Quality of Life Committee Wed, Mar 19, 2025 · Quality of Life Committee https://santafeminutes.space/meeting/313 == Executive Summary == The Santa Fe Quality of Life Committee held a meeting covering two major topics: the potential expansion of the New Mexico Main Street economic development program to Santa Fe, and a comprehensive update on the city's homelessness response plan. On the economic development side, state Main Street program staff presented a tiered model—ranging from no-cost project-based partnerships to full program designation requiring dedicated staff and funding—and discussed ongoing work in three Santa Fe neighborhoods: Siler Rufina, Airport Road, and Agua Fria. Council members raised concerns about whether downtown Santa Fe, which is already relatively prosperous, should be the focus, and suggested higher-priority corridors such as Midtown, Cerrillos Road, and the Remike corridor. A newly hired ARPA-funded economic development specialist will help identify the best geographic fit. On homelessness, city staff presented a multi-pronged action plan focused on immediate crisis response rather than long-term housing solutions. Key elements include expanding micro-communities (at least 2 new sites, 50 total units), a master lease program using 25 motel rooms, expanded day services through the Salvation Army, and a new community-based public safety team being procured through an RFP. The city is also moving away from large congregate shelters toward smaller, non-congregate models with 24/7 staffing and security. Council members raised concerns about crime displacement, the behavioral health system, data reliability, and the need for long-term strategic planning. Additional announcements included a CDBG public funding meeting, an April 2nd affordable housing event at the Association for Realtors, and a March 27th outdoor recreation event. The next committee meeting is scheduled for Wednesday, April 2nd. == Key Decisions == - City will explore Main Street program opportunities in neighborhoods beyond downtown Santa Fe, led by the newly hired ARPA-funded economic development specialist - City approved funding to establish at least 2 new temporary micro-communities with a combined 50 units for unhoused individuals - A master lease program using 25 motel rooms to transition people out of congregate shelters has been operational since February and will continue - The city will NOT expand congregate shelter capacity; congregate shelters are to be treated as emergency-only stopgaps - All new city-funded micro-communities will require 24/7 on-site staff and security - Pete's Place congregate shelter will remain open only until at least 75 alternative beds are available elsewhere; its lease remains month-to-month with no new lease currently being negotiated - City will pursue a dispersed, multi-site service model rather than concentrating all homeless services in one location - A standalone Office of Housing and Homelessness Services will be pursued to centralize operations and accountability - A data analyst position has been funded and public-facing dashboards will be developed for transparency - Motion to approve the meeting agenda passed unanimously - Motion to approve the consent agenda passed unanimously (roll call vote) == Motions & Votes == - Motion to approve the meeting agenda — Passed unanimously - Motion to approve the consent agenda — Passed unanimously (roll call vote) == Public Comment == Most input came from council members rather than members of the general public. Councilor Garcia asked about the status of three neighborhood Main Street initiatives (Siler Rufina, Airport Road, and Agua Fria) and requested clarification on city financial commitments by program phase. Councilor Faulner raised concerns about crime displacement when homeless services are decentralized. Councilor Chavez highlighted the broken behavioral health system as a root cause of homelessness, advocated for addressing youth trauma preventatively, requested data on repeat resource-seekers, and called for 'warm handoffs' for addiction and alcoholism treatment. Councilor Castro questioned the reliability of data from shelter vendor Pallet and cautioned against stereotyping unhoused individuals regarding substance abuse and mental illness. Councilor Garcia also emphasized the need for long-term planning and council involvement in Pete's Place lease negotiations. Multiple councilors expressed frustration with a revolving-door cycle of arrests and quick releases, and stressed the need for tangible, completed projects rather than plans that stall. One member of the public spoke in favor of Pallet shelter models, citing successful implementations in other cities and urging immediate action. == Topics == - Main Street New Mexico Program - Homeless Services and Shelters - Affordable Housing Initiatives - Homelessness Concentration Concerns - Pallet Shelter Site Visits - Economic Development Events - Arts and Cultural Districts - Capital Outlay Funding - Recreation and Youth Programs - Outdoor Recreation Event - Immigration Committee Launch - Meeting Procedural Items == Full Transcript == We are live. All right. Wonderful. Let me get on to the correct agenda. Okay, we apparently are still having some access issues with Zoom. Do we have some attendees on Zoom for presentation? Can we get some assistance with promoting individuals? All right. Have we figured out our technical difficulties yet? Okay. Wonderful. It is 5:03 p.m. Let's go ahead and call the Quality of Life Committee meeting to order. Now we have everybody in seats. Can I please get a roll call? Absolutely. Councilor Castro, present. Councilor Chavis, present. Councilor Garcia, present. Councilor Faulner, here. Madam Chair, I am here. And thank you, Loretta, for being here today and filling in for Marcela. We're happy to have you. Thank you to be here. You have a quorum, Madam Chair. Wonderful. Thank you. Moving on to approval of the agenda. Any changes from staff or committee? And if not, can I get a motion to approve? Second. Motion and a second. All those in favor say aye. Any opposed? Motion carries. Moving on to the consent agenda. Nothing was pulled ahead of time. Anything that anyone would like to pull now? And if not, can I get a motion to approve? Second. Motion and a second. May I please have a roll call? Absolutely. Councilor Chavis, yes. Councilor Garcia, yes. Councilor Faulner, yes. Councilor Castro, yes. Madam Chair, yes. Pass. Thank you so much. All right, moving on to our two presentations. We do have two presentations tonight. I do want to say we have two members of the committee that need to leave, so if we can be out of here by 6:30 that would be wonderful. We will work our best on being as efficient as possible. Our first presentation is an overview of Main Street New Mexico and potential programming opportunities for Santa Fe. We have Johanna Nelson, Office of Economic Development Director. I believe online we should have Daniel Gutierrez, New Mexico Main Street Director, and Lucas Petza, New Mexico Main Street Project Coordinator, and Amy Barnhart, the New Mexico Main Street Revitalization Specialist. Director Nelson, I will pass it on to you to lead the charge. Hello. Hello. Thank you for zooming in with us. Sure. Appreciate it. I'm not sure if you guys have a copy of the presentation or if you want one of us to share our screen. Let's go ahead and share our screen. Director Nelson, are you going to share it from here or pull it up from here? We have Ms. Gene pulling it up from here, so we should be good to go. Thank you. Thank you, Madam Chair. Thank you, councilors. And hi, Daniel. Hi, Amy. So happy that you can be here with us this evening. Just a little bit of preface. We just recently brought on a new economic development specialist, if you recall, using ARPA funding that's focused on the downtown area as a pilot to explore a geographic or place-based approach to supporting our business community. We are also very hopeful that this person, Lealia—we call her Lee, Lee Nelson—would be able to explore working with New Mexico Main Street and utilizing this program throughout the city. So we brought on these great folks to give us an overview of the program so our councilors can understand our current projects, our previous projects, and what would be needed to explore the Main Street program for the City of Santa Fe. I think we're bringing up the presentation. All right. And then I am trying to pull it up in Civic Clerk. I'm having a hard time with that. Is it—I'm actually not getting it pulling up at Civic Clerk at all. Is anybody able to pull it up? I know it was emailed to us. There it goes. You were able to get it up on Civic Clerk. Okay. Interesting. Okay. Well, good to know. We will get that fixed as soon as we can reaccess the meeting tomorrow. So, Loretta, if you can make note of that—apparently in Civic Clerk it's twisted. If we can reorient it tomorrow when we can. Okay. Well, I guess I'll just jump in then. One, thanks for having us. My name is Daniel Gennis. I'm the director of the New Mexico Main Street program and I do have Amy Barnhart joining me with the presentation. Just to start off, our program is a program of the New Mexico Economic Development Department. If you could go to the next page, please. We are an asset-based community economic development program and we're also part of Main Street America. We're actually celebrating our 40th anniversary this year. We have been with Main Streets America since 1985, and we are one of 46 coordinating programs throughout the country. We basically work on community-based revitalization initiatives with a practical, adaptable framework for downtown transformations, and we do this through the Main Street approach, focusing primarily on areas of economic vitality supporting businesses and the business environment in a district, entrepreneur design—which we really focus more on the look and feel and design of a district—promoting businesses, and finally, organizations, developing local organizations that can really engage and drive that economic development work in the district. Next, please. So we are an organization that has a number of different programs. Our main one is our 32 Main Street districts and programs throughout the state. There's a map you can see with all the different areas that we're currently working in or have worked in in the recent past. This is the primary program that's focused with National Main Street or Main Street America National Main Street Center, and it's focused on district-wide redevelopment in a district. We have 32 designated districts where we're basically working with a nonprofit on the local level, and they have service contracts with their local governments—kind of a three-tiered partnership, which I'll talk a little bit more about. We also have an Arts and Cultural District program, which we have 13—I think 12 of them are state authorized throughout the state. They're basically more of a designation attached to a Main Street program because they have the arts and cultural assets to really drive a lot of their work in their district. And then we have project-based initiatives, which instead of doing district-wide development, we're really more focused on doing one economic development project over a 12 to 18 month timeframe. Aside from that, we do have a capital outlay program as well, where we award funds to Main Street and Arts and Cultural District programs for public infrastructure upgrades. Over the past five years, we've gotten 38 million in capital outlay from the state legislature that we've reallocated to our local communities for a lot of these public infrastructure projects. Next page, please. So as I said, it's a partnership between Main Street, the state, local government partners, and a local revitalization partner, which is our Main Street organizations. In Santa Fe, we've never had a Main Street program. We're located in Santa Fe—our main office is in Santa Fe—but we've never actually had a Main Street program in Santa Fe. We have done some project-based initiatives, but I know this is something we've wanted to do for a long time. I know Albuquerque has five programs that we work with in Albuquerque, but we've yet to be able to get a program started in Santa Fe to this point. But it's all of us, and we know that this work works because we're all kind of working together to try to really drive projects. Whether it's the local government, the state government, or the local revitalization partner, we all kind of have different roles we play. The local government partner provides some funding for the local program, and it's usually through a service contract where they have a scope of work that they are using to really drive the work and engage in the economic development activities in that district. They also serve as fiscal agents if we have capital outlay, because we can't give capital outlay to local organizations. So they do serve as fiscal agents for that funding as well. As far as the state coordinating program, we provide technical assistance and training to our local programs, and that's all free of charge. Our program has five state staff and 12 contractors—professional contractors—that work with our local programs to provide technical