Council - Regular Meeting

All right, we're going to start now. The truth at this time Did you get it?

What else is connected to it? It's not the record. Okay.

Yeah. Go ahead and get started. We'll work on All right.

Right. And so get it. All in favor?

So at this time uh first of all I want to acknowledge Elena and Jimmy Dy and Mr. Maner and all those that involved for getting this retreat put in place. I know it was a difficult time arranging. I know last minute that they had given up was not would not have been sufficed but they made it work. breakfast. So round together that's going to keep us on on task and and uh keep us in order here. Uh a lot of discussion is going to happen today. You know I know we have a lot of new directors. A lot of you haven't participated in this but we also have some that have been here before. But a lot of the discussion is going to happen on how we want to prioritize us as a governing body, what our priorities are and how we want to move, how we look here in the next few years for sure. Uh we want to look beyond that long term also. Uh so a lot of discussion I know that city manager Mr. Maya is worked on some presentations and I know you know the presentations and the time you have might not seem long but we're going to get a lot of discussion time. We're going to be here till 5:30. A lot of discussions going to happen, a lot of questions, but I really really want to start off that is let's make sure that you know what we're talking about is we're talking about the bigger picture, right? That's what we're here for. Got to make sure that you know budget wise Marus is going to be jumping in also uh you know needs as we're going through departments you know what's your guys' uh that you're having to overcome. So a lot of discussion I mean this is this is informal. I know we have to follow a an agenda and if this is a public unfortunately we're unable to to zoom or anything but we do have for transparency purposes we're going to have to bring more people going to be available but

oh we are okay thanks and thank you and your crew because I know uh you know getting this set up you know I have it here and everything that we need so thank you for what you've done also round of applause to it because I just, you know, first of all want to want to thank you guys for all your work. I know sometimes we don't acknowledge you guys the way we should and sometimes you might not feel as appreciated as right and I know we as governing body do feel. I mean at the end of the day it's you guys that get the job done and all we do is set direction and policy but you guys are the ones that get it done. So uh thank you guys for what you do. No, we don't. Uh, again, I mean, we'll keep saying it here today is that you guys do a good job and, you know, uh, we'll take the bullets for the community that say that the city isn't advancing. But I think honestly, I think we are. We still have our u our, uh, many sers. I'm going to say that. But, uh, I think as long as we keep moving forward and yes, we're going to have our hurdles, but you know, we're one team, guys. Uh, and I think all of us that have larger families know that we're going to have struggles and we're going to have arguments, but at the end of the day, as long as we're on the same page and take care of each other, we've done that as best that we can. You know, some of you might not be happy sometimes with me or maybe some of the counselors or the manager, but at the end of the day, even takes, but you know, at the end, you know, we got to number one for the tax dollars and also make sure that you're the balance or the balance of of what's wants to get done and, you know, what's done ethically and transparently and uh and there rules we got to follow also and sometimes that could be a hurdle. But with that uh mind

good morning everybody.

So uh first house is restrooms. They are gen down the hall the tea right and then their passive vending machines where the restrooms are. So before I start um I was telling Mar this morning that I spent a lot of time here as a kid when world college was a monastery my parents used to volunteer a lot. So this is where I got my first piece of sports back in the day. That's where I learned about soccer all the city had been a soccer program. Um we used to play hockey with the with the priests at the at the pond and do all kinds of stuff. So I was also telling them that Reges College was here at Big Island last week and Reges College actually started here in Las Vegas. So there's a lot of history here. So it's kind of nice to come back here kind of remiss back in the day actually have baseball. We may call them Warriors. My brother has a jersey. But I'll get into uh today um you know again the morning and I mayor said thank you my enjoy working with all of you like relationship everyone here so I appreciate it as well. So today we're going to go through, you know, a lot of visioning, a lot of prior advertising, uh strengthening the city. Um we're going to have a lot of action items that we want to discuss. Um a lot of strengthening of our relationships, but we're going to identify some some key policies. You know, we have a lot of challenges as a community. You know, we've dealt with CO, we got the fires, we everybody. We're going to have some big rains projected this summer. So there are a lot of challenges. So we

need to keep keep sight the big picture I think. Um so I think it's important that we stay focused in our time and our presentations. I think we want to try and stay to about 10 or 12 minutes or less possible. That includes me. Um and then um we're going to get into the next topic next and talk about you know where we are as a city. uh we'll see anything in uh then in a while we'll take a break. Um then around 10:45 we get into department discussions. Uh I'm going to talk about some of the changes the ICIP coming down from the state and house bill 247 which been affect workloads and challenges with that including budgets and short and long-term goals. Um I think it's important today that we've got several weeks that some of the the long-term important goals will be in one and we'll have medium to goals and then we'll have parking lot. Parking lot will be more of the smaller issues that still need to be addressed and are not uh something we put away but you still have that high priorities. So kind of an example would be like Peterson Dam versus maybe like clearing branches and there um and then um all the departments will do their presentations. Um and then we'll have some policy discussion when it comes to urgent city needs, what financial support we need to give to apartments, what requires the policy prog

for lunch. Um and then the afternoon we'll get into more divisioning with the council priorities. Uh each each u counses um as a state and then uh we get into another grade. We'll get into some more strategic planning and goal setting about what outcomes we want to get, how we measure that, how do we arrive there, data or best practices or what model programs are out there. And then we'll talk about, you know, are we realistic realistically able to do that based on our current status in the city and financially and then with things like that. And then we'll get into uh rules governance and communications rules agenda setting and things that need to go into regulation. Uh open meetings whatever comes up and then um we'll continue with more discussion and action items. Um and then we'll close the gap with next steps and then an overview. So having said that thank you everybody and turn it over to start.

Thank you. Thank you. Before I jump in, okay, may I go ahead and give Mayor Prov and council a chance to maybe just make some opening remarks on kind of your your thoughts for us uh as a two. Well, good morning everybody and I'm glad to all here. Um, as a as a as a member of the city and a member of the council, I I do appreciate being able to be a part of a better Vegas. You know, uh, we've got so many so many things to do and and there's a lot of there's a lot of hard work that needs to be done yet. We're barely scratching the surface. people are finally beginning to see the difference in our in our community compared to what we've had maybe the last uh three four mayors that have been in in place. And we have good leadership today. We've got we've got a good mayor that has a good vision for our community. And I want to make sure that we that we definitely continue moving forward because I think uh as as we all are out here today, we want to make sure that we get better at anything that we do whether it be gas, oil waste, you know, public works. Uh I see a lot of you guys in here. You know, water is the biggest biggest issue. I assume everything new every day and again I know that that the mayor mentioned that sometimes it goes on

motives that you can start to see the development of a real community and I appreciate all the hard work you guys do and I'm looking forward to the work. Thank you guys. Good morning everybody. I don't want to talk too much. I'm going to stick to Canadian pool because it's like it's gone forever. First off, just thank you to everybody. It's been a pleasure working with everybody over the course of the last four months. I just want to reiterate what the mayor said. It's one team. One team, one tree. That's how it goes. You know, we're not nobody's in it by themselves. We're all in it together. So, what I would encourage today is everybody just do to keep an open mind. Those are the things that we have accomplished in a short amount of time. Um, here's the other thing. It's easy to identify what we can't do. Anybody can do that. We can go ask anybody across the commun exactly what we're not doing right, what we can't do, but it's our job to figure out how to do it. So if there's a a something we can't do, let's think of a way that we can do it or a step to get it done. Right. So again, just thank you to everybody. It's been a pleasure working with everybody up to this point and I look forward to working with you today. Thank you. years. I've been in the city for almost 9 years. I mean small town I've seen it from getting to where I see a lot of problems. I start

but it takes effort one by one we try and do what we have to do. It's nice to see guys work hard, try better, do a better job. Well, you try and do a better job. We just takes time. It takes time. takes our time that we have to look at what every word needs. Every war needs something and you guys all you guys know our mayors are council and we try and work with the things that our citizens are happy. I'm happy that you see people smiling. You smile the hard work we do. But when we stay here for all their life and you see a small little town grow, it's nice. Thank you guys for your effort and you see guys. Thank you. Thank you, mayor and counselor. So, before I before I go into some of my stuff, I'm gonna I'm going to be ahead of my time. I'm going to be way ahead. So, before uh I get into that, I'm going to go to my directors first and I'll start with you get up and talk about your expectations for today for today. Morning everybody. Morning. I get to give all the good to you. The city is in a strong financial position. You see our monthly budget reports, they're always good. They're always on time, on task. We uh we do more with less. And and like the mayor,

the council said, we're a team. One of the things that I'm very proud of today is that we are all on the same page. We have been meeting in the last few weeks to do our planning for the budget. So if you ask you get a question about solid waste land and you ask David a question about solid waste plan you'll get the same answer because we are on the same page. Our reserves are strong, our cash is strong. You will see uh in the next few weeks that our audit report is not only good, it's getting better. We we're going to finish up our interim budget which uh will include everything that uh we can afford we can discuss. Now for today uh I just want to remind everyone that for the budget process and for any type of planning we want to differentiate between recurring costs and nonrecurring. If it's operational we'll take care of it. You can be assured we'll take care of it. If it's nonrecurring bigger projects bigger initiatives I think that's what we should concentrate on today. uh because that's going to be our opportunity. We have all the recurring costs under control their game property plan. Only one thing that I do want to compliment the the mayor's advising manager on is last year we did it backwards. We made it work but we did it backwards. We had excess funding and we had funds. How do we what do we want to do with it? Well, this year it's the reverse. We're going to plan and fund and that's exactly how it should be. That's what good government

does. We plan and then fun. So, you know, uh don't limit your discussion. We can put anything on the table because our job in finance and and working with everyone is to find the resources that we can to accomplish whatever we do. That's about it. Thanks for the director. I don't want you to get into your presentation, but you're absolutely doing what you need to do. For sure. Um, but I want you to just come up and and talk about your expectation for today as department heads. The other thing that I wanted to note and uh just just for clarity, I know there's a few managers that uh are busy, Danielle, Dominic, John, and Beatatric are three four specific ones, but the reason that I wanted you to have you managers here was because I we all uh can't always be present and we all want to make sure that we have uh redundancy and continuum of information and supporting So those that are busy because I know Jeff's taking care of some electrical issues or maybe some others. But I really do want to see you get your manager when you have your presentation that's coming up and and other of your uh people like the shades of neighborhood. Um may maybe I like I like them here for that and that's on purpose. Uh I think it's important that we have continuity of leadership and information so that when you're you're not available and you're out that you have your people that are ready to step in and take care of business. So uh just a quick comment on that but I'm going to go around the room. We'll start with you chief if you come up and talk about some of the temp

one person.

My plans for today is we end up finding out each other department and move forward. Appreciate it. If I could just add I think you know the big part and I know the difficult part is having this public you know this meeting publicly right but I think it's for us to feel emotionally about really what we need and I know sometimes during uh you know public meetings it's difficult to have those discussion on specific needs or hurdles that we have to overcome within departments but I do want to say that you know here let's we briefly say what needs to be said because the only way we're going to fix the issue within our departments is by having those discussions. Sorry.

No, but what I see, you know, I have my own vision to what I would like to see in public works. But we got a lot of vision today. And I think that's great because we're going to combine him and and create one vision so we can move the city forward. And that's my goal to create safe streets within our department and be able to provide, you know, for our constituents, you know, the safety and and everything that they need within streets and right away. But I think this is great and and we're going to come up with a great vision and and one team and looking forward to that. Thank you. Martina, Australia.

No, just the vision for utilities is putting the cycle back together because water treatment affects water distribution. water distribution affects wastewater collection or waste water collections uh affects the wastewater treatment. So the vision for utilities is to put the cycle in line with one another because each department benefits themselves. So that's the goal for us. Good morning everybody. Thank you guys for having this retreat and bringing us all together. Especially like everybody's been mentioning. One of the biggest things I've been hearing from everybody thus far is the teamwork. I think moving forward that's the biggest thing that we're trying to implement for not only the gas and sol. Teamwork is going to be crucial for any project moving forward. I want to thank all of you guys for being able to show that support for that. I want to acknowledge my managers uh Juda from the gas department from the sol department. Um they do a lot of work on assisting us moving forward. Our vision is here. Biggest thing first is always safety, safety and efficiency. And together we're making those work hand together. We'll be able to provide a consistent service not only for our constituents but for our departments to go forward. Thank you guys for

good morning everyone.

My expectation today is to learn a little more about each other and what we do in our departments. I think that's sometimes I think we we know what each other does but I think today is going to be um the day that we really learn more about each other. Um as for HR um you know the expectation is for you know the employees to learn to trust the department a little bit more. Um you know Marsha I as an agent have been working very hard on that. Um so that's our expectation. Go ahead and just stand right here. I think everybody can hear me standing here. Um, I would say that my expectation from this retreat today is to get to know one another, be able to speak freely and move toward the future with congregations that work together, like communicate more. That's my expectation from the city. Morning everybody. Um I think my expectation my big expectation is uh of course communication but more cohesive relationships to accomplish comprehensive times. I know we do we all on a daily basis in the daily business but I think sometimes we forget to look in the future next three years 5 years 10 years I think this is a response to those comprehensive working together on the same track to move forward right now we all get involved right today we get longer and get closer together at department freely and if there's any things that need to be out there out so we make sure that we move forward in a positive direction is looking great and I think

we got some good positive vibes coming forward and just keep on going forward everyone uh for today my expectations are to really hear everyone out and just uh continue to better understand Shanghai to support everyone now and into the future. Um you know I look forward to hearing about your accomplishments and what we have technology at the end of the day will be part of most of that and continue to see how we can uh improve our technology environment because when technology works it's great it's almost invisible and when it doesn't work it's really Morning everybody. Um I usually here for I like more collaboration with all these departments and um communication is very important. Um, I'd like to for the community services department, we I need to um make a corner where it can get better with the community and just try to help each other get further along. safety. Um, right now I'm looking at Mr. A lot of safety markers up there. My expectations I'd like to see if we can combine all safety aspects. Each department has their own safety elements. I'd like to make one single one and see if we can create a a better working environment for the boys. At the end of the day when they go home, it's a

good day for all of us, right? That's nice. That's my

morning everybody. So, I'm support communication public service nonsense. I'm always working to improve that. Being here today, I expect to learn more about each department. I know a lot, but not everything. I never will. So, I always learn new things. I want to be able to um get up to date how I can help communication better externally and internally. And that's part of my job description. As far as communication, we're adding more of that process into my I'm hoping that I can be beneficial to you all making. It seems like that's pretty much a topic that's likely being seen as we need to work and improve on. So I hope that

um hopefully we can all work together as a team as far as we all work together differently work together to get uh certain things accomplished within the city. As far as budget, I'd like to see some of the budget um go for roads and stuff like that. And that's my only uh I think the vision looks good. I I think uh from the time that I've been here, it's the the best I've seen the city moving forward and prospering. uh together with the bums. I think you might but uh this getting to meet everybody and and talk with everybody and figuring out what how we could help each other in our own divisions and with each other with other divisions and moving forward just making Las Vegas a beautiful and better place and six games. We just got to keep pushing forward. Thank you. Morning. Um my vision is just a good trash make a clean place. Um now he's you know David is a support and anything that we have going on moving forward is key and communication and works whatever they need. Yes.

your iTunes.

What do you think? that together and I think we need to more of a team work together. Um, we have issues that other team work. There's a lot of individual departments and we one city all working together toward the same goal our own individual agendas guide the students process

I mean I I think um I need again I need to learn more too. I'm not to one thing I was taught back in the day was to listen for the sake of listening not for the sake of responding. So I think you know I need to listen more. Um but yeah I appreciate everybody one of teamwork and remembering what we're here for the taxpayer. So with that moving forward, I continue working with all you trying to do that. We're just talking about expectation work together. Everybody speak to each other communication about honestly uh listen to every one of you and very also I because the networking working for street department.

So my mission is to continue working with one another, helping you know and guiding those that are coming in to that we help you know with their jobs or any ideas better communication and teamwork makes things work. I miss anybody to uh Robert's point and everybody's point mayor leadership council and everybody I think for me uh today. Uh, Robert, you said listen for the sake of listening. That's that's my goal. Yes, I'm today in my goal is to listen to all of you and to build in and build upon the work and the leadership that we've already been given by our mayor and our council. And so uh that's my goal and my expectation and and with full intention I wanted to hear from every single person here today all throughout throughout and through to the end. Um, one of the things that was talked about up here and I'm glad you said what you said at the beginning was we were going to have a discussion with our department heads and we were going to we're going to release people later in the afternoon and I don't think we're going to do that. We're going to we have a big enough space and uh we're all part of the same team. So, we may have more folks. Some folks may be able to join us. I hope um that that are deal with some emergency issues but I think

that's the whole point to your point Mary council is to get that input to set some goals the points that you make counelor and all of you is not just goal but measurable measurable attainable goals another meeting that I'll say from my perspective that's important that that's important to each and every one of you is the communication uh jud I've known that has because I know that's one thing that you brought and so I appreciate that very much that it's important to me that we have improved communications and output of information and and that that is clearly from myself and the executive officer throughout you

I certainly will get into that through

perfect appreciate it very much and so what I'm going to do if you help me out I'm going to I'm going to talk to you as long as schedule on my stuff, but I did want to uh touch on the executive office uh presentation. I appreciate the work that that everyone's done. And I'm going to I'm going to actually call on my my team on the executive office to help me go through some of the slides. Thank you guys for um I'll go through some of it. Uh jumping in. So, so the big thing uh it's already been said is there's a lot of there's a lot that happened uh way before I got here based on the work that all of you have done and the leadership you receive from mayor council and there's a lot that we've done in the short amount of time that I've been part of the team and joining and helping work with the team and so I'm very humbled and appreciative of that next slide uh one one of the common themes that we've trying to talk about realizes all the uh another thing you're going to hear from me is um we need to get up at the highest point you can and look past the burn right starts there we're looking past it we're moving on we don't have time to really sit around and dwell in negativity I will not dwell in negativity I'm appreciative that the uh the council of the council gave me uh the opportunity to continue to serve I'm a person occupying the space and time and I truly understand that that's that time is is based on the will of the council the mayor and so I'm appreciative of that time and opportunity that I've been given by them to continue organization communication standardization and what do we have on the we have one more on that end over

there um excellence right and so that's that's what what I'm going to continue to try and do with us collectively is to help us organize communicate and standardization that's key to us I think in our success going forward. Next slide. There's a lot that's happened and it's happened because of everyone. uh the internal training that we did go back uh the two days uh today. Shout out to your team and all the support that that came in from others. Uh water storage project approved on September 16th by mayor and council. Next one we have uh water treatment plant. Uh was Rob Mo Lucas we always laugh. But go back to to some pretty tough discussions with Lucas and the mayor and others. Travis has been entrenched with his team in the water treatment plan for all of us. And I and I apologize in advance. I spent with a lot of my time uh in the in the 11 months I've been here on water on purpose, right? Uh mayor council, this was a primary issue, primary challenge. Uh I was there May 29th alongside the mayor. hand didn't start a bit, but it's been a priority and it's a all all hands on deck, everybody working together. City county joint discussions. We're going to continue to work in that. That's what we have to do to partner and and work with the the county and other other entities like college university like all the rest. Next slide. other accomplishments. Uh they weren't the easiest of discussions, but some of those folks in that room

right there have been uh entrenched in in conversation when most probably half of you in this room. Um but getting through the work that we've done with the environment department. Um the other outreach to stakeholders, it's something that I've been giving direction for mayor and council and continues and that's to be engaged throughout the state of New Mexico and the federal government. And so we're going to continue to be present, not only present but active in many of these groups and you've all had an opportunity to be part of those discussions whether it's finance authority, the DOT commission, the legislative committees, the federal government, the federal delegation. There's going to be more and more work not only in New Mexico but all the way to Washington DC connected to your projects in your areas lock step with the direction and the support and the vision of our mayor and our council. Uh next slide citywide alley cleanup. I know this was an item that caused some frustration and some consternation, but I know and I can tell you I've had we all have received more positive feedback than negative feedback. Citywide this was an opportunity for all of us to really come together and citywide. I want to sincerely thank all of you because we all did. Everybody came together, stepped up, took care of what we need done or did in in an organized manner. We're not done. There's more to do. but huge for the city, for the safety, for the citizens and in all that we do. So, I appreciate the mayor and council and everyone for their efforts there. The citywide training, uh, we're going to do it annually for sure, but we're probably going to have more than just common. Um, we're going to work closely with Mary Council and make sure that we incorporate things that they see as needs for vision to support the day-to-day operations, but also that work together. Uh, next slide if you

would also um see uh I'm going to go to Travis and um not everybody's had the opportunity Travis to see kind of how things have evolved with the water treatment plant, but a lot's gone on. Will you speak to some of the things that are going on with the 30% design and with all the work we've done to this point with the water treatment?

To speak to the final design of our new treatment facility. Uh there's a lot of uh testing that's being done for the chemistry of the water and the future contaminants that might be imposed by EPA. So with the 30% design and stuff, we're trying to ensure that we get everything done correctly for now and in the future for the nutrient facility as far as uh our water chemistry changes and future testing goes on. So speak speak uh directly to it's it's making sure that leadership has the opportunity to look at the plant, but it's also important that the staff that are going to be dealing with know what they're going to be getting into. Will you talk a little bit about who went recently and what they experienced looking at the water? So recently, myself and Dominic Mattis and Josh Kagan, our two water techs that we have there, both federal twos, well, we were able to go to Hines Creek, Colorado, and they got to see for themselves what the new treatment facility is going to entail with some of the operation that's going to be part of it. And that was actually a big thing for them to go and actually see it uh in operation for themselves. So that way they can kind of see how our facility is going to function as well.

Excellent. I'm going to go to you Jimmy and I'm going to go to the finance director as well. talk a little bit about what's gone on with FEMA and what we've been doing with Solst Group and what's happening with some of the greatest World War II there um morning following the FEMA leadership and alter group and again an update on current claim and future claims that we're submitting um to get some money back in the city's coffers. And this is just follow up on emergency projects as well as new fun city buildings department anyffected by How can it get from here?

Pique group of law. So what what essentially do they do with the proof of loss and kind of talk a little bit about that process and how it works? The group will create a claim uh with the help of city staff. Um so those are the RFI they'll get constantly. Um but we're always engaging your myself with the directors and asking for documentation. Uh going back to the fires from the floods to the breeze um and looking for specific data um how it affected us fire and fire either creating that claim or how to eh

Lucas if you can speak to Lucas and then K speak to FEMA speak done the meetings. What what's DHSN say what that is and then talk a bit about your experience correctly with dealing with FEMA DHSN the claims office and what's stratified over several years since the the fires happened just if I can jump in just a little bit because I know those uh RFI or something big that I know it almost seems repetitive you know especially some of your department head they keep getting and I will tell you it's not executive or it's not even their results or I mean an RFI is turned in and FEMA seems to be repetitive on some of the requests. So, just don't get frustrated with it. And I know it seems repetitive and you might think, well, I already told you that information. Uh, it's just something just something that we're dealing with and it's repetitive. And I just just thought you guys don't get frustrated and the sooner you get those RFI, the faster hopefully eventually you get those things through. But it's something that's I had a conversation with people being repetitive ridiculous but just something you have to go with. So one thing we learned too is sometimes when they go to a specific open they need the same information instead of that duplicate they ask for it again because one one navigator might not be working on the same instance and not might not information there. So they're requesting the same information basically again for a good while.

