JoAnne Roake Mayor · 2020-06-15 · JoAnne Roake Mayor AGENDA Village of Corrales Governing Body...

JoAnne Roake Mayor

AGENDA

Village of Corrales Governing Body Regular Meeting

June 16th, 2020 6:30pm

This will be a Teleconference Meeting which the public is allowed to join. You will be allowed to join meeting until 6:35 p.m.

Please call: 1-669-900-6833 Meeting ID: 820 0462 7301# For any questions regarding the teleconference meeting call Aaron at 505-897-0502

A. CALL TO ORDER AND PLEDGE OF ALLEGIANCE

B. GOVERNING BODY PRESENT

C. APPROVAL OF AGENDA

D. PRESENTATIONS

Bicycle & Pedestrian Commission

E. REPORTS: 1. Administrator Report 2. Department Reports

F. COUNCILORS FORUM: This section is for information purposes only, not for discussion

and debate, to inform the Governing Body of an issue/concern that would not be addressed on

William Woldman Councilor

Stuart Murray Councilor

Zachary Burkett Councilor

Kevin Lucero Councilor

Mel Knight Councilor

David Dornburg Councilor

the agenda during the business session.

G. CORRALEÑOS FORUM: This section is for information purposes only, not for discussion and debate, to inform the governing body of an issue or concern that would not be addressed on the agenda during the business session. There is a 3-minute time limit, unless approved by the Presiding Officer. All comments must be emailed and will be read into the record. Please email comments to at [email protected] no later than 12:00 p.m. on Tuesday June 16th.

H. CONSENT AGENDA: All matters listed under the Consent Agenda are considered to be routine by the Village Council and will be enacted by one motion. There will not be separate discussion of these items. If discussion is desired, that item will be removed from the Consent Agenda and will be considered separately. 1. Approval of minutes for May 26th, 2020 Regular Council Meeting.

I. ITEMS REMOVED FROM CONSENT AGENDA:

J. NEW BUSINESS:

1. Consideration, Action and Approval of Resolution 20-014, a resolution for approval to participate in Municipal arterial program (MAP).

2. Consideration, Action and Approval of Resolution 20-015, a resolution for approval of the Extension of an Emergency Declaration due to COVID-19

3. Consideration, Action and Approval of Resolution 20-016, a resolution for approval of the

Official Intent of the 2020 GO Bond

4. Consideration, Action and Approval of Resolution 20-017, a resolution for approval of the 26th Annual 4th of July Parade

5. Consideration, Action and Approval of Resolution 20-018, a resolution for approval to participate in the 2020/2021 Local Government Road Fund – Municipal Cooperative (COOP)

6. Consideration, Action and Approval of the Biennial Memorandum of Understanding (MOU)

between New Mexico MainStreet Program, The Village of Corrales, and Corrales MainStreet and Arts & Cultural District/Compound

7. Consideration, Action and Approval of updated Finance and Administration Accounting

Policies and Procedures

8. Consideration, Action and Approval of Finance and Administration Franchise Tax Policy

9. Consideration, Action and Approval of Proposed Amendment to the Village Attorney’s

Contract to Extend the Term of the Contract

K. CONFIRMATION OF APPOINTMENTS: Suzanne Harper – Bicycle and Pedestrian Advisory Commission Joseph Montoya – Parks and Recreation Commission

L. ANNOUNCEMENTS/FUTURE AGENDA ITEMS:

M. ADJOURNMENT

A COPY OF THE AGENDA MAY BE OBTAINED ON THE WEBSITE: www.corrales-nm.org click on Government & Council Meetings If you are an individual with a disability who is in need of a reader, amplifier, qualified sign language interpreter, or any other form of auxiliary aid or service to attend or participate in the hearing or meeting, please contact the Village Clerk at the Village Offices located at 4324 Corrales Road, at least five (5) days prior to the meeting or as soon as possible. Public documents, including the agenda and minutes, can be provided in various accessible formats. Please contact the Village Clerk at 897-0502, or by e-mail at [email protected] if a summary or other type of accessible format is needed.

NEXT REGULAR COUNCIL MEETING: July 21st, 2020 at 6:30pm

I certify that notice of the Public Meeting has been given in compliance with the Open Meetings Act, Section 10-15-1 through 10-15-4 NMSA 1978 and the Open Meetings Resolution 19-041.

I certify that this agenda was posted on: June 12th, 2020.

____________________________________ Aaron Gjullin, Village Clerk

Report for March, April, and May Activity

Building Safety Division Report

Planning and Zoning Department

Lee A. Brammeier, Building Official

Building Safety Division Report: June 10, 2020

The monthly report from the Planning and Zoning Department includes information regarding activity related to construction permits, interagency assistance, and various administrative duties on behalf of the citizens of the Village of Corrales.

Building Safety Division Permits Data for March-May 2020 Table 1.0

TYPE OF CONSTRUCTION No. of permits

Building Permit Fees

Building Valuation *

Residential New Homes 4 $15,621.57 $1,504,784.00

Residential Remodel, Additions 5 $2,721.52 $87,305.00

Residential Accessory Structures 5 $3,754.90 $192,915

Residential Solar 8 $5,095.34 $174,995.00

Residential Re-Roof 10 $1,075.00 $14,3448.00

Residential Pools and Spas 0 $0.00 $0.00

Residential Fences\Walls 4 $20,840.00 $1,927.88

Commercial New Construction 0 $0.00 $0.00

Commercial Remodel, Additions 0 $0.00 $0.00

Commercial Accessory Structures 0 $0.00 $0.00

Commercial Solar 0 $0.00 $0.00

Commercial Re-roof 0 $$0.00 N/A

Signs $0.00 N/A

Totals 36 $30,196.39 $2,124,287.00

This is an estimate of the value of the construction

Report for March, April, and May Activity

Building Safety Division Report

Buildings Permit Plan Review: Plan reviews turnaround times have fallen back to 3 weeks from time of submittal until first review. Some weekend work will be needed to catch back up. With the office being closed, phone calls have skyrocketed to an average of 25 a day. Inspections are averaging 6 a day, some of which are now Live Remote Inspections using Skype.

The library continues to provide phone, email and virtual services while making plans to start the first phase of re-opening in June.

Librarian's Report May 2020

May 2020 April 2020 May 2019

Walk-ins n/a n/a 2,731

Registration 4 8 59

Acquisition 6 4 232

Loss & Discard 1 4 134

Circulation

Adult Books 36 20 1,305

Juvenile Books 26 22 1,469

YA Books & Media 9 296

Digital Books 642 674 492

Adult Media 7 15 722

Inter-Library n/a 2 6

Children’s Media 0 213

Southwest Room 0 33

In house reference 42

26 234

Ukuleles 0 2

TOTAL 759 4,772 Programs:

Story Time installments have been added weekly by Melisa to our Youtube channel. The Code Club has been organized to meet online so the children can continue their coding work. Food From Fiction has had three cooking sessions added by Brynn, also to our Youtube channel. Saturday Stitch Club met by Zoom - 9 participants.

Café A Las Seis, Spanish conversation, met by Zoom on Thursdays – 25 participants Book Club met by Zoom – 9 participants Total adult attendance: 43

The library continues to provide phone, email and virtual services while making plans to start the first phase of re-opening in June. The Children’s Summer Reading Program will meet virtually this year, as organized by Melisa in conjunction with the State Library. She has put out publicity and designed book bags for the children. Reading logs are also available in hard copy. Collection, Website and Technology: We continue to add new content to our Shelter In Place Library, with offerings for education and entertainment, as well as COVID-19 information. Our website is updated to reflect the current status of our plans for re-opening. The website had a total of 1,909 visits. Sandra has cataloged 19 Spanish titles and corrected the labels on children’s Spanish titles. Marian has added more ebooks and movies to our OverDrive collection. We continue to assist patrons, by email and phone, in updating their accounts, adding new accounts, and finding online resources, and working with their devices. Brynn continues to set up a mobile wi-fi hot spot in the Village parking lot three evenings a week. Brynn has also set up a new Pinterest account for the library. Professional Development: We have been using this time to add to our professional knowledge and skills through web seminars and online classes.

• Sandra: Providing Virtual Programming in a Health Crisis through the National Network of Libraries of Medicine, Stay Connected: Digital Book Clubs through Overdrive, Managing your libraries Interlibrary loan services during the COVID-19 Crisis through OCLC Resource Sharing, Getting Started with Libby through Overdrive.

• Brynn: Safety Trainings. Pinterest training. • Melisa: virtual programming set up. • Marian: FY 20 Annual Report Webinar, Community Engagement

Planning: With input from the volunteers, staff, the public and the Library Board, Marian has drawn up the library’s Strategic Plan for July 2020 through June 2023. This document will be available on our website soon. We have drawn up detailed plans and gathered materials and put our publicity in preparation for starting our curbside delivery service on June 1. Other: We have been re-organizing the back storage room and removing things we no longer need.

Corrales Community Library Monthly Report May 2020

Sandra Baldonado, MLIS Reference Librarian/Adult Services Librarian

Programs & Meetings: Saturday Stitch Club – Our Saturday Stitch Club met on May 9th at 10:30 through ZOOM. There were 9 participants & all commented afterward about how nice it was to see each other & share ideas. The Saturday Stitch Club is still connecting on their new Facebook page. Café a las Seis – (25) Throughout the month of May we have been meeting each Thursday at 6:00 pm through ZOOM. Two members that moved have been able to join the meetings and expressed how they appreciate the language classes. Book Club – (9) We met on May 18th through ZOOM & discussed “The Immortal Life of Henrietta Lacks”. Lifelong Learning Programs: All programming is virtual right now, so I continue to connect patrons with the information they are seeking through electronic resources. Weekly Wednesday Staff Meetings at 10am through ZOOM Technology Assistance – (59)

• Through email and phone, I have been assisting patrons who would like access to electronic resources and need help updating their library accounts and using electronic apps.

• Updated our Apollo system to indicate closure of the library tentatively through June 1st so that overdue notifications will not be sent out.

• Fixed 39 shelf location errors from SP (Spanish collection) to j SP (Children’s Spanish collection.) • Updated our public phone message to include all staff contact information • Continue to set up our Apollo system to work with our needs during this time: IE: allow barcodes to be scanned

from reserve wrappers for ease of checkout, adjust quarantine features, unfreeze holds and reserve notifications…

• My village email account is no longer on my work computer so I am not able to receive emails to my village email address. I have asked for emails to be sent to [email protected] until the access issue is resolved.

Reference Assistance – (32) • Helped patrons through email and by phone with reference questions.

Interlibrary Loan Requests: Since the closure, the NM State library has advised to ignore the computer-generated overdue reminders and wait until the “Stay at Home” mandate is lifted to contact ILL patrons and return materials. Collection Development –

• Cataloged 19 titles to add to our Spanish Collection. • Cataloged 8 nonfiction titles, 1 fiction title, & 5 SW titles. • Continue to wrap the cataloged books and process them, to prepare for our re-opening.

Professional Development – • Webinar: Providing Virtual Programming in a Health Crisis through the National Network of Libraries • Webinar: Stay Connected: Digital Book Clubs through Overdrive • Webinar: Managing your libraries Interlibrary loan services during the COVID-19 Crisis through OCLC Resource

Sharing • Webinar: Getting Started with Libby through Overdrive

Volunteers: • Sent out a volunteer Email update keeping them informed of what we are doing here at our library through our

electronic resources and virtual programming & our first stage of reopening.

• Volunteer recognition: There were 6 volunteer birthdays in May, and each received a handmade card and volunteer socks through the mail.

• Created a new flyer to recognize Volunteer Birthdays next month. • Continue to reach out to volunteers through email, mail and phone. • Continue to plan for our stages of reopening the library and what that will mean for volunteer training and

safety.

Parks and Recreation Department June 2020 Monthly Report

Lynn Siverts

Parks and Recreation • The pool is opening. With the restrictions the State has put on us we will be

offering Lap Swim every hour from 8 a.m. to 6 p.m., and swim lessons (level 1 and 2) every hour with two kids per class. As of June 11, 2020, 51 of the 80 lessons have be reserved. The cost is $10 per person for lap swimming and $75 per person for lessons.

• We have hired all our pool staff and done training on how we are going to handle opening safely.

• We are mowing like crazy. • I have been working a lot with Tonya on several events in the Village. • I am going to hold off until after the pool closes to find the next Recreation

Specialist. • The pond got stalked with 500 lbs. of catfish. • We are working on a way to have a safe 4th of July Parade.

Training

• None

May 2020 Corrales Fire

• Continually reevaluating all department procedures as related to COVID-19 to ensure

safety of staff and citizens.

• New Mexico has entered into fire restrictions, currently weed burning is not allowed in

Corrales due to Fire danger.

• CFD had a good starting supply of PPE but has worked to continually replace what has

been used.

• Limiting entry to the Fire stating to on duty Staff, this includes staff working from home

under the COOP plan.

• Daily health checks and sign in required of all staff

• Volunteer staff can schedule a time to come to station. Health check required

• Following a UVA light schedule for fire department

• Pricing a larger scale disinfectant generator

• Using Hypochlorous Acid as a decontamination spray. Received the two small

generators they work great on a small scale

• Loma Larga hydrant project, Capital outlay and Grant funding 1,300 feet of line installed

and three hydrants. They are operational.

• Burn Boss air burner trailer Solid waste permit on Air Quality permit is on hold doe to

Public Health Orders.

• Station apparatus serviced and DOT inspections completed

• State Forestry started Bosque Maintenance was invoiced. Payment of 12,000.00 for

work completed should be in to the Village any day. Working on getting the 3,000 left in

the contract transferred to FY20-21

• Updating fire plans with State Forestry as CCOVID 19 has changed the way Fire

departments can respond to fires. There are now limitations on the number of

responders allowed per vehicle and the way the Sate of New Mexico will handle camps

for large fires. This is also happening with the US Forest Service.

• Finalized Tender design have State fire Marshal’s approval to purchase, purchase order

issued.

o Public safety bond funding

• Station Rear building design

• Station 3 design

• Station sleeping area

o Completed design and pricing for second story on gym for sleeping quarters –

this is a higher priority as COVID-19is here and may make a second wave, This

would allow for Fire fighter PUI’s to have a place to stay and allow for more

separation of staffing

o Public safety bond funding

o Awaiting approval to issue a Purchase Order


• Station Rear building design

• Station 3 design

• Attended the zoom monthly Bosque Commission meeting

• Uploaded monthly report to the National Fire Incidents Reporting system

• Work with Planning and Zoning on Cell tower and Angel Hill

• Fire and EMs training has been switched to an online platform.

• Submitted updates to all of the Fire department Capital Outlay item to Aaron to enter

them into CPMS

EMS

• Updated, created protocols and Trainings on COVID 19

• Held zoom training for Village in the Village

• Found needed EMS equipment for COVID 19

• Answering questions related to COVID and have supplies monitoring devices.

• Drug and supply shortages are increasing and well as price increases due to the COVID

pandemic

• State EMS Bureau has changed renewal requirements for 2020 EMS due to COVID.

Assigned classes to all Corrales EMTs. Working on zoom trainings

• Updating EMS protocols

• Updated Albuquerque Ambulance Contract awaiting on their review this is on hold due

to COVID- but AAS is still the contractor.

• Work on state Special skills program

• Work towards UNM Children’s Pediatric Champion designation, on going project.

• Looking for funding sources for a new Life Pak cardiac monitor defibrillator to replace

the Life Pak 12 purchased in 2000.

• VFA Grant

o Turned in all items and requested it be put in FY 20-21 budget

• Loma Larga Hydrants

State Fire Council grant and Capital Outlay

• 1,300 feet of line installed and three hydrants. They are operational.