assistance. They're in the field a lot. Amy Barnhart is one of our revitalization specialists, and her specialty is organizational development. She really helps local Main Street organizations develop by providing board training, nonprofit training in terms of how to run a nonprofit, strategic planning, and a lot of different things that she does to provide. But we also have a landscape architect, an architect, an urban planner, a graphic design promotional specialist, and a number of different folks that have expertise in particular things and they provide that technical assistance to the local communities. We also have our capital outlay program that we provide. We also provide—because every local Main Street program is part of Main Street America—we pay for all of their membership fees and we pay for their attendance, at least for their fee to attend the conference for the registration for our national conference, which is in Philadelphia this year. We're going to be leaving in a couple weeks to join the larger network. And then our revitalization partners implement local projects. They focus on a lot of the local resource development, planning, working with us and the local government to really drive a lot of the work. They're the ones that mainly request our services. We put them in the field and we work with the local government and the local partner to really drive the work. The work is different everywhere we work. Every community is unique, every community is different, and I think we try to work from the ground up. We don't try to look at the work as the state coming in with ideas we want to help you with. It's more a bottom-up approach where we kind of work with you to understand what your assets are, what your desires are, and kind of help you build that up and provide resources and technical assistance. I'm going to turn it over to Amy to just talk a little bit about the approach and kind of how that work gets done. Next page, please as well. Thank you, Daniel. Yes. So the way that we do our work is by using the Main Street approach, which is a trademark approach to asset-based community revitalization that was established by Main Street America in 1980. And that approach basically identifies an economic transformation strategy for every Main Street program that we work with. As Daniel said, every community is different. And the work we do in every community is different. We have some communities that might attract a lot of tourists. We have other communities that no tourists are going there. They're really focused on serving their local community, the local people who live there. We have some programs, as Daniel mentioned, who are arts and cultural districts with a very strong arts and cultural focus. And we have others who don't have that. They might have an outdoor recreation focus. So we really kind of hone in on what the unique assets are in each of our communities and we develop these strategies that are really focused on leveraging those unique assets and then identifying projects within those four points that Daniel mentioned—economic vitality, design, promotion and organization—to try to help advance those strategies forward. I think you could switch to the next slide please. So we start that process by ensuring that there is a vision for the community or for that district that we are working in. So if there's been some recent planning done, if there has been a metropolitan redevelopment area plan or a master plan for that neighborhood or comprehensive plan that's been done pretty recently, we can just pull that community vision from there. Otherwise, we might go through a community process to kind of get some buy-in from the community for what they would like to see in that district that we're focused on. And we also want to have a sense of what the market opportunities are, what the constraints are. What do we already have there economically? And then we use all that information. We look at the demographics as well. We develop those transformation strategies. We then develop that work plan that has all those different projects and things in those four points that help us move those strategies forward. And we identify measurable outcomes that we can use to track our progress on those. And then hopefully we reach a level of achievement that enables us to redo that process again, go back and look at that community vision, see how far we've come, what we have achieved in our work, and then re-evaluate and see, okay, if we've reached a certain level of achievement in this strategy, what are our new opportunities that we want to focus on that we want to leverage as we move forward. Next slide, please. And I'll turn it back over to you, Daniel. Sure. So, as I said, we don't have a Main Street program in Santa Fe, but we do have two project-based initiatives that we've been working with over the last few years. And these are actually like preludes. I mean, they could be just standalone projects where we're working because we want to work in every community we can. You know, we are a state program. We want to provide resources to every community that is interested in working with us. So we have project-based initiatives. Like I said, instead of doing district-wide redevelopment, we're going to do one project. Right now we're working in Siler City Rufina Nexus neighborhood. And I know they were looking at potentially an arts and cultural district at one time and really focused. I think our work there was on placemaking, just creating some vibrant spaces where we can get more people to interact with a lot of the cultural institutions inside the Rufina. I know some of the work we worked with them on was developing. We helped them develop a 501(c)(3). And again we did some creative placemaking work. I was looking at a walking assessment around Meow Wolf area and connecting it to other cultural institutions there. And then the other one we did was with Airport Road, and most of that was more around larger strategic planning work. But we also looked at a potential, and I know we had talked about it last year, but we were doing a Metropolitan Redevelopment designation report with them to get an MRA plan. But I know we had some changes in some of our staff so it kind of fell off. But I know we have talked about reinstituting or getting that work started up again. But the strategic planning was completed and it was part of a larger framework that they were trying to do to hit a lot of different touch points as far as supporting businesses and residents in that district. But a lot of our stuff was really focused more around the economic development component. But there are a lot of different things we can do. It could be placemaking. It could be facade improvements. It could be property redevelopment. It could be creative economy, which is kind of what we're doing in Siler Rufina. Or even promotion around promoting districts or businesses, doing branding. Lots of different stuff we can do around that. But again, those are our first two projects there. Next slide, please. So in Santa Fe, we call them our neighbor urban neighborhood commercial corridors. But we have projects in frontier rural communities which actually we're working in Agua Fria right now as well, and the village is our partner there. And then we have Native American communities initiatives where we're primarily working with tribal entities and their local partners. Next one, please. I'll turn it back over to Amy to talk about how to become a Main Street program. Yes. Thank you, Daniel. So, as we mentioned, we've had two different districts or neighborhoods within Santa Fe that have been a part of our project-based initiative process. And that actually is the starting off point to become a Main Street program. So we've kind of started using that as a pathway because it really helps us start to build that capacity up and get to know the community or the district and get a sense of where they're at. So in that first year, Daniel mentioned, we just focus on the technical assistance around one specific project they want help with. If they're interested in actually, I'm getting ahead of myself because this is on the next slide. So I'll just note here you can see that it's two rounds of the project-based initiative before going into the accelerator program and then graduating from that to be a full-fledged Main Street program. So if you'll go to the next slide I can catch up with myself here. So basically we work with that program. We look for it to be a community-driven process, though we certainly have some communities where the municipality has helped initiate the work and then engaged a local stakeholder group to continue driving it forward. So that first project-based initiative is just focused on one specific project that we are providing technical assistance with. We can also sometimes offer a small seed grant to help provide some funding for that project. Once that is successfully completed, the community has the option of then reapplying for a second round of the project-based initiative and letting us know that they're interested in pursuing the next step, which would be entering into the New Mexico accelerator process. So during that second round of their designation as a project-based initiative, we work with them to develop an accelerator action plan that incorporates our accelerator process benchmarks as well as any local priorities that they might have into a plan that they can then begin implementing once they graduate into the New Mexico accelerator process. If you could switch to the next slide, please. So during that accelerator process, we provide in-depth training from all of our different specialists that Daniel mentioned that we have, and we provide them with technical assistance as they work through achieving the benchmarks we've set out for them. Some of those could be just establishing a 501(c)(3), seating a board of directors, initiating some fundraising activities, working to establish a contract with its municipality. Those might be some of the organizational benchmarks. We also ask them to start building relationships with their business owners and identifying opportunities for providing support. We ask them to start thinking about developing a website and starting to develop these tools for marketing their programs. So we have a long list of benchmarks which we'd be happy to share with you all if you'd like to see what that looks like. And then once they complete that benchmark process, the accelerator benchmark process, we then graduate them to being a Main Street program. And at that point in time, we really kind of have the expectation that they have a full-time staff person who was working for the organization. They have a fully functioning board. They have a work plan that has projects in each of the four points. And then we begin working with them on establishing those economic transformation strategies that we mentioned earlier, which really kind of become the driving force behind the work that they're doing in their specific community. And I think that's kind of the basics for how you become a Main Street program. And I think that is the last slide. I think the next one is just a thank you and questions. Yeah. And I would just add that we have different. I mean, the majority of our programs, the local programs are nonprofit organizations with a service contract, and these are full-fledged Main Street programs with a district, and those are the programs that get access to our capital outlay because the idea is we're going to make larger investments in the infrastructure. We want to make sure there's a local program, a Main Street program, that's going to build off those investments and for us, create jobs and create additional GRT and private sector reinvestment. But we do have a couple of programs. Farmington would be one of them where the executive director, rather than being an employee of the local nonprofit, is actually an employee of the city. I believe Lordsburg is a similar one as well. And then Zuni and Pueblo Nuevo, they're kind of switching to the nonprofit model. But I'm just saying that because my goal is always to meet communities where they're at, and I know what works in one is not necessarily going to work in another. So I'm open to different ways of looking at and adjusting the model because I think the model is meant to be adjusted and fit the circumstances. But certainly, if there is interest in starting a program, and even though it may start local government initiated, as Amy said, because a lot of our project-based initiatives have been starting that way, but we start developing, once we know we have a commitment from the local government and an area and just some stakeholders, we can start building up that capacity as we move forward. But with that, yes, we definitely stand for questions if you have any. Wonderful. Thank you so much, and really appreciate you joining us tonight and presenting. Questions or comments from members of the committee at this time. Councilor Garcia. Thank you, Madam Chair. Thank you for the presentation. I appreciate it. I'm somewhat familiar with the program. I definitely know of the successes that have been had in Farmington with their downtown corridor. Regarding