General Services Committee (Discontinued as of March 2024)

CITY OF ROSWELL GENERAL SERVICES COMMITTEE AGENDA Wednesday, October 23, 2019 at 4:30 p.m. City Hall Large Conference Room 425 N. Richardson Ave., Roswell, NM 88202 Committee Chair: Savino Sanchez Committee Vice Chair: Jacob Roebuck Committee Members: Angela Moore, Juan Oropesa Staff Coordinator: Juan Fuentes A. CALL TO ORDER B. ROLL CALL C. APPROVAL OF THE AGENDA D. APPROVAL OF MINUTES 1. Consider approval of the October 2, 2019 meeting minutes. 1-2 E. NON-ACTION ITEMS 2. Review and discussion of the Roswell Museum and Art Center 2017-2021 3 - 10 Strategic Plan. 3. Review and discussion of the Roswell Museum and Art Center Projects. 11 - 16 F. ACTION ITEMS None. G. PUBLIC PARTICIPATION H. COMMITTEE AND/OR STAFF COMMENTS I. ADJOURN (Next Meeting: November 27, 2019 at 4:30 p.m.)  Regular Meeting of the General Services Committee Held in the Conference Room at City Hall October 2, 2019 Notice of this meeting was given to the public in compliance with Sections 10-15- 1 through 10-15-4 NMSA 1978 and Resolution 19-37. B. ROLL CALL The meeting convened at 4:30 p.m. by Chair Sanchez with Councilors Roebuck, Oropesa and Moore present. Staff Present: Marcus Gallegos, Jim Burress and Kevin Dillion. Guests Present: Councilor Jeanine Best, Lisa Dunlap, and Larry Connelly. C. APPROVAL OF AGENDA Councilor Roebuck moved to approve the October 2, 2019 regular General Services Committee meeting agenda as presented. Councilor Oropesa was the second. A voice vote was 4-0 and the motion passed. D. APPROVAL OF MINUTES 1. Councilor Roebuck moved to approve the General Services Committee meeting minutes for August 28, 2019. Councilor Oropesa was the second. A voice vote was 4-0 and the motion passed. E. NON-ACTION ITEMS 2. Discussion/Update: Administrative suspension of the sports league player fees for FYE 20. Marcus Gallegos reported that a meeting with a number of leagues was held to discuss relationship and responsibilities. It was also discovered that some leagues were paying fees and other were not and needed clarification so that it is fair and applied across the board. At this time, management has suspended the fees until further review. Councilor Sanchez asked how much the leagues were paying. Marcus Gallegos reported approximately around $18,000 a year. The suspension of the fees would be for the current fiscal year ending June 30, 2020. 3. Discussion/Update: 2019 Legislative Appropriation ($450,000) for Carpenter Park Improvements. Kevin Dillion presented to the Committee the conceptual plans for a splash pad and related equipment at Carpenter Park. The main questions on this project was whether to do fencing and type of surface. Staff recommendation is no fencing and concrete surface with color. Councilor Moore asked safety wise if the cement would be too hot for kids. Kevin Dillion responded that it would be cool in the wet area but could potentially be hot in other areas and would be up to the parents 1  to provide proper footwear. Councilor Sanchez asked what could be accomplished with the $450,000. Kevin Dillion responded the concrete work and features presented plus some other features. F. ACTION ITEMS 4. Discussion/Action: Softball Field Netting Project. Kevin Dillion presented the conceptual plans for the project and reported that they received the quote from Holloway Construction Co. for $202,275.12 excluding GRT. Juan Fuentes reported that an analysis of the 1st quarter in the General Fund showed funds available for this project and since it was within the General Fund it would not require a budget adjustment resolution. Councilor Roebuck moved to authorize staff to proceed with the project as presented. Councilor Moore was the second. A voice vote was 4-0 and the motion passed. 5. Discussion/Action: Bike Rental Program. Marcus Gallegos reported on the proposed bike rental program and fees. Legal has reviewed and worked with staff to adjust the proposed program. Spring River Foundation offered to take over maintenance and repairs of the bicycles. Councilor Sanchez asked when it would be implemented. Marcus Gallegos stated the program would begin May 2020. Juan Fuentes reported that the New Mexico Self Insurers’ Fund has not responded on the insurance question and would be following up with them. Councilor Sanchez stated the insurance question is a big part of the program and would not recommend moving forward until that was resolved. 6. Discussion/Action: Discuss and recommend conceptual approval of the Cielo Grande Master Plan. Juan Fuentes stated that this item was carried forward from the last meeting and would recommend to be postponed. Bill Morris will be coordinating a workshop on this plan. Councilor Roebuck moved to postpone indefinitely. Councilor Oropesa was the second. A voice vote was 4-0 and the motion passed. 