Perfect. When you dive in, start by telling people what the HSCM is and then tell them the number of people that are on these meetings that that you've been participating in on for several years now. Tell them about that a little bit. DHSN is Department of Homeland Security and they they deal with all these emergency have going on over here. our buddy, our buyer, our even ours to say that. Um, and we have we have a lot of people that are we but we get a lot of push back from certain individuals. Those individuals have since moved on and myself and and Robert and the mayor on one of the first meetings that we had when Robert first came on went into a meeting at the governor's office and I we thought it was going to be kind of one-on-one. Uh we walked in there and there was about 14 to 15 people and there was me, Robert and and the mayor and they came at us pretty heavily, you know, and we we Robert and myself and we destroy our grounds. They us like the way Robert said it seems like they're trying to sell us a car and Matthew back and we came out with what we have now which is a big powerhouse person. I think it's a it's a really point in our favor is our inter office agreement with them in related to work in New Mexico. And I want to make sure I make it clear that we never reached out for assistance. They reached out to us and we went ahead and we put the plan in place the way we wanted and and they come to our terms and we're using it to our advantage to make sure that we give the citizens about everything that they need that new water treatment facility and things of that nature. That has been good because let's open up about the the DHSCM meetings and the different FEMA people that are around adding on to so two different uh

frameworks right got a whole BHSM for the state of New Mexico and then a whole separate federal section of people dealing with all these claims if you could speak to that so people kind of get a little understanding of what we deal with them

part of it is is meeting with them when we're discussing the else. It gets kind of complicated because there is an SP6 money that we given a zero interest loan on some of that money has to go back to the state to receive it. Um, we also have to meet the satisfaction of FEMA. We're able to make that claim and get it reimbured depending on what the loss might have been during that time. And then also we don't receive the money directly. It goes to DHSC to them to take our bank and then they release it to us. So it's basically like trying to pull out a splinter fighters that you guys see. So it's a lot of work that goes behind it and there's a lot of people in the community and everybody drops. It's government funding. It's state funding and uh we have a lot of people to receive both the city and uh making our point this this fire to us children with but there's a there's a partners we know there's third party consultants of DHS that also work with them to make determination of Qs or to sit inside as well a lot of different chief I appreciate that and the reason I'm getting in the weed on this is because the city spent over so far and there's even more but close to 20 $20 million of of expenditure out of the city directly tied to the fire. If you could talk just a little bit about what SP6 is and then what people reimbursement looks like so far with everything tied to the fire with Sure. Um there's really been two disasters, the fire and the flood. We have to deal with FEMA on both in finance

for both disasters. We have to provide the resources that the city needed to deal with them. Whether it's uh water or overtime for roads, whatever it was at that time, we had to make sure that all the departments had the resources they needed. Once those funds are expended, then uh Senate Bill Six uh is legislation that allows the state to give us cash up front to minimize the impact on the city even though we're going to get reimbured later by FEMA. When the Senate bill six, we we use those disaster related funds to pay for the things that we needed on the condition that when we get reimbured, that money goes back to the state, we have to pay the state back interest free loan. That's how that works. Our role uh in relation to FEMA is like I said front end making sure that we spending the money and even in emergency there's a proper way to do it. There's compliance requirements at every level federal, state and local. We have to work within those boundaries and we did. Now when you talk about proof of loss, request for information, if we don't have the documentation to prove that we were uh burdened over extra burden by these disasters, we don't get reimbursed. So that's our factory function now. And as the mayor said, sometimes they'll have to be screwed three or four times and we just provide it. And from there, we worked with the soldier group and and the department heads to make sure that we have all the documentation in place. We submitted to FEMA. We've gotten about

$5.5 million reimbursement so far and we're looking forward to a lot more than that. There's also two track and right that that may be a difference that that you want to talk about chief because there are three different pots of money that we're eligible for.

Well, perfect. So along with that whole process of of the sort of disaster, the expenditure of money, the the fight to get the money back, the the council and the mayor have been entrenched in that mayor and counselors if you want to speak to that give a little idea as to the involvement that you've had directly mayor and even counselors in that process for the whole for the whole thing. I've taken a lot of slack from the governor's office about this, you know, as far as we call out publicly, but no, I mean, you know, it's it's been it's been stressful frustration even from the state and federal level. The way things are moving, but again, some it's not our it's not our fault, right? It's been months probably like we've had change leadership but we continue to hold our ground and fight and sometimes it's not you know assisted city doesn't bake or or federal government want uh just kind of like all of you have dealt with the FEMA things personally at home right the difficulty that is but your government haven't We're meeting there as part of the agreement that we came with as involved here that is involved in some of those safes there like being involved in the dayto-day people have it's so

more beneficial to the city that handle that so involvement I'm more of with the state at the higher level the governor staff but Uh I think we're on on page we've been couple of disagreements that we had with the state where first they us and they realized that they were wrong. So you know that that to me tells us you know we talk about transparency and the right thing and I don't get criticized for it but again we thought we did the right thing and we're transparent about it. So kudos to for those other right that me right in the city there. So, council member

Well, the only the only thing I've got to say is uh you know, first of all, the main thing that we've got going on is the transparency piece and you know pushies and everything we've had in a long time. I I do want to make comments to the uh to the meeting that the governor had with a very uncomfortable meeting at the very beginning when we started to talk about our water issue, how quick we can get those resources, how it ran again. And I think there was a lot of people in our community that were probably speaking out to the governor's office trying to get, you know, trying to make a point that we we could not do that and and that facility on our own. We were already doing that. It was in the works. But yet we got in front of our communities, in front of the governor and their people and they made sure they put us way up here in the front so that we could be slammed by a governor. I didn't appreciate that. I'm glad that we actually became picked in terms of the governor's intergovernmental agreement and signed it because had we not signed it number one, we would have never gone we would have never gotten another permit. As you guys know, we have a good working relationship with the with the team at the state level, the environment department and so forth. And I think those are all passing staff. We got to continue to move forward. It's not about

okay now who's who's taking a lead. I think we've got a good role in taking doing our part to be that lead. We just got to continue the push to make sure that we get what we want for our community. But it's it's just an important piece to endure tonight. I just see that we've made a lot of progress in this and I appreciate that. Oh, sure. Anything else on the

not too much when we water some things going on it's really been since I've been a kid people have didn't fall down. We know what to do when it comes to something like that. We don't have grass. It's fine. Thank you. got into some of the background so that you could have a little more and I know there's a lot more but definitely on that people just have this uh obviously involved in some of these discuss I think mayors have terms of what we're trying to based on I'll see this the me or some of the things occurred I I was a a tank so I didn't appreciate the way this happen I'll see is it it is kind of people think they could pick on a small town. Oh, in Las Vegas they need help. They can't do this. They can't do that. They have this deficit mindset and sometimes if we don't own our own people even for our ownelves and we're here to change that. We we can do whatever we want. We can do whatever we set our mind to. And uh there's a lot of smart people here. There's a lot of smart people in this community. There's a lot of sparking point. So, I just need the approach. Let's get it done. Let's figure out a way to do it. And u

uh again uh coming in without much safer, right? I I do remember that time when we all had grass. I grew up with a yard with grass. Everybody running around and playing football. right everybody. But when I unpredict I pour out my I have a whole front yard full of grass right now because I know we're going to solve our situation. I want to see and people enjoy that and I'll be there for now. I say if I'm not if I'm going to say I would solve a water problem in my front yard. Anybody wants to see a batch of nice grasses like kind of answer that I do want to speak and I and I need you to say this because I know even when we meet with the Chad from Texas and you right state came in and said I think it will be done in a year construction the year was December of this year that it should be completed and we had all the experts involved to get it done in one year. I will state that uh maybe construction will start next year, right? Maybe maybe

so that just gives you an example, you know, here within the team that we had with Travis already told you. Thanks very like you know so looking ahead we're going to get into the the weeds on this and the departmental but water fish interal agreement plexos design construction we're going to do uh the G late summer uh yeah

late summer groundbreaking and then as the mayor just said we're they're looking at probably next weather permitting next next year 2027 hard start on the actual brand treatment facility. Yes, sir.

All right. Um, a lot of other things that are in the pipeline, pun intended, water rights and acquisition, uh, storage tanks, distribution, metering, expansion, upgrades, and compliance. Uh, may we had a pretty cool thing happen uh, last week based on the working efforts of Adrian and Travis and many others out there water transport. Um, Well, I share what happened last week. Uh, yeah. So last week had an opportunity to go with our team and part of the team consist of our manager Adrian Marvin Cordov but basically thanks to the team Robert uh submitted $43.5 million in wire cross trust funing that uh basically the city had to fight in I don't know how many years but you fight for it and you were successful in achieving that 43.5 million go ahead and I'm aware I got a call from the came out and the highest rece that's accurate which is huge for the last stage right again that just uh that's just because of persistence right one of the commitments that one of the type that I put in here continuing opportunities for grant funding for the longest time just uh this is sometimes a blessing but also a pain for finance but it's a it's okay because with that money right but it's a blessing because now we're going to do so many projects that

I think before we were just we were only depending on uh GRT and and from now I think every single department probably except for uh community services has had a benefit from grants from one form or another right solid waste capitality something that we got this year huge improvement there's been contin but this water trust board funding is huge I I don't know. You guys want to kind of touch up on that? I'll just give the projected amount. Yeah.

Okay. So, and these are preliminary. They're not 100%. They're very gross. So, uh, 20 million for storage tanks, 4 million for new water meters, uh, 1.5 million for H Street expansion, and, uh, sorry, and 17,954, 545. And, and the reason why this is important is I remember becoming mayor, right? And of course you'd be pleased with your story and try to uh try to be as transparent with my with my council but prior to you know when I was a counselor you know a lot of information were getting out to us when I became mayor in December of 2023 uh when we started to hear some issues with water waste water gas uh Eventually, when councelor Martinez came in, we finally made a change. And to me, honestly, I think that change had been a benefit to the city. And to those of you that are in that are sitting in those environments, I think we see it for whatever reason speculate, but things weren't happening. A lot of money was being spent, but things weren't happening. And now your guys leadership that you guys are finding things are actually happening. And uh and I could every department that was within that individual uh we were in trouble with the state EPA that we humane it was in trouble and uh now we we're not perfect but we make big strides and accomplishments in that and this water is going to even even our leaders huge uh has some presents but water continues to mind before we get a lot

out of water. So big mean big things kind of positive things and again I keep saying that positive things we're going to hear we hear naysayers that things are horrible things are this but you know what sometimes we don't uh we don't value the great things that are happening focus on I said in our seats as elected officials we're never going to make everybody happy but at the end of the day what you got to do is you got to continue moving forward um you try to make everybody happy. We're going to waste time and you're going to be standing just continue forward. That's all it is. Thanks a lot. I just want to highlight a few things. The application is a big part of everything because you got to apply and find the lottery ticket before you win the lottery, right? But there's a whole load of people that impacted that process and that ultimate decision. The mayor and council had to have the foresight and the wisdom to not only tell us to go out but to approve the application. The executive, the departments, the many staff people involved in communications, legislators were absolutely involved in communications at the state and the federal level, the finance authority, their board, the water trust board, other stakeholders. It's a whole gamut of people buying tin and going all hands on deck to not only try and get the money but put the background information and work behind it. Put into next slide. A few things coming forward on on funding uh debt consolidation. We're working on that. We're going to be uh looking at a fee structure review, tax increment review, gross receipts and how does that affect us? possible referendums to voters, audit compliance, procedure and policy and group review and improvement, past performance uh

standards, bonding capacity and rating and how does that impact our funding? We're going to propose the distance and obtain our reimbursements on FEMA review and prepare directly connected to FEMA expenses. This is a big one. So we've been uh fortunate that um FEMA was so this is one area of silver lining. Okay. U because they didn't give us any reimbursements and you correct me if I'm wrong for um it didn't trigger the audits. Okay. But now that we started getting FEMA reimbursements, we're going to have full-blown audits on our emergency situation with the flooding and the freeze uh that we're going to have to work on. And so Jamie's been working closely on the proof of loss and some of the detailed background tied to those audits. That's documentation that's going to help us. But we're also going to go in and do kind of like what would you call a forensic audit?

Yeah. uh reviewed more on all that documentation and all that stuff that happened during the emergency to make sure we have all our eyes dotted and our tees crossed and where we have gaps we're going to have have to have the explanation of what those gaps are. So that's in the pipeline that's something that we really got to be uh methodical and and purposeful when we do it. Next slide here. Mayor council, uh we're going to work on uh document requests, uh follow up, normal solutions. Talk talk a little bit, Jimmy, quickly. We got 15 minutes, but I want to get through it before we wrap it up. But normal solutions is going to be a big part of operationally, how we track everything, how we track every request from mayor and counselors, how we track requests from citizens. Speak to that a little bit, then it's roll up. uh so myself and my team along with her team implementation team so far we've done public works uh we've uh animal control enforcement and executive department and in that training the project system on how we can make it more funding and incorporating it with the daily operation for each department uh it's going to be we're going to be the municipality citywide. Um once we go through all the departments, we'll be able to track requests, see response times, uh follow up man hours. I think it'll track material. Um we have a portion in there for counselors for mayors specifically for executive requests. Um so we can document and it'll higher priority for those departments. So if it comes from mar council they will automatically come up with the urgency status. You can pre-plan it out for that request. Uh it's not a high priority

date when your team is going to be able to get to you. So that way we're not having department follow up and get those assistant see um you know they respond request and when you're planning on scheduling it or when it was completed or going to outcome so so on that point so two things uh that I want to make sure that the the mayor and council are fully aware of when necessary and appropriate will maintain absolute confidentiality because some issues are sensitive there's absolutely some issues where councelor Martinez doesn't want me to say, "Hey, Mary Johnson has this concern, right?" And so we'll maintain confidentiality of the mayor and council, but but also that there's going to be adequate and appropriate tracking and measurement counselor. So there won't be any we don't know where this went or we won't know who had it. Amanda has it daydream has it has it broader has it and it's going to track for and account for where it is in that process workflow chain and then how those outcomes are coming back. So it's really going to be a good gauge for us to look and see what citywide our workload has been and what our accomplishment has been and also where our gaps are. It's also going to help be a good measurement tool for finance and allocation of funding resources based on those claims that are coming in. So, it's going to be huge for the city and it's based on a simple premise of accounting and tracking for the work you do and all facets workload expenditure assignment the whole process train. And so, think of it in terms of a work order system that apartment complex has for maintenance on a building. that concept floated throughout the entire city is what the goal and objective is of that outcome. So, uh balance cost what the other thing it's going to do is as as

we're uh making recommendations back to the council for their direction, it's going to show where expenditures are in your club to ensure that we're being balanced and equitable across the expense. It doesn't mean all the same priorities. You guys may be talking about priorities later. Those priorities can be different, but we're going to work hard and you guys have done a great job of done report to balance equity. But that's going to also be a tool we can look at and show for those dollars and expenditures that have have happened for for equity. Um document all requests internal external initial followup within 24 hours. Internal and external with assignments to accountable people and departments written followup by email print internal and external timeline and connection of overall closeout internal and external positive feedback clear consistent information and making sure we have internal training to go with it. Thanks outreach and communication. And Amanda, why don't you speak to some of the stuff that we're going to be working through,

the ones that are on my sides? Yeah, you can you can talk to some of these and then we'll go to your slides as well. So, we're going to be working on internet that's going to be specifically with it. So, it's going to be internal communication as far as forms uh things that maybe you don't want to you know have externally uh so internally. So, that will help us greatly. Newsletter maybe we're looking at interview and possibly an external newsletter. So maybe both um just so it's a little bit more of a collaborative effort um for our staff and for the community.

Perfect. So I'll go through a couple of these excitement web development continue work on those solutions. I know Morris you guys over here start talking about Titer upgrades. You want to talk about that? But what tightener upgrades or

Yes, we're working with with it and with Tyler to uh upgrade some of our processes to move toward electronic processing. We're going to start with the front end where we can do requisitions and purchase orders uh electronically without having to move so much paper and eventually on the back end. We're also going to look at making electronic payments to vendors. The state has moved in that direction. Makes everybody a lot more efficient and keeps keeps our vendors happy and uh makes us more efficient in general. Efficiency, accountability, and and bottleneck going to avoid bottlenecks. Right. Absolutely.

And so uh stay tuned. Uh we're still looking at Outlook, Google, and Acat. You want to talk a little bit about some of those? Um so we wanted to move us over to uh Office 365 from Google which um Office 365 has a lot more features uh that allow us to better collaborate on having updated applications like um Word Excel rather than having version from 2007. Uh so that can still go because of the cost of the application for whatever reason it's a lot more expensive for local governments and so we're trying to work for Microsoft to get better pricing on that but uh we're hoping to get some collaboration with other municipalities um so kind of a larger group effort to negotiate better.

Yeah. Now we are um as soon as we have the budget for it, we'll be getting licenses for our leadership team and I think it'll be I'm more now but I think it'll be really good for your team to have a few for my so that's where we're at.

Perfect. And I know this this retreat is going to be uh more about priorities and visioning for you, mayor, but I did want to provide some background as to the operational side and some of the process protocol, standard operating procedure stuff that we're working on on on the operation side. Uh so that we could get feedback from you, but that you also have knowledge of where we're headed operationally. Next, next slide. Uh so these are yours. So I'll turn it over to you.

Okay. Okay, so this just a little bit of background. Uh I put the number of PSAs. This is from 2026, so January 1st, we've had 86 PSAs that were sent out. 25 press releases, which are regular stories that would go into the newspaper. Um four city spotlights, so that's where we feature the city of Las Vegas with a specific topic, monthly with the Las Vegas optic. Um the scope of the communications, a lot of times a emergency, safety reasons, service updates are the most common. One thing I try to highlight are, you know, kind of positive stuff too as well as city events. Um, you know, times that we collaborate, communication, uh, water repairing pairs is something that we've had a lot of that. So, that's awesome. That's that's great to hear. Um, social media presence. Um, it's active and growing. Uh, so I kind of gave a little bit of feedback as to a year ago to now. So you notice um Facebook has gone up significantly. Tik Tok was started recently in May just started Instagram. So that's starting to work its way through. And we have a lot of engagement, a lot of positive collaboration. Of course there's going to be the negativity. Uh but a lot of times it just needs communicate further communication. A lot of times I won't respond back and provide additional information. uh there's times that people will reach out to me to ask for more and a lot of times you can calm down the situation from there. So that's just a little bit of a snapshot um with what I regularly do.

Next slide.

So web development accessibility. So we're always doing ongoing improvements to the municipal website for usability and compliance. One thing that is going to be big for it and myself is going to address ADA compliance requirements. the Department of Justice requiring that our municipality since we're under 15,000 has to be fully ADA compliant by April 2027. So, I've been going through um some several uh trainings for that and I know Adele has gone to some as well. So, we're going to start collaborating on a process. I started that when I first came in. The website was 90% non-compliant in general. It'll tell you how compliant it is. Right now it's 75% compliant. So we don't have too much to do. The biggest challenge is going to be PDFs. So a lot of people like to scan PDFs and send them. So they print them out, sign them, scan them in. Those are not ADA compliant. So we're going to have to look at some of those processes. So we'll be on the lookout for that. Um again, enhancing accessibility for the public or internally as well. Um, I've been working ongoing with the departments to develop and update their pages and I'm going to continue to do that. Um, and then it supports transparency at the end of the day. It provides communication and it's huge for job improvement. So, if your pages are welldeveloped, you have better chances of getting people to come in and apply. Next slide. So, this is the communications overall. Um, so the goal is to build strategic communications and marketing functions. So our marketing again everything kind of collaborates together. So I want to work harder on that. Um increase capacity with qualified support a dream and I think that's something that uh I hope that we look towards is that we have an actual department. Um at this time it's really just me and I work with

um the web page primarily pretty much everything on it minus uploading certain documents certain things uh all PSAs all photos. I do additional marketing, all of social media and it's a lot for one person. So, it would be great to be able to expand somehow. That would be I'll speak to that. We'll talk more uh later as we go into departments. We're going to get uh we're going to work on a protocol. We're going to have each department that's going to sign a lead associated with communication. We're going to work collaboratively on the process or communications directly and create an SOP for how PSAs flow from the departments through uh working with Amanda through my office and then out and so we'll be working on

that would be great just kind of talk about core responsibilities that communication brings um and how I will be working the city manager um departments staff to continue to provide the best support possibly across all departments. Um, a big thing is developing trust, communication. My communication is only going to be as good as someone else's communication. So again, just continuing that collaboration um that support across the team. So

excellent. Next idea um what are we going to do? our corner people um mayor's mention of council that all of us uh we want to be present be respons responsive communicate and follow up with mayor and council create missiondriven measurable engagement linked to city priorities follow up follow up follow and follow up again all the laws and our ordinances and our administrative regulations next slide and work with stakeholders they're not all listed but these are some of the core stakeholders that we have worked with and will continue to work with alongside mayor and council and the rest of the team. Next slide. State agencies. These are some of the core people we've already been entrenched in. You already know all of you. We've all worked on it together. We certain meetings that we're going to have a constant present over and over and over to make sure we're in the know on resources and then grant opportunities. Next slide. Is that it? I

think we're good, right? Yeah. Excellent. Uh, we got a couple minutes, but I know we're going to have a lot more time to have more feedback from Mayor Council when you get into your but mayor counselors, uh, we look forward to engagement during the day. I know you're going to have more questions, uh, more direction for us. But, uh, this is kind of a snapshot of of where we've been and where we headed. those set the questions for now before we open to a

break. Thank you. So, one more thing before we go into a break. Um, in the spirit of collaboration and then teamwork, everything we talk about, but we really need to hear from Marcelino as well and Jeff. So, Marcel, you want to go first to kind of give us a five minute overview or less of the good things that are happening in transportation. I mean, I see those buses all over. Benson picking up kids and I'm going to baseball practice just real briefly. I won't be able. Okay. One minute. Just what we do is we um run the transportation department.

Uh like you said, we're all over town. It's kind of hard to understand. We ride a bus. So we sow run every day. blessed day and maybe a question expectations from today for for your from your perspective.

I think from here just what everybody does and what kind of we can mesh them together what everybody trying to do back together with them. So I think that's what a lot of the work around there as always.

Yeah, we've had a lot of projects go on. We've had a new playground at Hannah Park. Um we're finishing up a new playground station over Friday. It'll be open around 2 o'clock for the public. Um, also the day-to-day stuff that we do, upgrading our systems. When I took over, a lot of these parts weren't automated, training the staff and building up the parks division into a department where it should be. We're doing pretty well with that.

And then you weren't here at the beginning, Jeff, but thanks for coming down. the expectations for today because I know you're you're director and you guys are going to get into the weeds on on your stuff at your public presentation, but maybe some expected expectation for today for the parks overall participation here overall participation here in this retreat. Uh just to find out as much information that I can that I that I'm not aware of that, you know, I'm not in certain meetings. I just want to be a breast of what's going on and maybe it pertains to parks maybe just to be more knowledgeable. Thank you Josh.

Thanks for the coaching about streets. sidewalk. In case manager, you guys know you probably notic as we're citizens apparent. We walk through the city and you guys see more what we do more. The thing is that if you don't do that, get your council or manager to take a look at that over the thing is that city we have a lot of the thing is that you guys are ones that are we do the little by little takes a little while but if it takes a long time we'll come back in be the There's a lot of things to do everybody. Thank you.

Right more governing body with you and we'll be going now. So we'll have a break for the next part. We'll hear more presentations from these departments. you know, more of us kind of listening and then once we get to more of the stuff later in the afternoon, we'll sit down and we come up with priorities or water, whatever the priorities are do that. I know I will make sure she has some time just for the record on the board. So, all right.

All right. That didn't break that. I was saying It's a power. even

that one. They might be to the end just because it was everybody starts at the beginning. Okay. also consider

I'm not Yes. I think it

also. All right.

I think so. I was surprised. terrible right here. But she heard the answer. Okay. actually.

Yeah.

I Okay. Yeah. I'll try So many people.

Oh, really? safe. You don't want to go They're all about 26 right down the You focus on your book. famous.

Yeah,

thank you I did I did a whole workshop.

Oh my goodness. So she did this and

you know I have no problem. was in the middle of that. All right.

Yeah. Nice to meet Those are actually made it afterward. I might just help the other one. All right, guys. Go ahead and get started.

I have one very me like real. Okay, we're going to go ahead and resume uh with the next section of this retreat which is going to be uh department discussions and operation and needs. Uh we're going to get into um I'll be first. I'll talk about my project updates. Um, we'll talk about the ICIP and some legislative changes from House Bill 247 signed by the governor this year that are going to add some changes to our capital outlay process. And then we're going to get into uh current work priorities and workload uh some key challenges for your departments. This is opportunity for you to discuss some key challenges or or needs of your department um and then uh talk about long-term needs. So again, just an example, maybe a lawnmower is the short-term need, but maybe major improvements to Hannah Park would be a long-term things like that. Okay, so let's try and stay state of that. So I'm going to go ahead and get started and talk about the ICIP, our famous ICIP was a lot of changes this year on the ICIP. Everybody, Robert,

go ahead.