the local programming, whether it's the side of the Rafina Airport Road Corridor, even the Hour Village, I think that's been done. Where are we at with those? Are either any of those three on to round two? So Silafina—I mean, I think we provided our work. We even touched base with them to see if that was something they were interested in becoming a mainstream program, a larger Main Street program with the district. They weren't sure at the time. I think it was about a month ago, month and a half ago. I think we checked in. We did help them start the C3. Airport Road actually was on the second round of a project, but things stalled a little bit. But again, I think a lot of it had to do with us having some changes in our contractors and moving forward with that work. But we are in the second round with them, trying to start that work around I think the MRA designation. And Afria is still in their first round. Okay. Thank you. I appreciate that. And so just in regards to the supports required, what is the commitment on behalf of the city? Because I did see once you get into the accelerator phase, there is a $20,000 commitment. What are the correct commitments for phases one and phase two? So for phase one, at least for the initial one, it's just being a partner. We don't put any financial commitments on the project-based initiative. As we move up to the accelerator, that's when the financial commitment from the city comes in, and it's per program. Like I said, Albuquerque has five programs—well, one's actually South Valley, so it's their part of the Bernalillo County. But with them, it usually depends on the size of the community. Downtown Albuquerque is a huge community, huge district, whereas Bareilles is one of our programs that's much smaller. It's just a smaller corridor. So we do have a tiered level of commitment. I think the smallest one is like $25,000, but that's for our small rural communities. I don't have the numbers with me right now, but I do have a document that I can share with you. I can send it to Johanna just to share with you guys so you can see what level of commitment we are looking for based on the size of the community, right? And Amy, if you can correct me if you have it off the top of your head for a community the size of Santa Fe. I was just looking for it and I'm just finding the old one. I know that the commitment for Albuquerque is the highest level is $75,000 or right around there. I'm not sure if that would be the same for Santa Fe or if it would be tiered. The way we have it tiered is you can either base it off of the neighborhood size. As Daniel said, Bareilles is a much smaller district and area than downtown is. So they originally were basing their funding off of it being more of a neighborhood as opposed to a really massive downtown. I'll keep looking. If there's another question, I'll keep looking and see. But I will forward the document that we do biannually with every program, every two years. It's an agreement between the city, the local partner, and the state Main Street program. And it actually does outline everything that each of us are taking responsibility for and outlines what the commitment is financially from each community as well, based on the size. And again, that could be scaled to a neighborhood or a city if it's just one downtown. But I think with our larger cities, because we have a number of downtown areas or commercial corridors that we focus on. Okay. Thank you so much. And the last question I have is for Dr. Nelson. Miss Nelson, you mentioned as we were starting the presentation, getting to focus on downtown area, and a lot of what Main Street does is revitalization and economic viability of areas. And many would say they don't picture that with downtown. They would say downtown Santa Fe is revitalized and its economy is thriving. So I guess the question is, are there other areas of the city you're looking at? Because we've done a lot of work around the Remike about ten years ago now, and with the work that's going into Midtown, this could be a perfect opportunity to begin that work of looking at different areas of our city that might need support with infrastructure and long-term planning. Is that an option that you're looking into? Madame Chair, Councilor, thank you for this question. If you recall, when we were pitching the idea of hiring the economic development specialist, the nuance of that title of being a quote-unquote downtown specialist arose in discussion exactly to your points around whether it makes sense to focus on downtown versus other parts of the city that we know need help. And this is a perfect example. Although this person is focused in downtown to provide door-knocking and business services to our community immediately in the downtown area, we are really excited to build our capacity with her arrival so she can look at other parts of the city to explore where the best fit for a Main Street project could be. And so she's not beholden to the downtown community. And Daniel and Amy and their team are incredibly helpful and insightful to give us guidance around how we can get the best feedback from community to understand where the best fit for a Main Street project would be. So I hope that answers your question. It does. I just would want for us to work, if this is a path the city wants to explore, to do it in a manner that is going to have the best and most sustainable impact in the city. And given that, as I mentioned earlier, downtown is thriving, I don't want to bring in a program that is going to take away services potentially from another area of town. And not to say we couldn't have multiple programs like the city of Albuquerque, but I think we already do somewhat have multiple with the two—you know, the Siler Rafina port road, even though that's not city of Santa Fe, it's still supporting the city of Santa Fe infrastructure. Same could be argued for Afria, even though they're not in city limits. Whatever happens in Afria impacts the city of Santa Fe. And so that's where I would like for us to really think of where it could be best invested. That's where my mind gravitated—what better than what we've been trying to really plan and kick off for ten years with the Remike, now with the Midtown redevelopment opportunities fresh? I just want to plant that seed. Thank you, Director Nelson. I really appreciate that. I apologize for forgetting your name. I didn't have enough coffee today. No other questions, Madame Chair. Thank you, Councilor. Any other questions, Councilor Castro? Just a quick comment. Yeah, I want to double down that we should continue the work on Airport Road because actually a lot of that was building economic stability for locals, not so much for tourists, and focusing on some of the food trucks and some of the places where we could do placemaking. So to your point, Councilor Garcia, I think it is super important. I think we're trying to work on it. So please reach out to those folks. Thank you so much. Any other questions or comments? Yeah, I think I would echo. And when we had the first discussion around downtown, I would be in agreement of where I'm seeing a lot of need. You know, the Remike never took off. And that's always been one of those big questions as to why. Siler Rufina has always been an area that I see as a real opportunity for turning over. And Cerrillos, you know, it's our main drag into town from the airport, extension of Airport Road. And with all of the other work that we're trying to do on cleaning up Cerrillos and a lot of the issues you've been seeing there, we already have a lot of businesses there and we also have a lot of empty buildings. And I've always seen that as an area where we really have not reached our full potential and where there is so much visibility and traffic and businesses and there's a lot happening there. So I think that as we assess where the best place to put our resources is for something like this, I have a hard time with downtown being the arena. Not to say that there isn't plenty to do in downtown. There's a lot of things that we've discussed. And I think the conversations around downtown also get very complex and important, and how we make sure that downtown preserves the culture and history of Santa Fe without turning into Disneyland. And that's something that maybe this would be appropriate for, but I do see a lot of other opportunities in the area. My one question is, is there anywhere there might be like a case study? You know, where we see Farmington or one of the others where we've seen a lot of success from start to finish, a before and after almost, or before and now? Because I imagine it is still a process. And again, both Councilor Garcia and I mentioned Remike and the St. Michael's corridor, and it just never manifested. And you know, we've had a couple starts here that seem to be a little stalled. And that is my concern—that we have a lot of really wonderful ideas, there's a lot of engagement, there's a lot of excitement, and then it just kind of fizzles. And we're left with these beautiful plans that we are not seeing into fruition. And so that would be my main question. I'm not sure if there's a case study that might really illustrate what creates success here. And I know you mentioned you all try to make this a flexible program and specific to each community. But that is one of my really big concerns, especially seeing that it looks like the two in the city have seemed to peter out a little bit right now, and hopefully we can revive them. Sure, Madame Chair, Councilor. I think that's why we started. You know, we used to do just open applications for Main Street programs, and they would stall because I think there was a lot of front-end work that had to be done building capacity before they were actually ready to engage long-term in some of this work. Which is why we switched to a more project-based initiative where we can just start early and show some success that people could build off of and get more people to interact and want to follow through with it. Which is why we try to go start small and then build up so that one, it's things that we can physically see beyond just having a plan that we put a lot of effort into but nothing happens. And I think a big part of that is what Amy talked about—more of an action plan versus that help you get through some of those benchmarks for being a full-fledged Main Street program. But it also includes smaller projects that, whether you get through it or not, it's still going to improve your community in some way. But there's not the big financial commitment. It's more around building that capacity and getting things done so that we could see long-term success and set them up for that, right? And then that's when we do some of the bigger infrastructure projects. But we can certainly provide you with some examples, and we have done some other presentations where we showed how some of our infrastructure projects work hand-in-hand with small business development, with promoting the district, and doing other things that work on some of the facade squads and other things that enhance the district beyond just the public side of it, right? Our whole goal is to get private sector reinvestment and people into these buildings. But we certainly have some examples that I think we could share, and we can pull some together and send it to you guys as well as the template that we have, just to give you a better idea of how the partnership works and what the financial commitments are long-term once you actually become a Main Street program. Okay, wonderful. Yeah, thank you. Go right ahead. Thank you. I was just going to add as well, while I realize this is not really a comparable community, we actually do have a Great American Main Street Award semifinalist this year. Raton, New Mexico is a finalist for the National Main Street Award, which we'll be finding out in Philadelphia if they won or not. I realize it's a very different scale and very different community than Santa Fe, but it is a good example of many incremental and complimentary things happening together as opposed to just one major redevelopment project. They're providing grants to business owners to improve the exteriors of their businesses while also launching a boot camp to help fill vacant buildings, while also working with New Mexico Main Street and their city to physically improve the streetscape infrastructure to create more confidence in the business community to want to invest and open new businesses in the district. They have seen a lot of progress, and there's still more work to do there, but they have some really great examples of incrementally implementing the Main Street work to achieve some significant results. Wonderful. Okay. Thank you. I appreciate that, and I'd love to definitely see these examples. And remind me, are you guys coming to the Economic Development Advisory Committee? Are you presenting at EDAC? Yes. So I will see you there. I also chair that committee. If you can incorporate some of those examples for that presentation, I know I would appreciate it, and the EDAC committee members would as well. Well, thank you so much. I really do appreciate it. Looking forward to continuing this conversation with you all and with you, Director Nelson. Thank