• Have told contractor we need an invoice for work completed ending 6-30-2020

per capital outlay rules

Casa San Ysidro


• City of Albuquerque easement to bring the Loma Larga line to Casa San Ysidro

needs to be signed by both City of Albuquerque and Corrales once this is done

Capital out lay will be used to run the line. The Capital outlay is “Water Waste

water to Visitor Center $50,000

Corrales Road Hydrants

• Completed but will be a future project for more lines as funding is secured

Angel Hill

o Contract has been executed and work is underway

o 100% for site devolvement plan is completed

o Design phase of project is underway and 85 % complete, COVID has slowed the

process as the engineering firm is also teleworking

o Seek additional funding once engineering is done to start construction

Fire Mitigation Vehicle

• $ 180,276.00 Capital outlay funds. The Forestry truck is being purchased with a bucket lift

to assist in mitigation completion date was scheduled for 4-10-2020 the new date is on hold

as FORD stopped production due to COVID, funding is all secured and allocated.

Emergency Management

• COVID 19 test site NMDOH is working on hotspot areas

o Test site location link is on Village website

• Updating website COVID Resources

• Located, obtained and delivered thermometers, masks and sanitizer to Village

departments as requested

• Sent 213 RR for supplies for Village in the Village and one local business unable to find

needed item to reopen. They have all be delivered

• Answering calls on COVID and PHO

• Village and the Village zoom training on COVID Safe Practices

• Attended online WebEOC training as required by the State for new platform

• Attended online FEMA training on COVID Grants

• Attended New Mexico Workforce Solutions online training for business along with

Mainstreet. The link to the recording is on the Village website

• Completed Johns Hopkins COVID contact tracing course


• Delivered food to people requesting

• Delivered Library’s printed information on their Summer Reading program

• Worked with Grower’s Market on the market operation plan

o Market donating left over fresh vegetables delivering them to families and will

be delivering to Senior Center for their drive through pickup

• Secured mask donated to the State of New Mexico for Village citizens, Businesses and

Staff

o Worked with Mainstreet to inform local Businesses

o Orders in for 300 as of 6-11-2020

• Created rules for Soccer to return to practice for Lynn Siverts based on Public Health

Orders and New Mexico Youth Soccer Association

• Continually monitoring and updating COVID response and mitigation. Turned in a

appendix to EPO administrator for pandemic. reentry planning based on State and

federal guidance.

• Updated Emergency Declaration for Council,

• required bi-weekly cost sheet

• Completed Grants Portal Registration and submitted Request for Assistance working on

PA project

• Completed “Streamlined Project Application” work sheets for a COVID reimbursement.

• Working with finance to get all required documentation for Grants Portal submissions

• Submitting daily PPE in stock and use to the State.

• Completing Situation Reports ( SitRep )

• Tracking donated resources

• Working daily on PPE, cleaners and sanitizers available to purchase

• Issued 213RR for items unable to find through normal supply chain for departments

with none. .

• Transferring PPE to other Departments as requested by department heads. Each

department has be asked to give a two week lead time for items.

• Sending Mainstreet all Economic development information.

• Looking for other grants to defer cost or replace lost revenue .

• Worked on Grower’s Market Plans and safety procedures. Attending each Grower’s

Market

• Daily required activities

o State Emergency Operations Center call every day at 11:00

o General’s Briefing every day at 10:00

o Recovery Call every Friday at 12:00

• Look for funding for flood control measures for property acquisition for holding areas

and emergency routes


• DHSEM sent the review of EOP All Hazards Emergency Operations Plan Basic working on

changes and additions. The state contact for this work has left and working with a new contact.

• Closing out DR 4148 and DR4152 flooding with NMDHSEM

• LEPC was awarded a grant which Rio Rancho will act as fiscal agent to create a Hazardous

Material plan for all of Sandoval county including municipalities.

• LEPC updated the Preparedness Guide with citizen member of LEPC and Seth Muller Sandoval

County emergency Manager on 2-21-20. LEPC meeting now on hold.

Salce Basin

• The Salce Basin completed. It worked with the rain received in May

• Final billing in process it appears we are around $300,000 under contracted price. This

is being calculated now.

• FEMA inspection completed

• Received a 6-month extension on Grant closeout due to COVID 19

Fire Season

• Increasing staffing on Red Flag days. This allows for more bosque patrols and more staffing for

extinguishment.

• Completing all required training on line now

• Prepared all equipment and tools

• Serviced all pumps and tools.

• Working with state on new response and contact protocols due to COVID .

May 2020

Basic Incident Type Code And Description (FD1.21) Total Incidents

113 - Cooking fire, confined to container 1

142 - Brush or brush-and-grass mixture fire 1

321 - EMS call, excluding vehicle accident with injury 35

322 - Motor vehicle accident with injuries 1

341 - Search for person on land 1

363 - Swift water rescue 2

443 - Breakdown of light ballast 1

445 - Arcing, shorted electrical equipment 2

542 - Animal rescue 1

553 - Public service 4

561 - Unauthorized burning 11

611 - Dispatched and cancelled en route 4

651 - Smoke scare, odor of smoke 3

735 - Alarm system sounded due to malfunction 2

744 - Detector activation, no fire - unintentional 1


900 - Special type of incident, other 2

Total 72

April 2020

Patient Age Range

In Years

Number of

Runs

Percent of

Total Runs

unknown 4 9.30%

10-19 4 9.30%

20 - 29 2 4.65%

30 - 39 2 4.65%

40 - 49 2 4.65%

50 - 59 3 6.98%

60 - 69 11 25.58%

70 - 79 11 25.58%

80 - 89 3 6.98%

90 - 99 1 2.33%

total 43

Public Works/Wastewater – May 2020

Public Works

• Roads Graded see attached • Roads Mowed and Swept see attached • Meter readings, Bac-Tees • Mowed Gonzalez field with the brush hog • Replaced street signs on Sagebrush Drive • Leveled out clay piles at Salce Basin • Repaired sink hole on Camino De Los Milagros • Cut weeds and cleaned Administration grounds • Had sneeze guard installed Administration • Striped speed hump and installed signs Loma Del Oro • Mowed Loma Larga and swept bike lane • Cut roots growing under East Ella pavement • Trimmed branches on Nobles Lane • Helped Parks & Rec install drip at Gonzalez Field • Repaired Grinder pumps at Senior Center • Trimmed trees on Camino Vega Verde and Dixon road • Replaced all hoses on Vac-trailer

Wastewater

• Located Wastewater for 811 calls • 1- New residential system Installed • Prepped Odor Control Canisters

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A B C D E FRoads Graded

Andrews {East Meadowlark}Andrews {From Rincon}Andrews {Mockingbird}Angel RdBenscics RdBurlbaw CtCalle AmarillaCalle AzuleCalle Contenta 5/19/2020Calle RojaCalle VerdeCamino AltoCamino BajadaCamino ClaudioCamino De Los Miligros 5/12/2020Chimaja 5/12/2020 5/20/2020Coronado CtCoroval PlCottonwood Coyote RunDixonDon QuixoteDulce CtEl Camino VerdeEstrella Brilliante StFour Wing CtGosset LnGriego CtHollywoodIda Ct 5/12/2020 5/20/2020Judy CtKingsLena CtLos ManzanosNorth end Loma Larga

373839404142434445464748495051525354

A B C D E FOrchardPaseo De DulcelinaPaseo Dulcelena RdPerea LnPrice LnQuail TrailRinconRomeRufflesSagebrushSego LnSenescu CtSerenoSherrod CtSierra VistaTrosello 5/19/2020Via OreadaWindover

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A B C D E F G H I JRoads Mowed 1 3 4 5 6 7 8

Alamos Rd 5/5/2020Albino RdAnyaApplewoodAshleyAugust MaderBalboa CtC De BacaCabezon Calle Blanca N 5/5/2020Calle ContentaCalle ContentaCalle De BlasCamino AlegreCamino AltoCamino De La TierraCamino De OroCamino hermosoCamino VerdeCareyChristian CtCielo AzulCorovalCoronado PlCoronado RdDixonDolittleDon JulioDon LorenzoEl Camino CampoEl DoradoElDorado CtEntrada De Los MartinezEstrella BrillianteFour Wind Ct

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A B C D E F G H I JJacobKieraKjerskiLa EntradaLoma LargaLoma Larga From Todo Los Santos toLoma Larga PondsMeadowlardMikealaMission Ridge 5/5/2020Mission Valley 5/5/2020MockingbirdMorning Sun TrailNobles LnOld Church 5/18/2020OlguinPaseo Ceaser Chavez 5/14/2020Paseo de coCorrales 5/14/2020Paseo Thomas MontoyaPriestlyQuirks LnRayo Del SolReclining acresRichards 5/14/2020RinconRufflesSagebrush 5/6/2020Savannah 5/5/2020SherlockTarghetta 5/19/2020TenorioTerisita CtThanes WayTierra De CorralesTierra EncantadaTodo los Santos

7374757677787980818283848586

A B C D E F G H I JTodos Juntos 5/14/2020Uva RdValle Vista 5/5/2020Verde e ChapparelVia OreadaWatson 5/19/2020WindoverWindsongMountain ShadowsRanchitos 5/5/2020Dandelion 5/5/2020West Ella 5/6/2020Perfecto Lopez 5/6/2020Villa De Paz

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K9

1

JoAnne Roake 2

Mayor 3

DRAFT MINUTES 4

Village of Corrales 5 Governing Body Regular Meeting 6

May 26th, 2020 6:30pm 7

This will be a Teleconference Meeting which the public is allowed to join. 8 You will be allowed to join meeting until 6:35 p.m. 9

Please call: 1-669-900-6833 Meeting ID: 837 0495 8064 # 10 For any questions regarding the teleconference meeting call Aaron at 505-897-0502 11

12

A. CALL TO ORDER AND PLEDGE OF ALLEGIANCE 13 14

B. GOVERNING BODY PRESENT 15 16

Present: Mayor Jo Anne D. Roake (Not voting), Councilor William Woldman, Councilor Kevin 17 Lucero, Councilor Stuart Murray, Councilor Mel Knight, Councilor David Dornburg, Councilor 18 Zachary Burkett. 19

20 C. APPROVAL OF AGENDA 21

22 Motion: to approve the agenda, Action: Approve, Moved by Councilor Knight, Seconded by 23 Councilor Dornburg. 24 Vote: Motion carried by unanimous vote (summary: Yes = 6). 25 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 26 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 27

28 D. PRESENTATIONS 29

William Woldman Councilor

Stuart Murray Councilor

Zachary Burkett Councilor

Kevin Lucero Councilor

Mel Knight Councilor

David Dornburg Councilor

30 E. REPORTS: 31

1. Administrator Report 32 • Bond Presentation from Jill Sweeney 33

34

Administrator Curry: I think you see in your packet a lot of the reports from the departments. 35 During new business you are going to hear some reports from Sandy Rasmussen and others 36 talking about lodger’s tax. We thought it would be appropriate to have that discussion when we 37 were actually talking about the lodger’s tax. That will come up on new business items four and 38 five. First thing I wanted to say on the administrator’s report is that we had a very nice meeting 39 this afternoon to talk about the Grower’s Market. I want to thank Councilor Burkett and 40 Councilor Murray for coming by and sharing their opinions. I may ask Tanya to say a few things 41 in a moment, but we had a good visit with the Gonzaleses this afternoon where we laid out a plan 42 so that the Grower’s Market will begin to look how it used to look. It was a good meeting and I 43 appreciate all the comments prior to and during the meeting. Tanya, do you want to add anything 44 before I move on? 45

Tanya Lattin: I think the meeting went really well and I think that this is going to be a good 46 start to our new beginning. 47

Administrator Curry: Lynn? Do you have anything? 48

Lynn Siverts: No, I agree. I think we had some good discussions. 49

Administrator Curry: So, I think we are moving in the right direction with that and I think it is 50 just a matter of having better communication. One of the better things that came out of this is 51 that we are going to have a lot of communication and the market will continue to be the iconic 52 market that it is for Corrales. Jill Sweeney are you on the line? I would like to turn it over to her 53 to talk about bonds. 54

Jill Sweeney: My name is Jill Sweeney and most of you know that I am a lawyer of Sherman 55 and Howard practicing in public finance here in New Mexico. We are here to talk to you tonight 56 about a general obligation bond for two and a half million dollars for conservation easements. 57 This GO Bond was approved by the voters in March of 2018 and Village staff and consultants 58 have been working on the project to make sure that those projects are ready to proceed. That way 59 when the bond is issued, the proceeds will be spent on projects that are quote, unquote shovel 60 ready. It is most economical for the Village to issue this bond through the New Mexico Finance 61 Authority. It is the same process we went through fairly recently on your municipal gross 62 receipts tax bond. At the moment, your finance team is working on an application to the New 63 Mexico Finance Authority. That application would be brought back before the Council at your 64 June meeting. Then, after working with the finance authority, it would be brought back to you at 65 your July meeting for adoption of an ordinance and approval of an interest rate. The finance 66 authority periodically sets those interest rates so we won’t know what that interest rate will be 67 until a little further into the process. The goal is to close the bond and have funds available for 68 the purchase of the conservation easements in August. Do we have either John Archuleta or Brad 69

Angst on the line? No? In any event, we have been working closely with your financial advisors 70 as well as Village staff to develop a calendar and a financial structure that will work with the 71 Village. With that I will stand for any questions. 72

Councilor Murray: My understanding is that the bond issue is not only for conservation 73 easements but it is for any open space that the Village wants to spend money on is that correct? 74

Jill Sweeney: Councilor Murray, the bond question put before the voters in 2018 is for 75 easements, not outright purchase of land, to be used for recreational as well as other uses. 76

Councilor Murray: Okay, so then let me also ask you, is there a time limit from when the bonds 77 got elected to when they have to be issued? 78

Jill Sweeney: Yes, under state law bonds approved in an election must result in a bond sale 79 within four years. 80

Councilor Murray: Okay, and are we collecting taxes for that bond issue right now? 81

Jill Sweeney: Yes. 82

Councilor Murray: And that is at the 2.4 mill rate? 83

Jill Sweeney: I do not have that right in front of me but I believe so. The commitment we made 84 during the 2020 election cycle was that with the addition of the questions from the 2020 election, 85 that the mill rate would not exceed the 2018 mill rate. 86

Councilor Murray: If we don’t spend the money are the taxes then put in escrow? Or do they 87 get returned to the tax payer? 88

Jill Sweeney: Once the bond is issued, the Village is required to have a reasonable expectation 89 that the proceeds will be spent within three years. That is federal tax law. So, we have to have 90 those projects lined up and ready to go. Should there be unspent proceeds, those would go 91 through the waterfall and could be used for other purposes but the tax law requires that we have 92 projects and reasonable expectation to spend all of the money in the particular manner approved 93 by the voters. 94

Mayor Roake: I do want to let the councilors know that we believe there will be a 95 recommendation coming before this Council from the Farmland Preservation Commission. We 96 can look forward to that. Anything else Jill? 97

Jill Sweeney: I do not think so. Mayor, Council, we look forward to working on that application 98 and coming back to you with a parameters resolution at your meeting on the 16th of June. 99

Mayor Roake: Administrator Curry, is there anything else you would like to add to your report? 100

Administrator Curry: No just that I would stand for any questions. Also, just a reminder that 101 we are probably going to meet again prior to the legislative session. As I am sure some of you 102 have been following that it will be challenging for people to express their opinions during this 103 session because of the way it is setup. I am not sure they are going to let lobbyists, or what they 104 define as a lobbyist into the building as opposed to a public employee. We will keep you up to 105

date but there is just a lot going on. I think the best thing we can do is talk to your local 106 Representatives or Senators and see what they say. 107

Mayor Roake: I believe that session is set to start June 18th. 108

Councilor Knight: I have a question for the Administrator. You had talked about the meeting 109 you had with the Growers’ Market; can you fill us in with any of the details? 110

Administrator Curry: We met at two this afternoon, and Councilor Murray and Councilor 111 Burkett joined us. We met with the Gonzaleses about moving the market back up to the front lot. 112 We talked about access, and moving around in a clockwise way which is something Al 113 discussed. But the tone of the meeting was just to try and get the logistics laid out and make sure 114 that we are managing to keep large gatherings apart. We talked about how they would monitor 115 that. We worked out a flow plan for people coming in there and we think it will work well. I 116 think it’s going to be different and there will be some changes as we work with the Growers’ 117 Market folks. We as the Village have been working very hard to follow the Governor’s orders on 118 all of this and we think we have done that. I think everyone has worked really hard on this and I 119 look forward to moving forward and getting back to future, I guess. 120