Okay. Um, a lot of changes this year on the ICIP on the infrastructure capital improvement plan. Um, there are some changes on House Bill 247 that I'll get into in a minute. Uh, but with the ICIP, everything now is on the PARS and CAP system with with DFA. That's their project accountability reporting system. Um, which is a big change for us because everything's now on a database. um it was before but it was a little quirky. So this year our ICIP our drop deadline is July 1st 2026. There will be no exceptions to that deadline for any municipality unless there's like a tornado that wipes out the city. So um we need to really stick to that to that um deadline. Um so again, it's a hard deadline with no exceptions unless there's a major disaster. Um all amendments to amend the the ICIP will be due November 11th. So we have to turn it in by July 1st. They review it and then if we want to amend it, we have to do it by 11 of 26. And then the final publication that goes to Senate Finance and DFA and everybody else is by uh November 13th of 26. Now like I said previously the the PARs project the project accountability reporting system that's where everything goes down into the system which includes notices of obligation um are where we provide proof of payment for reimbursement things like that. The CAPS is more of the ICIP and questionnaires that they get uh legislative questionnaires like for general obligation bonds, tax bonds, things like that. And then um some of the things that are pretty basic that we are standard that

we do every year is just some worksheets that we need to fill out and then uh we have to do a resolution for ICIP. So, I'm highly recommending that at least by the second meeting in June that we get a resolution in for the ICIP. Uh if not, we'll probably end up having a call at some sort of special meeting just to meet that July deadline. So, um I just recommend that we we stay on that. Um the ICIP, we're going to have to rank our top five priorities. So, I'll just pick one priority and this is just my opinion that I think the top priority would be like Peterson Den for example. Okay. But other than that, it's up to the govern body what they want to rank in the top five. Um, projects must be ranked in CAS one through five. Again, the ICIP is not a funding application. It's not a capital outlay request. Those are done separately. It's not a funding source and it's not a wish list. Um, it's and it's not a guarantee of state funding. It's a plan to drive what the needs are in the city. Uh the IP is a plan for capital needs. Having a plan is strongly encouraged. It's a plan with details, displays needs and priorities and how you plan to finance your projects. And above all, if we're more shovel ready, you have a better chance of getting funded. Um so that that really helps. So the legislation from and and Senator Council, you have House Bill 247 in front of you. Um the legislation of House Bill 247 creates uh reauthorization limitations. So, we're going to only be allowed one authorization on the project and you have to have 10% of those funds expended by a certain time and you can only make technical changes to that original purpose. So, for example, this year

in discussing with Travis, we reauthorized 8th Street Extension water line, which was $100,000 for a project that counts 1.5 million. We reauthorized it, reauthorized it to water meters. Okay. Going forward, we wouldn't be able to do that. We'll be able to change technical language and we'd only be able to authorize it one time. uh any projects that are $100,000 or more has to be on the ICF. So let's say we prioritize 20 projects or 10 or 15 and they're all in there. And then you come back later and say, "Oh, by the way, we have this project. It's going to cost 100,000. If it's not on the ICIP, they're not going to fund it." At least that's what we've been told. Okay. Um there's going to be some destinations for these funds uh referred to. Um so for example, SE seance tax bonds. Okay, capital is funding three ways. Seance tax bonds, general obligation bonds and general fund. Okay. And then sometimes there special issues like junior bills. But those funds will if we don't spend it move on it quicker they're going to go into a reverser fund or some sort of a fund and then they're going to pull that money for other needs. Now the city of Las Vegas I think in my opinion is top three in the state when it comes to spending capital. We don't revert a lot of money. I think in the time I've been dealing with capital, I would say 1% or less that we reverted maybe. Um, so we do a pretty good job, but now it's going to push it a little a little harder. And and the reason for that, if you if you read the fiscal impact report from from DFA on on the House bill, um the city's invested um capital, which topped 7 billion and

6,000 active projects, and there's still a lot of projects that are unspent. Um I mean, the city's fortunate because these departments, you guys work hard in spending the money and getting it out the door. We recognize that funds are hard to come by, so we take what we have and we run with it. But there's other communities that may not be doing that. Um, also we're competing with 33 counties, 112 municipalities, the tribes. So, uh, money is is scarce. Uh, so all all House Bill 247 does in a nutshell pretty much is it it makes us move faster on our projects. So I want governing body to keep that in mind and city manager um that where are those changes that are coming from house bill 237 I want to touch up real quick I know you know us as the governing body and maybe some of the directors in finance get this thrown out in Santa Fe is where you guys aren't spending your money but the reality there's some projects for instance the dam you know what we received capital outlay also the street waterline extension could you kind of touch up on that type funding and our complications of why we can't spend them.

Yeah. Yeah. For example, I think H3 water line a good example. That project cost around 1.5. The only probably by now probably more like 1.7. Uh but we only received an allocation of 100,000. I mean that's just going to get mobilization to the site really 100,000. It's not a lot of money, right? So on one hand we authorized that 100,000 for water meters to confuse it now with planning design for water meters and then we have the water trust now which is really great but that's a good example the dam uh we have an $8 million allocation. We spent roughly close to three million on final design. Uh we still need another 25 to 30 million just to build the thing. And and that's one example of a project that you just can't start and then leave leave alone for a while. You have to start it and finish it, right? Because you got to put water in it and it and it correlates to our water system. So those are good examples, mayor, I think, of how sometimes we're underfunded. Uh and sometimes we can be underfunded with some projects, but other funny ones like that. But but I know there are some, you know, as department heads, you guys deal with the state at some legislators at times, and you'll hear, well, you guys aren't spending money that we can spend, we spend it. But there are these pots that we can spend. And that's because they're specific to the dam. I mean, it's not like we could start the dam and then stop it until we get another eight or 10 million. So that's the reason, you know, justification in case you are told that. I know when we go to Santa, city manager, myself, some of us, you know, we tell them that, but they still don't get in their head. They see an allocation and say, "Well, you aren't spending your money." But they don't know the reasons that they see spreadsheets that are subjective, but they don't see some of the other issues like requiring contractors, you know, um the amount of projects that

may have staffing shortages, subject matter expertise, things like that, engineers. So that there becomes uh some other challenge besides just spending money on the capital funding. How long how much time do you have so these people can know how much time do you have to get that money and spend it in every department? How long do they

Well, okay. So infrastructure projects usually last four years. Okay. Equipment projects usually last two years. Okay. Now, the changes on this house bill speeds up that process, right? So, we have to encumber like 10% of those projects within the first few months right away, which means planning design needs to happen a lot quicker or purchasing vehicles if you need to happen. So, uh an answer to the short answer to your question is these things are going to be speeded up a little bit more than in the past because we have had some projects that are last minute. So capital outlay funding means a lot to all of us to all the department headers because if you're not fight for it we're always going to stand on the bottom. They're not going to take care of stuff that we need to take care of. So every supervisor that works for us needs to think about that for you that money and take care of it. Thank you.

Just a quick comment, Robert. uh on the capital. I know there's challenges that have arisen previously were beyond your control or you didn't get them uh out front from the onset. No money reverted at all. Not even 1% unless there's extenduating circumstances that come up beyond our control. I just want to highlight that piece. uh you noted uh pars and caps uh Mr. charge letters uh a contract uh staff that they're not staff contract person that helps us but ultimately uh it's going to be our collective responsibility that executive office directors and project managers to not only be aware of cars and cabs but functionally know how to get in the system right now we're limited to I think we have four

you myself I think for now and June June does the the the side of the senior centers so she has access as well.

So we'll work with Mr. Archa and all of us together to make sure there's continued understanding and um call down list people that you can support making sure that we're getting our reports in. The reason I bring it up is even if you don't have access to directors and your project managers, you still need to be aware of those dates and and we need sharing that information with one another to make sure those get done. Thank you. Um, if you want to look at the bill for the water trust board, um, our projects were listed on um, let's see, House Bill 63. So, those had the water trust, but was still needed to be approved by by the New Mexico Finance Authority. U,, moving on to projects. I'm going to go really fast on this because there's a lot um to talk about with all the other departments and and uh the first thing is um Peter uh sorry I'm sorry Veterans Park right now we have an allocation 198K with 2,000 in art and public places that project is being designed by Stantech it is uh with some monies from the from the wards uh so we we're trying to make some improvements to veterans part. Uh the next one is we have an allocation for 150,000 for our new city hall. That project is in planning. Um the next one is mobile data communications. We have actually two projects two two pots of money 164,000 and 100 and Caleb combined those into one to finish the project like 99% complete. We just need to do it out. Um, so all the projects in yellow are finishing up or are done. Um, the next one is uh Carnegie. They do need to do a punch list and figured out some final payments and then we're done with that

project. That one was 150,000. Next one is Lincoln Park. That was a new fencing 65,000. That's completed. uh animal shelter 780,000 that's in the construction document phase u I think they've spent probably around 26,000 more or less on that that's ongoing project still have three years on that or two and a half um a utility truck that was spent a long time ago that's closed uh it project um was closed few years ago uh mobile data communications that's the one that was combined with with the other one. Uh equipment for police vehicles that was closed out a long time ago. Uh Rodriguez Park right now, uh we get our construction documents in June for a new Little League field. Uh so the plaza will be gone and we'll get a new field. Uh so we'll get those construction documents in June and and try and spend the rest of that 2.5 million. Um equipment road maintenance 160 that was done a long time ago. Um, the old city hall is being roofed right now. We did run into a little snag with some more asbestos on the roof, but we have somebody today from Grand Cor getting us a quote and the state's going to pay for that removal, so we're good there. Um, we just got a wire 2.4 million for the Plaza Park renovation project. Uh, we just got the notice of obligation last week. They gave to Arnold, so they're they're able to start that design. Um, I had uh Townsen and Associates do an archaeological survey at Rodriguez Park. That was around $10,000. I took that from Capitol Allay. And the importance of that is that it identified that any new construction is not going to impact any archaeological sites. So, that was good. Um more of

more of the stuff is in the back of the of the property where there's some old um like sheep herder walls and some more chip stone and stuff, but it's all towards the back a corey. Um animal control Junior builds 200,000 right now. Uh they bought a vehicle to transport animals. Instead of using a big old van to take one cat, they have it now vehicle now. Um they're going to put some aggregate and gravel outside the grounds. They're going to do some repairs, general repairs, and they're going to buy some commercial washers and dryers that can be moved to the new site as well. Um, that's 200,000. That should be all spent by by June 30th. And then we got 50,000 for Peterson Gam last year. Combine it with the 8 million somehow. Um, there's 50,000 for veteran veterans memorial at the Crystal. Um the recreational trail that Rodriguez has done that was 99,000. 8th Street extension water line that got we authorized like I said earlier to water meters. Uh we have the Great Box on Railroad 1.2 million and 900,000 that got combined into one project. I think that project is moving pretty quick. I'll let Arnold speak to that. Um, we received 150,000 from Energy and Minerals to do a energy efficiency uh grant uh for low-income housing. Well, we'll come in and have a plan. We submit that plan to the state. apply for more monies and then those monies will come in to help low-inccome housing retrofit their houses with, you know, better doors or insulation or uh LED lighting, things like that that can really help efficiency for low-inccome housing. Um, we just did the Marish Riverwalk clean up that was through the clean and beautiful grant 8,000. Kudos to David and his crew. Uh, they were also able to

purchase a couple of of composting bins uh as part of adding gloves and all kinds of stuff. And we did put in for another grant to to uh do some other changes as well. Um Luther and Lane, I'll let Arnold speak to that as well, but both projects are combined into one.

Um we have the lighting grant right now, energy and minerals. um the softball field that Rodriguez is done with new lights and also they're retrofitting the Ho with new lights. Um we did apply for 217. We got we had to match that and then we put in a little extra. So they're going to have some nice beautiful lights there pretty soon. Uh we have the EDA EDA disaster relief grant that's on the Douglas district that safely parking lot. has 2.3 million in some improvements in that corridor. Uh the importance of that is that we get this project done, it'll lead to a new great box project so we can even do more enhancements there. Um we are almost about 99% complete on two generators that were put in wastewater backup generators. Those came from DHSM mitigation projects. and then three um at fire station one, two, and three. Uh those those are almost done. I appreciate the the collaboration with Steve and and Travis on those projects um as well. And then um again from House Bill 63 and the water trust board, you know, we got um got large amount of money from from water trust. Our new projects this year are going to be 225,000 for solid waste. Um, and I know through another grant they're doing some changes to the tipping floor and and the whole shebang there at solid waste. We got 25,000 for road uh maintenance equipment, another 25,000 for old city hall which could potentially go to planning design for for the inside. and then 125,000 for animal shelter. Um we just received a grant from Energy and Minerals for $1 million for use in

the field at Rodriius Park. Um and then we just got awarded another 118,000 for a backup generator at the rec center which will help if it ever becomes a shelter. Um and then I applied for another grant to EFA for for animal shelter. I called and asked how much are we limited to apply and they said we don't have a limit so I put in for 900. Let's see where it lands. Um and that's it for my part. Um so let me check the agenda here real quick though while you're looking at the agenda. I wanted to acknowledge John uh Mr. Gone that came in. But before I let him talk about some of his what we're doing, John, is going around and talking about some of the expectations from today that you might have from your perspectives sitting in this meeting. But before I get into that, I want Arnold to tell the group uh what happened and the and the acknowledgement that Mr. Adag received uh last week. Ar. Thank you, Mr. Manager. It be my pleasure. So last week we had the pleasure of attending an aviation conference in Rio and again thank a couple of councilmen that joined us there during that event. Um, surprisingly, John was surprised that pretty prestigious really has 35 years of aviation service and and of course when they acknowledged him there at that conference and um, you know, he was well reserved. John's been out there at the airport for 25 years. He's done an incredible job from the city of Las Vegas and supporting the airport and maintaining, keeping the function. um because there's a lot of responsibility out there when they come to aviation and

earth you know and I'll cover some of that in the presentation more detail but congratulations that you're working on some you guys are looking the animals of the business. It's been on a talk for the last years that we're going to have running around. I'm glad that you're working on suicides. We're trying to do something for the city and for Thank you for all.

Thank you, councelor. Uh, thank you. Thank you, Mr. Robert. Thank you for this information. very helpful when you have once complete. Uh the dollar amounts is very I just want to say thanks to the city.

Thanks to all the staff. They're the ones that that do all the work. I just kind of facilitate things they've done. If we could go um if you could just make a few comments on your expectations from today. Um so first time being here so I don't really want to go uh this city but if you ask me what my expectations are uh going forward from the city for the airport this really the continued support uh for the airport from the cities uh Arnold Danny and Rebecca have been amazing to help get some of the projects going up there um so that's been nice just continued support from the city and just, you know, remember we're out there. We're kind of forgotten sometimes. So, that's it.

Thanks for tonight. Okay, we're going to move on to our our presentations. Uh, keep in mind, you know, your your current priorities and your workload, your challenges, your short and long-term goals. Uh, and let's try and keep it to 10 minutes or less possibly. Uh, so with that, I'll turn it over to public works on the spot.

Thank you very much. All right.

We're just going to go through some of our accomplishments, projects basically that uh are ongoing. I know we have a limited time so I'll just go through them and and show you some some pictures but these are projects that are ongoing and want to go to that other slide. Um so the custo project was a TPF funded project and that that means do provided the funding to that we are successful in two grants that we combined for that particular project which allowed a lot of additional construction to take place. Initially, it started off with just a crystal circle and uh being that they were so generous with us, we're able to do the both uh streets that go into the crest and then to include a culdeac um you know that culac you know that one.

Yeah. Okay. Thank you for that. Yeah, that's a sex that gets forgotten, but we're able to to do all that additional work in there. The project is 50% complete and we anticipate completion in August of 26. The Great Blocks project was funded by Main Street. We received two uh funding sources for that through Main Street. Um and that project is ongoing, of course, and it's about 65% all the concrete has has been done as you could see there. uh and all these projects we're we're required to to comply with the modern ADA standards, you know, so you know, new uh sidewalk ramps and and all the requirements to to make us compliant and and we have to comply with all that because of our ADA transitional plan too that the city, you know, adopted a few years back, but um that that is 665 completed. We're waiting for the contractor to come back and and and do the payment rehabilitation which which should be knocked out in a couple weeks once they get back. But that project is is moving forward pretty rapid. My new project was a phase two project which which was completed. You could see there it's 100% complete. Um over in in W 2 with some counselor money wart money we're able to provide some solar lighting on that. um street there, which is a great addition, you know, for keeping that street u lighted up at night and and safer. And that one was award money in the month of 94,000 lights there.

That project was on Legion Drive, the lighting project.

Thank you, D. Reynolds storm drain project was a a drainage project that was badly badly needed in that area. Um there was a lowlying area that wouldn't drain. Um so when that street was built, you know, quite a few years ago, we left a low spot in that street and created a funding area that created issues to the property owners adjacent. So we're able to to fund that with Y3 money in the amount of $181,000 to provide proper drainage to that street. That's a that was a big accomplishment for that area. And then on on Lutheran Drive, this is some of the capital outlay money that that Robert talked about. Um you know, we received two different grants there. Um one was for 100 and the other one was for 150,000. We were able to only do um the curbing gutter, which is really bad in that area, and the sidewalks. Then we able to basically patch the street back up and do like a quarter lane on it to spend out that money. But um moving forward, the rest of that street will at some point hopefully get the rest of the payment accomplished. Um so the next one that we have ongoing and this is a FEMA sponsored project with the Gunas River debris removal project. I threw that in there cuz cuz it's pretty neat to see that ongoing and and the results that that we've shown in in just like a couple of weeks, you know, I mean, we transformed it from a a jungle basically into something that that's, you know, you can at least see the water in the river and it's kind of beautified, but that's a great project for the area. And then it's going to eliminate a lot of flooding within, you know, the the city corridor and allow storm waters, flood waters to run through that area a lot more efficient, you know. So, and then uh King Street project is is pretty much 100%

completed. We call it 97 because we're just doing a little stem wall to support a existing um rock wall that the footing was exposed right next to the curb. So we figured we would you know provide that and and assure that it doesn't fall over and the contractor is working on that today. So as you can see it was a great improvement for for that area. Much needed you know you know council man has been seeing that street probably all his life and and

thank you Mr. President. I've been in that area for oh my god we did a good job thanks the city thanks the crew when I came in people talk about it very smile when you live there for so many years you look at the city is trying to do president that's not only war one two war three war so you guys keep on doing what you're doing okay started gets done. Thank you.

One more comment to that and and it's pretty neat to see this um collaboration not just from Walmart but from another ward. So this project was a total of a little over $400,000 and um ward uh free money two money actually um wasn't enough to to fund it entirely. So we had another councilman here Mr. Martinez to support that project not in his word but he added some additional funds to that and made it possible and that's great to see that teamwork there again now hot springs so hot springs project and this was pretty cool too because um this was a phase two to hot springs and uh you know to push this um project on hot springs forward the city generously um provided a million dollars to to phase two with city money to to provide this improvement. So, we're about 60% complete. We all the urban gutters, sidewalks, you know, everything again ADA compliant is already in place. So, we're just waiting for the contractor to come back in and do the pavement rehabilitation there as well. Um and uh we're we're under budget on that. we did have a million dollars to spend on it and you know the the bid came in at like 825,000 so we'll have a little bit of city money left over on that project so I could use it elsewhere right um so ridgeer runner road also was a a project that was a co-op project these are monies that we applied for and there's small awards in the co-op um but the total on that project was 188,000 and uh was also supported with some of the award money on that as well. And that one is 100% complete. So, ongoing uh stuff that we, you know,

are pretty proud of. We have many drainages um coming into the city and in the city. And uh we've we've had the crew actively working on on providing and reestablishing drainage in a lot of these areas that hadn't been maintained in a lot of years, you know, and thanks to the generosity of our mayor, too. Um he purchased us the equipment that makes it a lot easier. And again, you know, that's a challenge that we have is is not having the proper equipment, but by commitments like that makes things like this possible, know and a lot easier to accomplish. No, and and thank you, Mr. Mayor, for that support. Um, you know, ongoing uh street maintenance is is forever pretty much. You know, as you could see on the right there, that sign was replaced and three weeks later it's tagging again, you know, and and those that's, you know, just street maintenance. uh you know, they get hit all the time and we have to replace them, but that's that's always ongoing and and we're coming up with a a uh a map of all an inventory of all our our signs citywide. You know, that's ongoing and we're working on that. So, that's going to be a big accomplishment when we finalize that. Um our asphalt patching also is another daily challenge. um you know we fix one and two problems appear you know especially once we get the the rains and and bad weathers. But if if you can see and and we have new methods of doing this and again thanks to the generosity of of our mayor too because he he bought us that attachment on that skits here. So now we build out our potholes right before the process of the city was to literally either saw cut or or jackhammer them out and remove them physically by hand. a lot of additional labor. Now, we go in there and that that milling head there on that um skid steer will mill them out in in seconds really, right? Turns it into into um reusable asphalt millings. And then with our

Vector truck, we go in there and and you got to see the power that has. It suctions out the millings and uh and then you're ready to to patch, you know, and it's a nice operation. It's clean. It's a lot user friendly, you know, keeps keeps our employees, you know, not having to work as hard to to accomplish this. Um, but but we're proud to to show that. So, and John, um, you can join us for this one here. Um, so this was out at the airport. We're pretty proud of this because you know um many of you know we had two incidents out at the air at the airport where two aircrafts hit two different elk at different times within a month, right? So we said now we got to take this serious. We acted immediately. We we suck funding for it and and I'm proud to say within a year's time frame, not only did we acquire the funding by one source, we acquired it by two sources, which was federal aviation and state aviation. And both of us funded both of them funded that project for us. And uh so we figured, okay, well, we're only going to be able to utilize one, which is a federal one. But um all that was done and it's almost seven miles of that game fence there and and the cost of over a million dollars. That all was accomplished within a year, you know, and completely done. We avoided any other mishaps of of those type of accidents and now we provide, you know, safe runways at that airport. Uh John, you want to add anything to that? So the federal aviation came and did a obviously the the incidents caught their attention. They came in they did a a study and they were willing to fund it immediately. We had already went out and looked for funding from the state aviation. Um they came in

later and said yeah we'll fund it 100%. We had committed to the FAA to do it. They got the money. he had already started working on the design of the fans and we were able to uh obviously we had good weather this winter so we like you said we were able to get it done start to finish within a year. Um we were also able to keep the state aviation funding and change the grant a little bit to use it for equipment and some other stuff that we needed up there for maintenance. So that was also nice. Um, we're probably going to look for additional funding for a skirt, what they call sturf, which is just an additional section of fence that lays on the ground, try to keep coyotes and some of the smaller critters out, but that'll come up in the next funding cycle hopefully. So,

thank you for those comments and and just to add a little bit more with the additional funding because we have those two sources. We reached out to the state aviation. We asked them, you know, you've already funded this money to the Las Vegas airport. Is there a possibility that we could utilize it? We have great needs and we utilize it on other of our needs. And and we got their approval, you know, and it was awesome. And with that, we had an aged uh fuel system, fuel farm that they call it, out at the airport um that um you could see over there on the far right. Um so that all that is going to get redone with with that approval of that grant source. And then we were also able to buy a a brand new fuel truck that was over $200,000. We had what like a 1940 model? No, not that old.

But but now we have a brand new, you know, modern and nicely equipped truck that we could service, you know, this expensive aircraft that um uses our airport. and and I want to say it is out of sight and it's out of mind, but that airport out there is is an impressive um part of the city of Las Vegas. Um you all need to visit it. It's again it's it's forgotten out there. It's incredible. Um and and it's a lively to to the city of Las Vegas cuz you know, you have what four or five medevacs a day that that utilize that that airport out there. and uh you know it's it's it's going to have a lot of possibilities in the future um once we can get water up there to it. Um, and then recently we had done, you know, new signage project that we we put in all this new signage on our runways and whatnot. You know, again, providing safe and legible um signage, very clear, and it's all compliant, nicely done.

We gave you we gave you a little leeway. Arnold, you're you're over the time, but you are our first. So if you can get through your slides, I knew it. So then we can go to the go to the next one. But we appreciate you appreciate it very much. Thank you. Thank you for the opportunity. And this was just a ongoing street line improvement. Thank you for the opportunity.

I think I'm turn off already. Let's go to the open. Yeah. sit down.