you so much for being here. Great. Thank you. Of course. Thank you. All right, let's keep rolling. Moving on to our next presentation, we have an update on homelessness. This is a reschedule for what we were calling the wind event that wasn't. So we have Director Hammond Paul, Community Health and Safety Director here. I am not seeing either Julie Sanchez or Kristen Wood. Are you flying solo today? Flying solo. All right, I will turn it over to you then. Thank you so much. I think this will take just a second. If we can pull up the HDMI connection from the podium. Well, Madam Chair, Counselors, great to be back in front of you all. I understand we have a 6:30 goal. Let's put it that way. Plenty of time for questions. I recognize that this presentation might seem a little out of order given a lot of the conversations we've had recently, but the real purpose of this presentation is to orient us all to the broader plan that my team is working off of as we move forward with our work in the city. We've seen a lot of the details already, and this is the big picture zoom out. I want to first start by saying that this is a plan that really focuses on the immediate. You'll see what this plan is not in the next couple slides, but we're really looking at the acute challenges of homelessness in the city and how do we alleviate some of that pressure. While many of the responsibilities in this plan are specific to city staff and agencies, this is really a whole-of-city endeavor where we hope to have service providers, community organizations, business, residents, state, and federal partners all coming together to help us, leveraging those shared resources. So what this plan is not—I understand this is a little bit of a strange thing to say—but this plan is not an answer to sustainable housing stock challenges in the city, nor is it the long-term plan to solve homelessness in Santa Fe. By saying it's not those, I'm not diminishing the importance of those two critical areas for us to fill in. But this is really about a set of focused actions to address immediate challenges in our city. Those affordable housing stock issues as well as long-term strategy issues require deep planning, but you're not going to see a lot of that in this document. I can answer questions about our longer-term planning if you'd like. There are some conditions that we hope to have to make this plan succeed: funding, which I'll speak to on each slide; partnership; community support; political will; and something that's very important that I'm trying to work on and cultivate in my team, which is operational excellence. We've broken the areas of action into sets of objectives that speak to six distinct areas. Safety, security, and stability—we want to improve safety and security for residents, businesses, neighborhoods, as well as unhoused individuals. Expand our non-congregate shelter options. People in the city are very familiar with the congregate shelters that exist here, but the nation and best practices have been moving towards non-congregate options as really the future and delivering better results. We need to improve outreach and navigation services, which is something that we've spoken about that I'll dive a little deeper into. Bolster day services. This one is key because I think a lot of the sentiment in the community that is experiencing or the part of the community that feels homelessness and the impacts of homelessness on the streets has a lot to do with the fact that a lot of folks just don't have a place to be during the day. So in some ways, if folks are on the street, the easiest solution to that is to give them a place to be. Bolstering day services will do that. In terms of the way we work together to improve efficiency—provider, community, city, government stakeholders—it really relies on coordination. So enhancing collaboration across city departments internally but also with community providers is another objective area. Then there's some data, policy, and advocacy work as well that's detailed. I'm going to jump into the specific actions in the plan that we're working on. You will see little stacks of cash, and those represent things that have been funded currently. Many thanks to you all and both one-time appropriations as well as continued support for various city departments. When it comes to safety, security, and stability, I think our team is really wanting to emphasize this as recognizing the challenges that residents, businesses, and neighborhoods feel as kind of spillover effects of unsheltered homelessness. There's a bunch of different ways that we hope to make measurable change here. One is improving security at shelter sites. We have encouraged and asked all shelters in the community to improve their security operations. Pete's Place, for instance, has hired a full-time security staff. While that hasn't necessarily resulted in a felt difference on the outside of the facility, which we are continuing to work on, we have seen a decrease in calls for service inside the facility. So that means that conditions on the inside of the facility are improving. Additionally, all newly sponsored city facilities and sites will have 24/7 security on them. Another one that thanks to the one-time funding we are working to implement now with our collaborators in the Office of Economic Development is supporting small businesses through the Windows to Opportunity Fund that we're working to create. And again, that has been funded and we're working to bring that to bear. And then this is another one that we had discussed recently, which is funding and deploying community-based public safety teams. There's an RFP that closes on Monday, March 24th for these services. We're hoping to award that contract very quickly and get boots on the ground in weeks, not months, bearing the feasibility of that obviously. Moving on to expanding non-congregate shelter. This is again a topic that we have discussed a lot in this room. One of the things that we've been working with is working diligently with community partners to improve programs for the congregate sites. I will be the first to admit that we have a lot of work to do here still. But we are actively engaging with our community providers to try and improve shelter conditions, whether it's through improvement plans. We're working with third-party consultants who will help improve and create plans for improvement there. We have a nice dollar sign there because we have funded the expansion of the micro communities, and our goal that we are working towards is to establish at least two new temporary micro communities with 50 units between the two of them. That is work that is fitting into this plan as well. Then also master lease negotiations. I'm not sure if the Quality of Life Committee or the Governing Body more broadly has been made aware of this, but we have a block of 25 motel rooms where we have moved folks from congregate shelters into motel rooms to help stabilize these individuals and move them towards more permanent housing. That program has been running since early February. Improving outreach and navigation services. The 3.1 is combined with the street outreach teams. Those teams will both be doing community-based public safety as well as providing outreach services. We've also been working with Lifelink, who has recently established and deployed a five-person outreach team who is going to encampments, identifying individuals, and helping move them into the shelter system or other areas for support. Another aspect of this work is conducting community outreach sessions. This is not an item that we necessarily fund through this work but something that my team and in partnership with you all, we hope to do both for specifically the establishment of the micro communities but also more broadly engaging the community around this challenging issue and learning from the community as well as hoping to share information that we have with regard to best practices and other models. This every chance that I have to speak to the incredible work that my colleagues do in other departments. I want to amplify their work. We have a lot of city-managed services that contribute to these goals, including but not limited to the ARU and the park rangers. Both of those programs, while not under my team's remit, provide incredible services that contribute to the goals that we all are working towards. Anything we can do as a city to support those functions I think builds us closer to achieving measurable difference in the community. Bolstering day services—I spoke a little towards this at the beginning. We have since piloted a day services model. This was last updated in December. We have been working with the Salvation Army to pilot a day services model. They're currently open three days a week, and we're hoping to expand that to seven days a week. In the long run, we hope to establish a full-time, 24/7 one-stop shop, so to speak, that provides day services and centralized services for the city. Lastly, something we are working on right now is deploying storage solutions where we can help folks not have to bring their belongings with them everywhere they go, but instead have a safe place that is monitored and controlled to allow people to store belongings. So again, it's not bringing their personal belongings with them everywhere. I think if I can just digress for a moment, this is a really important but seemingly insignificant thing. However, I think there are some really important aspects to little things like this. Without being able to have your belongings stored safely, it creates a disincentive for individuals to go to a doctor's appointment or seek counseling because they'd have to leave their belongings in a place that might not be secured. Our hope is that by having solutions where folks can leave things, it actually encourages folks to begin entering processes of systems of care. Coordination—not the most glamorous topic, but an incredibly important one. It really is the cornerstone of a lot of the success we need to achieve because, again, while a lot of this work and the accountability of this work falls on my team, it is really an all-hands-on-deck effort across the city as well as with community partners internal to the city. I have had the honor to continue the work of the Srios Road Emergency Management Team. Every other week, senior leaders from across different departments in the city convene and we work to address specific issues and tick items off of this plan. Additionally, I am working with various other stakeholders in the community. This is 5.2 too. To help clarify who's doing what and how we can coordinate better. There's a lot of community actors in this space, whether it's the New Mexico Coalition to End Homelessness or the Civic Housing Authority or the various shelter providers. We need to all understand ourselves as part of a collective system, not individual organizations doing specific things, but rather how we're all contributing. There are some specific mechanisms that we're putting in place to strengthen that collaboration, including standing meetings and really defining roles. I'm hoping we are nearing the end of the Code Blue season. We also received some one-time funding for this and really strengthening the coordination aspect of the Code Blue response in the city. We've done that in a couple ways and we'll continue to do that. One is by deploying pop-up shelters. We had a number of them throughout the season this year so far. As well as making sure that we are facilitating conversations not only within the city, which had been previously the mode, but also making sure that other stakeholders like the hospital, the county, and other folks are engaged in our coordinated effort for outreach during Code Blue. Kind of a piece of that is understanding the role that the faith community plays and has played in this work. They have been pretty instrumental in the past in a lot of the work that has happened here, and we are working to re-engage them in this critical work and understand them as assets in our community that can really bolster this. To that note, they were one of a number of organizations—specific churches, synagogues, and other places of faith—that were instrumental during the Code Blue response and offered their spaces for pop-up shelters. A big thing on my front and something that I personally am very passionate about is using data to promote transparency but also to make sure that what we're doing is creating results that we can measure and see tangibly. We have a funded position now to hire a data analyst for this purpose, as well as looking to deploy some dashboards and public-facing tools that will allow the public to understand the work that we're doing. Lastly, there's a host of policy and advocacy work. Some of it will include some new city legislation. That is not something that we have invested a lot of effort in in the last six months, but I think there's probably plenty of things that we can bring to you all in terms of legislation and work with Marcy's team to see how we can use those levers to help advance these goals. And then, similar to that, working towards a standalone office of housing and homelessness services to centralize and streamline the work that we do