort
of
weigh
in
on
next
uh
we're
running
uh
close
to
7
30.?
E
Mr
chairman
counselors,
I
think
this
has
been
really
instructive
and
helpful.
um
I
think
um
continued
conversation.
We're
gonna
do
this
again
tomorrow,
we
you
know,
we've
learned
a
lot
from
yesterday
today.
We're
gonna
do
it
again
tomorrow,
so
as
as
folks
digest,
this
continue
to
think
about
it
again.
um
You
know
we
are
uh
given.
Given
your
direction
and
feedback,
we
um
are
going
to
probably
be
bringing
forward
a
vote
um
next
week
on
a
number
of
items.
So
um
again,
as
we
continue
to
engage
and
have
conversations
um
that
will
be.
E
um
That
will
be
very,
um
very
helpful.
I
did
want
to
just
flag
our
um
state.
um
I
appreciate
your
comments.
Counselor
vijo
koppler,
one
thing
I
don't
think
I've
had
a
chance
to
mention
to
folks,
although
I'm
sure
you
already
know
is
we
have
engaged
um
in
a
series
of
employee
focus
groups.
So
to
your
point,
our
employees
are
our
best
resources.
They
know
the
ins,
the
outs,
the
ups,
the
downs,
um
and
so
we
have
um
we
the
recruitment
closed.
Yesterday
um
we
asked
everyone
uh
we
put
out
a
call
far
and
wide.
E
We
asked
directors
for
recommendations,
we
invited
everyone
to
uh
put
their
name
in
the
hat
um
and,
again
to
your
point,
we've
got
gotta,
we've
gotta
come
at
this
at
all
angles.
This
is
gonna,
be
with
us
for
a
long
time.
um
The
city
of
santa
fe
is
gonna,
look
different
um
as
we
uh
as
we
walk
through
this
and
come
out
of
it,
and
so
we're
all
uh
in
lockstep
and
being
able
to
have
the
benefit
of
folks's
experience,
knowledge,
expertise
and
otherwise.
E
N
Put
together
thoughts
and
ideas
that
they
have
and
get
them
to
probably
jarrell.
um
I
think
that
you
know
there's
some
things.
We
talked
about
last
night
at
finance,
there's
some
things
we
talked
about
tonight
um
and
um
you
know
there
may
be
some
areas
that
philosophically
people
disagree
about,
but
um
I
think
that
putting
those
down
on
paper
and
getting
them
to
the
city
manager
at
this
point
is
a
valuable
use
of
some
time
and.
N
N
It's
on
us
to
give
the
information
to
the
team.
That's
going
to
be
putting
these
numbers
together
and
trying
to
reach
that
um
at
this
point,
the
number
we're
using
is
100
million.
It's
a
staggering
number,
an
absolute
staggering
number,
um
so
I
would
encourage
all
the
counselors
to
get
their
thoughts
on
paper
and
get
them
to
the
administration
as
soon
as
possible,
and
thank
you
chair.
um
I
thought
that
you
did
a
particularly
good
job
with
this
meeting.
A
J
D
Thank
you,
mr
chair.
um
This
is
the
only
meeting
that
I
have
other
than
counsel
to
make
my
thoughts
known,
and
so
many
of
you
have
are
going
to
see
this
presentation,
maybe
three
times
so
um
at
least
two
times,
and
so
uh
I
will
make
my
comments
here.
uh
I
would
ask
that
you
know
mary
I'll
go
back
to
my
point
earlier,
and
that
is
that
I
I
really
would
like
other
than
the
the
employee
cuts
we
already
talked
about.
D
I
would
I
would
like
a
little
more
information
about
like
what
contracts
uh
you've
considered.
What
cuts
are
you
know?
Where
are
you
taking
the
savings?
What
are
we
gonna
do
without
on
those
uh
we
did
get
started
in
our
public
work
in
this
group.
uh
Here
we
are
uh
with
cip
projects.
uh
John
romero
has
done
a
stellar
job
of
bringing
those
forward,
and
I
know
you
spoke
to
those
as
well
uh
the
other
day.