Mayor Roake: This is starting this Sunday and we will be having an in-person market and I 121 think everyone will be looking forward to that. We just have to remember that we will have to 122 keep up the social distancing protocols and the vendors have been very cooperative. I would 123 really like to thank the Village governing body, the Administrator and Village employees for 124 being so patient, taking it slow, and following the Governor’s directives. I want to thank every 125 member of the community as well because we are in good shape in terms of this virus. No 126 numbers are acceptable but we have eight cases right now, and as far as we know, we have no 127 fatalities. I think that boils down to our community staying in place and following the COVID 128 safe practices. As we go forward and open up this essential business to people coming on foot, I 129 know we are going to do a good job with it. 130

Councilor Woldman: Just to clarify, this Sunday, there will be pedestrians as opposed to 131 vehicles going through the market. 132

Mayor Roake: That is correct. 133

Councilor Murray: I saw on the news today that the Governor is opening up the outdoor 134 restaurants. I was just wondering if we were moving forward with that too and how can we 135 maximize that 50% or whatever they are going to have? 136

Mayor Roake: I believe our restaurants have been planning for this. I believe they were even 137 planning for this a couple weeks ago and got delayed. I think when Sandy speaks about this 138 during the MainStreet report. She has been working with our local businesses to determine what 139 their maximum capacity can be. I think the Crow, the Bistro, Hannah and Nates, Village Pizza 140 have been working on it. I think everybody has been trying to work on that and I think it is going 141 to start tomorrow. We may need to start flying balloons and making every announcement we 142 can. Again, everybody has to be safe. They probably have marked it out and made sure that 143 everybody is going to be a safe distance from each other. 144

Councilor Murray: I assume that Ex Novo is going to be exempt because they are a brewery 145 and not a food source. 146

Mayor Roake: They have been open and I think they have had food trucks. That’s a really good 147 question and maybe Sandy can help us answer that. 148

Sandy Rasmussen: There is a little stipulation there. I talked with John Perea and all the 149 restaurants. He is not sure he is going to open right away because he cannot have over 50% of his 150 business be alcohol driven. Perea’s is so on the border that he doesn’t think it is worth his time to 151 check to see if he has 49% or 51%. That might affect Ex Novo as well because they have food 152 trucks but they do not have a restaurant. John is going to wait until next week when things start 153 to open more. 154

2. Department Reports 155 156

F. COUNCILORS FORUM: This section is for information purposes only, not for discussion 157 and debate, to inform the Governing Body of an issue/concern that would not be addressed on 158 the agenda during the business session. 159 160 Councilor Lucero: I wanted to express my gratitude that the Growers’ market is moving onto a 161 walkthrough market. Thank you to everyone to who put in work to make that happen. 162

Councilor Knight: I want to thank everyone who organized the graduates’ parade. Everybody 163 was excited to be there and I thought it was a really nice idea. 164 165

G. CORRALEÑOS FORUM: This section is for information purposes only, not for discussion 166 and debate, to inform the governing body of an issue or concern that would not be addressed on 167 the agenda during the business session. There is a 3-minute time limit, unless approved by the 168 Presiding Officer. 169 170 Dave and Amanda Obrien: 171 Dear Councilors 172 I am sure the police and fire department has notified the Council that the North Corrales beach parking is 173 a mess. 174 For the last week the Fire, Police and Animal Control has been out on the road ticketing folks and locking 175 up the gates 24/7. Sadly, it seems someone has been cutting their locks and ropes. We talked to the 176 Police on duty out there and he said parking is unsafe so no vehicle access allowed. The net result is 177 several cars are now parking along Camino Corrales del Norte and climbing through private properties to 178 get back onto the cannel road. 179 This lockdown has made it difficult for Corrales residents (and others) to drop off kayaks for floating 180 down river, etc. 181 Questions: 182 Is there a way to make the parking area for say 15-minute load and unload only? Police and others can 183 monitor and ticket all others. 184 Open up the west cannel road? This was the exit road from the beach. However, it was closed off first, 185 forcing two-way traffic on the east road, which is dangerous, since the roads are only single wide. 186 Thank you for your time. 187 Dave & Amanda Obrien 188

189 All comments must be emailed and will be read into the record. Please email comments to 190 at [email protected] no later than 12:00 p.m. on Tuesday May 26th. 191 192

H. CONSENT AGENDA: All matters listed under the Consent Agenda are considered to be 193 routine by the Village Council and will be enacted by one motion. There will not be separate 194 discussion of these items. If discussion is desired, that item will be removed from the Consent 195 Agenda and will be considered separately. 196 197 1. Approval of minutes for May 12th, 2020 Regular Council Meeting. 198

199 2. Approval of transfer of vehicle between the Corrales Police Department and the Corrales 200

Fire Department 201 202

Motion: to approve the consent agenda, Action: Approve, Moved by Councilor Dornburg, 203 Seconded by Councilor Lucero. 204 Vote: Motion carried by unanimous vote (summary: Yes = 6). 205 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 206 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 207

208 I. ITEMS REMOVED FROM CONSENT AGENDA: 209

210 J. NEW BUSINESS: 211

212 1. Organizational Appointments of Appointed Officials carried over from the April 19th 213

Regular Council Meeting, Confirmation of Appointed Officials per NMSA 3-11-5 (h) 214 215

Village Administrator 216 Chief of Police 217 Village Clerk 218 219

Motion: to approve the appointed officials, Action: Approve, Moved by Councilor Knight, 220 Seconded by Councilor Dornburg. 221 222 Councilor Lucero: I have a couple comments and some discussion about the Village Clerk. I 223 want to make sure that none of these comments are derogatory towards Aaron. These comments 224 are specifically towards the Village Clerk. In the discussions I have had, and this particular 225 dismissal has caught a little traction with me anyway. In several conversations and emails with 226 people in the Village they are wondering why the turnover? Especially with this position 227 considering the time we are in and the amount of experience that has left. Granted, personnel 228 issues are always very tough. I know there is probably some issues we could discuss in this 229 forum, but maybe more in a closed session. I think it would be appropriate just to make sure that 230 I got everything clarified and out in the open so that I can discuss it with people that are 231 concerned. I would like to postpone the appointment of the Clerk upon discussion in a closed 232 session about some of the issues that have taken place with the dismissals recently, especially 233 with the last Village Clerk. 234

235 Mayor Roake: We need to be really careful on this issue. Could I have our counsel weigh in 236 please? 237 238 Randy Autio: I understand your concern. The situation with appointments is a little bit different 239 than when we are considering a classified employee. In this situation we have appointees that are 240 serving at the will of the Mayor with Council approval. You are right, we cannot discuss the 241 merits of letting her go. But the way the appointment process essentially goes is that Councilors 242 can act with their vote. Either you support the Mayor in their appointment or you do not. It is 243 typically not done that we go into closed session because it is an at will employee. I would 244 recommend that all Councilors vote with their feelings on this one. 245 246 Councilor Lucero: It is not that I do not want to support the Mayor. I just want to answer some 247 questions that have been posed to me. Maybe not with this particular position, but just in general. 248 It was suggested that we maybe hold off. I would just like to get this cleared up before we move 249 on with these appointments. 250 251 Mayor Roake: Are there any other questions? Otherwise I will be calling for a vote. 252 253 Councilor Murray: I tend to support Kevin’s statements as well but the problem with the way 254 the appointments are listed is that it is an all or nothing. I would kind of like some answers to 255 about the turnover and some of the issues that may be affecting staff. We are getting questions 256 about the Administration and I think it would be a good thing to be able to discuss those in a 257 closed session. 258 259 Randy Autio: One thing I would say is that you can have a discussion on overall Administration 260 or employee moral or anything like that in open session. You cannot talk about personnel issues 261 except relating to certain personnel actions for termination or discipline of an employee. That is 262 the only time you can go into closed session. This is not a situation because the Mayor may 263 release the Clerk for any or no cause. So, talking about the pluses or minuses of the Clerk are not 264 at issue here. It is not a matter of discipline, it is not a matter of bad job performance, it is the 265 Mayor can simply do this wanting to change a direction. 266 267 Councilor Dornburg: I think that is the key there. This is an at will employee. This is the 268 Administration’s choice who they want serving. My first concern when I heard of it was the 269 optics of it, especially in today’s day and age. But this is not a traditional personnel decision for 270 poor performance, it is a servant at the will of the Mayor. If you disagree with it, you can say no. 271 We can propose an amendment that separates them, but I would discourage that because I do not 272 think there is any purpose served in it. I was unaware that it was every two years. I thought it 273 was when the Mayor came in. I do not disagree with the sentiment you are having, but I do think 274 this is a different kind of issue. 275 276 Councilor Woldman: Firstly, I think if it is possible to separate the first two from the third then 277 that would be appropriate. Secondly, the statement was made that the Mayor is going in a 278 different direction. I think it would be helpful to know why and what that direction was. Not 279 from a personnel perspective, but a direction perspective. 280

281 Mayor Roake: Again, this is an at will employee and it is my decision. I have to be really 282 careful what I say because I do not want to do anything to damage an employee’s privacy. These 283 are sensitive personnel matters and I think I have to kind of stand my ground. I think my counsel 284 will back me up on the fact that there is very little I can say. I think the hopeful new Clerk has 285 been working very diligently throughout the Village the last two years. He is well qualified. He 286 will do an excellent job in making sure that our communication with our Councilors and our 287 community is top notch and that our continuing improvements in technology and continued 288 improvements in follow-through. That he will make sure everything is done right and that is the 289 way we want to go. I do understand your concerns. Believe me, no one wants to change 290 personnel, but that is about all I can say about it. I would disagree with any notion of low 291 morale. But again, when it comes to other appointments, I am willing to sit down and talk about 292 it, but this one is an at will employee. It is my decision, and I would like to take a vote on it. 293 294 Councilor Murray: Can I ask one more question to Mr. Autio? I was looking online at the New 295 Mexico State Statutes and I cannot find subsection h. Is that just a minor technicality? 296 297 Randy Autio: It is in fact under 3-11-5. It is a technical issue with a typo in the agenda, but not 298 a violation of the Open Meetings Act. I think the error occurred because we are constantly 299 working with subsection h in the Open Meetings Act. 300 301 Vote: Motion carried by unanimous vote (summary: Yes = 6). 302 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 303 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 304

305 306

2. Consideration, Action and Approval of Resolution 20-010, a resolution for approval of the 307 Preliminary Budget for Fiscal Year 2020-2021 308 309

Motion: to approve resolution 20-010, Action: Approve, Moved by Councilor Dornburg, 310 Seconded by Councilor Lucero. 311 Vote: Motion carried by unanimous vote (summary: Yes = 6). 312 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 313 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 314

315 316

3. Consideration, Action and Approval of Resolution 20-011, a resolution for authorizing 317 adjustments of various funds for fiscal year 2019-2020 318 319

Motion: to approve resolution 20-011, Action: Approve, Moved by Councilor Knight, 320 Seconded by Councilor Lucero. 321 Vote: Motion carried by unanimous vote (summary: Yes = 6). 322 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 323 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 324

325 326

4. Consideration, Action and Approval of Resolution 20-012, a resolution to authorize 327 disbursement of nine thousand, two hundred dollars ($9,200.00) to Corrales Society of 328 Artists, as requested by the Lodgers Tax Board for the purpose of print advertising. 329 330

Motion: to approve resolution 20-012, Action: Approve, Moved by Councilor Dornburg, 331 Seconded by Councilor Burkett. 332 Vote: Motion carried by unanimous vote (summary: Yes = 6). 333 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 334 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 335

336 337

5. Consideration, Action and Approval of Resolution 20-013, a resolution to authorize 338 disbursement of one thousand, nine hundred dollars ($1,900.00) to Corrales MainStreet, as 339 requested by the Lodgers Tax Board for the purpose of print advertising. 340 341

Motion: to approve resolution 20-013, Action: Approve, Moved by Councilor Woldman, 342 Seconded by Councilor Knight. 343 Vote: Motion carried by unanimous vote (summary: Yes = 6). 344 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 345 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 346

347 348

K. CONFIRMATION OF APPOINTMENTS: 349 350

Bonnie Bagley – Equestrian Advisory Commission 351 Janet Blair - Equestrian Advisory Commission 352 Patty Carroll - Equestrian Advisory Commission 353 354 Motion: to confirm the appointments, Action: Confirm, Moved by Councilor Murray, 355 Seconded by Councilor Woldman. 356 Vote: Motion carried by unanimous vote (summary: Yes = 6). 357 Yes: Councilor William Woldman, Councilor Kevin Lucero, Councilor Stuart Murray, 358 Councilor Mel Knight, Councilor Zachary Burkett, Mayor Pro Tem David Dornburg 359

360 L. ANNOUNCEMENTS/FUTURE AGENDA ITEMS: 361

362 Budget 363 364 Committee/Commission Appointments 365 366 Administrator’s Status on Meadowlark 367 368 Report on Romero/Other Parking Lots near Bosque 369 370 Equestrian Signs 371

372

M. ADJOURNMENT 373 374

A COPY OF THE AGENDA MAY BE OBTAINED ON THE WEBSITE: www.corrales-nm.org 375 click on Government & Council Meetings 376 377 If you are an individual with a disability who is in need of a reader, amplifier, qualified sign language interpreter, or any other form of auxiliary 378 aid or service to attend or participate in the hearing or meeting, please contact the Village Clerk at the Village Offices located at 379 4324 Corrales Road, at least five (5) days prior to the meeting or as soon as possible. 380 Public documents, including the agenda and minutes, can be provided in various accessible formats. 381 Please contact the Village Clerk at 897-0502, or by e-mail at [email protected] if a summary or other type of accessible format is needed. 382

NEXT REGULAR COUNCIL MEETING: June 16th, 2020 at 6:30pm 383

I certify that notice of the Public Meeting has been given in compliance with the Open Meetings 384 Act, Section 10-15-1 through 10-15-4 NMSA 1978 and the Open Meetings Resolution 19-041. 385

I certify that this agenda was posted on: May 22nd, 2020. 386

387

388

____________________________________ 389 Aaron Gjullin, Village Clerk 390

VILLAGE OF CORRALES

RESOLUTION NO. 20-014

APPROVAL TO PARTICIPATION IN MUNICIPAL ARTERIAL PROGRAM (MAP) ADMINISTERED BY NEW MEXICO DEPARTMENT OF TRANSPORTATION

WHEREAS, the Village of Corrales and the New Mexico Department of Transportation enter into a Cooperative Agreement.

WHEREAS, the total cost of the project will be $520,000.00 to be funded in proportional share by the parties hereto as follows:

a. New Mexico Department of Transportation’s share shall be $390,000.00

b. Village of Corrales’s proportional matching share shall be $130,000.00

TOTAL PROJECT COST IS $520,000.00

Village of Corrales shall pay all costs, which exceed the total amount of $520,000.00.

NOW therefore, be it resolved in official session that Village of Corrales determines, resolves, and orders as follows:

That the project for this Cooperative agreement is adopted and has a priority standing.

The agreement terminates on June 30, 2022 and the Village of Corrales incorporates all the agreements, covenants, and understandings between the parties hereto concerning the subject matter hereof, and all such covenants, agreements and understandings have been merged into the written agreement.

NOW therefore, be it resolved by the Village of Corrales to enter into Cooperative Agreement Control Number L300282 with the New Mexico Department of Transportation for LGRF Project for FY-21 for Planning, Design, Construction, Reconstruction, Pavement Rehabilitation, Construction Management, Drainage and Misc. Improvements-Loma Larga Mill and Inlay from Camino Rayo Del Sol Camino Todo Los Santos Phase IV included with resolution number 20-014 within the control of the Village of Corrales in Corrales, New Mexico.

ACCEPTED AND APPROVED this 16th day of June 2020 in regular session by the Village of Corrales Governing Body.