and make sure that it is staffed, funded, and responsible accordingly. That is the end of the presentation, and I'll be happy to stand for questions. Well, thank you so much, Director Paul. Really appreciate it. As both Councilor Chavez and Councilor Faulner are the ones with hard stops, I will give both of you the opportunity to take the floor first for any questions. If either of you are interested at this time, Councilor Chavez, Faulner, either way, go ahead, Councilor Faulner. One of the concerns I have is as we try to manage this population, the crime element around the population. Not that the population is committing crimes, but there's an element of crime that consistently exists around this population. It's going to move throughout the city. Do we have a plan in place for how we can manage the crime element that follows this population? Madam Chair, Councilors, I think that's a great question and a complex one, and one that I would also like to bring in Chief Joy to speak to. But from my perspective, I think what we have presented in this plan brings forward addressing unsheltered homelessness on the streets, which allows us to then see and focus on crime more specifically. Right now it's all mixed. It's hard to pull which threads apart because we have a number that I pointed to a couple times when I presented to you all: we have 280 shelter beds in the city, but about 400 individuals that we know of that are homeless. About 100 lack of beds. It's hard to disentangle the people on the streets from the people preying on the people on the streets. Providing safe, dignified, and 24/7 shelter and services hopefully allows people to be in safer locations so they're not victims of crime. But surely, continued support from the police department and increased efforts from both the city police as well as other law enforcement support in the city and the state at large are crucial elements of that. There's rightfully so the public perceives the homeless population as being where crime is coming from. That may be true for a portion of the homeless population, but I do think the way you just described it—there are predators who are looking to this population as an access point. I am always concerned when we start moving things around. Where is the crime element going to go in the city? If we, with the pop-up shelters for example, decentralize the population, that's a good idea, but then somewhere in the city there's going to be another place where the crime element has found a way to get into that population. I just want to make sure that when we're considering all this, we're also considering how to manage the crime population, the part of it that becomes criminal. Madam Chair, Councilor, yep. Thank you for the question and comment. I'm also 100 percent in agreement and understanding of your comment. I'd also say that, for instance, when it comes to drugs, there's two pieces of that: there's the user and the seller. By some of the work that we put forward in this plan, moving towards helping people get treatment and recovery, we can hopefully cut down on demand. That doesn't address the fact that there are drug dealers that need to be approached through a law enforcement angle as opposed to a treatment angle. So hopefully some of this alleviates or pulls back on some of the demand so then we can focus on the supply side. Thank you, Councilor. Councilor Chavez, you—okay, I have more comments than questions. First, I'm a true believer in the fact that a lot of the issues we are facing is because we have a broken behavioral health system. Those who are experiencing homelessness and want to live that lifestyle because it is a lifestyle that some of them choose to live, but there are those that need help. I'm not necessarily hopeful in the fact that New Mexico is in a place to address that level of help that some of them need. So that's my first comment. I think we keep continuing to have a conversation around homelessness and how to get them housed, but it doesn't fix the problem because unless we fix the root cause of why they're where they're at, then they're going to continue to need assistance in getting housed. A lot of that's beyond us. A lot of that has to do with how New Mexico has a broken health system. Some of it has to do with a lot of us really advocating for helping our nonprofits get aligned so that resources aren't being duplicated, but we're actually able to expand the usage of those resources. There's a lot of work we can do, but there's a lot that's out of our hands. But I just want to really focus on the fact that we're having a conversation without a very important piece that is going to help what we're doing be successful or not. So that's my first comment. The second comment is I will be requesting some data eventually because I want to see how many individuals are seeking our resources around housing repeatedly. We have a lot of individuals that are just seeking resources repeatedly in different areas, whether it's through our nonprofits or through the city. But that's telling evidence because if we're having to give individuals the same resource over and over again, that means that we're not having impact on the problem, and so we have to put our heads together to figure out how to better do that. I just wanted to shine light on that. I appreciate your efforts. I appreciate everything you're doing. I think that this is a huge problem to tackle, but it's very important for us to realize that there's a root cause involved with this problem, and we're short in those services—very short in those root services. Warm handoffs are absolutely necessary for addicts and for people experiencing alcoholism. Do we have those resources? We do not. They do not exist. We are short-handed and they don't exist. So individuals get lost through that process. I just think it's important, and I would love to have a conversation with you on the bigger picture and how we could change the dialogue to focus on how to address the issues that are preventing us from actually solving the problem on a bigger scale. Because I feel like we're forced in a place right now where we can't. Those are just my comments. If you want to respond to anything, that's fine, but those are just my comments. Madam Chair, Councilor, thank you for the comments. I think you say it incredibly well. This is why at the front of the presentation I say what this presentation is not. There are some macrolevel challenges that if we can help get our hands around, that puts us in an incredible place. Things like what we see nationally—affordable housing shortages. These are the structural things that unless we address, we're never going to get out of this. Mental and behavioral health shortages and drug supply. We can work diligently at a city level to address some of those, especially affordable housing. That's something we should be able to solve. But we also will need to work with state partners and federal partners when it comes to the flow of fentanyl into the state and into our communities. So I want to condition us to this big picture: we can do a lot here and we can do a lot well here. But we also are feeling the impacts of some larger trends. Absolutely. I just want to point some of the focus on youth trauma. Youth trauma is why we're here. Youth trauma defines our future as a state, and we're not addressing it as a state. We don't have the capacity, organization—the list goes on—to address youth trauma. But as long as we don't treat trauma within our youth, we're just fostering a future that is repetitive of the issues we're facing right now. That's something we often don't talk about either. Poverty, being exposed to drug abuse, being exposed to parents who are incarcerated, being exposed to divorce, being exposed to all those risk factors lead individuals to need resources outside of what they can provide for themselves. That is something I don't hear enough of. That is something I'm focused on in my other role, and I want to collaborate with you all. But I feel like if we want to be preventative as a city, that's something we have to put more emphasis on because it's truly the only preventative factor: how do we reverse the risk factors that come with trauma, which we're very high in. We're amongst the worst states to raise a child. There's a reason for that. In our little city here, how are we reversing those risk factors? I think it actually starts there, right? Behavioral health is an issue. All of the other things that you discussed are an issue, but what's the absolute root cause? It's what's putting people on the path to be where they're at right now. That starts with youth. So I would love to continue that conversation. I just wanted to emphasize it because I'm very passionate about it. I also feel like if there's any way for us to create a future in Santa Fe where these issues are reduced, the only way we're going to be able to do that is to actually focus on youth trauma. With that, I yield the floor. Thank you, Councilor. Councilor Castro. Thank you so much, Director, for the presentation. I do have similar questions, and I think that talking about the pallet shelters and some of the data is really important. I know that Councilor Garcia and I were a little bit concerned that some of the data we got was coming directly from Pallet. How can we trust some of the information that's coming from the company that we're buying the pallet shelters from? Madam Chair, Councilors, that's a great question, and I think there are a couple ways I can answer it. I also will be very happy to hear any suggestions that you have on that front. One: they are a B Corp, and I think as a company, they have aligned their business model with tangible environmental, social, and economic benefits that they want to see distributed to the community. I think that in and of itself as a certification for the type of business that they're running is a national and international standard. We might want to explain just for the public what a B Corp is. I don't know if that's in my wheelhouse. And I also want to say I'm not endorsing them as a company by any means, nor would I attempt to speak on their behalf. But I think the reason why we're using their data is because we went through a competitive bid process where they were evaluated as a vendor for the quality of services they deliver. They have a unique product that they can speak to the quality of the way it has been implemented in believe 126 cities across the country. So it's a combination of general data and also anecdotal data of what they've seen in the communities where they're working. I brought this up because crime was one of the big issues that was brought up today. The data says that crime around certain specific shelters has gone down. I think that we are treading a delicate line in saying that folks who are unhoused are at higher risk of substance abuse issues or mental illness. I don't know that that's necessarily the case. I do hear that we have poverty, trauma, recidivism, and broken systems. I'll push back: I think a lot of systems work the way they're supposed to. They're just not made for us. It's important that we think about what some of these populations are facing as individuals. I was having a conversation about what a veterans site might look like. Sometimes that is having to be ADA compliant. Sometimes that is an elderly population. Can you speak a little bit to some of the overlap of the populations and how we can maybe split out some of these specific needs? Madam Chair, Councilors, I'm not 100% sure. Could you restate the question? Sure. I'm trying to understand how many layers are in these populations. Let's look at veterans as an example, though that's not the only example, right? Thank you. Yeah, I understand it better now. So the short answer is populations are complex, right? Nobody's a monolith. We're all individuals that have layers. You can be a veteran, you can also be an addict, you can also be disabled. I'm not pretending like we're going to be able to have a site that is only serving one specific type of individual. We're trying to find large common denominators that make sense to group people. Veterans makes a lot of sense, and there's a lot of precedent for that nationally and also locally. We have the Veterans Integration Center in Albuquerque, which has veteran-specific housing as well as for veterans and their families. Families is another unit that makes sense. By and large, parents taking care of their children and working to take care of their children makes sense to be with other parents in the same place and other families in the same place. Sober individuals is another category that to our team makes sense. These aren't perfect categories. There are many people who will disagree with these types of categories, but to the best of our ability, we're working to find these large common denominators that we can think is a viable way for a temporary community to be functioned or to be situated. Youth is another group. When we can match as much to our ability like with like, it allows us to have more targeted services and better services for those individuals. So with veterans having wraparound services at a site that includes PTSD or navigation that orients those individuals