Okay. So, uh, this is ongoing. So, we have an LED conversion project that's been going for for a couple of years now. And uh it's saving the city a ton of money and that's why I put that on there because by converting to these LED new light fixtures and getting rid of the low pressure sodium on the old um those ones are really harsh on energy, but that's nice to see. It's something that's provided in our budget. Every year a certain amount of money gets put into there. We purchase the light fixtures and we install them internally with our crew, our electrician. So we try and do at least 50 to 100 lights, you know, every year that conversion, but moving forward, we will ask for more money for that. Um, looking ahead, you know, challenges um that that we face. I'm just going to get straight to the challenges really. Um so so us in our in our age simple stuff there you know our streets and and and it applies to all our utilities too. They're aged, you know, they're old. I mean, some of these streets are, you know, 60, 70 years old probably, you know. But anyways, that's a challenge to us that our streets are so aged and and in poor shape and it creates a lot of challenges to to keep in maintain um material material availability. And there's good news in in and I I'm hoping that it's true and I I hope it's not rumored, but supposedly one of the local contractors is going to open up an asphalt bank locally. So that's going to provide us with asphalt here locally. Right now we're going all the way to Santa Fe and trucking it all the way back. Wear and tear and all that that it's going to save is going to be awesome. We we hope that that's that's true and it happens. Looking forward to that. Yeah. Nice. Um that's one of our big challenges in in our in our asphalt repairs. Um also a challenge that we face is always um limited personnel.

Right now we have eight uh employees basically that are workers worker bees and uh you know there's a lot out there. The demand is huge for public works and and one supervisor for that. Um but you know there's equipment needed and of course all these budget is is a challenge too but But I know I'm way how long do you rotate your how long is the last working on?

It just depends again on age, wear and tear, condition, all that. So it's evaluated. We've always our equipment basically monthly and we're I'm fortunate to say that we do have nice equipment now in comparison two years back thanks to new administration and and you know it's they're providing and and but there's always need for for a long time what I'm looking at is budgets for environment some of the budgets are really high and we can keep on buying equipment that could be utilized for a little lumber. Something could be used on city streets or sidewalks. Amen.

Depends how you use it. Depends how they're too. Thank you.

Thank you. Oh, couple things I want to highlight is uh the work you guys have done with fleet maintenance and James and and doing some still external work with with maintenance, but just a just a quick recap uh and this is a theme that goes through the whole city. I'll say it out out loud because it's obvious, but collaboration of work between the mayor usually enable NM and DOT resources and others. The proper equipment is important old problems with new methods. You guys are always seeking new ways to do things. Um, you're always reacting to the immediate needs. The linkage to outside groups is huge. And this is huge. This is the whole city of Las Vegas. You guys have established respected relationships that you've built and we're going to continue to maintain and grow those. And uh, don't forget about the airport. But any final thoughts, John or Daniel, you know, anything? The only thing I ask is as far as budgeting purposes because we're always having shortfalls whenever we do apply for these grants. I would like to see a line item created that would help cover these shortfalls. If we don't utilize the money within the year, I don't know the council recommend to do with it, but I would like to see a budget just for our shortfalls because we're always looking for council money or from forever to actually supplement that project or we could get the project as to bid.

Yeah. That little cushion there would be nice for sure.

And I want to go ahead and add this man and then pop her real quick. I know we go back two years and you know one time Danny was in charge as a manager of the department and I think Bill Ples as he load up the the backo and go around town and it was difficult. So if you look at the equipment in the past two, three years and and the commitment through ICIP and prioritizing and I'm just saying this because we keep hearing about the potholes that we're looking and we're going to fill the potholes. But the thing is, you're not going to fill the potholes if we don't have the equipment and the manpower and I'm I'm going to vouch for that because I think potholes, trash, which we've already gotten a handle on that are two of the biggest things that I think we deal with and but you got to put your money where your mouth in public safety public safety normally has an issue if it's where I'm but yeah, sometimes you got to put your money where your mouth is and and if you don't do that the way it was I mean the equipment they have today versus when Danny was in charge It was I mean the support wasn't there and I think we've shown that commitment even within our water money and providing some of the you know the equipment needs that they they have uh I mean it's come a long way there's still a lot more to go be nice if we had our own road to you know do the some of the projects ourselves but I mean that's a longterm goal right but again you know we're going to continue you know bring Paul at every meeting uh the long-term goal is continue on this this this

Thank you guys. So, uh yes, thank you.

While they're coming up, I just want to highlight that I know for some of you this is information that you know, but for a lot of you it's brand new information. And the other thing it's good is it's we're bringing our new counselor up to speed with everything that's happened and transpired. So it's it's good for all of us to go through it to understand where we're at. That's that's the idea.

It's good for all of us.

Thank you guys. Right. Good morning everybody. Uh so the first slogan for us is momentum gas and solid waste department. Uh first things we go by are safety, reliability, efficiency, teamwork, and commitment. Accomplishments, the New Mexico uh 811 New Mexico 81 New Mexico ERC damage prevention training conducted. Uh we did host the damage prevention training. We've hosted three sessions thus far this year. Uh promoting safe excavation and community awareness. Uh like the mayor did mention earlier and I do want to point that out. We did at one point in time have 112 probable violations when we came in uh we did do a corrective action plan along with those 112 probable violations. It was a lot of work. Uh granted PRC worked with us gave us gave us a few extensions. We corrected those and with that we earned a respected relationship with PRC which is something we've corrected and correlated with the New Mexico Environmental Department as well for solid waste. uh the Riverwalk cleanup initiative. We've uh done since I've been there, we've done two thus far. I see this is a growing event. We had over 200 participants. I want to thank everybody from the city of Las Vegas also participated with that along with all the residents. Um city department, schools, community members, our mayor, our council participated. Uh we're working together to improve and beautify our community.

Uh solid waste, we did get purchase a new transport truck. Uh we also got to purchase a new walking floor trailer thanks to Councilman Martinez. Uh we also got to purchase a new aftermath residential truck and we're in the process formally right now getting a new commercial sighting truck. Uh the residential bulk trashy days. Same thing like mayor mentioned earlier, we hear the community volunteer in reference to what they want, what their needs are. A lot of it is is efficiency. Uh some of these programs we have brought back is the amnesty day event. Uh we didn't only just bring back one Amnesty Bay event last year. We brought back a total of six with the clean up by wards taking place every weekend. Um we provide the residents of the community the the the access of uh improved disposal services. I know the last one we just had we had a total of 147 vehicles. Uh the time window was 10 to 15 minutes on in and out. So that's huge moving forward. Along the lines with the accomplishments, the gas department purchased a new cap back home. This supports gas revision field operations. It improves efficiency for excavation and repairs. Enhances response to service and emergency needs. uh safety trainings week weekly have been ongoing regarding referring towards our old key plan our own manual along with our permit at solar waste. We did purchase a new electro fusion equipment along with certifying our staff members, new leak survey mobile equipment unit truck along with uh the mobile mobile equipment itself or the units which means we're now able to be self sustainable and being able to conduct our own leak surveys. Uh this unit has been utilized already for

business continuing business surveillance and it's served its purpose thus far and helping us distinguish and find underground leaks which in in return helps us be more efficient on being able to take care of those matters in a timely manner. uh facility painting and site improvements, enhanced lighting for safety and operations, continued grounds maintenance and upkeep, material hauling to support daily operations over that moment. As you can see, there's a picture in the middle there. There's a part of the where you could see where it had not been painted. Uh that building and the upkeep as far as the maintenance on it, new windows, new painting probably hadn't been done in over 20 years. We updated new windows, new paint, new turbines, new doors. Now the new lighting. Uh they all have fireproof lighting inside the building as well also, but it keeps rip wrap away from our area at our location at Mullins. Uh new transfer station signage, millings for the site improvements, new solid waste collection trucks, new gate entrance, customer audits ongoing. The customer audits are ongoing. uh what we have been doing with the customer um customer audience is making sure that we're not overselling ourselves or giving a service for free. In the years past when we came in, you know, we had certain customers calling us as we started going back to these audits and the scheduling. Well, you guys used to pick me up three times a week. Now you guys only picking me up once. Well, that's referring back to what they're paying. Now, with the three service pickups or you stop for them, you're going to help them run efficiently. While there's ways to accommodate that by even working with customer service, getting them to pay for those extra true service pickups, but in return helps our saw waste division bring revenue in them. Uh new skill update. We did update our skill. We're now fully digital over there. So that's huge for the facility as well getting in there. We were at the last calming window of the scale where the last calibration was going to be the

last time we're going to be able to calibrate it which in return was going to have to update the whole thing or upgrade a whole new skill digital solve our problem and we're moving forward. It's been working for us very efficiently with the gas department as well. I want to just acknowledge we have brought in a compliance officer Mr. Jesus Ortiz has been a huge part on our role in helping us with our critical infrastructure day-to-day operation with paperwork documentation being in communication with PRC helping us formulate documentation and record keeping for the PRC audits looking ahead. We have site improvements. We want to try to get asphalt over there at the transfer station facility. the drainage scale that right now is the drainage right before the scale that I just mentioned that is up that is uh continuously going. We actually have a few established for that work has started taking place over there that should be done hopefully within the next two months. uh guardrails, another packer truck, carport for the packer trucks, a maintenance facility, additional bins with 6, 8, 30, and 40 yard capabilities and capacities. uh expansion of the transfer station with the tipping floor, the existing tipping floor, tipping floor replacement, getting it back to where it needs to be, gas system maintenance, leak detection, service installations, regulatory st regulatory station upgrades, compliance with New Mexico PRC along with our OQ NOQ publications, AMR, AMI updates with the meter system, Looking ahead, facility improvements, fleet replacement, equipment maintenance.

Uh, compliance moving forward still with the New Mexico Environmental Department, keeping that relationship in a positive note. route efficiency, lighting at the transfer station and around the facility, gas line relocation, system expansions and improvements, emergency response readiness, seeking grants and funds. I know this is something with the gas department that we've we've never really done in the past as far as grants for the facility and for the department. This is something we've been working strategically on trying to bring back trying to bring forward to our department to help us with our day-to-day operations. Uh looking ahead again, like I mentioned earlier, the tipping floor boosting recycling programs, customer service improvement improvements. We're here to serve our constituents and our customers. uh gas inspections and audits, being able to be successful with our future inspections and audits, customer growth, preventative maintenance, being on top of everything that needs to be done in a quarterly, hourly basis, daily basis, outreach and communication, customer education and awareness, public outreach programs, website and communication to get into details on the dos and the don'ts, forecast and solar waste, rules and regulations. for awareness, community engagement, partnerships with local organizations, service updates and notifications, volunteer participation, training and public safety education, school outreach programs, senior citizen engagement, community and volups, amnesty day programs. Community engagement continues. Continue to work with stakeholders. New Mexico Public Regulation Commission, New Mexico Environment Department, Pipeline and Hazardous Material Safety

Administration, Northeastern Region Regional Partners, SMA Solder Miller Associates, Park Hill, SEA Natural Gas, Raccoon Natural Gas, and New Mexico Behavioral Institutions. and of course all our local businesses. Hey, you did a great job to get us back on.

Thank you, Mr. Thank you for the work you guys do. I know you get how many pounds or how how many tons? How many tons? How many chunks did it land on being right off the top of your head? We made a report on this, right? Yeah. 1466. Mhm. For the No, that's for the Yeah. So 52 times, right? How many times? 52.

52 times. That's a lot of times. You know, you know what? What is it? I regret that we got unresponsible people out there that they least trash on the rightways rightways. They clean up my yard and the story and we come in and we talk to our city manager and talk about their works that they do something here and the things that really useful. Appreciate it. A few highlights and I'll turn it back over to Rob. Improve beautify the community. What are the community needs? Expectations, appropriate equipment, training and certification, sustainability upgrades and improvements, compliance, communications, outreach, communicational, stakeholder communication. Good job. Round of applause for Lind. Please.

So, Robert and everybody if we could stick to the powerpoints and then we'll have more discussion during the discussion time. I think you might kind of go through lunch you know. And so even with us if we have you know questions or anything we'll hold them even though Robert as we're uh as we're going to keep taking notes and then we'll get into the discussion part. Yeah. I just I just want to say too this this part's important for the department heads to be able to have their opportunity to within. So we appreciate you providing the feedback to our L. He's got a lot of topics. It's a char.

Where's Joe? Perfect. Thank you for all the work you guys. Thank you, sir. Did you put my report here?

Yeah. We Well, we might notice question. Well, I guess I'm next.

Travis,

mine will be pretty uh quick and simple. Everybody already knows. I was going to put a picture up here without that assault everything with me getting beat up from a community. My staff didn't let me do it. uh utilities progress and vision reflecting on achievements and charting our future. Here at utilities, we kind of took a step back from everything and we started getting with staff. We started doing uh training initiatives, training sessions, collaborations across utility departments. We're focusing on strengthening internal communication and operational readiness meetings will be faster when we have more emergencies, stuff like that. Building on uh excellence, you know, the city of Las Vegas for 2025, we got the north uh eastern presidential award for the whole system. That meaning water, wastewater, water distribution, collections, the entire uh utility department. It also empowered staff to deliver high quality service to the public creating a culture of accountability and continuous improvement. Uh we did invest in water distribution for um upgrades of our system. Ensure the workforce is equipped to respond with evolving challenges linked to training outcomes and measurable priorities. We're not doing that. Um filter beds. Everybody knows about the filter beds. I can talk every the whole thing about the water treatment facility. Totally brand new rehab with our facility. But the filter beds are the biggest thing that we needed within our department. It was a big undertaking. It was a lot of money. We did a lot of We did all four of them. Amphasite, sand, gravel. Basically, what it does is it's just a natural filtration of the earth. It's supposed to mimic it. It traps dirt, bacteria, suspended solids, and it's supposed to um act as a biological representation. So that way we clean out

our system. SCADA, Arnold, I thought of you and I did SCADA. It's supervisor control data and acquisition system. It's basically the brains of the operation for our water treatment facility. As a matter of fact, I have Robert here with us and we just rega system at the wastewater facility. So now these guys are able they're able to do work at home whenever they get a call. So they don't have to come out anymore. They can just get on the computer. They can fix it. If not, they can get to the facility. Um, a big accomplishment we were able to do at the water treatment facility was reuse our spent water. So, basically when we clean out our when we clean out our filter beds, that's about 50 60,000 gallons of water that we can't use and we used to send it down to waste water hydraulically overload them and they become an issue. We were able to get with EPA. We found a loophole within the system and we were we got it approved to now the spent water that we use we just send it back up to the reservoir and we're able to reuse that water. You figure there 60,000 gallons times four every time. You know that's a lot of water that we can reuse and recycle. Uh 17.5 million in funding for immediate upgrades at waste water. That's what's the funding that we got for water trust board. the installation of the backup generators for a wastewater facility because they always have issues with the the power. So now we'll be able to consistently go. Um this is a big one for us actually. As a matter of fact, we had to run our numbers about 20 times just to make sure that we were on point. So, we went through the 2026 AWA American Water Wastewater Association um water leak detection program and we went back all the way I think we went to 2014 and the average water loss of the city was between 160 million gallons to 202

million gallons a year. That's the average loss from 11 to 15 years. 2025 we brought it down to 109 million gallons lost and this year we brought it down to only 48 million. So if you really look at it, we've cut everything pretty much by 3/4 by tightening up our system. So now we don't have that water loss that we did. Now when we get our new meters and everything like that, then we'll be able to take account of what loss we actually have and what's in our system. Uh for us looking ahead it's expanding storage and treatment capacity safeguarding the community supply. Uh we've been doing technological innovations. We've been implementing the skate automation and AMI uh meter reading for real-time monitoring and leak detection. We're upgrading filtration and disinfection systems to meet and exceed the regulatory standards. what goes along with the filter beds that I didn't put in because I don't I put everything in there what we did, but it's called the the chlorination that we have over there at the water treatment facility. It hadn't been upgraded in years. And now that we got PSI, they're out of California. They're the only ones that's close to us. They came in and they updated our system. And now when we chlorinate our water and stuff, we don't have any issues or anything like that anymore. our workforce development. We're advancing an operator certification and building a skilled missiondriven team. basically is I kind of made it mandatory for all our operators to start going back to class and start getting their rebel their certifications because now the states Mexico water drinking bureau has got together with the American water wastewater association and now it's kind of becoming uh a state mandate that anybody who works in water water treatment need to get their their certifications. So if you work in water treatments, you have to get your level four and if you

work in water distribution, you have to have at least a minimum two by the time within like 5 years or something like that. And we're integrating a one water approach. I spoke about it a little earlier, but it's coordinating with water, waste water, and collection for sustainable operations. Every improvement strengthens the entire cycle, ensuring long-term community health. Water treatment affects water distribution. Water distribution affects wastewater collection. Wastewater collection affects wastewater treatment. By improving each one of the departments, we're improving another department. It might not seem like it, but now we're starting to see the effects, especially by tightening up our system. We're having more storage. People are using water a lot better. And now we're not having an issue anymore with the tanks going low because with the ska we were able to pretty much tweak the water plant that's based off of the elevation of the tank. So 1 ft is 125,000 gallons and you have 40 ft which is 5 million gallons. So if you lose 5t in that tank the water treatment plant will turn on and it'll fill the tank back up. Once the tank is full the water treatment plant will shut back down. meaning more efficiency, less work on the the pumps, the motors, everything that used to run 24/7 doesn't run 24/7 anymore, meaning longer lifespans. Um, looking ahead, our advanced water treatment, we've been modernizing our filter beds, updating mosqua systems to ensure reliable, safe water community, postfire improvements, transformed the plant into handling complex water challenges. Basically, now the drinking water barrel came back and they're pretty impressed with just the upgrades that we've done at the water treatment facility. meaning how are they said how are we able to maintain these record-breaking turbidities deal with all the turbidity

that's been coming down with just a regular plant and dealing with the sorry I forgot I was going to say there's so many acronyms but anyways dealing with all of the the stuff that we're doing with the water and making it compliant which by the way a big achievement for us was we finally got out of that administrative order. Uh smart distribution error transitioning from manual controls to automated oversight 24/7 monitoring rapid response our pressure zone management and protective leak reduction protect uh infrastructure and customer plumbing. That's what we've been doing throughout the distribution. That's how we were able to tighten up the system from going from the last 202 million gallons lost a year to downing only 48. Um metering and infrastructure upgrades. We're implementing advanced metering infrastructure AMI which gives residents realtime control and helps detect security. That's one thing I'm working with Dave on that outreach communication the 6 million gallon storage tank expansion. Uh council approved the major upgrade of course of the water storage capacity adding an extra 6 million gallons to safeguard our community strengthening water security. This project directly impacts the and addresses the need for redundancy and resiliency, ensuring reliable supply even during emergencies and future ready infrastructure. Expanded storage positions the city of Las Vegas to meet future growth and environmental challenges with confidence. Community people and engagement uh community engagement collaboration with strength and partnerships with local, state, and federal stakeholders for share progress. We've enhanced outreach through local public schools, public service announcements, city web development, and we keep residents informed. The vision for continued growth is pursuing smart infrastructure and AMI for real-time water management and protection. Building a skill force with professional certification and ongoing training committed to resilience, sustain sustainable and utility system. and our stakeholders uh

sim county commissioners joint initiatives uh state agencies NE doa EPA water wastewater infrastructure and finance our legislation leaders compost Gonzalez Sanchez the ponics and chatfield they're pretty much our advocacy for funding city implement legislation federal representatives Hinrich ledger Fernandez their grant opportunities regul regulatory support community development And of course we have our schools and colleges east and west and either educational partners in workforce development community. That's it for me.

Are you sure if Travis real quick? He has a lot on his plate. I learned a lot from him. The eight street extension water lines actually is going to loop the system. It's going to help us with cleaner water and fire suppression.

And the water meters will do two things. They will catch people trying to dive into the system or they'll give us an immediate readout of changes out of those projects. Moving on, we're going to go to Okay, let's go back to is pulling that up. Progress going down a little, but just saying what your expectations for today might be and just being part of this room. You want to say a couple words real quick? for many years. I think I think we've been everybody was very helpful. I think I think we appreciate all the help. We were everything we have everybody moving up and going the right.

Thank you. Also enjoyed this morning. Good morning from the city of Las Vegas. Anybody else? Thanks, Mark.

Hey guys, good morning. Back up here again. I want to congratulate the achievements and accomplishments that Arnold and Travis, my brother, all the other uh directors are going to come up here and talk about. I think it's really good that all the the little successes you guys have had within your departments and all the small wins that we get and now we get to speak a little bit about them. Um I have Jeff Wood up here with me. He's my parks manager. I also have Marcelino. He's my my transportation manager over there too. So if I if I might need him come up here, I'll give him a call. But um he gets a little bit nervous in front of crowds. So let's move on. So I got a long a long list of departments, community development, parks, recreation, transportation, code enforcement, events, and planning. I consider ourselves a professional office. And what we like to do is develop, connect, and we like to thrive in within our within our departments. Um the biggest achievements and accomplishments that I have um and I'll be I'll be frank with you is my staff. My staffer was one of my biggest accomplishments when I came into community development. Uh Eric, who's in the center of that picture there, was me my only employee. Uh he was in the small office inside the community development office where Binance now sits. Uh and I walked in there and they said, "This is what you got. Go for it." Um I had just left a a struggling transfer station. You know, when you when you have a director that doesn't support you, it's really hard to move forward. So it's important to always remember that to always respect your staff, support them the best you can. Um, I had to fight off Private Industries more than once. I had to do a 20-year permit on my own. Uh, while I was at that facility, um, without that permit, there'd be no transfer station. So, we're we're we moved out of there, moved into community development, and since then, we've added staff in there. We got Thomas in there. We got Scott Zunker, our city planning. Uh, we have Charles Ortiz, Adrian Alimman, who's now studying to become our building inspector in the city of Las Vegas. Um, we the one not pictured is Andrea Martinez. She got sick of us that day. so she couldn't come in, but

she is my admin, too. Um, we al also have Chuck who's in our events coordinator position and also uh Justin and Carlos were missing Matt Rasone who was also a code enforcement officer. That's my community development staff. Um, you know, um, we've expanded so team of nine approaching full staff capacity and we're hoping to do that pretty soon. One good thing that happened this week with Miss Adele is we got that job description put together for GIS and hopefully it'll be headed over to city manager desk to go ahead and and post that position up here soon pretty real quick. So there's another position coming our way. So now we got another little bit of staff that we're going to be looking at and see how we're going to obtain the proper equipment. We got some pretty good avenues for that. So working closely with it. Uh we're trying to get those accomp accomplishments done. Uh jumping over to my transportation department. I'm very fortunate that I have Marcelino over there. Marcelino's been running the department for a while. Uh knows the budgets back and forth over there. Uh they're a little bit different than our budgets. Their budgets run with the federal um timelines. So their budgets start like in October in October. Ours start in July. So it's a little bit different, a little bit difficult. But uh Marcino's done pretty well over there. You know, um he has been a recipient uh of the microtransit. Um hopefully we'll get that thing done here pretty soon. One thing that really helped us there was uh uh involvement. Uh we had a couple of meetings in which our mayor sat in and the state took notice to that and when they saw that the the the eagerness that we had for this this type of a system to be over here, they picked us, the city of Las Vegas out of all the other communities in the whole state. We we all people are places like Hobs, Rio Rancho, um and different different cities that were out were all in the running. Las Vegas got it. So they're going to look at us to try to get this implemented and moving forward. So, we're really excited about that. Another thing that Marc Marcelino has gotten a few times. Uh we didn't get it this year, but last year we did get the rule transit of the year award, and he's gotten it on multiple occasions. So, you know, that's something that

everybody needs to hear, too. I mean, I really want to start bringing those awards forward when he gets them into council so I can have more stuff, a little presentation on how they achieve that. Uh but those those are my successes uh in in transportation and community development. Moving on to my newly acquired department, parks department. Um, you know, I walked into this department, again, fortunate enough to have somebody like Jeff Rudolph there. Uh, Jeff was actually my boss when I came back to the city of Las Vegas and started my career over over here. So, I I worked my way through the through my ranks and took my steps that I need to take and uh come around full circle. I'm now Jet's um director and I'm very fortunate to have a strong manager who who really really uh helped me, mentor me in a lot of ways as I as I came up a little bit with the hard work and ethics and and you know, we work really well as a team. He's a great person and uh a great guy to have on my side. I'm appreciative of that. He has a full staff right now and we're looking to add some some positions over there as well. And we're and the good thing about having that full staff, he was able to get back in line with the with the sprinkler systems. So, we were able to get those things back in order. they were able to get our our parks looking back in better condition. Um there's more upkeep and maintenance of the riverw walk. He goes over there, he finds these uh what we call uh um they're dead hanging over, right? So then you know he goes out there, he does that. One other thing to note is that Jeff is a is an arborist. So very big thing that needs to be happening over here with the Las Vegas. We're trying to get some more accreditation for that. He's also going to get ready to get um get trained for playground inspector equip or play playground equipment inspector. So that's a big one too and it's a very hard test to pass. So that's when we get into those things about when swings are too low or stuff like that. I don't know. Now we could come into that type of thing and I think uh uh they've recommended that safety go with us on that as well. So we'll be talking with Adrian here pretty soon on that. I don't know if you have anything else for that on parks.