VILLAGE OF CORRALES

___________________________________Jo Anne D. Roake, Mayor

ATTEST:

______________________________ Aaron Gjullin, Village Clerk

VILLAGE OF CORRALES RESOLUTION NO. 20-015

A DECLARATION RESOLUTION OF EMERGENCY CONDITIONS IN VILLAGE OF CORRALES DUE TO COVID 19

WHEREAS, Governor Lujan Grisham of the State of New Mexico issued Executive Order 2020-004 on the 11th Day of March 2020 proclaiming a public health emergency; and

WHEREAS, Governor Lujan Grisham of the State of New Mexico issued Executive Order 2020-036 on the 1st Day of June 2020 amending the State of New Mexico a public health emergency; and

WHEREAS, the New Mexico Department of Health issued a Public Health Emergency Order to Limit Mass Gatherings Due to COVID-19 on the 12th Day of March 2020; and

WHEREAS, the New Mexico Department of Health issued a Public Health Emergency Order Clarifying that Current Guidance Documents, Advisories, and Emergency Public Health Orders Remain in Effect; and Amending the March 23, 2020, April 6, 2020, April 11, April 30, 2020, May 5, 2020, and May 15, 2020, on the 1st Day of June 2020; and

WHEREAS, the Village of Corrales Council declared a State of Emergency due to COVID-19 on the 17th day of March 2020; and

WHEREAS, the President of the United States of America declared a National Emergency for the ongoing Coronavirus 2019 pandemic on the 13th day of March 2020; and

WHEREAS, the Village of Corrales will follow current Public Health Orders in regards to in-person public meetings and modified operations of the municipal government; and

WHEREAS, the Village of Corrales has on going infrastructure projects and a federally funded mitigation projects that may be impacted due to supply chain and staffing issues; and

WHEREAS, the Village of Corrales will have increase costs of personal protection, sanitation and medical supplies due to supply chain, increased requirements and increased need; and

WHEREAS, the Village of Corrales will have reduction in workforce due to illness of staff and family member leading to increase use of Paid Emergency and Administrative Leave; and

WHEREAS, the Village of Corrales will have an increase in worker’s compensation and unemployment rates due to high risk workers and possible contraction of COVID-19; and

WHEREAS, the Village of Corrales will experience increase of overtime cost in critical departments due to illness of staff and family members; and

WHEREAS, the Village of Corrales with reduced staffing based on current Public Health Orders to help prevent the spread of COVID 19 will modify, or close facilities, and create alternatives to many programs; and

WHEREAS, the need to be prepared to address the possibility of decreased staffing or modified work hours in August as the Public Education Department and area schools plan for the start of schools which many affect staff’s ability to work; and

WHEREAS, the Village of Corrales will be providing increased emergency responses; and

WHEREAS, the Village of Corrales without on-going assistance may have insufficient resources to effectively respond to the citizens needs associated with COVID 19;

NOW, THEREFORE, BE IT RESOLVED, that the Village of Corrales Council, Corrales, New Mexico, does hereby extend a State of Emergency due to COVID-19 for the purpose of exercising applicable emergency powers and expenditure of available resources, and requesting aid, assistance, and relief programs and funds available from the State of New Mexico and the Federal Government by virtue of New Mexico Civil Emergency Preparedness Act (NMSA 1978, 12-10-01, et. seq.)

Beginning on the 16th day of June and remaining in effect until the 30th day of September, 2020 or upon further order of the Village of Corrales Council.

In addition, during the period of this Emergency, the Mayor shall have the authority to limit, alter or change staff schedules, and the delivery of non-emergency services to protect the public and Village employees; and

The Governing Body hereby alters its Open Meetings Resolution for the period of this Emergency to protect the public, Village employees and elected officials by:

1. Allowing all members of the governing body, staff and public to call in for meetings, and2. Limiting the capacity of the Meeting Chambers following the most current directives of

the Center for Disease Control and the NM Department of Health and creating analternate method for citizens to listen to the public meetings and make public commentand participate in public hearings as designed and approved by the Mayor and the VillageContract Attorney.

PASSED, ADOPTED AND SIGNED this 16th day of June 2020.

VILLAGE OF CORRALES

___________________________________ Jo Anne D. Roake, Mayor

ATTEST:


(SEAL)

Active/51852262.1

RESOLUTION NO. __________

AUTHORIZING AND APPROVING SUBMISSION OF A COMPLETED PUBLIC PROJECT REVOLVING FUND GENERAL OBLIGATION APPLICATION TO THE

NEW MEXICO FINANCE AUTHORITY AND EXPRESSING THE INTENT OF THE VILLAGE OF CORRALES TO ISSUE

GENERAL OBLIGATION BONDS OR ENTER FINANCIAL OBLIGATIONS IN THE APPROXIMATE AGGREGATE AMOUNT OF $2,500,000 TO FINANCE CAPITAL

EXPENDITURES

WHEREAS, the Village of Corrales, New Mexico (the “Governmental Unit”) is a qualified entity under the New Mexico Finance Authority Act, Sections 6-21-1 through 6-21-31, NMSA 1978 (“Act”), and the Village Council (the “Governing Body”) is authorized to borrow funds and/or issue bonds for financing of public projects for benefit of the Governmental Unit; and

WHEREAS, the New Mexico Finance Authority (the “Authority”) has instituted a program for financing of projects from the public project revolving fund created under the Act and has developed an application procedure whereby the Governing Body may submit an application (“Application”) for financial assistance from the Authority for public projects; and

WHEREAS, the Governing Body intends to acquire conservation easements or other rights or interest in land for recreational opportunities (the “Project”) for the benefit of the Governmental unit and its citizens; and

WHEREAS, the application prescribed by the Authority has been completed and submitted to the Governing Body and this resolution approving submission of the completed Application to the Authority for its consideration and review is required as part of the Application.

NOW THEREFORE, BE IT RESOLVED BY THE GOVERNING BODY OF THE VILLAGE OF CORRALES, NEW MEXICO:

Section 1. That all action (not consistent with the provision hereof) heretofore taken by the Governing body and the officers and employees thereof directed toward the Application and the Project, be and the same is hereby ratified, approved and confirmed.

Section 2. That the completed Application submitted to the Governing Body, be and the same is hereby approved and confirmed.

Section 3. That the officers and employees of the Governing Body are hereby directed and requested to submit the completed Application to the Authority for its review, and are further authorized to take such other action as may be requested by the Authority in its consideration and review of the Application and to further proceed with arrangements for financing the Project.

Section 4. The Governmental Unit intends to issue bonds or enter financial obligations (the “Obligations”) in the approximate aggregate principal amount of $2,500,000 to pay the costs of the Project including the reimbursement of certain costs incurred by the Governmental Unit prior to the execution and delivery of the Obligations, upon terms acceptable to the Governmental Unit, and to take all further action which is necessary or desirable in connection therewith. This

20-016

2 Active/51852262.1

resolution is intended to be a declaration of "official intent" to reimburse expenditures within the meaning of Treasury Regulation Section 1.150-2.

Section 5. All acts and resolutions in conflict with this resolution are hereby rescinded, annulled and repealed.

Section 6. This resolution shall take effect immediately upon its adoption.

PASSED, APPROVED AND ADOPTED this 16th day of June, 2020.

VILLAGE OF CORRALES, NEW MEXICO VILLAGE COUNCIL

By: ________________________ Mayor

(Seal)

ATTEST:

_________________________ Village Clerk

VILLAGE OF CORRALES RESOLUTION NO. 20-017

A RESOLUTION SPONSORING THE 26th ANNUAL FOURTH OF JULY PARADE.

WHEREAS, for the past twenty-six years, Corrales has had a parade on the Fourth of July, organized by local residents; and

WHEREAS, due to Public Health Orders limiting mass gatherings; and

WHEREAS, the Governing Body and Village Staff understand the importance and history of the 4th of July Parade; and

WHEREAS, the sponsor for the event will be the Village of Corrales; and

WHEREAS, the parade will begin at 10:00 a.m. on Saturday July 4th, 2020; and

WHEREAS, the 4th of July parade will be a drive through parade due to COVID-19, following a modified rules; see attachment A, and modified route; see attachment B; and

WHEREAS, spectators will be able to watch the parade from Village right of way easements along the parade route from their vehicles.

NOW THEREFORE, BE IT RESOLVED, that the Village of Corrales is sponsoring the 26th Annual Fourth of July Parade.

BE IT FURTHER RESOLVED, that the Governing Body of the Village of Corrales hereby gives its approval to commence with the 4th of July Parade during COVID-19.

PASSED, ADOPTED AND SIGNED this 16th day of June 2020.

VILLAGE OF CORRALES

___________________________________Jo Anne D. Roake, Mayor

ATTEST:


(SEAL)

Attachment B

VILLAGE OF CORRALES STATE OF NEW MEXICO

RESOLUTION NO. 20-018

RESOLUTION FOR APPROVAL TO PARTICIPATE IN THE 2020/2021 LOCAL GOVERNMENT ROAD FUND CO-OP AGREEMENT PROGRAM

WHEREAS, The New Mexico Department of Transportation District III has notified the Village of Corrales that the Village is invited to participate in the 2020/2021 Co-operative Funding Program, and;

WHEREAS, the total cost of the project will be $206,667.00 to be funded in proportional share by the parties hereto as follows:

1. New Mexico Department of Transportation’s share shall be 75% or $155,000.00

and

2. The Village of Corrales’ proportional matching share shall be 25% or $51,667.00

TOTAL PROJECT COST IS $206,667.00

WHEREAS, the proposed work is necessary for public good, convenience, and public welfare, and;

WHEREAS, the project will serve the public of the municipality, county, and school district;

NOW, THEREFORE, BE IT RESOLVED BY THE VILLAGE OF CORRALES, NEW MEXICO GOVERNING BODY, that:

That the project for this Cooperative agreement is adopted and has a priority standing.

The agreement terminates on December 31, 2021 and the Village of Corrales incorporates all the agreements, covenants, and understandings between the parties hereto concerning the subject matter hereof, and all such covenants, agreements and understandings have been merged into the written agreement.

NOW, THEREFORE, BE IT RESOLVED BY THE VILLAGE OF CORRALES, NEW MEXICO GOVERNING BODY to enter into Cooperative Agreement Control Number HW2 - L300263 with the New Mexico Department of Transportation for LGRF Project for year

2020 – 2021 to Design, Pavement Rehabilitation, Reconstruction, Construction, Drainage and Miscellaneous Improvements at various Village road locations within the control of the Village of Corrales in Sandoval County, New Mexico.

APPROVED this 16th day of June 2020.

VILLAGE OF CORRALES

______________________________ JoAnne D. Roake, Mayor

ATTEST:

_________________________________Aaron Gjullin, Village Clerk

(SEAL)

Biennial Memorandum of Understanding (MOU)

July 1, 2020 – June 30, 2022

Between

New Mexico MainStreet Program, The Village of Corrales,

and Corrales MainStreet and Arts & Cultural District/Compound

The State of New Mexico’s Economic Development Department seeks to increase the number of jobs and

businesses, sustain and expand existing businesses, mitigate commercial leakage, support local entrepreneurs in

start-ups, and improve property values within traditional and historic commercial districts. To that end, it has

dedicated resources, professional assistance and services to partnering municipalities and a local nonprofit

organization representing stakeholders within the designated commercial district through the New Mexico

MainStreet (NMMS), New Mexico Arts & Cultural District (ACD), and Frontier and Native American Communities

Initiative programs. The partners of this MOU agree to dedicate collaborative resources, adopt local economic

growth and revitalization tools, and establish economic development funding for operations and program

implementation to restore economic vitality within the MainStreet economic redevelopment district.

New Mexico MainStreet (NMMS) is a designated “Main Street America Coordinating Program” of the National Main

Street Center, Inc. (NMSC), a subsidiary of the National Trust for Historic Preservation. The New Mexico Economic

Development Department (NMEDD) is licensed and accredited annually to administer the NMSC’s Main Street

Four-Point Approach® downtown revitalization. It does so through the NMSC’s “Economic Transformation

Strategies.”

The New Mexico MainStreet (NMMS) program is an economic development partnership program with local, eligible

communities. The NMEDD, by New Mexico State Statute (New Mexico MainStreet Act 3-60B-1 to 3-60B-4 NMSA

1978, as amended 2013, and the Arts and Cultural District Act 2007), is authorized to select local partners to

participate in the New Mexico MainStreet’s program based on the standards and principles set forth by the NMSC

and when legislative appropriation allows. Local partners (the local revitalization organization and the local

governing body), join their resources (human, social and financial) to directly support the economic development of

the district.

As a NMSC Main Street America Coordinating Program, NMMS provides local MainStreet organizations and their

local government partners with resources, training, and technical services that enhance local culture and heritage,

and build the economic vitality of each participating community’s downtown, village plaza, town center, courthouse

square, historic commercial corridor or traditional neighborhood central business district.

The local government partner (municipal, county or tribal government) financially supports the work of a community

economic development partnership within the dedicated MainStreet district for both operations and program

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implementation through a service contract with the local, state-designated MainStreet organization. Since the

NMMS program and its designation of local partners are established by state statute, and with the understanding

that the service contract binds the local MainStreet organization to implementation of economic development

projects which have a fair-market value in exchange for funds received, local government partners remain in

compliance with anti-donation clause of the New Mexico Constitution.

The local MainStreet organization is an economic development organization comprised of downtown stakeholders,

whose programs, projects, and activities enhance the local downtown economy and contribute to the quality of life

of its citizens. The organization builds local partnerships to leverage resources and buy-in for the revitalization of

the district.

This MOU commits partners to the criteria defined in New Mexico MainStreet Program Guidelines (Attachment 1).

This MOU covers a period of two (2) years beginning July 1, 2020. Once fully executed by all parties on the

signature page below, it replaces any previous Letters of Agreement (LOA) or MOU related to the NMMS program

of the NMEDD.

I. PARTICIPATION AND COMMITMENT UNDER THIS MEMORANDUM OF UNDERSTANDING

The local Governing body of Village of Corrales and the Corrales MainStreet and Arts & Cultural District/Compound

agree to abide by the eligibility and participation requirements as set forth below. The local governing body’s official

representative and the steering committee or Board of the local MainStreet organization have read and understand

the Accreditation requirements of the NMMS Program and the NMSC’s “Accreditation Standards” as set forth in

Attachment 1.

II. REQUIREMENTS OF THE LOCAL MAINSTREET ORGANIZATION

A. Provide community economic growth revitalization services to the property and business owners and

residents of the district through the Main Street Four-Point Approach®, and in alignment with the

guidelines of the NMSC.

B. The organization has a fully executed Memorandum of Understanding (MOU) with the Economic

Development Department.

C. The organization has a separate annual contract of services with the local government partner(s)

(municipality, county, and/or tribal government) to do community development work within the designated

MainStreet and/or ACD district. The organization must supply NMMS with a copy of the executed

agreement annually.

D. Work with the local government partner(s) (municipal, county, or tribal government) to ensure that

appropriate financial revitalization tools, created through state statute for economic development (inclusive

of any statutory changes), are adopted by the local government partner for the MainStreet District. These

tools may include the Local Economic Development Act (LEDA), a Metropolitan Redevelopment Area

(MRA), District Master Plan, and/or Cultural Economic Development Plan, and related finance

mechanisms, such as Tax Increment Finance District (TIF), a Tax Increment Development District (TIDD)

and/or a Business Improvement District (BID).

E. The organization must maintain compliance with all annual nonprofit registration and reporting

requirements of the New Mexico Secretary of State’s Corporations Bureau, the New Mexico Attorney

General’s Office (Charitable Organizations Division) and Internal Revenue Service (IRS). The organization

files all compliance and related documents to the NMMS Digital Dashboard.

F. The organization, in partnership with the local government, maintains the minimum required operating

budget relevant to the size of the community, neighborhood or district served (Attachment 1, Table 1).

G. The organization, if established as an independent corporation, must have a Board of Directors with

oversight of the organization’s performance.