specifically to benefits that are available to them as veterans makes sense. Similar with youth programming. That's the logic that we've used. Nothing's perfect, but it's our attempt at trying to group these populations into the most like and like. I'm sure folks have many questions, and this is not the last conversation we will have about this topic. But if you could just as my final point address what a temporary community is and why we call it a temporary community. Thank you, Madam Chair, Councilors, thank you for the question. When we talk about these micro communities as temporary, they are a stopgap measure that enable us to address a challenge that we're facing, which is unsheltered homelessness—folks living in arroyos, sleeping in tents, not having a place to sleep at night. It is not the long-term solution that we need of brick-and-mortar facilities and homes and places with permanent supportive housing, but it gets us to a place where we can relieve the symptoms that we're feeling right now without needing the ten-year runway or the five-year runway to build these larger investments. That's one aspect of what it means to be temporary. The other thing is that we see these as a stepping stone to these better and more holistic investments. There's an investment that we make by putting money into the land to put in spine infrastructure on many of the plots that allows them to be then developed into a variety of different uses, whether it's commercial or residential. So it increases the value of that land by adding spine infrastructure, septic, water, electrical. We do this investment that is a long-term investment for a temporary asset to then increase the value for that plot of land. But I'm very happy being on the record saying we do not—if these things are in communities for more than three years, we've done a bad job because they should be a stopgap that enable us to get to the next better option. Thank you so much, Director. I yield the floor. Thank you, Councilor. Councilor Garcia. Thank you, Madam Chair, and thank you, Director Hammond Paul, for the presentation. In the plan, you had mentioned support expansion of ARU and park rangers. I'm 100% behind that. And City Manager, I hope that is in the upcoming budget. We need it desperately. I think we've got three park rangers on staff right now whose primary task is working to address encampments. When the governing body established the park ranger program, that was not a foreseen ask given to them. That's what they've been delegated to do as of recently, and their time is spent the majority of the time cleaning up or working to address encampments. So we'd need more than three, and I think full staff capacity would be seven. We've got over 80 parks. If we break into do you include trails, etc., over 100. Three, not even seven people could address that. So we need more folks. You spoke about 3.1, which was deploy trauma-informed outreach teams. This is primarily for the Srios Road corridor in downtown. I apologize, but I'm going to hit you with the hardest question first. What is the plan for Pete's Place? Because we are planning to deploy a lot of these teams on the corridor where each place interfaith shelter currently resides. The shelter is on a month-to-month lease. The city back in 2020 signed a multi-year lease. During that conversation, I even remember clearly having there was an amendment proposed where it should only be two years, where then we began to revisit and explore what the options are. Where are we at with the process? What is any initial planning for potential additional congregate shelter site locations, potentials to relocate each congregate shelter? And then lastly, how is the city council going to be involved in this process? Because that was ultimately the concern a couple years ago when we signed this contract and we're now in this month-to-month lease predicament. I want to ensure that we're working towards a solution for that challenge that we're in regarding the month-to-month lease, and that way we can start thinking long-term planning. So there were kind of three questions there. One, where are we at with any negotiations? Two, any additional congregate shelter sites? Three, how is the council going to be involved in any lease negotiation plan? **Director Hammond Paul:** Madam Chair, councilors, thank you for the question. So let me first start by saying that at this time, my department does not believe the city should be investing in congregate shelter options. We don't believe that model is what we would call fit for purpose anymore. There are better options out there to help address these situations and allow people, individuals who are experiencing homelessness, to get on the path towards stability and autonomy. But also there are better models out there for making sure that communities are safe and that we don't see a lot of the kind of spillover effect of congregate shelters. So that is why we are investing heavily in the micro community model. As I mentioned, I believe at the last city council or the governing body meeting last week, the police chief and the fire chief didn't know the exact location of the Royal Chimo micro community or the Christ Lutheran site because it's such a non-issue in that community. That to me is where we want to get in terms of how these things fit into communities and into areas across the city. **Councilor:** Director, can I stop you there? Just because I do want to put into context comparing apples to apples or oranges, and we've got to remember that there are what, nine to ten folks housed at the interfaith shelter site. At any given day, there are what, how many beds at Pete's? I think it's near a hundred. So ten times the amount of individuals. I just don't want us to get into those comparisons. It could be a very tricky path. **Director Hammond Paul:** Absolutely. And so Pete's on a given night flexes between 68 to 75 guests. They have capacity to get up to 120. Maybe a more apt comparison is the non-congregate shelter at Consuela's Place, which has 64 guests. It is virtually unfelt in the city because, for a lot of different reasons. One is the clientele that they serve. But also because of the model that it is, which is non-congregate and giving people their own space, allowing them to be in their own space 24/7. It's just a—and so those numbers are maybe a little more aligned: 64 and the 75 or so that are at Pete's. And so models like that are ones that we want to see providers moving towards in the city. Emergency shelters, congregate shelters should be a last resort or things like natural disasters or cold weather events. So that's ultimately the role that I see those types of facilities playing. If they need to be there, it is temporary and a pop-up environment. That said, I do want to say Pete's is playing a very important role in our city right now, and it's one that we want to take pressure off them by expanding that bed number elsewhere. Because without Pete's right now, that's an additional 75 folks sleeping on the street in Srios and across the city. So while we want to move towards non-congregate shelters, and I think this maybe gets to your second question about the current negotiations and discussion, we want to make sure that that is an asset that the city has writ large until we have the ability to properly put at least 75 additional individuals into other locations. So that is maybe a short version. In the long version, we have been working with leadership at Pete's as well as their board to work on shelter improvements. Things like encouraging and supporting them in trying to add privacy screening, allowing patrons and people to be inside the fences, which they have been working to accommodate and we're encouraging them to do as well so that there aren't as many folks on Harrison Road and on the street. Hiring a security guard. So we've been working with them on an improvement plan. But there are obviously important improvements to be made there. **Councilor:** So I guess the question around congregate shelter investment: you're not recommending we move forward with a really deep investment in that. Regarding the negotiation for the lease for Pete's Place, didn't really get a clarification. Where are we at with that? Because at the end of the day, it's a tenant-landlord relationship. They're providing a service to the community, but the city of Santa Fe is ultimately the landlord. And I want the city to be a good landlord. To do that, we must ensure that the work and activity being conducted meets the standards that would be acceptable for a landlord-tenant relationship. And so with that being said, the way I look at it is—and this is not going to be the fault of the current lease—but I look at it in the sense of: would this location qualify for a nuisance property if it were a privately owned property? That's a fair question to ask. I know you don't have the answer to that. It's a question I'd like for us as a city to reflect on. In case you may or may not be familiar with the process, the city has a nuisance abatement process where private property owners, if they become deemed too problematic for the community around them, the city can intervene and take appropriate steps. That involves looking at maybe how many times police responded, the impact on neighboring residents, etc. And it's ultimately the property owner that's responsible. So the question is: if a resident were calling to file nuisance complaints against the property owner—in this case would be the city of Santa Fe—would we begin to investigate ourselves? I think that, and again this is not a direct question for you, Director Hammond Paul, I think it's a question we as the city and the city manager need to take very seriously. Because we've taken action on properties, we've demolished properties because they've become too much of a nuisance. We want to ensure that the city of Santa Fe is working to provide critical services, but we also want to work to ensure that we're being good neighbors, being good landlords, and providing safe community standards. So I think that's where, as we move towards those next steps—and I guess that third question I have is: how can the council be involved? I want to make sure that we're working to have a productive relationship with the shelter and allow for them to appropriately plan as well, because we're on month-to-month. I mean, we can essentially say okay, this is it, last month for y'all. Is that appropriate? I don't think so, given the critical services being provided. But I think we need to develop an appropriate strategy that works for everybody, that includes the city, interfaith community, as well as the residents. So just plug in that there, Director Hammond Paul. And maybe if I could— **Director Hammond Paul:** Sure, speak to that. So as it currently stands, they are month-to-month and we are not negotiating a new lease with them. So that, I hope, is clear. So it is month-to-month until we decide as a city what the next step is. I will say from my perspective, they are providing a critical service in the city. It is also one that has spillover effects in the community. But I think the question is not them—like, there needs to be alternatives, and that's what our team has been working towards. I would say as a private organization, we don't have say in terms of where they would go next, and the city is not currently working with them to find an additional location. And then lastly, I would say that in terms of how the council is involved, I could be—so I don't have a question. I don't know enough about the nuisance aspect to comment on that, but I would say I believe it's fully within the remit and ability of the council to vote on lease renewals and negotiations. So I think that is an area that you all have been involved in in the past. **Councilor:** Thank you, Director Hammond Paul. Item 5.1 talks about Srios Road emergency management team and it's internal city stakeholders. I guess is PD involved in that? **Director Hammond Paul:** Yes, councilor. **Councilor:** Okay. What—since I'm not a part of these meetings—are you a part of the meetings with the stakeholder Srios Road emergency management team? **Director Hammond Paul:** That's correct. **Councilor:** Okay. So one thing we—what would really I would strongly recommend is enforcement. A resident should not have to travel down through this road and see people openly using drugs, see people fighting. In any other situation, people would be arrested, cited, etc. If somebody was openly using right in front of city hall, I seriously doubt that there would be no action taken to intervene and hold that person accountable for what are unlawful actions. Those same actions should be taken just as seriously anywhere else in this community, whether it's the Srios Road corridor, whether it's one of the parks, or whether it's even one of the alleyways downtown here in Santa Fe. So how—what actions, what plans are being taken in this emergency management team to ensure that there is enforcement taking place? **Chair:** Madam, I will interrupt. Director Hammond Paul, if there is a question that is better answered by a different member of staff, like Chief Joy, I'd rather you not use conjecture to think of what he