Andrew Baca

The meeting included the approval of the agenda and the minutes from the February 5th meeting. Key discussions centered on presentations regarding operations and facility updates. The BDD operations report detailed February 2026 diversions and deliveries, including raw water and drinking water metrics, and contributions from ED. The facilities manager provided an update on key projects, including progress on the PLC control system upgrade RFP and the completion of granular activated carbon replacement. The design rebuild project's feasibility study progress was reviewed, with a commitment to present findings in April before moving to the RFQ phase. Staffing levels were noted to be nearly complete. Furthermore, a detailed Water Quality Calendar Year 2026 work plan was presented, outlining tier one priorities such as continuing work with DOE on stormwater discharges and camera configuration monitoring, determining the discharge lag time for stormwater at LAL Canyon, and tracking issues related to hexavalent chromium, including a pending water rights application and monitoring the plume migration following NMED administrative orders. Other topics included MPDS permit renewals and the status of the LANL EIS (TWICE). The primary action item involved the presentation and request for approval of the Fiscal Year 2027 Buckman Direct Diversion Operating Budget.

The meeting convened to discuss the ongoing general plan update, also referred to as Santa Fe Forward. Key discussion points included reviewing the current status of the project, outlining next steps, and seeking feedback on draft scenario frameworks (Connections, Places, and Resilience). The presentation detailed inter-departmental collaboration, including efforts with public works, utilities, and parks regarding green spaces, trail connectivity, and infrastructure augmentation. There was also significant focus on collaboration with Santa Fe County to align planning efforts, particularly concerning areas like Rancho Viejo and light industrial zoning. The committee discussed the alignment of public input, prioritizing housing affordability, community facilities, environmental stewardship, and transportation/mobility. Furthermore, the implementation plan, which will define priorities and stewardship responsibilities for the general plan, was reviewed.

The meeting commenced with the calling to order of the regular meeting of the Planning Commission for March 5, 2026. Following the call to order, Commissioner Barber led the pledge of allegiance to the flag. The subsequent agenda item involved a roll call for attendance verification.

The Public Works and Utilities Committee meeting included the approval of the agenda and the consent agenda, with specific items pulled for separate discussion. A significant portion of the meeting involved presentations recognizing the Public Utilities Department Employee of the Month for February 2026, Amanda Britt, for her dedication and extensive service within the city. Remarks were also made acknowledging Nancy Himenez's upcoming retirement after nearly 30 years of service. Key discussion items involved two pulled items: the request for approval of a $1,800,000 professional service contract with the Public Consulting Group for four years to support the fire department's participation in the Medicaid ambulance supplemental payment program. The committee also approved a budget amendment resolution of $199,137 to fund the New Mexico Ambulance Supplemental Payment Program for a prior period (July to December 2025). Matters from the committee included an invitation to a birthday party and a mention of a fundraiser for a free health clinic.

The committee meeting convened to discuss the 'Code Blue' initiative, which serves as both a humanitarian response for vulnerable populations during cold weather and a training opportunity for emergency preparedness. Discussions covered the traditional preparedness methods versus this dual-purpose approach, emphasizing its efficiency in testing coordination functions for all-hazards response, such as wildfires. Specific operational details of Code Blue were presented, including its activation criteria (top 3-5% coldest nights), the formalized coordination structure separating tactical field operations from Emergency Operations Center (EOC) strategic elements, and the continuous improvement cycle driven by data. The presentation detailed outreach efforts, which include reducing barriers by offering no-cost transportation and flexible sheltering options (like pet accommodation), and building trust with unsheltered individuals. Progress noted included enhanced shelter capacity through contracted providers and the integration of real-time data tracking for bed availability and outreach. Constraints highlighted included a significant capacity gap between available shelter beds and the number of individuals in need, and the need for sustainable, ongoing funding. The committee also discussed the broader implication of treating homelessness as an ongoing public health crisis requiring an emergency response mindset year-round.