7. Discussion/Action: Conceptual approval of the Cahoon Park Channel and Pavilion Project. Juan Fuentes stated that this item was carried forward from the last meeting and would recommend to be postponed. Bill Morris will be coordinating a workshop on this project. Councilor Roebuck moved to postpone indefinitely. Councilor Oropesa was the second. A voice vote was 4-0 and the motion passed. G. PUBLIC PARTICIPATION None H. ADJOURNED The meeting adjourned at 5:46 p.m. 2  CITY OF ROSWELL General Services Committee City Hall Conference Room 425 N. Richardson, Roswell, NM 88201 Wednesday, October 23, 2019 at 4:30 p.m. ITEM: Roswell Museum and Art Center 2017-2021 Strategic Plan BACKGROUND: Initiated by: Caroline Brooks The RMAC Board of Trustees, staff and RMAC Foundation Members were invited to gather for a workshop in February 2017 to discuss the museum’s challenges, goals and objectives to begin formulating a 2017-2021 strategic plan. After a series of draft discussions in a working group and at Board of Trustee meetings, a final draft was approved by the Museum Board of Trustees on July 17, 2017. The document is broad with the intention of providing a framework for discussions and planning for the selected goals and objectives over the course of the four-year period. The museum has had long range or strategic plans in place since at least the 1990s. FINANCIAL CONSIDERATION: TBD. LEGAL REVIEW: Item does not require legal review. BOARD AND COMMITTEE ACTION: Item is for review and discussion only. STAFF RECOMMENDATION: No recommendation at this time. Staff purpose is to share/discuss current and future museum goals as they relate to the proposed museum projects. 3 Roswell Museum and Art Center 2017-2021 Strategic Plan The Strategic Plan was approved by the RMAC Board of Trustees on July 17, 2017. 4 Our Mission: Why we exist The Roswell Museum and Art Center inspires discovery, creativity, and cultural understanding of the art and history of the American Southwest and beyond. —Adopted by the Board of Trustees, February 20, 2007 Mandate: What we do The Roswell Museum and Art Center:  Delivers free and low cost learning experiences as an integral part of the Chaves County community through its museum, art center and planetarium.  Presents compelling exhibitions and programs that link art, history and science.  Generates and shares new knowledge and research through exhibitions, public programs and publications.  Preserves, interprets and collects high quality works of art and historical objects with a primary focus on the Southwest.  Provides a place to share and experience diverse viewpoints. Our Values: Core beliefs that guide our conduct  Access—We believe in creating an atmosphere of inclusion and accessibility for all people.  Connectedness—We concentrate on building bridges to the multiple communities we serve, and value opportunities for community collaboration through education, entrepreneurship, and civic enterprise.  Discovery—We strive to connect human experience, imagination, and creativity to the past, present, and future.  Diversity—We respect, represent, and value our diverse community.  History—We are a public institution that celebrates its grassroots inception and national significance “to present with pride the most typical aspects of local history and culture … and … bring enough of the great inherited treasure of the world’s culture so that a link can be seen connecting the two …”  Relevance—We expose people to a range of meaningful ideas that expand our understanding of art and history.  Sense of Place—We help to promote a sense of identity, pride, and belonging in our community.  Stewardship—We consistently work to preserve our public trust responsibilities through accountability in the stewardship of our financial assets, collections, and physical resources. 5 Vision and Approach The Roswell Museum and Art Center will be a cultural leader in Southeast New Mexico and distinguish itself through a community-centered approach that is in the spirit of its founding as a WPA Federal Art Center that endeavored for “participation by the entire community in all forms of art experience.” In so doing, it will seek to utilize its exceptional art and history collections and expansive facilities which includes twelve galleries, two classrooms, a ceramics facility, auditorium, planetarium, research library, store, and courtyard. The following definitions of success will guide the Museum’s approach moving forward:  Serve as a regional leader by exemplifying excellence in the museum field.  Engage the community as an accessible and welcoming place of learning.  Cultivate new and existing stakeholders to increase social capital.  Be a highly visible organization.  Fill the galleries, auditorium and educational facilities with activity and visitors.  Actively partner with other cultural, educational and social service organizations, as well as City departments.  