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1) The Board of Directors agrees to raise matching funds for operations per the specifications

(Attachment 1, Table 1)

2) The organization must maintain an adequate budget to support training for Board members in

nonprofit management and leadership and ensure Board attendance requirements are met.

H. The organization is required to establish three (3) NMMS approved Economic Transformation Strategies

(ETS) based on adopted economic development plans for the district, implement the work of the Main

Street Four-Point Approach®, and provide evidence of annual progress towards implementation.

1) One (1) of the three (3) ETS's should be dedicated to organizational capacity-building activities

that directly relates to programs/districts specific economic development goals.

2) The organization is required to have a written work plan adopted by the Board of Directors that

reflects projects and activities in each of the Four Points towards realization of outcomes of the

three (3) Economic Transformation Strategies.

I. The organization has adopted, and abides by, the following organizational policies as recommended by

the IRS and the New Mexico Attorney General’s office:

1) Conflict of Interest policy: All members of the Board of Directors or Steering Committee must sign

a Conflict of Interest Disclosure statement in accordance with the adopted Conflict of Interest

policy,

2) Records and Retention and Destruction policy,

3) Whistleblower Protections policy,

4) Fiscal Controls/Financial Management policy, and

5) Non-discrimination policy.

J. Upon revision to the local MainStreet organization’s operational bylaws and/or amendment of its Articles

of Incorporation, the local organization will provide NMMS with updated copies.

K. The organization hires an Executive Director to oversee day-to-day operations of the nonprofit (see

Attachment 1, Table 1), to provide outreach and support to the MainStreet District’s constituents, attend

required meetings and trainings and support the Board and its committees in implementing the goals,

projects, and activities outlined in Board-adopted ETS’s.

1) The Board of Directors provides the Executive Director with a written job description; an

appropriate annual staff work plan based on the organization’s annual work plan; and at minimum

an annual job performance review.

2) The Board of Directors ensures the Executive Director has an office equipped to conduct the work

of the program.

3) The Board of Directors maintains adequate funding for the Executive Director’s expenses in

building skills knowledge and expertise to assist the organization through the trainings and

programs offered by NMMS and the NMSC.

L. Meet all NMSC Accreditation Standards needed to maintain status as a Main Street America Affiliate or

Accredited program. Provide evidence of annual compliance with all programmatic requirements of the

NMMS program including legal compliance documents, annual work plans, operating budgets,

assessment surveys, progress reporting and adoption of required policies.

M. The organization agrees to meet all requirements for reporting NMMS reinvestment statistics.

1) The organization agrees to submit Quarterly Reports to NMMS as established by the state

legislature, tracking performance measures for the program. Reports are submitted according to

the following schedule:

1. The First Quarter Report, July 1 through September 30 is due October 10.

2. The Second Quarter Report, Oct 1 through December 31 is due January 10

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3. The Third Quarter Report, January 1 through March 31 is due April 10

4. The Fourth Quarter Report, April 1 through June 30 is due July 10.

2) The organization ensures the timely filing of all other reports and surveys required by the NMSC,

the State Legislature, the NMEDD, and, where applicable, municipal and governmental partners.

N. The organization’s Staff and Board members participate in an annual NMMS assessment to review

organization and staff performance.

O. The organization will notify NMMS of any changes to contact information for the local program office,

Executive Director, Board President, Board Members and Committee Chairs.

III. REQUIREMENTS OF THE LOCAL GOVERNMENT PARTNER – VILLAGE OF CORRALES

The Main Street Four-Point Approach® for comprehensive economic growth and revitalization of historic and

traditional commercial neighborhood districts requires a cooperative, working partnership of the public and private

sectors to succeed.

With the execution of this MOU, the NMMS program requires each local MainStreet program to have in place an

annual resolution of financial support adopted by the local government stating its support and funding commitment

to the local MainStreet organization. Each year, the annual resolution by the governing body will need to be

approved and delivered to the NMMS office as a condition of receiving services or funding from NMMS. Failure to

adopt such resolution of financial support, or to provide the required financial resources, may result in the

suspension of the services provided by NMMS and designation of the local organization as “inactive.”

A. NMMS requires the local government partner to enter into an annual service contract (or similar

procurement mechanism in accordance with local policies and standards) for such financial support based

on the adopted District Cultural Economic Development Plan, District Master Plan or Metropolitan

Redevelopment Area Plan and the ETS, with the local MainStreet organization. Contracts should specify

the commitment of resources in accordance with the New Mexico MainStreet Program Guidelines

(minimum funding contributions by the local government partner are described in Attachment 1, Table 1)

and shall include deliverables and/or services relevant to the revitalization of the downtown MainStreet

District and/or Arts & Cultural District under the specifications of an adopted Cultural Economic

Development Plan, District Master Plan or Metropolitan Redevelopment Area Plan for the District(s) and in

alignment with the selected ETS’s.

B. Coordinate planning and implementation of revitalization projects through designated/appointed liaisons

(local government Manager, Administrator, or Planning Director).

C. Where applicable, adopt appropriate ordinances, tools (LEDA, etc.), plans (District Cultural Economic

Development Plan, District Master Plan or Metropolitan Redevelopment Area Plan) and include projects on

local Infrastructure Capital Improvement Plans (ICIP) to support the district revitalization. The local

government partner will dedicate economic development funding to priority economic development projects

identified in adopted ordinances, tools, and plans, and agrees to administer state and federal funds with the

MainStreet organization partner.

D. Partner in public infrastructure reinvestment in the district by administering funds in a timely manner,

coordinating projects and managing capital outlay or other state or federal funds dedicated to revitalization

projects.

E. Assist the MainStreet and/or Arts & Cultural District organization, where applicable, with collection and

dissemination of relevant information, plans and statistics that support the district economic revitalization or

reporting to the New Mexico State Legislature through the NMMS program.

IV. REQUIREMENTS OF THE NEW MEXICO MAINSTREET PROGRAM

NMMS, in consideration of financial resources established annually through the New Mexico State Legislature, will

provide the following services to designated MainStreet communities (inclusive of the local government partner,

local MainStreet organization, and businesses/property owners within the MainStreet district):

5

A. Through its staff or contractors, provide technical assistance relevant to the Main Street Four-Point

Approach® and other commercial district economic growth, revitalization and management topics. Each

local organization may request services from NMMS, through submission of a Service Request Form to the

NMMS Director.

B. Provide trainings, institutes, workshops and conferences to support the community revitalization work of

organizations and local government partners, and the professional development of Executive Directors and

Board Members, including Executive Director State-Certification.

C. Conduct an annual Accreditation Review of the local MainStreet organization, a comprehensive

assessment of the program’s accomplishments under the Main Street Four-Point Approach® with

recommendations required of the organization as a State-Designated Revitalization Partner.

D. Seek, manage and coordinate public resources (capital outlay, public infrastructure or other state/federal

funds) and partnership grants for the implementation of local revitalization projects.

E. Supplies NMSC network membership dues and discounted registration fees for trainings, institutes,

workshops and conferences, as funding is available.

V. SUBLICENSES

Designated Main Street America Affiliate and Accredited Programs must sign an annual sublicensing agreement

established by the NMSC and implemented through the NMMS State Coordinating Program. The sublicensing

agreements establish guidelines for participation and use of Main Street America Logos and Branding.

VI. MAIN STREET AMERICA ACCREDITATION

Consideration for Accreditation by the National Main Street Center (NMSC) applies only to organizations that

implement their Economic Transformation Strategies, track and fulfill performance measures, and meet the

Standards of Performance established by the NMSC (Attachment 1, Section IV, C).

VII. NONCOMPLIANCE

An organization that is unable to meet its programs requirements, especially organizations with minimum budget

and staff salaries, does not maintain its agreements with local government, or does not follow the Main Street Four-

Point Approach® may be re-designated and NMMS services may be suspended. The Economic Development

Department may also notify programs of termination of the MOU at the New Mexico MainStreet Director’s

recommendation. Upon cancellation of the MOU, NMMS will no longer provide services to the organization and

local government partner and they will be ineligible to apply for NMMS funding opportunities. The organization may

be further prohibited from using the Main Street name, a trademark of the National Main Street Center, Inc. Inactive

programs must reapply to NMMS for designation through the NMMS Accelerator Process.

VIII. AGREEMENT

The parties hereunder do mutually agree that they have read and fully understand the obligations and

responsibilities in operating as a partner with the New Mexico Economic Development Department’s New Mexico

MainStreet program as a MainStreet and/or Arts & Cultural District organization with the New Mexico MainStreet

Program as stated herein and in Attachment 1 (New Mexico MainStreet Program Guidelines) accompanying this

MOU. The parties further agree to abide by the terms of this MOU, implementing it to the best of their ability, with

the assistance of services and resources (when available) provided through the New Mexico MainStreet program,

and in accordance with the Main Street Four-Point Approach® as defined by the National Main Street Center, Inc.

The local MainStreet and/or Arts & Cultural District organization, local government partner and New Mexico

MainStreet program hereby mutually agree to support the revitalization of the designated MainStreet and/or Arts &

Cultural District under the specifications listed herein and in Attachment 1 (New Mexico MainStreet Program

Guidelines) accompanying this MOU.

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We do hereby sign:

On behalf of New Mexico MainStreet Program, a program of the New Mexico Economic Development

Department:

_______________________________________________________________________________

Director, New Mexico MainStreet Program Date

On behalf of the Local MainStreet/Arts & Cultural District Organization:

_______________________________________________________________________________

President of Corrales MainStreet and Arts & Cultural District/Compound Date

_______________________________________________________________________________

ACD Coordinating Council/Committee/Taskforce Representative, if Applicable Date

On behalf of the Local Government Partner:

_______________________________________________________________________________

Mayor/Manager/Representative of the Village of Corrales Date

Please enclose the annual resolution of the City Council, County Commission or Tribal Council identifying

financial support for the MainStreet organization. Also attach any other working agreements or contracts

between the local governing body and the local MainStreet organization.

6/8/2020

Attachment 1 - Page 1 of 8

Attachment 1: New Mexico MainStreet Program Guidelines

for July 1, 2020 through June 30, 2022

I. Background

Mission: The New Mexico MainStreet Program fosters economic development in the state by supporting local

MainStreet/Arts & Cultural District revitalization organizations and their local government partner in their economic

work in downtowns and adjacent neighborhoods. The Program provides resources, education, training and services

for asset-based economic growth that builds local knowledge and skills based on the Main Street Four -Point

Approach®, which preserves and enhances the built environment, supports district businesses and entrepreneur

development, and conserves and interprets local culture and heritage resulting in increased economic vitality of

each participating local MainStreet district.

New Mexico MainStreet (NMMS) is a designated “Main Street America Coordinating Program” of the National Main

Street Center, Inc. (NMSC), a subsidiary of the National Trust for Historic Preservation. The New Mexico Economic

Development Department (NMEDD) is licensed and accredited annually by the NMSC to administer and manage

the Main Street Center’s registered trademark revitalization program in New Mexico providing services, resources

and technical assistance to help implement the Main Street Four-Point Approach® to local organizations.

NMMS is delegated by state statute (Main Street Act, NMSA 1978, 3-60B-1 to 3-60B-4 and the Arts and Cultural

District Act, NMSA 1978 15-5A-1 to 15-5A-7 NMSA 1978), and through NMEDD, to assist communities in building

capacity in community economic development that creates jobs, supports commercial property owners, mitigates

leakage, grows businesses, encourages entrepreneurs, benefits the local economy, and raises the quality of life for

its residents. The NMMS program was launched in 1984 and accepted its first designated organizations in 1985.

NMMS is responsible for coordinating and orchestrating resources, services, and professional technical assistance

to its organizations via several programs and initiatives. For more information, visit the NMMS website:

www.nmmainstreet.org.

II. New Mexico MainStreet and Main Street America Designations

Local New Mexico MainStreet programs are established as public-private, community economic development

partnership programs dedicated to revitalization and economic growth of traditional and/or historic commercial

centers. Local programs are tiered, based on local capacity/development and receive resources, technical

assistance and support from NMMS concurrent with their program designation or authorization. Local communities

enter the program through an Accelerator process to bring the organization up to full capacity within 18 months. It is

an intensive coaching and start-up process in the Four Point Main Street Approach®™. Successfully graduating

from the Accelerator Process leads to designation as a National Main Street Center “Main Street America” program

and makes the community part of a larger network with a proven track record for celebrating community character,

preserving local history, and generating impressive economic returns.


A. Designation as Main Street America Affiliate™ or Accredited™ Program: NMMS, as a licensed and

accredited State Coordinating Program, annually awards local Mainstreet programs with a Main Street

America Affiliate™ or Main Street America Accredited™ designation based on progress in the prior 12

months toward meeting the National Main Street Center’s Performance Requirements and Operating

Standards (outlined in Section IV, C of this document).

1) Main Street America Affiliate™ status is for revitalization programs that have completed the

NMMS Accelerator Process benchmarks and are building their organizational capacity utilizing their

Economic Transformation Strategies (ETS) that engage the Main Street Four-Point Approach® to

develop their goals and annual implementation plans. Affiliate Programs are building their

operational capacity and their programmatic engagement with demonstrable economic

performance toward completing goals of the ETS leading to Main Street America Accredited

designation.

2) Main Street America Accredited™ status is for programs or organizations that demonstrate

success in planning, implementing, and measuring successful Economic Transformation Strategies

utilizing the Main Street Four-Point Approach®. Accredited programs have fully engaged Boards,

committees or task groups working in all Four Points and a paid Executive Director commensurate

with the requirements listed in Table 1 (Budget and Staffing) based on the size of the community.

Accredited programs establish, monitor and report rigorous outcome performance measurements

and document achievement under all Six Standards of Performance established by the National

Main Street Center, Inc.

B. Sublicensing Agreements for Main Street America Affiliate and Accredited programs:

1) New Mexico MainStreet organizations designated as a Main Street America Affiliate or Accredited

program must sign an annual sublicensing agreement established by the NMSC and implemented

through the NMMS Coordinating Program.

2) The sub-licensing agreements establish guidelines for participation and requisite use of Main Street

America Logos and Branding.

C. New Mexico Arts & Cultural District Program and Designation: The Arts & Cultural Districts Program

(ACD), was established by the legislature in 2007 and statutorily attached to New Mexico MainStreet, to

assist communities in developing their cultural and creative economy resources to create dynamic and

economically vibrant districts. The ACD Program is a joint effort of three state agencies, New Mexico

MainStreet, New Mexico Arts Division, and Historic Preservation Division (HPD). The NMMS Director, by

statute, serves as the ACD Coordinator overseeing the program. The New Mexico Arts Commission

authorizes new districts, compounds and institutions based on recommendations from the ACD

Coordinator, and HPD administers the NM State Income Tax Credit for Preservation of Cultural Properties

that provides a doubling of the available tax credit when a listed property is located within the boundaries of

a State-Authorized ACD.

1) Start-Up Arts & Cultural District Designation: When state resources allow, municipalities, citizens,

NMMS Organizations or other nonprofit organizations can apply to NMMS through a competitive

application process for ACD Start-Up designation to develop strategies to grow their arts, cultural,

and creative economy assets.

ACD Start-Up’s must complete the ACD Start-Up Performance Benchmarks that includesorganizational, financial, planning, and image development modules that build localcapacity, develops local arts and cultural assets, and help develop a cohesive and well-recognized Arts & Cultural district with a high concentration of cultural facilities andprograms that serve as the main anchors of economic and destination development. Acomprehensive outline of the Start-Up process and list of benchmarks is available fordownload at www.nmmainstreet.org/resource.

2) State-Authorized Arts & Cultural District Designation: MainStreet Programs that have completed

the ACD Start-Up benchmarks, established arts and cultural assets and programing, have a

developed, cohesive, easily recognizable District, and have an adopted Cultural Economic


Development Plan can petition the NMMS Director/ACD Coordinator and NM Arts Commission for

designation as a State-Authorized Arts & Cultural District.

State Authorization enables the doubling of the state’s historic tax credits (up to $50,000)

for rehabilitation of eligible historic commercial properties listed on the State Register of

cultural properties within the district’s boundary.