I know just we do a I did a full inventory on all the city parks and all the trees and we've worked our way through most of them. We're about 80% complete. So, a lot of these parks are cleaned up, trimmed, hazardous trees removed. The riverwalk, we took down multiple trees, four or five, and cleaned it up. We still have more work to do, but it's ongoing process. Uh, new staff, training them, but we're heading in the right direction for the parks department. On to other side, my other congressman. Another newly acquired department is a recreation department. Uh, the recreation department, we're at full capacity with our staff right now. We are working on our summer youth camp um positions going on now. We have seven coaches out there that need to be hired. We have a coordinator that needs to be hired. And we have applications out. Amanda's helped us put out a lot of applications through our our social media. Um they're getting them out to the schools. We're doing uh radio ads. We're trying to do our best that we can to get as many people as we can in here now. And now with that, you know, there was some some talk about them on on social media about it being a little too expensive. U Amanda broke it down for them to see exactly what they were paying for a day. Um it's like $649. So it's a big it's a big steal for them in my opinion. And even though they they said that the governor had a this whole free child care act, I guess they got a little bit of a of a roadblock now. So this is something for them to be looking at here um pretty quickly. So I'm assuming that we're going to be getting some large numbers coming in and hopefully we could we can accommodate. Uh we're working on different things over there. One big accomplishment that I want to make sure that I put in here and I think it's on the other part too. U the new roof. Thank you C mayor and council for assisting us in and and getting that going. Uh the PO was just um put through by Mr. Morris. Thank you Mr. Morris for getting that done for us and we're going to start working on the on the recreation move uh that's in in bad need of it. So we're really appreciative of all that stuff. So a lot of accomplishments going on at the rec center. We do have six lifeguards on duty. We're going to try to expand our our pool uh our pool times and also give some swimming lessons going on over there. And the last and and definitely

not least is our events and marketing. Uh we do have a picture of Chuck or Charles Grego and Thomas Fernandez in there. Thomas Fernandez, our marketer, and Chuck Grego is our our events planner. Um one of the most difficult departments, even though you think events is supposed to be fun, one of the most difficult departments to deal with is events planner with, you know, you get a lot of egos in there. you get a lot of different things and you know then Chuck pulls through pretty decently. So I can say that Mr. City manager help popped us in a couple of conversations this year. We got a committee put together by our mayor and council and that committee has helped us achieve a good lineup for the fiestas coming up even though it was a fist fight all the way through to the end. So now um looking ahead uh planning and zoning and our building inspector in that area. First off, I want to make sure that I let you guys know that the zoning clearance, we're trying to update that. So, we're looking into our ordinances to see how we could come more into compliance with the modern time. We're still a little bit antiquated in that area. So, we're looking into that stuff. A big thing that I like about Adrian being there now is we have a good network with the construction industry. They're they call us uh weekly, I think, two or three times a week. They go through tests with Adrian. They're going through books with Adrian. Uh that are coming down to visit us and and and we're we're we're really we got a good network going over there with them. So, I'm very very fortunate to to be able to have my staff that's a motivator to try to get those certifications. Uh PNZ and P uh planning and zoning and board of adjustments was non-existent when I walked into the community development department. We hadn't had meetings there with the board was was pretty much dead, giving up hope. Uh no meetings were happening. We little by little started bringing him back in order. Uh Cassandra helped us with the with the rules of Robert's rules of of order or whatever for the for the planning and zoning stuff. She keeps us in track with the making sure we're getting our notices out on time. Um, so that stuff has been coming back to life. Design and review board was another one. Hadn't met in years. The board fell apart. We had to reassign and now uh we're functioning. We're functioning the way they're

supposed to function. Every month we're having a meeting. Um, building permits. Oh, another one is our Rogers tax. Our Rogers tax was non-existent again. Um, there was a lot of different areas there that weren't functioning correctly. Uh, got in there. We put the board back together and we did have some hiccups, but along with the uh the tulage of of Mr. Morris over there assisting us, you know, I bumped my head a couple of times. Uh but with Morris backing up, we got we got around pretty well and and now he still stays on top of us, which is really well. Thank you, Morris. I appreciate that. Um building permits again, we're looking into that. So, because now we're going to be able to not just give zoning clearance, but building permits as well, as long as we get the certifications for Adrian, uh address and readressing. Charles is doing that. updating and our zoning compliance is the biggest thing for us right now. So, they're going through all these ordinances and going to get them over to Cassandra so we'll get them over to the municipal league and get those things corrected. Uh city planner ordinance reviews again work workforce housing a big thing for us. So, we're looking into that. Economic development is another thing we're looking for more trainings for for Scott out there. Our Lodgers Tax Main Street Las Vegas is a big thing for us that we're looking forward to working on. Different streets, there's some more things that we want to sit down and talk with city manager about. land use has been coming together really well and our GIS and spatial data thanks to Adal helping us with that is is functioning very well. Um code enforcement we have citizen complaints that we're working at field inspections and site visits are going on on a daily with those guys. Issue notices of violations are going up and and really when I when it comes down to it guys citations and violations a big number means we're not getting compliance. So, when there's a smaller number of citations and violations, it's a good it's a good sign that we're getting compliance. And and that's one thing we got to always take into into consideration. If we don't have a big number of of citations, that means we're getting compliance. So, that that's that's a big thing to remember on that one. Uh then doing follow-up inspections, the case management, preparing reports, educating the public because they have been going out there doing knocking top, shaking hands, and that'll be coming on a presentation.

They're going to be doing a council here pretty soon about code enforcement uh and court and legal proceedings. They do those every other Thursday I believe is what it is during court with with the with the judge and you know we um so we're we're doing a lot of stuff in code enforcement um and my administrative staff we have communication management uh records management and meeting co coordination research and reporting office operations and business licensing and of course our calendar review that's always done to make sure that we're staying in compliance with all our uh um um contracts that we have with everybody else. Again, I want to thank the city clerk for that for helping us to get those things over to us in time. And I believe that's my events. I'm sorry guys. I'll go quick events that way. Uh and I know this was kind of my fault on the timing, but Mr. Manager and Robert, if we could uh if Lucas could continue this, I know some board members from the United World College here with us. Uh so we could maybe pass for lunch now and then we'll you don't mind Lucas? We'll

Yeah. Hold on. Rushing after lunch. Sounds good, sir. We have some guests with us today, which were actually their guests, but uh Ivon, if you can introduce our guest, city council and our guest, I just Robert up here. Yes. And then the next presentation will

Well, hello everybody and thank you. We're so honored that you're here. My name is Ivonos and I am the executive assistant to the interim head of school here at the United World College. And to help that to my right and next to him is Katie Jackson who's our chief financial officer and we also have Bob Nash who's our director of operations. So, they're very intricral parts of our campus and um it's just really an opportunity for us to have a captured audience to meet with you and to really share some ideas and thoughts on moving forward and just strengthening and fostering our relationship. All right. So, enjoy lunch.

Thank you. Thank you. Thank you. Just real quick, I want to again thank you for but I'll just uh you know just introduce real quick and I know we'll you know hammer discussion but our promp councelor Marvin Martinez he represents W four council who represents two councelor David represents w one councelor Barbara which you might be familiar with there she represents board community All right, guys. Mayor

Guys, if we can get Keep Oh, thank get started and have Lucas finish up and we'll get into um presentation from there. Try and catch up for a little bit of time. All right, Lucas, go ahead.

All right. Thank you, Mr. Robert. Yeah. All right, everybody. Everybody ready? How was that lunch? Everybody good?

Okay, so um picking up where I left off. We're at the events and film leazison. Uh you know, we have a lot of logistics and project management that goes into this. uh dealing with the of course our fire department chief and our police chief, our uh other utility uh directors and everybody that comes into play when it comes to making these big events happen like the fiestas and and other things about Friday al frescos, park closures, all that stuff. Uh we're working on the guest relations. So we're trying to make sure that we could find some some training for them to be able to approach guests and and be able to get some more uh relationships going in that status with see where they're coming from. if they're coming from Arizona, if they're coming from Texas or wherever they're coming from, budget and finance is always an issue. So, I thank Morris again for supporting us there with Rogers tax, we go into that that meeting very uh very with it all the time. And then organizational skills is al always a big thing for them in that area. Marketing coordinator, uh you know, he does a lot of the um he works with the marketing and the branding of the city. Uh keeps us keeps us moving. Social media, he works with Miss Amanda on that uh and reporting and data analysis. again working with Amanda and also with our analytics program that we have facer AI um events planning he assists Chuck in that area uh and internal collaboration he talks with everybody within the department to see if everything that he's putting out is actually um the right the right verbiage and the right setup for for the event that's going to be taking place uh promotional material again it goes with Amanda on that and also deal with 7505 um so those are the things that pretty much u that my slap does And I am at the end of my report. I think I beat Arnold by about two minutes or or maybe even 10. But I want to just talk. Thank you guys for I really appreciate the support I get from Thank you so much.

Thank you. Just like that.

Good afternoon everybody. Thank you. Um, first and foremost, I want to say thank you to everybody in here. I think we all cross paths often and help each other out. I know everybody every director that comes up here will say they got the best staff, they got the best people, but I think as a city we have the best st and the best people all around and I think that makes a world of difference um working with everybody. So thank you guys. Um just a quick little snapshot of our year uh last year. Uh some of the accomplishments, we started a new drone program. We have three new pilots. We have three that will be going Monday to get certified in their 107 licensing. Uh total we had six of them attend the Skyio certification and also uh we have five drones uh ready ready for flight. Our policy has been drafted and we're waiting a FFA approval uh waiver. So hopefully within the next 3 weeks we'll be up and going flying full-time uh computer tech. We did some upgrades for our supervisor admin and command staff. We got total of 25 new monitors and 11 new laptops uh that were about five five years plus outdated. our communication project. Uh we secured a little over 500,000. I know Robert touched us on that a while ago. We're able to combine some funds and uh redo our whole communication system that hadn't been done in over 20 years. So that was huge. And our 911 system updates are completed uh for all of the dispatch center. At this time, we're about 99% done at that project. Uh we started our open space officers, which brings us into compliance with the federal admin rate that was put in for maintaining our own critical infrastructure. We actually have two posted positions at this time. Um, we've hired uh our academy hires. Two officers graduated in November. Two will be graduating now in May. Uh, one dispatcher graduated in August. One new dispatcher in the academy uh here soon. Uh, one new records clerk, one CSA will be moving to patrol officer now in May. Uh, Kevin Durant, one officer promoted

to sergeant, two sergeants promoted to lieutenant, and one officer to investigate. Some of the accomplishments uh continue also include the SA County Drug Task Force. We've been full uh full-fledged dedicated manpower to that task force. We've had a lot of good numbers coming from there. Um you know, combined efforts working together and this last bus with like $66,000 in cash off the streets. That that's a huge impact especially when it comes to purchasing and local products around is taking that that money away from them. Uh we're waiting on the final approval or final approval wasn't for Nova Global. So slow down because the cameras are going to be coming up here soon. So we will get be issuing some citations for the cameras. Um we have a up kickstart meeting up coming up here within the next couple weeks. We have a new 3D forensic scanner for our crime scenes. uh Altera Solutions. They help us uh they did our training for basically we can take you outside inside and it'll 3D scan our crime scene so we could uh provide better documentation, tighten up our cases and and bring more justice to our victims that we do uh service within the community. We have new less and lethal systems and new less and lethal uh um instructors. We also have a VR system now that officers are able to train on inhouse uh using um our own instructors and we're not having to send them out. Uh we've also uh brought in beag, shotguns, pepper balls, flashbangs, things that we didn't have in the past to intervene and try to bring resolution to incidents that give us more options. We have a shooting range going through. We have a newus that were implemented by the self insurance fund thanks to Arnold. He's been up there doing a lot of work. is starting to look really good. Just with the work they've done, it looks like a whole new range. We look forward to making that another area for the community to utilize and making as nice as we could uh with certain funding that we have. Our Lexiple uh policy

revision. We're redoing all of our policies, combining it with uh Kalia federal uh standards, state standards, and best practices. So, we'll be up to date on all of our policies, and that'll be a revolving door for us. So as a as something is implemented on the federal level, state level or best practices will implement it immediately within our system. Um less our lease program has been implemented with the IT department support. We're also now one VPN. Thank you. We're going to give them some offices. I think they're more at the PD than they are at the city lately. So but thank you guys uh for that. That's that's a huge step forward. And we also secured funding for our K9 unit which we looked at starting for detection and article uh not apprehension at this time. But that's going to be another big specialty for us. So throughout the year from July 1st to last Friday we had uh 57 total requests and assigned trainings for a total hours of 4386 hours of training. That doesn't include our in-house or citywide trainings. uh this just academy based training that we sent them to that are trying to get uh for law enforcement certifications. Um our main goal was to provide our officers with the the most and best training we could get for them and we actually had to move money into our training budget this year which was a huge positive. Uh I don't think that ever been done. Correct Mars? So it's it's a good thing moving forward. Uh Mar's going to double our budget. I keep saying it, but hopefully it happens. We're not really excited.

Some of our community engagement and events, I won't go through the whole list, but of course our major ones are the Friday night alrescos is a good opportunity for us. Our Fourth of July fiestas, our homecoming parades, the cleanups with our communities, going and getting involved in the schools. These are just a few that we uh uh participated in throughout the year for outreach, safety, uh concerns or disparities. Uh these are some of our stakeholder partners that we met with throughout the year as well and we're continuing the communication and working relationships with. Um it just uh there's a lot of meetings going on. So we're looking forward but mainly with the DOT moving forward on some safety concerns and prioritizing some of the needs of the community and moving forward on those initiatives. Uh looking ahead, we're looking at uh advancing our our uh technology uh smart policing technology to improve efficiency uh facilitating infrastructure upgrades uh for our technology so we can prepare for new um new uh smart policing knowledge to come in and modernizing facilities for new tech. Uh we have um our staffing issues. Of course, those always been a challenge for us, but we want to uh solve our staffing issues and sustain sustainable hiring, maintain fully staff patrol and investigations, reduce burnout through adequate staffing and long-term uh recruitment pipelines. We also want to shift to proactive relationship based policing, increase trust and visibility of the neighborhoods officers uh as a community leaders uh so people could have that trust and look forward to meeting with the officers and also build a modern and focused uh police department. We secured uh this is for animal care center. We were able to secure the floor plans and a cost estimate for our new care center. I know Rob put in for $9 million. Hopefully, we get some funding out of that. Right now, we currently

have around 760,000, I believe it is, to to start some of that project moving forward. Uh we already identified an area that we're going to be building this new care center on. Um we look forward to bringing the plans toward city council so they could get their eyes on that. So, it's been a long coming project. So, um we also have I hosted two spay and neuter clinics for around 700 470 animals. um last year. And we also uh ramped up foster squads, all paws on deck, uh 24-hour support with our our techs are in our shelter. We're also expanding our networking from Colorado, New Mexico, and New England. There's there's tons of We sent the dogs to I believe Washington on a sponsor day for us to get out there. So, there is a long reach uh that's coming in to assist. So, it's been awesome. and also just our our fundraising and and making sure that we're able to keep up with our veterary bills. Looking ahead, we have uh facility repairs and maintenance that are coming uh that they'll be getting a new roof, interior roof, and some upgrades to the facility until we we move into a new facility. We have a construction dedicated to our cat room. We're going to be building a second cat room on at the care center. We have our new uh shelter development. We're still moving on that project. We also have continued uh progress towards a limp facility, revamping standard operating procedures, improving the internal systems and efficiency and our staffing goals of course would be higher additional staff support animal care programs and outreach and daily operations. Especially the programs and outreach, we get more adoption of moving that shelter. We're way over capacity for what we have there. It'll be nice to start moving some of these animals faster. And that's it.

West side of town west side of town. What are they doing? Dogs. What's going on? What was that?

Dogs. The dogs that are being around the parks around doing anything with them or whatever doing. So it just situational depending whether the animal is very uh vicious depending on how much uh room and capacity we have at our animal care center. Uh we do issue citations for compliance as well. I know that we hit focused areas on Romero Street where citations were issued to residents. We have a lot more uh residents coming into compliance. We run operations after hours to combat some of those challenges. But it's going to be a challenge. It's going to be years to come and it's been for years 1800s census. The biggest complaint was animals running in the plaza.

There hasn't been anything really done for years and years. Uh at one time we didn't have any animal control. So we're we're of course uphill battle trying to catch up with that. Anyway, we always have problems with that.

Yeah. So Lucas uh Lucas overseas uh I don't know if you had a little just just to get on time we'll have more discussion on priorities but yeah priorities talk about thank you we have June I'm

good. Darn. It doesn't move. Then you can't use it. You just got to keep talking, right? Good afternoon, everyone.

I'm here to report on the community services um department. And thanks to Elena. We got a a cute little slogan here. Hands for service, hearts for caring. Thank you, Miss Elena. Okay. Um the programs that the the community services uh runs are three senior center program sites, the Carnegie Library and the Rough Rider Museum. Um accomplishments, the roof repairs at the at the Carnegie Library. We're due for our final walk through after what do you call it?

The punch list. Punch list items are supposed to be completed. So, we have our final walkth through on Wednesday next week and after that, Robert, we should be ready for the final invoicing for both. Um, and then, um, we also have the HVAC system. I've been notified by the state library that we have gotten our reimbursement, Morris, for the 75,000. It's in the flow, so it'll be coming AC to to the city. Okay. Um, we also did roofing repairs and that was done through public public facilities and also there's um some flooring repairs have been done at the museum. Uh, continued equipment and technology upgrades at the San Miguel site as well as their site. Um, at the Las Vegas site, we've had uh our new parking lot put in. We've had the east parking lot completed. Thanks to Arnold and Danny for their assistance with that. We did um with some of the extra uh capital outlay funding, we did new ADA sliding doors and we had another grant uh community capital. Wait a minute. We had more funding for equipment, kitchen equipment. So, we got double ovens, we got fryers, we got different things that for the Las Vegas site. So, looking ahead, um, and this goes for both the library and the museum. Um, at the library, I want to replace windows as well as the museum. Um, install ADA compliant doors for patrons to enter. Um, modify the restrooms because neither are ADA compliant. And at the museum, I'd like to unify the flooring because there's like five different types of flooring in that facility. And at the

library, I'd like to update or get a new lift. It's called the lift, but I would like to get a new elevator. If Jack was still here, he could vouch for the issues with that with that um equipment. Okay, looking ahead at the POS site. Um being that those facilities are leased to the city of Las Vegas state um program, I would like to enhance the quality of life, increase social engagement to combat isolation for the seniors, increase meal delivery services, foster community partnerships, short-term focus goals are to stabilize the program by updating and modernizing the equipment, and update administrative policies. restoring um I would like to restore this senior program advisory board into a more active role which the mayor is already accomplishing um at the Las Vegas site along with all the previous items mentioned. I'd like to remodel um the restrooms, the utility room, kitchens, and the serving area. I'd like to also get a backup generator for continued meal preparation when we do have emergencies or power outages. Right now, we don't have anything of the sort. So, if the power goes down, we lose our food in the refrigerators as well as the walk-in freezer.

Sure. I want to just quickly point out it's on the list from DHS and we'll get it back. Nice. You're on the list. Thank you. I appreciate that.

Okay. Looking ahead, community services department. Once again, community engagement is important um for all three all three areas and the quality of life to preserve and enhance public well-being through sustainable infrastructure and responsive services and the accessibility um to get into the the for the vulnerable and hometown populations whether it being maybe a mobile book uh mobile or like um food delivery as Well, okay. Out outreach and communication. Um, museum aims to increase the public presence focusing on public outreach projects and education programs and other activities. I meant to get the library um p I mean the museum person out to the schools possibly in into the senior center and different areas to to um be proactive and get more people to know what our museum has and the history of it as well as the library. I'd like to bring that engagement into the library, bring it into the schools and bring the schools into the into the library and the senior program. Um reach out outreach to the to the media traditional media with via print, radio and trust community partners with in-person events and use simple large print and reliable channels for older seniors and also um technology. So, community engagement, trusted partnerships, partnering with the senior center, library, and museum to reach

those in need. Um, target messaging, use clear, simple language, focus on benefits and eligibility, benefits, counseling, nutrition, transportation, um, the diverse channels, traditional printed materials. And this is just a repeat of what I just said. Sorry about that. So, um working with stakeholders, we work with uh um the village of Pekos San Land grant board, the San Miguel County Commissioners, elected officials and staff, aging and long-term services, non-metro area agency on aging, um and all these others. And I have to mention Las Vegas City Schools, West Las Vegas schools, Luna and Highlands. And with that I believe I am complete. That's it.

Thank you.

I just want to give a give some kudos. Uh again this is another another department that I became mayor. I went to a board retreat for North Central Economic Development where I represented the city as mayor. But we were on at that time I didn't know we were on probation. Uh we were actually going to get a second notice for uh an extended probation. A lot of issues were going on. Uh it came to basically uh the point where we're about to lose the senior program on this city of Las Vegas. So decision was made here. Uh I had an opportunity to attend retreats I think with Lucas Marcus this past year and we're doing good and uh no surprises there and do a good job. So I just want to acknowledge that this was another department that was

just a little bit and then June's really busy. She has her own ICIT as well separate from the city. So she got a lot of stuff there too. Um the next cheap

afternoon everybody. Um before I get started, I want to mention that today is Captain Tin's last championship. Starting tomorrow, he starts burning his vacation time. He's officially retired from the fire department. So if you see him, please wish him well. Tell him big time. Okay. So prevention response, that's the number one thing for the oldest practice. Go ahead. Um the acco compliments we've had is our first two system we went almost I'd say 99.9% reliable last week we live like the EMS part of it the only partially is pending on it is that we're waiting to get the clearing house set up Morris uh you visit him that so you can apply for permits online to the fire department online other than that though it does everything the snow does of the city sheet using and tracks.

Yeah. Maintenance maintenance can dial into the system, see where it's at, see work orders here, which is costing us trucks. It's an amazing system. If we need counselors at time, come by and I'll be glad to show it to you. Uh the other thing we did is we got two ambulances thanks to get funding and council to give it to us. Um that's the mockup of the vinyl. The vinyl should be going to get put on here in just a few weeks. We had to make some changes. The gold star life will go away and it'll be a blue once we meet D requirements. Uh but the total expense to that was $480,000 for the two of them. The next thing we also did with the company money was we bought the two garies for those. Those came out to 100 $108,000. These are power gurnies that are battery operated. So it's protective for the patient and also saving backs for our crews reducing any work claims injuries they may have. Then we got one that everybody thought they had at the council meeting the cross truck. Uh that was through state fire funding and state fire grant $293,000. It took almost three years to get that delivered because they're that far behind on on fire practice. We also had the state fire granted additional radios which cost us 26 uh,000. Also included multiple data terminals in all of our first response vehicles facing a telephone computers so that the crews can see live updates of all calls. Uh, and then we also had increased staffing thanks to council and Mr. Morris. Um, currently we have 22 uniform personnel under positions. in 2022. As of 2026, we have 33 uniform

positions. 27 are filled and we is actually testing today. There's three other personnel that have applied. We have opening of one fire inspector. Three firefighters and two uh fire positions are in offer. We're waiting for them to get back to HR and I believe everyone got back to get uh accomplishments. The biggest one was that we had so far was the Cortico software. We got this through Lexapro. It offers to our personnel and their family and retired members any help they may need for mental or emotional issues that may come from the cell. And it's completely anonymous. So they can contact therapist. They can take tests like I took one see who has ADHD. And Mandel was right. I do have ADHD. So it's a horrible disease, but it it's also there for the spouse. So they they can dial in and they can kind of see what's going on with their first responder spouse. So uh this basic certification and firefighter training. So for them to be fired by the department within one year they must get the hazmat awareness operations fire one and fire burn two ent basic ICS 100 to 800 and emergency vehicle operations the ones on the right those are all specialy trainings that they can specialize in just a few of them all but tactical emergency care that's tactic for active shooters uh sweper rescue, rope rescue. It all depends on what the ones touch in here.