might say. Rather, we can take note of those because obviously that is not within your purview. That is within the police department. So if you do have relevant information from your department, absolutely. If not, the city manager is here and we can discuss that with the appropriate staff member. **Councilor:** Thank you. Thank you, Madam Chair. My question was: is it even a conversation? Is this a topic during these emergency management teams? And if it is, what are the conversations being held on that topic? **Director Hammond Paul:** Madam Chair, councilor, I think I would defer definitely to Chief Joy on the specifics of how enforcement is carried out. It is of course a major topic. Things that we do discuss in this meeting include things like having police and public works staff help clear areas and do calls for service and other items like that. But I think the specifics of how and why officers choose to prosecute or cite individuals is better under the purview of Chief Joy. Has enforcement come up as a topic during these meetings? Absolutely. Okay. If you're not comfortable talking about that, I definitely understand. But enforcement is not happening. You can go down serious road right now and see violations and residents, especially young children, should not be exposed to that and it should not be allowed. I think this is better suited for Chief Joy. It's just very standing disappointing and extremely frustrating, especially as a parent when children are exposed to that. Councilor Chav has mentioned exposure leads to acceptance and we do not want to allow for acceptance of such activity. Last question, and you said it upfront with the presentation: this is not a long-term plan. What is the long-term plan? Madam Chair, Councilor Garcia, it's a great question. I think there's a combination of answers to that. One involves strategic discussions with groups like the office of affordable housing, permitting and land use when it comes to how we think about zoning and the ability for us to build more housing units in the city. In terms of the long-term plan, my team is working to put forward what we see as a vision, but it is a whole-of-city discussion about what the priorities are from both the electeds as well as the community about how we want to work towards and what we want to work towards. I don't know if that answers your question specifically, but what I am tasked to do with this plan and what I was presenting on is how do we address some of the immediate challenges that are facing our community that are very felt and acute. Okay. Thank you, Director Ahmed Paul. I appreciate all the time, energy, and effort that went into this. A lot of the proposals here are going to require resources. So again, I'm just plugging away. It's budget time. Hopefully these requests are coming forth in the budget because we can't get this work accomplished if the money is not there. We can't allocate the money if you and your team don't ask for resources. So thank you again for this. It's hard work. Continue on. I appreciate all the time, energy, and effort that you and your team put into this. Thank you. Thank you, Madam Chair. Thank you, Councilor. I just have a few questions. I will try to be quick as I know the hour is late. First, more a comment that I think is really important about some of the conversations we've had today. I think that it actually is a really important conversation that we're going to need to have with ourselves as an organization: what are we capable of and what is out of our control? This is a really hard conversation because there are some things that we can do, of course, but to Council Chavez's point earlier about the root causes, a lot of these are issues that are unfortunately bigger than us. The reason that I want us to have a very clear view of that is not to wash our hands of it, but rather, as you mentioned, Director Ham and Paul, how we work with our nonprofits and how we work with other levels of government or other non-board levels of government like the county and the state and the federal government. I think that's going to be crucial for us to understand both where we need to really cultivate those relationships, really be lobbying our Santa Fe delegation when it comes to the state or our New Mexico delegation when it comes to the federal government, our colleagues over at the county. What falls within the jurisdiction of the district attorneys, what all of these different areas are. I know this is something you and I have had a conversation about, really understanding what this looks like, and it is a web. There are areas we're going to be able to leverage. But unfortunately for a lot of these things, there are investments we can make long term and we actually do see that a lot with economic development, with community services. What Council Chavez was speaking of with youth trauma and providing those opportunities—we do a lot of that work. But to your point, some of what we're going to be doing is stanching the bleeding. That's an interesting reality. It's an unfortunate reality that we're going to need to face. Again, this is not saying that with these issues we're like, "Oh, well, we can't do anything." I think really having a clear understanding of what we are capable of doing and then doing those things very well is going to be important because we have to understand what is within our power and what's not. If it's something that's not within our power, we have other mechanisms by which to impact it. But I would hate to see us try to do everything and do it mediocre instead of trying to do what we really can do very well while then really working with our partners who do have areas of influence in other ways to make sure that they're doing what they need to do very well. I know that's not nearly as simple as I just stated it. It's going to be complex, but I think that will be something that I will be interested in hearing more about as we continue to move forward with this. With the public safety issue, I know I hear a lot from police that they're arresting people, they're enforcing as much as possible, and they're out within 48 to 72 hours. Seeing this rotation has been really frustrating. That is not our laws that are making that challenge. So the reason I really want to have a good understanding of that is because I want to make sure that we are doing what we can, we are pulling all our levels as hard as we can, and we have a really good understanding of those. When we are looking at those long-term plans and strategies, when we're looking at this, that is something I want us to be mindful of and also communicative of because our community members have other representatives that they need to be calling, that they need to be expressing these issues to. We will do as much as we possibly can and we need help to be quite frank. You mentioned one of the goals: improve shelter conditions in congregate shelters. We've had a lot of conversations around best practices. I know non-congregate shelters—we have really seen a difference in both the impact for residents of non-congregate shelters as well as the housed residents in our community. What best practices are we looking at for congregate shelters that are not currently being implemented in the congregate shelters in the city or that we would like to see if there happened to be a new congregate shelter that were stood up? And do we—to your point, we don't run pets, we lease to them—how much power do we have to actually implement those? Madam Chair, thank you for the question. We definitely have some power to encourage and expect changes at facilities that the city funds and supports. In terms of best practices and those mechanisms, those are ones that I am working on with my team to push on and levy. In terms of best practices for congregate shelters, it is really a relic, I think, of previous times. We really need to move towards other models. If we do continue to have congregate shelter options in the city, as I mentioned earlier, I would want them to be not constant features but as-needed features that pop up during acute moments of need. Understanding that in the same kind of capability that we exercise with emergency management during an acute incident like a long-term power shutoff or a fire where we would stand up shelter beds for an emergency—that's when we would probably have that model for shelter, congregate shelters. The way we get there is by having enough options that meet the need, that satisfy the demand in the community, that aren't congregate shelters. Making sure that the 280 beds in the city that we have available is a sufficient number where every bed can be—not every bed can be built. We want to have some extra just in practice—but we'd want that number to be one that can meet the need without having congregate shelter in the city. Okay. Thank you. I do appreciate that because I think that is an important part of the conversations around pizza and interfaith. I know I get a lot from my constituency about what that future is. I do think that it behooves us to learn the lesson of our neighbors to the north in Espanola and they shut down their sanctioned encampment without another plan in place. I know some business owners who, all of a sudden as soon as that happened, they had an influx of people, potentially seeing some break-ins, sleeping on their stoops. So I really do appreciate the focus on that goal because I do agree with you that, and I say this frequently about interfaith, it's not that interfaith failed. The world changed drastically. We do need to keep up with that and the congregate model—I've not seen it be as successful as some of the other models that we have seen. Another issue I see with the congregate model, and I do believe that all of our non-congregate options currently do this, and I'm not sure any of our congregate models do this, but you've mentioned people not having somewhere to go during the day. I do appreciate the idea of a day services space. However, I really appreciate the idea that people have a location that they get to stay at as we all get to do, leaving our homes or coming to them as we please. I know that there has been some conversation around any new facilities needing to have 24/7 access for their residents. Is that still something that we are pursuing? Sure. Does this work? Yeah. 100%. For any of the micro communities, which are going to be city supported and funded, we are requiring 24/7 on-site staff availability. These are where people can lock their own doors and store their belongings. So both having 24/7 staff as well as security on site. I'll quickly add, with regard to funding, I do want to say that this city—we've been very fortunate in the one-time allocations. I don't want to—I mean, given the opportunity, I'll always ask for more money—but I do want to acknowledge the fact that the city has already contributed, especially in the past couple months, considerable funding to this work that is enabling my team to move forward with a lot of things. So I want to acknowledge that and make the commitment that we're going to use those funds well and understand that we need to deliver results for the community. Well, I do appreciate that and I know that is, as people were discussing, whether it was data for this conversation or data for the previous one, that is Councilor Travis again asking about the number of people that are repeating services. I do really appreciate that and I think data will help us as we understand how those dollars are being spent. Although that does hearken back to my earlier comments around what's within our purview and what's not. So there might be individuals that are continually utilizing our services because they don't have access to behavioral health. We've had conversations about city expansion of behavioral health, and that is not something that we really do. It is interesting to look at whether that's county or the state and where is it that we need this support and how do we get that from our partners. I think that will be really interesting to look at as well—if we're seeing these cycles, where do we need to look to break the cycle, but also where do we need help in breaking it? My other question has to do with the day center. We've had a lot of conversation around congregating all services or scattered sites. I have that same question around day centers. Is the idea that we would eventually, potentially, if we get to a place where we have 24-hour access to an individual's temporary shelter—whether it's a Pallet community, Consuela's, or a master lease—maybe we wouldn't need day centers? Well, we may still need day centers, but in terms of congregating them all in one location or scattered sites for day centers, when it comes to both ease of access for individuals who need to access it as well as mitigating any negative impacts on the neighborhoods, is there any research information that you've seen about that and where are you thinking in that arena? **City Manager:** Madam Chair, Councilors, if I understand the question correctly, I think I'd answer it in two ways. One is that I'd want to distinguish that day services would also include congregate, correct? They're separate living, right? So while we are moving forward with a scattered