Enables local MS/ACD program to apply for NMMS Capital Outlay Public Infrastructure

projects identified in the adopted Cultural Economic Development Plan.

Access to Four Point technical assistance to implement arts, cultural, and creative

economy projects in the district.

Will be included in Statewide branding and marketing of the Districts as an arts and cultural

destination.

Through municipal adoption of the Local Economic Development Act (LEDA), qualifying

entities under the “cultural facilities” definition can apply for local and state LEDA funds for

public/private economic development projects prioritized in the ACD Cultural Economic

Development Plan, Master Plan, and/or MRA Plan.

As funded by the New Mexico Legislature, access to the Department of Cultural Affairs

"Arts and Cultural District Fund."

D. MainStreet programs with Start-Up or State-Authorized Arts & Cultural District (ACD): In addition toNMMS and National Main Street Operations and Performance Standards (see Section IV. PerformanceRequirements and Operating Standards), programs with a Start-Up or State-Authorized ACD designationmust also meet the following guidelines:

1) The organization shall meet all the statutory obligations of the Arts & Cultural District Act (2007).

2) The organization shall meet all policy requirements established by the State ACD Council:

Quarterly/Semi-Annual Reporting

Creative economy benchmarks and performance measures

3) The organization shall work with their local government partner to complete an ACD CulturalEconomic Development Plan adopted by the local governing body.

4) MainStreet programs having chosen and received Start-Up or State Authorized ACD designationshall add, or dedicate at least one of their ETS’s to ACD/creative economy work.

The ACD Cultural Economic Development Plan will help guide the development of ACDETS to grow the District’s Cultural Economy.

Goals of the ETS shall be integrated into the annual work plan and budget of theMainStreet organization.

5) Establish and maintain a standing ACD Coordinating Council, Committee, or Taskforce dedicatedto implementing ACD/creative economy work:

The ACD Coordinating Council Committee, Council, or Taskforce should include artists,artist organizations, and cultural and creative entrepreneurs.

The MainStreet Board is responsible for ensuring adequate staffing, resourcing or supportto the ACD Coordinating Council, Committee, or Taskforce.

With the support of staff, the ACD Coordinating Council, Committee, or Taskforce shallprioritize and implement projects in the Board-adopted ETS’s, and in line with the CulturalEconomic Development Plan adopted by local government.

The Coordinating Council shall contribute to, and participate in the annual performance oraccreditation reviews conducted by NMMS.


6) ACD staff (and, when possible, ACD Coordinating Council, Committee, or Taskforce members) shall participate in in NMMS trainings, conferences, and institutes.

III. Economic Transformation Strategies and Community Revitalization

The local MainStreet organization is required to set three (3) NMMS-approved Economic Transformation Strategies

(ETS) for the District based on one of the adopted economic development plans. Of the three ETS, one should be

dedicated to organizational capacity building and is not directly related to specific economic development goals. An

annual work plan is developed based on the three (3) ETS. All work in the “Main Street Four-Point Approach®”

(Organization, Design, Promotion, and Economic Vitality), should directly support outcomes established under the

ETS strategies. Work teams, task forces or committees are established to implement projects that advance each

strategy.

The focus of the annual performance review of each local organization will be based on the positive outcomes of

the Board and staff in meeting performance metrics in the annual work plan related to each ETS strategy and the

engagement of each of the Four Points by the organization in meeting each strategy.

ETS strategies should be concrete, specifically defined, and achievable with the existing resources of the local

organization. Local resources include volunteers established as committees/taskforces/work teams, funding, and

adopted revitalization and redevelopment tools necessary for successful completion of each of the annual

strategies. Requests for NMMS services, resources and support are available to help achieve these annual

economic development strategies.

Annual strategies are derived from:

For Main Street America Affiliate or Accredited programs, or State Authorized Arts & Cultural

Districts:

o Adopted District Master Plans, Metropolitan Redevelopment Area Plans, District Cultural Economic

Development Plans

For communities engaged in the New Mexico MainStreet Accelerator or Arts & Cultural District Start-Up process:

o NMMS Readiness Assessment and/or Resource Team Report

o Other Accelerator or Start-Up benchmarks established by NMMS

Based on designation of the local MainStreet and/or Arts & Cultural District organization as a Main Street

America Affiliate™, Main Street America Accredited™ program, NMMS will provide professional assistance and

support through the Main Street Four-Point Approach® tied to ETS’s and annual work plans via a service request

form submitted to NMMS. NMMS will work with the local governing body and the local organization to identify and

apply for funding for planning and infrastructure/capital investments within the district identified as priority projects

in adopted plans. Priority is given to those MainStreet projects on the Infrastructure Capital Improvement Plans;

additional bonus points on competitive applications may also be considered.

IV. Performance Requirements and Operating Standards

A. Requirements for Local MainStreet Organizations

Maintaining a Main Street America Affiliate or Accredited Program can lead to access to additional specialized

technical support, incentive programs, and resources, and serves as a pre-requisite to apply for MainStreet Public

Infrastructure funds and operations/project funding through NMMS Partners (MFA, NMFA, FundIt, and other

federal, state and foundation grantors partnering with NMMS). Maintaining a Main Street America Accredited

program also ensures access to scholarships and grants from the New Mexico Resiliency Alliance (NMRA) and it’s

funding partners.

New Mexico MainStreet maintains a digital dashboard (www.nmmainstreet.org/dashboard/login.php) to track

annual compliance filings and monitor progress toward State Certification and National Accreditation. Local

MainStreet organizations are responsible for uploading compliance and other required filings on an annual basis.


*Note: operating at minimum budget/staffing benchmarks is usually not adequate to advance Four Point projects.

B. Participation Requirements for Local MainStreet/ACD Organizations

The MainStreet/Arts & Cultural District Executive Director and/or appropriate staff should attend NMMS Institute

trainings as established by the State Coordinating Program to build their skills and knowledge.

1) Requirements for Executive Directors:

Executive Director must attend the annual NMMS Winter Conference and NMMS Summer

Institute.

The Executive Director must complete the MainStreet Executive Directors Certification

Program where they will receive one-time training in MainStreet Fundamentals.

o Executive Directors wishing to substitute equivalent training courses, or to receive a

waiver for previously-attended trainings, must obtain prior written approval from NMMS

and proper documentation must be provided when courses are completed.

An Executive Director must attend a National Main Street Conference within the first two years

of employment and at least once every four years to keep up-to-date on the accomplishments

and innovations of other MainStreet leaders nationally.

o The organization, through reimbursement or other schedule of payment, assumes the

costs of the Executive Director’s participation in all required trainings.

2) Board President/Board Members:

The local organization Board President is expected to attend one of the following each year:

NMMS Winter Conference, NMMS Summer Institute, or national Main Street Now conference.

The Board President and other Board members shall attend any required Board member

trainings established by NMMS.

C. National Main Street Center Standards of Performance

1) Main Street America Accreditation: Consideration for Accreditation by the National Main Street

Center applies only to those local MainStreet organizations implementing their Economic

Transformation Strategies, tracking and fulfilling performance measures, and meeting the NMSC

Standards of Performance, listed below. A comprehensive listing of the indicators and scoring

process is available for download at www.nmmainstreet.org/resource.

1. Broad‐based Community Commitment

2. Inclusive Leadership & Organizational Capacity

3. Diverse and Sustainable Funding

4. Strategy‐Driven Programming

5. Preservation‐Based Economic Development

6. Demonstrated Impact & Result

V. Resources Provided by New Mexico MainStreet:

NMMS is funded through the New Mexico State Legislature and provides a variety of resources to designated

communities including access to professional technical assistance, economic growth and revitalization supports,

networking, and education as described in the following pages:


A. Technical Assistance Services

Through its staff or contractors, NMMS will provide technical assistance in a variety of subject areas relevant to the

Main Street Four-Point Approach® and other commercial district economic growth, revitalization and management

topics. Each local organization may request on-site, email, and/or telephone consultation(s) from NMMS. Access to

Technical Assistance is initiated through submission of a Service Request Form to the NMMS Director/ACD

Coordinator. Upon receiving the service request, the NMMS Director/ACD Coordinator will assign the appropriate

Revitalization Specialist(s) to coordinate design and delivery of services, on-site visits and/or other

communications. Service request forms, along with descriptions of available services are available online at: nmmainstreet.org/resource/programs/.

Technical Assistance services include, but are not limited to:

Organization: Organizational development consultants provide facilitation in strategic planning, visioning

and mission statements, work plan development, resource development, leadership and volunteer

development, succession planning, nonprofit management, committee training, staff training, and

continuous quality improvement of the program.

Marketing and Promotion: Promotion, Marketing and Graphic Design specialists offer assistance with

image development and branding, marketing strategies, logo design, promotional and collateral materials

development, event planning, visual merchandising, media relationships, online/social media, publicity and

advertising.

Economic Vitality: Economists, business, and property development specialists provide technical

assistance and training in market analysis, business strengthening and recruitment, real estate

development, economic development incentives, revitalization financing tools, placemaking, and program

progress and impacts monitoring.

Architectural and Design Services: Architects and Planners provide conceptual design services for façade

improvements, floor plans, parking, landscape, signage and interior improvements.

a. Design Intensives: Specialized, local volunteer-driven, on-site design intensives are offered by the

NMMS Design Team through application (when available) to the MainStreet Placemaking, and

MainStreet Façade Squad, and other architectural restoration.

Planning and Historic Preservation: Planners and design professionals provide assistance in placemaking,

historic preservation, community-based planning processes, streetscape design, vehicular and pedestrian

circulation enhancements, parks, way-finding design, district master planning, metropolitan redevelopment

plans, urban planning, and zoning.

Arts & Cultural/Creative Economy Resources Development: Cultural Resource consultants, in partnership

with staff and consultants from New Mexico Arts, offer technical assistance and services related to

protection, development and promotion of arts and cultural resources, cultural facilities and historic

properties to enhance the local creative economy supporting cultural entrepreneurs, creative enterprises

and industries.

B. Other Resources

New Mexico MainStreet provides a variety of resources and partnerships to assist local communities and

organizations with the revitalization of their traditional or historic commercial district. These include:

Trainings, Workshops, Conferences, and Institutes: Annually, NMMS identifies opportunities for

intermediate and advanced-level trainings in specific areas of the Main Street Four-Point Approach® to

strengthen and build skills for organizational and municipal leaders and partnering organizations.

o Annual NMMS Winter Conference and NMMS Summer Institute

o Multi-part series on Grant Writing and Nonprofit Fundraising for local MainStreet leaders


o Online trainings: NMMS provides webinars, videos or other online training opportunities to build

capacity of staff, community leaders and organization volunteers in support of the district economic

growth and revitalization.

NMMS Executive Director Boot Camp and Certification Program: Executive Directors seeking to develop a

professional career path within MainStreet may apply for the State-Certification program. Upon successful

completion of the basic, intermediate and advance trainings, Directors receive status as a State-Certified

Executive Director.

Marketing: NMMS and NMEDD provide statewide marketing opportunities for local MainStreet

organizations/districts, initiatives and activities through its websites (www.goNM.biz,

www.nmmainstreet.org, www.offtheroadnm.org), social media platforms, e-newsletters, and Choose

MainStreet marketing campaign.

Information and Networking: Through regular email, list serves, mailings, websites and meetings, NMMS

provides timely notice on grant and partnership opportunities, guidance on innovative revitalization tools

and techniques, and helps with addressing the multiple challenges that arise during the day-to-day course

of each local organization’s MainStreet efforts.

Accreditation Review: Accreditation by the NMSC recognizes achievement under the Standards of

Performance established by the National Main Street Center, Inc. NMMS conducts an annual accreditation

review – a comprehensive assessment of the program’s accomplishments under the Main Street Four-

Point Approach® for the previous calendar year. Participation in the Accreditation review is required and

the NMMS Director prepares recommendations for the NMSC in the final quarter of each year, based on

the performance of the previous 12 months. Main Street America Accreditation is also contingent upon

meeting all compliance requirements listed in preceding sections.

National Main Street Network Membership: The state program pays each local organization’s annual

network membership fee to the NMSC. Membership benefits include the monthly Main Street News,

discounted conference and workshop registration fees, access to members-only informational resources on

the NMSC website, and member rates on publications.

o National Main Street Center Conference – Main Street Now: Annually, NMMS provides

discounted basic registration for Main Street America Affiliate and Accredited programs to help

each Executive Director attend the Main Street Now conference. Local organizations meeting all

annual performance standards for Main Street America Accredited programs are also provided one

(1) additional discounted basic registration to the NMSC conference for a member of the Board of

Directors when funding is available.

MainStreet Public Infrastructure Funding: MainStreet America Affiliate, MainStreet America Accredited, and

Arts & Cultural District programs are eligible to apply for NMMS Capital Outlay Public infrastructure funding

for priority pedestrian safety upgrades and infrastructure improvements within designated MainStreet

Districts

o NMEDD works with the State Legislature and Governor to appropriate Public Infrastructure funds,

which are then awarded on a competitive basis with particular emphasis on construction-ready

projects and organizational commitment to leverage such funds for direct economic growth and

private sector reinvestment.

MainStreet Partnership Grants and Resources: NMMS works closely with several other state agencies

including the Tourism Department, Historic Preservation Division, New Mexico Arts Division, and the

Department of Transportation as well as other statewide partnering organizations that share a common

vision including the New Mexico Coalition of MainStreet Communities (NMCMSC) and the New Mexico

Resiliency Alliance (NMRA).

o The State Coordinating Program also works with statewide nonprofit and corporate funding partner

organizations that provide funding opportunities to local MainStreet/ACD programs to access and

coordinate resources for district economic development and revitalization projects.

Accounting Policies and Procedures Manual

Amended June 16th, 2020

Village of Corrales

Updated on June 16, 2020

Village of Corrales Accounting Policies and Procedures Manual

Table of Contents Page Introduction…………………………………………………………………………..1 Internal Controls………………………………………………………………………….1

Funds Received by Wire Transfer Inter-Fund Transfers Cash Receipts Procedures Cash Disbursements Procedures Petty Cash Fund Franchise Tax Review Process Journal Entry Review Process Impact Fee Review Process

Purchases………………………………………………………………………………………5 To Prompt a Purchase Proper Documentation for all Purchases Capital Expenditures Consultants Contracts

Reconciliations…………………………………………………………………………….7 Cash Flow Bank Reconciliations Reconciliations of Other General Ledger Accounts Procedure to Ensure Budgets are not in Excess of Cash Balance Year End Adjustments

Payroll………………………………………………………………………………….9 Personnel Payroll Preparation and Timekeeping

Financial Reporting………………………………………………………………………..10 Monthly Reports Exceeded Budgetary Authority Cash Appropriations in Excess of Available Cash Balances

Fixed Asset Management…………………………………………………………………11 Financial Statements……………………………………………………………………….12

Schedule of Expenditures of Federal Awards Year-End Report/Audit

Grant Compliance……………………………………………………………………….....13 Governmental Generally Accepted Accounting Principles

Division of Duties………………………………………………………………………….14 Village of Corrales Council Finance Officer Accounts Specialist Village Administrator Administrative Coordinator/Receptionist Designated assignee

Council members Fiscal Policy Statements……………………………………………………………………..15 Annual Meeting Checklist…………………………………………………………………...17 Computer System Backup Procedures………………………………………………………17

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Introduction

This manual has been prepared to document the internal accounting procedures for the Village of Corrales. Its purpose is to ensure that assets are safeguarded, that financial statements are in conformity with generally accepted accounting principles, and that finances are managed with responsible stewardship. All personnel with a role in the management of Village of Corrales fiscal operations are expected to uphold the policies in this manual. It is the intention of Village of Corrales that this accounting manual serve as our commitment to proper, accurate financial management and reporting.

Internal Controls

Funds Received by Wire Transfer:

The Finance Officer will request a wire transfer of funds. This request will be prepared by the Finance Officer and should be signed by the Village Administrator or alternate designee.