So, looking ahead, here's our plans. We're very expensive, I guess, in our wish list, but we're going to apply for state fire grant this year to get a new structural engine, which will be for $600,000. it. More than likely the truck's partnered with seven or eight. We're going to work with the council to see if we can get extra funding to fit that. Uh we'll have to actually do what they call rubber stamp truck starting print made ready to go because we try to customize it. It'll take four years to deliver but far behind. Uh obtain funding for aerial operatus. We did put in with center this year. It's 2 and a.5 million. That's just for the truck. That's not hose. That's not equipment. That's just for the truck to drive the wall. That's it. Renovation of the current aerial. It has to go down as Texas bet $940,000. That'll give us another 15 to 20 years because by an FPA standard, apparatus are only good for 20 years and then they have to be redone. um upgrade current exhaust the new system in both stations. We had the climate that was installed years ago, but now that they had this new death system in old trucks, the old hosts don't work. So, we'd have completely upgraded so extra heat that those trucks generate now. And that's about $80,000. Obtain the new side to side. Uh that's running about 63,000. that's with the skate unit and the pompos everything else on it and that's so we can get small spaces in the wall to reduce the fire in that area. Uh the other thing we're looking at is a new fire station whether on southband because they're going to build a new hotel there by all the end because the new aerial will have to be over 75 ft.

It'll have to be 105 ft at least cuz the new hotel they planned building down there is taller than our current per um by state fire standards it has to be at least 2 and a half acres so you can expand because as you guys see two station we have now we want to add on the plan we're kind of landlocked uh we're going to that for plan design I believe it's on the 18th year is that correct department. So there I'm sorry. Our station is still safety. Yes. Okay. And and now is a good time to change the legislative language if you choose to do so. Perfect.

Um but we're running out of room trucks and for our guys this new generation I guess they don't want to swap beds that didn't shift. They may catch something from each other. I don't know. Different generations. Sorry, I'm speaking speaking freely. So, EMS advancements. This is upon the request council single and look forward for the EMS portion of the fire department. Completion of the DO2 licensing that switch from PRC to ET. We're in the process of that right now. Adoption of EMS tariff which will bring two council in once approves it to adopt it. That way we can bill and we bring some funding implement an EMS captain position. If you do this EMS captain who can actually deal with just the EMS portion of it because there will add 14 new positions to our department just to cover ambulance 247 one each station. Uh acquisition of building services. I've talked in short with Mr. Morris about this. Most of the billing services will do a 10% of what to collect. So if they don't collect anything that month, they don't charge us. But if they collect say 8,000, they take 2% of it. Um protocols and pharmaceuticals. Right now we're working with the UNM to get the MS consortium to be our medical director and work in this portion. We were trying to do it with the elab hospital but due to changes they may be foreseen they were not want to enter to that at this time. Um we'd like work chief Marquez and get the all the dispatchers dispatch certified in our town and that's basically where

they get the little cards they walk through. This is what you do. This is how you do it. This is the next step cuz as is right now a dispatcher can't tell you to do seat bar someone without putting them liability but as indeed they can that can buy us minutes uh continue collaboration with Altabista or whoever's coming in and continue to have our guys actually do uh clinical ships there so that they can work together in the hospital knows our crew and our crew knows them. uh fire prevention. We want to implement the firewise program through NPA. This is a program nationally that's made to help the community prevent and set their houses up to fight wildfires. I guess for instance, keeping your grass 70t outside of the house away from the house trimmed, no trees overlapping the the houses themselves. It helps reduce our risk. In the last few summers we've had we need this in our community. I couldn't believe the education I have hand up properly. Um in addition to fire inspectors so we can get more inspections done and council call. I feel having to wait three or four weeks for inspection. Additional administrative assistant one. I need one of those for fire marshals office just do permits just to keep that up to date. I'm sure Lucas would appreciate that too because Department of My guys um adoption of fire code 2021. Currently, we're in 2015 2021. We're going to bring it this summer and hopefully get that ordinance revised for 2021. Um increase offerings of all public education by distinguishers.

uh just interactions like this where we bring them in and have education for wildlands in for wintertime for the chimneys things like that. Sir. Okay. Looking ahead, we've had some talks from the mayor. We are looking at doing a safe haven baby box at station one, which if you don't know what those are, it's basically if someone can't care a child, a baby or they don't say want the baby, they can take it to safe box. It notifies the crews at the station and they take that baby to the hospital and then chop tech services helps find a home for that baby and make sure they're healthy and well taken care of.

Um, community connect that system is fully up and running and it's we need to do more outreach public to get them to do it because when we first started doing it the general public thought it was big brother. It's not the cruise and seek community. They only see it once a call to your house has been sent out and it tells them like do you pull my house for a fire? It tells you there's two TW one's a jerk, one's nice. Please save him and describe him. He is so um but it also tells things like who to contact where gas shut off water shut off all those items are uh and also the most important thing which we during the flood it has a reverse notification so if they sign up for community connect we can do a reverse dial and it notifies everybody on that list what we put in as far as stay away from the rivers or a certain road closed or whatever we need to know Um it's kind of like the program city has uh residential box loan program. We have this we have four boxes that are actually out right now. We have to 15. It was funded by an AP grant and it's for senior citizens that are physically or being able to keep their door and only our guys have key to it that they can access key the door and the subs in without getting in the firefight way which requires a new door to usually.

Okay. How much time? We're Yeah, we're close.

Okay. faster. You got to start. Okay, real quick. What we did last year, we had 10 iron hire testers, 12 public events, 13 supervised fire drills, seven public outreaches, one fire team training, three station tours, two city sponsored events, one recruit event, 12 card frescos, present all safety events, multiple radio outreaches, and a partridge in a pitch. Okay. Isn't that great? Thank you.

Don't blink. You'll miss it. Thank you. I want to thank all the department head for putting up all these gas community development, water, gas, solid waste, public development because we share all those initiatives. Finance is part of the heart that pump the blood, the money that keeps everybody going. If you stop money moving, you stop city operations. That's the that's the the given what we have to do in finance and uh like my church says in finance we operate as a team and when I talk about finance I talk about our whole group because I believe that I have the best part of the city and I say that because every dollar every penny that moves through the city has to come through question. They're subject to a bunch of compliance and I'll give you a few examples. We have DFA controls, budget preparation, quarterly reporting. We have state control the purchasing act, anti-donation act. We have to comply with PBR regulations, uh, federal tax withholdings, federal regulation, cash management. We report to IRS. We have quarterly reports to IRS, annual reports to IRS. And finally, we have our internal policies and procedures. Every penny has to combine those according to the now. That's the first part is our compliance. Second part, and just as important, we are a service department. We serve every department

in the state. And that's our obligation is to provide that service. And internally we try and we're continuing to cross train and share information and if there's a time where we have to say no you can't do that we try and say no you can't do that but you can do this or this or this. So that's where our service comes in. Finally without going into a bunch of details we get a report card every year. we get audited annually by someone completely away from the city. That's our report card. I won't go into that now because it's going to come up at uh one of the next council meetings and uh you'll see that that we're doing pretty well. We are here today to support all the departments and the body and like Mr. said, "We never learn by talking. We're going to learn by listening." Somebody will sit down and listen. Thank you.

What did Morris get out of doing his report? So yeah,

so um all of you know and also the city clerk's office. We're um group of four people, but um I have a strong right hand, Danielle Savannah. All of you know her, probably worked with her. She couldn't be here today. Um unfortunately, we have so many deadlines to meet that she had to stay behind. And of course, you all know Lynette. She's our receptionist. She's the first point of contact. Everybody call either or walks in has to talk to Lynette. She does really good with all of our um everybody that she meets. She has great customer service skills. So like Morris um our department is administrative nature, right? So we work behind the scenes. We make sure that we are in compliance with all of our state statutes with we still work with closely with our the county for election and um we also work with each and every department. So all of you have have called us at one point. We we work with records and people. Those are the two things that we do trying. So uh records we manage all the records in the city. We make sure that we preserve those records uh for future administration within governing bodies. So they can look back and say what you know what was done. We keep the minutes all of the contracts, resolutions, ordinances. We have to follow publications. We do all of that. In short, that's what we're doing. So, I think we can go to the next slide. So, we stand for basically integrity, ethics, respect, mind speed. That's what I think our office follows. Strengthening transparency, efficiency, and public trust. We handle, like I said, our records management, disposition of records. In 2025, we destroyed 562 boxes of records. That's a lot of records. I worked with the following departments from police,

county development, our office, city attorneys, executive, library, human resource, public works, and municipal court. Accomplishments were also inspection of public records. We reviewed and processed 446 ger requests from July 1st of last year to the current date. So that's what we're we spend a lot of time doing that. And um as you know, Danielle handles all of those. She reviews each and every one and even when the PD reviews them and sends them to us, we do it one more time. We want to make sure that we don't get sued. So, we protect the city. We're there to protect all of us. Um, one of the other accomplishments was contract workflow system. So, we have a laser be system that we have that uh within that system, we notify staff of upcoming contract expirations. staff receives automated alerts both 90 days and 45 days prior to the expiration date. So that helps us with tracking all of our records. We preserve them um and we can research them quickly and efficiently so that we can get the information that you all need. Okay.

Accomplishments on municipal charter review. We assisted the charter commission in their review of the city charter and preparation for the 2025 regular local election. that took about nine months. So, we work closely with the charter commission. Um, page freezer software that's uh capturing, preserving, and monitoring online content for legal compliance and investigative purposes. So, I don't know if anybody um realizes what pat is. I know Amanda probably does but it captures all the social media so that if we ever get an if request and they are requesting social media we can go to there and uh it captures all of that in lifetime. So looking ahead um we're working with next request and that we are working along with it and that's going to help us manage our requests. So right now it takes us quite a bit of time. It'll improve efficiency, increase compliance, and build transparency. The public will also have access to this. So they'll be able to to view documents that we can place on there that people have already requested, so they don't have to ask for it again. So that's going to help us with the day-to-day operations. And looking ahead, we just want to keep the day-to-day operations going. Maintain and preserve vital, permanent, historical, and archival records, efficient council operations, publication deadlines, streamline document retrieval and storage, records management, ensure compliance with laws and regulations, community and people engagement. I thought these were very uh important. So this is um what I think it is is listen to understand. Don't just listen. Give people your time. They just want to be heard and then respond to them. Help them. See what you can do to help each and everyone. Whether it be the public, our departments, our council. That's

what I do. I listen more than I talk. I don't talk too much, but I I do listen. Collaborate. Collaborate with the public, with all the agencies that we work with, um our department heads, our staff, everyone. Communicate often. I know that I brought this up at the beginning and I feel this is very important and I don't think we do enough of this in any of our departments. I think that's where we fall short. So I would hope that after this retreat that we can build on that, learn how to communicate better and more often. Build trust. Right? Everybody asks, "How have I been here for so long? I'm an appointed officer for 17 years." Build trust. respect others perspective and with that comes consistency and it builds credibility. So the public I feel trust me when they can't reach anybody else they know to call our office. Our office will respond to them. We respond to emails, phone calls and we do that probably within a couple of days with each and everyone. So I think that pretty much concludes what I have to say. I I left you with the mission of the city clerk's office is to provide accurate, transparent, and efficient recordkeeping and administrative services that support the integrity of municipal government, ensure public access to information, and uphold compliance with all legal and regulatory requirements.

Thank you.

We have two more. We have it next and then HR. So what we're going to do after that it's a quick five minute break and you get back into it because we're a little bit make you breathe at least quicker than ours. True. All right. Well, um, so just a few key words that I think, uh, those are values and our priorities. Um, reliable, service, secure, number of other words, um, that we try to work for every day. And then, as Jimmy likes to call us squad, I love it.

So, uh, I learned that we need to take more pictures of the work that we do every day, but we've made a number of accomplishments, uh, in the last year. Um, I haven't even been here the whole year. Been here uh nine months as of this week. Uh, but Leon, the rest of the team are holding down the board. And, uh, one of our our big accomplishments has been growing from a team of three to five. Um, and we've become a stronger team. We've grown our skills quite a bit. Um, because of the vision of city manager at Nia, we have a new position on the team. Uh, that's infrastructure manager. That's Shay. He's out today, but he's uh been able to help our team build our skills quite a bit and uh help us be able to provide the support that we need to for the cities and reduce our reliance on vendors. So, we've been working a lot on training and um having our workload workload more evenly um fed. And so, that means that we get to be more strategic and proactive and we're not so reactive all the time. Um other things are improve service reliability. So this is a continuous thing. Uh we we do things every day. So uh an example we've replaced a number of switches and firewalls at at different locations and you might wonder well what is that? Um when you see locations that aren't uh having network issues every other day like we were having at customer service those are the kinds of things that we're doing. Uh we worked with Designate at multiple locations to get internet to their location or upgrade their their internet. We've had a number of uh locations that have had to rely on hotspots. Um not anymore. And so continuously we're doing things like that. We implemented uh battery backups. So we put them at uh the PD for the NCIC system so that that system isn't going down every time there's a power outage.

We also added uh battery backups at city hall. So, our council chambers, our AD system, uh when power outage during a meeting, it's not going to set us back. We can just keep going. So, we've worked with a number of um departments to kind of um review their needs and we try to get to them as quickly as we can. We've improved cyber security. So, we completed the upgrade of our city hall main firewall. You probably wonder again, what does that do? So that handles all of our traffic in and out of uh the city network. Um but it also helps our cyber security. It blocks um traffic that we don't want on our network. We decommissioned a uh a server that was storing old 911 recordings. All of these things have vulnerabilities uh and so we we need to get them off of our network so that we're not putting ourselves at risk. We've nearly completed the Windows 10 phase out. So we're about 95% complete. The remaining systems are things that we have old software on that won't run on a newer operating system. So we're working toward phing those out or replacing them. So the thing with this we talk about challenges. So technology um and replacing technology is not easy. It's not cheap. So um I mentioned earlier the example of office 2007. Um the reason we have that is because we purchased it years ago and we own it. um licensing has changed quite a bit to where you have an annual subscription and have to pay every year. So it is very costly and so we're trying to find ways to uh to address those issues. Um but I I do uh believe if we were to replace that particular software it put us in a better place in terms of functionality and um security. One thing that we're doing on a continuous basis is review of our um internal processes and um putting in place uh improvements to minimize our

risk. So um just kind of helping our security posture um and it helps put us in a better position during audits. So we think a lot about audit being um a financial tool, but there's also internal controls. What are we doing to make sure people get the access they need or it's removed and it's not beyond what they need. Those are things that auditors are going to look at. Um, what else? Well, we've assisted with a number of technology improvements at PD, which she already mentioned. Uh, surveillance and access, uh, control improvements. We've, um, we provided input on the project over at senior center. Um, and that was really cool because we're able to start standardizing what we have across the board at our our different locations. And so, that makes it um, more efficient for us to support. And then we have standardized system. Then eventually when we get PPI to all of those systems, it'll make it easier for you guys to see everything as well. Uh and then we're also going through training with the vendors so that we have the knowledge and the access that we need to be able to support these um systems and again not have so much reliance on our vendors and it improves our support time or response time. GIS advancement, Lucas already mentioned that. Um I'm actually really psyched about that. So, um, we were able to acquire a computer software. We've been working with a consultant on addressing E911 issues. Uh, we've been having discussions so far with our different departments on what our needs are. And we're finally getting to a point where we're starting to create maps. Um, we've had collaboration externally as well with other entities around the state. Um, and right now it is kind of bridging the gap. And so I'm really psyched, Lucas, that you're going to have that position on your team to really have that focus to to do the work that we need. We've had on our on our comprehensive plan from like 2011, I think it was, um, recommendations that it should really be implementing GIS. So

we're going to be moving forward quite a bit with that. Departmental improvements in general. So, uh, improving our processes and our customer service, working on cross trainining our team members. We're very like if we talk about our workload um I think it's pretty rare that uh anything goes according to plan because we'll put all all kinds of things in motion and then we'll have some emergency or interruption or something comes up and so we we take a very uh divide and conquer approach but I I think it's working really well. Uh we're working on developing standard operating procedures and collaborating again with departments on their needs. Uh we're working on improving our documentation of work perform. So we have uh reports of what we've been working on uh and kind of the trends that we're seeing in in our workloads. uh for myself working on uh improving my understanding of the IT budget and what our needs are for our recurring uh expenses and then projects that are are you know priorities for us professional development and networking um and then just team collaboration knowledge sharing so uh one more thing on on uh collaboration and networking so I'm I'm actually pretty excited for the municipal league uh I'm taking the lead on putting together uh a group of professionals from IT. So across the state, municipalities uh will be working with their uh with their IT staff to collaborate on different things because it is the same kind of across the board. We all deal with the same um challenges and so it's really good to be able to network with people and kind of uh you know see how other cities are handling similar uh problems and we can feed off of each other. So looking ahead, thank you. Uh so we'll be continuing to improve our technology environment and our user experience and I won't read the whole slide to you but one of the the big things of looking at

our technology that we have today um is it meeting our needs um are we using it and how can we uh have how can we improve the uh the implementation um so that's going to be a big thing so Morris you mentioned earlier like upgrading Tyler I think there's a lot of things within Tyler that we're not using or we haven't implemented fully so I think there's um going to be a lot there talking about our our business license processes, our procurement processes. Um and then like our our time entry and uh leave requests, things like that. Um but overall like one of our our huge priorities is just minimizing our downtime, knowing what our critical um operations are and okay, if if we're seeing an issue, what would what can we do to avoid that in the future or what's our workound if it does occur again? Um, I'll kind of skip over the other ones for now. Go ahead. Thank you. U, cyber security is always going to be a major uh priority for us. Um, and so looking at our again our internal processes, current threats because they're constantly evolving and trying to align as best as we can to best uh to best practice. uh communicating the concerns to leadership because some of these uh the resolutions for our issues they're going to cost money uh or they're going to uh require different changes um and so making recommendations for improvement and then I'd like to do a cyber security assessment. So we're constantly doing that internal internally but bringing in somebody from the outside that's going to uh look at everything that we're doing and what we have in place and tell us hey you need to uh you need to address these vulnerabilities. We we get scans every month from a vendor. Um but it's good to get a uh a second perspective on it. Working on compliance, so reviewing compliance and aligning. So again, um audit kind of things. Um like for PV, uh we have the

NCIC system that we uh integrate with. There's actually like a sis policy that we need to align with and making sure that you know only certain people have access to that system, things like that. um credit card payment processing. We need to make sure that we're secure there. Obviously, just a number of things we need to do for for compliance. Um and then just continuously reviewing uh potential solutions for improving our our sex can be uh postured staffing support. Um, so again, I mean, I'm not even a year in and so I'm trying to do a lot of discovery and just observation, but I I would like to uh make some recommendations for restructuring some positions within our team and aligning the job description better with our departmental needs and the needs of the city. Um, continue to promote uh professional development. uh continue to decrease our reliance on vendor support and uh promote continuous efforts to uh to provide excellent support and customer service um more looking ahead. So strategic planning. So collaborating with our leadership and our stakeholders for further implementation of technology standardization replacement and so some of the big things like I I told you we just upgraded our firewall. Well that's going to be up for a new again uh now in January. So we need to plan for that. Uh our domain or phone system maybe if we decide we want to um to replace that or or what changes we want to make to make it better. um surveillance, access control, the AB system in council chambers. When we go to four to eight counselors, our system is not going to support that and it's going to be expensive to uh to replace um a computer replacement plan. One thing I didn't put on here was um a generator for city hall. I mean, if you're not aware, our critical infrastructure for our network.

So, what about 20 20 locations 21 locations in the city and they all connect back to city hall. That's where we have our critical network. It's also on the list. Awesome. Thank you. Um so now we just got to figure out how how big or small we want to go with that. Um and then uh um bud budget planning and continuing to better understand our need for the city. So continuing to collaborate with everyone in this room and forecasting for future needs. when we're implementing one technology, especially something expensive, we should be planning for the future because we're going to have to replace it. And again, they're they're expensive things and just getting caught up on our technology as well.

So, that's all I have. Thank you. Thank you.

Take a quick break and then we got to come back. Wow.

Good afternoon as everybody's awake after that big lunch that we had. Great. Um,

so Adrian and I are here. We're representing the human resource department today. Um, this is our mission statement here. Uh, the mission of the human resource department is to maintain confidentiality to ensure a safe a fair, safe and cognitive work envir environment for all employees and to develop and implement sound personnel policies, practices and benefits administration. Uh, we are one of many important pieces of which contribute to the city of Las Vegas. Um, you know, we we all play a huge part. Um, so we all have that part of that heart of the city of Las Vegas. Accomplishments with the HR department. Um, one of the biggest ones we had was the basement cleanup. Um, Marsha, I and Dez inspected over 100 boxes uh that were labeled human resource. uh 65 boxes uh were set for shredding and currently we're going through um it's 55 but I calculated it's probably about uh about 70 boxes that we still need to go through. Uh training wise uh Dez and I attended the OSHA 30 training. Uh Marsha attended the online EV verified I-9. Um I attended the uh healing trauma in our community. Uh that was a great um training to go to. I think that if if that ever comes back to the city again, I think that we all should be part of that. Um, and then all human resource risk management safety attend is a citywide training. Um, as of January 1st, we've had 32 new hires, I know that doesn't sound like a lot to some people, but to bring in at least seven people per month to me is a very big thing. Um, so I'm very proud of that. Um, and negotiations. Uh, we got through the FOP negotiations very quickly. Um, so I want to thank that uh that the union team as well. Uh, other accomplishments that we've had, um, we attended the Riverwalk

cleanup. Uh, we attended the radio, which was very hard for Marsha and I, but we got through it with the thanks of Chuck. Um uh we continue we'll continue going to job fairs um human resource daily duties uh job postings uh uh job descriptions payroll PS and many many much much much more. Um I want to thank Morris and his staff you know that we are constantly you know I think they see us between two to 10 times a day and they never turn us down. They they're always willing to sign our paperwork right away. We take the paperwork to Miss Elena. She's another one that, you know, she takes our paperwork in and we try to get this processed as soon as possible. To me, that's one of our biggest accomplishments. I know sometimes people see HR as we push paper. Yes, we push paper, but if it wasn't for us pushing the paper constantly throughout the day, things wouldn't be taken care of. And another one of our biggest accomplishments was the laser dish. Uh so as you know Dez and I are a smaller group of of HR and uh so Dez handles a lot okay and she's not here today. She had a prior engagement but um she handles all of our claims all of our our incidents personnel management whatever it entails with personnel she takes care of it. Um that includes workers comps, liability claims, safety, accidents, incidents, uh investigations. We both handle those. Um so we handle a lot. Uh, one of the other accomplishments we accomp accomplishments like glory. Um, I actually did the fire extinguisher services this year and we had 220 fire extinguishers that needed servicing and

out of those 220 we we have to replace about 190 next year FYI. So um monthly mandatory training uh that's every month we have to provide some kind of training to the employees right um from slips trips falls to specialized training like trenching right so and then Dez does a lot of other stuff with the public assistance end so she'll coordinate community service programs uh the volunteer programs uh she manages all the torque claims that come into the into into the city uh she file and she maintains the process of um and then on all of our ends we deal with compliance. So whether it's state or federal, that's our job.