Enhance art, history and science appreciation among the local population. • Be a prevalent destination for out-of-town visitors. Evaluation The Strategic Plan is a working document which may be adjusted annually or as needed. Progress of the Plan will be monitored in three ways: 1. Staff Meetings Museum staff will come together for regular status meetings to develop Action Plans, discuss progress, and find solutions for any issues. 2. Board Meetings A strategic plan working group made up of Board of Trustee members and the Director will provide regular updates to the Board based on check-ins with staff or board members involved in key tasks. 3. Annual Staff Evaluations Annual staff evaluations, conducted by the Director, will allow time to set annual goals in alignment with the Strategic Plan. 6 Strategic Planning Process The strategic planning process consisted of a planning workshop held on February 6, 2017 which was open to RMAC Board of Trustee members, RMAC Foundation members, Museum staff, and the public. The workshop included a review of the 2013-2016 Strategic Plan, a presentation of potential capital projects, and discussions and goal setting activities facilitated by President Peggy Krantz, Vice President Bill Siders and Museum Director Caroline Brooks. Subsequent conversations with Trustees, the RMAC Foundation Executive Director and staff allowed for a fine-tuning of the plan which resulted in five broad organizational goals with secondary objectives that support the Mission and outlined Vision. The plan was approved by the Board of Trustees on July 17, 2017. Strategic Plan Contributors The following individuals contributed to the formation of the 2017-2021 Strategic Plan as part of the February 2017 planning workshop: RMAC Board of Trustees Bill Siders, Vice President Cymantha Liakos DeAngela Velasquez Jamie Barnes Jessica Parham Lorie Mitteer Peggy Krantz, President Priscilla Ornelas RMAC Staff Amanda Nicholson, Curator of Education Caroline Brooks, Executive Director Colette Speer, Membership and Events Coordinator Darrick Constance, Security Attendant Sara Woodbury, Curator of Collections and Exhibitions Jeremy Howe, Planetarium Coordinator Nicholas Frederick, Registrar RMAC Foundation Board of Directors Beth Waldrip Carolyn Sidd Nola Fulkerson Cindy Torrez, RMAC Foundation Executive Director 7 Goals and Objectives The following outlines the goals and objectives of the Strategic Plan. Action Plans will be used to identify how specifically the goals and objectives will be addressed and will be developed primarily by the Museum staff—in coordination with members of the Board of Trustees and the RMAC Foundation, when applicable. The Action Plans will map out sections of the Strategic Plan when those sections are ready to be addressed and will include assignments of personnel, resources, due dates, and defined outcomes to allow for the preparation, monitoring and evaluation of the implementation of the Strategic Plan over time. 1. Strengthen the Museum’s engagement in the community. a. Grow audiences through targeted outreach and programming efforts so that it reflects Chaves County residents and visitors with a particular focus on students and their families, young professionals and seniors. b. Reinforce and establish partnerships with other non-profit organizations, City departments, and educational institutions to share resources and meet common goals. c. Strengthen and develop mutually-beneficial relationships with community leaders. 2. Establish the Museum as an integral partner in education. a. Connect with K-12 public school, private school, and homeschool teachers, students, and administrators to serve as a partner in education. b. Re-launch docent program to provide a strong volunteer pool to support education initiatives. c. Continue to grow children and adult education and programming offerings to promote creativity and learning and to build community. d. Seek financial support for education efforts through grants, sponsorships and RMAC Foundation funding so that activities may continue to be provided for low cost or free. 3. Provide an informative, enjoyable and accessible Museum experience. a. Create welcoming, accessible and comfortable grounds, entry, galleries, family area, and store. b. Ensure a visitor centric-approach to exhibitions with dynamic, updated displays and interpretation; family-friendly offerings; and well-informed staff and volunteers. c. Establish a robust planetarium program as part of the visitor experience. 8  d. Enhance online public access to the collections and archives. 