D
uh
We
have
several
facilities
and
maybe
all
of
them
don't
need
to
be
shut
down,
but
it's
summertime
and
we've
got
an
outdoor
pool.
uh
We've
got
a
major
recreation
center
that
can,
uh
with
social
distancing,
can
how
uh
accommodate
more
people
with
that
rule
in
place.
That's
hannah
viva
chavez,
and
so
our
kids
have
nothing
to
do
in
this
city
and
we
need
to
make
sure
that
they
have
a
place
to
go
and
and
of
course
adults.
D
D
uh
They
have
I'm
understanding
that
they
have
ordered
all
their
supplies
from
you
know,
they're
already
bought
and
paid
for
uh
it's
just
a
matter
of
uh
and
they've
figured
out
social
distancing,
they've
run
through
all
these
things
and
they're
ready,
and
so
um
you
know
I
just
want
to
make
a
pitch
for
that
all
right.
Thank
you.
K
um
Well,
I
guess,
on
that
point
that
counselor
b
hill
coupler
was
making
in
regards
to
our
recreation
centers
that
I
know
last
night
it
was
confirmed
that
the
city
manager
makes
the
determination
whether
they
open
or
stay
closed
or
whatnot.
But
when
are
we
going
to
make
a
determination
on
what
happens?
K
I
want
to
be
able
to
give
some
feedback
to
constituents
that
have
been
expressing
these
facilities
are
needed,
so
I
would
like
to
at
least
set
up
a
time
frame
where
we
can
communicate
that
to
the
to
the
broader
public,
what's
happening
with
our
recreation
facilities,
one
way
or
another,
whether
they
are
opening
up
or
closing.
We
need
me
to
make
that
decision
quickly.
K
What
is
it
we
are
going
to
continue
to
provide?
What
is
it
for?
Services
are
going
to
be
provided
at
a
lesser
rate
or
potentially
not
even
offered,
and
I
think
those
are
decisions
as
well
that
we
need
to
um
begin
to
have.
I
thought
we
would
talk
more
about
that
in
this
committee
meeting,
I'm
assuming
we're
going
to
talk
about
it
more
in
tomorrow's
week,
but
those
are
discussions
I
I
want
to
be
having
in
real
time.
I
didn't
participate
in
last
night's
uh
budget
meeting.
K
K
K
K
I
don't
think
that
we
need
to
be
putting
a
lot
of
the
burden
on
our
citizens
in
regards
to
not
being
open
and
transparent
with
them
in
regards
you
know,
in
particular
getting
back
to
the
recreation
centers,
I'm
sure
the
other
counselors.
I
know
I've
been
bombarded,
we
they
want
answers,
and
so
I
think
we
need
to
give
them
answers
on
that,
as
well
as
any
other
services
that
might
be
affected.
K
A
Thank
you
councillor
and
uh
thank
you
all
for
uh
this
meeting.
uh
Great
discussion.
uh
It'll
continue
tomorrow
at
the
quality
of
life
committee
and
all
counselors
are
invited
to
that.
I'm
sure
counselor
or
the
chair,
counselor
romeroworth,
would
entertain
questions
from
anybody,
whether
you're
on
the
committee
or
not
just
like
we
all
have
last
night
and
tonight.
So
thank
you
all
for
that.
A
I
would
rather
see
us
sell
that
than
affect
employees
as
much
as
we
have
been
and
all
those
things
are
on
the
table.
I
think
some
of
the
things
that
counselor
garcia
brought
up
are
questions
that
are
going
to
be
answered
in
the
next
couple
weeks
with
uh
staff,
as
they
begin
to
go
through
their
process
of
how
they're
going
to
cut
their
budgets
and,
what's
going
to
stay
open
when
it's
not
going
to
stay
open.
What's
uh
what's
the
health
situation
at
the
time,
can
it
be
done
safely?
Can
it
not
not
be
done?