site model—and scattered is the wrong word. We want to be intentional about how we're engaging in this. So that's multi-site, right? Dispersed amongst the community, across the city. That is strategic and intentional. On the same side, just like a hospital has a lot of different types of services in one location, there are efficiencies in that. When people can go to one location to get a lot of their needs met, that benefits a lot of moving people along those goals. So that's why we want to try and aggregate services to one location. But then have people just as people live across the whole city, having the micro communities not in all one location but instead dispersed across the city. So I just wanted to make that distinction that there's a real benefit to having services aggregated in one location because it allows a person to get a driver's license, sign up for SNAP if it still exists, or access a variety of different types of services that folks need to continue the progress towards where they're trying to go in their life, right? Like a one-stop shop. **Councilor:** Yes. And I definitely agree that having all of those services in one place. I'll just tell you where my concern comes from. We talk about Serios a lot, and part of the problem is that everything has been on Serios. So to Councilor Falner's point around the kind of movement of safety concerns that are not necessarily—it's a mixed population. I always say there's a Venn diagram. But one of the concerns has been that because everything is on Serios, that is why we have seen just this influx because people know where to go for these challenges and everything is there. So if you're somebody who is looking to sell drugs, you know that if you go to this area, you potentially can find somebody a lot faster than if you're scouring around the city. So I think that is where my question comes from around whether it's better to have one one-stop shop or kind of multiple one-stop shops so that we don't necessarily have this conglomeration of challenges that come up with this population. **City Manager:** Madam Chair, thank you for the question. I think I'd want to maybe put the resourcing aspect in here, which is I think in an ideal world you have one hospital on one side of town and one hospital on the other side of town so that if you're somewhere you can get access to the service you need close by to your home. I think in a world of scarce resources, we start with one thing and then if we can fund more locations, that makes sense. But I think starting with at least one makes a lot of sense. There are capacity constraints in the city and in the state, right? There's just not enough providers. So understanding the ideal is different than what we can actually have at this moment. **Councilor:** Yeah. And I understand that. That is often our reality—there is the ideal and we have to deal with what we have. So that being said, I think that on the front end being aware of that potential and putting in plans to mitigate that and to prevent that from the get-go, as opposed to what we are dealing with within Serios where it's grown up around it and now we're trying to deal with that after the fact. **City Manager:** Madam Chair, if I may, I would also say that some of this is a design issue and it's something that intentional planning can address. Making sure that, for instance, if as we look to invest in and establish a day service center across the city, making it a place that has a single egress and allows people to be inside the facility while they're waiting so there's not spillover into the street. Similarly, making sure that just as we do with the micro communities, has 24/7 security and making sure that security is integrated into the plan and essential to the plan as we build it out. So I think some of these are things that we can design intentionally around to address at the beginning. **Councilor:** Okay. Great. Thank you. And I'm glad that is being thought of and of course I know that there are lessons we can learn from other communities and other centers. I think that was all I had. **City Manager:** Thank you. I just want to ask a question of the Councilors. Have you all seen the one we have in town? Have you all visited these micro communities, Pallet shelters? Because to see them is to understand how well they work. I mean, I've only seen the one at Christ Lutheran. I've been involved in building a couple of them. I think it would be worth taking a road trip and going to see some of these places because as much as we'd like to do—I mean, you all have said this—we can't do everything. And as much as we'd like to figure out the solutions to every issue that's out there, we've got to stay focused on what is, I believe, the policy of the city, which is to seek this kind of transitional housing and eventually permanent housing. And eventually to not need the kinds of shelters we've got, although I'm not convinced we'll ever not need any shelters. I'm not convinced of that. I know there's a philosophy to get there, but I'm not sure that happens. But we've really got to stay focused on getting these communities out there. I mean, they really do work. They really don't bother neighborhoods. That's not to say put them in residential neighborhoods. I'm not saying that. I'm just saying that they're really that effective that they don't cause that kind of trouble. And that needs to be the focus. We really need to put our time and effort in as well as cooperating with all those other entities that are part of this whole continuum of care network. And those, it seems to me, are the things that the staff really needs to stay focused on and get done. I entirely agree about enforcement. We've got to do more to deal with the visible impacts that people see every day because it's hurting us in our ability to do the things we do need to. And there are things that we need to do every day that aren't just doing the Pallet shelters. But I get worried that we spend so much time talking about these issues. I want him working on getting these things built. I'm afraid we're spending so much time talking all the time that we're not actually spending the time we need to going out and getting these things done. And I highly recommend that if we need to, take a road trip and see these places, not just the one that we've got here, which is wonderful. It works. I think it works great. But they all have services, they all have security, and they work. And so I'm sitting here a long time and I just feel like, okay, let's go do it. Let's get something done. And I think it's time. **Councilor:** Well, I do appreciate that perspective. And I'm sorry, it's not Christian Life, it's Christ Lutheran. Get the place correct. But I think that also, to your point, that would be wonderful if we can go on a road trip. Our entire community can't. So I am curious how we can bring—whether it's getting some of the neighbors from these areas, getting videos—how can we actually bring that information to the city? And as we work at having these conversations with our community members, because you're right, we do talk a lot. And part of the problem that I've seen, at least with my constituents, is the only example they have seen is one that has really not worked for them. So I am curious how we can—meaning what, Interfaith? I mean, Pete, so long, you know, that really has not worked for them. That's not the road trip I want you to take. So I am curious how we actually can potentially—and we talked about this at the last meeting, Director Hammond Paul—how can we bring that information? If even if people can't go to Springs or Denver or Portland, how might we really be able to bring that information here in a way that they can take some— **City Manager:** Yeah, take some people with you. Get—I mean, there's video programs that we can do to show people what these things look like. People have it in their minds that we're going to put everything in one place and they're going to have people standing all around them all day. I'd love to get it in their head that that's not what we're going to do. We're going to create another shelter and people are going to be all around selling drugs. That's not what happens at these Pallet shelters. That's just not what happens. And you build them so that they're pleasant looking. It looks a little funny to put people in little tiny houses. I understand that, but it works. And the people you put in those houses love it. And so I'd like people to see that and understand that what we're trying to do is not just creating lots of little shelters. That's not what we're doing. And it's time to do that because people want to have something different than what they're seeing year after year. And that's how we're going to get there. We're not going to get there by building more shelters. We're not just going to get there by putting services on the street. We've got to give people places to live. And I think we're so ready to do that that we just really got to make that our initiative and we got to move. Well, thank you and I do really appreciate that perspective and really appreciate especially you sharing your experience and having seen these. So, thank you for letting us know about that. Thank you. Thanks so much. Anytime. Well, I believe we had gotten to the end of my questioning. It is getting late in the evening and I know this is far from the last time that we will see you and be discussing this topic. So, I really want to thank you so much for being here and for all your work and for really spearheading such a challenging issue. Thank you. I will keep rolling along. We are now to matters from staff. Director Nelson. Great. Thank you, Madam Chair and Councilors. We have a couple of updates I'd love to make sure you're aware of. First of all, I want to say thanks to our staff and publicly acknowledge. We've had a sun up to sun down day with a lot of events. So, it was great seeing Councilor Garcia at the Built for Business event that Land Use put on. Really collaborative team effort supporting business owners in the community. And then we also had our Investment Equity Finance Fair today at the airport and we had over a hundred people register. It was alive and vibrant with folks from the community connecting with equity investors and resources for businesses and it was really positive, really great turnout. We also had a CDC meeting today and I just want to make sure that you're aware that we had the public meeting today to move forward with the recommendations for the CDBG funding. So you'll be getting notifications on that and as well I think we're waiting for some updates internally and some discussions on the next steps for affordable housing trust fund. No movements have been made there. And we do have an outdoor recreation event coming up March 27th. Would love for you to come to that. That'll be at the Higher Education Center. And I wish everybody a really great spring break that will be next week. And I also want to express full gratitude today, but the city just announced an early registration for city staff to take advantage of applying for the summer program at for employees. Really grateful being a working parent and kudos to the recreation team for their after care program as well as their summer care program and I'm going to call it there. Thank you so much. Available for questions and any support you guys need. Thank you. Wonderful. Thank you so much, Director. Director Hammond Paul, anything else from you today? Quick transition from the presentation to the good news side of things. I'll do a better job at having this for the next one. But also just want to laud the amazing programs that my team is doing at the rec centers, the libraries, the senior centers. Lots of really amazing work happening and serving the community. So youth programs I believe will be opening soon. And I don't have the dates in front of me, but I can send that all out so you can share it with your constituents as well as the numerous leagues and events at the libraries and so forth. Wonderful. Thank you so much, Director. Loretta, do you have anything for us today? No, Madam Chair. Thank you for asking. Wonderful. Thank you so much again for being here. Really, really appreciate it. Happy to be here. Yes, of course, Madam Chair. Thank you so much. I completely forgot. We are planning an event on April 2nd and this is an affordable housing development meetup that will be hosted right now at the Association for Realtors. And we did send that out to a test and pilot of a new communications network we're trying to build in the Office of Affordable Housing. If you didn't get it, let me know and I'll go ahead and send that out to you because I'm hearing that that's why we're trying to create this list and make sure that notifications are getting out to community and leaders. So, thank you. Wonderful. Thank you. Appreciate that. Any matters from members of the committee? Councilor, I just want to thank everyone for all the hard work. The Immigration Committee had its first meeting this last week, so we're rolling with that. Wonderful. Thank you. Thanks for letting us know. Matters from the Chair, I have none. Our next meeting is Wednesday, April 2nd, and at 7:14 p.m. we are adjourned. Thank you.