4. Grow organizational capacity and ensure long-term sustainability. a. Increase accountability and better define staff roles and responsibilities through a combination of job description updates, procedural reviews, professional development, succession planning and performance reviews. b. Cultivate, retain, and attract talented staff and board members. c. Amend board bylaws and conduct regular reviews of Board procedures. d. Develop board working groups to assist with monitoring and meeting strategic plan goals and other identified needs. e. Grow and sustain volunteer corps to provide expertise and support to Museum activities. f. Evaluate and implement strategies to increase/create revenue in membership, admission fees, and store sales. g. Work with RMAC Foundation to grow and diversify financial resources—project-based and endowment—with a focus on major donors, major gifts, and planned giving. h. Conduct regular maintenance and facility audits and develop plan to address issues both on staff and City levels. i. Maintain and improve storage areas and work spaces to ensure efficient and orderly environments. j. Consider expansion possibilities to address collections storage limitations. k. Review procedures and take steps to ensure timely preparation for 2022 reaccreditation process. l. Ensure personnel and financial resources through the City are available to meet current and future needs. 5. Invigorate the Museum’s communications and marketing. a. Reintegrate and refresh the Museum’s brand. b. Enhance public and media relations to reach Chaves County and outlying areas. c. Align the Museum’s marketing efforts with its audience development and membership goals. d. Design and install exterior wayfinding to increase visibility. 9 e. Create an annual report that reflects the Museum’s accomplishments and activities. f. Review and consider an update to the mission statement to integrate science initiatives. g. Highlight Museum’s WPA history in visitor experience, print materials and online. 10  CITY OF ROSWELL General Services Committee City Hall Conference Room 425 N. Richardson, Roswell, NM 88201 Wednesday, October 23, 2019 at 4:30 p.m. ITEM: Roswell Museum and Art Center Projects BACKGROUND: Initiated by: Caroline Brooks The attached document is a summary of proposed museum projects based on the: • 2017-2021 RMAC Strategic Plan and related planning discussions. • Previous and current dialogue among past and current staff, Museum Board of Trustees, and RMAC Foundation members regarding internal facility audits. • The 2016 Multi-Facility Condition Assessment & Capital Improvement Needs. FINANCIAL CONSIDERATION: TBD. LEGAL REVIEW: Item does not require legal review. BOARD AND COMMITTEE ACTION: Item is for review and discussion only. STAFF RECOMMENDATION: No recommendation at this time. Staff purpose is to share/discuss larger-scale proposed projects for the museum that are included in an 8-10 year planning document. 11 PROPOSED MUSEUM PROJECTS OVERVIEW April 2018, updated October 2019, Prepared by Caroline Brooks The following presents projects that the Museum staff, in consultation with trustees and foundation members, have identified as needs that need to be addressed over the next 8 to 10 years. The intention would be to offset City or State funding through fundraising campaigns and grants and that timelines would be directed based on available funding. Project 1: Family Interactive Gallery Description: To create a self-guided and educator-led interactive gallery that will offer innovative and engaging experiences for children of all ages and their families. Centrally located among the current galleries, the family interactive gallery would be comprised of a versatile, changing space with activities that inspire exploration, curiosity, and confidence. Activities would draw from core science, history and art concepts that relate to the Museum’s exhibitions and collections. Explanation of Need: Roswell has limited public places that are family-friendly and none that are focused on play-based learning, in which children can experiment, discover and solve problems in imaginative ways while High Museum of Art, Atlanta, Georgia exploring educational topics. Similar to family galleries included in museums throughout the world, the family interactive gallery would provide an accessible, dedicated space for informal (outside of school), hands-on learning for general public and groups. The project would include: • Relocation of the Museum Store to the front of the Museum in what is the current Spring River Gallery. • Renovation of the lobby to integrate with the Store and create a more welcoming space. National Building Museum, Washington, DC Estimated timeline: 2 years Estimated budget: $1.2 to $1.5 million Will project be phased: Yes, which will allow for an inclusive schematic planning phase and fundraising. Current Status: • Inclusion on ICIP list. • Conceptual Drawings and estimated budget provided by Huitt Zollars in coordination with Kevin Dillon and City Administration. • RMAC Foundation awaiting further confirmation from City to proceed with Frost Art Museum, Florida International University fundraising. 