Where appropriate - as in reimbursement of funds - the Finance Officer should forward a project financial statement to the Village Administrator who prepares a request for reimbursement or advance and files or mails the necessary documents, providing a copy to the Finance Officer.

Next, the Finance Officer will monitor the transfer of funds and maintain the appropriate records of this transaction.

As soon as the funds are credited to the approved fund account, the bank should send a credit memo to the Finance Officer. The Finance Officer should reconcile these credit memos to the total cash received at the end of the month. In the absence of the Village Administrator, the Mayor or, in dire emergencies, the alternate designee should authorize wire transfers.

Inter-Fund Transfers:

All funds received should be deposited into the savings account. It will be necessary to transfer funds from the savings account into the checking account. In order to transfer funds from the savings into the checking account, the following procedures should be followed:

The Finance Officer should monitor the balance in the checking account, and determine if there are adequate funds to pay the daily expenses. The Finance Officer should prepare a transfer memo for signature by the Village Administrator to transfer the necessary amounts from the savings account to the checking account. These transfers will occur concurrently with the associated disbursements.

Cash Receipts Procedures:

The Receptionist receives all incoming mail. Any payments received through the mail are forwarded to the Accounts Specialist. The Account Specialist confirms the type of revenues are received. Then recorded with the receptionist for receipting into the cash receipts log. All monies and transactions receipts are kept in a locked drawer and stamp all checks for deposit only immediately, ready for deposit. The Receptionist makes one copy of the check to include in daily cash log report. Finance personnel makes one copy of the check then forwards to Finance Officer

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for any revenue filing. The daily cash log report is given to the Accounts Specialist for deposit preparation. Then, the cash report is given to Finance Assistant for data entry of receipts into the financial system. Finally, the cash report and unpasted report of receipt entry is given to Finance Officer on a daily basis.

Next, the Accounts Specialist prepares a deposit slip and deposits the funds into the General Fund Account and other designated fund accounts, e.g. Court and Trust Agency accounts. The validated deposit slip should be attached to the Finance Officer's cash receipts log and given to the Finance Officer. All check copies should be filed according to the day receipt was received. A deposit not forwarded or mailed to the bank should be locked in the accounting Department's lock box. No deposit should be locked in the file cabinet for more than 24 hours. The daily cash deposit should be completed before 12:00 p.m. the next day.

Cash Disbursements Procedures/ Accounts Payable:

1. Incoming invoices are received by the Accounts Specialist, then forwarded to theresponsible staff department head for his/her approval. A purchase order should alreadybe on file for approval of payment of said, vendor invoice prior to disbursement dates.

2. The staff person responsible for ordering the product or service will check the validity of theinvoice against purchase order, proposals/bids, etc. and work accomplished/delivered. Then,prepare the payment of voucher prior to disbursement dates.

3. On a weekly basis (or the next business day if the date falls on a weekend or holiday), cashdisbursements should be prepared by the Accounts Specialist for signature by authorizedVillage of Corrales officials for expenses, debts and liabilities of the Village of Corrales.

4. The Finance Officer is responsible for the preparation of disbursements. All disbursements areto be made by check unless the item is considered a petty cash item.

5. A check disbursement for payment to vendor should be attached to the original vendor invoice,purchase order, and/or any other supporting documentation. Approval for an expense by theVillage Administrator must be indicated on the purchase order that contains the expense codesand amounts of purchase approval.

6. After inputting all the vendor invoices, the Accounts Specialist will prepare a master list of allchecks to be paid for approval by the Village Administrator. If there are any questions orconcerns about the amounts, the Accounts Specialist should provide necessary informationprior to running any disbursements. If there are any items removed from the batch, the totalson the payment summary form should be corrected, initialed and dated by the VillageAdministrator.

7. The Accounts Specialist should then run an aging account payable, which is generated by theaccounting software. A total of the disbursements to be paid will be recorded on the form andsent to the Village Administrator for approval, along with the current balance in any and allcash accounts.

8. Once the amount to be disbursed has been received, the Accounts Specialist should print thechecks from the computer system. The checks should be attached to the invoice, and other

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supporting documentation, being paid and submitted for signatures. A check register should be run and filed together with the disbursement transmittal form.

9. While the Village Administrator and/or assigned designee signs each check, he/she shoulddouble check the amount of the check to the invoice/purchase order. This approval is to ensurethe account and grant/project is charged to the correct expense and line item.

10. All checks will be mailed as soon as this process is completed by the Receptionist.

11. Supporting documentation should be filed by the Accounts Specialist by check number, innumeric order.

12. The Accounts Specialist/Finance Officer will utilize the paid invoice files to respond to anydiscrepancies which arise with vendors or other payees.

13. Once monthly, the Accounts Specialist/Finance Officer will check the invoice log to determine ifthere are any outstanding invoices which have not yet been paid. If so, the AccountsSpecialist/Finance Officer will investigate the nonpayment of these invoices with the responsiblestaff member.

Petty Cash Fund:

1. The petty cash fund should never exceed $300.00 for receptionist and never exceed$300.00 for Parks & Recreation department.

2. The Finance Officer is the custodian of the petty cash fund.

3. A single disbursement from petty cash shall never exceed $50.00.

4. The petty cash fund shall be operated on an impress basis. This means that when it istime to replenish the petty cash fund, the Receptionist shall total out the expenses madeand identify those expenses by general ledger account number. When the check requestis submitted for payment it should indicate the total amount needed to bring the fundback up to $300.00. Also, the check request should breakdown the various expenseaccounts being charged and the amount charged to each.

5. When a request for petty cash reimbursement is made to the Finance Officer, the itemwill be listed on the Petty Cash Fund Reconciliation Sheet. A description of the itemcharged should be recorded together with the amount. A vendor receipt must be receivedby the Receptionist for the amount of the request in order for the request to be approved.

6. The recipient of the petty cash funds must sign the sheet to indicate receipt of the funds.The paid receipt should be attached to the sheet. All paid information should remain inthe locked petty cash box until it is time to replenish the fund. At that time, the PettyCash Fund Reconciliation Sheet and associated receipts are attached to the Daily PettyCash Reconciliation Sheet.

7. The petty cash box is to be locked at all times when the Receptionist is not disbursing orreplenishing the fund. The locked petty cash box is to be kept in the locked file cabinets

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within the finance office.

8. At least once annually, the Finance Officer should conduct a surprise review of the fund.When this is done, Receptionist should count the monies, while the Finance Officer is inattendance, the total monies on hand and the total amount of receipts in the petty cashbox. The two amounts should equal exactly $300.00. Any discrepancies should bediscussed and resolved immediately.

9. It is a policy of the Village of Corrales not to cash checks of any kind through the pettycash fund.

10. The Village of Corrales postage meter is not to be used for personal mailings under anycircumstances.

Franchise Tax Review Process:

The Village Finance Officer will reconcile annual distributions received for franchise tax revenues of authorized rates and terms. Since the Village does not have access to franchise invoices, the Village will review new and existing agreements, reconcile franchise tax revenues received to agreements, and perform a historic look back for each franchise organization to determine appropriateness of franchise fee revenues. See Franchise Tax Policy adopted by the Village of Corrales.

Journal Entry Review Process:

The Finance Officer will review and sign off on all month and year end journal entries. If Journal Entry is prepared by the Finance Officer, the Accounts Payable Specialist or the Administrator will review and sign off on the Journal Entry. They will be printed and filed for audit trail purposes.

Impact Fee Review Process:

The Finance Officer will review and reconcile impact fee credits. This will include both the number of outstanding credits and their dollar amounts. Planning & Zoning will get rates and terms of impact fees from the Impact Fee Chart.

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Purchases To Prompt a Purchase:

1. When the normal cash disbursement procedure of invoice, etc., is not appropriate, (i.e.,postage, petty cash, etc.) a purchase requisition should be completed and forwarded withany order form or other documentation and expense code to the Village Administratorfor approval. If the check is made out to either the Village Administrator or assigneddesignee, that individual cannot approve the purchase requisition/check.

2. Approved purchase order should be sent to the Accounts Specialist for payment.

3. In the absence of backup materials, receipts for the purchase must be provided to theAccounts Specialist for attachment to the purchase order and invoice. The Village ofCorrales will not make any payments without all documentation received in hand.

Proper Documentation for all Purchases:

Every instance of all purchase use must be documented with travel authorizations, receipts, individuals paid for, nature of business, etc. before the expense will be considered authorized and will be approved for reimbursement. See details below.

1. Lodging - Provide an itemized receipt from the hotel detailing every charge and the nameof the person(s) for whom lodging was provided.

2. Meals/Entertainment - under NM per diem regulation 2.42.2 NMAC governs the paymentof per diem rates and mileage and the reimbursement of expenses for all salaried and non-salaried public officers and employees of all state agencies and local public bodies,except:

a. state legislators; andb. public officials and employees of state educational institutions specified in

Article 12, Section 11 of the New Mexico Constitution and institutions defined inChapter 21, Articles 13, 14, 16 and 17 NMSA 1978 (hereinafter "publicpostsecondary educational institutions"). If an official or employee of a publicpostsecondary educational institution is also a salaried or non-salaried publicofficer or employee of any other state agency or local public body, theseregulations shall apply when the person seeks payment of per diem rates andmileage or reimbursement of expenses in the capacity of a salaried or non-salaried public officer or employee of a governmental entity other than a publicpostsecondary educational institution.[2.42.2.2 NMAC- Rn, DFA Rule 95-1,Section l.A, 07/01/03]

3. Other Expenditures - A receipt from the vendor detailing every individual good or servicepurchased (including class of service for commercial transportation) accompanied by anexplanation of the specific business purpose which was furthered by each expenditure. Forexample, a round trip coach flight from Washington to Des Moines for Conference DirectorSusie Reed to review hotel proposals and facilities for the 202X annual conference.

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4. The Accounts Specialist will double check all reimbursement requests against receiptsprovided and run a calculator tape which will be attached to the reimbursement form.

Capital Expenditures:

The Village Corrales utilizes the procurement code approved by our governing body. For all major expenditures such as computers, furniture, audit services, printing services, etc., the best obtainable price must be obtained before a purchasing decision is made. A purchase exceeding $20,000, a bidding process and review will be conducted. All Request for Quote (RFQ) or Request for Proposal (RFP) conducted, must be recorded and kept on file with the Village Clerk.

Consultants:

Contracts with consultants will include rate and schedule of pay, deliverables, time frame, and other information such as work plan, etc. Justification for payment should be submitted to file. For example, if the Village of Corrales hired a writer to create a publication, a copy of the final version should be included in the file.

Contracts:

New Contracts for purchasing products or services, similar to a purchase order, should be created and maintained for the file in the Clerk's office for record keeping. All contracts to exceed $10,000 over the course of the year should be reviewed and approved by the Village of Corrales Council. This process is completed for any new contracts. Contracts already approved by council are signed by Village Administrator or Mayor.

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Reconciliations

Cash Flow:

Village of Corrales is to maintain a minimum of ten percent (10%) of the operating budget between its operating and savings bank accounts at all times. In the event that balances fall below that amount the Village Administrator and Mayor should be notified immediately.

Bank Reconciliations:

1. Bank statements are to be received unopened by the Finance Officer. The receiving partyshould review the contents for inconsistent check numbers, signatures, cash balances andpayees and endorsements at a minimum. The reviewed bank statement should then be reviewedby the accounting clerk, who does not have check signing rights to reconcile the bank accountsusing the approved reconciliation form.

2. The person charged with this responsibility should reconcile each account promptly uponreceipt of the bank statements. All accounts will be reconciled no later than the end of themonth after receipt of the monthly bank statements. In the event it is not possible to reconcilethe bank statements in this period of time, the Village Administrator should be notified by awritten memo from the Finance Officer.

3. When reconciling the bank accounts, the following items should be included in the procedures:

a. A comparison of dates and amounts of daily deposits as shown on the bank statementswith the cash receipts journal.

b. A comparison of inter-organization bank transfers to be certain that both sides of thetransactions have been recorded on the books.

c. An investigation of items rejected by the bank, i.e., returned checks or deposits.d. A comparison of wire transfers dates received with dates sent.e. A comparison of canceled checks with the disbursement journal as to check number,

payee and amount.f. An accounting for the sequence of checks both from month to month and within a month.g. An examination of canceled checks for authorized signatures, irregular endorsements,

and alterations.h. A review and proper mutilation of void check.i. Investigate and write off checks which have been outstanding for more than six months.

4. Completed bank reconciliations should be reviewed by the Village Administrator or assigneddesignee and initialed and dated by the reviewer.

5. The Finance Officer upon receipt of the completed bank reconciliations, prepares any generalledger adjustments.

6. Copies of the completed bank reconciliations will be forwarded to the Village Administratoror assigned designee for his/her review.

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Reconciliations of Other General Ledger Accounts:

Each month the Finance Officer and Village Administrator should review the ending balance shown on balance sheet accounts such as the cash accounts, accounts receivable, accounts payable and deferred revenue. The Finance Officer and Village Administrator should review the bank reconciliations, schedules of accounts receivable and deferred revenue and the aging of accounts payable to support the balances shown on the balance sheet.

1. Assets - These accounts will include cash, petty cash, pre-paid, property, equipment andfixtures, security deposits, and intangible assets.

2. Cash - The balances in cash accounts should agree with the balances shown on the bankreconciliations for each month.

3. Petty Cash - The balance in this account should always equal the maximum amount ofall petty cash funds. The current amount equals $300.00.

4. Prepaids - The amounts in these accounts should equal advance payments paid tovendors at the end of the accounting period.

5. Property, Equipment & Fixtures - The amounts in this account should equal the totalsgenerated from the audited depreciation schedules. When additional purchases are madeduring the year, the balances in the accounts may be updated accordingly.

6. Security Deposits - The balance in this account should equal amounts paid in escrow tolandlords and lessors and should not change frequently, but should be updated asapplicable.

7. Liabilities - These accounts are described as accounts payable, payroll tax liabilities,loans and mortgages payable, and amounts due to others.

8. Accounts Payable - The balance in this account should equal amounts owed to vendors atthe end of the accounting period and the aging report. Payroll Tax Liabilities - Theamounts in these accounts should equal amounts withheld from employee paychecks as wellas the employer's portion of the expense for the period, that has not been remitted to thegovernment authorities.

9. Due to Others - If there are any amounts owed to others at the end of the period theyshould be recorded and the correct balance maintained in the general ledger accounts.

10. Income/Expenses - These accounts are described as income from membership, contributions,publications, and other expense line items such as salaries, consulting fees, etc.

11. Income - The amounts charged to the various cash accounts should be reconciled withfunding requests, funders reports, draw down schedules, etc.

12. Gross Salary Accounts - The balances in the gross salary accounts should be addedtogether and reconciled with the amounts reported on quarterly payroll returns.

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13. Consulting - The amounts charged should be reconciled to the contracts.

Procedure to ensure budgets are not in excess of cash balance: To ensure budgets are not in excess of cash balance; a review of the budget adjustment/request will be conducted to ensure budgets do not exceed cash availability. If the budget is in excess of cash availability, an adjustment will be necessary to complete the budget request. Year-end adjustments: At the end of each fiscal quarter all significant balance sheet accounts, and significant revenue and expense accounts, are reconciled to the appropriate supporting documentation by the Finance Officer. In addition, the accounting clerk or accountings designee prepares the necessary adjusting journal entries for the reconciliations. The reconciliations and adjusting journal entries are then submitted to the Finance Officer or other accounting personnel for review and approval. Once approved and signed off by the Finance Officer or other accounting personnel, the journal entries are entered into the accounting system. At year-end, the same process is completed as part of the fiscal year closing process to ensure all accounts are accurate before the arrival of the auditors. As part of the year-end process, Gross Receipts Taxes and Property Taxes are adjusted to accrual basis. Once the year-end adjusting entries have been approved and posted to the account system, the year-end trial balance is prepared by the finance department in accordance with generally accepted accounting principles for use by the auditors. The financial statements and footnote disclosures are prepared with the auditors. In accordance with the state audit rule and prior to the submission to the State Auditor’s Office, the financial audit report, along with the footnote disclosures, are reviewed, and an exit conference held by the Finance Officer and the Village Administrator, Village officer(s) and the auditor.

