Please silence all electronic devices while attending the governing body work session.

For the record, I will read the name announce the names of the governing body members.

When I say your name, please acknowledge your presence by saying present.

Counselor Dapson.

Present.

Counselor Lennon Time has been excused.

Counselor Tyler.

Counselor Mann.

Present.

Counselor Colbreth.

I don't see her yet, so we will stay tuned to see if she comes in.

And same with Counselor List.

Have we heard anything from either of those?

No.

Okay.

Public public comment will not be taken at this work session.

This is an informational gathering session only.

First up is the 2023 20 through 2028 strategic plan update update.

Presenter Ryan Chavez.

Good afternoon, governing body, Mr.

Mayor.

I'll be giving another update on our strategic plan like we do annually.

So to get started, we'll start with a recap of how we got here and adopted the plan and kind of how we how we've been doing since we began implementation.

So to get here, the process began in December 2022 with the governing body review of the previous plan.

Then from there through January 2023, we collected citizen and stakeholder feedback with town hall meetings and surveys.

And since then we've been working on implementation.

And as a reminder, the vision statement we adopted, which answers the question where do we want to be to provide a nationally recognized small community environment with robust amenities for all.

The mission statement, which is why do we do what we do and how will we get there?

The mission of the city of Vision is to deliver high quality of life for all people of Rear Rancho through exceptional municipal services.

The core values that we adopted, which answer the question, how do we behave?

Um stewardship to be fiscally responsible, conserve and sustain for future generations, integrity to be ethical and transparent with the highest degree of honesty, safety and well-being, be responsive, proactive, and resilient in maintaining a safe and enjoyable living environment, and respect, treat one another with dignity and professionalism.

So we kind of established five key service areas, and that's quality of life, community economic development, infrastructure, public safety, and organizational excellence.

From there, there are goals with with each of those key service areas, and then objectives that go into meeting those goals.

Some examples of how we have been tracking this so far.

Umright, when we adopted the plan, we identified the tasks associated with meeting those objectives, uh, the deadline or frequency of how often we check in on these, uh, how much of the uh overall objective each task kind of accounted for and then um tracked as they completed.

Some of the other goals were not so maybe linear and more of check-ins, for example, uh making sure that 90% of streetlight on our terrible roadways roadways were re repaired within 48 hours of the reported outage.

We would check that one quarterly and then take the annual average to make sure we're uh kind of meeting that objective.

Um so this is year three of the plan, and every year I kind of give an update of what's been accomplished in the last year, but since we're kind of further along, I wanted to zoom out a little bit and give a little more context in the where we are in the overall plan.

Um so we have completed 27% of the objectives, which is 19 of the 70 adoptive objectives, with 65 percent that being 45 objectives in progress, and eight percent or six total objectives have not begun yet.

And I'll talk more about that towards the end of the presentation.

Um here's a list of the completed objectives.

Um they're there in your report, and they'll be available online as well, of course.

Um as a reminder, uh, for this presentation and the report, the teal color in the status bar represents completed tasks associated with the objective.

Dark gray is in progress and light gray are tasks that have not begun yet and our future steps for uh completion.

So for our first key service area, quality of life.

Um, here again are just some examples in the service area of some things we've accomplished.

Um obviously phase two of campus park, phase two of the Broadmoor Senior Center, and the multi-gen recenter, as you know, uh we have some consumption conceptual ideas based on some internal feedback and work with an architect, and we will be bringing that back to our boards and commissions to get additional input and uh public meeting moving forward, and then we'll go get construction plans and figure out how we're going to fund this project.

Um more quality of life highlights.

The library has secured at least one temporary museum quality exhibit um for the library through the plan.

So that's pretty exciting.

That will we have already gotten exhibits for each of these years and um for the coming years as well, they've been secured.

And we've made significant progress on getting on reaching our goal of 50,000 library cards.

Um for community and economic development.

Uh, one that we want to highlight is the um site readiness, uh the New Mexico Economic Development Department, as you know, the site readiness advisory committee unanimously approved the city's application for about 1.5 million to support site readiness at the city center, and the funding will go towards pre-development studies and the construction of College Boulevard and uh phase two from center circle to Broadmoor Senior Center.

Um the initial design of phase two of College Boulevard is nearly complete.

Um, so we're making quite a bit of progress there as well.

We have the facilities master plan buildings, of course, which we've kind of given you updates over the last few years on where we're at on those.

Obviously, station eight is under construction, and the others are in the uh you know, making progress in the planning stages.

Um, and then we are receiving more than two million in funding for a second aquifery injection well uh through congressional direct spending championed by Senator Heinrich and Senator Luhan.

Um as far as public safety goes, public safety and community outreach objectives and tasks are ongoing and have included outreach events, social media, and PSAs, and the real-time crime center has been equipped and hired staff and is nearly completely up and running.