12 Project 2: Renovation and Reinstallation of the Goddard Collection Description: To update and possibly expand Goddard exhibition with contemporary exhibition standards and methods, an expanded narrative, integrated interactives, and a physical connection to the Planetarium. Explanation of Need: The current Goddard exhibition was created in the late 1950s and 1960s through much generous support including the Roswell Rotary Club, Esther Goddard, the Guggenheim Foundation and Rogers Aston. It is a very unique and important collection that honors the history of space science. However with being nearly 60 years old, the entire exhibition is in dire need of a re-interpretation using modern storytelling techniques and exhibition methods. Project would include the following considerations: • Family-friendly and accessible. Encourages interest in science. • Fresh, contemporary appearance. • Updated storyline that includes Esther’s role, the background of crew members, and places. Goddard in a more contemporary framework • The science of specific artifacts are explained (ie. how a thruster works) and updated research is performed to better identify objects and their provenance (some items were not Goddard’s, but were provided by crew members. • Conservation plan to address the particular needs of the collection, including mounts (some items Animatronic Charles Lindbergh at San Diego Air and Space Museum are held down by bent nails). • Implement better layout, including expansion to Hunter Gallery and connection to Planetarium. Estimated timeline: 3-4 years Estimated budget: $2 million NEH Grants available: $40,000 - planning; $400,000 - implementation Will project be phased: Yes, which will allow for conservation plan, research, exhibit design and fundraising. Current Status: • Awareness of potential grants. • Inclusion on Master Projects List. • Awareness of potential researchers/conservators. Virginia Museum of Natural History • General project interest expressed by community stakeholders and visiting researchers. 13 Project 3: Collections Storage Description: Add a collections storage vault near the current vaults, potentially as an educational visible storage area, renovate the prep room, and consider air quality and physical improvements to current vaults and shipping/receiving spaces. The project would require the evaluation of a structural engineer and a feasibility study to determine the extent to what can be done on the property. Alternative ideas would be off-site storage (not preferred) or expanding out from a different area Visible Storage Study Center, Brooklyn Museum of the building. The idea of adding a mezzanine to one of the vaults has been discussed, but would be a temporary solution. Explanation of Need: As a collecting institution, we are running out of space to store items. Museums typically display 5% to 20% of their collections at any given time in order to rest objects in darkened, more- controlled environments and to change exhibits for research and public interest. The first vault was built in Museum of Industry, Nova Scotia 1976 and the second around 1992. Both are very near capacity. This solution would add a considerable amount of space to serve the needs of the museum for several decades, while creating an educational opportunity and increased access. Estimated timeline: 3-4 years Estimated budget: $2.5 to 3 million (Budget to be fine-tuned in consultation with architect and engineer) NEH Grants available: 50,000 – planning; $350,000 – implementation Will project be phased: Yes, which will allow for Unknown Location feasibility study, engineering, object movement, and fundraising. Current Status: • Awareness of need and potential grants. Unknown Location 14 Other projects to pursue as time and funding allows: New Flooring Carpet is worn and in need of replacement by 2021. To improve air quality and circulation, need to move away from carpet and toward solid materials (mix of hardwood flooring in galleries and tile in other public spaces/offices.) Reopen Stage Open up the historic stage in the Founder’s Gallery. Have embroidered curtain reproduced. Use for performances, talks and to showcase WPA history. Stage is currently used for frame and vitrine storage, could be added to Collection Wing Addition project. Seating Install a new contemporary style of comfortable gallery seating to replace 1970s/1980s carpeted benches. Landscaping An integrated landscape and wayfinding plan is needed. Last plantings occurred 10 and 15 years ago. Large elm trees were removed on 11th Street 3 years ago and roots remain. Plants have died off and irrigation needs attention. Visibility of museum is an issue. Need to develop wayfinding plan and install more and improved signage (consultation in progress, Feb 2019). 15