But one more accomplishment that that um we have as HR that I just didn't put out the list sometimes, you know, we we go home, we lay down and we're like, "Oh man, this or that." you know that um myself, Marsha, Adrian, Dez, we have been together for over seven years and to me that's a big big accomplishment to have the same team in an HR department. So to me I'm proud to say that is one of our biggest accomplishments. Looking ahead uh for HR um of course we want to continue to hire positions of importance which are all positions uh attend more job fairs uh continue to be available for uh all city employees um I know that talked about that um and then the city website uh continue to work with all director manager supervisors and admins with paperwork

on our end I'd like to really supplement a lot of our trainings with additional training. So, not just awareness but certifications, right? So, if you have an awareness class for trenching and esavating, I'll use that one again. Um, now you should be certified at some point in your career. So, if you have an awareness class, let's get that person certified to what is it? Compacting. There's a lot to it. there's there's a big process to it. Um reducing risk. So with most job sites, work environments, you have some kind of risk. Um we'd like to reduce that with building maintenance or upgrading certain aspects to each building or providing more training to the employees, something of that nature. If we lower our risk, we lower our our um injuries, our incidents, right? And all those are losses. Somewhere some department has to pay out something, right? So, we have to be careful with our risk. Um in-person employee involvement. So, what I mean by that is is employee buyin. So, if you don't believe in us, if you don't believe in the training, well, you're not going to buy in, right? So, why have the training? So, it needs to be a little more in person. Um, and just overall buy in. Okay. Uh, loss control. I'm going to go with our vehicles. For instance, if we purchase a new vehicle, why not bedline it, right? We should get a bedline. Why? Prevents scratches, paint, right? So, the little things add up to big victories, right? Uh, preventative maintenance. Um, Mr. city manager had mentioned at some point

maybe a uh full department for building maintenance, grounds maintenance, right? We need it desperately cuz when we I go through my inspections, most of our buildings are pretty, right? A lot of them aren't compliant and very few of them are ADA compliant. So, we need to ramp that up and um start making changes for safety reasons. Okay. Outreach and communication, uh, internet and the city website, uh, job fairs, training, radio, check stubs, me myself, I share a lot of that information for the benefits through check stubs and email, and of course, face to face, community, and people engagement. Uh, be present, be responsive. Uh, follow up, follow up, follow up. I know that we got those from um the the slideshow that uh Elena had um provided us to me. I I wanted to keep those because because it's very true. We need to we need to be all of those uh follow the rules, policies and procedures of the city of Las Vegas. Very important.

Five

E safety, right? So, education, encouragement, engineering, enforcement, and evaluation. Every department has their own aspect of those five Ess right uh four C's. So safety culture we go up and down in culture, right? So and it just depends on on your employees or in your work environment. Culture needs to be priority, right? If you don't have culture and you don't have results. Um and of course everybody's going to laugh at this one, but I always push it, right? the four Ps of safety awareness. People, places, personal protective equipment, and I do I I push the vests a lot. So, and these are stakeholders, but we don't have to go through them, but um it it's cut and drag. Um you know, we deal with the municipal league and and and Department of Labor on on the HR side, and so it just varies. We we talk to a lot of entities and we we have to deal with a lot of compliance on those ends too.

That's it. Thank you. And I just want to say for myself, I you know being in this um leadership role for HR, you know, you all know I'm not the director, but I truly want to thank Morris, Chief Mudus, and Cassandra. Anytime I ever need any kind of advice, I know that I can run to them, and they are always there to assist me with that. And then of course I want to thank Daniel for always putting up with me. Thank you. Five minutes and then council discussions.

Yeah. So we'll just real quick if you want to know we're going to be more discussing the priorities. We'll give her a call. We Happy.

talk a bit more to the counselors. First question, Robert, but she did want to go ahead and talk about some priorities or ideas that she had. So, we could uh I'll put together real quick and then she could say what she wants to say and then we'll get Well, counselor I have on the speaker so we're at the portion of kind of discussion with the counselors and kind of uh you know saying their priorities uh and I know that I mean just on the speaker so the quality would not be that good but I wanted you know here the council us nearby talk about your your priorities and kind of I guess

and I have Robert I think you're going to write down or you have some of her yeah we have we have it first and then we'll write whatever else. So go ahead

a shortened version because you know it to you know trade items whatever. But um what I did was I left over the top priorities that you had sent us in the packet and talk about those a little bit. And the only one that I think is going to be worked on on that particular list is the last one employee recruitment retention and encouragement and that type of opportunity. You really do need to train the employees before they start a job. Know for a couple of days teach them about you know um everything about uh you know vacation time they have to burn their knowles service all that kind of stuff they need to learn and they need to learn the ordinances that are connected because refer to you know some department that following uh talk about kids to drive 24/7 belongs to the city and I think you know things like that that are important talk about training um um behavior insurance they need to go insurance by the union in which they're establish practices and know that those practices that are done are there for a reason,

you know, they evolve through the years and those are taxes and exposure of the jobs that they may have while they're working for the city. All those things need to be taught to the new employees before they start their job. So they don't know exactly. So that's pretty much the one priority what I did was I divided them up into it agenda. in order to have sidewalks and uh street parking behavior for me since the mayor years ago before I council and I had been taking the time to go out and measure the sidewalks and the ramps that went up the sidewalk and some streets crossing and they were not uh accessible. wheelchairs. People are so complaining about that parks are not accessible and it's difficult for people to go to the park for us or to just, you know, have a nice afternoon sitting there watching people walk around and stuff because they're too low for older people that can't get a lot of stuff. also the lighting for the streets and there are a lot of um places in the city where there's not enough lighting. Some of the signs that signs that are there do not have um for people to see you know where they're at but they're coming in from a particular place and they can't find

it because not for whatever we're looking for. The other thing is is for example some of the art things the signs are beautiful and they're very nicely done but in the dark you cannot see what the sign says because it's painted with regular paint. So even here like on park if um people are looking for park and it's dark can't see what the sign says until like you're right there you have your car sharp They have a fire by the time the fire department from this side of town is the closest to Um, you know, you have a lot of problems. Um, we need to have all the streets paid. And to me, it's kind of an embarrassment that um the streets like that are still dirt roads. To me, that's terrible. People come to our town, they drive around, all of a sudden they're on railroad side street, they're dirt

and god, you know, what century are. We need to do something about that. I get a lot of complaints about the BT drugs. um and not know if there's enough space or anything that can be done because I know about uh to have traffic um traffic rerouted from the area that they're in because they do a lot of damage to the the street and stuff in the area and railroad is that I painful. Uh I would like to enforcement review u businesses operating in red zones particularly off of a street off the west side like coronado Colorado street are there are um panning shops that are stood up there and there's a couple that I've had people call me up and say property and there's one that like canopy or something into the woman's yard without even and others where they have the big um conics boxes to throw away stuff that do not leave enough room for people to be able to drive out of their driveway across the street from that business. Um we I would like to um be able to review street lighting at the area close to the river. physical death are street.

Um, and the other thing that I have that kind of uh really worries me is the turning lanes going you're stopped by Taco Bell and you want to turn left. The median uh immediately on Mil Avenue is very very small. It's very narrow and people sometimes stand there with signs or signs of self and there's a lot of traffic there especially after school in the morning so people are going to work and I'm terrified somebody to work and heard somebody the chief has been wonderful checking that people actually um you know that trim aisle there in there so people can't step on that wants to stand in the middle of a bow some kind of suggestions that I have more complaints about than pretty much anything else.

Barbara, this is Robert um or Samantha. Thank you for sending in your email. Um I did print out your priorities. Um and I did say city manager and we are striving everything that that you've pushed down thus far. Um, we're also, this is also part of, you know, our ICI plan. So, I'll get with you and the rest of the council so that we can, you know, continue to get your priorities prior to implementation of the ICIP. Great. So, um, I just wanted to reassure you that we do have your priorities here at this committee.

Oh, great. Okay. So, yeah, I um I wanted to make sure that I had them written down somewhere. did that yesterday because you know um counselor um the he has parts of some of the streets that I have that are in war three and are also bar four. And so that makes campaigning very difficult. and that big deficit on purpose by the person who did the redistricting care. I know that went door to door. I went door to door in the same area and some people were very confused about, you know, who does what, but I just want him to know that if he sees something that needs to be done in that particular area of street between 8th and seventh streets going north from Mills, you know, don't worry about, you know, wondering whose garden it is because we're both working on that bring that stuff and I bring that stuff and I think maybe the redistric later on

it's not so difficult. So, so thank you for for um your report and you know Ben's up next and then council lady. So we're we're to the point where we're going to start getting their input. So any final thoughts? No, that's it. Thank you so much. I appreciate the time and u you know I'll I'll visit with you after the retreat. Okay. Thank you very much. Thank you. Thank you. Sorry.

So, Robert, I just kind of wanna we going next short-term, long-term uh strategic and my my whole purpose of this was not to talk about the profable or the bigger the bigger picture in the long term. You kind of touch up on that just so we Yeah, I think if we have um a minor issue, we put it in the parking lot back there. Yes. But right now we want to talk like really persisting urgently into the city. So I'll turn it over to you here to jump in. Well describe it. What are what are the most pressing urgent needs that we have at the city?

Thank you Robert. I'm going to stand up like give you the director so I'm not cheating over here. I didn't bring my PowerPoint though. Uh just three things I want to say. issues we get fast. There's there's a few things that we can control on our own. No funding needed, no anything. So, one is culture. What what you culture to the culture in the city? We control that. You know, we're going to get stuff done or we're going to not get stuff done. We create that culture, the attitude that should be every day. And I know it's hard sometimes. We all have life. There's things outside of work and everything else, but the right attitude every day goes a long way. And we have to own it. I've made plenty of mistakes forever. I've made many of the mistakes in my life in my life, but I have to own it. You don't at work. You just have to own it. There's a reason you made a decision. May not have been the right decision, but you have all the reasons why you made it. And maybe those reasons for why I made bad decision doesn't always work out. You know, I go to the blackjack table. I think I'm going to hate every time, but I know. But anyway, so enough of that. My my uh three top priorities. So, one is water. Simple. We don't we don't have water. We don't have anything. Two is housing. Because if we want people to move here, we have to have a place where they can live. There is hardly anywhere for people to relocate to the city of Las Vegas. Find a job here. It's tough. I know for my employer, we try to take people in. It's hard to find anything to buy or to rent. And then I think the other thing we need to think about on top of

everything else is all the other infrastructure in general. the infrastructure throughout the city that that's the roads, that's our sidewalks, that's the the the gas lines, the water lines, all that is important. I want to talk by I have economic development up there jobs and I think of course public safety is always a a critical need uh in any community. So that's what I have. Thank you.

Thank you, Ambassador. Thank you. Thank you. Water always drink. There's people out there complaining telling us that's all you want. I think this senior center menus permits got people downtown building fences. I mean anything we I I learned it from since I was a kid urban school. What I have to do is I do it now and I look at things under the table. Of course, we can thank you for working hard. Let's keep on going. Thank you. Thank you.

Thank you very Thank you guys. I guess some of the top priorities that are maybe considered I mean that we have to consider because we're working on one project we're doing all kinds of different things already. I think the IC IP plan and you know of course leaders that was was something that needs to get addressed. I still think that is a very high priority. Uh people in our community want to see progress and that's what that's what people want to see. They go through the water treatment plant or see the buildings out there. Nothing's happening. It's only been talked even though there's a lot in progress to get there. But I want to I want to defend uh councelor Casey's remark on a fire station on the grand avenue area whether being south grand kind of the middle grand but we need to address that part of our community that's a big defendant. We have trouble rate projects that are currently in in our system already. One of them being the industrial park. The industrial park is a big it's a big part of our community because there's a lot of things that going over there that nobody knows about. It is kind of out of sight, out of mind. And that shovel project is ready for work. It needs to be rebuilt, done, and completed. I know that was brought to my attention. We've got two engineering um

two sets of engineering projects. I just thought of that one area. Streets in our community have to be paved. I know that's another big issue, but that is not the only thing that we need to get down to. There's, you know, like mentioned just a little bit about sidewalks. There's still areas in our community that don't have sidewalks or streets. It' be nice to be able to get those ones taken care of. King Street is one of the areas that needed to get done for years. We finally got a portion of it done. I think we need to make sure that we complete that project. It's uh it's also in a in a high priority situation that we completed because we've already started something to try to try to finish it. Probably going to need another $250 $300,000 just to get done for that. I want to see that come from surface. I want to make sure that we always help each other out to get the projects that we need done. I think that's pretty important moving forward. Um, a real big thing to me is looping systems, gas, water, and sewer within our community. Why would that be big to me? is because we can't continue to grow our city. We can't have housing. We can't do uh industrial parts or anything else unless we have critical infrastructure in those areas that can keep us compliant with the environmental department to make sure that we have those areas taken care of. We have a

city government. We have a city utilities. We can't even provide safety services to our own buildings. We need to do that. We need to take care of our city buildings. You know, we got wastewater treatment plant at the airport. We don't have gas services there. We don't have solar services there. We don't have uh gas services, you know, out there either. So, we need to make sure that we do that. I know those are goals and a few priorities, but I think it's important for us to put that on. Um, I'm big on that kind of infrastructure and I want to see us keep circle.

We could go on and on, but these are just a few top priorities and see my ward, but within the whole city as a as a complete picture. If you don't want to I want to take my time to just talk about my my work. Streets again need to be done for all the city and area council. Um I want to leave it at that. We can we can continue. All right. Mayor go next.

I'm going to get at I don't want to get too much detail be like just in general, right? Uh I think for me one of the big priorities or strategic goals is continue the water and wastewater uh projects. Uh though those are huge. I know we got some funding to help alleviate but we're still not halfway done with waste water Travis. So I think those those are important water is going to you know be addressed. Peterson dam to kind of fall into that. Uh and that's that's important. we continue to I mean if we continue to get these rains and uh the vulnerability that that dam has that's going to be a priority getting 2 million or $50,000 at a time we'll never get that. So that's going to be one of my long-term strategic goals. Uh housing development is going to be another one. uh and infrastructure when I'm talking about infrastructure and I know we could go into the department meetings and I'm going to you know ask the council to continue to support the road department because uh you know every council meeting we hear about pots and uh other needs that are happening. So you know department needs as we go through the budget wise morning. So that's going to be something that we me we have to really focus on. Uh the other one to me is a goal is continue to support and have department uh his grants and I know you do a good a good job Robert but I think the only way we're going to have these opportunities and continue is continuing uh seeking out grants uh and that not only beyond you I think every department you know at one point or another should continue to always you know look out for grants and and they use your guidance for their smaller advanc to continue that because relying

solely on GRT and local funding it's going to be difficult to continue these needs. Uh I'm going to kind of touch up on policy. Uh I know we need code enforcement policy and revisions. Uh that's going to be huge because we're all aware I think code enforcement does the best they can but when when they're following the policy uh there's always the the court system that you know I think our our ordinances aren't don't have enough to where frustration amongst the council but we're not doing anything to them. So then you need to tighten that up and I know you know you're working on it with this but I think that's one goal that we got to continue to have. And the other one is the HR hiding policy. Our drug policy is big to me because uh some of the I don't know how many people probably are given the opportunity given the job but then when they go through the drug the background check and the drug testing we lose half of them there. Uh we I know that cannabis the people in the state of New Mexico. So we I think we're the only entity in all of Sanville County that does uh pre-screening. I mean I think uh I know the medical center I mean some federal jobs don't even do that. So we really really the priority to me you got to revise that policy and just change the federal too. We're still behind. I think that's a big problem for us. Uh I mean I have 13 other priorities but I want to just narrow them down. I want we're never going to meet our needs if we you know get 13 20 and again these are long these are shortterm then longterm but if we want this fix that's not I mean that's when I want to monthly but I think that kind of probably that

property. Okay. Thank you. So, as we move on, some of these overlap each other. So, are there any more department needs that the council wants to address? Any financial needs? I mean, you touched on some a bit like for those, but there any more or any policy policy changes that need to happen? Well, I think one of the uh one of the things I didn't mention was uh the ordinance review. I'm sorry. the ordinance review kind of falls into policy. Okay. There's ordinance that we have on the books that are no longer valid

and uh it always someone can handle the with the drug testing policy. But if we are no longer enforcing or they're updated, we need to be uh brought up to the current time. Anyone else staff? Does anyone staff want to chime in about financial needs, apartment means? I think any policy changes overall city infrastructure I think was building from 1992

historic aspect of it and the restoration but I think building new buildings and finding class work for you too I put you on the spot what do you think about We're in the middle of conference master plan, right? That's important. Again, we have more meetings coming up. So, continue to do that. Staff are already

there's a couple of things I'd like to bring up and add to tied to the discussions that you've already had, mayor and council, as a leadership governing body. And Morris just brought it up. Uh but the city hall uh the old city hall the new city hall the public safety complex that uh initiative and drive to that's all made and maybe coordinate some of those functions. So those things, we're not taking any of those that that uh have already been set forth off the table, right? So we're building upon some of those priorities that that you've already provided through governance and direction, but getting ready for 4 to 8 uh counselors and uh prep on facilities and those things. So the the only other thing that I would add tied to everything that's been said today from council and mayor in particular is all of the things that have been recommended and suggested are definitely frameworks of things that this group of department heads and leadership has already created building blocks and is moving in that direction. And from a financial statement the mayor and council through your direction has put mechanisms in place to build upon those within the budget structure. So I don't think there's nothing out of the realm of achievement from what has been said thus far. That's the only thing I wanted to add.

J something else. I was just thinking um possibly coming in thinking of senior center on the other side of town for and senior activities on the other cuz we're all on the south side. So like a north a northeast northeast side.

Yes. I kind of want to just add to that, but I'm not changed or not, but it's nice seeing like these directors that they're in this position for a longer period of time to be able to continue moving forward. They police department long time and a chief will come in within a year. So, you got to start all over again. So, keeping that moving forward, it's nice to touch and I I'd actually personally take a little bit of credit to myself and I'm sure councelor Martinez here we look at West Las Vegas schools I know when I went to there they had the turnover they had the bilingual fiasco and all that but at that point uh you know it was starting a system of continuity right and I know that sometimes with new leadership uh there's always challenge or everybody getting used to but I'll I'll be the first one and council Can you just hang on this because I think it's important that this discussion happened you brought that up is when we hired Chris everybody said oh well he's a young guy he's this and oh he has these different ideas but look at where it is today but what has happened is from when we started uh uh basically a step forward and continuation from boards thereafter look at what was Las Vegas versus Las Vegas city schools and I know it's difficult and and you have changes in leadership and you know I think Cassandra For those of you that have been here a long, you know, 20 years or so, we haven't gone to that far. But be open. Like, be open and things are going to be difficult and change is going to happen and and Morris, you could probably chime in on this too on continuity. uh you've been around where you you know you know you're there a year and then you're out and you started move momentum and at some point the state of Las Vegas has to whether we take our bumps and we take our mix and I I as the mayor taking my

hits and I ain't working [ __ ] or whatever it may be but we need to stick to some type of path moving forward and see the progress I think we're starting to see that you know I was fortunate enough where I was the pro team and you know I think there was some type of continuity from when I came in as mayor and now you know two here. Uh but we need to continue that not only with managers and and directors because we can't have that continued change issue. So I just want to thank you for adding that is you know we need to have that continuity and not just say hey you know what let's just kill this and move on and you know this uh we need to have that moving forward and and hopefully I mean you know there's always evaluation things that within our jurisdiction with what we do we there'll be accountability no doubt but you know at some point you know we have to all be a team if that makes sense and that's huge and I I use West Las Vegas as one I And I went when I was on the school board in my first few years like three or four superintendent. But once we got Chris and and Chris was a new guy, different different ideas, different things. We took the hit. He's a young guy. He's list and look what happened. Look what has happened, what's transpired. Now they become the district that uh everybody wants to go to. You know what I mean? And they just, you know, take those myths and take those those hits and take those challenges. But it will get there if we you know if we're ethical, we're transparent and we do everything you know uh you know that we're supposed to within uh our ethical standards will set me you know things will get better and and the better right framework that we do today is going to impact our community tomorrow. It's not going to happen overnight. I think it's going to take a long time for it to happen some in some some cases and sometimes getting the right people in the right places

that continue uh offering from all parties directors uh anybody that we have that that works on the city we can make it better regardless I mean it is it's it's a big working document is what I But like the mayor mentioned, him and I went to the school board. We took a chance. We took a chance of bringing in somebody that could uh hopefully make our district better. And it did. And it's reflective of where where it is today, what what choices we made back then. We're not going to see the impact of all of these things maybe today or tomorrow, but we're going to see them down the road. And it's pretty nice to and it's it's a good feeling when we have the general public come up to you and say, "Hey, you guys really did fix our water system. You guys repaired streets that were necessary. You guys brought in economic development. You guys brought in businesses that are impactful for our community and housing and all the other things that we're wanting and asking for. Everybody here has needs and everybody here has wants. There's a big want list somewhere that we haven't even put up. But we have to give continuity and opportunity to flourish. And I think this is where we're at today. We have a good team. You guys are good directors and good staff. And I think we're doing we're on the right track to make something good happen. So we'll go to briefly and then I think we'll go to a break get to the next section. Correct.

Of course. Thank you. I just wanted to mention one thing under uh I think it would be under maybe department needs or maybe uh operational support. This is this isn't a negative for anybody. We have this idea work harder. We're going to get more results. Maybe in some cases but I I believe in working smarter. I could work all day outside with a meal plowing a field, but if I have a tractor that go plow that field, I would get twice as much done in like a quarter of the time. So like to our it isn't part of our whole process. I know when I filled out all my stuff with the city and I became a counselor, it's all hard copy. It's all hard copy. And I have to imagine for some of the applicants that we have, that's not the most efficient way. But we want to create more of an applicant pool, more people, you have to have that online. We have to have it online. We have to be able to process everything pretty much for children. And that's the way the world works today. Who buys I don't I know probably at least one of the Amazon private raise your hand. How many people just but I just use that as an example of pit stop they can try to fix your home to a lot of people it doesn't exist if you have a job posted on our website and somebody has to walk into an office to apply for that they might not

so let's make it convenient let's make it easy I just want to just say there was applicants because of these higher positive is that are are you seeing that more because of the drug policy or is it more of that sometimes we have employed recommendations that passes the drugs we pass that thank you

okay let's take a quick seven minute and then we'll get back into the next section Thank you. This is different. I'll have to ask Exactly.

What do you think? Highlights.

All right, we're we're going to go ahead and get started. So, we're going to talk about strategic goal setting and resource alignment. We're going to focus on three things, right? desired outcomes, how do we get to our goals, how do we measure our success, and what required resources do we need? So, I'll just open up to the council and mayor first and said, okay, what what's our desire out of from all of this today? What do we where do we want to go? If you don't mind giving an example,

well um let's say maybe like um meeting 50% of our comprehensive master plan or bringing in uh a new economic development centering 15% of our roles really like that. Are they like the like again outcomes that can be achieved? Yeah. Achievable. Something achievable, measurable.

I mean the water system I think would be one everybody agreeing but I think that's that's if the words measurable water and waste water waste water I think you could have them. We talked about our grant for the the water transport but it's going to be increased capacity along with that increasing water capacity that would be storage capacity storage realistically what do you think would be a realistic percentage of getting lot of our road fix

you know realistically like 5% 10% five 10% of our loss would be a desired outcome for me that's cheap I want to go back to the generator idea city hall

generator so I think in terms of I think this kind of flows over housing is our top priority but obviously kind of stream but part of what goes into housing here is going back to I don't want to it's not all point but some of it we have a lot of properties that are vacant or properties that are uncken property so our housing could be either handled through the mortants what should happen and then some we should have a go of an occupancy for the number of houses that are vacant in Austral well I would I think ordinance is fine so to a certain extent just to add to that it is but it isn't because that's kind of where you have a competitive or the leenders that you know they give in time for I think the ordinance there is something that comes forward to the judge. The judge has discretion and that pass the ordinances if we're working to fix and most of the time the discretion of the judge 90 days 90 days to comply and then there we are stuff and then you know get frustrated frustrated I get frustrated ordinances to keep us where we're at. So what we're trying to do is change it

already and make it a part of our organic baby. So that I think one of the other key we don't have to make an important decision and we talked about it in the past is what's our tracking? Do we even do we even know how to do properties for all of

the we have a tracking mechanism that would fall into both right that's an outcome but that falls into that's a that's a technology piece you know it kind of coexists with that but then it's going to carry over slowly because you really it's hard to set a five outcome other than that you don't even you know what the problem is. Well, I just wanted to add that with no solutions. The plan is to build.