Payroll Personnel:

1. The Village Clerk/Deputy Clerk are charged with the responsibility of maintaining

personnel files on staff persons.

2. Each personnel file should contain the following information, at a minimum.

a. Employment application or resume b. A record of background investigation c. Date of employment d. Position, pay rates and changes therein e. Authorization of payroll deductions f. Earnings records for non-active employees g. W-4 Form, withholding authorization h. 1-9 Immigration Form i. Termination data, when applicable

3. All personnel records are to be kept locked in a file cabinet in the Village Clerk's office.

Access to these files other than by the Finance Officer, Mayor, Village Administrator or the auditor should be requested in writing to the Village Administrator.

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Payroll Preparation and Timekeeping:

1. Timesheets are to be prepared by all staff persons and submitted bi-weekly by Friday tothe Accounts Specialist office. Time should be input on a daily basis and, if in writing,completed in ink. Correction fluid should never be used in preparing timesheets. If an errorneeds to be corrected, a line should be drawn through the item and the correctedinformation recorded, and initialed by the person who made the correction.

2. Timesheets are to include specific time spent on each grant/project.

3. Timesheets are to be signed by the staff person and his/her supervisor.

4. All approved timesheets should be submitted to the Accounts Specialist, who will verifythe hours worked against his/her record.

5. The Accounts Specialist should then process the time and report the information to theaccounting software payroll module. The information reported should include:

a. hours worked, by cost center (fund code for specific funding resource)b. changes in pay rates or employment statusc. vacation, sick or personal hours used and earned

6. The Village Administrator or Finance Officer should review the payroll summary page ofthe payroll service report for inappropriate payees or unusual hours.

7. Paychecks should be distributed by the Accounts Specialist on the designated day and hour,Thursdays on a bi-weekly basis after the end of the pay period according to a prearrangedschedule distributed by the Accounts Specialist. In the event that a paycheck is picked up by adesignated person other than the staff person, a memo should be received in writing from thestaff person and proper identification should be requested from the party picking up the paycheck.

8. As an employee benefit, Village of Corrales offers direct deposit through the employeesown financial institution and also offers cost-free checking through Wells Fargo. Throughdirect deposit, payroll is deposited as cash into the employee's account on payday.

Financial Reporting Monthly Reports:

The Finance Officer prepares monthly reports of revenue received from New Mexico Taxation and Revenue and Sandoval County. These reports are submitted to the Mayor, and Village of Corrales Council.

The Finance Officer should prepare a set of quarterly financial reports for distribution to the Mayor, and the Village of Corrales Council. The reports should include: a balance sheet and a statement of income and expenses for each department (operating, project); a consolidated balance sheet and consolidated income and expense report which show all departments combined; a budget-to-actual

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report for all accounts included in the annual operating budget; a list of deferred and receivable funds, and a cash flow projection.

Finance Officer distributes quarterly statements to Village Administrator and/or Mayor for comment prior to approval. After the Village Administrator or/and Mayor approve, the statements will be provided to the Village Council on a quarterly basis. The quarterly statements will be finalized by the conclusion of the month following the statement period.

Exceeded Budgetary Authority:

The Finance Officer will monitor the budget to actuals and prepare necessary budget adjustments monthly.

Cash Appropriations in Excess of Available Cash Balances:

The Finance Officer will monitor cash balances and budget adjustments in order to cover excess expenditures of budgeted revenues to include monitoring of year end cash balances and any necessary budget transfers throughout the year.

Fixed Asset Management

1. A permanent property log or database is to be maintained by the Finance Officer for all fixedassets purchased by Village of Corrales.

2. The log should contain the following information:

a. date of purchaseb. description of item purchasedc. received by donation or purchasedd. cost or fair market value on the date receipte. donor or funding source, if applicablef. funding source restrictions on use or dispositiong. identification/serial number (if appropriate)h. depreciation periodi. vendor name and addressj. warranty periodk. inventory tag number (all fixed assets should be tagged with a unique identifying

number)

3. Number of the Village of Corrales check used to pay for the equipment

4. The Finance Officer will maintain the capital asset listing for the Village. At least annually,a physical inspection and inventory should be taken of all Village of Corrales fixed assetsand reconciled to the general ledger balances. Adjustments for dispositions should bemade.

5. Department heads must ensure that the Finance Officer is included in the process of assetadditions or deletions. The Finance Officer should be informed, in writing, via aninteroffice memorandum of any material changes in the status of property and equipment.

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This should include changes in location, sale of, scrapping of and/or obsolescence of items and any purchase or sale.

6. All capital items which have a cost greater than $5,000 will be capitalized and depreciated.

7. Each department shall conduct a physical audit of capital assets and inventory each year andturn it in to the Finance Officer.

8. All entries must be reviewed and approved by a supervisor to prevent inaccurate data.

9. Finance Department, in compliance with NMAC 2.20.1.16 will conduct an annual physicalinventory that is certified by the Village Council.

Financial Statements

At the end of each fiscal year (as of 6/30/XX) the New Mexico State Auditor's Office reviews in detail the year end journal entries, the adjusting entries, the financial statements, and the footnote disclosures. After a thorough review, the NM State Auditor takes action for formal approval of the financial statements. In addition, the financial statements are presented and reviewed at a full Village of Corrales meeting for approval.

Schedule of Expenditures of Federal Awards:

The Village of Corrales has implemented the following steps to ensure expenditures of Federal grant funds are accurately reported on the Schedule of Expenditures of Federal Awards (SEFA):

1. Written approval by Village of Corrales Council is required to apply for Federal grants.2. Once a Federal grant award application has been made, the Village of Corrales Council must

accept the grant and appropriate funds before the grant funds are expended. Copies of theapproved requests will be submitted to the Finance Department. Once the Federal grant awardhas been approved by the granting agency and accepted by the Village of Corrales Council, theFinance Department will meet with the Finance Officer/Grants Administrator to set up accountcodes in the financial system in order to track all revenues and expenditures for the specificgrant, and-the administering department will be notified of the new account numbers.

3. The Finance Department will establish the Grant budget according to approved documentation.4. The Finance Department monitors the expenditures and revenues monthly with review by the

Finance Officer/Grants Administrator to ensure all items are recorded properly and that theymeet the grantor's guidelines.

5. The department's annual inventories of Federal grants are reviewed to ensure that all approvedgrants are included in the accounting system. If all approved grants are not included, staff fromthe Finance Department will contact the department for a corrected inventory. In addition, theFinance Department reviews all board minutes and agenda notes and identifies new federalgrants as they become accepted.

6. Year End reporting is prepared by running reports out of the financial software system and isreviewed in detail for accuracy with the Finance Officer/Grants Administrator.

7. The Village of Corrales uses accounting software for recording grants. At the end of the fiscalyear, a report will be generated, itemizing all of the approved Federal grants that went beforethe Village of Corrales for that fiscal year. All approved awards will be reconciled to theSchedule of Expenditures of Federal Awards.

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8. All grants will be maintained in accordance with any Federal, State, and Local guidelines/ laws applicable to the agreement.

9. All documentation will be maintained by the Finance Department for auditing purposes. 10. The Finance department is responsible for preparing the year-end Schedule of Expenditures of

Federal Awards and providing oversight on the above related policies and procedures. Village Administrator will review the SEFA.

11. The Village of Corrales will continue to provide training in the field of grant management to appropriate staff which will address specific policies and procedures for administering the Village's use and management of government grant resources and expenditures. The training stresses the importance of including all Federal grants on their annual inventories or SEFA.

Year-End Report/Audit: At fiscal year-end (6/30/XX), a year end Audit report should be prepared summarizing the total income and expense activity for the year. A balance sheet should be prepared as of June 30 and should be attached to the income and expense report. This report will be initially reviewed by the Mayor, Village Administrator, and Finance Officer prior to the deadline submission date of December 15 to the New Mexico State Auditor's Officer. Bids for an independent auditor to conduct (every 3 years) this review will be accepted between March 1 to May 1. In accordance with New Mexico State Auditor's procurement policy, at least three proposals will be considered. The auditing process will begin on or about August 1.

Grant Compliance

1. When a new grant is received or renewed, a copy of the executed grant must be forwarded to the Finance Officer/Grants Administrator.

2. The Finance Officer/Grants Administrator should set up a permanent file for the grant and

maintain the contract along with any other financial correspondence regarding the grant.

3. It is the responsibility of the Finance Officer/Grants Administrator to review the grant contract and extract any fiscal items which must be complied with by Village of Corrales. Typically, for government grants, reference will be made to various publications put out by the Office of Management and Budget (OMB) and the Comptroller General's Office to which Village of Corrales is responsible for adhering.

Governmental Generally Accepted Accounting Principles:

1. It is a policy of Village of Corrales to adhere to any restrictions imposed by its funders, both governmental and. private. Therefore, Village of Corrales employees are expected to bring to the attention of management, any instances of non-compliance.

2. When Village of Corrales is expending federal funds, prior written approval from the funder

agency is required for the purchase of:

a. Capital expenditures for land or buildings

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b. Insurance and indemnification expensesc. Pre-award costsd. Public information service costse. Publication and printing costsf. Rearrangement and alteration costs

3. Village of Corrales will never request federal funds to pay for the following costs:a. Bad debt expenseb. Contingenciesc. Contributions or donations to othersd. Entertainment expensese. Fines and penaltiesf. Interest, fundraising and other financial costs

4. Federal funds received in advance will be deposited into a separate federally insured bankaccount. Any interest earned from those monies will be submitted to the funder agency.

Division of Duties

Village of Corrales Council:

1. Reviews and approves all financial reports.2. Reviews and approves annual budget.3. Reviews the payroll summary for the correct payee, hours worked and check amount.4. Reviews all vouchers and invoices for those checks which require his or her signature.5. Reviews and approves all contracts for goods and services that will exceed $10,000 over the

year.

Finance Officer:

1. Approves all vouchers, invoices and checks.2. Receives unopened bank statements.3. The Finance Officer, with input from Mayor, Village Administrator, and Department

Directors, develops the annual budget.4. Reviews and approves all financial reports.5. Prepares all inter fund transfers.6. Reviews all bank reconciliations.7. Approves all reimbursements.8. Manages the assets accounts.9. Submits requests for inter fund transfers.10. Maintains and reconciles the general ledger monthly.11. With the Treasurer, and with input from the President and Department Directors, develops

the annual budget.12. Prepares all financial reports, including requests for reimbursements.13. Manages the petty cash fund.14. Reconciles the bank accounts.

Accounts Specialist:

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1. Processes all receipts and disbursements.2. Processes the payroll, including payroll tax returns.3. Reconciles the statement of credit card deposits and service charges.4. Double checks all reimbursement requests against receipts provided.

Village Administrator:

1. Reviews and approves list of pending check disbursements.2. Reviews all vouchers and invoices for those checks which require his or her signature.3. Reviews the payroll summary for the correct payee, hours worked and check amount.4. Reviews bank reconciliations.

Administrative Coordinator /Receptionist:

1. Receives and opens all incoming mail, except the bank statements. Invoices are forwarded tothe Accounts Specialist.

2. Prepares cash receipts log.3. Mails all checks for payments.4. Processes credit card payments.

Designated assignee: (assigned by Village Administrator)

1. Acts as second signer on checks.2. Reviews all vouchers and invoices for those checks which require his or her signature.

All Department Directors:

1. Develops first draft of department budgets and works with the Village Administrator andFinance Officer to finalize.

2. Accountability to approved departmental budgets in purchasing decisions and inpreparing purchase requisitions with the proper account code.

Fiscal Policy Statements

1. All cash accounts owned by Village of Corrales will be held in financial institutions whichare federally insured and have received a favorable CRA (Community Reinvestment Act)rating.

2. All capital expenditures which exceed $5,000.00 will be capitalized on the books andrecords of Village of Corrales.

3. Employee paychecks and/or personal checks will not be cashed through the petty cash fundof Village of Corrales.

4. No salary advances will be made under any circumstances.

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5. Travel cash advances of 80% will be made when a completed travel form is completed with

any/all documentation of travel and preapproved by the Finance Officer/Village Administrator. Reimbursements will be paid upon full expense reporting using the official Travel form within the normal disbursement schedule.

6. Any item whose value exceeds $50.00 received via donation, will be recorded in the books

and records of Village of Corrales.

7. Fiscal Management personnel are required to take annual vacation which will not interfere with fiscal procedures. Variances to this policy shall be made in special circumstances, with written permission from the Village Administrator.

8. It is the policy of Village of Corrales to reimburse out of pocket expenses only when

supporting documentation has been presented for approved costs incurred.

9. It is the policy of Village of Corrales to establish pay rates which equal or surpass the federal minimum wage.

10. It is the goal of Village of Corrales to maintain a minimum of ten percent (10%) of the

operating budget between its operating and savings bank accounts at all times. In the event that balances fall below that amount the Finance Officer and Village Administrator should be notified immediately.

11. All funds received by Village of Corrales for each project will be segregated into separate

project accounts in the general ledger to avoid any possibility of co-mingling project monies with general operating funds. A full computerized ledger accounting system will be maintained. monthly financial statements including Balance Sheet and Statement of Revenues and Expenses will be produced for each project as a separate department.

12. The Mayor and Village Administrator are signers of all Village of Corrales bank accounts.

A third signer will consist of the Village of Corrales department head assigned by the Village Administrator.

13. Bank statements will be reconciled monthly in order to account for any outstanding or lost

checks.

14. Expense reports will be maintained which will disclose the nature of expenses, and the dates incurred.

15. Separate files will be maintained for each bank account and each vendor. Files will be kept

separately for each fiscal year.

16. The services of a Certified Public Accountant will be engaged to prepare a formal financial audit of the Village of Corrales fiscal year-end.

17. Correction fluid should never be used in preparing timesheets or any accounting

documents.

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Annual Meeting Checklist

During each annual meeting, the following procedures will be performed.

1. The Village Administrator/Mayor shall approve new signers to each bank account.

2. The Village Administrator/Mayor shall approve any new and necessary bank accounts.

3. As required, new signers shall complete the appropriate signature card with Village ofCorrales financial institution.

4. Name, address and telephone directory of new board of directors’ officers will beobtained for the Village Clerk.

5. A review of the current operating procedures should be made with the VillageAdministrator and Finance Officer and reaffirmed or revised.

6. All financial institutions should be notified of any changes to the authorized signers ofthe accounts within three (3) business days following the approval from the VillageAdministrator/Mayor.

Computer System Backup Procedures

Backup is configured automatically for backing up the hard drive of our server system at the end of each business each day. Our finance accounting software will conduct automatic backups on a daily basis or when a manual back is completed. Access will be limited to our Finance Officer and contracted IT service for maintaining backups. Threat/risk management is also conducted by our contracted IT service.

____________________________ Approval

____________________________ Date

Village of Corrales Professional Services Contract. Page 1 of 1

AMENDMENT NUMBER ONE TO PROFESSIONAL SERVICES CONTRACT

This Amendment to the Contract for Professional Services is hereby made and entered into by and between the Village of Corrales, a political subdivision of the State of New Mexico (hereinafter "Village") and NM Local Government Law L.L.C., (hereinafter "Contractor"). For good and valuable consideration and in consideration of the provisions set forth below, the parties agree as follows.

1. This Contract for Professional Services is hereby amended to extend the term of the contractcontained in paragraph 5 of the contract from June 30, 2020 to December 31, 2020. Thisamendment is made pursuant to the requirement for a written amendment to the terms of theoriginal contract.

2. All the remainder of the Terms of the original contract between the parties shall remain in fullforce and effect.

Signed and Agreed:

Village of Corrales Contractor

Ron Curry, Village Administrator Randy M. Autio, Owner

Date Date

Approved As To Form:

Village Attorney

JoAnne Roake Mayor · 2020-06-15 · JoAnne Roake Mayor AGENDA Village of Corrales Governing Body...

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