Yes. Yeah, if I utilize a lot of meters and utilities to identify the house in town might assist us in a little more I believe we have like 800 last time water use of water usage. Let's talk about public safety for a second. What's the desired outcome of what we want and public safety? I know you need a new traffic. change compounds the fires in Chicago or at least dinner generators but before and um questions just just for clarification because I know I haven't mentioned it all but city hall to your wells in station exit tank senior center rec center those are all targeted for new backup generators so there's there's a big list you know at least I keep on pumping money. I think we should we should get to work Saturday.

been working hard forever. We're almost there. Whatever they gave us gave us $9 to fix our water. will be arriving and it's nice because everybody asking mention like traffic Last month.

So, how do we measure success to get to something new? Was that like through a survey that we give to the community or is that by more demonstrating more buildings that can be fixed renovated or how do we get in some circumstances Robert? Uh we're kind of on punch time when it comes to city hall. I'd say we have two years, less than two years to come up with an idea to support eight counselors. We're going to add four more counselors to our team. Uh well, I'm kind of in that crunch time myself. I mean, I've got to run in two years again. So, what changes can we make moving forward for city hall? whether it be the acquisition of property to rebuild a new city hall, how do we support uh you know growth sponsor coming in that maybe it it's nice to have a one-stop shop for our community so they can go pay their water bill. They can go even possibly pay, you know, with an MOU P&M bill. uh they might be able to take care of uh deficiencies in you know whether it be uh maybe even court might even include municipal court something like that one-stop shop to be able to handle code enforcement all the other aspects that uh you know community development anything that has to do with them publicly taking care of buildings What else? Anyone else on measure success? I mean, we have been having meetings

about our one-stop shop and that was where people can pay for business permits, um, all that stuff at one spot. Going back and forth, different places areas that we're thinking about possibly putting in. We've also spoken about kiosk might be a little bit more beneficial for them to come in staff consistent on how we're going to get it out of the kiosk shop. feel like collaboration.

So when I think of me, right? Yeah. So let's just take the first one or the second the water capacity cuz that was but today we're at and I'm just talking specific project right we're at 0% well maybe so if I look ahead in the year what percentage of that should we have I don't want to put a number out there now who for running along that probably but I think we have to have a timeline associated with that to have a measure of success

and I don't know if Robert or Travis kind of add to that or the storage thing by the time we get the funding I think they're talking maybe September I think Robert

yeah I'll give Travis a shot at it too but I think uh to your point councelor poe the way I would sum up right right now is we have a massive amount of projects that were already allocated money for construction and completion and we have to get those projects all completed within a 3 to four year window. Bottom line. And so we are are at the point where visions were laid out, projects were pursued, and now we're at the rubber meets the road getting the projects done. And so for water storage, we engaged our private consultant, we engaged our engineering firm. We're in full-blown development of priority one being the airport to build that out and our and our money for water trust board directly correlates with us getting it done. And so those aren't a matter of having a measure that we write on the board today. Those are a matter of we got to get them done period to get the projects implemented. And so, but in in just listening to the conversation, what what I hear loud and clear is staff, like you're giving us your vision, you're giving us the direction, and we need to we need to take the information that we already have in many cases, then I'm going to have you talk about the water storage states, Travis, and I want you to go back to to some of the beginning discussions to now and and how that evolved is we need to put that on big. We need to say here's these priorities you provided and here's where they sit based on a lot of work. Lucas just brought it up the the stuff associated with the one one-stop shop. Here's where we're at. Here's where we're headed and and break those component pieces that we're putting on the board down into operationally this is how we're going to get that implemented. So after today for sure we

have work to do to catch up information so that we're all in the same place with things we've already done and then create new building blocks as we move forward from an implementation standpoint. So speak Travis if you would to the water storage states and the realities that we're sitting on. So, so the water storage case states that was talked about since last year given the directive to get it started. Got the engineer on board put the perspective into place and right now we went and we did priorities one, two, and three for all things. And we're already in the midst of 80% pretty soon. So I'm pretty sure by the time we get the money it'll be about 60%. I know we and Robert and I believe 180 days to complete the design. So that is done we can start proceeding with the construction and in that task order that we did get from plan and construction. So it's a process that's not going to stop. It's just going to keep going and going and going. So a good measure of success could be those project management procurement or procurements.

Yes, but implementation. Yes,

you're right, Rob. But to the counselor's point and this is counselor all four of you and there it's important for us to articulate and we're we're doing it and I think we need to be more methodical about connecting it back to council and the visions and the directions provided to say here's what it looks like. here's a snapshot of in time of what that measured outcome and expectation is so that they can commit and that we can clearly convey that to the public. And I think that's the piece. We've been so busy diving in like you brought up the one-stop shop. We have the the road projects. We have all this stuff that we've worked on and that you built and now we're in the we're putting it in the ground now. Now it's coming out of the ground and we really need to be really thoughtful focused to put it on a in a in a framework that the council can mayor can see it and that we can advance it going forward with the public and I think that's what we're trying to get to be trying to do this because I know you know our next items here our next steps and how we're going to follow through is actually documenting for instance I don't know how long you know it's going to take for construction light but at least have one member goals. So we could say in 60 days we be at some year. So that's kind of like the year. What do you say would be Travis on that increase?

I didn't hear anything.

Wow. So that that that's going to take some time. You have a specialized service. It's just a It's just a guess, but we're just putting a target out there. Maybe about 15%. Okay. See, you still pass a year from today about 15%. Well, by the end of December next year, 2027, you'd like to maybe have one tank done, right? Yeah. I mean, and that's what that's what I think we want to get to

the measurable goals. when we go down to the 30 60 or however I timelines that we have in the follow that we could say hey u a year ago we you know we had set a goal this could be done where we at the followrough I guess is

and here's what I would ask you guys to consider um men and women women of leadership on the marriage is we need to take this work that we have the direction and then we're going to need to take our information on our projects that we have and then we need to bring back to the mayor and council each one H Street Storage the one-stop shop information technology and say piece by piece here's those points of measured outcomes that we want to hit and does this fulfill where you're where you want right because I I know what you want to see I just like today, right here and now. Do I think we're going to be able to give you each one of those specifics? No. But we we need to give them back to you and say by department, here's where we are in terms of those targets are if that's a if that's progress and I don't think we need to date, but if we say 50% say we're here next year, we're at 20%. and we kick some ass and got we have seen it by 5%. more at 10% we could say what we could have done better. It's not you, it's me, you know, and that's what that's why I have something different measure of numbers are black and white. And just to get back to kind of always been here is governing bodies, priorities. We already talked about those priorities and I know we have all these little projects to me sometimes and maybe that's where we got to distinguish the dayto day that the good things that you guys are doing dayto day but the overall bigger goals and priorities that we talked about earlier us as a group is those are the ones that I think that for global we want to be right because you know manager you're going to I mean I would hope that every

single department you know what you guys have done you know you guys too within your own departments are doing all these other things a one-stop shop you all all the things in the finance and it are doing but this whole thing here is to focus on the goals that we're setting and not the dayto-day and I know we're going to approach that and go uh you know our own things right on the on the day-to-day operations our world things like that I shouldn't be calling and saying directors or things like that you know I want to clarify our roles that we hired you as a manager and manager hire directors to take care of those smaller things but the bigger vision and goals kind But I really want to focus soon.

Okay. So to arrive at all those big global projects required resources would be good governance uh project management budget.

What else more? One thing that that I would uh just as advice is that for example water storage that's an initiative that's already underway. So that one only monitoring we just need to track it. We at this point we have enough resources to get that started. We just need to track that. Uh the things here that I would recommend concentrating on are the things that are uh not started yet, not funded yet but are important and and I think the way to to uh track those start them and track them is to first of all declare that they are priority. Second of all, uh identify the resources that you need for that, whether it's personnel or grant dollars or just a redirection of city efforts and define that. And then at that point, you probably want to define how do we fund it? And is that uh is that a sale of bonds? Is it just a simple increase in the department budget? Is it a tax initiative? What is it? And then just set some timeline. It's kind of like a decision tree. We want this. If we can do it this way, we go here. If we can't, we try here. And if this works, we continue on until we have all the options open until we find the right path. And and set a timeline for all of these. Let's say we'll review these every 90 days because clearly they're not going to be accomplished within 6 months, but set the monitoring times for every month and and I suggest you go that way at least.

I think it's important that when you develop, it was just my personal thing. When you develop scopes of works and contracts that there's clauses in there that we are on time and on budget with the things that we are trying to achieve, you know, because we and there we've had projects where oh, we're going to finish it in 90 days and then we go into a year, you know. So I think putting those covenants into contracts is during the court to be on budgets directors that not funding and it goes somewhere else. I think he's might be used in that care and that's fun to see things and develop or doing people are always asking what what's need to be what street they're always asking the thing is that

any final thoughts because we're going to change agenda a little bit I just wanted to mention You've got several grants out there including like like Paul all of these are they've got timelines on them first of all okay we got to follow the timelines to make sure so those projects are going to start quick and end quick so how do we we need to build it those into what we have is already this structure here I mean going back and you brought, you know, all the grants that we've gotten pretty much and we probably look to you. We need to make sure those grants that we're meeting the timelines and that we're following through with the different phases of that project or whatever they might be, but there's going to be projects this year alone that are going to be started and ended before the end of year being one of them.

Yeah, they're going to grant us an extension, but that one's going to move fast. Um and and that's why I brought up the house bill earlier. A house bill is going to require a lot of quicker movement on on capital especially. Um FEMA funding will have their own timelines. Um you know pass through money uh pass through money is give it to the state. State gives it to us that makes it really difficult because you have to follow state laws and federal laws. So it's twice the compliance reviews of your contracts. One last comment, Rob.

So, I hear the mayor and council not in tears and so timelines that we have in the past, although they're already in progress, we need to bring up to what are they, what percentages are they, what measurements can we expect to get them accomplished as well as building to an end. We need to do them both so that we bring the whole city to the same place together. The one thing that I would say to that point, mayor and council, is that Travis has done the work. Chief, Caleb, finance, police, seniors, all the departments, clerks, solid waste and gas. We know that, right? But we collectively need to carry this through together. And I think those measurements that we're going to go through and those measurements that are being asked for are going to help us so that we all progress together and we all have that same level of understanding pushing forward and that we're providing those updates on a regular basis but that we're coming through it together. And so that's the piece that we'll work on and then we'll bring back and say here are those timely services that they fit with the existing projects and here's what we need to build for the new projects or new initiatives that we need to build and work on together.

Robert I can check if there's capabilities that project action that we conduct the project milestones and where we are with them. So that's a possibility. Um, can we add the the council chambers to this figure that out? Yeah. Council chambers in terms of

support. We'll meet again. Okay. We're gonna we're gonna skip. We're not going to skip it. We're gonna we're gonna go from the governance goals and communication and then go to um discussion and action items. The next steps you have discussion and action items. Guess I'll move them here. So council pretty much we have a standard of agenda and typically Mary comes in to me I'm okay with the way the agendas are formatted but I do want to do that in case you guys stay agenda for sure by resolution all have a copy of that um we added recently to had to bring it back to the council that for instance in the past chief wasn't on the agenda that time safety issues

my personal opinion police ended up within other departments right That's one one change or suggestion that I would kind of recommend that and maybe not just you know police chiefs report every single month I know the fire chief last one uh but just so we kind of get an update for hearing from departments I'll make a round that's only kind of agenda form I would ask ask you guys the agenda check out the regular but I just wanted to have that discussion with you guys that you want to do uh meeting dates probably has her uh her her version of probably back you know little more base separated me I just know you know being busy smart and a lot of things going on. It's best to do it one week another week than it is to space it because then with all the other stuff going on in person, you know, having them, you know,

I don't mind.

But, you know, again, that's up for discussion. Carter specifically states that just another ideal opinion I'll say this time I think is data sat there and These meeting days, they're there from 7:30 in the morning, sometimes 7 all the way till even 10 o'clock at night. And you know we we prefer the recommended time to be at 1:00 will be probably a compromise but I know you know we but just kind of another idea you know changing time and I think it also gives us an opportunity as staff will let's say for instance in finance or anything something staff will be able to go is only for the thing. I know staff are okay with China.

It helps I think even family life, you know, and then for the next date because sometimes we're all so late, we don't function well the next day. It takes a long time to wind down in meetings and even four or five, you know what I mean? I'm just just saying that

you know we did we did that at the county it changed to one and there was a lot more participation with staff and they were more engaged as well

and then our agency statement vision mission and vision statement priorities I guess Mr. manager and Robert facilitator. I know you're going to get all this information put in one but I really you know as a governing body was you know and I number specifically I know we did the IC with dots we could do those with the priorities also that would be important versus us having easier for us to go out individually our dots no priority So this this really helps you know kind of create that said it really is a nice community I just talked to 9 years old what we're do is we'll create a submission today's meeting we'll put it in a format and then we'll bring it back to council for approval and we'll have ranking of the topics for that be

so I'll just open it up they want to have any discussion right now discussion but not it's tough for me to make it as it is amount of help here both by that time. And the other thing is that's work time for me. So that's going to take approval, be off to work, be at a meeting, that's vacation time that I have to take, which I'm not supposed to, but that's something for that consideration. I don't know. usually about five. Uh well, usually I leave 430 just to make sure no dirty but uh if you move it up that take more time off of my work, you know, that makes it hard for me. But there's more than there is number one. Okay. So I I mean I understand that cooled up a little bit I can be okay with that. You know if it's an hour that's fine. There's going to be more than that. It does probably injure my work day of course and you need to have a manager if I don't get people moving. They're not working. That's the way it is. So that's and it makes it more difficult if you bind on or stay on top of it.

I think the other thing is that uh I think it's uh subject to interpretation of the the interaction. So I think you know for me from my perspective as a counselor they're the people I want to interact with and that's not issued by anybody but I'm going to hear the information from you from the director. I don't need to hear from anybody else. Uh so other staff are there okay as a bonus but I'm not going to rely on their permission. I'm going to rely on your permission because you're in charge of that. Uh the other the second piece is I think the general public has more opportunity to participate except a later time because the majority of the general public works and those that are locking around and everything else. Do we know what our viewership is?

I'm sorry. Maybe maybe 15 20 people. I mean ahead of that go down to zero probably. I can I can guarantee you it's going to go down by about four or five weeks. cuz I know people that watch me work two of those and they're four or five that long just for that. So, but they they do go back from a lot of that. So, far just just something to consider. Go ahead.

Uh, mayor council just as information uh I was part of a transition where this happened where the move the it was a city commission that moved the meetings from evening to the daytime and there were two uh major things that were concerns and they were addressed this way. First concern was I want to watch. I want to know what's going on. That was addressed by the streaming which we do. The other side was I want to have a voice. I want to say something. I can't show up for public input at 9:00 in the morning. So what was done was there was a dedicated uh phone extension and a dedicated email where public input was accepted and read at the meeting so that the public could participate without being there. just those two points.

I would just if I could s

I comment because I I was on a policy making board just like you all and I when Ditto he just articulated but I would say at the end of the day the predominance of thought even if it was perception alone was I can't go to the meeting if I'm at work all day. And so what ended up happening was you what you had was retirees at the meeting or you had people with money that showed up to the meeting during the day that didn't have to work. And so I would just articulate that straight on its merits that you end up with more feedback potentially even if it's perception wrong if they don't show up. Um based on on what I live through kind of along the lines a little more So, uh, with that, I I think now is a good time to just go over the the retreat today and have an overview because then, uh, Mr. Manager is going to go back to, um, governor's section. Uh but today we had some common themes, teamwork, collaboration, uh favorite projects that we have to accomplish, needs from different departments, uh public safety initiatives that need to be done, communication, um anyone else want to chime in, just a couple quick words. I think we'll go ahead and start again. Thank you everybody for participating. apologize that we didn't have more time. We really had been we would have not even been here within the the community have gone away and you've done a lot more team building. Uh but just this whole takeaway is number one was to bring us and to know we all know each other but given what you guys have done bring couple counselors up to far even though councelor Martinez has been here two years some of his projects are even

beyond his time. So we get he gets a better understanding of course counc you know the new guy only four months you know uh even though I think in our council meetings he knows some of the project but I think today he understood a lot more going on one of the key takeaways that I want to bring forth is that uh for one and I know since my beginning you know I I stress that and it might be even me as a mayor trying get frustrated with somebody heads. Um I will you know assure you I listen but there's a balance that happens within city government that I think us as leaders have to understand and and move forward. I mean of course you know I won't fall into the theme of being an uh I think I have built a career in my over 12 13 years of public service. uh you know I I really take pride in in what I've done and follow the law and ethical and uh you know making sure that money is spent wisely and not unnecessary but I just want to stress that you know we need to have more communication uh you know I know some some departments may not feel like you aren't heard of or heard uh but please build Mr. manager, you know, uh build build that communication and better understanding, but I will say that if there is and I know we're going to have this internal discussion, but you director report to the city manager and if there's issues, go to the city manager and then move up chain of command. uh and vice versa, your manager, you know, he could, you know, take care of some of these issues, you know, address them. But how it all has

to deal with communication. There's sometimes that I hear things and I bring forth and sometimes they're half truths or untruths or gossip or whatever it may be. Uh I've had to address some, you know, HR situation that when I follow up that was never the case. But somewhere down the line it has not chain of commander to council and some of these things aren't aren't true. So we need to build a better trust uh you know work within that uh chain of command but at the end you know I know we're at the top of the chain but you know work work through the system and vice versa. And I'll leave it at that because there's a lot of a lot of uh things going on and I know like I said some of them are half truths and best believe that you know we as a governing body do take things serious and you know things aren't falling on dead. Thank you Mr. Thank you staff city manager also say one thing it's been a long time will be good but it's looking nice work on the agenda they bring us and it's it's you guys you guys bring it to us we make the best decisions that we can make sometimes But we're still here. We're still doing what we have to do. But if don't tell us what we're doing wrong or we're not doing wrong things forever, I just want to say everybody.

Thank you for leaving. Thank you. If I could, I was I was going to release folks, but I think actually what what needs to be said is said uh I think it comes down to roles and responsibilities uh the policy and the charter on uh vision direction and then ultimately day-to-day operations uh fall under my oposes. uh at the end of the day just to some of the comments that were made um some of them I hear through the great vine some of them I hear direct which I like direct better than the great vine but uh and I'll go directly to to some of the things that that Cass raised in her presentation types to structure and and communication I know uh Cass that I made adjustments and changes uh predominantly because of just the massive amount of challenges that are happen with water in particular and eman projects but I will work with you and with the whole department to adhere to the calendar and adhere to a structure and if I'm not able to be at one of those structured set meetings that that doesn't take away from the meeting taking place and advancing in that timeline and so uh if I'm not there then the meeting will continue and we'll follow that structured subset and and work on those but I'm fully committed to open transparent communication to make sure that the mayor and council you get what you need and the department heads individually and respectfully you get what you need in a structured uh organized way and so I'm willing to work on that end on my end uh improving communications I know some of the things I've heard in the grape line well oh so and so was out but we didn't know and no one told us and we need to know and those are all important things I would just ask that you come see

and that we work through those together uh to to better improve those communications for better outcomes. And so I don't think we need uh specialized breakout m I I I think we know we need to summarize all mostly with Mr. I want to uh give Robert when he comes back. I want to give him a round of applause for his support and his work especially around grants and all the projects that he does to facilitate that work. Um but thank you for bringing us together mayor and council for your feedback. I I hear loud and clear what you're after as far as information and measurements and we'll work on those things and we'll build a summary together that we can bring back to the mayor council for your review of additional direction and and approval. But uh I'm thankful like I said to be in this space and time and I'm permitted to improving communications. That's one thing I keep hearing and I'll work on that and uh work with you collect everything to

and I know I haven't said this directly in the council here but I know me personally maybe you have director he's left I want to make sure and Morris probably add to this is him being a former manager is if you don't show a presence in Santa Fe or you're just a number like every other community and one And I know manager you get criticized for maybe not being there and maybe being in places that maybe a manager shouldn't but the big part you know you're not there others attending one meeting or two week is that as we're going throughout the state and there's these whether it's or what it may be is that we show a presence and they know and I go down to state meetings you know and they know my face they know Robert's face Now we're starting to learn chief space. Matter of fact, chief just got run association.

No, it's not yet for the law enforcement academy. You know what I mean? So things that were starting to Las Vegas on the map and it's because we're present in in different capacities all over the state. And and Morris, you know this. I mean, if you're just a number and we're sitting here in the office and we're not going anywhere, it's easy. I mean, it's just like, you know, you department heads and we come and ask for funding. If you guys aren't around to present your case, you're not going to get anything. And I think what's happening now and you're starting to see all over the place and networks and even like Robert, you know, he's always, you know, they're calling in and I think so many department heads, they're calling you now because they're saying, "Oh, well, they're getting money and they're spending that." Well, that's what we're trying to reveal. So, uh, I guess if there's ever frustration, you can sometimes blame me for sometimes calling us in and say, "Hey, Commander, can you go to me?" Or Lucas, can you go me or chief, can you go to me? But I want you guys to understand the council that we're trying to show a presence of Las Vegas on the map. And let them know that there's just the city, not just a map of New Mexico. That's I appreciate that, mayor. I'm glad you said that because I've been able to go spend time with seniors. I've been able to spend time uh talking about uh PRC issues with u with you David and with your department gas and to sol waste water that'll continue that'll continue the last thing that I got there from from my end is is uh the land Jimmy and Dave uh do an outstanding job in their structuring what they deal with and they they don't do anything outside of what I asked them to do and what you ask of them to do. So, I just want to say that they they uh they also know the roles each of you have as department heads and leaders and especially those

those counselors and provide us the vision and direction. And so, I I thank them and I think each and every one of you in this room u for what you do day in and day out. Uh Rob, I want to give Robert summary that we can work with department and bring back and I think I might actually isolate the things we talked about the measurement for those projects within that summary as well so that we can bring those forward to show measurement outcome counselor.

Yeah. And thank you. I just I just want to say one thing or one last thing, you know, in reference to what goes on in our community. We have a very committed mayor. We haven't had a committed mayor in a long time. This guy's always there working trying to settle the score with whether it be an issue at the docket in general public or whatever it might be. I have to give you a lot of credit being there as much as you are, okay? Because there's been mayors that we've had in the past and I guess they've only shown up for meetings and and maybe to set up the agenda. But I think we owe you a round of applause for the positive work that you continue to do making sure that we do a good job. all of us here. You're a good role model for all of us and I appreciate that. Any other thoughts anybody else has? Counselors, go back to you counselor.

All right, since pulled me on the spot, I was going to try and get out of here. I'll take 5:30. Don't worry about Okay. I just want to take you back to what we said this morning. The mayor started the the team on and it wasn't pre-planned. I mean, it just I think it it uh it was a concept to help the game. One team, one dream, right? And there's a lot to do. There's always plenty to do. Uh but what I think what what I believe is that uh what I know is that we are not always going to be alone. It's just human nature. It's just the way it is. You know, we've been married a long time. She been married.

Okay. See, there you go. I'm not going to use myself as an example because my wife does anything that I do.

But you know what? At the end of the day, we're still together. You still have to go ahead. Uh sometimes, you know, there may be a couple of days where you can run on I don't like that person, but we get over it and then we're on the same team again, right? We're all pulling the train the same way. If we're going on the train and half of us are jumping off and trying to pull the other way, it's not going to go very far. But if we're all on there going the same way, we're going to go a lot further. So that's a deep attitude and cultures of power and I think where we've come a long way in that I think with with a lot of the directors that are here with the council members that we have the mayor city manager uh but we can always improve. So just think about that. Don't don't think about think about tomorrow. Thank you guys. Mary, you got the closing.

Oh, just thank you guys again and we want to be as productive as we are for many times. department even before I became mayor. gas chief's been here a long time around not same thing but opportunity things you guys have done tremendous new ones you know they're just building upon it's already been positive because I think we have a good team and enough Morrison too because I mean sometimes you know him being a former man here and also a counselor he knows both sides you know roles and responsibilities and also on the finances is has uh kept us on track and we might not be perfect but you look around us and every other where we're at. Those are the things that sometimes we forget. We get pissed off sometimes in the Philippines. But you know, we're we're moving forward bigger. Sometimes we forget because keep up the good work. I tell you guys, thank you. You know, it's Monday every day when I can, but it's you guys that are doing all the work. We're just here to kind of put that vision forward and give everybody that recognition. Thank you guys. And thank you, Robert.

You guys can help me kind of uh we'll take all the sheets back. We got a motion for German. Motion to call. Everyone's